1. Planning & Time Management 1 Dec 2012 Scouter Carrie Woodbadge Part 1 for Group Committee

2. Introduction Group Committees work with section leaders to plan activities for programming purposes as well as fundraising and community service activities. Many of these activities can’t be planned in isolation and should be included in an annual planning cycle.

3. Teaching Points Definition and benefits of planning Planning Stages Delegating Needs Assessment

4. Definitions Short Term – up to three months Long Term – 1 to 3 years Annual – on a yearly basis Meeting Plans – detailed plans that cover what will happen in a specific meeting (section)

5. Benefits of Planning Parents can be given advance notice of upcoming activities Financial requirements can be planned for in the Group’s budget Program Standards – are we planning enough activities? Booking Facilities – Most of the time, this needs to be done in advance if you want to reserve facilities. Volunteers need to plan their own schedules to fit in obligations to work, other organizations and their section activities.

6. Question? Question – Who all should be involved in the planning process? Answer: Everyone, including the youth

7. Long Range Planning Long range planning – can be up to 3 years in general This allows Leaders to plan badge requirements, and for specialized training, in advance to ensure the youth have the opportunity to complete all requirements for awards such as the 6-star award, Queen Scout, Queen Venturer etc..

8. Annual Planning Annual Planning – Many activities will happen at the same time every year. These can include: a. Fundraisers (Scout Popcorn, Apple Days) b. BP Dinner c. Seasonal activities d. Group Camps e. Deadlines for paperwork (financials)

9. Short Term Planning Short term planning – typically 1 to 3 months, this allows for more detailed plans to be developed for activities such as camps or specific badge work (ie, planning a tour or a special guest)

10. Meeting Plans Detailed plans that cover the duration of a single meeting Identify supplies needed Task leaders with certain elements of the meeting Overplan, overplan, overplan

11. Delegation One person cannot do everything on their own, volunteers can be delegated to take on a reasonable share. Delegation Techniques – Ask people directly. General calls for volunteers are less successful, but, sometimes appropriate. Avoid letting one volunteer take on too many tasks.

12. Needs Assessment A Needs Assessment can also be known as a Gap Analysis. This is a tool that is used to identify the difference between your current state and where you would like to be. A Needs Assessment can apply to program delivery as well as program administration. For example, identifying activities needed to complete badge requirements, or it can be used to identify requirements for additional volunteers or resources, and or special skills to carry out specific activities.

13. Needs Assessment Step 1 – document the current state Step 2 – document what the end state should look like Step 3 – Identify where the gaps exist Step 4 – Identify a way to fill those gaps.

14. Needs Assessment Prioritization – we can’t accomplish everything What’s important to the Group and each section? If you can’t find the extra resources, what can go, what needs to stay. Are there more than one alternative to meet a gap?

15. Summary A Volunteer’s time is a precious commodity, we should always endeavor to make the most out of everyone’s time. Planning helps us all to use our time more efficiently.

16. QUESTIONS?