The 10 GSAT Dimensions

In its Article VII (Chapter III), the WOSM Constitution outlines several obligations for Member Organizations such as (a) continued acceptance of and conformity with the requirements of the Constitution of the World Organization, (b) to make an annual report to the World Scout Bureau, (c) to get approval by the World Scout Committee prior to implementation of any changes to its national constitution. Besides formal requirements stated in the WOSM Constitution, there are several best practices that express full integration of an NSO into the World Scout Movement such as the NSO’s participation to World or Regional Conferences and Events, in-country legal registration, protection of the Scouting names, logos and brands, submission of financial audited reports etc.

The National Board is the policy-making body of an NSO while the General Assembly would be its highest authority. The National Board exercises a leadership role and provides the strategic direction of the organization. This National Board ensures that the long term vision-mission, goals, and objectives of the organization are carried out by the management and staff. Being the main group of individuals that steers the organization, this Board must be composed of independent-minded persons acting in a voluntary capacity. They should possess certain qualifications that befit the organization’s principles and adhere to conflict of interest policies. Moreover, the Board should be governed by its own rules on conduct, attendance, meetings, quorum, voting rights, and terms of office.

This dimension deals with the NSO’s reason for being: its vision-mission statement, its existence, its consistency throughout the NSO’s operations, structure and processes, and how it projects itself to its beneficiaries and the public. It investigates and assesses the extent to which these governing principles are documented, adopted, embedded, and made consistent with the NSO’s governing documents, structure, and processes, and how clearly these are communicated to its stakeholders and publics.

This dimension addresses the organization’s ethical standards and practices, checks and balances, behavioral policies, and non-conformance processes and systems. Organizational policies, systems and procedures shall be pre-defined and documented so that staff from the top management down to the rank and file will be guided not only in the performance of their respective duties and responsibilities but more importantly in their conduct and behavior.

This dimension revolves around the communication policy of the organization to its various internal and external stakeholders, its grantors, its publics, and within its organization, particularly in relation to its operational undertakings, finances, stewardship, and the overall image it wishes to build and project.The overall purpose is here to assess the policy of transparency and how the organization keeps the public and its stakeholders apprised of its operations. Areas covered are the system and policy of reporting, the organizational goals and accomplishments, the use of resources to achieve these goals, and the promotional materials.

This dimension deals with how the NSO handles human resources related matters such as recruitment, hiring, training, performance management, compensation and benefits, security, and employees’ relations. No matter how well-crafted the NSO’s policies, procedures, and programs may be these cannot be implemented without the right people (as long as they are supported to better cope with the changing conditions in their associations and countries). It is therefore critical to the NSO’ success, and sustainability that the right people are chosen for each position, that their performance is properly monitored and assessed, and that they are adequately compensated for their efforts and outputs. As per the Adults in Scouting World Policy, when referring to Adults, we refer to professionals - paid staff - and volunteers.

This dimension focuses on financial policies, resource generation and allocation, and financial controls. The objective is to determine the organization's levels of financial accountability and transparency. This is done through an examination and measurement of the organization's financial systems and processes in place (or lack of) and identification of areas of improvement to address the weak aspects of the financial system.

This dimension deals with the NSO’s “raison d’être”: from planning its major thrusts and objectives to detailing its mode of operations at the program, project, and field levels. NSOs need to operate on certain planning, implementation, monitoring, and evaluation and feedback adjustment systems. Each of these systems is essential in carrying out the NSO’s objectives and key performance indicators from the planning stage (at the “drawing table”) down to the project or field level activities.

This Dimension expresses the need for nonprofits in general to make tremendous efforts even to keep their current levels of service and funding. Those NSOs that grow are likely to do something proactively (otherwise, “competition” is likely to dent into their “market share”). Several factors are critical to a nonprofit’s ability to grow among which: Preparing for growth, demonstrating results, marketing to specific funders and engaging board members’ time, talent and resources.

This last Dimension of GSAT V1.2 concentrates on the NSO’s continuous and sustained improvement. All NSOs need to undergo an audit of their management system, making their findings known to all concerned parties, implement corrective or preventive actions and ultimately take stock of the lessons learned, this is a prerequisite towards the NSO’s continuous improvement.

Are you sure you want to delete this?
Welcome to! We use cookies on this website to enhance your experience.To learn more about our Cookies Policy go here!
By continuing to use our website, you are giving us your consent to use cookies.