Roverway 2012 Final Report (ENGLISH) by Roverway 2012 Final Report

ROV E RWAY 2 0 1 2 - F I N A L R E P O RT

Rov e rway 2 0 1 2 F i n a l R e p o rt

2013

Rowerway Final Report Publisher: Suomen Partiolaiset - Finlands Scouter ry Text: Roverway 2012 Committee Roverway 2012 logo: Milla Wall & Janne Ala-Äijälä Photos: Roman Heimhuber, Johanna Junkkari, Heikki Laurila, Josef Prosek, Lasse Roiha, Anniina Salenius, Matsku Salminen, Ville Salo, Finn Snaterse, Simon Stafford and the archive of Suomen Partiolaiset – Finland Scouter ry Graphics: Janne Peltola, Ville Salo, Tuomas Sauliala, Mari Soini, Seela Sorvari, Juhana Tikkanen The map of Finland on page 17: National Land Survey of Finland, edited by Tuomas Sauliala Design: Tuomas Sauliala, (Evermade Oy) Layout: Henri Koponen, Tuomas Sauliala (Evermade Oy) 2013

1. Summary

Roverway 2012 was the first ever international event for 16-22 year old Rover Scouts and Ranger Guides to be held in Finland. The European Scout Region of the World Organization of the Scout Movement (WOSM) and the Europe Region of the World Association of Girl Guides and Girl Scouts (WAGGGS) commissioned the project from the Guides and Scouts of Finland (SP-FS). It was realised with the help of hundreds of dedicated volunteers and skilled Project office staff, supported by national and international steering groups. The project’s volunteer organisation consisted of the Roverway Committee directors and their respective areas, which were further divided into teams run by team leaders. Tribe leaders were another important part of the project organisation, responsible for the programme of multinational tribes consisting of 50 people during the four-day Path stage, and also for the tribes living together during the five-day Camp stage. Project goals were both set by WAGGGS and WOSM, and by the Guides and Scouts of Finland. The project successfully met its cultural and educational goals, as well as its communication and project management goals. Recruiting volunteers and securing their commitment to the project proved to be challenging, along with creating and maintaining partnerships and keeping security issues at the forefront throughout the project. On the whole, the project reached it goals well. The educational basis for the project was the Youth Programme of SP-FS and its Rover Age Section with age-specific educational objectives. In addition, young Rover Representatives were included in the planning

of the events, which helped to get a clear view of the participants’ wishes regarding the event. Based on the feedback from the participants, as well as the feeling among organisers, the educational aspects were integrated in the event very successfully. In addition to WAGGGS and WOSM, the project collaborated with the Capital Area Guides and Scouts in relation to their Saraste camp, making use of joint procurement and shared infrastructure on the Evo Camping Centre. Another significant partner was Scouts et Guides de France (SGDF), whom sent two long-term interns to support the Project office with French language communications and documentation. Other central partners were Metsähallitus (state enterprise that administers state-owned land and water areas in Finland), HAMK University of Applied Sciences, and Krunex Oy, who supplied the food for nearly 4,000 people during the Camp stage. The aim was to realise the project with a considerably lighter organisational structure compared to - for example - the Finnish jamborees. Shortage of volunteers became an issue, but on the other hand the thin organisational structure enabled greater flexibility. Having the main event consisting of two separate stages presented its own challenges with regards to leadership and managing the project as a whole. The project created a budget surplus due to two factors: the areas were committed to tight financial discipline, which lead to the area budgets being underspent, and the sale revenues exceeded expectations. As a whole, the Roverway project can be said to be a unique and successful show of strength of Finnish Scouting and Guiding

Table of content

2 Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.1 Project leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2 Project office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Basic information about Roverway . . . . . . . . . . . . . . . . . . . . 9

3.1 Project organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 3.2

Project office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3.3.2 The Tribe leader organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3 Volunteers in the project organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3.1 Project organisation members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.4 Key figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.5 Map - Camp and Paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.5.1 Campsite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.5.2 Paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 3.6. Timetable for the main event . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Realisation of project goals . . . . . . . . . . . . . . . . . . . . . . . . . 19

4.1. Goals set by WAGGGS and WOSM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.2. Goals set by the Guides and Scouts of Finland (National Council III/2010) . . . 20 4.3. Evaluating the attainment of goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.4. The attainment of goals set by WAGGGS and WOSM . . . . . . . . . . . . . . . . . . . 20 4.5 The attainment of goals set by SP-FS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Educational objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Understanding Self . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Understanding Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Understanding Society . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Understanding Nature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

WOW-experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Youth participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Rover Representatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

The educational objectives of paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 The campâ&#x20AC;&#x2122;s educational objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Things to take into consideration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Project organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

6.1 HR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 6.2 Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Catering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Hygiene . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 6.3 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

6.4 Camp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Area goals: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Goals for the subcamps: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 6.5 Paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 6.6 Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Cash handling and payment transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 CafĂŠs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 6.7 Roverway Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Camp office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Translation team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 ICT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Web . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

6.8 Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Managing the project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

7.1 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 7.1.1 Executive Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 7.1.2 Roverway Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 7.1.3 Management Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 7.1.4 SP-FS Steering Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 7.1.5 International Advisory Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 7.1.6 Permanent organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 7.2 Operative leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 7.3 Project stages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 7.3.1 Application and building up the organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 7.3.2 Planning and recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 7.3.3 Realisation of the main event . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 7.3.4 Project evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 7.4 Special themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 7.4.2 Tribe leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 7.4.3 Rover Representatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 7.4.4 Risk and crisis management plan / Situational leadership . . . . . . . . . . . . . . . . . 57 7.4.5 Messengers of Peace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Comments from partners . . . . . . . . . . . . . . . . . . . . . . . . . . 61

8.1 WAGGGS & WOSM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Describing the relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

8.2

Scouts et Guides de France . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Financial statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

10. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

2. Foreword

2.1 Project leaders

2.2 Project office

Roverway 2012 was a rewarding experience for us, one that lasted for over three years. It taught us a lot about organising events and also about European and international Scouting and Guiding. We feel that many things happened during the course of the project that should be taken into consideration when organising future international Scouting and Guiding and major events. We have tried to make this final report one where you can find interesting and relevant information about the project. Roverway was a big endeavour for Finnish Scouting and Guiding and we did well. This is thanks to the hundreds of committed volunteers and the employees who all did their own valuable part towards the success of the project. This left us smiling – hope you as well!

From the Project office’s viewpoint, Roverway was a piece of the finest Finnish Scouting and Guiding history. Roverway was the most international Scouting and Guiding event ever to be organised in Finland. Based on the feedback received, it is easy to draw the conclusion that the participants enjoyed the event. Frankly speaking, it was great to be part of this. Working with the best volunteers imaginable makes the employee’s work very easy and rewarding. The event was realised by a wonderful team, with a big heart and a great pulse. For this my sincere thanks goes to all who participated in making it happen! Many things went really well, a lot could have been improved on. I would do many things differently now if it would be possible still. I hope that this report shows our mistakes so that they do not need to be repeated. As the saying goes: a wise man learns by the mistakes of others, a fool by his own.

Juho Toivola & Jukka Tulivuori, Project Directors

Ville Salo, Project Manager

3. Basic information about Roverway

3.1 Project organisation The project organisation was made up of 10 directors, 37 managers, over hundred of other volunteers, and three employees. Altogether 169 volunteers worked in the project organisation. On top of this, the project had a separate organisation comprising of about one hundred Tribe leaders.

Roverway Executive Committee

Evaluation Manager Janne Peltola

Project Manager Ville Salo Project Coordinator Anna Väänänen

Project Intern Antoine Delebarre

Service Lauri Kaski

HR Lauri Hilander

Roverway Committee

Project Director Juho Toivola Project Deputy Director Jukka Tulivuori

Roverway 2012 – Organization / Management APRIL 2012

Comminication Tanja LumialaHuokuniemi

Camp Jari Korhonen

Paths Annika Rajala

Office Veli-Matti Lammentausta

Education Jaakko Piitulainen

Finance Anu Helle

Engineering Visa Liippola

IST Katja Kuusela

External Anniina Salenius

Deputy Camp Manager Essi Hämäläinen

Deputy Path Kirsi Salo

ICT Juha Mäenalusta

Deputy Education Manager Laura Kajala

Controller Kiira Palola

Logistics Mikael Lindström

Reception Minna Joensuu

Internal Mari Voutilainen

Sub Camp Janne Mäyrä

Path Manager Niko Kauppinen

Web Heikki Laurila

Momentum Outi Rantala-Mery

Sales Manager Marika Hirvonen

Catering Satu Julkunen

VIP Minna Martikainen

Sub Camp Aino Kuhmonen

Path Manager Reetta Uusalo

Translation Juudit Ehrnsten

Camp Education Antti Halonen

Purchasing Manager Jaana Eronen

Hygiene Olli Häkkänen

Marketing Katri Hautajärvi

Sub Camp Maarit Heikkinen

Path Manager Jaana Rantakari

Office manager Meeri-Maria Jaarva

Path Education Inkeri Huiskala

Café Manager Perttu Helle

Safety Jari Autti

Online Media Manager Aura Suviranta

Service Sub Camp Minna Nousiainen

Path Service Jukkis Kantokoski

Path Manager Eeva Louhela

Symbolic Framework Anna Jaatinen

3.2 Project office The Project office opened up in January 2011 when the Project Manager’s employment began. During 2010 the project leaders were assisted by the Programme Coordinator and the Director of the Guides and Scouts of Finland. From 2011 the duties of the Project Manager included:

Name

Title

Work began

Work finished

Ville Salo

Project Manager

1.1.2011

31.12.2012

Anna Väänänen

Project Coordinator

14.2.2011

31.10.2012

Louis Marbach

Project Intern

1.6.2011

30.9.2011

Antoine Delebarre

Project Intern

1.3.2012

20.8.2012

and Education, and the Rover Representatives concept organisers. Contingent contacts were at the forefront of the role. Some examples of this are making the arrangements for the Heads of Contingent and Rover Representatives meetings, and dealing with the path allocations and communicating about this to the contingents. • In the area of communications, the Project Coordinator was involved in creating communication materials for local groups and districts, and participated in generating content for local groups, districts and SP-FS’s volunteers. In addition, the Project Coordinator was involved in shaping up the communications strategy during the period of spring-autumn 2011. • Project Coordinator also acted as Finland Contingent’s main point of contact at the SP-FS headquarters and belonged to its steering group.

• Act as a member of the Executive Committee and secretary for the Roverway Committee. Share responsibility for the final report with the Roverway Committee. • Act as a member and secretary for both the international Advisory Group and the national Steering Committee appointed by the Guides and Scouts of Finland. • Plan the event together with the project leaders in accordance with the goals and monitor it. • Manage the finances: budgeting, financial advice, monitoring, reporting and procurement for the event, including bidding and preparing the necessary contracts. • Support the volunteers working on the event and organise support for them. • Liaise with the event stakeholders and the camping area stakeholders.

The project had two foreign inters at different times. Their shared areas of responsibility were:

Project Coordinator began work 14.2.2011. The post was part-time for the first 6 months. Employment ended 31.10.2012. Project Coordinator’s duties included:

• Responsibility for the French language materials and taking French into account before and after the event • To identify the hopes and needs of a European young person (in the Rover and Ranger age group) and bring these to the attention of the project organisation • Other office duties ascribed by the Project Manager, the most important of which was answering general enquiries and tasks associated with the registration process

• Recruiting Heads of Contingent and keeping them informed, supporting the contingents and Scouting and Guiding associations taking part in the event. In practice this meant, for example, collating and sending information letters to the Heads of Contingent, email briefings, and substantial personal liaison with associations and Heads of Contingents. • Within the project organisation, the Project Coordinator supported especially the volunteers working on Communications, HR, Path area

3.3 Volunteers in the project organisation 3.3.1 Project organisation members 169 people volunteered for the project organisation roles, including 15 people from outside Finland. The project organisation’s make up by districts/organisations:

Verband Christlicher Pfadfinderinnen und Pfadfinder, 2 %

Uudenmaan Partiopiiri, 1 %

The project organisation’s average age was 33.1 years.

Suomen Partiolaiset, 3 % Small Contingent, 6 % Uudenmaan Partiopiiri, 1 % Scouts et Guides de France, 1% Suomen Partiolaiset, 3%

Etelä-Karjalan Partiolaiset, 2 % Verband Christlicher Finlands Pfadfinderinnen undSvenska Scouter, 3 % Pfadfinder, 2 % Hämeen Partiopiiri, 11% Etelä-Karjalan Partiolaiset, 2 %

Small Contingent, 6 %

Finlands Svenska Scouter, 3 % Järvi-Suomen Partiolaiset, 5 % Hämeen Partiopiiri, 11% Partiopiiri, 1 % Kymenlaakson

Scouts et Guides de France, 1 %

Lapin Partiolaiset, 2 % Järvi-Suomen Partiolaiset, 5 %

Pääkaupunkiseudun Partiolaiset, 33 %

Kymenlaakson Partiopiiri, 1 % Lapin Partiolaiset, 2 %

Projectorganisation (n=169)

Lounais-Suomen Partiopiiri, 26 %

Pääkaupunkiseudun Partiolaiset, 33 %

Pohjanmaan Partiolaiset, 4 %

3.3.2 The Tribe leader organisation

Lounais-Suomen Partiopiiri, 26 %

Roverway offered 57 paths, with each allocated 50 particiPohjanmaan Partiolaiset, 4 % pants. In the end three paths were “doubled” with regards to the participants. Paths were run by Tribe leaders and Eesti Skautide Ühingu, 2 % helpers recruited by them; the participants made up the Uudenmaan Partiopiiri, 2 % Etelä-Karjalan Partiolaiset, 2 % tribes. 101 people volunteered as Tribe leaders. Pääkaupunkiseudun Partiolaiset, 12 %

They represented districts/ associations as follows:

Pohjanmaan Uudenmaan Partiopiiri, 2 % Partiolaiset, 4 % Pääkaupunkiseudun Partiolaiset, 12 %

Finlands Svenska Scouter, 5 % Eesti Skautide Ühingu, 2 % Etelä-Karjalan Partiolaiset, 2 % Finlands Svenska Scouter, 5 % Hämeen Partiopiiri, 22 %

Pohjanmaan Partiolaiset, 4 % Hämeen Partiopiiri, 22 %

Lounais-Suomen Partiopiiri, 22 %

Järvi-Suomen Partiolaiset, 11 %

Lounais-Suomen Partiopiiri, 22 %

Kymenlaakson Partiopiiri, 3 % Lapin Partiolaiset, 15 % Järvi-Suomen Partiolaiset, 11 %

Tribe leaders’ average age was 26,64 years.

Kymenlaakson Partiopiiri, 3 % Lapin Partiolaiset, 15 %

Participants by country Country

Participants

Country

Participants

Algeria

Lithuania

Arab Emirates

Luxembourg

Austria

215

Macedonia

Belgium

402

Malta

Benin

Montenegro

Brazil

Netherlands

Canada

Norway

Congo

Palestine

Cyprus

Poland

Czech Republic

Portugal

191

Egypt

Romania

Estonia

Saudi Arabia

Finland

449

Scouts of China

France

211

Senegal

Gambia

Serbia

Germany

144

Slovakia

Greece

Slovenia

Hong Kong

South Africa

Hungary

Spain

432

Iceland

Sudan

India

Sweden

Ireland

143

Switzerland

Italy

478

Uganda

Kuwait

183

Latvia

Ukraine

Lebanon

USA

3.4 Key figures The event had 3,648 enrolees. They can be divided into 2,468 participants, 446 patrol leaders, 274 International Service Team (IST) members, 169 project organisation members, 101 Tribe leaders, 89 Heads of Contingent, 88 partners and others, and 13 family campers. Roverway had slightly less than 540 people in the traditional “leader positions” (out of 3,648 enrolees). As a comparison, the Kilke Finnjamboree had 3,490 people in leader roles (out of 10,541 enrolees). This ratio for its part confirms the fact that Roverway was done with too few human resources. The event organisers did not have it easy – shifts were long and hard. Participants from 52 different countries had registered, but visa problems meant that the Senegalese and Gambian Contingents could not attend. 55 Heads of Contingent (HoC) were appointed. As many Heads of Contingent as possible were thought to attract many participants too. During 2011, a lot of energy was put into recruiting Heads of Contingent. This involved several face-to-face meetings with the national Scouting and Guiding associations and many direct contacts via telephone and email. When naming Heads of Contingent, Roverway 2012 organisation did not demand that one HoC represents the whole country/ federation. Head of Contingent could also represent one national organisation. For this reason some countries had more than one HoC.

Iceland Gísli Örn Bragason (BIS)

Finland Ville Tarhala (GSF)

Norway Martin Grønfjell

●●●

(Norges KFUK–KFUM speidere)

Sweden Ingrid Laskó (SSR)

Estonia Annely Ristikivi (EGL)

Estonia Tuuli Land (ESÜ)

Russia Alexander Timakin (RAS/N)

Latvia Viesturs Lusis (LSGCO)

Ireland Nicola Toughey (CGI)

Lithuania

United Kindom Richard Taylor

Beatričé Leiputé (Lithuanian Scouting)

(The Scout Association)

Ireland Aisling O'halloran (IGG) Ireland Mary Nugent (Scouting Ireland)

United Kindom Colette Morgan

The Netherlands Simon Middendorp

(Girlguiding UK)

(Scouting Nederland)

Belgium Tom Rombouts (SGV – BE)

Belgium Arnaud Califice

Belgium Charlotte Geerinckx (SGP)

HoCs from other regions: Brazil Estêvão Salles

(União dos Escoteiros do Brasil)

USA Robert Collins

(Boy Scouts of America)

GAMBIA Babucarr Khan

(FSC) Belgium

Frederik De Lobel (FOS)

(Gambia Scout Association)

Lin Yan-Hua

Lim Lai-Ha

(Scouts of China)

(Scout Association of Hong Kong)

Germany Christoph Rechsteiner (DPSG)

Belgium Éric Braun

Poland Olga Wesolowska (ZHP) Germany Ib Jammer (VCP)

Germany Oliver Wunder (BdP)

(Guides Catholiques de Belgique)

Luxembourg Jamila Luxemburg Kremer Christophe (FNEL) Machtelinckx (LGS)

Lau Mo Yin (The Hong Kong Girl Guides Association)

Ukraine Maksim Lebediev (NOSU) Czech Republic Pavel Trojánek (Junák)

Austria

France Maxime Busch (SGdF)

Christoph Mayer (PPÖ) Switzerland Winfried Heinz (PBS)

Slovakia Monika Siekliková (Slovak Scouting)

Hungary András Huszár (Hungarian Scout Association)

Romania Aura Popa (ONCR)

France Benjamin Bitane (EEIF)

Slovenia Domen Uršič (ZTS)

Slovenia Matevž Mali (ZSKSS)

Italy Nicolò Marchesini (CNGEI)

Portugal David Branco (CNE)

Portugal Carlos Pereira (AEP)

Portugal Luisa Ferreira (FEP)

Spain Aina Màdico Brugueras (FCEG)

Spain Noemia García (FEE)

Italy Roberto Tascini (AGESCI)

Greece Sotiris Maroudas (SEP)

Spain

Spain Ricardo Ibarra (FEG)

Alejandro Rescalvo Garcia de la Barga

(ASDE)

Greece Evie Tzoumerkioti (SEO)

Malta Malta Karen Edward Vella Buttigieg (The Scout - Asso (Malta Girl ciation of Malta) Guides)

Contingents that participated in Roverway 2012

3.5 Map - Camp and Paths 3.5.1 Campsite The camp took place in Hämeenlinna, at the Guides and Scouts of Finland’s Evo Camping Centre for Youth. Only the southern part of the Camping Centre, the so-called “District Campsite”, was used. Dense building was favoured in the camp layout. The stage, the programme stalls and everything else that demanded active participation had to be within sight and hearing distance from the camp, otherwise the voluntary participation in the programme would not have worked out. Out of the subcamps, Tarmo, Sisu and Urho each accommodated just under 1,000 participants and patrol

leaders. Voima accommodated approximately 800 International Service Team members and members of the project organisation. Food was served from one central kitchen, situated in the South end of That Way, the camp’s main road. Food was served for the whole camp three times a day. On the Eastern side of That Way were located the camp office, meeting rooms, first aid and the Contingent tent area.

The campsite had four cafés in total, one of which, the Hungry Hearts night café, was situated outside the campsite, enabling the café to stay open until 4am.

• Rainbow Café (approx. 100 people): camp café with a human rights theme, with the emphasis on sexual minorities. The café showed movies and held open mic nights and talks about issues relevant to the theme, among other things. The café was very popular and it is clear that future events the size of Roverway should also consider including programme that falls outside the so-called “normative” sexual theme as a way of helping to find one’s self and supporting the growth of Rovers and Rangers. • Hungry Hearts (approx. 1500 people): night café that opened in the evenings only and catered for the evening entertainment of the youth. The programme concentrated mainly around music, with band and DJ nights and silent discos. The café was a success as expected and fulfilled its role as a night time programme provider.

• Adventurers’ Café (approx. 70 people): “a regular camp café” without active programme offered an easy spot for a cup of coffee or a bite to eat next to the dining hall. Many Rovers and Rangers from outside Finland visited the café to get dessert, which was not included in the meals. The central location of the café was an important factor in the larger than expected sale figures. • Holland House (approx. 300 people): café in the German Black Tent put together by the Dutch contingent. The café had programme from the afternoon onwards and it was turned into a party palace in the evenings with disco and lights. The café was a very attractive alternative in the evenings and pulled a large crowd of youths, especially in relation to its size. The Germans and the Dutch worked together very well.

3.5.2 Paths

Roverway paths

• Roverway Path team realised 57 paths. Paths were organised in every district’s area and the map below shows the location of the paths in Finland. In addition to these, Eesti Skautide Ühingu realised one path in the East of Tallinn. • The paths were divided split into three categories based on how challenging they were (green = easy, yellow = moderate and red = difficult). The paths were also divided into four categories according to themes: • Nature • Art and Culture • Challenge • Society

3.6. Timetable for the main event 13.7.-20.7. Construction at Evo 18.7.-20.7. Guidance and school accommodation in opening ceremony cities 20.7. Opening ceremonies simultaneously in Helsinki, Tampere and Rovaniemi 20.-24.7. IST Camp at Evo – construction and training for tasks 20.-24.7. Path – 57 paths around Finland 24.-28.7. Camp – Joint meeting at the Evo camping area 28.-29.7. Joint camp at Evo for dismantling the Roverway campsite and construction for Saraste 28.-30.7. Guidance and school accommodation in Helsinki

4. Realisation of project goals

4.1. Goals set by WAGGGS and WOSM

• 3,000 Rovers and Rangers participate in Roverway. • Roverway is planned and executed with safety viewpoints constantly in mind

Roverway is an educational event for young people aiming: • to promote intercultural learning • to encourage the sharing of experiences and good practises relating to Rover/Ranger programmes • to promote partnerships throughout Europe • identify development trends on youth • to provide an active learning experience of European citizenship

4.3. Evaluating the attainment of goals The attainment of goals was evaluated at different stages of the project, with the aim of enhancing steering effects that would, in turn, result in realising the goals better. In practise the evaluation was done through questionnaires sent to the project volunteers, as well as feedback 1/5 collected from participants, IST members and Heads of Contingent during and after the main event. In addition, the goals were monitored during the planning weekends 2/5 of the Roverway Committee and Roverway Management Team. The following paragraphs evaluate the attainment 3/5 of the goals set. The evaluation has been carried out by Roverway Committee based on the feedback collected.

4.2. Goals set by the Guides and Scouts of Finland (National Council III/2010) Roverway provides an international experience to as many Finnish local groups as possible in every district. • Roverway supports the establishment of partnerships between SP-FS and other nongovernmental organisations as well as Finnish and European Rovers and Rangers. • Roverway is educational, participatory, inspiring and empowering event for participants from all the countries attending. • The Finns are friendly and flexible organisers. • Finland manages the project efficiently, punctually and with financial realities in mind. • In Roverway media coverage, Scouting and Guiding is seen as self-initiated international activity for young people. • Finnish Rovers and Rangers are encouraged to take part in international events, for example World Scout Moot 2013 in Canada.

4.4. The attainment of goals set4/5 by WAGGGS and WOSM Roverway promotes intercultural learning 5/5 • Tribes were made up of at least four different nationalities • The Path stage programme emphasised places of cultural exchange • Cultural viewpoint was central to the participants’ preparatory activities • Meeting of cultures was the theme of the Festival Day Loverway during the camp stage

2/5

• Feedback from both participants and organisers 1/5 supports the perception that the goal was met • Some of the activities were based on the “Understanding Others” educational objectives 2/5 Roverway encourages the sharing of experiences and good practises relating to Rover/Ranger programmes 3/5 • Path stage programme had time set aside to compare Rover and Ranger programmes • Sharing best practise was included in 4/5 the Festival Day programme • Roverway organised a meeting for Rover and Ranger programme representatives • Best practise was collected from the Rover 5/5 Representatives to realise Roverway

4.5. The attainment of goals set by SP-FS

3/5

Roverway provides an international experience to as many Finnish local groups as possible in every district • All districts bar one were represented in the project • 93 (out of 756) local groups were involved in organising the Path stage, in one way or another • Finnish youth attended the event from 105 local groups (out of 756) • District camps held during the same summer made it harder to both attract participants and recruit volunteers

4/5

1/5

Roverway promotes partnerships throughout Europe • Strong co-operation between SP-FS and SGDF 2/5 corroborated the relations between the organisations • Scouting and Guiding associations and networks from other countries implemented cafés 3/5 • WAGGGS and WOSM implemented their own EUth -house programme stall • Euro-Arab workshop was organised at Roverway • Scouting and Guiding’s religious networks were 4/5 present in one of the Roverway’s Activity Valleys • Over 50 Finnish NGO’s were contacted 1/5 to suggest partnership

The local groups of the Finnish participants by district

5/5 1/5

Roverway identifies development trends on youth • WAGGGS and WOSM involved youth to do their own activities during the Camp stage • Rover Representatives were actively consulted upon the relevance of the programme

2/5 2/5 3/5 3/5

District

Local groups represented

Etelä-Karjalan Partiolaiset ry

Finlands Svenska Scouter r.f.

Hämeen Partiopiiri ry

Järvi-Suomen Partiolaiset ry

Kymenlaakson Partiopiiri ry

Lapin Partiolaiset ry

Lounais-Suomen Partiopiiri ry

Pohjanmaan Partiolaiset ry

Pääkaupunkiseudun Partiolaiset ry

Uudenmaan Partiopiiri ry

1/5

Roverway supports the establishment of partnerships bet2/5 ween SP-FS and other non-governmental organisations as well as Finnish and European Rovers and Rangers • 50 other non-governmental organisations 3/5 were contacted, but with few results • Collaborations with HAMK University of Applied Sciences and The Capital Area Guides and Scouts worked mainly well 4/5 • The Finnish Contingent supported Finnish participants’ networking with other participants

Roverway provides an active learning experience of European citizenship 4/5 • WAGGGS and WOSM’ EUth -house 4/5 programme stall emphasised this theme • RoverMomentum Projects encouraged active 5/5 participation in the society around them • Life in multinational tribes offered an 5/5 experience of being European • RoverMomentum Valley was planned based on the “Understanding Society” educational objectives

5/5

3/5 1/5

2/5 1/5

Roverway is educational, participatory, inspiring and4/5 2/5 empowering event for participants from all the countries attending • The attainment of educational objectives is 5/5 3/5 evaluated in more detail in section 5 1/5 • Two training weekends were organised for the Tribe leaders • Preparatory activities and the consequential activities 4/5 stage inspired and empowered the participants 2/5 The Finns are friendly and flexible organisers • Project office services received very good feedback from the Heads of Contingent • During the event both the organisers and the participants felt that they were treated fairly

Finnish Rovers and Rangers are encouraged to take part 3/5 in international events, for example World Scout Moot 2/5 2013 in Canada • Finland’s contingent organised a marketing evening about future international events and opportunities 4/5 3/5 • Forthcoming international events were marketed actively by their organisers • Roverway’s booklet had adverts of forthcoming events 5/5 • Advertisements for future international events 4/5 were shown during joint programme

5/5 3/5

3,000 Rovers and Rangers participate in Roverway • 2,912 people took part in the event as participants

5/5 1/5

Roverway is planned and executed with safety viewpoints constantly in mind 2/5 • Laws and safety instructions were followed, but the minimum level was not really exceeded • More visible keeping of the peace and more 3/5 security officers were asked for in the feedback • The guidelines for security officers and the division of responsibility were not deemed clear enough • The entrances of the campsite were 4/5 not guarded around the clock • Safety was taken into account well when planning the activities 5/5 • Education area monitored the safety of activities during the camp stage • Every path had a written safety plan of its own • The contingent staff could have been asked to participate in keeping of the peace more

4/5

Finland manages the project efficiently, punctually and with financial realities in mind 1/5 5/5 • Well resourced Project office was set up in January 2011 • Feedback from participants and makers described 2/5 the management as efficient and prompt • Project organisers kept to the agreed timetables for the most part 3/5 • Financial discipline was accentuated in the project from 2012 onwards In Roverway media coverage, Scouting and Guiding 4/5 is seen as self-initiated international activity for young people • Tribe leaders were active in making 5/5 most of the local media • The event gained wide coverage in different media outlets; television, radio and newspapers of different size • Co-operation between project communications and SP-FS’s communications department worked well during the main event: communication professionals took care of the external communications and SP-FS’s website, while volunteers concentrated on the event’s online communications and all of the internal communications • Visibility in the social media was made possible through offering internet connection at the camp

5. Educational objectives

The educational objectives depicted in the Roverway logo are divided into four categories according to the educational goals of the Guides and Scouts of Finland: • Understanding Self (Self-management and Well-Being) • Understanding Others (The Path and The Camp - patrols and teams) • Understanding Society (RoverMomentum: making a difference in society) • Understanding Nature (Environmentalism)

Understanding Self The participants evaluated this area as very successful. • “Understanding Self ” activities were done during Tribe Time • Spiritual moment was realised during the Path and Camp stages • The participants were given a freedom of choice with regards to the Activity Valleys • The Live Your Life and Creative Corner Activity Valleys’ especially supported individual growth • It could have been communicated more clearly what the Understanding Self stands for • Low threshold participation was made easier in the following ways: information was available on the

Educational objectives tell why things are being done. The success of utilising the Scout and Guide Method was evaluated, especially in relation to its participatory components of getting youth involved. In addition, the realisation of the wow!-experience launched by the Rover Representatives was evaluated. Participants were asked to rate the attainment of the educational objectives on a scale of 1 to 5.

internet, being active in the social media was encouraged, and contact was made with individual participants directly and not just through Heads of Contingent. The website could have contained even more specific instructions about travelling to Finland. This would have supported those patrols even better who made their own travel arrangements to Finland. • Tapsa’s (a symbolic mentor-character) messages were utilised in the communications during the event. The idea to personify certain goals into a concrete character was brilliant, but the character itself needs to be thought out carefully in advance for it to become truly useful. • Each participant got their own event guide, the Compass. • Rainbow Café represented Understanding Self at its best! The programme was diverse and the café popular.

Understanding Others The participants evaluated the event to be really successfully in building relationships with others. The following methods were used to reach the goal: • The allocation of patrols in tribes: it was felt important that the patrols within a tribe came from different countries. • Preparatory activities through which the tribe got to get to know one another • Aqua Arena Valley • Themes of the spiritual moments at the camp dealt with relationships with others • The themes of the Festival Day were love, taking others into account and good deeds. • Tribe leaders familiarised themselves with the joint rules together with their tribes • Camping area had internet connection available

• Information was made available in several languages • Cafés offered a place for meeting people and time was set aside for this when planning the camp timetable. Café volunteers were recruited across countries, cultures and minorities. Cafés were promoted as an integral part of the camp. • The programme of the cafés supported multicultural understanding. This was a big deal for the organisers especially, not just for the participants!

Understanding Society The participants evaluated Understanding Society at the camp as successful. The following methods were utilised to reach the goal: • The preparatory activities included discussing a service project to be completed after the event. 90% of the participants took part in the preparatory activities. Systematic information about how many planned their service projects before the event was not collected, but the advisors at the RoverMomentum Valley felt that many of the patrols has prepared beforehand. • Service projects were a part of every path. • During the camp, a project plan was made in RoverMomentum Valley, which was returned by 284 patrols (84% of the patrols). • After the event, patrols realised their service projects: the majority of the projects were planned for October-November. • An open access to the internet during the event made communications and participation possible. In addition the office offered a chance to get things done. It was possible to charge mobile phones during the event. • Those who committed acts of vandalism were made to clean up after themselves (the principle of carrying responsibility). • Coexistence in the subcamps gave the experience of harmony between people

• European Union Simulation offered the participants an excellent opportunity to learn principles of diplomacy and international co-operation. • In future events a “youth parliament” or similar could be considered for the camp. Feedback would be gathered from the target audience directly. This would give the participants a direct channel to be heard and affect things, thereby improving the experience that by giving feedback you can make a change. • Service gave an example of how someone must also run the support functions of the society and how things can be done openly and properly. • Coexisting at a big camp helped to understand that one must tolerate other people’s parties. It is also an important learning experience that you cannot have everything that you want. To understand the spirit of democracy is to understand that in many cases one must go with the majority’s terms. • Everyone was naturally expected to be respectful when meeting others. When you respect another person, it creates respect. • RoverMomentum taught to look at one’s environment for things that could be made better. The planning of the service projects, and the service projects completed during the Path stage, offered an experience of helping and the importance of doing a good deed. • In the RoverMomentum Valley, participants were taught and encouraged to use social media as a tool for change. This was also encouraged during the Be Prepared! stage.

• Arriving at the opening ceremony cities gave an experience of working and coping in a foreign culture. “What skills does one need to get by?” • Activities within the opening ceremony cities during the Path stage offered an experience of Finnish society, helping to think about the good and the bad features of one’s own society.

Understanding Nature The participants evaluated that this was also reached successfully, but compared to the other educational objectives, this got lower grades, which was somewhat surprising. Our expectation was that Understanding Nature would get highlighted at the expense of the other educational objectives, especially during the Path stage. It was an achievement in itself that this did not happen. Methods used • Preparatory stage activities aimed at getting to know the Finnish nature and the legal concept of everyman’s right • Nature experience included in every path plan • Camp stage held in a forest by two lakes • Forest Fun activities • To protect ground water and drainage system, Roverway provided biodegradable soap and shampoo for everyone at the camp • Waste was separated and recycled. Rubbish was delivered to Lahti incineration plant, where it was turned into energy.

WOW-experience The participants were impressed by Roverway from the Preparatory stage onwards and the feeling grew stronger during the event, peaking at the camp. Individual WOW-moments were, for example: • nature experiences in fells, archipelago, by the lake, in the forest, on duckboards, at a spring, during morning run • sauna and swimming in clear lakes and rivers • Loverway Festival Day: touching and caring messages floating in the air in colourful balloons with the whole camp participating • IST-training at the main stage with video screens • The feeling of togetherness during the whole camp’s fellowship circle • New international friendships

3. Introduce one’s country and culture during Roverway 4. Share experience about Rover and Ranger programmes a) During the Path stage, time was set aside for sharing experiences between participants and patrols. b) Festival Day Loverway was organised during the camp with theme of love and caring for others. Nearly every contingent took part in the festival by organising their own activity stall. c) Participants were given the option of building their own tribe’s area and building materials were reserved for this purpose. The programme in the cafés could have been even more participatory. During the Festival Day, talented Rovers and Rangers got up on the stage one after another – there could have been more of this. 5. Build something permanent together a) RoverMomentum project plans were returned by about 80% of the patrols. b) There was no lasting monument or memorial built in the Evo camping area to remember the event by. This goal was not reached.

Youth participation The project succeeded in youth participation quite well according to participant evaluation, although there was room for improvement, especially before the event. The goal was to 1. Offer the participants a chance to communicate before the event a) Over 90% of the participants took part in the tribe’s Facebook-groups. This exceeded expectations. However according to the participant feedback, the experience of being able to make a difference was not conveyed quite as hoped. Maybe the tribes could have been encouraged even more to hold video conferences, for example. Rover Rep –group held four videoconferences that worked technically very well, allowing for information and enthusiasm to be transferred even better than within a Facebook group. 2. Prepare projects and activities during the event to be continued at home

Utilising the patrol system received good feedback and this was an important means to get the youth to decide together what happens next. Some of the participants felt, however, that they were not able to influence the programme during the Path stage. This is probably due to many factors. The Be Prepared! stage included instructions for the tribe members to make plans together and to share ideas with each other, but this was not actualised in all the tribes. During the path, all were doing the same things so there were no activity options to choose from. In addition, not all participants were able to do the path that they had chosen, which is also probably reflected in the feedback. During the Camp stage it was voluntary to participate in the programme. The activities within the Valleys were also free to be chosen as wished. This is reflected in the feedback – it was easiest to influence one’s activities during the camp. Theme song for the event was chosen to be “see.feel. follow. Roverway song” written by 15-year-old Otto Huokuniemi (Harjun Pojat, Hämeen Partiopiiri). The song was produced and recorded by Rovers and Rangers; Otto played guitar and sang the song at the main stage on Roverway’s last night. The music at the camp’s opening ceremony was also provided by youths from the same age group as the participants: the Conscripts band of the Finnish Defence Forces.

• were involved in the brainstorming and naming of the preparatory activities • came up with activity ideas to go with the camp themes and the educational goals of the Activity Valleys. Some of the activity ideas were realised as they were. The realised activities on the whole corresponded to the style of activities that Rover Representatives came up with: →→ Forest Fun’s slackline, wall climbing and monkey bridge were ideas that were implemented without changes →→ Rover Representatives hoped to learn about Finnish forests and forestry. In the Forest Fun the participants got a chance to get to know Finnish forests’ flora and fauna as well as their economic utilization. →→ Expectations about going to sauna appeared repeatedly on the Rover Representatives’ wish lists. Sauna experience was realised not only during the Path stage, but also in the Camp stage’s Aqua Arena. →→ Aqua Arena’s most popular activity alongside sauna was the waterslide. Rover Representatives also wished for environmental viewpoint on water issues. This was offered by information boards on the earth’s water supplies and the water cycle, and on the formation of groundwater. The Valley also offered a chance to make your own water filter and to play a game about saving the Baltic Sea. • Silent Disco was requested and it was realised in Live Your Life Valley as well as in the cafés’ evening programme and on Loverway Festival Day. • In the Creative Corner you could try ballroom dancing in the guidance of a dance teacher. • In addition, in the Creative Corner you got taught to make environment-themed posters with gouache paints, paint with water colours and do pencil drawings. The work created comprised the whole camp’s joint galleria. Rover Representatives wished to take part in activities where something bigger was concretely created out of smaller parts.

Rover Representatives Rover Representatives gave a face to the participants and made it easier to plan the event. The educational plans and café plans benefited the most from the concept, as they were worked on together with the Rover Representatives in August 2011. Rover Representatives • came up with the names for roads on the camp area • decided on the name for the participant’s guide: the Compass • took photos in their home countries with the Roverway logo • chose the songs that were played during the big programme numbers

The educational objectives of paths

4. Service project: 88 % of the tribes returned the report. 32 tribes reported at Messenger of Peace -training and 18 returned a written reporting form. The feedback from participants was mainly positive. Challenges were caused by the tight programme schedule of the paths and especially in double-sized tribes there was not necessarily enough to do for all. In addition the purpose of the service project was not necessarily that clear, thus affecting the meaningfulness of the activity. 5. Spiritual moment: realised by 74% of the tribes. Some Tribe leaders felt that this was difficult to do, despite the step-by-step instructions available. Some left this out of the programme due to lack of time or because they felt it was too difficult to realise. The spiritual moments that did take place were perceived as successful activities.

The Path area took the educational objectives into account in their plans from the start. The paths’ educational objectives were made concrete in five clear operational goals upon which the path programmes were built around. The role of the consulting path education managers in the organisation was felt to be successful – without them the educational focus of the paths would probably have taken a back seat in their planning, with the attention focused on sorting out practical issues. 1. Sauna experience: realised by 100 % of the tribes, many more than once during their path. Definitely one of the best experiences on the path according to participants. 2. Nature experience: realised by 100 % of the tribes, Finland’s beautiful nature was experienced in different ways during the paths. 3. Intercultural learning: realised by 100 % of the tribes, mostly naturally when acting as a tribe. Most tribes had international evening programme, which included a multinational dinner and games from different countries. Many felt that this was one the most successful evening programmes during the path. In some of the tribes attainment of the goal was weakened by the tribes grouping by nationalities and within their own country’s patrols, leading to fewer so-called unintentional cultural exchanges.

Tribe Time was well received by those Tribe leaders who organised them. Some felt that these were compulsive and stressed when they did not have the time to do them daily. Some of these challenges are probably due to the fact that all of the Tribe leaders did not participate in the Tribe Time training. As a positive observation, the participants also requested these to be organised once they heard about them from others and saw the in the programme map. We can conclude that Tribe Time got enough attention as planned.

The camp’s educational objectives

of the programme the whole time. The area leadership went through all the activities repeatedly, enabling their constant development in terms of education and content, as well as looking at the programme as a whole. In the Forest Fun, life in nature was a central way of bringing Finnish culture forward in varied ways. The other Valleys also aimed to promote Finnishness. Fine examples of Finnish nature culture were a chainsaw artist, wood work, for example, preparing logs for use in log cabins, and the nature path. Thanks to the investment by HAMK University of Applied Sciences, several Forest Fun activities were bigger, more interesting and especially more cost-effective than in the original plans. Co-operation with HAMK University of Applied Sciences was excellent. In the programme, inspirationality was emphasised for both makers and participants. The goal was to make something that you could not do at a local group’s camp, something that took advantage of the size and scale of a large camp. The educational objectives and what is inspiring to the target group were emphasised in the programme. The task of the education leaders was to motivate volunteers, create the framework and do fine-tuning to highlight the inspirationality, impressiveness and educational objectives of the activities. These objectives were met successfully. The makers of the programme were very pleased with the outcome. The low number of local service team members was a problem, though, and for each activity there was only one person to run it. This caused challenges for the opening hours of the programme stalls and put considerable pressure on IST members and other volunteers. Activity Valleys took the patrol system into account less than was anticipated. The organisers wanted to give the participants full freedom of choice with regards to taking part in the programme. The majority of the activities were possible to do within patrols, but this was not necessary. The programme utilised the patrol system to get the participants to visit the Valleys in groups, and through this, made use of peer pressure with regards to getting up in the mornings, for example. This was successful. The majority of campers visited the right Activity Valleys at the right times.

Educational objectives were included in all instructions in the camp programme. The objectives were dealt with from both the general and specific viewpoints. Concretely the educational objectives were taken into account in the planning so that each Activity Valley and theme day had their own main educational objective: • Aqua Arena - Understanding Others • Creative Corner & Live Your Life - Understanding Self • Forest Fun - Understanding Nature • Festival Day - Understanding Others & Understanding Society • RoverMomentum Valley - Understanding Society At the same time it was central to think about the workability and inspirationality to the target audience in the planning of the programme. A guide was made for the leaders of Activity Valleys to help with the planning, opening up the educational objectives and the big picture for all to see. The team leaders of Activity Valleys and the Festival Day were responsible for creating the content themselves. The most important principles applied were: • “wow”-effect – something that money can’t buy you, but Roverway can give you • “no mamas” – Rovers and Rangers should be seen as young adults • “meeting” – conversations between people should not be left to chance • “smell the opportunity” – if it feels impossible, do it. Finnish culture was displayed especially in the forest activities: a lot of emphasis was placed on the themes during the planning stages, making the best use of the camping area and the size of the activities. With regards to the setting, the activities were made as interesting and attractive as possible by making even big investments possible for individual activities in terms of both money and other resources. Activity lists and descriptions were collected from the ideas stage all the way through to the Camp stage in the planning of the programme. This way the educational area leadership had a big picture about the development

Things to take into consideration • It is challenging to take part in decision making via virtual meetings. All the tools available should be utilised – try videoconferencing! • Participation in the programme should be voluntary. Compulsory is not motivating! • It is good to organise a party or a festival in the middle of the camp, whose success requires joint effort, to have a break from the routines. • Volunteers who are in the participants’ age group can be included in the project organisation in appropriate numbers. This can improve the participation of youth in the planning

6. Project organisation

6.1 HR Overview HR was responsible for the project’s human resources, including project organisation’s volunteers and International Service Team members (IST). In addition, HR was responsible for communications with Heads of Contingent, welcoming contingents and providing school accommodation. The event was duly realised with regards to both IST and project organisation. The project areas were not comparable in size, which was especially highlighted when it came to Service. Heads of Contingent were mainly skilful and cooperative. Recruiting volunteers and International Service Team members was harder than anticipated and the project can be said to have succeeded in this only satisfactorily at best.

Goals • HR is responsible for the overview of the recruitment process and role agreement discussions in the project • HR is responsible for the committing, training and welfare of the IST members • HR is responsible for the skills and training of the project volunteers • HR keeps in touch with the contingents and Heads of Contingent • HR looks after the welfare of the volunteers and their ability to cope • HR welcomes and guides the participants in the opening ceremony cities

Successes • Project office served Heads of Contingent friendly and flexibly • Helping Heads of Contingent during the main event was successfully done • Pre-meeting and videoconferences were organised for the Heads of Contingent • Heads of Contingent were sent a regular electronic HocKey-newsletter • Scarce human resources were wisely and timely allocated during the main event • Organising school accommodation for about 2000 people in three cities

Shortcomings • IST programme was not realised to the quality and extent planned • Communications with IST before the event could have been more planned out and concrete • The way the internal recruitments within the HR area were carried out and the makers’ time management challenges • Managing the project organisation’s training and well-being

Organisation HR-area comprised of HR Director and two managers: IST-manager and reception manager. In addition a resources manager was operating in the area during the beginning of 2011.

Resources The role of the Project office was significant in taking care of HR. Particularly the pre-event communications with Heads of Contingent was nearly entirely the responsibility of the Project Coordinator. The area had enough financial resources at its disposal to realise the plans.

6.2 Service Overview •

Roverway’s Service succeeded in its task on the whole, despite a serious lack of human resources. In practise, a significant amount of human resources was borrowed from Saraste, the majority of the service functions were outsourced and the dining area was run with a third of the typical number of volunteers. In the future enough people must be recruited earlier. The road usage and the grey water system at Evo should be critically evaluated.

• •

Goals

•

• The main event has a good quality, safe and ethically sustainable infrastructure • The security plan is implemented by all makers of the event • Catering team offers food at camp and supports the Tribe leaders and cafés • Service-area supports path volunteers in service matters • Goods and people are transported efficiently, cost-efficiently and safely

Finland – it was certainly the most international. There were many individual unplanned transportation requests and organising these was challenging with the existing resources. The volume of the transportation of goods was a surprise, but all goods were delivered to and from the camp with the help of a clear outsourcing plan that had been in place since the beginning of the project. The majority of external logistic needs were ordered from two different suppliers Catering was largely successful. The food production mode should be developed further to serve as a catering model for jamborees and district camps. Hygiene services were a success thanks to the committed efforts of individual makers. Without these volunteers many things would not have been done, or doing them would have cost tens of thousands of euros.

Shortcomings • The camp was not nail-free. • Implementing joint environmental plan with Saraste failed. This caused considerable problems during the building and camp stages. • The road usage plan was underestimated (weights, amount of vehicles, navigators in giving directions, delivery of little packages with large vehicles). • Recruitment – human resources were inadequate in numbers.

Successes • The transportation of people exceeded expectations and transport logistics were up to the task. The camp transportation was one of the biggest single transportation efforts of the summer in

• Commitment to making the camp – people promised to help but did not make good on those promises or finish the job. • Supporting the Path area with service needs during the Path stage. • Implementing the safety plan to all makers. • The security during the main event was under-resourced and under-trained.

a normal district camp. One main reason for this was the successful group formation of the makers. The catering at Roverway leaned on outsourced services more than usual. Typically the equipment has been rented from Finnish Defence Forces but due to price rises, it was rented from Resta-Mesta. As a new operations model, the food was bought readymade from Kruunuherkku / Krunex and breakfasts from Kespro. The food from Kruunuherkku was tasty and of good quality, but in the beginning of the camp, the central kitchen was not prepared for the long time that it took to heat the food in the plastic casserole dishes in which it was delivered. This caused queues to form from time to time. Especially the sometimes long queues during the beginning of the camp stimulated debate between event leadership and leadership of the associations. The central kitchen operating like an institutional kitchen was a learning process for the makers and participants alike. A longer event would have allowed for the makers to learn the timetable challenges in the warming up cycle and the participants would have learned that the three hour dinner slot means that you do not have to go get food at the same time as everyone else. Building the kitchen and taking different diets into account were operative challenges that would have both required their own managers – especially as convenience food was utilised. In the future it must be taken into consideration that catering equipment can no loger be procured for free, so there has to be enough money set aside for it.

Organisation Transportation Roverway’s transportation organisation was in charge of all the chartered buses between opening ceremony cities and path starting points, path end points and camp, camp and Helsinki/Tampere. There were about 160 of these in total. There was a tender put out on these – offers were received from 20 companies, out of which 15 participated in the event transportation. Internal transportation within the camp was done with two small busses with a shortage of drivers. Transportation was largely a success - negative feedback was given mainly about the early start times of the return buses and that all transportation schedule wishes were unable to be fulfilled. There were hardly any suitable drivers in the organisation for cargo transport, so these were outsourced. The goods to be delivered were gathered in SP-FS headquarters and in the logistic company’s terminal, from where they were delivered to the site. The volume of deliveries was higher than anticipated. For delivering goods during the main event, only one small lorry and four vans were available. Catering The central challenge in planning the catering was that the amount of volunteers available was not known beforehand. Therefore catering was made as simple as possible. The choices made ensured adequate supply of food and a consistent quality with a third of the volunteers at

For future events, a separate comprehensive report has been drawn up about catering, see appendices.

Safety The safety team consulted the Tribe leaders over medical issues during the Path stage. Safety functions at Camp stage consisted of first aid, security and fire extinguishing. There was always a Finnish doctor and IST members with medical background on call at the first aid. When necessary, they directed cases to the private health care provider Mehiläinen in Hämeenlinna or the Kanta-Häme Central Hospital. Security was mostly under resourced compared to the human resources in the plans, and the majority of the security stewards had also other roles. Fire extinguishing was implemented with a fire extinguishing unit and by distributing fire extinguishing equipment to subcamps.

The pivotal challenge at camp was that safety planning did not intertwine enough with the areas’ own planning, and the security expectations were not clear. Individual security stewards were unclear about what was expected of them. The security organisation was left invisible (which was reflected on the feedback). The main reasons that no big catastrophes happened was good luck and successful situational leadership.

6.3 Education

Hygiene Hygiene, like other areas, suffered from volunteer shortage. Majority of the functions (toilets, shower containers) were outsourced due to this. For example the dishwashing line could not be extended enough to serve 3,500 people, so a switch over to disposables had to be made in the middle of the event. An environmental plan was drawn up together with Saraste, but the problem became the conflicting views of the land owner and environmental officials about grey water processing. In the long term, the Evo area should consider switching to septic tanks as the area’s grey water system cannot cope with the amount of grey water from the central kitchen.

Overview Education was in the centre of the planning of the project from the very beginning. The planning stage generated preparedness for the area to act as the project’s internal educator. Co-operation with HR, Communications and Path areas were accentuated. It took longer than planned to move on to the implementation stage as the recruitment of team leaders was delayed. Service organisation provided great support for the implementation, and synenergy benefits with Saraste were discovered early on. In addition to the Director and education managers, two Rover Representatives worked in the Education team. This was an excellent way to keep the focus of the planning on the target group. With the benefit of hindsight, this procedure could have been beneficially applied also in the area groups.

Resources Camp was implemented with a small group of volunteers, whom realised the support functions as a service provider, receiving orders from the other areas. The challenge of this model was that all the money was in the service budget and not in their own cost centres. The model was chosen because SP-FS could not offer working financial reports to the end user that would have been divided by the cost centres. Without a system like this in place it would be impossible to monitor service that was distributed among the cost centres. There was enough money.

Goals • Educational objectives and utilising the Scout and Guide Method are stressed continuously throughout Roverway. • Symbolic framework based on values encourages the participant to develop a deeper understanding of the values of the Scouting and Guiding movement. • Through the preparatory activities, young people get to participate in the planning and implementation of the main event. • The activities are educational, challenging and inspiring. • RoverMomentum inspires the participants to do service projects in their surroundings. • Support individual spiritual growth and understanding between religions.

Successes • The organisation was successfully created so that education was taken into consideration more widely than simply as individual programme moments for the participants. Keeping the educational objectives upfront at the joint meetings, and also the internal training of the project organisation,

Tribe leaders, and IST, was felt to be empowering and important. This in turn definitely furthered the participants’ experience of reaching the educational objectives. The themes derived from the educational objectives were deemed to be successful and inspiring inside the project organisation. • In the RoverMomentum Valley, a project plan was made and 84% of the patrols returned it. This was partly to do with the successful marketing of the preparatory activities through all the possible communication channels, due to which over 90% of the participants took part in the Be Prepared! Stage via internet. In addition, experienced leaders were assigned to the Valley. In the RoverMomentum Valley people were encouraged and taught to use social media as a tool for change. Based on the participant feedback, this was especially important for the youth who came from countries that have previously placed restrictions on the freedom of expression and speech. • The placement of International Service Team members to their tasks was successful. This was based on the interests of the IST members themselves, with special skills and Scouting and Guiding experience taken into consideration. People with special skills were directed to those Valleys that best benefited from their skills. Experienced leaders were directed to the RoverMomentum Valley. Gender balance was also taken into consideration. • Activity Valleys succeeded in many ways. The principal of voluntary participation in the programme was important. Another successful thing was the freedom of choice with activities. The majority of the activities were visually attractive, as they were realised with canopies in the colours of the educational objectives, and by positioning the tools and other things clearly on display. About 80 to 90 percent of the participants visited the Valleys each day, but there were hardly any queues as there were 20 to 30 activities per Valley, with some of these being able to accommodate over 50 people at a time. Principally there was one IST per activity, but for example the climbing, rowing, and canoeing activities required more instructors.

• Big programme numbers included a message based on the values, which came across to the participants. The main stage was in use every evening and large ceremonies played an important role in creating the fine camp atmosphere. The spiritual moment on Wednesday night could have been on earlier so that the participants would have been offered a real chance of a restful evening in the midst of a long event. • Tribe Time received positive feedback from the Tribe leaders and participants alike. They were really liked, although the schedule was tight, especially during the Path stage. Factors behind them succeeding were probably good step-by-step instructions and the training that the Tribe leaders received at the weekend meetings. The participants were informed about the existence of Tribe Time through their slots in the camp timetable. • Probably the best educational tool was the six part instruction given to plan the content of the paths, adopted excellently by the Tribe leaders. The instructions were simple enough and it was made very illustrative through the use of the educational colours. The content of the paths adhered to the instructions well. The majority of the Tribe leaders participated in the training weekends – at least in one out of the two. • The co-operation with Saraste programme managers was really workable and faultless. First of all, some of the activities and equipment could be utilised at both camps, therefore making it possible to share the costs. Second of all, the Saraste team built wonderful, large activities (for example the water slide, climbing wall, and dance pavilion) that would have probably have been too difficult and taken too long to erect otherwise. • Taking the target group into consideration was successful and the Rover Representative concept benefited the project organisation and contingents alike. The concept gave the participants a visible channel to impact on the contents of the event already in the preparatory stage. Both the activities and big programme numbers were planned together with international partners. This brought added value to the planning process in many ways and made it easier for the result to feel international.

• Festival Day was the highpoint of the event; the marketing of the day was met with positive response and there was a strong communal feeling in the evening celebrations. Nearly all contingencies and IST members took part in the preparations for the event. The giant grilling operation also went really well.

onwards. The planning of the large ceremonies and Tribe Time was the responsibility of a team of 8 people, supported by the aforementioned trio of old hands. A separate technical team would have been helpful. RoverMomentum team had 5 people during the planning stage and 8 during the event. Both the preparatory activities and the Activity Valleys were well designed. The reporting schedule was possible too tight and in the future there is hopefully a better reporting tool available – one possibility is the Messenger of Peace Online Platform. On the whole, the group succeeded and met the goals set for it.

Shortcomings • There were difficulties in the budgeting of the programme. More support would have been required at the start, which would have saved many grey hairs during the process. • Recruiting area team leaders should probably have begun already in spring 2011. • The division of labour in the opening ceremonies held in cities was unclear, especially with regards to responsibility and leadership. • As of 18.10.2012 there were only 21 RoverMomentum project reports returned. A significant portion of the projects were planned to be realised at the end of October or in December. This is because in many countries the Scouting and Guiding season only begins in midOctober. We did not take this into consideration when planning the RoverMomentum.

Resources • Activity Valleys could have benefited from extra human resources - every valley team could have used 2-4 people more • In general, enough money was budgeted for education. • Contacting organisations for partnership did not produce the results hoped for, but in the end more than ten partners took part. This brought much needed extra hands and activities to several Valleys. The partners were promised a camping spot and catering, on top of which travelling expenses were met singly and partly. • The budget of the big programme numbers were cut in January 2012, causing challenges • There were fewer volunteers than expected at the service camp • The big programme numbers should have had their own technical team. • Path education managers did not have their own budget, nor was it needed • RoverMomentum Valley has enough volunteers and money at its disposal.

Organisation Path education managers planned the education contents of the paths together with the Path area. This was a demanding expert role that succeeded in supporting the Tribe leaders. During the event, the two managers did not have clear pre-planned job descriptions, but the duo was an indispensable help to the Education and Path teams. Camp education managers supervised five Valley Team leaders and the Festival Day Team leader. The team leaders each had their own teams of 1-6 people. The challenging recruitment phase slowed down the starting of the planning, but the planning took leaps and bounds during spring 2012 and the end result was very successful. Symbolism was planned by a group of three experienced Scouts, who built a framework within which the project organisation began to operate from 2011

Appendices • Educational objectives of the Valleys • Activities and logos of the Valleys • RoverMomentum: Be Prepared! -preparatory activities, description of the Valley’s activities, IST instructions, participant instructions. • Festival Day poster

Goals for the subcamps:

6.4 Camp

• Subcamps offer the participants their own place, where tribes can network amongst themselves inside the villages. • Subcamps are safe places to live in. • Subcamps form a working communication channel between tribes and subcamp team during the Camp stage. • Service camp offers a safe and peaceful place to camp for the entire time. • Service camp has sauna and shower available around the clock during the whole event. • Service camp informs the IST members about camp programme. • Subcamps have their own distinguishable gates. • Tribes are supplied with enough building materials and instructions to build safe camp structures. • Co-operation between subcamp service and the project service area works well. • Every Tribe leader participates in the village meetings daily. • Information is passed on daily between the tribes and the organisation through the village meetings, and in urgent cases via SMS-messages. • Information about the daily atmosphere of the tribes and questions about the event are transmitted to the organisation. • Crisis communication is to be implemented according to separate instructions.

Overview Camp area was responsible for the subcamps. Camp Director was also a member of the Operative Roverway Committee. There were three subcamps, Tarmo, Sisu and Urho as well as service- and family camp Voima.

Goals After the Camp project plan was done, the area tasks changed. Cafés and those who had been recruited for the roles were moved under Finance in January 2012. Subcamps’ own offices were given up only in May 2012 due to the project’s saving efforts and those who had had their role agreement discussions had to have their role descriptions amended. Area goals: • Camp offers 4 days of joint fun for all participants, new experiences and opportunities to network with the other participants. • Subcamps offer Roverway Office and Service areas the office and nigh time security services that they need. Subcamp leaders ensure camp safety and give the participants all the info they need about the camp. • The service camp offers the same services as other subcamps. In addition it offers IST members a peaceful place to sleep around-the-clock, food and an opportunity to go to sauna/shower.

Successes

Resources

Area goals were met well, with the subcamp office as the exception. Information services were nevertheless taken care of in the best possible way with a message board by the subcamp gate and at the village meetings. Subcampsâ&#x20AC;&#x2122; own goals were mainly well met.

Camp was a small area budget-wise. Building materials and other supplies were mainly in the Service budget. There were enough human resources in the area. The area was able to cover for absences due to illnesses in their own team. In addition the team members were able to provide additional human resources for tasks that manifested themselves during the camp, for example to direct traffic.

Shortcomings Though the subcamps were safe, the volunteers in the subcamps would have liked that the rescue plan would have been gone over together. In addition, safety guidelines could have been reviewed in more detail when the yellow vests were handed out. The yellow vest brought responsibility, but it was not accompanied by any guidance. The goals were clearly not met in the communications between the organisation and the tribes during the camp. The process that was planned was too rigid and slow to ensure smooth communications. The village model enabled conversations between the Tribe leaders and the organisation, but communications would have been more efficient if a joint meeting would have been held for the Tribe leaders every day. One goal of the service camp was to offer a calm and quiet sleeping area for the IST and organisation members. Voima area was unfortunately not this, because the music played in the cafĂŠs could be heard a little too well. In the future, it should be tested to try to place the family and IST camps on the clearing close to the beach, for example, towards the southern edge of the campsite.

Organisation Subcamp teams were designed and recruited to be five people strong. In addition to the subcamp manager, the team included deputy manager, service manager and office manager. Office managers also had a deputy. Urho and Voima did not recruit deputy office managers. Deputy manager, service manager and deputy office manager served as village leaders alongside their own roles. Areas were led by Camp Director and Deputy Camp Director.

important meeting place. In practice, the lounge was a large tent, to which businesses had donated chairs, mattresses, delicacies and entertainment. • The event succeeded in its operations model and internal communications during the Path stage. The path leaders were on call at the Evo campsite and reported news from the paths to the Committee and Heads of Contingent. Each path manager travelled within their area of responsibility, getting to know the paths and supporting the Tribe leaders with their presence. Tribe leaders reported the daily events each night via text message. In addition to the messages, they called path directors as well as their path managers frequently for assistance.

6.5 Paths Overview The task of the Path team was to set the framework for realising the paths and to support the Tribe leaders in the planning and implementation of the paths. Path Director also had operative leadership of the event during the Path stage. The Path team succeeded well in its task.

Goals • Local groups from all around Finland take part in the planning and realisation of the paths. • The paths are educational, participatory, inspiring and empowering and give the participants new, safe experiences in Finnish nature. • Tribe leaders and participants are given up-to-date, friendly information and support regarding the paths. French language service is offered when possible. • Decisions are financially sound so that the paths offer value for money with regards to the participation fee. • Paths get visibility in the local media and give Scouting and Guiding positive exposure in Finland.

Shortcomings • The recruitment of the Tribe leaders was challenging and was left for a small group to carry out. The final recruitments were done the day before the event. The original competence requirements had to be relaxed. • Collaboration with the Camp area was scarce. The subcamps felt distant to the Tribe leaders at the planning stage. Path managers and subcamp managers could have formed a working pair. • The division of labour within the team was not clear enough and the workload was distributed unevenly. • Co-operation with other project areas could have been tighter and more flexible.

Successes • Team members were very committed to their roles and trust was 100%. • The team succeeded well in supporting the Tribe leaders. They were supported individually, as well as through trainings and written materials and instructions. Path managers answered questions actively, gave feedback and helped the Tribe leaders to sort out things. The Tribe leaders received a lot of information and peer support for their roles at the training weekends. The weekends were crucial in success and important for managing in the role. Every Tribe leader was given a folder where written instructions and material were collected. Some felt that the materials were useful, while others thought that it was too much and there was not enough time/interest to read through everything. • Tribe leaders’ lounge was the Tribe leaders own place at the camp, where they could share experiences about the paths, got a chance to rest and received peer support for their roles. Several Tribe leaders visited the lounge daily and it was seen as an

Organisation Path team was made up of Path Director, Deputy Path Director, and four area path managers. The team’s makeup remained the same during the entire project, which created a positive team spirit. The team was the right size in relation to the amount of Tribe leaders. Each path manager supported 10 to 15 Tribe leaders within their area, which was an optimal number. The path managers were in close contact with their area’s Tribe leaders and they became an important source of information and support for the Tribe leaders. The Path team worked in close co-operation with path education managers and the path controller. Path education managers were responsible for the educational content of the paths and the path controller for checking and approving budgets.

Resources

up whole new boundaries for the budgeting. Presenting a budget deficit was no longer possible in any situation. On the other hand, the new operational environment shaped up to be a positive constraint, helping to adapt the planning and operating environment towards one, where financial planning was seen as an inherent part of the planning of the activities. The challenges posed by the financial situation were communicated well through the organisation. After the initial shock, it was great to see that the volunteers looked for approaches that fitted the framework by looking for cheap or even free options to replace the original procurement plans. The amount of purchases made was significantly reduced through rental and borrowing.

In the end the paths stayed within their budgets, but during spring 2012 there was a lot of discord about the austerity of the path budgets. More on the budgeting process in the appendices.

6.6 Finance Overview The finance team went through many changes during the project: both the sales manager and the controller changed. In addition, the café manager was transferred under finances in January 2012. A special challenge was recruiting volunteers for the cafés and supporting the café manager and café leaders in their roles.

The following were also successful: • The educational and sales goals of the cafés were fulfilled. • Good were ordered in the right volume and they ended up where they were needed

Goals Finance area’s main goal was to ensure that the project stayed in budget through strict controls and tight budgeting. In addition the following goals were set for the team: • Coordinate purchasing so that there are no unnecessary purchases and the goods are at the right place at the right time • Organise the sales so that the unsold stock does not eat into project profits • Obtain external funding • The cafés had a strong educational function – they had to supplement the educational content of the event

Shortcomings Though the project stayed within its budget, the budgeting and monitoring processes did not go as planned. The incompatibility of the project budget and SP-FS’s profit and loss account statements was a problem, as the legibility between them did not work as was hoped. A self-made Excel-spreadsheet was used in budgeting and monitoring instead of a system that could have been read and edited in real time by everyone concerned. The budget for Service area worked commendably as they had their own monitoring system that could be looked at in real time. It is of utmost importance for future projects to create a working, simple model that is easy to use for all concerned. Goals for camp merchandise and café sales were set at the budgeting stage. Camp merchandise was budgeted to accrue 54,000 euro profit and cafés 33,000 euros. The amount that international participants spend in the camp was not managed to be taken into account in budgeting and planning. The sale figures budgeted were based on the previous Roverway and Kilke Finnjamboree sales: a moderate 9.40 euros per person for the cafés and 15.40 euros for the camp merchandise. The actual figures after the event were 15.38 euros for cafés and 21.27 euros for

Successes Project stayed within the budget thanks to strict budgeting and controls. The amount of purchases remained moderate and no unnecessary fixed assets were really procured. Sales exceeded expectations; there were only a few individual unsold items left. The project also succeeded in obtaining external funding. All areas followed the tight financial discipline commendably, so the guidance went through. The idea that managing finances is part of planning and doing was internalised by the makers to good enough extent. The limited financial resources became a bigger challenge than what was expected. The financial situation of SP-FS and the challenges arising from it became a reality to all involved. The tighter financial situation set

Sales

the camp merchandise. This meant that the sales’ goals were exceeded greatly. Cafés made about 56,000 euros, while the figure for merchandise was 76,000. Producing working tools to support the leaders’ decision-making did not come true in the way hoped for. The financial monitoring system changed during the project and it could not be got to work during the entire project. SP-FS’s own system produced the required information too late, so help from it was diminutive. In future projects it would be of primary importance to get the support from the host organisation and a working, real time system to monitor the finances with. Although the café manager took care of his tasks in an excellent manner, the recruitment and role agreement discussion of the café manager did not work. The role that the café manager was originally recruited for did not correspond to the reality of the role.

According to the feedback received regarding the camp merchandise, the participants were not informed well enough about the products and why they were chosen. The merchandise was felt to be too expensive and the selection should have been widened to include cheaper, smaller products. All of the camp merchandise was thoughtfully considered, sustainable options with regards to environment and the graphics. There were only few individual unsold items, and the unsold stock did not eat into the profits, so in this the goal was met. Procurement Finance organisation produced separate procurement instructions for both Camp and Path organisations. The main message in them was to borrow first, rent second and buy last. If you ended up buying something, or left it for the procurement manager to take care of, then you were also responsible for the disposal of the product. Some organiser’s procurement plans and lists missed the deadlines given by a long way. Guidelines could have been better. There were so few fixed assets bought in the end that the planned auction after the camp did not take place. Goods purchased for the camp were very successfully sold off through the finance office at the end of the camp. Due to limited human resources, the small movable goods were given for one agent to procure. An outside commercial agent dealt with the collection and delivery of the goods direct to the campsite. Clas Ohlson was a good partner for this. The orders matched and collaboration was effective and workable – apart from little unexpected things.

Organisation Cash handling and payment transactions Training was organised in the beginning of the IST camp for all cash handlers and those rendering accounts. The training received a lot of positive feedback especially from IST members and café volunteers. All in all, the cash handling team was commended for accuracy and quickness during the event. Cash handling and payment transaction were handled at the camp very well, despite the changes and few human resources, thanks to precise and exact planning. The tasks and functions planned for the finance office beforehand changed during the event, along with the opening hours. New tasks kept appearing all the time, for example collecting participation fees, selling acquired products and so forth. These lead to people visiting the office anytime during the day, regardless of the opening hours, thus leading to intolerably long shifts. During the camp payments in the shop and in the cafés went without a hitch and were not an obstacle for making purchases. The payment terminals’ 3G connection worked well. Queues were formed because there were not enough makers and the large volume of customers was not anticipated. Participants were informed about favouring cash as a payment method as it made purchasing faster.

Cafés The majority of the goals set by the organisation - and changed during the course of the project - were met by the cafés. The original main task for the cafés was to produce programme and cover their own costs. In the course of the project, the cafés were set profit and sales goals that were based on the previous Roverway’s sales figures, with very little room for risks. In the planning stage, instead of ready-made café produce, a kitchen container was chosen where the produce could be made. This made it possible to meet the possibly changing demand more flexibly than an outside supplier

Goals

could. This was one cornerstone in the cafés unexpected volume of sales, as during the short Camp stage it was possible to meet the demand appropriately and flexibly.

• • • • •

Resources The biggest resource that Finance had were the working relationships with the other parts of the organisation. Co-operation with different areas went well and without hitches, only things to improve upon were effectiveness and punctuality with timetables. The Finance team worked well and enjoyed each other’s company. The team worked hard during the event and the help received from other areas received thanks. The scarce human resources could be seen in the opening times for the shop, the long shifts, and the tiredness of the organisers, for example. Recruitment challenge was great.

Produce quality office services during the main event Environmentally-friendly procurement Partner up with Saraste as much as possible Further intercultural co-operation Realise office services as cheaply as possible

Successes • The electric facilities during the main event worked excellently • Camp office was able to flexibly solve problems even in surprising situations • Corporate partnerships worked out excellently, especially with ICT-equipment • Partnership with Saraste was mainly successful • Lost and found operated smoothly and efficiently • Heads of Contingents received flexible and friendly service • SP-FS’s jamboree storage was utilised

6.7 Roverway Office Overview

Shortcomings

Roverway Office produced the project’s information and knowledge management, translation and ICT services. The operation model was different from the one usually used in Finnish large camps, and it sought to answer knowledge management and internal communication challenges. The goals were mainly well met. Roverway Office developed intranet, whose choice of platform was a failure, leading to fragmentation of information and challenges in getting the information required. Roverway Office was responsible for the participants’ registration together with the Project office, which was realised with the international participation function of SP-FS’s Polkusystem.

• Communication between Roverway Office and the rest of the organisation • The responsibility for the realisation of the charging point for participants’ mobile phones was left unclear • The unsuccessful choice of intranet platform lead to fragmented information and poor accessibility

Organisation Camp office The biggest problem was with the information flow: the participants looked for answers to a wide variety of questions from the camp office, but the camp office did not always receive the information necessary, although it might have been available elsewhere in the organisation. Lost and found resulted in a surprising amount of work, especially trying to locate valuables lost in paths around Finland, but nearly all valuables found they way back to their owners by the end of the event. The camp office was able to serve the participants and IST members according to the goals, but there was not enough capacity to serve the contingent staff adequately (during the planning stages, the camp office was given instructions that this task would not be their concern). The planning and realisation of mobile charging points did

Roverway Office’s central role in the organisation’s internal communications was highlighted during the main event due to the role of the info point. Collaboration with internal communications was not successful. The problems in the organisation’s internal communications made it also more difficult for the Roverway Office to serve the participants, as to get things done the office was required to be proactive and seek out information. In the future, combining internal communications and office should be considered to ensure successful internal communications. On the other hand, the web team leader’s role would also be clearer under communications.

also not work out and the location of the service (both physically and organisation-wise) should be rethought.

all project organisers and that knowledge management and managing the different versions of documents became difficult.

Translation team The goal of the translation team was to produce translations in Italian, English, French, German, Portuguese, Spanish and Swedish. Before the main event the translations were mostly about different marketing and information materials. During the main event materials were mostly produced in English and French. ICT The projectâ&#x20AC;&#x2122;s ICT services were in a central role during the planning stage. ICT services offered were mailing lists, email addresses and intranet service to store documents at. In the end of 2011, an application to approve expense claims electronically was added to the intranet, which helped workload. Username management based on ticketing was introduced at the beginning of the project. This enabled centralised service and gave a clear picture of the usernames in the organisations and access to different systems. The platform chosen for the intranet had a central role to play in the project communications, as the one chosen had poor usability and inadequate functionality, which lead the project organisers to start using third-party services such as Google Docs and Dropbox. This meant that information got scattered and was not available for

Web The web manager belonging to the organisation mainly worked in close partnership with Communications.

Resources Even if the team would have had more people, it probably would not impacted greatly on the operability of the office services or the occasional fatigue of the team members. ICT services during the main event were produced with smaller than usual human resources. This was made possible by the long building time during the building camp and Path stage, and also by making the network mainly wireless. Translating the programmes did not fall under the translating teamâ&#x20AC;&#x2122;s area for the most part and doing them would have required a lot of extra resources. Office supplies were used in huge quantities, but they were available cost-efficiently as the unused supplies in SP-FSâ&#x20AC;&#x2122;s storage from previous camps were made available. The easy and functional implementation of the ICT services was made possible by partnering up with Cisco Systems Finland and HAMK University of Applied Sciences and the hardware made available through this. The existing infrastructure at the camping centre also helped.

6.8 Communications

• National media coverage: television, radio and newspapers • Area managed to be flexible in its functions

Overview

Shortcomings

Communications area became a tightly knit group with a good atmosphere, answering flexibly to concrete requests. After a change in leadership during summer 2011 and the chaotic atmosphere in the beginning, the group kept on improving throughout the project. Characteristic for communications is that the area is active all through the project: marketing before the event, inspiring the enrolees, news during the event, encouraging people to do RoverMomentum Projects, keeping the project organisation informed, and storing photos and other information. Information to be transmitted was verified from the Project office, through personal email and phone contacts to organisers in different areas, and through coming up with ideas for Facebook contents. Communications Director summarised newsworthy decisions from the Roverway Committee meetings to the managers. There was a lot to communicate about especially in the Education and Path areas.

• Timing of the marketing: due to busy deadlines, these was no time to concentrate on the big picture. • Making a plan for the area or a communications strategy. • A deeper understanding of the ‘All organisers are involved in internal communications’ -thought would have been needed. For example, distributing newsletters to team leaders could have worked better. • Co-operation with SP-FS’s communications department could have been tighter.

Organisation

• Smooth communications within the project organisation • Informing and inspiring the participants • Positive coverage for Scouting and Guiding in the national media

The Communications Director’s team had four managers in 2011, working on marketing, the VIPs, and internal and external communications. The majority of the team leaders were recruited during autumn 2011. In 2012 there were managers in the team for the VIPs, internal and external communications and online media managers, in addition to the Director. There were six team leaders in the VIP-team, four in internal communications, out of whom one acted as the path communications team leader, and in external communications mainly the photo- and video crew, out of whom one was Finnish and four ISTs.

Successes

Resources

• Social media activities were realised as planned • The technical realisation of the website succeeded • Printed materials: camp booklet ‘The Compass’ and souvenir book ‘Seen.Felt.Following’ • Monthly newsletters: ‘What’s Up’ to the Roverway Management Team, ‘Pysy Kartalla’ (Stay on the map) for Tribe leaders and ‘Finland.finland.flyer’ for the Finnish Guides and Scouts. There were enough of different publications for different target audiences. • Info bulletin during the main event ‘What’s Up Roverway’ • Distributing news bulletins in all organiser groups • The photo- and video crew • Arrangements for the VIP guests

Co-operation with different areas worked well. Four IST members acted as the photo- and video crew. They had their hands full during the entire event but still the team was happy to have as many people as this. The budget was modest due to budget revisions, but despite this, the activities were multifaceted, and the budgetary concerns did not manifest themselves to the participant. The team consulted people who had been involved in communications at previous events, but this could have been done more still.

Goals

7. Managing the project

7.1 Leadership

7.1.2 Roverway Committee The Roverway Committee consisted of the Project Director, the Deputy Project Director, the area directors and the Project Manager, who acted as the Committee’s secretary. The deputy directors of the different areas had the option to stand in for their directors in the Committee and they received the same communications as the actual members of Roverway Committee. Committee work was reformed: one of the biggest changes was heavily taking advantage of communications technology to allow for virtual meetings. The Roverway Committee held a Skype meeting every other week, lasting exactly one hour at a time. There were 35 Skype

7.1.1 Executive Committee Roverway’s Executive Committee consisted of the Project Director, the Deputy Project Director and the Project Manager. The purpose of the Executive Committee was to prepare the Roverway Committee meetings and to lead the project. The Executive Committee met up about one week before each Roverway Committee meeting. The Executive Committee also actively stayed in touch outside the meetings. The Project Coordinator participated in approximately every other Executive Committee meeting.

Roverway Committee Project Director

2010

2011

2012

Juho Toivola

Deputy Project Director

Jukka Tulivuori

HR Director

Lauri Hilander

Camp Director

Jari Korhonen

Path Director

Annika Rajala

Roverway Office Director

Mikko Lämsä

Mikko Lämsä (until 6/2011) Veli-Matti Lammentausta (from 6/2011)

Veli-Matti Lammentausta

Finance Director

Anu Helle

Communications Director

Kirsi Korhonen

Kirsi Korhonen (until 6/2011) Tanja Lumiala-Huokuniemi (from 8/2011)

Tanja Lumiala-Huokuniemi

Education Director

Jaakko Piitulainen

Education Director Service Director

Teppo Uusi-Uola (until 11/2010)

Lauri Kaski

Ville Salo

Project Manager

meetings in total during the project. The time limit of just one hour meant that the Committee had to be efficient and concentrate on the relevant. On the other hand, the suggested courses of action were not discussed much, which highlighted the importance of preparatory work. The idea was that the Skype meetings were for decisions, not for discussions. In addition to the Skype meetings, the Committee met at weekend meetings approximately every six weeks; there were eight of these in total. On top of these, the Committee had a meeting at every Roverway Management Team. The idea was that the project would be discussed more freely during these face-to-face meetings. Minutes of the Roverway Committee meetings were saved on the intranet, where they were available for all concerned. However, it was hoped that there would have been more open communication about the meetings, for example via email. During the main event the Roverway Committee minutes were also printed out for a map that was held in the office.

agement Team met up six times during the project. The dates were agreed at the beginning of the project, which was considered a good thing, as it made it easier for the member to timetable and plan out their own areas. The managers felt that the Roverway Management Team weekend meetings were the most important events for the progress of the project. This was for several reasons. First of all, the meetings became a good deadline to get things done by. Second of all, the face-to-face meetings were a natural place to take care of things inside the project organisation and to meet people. After the meetings, it was easier to stay in touch via electronic communication tools. Many also felt that it was the easiest to do one’s role at the Roverway Management Team meetings, as they allowed one to have an audience with the project’s key people. The number of meetings was deemed suitable, but the participation rate could have been higher. The goals set out for the meetings were seen as clear and well communicated. It was also generally felt that all key people were included in the Roverway Management Team. Starting up genuine collaborations between different areas was a big challenge. There were moderate successes in this through collaborative meetings, but expectations did not always meet up. The decisions from the

7.1.3 Management Team Roverway’s Management Team was made up by the Roverway Committee members and managers. The Man-

Roverway Management Team weekend meetings were not always communicated through all parts of the project organisation fast enough. This resulted in critical gaps in information especially to those who did not participate in the weekends.

7.1.4 SP-FS Steering Committee Roverway’s Finnish Steering Committee members were appointed by the board of SP-FS. The purpose of the Steering Committee was to support and guide the project’s leadership, create links to the permanent SP-FS organisation and prepare Roverway Committee presentations to the board of SP-FS and the National Council.

SP-FS Steering Committee 2010 Chair

Secretary

2011

2012

Inka Hopsu

International Committee Chair

Paula Viikari

International Committee Chair

Paula Viikari

International Committee Chair

Juho Toivola

Roverway Director

Juho Toivola

Roverway Director

Juho Toivola

Roverway Director

Jukka Tulivuori

Roverway Deputy Director

Jukka Tulivuori

Roverway Deputy Director

Jukka Tulivuori

Roverway Deputy Director

Henrik Sandholm

Finance Committee Chair

Henrik Sandholm

Finance Committee Chair

Kalle Virtanen

Finance Committee Chair

Viljami Hätönen

Programme Committee

Viljami Hätönen

Programme Committee

Pekka Hankela

Finance Committee

Marjukka Aaltonen

Finnjamboree Tarus

Marjukka Aaltonen

Finnjamboree Tarus

Pekka Hankela

Finance Committee

Matti Hirvonen

Programme Committee

Ville Salo

Project Manager

Ville Salo

Project Manager

Steering Committee had decision powers in the following areas: • Making substantial changes to the project plan and budget • Appointing Roverway Committee members and releasing them from duty • Approving travel abroad

Steering Committee met 12 times during the project. Due to the financial situation of SP-FS, the discussions were mainly about finances. The Steering Committee had an active role in drafting and commenting the budget versions. The project leadership felt that it received support from the Steering Committee when it needed it (for example in changing Roverway Committee members in summer 2011 and in preparing budgets). The knowledge base of the Steering Committee was wide, with members having expertise in major event planning, international co-operation and finances. A point for criticism was the too light touch of the Programme Committee. The Committee never once commented on the educational content of the project.

WAGGGS meeting in March 2012. The Advisory Group’s biggest shortcoming was that the group lacked experience in organising international major events. For example, the Director of the previous Roverway would have had genuine know-how that we would have needed. The Group was very good in making policy decisions regarding Scouting and Guiding, but concrete help in challenging decisions – for example those to do with implementation and technical challenges – was minimal. In addition the group concentrated far too much on discussing the project finances, even though according to the Memorandum of Understanding it was not a concern of WOSM and WAGGGS after the participation fees were approved. A positive thing worth a special mention

International Advisory Group 2010-2011 Chair

Secretary

2011-2012

Inka Hopsu

SP-FS International Committee Chair

Paula Viikari

SP-FS International Committee Chair

Juho Toivola

Roverway Director

Juho Toivola

Roverway Director

Jukka Tulivuori

Roverway Deputy Director

Jukka Tulivuori

Roverway Deputy Director

Christos Hatzidiamandis

WOSM Commitee

Christos Hatzidiamandis

WOSM Commitee

Pascale Vandersmissen

WAGGGS Commitee

Pascale Vandersmissen

WAGGGS Commitee

Radu Stinghe

WOSM European Office

Radu Stinghe

WOSM European Office

Elisa Chiodi

WAGGGS European Office

Anne van Nistelrooij

WAGGGS European Office

Ville Salo

Roverway Project Manager

Ville Salo

Roverway Project Manager

7.1.5 International Advisory Group

about the Advisory Group was the clear division or roles and responsibilities done in the beginning of the project, with enough time spent on formulating them.

Roverway’s international Advisory Group offered a platform for the project’s three key players (WOSM, WAGGGS and SP-FS) to discuss project planning and implementation. WOSM and WAGGGS both appointed one volunteer and one employee each to the Advisory Group. The group’s function was to foster the spirit and policies of the Memorandum of Understanding. The Advisory Group met up four times. In addition, the Project Director and Project Manager participated in one Joint Committee of the European WOSM and

7.1.6 Permanent organisation The Roverway project plan identified counterparts from the permanent SP-FS organisation’s committees for each project area. For some, the co-operation worked well (for example the finance committee). With others there was no real collaboration to mention (for example the programme committee). When assessing the co-operation

between Roverway and SP-FS, the commitment made by the committees and the leaders, the results arenâ&#x20AC;&#x2122;t too flattering. Roverway remained distant and aloof, though the Steering Committee and project leaders tried repeatedly to emphasise the mental and spiritual capital that could have been claimed from Roverway. While the spiritual capital did not raise interest, the financial capital raised interest on the behalf of the spiritual also after the project was over. Co-operation with districts was varied. Many districts put in a lot of effort through the paths implemented in their areas, or through school accommodation and opening ceremonies. In addition, the district camps that took place during the summer collaborated with Roverway and discussed ways of working with varying levels of success: with some, significant advantages were achieved through synenergy (like a joint contract with the wholesalers); while with others the situation was more competition-like.

7.2 Operative leadership During the course of the project it became clear that a separate leadership model was required for the duration of the main event. Before this, there was a preliminary agreement that the Path Director would be responsible for operations during the Path stage and the Camp Director during the Camp stage. In spring 2012 the Committee appointed the Project Director, Project Manager, Camp Director and Path Director to act as operative leading group. Operative leading group (OPLEAD) met up three times during spring 2012 and made the division of labour clearer between the Path Director, Camp Director and other project leaders. As a result of these meetings, the organisational structure of decision making in different situations was created.

Operative Leadership Team (OPLEAD) Juho Toivola Jari Korhonen Annika Rajala Ville Salo CRISIS GROUP

YES

CRISIS

MONEY

YES

PROJECT MANAGER

WOSM & WAGGGS

YES

PROJECT DIRECTORS

09:00 16:00

Heads of Contingent OPLEAD meeting if needed Roverway Committee Tribe Leader Meeting

MEETINGS

08:00

YES

OTHER

SUBJECT

Path Director will make decisions of these:

PATHS

PATH DIRECTOR / CAMP DIRECTOR

- Instructing Tribe Leaders during paths - Visiting permits to paths - Nominating new Tribe Leaders / helpers

SPESIFIC AREA

HoC

YES

Camp Director will make decisions on these:

CAMP

HR DIRECTOR

- Changes in camp schedule or zoning - Closing and opening facilities - Acute changes in volunteer / IST allocation

YES NOTIFY/ASK FOR PERMIT AREA DIRECTORS

Roverway Operative Leadership

during main event

VERSION 2.0 / 8.5.2012

7.3 Project stages

7.3.2 Planning and recruitment The Roverway Committee met up in September 2010 for the first time and the Management Team in January 2011. During autumn 2010 project overview was prepared, based on which budgeting, wider recruitment and planning of individual areas began. Tribe leaders were mostly recruited during spring and summer of 2011. Most of the important recruitments were done in good time. Areas with the central roles recruited made strides in planning and budgeting. Correspondingly areas where recruitment was slow also experienced the planning and budgeting as challenging. In practice, the areas with insufficient human resources required more support in budgeting and planning from the Project office.

7.3.1 Application and building up the organisation Preparation for the event began in autumn 2009 when SP-FS applied for candidacy to organise the event. The Programme Committee and the International Committee made a joint proposal to The National Council. After SPFS was granted the responsibility for organising Roverway 2012 in March 2010, project leaders were recruited and appointed in May-June 2010. The Roverway Committee members were mostly recruited during summer 2010. Timetable-wise the right things were done roughly at right times at this stage. The role descriptions within the Roverway Committee could have been written with more time and the suitability of those recruited for their roles could have been looked at more closely. The skills and effort each Committee member put into their area affected the success of the area greatly.

7.3.3 Realisation of the main event The main event began with opening ceremonies that were held simultaneously in Helsinki, Tampere and Rovaniemi. Before this the opening ceremony cities offered guidance and school accommodation for two days. After the opening ceremonies, the Path stage began, where 60 tribes carried out their independent four-day programmes, fashioned into an educational whole. From the paths, people moved to the Camp stage at Evo, where

major event programme was realized with Activity Valleys, cafés and ceremonies for the whole camp. After the Camp stage, there was a joint taking down of Roverway/ building camp for Saraste, and school accommodation in Helsinki.

a year before the main event. During the main event feedback was gathered from the participants, allowing the organisers to react to the so-called “weak signals”. After the main event, feedback was collected from the participants, organisers, and Heads of Contingent, as well as partners.

The main event went mainly according to the plan. The building camp held before the main event, and the guidance and school accommodation carried out in opening ceremony cities, suffered from severe lack of volunteers, which should have been addressed earlier and more forcefully. There was a clear plan about the division of labour in operative leadership but it was not adhered to. Especially during the Camp stage, the agreed upon role descriptions were not adhered to during disciplinary situations and situations where it was required to draw the line. This caused confusion over the leadership of the situation.

Having a separate evaluation manager role proved to be a good policy. In Roverway, the evaluation manager was part of the Committee and involved in the project for its whole duration, which was a very good thing. With the guidance of the evaluation manager, important information was produced, enabling a holistic examination of the project’s state. By underlining the importance of evaluation and feedback, it was possible to strongly lead the project from the goals’ standpoint.

7.4 Special themes

7.3.4 Project evaluation

The Roverway project had many special characteristics, out of which the most central and important ones for the realisation of the project are evaluated individually below.

An evaluation manager was recruited at an early stage to do evaluation, feedback and reporting on the project. The project’s interim and final evaluations were his responsibility in line with the goals set for the project. The interim evaluation made it possible to still redirect actions about

participants, and assisting the contingent staff in marketing and many other things. Each participating country got to name 1-2 Rover Representatives from participant age group (18 to 22 years). In the end there were 25 Representatives from 18 organisations. Summer holidays caused recruitment challenges. The Rover Representative concept was also brand new and many contingents were critical about the reasons why such a representative should be appointed in the first place. Rover Representatives met in Finland from 25 to 28 August 2011. Finland’s Rover Representatives were responsible for arranging the meeting; they planned, coordinated and also managed the event. After this, Rover Representatives held four video conferences before the Roverway main event. Rover Representatives also had their own group in Facebook, which was very active from autumn 2011 until summer 2012. Rover Representatives was a very good and workable idea, but it could have had even more concrete visibility. In a way, they were the faces for why the event was done in the first place. Having the Finnish Rover Representatives taking part in the Roverway Management Team meetings was a good idea, but the whole concept should have been communicated to the Tribe leaders much better.

7.4.2 Tribe leaders The Tribe leader’s role was to lead the international tribes consisting of approximately 50 people, as well as to plan and organise the path. During the camp stage their only task was to lead their tribes, which was deemed good. The roles were done in pairs. The role was big, demanding and a hard experience for many, but based on the feedback also very fulfilling. The actions of the Tribe leader’s had a significant role in shaping the participant’s experience. They have led by example and encouraged and helped the participants despite being tired themselves. The participants, Finnish organisers and the Heads of Contingent have all freely praised the Tribe leaders’ work. The two training weekends held before the event proved to be very important in preparing for the Tribe leader role and from the point of view of the quality of the education the leaders provided. Recruiting the Tribe leaders was challenging and responsibility for the recruitment was left to a quite small group in the end, though the role played a large role in the success of the entire project. The final recruitments were done just the day before the event. In these cases the quality of the education could not be guaranteed. The Tribe leader system proved to be challenging for the volunteers, but also a functional way to lead Rover and Ranger ages. Applying the system to similar Finnish events should be seriously considered.

7.4.4 Risk and crisis management plan / Situational leadership

7.4.3 Rover Representatives

The risk and crisis management plan was drawn up in English and it was presented to the volunteers during Roverway Management Team meeting in April 2012 and Tribe leader meeting in May 2012. In addition, area directors distributed it within their teams and it was included in the Tribe leader folder. The plan was felt to be clear and communicated well ahead of time. The risk and crisis management group included the project leaders and the Project Manager, the operative leader (Path Director during the Path stage and Camp Director during the Camp stage), HR Director, a doctor, Roverway Communications Director, and the Communications Manager of the Guides and Scouts of Finland. If there would have been an international aspect to the crisis, representatives from WAGGGS and WOSM would have also been

The Rover Representatives concept was introduced in the Roverway Youth Involvement Guidelines document as one tool to ensure youth participation in the planning and preparation stages of Roverway 2012. The Finnish Rover Representatives acted as the youth’s voice in the project organisation and the task of the Rover Representatives from other countries was to be the young voice of Roverway in their own organisations. Rover Representatives supported the project organisation through giving their opinions on the programme and communications, sharing their ideas and thoughts from the point of view of the participants’ age group. On the other hand, they supported their contingencies by exciting and motivating

consulted. Luckily there was no need for risk and crisis management actions during the event, for which the organisers are very pleased about. During the main event, the security wore yellow vests. Some had security steward identity cards. Something to improve on would be more detailed instructions given to the volunteers with vests about how to act in certain possible situations and what the expectations towards security are. In cases of theft, there was a wish for clearer instructions on how to proceed. As for situational leadership, responsibility was distributed to directors and managers and it was used to a good effect: Leadership experience was visible in the straightforward courses of action taken. In general, situations were dealt with in a gutsy manner, for example the solution for the problem in heating up water for washing dishes. It is good to remember that it is important to communicate why something was decided: the more people know about the situation, the better they can understand why a decision was made. In the project, especially the “changeover days” - the situations where the whole participant group moved offered situational leadership challenges. These were the opening ceremonies and moving onto the paths afterwards. It was suggested in the feedback that the Roverway Committee could have made clearer policies; everything got done, but partially in chaotic atmosphere, like in the Helsinki and Tampere opening ceremonies. Situational leadership was for a part affected by different areas being at their most active at different times. Also understanding that the event was in full swing already during the Path stage could have been unclear to some. To meet the situational leadership challenges, it is of utmost importance to have communication between areas and enough face-to-face conversations. Emphasising these and setting time aside for them should be done in future project work. During the Path stage, the Tribe leaders were supported through phone as and when required, and through the path managers visiting different paths in their areas. It was known in advance that the Tribe leader’s role was a big one and the organisers wanted to give them all the support possible. Afterwards it was wondered if a crisis support role would have been required: to provide someone to talk to, and to give support to those who got

tired in their role, but could not leave it, for example a Tribe leader. The Path leadership was able to give concrete advice with regards to procurement and first aid and other such matters, but when someone was about to get exhausted or felt torn, they were offered a number to a national helpline. With regards to situational leadership, the phones acquired for the project organisation should have definitely been in wider use. As an example, a number named “Doctor 1” did not pick up once during the beginning of the event. The risk and crisis management plan is attached.

7.4.5 Messengers of Peace WOSM’s Messengers of Peace Support Fund gives financial support to service projects and Scouting activities around the world. The Fund gives Scouts and Guides from the poorest countries the chance to do vital projects that can transform entire communities. In addition the Fund offers capacity building in project management on national and regional levels. World Scout Foundation is behind the Fund, and is administered by WOSM headquarters and regional offices. The Fund is divided into five main areas: 1. conflict dialogue training 2. support for peace building/social entrepreneurship projects 3. support to young people in conflict zones 4. capacity building 5. developing the network of Messengers of Peace Roverway project decided to apply for Messengers of Peace funding in February 2012. The local and international service projects done as part of the project were seen to fit the Fund’s categories 2, 4 and 5. The original application was for 35,000 USD. Regional Decision Committee (RDC) requested the project to add as a goal producing a user-friendly tool to make it easier to do and plan service projects. With this addition, they agreed to increase the amount applied for to 50,000 USD. An updated project plan was delivered on 22 March 2012. The application was successful and funding contract was signed on 8 May 2012.

According to the contract Roverway project and SP-FS agreed to: • Carry out and document 60 local service projects during the main event’s Path stage • Offer training on the topic of how to realise a similar service project in your community • Offer the participants a chance to reflect upon their own role in the fields of service ideology and peace building • Implement a user-friendly tool/material pack to national scouting organisations about service project planning and execution

than there were participants at the training, but one cannot make out which tribe is in question based on the videos. Service projects in participants’ own communities were planned in the RoverMomentum Valley. 280 patrols took part in the Valley, which was approximately 80% of the patrols that participated in the event. 279 patrols returned their own service project plans. This fulfilled the obligation in the contract to offer training in the matter, but not much else. What was left unattained was the information about how many of the projects were in fact completed in the end. This is partially explained by the project not having any kind of a reporting tool. RoverMomentum Facebook group was used to try to obtain reports about completed projects, as there were no official tools. It was felt that the peer pressure would also increase the patrols’ reporting enthusiasm. There were 21 returned reports by the middle of October. RoverMomentum was supposed to give international education for peace according to the aims of the Messengers of Peace Fund. Reporting is a condition for receiving Messengers of Peace funding. In the middle of August the project delivered an interim report to the regional decision committee. Final report must be handed in by the end of 2012.

It was agreed about the implementation that some of the reporting could be done during the Messengers of Peace Community Leader training to be held at the main event. Participants for the training were chosen one per tribe. The training offered a chance to document the service projects done during the paths and to think over one’s role in service ideology and peace building. The Roverway concept already included service projects and service project to be completed in one’s community, the RoverMomentum. Messengers of Peace linked up clearly to the existing, offering a reporting platform of a sort, rather than bringing in anything new to the implementation of the event. It was challenging schedule-wise that RoverMomentum was already so far planned before the commitment to the Messengers of Peace initiative was made. Roverway succeeded in fulfilling the obligations set out in the contract. Challenges transpired at the reporting mostly. The local service projects done in Finland during the Path stage had to be reported in two ways. First of all, every tribe had to return a one-page project description, supplemented with a photograph of the service project. About half of the tribes did not fill in the feedback form. Second of all, not every tribe sent a participant to the Messengers of Peace Community Leader training, during which the service projects were orally reported on video. Video reporting was a reasonable success, but the editing was left somewhat incomplete. More videos were completed (http://www.youtube.com/user/MOPtraining/videos)

8. Comments from partners

8.1 WAGGGS & WOSM

It’s true that the participants are our priority focus but also our IST’s needs to be valued well enough and listen to, when it comes to complaints and trying to find a good balance between happy IST’s and participants having fun. Rules were in some cases broken with the organizers approval (noise in the evenings). Finally the program offered on site: it felt in some cases that the budget had been cut to provide the basics as well as cut offs in material (tents for example). There was also no place to chill and meet in the evenings beside the noisy evening activities. Risk & crisis management plan was well in place but still some improvement could be done when it comes to, turning it into reality (for ex. language issues, decision making and communication)

Please find a short report which synthesizes WOSM and WAGGGS feedback as decided to be part of the final report regarding Roverway 2012.

Successes Despite the challenging economic climate there was a very good number of participants and a good diversity in geographical spread. It demonstrates the relevance and need for NSO/MO’s of having such events for the Regions. Also the presence of participants from other Regions enriched the experience for all. The educational part of the program has been noted as well managed and with a good variety of different approaches in the five different valleys. The coordination and alignment of the Region with the host country of Roverway 2012, succeeding in implementing and achieving objectives of the Joint Actions, the Regional Scout Plan and the WAGGGS Operational Plan.

Describing the relationship The relationship with the Guides and Scouts of Finland was challenging at particular moments, but remained sincere and professional during the entire project time. The Guides and Scouts of Finland did a great job, were very well organized and proactive. Something to suggest would be, to be open, accept and adapt opinions from other stakeholders and be more flexible. A clear structure, open communication and an overall mutual respect also helped in developing a good relationship. The overall picture of Roverway 2012 has been experienced by both, the WAGGGS and WOSM regions, as a success. Thank you to all those who made the event come true: The Roverway Volunteers, the Participants and the Roverway Project Office and Organisation.

Shortcomings There were some challenges when it came to finances (solidarity support, budget, participation fees). It was not always well enough understood that the event is a joint event, where WAGGGS and WOSM are accountable for. There was not always enough flexibility (concerning the mentioned finances which in some cases resulted shortness of volunteers). Sourcing local IST is an important aspect for the buildup and the functioning of the camp. Nevertheless, it was alarming to learn at a late stage about having problems with IST recruitment. A better collaboration could have helped in an earlier stage in getting more volunteers into the project.

Christos Hatzidiamandis European ScoutCommittee WOSM Pascale Vandersmissen Europe Committee WAGGGS

8.2 Scouts et Guides de France For Scouts et Guides de France, it was important to take part into the Roverway 2012 in order to cooperate with Guides and Scouts of Finland and to offer opportunities for young adults. Since May 2011, a French trainee and a French volunteer went to Guides and Scouts of Finland structure and worked directly with the Roverway team. It was important for us to support the team in the French speaking area, to help with the young adult/rover view and also to better known Guides and Scouts of Finland. Having representatives in the Roverway team was really interesting for us and helped the French Federation Scoutisme franรงais to organise the French delegation into the roverway. During the preparation of the Roverway 2012, the Scoutisme franรงais got to organise the Roverway 2016, so it was even more important to have volunteers working on Roverway 2012 and will really helped to organise the next one. Moreover, the project Roverway 2012 strengthens the cooperation with Guides and Scouts of Finland by knowing better our practices and our projects, and enhances it for new projects together. We would like to have a special thanks to Ville Sallo and all the Roverway Project team for the great support to Louis and Antoine our SGDF volunteers. ร lise Drouet Scouts et Guides de France Responsable nationale - Europe

9. Financial statement

According to the forecasts, Roverway 2012 will be approximately 230,000 euros in profit.

higher than was anticipated at the budgeting stage. Instead of the budgeted 87,000 euro profit from sales, the profits were about 135,000 euros. • Area budgets included small contingency funds. None of these had to be used. • No area went over their budgets. Underspending varied from a few thousand euros to tens of thousands of euros in the Service area.

This is due to the following factors: • According the €latest approved budget (version 55to000 5 000 €would have made a profit of III), the project 177 000 € euros if all would have gone approximately 105,000 188 000 € “perfectly”. were, however, significantly 99Sale 000volumes €

12 000 € HR 30 000 € Earnings 1591 - 188 000 €000 59 000 € 13 000 € 6 000 € 528 000 €

€ School accomodation fees 29 000 € Sales income135 000 € External funding 44 000 €

Participant fees 1 383 000 €

Expenses 1 360 000 € Communication 12 000 € Finance and Cafes 99 000 €

HR 30 000 € Staff costs - Project 188 000 € Staff costs - Other 59 000 €

Project Management 188 000 €

Office 13 000 € Project Leaders 6 000 €

Paths 177 000 € Camp 5 000 € Service 528 000 €

Education 55 000 €

10. Appendices

• • • • • • • • • • • •

Participant feedback Volunteer feedback Project plan A list of Roverway Committee decisions Risk and crisis management plan Educational objectives of the Activity Valleys Activities and logos of the Activity Valleys Be Prepared! -preparatory activities Description of the RoverMomentum Valley’s activities RoverMomentum Valley’s IST instructions RoverMomentum Valley’s participant instructions Festival Day poster

Roverway 2012 - Final Report Roverway is an European youth event for the 16-to-22 year old members of WOSM (World Organization of Scout Movement) and WAGGGS (World Association of Girl Guides and Girl Scouts). The event has previously been organized in Portugal (2003), Italy (2006) and Iceland (2009). The Finnish event started with a preparatory phase in March-April 2012. The main event was organized on 20.-28.7.2012 and the RoverMomentum projects were implemented during autumn 2012. Roverway was attended by 3700 participants from over 50 countries.

2013