Scouting, Volume 63, Number 1, January-February 1975 Page: 39
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Scouting task for a given time, usually
six months, one year, two years.
Generally the agreement is that the
loaned executive gets paid by the
parent company and is granted all
company benefits such as insurance
and hospitalization. When he leaves
his regular employment, he begins
working for the council Scout execu-
tive or other Scouting superior. Re-
ports of his progress go to his regular
employer. At the end of the loan
period, he is guaranteed his old job
back with all his benefits and seniority.
Employer, loaned executive and
Scout council all understand that the
loaned man is to augment the council's
existing career staff. He isn't recruited
as a money-saving measure.
How does a Scout council request a
loaned executive?
In Dennis Fischer's case, his job on
the Governor's Council was phased
out. He had to find some worthwhile
job either in a State or community
agency. Fortunately his credentials
matched those demanded by Scout
Executive Pete Knauff who was
searching for an additional man to
work in Exploring. The job sounded in-
triguing to Dennis and so he became
an Exploring executive charged with
getting more teenage kids involved in
that program.
With Frank Cuddy it was a bit differ-
ent. He'd served as a Scouting volun-
teer for many years. Back in '73 Frank
had done a first class job as feature
writer of the newspaper at the Nation-
al Scout Jamboree — East. Two years
ago when he heard that IBM was offer-
ing its executives a leave of absence
to work with certain social agencies,
Frank put in his bid for a public rela-
tions job with the BSA. Before he knew
it, the papers were signed and he was
headed to Denver for his new position
as Public Relations Coordinator for the
Colorado Scout Councils.
Like Cuddy, Bob Unwin had a rich
Scout experience in the early 1930's,
and was later a volunteer leader in
South Bend, Ind., where his two boys
were in a Scout troop. He read about
the loaned executives' program in the
Bendix employees' paper. After a talk
with the South Bend Scout executive,
Bob offered his services for a year.
The answer said yes. When the smoke
cleared, Unwin found himself with a
new title —community services direc-
tor working to expand Scouting in
less-chance areas of South Bend.
Whether it was in Indiana, Coloradp
or North Dakota, it wasn't hard to
understand what motivated Scout
councils to ask for a loaned executive.
Nor was it difficult to understand why
industry was offering top flight men.
But why would a man interrupt his
career for a short term assignment?
Each man gave basically the same an-
swer, "I like kids. I saw this as a
chance to do Scouting a Good Turn."
For Dennis Fischer, the Exploring
job was a bit more. His old assignment
no longer existed. There was still
Federal money through the State to
continue his pay but he had to find
someone who needed his talents.
For Frank Cuddy in his fifties this
was a chance for a stimulating break in
midstream. "Here was a close-contact
people job —and I like people. I want-
ed to meet some new people, just
change my old surroundings for a
while. The Colorado job offered the
freedom of making my own schedule
to fulfill some community needs."
Bob Unwin was intrigued by the
ADIGPUL5
FOR
SCOUTING
A
BY ERNEST DOCLAR
Dennis Fischer mastered task of recruiting man-
and woman-power in Exploring. Greatest coup
was talking wife Jill, above, into
becoming his replacement when he left council.
Executives-on-loan program did wonders for
everyone involved. Reda Phillips, left,
neighborhood center director, helped Bob
Unwin understand problems of inner city.
39
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Boy Scouts of America. Scouting, Volume 63, Number 1, January-February 1975, periodical, January 1975; New Brunswick, New Jersey. (https://texashistory.unt.edu/ark:/67531/metapth353656/m1/39/: accessed April 19, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu; crediting Boy Scouts of America National Scouting Museum.