||1. Passive Management
||2. Thoughtful Management
||3. Proactive Management
||4. Management Excellence
||Community engagement and representation are not considered as part Group operations.
||The Group participates in community events and recognizes underrepresented populations.
||The Group regularly engages with the community and takes proactive steps to recruit from underrepresented populations.
||The Group is viewed as an important local institution. Membership strongly represents community diversity.
|Program and financial business planning is limited. Membership growth is not considered
||The Group has an annual business plan which includes program objectives, a budget with fundraising goals and membership targets.
||The Group has a three-year business plan where program and Volunteer support objectives drives fundraising goals. Net membership growth is regularly achieved.
||The Group has five-year business plan with program and Volunteer support excellence drives budget and fundraising goals. 10% membership growth is regularly achieved.
||The Group meets all Scouts Canada Policies & Procedures.
||The Group meets all Scouts Canada Policies & Procedures. The Group Commissioner role models safety leadership.
||The Group Commissioner role models safety leadership, especially in challenging situations.
||Safety leadership is internalized by all members and is considered for every decision in and out of Scouting.
||Programs offer fun and safe activities for youth with limited use of the Four Elements.
||Programs align with the Four Elements. Youth involvement is limited.
||Scouter-facilitated programs actively involve youth and align with the Four Elements.
||Youth take active leadership roles in all aspects of the program with Scouters providing situationally appropriate support.
||Volunteers receive limited support.
||Performance management and feedback are used as intervention tools. Some key Volunteers have Scouter Development plans.
||Volunteer performance is reviewed annually. Volunteers receive constructive feedback seasonally and have Scouter Development plans.
||All aspects of the Volunteer Support Cycle are critical components of Group culture.
||Volunteers are recruited passively. Succession planning is limited.
||Active recruitment is attempted when convenient. There is a succession plan for the Group Commissioner role.
||Active recruitment is used to fill most roles. There are succession plans for key roles which include multiple candidates.
||Active recruitment and succession planning occur constantly with careful thought given to long-term needs.
|Administrative responsibilities are exclusively completed by Section Scouters. The Group has no dedicated Group Committee Scouters.
||The Group has a dedicated Commissioner and Administrator; Section Scouters continue to have some administrative responsibilities.
||The Group has a dedicated Committee including a Commissioner, Administrator, Treasurer, Fundraising Coordinator, etc.
||The Group Committee achieves operational excellence and includes many Scouters with dedicated and specialized roles.
||Group Health is rarely reviewed.
||Group Health is reviewed annually with consideration for key stakeholders.
||Group Health is reviewed each program cycle, engaging key stakeholders when necessary.
||Group Health is reviewed each program cycle, always engaging key stakeholders.