Re: Notes from the board room table – thinking big!

I believe this statement "We need to look at our traditions – how are they holding us back?" is wrong. Instead it should be "We need to look at our traditions - how can they propel us forward?" There is nothing wrong with "tradition." There is everything wrong with "traditionalism." We need to be prepared to look at Scouting traditions and see how they strengthen where we want the Scouting Movement to go. But we also can't hold on to traditions so tightly that we don't allow ourselves to move forward. As Henry Ford said, "those who ignore history are bound to repeat it."

Re: Notes from the board room table – thinking big!

March 19th, 2009

I have some thoughts on your notes that I would like to share with you and the rest of the folks.
Being the Area Commissioner for OWASCO for about a year and also being an IT / Business person, I have the following recommendations:
1- Document Management – Scouts is in dire need of a good document management system with smart form flow.
a. Example: A group going on an outing. The leader should be able to go on line and fill in all the particulars regarding the outing.
• The smart form would fill in the details regarding the groups / leaders / maybe some predefined location and contacts
• The form once accepted would be forwarded to the Group Commissioner for authorization (all electronically).
• A copy of the form would also be automatically forwarded to the AAC responsible for the area and to the Area Commissioner.
• An automatic copy would be retained by Scouts for information.
2- Registration – This area needs massive (and immediate) work and thought . What Scouts is now doing today is extremely inefficient for the areas.
a. The areas should only submit to Scouts the portion of the registration that is owing to Scouts. The dollar per youth that belongs to the area, stays in the area. We need the few dollars per youth to run our programs. We cannot wait for “The cheque is in the mail” routine that is now taking place.
3- Accountability – There should be a very specific job description for all paid staff. The boundaries and responsibilities between paid staff and volunteer staff needs to be identified and adhered to.
a. Annual reviews for paid staff and senior volunteers needs to be created.
4- Meetings – Semi-annual meetings must be created to resolve Scouting issues around policy and program delivery.
5- Web Site – The web site needs to be enhanced to:
a. Accept payments for membership on line (Charge Card or ATM). With automatic distribution of funds to Scouts and the appropriate areas (EDI)
b. Registration should be available online. Let’s minimize the paper consumption and go GREEN.
c. Friendly sites – Links to friendly sites should be available on line.
d. Clubs – Scouting clubs should have pages on line to register their members and pick up info from the MMS automatically.
e. Computer Based Training should be available on line for new Scouters and existing Scouters that want to refresh their knowledge.
• Examples:
1. PRC on line submissions (Approved by Area Commissioner)
2. Part I refresh
3. How to submit a form for awards
4. Incident form fill in
6- Annual General Meetings – Teleconference should be available at all times. Meetings and agendas should be available on-line.
7- PARTNERS – Scouts need to get PARTNERS to survive in today’s business world.
a. We need the various forms of governments to step in and help out.
• Financially, and usage of governments facilities for meetings. There are MANY government facilities that could be used for meetings and special get togethers. After all we tax payers are paying for the facilities. The facilities are closed when we need them. Let’s contact the Premiers of the Provinces and the Prime Minister and ask for their support.
8- Senior sections – There should be working agreements from the various governments “Young and New Professionals Secretariats” to employee some of our Youth for the summer or as interns once they graduate. There Babby Boomers are retiring. There will be a HUGE shortage of skilled people to go into the civil service. Let's support our government human infrastructures by providing our Youth with employment.

I think that it is enough for today.
Cheers
Scouter Carlos Silva – OWASCO Area Commissioner

Re: Notes from the board room table – thinking big!

I am pleased to see that through our Chief Commissioner’s Blog that the membership can actually see what is happening at the board of governors. Our Chief Commissioner is to be congratulated on this initiative.

The Board has concluded that the top three strategic directions are:
• Remaining RELEVANT to Canadian Society
• Broadening VOLUNTEER SUPPORT
• Strengthening Scouting’s EXTERNAL PROFILE

How do we accomplish these goals?

The Sub-title of the National Strategic Directions document is “Creating the Environment for Growth”. That subtitle was adopted from the submission that was submitted by me during the process of setting the Strategic Directions. As everyone is undoubtedly aware there are seven strategic directions. These strategies form an integrated plan. It is only if we implement the whole tenor of the Strategic Directions that we will actually achieve the growth that we are all envisioning.

Any experienced Scouter will agree that program excellence is very important in attracting youth and keeping them involved in the program. Attracting youth to the program and keeping youth involved is dependent on dedicated leaders who have a commitment to the values of Scouting. Most regrettably the average length of service of a Scouter is now about 18 months. This really means that there is a core group of long term Scouters and an ever rolling wheel of Scouters who stick around for one year, maybe two. It is challenging to provide an excellent program when the program level leadership in the Movement is perpetually changing.

WOSM, in its document, The Fundamental Characteristics of Scouting, makes it clear that the members of the Movement are owners and stakeholders of the Scouting organization and that the organization is to be run on democratic principles. I fully understand that this is a challenging concept in our organization that is now run by appointees directed by a top down structure. There is a fundamental conflict between the concept of a Movement as delineated by WOSM and the current structure of Scouts Canada.

Strategic Direction No.7 addresses the democratic deficit and deals with what we should be doing as we go forward. Independent minded Scout Leaders are not motivated by an organization that does not value independence of mind, a characteristic that leaders should be transmitting to the youth. The incontrovertible fact is that the Ordinary Member, as defined by the By-Laws of Scouts Canada, has no way to affect the decision making process. New leaders quickly learn that they are mere cannon fodder, just yes men (and women) and flunkies who are there to animate the program and follow orders. Because they actually have no stake in the organization there is no reason for them to have any long term commitment. I see some young leaders who are on the path to long term leadership. While I find this gratifying it is unfortunately true that they are in the minority. We see it every year at the Ontario Gillwell Reunion that the numbers are fewer, the participants are older.

The promotion of democratic structures in Scouts Canada is not “mere politics” - it is not a waste of time.
We have actually reverted to a 19th Century structure that is not relevant to the 21st Century. We live in a democratic society. Although members generally do not speak out on this issue, they speak with their feet. People do not want to be part of volunteer organizations over which they have no control. The problem that we are facing is a problem that many volunteer organizations are facing. They are facing this problem because many of them also mistakenly believed that a pared down, top down structure would make things work better. The actual result is that the members feel alienated from the organizations and so do not demonstrate long term commitment. Ordinary members have been relegated to a non-entity role.

The goal- being relevant- is undoubtedly laudable. The aim - broadening volunteer support - is certainly worthy. Strengthening our external profile - will be helpful. Unfortunately, until we slow down the speed of the ever present revolving door through which the leaders come – and go, we will not make any significant nor any long term progress in rebuilding the movement.

The movement belongs to the members not to the Board of Governors. Grass roots participation in decision making in any volunteer organization is what motivates commitment to the Movement and loyalty to the Organization. People have all manner of options for voluntary service. Why should they choose to participate in a volunteer organization, why should they choose to be a Scouting Leader? Initially their choice may be made for any number of reasons but unless they see themselves as having a stake in the movement there is no basis for long term commitment. Long term commitment is the objective of Strategic Direction No.7. This is a fundamental part of the overall solution. Policy 1014 has not answered the need because its structure provides only a gloss, an ephemeral layer that does not suffice for actual democratic participation in the Organization called Scouts Canada.

All I can ask is that you contemplate this issue carefully.

YIS
Scouter Ted Claxton

Re: Notes from the board room table – thinking big!

I agree with Robert White - traditions don't necessarily hold you back, you build on them to go forward. The item - e.g., come join us, but not for this part of the ceremony/meeting until you’re invested, is outdated, everyone is in the grand howl, horseshoe. It gets the new guys feeling part of the group.
The "if you build it they will come" adage is true, run a full program with engaged energetic leaders and your membership will fill by word of mouth. Run a dodgeball, paper, scissors & glue, run around in circles program, your membership dies.
And yes, we do need to get out there in the media, it's been a long time since we've seen those kids diving off the dock on TV. Can we get in the phone book nationally with the 1-800 number.
Jamborees - yes have a schedule, but don't over subscribe it, the units wind up standing in line after line for everthing, the space allocation needs to take the steep hills, mature tree roots etc. into consideraton, and do something about the fee.
Ordering uniforms, equipment etc. online great for parents, yes let's. Ordering badges & uniform insignia, not sure, but open to idea.
Leader support, yes, we need connection, it can get lonely if you and your group feel like you're the only ones. However, we need leaders to accept the invitation, or better yet extend the invitation, and get out there.
And lastly the fee - parents will not ask for assistance even if you mention it. They call for information, get the fee info and never come again.

Re: Notes from the board room table – thinking big!

Dear Scouter Ted – Thanks for sharing your views. I’m pleased to be able to share information with everyone through these blog posts. I want to address one of your statements which I believe is the essential message of your communiqué:

“New leaders quickly learn that they are mere cannon fodder, just yes men (and women) and flunkies who are there to animate the program and follow orders.”

I do take exception to this.

With that statement you take a limited view of our leaders’ thoughts and capabilities and an even narrower judgment of their impact on Scouts Canada as an organization. My travels in Canada thus far completely belie this assumption – in fact, to the contrary. The many leaders I have met personally and corresponded with are vibrant, intelligent, creative, committed, and yes, independent-minded – a characteristic not only encouraged by me and by the Board of Governors – but one that is essential to Scouting. Where would we be if we did not encourage new ideas, passionate thoughts, and yes, differing points of view.

The premise that the Scout leader has no real impact simply because of one perception of the voting process is incorrect. With each healthy and carefully planned activity, campout, game, hiking adventure and team project, the leader makes his or her mark on the youth and on Scouts Canada as an organization. This is their legacy; this is their contribution that is both essential and invaluable. This is why they are here. And the most important thing that any of us in support roles can do is provide support to our leaders.

With the advent of technology we are now able to listen to our leaders’ voices more and more each day; through the Scouts Canada HelpCentre, feedback to a wide variety of surveys, contributions to Scouting Life magazine, these blogs, and very soon, through our planned strategy to participate in a variety of other social media platforms. Scouts Canada listens and heeds the messages of its lifeblood, our volunteers and of course, our youth members.

Although we see things differently, I am glad you have given me the opportunity to clarify to all of our volunteers just how much their work is valued, not only by me and the Board, but most importantly, by the youth who look to and learn from our leaders each week.

Steve

Re: Notes from the board room table – thinking big!

Steve, thanks for writing a blog and, in particular, accepting public feedback from Scouter Ted. That would be the first real public indication that Scouts Canada is finally opening up. May it continue to do so.

Though there is much to comment on in your original post, Scouter Ted’s and your reply, but I want to point out that the technology to listen to leaders’ voices has been available for a LONG time, but at best Scouts Canada chose not to use the technology, and at worst chose not to listen to those, like Scouter Ted, who suggested some Scouters would like to have input into how we are governed.

Few, if any, frontline Scouters would doubt that they have impact with youth. I suspect that those of us who have stayed for more than a year or two, stay principally because of that impact, and perhaps because of a desire to help newer Scouters achieve that impact.

However, few, if any, frontline Souters would believe they have any influence, through their activities or any other way, on Scouts Canada as an organization.

You ask, “Where would we be if we did not encourage new ideas, passionate thoughts, and yes, differing points of view.”

And the answer is exactly where we are, with a dwindling youth membership, adult Scouters who stay an average of 18 months, and a general populace that wonders, “Whatever happened to Scouting?”

Thanks for listening.

Ken Sitter
Group Commissioner, Third Widdifield

Re: Notes from the board room table – thinking big!

The suggestion that volunteer retention is a problem plaguing only Scouts Canada based on a vague assumption that the root of this evil is in a lack of democratic process is at best naive. If only it were so simple.

As an educator who has spent the last 32 years watching volunteer support wane, the issue is far greater and a sign of changing realities in our Canadian society. Just like the long time volunteers of Scouts Canada who are fewer, so are the long time coaches of high school sports, the volunteers for middle school clubs, those willing to serve on PTA's, the avid fundraisers of elementary schools, or moving outside that realm, the necessary canvassers for charities, drivers for Meals on Wheels, volunteers to run programs for our seniors, and the list goes on. The fiscal realities of our lives means that in most homes all of the adults are struggling to juggle jobs and family; gone is the luxury of a parent at home which in turn freed up time to support the greater community in whatever form possible. Lions Clubs are closing their doors for lack of active members; Curling Clubs are closing; summer sports are relying on paid coaches.

We should celebrate our successes, not waste energy on dividing our loyalties. The truth is that urban planners now allow for 1.5 children per home when it was three children per home twenty years ago. Youth numbers are falling; schools are closing; churches are closing; our population is shifting. As an organization we are doing our best to maintain and improve our ratio of available youth taking part in our programs and I, for one, am proud of our successes.

Re: Notes from the board room table – thinking big!

No one suggested the leader retention problem was so simple as a lack of democratic process, though I suspect simply addressing that issue might give pause to more experienced Scouters, like myself, thinking of leaving.

It was suggested, however, that welcoming, rather than dismissing, input from average Scouters would help address the problem of leader retention as well as other problems, and that a more democratic approach could improve the problem-solving process.

The appointment process for scouting positions from group commissioner up, results in an inbred leadership system. Everyone thinks the same way. They are beholden to the person who appointed them, not the membership. People who think different, see problems, advocate for change, etc. . . move up the ladder very slowly or simply don’t get appointed.

A more democratic process is better capable of injecting new thought, recognizing problems with current systems, and gives participants a stronger sense of ownership of the bad as well as the good.

Patting me on the head, telling me to be quiet and go work with the youth because:
A) There is no problem
B) SC has the problem in hand
C) Everyone else has the same problem
D) Talking about the problem is divisive and disloyal
E) OH LOOK! Aren’t we doing something great over there!?!
F) Any combination of the above

Doesn’t get us or Scouts Canada anywhere.

If the current situation – dwindling membership, poor leader retention, and low public profile – still existed after SC listened to and accepted at least some input from frontline Scouters (and I acknowledge that is possible), then at least I would know that we tried our best.

But as long as Scouters are excluded from meaningful discussion, then Scouts Canada is NOT doing its best at anything.

Thanks for listening.

Ken Sitter
Group Commissioner, Third Widdifield

PS. I would be remiss in not acknowledging the recent introduction of Steve's Blog, Scout Focus and talkScouts.ca, as steps in the right direction.

Re: Notes from the board room table – thinking big!

One of the Strategic Directions is "broadening volunteer support". Yet in White Pine Council, Ontario, the fee for an adult volunteer to be a registered member of Scouts Canada for the 2009-2010 year has risen from $60 to $90. It is also the case that the Council has chosen to increase Youth membership fees by a smaller percentage from $130 to $145. Is it not the case that such huge fee increases, without any explanation of what has given rise to them, will result in fewer youth and adults renewing theit membership, let alone new members joining?

Re: Notes from the board room table – thinking big!

I think more councils need to follow the example of mine (NLC) and charge $0 for leaders. Clearly it's possible as we've been doing it for years.

Re: Notes from the board room table – thinking big!

It really doesn't matter if councils have youth/adult fees that are the same or different, or leader fees at $0. The challenge I gave our council is to set the fee at $100 for next year (i.e down $30), and $75 for the year after. Kathryn is correct, middle class parents don't ask for financial assistance, they just figure the activity is out of their league. Rich parents pay, and those who are not so fortunate ask for help (which we gladly give them). As had been said many times, we do not have a revenue problem, we have an expense problem.