1. Leadership and Management Training
We are going to be looking at the new Leadership and Management Training for adults.

2. What we will cover:
The background of the new Leadership and Management Training
What has been done so far
Work to do and timelines
The launch
We will look at the background of how this training has been decided upon and developed.
Next, we will look at what has been achieved so far and what work is still left to do.
Lastly, we will look at the launch and how it will affect you.

3. It is important for you to know that because:
The new scheme will be different to the current one.
Your role is to support the roll out of the new scheme.
Your role will be to support the CTMs in the transition to the new scheme.
Your role will be to encourage and support Cross-County work to make courses more viable.
Your role will be to support quality monitoring of the skills courses.
This can be amended, to ensure that the content is suitable for the audience.

4. The Background:
Outcome of the Vision to need to look at our training of managers
Framework- six key skills
Engaged in a wide range of consultation
One of the outcomes of the Vision to 2018 was that we needed to better identify and explain what we want managers to do, and that we needed to be better at training them.
A framework was developed which outlined the six key skills that we want managers to have in Scouting. Following this, role descriptions for GSLs DCs and CCs were updated to reflect these skills.
The 6 skills:
Providing direction
Working with people
Achieving results
Enabling change
Using resources
Managing time and personal skills
Through conversations with managers and training managers, we felt we knew what the issues were but wanted to ensure we understood the issues fully – so engaged in wide range of consultation.

5. The Background- What We Found Out:
PLP Process- Managers are profiled out of training
Inconsistent Trainers with varying skill & experience
Validation- not identifying those who meet the required standard
Manager training and inductions not joined up
Evidence collected suggests that:
managers are being profiled out of training that would be useful for them through PLP process
training in some areas is being delivered by those without sufficient experience of management
validation is often not adequately identifying those who do not meet the required standard
management training and manager inductions are not joined up and therefore don’t offer a coherent approach
It should be noted some of these issues not limited to management training, but this is the focus of the briefing today.

6. The Background- What Will Help:
More availability, flexibility and variety of learning methods
More straightforward, easy to understand scheme and route through training
Make completing training a higher priority (above or in line with ‘doing the job’)
Based on this member feedback, ways to improve the training for managers were discussed. It was suggested that training should be:
Flexible
Varied
Straightforward
Higher Priority

7. Core Aims: Training Should Be…
Attractive
Valuable and valued by Managers
Compulsory
Available as Ongoing Learning
High Quality
As a result of this a working group of staff and volunteers defined that, as part of the core aims of management training, it should be:
Attractive
valuable to and valued by managers
high quality
Compulsory
clear and straightforward
available as ongoing learning
linked directly to a wood badge.
These were the core aims that were kept in mind when developing the Leadership and Management Training.
Clear and Straightforward
Linked Directly to a Wood Badge

8. Core Aims: The Content Should Be…
Meet the L&M Objectives
Relevant to All Line Managers
Be Linked to the Skills Needed to Implement the 2018 Vision
Avoid Repetition as Far as Possible
The core aims for the content of the training were also agreed on at this point. It was established that the content must:
Meet the objectives of L&M training
Be relevant to all line managers
Be linked to the skills that will be necessary to implement the 2018 vision
Avoid repetition
Be flexible, but consistent in its use of models and vocabulary
Flexible, but with core models and vocabulary

9. Affordable Sustainable Logistically Viable Blended
Core Aims: The Delivery Should Be…
Affordable
Sustainable
Logistically Viable
Blended
The core aims, in terms of delivery were: affordable, sustainable, blended and logistically viable.
Affordable – for the organisation and participants
Sustainable – ongoing support for trainers and learners, quality monitoring
Blended – different methods of learning, responding to different learning styles
Logistically Viable – ensuring that courses take place and are accessible

10. The Structure of the New Leadership and Management Training
In response to these key aims and member feedback, the new Leadership and Management Training was developed.
A manager’s training will be made up of 4 parts: Getting Started (this is no change to what Managers in Scouting currently do); Non- role specific training (this contains those modules (5, 6, 7, 10, 11, 12a) which are useful for all appointments- as is currently the case).
Two new sections: Independent Learning (Management Training- Knowledge) and Skills courses (Management Training- Skills)
Independent learning: e-learning, videos, workbooks, DC Induction and 1:1. The benefit of this is it is flexible and enables learners to look at the knowledge in their own time. This ensures that we are using volunteer time wisely.
3 skills courses: Leadership and Management Skills, Challenging Situations and Achieving Growth. These skills courses will allow learners to ‘learn through doing’ and will encourage participation to gain and develop skills needed.
We will look closer at the Independent Learning section first.

11. Independent Learning Flexible approach
Range of methods for learning, including e-learning, videos and workbooks.
5 videos and learning guides have been launched
4 pieces e-learning to be launched in the Summer
The benefit of the knowledge section is that it is flexible and enables learners to look at the knowledge in their own time. This ensures that we are using volunteer time wisely. It consists of e-learning, videos and Independent Learning Guides, workbooks, DC Inductions and 1:1s.
Let’s have a look at some of the new resources and methods for learning in the new Leadership and Management Training.

12. Skills Courses Skills of Management (2 days)
Meeting the Challenges (1 day)
Achieving Growth (1 day)
3 skills courses have been developed and piloted and received very positive feedback. The skills courses allow learners to practice skills with other Managers and use case studies to develop their management style.
Skills
Information and soft skills that need to be discussed and demonstrated
Networking and support for managers is built in
Builds on knowledge gained through independent learning
Skills of Management - covering topics such as leadership styles, team building and motivation, effective communication and active listening, induction, review.
Meeting the Challenges - covering topics such as how conducting difficult reviews, suspension and complaints process, managing the local situation following safeguarding incidents.
Achieving Growth - covering topics such as growth, development planning, recruitment and retention of adult volunteers and young people.
Pilots for the skills courses were undertaken in February-March 2014

13. Delivery of Leadership & Management Training
The Manager Induction will be an integrated part of management training
Cross-County approach will help to make courses more viable by increasing learner numbers; local coordination.
Centrally delivered and moderated management trainer training
Delivery
The RDS induction will be an integrated part of management training (for those roles and locations for which it is applicable), with the DC induction being a formal learning method for meeting relevant objectives.
Cross-County approach will help to make courses more viable by increasing learner numbers; local coordination.
It is also proposed that management trainer training (to enable local trainers to deliver the “skills development” element) should be delivered and moderated centrally to ensure quality and consistency.
This approach to delivery is a result of the member feedback that we previously discussed and meets the core aims of: affordable, blended, logistically viable and sustainable.

14. Trainer Training
Compulsory to attend the trainer training to be able to deliver the management training
Prospective participants will require both training and management experience
Ongoing quality monitoring- Peer observation and discussion within a cyclical 2 year timeframe
Must deliver or support at least 1 course a year
In order to run the new skills courses for Management and Leadership training, managers must have attended a Trainer Training.
The Trainer Training itself will be piloted in August 2016.
There will then be phase 1 from November 2016 phase 2 from April 2017 and then the full role out of the Trainer Training across the UK. The pilot will take place at Gilwell Park. Phase one will take place in Scotland, wales and 4 of the English Regions, Phase 2 will take place in the neighbouring 4 English Regions, that have not yet had a Trainer Training.
The Trainer Training will cover the content of the skills courses and suggested methods of training and how to effectively support managers in Scouting to get the most out of the courses. This will ensure a high quality of trainers, with the skills to tailor courses to managers within Scouting.

15. Videos
5 bespoke ‘bite-sized’ videos (7-9 minutes) accompanied by tailored Learning Guides:
Building Effective Teams
Planning for Growth
Enabling Change
Dealing with difficult situations
Keeping, developing and managing
volunteers
Videos
Building Effective Teams
Planning for Growth
Enabling Change
Dealing with difficult situations
Keeping, developing and managing volunteers
Learning guides are being developed to expand on theories outlined in the videos and help volunteers reflect on how to apply this to their own role.
Videos and learning guides have been launched in April 2016 (available on Member Resources).
‘Enabling change’ video and learning guide to be shown at the end of the presentation. All can be downloaded from here:

16. E-learning 4 pieces of bespoke ‘bite-sized’ e-learning modules
E-learning example: Leading Local Scouting
E-learning developed already between January and July 2015:
Safeguarding for managers and supporters
Leading local scouting
Managing time and personal skills
Finding, appointing and welcoming volunteers
It will be launched in June – September 2016.

17. Launch It is proposed to have a staggered approach to the launch.
This would be phased UK wide rather than relating to location.
Phase 1 delivery of Trainer Training – Scotland (including Northern Ireland), Wales and 4 in England (November 2016 – April 2017)
Phase 2 delivery of Trainer Training – 4 more in England – (May – July 2017)
Dates and locations TBC.
Launch
It is proposed to have a staggered approach to the launch.
This would be phased UK wide rather than relating to location.
Independent Learning units go live, available to all
Pilot of Trainer Training in August
Phase 1 - delivery of Trainer Training (6 courses) – Scotland, wales and 4 in England (NI come to closest) – 6 months
Phase 2 delivery of Trainer Training (4 courses) – 4 more in England – 6 months
2nd ‘Go Live’ date – start of official launch and whole UK transition to revised scheme – 6 months
End of transition, from this point on the revised scheme is the only scheme being delivered - ongoing
Quality monitoring starts – ongoing

18. Next Steps… What needs to be done differently?
Who should I communicate with?
The content should be amended, to ensure that it’s suitable for the audience.