Interamerican Scout Region | Building together the new Regional Plan for period 2022-2025

Strategic

Priorities

Find out here the objectives of the World Triennial Plan 2021-2024. Participate in the construction of our Regional Plan by sending your feedback using the form at the bottom of the page.

1.1

Reinforce Scouting as a leading provider of non-formal education, equipping young people with competencies to contribute to the resolution of issues in their local and global communities.
1.2

Ensure that youth participation and engagement is structurally and effectively embedded in decision-making processes at all levels.
1.3

Evaluate the effectiveness of the World Scout Youth Involvement Policy and update it based on the findings.
1.4

Support Regions and NSOs to develop and implement youth engagement programmes and youth leadership trainings that strengthen the capacity of young people, both Scouts and beneficiaries, to become active citizens.
1.5

Ensure that all young people, regardless of their gender, age, race, ethnicity, religious beliefs, socio-economic background, disabilities, sexual orientation, gender expression or any other basis of discrimination have equal opportunities to participate in decision-making in Scouting.

2.1

Support NSOs to adopt an integrated approach when implementing the Youth Programme, Adults in Scouting lifecycle and other areas of educational methods, emphasising its importance for sustainable growth.
2.2

Reinforce the Scout Movement’s position, participation and engagement in external educational and youth related initiatives.
2.3

Support NSOs to be innovative in designing and implementing their Youth Programme to ensure Scouting’s relevance and ability to respond to the key needs of young people today, whilst building competencies for the future.
2.4

Support NSOs to integrate the four thematic areas of the Better World Framework in their Youth Programme to equip young people with the necessary competencies to contribute to the achievement of the Sustainable Development Goals in their communities.
2.5

Promote and provide guidance to NSOs to foster the resilience, well-being and mental health of their youth members and Adults in Scouting.
2.6

Support NSOs to equip young people with the necessary competencies and attitudes to be active citizens in increasingly polarised societies, manage misinformation and foster democratic values and tolerance.
2.7

Support NSOs to implement the Scout Method in delivering the youth programme across different settings and contexts including: community-based, school-based, virtual (Scouting at Home) and hybrid Scouting (virtual/in-person).
2.8

Continue the expansion and development of technological opportunities available to young people, Adults in Scouting and NSOs to experience Scouting in new ways, including through digital engagement.
2.9

Support NSOs in strengthening the implementation of Adults in Scouting policies with a key focus on recruitment, retention and succession strategies.
2.10

Support NSOs in exploring and implementing innovative and flexible forms of volunteering.
2.11

Support NSOs to strengthen the implementation of the World Safe from Harm policy through its educational framework and strengthening compliance mechanisms.
2.12

Ensure the safety of participants in all World and Regional Scout events by creating safe environments and putting in place Safe from Harm procedures.
2.13

Review and innovate all World Scout Events, with a strong involvement of NSOs, to ensure they are designed and implemented for access, accessibility, impact, inclusion, and participation of all young people.

Review the formats of World and Regional Scout events in relationship to cost effectiveness.

Review the format of World Scout Events to increase accessibility.

Review the design and implementation of World Scout Events to strengthen (environmental) sustainability.

Innovate on inclusion of all young people and the positive impact this can have on Scout members.

Recognise the opportunities and explore ways that, through the increased use of digital technologies in Scouting (after the pandemic), a greater number of young people around the world can participate in international events in the future.
2.14

Provide support and oversight to Hosts of World Scout Events in the 2021-2024 Triennium and beyond.

3.1

Evaluate where we stand as a Scout Movement on national, regional and international level in terms of diversity and inclusion in our membership, and identify areas of action for improvement to be a more diverse and inclusive movement.
3.2

Significantly increase support to NSOs to actively reach out to and include communities that do not have equal access to or which we currently do not engage through Scouting.
3.3

Support the review and adaptation of NSOs’ Youth Programmes and their delivery to fit different contexts and target audiences.
3.4

Actively seek the involvement of adult volunteers reflecting the composition of their local communities and ensure the necessary intercultural training to be able and confident to provide an inclusive Youth Programme reflective of the diversity of the local community.
3.5

Mainstream gender equality throughout all levels and structures of the Scout Movement, including by progressively implementing co-education.
3.6

Mainstream diversity and inclusion as a transversal focus across the Scout Movement, ensuring more inclusive policies and structures to embrace diversity as key to the unity of the Scout Movement.
3.7

Include disabilities, psychological disorders and mental health as important components of diversity and inclusion, and work to reduce systematic barriers for accessibility and participation.

4.1

Support NSOs to understand their role in engaging and working with beneficiaries as a key to increase the impact of Scouting.
4.2

Support NSOs to become responsible actors in humanitarian action, mitigating the impact of disasters on young people.
4.3

Increase work on Scouts for SDGs to strengthen its impact, continue developing partnerships and strengthen resource mobilisation.
4.4

Develop tools to assist NSOs and World Scouting in monitoring and evaluating the effectiveness and impact of the NSO’s Youth Programme.
4.5

Support NSOs in evaluating and measuring Scouting’s impact on individuals (members and beneficiaries), communities and institutions.

5.1

Review and refresh WOSM’s branding and messaging to position itself as the leading educational youth movement through a refreshed visual brand, messaging and adaptation for digital use.
5.2

Strengthen the capacity of NSOs in external communications by providing stronger support in branding, storytelling, media relations, crisis communications and reputation management.
5.3

Increase the recognition, support and impact of Scouting by strengthening the advocacy capacity of the Scout Movement, and leverage youth representatives across the Scout Movement to support advocacy.
5.4

Disseminate and activate WOSM's strategic partnerships for the benefit of the Scout Movement by operationalising new and existing partnerships and supporting NSOs to develop and manage partnerships.
5.5

Review and implement a resource mobilisation strategy to increase and diversify World Scouting’s resources with a focus on institutional, philanthropic and private sector partnerships.
5.6

Evolve the internal communications strategy for World Scouting using impact-driven communications that reflect the unity and diversity of the Scout Movement, and which embrace digital transformation in our work.
5.7

Significantly improve the usage and accessibility of existing resources by ensuring they are understandable for NSOs and available in multiple languages.

6.1

Support NSOs to strengthen their capacity by increasing and improving targeted support across all priority areas of WOSM Services.
6.2

Support NSOs to build their organisational capacity and implement action plans through a revised WOSM capacity strengthening cycle.
6.3

Ensure the sustainability of NSOs by supporting them to diversify their income streams, increase their financial stability and improve their management of funded projects.
6.4

Ensure NSOs can thrive in shifting realities, supporting organisational resilience through innovation and robust change, crisis and risk management.
6.5

Ensure more sustainable growth by building a stronger understanding among NSOs of the impact and importance of adopting a long-term, strategic and holistic approach to growth involving all strategic priorities.
6.6

Welcome more young people into Scouting by supporting NSOs to develop, implement and monitor their growth and recovery strategies.
6.7

Support NSOs to leverage the expected increased interest in Scouting following the pandemic by helping them understand, prepare and work on growth, recovery and retention of youth members.
6.8

Strengthen flexible access to Scouting by supporting NSOs to innovate how we reach out to and recruit more young people to participate in Scouting and support NSOs to actively engage their beneficiaries.
6.9

Deliver support and materials in the most impactful way for NSOs, based on identified needs and data-driven decision-making.
6.10

Be a role model of our own policies and ethical standards within World Scouting’s structures and its affiliated institutions, including the significant reduction of the environmental impact of its operations as well as the proactive management and procedures to deal with Safe from Harm issues.
6.11

Bring the Scout Movement closer together by encouraging and enabling self-facilitated NSO-to-NSO support and partnerships to promote exchanges of best practices, sharing of innovative ideas and creation of joint initiatives and projects.
6.12

Foster collaboration and strategic coordination across Regions to strengthen the unity of the Scout Movement.
6.13

Continue supporting Regions in the development of their Regional Triennial Plans, ensuring strategic cohesion with the World Triennial Plan 2021-2024 and Vision 2023.
6.14

Continue to work on and further strengthen the efforts made on sustainability, by examining the possibility of developing a WOSM Service focusing on environmental sustainability.
6.15

Ensure equal standing between both official languages as foreseen in the WOSM Constitution and strive towards delivering materials and information in both languages simultaneously to allow for more NSOs to actively and efficiently participate.

Thanks for sharing your thoughts about the Strategic Priorities of the World Triennial Plan and how they relate to our Region. Gathering of information closed on 14 October.

World Plan: 6 Priorities

Priorities

1.1

1.2

1.3

1.4

1.5

2.1

2.2

2.3

2.4

2.5

2.6

2.7

2.8

2.9

2.10

2.11

2.12

2.13

2.14

3.1

3.2

3.3

3.4

3.5

3.6

3.7

4.1

4.2

4.3

4.4

4.5

5.1

5.2

5.3

5.4

5.5

5.6

5.7

6.1

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

6.10

6.11

6.12

6.13

6.14

6.15

Thanks for sharing your thoughts about the Strategic Priorities of the World Triennial Plan and how they relate to our Region. Gathering of information closed on 14 October.