Strategic Priorities
For the years 2017–2020
The Strategy for Scouting starts from the Mission of Scouting. The mission is a statement of what scouting seeks to achieve and provides a common starting point for the adoption and implementation of the Strategy. A vision has been agreed, and from this shared vision seven strategic priorities have been identified. It is through scouting responding to these seven priorities that the vision will be realized.
OUR VISION:
For Scouting to be seen as the pre-eminent youth organisation in Trinidad and Tobago
The full strategic plan can be accessed here.
The involvement and participation of young people in the decisions which affect the Movement is an important part of the Scouting experience. Their input will be sought and considered at all levels of the organization.
Our Youth Program should be exciting, culturally relevant and appealing to today’s youth, attracting them at an extraordinary rate and retaining them longer.
Every Scout deserves to have a good leader. ScoutsTT is committed to ensuring that the best possible leadership and adult resources are provided so that our young people get the best quality experience that can be provided.
It is our aspiration that Scouting’s youth, volunteer leaders and employees exemplify leadership excellence across all aspects of the movement.
Our aim is to become the leading NGO in the area of youth advocacy – specifically in the areas of youth leadership and development, education, health and wellness, citizenship, workplace preparation and community building.
By expanding its role as a leading advocate for youth issues, ScoutsTT creates an environment in which Districts and Groups can success and grow.
Our vision is that the visibility of the movement is not simply seen at the national level but felt by the community at the local level. Scouting must develop an approach that truly impacts the communities in which we operate.
Establishing relationsips with key leaders and alliances with other organisations is critical to creating the impact that we will like to have. At all levels we should develop networking opportunites with other NGOs, business community, churches, community groups etc. to not only be opportunities for growth but for program enrichment, leveraging resources and real partnerships in development.
A critical issue for the movement is the challenge it faces with regards to its communications and national image. There is a clear requirement for us to engage our stakeholders so as to fully undersand how the movement is perceived. This will enable the development of a marketing and communications strategy to communicate how ScoutsTT meets the needs and interests of multiple audiences – youth, parents, donors, business and professional leaders, and the general public.
Building the organisation’s capacity and strengthening our institutional management structures is a key pillar of moving the organisation forward. It is the foundation for delivering on many, if not all, of the other strategic objectives. Institutional strengthening can be defined simply as:
The creation or reinforcement of a network of organisations to effectively generate, allocate and use human, material and financial resources to attain specific objectives on a sustainable basis.