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COUNCIL ADMINISTRATION & PERSONNEL

 
Notes From July 21, 2014

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The Council Administration and Personnel committees from LAAC and SGVC met on July 21st at the California Club in downtown Los Angeles. We had what all agreed to be an excellent meeting where we shared the hopes, concerns and expectations involved with a potential merger of the councils. Our committee was able to reach agreement on most issues and feel strongly that we should proceed with the work involved with consolidation of the two Councils.

Our recommendation is to bring both council boards together in their entirety. After the boards have been joined, the full board could determine future membership standards such as: Requiring annual contributions in order to ensure further participation on the board; attendance standards; and other engagement metrics. Less engaged board members may move to the advisory board to remain engaged with them in the future.

Both SGVC and LAAC full Board meetings could be on a quarterly schedule. Board meeting times could be at noon on the 3rd Tuesday of the month. It was recommended that the location of the first two board meetings alternate between the Cushman-Watt Scout Center and the current SGVC headquarters. Future board meetings could take place primarily at Cushman-Watt with at least one annual meeting taking place at the SGVC facility.

Executive Committee meetings could take place on each of the two months in between each regularly scheduled board meeting. We will similarly keep all existing Executive Committee members. We could develop a strategy for limiting the size of the Executive Committee, if necessary, within the first month after the combined Executive Committee has had a chance to meet.

Both Councils require the same or a greater number of DE’s along with the maintenance of all existing service centers. When the Old Baldy Council merger took place with SGVC, a key service center in that council was closed and there are some residual frustrations that could cause certain individuals from the previous Old Baldy council area to look skeptically on this merger.

SGVC has a stronger membership base than LAAC and membership has been growing. We recommend maintaining the existing district alignments after the consolidation and consider further structuring of districts after the boards have had the opportunity to come together and fully evaluate field operations.

Both the Rose Bowl district of SGVC and the Urban Emphasis area of LAAC require council services to maintain outreach and continue membership growth. We see value in those efforts given our combined mission of serving underprivileged youth.

Prior to the consolidation, a process for selecting and confirming the Scout Executive with key individuals from each council participating is recommended. However, the Council Administration and Personnel Committee recommend that Chuck Keathley be confirmed as Scout Executive for the consolidated council. Compensation may be an item for consideration.

It is recommended that the Staff from each council will be retained. After the new Scout Executive has been confirmed, they should immediately work with the leadership from both councils (previous Scout Executive from SGVC) to determine which staff members are best positioned to lead each individual job function; and, reallocate other staff members to areas that need immediate attention. It is our expectation that we will be able to substantially upgrade our development and marketing activities by pooling our two council’s resources and service areas. This is already being done successfully as we work jointly to produce the fall Gala honoring the Women of Scouting.

We recommend maintaining the office facilities for each council. The Cushman-Watt Scout Center will serve as the merged council headquarters. The SGVC building can be retained and part of the building, if unused, could be subleased in the future. (We recognize the sensitive nature of this given the expected major gift from the person whose name is on the building).

All camps will be retained in the initial phases. After the boards have come together, we will have a discussion about the future of Holcomb, Cabrillo, and the strategic value of any other assets.

Existing office locations will be retained in the merged council. No additional Scout shops are planned, nor are there plans to eliminate or consolidate any Scout shops.

The existing delivery mechanism will be retained along with all Districts, unit serving executives, and service centers. Scouting in the field should appear unchanged after the merger, with the exception of a possible increase in unit serving executives and an upgraded technology infrastructure for serving our Scouts.

It is highly recommended that comprehensive “pros and cons” be developed for advance communications that would involve Board Members, staff personnel, sponsoring organizations and Unit Leaders to minimize and address misinformation and maximize enthusiasm for building a “bigger-better-bolder Scouting organization while creating improved efficiencies in delivering programs.”   (July 21, 2014)

 
 

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