gaged and he has inadequate time for developing the large, broader aspects of his organization's service. The following drawing adapted from Knoeppel, makes this very clear:

The problem of the Scout Executive, however, is two fold here. He must delegate details within the limits of need and efficiency to his own salaried staff. But in dealing with his volunteer staff, he must spare them all possible detail, seeing that the paid staff thus protects the volunteer staff.

Limits of Discretion

Definitely understood relations and spheres of responsibility are very important. These are most effective if made matters of record. With volunteer leaders, what they want done for them can be ascertained in a helpful spirit of good team play.

G. H. Shepard in his book "The Application of Efficiency Principles" (1917), has clearly and tersely pointed out that in giving "instructions" to a subordinate one must

a)-Set clearly the limit of his discretion:

b)-Accord him full discretion within those limits. This is sound for the paid staff-but with the volunteers, the Executive must find out what, they expect him and his office to do for them to aid them in accomplishing their definite task.

The Volunteer

The usual text books on Executive problems are, as those quoted, written with the Executive of a paid organization in mind. The Scout Executive has no such control over his men, they are serving as volunteers and their satisfaction and morale and friendship are the Executives only "control" over them.

Then too, the large paid staff of assistants is not of itself an ideal, necessarily, to be desired and sought.

The very social nature of Scouting in helping a community help its own boys makes the following the rule "as few paid workers as consistent with effective service" and then further recognition that the paid staff exists to mobilize, train and energize the largest effective volunteer groups, which groups do the real Scouting.

The Executive in the large city is therefore, like the executive in the village, dependent on the volunteer. What organization, division of labor, and efficiency devices he can have will depend on the quality and quantity of the volunteers he can enlist, train and keep active in service.

His organization depends and is composed largely of men upon whose time Scouting is not the first claim. His program therefore, must be elastic enough to recognize that fact. And as stated at the beginning of this chapter the Scout Executive is not a leader ex-officio, but is a leader by the consent and recognition of those led.

INTERSTATE PALISADES PARK, N. Y.

(Photo by Kolm, Queens, N. Y.)

The Executive should be a man of honor, upright in every dealing with his fellows, and portray in his life and practise the principles of the Scout Oath and Law.

Relationships. (a) To the Council which employs him. He should have a joint memorandum and for mutual understanding, a definite agreement with the council specifying not only salary, vacations, and other general matters but specifically dealing with his duties, responsibilities, and other affairs related to his office. He should then in the spirit of unselfish service do more than is called for in the letter of his agreement.

Any service performed or time spent by the Executive apart from his regular duties as agreed upon, and for which he may receive compensation or any value consideration, should be done-if it is done with the knowledge and consent of the council employing him.

It is not regarded as wise for any Scout Executive to act as agent for or receive commissions from the sale or recomendation of any Scouting supplies or goods related to Scouting and Executives are cautioned as to their procedure in the matter of accepting samples of goods used in connection with their work and of giving testimonials concerning the same, since injudicious procedure in these particulars may result in undesirable complications.

(b) To the Scouts under his supervision. He will never exploit the boys in the interest of his own prestige or advantage, nor will he permit them to be exploited by the Scout organization for its financial or other advancement, nor for the mercenary advantage of any other organization, firm, or individual. His relations to the Scouts and to the Scout organization will always be considered by him as a sacred trust.

(c) To his fellow Executives and to the Scout Movement as a whole. Every Executive entering the service thereby incurs an obligation to uphold the dignity and honor of the profession and will seek to promote its scholarship and efficiency, to elevate its

moral tone, and co-operate heartily in the collection and compilation of useful material which will add to the knowledge of and assist in the formulation of principles and regulations for the benefit of the office of the Scout Executive.

Recognized business procedure and courteous consideration of requests for information and co-operation should be strictly observed as matters of honor.

Organized conferences, institutes, and conventions should receive his active support and be utilized as an opportunity for cultivating fellowship, for exchanging experiences, and for the advancement of scientific and practical knowledge and the maintenance of ethical standards.

In all competitions in Scouting activities with representatives of other councils and in the keeping of records, and in the reporting of Scouting achievements he shall practise the strictest accuracy and the highest integrity and sportsmanship.

Executives seeking associates will as a matter of courtesy notify the senior Executive with whom the person in question is associated that he is in communication with his associate and send him copies of all correspondence.

(d) To those seeking professional or personal counsel of the Scout Executive. All confidential information should be guarded with strictest fidelity and honor provided however that this does not preclude the taking of proper measures for the protection of individuals, the Scout movement, or other organizations.

(e) To the public. The Executive should exemplify in his relations to the public the essentials of true character in the keeping of appointments, in his general deportment, in the promptness with which he meets business obligations, and in the interest which he takes in matters relating to public welfare.

(f) To the Churches and other organizations. He should be tolerant in his religious ideas and seek to co-operate with churches of all creeds and faiths and with all legitimate agencies which are seeking to advance the interests of boys.

Reprinted from "The Scout Executive," April, 1920.

CHAPTER III

THE COMMUNITY SURVEY

General Plan

To ascertain the facts, to inventory conditions about boy life in his community is the first step which the thinking executive must make before he can intelligently counsel toward a plan of work. This is equally true of the executive entering a new field and of the executive desiring new efficiency in his present location.

Search of the literature of surveys has failed to reveal the development of comprehensive procedure in community surveys of boy life. Very excellent surveys of parts of the problem have been made by various scout leaders, some of whose results are here used as illustrative material. It has seemed imperative therefore to develop a suggestive "boy-survey" program outline for the Scout Executive.

It has been a general principle of school, business, and industrial surveys and auditing to have an impartial, outside expert make the survey. This has decided advantages where it is desired to establish whether or not the local staff are doing good work. Such questions easily become controversial. and outside judgment is often the only expedient.

The purpose of the Scout Survey, however, is primarily to accumulate certain statistical facts as to how many boys there are and how their time is occupied-points about which there is no necessity for controversy, no particular "O. K."-ing or criticising of other's work but rather an enumeration.

For this reason, Scouting is enabled to be true to its ideal of broad community cooperation with existing agencies-and therefore, in making surveys