Introduction
The Scout Association have been improving the appointments process explained in POR. Last winter we clarified the process used in the Winchester District for appointing a new volunteer to a role in The Scout Association or providing an existing volunteer with a change of role or to add an additional role. This is the situation on appointments that should be made within the Groups without District monitoring. Groups should pay attention to these aspects where we have Group roles appointed but not properly registered on Compass. Only the Type 1 approvals go to the Appointments Advisory Committee (AAC), other types should be addressed within the Group. We now have the underlining of the 5-month induction period by the Scout Association, and consequently the removal of the option of extensions. So, appointments for those who exceed the required period will be cancelled. Below is a flow chart both in list form and in flow charts. The Appointments Process (TAP) in POR can usefully be read alongside this interpretation, and there are several references to it for detail (e.g. Table 2 of TAP). I have changed the order of some parts of TAP Table 1 where it the original doesn’t quite flow or repeats itself.
Initial common elements to all appointments/approvals
Process
1. The meeting with the line manager is emphasised. There may have been meetings before this, say with the G&D team or the section leader and the team. However, the line manager meeting is the important one at which the role is defined and the line manager ensures that the new volunteer is fully aware of the requirements and the process. In the case of a change of role, it is also important for the line manager to review progress on training module validation. The line manager should make arrangements for any areas that are lacking to be addressed, e.g. volunteer to visit a section meeting.
The meeting with the line manager should include:
a. what the new volunteer expects to bring to Scouting;
b. where the new volunteer expects to fit (consider adult friends and children’s membership);
c. what roles are appropriate (reference role descriptions and produce a bespoke one if appropriate);
d. visiting section meetings, talking to other leaders to gain a better picture;
e. the appointments process;
f. competency validation requirements and the availability of training;
g. if addressing a change of role then the meeting is similar but should also include competency validation to date and any training shortfall.
2. The line manager or explicit delegate makes the entry in Compass (all roles). If the minimum data for the volunteer is not there, then they will need to add this. They should also encourage the volunteer to check the entries and complete the relevant details, especially the emergency contact as that is where District, County and Gilwell will look in an emergency.
3. Most roles (but not all) require DBS clearance. The line manager initiates this at this point if required. The results are checked later. There is a 30-day timeout for entry of the identification data including the new volunteer’s additional information. For a new volunteer, it is recommended that the initial data entry into Compass is held until the identification data is available and it is all entered in one session.
4. The volunteer will then need to add their additional identification information, if required.
5. The process then becomes approval type dependent. The four types are addressed in the relevant sections below.
Line manager
Every role has a line manager. Gilwell has recently asked us to ensure that we assign a line manager to every role held by every person in Compass. We had 530 blank entries in Winchester District. The list to select from is sometimes limited but do try to make sense of it and select a different role if necessary. If in doubt, discuss it with the DC. The biggest oddity that I have found is in Scout Active Support where there is no option given if the Scout Active Support Manager role is vacant. One solution is for the DC or GSL to take on that role in an acting capacity until an appropriate person is found (they will be acting in the role anyway).
In general, the line manager (guided by column 5 of TAP Table 2) is:
• The Group Chair for type 2 and 3 roles at Group level (except Chair);
• The GSL for all other Group roles;
• The DESC for Explorer adult roles;
• The District Scout Active Support Manager (DSASM) for District Scout Active Support roles (or the DC when that role is vacant);
• The District Chair for all other type 2 and 3 District adult roles;
• The DC for all other District roles.
All the above may nominate another appropriate person for various parts of the process, e.g. a Group Administrator to initiate DBS applications and make the necessary entries in Compass; or a Section Leader to introduce a new adult to the operation of a section.
No appointment shall be made or changed without the line manager’s explicit approval. The line manager is also entitled to cancel appointments and may on occasion be instructed to do so by the DC, CC or authorities at Gilwell.
Initial Discussion
The new volunteer needs to know what they are volunteering for, what the expectations of them are and what support is available to them. The line manager shall ensure that the new volunteer is able to attend relevant activities involving young people and discuss how they will assist with the line manager and other leaders. This process shall result in agreement on a role title and role description with the line manager and the volunteer understanding the role and competency validation (training) processes.
Where the volunteer is applying for a change of role or an additional role then the line manager (who is normally the line manager as well) shall review the volunteer’s competency validation (training) with them. Any shortfalls or lack of progression showing in the record should be discussed as this suggests that the volunteer doesn’t really understand the requirements of the Scout Association which is one of the aspects that the Appointments Panel will be looking at.
Role Title and Description
The appropriate title for the role may not always appear in the list in TAP Table 2. If that is the case then it is important to also identify the role title from TAP Table 2 that applies. The role description can be a standard description or bespoke. The former works well for standard roles. The latter is required for unusual positions. The role description needs to identify:
• The role title, both the descriptive title and (if different) the relevant title from TAP Table 2.
• Who the appointee is responsible to (this may include different people for different areas of responsibility);
• Whether the role requires committee membership, trusteeship etc.
• The requirements of the role:
• Whether DBS Clearance is required;
• Whether Satisfactory References are required;
• Whether Approval by the Appointments Advisory Committee is required;
• Competency validation requirements (training);
• Timescales (5 months, 36 months);
• Ongoing learning requirements (refresher training);
• The main tasks/objectives; and
• any other expectation of the appointee.
For example, more complicated cases:
• The Pinsent Camp Site Manager (“Camp Site Manager is not in Table 2): o Is officially a Scout Active Support Coordinator denoting that they manage a team of Scout Active Support members; o Is also expected to chair the Pinsent Campsite and Activities Sub-committee; o To be a member of the District Executive Committee; but o No additional competency validation required beyond that in Table 2.
• The Pinsent Activities Manager (“Activities Manager” is not in Table 2): o Is officially a Scout Active Support Coordinator denoting that they manage a team of Scout Active Support members; o Is expected to be a member of the Pinsent Campsite and Activities Sub-committee; o Includes extended competency validation requirements to include being qualified to run at least one of the activities provided and to provide any relevant first aid for that activity; and o Includes comment that the role, while being an instructor and range officer, does not include acting as the leader in charge of an activity for young people – that would require an additional role such as District Leader - Section.
• A Group Membership Secretary (not in Table 2): o Will normally be a Group Administrator (to gain access to the adult records in Compass); o Will often also be an Elected Member of the Group Executive, but doesn’t have to be; and o Will need to meet the requirements in Table 2 for a Group Administrator.
• A Quartermaster or Premises Manager (not in Table 2): o Will often also be an Elected Member of the Group Executive, but doesn’t have to be; o Will often be a member of a Group Scout Active Support Unit or possibly a Group Scout Active Support Co-ordinator[1].
Competency validation requirements
TAP Table 2 defines then minimum competency validation requirements for each role. The line manager may add to these where appropriate. Any additions should be recorded in the job description and the PLP in Compass. This is especially true of skills instructors and scout active support members.
Data Entry into Compass
The line manager is responsible for the initial creation of the role in Compass. They can enter the data themselves or delegate the entry. No-one may create the role in Compass without the line manager’s explicit agreement. It is important that the data is correct. That means that the recorded title (especially Miss, Ms or Mrs), name and date of birth must exactly match that in the identification documents used for the DBS clearance. Please also make sure, in accordance with Rule 2.2(d) ; All adult members and associate members of the Association are required to have at least one unique email address (i.e. not one shared with another person or persons) recorded on Compass. NB. Neither the line manager nor their delegate may tick the boxes for references, AAC or DC approval. These will be ticked by the Appointments Secretary and/or the DC at the appropriate point.
DBS
Where the role requires a DBS clearance, the line manager is responsible for ensuring that this is applied for. This can be delegated. The ID form exists so that any adult member can carry out the actual ID but they do need to be precise and thorough. Approval process TAP identifies four relevant approval processes (see column 6 of Table 2 in TAP):
• Type 1: Leaders, Commissioners etc.
• Type 2: Group Chairs; Secretaries; Treasurers; Elected and Nominated Executive Committee Members
• Type 3: Co-opted Executive Committee Members, Administrators.
• No type (none): Scout Active Support Members Note that Group and District Occasional Helpers and Scout Network Members are not listed in Table 2 as they are not considered to be formal roles. However, they are required to be listed in Compass. They follow the “none” approval process.