Utah National Parks Council Eagle Advancement Procedures and Guidelines Scope: Authority: References: Definitions: District Advancement Chair

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1 Utah National Parks Council Eagle Advancement Procedures and Guidelines Scope: The purpose of this document is to provide a standard set of procedures and recommended Guidelines to be used by all Districts in the Council. This will provide structure and uniformity throughout the Council and allow for all Scouts in the Council to have a known set of procedures to follow as they pursue the journey from Life to Eagle. Authority: The procedures listed below are in accordance with National Standards as outlined in the Guide to Advancement (2011), except where noted. It is the desire of the Council to delegate the authority for the execution of these procedures to reside at the District level, with the District Advancement Chair holding that authority. This Authority is detailed in the Guide to Advancement, Sections and As outlined in the Guide to Advancement, Section , no Council, Committee, District, Unit, or Individual has the authority to add to or subtract from advancement requirements. There are no camp-related exemptions except those described in Advancement for Members With Special Needs, Guide to Advancement, Section References: The Guide to Advancement is the official source for administering advancement in all Boy Scouts of America programs: Cub Scouting, Boy Scouting, Varsity Scouting, Venturing, and Sea Scouts. It replaces the Advancement Committee Policies and Procedures and Advancement and Recognition Policies and Procedures, which are no longer valid. Definitions: District Advancement Committees may contain the following members. In order to provide consistency and uniformity, the following positions are defined so that everyone may use the same terminology. This is not meant to specifically define the role, but to identify a title for the function. District Advancement Chair Member of the District Committee in charge of all advancement in the District District Advancement Committee Members of the District Committee that are dedicated to advancement and operating under the direction of the District Advancement Chair. Members must be trained prior to serving, regardless of experience or ecclesiastical or civic position. District Eagle Coordinator Member of the District Advancement Committee in charge of all Eagle affairs. Eagle Candidate A Scout that is not yet 18, has achieved the rank of Life Scout, and is working on completing the requirements for the rank of Eagle Scout. Eagle Coach Trained member of the District Advancement Committee assigned to coach, guide and assist Eagle Candidates through the process of progressing from Life to Eagle. Page 1

2 Procedures, Guidelines, and Clarifications 1. Eagle Application 1.1. Name and dates of Merit Badges are to be pulled from the Unit Member Summary Report that the Unit obtains from Internet Advancement The application must be the current version published and can be found at: The application must be on a single piece of paper, printed front and back The District Advancement Chair or designee will contact the Council office for confirmation of Join Dates via . No other individuals should do so Requirement Activity is clearly defined in the Guide to Advancement, Section Requirement This section must be filled out completely by listing addresses, phone numbers and addresses for all individuals listed Parents/guardians: Can be Mother or Father unless outlined below Religious: In a unit sponsored by the LDS Church, this should be the Bishop. In other units, this needs to be the head of his religious institution. As a Best Practice this letter should be on official letterhead of the religious organization. If one parent is the religious leader, the parent letter must come from the other parent. If the Scout is not a member of an organized religion, the religious letter should come from his father or guardian Educational: This should be a current or very recent teacher, coach, seminary teacher or other person that interacts with the Scout in an environment at least 2-3 times a week outside of the Scout s home. If he is home schooled, then the parent or guardian who is the primary source of education should be the author of the Education letter and the other parent or guardian should be the author of the Parent letter. This may not be a Sunday school teacher, or someone who does not see the boy in an educational environment at least 2-3 times a week Employer: If the Scout has a job, he asks his supervisor to write a letter Two other references: As a Best Practice, if at all possible these individuals should not be related to the Scout. He could ask church acquaintances, his friend s parents, a neighbor, etc. These persons must be over age It is the responsibility of the District Advancement Chair to determine how the letters shall be requested. Section of the Guide to Advancement states that the Scout may assist with this The completed letters should never be given to the Scout and he should never see the content of these letters. They are for the Board of Review only. Due to the sensitivity of the information in the letters, they should never be given to anyone other than a designee of the District Advancement Committee who has been trained in the proper handling of these items It is the responsibility of the District to follow-up on the letters and to ensure that they arrive prior to the Board of Review. The Board of Review may not be postponed or denied for lack of letters, and the Scout may not be asked to submit additional references or to provide replacements While it is discouraged, if the only method to timely receive a letter is via electronic methods, the letter should be sent as an attachment so that the private information of the sender may be maintained In extreme circumstances, and as a last resort, it is permissible for the District to obtain a verbal recommendation. If a verbal recommendation is obtained, it should be noted as to the time and date of the conversation as well as the person who received the information. Page 2

3 The letters shall stay with the Eagle Packet and be submitted to the Council If a Board of Review is not successful, or there is a possibility that the decision will be appealed, the letters shall remain with the packet until an appeal process may be concluded If after a reasonable effort no response can be obtained from any references, the Board of Review must go on without them Requirement The Scout should coordinate with his Unit Advancement Chair in his unit to obtain a Member Summary Report from Internet Advancement. This report will show all of the Merit Badges (and other awards, including some rank advancements) recorded at the Council It is important to realize that once a Scout is registered as a Venture Scout, the Member Summary Report may not reflect rank advancements of First Class and before Items must be checked to ensure that all Merit Badges were earned at the appropriate time Merit Badges, 4 of which must be Required earned before Star was awarded An additional 5 Merit Badges must be earned, 3 of which must be Required before Life was awarded First Aid must be earned before Emergency Preparedness Personal Management, Personal Fitness, and Family Life require 3 months of effort. These cannot be completed until at least 90 days after a Scout is registered Requirement For clarification on this, refer to Section of the Guide to Advancement Positions served in a religious capacity are not eligible. Positions of responsibility should reflect proper BSA terminology and are limited to those outlined on the current Eagle Application Requirement For Clarification on this, see section of the Guide to Advancement Further clarification, guidelines, and policies are outlined in the Eagle Project section of this document Requirement For clarification on the unit leader conference, refer to Section of the Guide to Advancement The Scout should be expected to spend a significant amount of time and thought on his statement of ambitions and life purpose and present a quality statement. This statement shall be included in the final packet presented to the District Advancement Committee in advance of the Board of Review. The boy s Coach may be able to guide and offer suggestions as to what should be included in the document. 2. Eagle Project (Requirement 5) 2.1. The most current workbook must be used and it can be found at: The Scout is responsible for reading the workbook from cover to cover Eagle Scout projects must be evaluated primarily on impact: the extent of benefit to the religious institution, school, or community, and on the leadership provided by the candidate There must be evidence of planning and development An Eagle project should be of such a size and scale that it has a significant impact on the beneficiary and the community Each Eagle Project is to be reviewed and determined by its own merit as it Page 3

4 relates to the Scout Each Eagle Project must be an independent project and may be approved or rejected independent of what has, or has not been approved in the past When looking at a proposal, many times the Scout will need to enhance and revise his project so that it meets the requirement No Scout should implement his project prior to achieving the rank of Life Scout or prior to project approval. If this occurs, the project is invalid and the Scout will be required to begin a new project Coaching An Eagle Coach is a registered Scouter and is trained by the District Advancement Committee An Eagle Coach is acting under the direction and authority of the District Advancement Chairman The District Advancement Chair is responsible for maintaining and coordinating and training Coaches As a Best Practice, the Council recommends at least 2-4 Coaches be identified and trained in each Sub-District While a Coach is not required by the Guide to Advancement, this assistance will be invaluable to the boy. Therefore, it is recommended as a Best Practice For further explanation and description of an Eagle Coach, refer to the Guide to Advancement, Section Proposal Development, Presentation, and Approval A Scout should identify the project and beneficiary. The Scout Leaders should be involved in guiding this process A best practice suggestion is that each Unit should have a designated individual to act at the Unit level to assist with this function. If they need advice or information, they should consult with the District Advancement Committee. This could be a Unit Advancement Chair or Committee Chair A Scout should identify the need and develop it into an Eagle Project. If the Scout is not the planner, or does not develop the project, the project will be invalid and the Scout will need to identify a new project Once the Scout identifies a project based upon a need, he should contact the beneficiary and discuss the possibility of doing a project. He does NOT get approval at this point Once the beneficiary agrees that the project is needed and viable, the Scout shall write up the proposal using the current Eagle Scout Service Project Workbook, completing the Proposal section in its entirety The Coach and the boy discuss the proposal and work to develop it into an approvable project. The Scout collects the comments from his Coach and leaders to develop the idea into a proper Eagle project. (See Guide to Advancement, Section ) The boy should then meet with the beneficiary and receive their approval. It is critical that we honor the beneficiary with the opportunity to review a fully developed proposal as opposed to trying to have them sign off on an idea or concept only When satisfied with the proposal, the unit leader and unit committee should sign with their approval When the proposal is sufficiently ready and all three signatures have been obtained, the boy shall present the project to the District Proposal Approval Committee. The District Proposal Approval Committee shall be a panel of at least 3 members of the District Advancement Committee The District Advancement Committee shall provide comments on the proposal The boy will work with the Coach to complete the planning and development of the project, taking into account any recommendations/suggestions of the Committee. Page 4

5 The boy should be in constant communication with the beneficiary, his Coach, and his leaders to ensure that all comments are reviewed and accepted as appropriate It is to be considered a Best Practice that the District Advancement Committee provide this opportunity for proposal review at least twice (2X) per month, or as often as necessary Occasionally, it will be necessary for special sessions to be held in order to expedite the approval of a project related to specific time-sensitive opportunities for great projects such as in times of need related to natural disasters. This should be done without sacrificing the quality of the process or project. The Scout should still be held to the same requirements of scale, impact, and maximum benefit to the beneficiary The Scout shall present his proposal in front of the Committee where he should be prepared to defend verbally the written document. He should bring his leader, parent, or Coach with him. It should be a Best Practice that the boy be in uniform A proposal may be approved if it meets Requirement 5 as outlined on the Eagle Scout Application An Eagle project should be of such a size and scale that it has a significant impact on the beneficiary or community The Scout must show that planning, development, and leadership will take place It must be realistic for the Scout to complete Action steps for further detailed planning may be included There must be a list of the key steps he will take to make sure that his plan has enough details to be carried out successfully Planning and development require forethought, effort, and time. This should be evident in the write-up If the Committee determines that the project is approvable as written, the Proposal is signed and the boy may begin his project If the Committee determines that more development, or some other clarification, is required, instructions will be given The boy will then be expected to make the modifications and re-present himself and his proposal in front of the Committee Guidance from a Coach maximizes the opportunity for completion of a worthwhile proposal. If requested by the Scout or his parent or guardian, an explanation of a proposal rejection will be provided in writing, with a copy sent to the council advancement chair and staff advisor Support from the Coach and the entire District Advancement Committee will be readily available and strongly recommended. Ultimately, however, the responsibility for success belongs to the Scout Execution The responsibility for success or failure of the project belongs to the Scout The Scout may, at any time, and is encouraged to, consult with his leaders and/or Eagle Coach for insight, guidance, and opinions that may help him make decisions that affect the planning, execution, or outcome of the project The Scout is expected to carry out the project as it is outlined in the approved proposal to the maximum benefit of the beneficiary Any changes to the project should be outlined under the Changes section of the project workbook Evaluation after Execution For more information on Boards of Review, refer to Guide to Advancement, Section Further clarification, guidelines, and policies are outlined in the Boards of Review section of this document. Page 5

6 3. Fundraising 3.1. The page after the Fundraising Application in the Eagle Scout Service Project Workbook provides details surrounding fundraising Guide to Advancement, Section provides further clarification Only the District Advancement Chair or Council Advancement Chair may sign the Fundraising Application (Eagle Scout Service Project Workbook) on behalf of the Council. 4. Boards of Review 4.1. The Board of Review is conducted ONLY under the Direction and Authority of the Council Advancement Chair and/or District Advancement Chair. Any other execution of a Board of Review will be deemed invalid and not accepted by the Council Within Utah National Parks Council, Eagle Boards of Review are held at the district level. Eagle Boards of Review are, under no circumstance, to be held at the unit level. In those districts where travel or distance would be a hardship, Eagle Boards of Review may be held at the sub-district level; however, this should be considered the exception to the rule and must be approved by the Council Advancement Committee All paperwork should be reviewed by members of the District Advancement Committee for completeness and accuracy before the Board of Review is scheduled. Specific attention should be paid to the following: All dates must be correct. This included Join Dates, Advancement Dates, and Merit Badge Dates The Scout should not fill in the Join Dates initially. This information will be collected by the District (not the Scout) from the Council office All signatures must be from current registered Scouters (where applicable) Leadership experience must coincide with the appropriate registered unit. (Troop, Team, or Crew). For instance, the Scout cannot use Senior Patrol Leader for time that he is registered in a Crew It is preferred a Scout be in full field uniform for any board of review. He should wear as much of it as he owns, and it should be as correct as possible, with the badges worn properly. It may be the uniform as the members of his troop, team, crew, or ship wear it. If wearing all or part of the uniform is impractical for whatever reason, the candidate should be clean and neat in his appearance and dressed appropriately, according to his means, for the milestone marked by the occasion. Regardless of unit expectations or rules, boards of review may not reject candidates dressed to this description; neither may they require the purchase of uniforming, or clothing such as coats and ties. (Guide to Advancement, Section ) The Scout should be presented by his Scouting leader. This is to allow for introductions and another point of reference for the Board of Review. While the leader is not required to be in the room, the leader is invited to be present during the Board of Review to provide additional clarification if necessary and if he is invited to do so Even though the leader may be in the room, neither Unit Leaders, nor Assistant Unit Leaders may serve on the Board of Review for an Eagle Candidate from their Unit It is recommended that the members of the board be from outside of the Scout s sub-district to ensure that they may be truly impartial A certain level of formality and meaningful questioning should exist, but it is important the atmosphere be relaxed. (Guide to Advancement, Section ) Page 6

7 The Scout s parents, relatives, or guardians may not be in attendance in any capacity not as members of the board, as observers, or even as the unit leader. Their presence can change discussion dynamics. (Guide to Advancement, Section ) Deviations to this may be made at the discretion of the District Advancement Chair, or in the case of physical or mental disabilities. If a parent or guardian is in the room, their involvement should be kept to a minimum and they cannot be an active part of the Board of Review panel The Board of Review should be thorough, but not rushed. Eagle Boards of Review generally last 30 minutes. Every effort should be made to not extend it beyond 45 minutes. Occasionally, in order to understand the nature of the qualifications of the candidate the Board may need to be extended. 5. Approval of the Eagle Rank 5.1. To approve awarding the Eagle Rank, the board must agree unanimously. Every effort should be made to deliberate with careful consideration of each member s perspective, and in sufficient detail as to avoid factual misunderstanding. It is appropriate to call the candidate back if additional questions may provide clarification. Still, if any member dissents, the decision cannot be for approval. In the case of such disagreement, the board shall be suspended and the Council Advancement Chair shall be contacted If the members agree a Scout is ready to advance, he is called in and congratulated. The Board of Review date not that of a subsequent court of honor becomes the rank s effective date. (Guide to Advancement, Section ) 5.3. The Board of Review should feel that it can operate in the best interest of the Scout. This means granting or denying approval, without repercussions. If the Board does not feel this is possible, or feels that they are improperly being pressured, or influenced, they should notify the District Advancement Chair immediately and the board should be suspended until an investigation is held. 6. Submitting completed packets to the Council 6.1. The District Eagle Coordinator is responsible for finalizing and submitting paperwork to the Council As Boards of Review are completed, paperwork should be compiled in the following order: First page shall be the most current Eagle Statistics form filled out completely. This is to be done by a District Representative If a project is to be considered for Eagle Project of the Year, or Conservation Project of the Year, it should be so indicated The second page shall be the Eagle Application. See above for guidelines on completing this Next should be the copy of the Scout s Internet Advancement Report The next pages should be the Letters of Recommendation, in the order that they are listed on the Application If a verbal recommendation is obtained, that should be noted as to who received that with the date and time The completed Eagle Scout Service Project Workbook, in its entirety, including any additional supporting documents, pictures, commendations, or other items that are necessary for clarification of any aspect of the project should all be returned to the Scout at the successful completion of the Board of Review The Statement of Goals and Ambitions should not be submitted to the Council, but, instead, returned to the Scout at the successful completion of the Board of Review. Page 7

8 Paperwork shall be consolidated in a paper folder, or paper clipped together. It should NOT be stapled, glued, or in any sort of a binder The completed, organized packet should be submitted to the Council no more than 1 weeks after the successful Board of Review. Page 8

9 7. Special Project Considerations Blood Drives 7.1. In the Guide to Advancement, Section , it states: It is important not to categorically reject projects that, on the surface may not seem to require enough planning and development Consider, for example, a blood drive. Often rejected out of hand, this project, if done properly, could be acceptable. If the candidate proposes to use a set of canned instructions from the bank, implemented with no further planning the planning effort would not meet the test The Utah National Parks Council has met with blood bank official representatives and we have worked out approaches that can comply. There is a minimum of donors that need to participate in the project A good test of any project is to evaluate its complexity. Elements of challenge and complexity can be added so there is a clear demonstration of planning, development, and leadership. If a youth is thinking about a Blood drive project, he must take into consideration the scope, size and impact The project must allow a Scout to demonstrate creativity, planning and leadership of others. An example of a blood drive that would NOT qualify as a good Eagle project would be the one that is sponsored and organized by a church who then passes the administration of the drive to a Scout. This breaks several requirements: The Scout is not able to plan, develop, and give leadership to others The Scout is doing routine labor something that the church would have otherwise assigned to a member to do An example of a blood drive that would better qualify as a good Eagle project would include: The Scout does all the planning (i.e. setting the date, the place) The Scout contacts and works directly with the organization that is going to draw the blood The Scout does not use the organizations pre-planned or canned items The Scout does all the advertising The Scout expands the collection of donors to beyond his sub-district The Scout teaches and trains all other volunteers on their functions and what he wants them to do The Scout develops it beyond a simple blood drive and adds depth and complexity to the project A blood drive may take 6-8 weeks to complete A Scout will be expected to adhere to the highest standards established by the blood collection organizations This should not be considered as a simple get it done type of project, but instead, should, and will be held to the same high standards as outlined above If a blood drive is held, all personnel associated with it can be counted toward the total time of the project. This includes all donors and the blood collection representatives as well as other volunteers Performing a project similar to this and following the above described ideas does not guarantee approval by the District Approval Committee or acceptance by the Board of Review. Page 9

10 8. Special Project Considerations Fire Hydrant Painting 8.1. The project must allow a Scout to demonstrate creativity, planning and leadership of others. An example of fire hydrant painting that would NOT qualify as a good Eagle project would be one that is sponsored and organized by a government agency who the passes the administration of the project to a Scout. This breaks several requirements: The Scout is not able to plan, develop, and give leadership to others The Scout is doing routine labor something that the agency would have otherwise assigned to an employee to do An example of a fire hydrant painting project that would better qualify as a good Eagle project would include: The Scout does all the planning (i.e. setting the date, the place, the scope of the project, and coordinating with city departments or local businesses to get needed supplies) The Scout contacts and works directly with the governmental agency and verifies himself that all of the legal requirements are being met The Scout does all the advertising for volunteers and notifying community members that the painting will be done so that all can be prepared Scout teaches and trains all volunteers on their functions and assignments The Scout expands beyond simply painting fire hydrants by doing things such as: Taking GPS readings of fire hydrants to aid fire crews in finding hydrants Plans a nursery for children of volunteers that bring their children Applies reflective pictures/paintings on the street in front of the hydrants to assist in locating of the hydrants Performs a neighborhood awareness campaign concerning home fire safety, hydrant safety and legal requirements concerning parking and maintenance Paint curbing with red paint on each side of the fire hydrants Performing a project similar to this and following the above described ideas does not guarantee approval by the District Approval Committee or acceptance by the Board of Review. Page 10

11 9. Special Project Considerations Collecting projects 9.1. It is the opinion of the Council that almost anything can be developed into a viable Eagle Project. That being said, projects whose primary function is the collection or gathering of items such as supplies, clothing, food, toys, fabric, and the like pose a specific challenge to the boy to demonstrate development, leadership, and impact sufficient to qualify as an Eagle Project and, as such, are discouraged If a Scout chooses to undertake this type of project, he will need to very clearly demonstrate how his project satisfies Requirement 5. Specifically, the Scout will need to demonstrate, prior to approval, how he will be able to satisfy the requirements to show development, leadership, and impact The Scout should be prepared to demonstrate how he will provide quality leadership that satisfies the requirement Additionally, the Scout will need to specifically demonstrate how he is able to significantly develop the project to the quality and caliber of that commensurate with the rank of Eagle Scout. This development can be in the form of size, scope, quantity, or breadth of the project The Scout should expect to provide specific, detailed information about the beneficiary, specific goals, and how they will provide a specific impact and how the project would be for the maximum benefit of the beneficiary The Scout should refer to the Guide to Advancement, Section ( Plan, Develop ) and Section (Routine Labor) for additional clarification If the Scout sets out to merely facilitate the collection of any item or items which are then turned over to another organization for processing, packaging, and distribution, the project would likely not meet the above standards. It is acceptable to partner with another organization in ways that expand the reach of the Scout s efforts so long as he remains in charge of the project and the partner does not take over the project An example of this type of a project would be a book or clothing drive where the Scout and his volunteers drop off a flyer making a donation request. The Scout then sets up a drop off location and/or goes back at an appointed time to pick up whatever donation has been set out. This type of project is an excellent Troop project or project for Star or Life rank, but would not satisfy the requirement for an Eagle Project Because this type of project is the most misunderstood and, therefore, the most improperly executed, the following details are offered below In order for a project of this type to be acceptable, the Scout is expected to do the following Identify a need and then meet with the beneficiary and explain how he sees the need and how he intends to fulfill this need He should outline what the requirement and expectation of an Eagle Project is and he should discuss with the beneficiary what an acceptable goal would be He should discuss with the beneficiary how he could provide for their maximum benefit by expanding the scope to the project to include more than just collecting items If, after meeting with the beneficiary, the Scout is not able to agree upon the size, scope, and impact that would be commensurate with an Eagle Project, he may need to do significant research and counsel with his leaders, Eagle Coach, parents, and others in order to develop his project appropriately One way to enhance a project and to increase the leadership opportunity is to increase the impact by increasing Page 11

12 the area of advertising. In any project of this type, the expectation would be that the Scout should normally include the majority, if not all of his city, town, or municipal community. Merely involving his neighborhood, or sub-district would not meet this requirement Another way to make the project meet the size and scope of an Eagle project is to alter the goal to a more significant quantity. This should be a substantial goal and should significantly challenge the Scout. National has given examples that collection projects should result in many truckloads of donations A third way to improve the project is to learn much more about the organization and discover previously unknown ways in which it benefits the community. Then, create a public awareness campaign that could include the following: Publishing flyers Contacting local television, radio, and print media and describe the benefits of the organization Creating websites and other advertising and awareness publications The Scout can also add to his project by increasing his involvement in the collection process in the following manner: Organize, train, and lead the volunteers as they sort, clean, repair, repackage, or otherwise further handle the items and assist the beneficiary prior to delivery of the items Many times, this type of project cannot, and should not, be completed in a short amount of time. This should not be considered a get it done type of a project Usually, projects like this will take weeks, if not months to complete properly Once the Scout identifies the goal, he should work on the project until the goal is met or exceeded As each project is evaluated independently, performing a project similar to this and following the above described ideas does not guarantee approval by the Committee or acceptance by the Board of Review. Page 12

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