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2616 topics in this forum

    • 49 replies
  1. Appeal

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  2. Adult led and youth led

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  3. Need guidance please

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  4. Familiar feeling?

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  5. Breaking Point

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    • I think this is the cart before the horse, a bit. First, you get a bunch of scouters to come to RT (or whatever venue you can get scouters to go to) and give them enough time to go over the topics of interest to them. In the process, you have them share how they do things, and over multiple meetings get them in the process of speaking frankly about their programs and giving feedback. Ideally, each troop takes turns with their senior youth leading openings and those scouts will be welcome to chime in about what they like or don't like about how their troop approaches the topic of the evening. Now, ideally that bunch will be the bulk of unit leaders, but that's where the hard work is. RT has to earn a reputation for being the place where good scouters go to get an honest appraisal of their actions. And that has to be sold to the scouters not in the room. It has to be so good that prospective parents ask: "How many of your leaders go to roundtable?"
    • It's not just this.  It is almost every aspect of organization and operations, from the chartered organization relationship to district operations right on down to things like the Webelos/Arrow of Light - to - Scout transition.  BSA dreams up a model organization and process and then just expects that everyone will do exactly what the model anticipates.  Chartered organizations will carefully select leaders; leaders will enthusiastically take training, read all the literature, attend roundtable every month, go to supplemental training like University of Scouting, go to Wood Badge, and conform their behavior to what they have learned; every unit will have a Unit Commissioner with intimate knowledge of the unit and its operations who can influence the leadership.  BSA's models are out of touch with reality, and simply don't anticipate inadequate resources, real-life obstacles, and folks acting in their own self-interest. 
    • That is true. Less than the Scoutmaster... but a lot more than the District Executive.
    • Thank you for sharing this template!  I already use OneNote for my personal life and keeping up with meeting notes for jobs so I am familiar with the application    ....now off to continue my preparations for our new troop starting in two weeks....
    • @dkurtenbach, this is probably the closest to what I was thinking about. A bit vague but a place to start. The sad thing is I'm on the district committee and my sense is the commissioners are mostly fighting fires. Financial irregularities, people not getting recharters done in time, CO's enacting revenge on SM's. They don't have time to improve the quality of units and there aren't many of them. But I agree that there is no formal method to continuously improve quality. That's what JTE is supposed to be but it seems to miss the mark. @Chris1, while that's not the case in my district (SM's are not to be recruited for anything) I can see it happen. What is it about being an SM that can trash humility? Does every volunteer organization have this problem? Others that I'm involved in don't, but that's just my small sample. @David CO, good point, but most CO's I see know less about scouting than the SM. My guess is you are on the CO side of scouts and you're the only person I know of in that position that takes an interest in how scouts work. It seems to me that positive reinforcement for the SM would come better from someone that understands scouting. I hate to say this but for an organization that prides itself on leadership development, it doesn't really work for their own volunteers. The BSA tends to lean on training as opposed to on the job improvement. Training is one and done. Continuous improvement gets much less emphasis. Just to be clear, I have no dreams of changing anything at national but it would be nice to create a round table topic that I could get the bulk of SM's and ASM's to go to.        
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