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Interview with National Commander

MicAfter the recent appointment of Doug Marsh to the National Commanders position we contacted him to get an interview.  We asked him about his personal life, education, and thoughts on Rangers.  I think we have some very exciting times coming in the future of Royal Rangers. Pray for Commander Marsh as he continues to lead us.
Tell us about your education?
My wife, Kerry, and I are 1993 graduates of Central Bible College with a BA in Biblical Studies. Kerry completed an MA in Christian Counseling from AGTS in 2005 and I am pursuing a MA in Organizational Leadership.
Tell us about your Family, How many if any children do you have?
Kerry and I are the proud parents of two great men and woman of God? Jonathan (1997) and Katelyn (1999).
How did you meet your wife, when were you married?
Kerry and I met after a Friday evening Christian Missionary Fellowship service at Central Bible College in 1990. We were married at First Assembly of God in Overland Park, Kansas in 1992, followed by a memorable ceremony two weeks later at the National FCF Rendezvous at Camp Eagle Rock.
Tell us about your ranger experience as a boy?
I became involved in Royal Rangers at the age of six while my parents lived in Puno, Per?, South America. They were missionaries. My dad, my brother and I had the largest (and only) outpost in the nation? my dad was the Sr. Commander, my brother the Sr. Guide, and I was the lone patrol member! Royal Rangers for us was a father-son bonding time. I enjoyed being part of a regular Royal Rangers outpost each time my parents were back in the USA for deputation (when missionaries visit churches to raise missionary dollars so they can return and minister unto the Lord in the land of their calling). I earned my Gold Medal of Achievement in 1987.
What was your favorite part of Royal Rangers growing up?
I loved growing as a leader? I remember the feeling of excitement when I realized I had, what at that time was called ?first class rating,? which meant I qualified to be considered for the position of Patrol Guide. Then, when I won the election of my peers I was so honored. From that time on I have worked hard to lead well and make good things happen. Royal Rangers is an ideal place to shape great leaders, and that was by far what I most enjoyed about Royal Rangers; learning to lead.
As Royal Rangers International Director what did you learn that's going to benefit you as our National Commander?
I?ve learned you can trust the leading of the Lord. He is raising up great leaders around the world to take Royal Rangers to heights never before attained. God-anointed leaders are at the helm of this ministry worldwide and across our nation. We must continue to pray that God will bring harvest hands for service at all levels of this ministry, beginning with Junior Leaders and group Commanders.
What is your vision for the future of Royal Rangers?
I want Royal Rangers to be the world?s premier Christian camping/scouting organization; evangelistic at heart, and fun to the core.
What are you planning to do to keep us relevant as young men and their interests continue to change?
To be relevant we must be responsive to changing needs; we must all work at becoming a learning organization.
What are the issues that we face in the upcoming years?   How do you plan to overcome them?
One of the first opportunities we will pursue is to position our program so that it is accessible to every church in America, regardless of its location or economy. Stay tuned for details in the months ahead.
Many Churches have stopped having Royal Rangers because of cost concerns what are your thoughts on this, are there any steps your planning on taking to address this?
See answer to note above.
Are their any changes your making immediately?
Yes, we will move swiftly to provide low cost options to every church in America. But more importantly, we want to revitalize the image leaders have of themselves; that they see themselves as evangelist of boys. Royal Rangers will grow if we are obedient to the Great Commission? to evangelize the entire world, including our own communities. We must move Rangers outside the four walls of our meeting rooms and get them into the highways and byways and compel the lost to come to Jesus.
Is their anything you'd like to say in closing?
I am believing God in the years ahead to see Royal Rangers grow broad through evangelism, deep through discipleship, and healthy through leadership development. Please join me in praying for the entire Royal Rangers ministry! If God does not build the house, those who sweat and sacrifice do so without cause (Ps. 127:1).

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What we're reading

Craftsmen: Christ-Centered Proverbs for Men
Author :John Crotts
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Craftsmen is designed to help men understand biblical wisdom, to see Jesus Christ as the embodiment and source of wisdom, and to apply that wisdom to the God-given role of husband and father.

Take a look
Maximized Manhood
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Pornography. Adultery. Television addiction. Immaturity. Dr. Edwin Louis Cole, known as "the father of the Christian men's movement," was not afraid to tackle the tough topics that affect men today. His straightforward, biblical insights help men and women alike to realize their full potential in Christ. Putting the principles found in Maximized Manhood into practice will revolutionize your home and transform your life into what God designed it to be. This newly revised edition of a best-selling book for men just got better!

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Good to Great: Why Some Companies Make the Leap...And Others Don't
Author :Jim Collins
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The Challenge:
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study:
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards:
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons:
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings:
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

  • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
  • The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
  • A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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