January – Kickoff Events/ Game Plan Tours February – David Knox Event
Strategic Plan 2012 Footprint to the future. Strategic Plan Kickoff Identified in 2011 the need for...
-
Upload
solomon-brooks -
Category
Documents
-
view
214 -
download
0
Transcript of Strategic Plan 2012 Footprint to the future. Strategic Plan Kickoff Identified in 2011 the need for...
Strategic Plan Kickoff• Identified in 2011 the need for a plan that would guide the
council’s development over the next 3 yrs.• Kickoff at the July 2011 Board retreat at Camp Workcoeman.• Started with the previous Strategic Plan• Board members and council leadership discussed and
developed initial goals in small groups.• Goals were analyzed and five themes to drive the council’s
success emerged:1. Compelling Programs2. Customer Focus/Membership3. Engaged Leadership4. Robust Governance5. Justified Funding
Strategic Plan Development• Jan 2012 five teams were formed.• Included individuals from throughout the council and
in various program areas. • Teams also sought feedback from outside their core
groups.• Initial results provided to the executive board in April• Detailed plans were provided to the board in July.• Then began the extended collaboration which
continues at these roundtables.
Compelling Programs
Our programs are the foundation of Scouting –• They are the tools we use to
get the Scouting message across
• Compelling programs are why kids and their families stay in Scouting.
CRC is committed to offering the best programs possible.
Are we leaving good tools in the toolbox?
Compelling Programs
3. Sharing the best can make all units and districts better.
• Coordination Between Organizations
• Sharing Best Practices
• Sharing Resources
• Not Overusing Resources
Compelling Programs
4. Evaluating programs will help to make them better.
Traditional Vs.Old Vs. New
Best Delivery Methods
Collaboration vs. Repetition
Reaching Today’s Youth
Customer SatisfactionCore Values
Outdoor Activities
Focusing Resources
SCOUTS IndoorElements
Compelling Programs
Better communicate all of our programs to increase participation.• Part of an overall council internal marketing program
Council Marketing Committee
District Marketing Committees
District Marketing Committees
Staff Advisors
Older Scouts Parents Leaders
E-Blasts Website Roundtable MaterialsSocial Media
Compelling Programs
Reinforce community service• The value of community service is….• Work with Order of the Arrow to improve the
understanding of the value of community service• Increase the number of community service hours
EducationIncreased
Community ServiceBetter Reporting to The
Public and Sponsors
Program Evaluation
Public Recognition of Scouting
Improved Recording
Compelling Programs
Develop a long term facilities plan• Appoint a council Vice President
of Facilities Development.• Create and support a property
steering committee• Work with justified funding to
develop giving guidelines for camps and facilities.
$$ $$
$$$
$
Property Steering
Committee &Justified FundDevelopment
UnifiedPlan
Improved Facilities
Customer Focus: Increase Membership By 1% Per Year
Enhance the council-level Membership Committee with members that:
– Support each Scouting program area• Recruit membership chairs for Cub and Boy Scouts
– Represent areas of potential support in the community.
• Charter organizations such as Lions, Elks, Rotary, etc.
Customer Focus: Increase Membership By 1% Per Year
Add a spring Cub recruitment program• Develop a Tiger specific “Very Important
Tiger” or VIT program
• Develop training for District Membership Chairs
Customer Focus:Increase Membership By 1% Per Year
Develop a Webelos-to-Scout (W2S)transition program• Educate parents to the value of Boy Scouts• Promote Scouts to Webelos II Dens with a
“speakers bureau” of former Eagle Scouts• Partner with camping
to promote summer camp
Customer Focus
Increase retention by 0.3% per year in traditional programs
– Utilize “Voice of the Scout” program to better understand retention and membership challenges .
Customer Focus
Maximize effectiveness of Scoutreach to help economically challenged youth and families
– Assess current Scoutreach programs to understand what is most effective
– Develop a program to reach out to potential Latino membership
– Add Latino professional staff– Use experience to reach out to other
communities – Asian, Indian, etc.– Understand how to help deserving kids in all
neighborhoods.
Customer Focus
Develop an integrated marketing plan to promote Scouting• Internal and• External communication
Engage more Scouting alumni in membership efforts
Engaged Leadership
Create a leadership process that:• Provide the most
effective leaders that can create and deliver compelling Scouting programs
Engaged LeadershipLeadership Development Process
Identify
Recruit
Develop Programs & Procedures
Train
Best Practice Leaders Existing Leaders
Mentor
Strengthen Comm’r Staff
Assess & Measure
The Leader
Engaged Leadership
Strengthen the Commissioner staff • Achieve national goal of one Unit
Commissioner for every 3 units.• Develop plan for Unit Commissioners
to visit every unit at least 2 times a year and 50% of the units at least 6 times a year.
• Establish “New Unit” Commissioners who work directly with new units.
• Produce a guide for re-chartering to include a sample completed charter
• Conduct Internet training for re-chartering, advancement, registrations, etc. with Unit Commissioners to ensure they can help their units
Building support for Scouting with an enhanced
Commissioner Core
Engaged Leadership
Go beyond traditional training to develop new and existing leaders by creating targeted activities that share best practices and provide additional resources at council/district events.
Robust Governance
Develop and implement an integrated Marketing and Communications Plan• Appoint a VP of Marketing• Support the goals and objectives
outlined in the strategic plan • Develop and Implement
feedback mechanisms to validate the plan
Robust Governance
Develop and/or implement updated information technology capabilities• Create an Information Technology committee
led by the Vice President of Technology• Implement national BSA system upgrades• Develop and implement a plan to help our
volunteer leadership improve Scouting computer skills
MyScouting
Council Website My dot
Scouting
Internet Advance
ment
Internet Rechart
ering
Scout-net
Online Forms
Online Registrat
ion
MyCouncil
Robust Governance
Focus the Executive Board on: • Strategy development and deployment • Obtaining the resources required to
implement the strategy
Robust Governance
Develop the critical skills of the council volunteer leadership and align them with the strategic plan consistent with the BSA Journey to Excellence • Fill volunteer leadership positions with the best available
candidates• Develop a board inventory based on professional and
Scouting experience of each member.• Recruit all leadership based on skills needed to fulfill their position description• Care will be given to represent demographic, socio-economic and geographic
regions of the Council. • Train all Council leadership for their position.• Create a succession plan for each key council position.• Develop the processes and networks for identifying, documenting, evaluating
and implementing best practices
Robust Governance
President
Scout Executive
Council Commission
er
VP District Operations
VP Outdoor Program
VP Developmen
t
VP Program
VP Strategic Planning
VP Membership
Council Treasurer
Asst Council
Treasurer
Asst Council
Treasurer
Past President
Executive CommitteeORGANIZATIONAL CHART
2012
Executive CommitteeORGANIZATIONAL CHART
2013
Robust Governance
President
Scout Executive
Council Commissioner VP Facilities VP Development VP Strategic
Planning Council Treasurer National Representatives
VP IT VP District Operations VP Program VP Membership Past President
Robust Governance
Develop the council staff• Develop a recommended staffing
level, pay structure and compensation and benefits plan
• Develop an implementation timeline• Ensure that the staff is
demographically representative of the membership and can support Spanish speaking members
Scout Executive
Administrative Assistant
Director of Development
Finance Director
Finance Assistant
Director Of Field Services
Scoutreach Director
10-12 Program Specialists
District
ExecutiveExploring/LFL
Field
DirectorWes
t
District ExecutiveNorthwest Hills
District ExecutiveMatianuck
District ExecutiveMad River
Field
DirectorEast
District ExecutiveMohegan
District ExecutiveNipmuck
District ExecutiveMark Twain
Public Relations Director Office & Customer Service Manager
Customer Service Representative
Customer Service Representative
Customer ServiceRepresentative
Comptroller
Accounting Specialist
Bookkeeper
Director of Support Services
Program Director
Ranger-Webster
Camp DirectorJN Webster SR
Ranger-Mattatuck
Camp DirectorCamp
Mattatuck
Camp DirectorCamp
Workcoeman
Camp DirectorTadma
Ranger-Workcoeman
Ranger-Tadma
ORGANIZATIONAL CHART
Robust Governance
Justified Funding
Balance the Scouting budget while keeping Scouting affordable:• Determine future funding
needs based on the other 4 strategic focus areas.
• Conduct a fundraising policy review.• Implementing a new funding model
based on the above.
FundraisingPolicies/Methods
Donors and Donor Fulfillment
Funding Requirem
ents
Justified Funding
Review existing financial and fundraising policies, campaigns and programs:
• Include District and Camp fundraising.
• Compare to best practices from other non-profits and BSA councils
• Ensure donations specified for a certain purpose are:– Used as requested
– Use is documented and reported in some detail.
• Coordinate and control requests of individuals or companies who may be approached by multiple council organizations.
FundraisingPolicies/Methods
Donors and Donor Fulfillment
Implement a new funding model based on the output of the first two steps that:• Provides for the health of the council• Includes development of new programs• Supports our camps• Considers how we raise money
throughout the council• Includes some rules
and guidance
Justified Funding
Implement a New Funding Model
• Design a capital campaign that supports the Strategic plan
• Complete the annual Friend of Scouting campaign in 6 months with the majority of unit meetings in the first 3 months of the year.
• Create an ongoing planned giving campaign to help build the endowment and ensure the long term health of Scouting in Connecticut.
Endowment Capital Annual FOS
Campaign in 6 Months
Building Blocks For Long Term Health