MANUAL

CHAPTER 15
CHAPTER 15
At the second Base Camp meeting, Venturer Scouts will have a better sense of what
expeditions they want to be a part of. The Expedition Teams will be decided upon.
The Company could now divide itself into smaller groups of about five. Ideally, a
Scouter is present with each group. It does not matter whether the members of these
smaller groups are from different Expedition Teams or not; however, there should be
a good mix of Venturer Scouts at different stages in their Solo Climbs. The Venturer
Scouts share the challenges they have set for themselves across the six Program Areas.
This is an opportunity for less experienced Venturer Scouts to ask questions of those
who have completed challenges as part of their personal progression in the past.
More important, these small groups provide an opportunity for Venturers to question
whether each set of challenges is SMART—Specific, Measurable, Attainable, Relevant
and Timely. New Venturer Scouts will likely find this process challenging; Scouters and
experienced Venturer Scouts will be able to demystify what realistic goals consist of.
The personal goals also have to be considered as a group. One very significant goal
should be manageable for most Venturer Scouts; more will only be possible for very
few. The Venturer Scouts in each small group mentor each other, helping each review
his or her goals. In light of the feedback of the group, some changes may need to be
made to the goals a Venturer Scout has set him or herself. After amending the goals
(if necessary) a copy of the written goals is submitted to the Scouters and Company
Leadership Team for review. This allows for further amendments, as necessary, and
helps the Company Leadership Team and the Scouters coordinate the Company
activity in ways that make each Venturer Scout’s goals possible.
• Sets six goals, one in each of the Program Areas
• These goals need to be realistic and manageable. That may mean the first
challenges are relatively easy to accomplish: “I want to succeed at my first canoe
day trip.” Or, “I want to try my first rock wall climb.” Or perhaps, “My younger
brother is a Cub Scout; I’d like to help out on the Pack’s camping trip.” As
Venturer Scouts become more experienced, their goals are expected to become
progressively more challenging.
• It’s probably enough for new Venturer Scouts to set one or two initial goals.
After they have planned and undertaken these first challenges, they can more
confidently set other appropriate goals for the remaining Program Areas.
• Company Scouters and experienced Venturer Scouts should help new Venturer
Scouts with the goal setting so that the experience is not overwhelming.
• Goals in many Program Areas may be of a “take part” nature, strongly supported
by the planning work and leadership of others in the Company.
• It is important to note that the Venturer Scout only sets his or her six goals at
this stage; they are to be completed later in the Venturer’s Solo Climb.
• Work on reaching the Trailhead should be done with the support of the other
Venturer Scouts and under the guidance of the Company Scouters. The Trailhead
badge is presented to the Venturer when he or she has completed the above.
The written goals also help the Company Leadership Team and the Scouters keep
track of the Venturer Scouts’ progress in their Solo Climbs.
Trailhead
CHECKPOINTS
Trailhead
The Trailhead is the base of the mountain and the beginning of the youth’s path in
Venturer Scouts. A youth who has come from Scouts, or who has recently joined
Scouting, starts work towards the Trailhead right away. A Venturer Scout reaches the
Trailhead of his or her Solo Climb and is invested as a member of the Company when
he or she has completed the following:
• Knows and understands the principles of Scouting, including the Venturer Promise,
Law and Motto
• Learns how a Venturer Company works and joins an expedition to do
something interesting
210 SCOUTER MANUAL—A SCOUTER’S GUIDE TO THE CANADIAN PATH SCOUTER MANUAL—A SCOUTER’S GUIDE TO THE CANADIAN PATH 211