Defining the Role of the Commissioner for Others

Andrew Paul Wormington (2016)

ABSTRACT

Through the development of educational material / pamphlet to assist leaders in Scouting Units in understanding the role of the Commissioner; a greater understanding can be gained to strengthen the Unit and Commissioner relationship.

ACKNOWLEDGEMENTS

The author wishes to express sincere appreciation to Marvin Thomas for his assistance in the preparation of this manuscript. In addition, special thanks to the Two Rivers Commissioners who assisted with input and ideas during this undertaking. Thank you to those who have contributed in any way – e.g. survey answers, feedback, responses to the visual trifold and etc.

I would like to also thank Scouting for being an inspiration not only in my youth, but in my adulthood. This positive influence has been evident over the years that  I have been involved. It is hoped that this project may help further its purposes.

BASIS/REASON FOR PROJECT

The basis for this research began as a result of my interactions with units as a Commissioner. A Charter Organization Representative confronted me as to why I had not been to the last two meetings and, as a paid professional, needed to earn my Unit Commissioner salary by actually showing up. Later, a Cub

Master informed me that he had a few parents who had recently moved and wanted me to take on a Webelos Den as their Den Leader. Their unmet expectations had caused friction upon my arrival and created resentment on their part until I explained my role as a scouting Commissioner.  Through these conversations and our discussion, I set upon defining my position as a Commissioner. Over time I was able to define my role to others by trying to setting an example, answering questions, and acting as a resource. Other Commissioners have shared similar experiences due to unit leader inexperience / interaction with commissioner staff.

It is important to keep in mind that our Scouting Specifics and Scouting Fast Start Training don’t cover the role of the Commissioner. Books used by Unit Leaders seem to define the roles of the respective unit, but they do not expand much beyond the scope of the unit. Only within the Commissioners handbook and Commissioner training sessions is the role of the Commissioner truly defined. Without the benefit of attending these sessions or having past Commissioner experience, the average scouter perceives the Commissioner’s role through their own perceptions and self-interpretation.

THE IMPORTANCE OF DEFINING ROLES

The importance of understanding roles can be a key element of success. With understanding each other’s position and the functions/responsibilities that they entail, a better relationship can be established while working toward a commonality of success. When there is a disconnect between positional roles and functionality comprehension, there can be multiple results. Examples might be, but are not limited to unrealistic expectations, suspicion, resentment, confusion, uninformed decision making[1]. Tsui et al. suggest that leaders begin to develop their own opinions as to organizational aspects and elements based on their experience behavior indicators, assumptions and involvement.  As these leaders [not unit leaders] take key positions of management, these perceptions are transmitted to the next stage of future leaders and their possible replacements through the transmission of their visions.  Though Tsui et al.’s research was focused on the role of the CEO, their definition of an organization’s perceptions is based on their sense of their organization’s culture. This results in a cycle that may alter and change over time but is also determined by the culture as an entity. Thus traditions established in this manner can either be empowering or hindering.

In the article, ‘A Role Of Team And Organizational Identification In The Success Of Cause-Related Sport Marketing,’ by Jaedeock Lee and Mauricio Ferreira, [2] organizational identity is examined both from a group and an individual perspective. The individual’s perception of their place in the group is defined by those around them and by the effectiveness of the group as a whole (Lee & Ferreira, 2013). The more that an individual identifies with a group, the individual tends to exhibit a more positive attitude toward the value of the organization. It should be considered how this attitude affects interaction within and belonging to the unit.

Consider how this applies to Scouting. How these Scout Units and their members interact can have a direct influence on how the unit Commissioner is able to do his/her job. As a Commissioner you are assigned to a unit to provide support, but are at the same time the Unit Commissioner is not a unit member. The relationship of how groups interact internally or in an external manner establishes the rapport and effectiveness.

THE IMPORTANCE OF RELATIONSHIPS

The Boy Scout publication, ‘A Guide for Volunteers on Good Volunteer­ Professional Relationships,’ presents a series of universal elements essential for working with others. Though the pamphlet is written concerning the relationship between a Scouting Professional and volunteer, the working relationship defined has many parallels to that of the Commissioner and the Unit Leader. Shared objectives are one of the first unifying aspects identified to build trust. The program is youth focused and developed in their best interest. This should be the first element of commonality. With this trust, the involved parties can apply their knowledge toward a unified effort. Commissioners and professionals both work on behalf of the youth; the professionals do not work directly for the volunteers, nor do Commissioners work for the units.   Both work on behalf of the youth within the program.  This can be summarized in the statement in the publication, ‘Good Volunteer-Professional Relationships: A Strategic Issue for Professionals’ (BCS 114): – ”Good volunteer-professional relationships are characterized by mutual trust, mutual respect, and mutual recognition of each other’s role and competency.”

Elements for consideration for building a positive working relationship:

• Establish a good relationship
• Have an open line of communication (phone, email, meetings)
• Be warm and enthusiastic
• Plan for your interactions to maximize effectiveness
• Help create a relationship that others feel safe to ask for assistance
• Purposeful listening
• Positive attitude and enthusiasm

ROLE OF THE COMMISSIONER

The Commissioner’s Pledge

On my honor I will do my best, by example in my daily life, to make the Scout Oath and Law a more vital force for good character and citizenship in the lives of the youth and leaders I serve.

I will do my best to help secure, and help to make effective the finest possible leadership, for the units I serve.

In all that I do, I will strive to help my units attract into membership, every possible youth so that through their participation, that youth can help make America a finer, greater nation in a world community.

I will do my best to help make the program of the units I serve the best that can be given, rich in wholesome fun and adventure.

Dr. Belbin in an article in Mindtools[3], points out that performing teams commonly have defined roles and duties. But without this sense of definition, teams will fail. The importance of knowing one’s role and its relation to the role of others will help define the role and duties of individual. Additionally, based on the team assets and an individual’s role, members can not only better themselves but can also improve weaker aspects of the team’s operation. The role of the Commissioner is one of unique service. The Commissioner can have an element of guidance without direct influence. In the Commissioner’s Pledge (see below) the key word repeated time and time again is, ‘help.’ By doing his/her best and by striving to help in service, the Commissioner exemplifies the goal of service to units. At no time is it implied that the Commissioner holds a role of authority over the unit and its leaders. It is important that the Commissioner not act as an infiltrator or spy. Granted, health indicators/assessments are to be reported regularly. These measure the performance and sustainability of the unit. Commissioner Life Saving (MCS 303)[4] states that Commissioners need to act and provide unit support when they notice issues and concerns. By doing this, enthusiasm is important and can be reflective/shared by the units. Most important- ”Demonstrate that you care.” Mistrust becomes a non-issue when the factor of genuine concern is shared between the two parties. A phrase best stated in Education Instructional training, ”No one cares what you know, till they know that you care.” – Theodore Roosevelt.

Knowledge of the scouting program and its multifaceted nature allows Commissioners to make insightful perceptions and observations. Commissioner Life Saving II (MCS 304)[5] states that a good Commissioner observes the vital signs of the assigned unit. As such, a Commissioner should ”know the Ropes as well as the Unit Leaders’’.  Commissioners are mediators and helpers. Listed in the Unit Commissioner responsibilities are the unit visits which are vital and allow for Commissioners to build the relationships and convey unit strengthen insight.  Without regular visits and interaction with unit, the Commissioner cannot perform his/her duties, build the rapport necessary and guide as required. Only when the Unit’s program fails and the Unit leaders are ineffective should the Charter Organization Represenative and Charter Organization get involved.

To clarify and provide a consistent image of the role of Commissioner, we need to also understand the roles, duties and expectations of the Commissioner’s job. Hopkins states that comprehension of our role (position duties/responsibilities) and its many aspects ‘‘cannot be overemphasized’’.[6] He states, “When people work together – each person contributing to their area of expertise –  great things happen.” Also, “The leader must know his or her role and help other people understand and carry out their roles.” The responsibility aspect defines the duties and obligations for which each person is accountable and answerable for providing their specific contribution to the organization.

PROJECT IMPLEMENTATION

A publication solution was proposed as a step toward understanding the role of the Unit Commissioner. Using data collected from surveys, elements were identified and prioritized. Using resource material from BSA publications, the role of the Commissioner will be summarized in a brief format, thus condensing much of the Commissioner resource material in many current Commissioner publications. The format will be a single page, double sided, trifold publication.

The intent for this publication is to distribute the material to adult leaders so as to establish a foundation of understanding.  Individuals who provided their email contact information to me and who requested a copy will be provided a digital version of the resulting trifold document in PDF (portable document format). It is also hoped that experienced scout leaders may develop new perceptions and further improve their understanding of their unit Commissioner’s role as a result of this trifold publication.

A possible additional result, not originally intended, is that of future Commissioner recruitment. Individuals when approached to serve as a Commissioner may be less reluctant to volunteer when they have a better understanding of the role and duties of a Commissioner. The use of a trifold sheet summarizing of the role of a Commissioner is less of an intimidation factor that the Commissioner booklets may present initially. This summary sheet thus gives a snapshot synopsis to what the Commissioner’s job involves. It is hoped that this trifold will make Commissioner recruitment easier.

Ideally, though the goal ratio is at least one Commissioner to three units, it is hoped that this handout, when used in conjunction with commissioner recruitment, will enable the commissioner to improve the unit to commissioner ratio, bringing the ratio closer to the national standard.

My initial personal experience as to the role of a Unit Commissioner while serving as a unit leader (Assistant Scoutmaster) was limited. I was unsure of the duties of a Commissioner in scouting. To that matter, I was not aware of the role’s existence until later in my scouting experience. It should be noted that I had attended multiple Scout Leader Fundamental and Specific trainings. Our scout unit had an individual who visited regularly and asked about our unit’s activity and membership.  At the time I had no idea why he visited. Years after seeing our Commissioner did I have it explained that he was our representative from the Scout Council. However, it was not until I became involved as a commissioner at the district level that I became more aware of what a Commissioner was supposed to do.

QUESTIONNAIRE RESULTS

The questionnaire yielded many predicted results. However, there were some unique answers. Few individuals knew what the Commissioner’s duties entailed. The introductory question showed that individuals may have been making educated guesses rather than knowledge-based choices. First question -“In your own words describe   what you think the role of the Unit Commissioner might be (Please do not seek the answers-We would like to find out your current perceptions)” It should also be noted that there were many cases where answers were written out and the multiple choice was not followed.  I think that these were left blank for one of two reasons: time and not knowing the answer. It should also be noted that many of the multiple choice answers were left blank as well.  Answer percentages shown in this document reflect only the answered items. Scouters who were unsure often wrote answers like, “I don’t know.” It should also be noted that there was a general sense of contention that I or others might judge them based on their answers. This was despite the reassurance that their surveys were anonymous. The written answer portion of the survey yielded results with unsure and uncertain answers and the multiple choice answers were the results of deduction and educated guessing. This theory was reinforced with another open question, “How often do you think you or your unit should see your unit commissioner?” The answers were also very speculative. Unit visitations and regular unit contact were not mentioned by any survey returned. There is the possibility the answers were derived from other questions within the survey.

Answers for the ‘ratios of Commissioner to number of assigned units’ were across the board with the majority being correct with the 1:3 unit ratios. Most answers were correct; however when a four question option was presented, a similar answer pattern (most were correct with a large minority of incorrect responses) also resulted.

The ‘Quick Guide: The Role of the Commissioner’ flyer is in the process of being translated into Spanish and French Creole. A request from Scouter, who has offered to assist with the translations, has shared his desire to use the flyer for his own use in Scouting. As a new Unit Commissioner he remarked on the importance of defining the role as a Commissioner and the significant role the flyer could provide. If the flyer is approved and implemented at the district/council level, it is hoped that the document might be considered for further use on a greater scale. It suggested that the ‘Quick Guide: The Role of the Commissioner’ flyer be made available at Scout Leader Specifics Training, a Scout Leader Orientation, or other appropriate training sessions.

RESPONSE RESULTS

1. In your own words describe what you think the role of the Unit Commissioner’s might be (Please do not seek the answers-We would like to find out your current perceptions):

Comments:

What is a Commissioner?

• Don’t know.
• I don’t know. (listed multiple times)
• Not sure what a Commissioner is …
• They report what we are doing wrong to council.
• Commissioners help with re-charter paperwork.
• They are a paid professional scouter.
• Commissioners help give advice and suggestions.
• **Multiple blanks**

2. District (Optional Circle one):

• Manatee – 16%
• Alligator – 20%
• Two Rivers – 31%
• Panther – 25%
• Other – 8%
• Not Sure – 0%

4. What is the suggested maximum Commissioner to unit (pack/troop) ratio?

• 1:1 – 15%
• 1:2 – 23%
• 1:3 – 38%
• 1:4 – 34%

5. How often should a unit commissioner visit a unit (pack/troop)

• Weekly – 15%
• Bi-weekly – 17%
• Once a month – 63%
• Before re-registering – 5%

6. Which of the following jobs is not a part of the commissioner’s role?

• Charter renewal – 19%
• Counseling – 7%
• Visiting unites – 5%
• Discipline – 68%

7. A Scout Commissioner is a voting member of the of the unit (pack/troop) committee?

• True – 34%
• False – 66%

8. A Scout Commissioner is a member of the unit (pack/troop)?

• True – 6%
• False – 94%

9. A Commissioner is a paid employee of the District/Council?

• True – 20%
• False – 80%

10. How often do you think you or your unit should see your unit commissioner?

Comments:

• At Roundtable (listed multiple times)
• Twice a year
• At Re-charter time (listed multiple times)
• At council/district events
• **Multiple blanks**

11. Unit Commissioners are not involved in the presentation of the unit charter.

• True – 69%
• False – 31%

12. Commissioners should only be concerned with re-registering a unit on time.

• True – 12%
• False – 88%

13. Commissioners regularly attend Round-Table to check up on unit leaders.

• True – 80%
• False – 20%

14. Commissioners should encourage assigned packs, troops, and crews to earn the Quality Unity Award.

• True – 95%
• False – 5%

15. A Commissioner reports to the District Executive.

• True – 63%
• False – 37%

16. Unit Commissioners visit only with the unit committee, on a regular basis.

• True – 15%
• False – 85%

17. A Commissioner’s primary responsibility is to ‘sell’ District and Council functions?

• True – 20%
• False – 80%

18. The commissioner represents the district and the council to his/her assigned units.

• True – 78%
• False – 22%

19. Additional comments you might have about Unit Commissioners.

Comments:

• Not sure what a Commissioner does …
• What is a Commissioner?
• Are we supposed to have a Commissioner in our Troop?
• How do they become a Commissioner?
• Is there training about this position?

20. The commissioner is responsible for FOS presentations.

• True – 27%
• False – 74%

21. If the unit has a specific program concern, it is the unit commissioner that makes the appropriate referrals to the district committee members.

• True – 77%
• False – 23%

22. The district commissioner is not required to attend monthly district committee meetings.

• True – 11%
• False – 89%

Bibliography

[1] Tsui, Zhang, Wang, Xin, & Joshua (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. The Leadership Quarterly, 113- 137.

[2] Lee, J., & Ferreira, M. (2013). A role of team and organizational identification in the success of cause- related sport marketing. Sport Management Review, 1 61-172.

[3] Manktelow, Pavey, cook, Jones, … and Khan, B. (2014). Belbin’s Team Roles: How Understanding Team Roles can Improve Team Performance. Retrieved from Mind Tools: https://www.mindtools.com/pages/article/newLDR_83.htm

[4] Boy Scouts of America. (2015, May 6). MCS 303 Commissioner Lifesaving I

[5] Boy Scouts of America. (2015, May 6). MCS 304 Commissioner Lifesaving I

[6] Hopkin, M. R. (2009, July 24). Understand Your Role. Retrieved from Lead On Purpose:

Understand your role

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Commissioner Field book For Unit Service (No. 33621 ed.). (February 2012). Boy Scouts of America.

Commissioner Helps far Pack, Troops and Crews. (January 2011). Boy Scouts of America.

Council Commissioner Manual (No. 522-015 ed.). (October 2010). Boy Scouts of America.

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