@mkvii
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Good morning TreeDodger,
To improve relationships and maintain open communication between the 501st and our sister organizations, I would focus on fostering mutual respect and understanding. This could be achieved by organizing joint events and collaborative projects, encouraging regular dialogue, and establishing clear channels for feedback and suggestions. It’s also important to bring all members into the conversation, making them aware that our goals of costuming, community, and charity are shared. We should avoid entertaining actual rivalries between clubs, as they can create real tensions. Instead, a little friendly competition is fine, but it must be clear that we are all working towards the same goals for the benefit of our communities, charities, and members.
As to your second question yes, we are working on the “Troop Tracker” software in conjunction with its creator. The foundation is in place, but it’s still a work in progress to offer coding that isn’t specific to the 501st but more neutral. Once Blue Ridge Base is ready for testing, a limited number of people from other clubs will be invited to test its functionality for their specific clubs. I have seen the dashboard and it’s very nice but not ready for release yet.
Kind regards
Robert O’Quinn, TI 13562
Hello Kevin,
First, I appreciate you bringing up both the importance of supporting our fellow members in need and the challenges we face in maintaining costume standards while recognizing the financial realities that come with this hobby.
On the topic of member support, we have seen time and time again how our community comes together during personal hardships and natural disasters. I believe we should continue that practice, I will work with vendors to secure items to raffle for funds give assistance when members face unexpected hardships. The relief fund has to be managed like any charity and report the money spent and raised to the Legion for members in crisis. I also want to develop an emergency support network that leverages our collective resources, I am open to exploring ideas that strengthen our community beyond just costuming.
As for costume standards, I believe that lowering standards diminishes the time and effort our members put into their own costumes, this has the potential to create resentment and a rift between older members and newer one because the standards differ between approvals. I wholeheartedly agree that maintaining quality is vital, not just for our reputation, but for the continued support and trust of Lucasfilm. However, costuming is expensive, and we should do more to ensure that economic hardships don’t force members out of the Legion. I believe that letting a costume fall into disrepair or making modifications to it that it no longer meets basic standards should be recognized and a member needs to be made aware of it. We should also explore mentorship programs where experienced builders can help members repair and maintain their kits rather than requiring full replacements (Ernie Ruffin is an amazing resource and always willing to help). I believe this type of approach will mitigate much of the cost incurred in repairing a member in good standing’s costume.
Ultimately, our strength as a Legion lies in our members and our ability to lift each other up. We can and should do more to ensure that no one is left behind due to circumstances beyond their control, while also upholding the high standards that have made the 501st Legion a premier costuming club.
Kind regards,
Robert O’Quinn, TI 13562
If elected as CO, I will take a structured approach to improving the effectiveness, professionalism, and commitment of our Garrison POCs to ensure that events run smoothly and uphold the high standards of the 501st.
One of my primary goals is to reinforce the importance of clear and proactive communication between our POCs, event organizers, and members. To achieve this, I would ask POCs to make early contact with event organizers to confirm critical logistics such as schedules, space, parking, changing and storage areas, and any other relevant details. A standardized checklist or briefing document will be provided to POCs to ensure nothing is overlooked. I will develop this list with the help of members because one person cannot think of everything.
Additionally, I believe that POCs should be accountable for the full duration of an event. That means ensuring they arrive on time, be available, and oversee teardown and post-event wrap-up. If a POC cannot be present for the entire event, another must be designated ahead of time, last-minute delegation should not be the norm. If no POC is available for an event, then the event should be canceled. It is essential that we maintain responsible presence at every troop, and if we cannot do so, it is better to withdraw than risk misrepresentation or disorganization.
Finally, I want to expand our outreach by adding 2 Event coordinators whose primary role will be reaching out to new potential events to expand our trooping opportunities and clearly explain our mission to organizers. We have built a reputation for professionalism, and by refining our internal processes, we can strengthen that reputation even further. and hopefully grow the membership.
By implementing these measures, we will ensure that every event we attend is well-organized, professional, and enjoyable for both our members and the event hosts, reinforcing the Carolina Garrison’s standing as a top-tier unit within the 501st Legion.
I consider myself a stoic pragmatist. When I receive criticism, I ask my closest friends if they notice the same issues, and how they would suggest I address them. I’ve made mistakes deserving of harsh feedback, but by reflecting on myself and seeking advice, I’ve grown into a better person. My ego means nothing. I value peace in my life, and I want to have fun when I troop. So, please feel free to offer criticism; in most cases, I believe we all become better for it.
As Garrison CO, I believe it’s my responsibility to ensure our PR team acknowledges important observance days on our social platforms, in alignment with how the 501st Legion observes them. This includes dates such as World Down Syndrome Day and PRIDE. By doing so, we uphold our welcoming spirit and strengthen our connection with the community we serve.
I don’t see why not as long as there is communications between clubs as usual.
“I understand the POC portion of your thoughts. I can kind of understand not wanting solo trooping but if that wasnt allowed then we’d end up likely doubling our regrets letters. My view on that matter is we are all grown adults in the 501st and know how to be accountable for our actions. I would hate for requester to be disappointed, I look at it as 1 trooper is better than none & a regret letter. Sometimes members personal schedules are clashed and it ends up being that way where only 1 can make it or members are divided due to multiple troops in the dame day / in different locations.”
This is not about the 501st member not being able to act as an adult or responsibly but accusations against members all the time. This is about protecting the member to ensure someone is there to provide an account so that any issue that arises is not one person’s word against another. This is about protecting you from false accusations or misunderstandings. As the XO I have worked with the Garrison Guard and LCOG on several occasions gathering statements where the only advocate for a member was another member. If you are alone it becomes EXPONENTIALLY more difficult if not impossible to protect your reputation in case something out of the ordinary happens.
Hello,
Philosophies:
My primary leadership style is democratic, where I seek input and consider feedback from the team before making decisions, which fosters high membership engagement and satisfaction. However, I’m also pragmatic, understanding that sometimes there’s a deadlock and a decision must be made. In such cases, I balance the impacts on membership and strive to be as fair as possible. I’m also very rules-oriented, prioritizing adherence to established guidelines and maintaining the institution’s integrity. With that being said I see some rules don’t make much sense, in which case I will bring it to the leadership in an effort to correct it in common sense ways.Conflict:
Back in September, I introduced a document to the Legion Captains of the Guard, which was a de-escalation and internal conflict resolution document aimed at guiding our garrison guard in conflict resolution. The first step is to approach both members independently. The second step involves offering some form of mediation between the two. The third step revolves around having a mediated conversation to reach an equitable resolution. The document is more detailed than that, and it’s pinned in our members-only Facebook group and also posted on our website under the membership discussion area.Changes:
The easy answer on keeping up with Legion changes is that, as a Legion council member, I’m able to go through the closed sessions and the proposed changes to the Legion Charter and Operations Manual. When I see that a vote is going a certain way or a discussion is going a certain way, I’ll typically bring that up to the membership to keep them apprised of what’s happening so that no one is surprised by a new policy or a new change in the rules. I also tend to send messages to Legion command on a private basis to ask about the rationale, so I can understand what they’re trying to accomplish. Then I take all that information and send it out to the membership. I’ve done that several times over the past year in my XO chats, notably about social media changes, blaster safety protocols, and changes to ‘buckets on and off’ during a troop. These are all changes that have occurred over the past year, and I’ve communicated them on our various social media platforms and in my XO chats whenever I go live.Failure and Lessons:
One professional failure I’ve had was when I completely rewrote a lighting ordinance for the city I work for. I reorganized the existing ordinance to make it more coherent, with easier-to-find regulations, and added new illustrations and definitions for clarity. However, I didn’t anticipate that the public wasn’t even aware of the existing ordinance, and many were unknowingly out of compliance. When I presented the rewritten ordinance to the planning board, people showed up angry, thinking we were imposing new regulations, not realizing it was just a reorganization of the existing rules from 2012. The lesson I learned is the importance of community outreach and public education to ensure people understand what’s happening, why changes are being made, and when the original issues arose.
Good morning,
I wanted to circle back to this question because I think it’s an important one. If elected, I have several ideas I want to run by the command staff.
-There must always be a designated point of contact (POC) for each event, and if the primary POC can’t be present for the entire duration, another must be assigned.
-POCs must be available throughout the event and not delegate their role last minute.
-They should also take “buckets off” pictures and complete mission reports with photos.
-If no POC is available, the event should be canceled.Persistent failure to submit reports and photos will mean that the individual will no longer be allowed to serve as a POC. I also want to stop solo trooping. While it’s great that members want to participate in as many events as possible, having at least two members at each event ensures accountability and protection. If fewer than two members sign up for an event, or if there’s no POC, the event should be canceled. I want command staff to consider these and vote on it before implementation.
Kind regards,
Robert O’Quinn, TI 13562
Good morning Coolajxl,
We can increase our charitable contributions by increasing the events we participate in, thereby boosting the total amount of charity contributions. What we currently raise per event is great, but ultimately, it’s about increasing the number of events we hold. I think increasing our charity funds is a matter of attrition, if you already raise plenty of money then the key is to increase the number of opportunities to raise that money.
In another area. I’ve already taken steps to make it easier to distribute materials by putting QR codes on business cards. These cards are cheap to produce, count as a public relations slot for merchandise purposes, are easy to carry in any costume, and only advertise the QR code, the 501st, and the Make-A-Wish Foundation to avoid confusing messages.
Kind regards,
Robert O’Quinn, TI 13562
Yes, I have 4 people in mind ranked in order that I would ask. 2 are in Western Overwatch, 1 is in Palmetto Guardians, 1 is in Crimson Sky. I have met them all and interacted with them and respect the effort they all put in. I think every one of them would make a great CO, not just XO.
Hello Scouser,
There aren’t any major changes I would make, mostly just refining and expanding on what’s already in place. One key addition I’d like to implement is appointing at least one event coordinator for North Carolina and one for South Carolina. Their primary role would be to proactively reach out to organizations and secure new event opportunities, preferably with groups we haven’t partnered with before.
Additionally, I’d like to introduce a charity team member whose main responsibility would be developing materials to present to the MBOS as PR materials. This would be an attempt to help encourage donations and provide informative handouts at charity events.
I also want to expand the voice of command staff by requesting a monthly staff meeting to discuss any issues that may be arising and work collectively on solutions. If larger issues arise, I want staff members to feel empowered to propose solutions and vote on them, rather than placing every decision solely on the CO. I believe command staff should function more like an advisory board on certain policy matters, and their collective insight, coming from some of our most active members would help ensure we make the best decisions for the Garrison as a whole.
In addition, I would like to bring squad leaders into these discussions. While their primary role is to act as local event coordinators for their squads, they also have a unique ground-level perspective on what is happening within their regions. Since they are elected to represent their squads, they should have a voice in these conversations to advocate for their members and provide valuable input on local concerns, event planning, and overall Garrison operations.
If elected and these meetings occur I’d like to have minutes available for the members to see what we are discussing. I think command staff should be an open and transparent. We are all volunteers and I think every member has a stake in the decisions we make.
Hey again Scouser,
Currently I only hold one staff position as XO of this Garrison and I am fully dedicated to the the 501st Legion and the Carolina Garrison. On average I dedicate about 15-20 hours to the 501st. It is practically a part-time job, The reason it takes so much time is because I try to keep up with developing conversations on the Legion forums. As XO I am a voting member of the Legion Council and I cannot in good connivence vote on an issue that I have not studied especially when it has the potential to affect the entirety of our membership.
In calendar year 2024 I attended 24 troops, 23 of which were as a costumed 501st.Carolina Garrison member. My favorite event last year was North Myrtle Beach Community Band (Pops in the Park concert). I got to meet a few of the SC crew (Chris Gould even drove down) and the music was fantastic. I love meeting members I haven’t trooped with before because I always feel like we know each other through our shared interest even if we haven’t met yet.
Kind regards,
Robert O’Quinn, TI 13562
Hello Donna,
I’ll go through these questions one by one because I believe each deserves careful consideration and attention.1. Why do you want to be Garrison CO and what are your goals for the group if you are appointed?
I want to be the CO of the Carolina Garrison because I deeply love this group within the Garrison and not just our unit, but the entire Legion. I believe we do excellent work, and I also believe our reputation must remain beyond reproach. In any social group, internal or external conflicts can arise, so I want to protect and enhance that reputation as a premier Star Wars costuming club with professionalism and integrity.I’m extremely proud of the Garrison, and being CO would be an honor. The membership here has always shown me respect and kindness, and I want to pay that forward to new and aspiring members who are building their costumes. The 501st has a reputation as gatekeepers in some circles of the fandom and instead of gatekeeping I believe we have a responsibility to share our knowledge and be inviting of people who have a shared interest in quality costuming, community, and charity. As CO I believe I can help promote that philosophy and expand our presence and membership.
My goals include refining our processes so that we operate cleanly and efficiently. That way, event organizers know what to expect from us, will invite us back, and potentially open doors for new events. Ultimately, if elected Commanding Officer in 2025, I plan to uphold high costume standards, increase membership through a dedicated outreach program, and expand our trooping presence by empowering event coordinators to communicate our mission clearly to event organizers in their respective communities. That way, we can secure invitations to events we haven’t previously been able to participate in, growing both our visibility and our positive impact.
2. What qualities qualify you to be Garrison CO? Give some examples of things you contributed while being a club member that would benefit in your leadership role.
I consider myself pragmatic, and I genuinely listen to others. I encourage open communication and don’t take offense to criticism. I focus on finding solutions to problems as they arise, and as a planner, I also strive to anticipate potential issues before they occur.I seek input from both the general membership and staff, taking their perspectives into account before making any decisions. Once I formulate a solution, I communicate it clearly to staff so everyone knows what to expect. These qualities thorough planning, attention to detail, clear communication, and experience in running large organizations are what I bring to the table.
I believe strongly in community and organizational morale, and that perspective has guided my contributions as a club member. I created a “member highlights” section in the newsletter so that troopers who might not usually meet can learn about one another’s backgrounds, challenges, and accomplishments. By featuring individuals in this way, everyone can develop a greater sense of respect and camaraderie across the unit.
I also uploaded over 130 photos to the 501st.com holocron to update member profiles. In doing so, I got to learn the names, TKIDs, and costumes of members I hadn’t met yet, helping me connect with the broader community. Moreover, it gave me valuable hands-on experience editing the holocron and using the Legion’s administrative software—skills that make me a better administrator and allow me to ensure members receive the recognition they deserve.
3. What are some of your strengths and weaknesses? How would you utilize those strengths and improve on the weak areas while fulfilling the leadership role?
Some of my key strengths include leveraging technology, particularly communication and various digital editing software suites, and CAD. Also being a clear communicator who pays close attention to detail. I also have strong skills in policy analysis, which helps me navigate complex guidelines and regulations effectively. In addition, I have a deep sense of integrity and a strong ethical and moral compass that guides all my decisions and interactions.Some of my weaknesses include occasionally failing to read the room effectively, which can unintentionally cause conflict or tension. I also tend to focus too heavily on details, leading to “analysis paralysis” and delaying decisions. However, I believe a strong leader recognizes the weakness in themselves and surrounds themselves with team members who can help counterbalance them, ensuring the organization remains well-rounded and effective.
4. I feel like the goal of being a part of this group should be open communication – building great relationships with members, event contacts and guests, raising money for charity, and recruiting new members. Will any of these be on your agenda as a leader and how do you plan on implementing/improving these tasks?
These are absolutely on my agenda if elected CO. I’ve taken steps as XO to create some friendly fundraising competition between North Carolina and South Carolina for the Make-A-Wish Foundation. Eric Swenson inspired me to create a “donate your way” team to help set up a North Carolina version of the South Carolina Make-A-Wish campaign, which not only encourages a bit of rivalry to boost donations, but also allows us to track funds more accurately if multiple events happen on the same day.When it comes to recruiting, I want to encourage members to engage with the public and emphasize that not everyone needs an expensive stormtrooper costume to join. There are more affordable alternatives that still allow people to participate in charity work and events. I’d like to introduce a mentorship program for aspiring members, building on the great work the current PR team and GMLs are already doing. However, I’d also like to develop some structured materials to help newcomers find resources and guidance on creating a costume that suits both their interests and budget.
Kind regards,
Robert O’Quinn, TI 13562
