LEADERSHIP STAFF GUIDE

Transcription

1 LEADERSHIP STAFF GUIDE 2000

2 TOPIC TABLE OF CONTENTS PAGE Philmot Poits of Emphasis 1 Members of a High Performig Team 2 Service Maagers/Supervisors 3 Camp Directors 4 Philmot Year-Roud Staff 5 Missio of the Boy Scouts of America 6 Ideals of Boy Scoutig 7 Missio Statemet - Campig 8 Missio Statemet - Traiig Ceter 8 Staff Orietatio 9 Scoutig Aims 10 The Methods of Boy Scoutig 12 Other Program Elemets 15 A Short History of Boy Scoutig 16 Waite Phillips ad the History of Philmot 17 Orgaizatio Charts 20 How to Effectively Maage People 21 Situatioal Leadership 21 Seasoal Staff Performace Review 23 Persoel Status Chage Procedures 28 Pay Days 29 How To Apply For Staff Next Year 29 Reservatio Procedures for Special Idividual Trek Experieces Iside Back Cover i g 5/00/140

3 QUALITY LEADERSHIP Leaders are resposible for the effectiveess of their group ad must exhibit a high level of itegrity to esure stability as chages occur. There are some cosistet behaviors which emerge from effective leaders: Guidig Visio - a leader has a clear idea of what he or she wats to do. Passio - a leader has a itese drive for a course of actio which offers hope ad ispiratio to others. Itegrity - a leader has good self-kowledge of persoal abilities ad limitatios, is cadid about ad has maturity to equal the role. This equates with years of followig ad aalyzig others, ad testig oe's ow ability i groups alog the way. Trust - a leader eeds to have the trust of followers, which is usually brought about through cosistet behavior. Curiosity ad Darig - leaders are risk takers, but they geerally kow the limits of the group. Although all group members are resposible for cotributig to the group's success, the leader is expected to guide, itervee ad ecourage the group's process. Ultimately, leaders are held resposible for the fial outcome. Quality Staff PHILMONT POINTS OF EMPHASIS Someoe said "everythig begis with leadership; you start a spiral up or a spiral dow". At Philmot everythig begis with a quality staff. Great care is used i the selectio ad traiig of our staff. Staffattitude, example ad performace setthe pace for all those who atted. Adveture That's why Scouts, Explorers ad Scouters atted. Our efforts eed to be directed toward assurig every Scout has maximum opportuity for physical, metal ad spiritual "highs". All Scouters should leave with expaded horizos of how to put adveture i uit, district ad coucil programs ad with a reewed sese of importace of their ifluece of youth. Values The purpose or aims of Scoutig are character buildig, citizeship traiig ad persoal fitess. These aims are accomplished by usig the methods of Scoutig. The Philmot adveture embodies several of these methods. From experiece we kow that Philmot has a life-log impact o a perso's life. Every Scout ad Scouter should have their commitmet to the ideals of the Scout Oath ad Law reiforced by their Philmot experiece.

4 Safety High Adveture implies risks; but it does't mea takig chaces. Safety measures are outlied for all areas of our operatio. We eed to coscietiously follow them ad by example ifluece all our participats. Stewardship The beauty of God's creatio, the visio ad geerosity of Waite Phillips, the experiece of all those who have preceded us ad the lives of those who will atted are i our hads. May we be faithful stewards that future geeratios will be able to ejoy ad be iflueced by a uique experiece at Philmot. M MEMBERS OF A HIGH PERFORMING TEAM Members of a high performig team have a strog sese of purpose. commo visio ad agree o how they will achieve it. They share a Team members are empowered to make decisios ad solve problems. They have the resposibility ad authority to tackle obstacles that may prevet them from accomplishig their missio. Teamwork creates a atmosphere of trust ad acceptace. Members are committed to ope commuicatio ad are rarely stifled by fear of rejectio or criticism. Differeces of opiio are valued, ad methods of maagig coflict are uderstood. Group cohesio is high. r As part of the team, members recogize the advatages, as well as the ievitability, of chage. They adapt well to evolvig coditios.!"] Strivig to produce results, team members meet deadlies ad achieve goals. Because they have developed strog skills i processig their iteractios ad accomplishig tasks, they kow to get the job doe efficietly ad harmoiously. A high-performig team recogizes idividual members for their cotributios ad celebrates their successes joitly, as a team. Members of the team have ethusiastic spirits that ehace their work ad relatioships. Cofidet ad committed they are excited about their day-to-day progress ad are optimistic about the future. The Philmot staff is a team. Each staff member, o matter what their job is or where they work, has a very importat role to play i the total success of Philmot. Everythig we do reflects o every other staff member ad makes Philmot the great place that it is. R f" I I

5 SERVICE MANAGERS/SUPERVISORS Chief Rager - Jared Chatterley Associate Chief Ragers - Do Stako, Adria Stricklad, Jamie Boe Rayado Trek Coordiators -, Tobi McKight, Eric Myers Service Academy Coordiator - Erik Borchardt Schedulig Coordiator - Luke Teske Moutai Trek Coordiators - Mike Waggoer, Sarah Rogers Maager Logistics Services - Johy Ulibarri Asst. Mgrs. Logistics - Elbert Pittma, Peter Cates, Mike Reisiger Director of Coservatio - Rya Kig Associate Directors - Brad Bradley, Whit Culver, Lori (Ohemus) Chatterley Surveyor - Steve Hoffer Field Coordiators - Will Yeager, Waye Facher Coordiators - OATC/Cody Ferguso, Bret Wade, R.O.C.S/Doug Wahi, Director of Medical Services - Stephe Haskew Nursig Supervisor - Lucy Brazil Chief of Support - Dari Jahke Health Lodge Tet City Maager - Jaso Hase Backcoutry Maagers - Gee Schell, Amy Log, Chris Swai, Dwight Stei Backcoutry Equipmet Maager - Joh Key Maager Activities/Welcome Ceter - Roma Potempa Asst. Maagers - Jamie Stafford Maager HQ Services - Steve Willis Asst. Maagers - Michael Ballard, Steve Seteey Maager NPS - Devi Koehler Asst Maager PhilNews - Daielle Bedigie NPS Photo Lab Mgr.- Patrick Boz Maager Security - Roie Vadiver Seasoal Registrars CHQ - Julie Fisher, Mary Lakford, Barbara Garcia Seasoal Registrars PTC - Debbie Martiez, Sady Brow, Joh Halter Commissary Maager - L. Vaugh Oliver Tradig Post Maager - Eric Freida Asst. TP Mgrs. - Jo A Ortiz, Mauree Potempa, Patric Reyold, Chris Sabo Tradig Post Warehouse Mgr. - Joh Wisiger PTC Program Director - Ro Mills PTC Asst. Program Directors - LaVar Thompso, Amy Ray Craft Lodge Director - Kay Aderso PTC Services Maager - Mote Job

6 PTC Tet City Mgrs. - Rebecca Cowart, Kathlee Metz COPE Director - David Fischer Catholic Chaplais - Christopher Sellars, Darre Pierre, Thomas O'Brie, Jim Oberle, Do Hummel, Deis O'Rourke Jewish Chaplais - Rabbi Scott Roseberg, CatorCharles Osbore, Rabbi Elijah Palick LDS Chaplais - Robert Mills Protestat Chaplais - Blake Carpeter, Paul Brya, Joh Sawyer, William Haslem, Jr. CHQ Staff Tet City Mgr: Male - Michael Ballard Female - Caroly Joes Diig Hall Maager: CHQ - Molly Espioza PTC - Betty Sachez Asst. Diig Hall Maagers: CHQ - Joah Levie, Ady Hilto, Joshua Norma Asst. Diig Hall Maagers: PTC - Michael Osmod, Boie Lopez, Gloria Martiez Forema of Horseme - Jaso Ellis Payroll Admiistrator - David Aderso ABREU - Joh Gordo APACHE SPRINGS - Cris Elliott BALDY CAMP - Bria Distlehorst BEAUBIEN - Calvi Wichester BLACK MOUNTAIN - Diego Gaski CIMARRONCITO - Be.Brezia CLARKS FORK - R. Cory Stamper CLEAR CREEK - David Kissel CRATER LAKE - Guy Robberso CROOKED CREEK - Katherie Toey CYPHERS MINE - Robert Mosher DAN BEARD - Carlos Martiez DEAN COW - Thomas Peipert FISH CAMP - Nacy Colema. FRENCH HENRY - Julie Smith HARLAN - Bridgit Torbett HEAD OF DEAN - Timothy Mulliga CAMP DIRECTORS HUNTING LODGE - James Cummigs INDIAN WRITINGS - Kim Urquhart KIT&RSON MUSEUM -Bejami Newma MINERS PARK - Laura Vade MIRANDA - Troy Leewright PHILLIPS JUNCTION - Wesley Daugherty PONIL -Jo \N(fe{&y\<f^ PUEBLANO -Cay Robboroo &\uuv RAYADO w-kuvimjaulliillye RICH CABINS - auuiruhibualiut MSf Louu RING PLACE-- SAWMILL-Jeff Wallick Zazk -fywkd MUv&tsf SEALLY CANYON - Curt Austi URRACA -Dougho Whl Yl'Si, ^(^>JL^^ UTE GULCH - Mrgrrt Keillor M/X&S^ WHITEMAN VEGA -T ' ' '"' - ^^

7 PHILMONT YEAR-ROUND STAFF MANAGEMENT GENERAL MANAGER DIRECTOR OF PROGRAM ASSOC. DIRECTOR OF PROGRAM/CAMPING HQ ASSOC. DIRECTOR OF PROGRAM/BACKCOUNTRY DIRECTOR OF TRAINING CENTER DIRECTOR OF MUSEUMS MAINTENANCE SUPERINTENDENT DIRECTOR OF FOOD SERVICE RANCHING & FARM SUPERINTENDENT COMPTROLLER KEITH GALLAWAY MARK ANDERSON RICHARD MAHALIK DOUG PALMER RICK BARNES STEVE ZIMMER JIM KUTZ CARLOS ARGUELLO BOB RICKLEFS RON BROMLEY SUPERVISORS OF YEAR-ROUND FUNCTIONS (you may work with i the course of your assigmet) CHQ REGISTRAR CHQ OFFICE SECRETARY/ASST. REGISTRAR CHQ OFFICE SECRETARY/PERSONNEL PTC REGISTRAR CHQ MAINTENANCE PTC MAINTENANCE MERCHANDISE WAREHOUSE MANAGER TRADING POST DIRECTOR VEHICLE MAINTENANCE PLUMBER ELECTRICIAN HORSE FOREMAN FARM/EQUIPMENT FOREMAN FOOD SERVICE MANAGER BETTY PACHECO FRANCES ROMERO BETTY BROWN RACHEL RICKLEFS WAYNE BAKER JOHN ALFORD BOB SANCHEZ SHELLEY O'NEILL JIM JOHNSON LARRY ARCHULETA GARY RICHARDS BEN VARGAS TOM MONDRAGON JOE FERNANDEZ SECURITY : JACK MALANEY

8 MISSION STATEMENT, BSA The missio ofthe BoyScouts ofamerica is to prepare youg people to make ethical choices over their lifetimes by istillig i them the values of the Scout Oath ad Law. VISION STATEMENT, BSA The BoyScouts of America is the atio's foremost youth program of character developmet ad valuesbased leadership traiig. I the future Scoutig will cotiue to: [~ offer youg people resposible fu ad adveture; istill i youg people lifelog values ad develop i them ethical character as expressed i the j I Scout Oath ad Law; trai youg people i citizeship, service, ad leadership; P serve America's commuities ad families with its quality, values-based program. i ^ i DECLARATION OF RELIGIOUS PRINCIPLE The Boy Scouts of America maitais that o member ca grow ito the best kid of citize without recogizig a obligatio to God ad, therefore, recogizes the religious elemet i the traiig of the member, but it is absolutely osectaria i its attitude toward that religious traiig. Its policy is that the home ad the orgaizatio or group with which the member is coected shall give defiite attetio to religious life. Oly persoswillig to subscribeto this declaratio of religious priciple ad to the Bylaws of the Boy Scouts of America shall be etitled to certificates of leadership. REAFFIRMATION OF THE POSITION OF THE BOY SCOUTS OF AMERICA DUTY TO GOD While ot itedig to defie what costitutes belief i God, the Boy Scouts of America is proud to reaffirm the Scout Oath ad its declaratio of duty to God. The Boy Scouts of America has always bee committed to the moral, ethical, ad spiritual developmet of our youth. Scoutig is ot a religio, but duty to God is a basic teet of the Scout Oath ad Law. Scoutig does ot seek to impose its beliefs upo others who do ot share them. Virtually every religio is represeted i Scoutig, ad the BSA does ot defie or iterpret God. That is the role of the Scout's family ad religious advisors. Scoutig respects those who do ot share its beliefs ad itwould ot ask others to alter their faith i ay fashio i order to become Scouts. They too are free to follow their ow beliefs. Rather, the BSA membership believes that the priciples set forth i the Scout Oath ad Law are cetral to the BSA goal of teachig the values of self-reliace, courage, itegrity, ad cosideratio to others. Scoutig may ot be for everyoe, but for eight decades, Scoutig has provided meaigful programs ad adveture to j more tha eighty millio youg people i the Uited States. H

9 _ FIRST IMPRESSION - BUILDING CONFIDENCE THE FIRST FIVE MINUTES - Norma Kig L i _ i L Five miutes is all it takes. The first five miutes whe you meet a strager... is a crucial time for both of you. Bythe time the secod had has traveled five times aroud your wristwatch, two thigs will have happeed: You will have decided exactly how much you trust or distrust your busiess acquaitace ad the other perso will have decided exactly how much he or she trusts or distrusts you... I each meetig the most importat part of that relatioship is established magically ad ieluctably withi that vital first five miutes. Durig the first five miutes of a coversatio, you should keep a costat lookout for the! body laguage displayed by the other perso to see if your objective of istillig cofidece ad belief i him or L her is workig out or ot. THE IDEALS OF BOY SCOUTING Trustworthy. A Scout tells the truth. He keeps his promises. Hoesty is part of his code of coduct. People ca deped o him. Scout Oath or Promise O my hoor I will do my best To do my duty to God ad my coutry ad to obey the Scout Law; To help other people at all times; To keep myself physically strog, metally awake, ad morally straight. Scout Motto "Be Prepared" Scout Sloga The kot at the bottom of the Secod Class badge remids a Scout to "Do a Good Tur Daily." Scout Sig The three upstretched figers stad for the three parts of the Scout Oath. The other two figers represet the bod that ties all Scouts together. Scout Law Loyal. A Scout is true to his family, Scout leaders, frieds, school, ad atio. Helpful. A Scout is cocered about other people. He does thigs willigly for others without pay or reward. Friedly. A Scout is a fried to all. He is a brother to other Scouts. He seeks to uderstad others. He respects those with ideas ad customs other tha his ow. Courteous. A Scout is polite to everyoe regardless of age or positio. He kows good maers make it easier for people to get alog together. Kid. A Scout uderstads there is stregth i beig getle. He treats others as he wats to be treated. harmless thigs without reaso. He does ot hurt or kill Obediet. A Scout follows the rules of his family, school, ad troop. He obeys the laws of his commuity ad coutry. If he thiks these rules ad laws are ufair, he tries to have them chaged i a orderly maer rather tha disobey them. Cheerful. A Scout looks for the bright side of thigs. He cheerfully does tasks that come his way. He tries to make others happy. Thrifty. A Scout works to pay his way ad to help others. He saves for uforesee eeds. He protects ad coserves atural resources. He carefully uses time ad property. Brave. A Scout ca face dager eve if he is afraid. He has the courage to stad for what he thiks is right eve ifothers laugh at or threate him. Clea. A Scout keeps his body ad mid fit, ad clea. He goes aroud with those who believe i livig by these same ideals. He helps keep his home ad commuity clea. Reveret. A Scout is reveret toward God. religious duties. He respects the beliefs of others. He is faithful i his

10 MISSION STATEMENT - PHILMONT SCOUT RANCH The missio of Philmot Scout Rach is to achieve the purpose of the Boy Scouts of America ad to servelocal coucils by providig a outstadig High Adveture, traiig, orfamily program experiece to older Scouts, Scouters, ad family members. This missio is achieved through the combied efforts of the Campig, Traiig, Rachig, ad Admiistrative departmets of Philmot. Program Objectives The purpose of Philmot is to serve others. This is accomplished by offerig multi-faceted programs that are 1) ot available ilocal coucil ad 2) that are model programs which are fully developed, supported ad preseted i a outstadig maer. A coscietious effort is made to esure that each program offered is fu, challegig, meaigful ad preseted i a maer that ecourages implemetatio of the objectives of the Boy Scouts of America through role models, teamwork, effective commuicatio, problem solvig, decisio makig ad opportuities for leadership. A balace of programs are offered at Philmot icludig traiig i outdoor skills, programs that iterpret a specific historical era ad o-iterpretive programs that impart kowledge ad/or skills. A few programs offer competitio betwee crews, but most are of a o-competitive ature that permits each member of the crew to succeed. Agood staff example is crucial to attaiig the goals of Philmot ad the Boy Scouts of America. Values are "caught" rather tha "taught" ad youg people are greatly iflueced by the example of a staff memberwho is a few years ahead of them i age. A positive, ethusiastic attitude that strives to develop or improve commuicatio ad teamwork amogst the crew will make a lastig impressio o youg people. Willigess to help, to share kowledge ad skills, to go the "extra mile" ad to effectively deal with hardships ecourages youg people to emulate such a example. Philmot is fortuate to have had thousads of outstadig staff members whose shiig example poited the wayfor hudreds ofthousads ofyoug peoplewho seek self-idetity ad self-worth. Every staff member should be costatly aware of the eormity of this resposibility. It is truly awesome. MISSION STATEMENT -TRAINING CENTER The missio of the Philmot Traiig Ceter is to support traiig programs of the Natioal Coucil divisios ad services to stregthe the quality of Scoutig programs i local coucils. It provides j""j facilities, equipmet, housig, meals, coferece support ad family programs to achieve this ed. I I Durig off-seaso periods, the Traiig Ceter is available for use by Scoutig groups or other orgaizatios with objectives compatible with Scoutig's. )! Philmot Teamwork The Philmot staff is comprised of more tha 750 seasoal staff ad 56 year-roud employees. To accomplish its missio, Philmot must be highly orgaized. Everyoe reports to someoe else i performig assiged duties. The orgaizatioal chartsthat follow idicate who reports to whom. May other departmet ad staff relatioships exist i additio to the lies of authority show o the charts. Every perso ad every job is crucial to the success of Philmot. Seasoal staffdepartmet heads for which there is o chart eclosed are expected to develop oe that ca be shared with other leadership j staff durig traiig.

11 ^ Success To be successful Philmot must have cooperative teamwork amogst all employees. There are may *" teams at Philmot ad each staff member is a itegral part of his or her staff team, departmet team ad the overall Philmot team. Philmot effectively serves participats icludig campers, leaders, coferece guests, family members ad guests whe each staff member performs with excellece. Philmot is successful because itis people orieted. People make the differece ad make the Philmot I experiece rewardig for everyoe. Each oe of us strives to live up to what is expected. Philmot u expects more of people tha most others do. With good teamwork, staff members ad participats accomplish much more tha they thought was possible. A effective leader builds a effective team by praisig good performace ad helpig improve weakesses. Philmot expects every staff member to *-* do his or her very best ad is dedicated to helpig each oe succeed. i j L STAFF ORIENTATION Every staff leader at Philmot is expected to oriet his or her staffto theirjobad resposibilities. Here are some poits that should be covered durig stafftraiig: i I. Scoutig Aims ad Methods II. History of Scoutig 1^ III. Waite Phillips ad the History of Philmot IV. Philmot Five Poits of Emphasis ^ V. Missio Statemet - Campig teat VI. Staff Guidebook - What Philmot Expects of You A. Scoutig Spirit B. Sharp Appearace *- C. Ope Door Policy D. Sexism/Racism/etc. E. Rules ad Regulatios «F. Philmot Staff Uiformig Policy G. Vehicles H. Livig Quarters *-. I. Procedures for Backcoutry Campig & Hikig J. Good Public Relatios _ VII. Youth Protectio VIII. What You as Staff Leader Expect [^ A. Review job descriptios ofstaff B. Staff backup each other whe someoe is o time off C. Philmot teamwork (earlier i this guide) D. Success (earlier i this guide) t"- E. Staff Performace Reviews F. Settig Goals G. Other Expectatios h"- H. Questios

12 IX. Share Plas for Staff Traiig X. Ask, "How ca we better serve Philmot participats?" j XI. II Orgaizatioal Charts A. Relatioships With Other Departmets M B. What Other Departmets Do (page 15,16,17 Staff Guidebook) Sexual Harrassmet SCOUTING AIMS The purpose of the Boy Scouts of America is to help youg people become hoorable adults. Every Scoutig activity ad desig strives toward their three aims: buildig character, fosterig j~ citizeship ad developig metal, moral ad physical fitess. I I ' ' Character By this we mea what the youg perso is, icludig his or her values, ad outlook. sigs to look for: Here are some H r- The youg perso is cofidet, but ot coceited. Hoest with himself or herself ad others. Persoal appearace: groomig ad eatess show self respect j Special skills or hobbies that absorb eergies ad develop competece ad cofideces. Ability to deal with emergecies.,-, Ability to pla ad use logic to meet ufamiliar situatios. Courage i difficult situatios. Resposible for the commitmets made to self ad others. Belief i some religious cocept ad practice ofthat belief i his or her daily life. Respect for other people's beliefs whe they are differet from his or her ow. It is ot reasoable to expect every youg perso to meet these stadards, ad ayouth may ot do well cosistetly. Citizeship A youg perso lears hisor herobligatios to other people, to the society he orshe lives i ad to the govermet that presides over that society. Our objective i Scoutig is to develop i youg people the feelig of people's iterdepedece. They eter the program at the ed of aquite self-cetered period of their lives. As they grow out of this stage, p, they eed clear directio ad useful experiece. It is here that we use the program to draw them ito j I relatioships with other youg people ad with adults. They lear citizeship "from the iside out". I campig, for example, they lear to live with a group, the patrol, with rules based o the commo good. If you are makig progress i citizeship traiig, you will observe behaviors like these: The youg perso kows somethig of hisorherheritage as a America ad is proud of it. The youg perso uderstads to some degree America social, ecoomic ad govermetal systems. r-, j _ i j ' ' pj ' ' j~j 10

13 The youg perso uderstads ad ca use leadership skills to lead a group to a successful outcome. The youg perso demostrates cocer for the iterest i others. The youg perso has some kowledge of cultures ad social groups other tha his ow ad is able to uderstad somethig of what it is like to belog to aother such group. Fitess The youg perso is aware of commuity orgaizatios ad what they do. The youg perso uderstads ad respects the ethic ad social relatioships of his or her commuity. The youg perso cotributes i some way to the improvemet of the eviromet i which he or she lives. The youg perso wisely uses property belogig to himself or herself ad others. The youg perso resists urgig his or her peers to experimet with tobacco, drugs ad alcohol. The youg perso explorers career ad hobby possibilities. There are four aspects of fitess: fitess of the body (well-tued ad healthy), fitess of the mid (able to thik ad solve problems), fitess of the "moral fiber" (as demostrated by courage, respect forothers, etc.) ad fitess of the emotios (self-cotrol ad self-respect). Physical Fitess. It is fairly easy to observe progress toward these outcomes. Scoutig cotais a lot of vigorous activity, both idoors ad out, ad a youg perso's ability to cope with it reveals their physical fitess. Here are some of the ways you ca judge physical fitess: Good health habits, eats properly, exercises daily ad gets eough sleep. Physical fitess show by stregth, muscle toe ad edurace. Coordiatio is reasoably good. Weight is withi reasoable limits. Metal Fitess. We are talkig here about the brai, ot the emotios, ad about usig metal ability. A brilliat youth may waste his or her braipower. A retarded youth may achieve far beyod his or her apparet ability. Oe who is metally fit is able to make good use of the itelligece he or she has. This may show as: Beig alert (metally awake)! Beig able to give ad receive iformatio. Usig good judgmet, thikig logically, makig soud decisios. Solvig problems creatively. Usig a questioig approach to problems. Moral Fitess. Morality is a somewhat more difficult area tha the others because of the moral cotradictios we all ecouter. What you cosider moral or immoral depeds o your upbrigig ad backgroud. 11

14 Moral questios ofte fail to come out ice ad eat. The tow's chief idustry employs hudreds but pollutes the air ad the river. A youg perso who marches i a picket lie is immoral to some. If'you -~ do't march, you are immoral to others. Despite the moral cotradictios, we caot let youth go uprepared to face the assorted moral crisis that will cofrot them. They must go prepared - but with what? ~ As evidece of a youth's ability to act correctly whe faced with a moral decisio you might look for p Courage about what heor she believes. He or she resists theurgig by peers to experimet with!! tobacco, drugs ad alcohol. Respectig the rights ofothers. i! Compassio for others' feeligs ad eeds. Actig as if the rights of others matter. Acceptig others as equal i worth ad digity. Emotioal Fitess. Scoutig helps youth to uderstad themselves ad to maitai emotioal balace, q It helps prepare them to withstad the emotioal crisis they will face later. Evidece of their preparedess will show as: Adaptability -beig able to adjust to ew or chagig situatios. Self disciplie - havig self cotrol. Respect for self. Costructive ad ethusiastic attitudes. j j [~j j~j The accomplishmet of these three aims takes time. No sigle hike, game or meetig ca improve character, citizeship ad fitess all at oce. Yet these aims should uderlie all Scoutig activities. THE METHODS OF BOY SCOUTING The purpose of the Boy Scout troop is to provide opportuities for boys to grow as they reach to achieve the aims ofthe movemet. The Scoutmaster's objective is to help his Scouts to achieve these aims. The Scoutmaster's job is to use the methods of Scoutig i troop operatio ad activities. H r I I I Boy Scout programs ad activities are developed to utilize the methods of Scoutig. Of course, all of them may ot be used at every meetig, but ifover a period of time each method is evidet, the the p troop program will be successful. I I We have cosidered the aims of Scoutig ad some ofthe evidece of achievig them. There are eight c- methods we use to accomplish these aims. They are ot listed i order ofimportace because they are all of equal importace. Ideals ~ j The ideals of Scoutig are spelled out i the Scout Oath, the Scout Law, motto ad sloga. The Scout measures himself agaist these ideals ad as he reaches for them he has some cotrol over what he becomes. The rules ad regulatios, or "bylaws", of ascout troop are the Scout Oath ad Law ad all matters of [" coduct are measured agaist them. I 12 r j I '

15 Throughout history boys have bee attracted to codes of coduct to use as guides i their growth ito mahood. The ideals of Scoutig provide a prove code for livig. *"* Patrol Method ^ "The patrol system is the oe essetial feature i which Scout traiig differs from that of all other orgaizatios, ad where the system is properly applied, itis absolutely boud to brig success. Itcaot help itself!" *- "The formatio of the boys ito patrols of from six to eight ad traiig them as separate uits each uder its ow resposible leader is the key to a good troop." I *- "The patrol is the uit of Scoutig always, whether for work or for play, for disciplie or for duty." - Bade Powell ^ Li ^ j^ I w Outdoors The Boy Scout program is desiged to take place outdoors. It is i the outdoors that Scouts share the resposibilities ad lear to live with each other. It is here thatthe skills ad activities practiced at troop meetigs come alive with purpose. Beig close to ature helps Scouts gai a appreciatio for God's hadiwork, ad makid's place i it. The outdoors is the laboratory for Scouts to lear ecology ad practice coservatio of ature's resources. Most boys joi a troop with the expectacy of outdoor adveture. The Official Boy Scout Hadbook promises excitig outdoor activities, ad is a hadbook for outdoor livig. It ca be assumed that a mai purpose of meetigs is to lear skills eeded for outdoor adveture. As a geeral rule there should be a outdoor experiece for the troop at least oce a moth. Advacemet Scoutig provides a series of surmoutable obstacles ad steps to overcome them through the *- advacemet method. The Scout plas his advacemet, ad progresses at his ow pace as ho overcomes each challege. The Scout is rewarded for each achievemet, which helps him gai self- cofidece. The steps i the advacemet system help a boy grow i self-reliace ad the ability to help «- others.! Scoutig provides a system of educatio that allows boys to lear while they're havig fu. w. Advacemet ca be likeed to gettig a suta. It happes while you're havig fu i the right climate. The Scoutmaster ad troopcommittee have the resposibility of providig the right climate. Scout skills provide learig experieces that are good wholesome fu. u Adult Male Associatio Boys lear from the example of their adult leaders. I his quest for mahood, every boy eeds cotact with me he ca copy. The Scoutmaster ad his assistats provide a masculie image ofthe Boy Scout program. Providig good examples of mahood is oe of the methods of Scoutig. "* Boys ted to copy whatever models are available to them, ad some may ot be really good models. The Scoutmaster provides a example ofwhat a ma should be like. The Scoutmaster's role as a fried, coach ad leader to Scouts is a most importat part of Scoutig. 13

16 Uiform The uiform makes the Boy Scout troop visible as aforce for good ad creates a positive youth image i the commuity. Scoutig isa actio program, ad wearig the uiform is a actio that showseach Scout's commitmet to the aims ofscoutig. The uiform gives the Scout iteratioal idetity i aworld brotherhood of youth who believe i the same ideals. The uiform is practical attire for Scout activities, j ad provides a wayfor Scouts to wear the badges that showwhat they have accomplished. Just as it idetifies the wearer as a Scout, the uiform remids him that he is a Scout ad iflueces his actios. The Scout uiform is also a leveler. Whatever a boy's backgroud, whe he puts o the uiform he shares equally i the program. Leadership Traiig The Boy Scout program ecourages boys to lear ad practice leadership skills. Every Scout has the R opportuity to participate i both shared ad total leadership situatios. Uderstadig the cocepts of I ' leadership helps a boy accept the leadership role of others ad guides him toward the citizeship aim of Scoutig. Leadership is actio. It is doig thigs rather tha holdig a title. Troop ad patrol activities allow boys to lead o matter what their positios are i the troop structure. The Scoutmaster watches to see that every boy has opportuities to practice leadership successfully. I i Persoal Growth As Scouts pla their activities ad progress toward their goals they experiece persoal growth. The Good Tur cocept is a major part of the persoal growth method of Scoutig. Boys grow as they,«, participate i commuity service projects ad do Good Turs for others. There probably is o device so j successful i developig a basis for persoal growth as the daily Good Tur. The religious emblems program is also a large part of the persoal growth method. Frequet persoal cofereces with his _, Scoutmaster help each Scout to determie his growth toward Scoutig's aims. j I Growth i moral stregth ad character is a outcome of the Scout program. Persoal growth is also a method sice a coscious effort is made to seethat it happes. The Scoutmaster guides the troop i i j plaig program ad activities, ad helps boys grow by ivolvig them i service to others ad ' stretchig to reach their goals. R I I pi 14

17 OTHER PROGRAM ELEMENTS We have cosidered those parts of Scoutig that are so essetial to the success of the programthat we call them methods. There are, of course, other features ad elemets, some uique to Scoutig, some ot. Each cotributes its ow flavor to the total program. We ote some of these other program elemets here, i o special order. Adveture Adveture is somethig out of the ordiary. It is a happeig that somehow amouted to more tha the participats expected. It is somethig a boy looks forward to. As staffad advisors, we must ever lose sightofadveture as a ecessary igrediet i the program. Boysare uable to speak clearlyabout their quest foradveture, but whe they say "same old stuff' or "o fu" you will kow that they looked for adveture but did't fid it. Adveture is a caoe trip istead of a hike. Adveture is goig to a ew campgroud. Adveture is paddlig 3 miles dow the lake to get food for dier. Adveture is aticipatig a ew experiece. Competitio ad Sport Our society ecourages me ad boys to be competitive. Ay boys' program that deies competitio ad sports is makig a serious error. However, sports ad competitio ca also be over-emphasized ad escalated to extremes. BoyScouts should participate i sports ad compete agaist BoyScouts, patrols agaist patrols, troops agaist troops. ButScouts or leaders should ot egage i cutthroat competitio, cocetrate totally o wiig cotests, or develop a few superstars who compete while all others watch. To wi a Scoutig cotest is a fie experiece whe the rules are right ad everyoe goes by them. Ifwe believe that competitio is a game, the we will keep it a game ad ot let it become a life ad death struggle. Ifwe believe that competitio is good for boys, the we will keep it at their level ad ot let ayoe iflate it ito a spectacle. We will see that those who participate are recogized ad those who try are praised for tryig. I Scoutig, every boy is give a equal opportuity to compete. No boy is left o the sidelies eve if he is a bit clumsy. Quiet boys are ecouraged to joi i the competitio ad to do their best. Sports ad competitio, therefore, should be a part of the troop program ad take advatage of the program resources i the sports-orieted merit badges. Team Sports Policy Oe of the methods of meetig boys' iterest i competitio will be by the use of team sports o a iformal basis ad as a atural part of troop activities. Cotact sports that ivolve heavy physical cotact as part of the regular play should ot be used i this program. Such sports caot be safely coducted without proper equipmet, special fields, costat coditioig, special facilities ad traied coaches. 15

18 A SHORT HISTORY OF BOY SCOUTING Scoutig started i the mid ofthe fouder, Robert S.S. Bade-Powell, whose first Boy Scout camp was held o Browsea Islad, Eglad i After that camp, the ext big step for Bade-Powell was the writig ofa hadbook for boys ad a booklet for Scoutmasters. The hadbook, called Scoutig for Bovs. was published i five parts early i 1908, ad later that year i book form. It was a istat success. The official birth date forthe Boy Scouts ofamerica is February8,1910. It was icorporated o that date by William D. Boyce, a Chicago publisher, who had happeed upo Scoutig i 1909 while passig through Lodo o a trip to Africa. Lost i a thick fog, he was approached by a boy who offered to help him. To Boyce's astoishmet, the boy would ot accept a tip because he said itwas a Good Tur, ad ascout could ot accept pay for such a act. Boyce wet to British Scout Headquarters to fid out what kid of program would have such a effect upo a city boy. Whe he sailed for home, he had a truk full of Scoutig literature, isigia ad uiforms. ^ j I ' [~j ' I Boyce willigly joied the commo effort whe he foud others also tryig to start a Scoutig movemet. Amog them were two me whose ifluece o Scoutig is felt to this day. Erest Thompso Seto, world famous as aturalist author, illustrator ad lecturer o wildlife ad wilderess, was also the head ofthe Tribe ofthe Woodcraft Idias, a loose orgaizatio of boys who wrote to him after readig his ature books. Seto was chairma ofthe committee o orgaizatio ad thefirst ChiefScoutofthe BSA. He wasalsothe primaryauthorofthefirst Hadbookfor Boys published i Daiel Carter Beard, aother leader of a existig boys' orgaizatio, was a writer ad illustrator of hudreds of magazie articles o outdoor life. His boys' orgaizatio was called the Society ofthe Sos of Daiel Booe. It stressed the lore ad pioeerig spirit of such great America Scouts ad ^ outdoorsme as Booe, Kit Carso, Davy Crockett ad Audobo. j With Seto, Beard merged his ow boy's orgaizatio ito the youg Boy Scout movemet. He became oe of three atioal Scout chairme of the Natioal Court of Hoor. Util his death at 91, Beard was a familiar figure at ay big Boy Scout evet, umistakable i the frotier garb he wore. Late i 1910, as a small group of atioal leaders were strugglig with the problems of a ew j~1 orgaizatio, they brought ito Scoutig a ma whose impact upo the movemet was to beo less tha that of Seto ad Beard. He was James E. West, a ma as opposite to Beard ad Seto as could be imagied. A attorey, he was the makig a ame for himself i youth work. From havig spet his childhood i a orphaage, West kew first-had some of the problems of the youg. He was crippled throughout his life bya tubercular hip. Yet these hadicaps had ot preveted him from workig his way through high school, \ college ad law school. The fouders talked West ito takig the job of"executive secretary" ofthe BSA for 6 moths, begiig Jauary The 6 moths lasted 32 years; West fially retired as Chief Scout Executive i Seto ad Beard had brought to Scoutig the magic of the campfire ad love of the outdoors. West brought limitless visio ad admiistrative talet. Pj! ' I I I i I _ With the atioal orgaizatio begiig to take shape i 1911, atioal leaders tured their attetio to local ad regioal orgaizatios ad to such vital matters as the Scout Oath ad law, rak requiremets ad badges. M ' ' 16

19 i L As i Eglad, Scoutig swept the coutry as soo as boys heard about it. By 1911, there were 5,000 troops ithe Uited States. There were a mere 14 meritbadge subjects the, ad 30 Scouts maaged to ear a total of 83 amog them that year. To keep leaders ad boys iformed, two magazies bega. Scoutig, for adults, was first published i L 1913; ad Boy's Life, a magazie for youg boys, was purchased bythe Scoutig movemet i ^ The services of Scouts i the years sice 1910 make a icredible bakof statistics; more tha 64 millio Americas have bee ivolved i the movemet i these decades. The vigor ad extet of the movemet ad its ifluece have log sice grow far beyod the most extravagat dreams of its fouders. Yet, Scoutig is ot just a America pheomeo. Every free coutry i the world uses the program. Although the Uited States leads the world i umbers of members, there are millios of Scouts aroud 1 the world. Itis said that oe ca raise his had i the Scout sig aywhere i the free world ad fid a ^ fried. World jamborees ad other iteratioal visits ad correspodece help to maitai ad expad the brotherhood of Scoutig. - L _ i_ Before he died i 1941 at the age of 83, Robert Bade-Powell issued a fial message to Britai's Scouters ad Girl Guide leaders summig up the achievemets of the movemet he had fouded. Though decades old ad addressed to British leaders, it seems appropriate as a closig to this book. "Scoutig's aim is to produce healthy, happy, helpful citizes, of both sexes, to eradicate the prevailig arrow self-iterest, persoal, political, sectaria, ad atioal, ad to substitutefor ita broader spirit of self-sacrifice ad service i the cause of humaity; ad thus to develop mutual goodwill ad cooperatio ot oly withi our ow coutry but abroad, betwee all coutries." "Experiece shows that this cosummatio is o idle or fatastic dream, but is practical possibility- if we work for it; ad it meas, whe attaied, peace, prosperity ad happiess for all." "Hudreds of thousads of boys ad girls who are learig our ideals today will be the fathers ad mothers of millios i the ear future, i whom they will tur iculcate the same ideals - provided that these are really ad umistakably impressed upo them by their leaders of today." "Therefore you, who are Scouters ad Guiders, are ot oly doig a great work for your eighbors' childre but are also helpig i practical fashio to pass God's Kigdom of peace ad goodwill upo earth." "So, from my heart, Iwish you God-speed i your effort." Robert S.S. Bade-Powell WAITE PHILLIPS AND THE HISTORY OF PHILMONT Waite Phillipswas bor o a farm i southwester Iowa earthe village of Coway, o Jauary 19,1883. His father was both a farmer ad a buildig cotractor, ad his mother was most capable i maagig a large family. Edowed with a iheret love of ature, Phillips' boyhood iterests lay i scoutig the timbered creeks i that coutry. While performig farm duties, a public educatio was secured ad the, with other brothers to take their place i farm work, he ad his idetical twi, Waite, at the age of 16 started westward - like Carso ad Maxwell - toward the "Shiig Moutais." 17

20 I the year 1889, railroad costructio, ew miig vetures ad timber operatios were rapidly expadig i our wester coutry. By doig such work, the twi boys had the opportuity ofbecomig familiar with the atural resources ofthat coutry. Whe his twi brother died i the summer of1902 at Spokae, Washigto, Phillips retured to his parets' home i Iowa ad after that secured a busiess school educatio at Sheadoah, Iowa. His busiess experiece bega i 1903 uderthe guidace ad pi help of his older brothers, Frak ad L.E., i coal miig operatios at Koxville, Iowa. It was there he met Geevieve Elliott to whom he was married o March 30,1909. I 1906, he joied these older brothers i their oil operatios i the ew mid-cotiet idustry cetered (] aroud Bartlesville, Oklahoma. This associatio cotiued util May, 1914, whe he sold his mior iteresti the oil properties to them. After leavig Bartlesville that year, he purchased ad oil marketig compay with headquarters i Fayetteville, Arkasas, which was sold i 1915, ad i the summer of 1915 moved to Okmulgee, Oklahoma to agai egage ithe oil producig busiess but this time as a idividual ower ad operator. There he established cosiderable oil productio, ad to hadle it more efficietly he moved to Tulsa - the kow as the capital of the mid-cotiet oil fields i Phillips expaded his oil operatios to iclude pipe lies, refieries ad the marketig of oil products. Durig these years, util movig to Los Ageles i 1945, Phillips was also egaged i Tulsa bakig ad city real estate developmets ad, always rememberig his experiece i the farwest, he purchased ad operated large raches i the Rocky Moutais. Of these, his favorite was Philmot, acquired i This extesive rach uit was developed for the busiess of farmig ad livestock operatios; but after buildig a persoal home, moutai trails, hutig ad fishig lodges, he also foud it a restful retreat from busiess pressures i Tulsa. Ofte Phillips would woder how he could share with others the peace, rugged beauty ad the ispiratio of Philmot. He, his wife, so ad daughter loved the prairies, the foothills, the cayo streams, the spruce, the pie, the aspe-clad moutais ad also the ative wildlife that existed there. Realizig that a moutai rach eviromet - a itimate cotactwith aturedevelops self-reliace, physical stamia ad good moral character; ad also that the Natioal Coucil Boy Scouts of America had a expert staff for traiig large umber of youg Americas i campig, outdoor life, character ad citizeship; he gave ^ to them without solicitatio, the most sceic, best improved, cetral portio of Philmot for the beefit j of Boy Scouts ad their voluteer leaders. I this way "the may" rathertha "the few" could ejoy ad profit by its use i the future. So itwas that i 1938 ad i 1941, the Boy Scouts received by gifts from Waite Phillips 127,395 acres ' of Philmot completewith water, mieral ad timberrights ad, as a edowmet, the 23-story Philtower office buildig i Tulsa. This was doe without ay rights of maagemet reserved bythe door. All H livestock, equipmet ad may other furishigs were icluded i the gift with the idea that diversified I < rach operatios would add educatioal beefits to Boy Scouts ad would also add to the edowmet icome. Therefore, the lad of the coquistadors, the frotiersme, the moutai scouts, the explorers H of aother cetury, ow became the "Uiversity ofthe Great Outdoors" for the explorers of a moder! I age. ^ Mr. Waite Phillips was athoughtful ma with firm covictios. His early traiig was thorough, ad much! ofthetravel was hard goig. Through it all he acquired a rich philosophy of life which iswell expressed i the followig epigrams take from his writigs. p I! I 1963, through the geerosity of Mr. Norto Clapp, the 10,045 acre Baldy tract was added to Philmot, brigig thetotal acreage ofthe rach to 137,493. This area cotais a wealth of historical sigificace ~ icludig the remats ofa oce boomig gold miig commuity, Baldy Tow, as well as the Aztec mie, the Frech Hery Mie, the Black Horse Mill ad the highest moutai o Philmot, Baldy, at 12,441 feet elevatio. p R,_, 18

21 The sale of the Baldy coutry marked the ed of the Maxwell Lad Grat Compay's holdigs i New Mexico. A excitig ad historic era had come to a close. But thousads of Scouts ad Explorers relive it each summer as they hike the trails of Philmot. They see the remats of that bygoe era ad participate i livig history programs that iclude a realistic gold miig district, a fur trappers outpost, a lumberjack's camp ad a wester chuck wago feast. Waite Phillips' Epigrams -What is really importat is what you lear after you kow it all. -Wishful thikig cosists of dreamig without doig. It's a useless habit. -Uusual achievemet cosists of doig useful thigs that most people say caot be doe. -The WHEN is as importat as the HOW. This meas that TIMING ad ACCURACY are of equal importace. -A ma ca fail may times but he is't a total failure util he begis to blame someoe else for his ow deficiecies. -No moder scieces is so iaccurate as that of tryig to judge the metal ability of huma beigs by their physical appearace. -The words PERSEVERANCE ad STUBBORNNESS are otsyoymousbutit's distressigtoobserve that may people do ot recogize the differece. -Thoughts are the foudatios upo which is built success or failure. Some people however develop a failure complex i order to evade the resposibilities of success. -Nothig worthwhile was ever accomplished withoutthe visio to start, the ethusiasm to cotiue, ad regardless of temporary obstacles, the persistece to complete. -All species of livig thigs, icludig huma beigs, are ot altogether alike but paradoxically they are more alike tha differet. This represets the commo deomiator of ature. -We should all realize that every right implies a resposibility, every opportuity a obligatio, every positio a duty, ad that the most effective sermo is expressed i deeds istead of words. -Thoseidividuals with uusual professioal or busiess ability have a solem obligatio, i my opiio, to use it. Furthermore to use the surplus, beyod their reasoable requiremets, for huma welfare. -BEING GOOD is commedable but oly whe combied with DOING GOOD is it useful. A similar aalysis lies i the fear of puishmet for doig wrog istead of the recogitio of beefits for doig right. These viewpoits, it seems to me, represet the egative ad positive thoughts of ma. -As a youg ma I thought it both wise ad courageous to make irrevocable decisios. Later o, as a result of more experiece, it was foud best to limit this practice to that of basic fudametals. Regardig other matters do ot hesitate to chage decisios ifsubsequet iformatio seems to justify it. -Hate is a deadly poiso...ot to our oppoet, to ourselves. Fortuately I have leared by experiece to reduce the hate factor to that of simple disapproval. -A boy is fortuate who lears to work, either by his ow iitiative or through ecessity. That, i my opiio, is God's pla for humaity ad therefore a importat part of my religious priciples. 19

22 ORGANIZATIONAL CHARTS A - Philmot B - Program Departmet C - Philmot Traiig Ceter D - Base Camp E - Backcoutry F - Rager G - Coservatio H - Health Lodge I -Museum J - Food Service 20

23 Philmot Scout Rach P - Professioal. P/T - Professioal/Techical Geeral Maager Directorof High Advet K HhGaBaway(P) Rach &Farm Superitedet BobRicklefs(IVT) Fece Crew JoeMotoya Chuck Etoe Faimi Rach Tom Modrago Julia Lopez Lesa Carfisle (P/T) Persoreliisuace Marily Vargas (Divisio Secretary) lay Archuleta Carpeters Joe H. Martiez Athoy Martiez Commissary Carios Argueto (P/T) Museum Director Steve Zimmer (P/T) PaulBehredse Joe I. Martiez MotorPool im Johso Jua Motoya Ragers Joh Afibrd (PTC) Joh Colbum (Rayado) DaveOtt(Poi!) Villa Nacy Klei Timber Maagemet Adrew Sachez Toy Feradez CHQ Ragers Waye Baker Pacho Coitez Secretary/ Assistat Registrar Fraces Romero Maiteace Fred Martiez Leroy Feradez Eto (Wggs) Martiez Electricias Gary Richards Grouds Crew Pete Coitez Chris Dura

24 Program Departmet Director of Program Associate Director of Program Associate Director of Program i 1 1 Backcoutry Equipmet Backcoutry Maagers Camp Directors Persoel Secretary Security Maager Tet City Maagers Services Maager Activities Maager Logistics Maager News & Photo Maager Campig Registrar Tradig Post Maager Assistat Registrar Seasoal Registrars Seasoal Clerk/Typist Director Coservatio Chaplais Chief Rariger Director Medical Services z ;:zj :z IZl ZZ3 3

25 Traiig Ceter Director, Philmot Traiig Ceter Registrar PTC Program Director Services Maager Seasoal Registrar(s) Assistat Program Director (Program) Assistat Program Director (Admiistratio) Services Staff Registratio Group Leaders Craft Lodge Maager Staff Assistats Assistat Maagers Craft Lodge Staff COPE Director Hutig Lodge Staff Istructors Tet City Maagers Poy Wragler Assistat Maagers Program Secretary

26 Base Camp Director Of Program Associate Director of Program CHQ Services Maager Logistics Maager Iitial Distributio Ceter Post Office Assistat Maager Trip Plaig Trasportaio Maager Crew Equipmet Activities Maager News & Photo Maager I Welcome Ceter Assistat Maager Program Assistat Maager Assistat Maager Philews Photo Supervisor Male Tet City Mager Persoel Secretary FemaleTet City Maager i :j zzi zi

27 Backcoutry Director of Program Associate Director of Program Backcoutry Maagers Backcoutry Equipmet Maager Camp Directors Commissary Maagers Tradig Post Maagers Cooks Catia Clerks Horseme (Assistat Camp Director) Head Program Couselor Wraglers Program Couselors Cabi Restoratio Crew

28 Ragers Director of Program Chief Rager Associate Chief Rager Special Assigmets Moutai Trek Associate Chief Rager Schedulig Rayado Veturig Trek Associate Chief Rager Academy Assigmets Philsar Admiistrator Rager Rager Rager Traiers Traiers Traiers Ragers Ragers Ragers Zl Zi \

29 I r r [ i i t [ r [ r i Coservatio Director of Program Director of Coservatio Associate Director of Operatios Associate Director OATC Field Coordiators Coordiator OATC Coservatioists 1 Forema Work Crew Forema/Assistat OATC Associate Director R.O.C.S. Surveyor Coordiator R.O.C.S Guide/Assistat R.O.C.S.

30 Health Lodge Director of Program Director of Medical Services Medical Secretary Chief of Support Health Lodge Tet City Medical Recheck Staff Chief Medic Attedig Physicias Medics Nurses Housekeepers zzi Z3 ZZI zzi ZZI Z] ZZI

31 [""'"' r r r r r r r r t r r i Museums Director, Traiig Ceter Director of Museums Rayado Camp Director Villa Superitedet Program Couselors. Villa Staff Libraria Sales Clerks Housekeepers

32 Food Service Director, Traiig Ceter Food Service Maager Food Service Director Campig Diig Hall Mager Traiig Ceter Diig Hall Maager Clerk Commissary Maager Assistat Maagers Assistat Maagers Commissary Staff Crew Crew Aramark Staff zzi zd ZZI ZD

33 u ^ HOW TO EFFECTIVELY MANAGE PEOPLE Oe of the most popular maagemet books today is The Oe Miute Maager. Itoutlies three ways to save time ad icrease productivity i maagig yourself ad others. The followig is a brief outlie of the steps i this techique. Use this as somethig to thik about... Oe Miute Goal Settig is simply: 1. Agree o your goals. ^ 2. See what good behavior looks like. 3. Write out each of your goals o a sigle sheet of paper usig less tha 25 words. i 4. Read ad reread each goal, which requires oly a miute or so each time you do it. ^ 5. Take a miute every oce i a while out of your day to look at your performace, ad 6. See whether or ot your behavior matches your goal. i- The Oe Miute Praisig works well whe you: 1. Tell people up frot that you are goig to let them kow how they are doig. 2. Praise people immediately. L, 3. Tell people what they did right - be specific. 4. Tell people how good you feel aboutwhat theydid right, ad how it helpsthe orgaizatio ad the other people who work there. J 5. Stop for a momet of silece to let them "feel" how good you feel. 6. Ecourage them to do more of the same. 7. Shake hads or touch people i a waythat makes it clear that you support their success ^ i the orgaizatio. The Oe Miute Reprimad works well whe you: 1. Tell people beforehad that you are goig to let them kow how theyare doig ad i o " ucertai terms. The first half of the reprimad: *- 2. Reprimad people immediately. 3. Tell people what they did wrog - be specific. * Tell people how you feel about what they did wrog - ad i o ucertai terms. Stop for a few secods of ucomfortable silece to let them feel how you feel. The secod half of the reprimad: i Shake hads, or touch them i a way that letsthem kow you are hoestly o their side. Remid them how much you value them. 8. Reaffirm that you thik well of them but ot of their performace i this situatio. l- 9. Realize that whe the reprimad is over, it's over. ^ SITUATIONAL LEADERSHIP Situatioal leadership is based o: 1. The ability of leaders to icrease the readiess level that followers demostrate i performig a specific task or activity. ~ 2. The ability of leaders to adapt their behavior to provide the appropriate amouts of task ad relatioship behavior. 21

34 RELATIONSHIP BEHAVIOR - The extet to which the leader egages i two-way or multi-way commuicatio. The specific behaviors iclude listeig, ecouragig, facilitatig ad givig socioemotioal support. TASK BEHAVIOR - Theextettowhich the leaderegages i spellig outthe duties ad resposibilities of a idividual or group. The specific behaviors iclude tellig people what to do, how to do it, whe to do it, where to do it ad who's to do it. 51 Provide specific istructios ad closely supervise 52 Explai your decisios ad provide opportuities for clarificatio 53 Share ideas ad facilitate i makig decisios 54 Tur over resposibility for decisios ad implemetatio FOLLOWER READINESS - The extet to which a follower has the ability ad willigess to accomplish a specific task. Ability is the kowledge, experiece, ad skill that a idividual brigs to a particular task or activity. Willigess is the cofidece, commitmet, ad motivatio to accomplish a specific task or activity. The amouts of ability ad willigess form four levels of readiess. These readiess levels are the differet combiatios of ability ad willigess that followers brig to each task: R1 R2 R3 R4 Uable ad uwillig or isecure Uable but willig ad cofidet Able but uwillig or isecure Able ad willig ad cofidet MATCHING STYLE AND READINESS READINESS LEVEL STYLE DESCRIPTION R1 Uable ad uwillig or isecure High Task/Low Relatioships Tellig Provide specific istructios ad closely supervise performace R2 R3 Uable but willig ad cofidet Able but uwillig or isecure High Task/High Relatioship Persuadig High Relatioship/Low Task Participatig Explai decisios ad provide provide opportuity for clarificatio. Share ideas ad facilitate i decisio makig. R4 Able ad willig ad cofidet Low Relatioship/Low Task Delegatig Tur over for decisio ad implemetatio. 22

35 SEASONAL STAFF PERFORMANCE REVIEW i L What Is a Performace Review? j j^ ^ Twice durig the summer(oce mid-way ad agai ear the ed) you will have a opportuity to do a writte performace review of each staff memberwhom you supervise. You maydo a iformal review wheever it's appropriate to praise good performace or to help a staff member perform better. Durig staff traiig you eed to review the job descriptio with each staff member or group of staff members with the same job. You should also tell each staffmember whatwill be expected of him or her beig as specific as possible about what costitutes positive performace. *- Durig staff traiig you should also ask each of your staff members to develop stadards of performace for each pricipal resposibility i his orher job descriptio. Thesestadards become part of the performace review. Both the results ad themode (the maer i which the staff member performed) are importat factors to evaluate Why Do We Coduct Performace Reviews? L Philmot performace reviews are used to accomplish four purposes: 1. To give each staff member feedback desiged to improve his or her job performace. 2. To recogize accomplishmets. 3. To reiforce positive results ad behavior i the accomplishmet ofobjectives. 4. To documet job performace for future employmet at Philmot or for givig refereces to other employers. Aperformace review should idetify specific achievemets ad specific areas for improvemet. The staff member beig evaluated has a right to kow where he or she stads ad how his or her performace review should eable the staffmemberto become moreself-cofidet ad to have a ses^ of satisfactio. Settig Worthy Stadards of Performace Whe a staff member develops his orherstadards ofperformace or els, his orhermotivatios ad overall performace is likely to be improved. This should be doe durig staff traiig ad the goals eed to be i writig. As supervisor you should coach your staff to develop worthy goals that are as specific as possible. This is a very importat part of every supervisor's job. Ideally, goals should be measurable by some objective stadard sothat it cabedetermied whe ad how fully eachoe is met or surpassed. Settig goals ca help a staff member become self-actualized. Goals should ot be sodifficult that they are uobtaiable; however, they also must ot be so easy that they become meaigless. Aworthy goal is oethat hasabout a 50/50 chace of beig accomplished. This will ecourage the staff member to stretch his or her capacity ad to seek higher stadards of excellece. 23

36 Here are a few examples of goals that could be improved: Have a fu summer Give campers a good time Get o egative commets o advisor or crew leader reactio sheets Get alog with others Lose weight ' ' j~~j ' ' f~ I I These goals are either too difficult or too urealistic to evaluate or do ot provide eough specific iformatio for you, the supervisor, to evaluate performace. The followig goal statemets are better: Give each camper a special experiece bymaitaiig a cosistetly positive attitude, icreasig ~ my kowledge ad strivig to do my best. Improve my teachig skills to make my program or traiig more iterestig ad effective. Lear more about Philmot through hikig, readig ad learig from others. Improve my attitude about workig with people who have differet persoalities or backgrouds. Be a team player by performig tasks beyod the scope of my job descriptio ad by cooperatig with all other staff. Coachig ad helpig each of my staff members to achieve excellece i performig his or her resposibilities. j How to Do a Performace Review First, the evaluator must kow the job to be accomplished ad the staff member assiged to do it. The evaluator should be motivated, skilled, cofidet ad project a positive outlook. r Adequate time ad freedom from iterruptios are crucial to doig a performace review. Aquiet place I I away from the hub-bub of activityad oise ad a relaxed approach by you, the evaluator, is coducive to achieve positive results. Help the staff member be at ease ad receptive. Here are some additioal tips for coductig a performace review: 1. Explai the objectives ofthe performace review ad show your iterest i helpig the staff member be successful. 2. Praise the staff member for accomplishmets; reiforce positive behavior patters. Make [ specific, costructive suggestios where performace could be improved. 3. Let it be kow that you realize people are dyamic ad ever chagig, ad that your j! opiios, too, are ope to chage. 4. Be ope-mided to the opiios ad facts preseted by the oe beig iterviewed -be T prepared to chage your estimatio i the light of ew or additioal iformatio. 5. Liste attetively as well as politely. Liste to sift the importat poits from the detail, to H separate facts from opiios, to idetify iformatio ad kow whe it is preseted assuch! I ad whe it is used to persuade ad ifluece toward the teller's ow objective. Do't domiate or cross-examie. Avoid argumet. ' 24

37 6. Remember that the staff member should do most of the talkig at some poits i the iterview; i brigig his or heropiios ad feeligs to the surface ad to your attetio; i gettig a better self-uderstadig ad i strivig for self-improvemet. 7. Summarize what was discussed durig the iterview. Reiforce positive behavior ad accomplishmets of the staff member. Guide the staff member to develop a pla to improve areas of weak performace. Improvemet is geerally most rapid whe a employee lears to uderstad himself or herself i judgig persoal performace. A skilled supervisor leads the employee to a better cocept of himself or herself. Usig the Performace Review Form The followig questios are desiged to determie to what extet the staff member has fulfilled each of the categories o the frot page of the performace review: BSA Ideals Does the staff member cosistetly support the ideals of the Boy Scouts ofamerica i spoke words ad deeds? Is the staff member always i a eat, clea, sharp appearig uiform? Does the staff member project a persoal appearace that is worthy of emulatio ad ot offesive to other people? Quality of Work How well does the staff member perform his or her resposibilities? Is the staff member's performace free of mistakes ad errors i judgmet? Does the staff member have high stadards ofjob performace? Quatity of Work Iitiative Cooperatio Is the staff member willig to give 100% all of the time? How much does the staff member do? Does he or she perform beyod what is ormally expected? Does the staff member perform ecessary tasks without beig asked? Does the staff member seek ways to improve his or her kowledge, skills ad people relatioships? r K Is the staff member willig to try doig thigs differetly or applyig somethig ew? Is the staff member a cotributig member of his or her staff team? Does the staff member cooperate with other staff members ad staff teams? Is the staff member flexible? Does the staff member accept chage ad adapt to it? Resposibility Is the staff member faithful i fulfillig his or her resposibilities? Does the staff member care about participats, advisors, visitors ad other staff? Is the staff member willig to accept resposibility for his or her successes ad failures? 25

38 Depedability Ca the staff member be couted o? Eve whe difficulties arise? Does the staff member cosistetly project a positive attitude? Is the staff member puctual? Other Iformatio Each perso should carefully read his or her job descriptio ad write his or her ow stadards of performace based o that job descriptio. What you write about a staff member is ofte more importat tha the boxes you check. Be clear ad cocise with your commets. Avoid sayig, "Joh feels that he eeds to..." The review should be your best judgmet of the staff member's performace. Whe commetig o areas i eed of improvemet, cosider areas for persoal improvemet as well as job performace. Be as specific as possible - give examples. Evaluate the staff member before you meet with him or her. You are free to chage the staff member's performace review based o iput you receive from him or her. Areas of Greater Stregth Where does the staff member truly excel i his or her job performace? ] What resposibilities have bee far exceedig or sigificatly exceedig what is ormally expected? What does this staff member do best? Areas That Could be Improved ' Every staff member has a area where his or her performace could be improved. Give at least oe example of some aspect of the staff member's performace that could be improved. Leavig this sectio blak suggests that you do ot kow the staff member well eough. As supervisor you should ask the staff member ifthere is aythig you ca do to help his or her performace. Idicate what the staff member could improve ad how. Commets by Staff Member If the staff member disagrees with ay aspect of the performace review, itshould be described here. The staff member should feel free to express aythig that he or she desires. Commets by Supervisor Sigatures You are free to write ay commets you have. If there is ay aspect of the staff member's performace that is ot otherwise reflected o the performace review, iclude it here. Both the staff member ad you should sig the form idicatig that each of you is aware of f everythig writte o it. I p fl 26

39 Fial Recommedatio Near the ed of employmet you will be asked to make a fial recommedatio for each ofyour staff. The fial staff recommedatio is used to determie whether or ot a staff member is recommeded to be reemployed i his or her curret positio or a positio with more resposibility. It does otcostitute a commitmet o behalfofphilmot, but is simply a recommedatio to the seasoal employmet selectio committee. You caot promise ordey a specific job, but you ca recommed your staff members for specific assigmets. Your thoughtful ad hoest recommedatio is importat. Philmot maagemet ecourages staff members to seek employmet i differet departmets, but do ot recommed a staff member for aother departmet uless you are cofidet that heorshe will perform well. Would you wat to havethis staffmember work uderyour supervisio i aother year? If ot, aother supervisor may ot be pleased with the staff member's performace either. Esurig Fairess i Performace Reviews The seasoal staff selectio committee cosiders performace reviews i determiig whether ad where to employ a staff member i a future summer. Each perso is cosidered o the merits of his or her performace review, talets ad abilities ad Philmot's eed to fill each positio. Performace reviews ofdifferet staff members are otcompared i makig selectios Each review stads o its ow. Overvaluatio is a frequet tedecy of supervisors. It's easier to give a staff member a glowig performace review tha oe that is oly average ormediocre. Campers, other staff ad Philmot maagemet are coutig o you to give a hoest, accurate evaluatio ofeach of your staff member's performace. To improve his or her performace a staff member eeds to uderstad where ad how he or she ca do better. The halo effect meas that the supervisor is overly iflueced by oe or two factors ad assigs too high ortoo low ofa evaluatio to them. To reduce the halo effect, be aware ofit ad focus o each separate performace category. Astaff member may warrat a exceptioal evaluatio i oe category ad a much lower oe i aother. Uclear stadards may develop whe a supervisor does ot support a evaluatio with work examples. How great is great? What does poor mea? What costitutes average/ Examples help to clarify these words. Recet behavior bias occurs whe a supervisor lets performace durig the last few days or weeks overly ifluece a performace review. To reduce this tedecy, keep otes of good ad poor performace over the etire period of employmet. Objectivity may suffer whe a supervisor likes oe employee better tha aother. It's importat to be objective. Icrease your objectivity by reviewig the facts of a staff member's performace before coductig a review. Failure to explai the performace review process will play a great role i determiig how wel! your staff members accept the review you give. Staff members are much more comfortable with their appraisals whe their supervisor explais how the process works ad how the performace reviews are used. 27

40 Request for Early Leave PERSONNEL STATUS CHANGE PROCEDURES ;x,s74s» Early leave forms will be provided durig the summer. You ad the staff member should complete the form ad forward it for processig immediately. The supervisor is resposible for sm^ssss ad for approvig early leaves which will ot impair his camp or se/ice's ability to provide reqular Hr"Js-,Some opportuity may exist for astaff member to exted his legth of employmet Note of approval or disapproval will be retured through iter-camp mail. uy.i.eru. otice Procedures Ivolvig Termiatio of StaffEmploymet Whe it becomes ecessary to cosider termiatio of employmet prior to cotract edig date the followig procedures must be used: a ' I 1. Flagrat violatios of Philmot policy - (example: use or possessio of marijuaa or uprescbed drugs; use or possessio of alcohol; helpig a mior to obtai alcoholic beverages; obvious or oticeable acts or appearace due to use of alcohol or drugs- theftmorality issue) are justifiable causes for immediate dismissal. (See Staff Guidebook for more details) a. The first lie supervisor or other staff member reports the problem to his staff supervisor ad upo determiig that the violatio is flagrat, the proper writte report (form) is iitiated ad the cotract termiated. The violator is immediately iformed by the staff supervisor accompaied by aother supervisor ad must arrage to depart at the earliest opportuity. The staff supervisor submits the detailed report to his or her maagemet staff supervisor immediately upo takiq the above actio. 2. I other situatios ivolvig attitude, laziess, improper appearace, persoal habits poor work habits, icompetece or coduct ubecomig of a Philmot staff member, please follow this procedure: a. Staff member's first-lie supervisor discusses the problem with him/her frakly ad clearly poits out the corrective actio required i orderfor the staff member to be a effective member ofthe Philmot staff. (First chace or more) If after a reasoable lapse of time (probably a week), there is o chage i staff member's coduct orattitude, thefirst-lie supervisor refers the problem to his staff supervisor. At this poit the appropriate form is issued ad filled out. The immediate supervisor accompaied by aother supervisor cousels the staff member (secod chace) to get the staff member to state his side of the situatio Agai it is clearly explaied to the staffmember that this is the secod chace ad if the desired results are ot achieved immediately, this will be cause for dismissal. T _ 28

41 ^ d. The immediate supervisor goes directly to the year-roud departmet head after step "c" ad presets the form ad both sides ofthe story alog with the history of the case. The staff supervisor takes ay suggestios that his or her maagemet staff supervisor might have back tothe perso cocered ad implemets them. e. If the situatio is still ot cleared up, the first-lie supervisor should iform his staff supervisor, the remaiig portio of the form is filled out ad the staff member is iformed of immediate dismissal ad told to get ready to depart. The form is I immediately tured over to the maagemet staff supervisor to be icluded i the employee's record. L w Pay Days Pay periods ed ad payroll checks are ready for issue o the 1st ad 16th of each moth Checks ca be picked up at the Campig Registratio/Persoel Office or PTC Office. Checks may be cashed i Cimarro. It is ot possible to cash them o Philmot. Fial checks will be mailed to your home address. Do ot pla to use that moey for travel moey. ^ u L How to Apply For Staff Next Year Complete a applicatio ad leave it with either your supervisor or CHQ Registratio/Persoel Office or mail it to Philmot i the early fall. Fill i all portios of the applicatio, list your choices ad verifv how you are qualified for each with the iformatio which you provide. Complete the page "Represetative Philmot Jobs Aresume may be attached, but list iformatio o the applicatio where requested Do ot say See Resume or" See Previous Applicatio". This makes it difficult to fid iformatio about 29

42 t. PH'LM Nl; SC0UT RANCH RESERVATION INFORMATION Twelve-day Backpackig Expeditios ad Eight-day CavSeExpeditios th^ht^^ ^packig Expeditios hike Philmot prohibits uits from attedig two years i arow. I selectig participats for Coucil Cotioets priority should be give to participats (youth ad adults) who have ever atteded cotigets, j Idividual Uit Reservatios for the year 2002 will take place o Saturday October Amaktmti ;ss^^^?ulqrs may P,ace.crew reservatios oly for members of their chartered uit but are ot limited to oe crew (Maximum crew size =12 participats), however, please be realistic whe estimatig atedaceto avoid ^ r^/^ 6XPheSe (f ^lted dep SitS) ad t0 permit the maximum umberofuits to mak^?s^e%lto d. Whe 2002 reaches capacity, groups will be placed o awaitig list for 2002 i the order calls are received 4. Uits with acofirmed 2001 reservatio may ot place areservatio for the year uits may ot atted two cosecutive seasos. Reservatios may ot be trasferred from oe uit to aother Phi^ot PI maitais awaitig list ad will cotact the ext available group i the evet of acacellatio I' ^o HwEi "Mejbers of Philmot Cavalcade ride horseback over some of Philmot's most sceic trails Desiged for chartered troops or veture crews, Cavalcade participats acquire ridig ad packig skills log i V\ use i the America West. Philmot offers two 8-day 8-ight Cavalcades o each arrival date. (Jue ' ad 26; July , 16 24, ad 25; ad August 2, 3, 11 ad 12.) The cost is $460 for each participat The crew size is members icludig leaders. (There is a200 poud weight limit for all riders.) ["! Aradom drawig will be held i Jauary 2001 for the 2002 Cavalcades. To participate i the drawig otify Phrimot i writig by Jauary 1,2002. Selected groups will be otified by mail ad will receive ares3os ^ that must be approved by the local coucil. Agroup may ot participate i cosecutive years. \\ w?hlew«lreomots fofrpartjclpatlo. Philmot participats for both Backpackig Expeditios ad Cavalcades for the year 2002 must be at least 14 by Jauary 1, 2002, or have completed the Strode prior to participatio To avoid disappoitmet, please do ot request or expect exceptios! Philmot ca make o exceptios to the miimum age/grade attedace requiremets. c^epuub iu me Adult leadership. Amiimum oftwo adult leaders is required for both Backpackig Expeditios ad Cavalcades P\ The maximum umber of adults per crew is four. wisc«.uudv«jiwaes. \ PHILMONT SCOUT RANCH - Rt. 1, Box 35 - Cimarro, New Mexico R (505) Fax (505) ' ' High Adveture Divisio - Boy Scouts of America 30 ' I m T U '

43 SPECIAL INDIVIDUAL TREK EXPERIENCES Rayado Trek - Older Scouts ad Veturers (ot coed crews) who have mastered basic outdoor skills should cosider applyig for the challegig ad selective Rayado Trek program. Rayado participats will experiece more of Philmot's backcoutry ad will have program opportuities ot available to Expeditio campers. Rayado is uparalleled for developig outdoor leadership, group dyamics, wilderess problem solvig ad advaced outdoor skills. A Rayado Trek ecourages participats to attai a high level of persoal growth ad self-reliace Dates: Jue 18 - July 7 ad July 23 - August 12 Age: 15 by Jauary 1, 2000 or completed the 9th grade prior to participatio Cost: $450 Legth: 21 days ad ights R.O.C.S. (Rovig Outdoor Coservatio School) - The Rovig Outdoor Coservatio School is a excitig ew program forscouts ad Veturers who have a iterest i coservatio ad atural resource maagemet. As the crew hikes the rach, the participats will camp i may of the differet forest types ad participate i activities i some of the followig areas: forestry, fire ecology, fisheries maagemet, wildlife maagemet, geology, watershed maagemet ad rage maagemet. The crew will sped six days buildig ew trailsad rebuildig some existig trails Dates: Jue 18 - July 9, Jue 25 - July 16, July 2 - July23, July 9 - July 30, July16 - August 6, July 23 - August 13 ad July 30 - August 20. Age: 16 by Jauary 1, 2000 or completed the 10th grade prior to participatio Cost: $225 Legth: 21 days ad ights Veturig Trek - The Veturig Trek is a fourtee day experiece. The first partofthe trekwill feature a special backcoutry "Nature of Leadership" course. The Secod part of the trek will iclude a service project workig alogside ofthe Cabi Restoratio Crewi rebuildig old cabis that ehace backcoutry programs. The third part of the trek will allow participats to experiece the programs of the backcoutry wilderess Dates: Jue 18-July 2 ad July 9-July 23 Age: 14 by Jauary 1, 2000 or completed 8th grade prior to participatio Cost: $375 Legth: 14 days ad ights Rach Hads - Rach Hads is a program for Scouts ad Veturers who have kowledge of horsemashipad horse care ad wat to expad their skills ad experiece. The Rach Had crew will sped eight days workig i the horse departmet haulig hay, saddlig, daily chores ad other horse program tasks. The they will participate i their ow special Cavalcade itierary trek for eight days Dates: July 8-July 23 Age: 16 by date attedig Cost: No fee Legth: 16 days ad ights Order of the Arrow Trail Crew - The Order ofthe Arrow is offerig a opportuity forarrowme to joi together i cheerful service ad the formatio of lastig brotherhood o the trails at Philmot. The first week focuses o trail costructio ad maiteace uder the guidace of Philmot trail crew foreme. The secod week is a seve day backpackig trek that is desiged by the participats Dates: Jue 8-22, Jue 15-29, Jue 22 - July 6, Jue 29 - July 13, July 6-20 ad July Age: 16 years old the day your program begis, but ot 21 by its coclusio. Cost: $100 Legth: 14 days ad ights For additioal iformatio about ay of these special idividual Philmot Experieces please cotact Philmot Scout Rach at or philprog@cimarro.sprigercoop.com.