Means understanding the values and working culture of youth projects and youth organisations. The youth worker understands the factors that influence such projects and organisations and that these are even more varied in the context of international collaboration. The youth worker identifies leadership styles and assesses the impact he/she has on the target groups during an activity. He/she understands what motivates young people to take part in projects, how to nurture this motivation and manage risks accordingly. This competence also includes knowledge of national legislation and financial resources management
Behaviours
Behaviour encompasses attitudes [and actions], knowledge, and skills. Through behaviour we can assess the competence level of the youth worker and whether it is sufficient for his/her work. In short: behaviour reflects the underlying attitudes of a youth worker.
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demonstrate self-management skills
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develop programmes or activities based on a needs-and-opportunities analysis (including of the community, and of socialising activities)
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build and maintains a good relationship with individuals and the entire group of young people, taking their environment into account
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provide support for young people to take risks, including bridging to others outside of their in-group
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acknowledges and celebrate young people’s efforts
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recruit and manage volunteer and paid staff
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pay particular attention to the young people’s well-being
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fundraise and manage financial resources
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encourage and support young people in managing resources – if possible in an environmentally-friendly and equitable way
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build on resources and opportunities from partnerships to increase quality and impact of the project, both offline and online
Knowledge
gained through experience, books, the Internet, etc.
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knowledge of human resources management and inspirational leadership
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knowledge about system dynamics and systemic approaches to human relations
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knowledge of emotional mechanisms in groups and with individuals
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knowledge of key players in the community
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where relevant, knowledge of financial management (with a focus on projects/programmes)
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where relevant, knowledge of fundraising
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where relevant, knowledge of policy and legislation on specific topics
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awareness of the potential of one’s own resources and those of other contacts and partners’
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awareness of the limit of resources, including personal ones
Skills
ability to perform a task, to apply knowledge and turn attitudes into actions
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knowing how to apply human resources management tools to non-formal learning settings and to specific target groups
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ability to use an inspirational leadership approach
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skill of adjusting programme elements to resources management
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knowing how to empower young people to organise and manage resources
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ability to manage/deal with frustrations, conflicts and risks
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ability to work with diverse groups in a learning context
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strength in knowing how to foster collaboration among the members of the group, while taking their (individual) surrounding environment into account
Attitudes
Attitudes (the youth worker’s willingness) are the pre-requisite, the foundation for competence development. They lead to knowledge and skills.
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willingness to take on tasks that perhaps are not normally a part of one’s role
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readiness to be challenged with regard to leadership styles
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readiness to share and to be open about one’s own intentions
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readiness for continued learning, e.g. on financial management
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sincere interest in the young people’s well-being
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awareness of one’s own competences and resources
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readiness to work on becoming an ‘inspirational leader’
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readiness to think long term about the impact of the project on participants, the community, resources and the environment, including utilising digital tools to maintain it, where appropriate