Transcript Document

Strategic Plan
2012
Footprint to
the future
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 Programs
2. Customer Focus/Membership
3. Engaged Leadership
4. Robust Governance
5. 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.
Strategic Focus #1
CRC Will Develop
Compelling Programs
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
1. Understand the programs offered today.
Inventory
Compelling Programs
2. We need to agree what makes a great program.
Compelling Programs
3. Sharing the best can make all units and districts
better.
Compelling Programs
4. Evaluating programs will help to make them better.
Best Delivery
Methods
Traditional Vs.
Old Vs. New
Core Values
Outdoor
Activities
Collaboration
vs. Repetition
Focusing
Resources
Customer
Satisfaction
Indoor
Elements
Reaching
Today’s Youth
Compelling Programs
Better communicate all of our programs to
increase participation.
• Part of an overall council internal marketing program
Council Marketing
Committee
Social
Media
District
Marketing
District
Marketing
Committees
Committees
E-Blasts
Older Scouts
Website
Parents
Staff
Advisors
Roundtable Materials
Leaders
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
Education
Increased
Community Service
Improved Recording
Better Reporting to The Public
and Sponsors
Public Recognition of
Scouting
Program
Evaluatio
n
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 Fund
Development
Unified
Plan
Strategic Focus #2
Customer Focus
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
Strategic Focus #3
Engaged Leadership
Engaged
Leadership
Create a leadership
process that:
• Provide the most
effective leaders that
can create and deliver
compelling Scouting
programs
Engaged Leadership
Leadership Development Process
Identify
Assess &
Measure
Mentor
Strengthen
Comm’r
Staff
Recruit
The
Leader
Best
Practice
Leaders
Train
Develop
Programs &
Procedures
Existing
Leaders
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 rechartering, 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.
Strategic Focus #4
Robust Governance
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
Council
Website
My
Scouting
Internet
Advance
ment
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
Online
Registra
tion
My
Council
Internet
Rechart
ering
My dot
Scouting
Scoutnet
Online
Forms
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
Executive Committee
ORGANIZATIONAL CHART
2012
President
Scout
Executive
Council
Commissioner
VP District
Operations
VP Outdoor
Program
VP
Development
VP Program
VP Strategic
Planning
VP
Membership
Council
Treasurer
Asst Council
Treasurer
Asst Council
Treasurer
Past President
Robust Governance
Executive Committee
ORGANIZATIONAL CHART
2013
President
Scout
Executive
Council
Commissioner
VP IT
VP Facilities
VP District
Operations
VP Development
VP Program
VP Strategic
Planning
Council Treasurer
VP Membership
National
Representatives
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
Robust Governance
ORGANIZATIONAL CHART
Scout Executive
Administrative
Assistant
Director of
Development
Finance Director
Finance Assistant
Director
Public Relations
Director
Of Field Services
Office & Customer
Service Manager
District Executive
Field Director
Field Director
Exploring/LFL
West
East
Scoutreach
Director
District Executive
District Executive
Northwest Hills
Mohegan
Customer Service
Representative
Comptroller
Accounting
Director of Support
Services
Specialist
Program
Director
Bookkeeper
JN Webster SR
Camp Director
Customer Service
Representative
Camp Director
10-12 Program
Specialists
District Executive
District Executive
Customer Service
Mattabesett Trail
Nipmuck
Representative
Camp Mattatuck
Camp Director
Tadma
District Executive
District Executive
Matianuck
Mark Twain
District Executive
District Executive
Mad River
Hockanum River
Camp Director
Camp
Workcoeman
Ranger-Webster
Ranger-Mattatuck
Ranger-Tadma
RangerWorkcoeman
Strategic Focus #5
Justified Funding
Justified Funding
Balance the Scouting budget while
keeping Scouting affordable:
Fundraising
Funding
Policies/Methods
Requirements
• Determine future funding
needs based on the other
Donors and
4 strategic focus areas.
Donor Fulfillment
• Conduct a fundraising policy review.
• Implementing a new funding model
based on the above.
Justified Funding
Review existing financial and fundraising policies,
campaigns and programs:
• Include District and Camp fundraising.
• Compare to best practices from other nonprofits 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.
Fundraising
Policies/Methods
Donors and Donor
Fulfillment
Justified Funding
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
Implement a New Funding Model
• Design a capital campaign that
supports the Strategic plan
• Complete the annual Friend of
Building Blocks For
Long Term Health
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.
Next Steps
• Rollout to Districts during October
roundtables
• Final review by the Executive Board on
October 23rd
• Oct 24th: Ready Set Go!
• www.ctrivers.org/strategicplan