This document provides an overview of Sea Scouting, which is a youth development program for ages 14-20 run by the Boy Scouts of America. It discusses the mission and oaths of Sea Scouting, uniforms, ship organization, leadership roles and responsibilities, youth protection guidelines, advancement programs, and resources for program planning.
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
Building High Performance Teame module (02) Teamwork Style in Workplaceumar farooq
This document discusses building high performance teams. It covers topics like work groups versus teams, building trust and believability within teams, dealing with inter-team conflicts, and characteristics of effective teams. An effective team is defined as having five functions: trusting one another, engaging in constructive conflict, committing to decisions, holding each other accountable, and focusing on collective results. High performance leadership is also discussed, along with strategies like applying influence-based versus control-based leadership and integrating organizational change strategies with improvement tools. The final section covers styles of behaving toward team members in a way that lessens stress and gets the best out of the team.
The ADDIE is a framework that is used to develop training courses. The ADDIE can be traced back to the mid-1970s, and it has evolved several times since then. These slides are a quick summary of the model.
While there are many different definitions of strategic leadership, we define it as the ability to influence others in your organization to voluntarily make day-to-day decisions that lead to the organization's long-term growth and survival, and maintain its short-term financial health.
The document discusses the concepts of group dynamics including what is a group, types of groups, reasons for joining groups, group structure, stages of group formation, and principles of group dynamics. It provides definitions for key terms like group and dynamics. It also outlines Kurt Lewin's founding of group dynamics to study how groups interact and communicate. The summary covers the main topics and purpose of studying group dynamics.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
Families Career and Rotary A Winning CombinationRILearn
This document summarizes a presentation on balancing family, career, and Rotary membership. It discusses trends showing declining Rotary membership and reasons why members leave like cost, time commitment, and unmet expectations. It promotes adapting clubs to be more flexible and engaging families. Engaging careers in Rotary through mentorship and skills development is also discussed. Ways to take action like evaluating club health and engaging new members are presented.
This document summarizes a webinar on employee onboarding presented by Maysa Hawwash of Drake International. The webinar covered current trends in employee retention, defining the differences between orientation and onboarding, exploring the new employee perspective, why companies should invest in onboarding, key components of an onboarding program including administrative, job-related and social/cultural integration aspects, and the importance of measuring onboarding metrics. Attendees were also invited to contact the presenter for a free consultation on improving their onboarding practices and a complimentary research paper.
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
Building High Performance Teame module (02) Teamwork Style in Workplaceumar farooq
This document discusses building high performance teams. It covers topics like work groups versus teams, building trust and believability within teams, dealing with inter-team conflicts, and characteristics of effective teams. An effective team is defined as having five functions: trusting one another, engaging in constructive conflict, committing to decisions, holding each other accountable, and focusing on collective results. High performance leadership is also discussed, along with strategies like applying influence-based versus control-based leadership and integrating organizational change strategies with improvement tools. The final section covers styles of behaving toward team members in a way that lessens stress and gets the best out of the team.
The ADDIE is a framework that is used to develop training courses. The ADDIE can be traced back to the mid-1970s, and it has evolved several times since then. These slides are a quick summary of the model.
While there are many different definitions of strategic leadership, we define it as the ability to influence others in your organization to voluntarily make day-to-day decisions that lead to the organization's long-term growth and survival, and maintain its short-term financial health.
The document discusses the concepts of group dynamics including what is a group, types of groups, reasons for joining groups, group structure, stages of group formation, and principles of group dynamics. It provides definitions for key terms like group and dynamics. It also outlines Kurt Lewin's founding of group dynamics to study how groups interact and communicate. The summary covers the main topics and purpose of studying group dynamics.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
Families Career and Rotary A Winning CombinationRILearn
This document summarizes a presentation on balancing family, career, and Rotary membership. It discusses trends showing declining Rotary membership and reasons why members leave like cost, time commitment, and unmet expectations. It promotes adapting clubs to be more flexible and engaging families. Engaging careers in Rotary through mentorship and skills development is also discussed. Ways to take action like evaluating club health and engaging new members are presented.
This document summarizes a webinar on employee onboarding presented by Maysa Hawwash of Drake International. The webinar covered current trends in employee retention, defining the differences between orientation and onboarding, exploring the new employee perspective, why companies should invest in onboarding, key components of an onboarding program including administrative, job-related and social/cultural integration aspects, and the importance of measuring onboarding metrics. Attendees were also invited to contact the presenter for a free consultation on improving their onboarding practices and a complimentary research paper.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Getting the most out of a group of people working together in a meeting or workshop is not always easy. Sometimes, for various reasons, the potential of the group is just never realized.
To be effective as a professional facilitator, the facilitator has to be well-prepared and employ a range of tools and techniques to create a defined structure and process and guide participants through the meeting or workshop to achieve a certain goal or learning outcome.
This Effective Facilitation PPT training presentation provides guidelines in the form of tips and techniques for facilitating a learning environment to enhance learning and ensure a smooth training session. These guidelines are useful for consultants who are facilitating a learning environment or workshop such as strategic planning, problem solving, goal setting, leading discussion and feedback sessions, conducting reviews and evaluations, needs analysis or team building. The guidelines or practices presented are used by consultants in the top tier consulting firms.
CONTENTS
1. Creating a Positive Atmosphere
2. Keys to Maintaining Control
3. Adult Learning
4. Session Leader’s Role
5. Co-Facilitation
6. Presentation Techniques
7. Managing the Content
8. Handling Difficult & Sensitive Situations
9. Using Questions to Involve participants
10. Listening
11. Keeping Participants Balanced
12. Monitoring Exercise Activities
13. Managing the Process
This document outlines a lecture on organizational support. It begins with defining organizational support as employees' beliefs about how much an organization values their contributions and cares about their well-being. It then discusses the importance of organizational support for employee engagement and commitment as well as factors that can influence organizational support like workload, resources, and manager support. The document also examines how different forms of support within an organization like from managers, colleagues, policies, and infrastructure can enhance employee engagement. It concludes by discussing the implications of organizational support for the nursing profession and healthcare organizations.
This document discusses improving nonprofit board governance through implementing policy governance. It recommends that boards identify their current type of governance and goals, write down policies in key areas like organizational mission and board operations, and adopt best practices from effective boards. The overall message is that transitioning to policy governance through establishing clear written policies and using best practices can help boards function more effectively and reduce frustrations.
This document discusses the importance of teamwork and what makes an effective team. It defines a team as a small group of people committed to a common goal and approach, where members are mutually accountable. Effective teams have trust, open communication, and provide feedback. The stages of team development are outlined as forming, storming, norming, and performing. Tips for building a great team include clear expectations, commitment, competence, collaboration, and communication. Laws of teamwork emphasize the importance of unselfish teamwork, proper member placement, high morale, and avoiding "bad apples" that ruin team dynamics.
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
Building Your Club Specific Membership Growth Plan_Presentation.pptxRILearn
This document outlines strategies for Rotary clubs to grow their membership. It discusses setting clear membership goals and plans, being active in community service projects, maintaining strong public visibility, and ensuring member engagement. The key to membership growth is having strong leadership focused on these five attributes: leadership, goals and plans, service, public image, and engagement. Clubs that demonstrated growth in the prior year were found to emphasize membership as a priority, set goals, conduct outreach events, and engage members through various activities and formats. Alternate meeting experiences can also attract new members.
TRAINING OF TRAINERS(TOT) SKILLS - Copymubiru rashid
This document provides guidance on training of trainers. It discusses what a training is, the aims and objectives of conducting trainings, and important aspects to consider when planning a training session. It covers topics like needs assessment, selecting appropriate content and training techniques. Six commonly used training techniques are described in detail: case study, role play, demonstrations, brainstorming, structured exercises, and group discussions. The advantages and disadvantages of each technique are also summarized.
The document discusses strategies for training within organizations. It covers how business strategy influences training goals, delivery methods, and importance. Training's role has evolved from skills acquisition to knowledge management and integrating learning across departments. An effective training process aligns training initiatives with business objectives, measures impact, and ensures continuous improvement through metrics and balanced scorecards. Organizational characteristics like leadership, structure, and human resources practices also shape a company's training approach.
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
Here are some potential responses a facilitator might have for those situations:
- When one group member seems to do most of the talking, I might gently redirect questions to others or set a time limit for each speaker.
- When an individual is silent for a long period of time, I could ask for their perspective to bring them into the discussion.
- When someone in the team "puts down" another member, I might redirect by reframing comments positively and reinforcing respect among members.
- When a group seems to want to reach a decision but is unable to, I might reflect back key considerations and gently guide them towards consensus using a decision tool.
- When someone comes late, I might briefly
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
The document provides information on a training workshop including the trainer's background and objectives of the training. It discusses principles of learning, such as using different learning styles and motivating learners. Various classroom setups are presented and training techniques like brainstorming, group work, and roleplaying are described to engage participants and promote effective learning.
The document discusses strategic training and development processes. It explains that a company's business strategy influences the type and amount of training needed. The strategic training process involves analyzing business goals and strategies to determine training initiatives, activities, and metrics to evaluate the impact of training. Different business strategies create different training needs. The organization of the training function, including centralization versus a business-embedded model, also influences strategic training.
Lions - Zone Chairpersons - Goal Settingm nagaRAJU
a presentation for zone and region chairpersons on the skills of goal setting and action planning, (based on the slideshow designed by lions clubs international.)
The document discusses the seven wastes of Lean, software development, and change management. It analyzes how each waste manifests in change management. The key wastes in change management are overplanning, unvalidated changes, too many simultaneous changes, changes created in isolation, and solely following standard processes. The document advocates balancing plan-driven and feedback-driven approaches to change, limiting the number of changes, validating changes, and focusing on outcomes over processes.
Communities of Practice: Conversations To CollaborationCollabor8now Ltd
What makes a successful Community of Practice?
This presentation looks at the key ingredients, with particular emphasis on the role of the community facilitator for building trust and cooperation, enabling conversations to become active collaboration and co-production.
The document discusses Bruce Tuckman's model of group development, which outlines 4 stages that teams progress through: forming, storming, norming, and performing. It also discusses the Hersey-Blanchard Situational Leadership Model and how it aligns with Tuckman's model. Each stage involves certain behaviors, leadership actions, and tasks for individuals. The goal is for teams to progress through each stage to become high-performing.
The document discusses the leadership practices of effective virtual team leaders. It identifies six key practices: 1) establishing and maintaining trust through communication technology, 2) ensuring distributed diversity is understood and leveraged, 3) managing the virtual work lifecycle and meetings, 4) monitoring team progress using technology, 5) enhancing the visibility of virtual members, and 6) enabling individual members to benefit from participating in the virtual team. Effective virtual leaders must overcome barriers like coordination, culture, trust, and isolation to motivate team members and establish collaboration.
The document summarizes the activities of the 5th West Vancouver Scouts, Canada's first "Mountaineer Scout" group, over their first year. It describes their camps at Alice Lake and Joffre Lakes, hiking and climbing trips including up Black Mountain and to Eagle Bluff and the Matier Glacier, winter camping and snowshoeing, an investiture ceremony on the Stawamus Chief, Remembrance Day activities, Christmas tree selling, and participation in the North Shore Area Scouts Camporee. It hints at more ambitious adventures to come in the next year for this active Scout group.
The document provides an overview of the human respiratory and circulatory systems through diagrams, descriptions, and interactive elements. It begins with an introduction to the respiratory system and its main components. It then guides the reader through a tour of the respiratory system, explaining each part in detail starting from the nose and mouth, down through the pharynx, trachea, bronchi tubes, bronchioles, and ending at the alveoli and their relationship with surrounding capillaries. Key terms are defined throughout and diagrams are included to illustrate each step.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Getting the most out of a group of people working together in a meeting or workshop is not always easy. Sometimes, for various reasons, the potential of the group is just never realized.
To be effective as a professional facilitator, the facilitator has to be well-prepared and employ a range of tools and techniques to create a defined structure and process and guide participants through the meeting or workshop to achieve a certain goal or learning outcome.
This Effective Facilitation PPT training presentation provides guidelines in the form of tips and techniques for facilitating a learning environment to enhance learning and ensure a smooth training session. These guidelines are useful for consultants who are facilitating a learning environment or workshop such as strategic planning, problem solving, goal setting, leading discussion and feedback sessions, conducting reviews and evaluations, needs analysis or team building. The guidelines or practices presented are used by consultants in the top tier consulting firms.
CONTENTS
1. Creating a Positive Atmosphere
2. Keys to Maintaining Control
3. Adult Learning
4. Session Leader’s Role
5. Co-Facilitation
6. Presentation Techniques
7. Managing the Content
8. Handling Difficult & Sensitive Situations
9. Using Questions to Involve participants
10. Listening
11. Keeping Participants Balanced
12. Monitoring Exercise Activities
13. Managing the Process
This document outlines a lecture on organizational support. It begins with defining organizational support as employees' beliefs about how much an organization values their contributions and cares about their well-being. It then discusses the importance of organizational support for employee engagement and commitment as well as factors that can influence organizational support like workload, resources, and manager support. The document also examines how different forms of support within an organization like from managers, colleagues, policies, and infrastructure can enhance employee engagement. It concludes by discussing the implications of organizational support for the nursing profession and healthcare organizations.
This document discusses improving nonprofit board governance through implementing policy governance. It recommends that boards identify their current type of governance and goals, write down policies in key areas like organizational mission and board operations, and adopt best practices from effective boards. The overall message is that transitioning to policy governance through establishing clear written policies and using best practices can help boards function more effectively and reduce frustrations.
This document discusses the importance of teamwork and what makes an effective team. It defines a team as a small group of people committed to a common goal and approach, where members are mutually accountable. Effective teams have trust, open communication, and provide feedback. The stages of team development are outlined as forming, storming, norming, and performing. Tips for building a great team include clear expectations, commitment, competence, collaboration, and communication. Laws of teamwork emphasize the importance of unselfish teamwork, proper member placement, high morale, and avoiding "bad apples" that ruin team dynamics.
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
Building Your Club Specific Membership Growth Plan_Presentation.pptxRILearn
This document outlines strategies for Rotary clubs to grow their membership. It discusses setting clear membership goals and plans, being active in community service projects, maintaining strong public visibility, and ensuring member engagement. The key to membership growth is having strong leadership focused on these five attributes: leadership, goals and plans, service, public image, and engagement. Clubs that demonstrated growth in the prior year were found to emphasize membership as a priority, set goals, conduct outreach events, and engage members through various activities and formats. Alternate meeting experiences can also attract new members.
TRAINING OF TRAINERS(TOT) SKILLS - Copymubiru rashid
This document provides guidance on training of trainers. It discusses what a training is, the aims and objectives of conducting trainings, and important aspects to consider when planning a training session. It covers topics like needs assessment, selecting appropriate content and training techniques. Six commonly used training techniques are described in detail: case study, role play, demonstrations, brainstorming, structured exercises, and group discussions. The advantages and disadvantages of each technique are also summarized.
The document discusses strategies for training within organizations. It covers how business strategy influences training goals, delivery methods, and importance. Training's role has evolved from skills acquisition to knowledge management and integrating learning across departments. An effective training process aligns training initiatives with business objectives, measures impact, and ensures continuous improvement through metrics and balanced scorecards. Organizational characteristics like leadership, structure, and human resources practices also shape a company's training approach.
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
Here are some potential responses a facilitator might have for those situations:
- When one group member seems to do most of the talking, I might gently redirect questions to others or set a time limit for each speaker.
- When an individual is silent for a long period of time, I could ask for their perspective to bring them into the discussion.
- When someone in the team "puts down" another member, I might redirect by reframing comments positively and reinforcing respect among members.
- When a group seems to want to reach a decision but is unable to, I might reflect back key considerations and gently guide them towards consensus using a decision tool.
- When someone comes late, I might briefly
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
The document provides information on a training workshop including the trainer's background and objectives of the training. It discusses principles of learning, such as using different learning styles and motivating learners. Various classroom setups are presented and training techniques like brainstorming, group work, and roleplaying are described to engage participants and promote effective learning.
The document discusses strategic training and development processes. It explains that a company's business strategy influences the type and amount of training needed. The strategic training process involves analyzing business goals and strategies to determine training initiatives, activities, and metrics to evaluate the impact of training. Different business strategies create different training needs. The organization of the training function, including centralization versus a business-embedded model, also influences strategic training.
Lions - Zone Chairpersons - Goal Settingm nagaRAJU
a presentation for zone and region chairpersons on the skills of goal setting and action planning, (based on the slideshow designed by lions clubs international.)
The document discusses the seven wastes of Lean, software development, and change management. It analyzes how each waste manifests in change management. The key wastes in change management are overplanning, unvalidated changes, too many simultaneous changes, changes created in isolation, and solely following standard processes. The document advocates balancing plan-driven and feedback-driven approaches to change, limiting the number of changes, validating changes, and focusing on outcomes over processes.
Communities of Practice: Conversations To CollaborationCollabor8now Ltd
What makes a successful Community of Practice?
This presentation looks at the key ingredients, with particular emphasis on the role of the community facilitator for building trust and cooperation, enabling conversations to become active collaboration and co-production.
The document discusses Bruce Tuckman's model of group development, which outlines 4 stages that teams progress through: forming, storming, norming, and performing. It also discusses the Hersey-Blanchard Situational Leadership Model and how it aligns with Tuckman's model. Each stage involves certain behaviors, leadership actions, and tasks for individuals. The goal is for teams to progress through each stage to become high-performing.
The document discusses the leadership practices of effective virtual team leaders. It identifies six key practices: 1) establishing and maintaining trust through communication technology, 2) ensuring distributed diversity is understood and leveraged, 3) managing the virtual work lifecycle and meetings, 4) monitoring team progress using technology, 5) enhancing the visibility of virtual members, and 6) enabling individual members to benefit from participating in the virtual team. Effective virtual leaders must overcome barriers like coordination, culture, trust, and isolation to motivate team members and establish collaboration.
The document summarizes the activities of the 5th West Vancouver Scouts, Canada's first "Mountaineer Scout" group, over their first year. It describes their camps at Alice Lake and Joffre Lakes, hiking and climbing trips including up Black Mountain and to Eagle Bluff and the Matier Glacier, winter camping and snowshoeing, an investiture ceremony on the Stawamus Chief, Remembrance Day activities, Christmas tree selling, and participation in the North Shore Area Scouts Camporee. It hints at more ambitious adventures to come in the next year for this active Scout group.
The document provides an overview of the human respiratory and circulatory systems through diagrams, descriptions, and interactive elements. It begins with an introduction to the respiratory system and its main components. It then guides the reader through a tour of the respiratory system, explaining each part in detail starting from the nose and mouth, down through the pharynx, trachea, bronchi tubes, bronchioles, and ending at the alveoli and their relationship with surrounding capillaries. Key terms are defined throughout and diagrams are included to illustrate each step.
Boy scouts of america's baltimore area council among largest and most active ...Ethan Draddy
One of the nation's largest Boy Scouts of America councils, the Baltimore Area Council also serves as one of the Boy Scouts' oldest councils and possesses a history going back nearly a century.
This document provides information for parents and scouts about Troop 701. It outlines the roles of parents as encouragers and helpers with trips and activities. It describes the roles of adult leaders in assisting with meetings, trips, and ensuring safety. The document also summarizes rules against bullying and consequences for misbehavior. Details are provided about advancement requirements, merit badges, uniforms, fees, health forms, attendance expectations, camping gear needs, and the scout handbook. The troop calendar and summer camp plans are also mentioned.
Wilderness Ventures organizes adventure trips to teach young people about nature, conservation, and teamwork. Students choose existing campsites that are away from water sources to minimize environmental impact. The document provides guidelines for selecting sustainable campsites, such as choosing previously used sites and keeping a safe distance from lakes and streams for washing or latrines. Campers are instructed to leave no trace of their visit by removing all items and materials when they depart.
Facilitating the sessions on Social Entrepreneurship, Teamwork, Creativity and
Innovation
Supporting the participants in developing ideas for social entrepreneurship
projects
Helping the participants to present their ideas
Providing feedback and guidance
Ensuring a positive learning environment
Supporting the overall management and flow of the training activities
Trainer: Kirilka Angelova
PROJECTS
2014
Project: Erasmus+ KA1 training course: Youth Participation and Empowerment
Trainer:Kirilka Angelova
The training activity took place in Sofia, Bulgaria
The document discusses the patrol method used in Boy Scouts and how new scouts are integrated. It provides an overview of troop leadership positions and the aims of scouting. It then discusses the steps for rank advancement and merit badge completion, including record keeping and resources. It outlines expectations for campouts and the roles of adults and the committee in supporting the troop.
The major changes to BLS guidelines in 2005 included emphasizing effective chest compressions, adopting a universal compression-to-ventilation ratio of 30:2 for single rescuers, recommending 1-second rescue breaths, delivering 1 shock followed by immediate CPR when attempting defibrillation, and recommending AED use for children 1 year and older. Key focuses were on minimizing interruptions in chest compressions to maximize blood flow to vital organs during CPR.
This document provides assembly instructions for converting a mini Titan E325 helicopter into an AH-1W Super Cobra gunship model. It details the necessary disassembly and modification steps. The original main rotor head, tail, and main chassis must be disassembled. Minor modifications are then required before proceeding with the assembly of the new AH-1W style tail transmission system and PVC body parts included in the conversion kit. Clear instructions and diagrams are provided to guide the assembly process.
The document discusses the "Boy Scout rule" which is to always leave a campground or codebase cleaner than you found it. It provides rules for developers which are to ensure any new code added is clean, clean up at least one other aspect of the existing code, and provide examples of improvements like renaming variables, splitting functions, adding tests, and improving readability. Following the rule benefits all developers by leaving code in a better state.
This document outlines the procedure for trimming components through zener zapping. It involves:
1. Measuring components before trimming and determining if trimming is needed based on whether measurements are within tolerance.
2. If trimming is needed, it simulates different trimming steps to determine the optimal sequence to minimize the difference between measured and target values.
3. The trimming sequence is then executed on the actual components.
4. Post-trimming measurements are made and logged to check if trimming was successful in bringing components within specification.
This document outlines a one-year strategy and roadmap for a new Scout to achieve First Class rank. The goals are to master basic Scout skills, complete 6 merit badges including Camping, First Aid, Hiking, Cooking and Orienteering, and improve outdoor survival skills. Tactics include attending a crossover campout, summer camp, and completing requirements at troop meetings and outings over the year.
This document provides an overview of a Venturing Leader Specific Training session. It includes an agenda with topics such as understanding youth, leadership and organization, awards and recognitions, and an advancement game. Key points covered are the purpose of Venturing being to form responsible adults, leadership styles for advisors, crew organization, requirements for various awards like Bronze, Gold, Silver, Ranger, and Quartermaster, and opportunities for leadership roles in Venturing.
What? Sea Scouts? Here? Learn how this program can help with recruitment and retaining your youth. Presentation made a Flint River Council's Scouting University, 5 Nov 11.
The U.S. Naval Sea Cadet Corps provides training to over 12,000 youth cadets each year to develop skills in seamanship, citizenship, and moral character. However, funding cuts in 2013 significantly reduced support for training activities, requiring adaptations. Only a portion of planned trainings were subsidized, increasing costs for cadets. To maintain advancement opportunities, alternative activities like community service were credited. Full funding restoration is needed to resume the program's full commitment to America's youth.
The document discusses the Community Boating Center's (CBC) mission to provide sailing and boating programs for local youth. The CBC aims to enrich lives through recreational boating, promote water safety, and provide a safe boating environment. Its goals are to introduce local youth to water safety and sailing, develop educational sailing programs in schools, and expand community access to boating activities. The CBC runs various youth programs to achieve these goals and develop life skills like teamwork, confidence, and responsibility in participants.
Sail on the Yankee Clipper in 2014. Learn leadership and community service while working with your peers. Open to young people (male and female) ages 14 to 21.
The document is a grant proposal from the Patriots' Path Council to the Verizon Foundation requesting funding for a STEM program. It provides an overview of the Boy Scouts of America nationally and the Patriots' Path Council locally, including their membership policies, programs offered, and goals for 2014-2016 with a focus on STEM, sustainability, Scoutreach, and leadership. It outlines the goals and delivery methods for the proposed STEM program and estimates funding requirements of $250,000 for infrastructure, $200,000 annually for equipment and materials, and $75,000 annually for a STEM Director.
This document outlines a strategy for developing Navy leaders. It establishes a framework for leader development that integrates professional experience, training, education, and personal development through career milestones. The goal is to produce fully prepared leaders by defining leadership outcomes and aligning existing programs. It calls for increased commitment to prioritizing leader development to match the complex demands on Sailors. All Navy communities and organizations must work together to execute this strategy.
NORTHWIND Q1 2020 New Version-10.3-rmb Roger Bazeley AUXPA1Roger Bazeley, USA
USCG Auxiliary District 11 North Official Newsletter 1st Quarter January-March FEATURED IN THIS ISSUE
Commodore Mary Kirkwood
welcomes 2020, our new decade…2
Paddle Craft Safety Examiners…4
Why we do what we do…7
Proper Uniform Wear…11
Ready to Communicate; Ready to Recruit…14
USCG Chef Joins Auxiliary and AUXFS…16
The Demise of Raster Paper Charts…17
Pre-Patrol Stretches and Warm-ups…19
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The CSADD program is a peer mentoring program for sailors ages 18-25 that aims to reinforce a culture of shipmates helping shipmates and prevent destructive behaviors. CSADD chapters discuss topics like responsible drinking, suicide prevention, and off-duty safety in a peer-to-peer format. Chapters are run by the sailors and focus on leadership development and creative outreach programs within their commands.
Boy Scouting focuses on character development, citizenship, and self-reliance through outdoor activities and service. Boys learn skills in patrols led by elected youth leaders and guided by adults. The core principles are embodied in the Scout Oath and Law, emphasizing duty to God, others, and oneself. Scouting develops leadership, teamwork, and good moral character through hands-on learning in nature.
The document provides the Sailor's Creed and Navy Ethos, which outline the core values and principles that guide members of the United States Navy. The Sailor's Creed expresses the commitment of a Sailor to support and defend the Constitution, represent the fighting spirit of the Navy, and serve with honor, courage and commitment. The Navy Ethos describes the Navy as the nation's sea power, ready to serve as guardians of peace and victorious in war. It emphasizes integrity, respect for others, and dedication to mission accomplishment.
Canadian Power and Sail Squadrons (CPS) is a non-profit boating education organization with over 26,000 members across Canada. CPS offers various boating courses taught by volunteer instructors to promote safe boating. Course topics include navigation, weather, maintenance, and more. Members receive discounts on boating equipment and insurance. CPS has been educating boaters for 75 years and invites all to take a course and advance their boating knowledge.
Panelists include: Stephen Ellerin – United States Boating Institute, Stu Gilfillen – U. S. Sailing, Nichole Kalil – ACR Electronics, Inc., and Dan Ratner – National Safe Boating Council.
As the current cadre of Recreational Boating Safety (RBS) leaders ages, it will become increasingly important to attract, engage, and even recruit the next generation of recreational boaters. This demographic is often considerably younger, more physically fit, more diverse, and driven by a different set of motivations than the generations of boaters before them. They are more interested in "boating for the millions, not the millionaires" and traditional RBS organizations will need to adapt if we are to reach them with our message and recruit them into our organizations.
Make a difference in the lives of children and the future of our environment.
Click here to see how you can make this experience available to more children. www.spiritofthesea.org/donations
Jordan Stock is seeking a career that utilizes his experience in sailing instruction and environmental education. He has over 5 years of experience managing sailing programs, including facilitating lessons, coordinating volunteers, and developing STEM curricula. His resume outlines roles as a waterfront manager, head sailing coach, and sailing instructor in Maryland, New Zealand, and Virginia. Stock holds several sailing certifications and has a biology degree from Old Dominion University with a focus on marine biology.
Varsity Scouting is a program for young men ages 14-18 as an alternative to Boy Scouts. It focuses on high adventure activities, sports, leadership development, and service. Varsity Scouts are organized into teams led by a youth team captain and adult coach. Teams emphasize five program areas: advancement, high adventure/sports, personal development, service, and special events. Varsity Scouts can earn the Varsity Letter and Denali Awards through requirements such as participating in high adventure activities, advancing ranks, and holding leadership roles to plan activities in their emphasis areas. The program aims to be youth-led under the guidance of adults.
The document discusses Coastguard Boating Education's (CBE) Safe Boating Programme which aims to provide young people in New Zealand with the skills and confidence to stay safe when boating. The programme delivers core safety messages and skills through practical pool sessions at aquatic centers nationally. It equips children to enjoy boating safely and influences parents to be safer boaters as well. The programme is growing and focuses on primary and intermediate school children, providing a fun experience to teach important boating safety.
2012 Navy Region NW FCPO Symposium (HERITAGE)A.J. Stone
The document discusses the history and development of the United States Navy Sailor's Creed from 1992-1995. It provides details on how the creed was commissioned by the CNO in 1993 to align values and develop a statement to support Navy core values. The final version was edited by Admiral Kelso and approved by CNO Boorda in 1995. It also outlines expectations for First Class Petty Officers in areas like leadership, expertise, professionalism, communication, loyalty, and heritage.
The document provides guidance on the principles of "Brilliant on the Basics" for Navy leaders to ensure the success of Sailors. It discusses the importance of sponsorship, assigning mentors, effective indoctrination, conducting career development boards, utilizing ombudsmen, and recognizing Sailors. Leaders are encouraged to apply these principles daily to prepare Sailors for success and create conditions for their continued growth and advancement in the Navy.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
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Hesan Soufi's Legacy: Inspiring the Next GenerationHesan Soufi
Hesan Soufi's impact on the game extends far beyond his on-field exploits. With his humility, sportsmanship, and unwavering commitment to excellence, Soufi has become a role model for aspiring footballers worldwide. His legacy lies not only in his achievements but also in the inspiration he provides to the next generation of talented players.
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However, in 2023, they played one another twice, with France endearing both matches 4-0 and 2-1 individually. Against Poland and Austria, the Netherlands also have a stout record, winning just under half the matches. They faced Austria at Euro 2020, engaging 2-0, and they haven't lost to Poland since 1979.
The lettering is on the wall for Holland to qualify for the knockouts, but nothing is failsafe. The Netherlands kickstart their Euros campaign against Poland on Sunday, June 16th. In Hamburg, they will have to go up against one of the best strikers in the world, Robert Lewandowski.
Netherlands vs Austria: Tough Challenges Await the Netherlands in Euro Cup Germany
Five days later, they travel south to face France in Leipzig, a side led by Kylian Mbappe - one of the finest players in the world currently and one of the most impressive players in his nation's history. To conclude, they face Austria in Berlin, knowing it could be the end of the road if they don't perform.
Ronald Koeman is widely considered one of the more successful Dutch managers in Premier League history, considering the nation has a reputation for struggling to replicate their talents in England. The former Everton manager went against that script and shone — and now he is back managing his nation.
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Netherlands vs Austria: Ronald Koeman's Tactical Approach For UEFA Euro 2024
As well as being the highest-scoring defender in history, Koeman is a man with immense tactical knowledge. He returned to manage Holland at the start of 2023 after it was announced Louis van Gaal would retire. His life back in the dugout with the team wasn't easy, as he lost his first match 4-0 to France after going 3-0 down within 21 minutes.
However, he eventually helped them qualify for Euro Cup Germany. The 61-year-old likes to organize his team with a defensive mindset. Some might call it pragmatic as he defends with minimal space between the lines, but that's often needed for international football.
Match By Match Detailed Schedule Of The ICC Men's T20 World Cup 2024.pdfmouthhunt5
20 Teams, One Trophy: What to Expect from the ICC Men's T20 World Cup 2024
The ICC Men's T20 World Cup 2024 is set to be an exciting event, co-hosted by the West Indies and the USA from June 1 to June 29, 2024. This edition of the tournament will feature a record 20 teams divided into four groups, competing across 55 matches for the prestigious title.
According to the report, the consumption of video content related to IPL 2024 has seen significant growth, nearly 3 times more than the previous season, reflecting an increasing interest of fans.
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Psaroudakis: Family and Football – The Psaroudakis Success StoryPsaroudakis
Psaroudakis, a name that resonates with football fans around the globe, is a testament to the powerful synergy between familial support and individual passion. Born on March 10, 1992, in the historic city of Heraklion, Crete, Psaroudakis’ journey to international football stardom is a compelling narrative of dedication, perseverance, and unwavering family support. His story not only highlights his athletic prowess but also underscores the crucial role his family played in shaping his career and character.
Psaroudakis’ early life in Heraklion was deeply influenced by a supportive and nurturing family environment. His father, a former semi-professional footballer, recognized Psaroudakis’ potential from an early age. Acting as his first coach, his father’s guidance was instrumental in igniting Psaroudakis’ passion for football. This paternal influence instilled in him a strong work ethic and fundamental skills that would become the foundation of his future success. His mother, a dedicated homemaker, provided a stable and nurturing environment, ensuring that Psaroudakis could pursue his dreams without any hindrances.
From a young age, Psaroudakis showed an innate talent for football. Growing up in Heraklion, he spent countless hours playing football in local parks and streets with friends and family. His natural ability was evident even in these informal settings, and his enthusiasm for the game was infectious. By the age of five, Psaroudakis had joined a local youth football club, where his skills began to flourish. His father’s role as his first coach during these formative years was crucial, as he emphasized not only technical skills but also the importance of discipline and teamwork.
The transition from playing in local parks to joining a structured football environment marked a significant step in Psaroudakis’ journey. At the age of ten, he joined the youth academy of OFI Crete, one of Greece’s most esteemed football clubs. This move marked the beginning of a more rigorous and professional approach to his training. The academy environment was demanding, focusing on honing technical abilities and instilling values of sportsmanship and dedication. Psaroudakis’ dedication to his craft was evident as he quickly rose through the ranks, becoming a standout player in the youth teams.
The support of Psaroudakis’ family was unwavering during this critical period. His father continued to be a source of guidance and mentorship, while his mother ensured that he had everything he needed to succeed. Their collective efforts created a balanced environment where Psaroudakis could focus entirely on his development as a footballer. This familial support was not just about providing the basics; it was about creating an environment where Psaroudakis felt encouraged and motivated to pursue his dreams relentlessly.
As Psaroudakis transitioned from the youth academy to professional football, the challenges became more significant.
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3. MISSION OF THE BSA The mission of the Boy Scouts of America is to prepare young people to make ethical choices over their lifetimes by instilling in them the values of the Scout Oath and Law
4. THE VENTURING OATH As a Venturer, I promise to do my duty to God and help strengthen America, to help others, and, to seek truth, fairness, and adventure in our world .
5. As a Venturer, I believe that America’s strength lies in our Trust in God and in the courage, strength, and traditions of our people. I will, therefore be faithful in my religious duties and will Maintain a personal sense of honor in my own life. I will treasure my American heritage and will do al I can to Preserve and enrich it. I will recognize the dignity and worth of all humanity and Will use fair play and goodwill in my daily life. I will acquire the Venturing attitude that seeks the truth in all things and adventure on the frontiers of our changing world. VENTURING CODE
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7. WHAT IS SEA SCOUTING? Sea Scouting is a youth development program of the Boy Scouts of America for young men and women who are at least 14 years old (and have completed the eighth grade) through 20 years of age. Local community organizations establish a Sea Scout Ship by matching their people and program resources to the interests of young people in the community. The result is a program of exciting and meaningful activities that helps youth pursue their special interests, to grow, to develop leadership skills, and to become good citizens.
8. SEA SCOUT UNIFORM It is recommended that your ship use a uniform in either the Coast Guard or Navy style. Whatever is chosen should be worn by all members and leaders. Sea Scout uniforms come in two classes – dress uniforms (blue and white) and work uniforms (winter and summer). More information on uniforms may be found in the Sea Scout Manual .
9. SEA SCOUT SHIP The Sea Scout ship is a youth-led organization that recruits members, elects officers, and plans programs based on the chartered organizations program inventory. Adult advisors provide training and guidance for the ship’s elected officers.
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11. BOY SCOUTS OF AMERICA The Boy Scouts of America recruits adult volunteers and assigns staff members to provide the following services for Sea Scout chartered organization’s ships .
27. YOUTH PROTECTION “ Youth Protection Guidelines” in the Venturing Leader Manual lists several considerations that the Sea Scout leader must remember
31. LEADERSHIP AND ORGANIZATION The key to success of a Sea Scout ship is informed, enthusiastic leaders, trained youth officers, and an exciting program of interest.
32. SHIP ORGANIZATION AND LEADERSHIP When an organization agrees to be a chartered organization in Sea Scouting, it agrees to recruit adult leaders; a Skipper, one or more Mates, and a crew committee chairperson. These leaders must be adult men and women at least 21 years of age, who will guide the ship.
35. CONSULTANT Consultants are used to provide technical expertise to the program activities being planned by the Sea Scout activity committees. They may be one-time-only participants and are often identified by the PCI.
36. SKIPPERS ARE THE KEY The Skippers are the key to the success of the ship. They must match the interest of the Sea Scouts with the program resources of the chartered organization This is achieved by training the ship officers to lead their ship and by planning a relevant program guided by the adult leaders and crew committee.
37. SEA SCOUT A Sea Scout is a young man or women who has completed the eight grade and is at least 14 years of age but not yet 21. He or she pays an annual registration fee, subscribes to the Sea Scout Oath and Code, attends regular meetings, and is a registered member of a chartered Sea Scout ship
38. ELECTED SHIP OFFICERS These Sea Scouts are responsible for coordinating the process of planning and implementing their ship program The Sea Scout Manual has more complete job descriptions for the officers and adult leaders.
39. ACTIVITY CHAIRS Activity chairs and committees are appointed from the ships membership to carry out specific program activities. This ensures that all Sea Scouts are involved in bringing about their ships program .
40. ADULT - SEA SCOUT TEAMS The elected Sea Scout officers work hand-in-hand with the adult Skippers, Mates and committee members. Activity Chairs work with adult consultants (from ship committee, parents or other qualified adults) Cooperation and teamwork between adults and young adults are essential to the success of Sea Scouting
41. OFFICERS’ BRIEFING As soon as possible after their election conduct an Officers’ Briefing. This is the first step in getting a trained, competent group of officers. (A sample agenda may be found in the Sea Scout Manual ) The briefing is the time to establish the climate and values that you think are important, like the emphasis on being in a partnership with the officers, enthusiasm and fun, trust and responsibility
42. SHIP QUARTERDECK SEMINAR Shortly after the Officers’ Briefing the Skipper and outgoing officers conduct a Quarterdeck Seminar for the newly elected officers. This is usually done on a Saturday or over a whole weekend. This seminar includes: Leadership skills training Crew operations training Crew program scheduling for the upcoming year An outline for the seminar may be found in the Sea Scout Manual .
43. VENTURING LEADERSHIP SKILLS COURSE The Venturing Leadership skills Course, NO. 34340 was produced to help teach young adults the attitudes and skills that good leaders demonstrate. It is designed to be taught to all Sea Scouts in the ship. It is recommended that the ship Skipper and officers conduct the course in an outdoor retreat setting. This course is required for the Silver Award.
44. REFLECTION We can make our experiences more meaningful and effective is we reflect on them. In Sea Scouting, reflection is simply the process of the Sea Scouts talking about their experience immediately afterward. Reflection provides an opportunity for everyone to have input into what happened.
47. STATUS RECOGNITION ACHIEVEMENT BELONGING Youth experts tell us that the healthy progression of a young person into adult life follows the B.A.R.S. staircase shown above. B.A.R.S.
48. B.A.R.S. Young people must feel a sense of belonging to the group (Sea Scout ship). In the ship they should be given opportunities to achieve something meaningful. The Venturing and Sea Scouting advancement programs help fulfill the recognition and status portions of the B.A.R.S. staircase .
54. The Quartermaster Award is the highest award a Sea scout can earn. Prior to earning the Quartermaster Award a Sea Scout must progress through Apprentice, Ordinary and Able Ranks Requirements for these ranks and the Venturing Awards may be found in The Sea Scout Manual , No. 33239B.
55. FOUR LEVELS OF LEARNING Level 1 – You Read it Level 2 – It is Taught to You Level 3 – You Experience it Level 4 – You Teach it to someone else Studies show that we retain 85% when we teach a principle or skill to someone else. Sea Scouting advancement requires level 4
56. CONSULTANTS PLAY A KEY ROLE Skippers should seek help from local experts in the many hobbies and skills referred to in the the Sea Scouting advancement program Remember consultants will need to follow the youth protection guidelines and health and safety guidelines of the Boy Scouts of America.
57. BRIDGE OF REVIEW Young men working on Star, Life or Eagle Palms may be reviewed by either their troop or ship. The bridge of review should be composed of three to six members of the troop or ship committee and quarterdeck. Young men may continue with the ranks of Star, Life or Eagle as a Sea Scout if they have completed the First Class progress award in a troop. The Eagle and Quartermaster bridge of review follow the procedure established by the local council.
58. SHIP REVIEWS Ship bridges of review are required for Sea Scouts working on the Venturing Gold and Silver awards and Sea Scouting Apprentice, Ordinary and Able ranks. After the Sea Scout has completed all other requirements, the ship Boatswain and Skipper appoint a review committee of four to six people including Sea Scouts and adults. This committee reviews the growth of the Sea Scout All Sea Scouting advancement should be reported on the standard BSA Advancement Report form.
59. VENTURING ADVISOR AWARD OF MERIT This award is based on training, quality program, youth leadership development, youth retention and success with Venturing. The Skipper must be nominated by the ship Boatswain and the adult committee chair. (This award uses the Scoutmaster Award of Merit square knot with a Venturing pin device, No. 00940 attached.)
61. PROGRAM PLANNING Young adults join Sea Scouting for the program of the Sea Scouting Ship. The Sea Scouts, using resources from the chartered organization and other sources, along with the skills of adult leaders and consultants, develop a program.
62. PROGRAM PLANNING PROCESS Program Capability Inventory (PCI) The PCI is conducted by the ship committee and adult leaders. Every adult (or Sea Scout) who can help the ship is surveyed as to their profession, hobbies, contacts, equipment access and skills. This inventory forms the basic resource pool for ship activities
63. PROGRAM PLANNING PROCESS Venturing Activity Interest Survey This questionnaire is taken by the Sea Scouts. It provides information on what activities the Sea Scouts are interested in doing. The survey should contain possible activities over all of the program emphasis areas.
64. PROGRAM PLANNING PROCESS Brainstorm After surveying the Sea Scouts on their interests you should brainstorm additional activity topics. This brainstorming should include the entire ship membership. (See the “How to Brainstorm” in the Venture Leaders’ Manual .)
65. PROGRAM PLANNING PROCESS Match activity interests with resources Match the activity interests with the resources on your PCI. Where a match exist you have a potential program. The ship committee will need to recruit or acquire other resources for the remainder of the Sea Scout activity interests.
66. PROGRAM PLANNING PROCESS Fill in the gaps The ship officers might feel that other activities should be included to better balance the ship program. These might include other Sea Scouting activities, other activities for your chartered organization, standing ship activities, training sessions, annual recruiting open house, etc.
67. PROGRAM PLANNING PROCESS Schedule the Activities List each activity selected on your ship calendar. You will need to schedule two ship meetings, a quarterdeck meeting, and one other activity each month. Remember to backdate major activities such as your big superactivity for the year. Watch out for date conflicts. This program scheduling is done at the Quarterdeck Seminar.
68. PROGRAM PLANNING PROCESS Select Sea Scout Activity Chairs and Adult Consultants An interested and capable Sea Scout is appointed to serve as chair for each activity and is assisted by an adult consultant from the PCI who has knowledge about the particular activity. This team manages the planning, development and execution of the activity.
69. PROGRAM PLANNING PROCESS Follow-up is vital! Assume nothing. At your monthly quarterdeck and ship committee meetings check on the status of the program development.
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71. OPEN HOUSE Each year to recruit new Sea Scouts to your ship, you will want to conduct an open house program. This meeting is devoted to showing your ship to prospective members and getting them to join. Young adults are invited by letter or personal invitation. Remember the council often does interest surveys of high schools in your area. The open house should be held early in the fall. The Sea Scout Manual has detailed information for conducting the Open House.
72. SUPERACTIVITY The highlight of your ship's program year will be a Superactivity , a major project or trip requiring extensive planning and preparation. It serves as the long range goal to retain members interest and will generate publicity and interest in your crew. The Sea Scout Manual contains a how-to guide for planning a Superactivity
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75. The Venturing Leader Manual contains information on the Venturing achievement program and the Youth Protection Guidelines of the Boy Scouts of America.
76. The reference guide to running safe Sea Scout activities, include information on restricted activities
77. VENTURING AWARDS LEADERSHIP AWARD Presented by Councils/Regions and National Council to Sea Scouts, Venturers and adults who have made exceptional contributions to Venturing ADVISOR AWARD of MERIT Recognizes Ship Skippers and Crew Advisors for outstanding ability to work with youth. Skippers are Nominated by ship boatswain and adult committee chairman
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79. SEA SCOUTING/ VENTURING INFORMATION Additional information on the Venturing and Sea Scouting programs may be found on the National Boy Scouts of America and National Sea Scouting web sites: bsa.scouting.org www.seascout.org