DISTRICT OPERATIONS
MADE EASY

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During the development of the Boy Scouts of America, some of our original operational points have been obscured. The most important "Lost Operational Point" is the proper operations of a district.

I am of a firm belief that the Boy Scouts of America method of District Operations is right on target, but I’m afraid that this point is totally obscured.

Each council is attempting to run its operations for maximum efficiency; but until we better understand how a district should operate, we cannot grow or prosper to our maximum potential.

The purpose of this brochure is not to change the District Operation Plan of the Boy Scouts of America but to make the plan easier to understand.

THE PLAN:

In order to better explain the District Operations Plan, please allow me to develop an example.

The most important task of a district is to provide on-going support to their units and institutions. If we can agree on this basic concept, then let’s build an example of District Operations using the medical system as a framework. In our medical example, let’s consider the units as our patients.

We should keep in mind that the health of our patients (units) is our most important concern as a district.

Now, let’s consider that our district can be divided into two distinct parts: the District Committee and Commissioners. The Commissioner staff could be considered as our general practitioners and the District Committee as our specialists.

The general practitioners are responsible for all the common illness (problems) that come up in our patient (unit). Our Commissioners (G.P.) do this through frequent checkups with our units. They observe and give input where needed. If they have the answer to a question, they give it. If not, they get the answer and get back to their patient (unit) and settle the question.

When a Commissioner (G.P.) comes up against a problem that is more involved, they call in the specialists. These specialists are the District Committee.

The process of involving the District Committee (specialists) is the key to the whole operation. When a commissioner needs to call in a specialist, they report this need to their Assistant District Commissioner who in turn gets the information directly to the District Commissioner. The District Commissioner then takes the information to the very next Key 3 meeting.

The Key 3 meeting should be considered the "Chief of Staff" meeting of our medical system. The District Commissioner may state that one of the packs is experiencing confusion with the Advancement program and needs help. At this point, the Key 3 agrees on a plan of action on how to solve the unit’s problem.

With the example we have chosen, the Key 3 may decide that the District Chairperson would call the district’s Advancement Chairperson (our specialist) to refer the case. Upon referral, the District Advancement Chairperson would contact one or more of the Advancement Committee members to take on the "case." At this point, protocol requires the advancement specialists to contact the Unit Commissioner and set up an appointment with the unit.

The last step is very important. If the Advancement Committee cures the pack’s ailment without the Unit Commissioner’s involvement, then the Commissioner will not have gained needed knowledge.

SUMMARY:

I realize that this is a very much simplified approach, but I believe it is what the system was designed to accomplish.

Let’s take a moment to summarize:

MISCONCEPTIONS IN OUR CURRENT OPERATIONS:

Our Commissioner staffs have always been responsible for unit health, but we have never been sure where the District Committee fits. For many years, our District Committees have considered that their primary job was to run events and activities.

It appears that we have lost track of who is responsible for supporting whom. Under the system outlined above, unit support becomes the primary job of the whole district. This idea would require districts to communicate directly with their units prior to setting the district calendar and to find out what the unit’s needs are. Knowing in advance what their needs are would allow us to plan activities that would help better support them.

This step requires us to remember that the district’s primary responsibility is direct unit service. The secondary responsibility is to support units through district-wide events and activities.

Upon having this change in procedures, many operating committees may become very uncomfortable. If they truly believe that they are there to run Pinewood derbies, camporees, and such then convincing them that direct unit support is more important can pose a real problem. To help settle this challenge, let’s work through another example.

Our district has just organized a new Boy Scout troop. This troop is brand new --- new chartered partner -- new leaders -- no equipment. How can a district organize to give this troop the best possible support. In this case, the district should assign a commissioner and work through the support system.

One of the most important first steps for a new troop is the first outing. Using our new system, the commissioner could request the Camping Committee to come in and help. the Camping Committee team could work with the troop leadership to plan and carry out the first troop outing. the Camping Committee Could plan and carry out the outdoor adventure while the new troop leadership observes. The next outing can be planned and carried out by the troop while the Camping Committee observes and gives direction.

Each District Committee could be called upon in turn to deal with the new troop one-on-one to set up the best possible system to support the Scouting program.

If you carry out our District Operations System, it is hard to see how a unit could fail. This system will give Operating Committees more to do and make what they do more important than just running events.

HOW CAN WE START TO DEVELOP THE NEW SYSTEM

It is imperative that the Key 3 understand and fully support the District Operations System. Once this step is accomplished, then sell the system to the District Committee and Commissioners staff.

The development stage will also cause modifications in the Key 3 meetings. District Committee meetings, and, of course, the District Commissioner’s meetings.

To help you better understand the changes, I’ve developed the following sample agendas for all key district-level meetings.

FINAL SUMMARY:

Sample agendas are just that. Please develop your own agendas to work for you. Keep in mind that to make this system work, you only need to remember five points:

Commissioners need to be in contact with units monthly. The contact should be at a regularly scheduled unit meetings or committee meetings.

All district-level personnel are responsible for direct unit support.

The District Operating Committee’s primary responsibility is Direct Unit Support. Their secondary responsibility is district activities and events.

Ask unit leaders what they need and plan your events to fulfill those needs.

Upgrade your district-level personnel to fulfill the unit’s needs. Remember, your District Chairperson should be able to become Council President; your District Commissioner should be able to become Council Commissioner, and your District Operating Chairpersons should be able to become replacements for their council-level counterparts.

Make up your mind to work the system. If you concentrate on unit service and unit support, all other responsibilities will be met. Money will flow. Membership will grow. Potential chartered partners will be very interested to get involved and, of course, people like to join a winning cause, so recruiting adult leadership will also be made easier.

Forms and Sample Agendas: