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.

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 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.

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.

• 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

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 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.

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

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

Strategic Focus #5

Justified Funding

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

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