Scouting, Volume 63, Number 1, January-February 1975 Page: 40
68 p. : ill. ; 28 cm.View a full description of this periodical.
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chance to get paid for volunteer work
he'd enjoyed doing free for years. "I'm
crazy about kids,'' he says. "I like to
see them get a fair shake and have a
good time. I like to see kids growing
up right. Scouting helps make that
happen."
In each instance the loaned execu-
tive mastered his job quickly. Because
each man was older than the green
executive in Scouting, he could sum-
mon his years of experience to solve a
problem he'd encountered before in
different surroundings. Without excep-
tion each man was eminently success-
ful. When Dennis Fischer came on the
job, there were 85 Explorers in seven
posts. When he left two years later,
there were 400 Explorers in 23 posts
— with exciting council Exploring
events happening. And a solid, work-
ing Explorer post presidents' associa-
tion was directing those events.
The pre-Cuddy years saw Scouting
publicity in the five Scout councils in
Colorado more or less a catch-as-
catch-can basis. Though events like
the fall membership roundup were
conducted simultaneously in these
councils, each would issue its public-
ity independent of the others, and
lessen the chance of all five councils
getting broader coverage from the
news media.
Summer camp promotion was an-
other major duplication of effort, though
there were opportunities for great
savings in money, manpower and time
if this promotion were coordinated.
Frank Cuddy pulled together all of
these publicity efforts for the Colora-
do councils and endeared himself to
newspaper editors and TV and radio
station managers throughout the state.
No longer did they have to deal with
half a dozen different men trying to sell
them on presenting a true picture of
Scouting to the public. Frank Cuddy
was their single, best contact.
Scouting in South Bend, Indiana's
predominantly black, less-chance
neighborhoods hungered for the per-
sonal attention of a dedicated Scouter
with a knowledge of the program — a
dynamic man with a habit of working
long hours. Bob Unwin brought these
qualifications to the tough job of com-
munity services director. "When I'd
drop back to the Bendix plant, the
guys used to kid me. 'Boy, you've got
it made now.' I'd answer, 'Yeah! Now
instead of working a 40-hour week, I'm
working 60-80 hours — and no over-
time.' But if it helped the kids, I didn't
mind."
It's difficult to translate Bob's suc-
cess into numbers, though it can be
done. He can boast of the difficult and
often frustrating work of organizing
four new Scout units for inner-city
kids. He can count 78 kids he led to
summer camp, acting for five different
week-long periods as provisional
Scoutmaster because there were no
other top leaders to take the kids. Bob
also recalls taking seven inner-city
youngsters to the BSA's Wisconsin
canoe base. What a time of their lives
— for the kids and Bob Unwin.
Most of his job was that of rebuild-
ing, of holding what was accomplished
by his predecessors. But a distinctive
achievement of his was starting
roundtables specially geared for the
inner-city leader. Bob found that the
inner-city Scouter was sometimes em-
barrassed by his ignorance of Scout-
ing, his lack of expertise in other
fields. He needed some self-
confidence, and he found it at round-
tables with other inner-city Scout
leaders, a clan comfortable in each
other's company. It became a group
that together got its feet on the ground
and eventually joined the regular dis-
trict roundtable.
When Bob returns to Bendix, there'll
be someone to take over where he left
off. When I last saw him, Bob was
training a young black assistant dis-
trict Scout executive who was de-
termined to keep Scouting strong in
the less-chance areas of South Bend.
Obviously, Scouting benefited from
the loaned executives program. But
what about the impact on these men?
Said Dennis Fischer, "I got a chance
to do some fresh thinking again. I was
becoming a little stagnant in the old
job. Besides, now I'm not afraid to be a
salesman. I figure if I can sell sponsors
and individuals on committing them-
selves wholeheartedly to Exploring, I
can sell anything."
Dennis also cited the success of
loaned executives before him who'd
worked for the State and were
borrowed by the council. "One was an
Indian who worked for Scouting as an
Exploring executive. He became in-
terested in a law enforcement career
and was finally placed as a juvenile of-
ficer. And he's still there, happy as can
be. Another loaned executive was be-
friended by the local Chamber of Com-
merce officials. When his loan term
expired, he accepted a job with the
Chamber."
Frank Cuddy claims that the loaned
executive job offered him a shot at
western living after making his home in
New York State for most of his life.
"My wife and I took the best of three
worlds. We both love Colorado,
Scouting and community service. We
both like to paint, photograph and fish.
This job lets us do them all. The
chance to work in Scouting was an op-
portunity to do something that was
fresh. When I return to IBM, I'll know
the country a little bit better. I'll be
able to help my company better serve
the community."
Working among black people has
been a fascinating experience for Bob
Unwin. "You know those preconceived
ideas some of us have about poor
blacks? From my Scouting in the
inner-city I gained a better apprecia-
tion for black people, their lifestyles.
"This stint renewed my abilities to
deal with people. Because of this I
think I'll return to Bendix a more val-
uable employee. Frankly I not only
hope to get my old job — I feel I can
get a better job with Bendix."
Though all three men had a satisfy-
ing tour of duty, they endured the
same difficulties faced by many
Scouting professionals. Maybe when
they return to their normal employment
that will help them to communicate to
fellow volunteers the task of the BSA
professional. Said Dennis Fischer, "If
we had more exposure, more pub-
licity, I don't think Exploring would
have any trouble. It was difficult get-
ting volunteer help. It was frustrating
— knowing you have a good program
— yet not being able to get help to ex-
pand it."
As a man who was constantly mov-
ing amidst the hustle of a Bendix ma-
chine shop, Bob Unwin disliked desk
work. But in Scouting there had to be a
certain amount of time spent grinding
out reports, composing speeches, de-
tailing written plans for what he'd be
doing next week, next month. "I'd have
to say that office work was the most
distasteful part of this job."
But distasteful or not, as short-lived
as their job as loaned executives was,
each man left the program richer than
he found it. Each brought a new per-
spective to it, to his comrades in
Scouting and to his own life. Each
loaned executive —and each industry
lending us one of its people — did
make the community a better place. In
Bob Unwin's words, "We were all try-
ing to teach youngsters how to lead,
how to build their self-confidence and
character and how to participate as
good citizens." ■
40
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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/m1/40/: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu; crediting Boy Scouts of America National Scouting Museum.