The Wood Badge Course Staff

1. The Wood Badge Course Staff 1

2. Required Staff Positions • Course Director • Assistant Scoutmaster—Program • Assistant Scoutmaster—Support/Physical Arrangements • Assistant Scoutmaster—Troop Guides • Senior Patrol Leader • Troop Scribe • Troop Quartermaster • Troop Guides (one per patrol) 2

3. Optional Support Staff Positions • Mentor to the Course Director (if required by the Scout executive and council training chairman)* • Assistant Senior Patrol Leader** • Assistant Troop Scribe** • Assistant Quartermaster(s)** • Instructor(s) (specialized presenters)* • Professional Staff Adviser* *See clarifications on next slide **For larger courses 3

4. Clarifications • Mentor to the Course Director (if appointed) is not necessarily a full-time member of the staff.* • Instructor(s) (if used) are selected for special teaching skills in support of a particular presentation. They may or may not be full-time staff members.* • Professional Staff Adviser may or may not be a full-time staff member.* *Further details in the Administrative Guide 4

5. Other Staff Assignments The following assignments are additional duties assumed by full-time staff members. • Religious coordinator • Medical resource person • Adviser to youth involvement 5

6. Qualities of a Staff Member • Participates as a team member • Is a role model who is well-respected by volunteers and professionals • Has a people-oriented, enthusiastic personality • Is open-minded and flexible • Maintains a positive attitude 6

7. Qualities of a Staff Member, cont. • Exemplifies the • Cub Scout Promise • Law of the Pack • Scout Oath • Scout Law • Venturing Code • Demonstrates the ability to train, to counsel, and to perform the responsibilities of an assigned position 7

8. Requirements • Is a registered member of the Boy Scouts of America • Is a strong supporter of the local council’s and BSA’s ongoing programs • Has completed a Wood Badge for the 21st Century course and received the Wood Badge beads • Has participated in a Trainer Development Conference within three years of the appointment • Is approved by the Scout executive and council leadership training committee of his or her home council and by the regional office 8

9. Expectations of Staff Members • Participate in staff development meetings. • Personally recruit “X”participants. • Support the course budget by paying a staff fee. • Be prepared to staff a future course if the number of participants recruited for this course does not require your position. 9

10. The Diverse Staff • Includes Scouters from Cub Scouting, Boy Scouting, Varsity Scouting, and Venturing programs • Includes Scouters with experience at the unit, district, and council levels • Has a mix of volunteer and professional Scouters • Represents the cultural diversity of the area from which the participants are being recruited 10

11. Recruiting the Staff • Consider the development of new staff members • Desired staff ratio: 1/3 new to 2/3 experienced • Include Scouters from all councils taking part in the course • Major consideration should be given to each Scouter’s skill as a trainer 11

12. An important goal of Wood Badge for the 21st Century is to reduce the time commitment required of staff members. 12

13. Staff Development • Should not take on a life of its own or overtake all other Scouting activities. • Hold a staff orientation meeting about 120 days prior to the start of the course. • Organized staff development should begin no more than 90 days prior to the start of the course. • Consists of three days of development sessions, which may include one overnight stay. • May involve one or two small-group meetings in addition to the three days with full staff. 13

14. Staff Development • The most important objective is to develop the team. • Staff development meetings should include: • Reviews of staff assignments and the course schedule • Ensuring each staff member has a clear understanding of team development, leadership, and teaching models • Preparation of troop guides’ staff project • Practice and evaluation of course presentations • Practice of games, activities, and ceremonies • Review of the physical arrangements 14

15. Creating a Staff Vision Creating a staff vision will strengthen staff development. As a group, review the “Values, Mission, and Vision” troop presentation from Day One of the course. 15

16. Creating a Staff Vision, cont. Have the staff define its purpose—the reason for its existence. • Discuss why you are doing what you are doing. • Discuss who your “customers” are and what they want and need. • Discuss why what you are doing is important. 16

17. Creating a Staff Vision, cont. Come to a clear understanding of the values under which the staff will operate. • Discuss how you will live. • Discuss what behaviors you will demonstrate. • Discuss how the staff’s values match those of the BSA. 17

18. Creating a Staff Vision, cont. Draw a picture of what you want as the end result. • Focus on the participants’ needs. • Define the desired end result. • Focus on the end, not the route. 18

19. Creating a Staff Vision, cont. • Help each staff member understand how he or she will contribute. • Involve everyone in the group. • Make sure all can see the picture. Remind yourself of your vision regularly. 19

20. Additional Information Further details on staffing a Wood Badge course, including position-specific job descriptions, can be found in the Administrative Guide. 20