This deliverable should explain how intergenerational work builds on, rather than replaces, youth leadership. It would address the natural questions many will have, e.g. “Does this mean we’re shifting away from youth-led approaches?” “Are we trying to bring more (old) adults back into power?”

If we don’t align on the direction and desired result, we risk working really hard… but in different directions. Like a team dancing together, but each to a different beat — it just looks off.

We need more moments to pause, zoom out, and ask ourselves:
👉 What result do we truly want from intergenerational collaboration?
👉 What kind of culture do we want to model as Scouts, together?

Normally, this is the kind of conversation we’d have around a campfire — sharing stories, listening deeply, dreaming out loud.
We know we’re spread across contingents, and there’s no actual fire to gather around right now… but maybe we can create a digital one. 🔥

💬 Does anyone have a creative idea how we can spark that kind of reflective conversation — with the same warmth, openness, and shared rhythm?

Let’s build that campfire together.

Intergenerational collaboration in the World Organization of the Scout Movement (WOSM) refers to the intentional and meaningful cooperation between young people and adults across different age groups to co-create, lead, and implement Scouting’s mission and programs. It is grounded in mutual respect, shared responsibility, and a commitment to learning from one another’s experiences, perspectives, and skills.

In practice, this means:

• Youth and adults working as partners in decision-making processes at all levels — from local Scout groups to National Scout Organizations (NSOs) and global governance structures.

• Creating inclusive environments where young people are empowered to express ideas, shape strategy, and take leadership roles, while adults act as mentors, facilitators, and allies.

• Bridging generations to strengthen institutional memory, foster innovation, and ensure continuity of purpose within Scouting's evolving context.

• Embedding educational principles that align with WOSM’s Youth Involvement Strategy, which emphasizes the development of active citizenship and life skills through shared leadership.

True intergenerational collaboration goes beyond consultation or token youth participation. It is a reciprocal process that builds trust, leverages diverse strengths, and models the kind of society Scouting aspires to build — inclusive, participatory, and resilient.

Now for me the question is, that I think I want to rase.... @all Imagine, we are in 2027 the end of our task is near, when would we be satisfied? What out come? So not perse the board, but we?

1. Power Imbalances and Adult Dominance
   Despite good intentions, adults often hold most of the formal power in decision-making structures. This can unintentionally limit youth voices, reduce their influence, or lead to tokenism rather than true partnership.

2. Different Communication Styles and Expectations
   Generational differences in language, tone, use of digital tools, or even meeting formats can create friction. Youth may prefer agile, fast-paced interaction, while older generations may value structure and formality.

3. Lack of Preparedness or Confidence
   Young people may not always feel ready to take on leadership roles, particularly in national or international settings. Conversely, some adults may not know how to facilitate meaningful youth involvement, defaulting to either micro-management or disengagement.

4. Time and Commitment Conflicts
   Adults may struggle with professional obligations or family duties, while young people juggle studies, early career steps, or Scouting transitions (e.g., from Rover to adult roles). Aligning these different rhythms can be hard.

5. Generational Stereotypes and Bias
   Youth may be seen as idealistic, inexperienced, or lacking long-term perspective. Adults may be viewed as out of touch or resistant to change. These biases can hinder trust and co-creation.

6. Structural Barriers in Governance
   Some governance models or national constitutions may not be designed to facilitate youth-adult co-leadership. For example, lack of voting rights for youth, unclear role definitions, or hierarchical cultures can limit genuine partnership.

7. Burnout and Token Youth Representation
   A small group of motivated young leaders is often asked to represent "all youth" in multiple spaces — leading to fatigue, burnout, and reduced diversity of perspectives.

🧭 SWOT Analysis – Intergenerational Collaboration in WOSM

StrengthsWeaknesses✅ Deep-rooted youth empowerment culture
✅ Educational method supports experiential and peer learning
✅ Strong global identity and shared values (e.g. diversity, servant leadership)
✅ Youth involvement strategy already in place❌ Power imbalances in decision-making
❌ Inconsistent youth-adult partnerships across regions/NSOs
❌ Adults may lack facilitation skills for co-leadership
❌ Structural barriers (e.g. age limits, voting rights)

OpportunitiesThreats🌱 Promote mentorship models and reverse mentoring
🌱 Use digital collaboration tools to bridge communication gaps
🌱 Leverage global network to share best practices
🌱 Include youth in co-design of governance structures⚠️ Risk of tokenism or burnout for youth leaders
⚠️ Resistance to change by older generations
⚠️ Generational stereotypes feeding mistrust
⚠️ External societal norms (e.g. ageism, adultism) influencing internal culture

Or maybe a business model canvas, see image above?

Here are a few standout examples that might inspire how WOSM could go further:

1. Restless Development (UK + Global South Focus)

• What they did: Youth-led development NGO that practices co-leadership between young people and adults in everything from strategic planning to board governance.

• How they overcame challenges: Developed structured mentoring systems and ensured that youth board members have equal power, including voting rights. They built capacity through training for both adults and youth in facilitation, dialogue, and shared leadership.

🔗 https://restlessdevelopment.org

2. UN Major Group for Children and Youth (UNMGCY)

• What they did: A formal mechanism that integrates young voices in UN decision-making processes.

• How they overcame challenges: Youth are delegates and co-authors of policy positions. They balance experience (senior advisors) and energy (youth coordinators), and have documented practices for passing leadership across generations.

🔗 https://www.unmgcy.org

3. Ashoka Youth Ventures

• What they did: Ashoka supports young changemakers as equals to adult social entrepreneurs.

• How they overcame challenges: Introduced intergenerational co-leadership labs, where youth and adults co-design solutions. Their “Everyone a Changemaker” philosophy dismantles hierarchy and promotes collaborative problem-solving.

🔗 https://www.ashoka.org

4. World YMCA / YWCA

• What they did: Embedded youth-led councils with advisory and decision-making roles in their global governance model.

• How they overcame challenges: Invested in intergenerational dialogue training, created youth-adult project pairs, and evaluated inclusion with real feedback loops.

🔗 https://www.ymca.int / https://www.worldywca.org

5. Plan International – Youth Advisory Panels

• What they did: Created Youth Advisory Panels (YAPs) with influence over budgets, campaigns, and strategic priorities.

• How they overcame challenges: Regular training for both youth and adults, anonymous feedback tools, and real co-design sessions.

🔗 https://plan-international.org/youth-involvement/

• more democratic and resilient structures

• prevention of generational polarization

• continuous organizational learning (we don't repeat the same mistakes, we learn faster, we pass on knowledge)

• inclusive culture both internally and externally

• long-term sustainability of volunteering (prevention of burnout)

Intergenerational collaboration allows people from different generations to grow, develop, and come up with real solutions.

What can intergenerational collaboration bring to individuals?

• development of communication skills – adapting communication style, active listening, negotiation

• addressing stereotypes, deepening mutual respect

• development of critical thinking – we learn to see things from different perspectives

  
  

  and many other skills

We’re doing this to break the silos between generations in Scouting, by creating intentional spaces where young people and adults can lead together, share wisdom, and shape decisions that reflect the voices and needs of all age groups. Because true collaboration across generations is essential for an inclusive, resilient, and future-ready movement.

What?

Intergenerational collaboration within the Scout Movement. It brings together different age groups—youth, adults, and senior leaders—to share experiences, preserve traditions, and co-create future visions. This collaboration is rooted in mutual respect and empowerment, fostering a culture of continuous learning and unity across generations.

Why?

The Scout Movement is built on the foundation of shared values and lifelong learning. However, with generational shifts, there is a risk of disconnect and loss of institutional memory. Intergenerational collaboration ensures:

• Transmission of wisdom and Scouting heritage

• Innovation through diverse perspectives

• Increased empathy and solidarity among age groups

• Empowerment of young people through mentorship

• Sustainable leadership and organizational continuity

How?

The collaboration is activated through:

• Structured activities that pair older and younger members

• Storytelling, oral history, and mentorship programs

• Workshops and projects co-designed by multiple age groups

• Inclusive decision-making spaces ensuring all voices are heard

• Digital tools and platforms that facilitate communication and documentation

Scout leaders, educators, and youth representatives will jointly implement and monitor the collaboration using localized and global strategies. This ensures both relevance and scalability.