www.usms.org/.../actionplan.pdf
I didn't go to the national meeting (too much work, not enough annual leave), but I do follow the convention via the post meeting report.
If you are interested in the future of USMS, you should read what is being proposed. USMS has come a long way since Amarillo and while you may or may not agree with all of the concepts and terms in the plan, IMHO, it is does a very good job of 1) recognizing our growth issues and 2) describing a plan for solving some of these problems.
I'm not suggesting that the plan is perfect and I'm well aware that USMS is not a democracy, but I feel that our professional staff and leaders should consider our opinions (as we are THE CUSTOMER).
Parents
Former Member
30 % non-renewal rate is rather embarrassing. I truly believe if the new ED can get a true structure that reaches to both the needs of the club and the needs of the individual, who for some reason doesn't participate in a cub, he will have reached a great goal. A huge problem with USMC is that it is both an organization of clubs and of individuals. most nonprofit organizations aren't burdened with this structure. Individuals have such various and often opposing goals, even with in the same individual. Clubs succeed when all members are able to agree on why the club is there. Basic, core values push organizations forward. But we have so many avenues bringing core values.
I think the internal belief that many people involved in the organization nationally are still working out what the organization is. I would like to know how the vision and mission of the organization are influencing the decisions that are the double sides of USMC. Were clubs seen as the way to achieve the stated goals or working to the individual. This really is a conflict in the idea that you can serve both on a national level and fulfill the needs of both.
Also, it is no secret that I think doing a magazine by the organization directly takes us away from both what should be the vision and mission and our magazine continues this schizophrenic identity if we are to grow. The magazine was begun too early. USMC didn't through the baby out with the bathwater, it put a clean diaper on the baby before it had washed the baby's bottom. The magazine maybe should have been put off for a future when there would be a staff in a localized office. The magazine is an example of not understanding or looking at basic core values and not using them to create a vision and mission to guide us. I'm not sure anyone really understands the core values of the org., if there are any.
Growth is good but is the growth spoken in the plan really the growht we need?
30 % non-renewal rate is rather embarrassing. I truly believe if the new ED can get a true structure that reaches to both the needs of the club and the needs of the individual, who for some reason doesn't participate in a cub, he will have reached a great goal. A huge problem with USMC is that it is both an organization of clubs and of individuals. most nonprofit organizations aren't burdened with this structure. Individuals have such various and often opposing goals, even with in the same individual. Clubs succeed when all members are able to agree on why the club is there. Basic, core values push organizations forward. But we have so many avenues bringing core values.
I think the internal belief that many people involved in the organization nationally are still working out what the organization is. I would like to know how the vision and mission of the organization are influencing the decisions that are the double sides of USMC. Were clubs seen as the way to achieve the stated goals or working to the individual. This really is a conflict in the idea that you can serve both on a national level and fulfill the needs of both.
Also, it is no secret that I think doing a magazine by the organization directly takes us away from both what should be the vision and mission and our magazine continues this schizophrenic identity if we are to grow. The magazine was begun too early. USMC didn't through the baby out with the bathwater, it put a clean diaper on the baby before it had washed the baby's bottom. The magazine maybe should have been put off for a future when there would be a staff in a localized office. The magazine is an example of not understanding or looking at basic core values and not using them to create a vision and mission to guide us. I'm not sure anyone really understands the core values of the org., if there are any.
Growth is good but is the growth spoken in the plan really the growht we need?
