Page 1

AN r st PL Fi

TE DA 12 20 UP r:

a Ye


Scouters: A year has quickly passed since the Last Frontier Council launched the 5 Year Strategic Plan. This plan was created with input from over 1,000 volunteers who care deeply about making a positive impact on the lives of youth. Since its launch, the effort of 1,000 has been a seed that is beginning to grow into better Scouting for thousands more young people in our area. The plan is part of the working agenda for all of the districts serving our 24 counties, as well as every council committee. This document contains a status update on the plan’s objectives and strategies. Though not included in this report, the strategies have been further developed into tactical goals and each goal now has a time line. As a reminder, this is a multi-year plan, and some of the strategies are sequential and contingent upon other strategies and goals being met. This update is at the strategy-level, and if any volunteer or Scouting supporter would like more detailed information on the implementation of the Strategic Plan, please contact the Scout Service Center at 405-840-1114. The Strategic Plan Steering Committee is pleased with the progress that has been made in just one year. Our hope is that youth and volunteers are seeing the impact of our efforts in their lives, and this report is just a representation of the efforts of thousands of volunteers working for better Scouting for our youth and communities. Yours for continuing to improve our Scouting program,

Bob Spinks Strategic Plan Chair

Pat Rooney Council Board President

Jeff Woolsey Scout Executive/CEO


Program Services - Membership Impact Focus Group Strategic Plan Progress - 2012 Objectives

Strategies

Progress Comments

Emphasize partnerships with Faith Based Organizations and encourage the full family of scouting (Cubs, Boy Scouts Most new units organized are started through faith-based organizations. and Venturing).

Increase the minimum number of registered members required to start a new unit to 10 youth and 5 adults. Objective 1: Through the establishment of new units, growth of existing units, and increasing the reten- Establish new units in low density and zero density areas. tion rate to 75%, the Last Frontier Council is serving 12% of the available youth.

This strategy has been adopted. (In some rural communities new programs have been allowed to start with 5 youth members.)

This year 10 new after-school units have been organized in Oklahoma City Public Schools. These are in areas not being previously served by Scouting.

Focus recruiting efforts on Cub Scout Age Youth so every Every elementary school in our territory will be reached this year. Cub Scout Age Youth gets an opportunity to Join each year.

Consistently maintain a minimum of 75% retention of youth each year. Help units become more successful by providing better operational support.

Objective 2: The Last Frontier council has a culture of openness and inclusiveWorking with the Talent Management Committee, develop a ness where parents and module on how to integrate new adult volunteers. volunteers without prior Scouting experience feel welcomed and informed.

Council retained 66.1% in 2012.


Program Services - Membership Impact Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Emphasize partnerships with Faith Based Organizations and encourage the full family of scouting (Cubs, Boy Scouts and Venturing).

Increase the minimum number of registered members required to start a new unit to 10 youth and 5 adults.

Establish new units in low density and zero density areas.

Focus recruiting efforts on Cub Scout Age Youth so every Cub Scout Age Youth gets an opportunity to Join each year.

Consistently maintain a minimum of 75% retention of youth each year. Help units become more successful by providing better operational support.

Objective 1: Through the establishment of new units, growth of existing units, and increasing the retention rate to 75%, the Last Frontier Council is serving 12% of the available youth.

Working with the Talent Management Committee, develop a module on how to integrate new adult volunteers. Objective 2: The Last Frontier council has a culture of openness and inclusiveness where parents and volunteers without prior Scouting experience feel welcomed and informed.

STRATEGIES

STRATEGIES

4


Program Services - Youth Program & Development Focus Group Strategic Plan Progress - 2012 Objectives

Strategies

Progress Comments

Offer Cub Scout camping opportunities with a wide variety of dates, locations, duration, and cost.

Each district plans to have a Cub Scout Day Camp. The plan in 2012 is that they all take place in the district. The council offers one Resident camp and several Family camps. Camping opportunities have room to expand at John W. Nichols Scout Ranch.

Promote Cub Scout Camping through direct marketing and district volunteers. Ensure that Council-level Cub Scout camping programs are fun, easy to attend, and unique outdoor experiences - not duplications of other activities such as sports or school events.

A variety of direct marketing tools are used to promote Cub Scout Camping. Most districts still lack effective Caming Committees for camp promotion. Cub Scout camping has increased from 54% to 62%

Objective 1: 75% of Last Frontier Council Scouts attend camps and outdoor Create Cub Scout camp properties that accommodate a higher volume of participants. programs. Increase the number of Last Frontier Council Troops attending summer camp.

Cub Resident Camp and Family Camp at George Thomas is very popular with excellent camper survey results. Council family camping has increased by 65%.

Increase in Cub Scout Family camping and Resident Camping is limited by facilities. PLans are needed to expand dining capacity, shooting ranges, quality of campsites, and other program areas. There has been no significant change in the number or percentage of Troops attending summer camp, although total Boy Scout camp attendance increased from 53% to 63%. Plans are in place for a major summer camp promotion campaign.

Increase the number of Last Frontier Council youth attend- National High Adventure Base attendance more than doubled from 2011 to 2012. Attendance for 2013, including contingent to the Bectel Summit, look promising. ing National High Adventure Bases. Develop & expand the council-level high adventure program to encourage retention of older youth Objective 2: Provide practical leadership experiences for youth by increasing the number of youth serving on event committees and camp staff. Objective 3: Develop council and district activities that are built on partnerships with organizations that have great local program opportunities for youth.

The Diamond H Committee is realizing great success with a variety of programs at Diamond H Scout Ranch, now a Nationally-Accredited High-Adventure Base, with 50 High Adventure participants and 48 NYLT participants.

Ensure that every program activity has older youth involved Many programs already have older youth involved, particularly camps, Venturing, and OA activities. Most activities and district programs do not involve older youth. in the leadership of the event. Train council and district-level volunteers on how to identify There has only been preliminary discussion on this item. and work with youth in program development and execution.

Engage leadership from other nonprofits, United Way partners, churches, civic clubs, and local and state agencies by There has only been preliminary discussion on this item. getting them involved on activity and program committees at the council and district level.


Program Services - Youth Program & Development Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Offer Cub Scout camping opportunities with a wide variety of dates, locations, duration, and cost.

Promote Cub Scout Camping through direct marketing and district volunteers.

Ensure that Councillevel Cub Scout camping programs are fun, easy to attend, and unique outdoor experiences - not duplications of other activities such as sports or school events.

Create Cub Scout camp properties that accommodate a higher volume of participants.

Increase the number of Last Frontier Council Troops attending summer camp.

Increase the number of Last Frontier Council youth attending National High Adventure Bases.

Develop & expand the council-level high adventure program to encourage retention of older youth

Objective 1: 75% of Last Frontier Council Scouts attend camps and outdoor programs.

Ensure that every program activity has older youth involved in the leadership of the event.

Train council and district-level volunteers on how to identify and work with youth in program development and execution.

Engage leadership from other nonprofits, United Way partners, churches, civic clubs, and local and state agencies by getting them involved on activity and program committees at the council and district level.

Objective 2: Provide practical leadership experiences for youth by increasing the number of youth serving on event committees and camp staff.

Objective 3: Develop council and district activities that are built on partnerships with organizations that have great local program opportunities for youth.

STRATEGIES

STRATEGIES

4


Program Services - Service to Units Focus Group Strategic Plan Progress - 2012 Objectives

Objective 1: The council’s Executive Board is dedicated to the highest quality of service to our membership through the units in which they participate.

Objective 2: Council volunteers and staff strive to create a culture of mutual respect, focus on areas of needed improvement, and sharing of “best practices.”

Strategies

Progress Comments

The Council Executive Committee annually evaluates the structure, personnel, and support systems to provide the This process has begun this process, but it it still ongoing. most direct and effective support for charter partners, units and members.

Create and maintain a communication structure for both gathering and disseminating information and useful feedback.

Each district now has a newsletter, that goes out monthly.

Create and maintain a communication structure for both gathering and disseminating information and useful feedback.

A conference was held in September 2012 with all districts in attendance. The focus was to revitalize district committees and commissioner staffs.

Reinvent roundtable, making it more relevant for Scout leaders.


Program Services - Service to Units Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 The Council Executive Committee annually evaluates the structure, personnel, and support systems to provide the most direct and effective support for charter partners, units and members.

Create and maintain a communication structure for both gathering and disseminating information and useful feedback.

Objective 1: The council’s Executive Board is dedicated to the highest quality of service to our membership through the units in which they participate.

Ensure that all District Committees and Commissioner staffs are full, functioning and effective.

Reinvent roundtable, making it more relevant for Scout leaders.

Objective 2: Council volunteers and staff strive to create a culture of mutual respect, focus on areas of needed improvement, and sharing of “best practices.”

STRATEGIES

STRATEGIES

4


Marketing Focus Group Strategic Plan Progress - 2012 Objectives

Objective 1: Marketing efforts support the increase of youth served to 12% of total available youth.

Strategies

Progress Comments

Establish a marketing and branding plan that ensures a The National Scouting marketing slogan, “Prepared. For life.� is being used and the marketclear message about Scouting’s mission and that Scouting ing committee is exploring how to build upon that branding on a local level to accomplish our is fun. mission and strategic plan goals.

Clearly identify audience segments and best way to communicate with them.

Primary external audience segments that have been identified are youth, parents, and supporters/donors. The primary focus of initial marketing is currently on Cub Scout aged youth because they comprise over 70% of current membership.

Clearly identify segments of our membership and best methods to communicate with them.

Primary internal audience segments that have been identified are youth members, adult volunteers, parents, donors, and Scouting alumni. Communications are now being targeted by program (Cub Scout Program vs. Boy Scout/Venturing Program).

Objective 2: Improve communication and marketing to existing members.

Maintain a channel for units to share information with each Not started. Waiting implementation of new National Scouting membership database/strucother. ture.

Objective 3: Improve public perception of Scouting and its values to our communities.

Work with local media to promote existing Scouting activi- The Public Relations/External Marketing Committee is now generating at least one press ties and events through traditional media outlets as well as release per month for Scouting events, and working with local volunteers on how to promote social media. their Cub Scout Pack or Boy Scout Troop to their local media.

Ensure Scouting units are more visible and active in their communities, including local disaster relief efforts.

The Program Services Group responds to local disasters by engaging local Scouting members and volunteers. The PR/External Marketing Committee is working on a plan to capture service when done at the local level and promote that to our communities.


Marketing Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0

Establish a marketing and branding plan that ensures a clear message about Scouting’s mission and that Scouting is fun.

Clearly identify audience segments and best way to communicate with them.

Objective 1: Marketing efforts support the increase of youth served to 12% of total available youth.

Clearly identify segments of our membership and best methods to communicate with them.

Maintain a channel for units to share information with each other.

Objective 2: Improve communication and marketing to existing members.

Work with local media to promote existing Scouting activities and events through traditional media outlets as well as social media.

Ensure Scouting units are more visible and active in their communities, including local disaster relief efforts.

Objective 3: Improve public perception of Scouting and its values to our communities.

STRATEGIES

STRATEGIES

4


Governance & Administrative Services Focus Group Strategic Plan Progress - 2012 Objectives Objective 1: The Executive Board is effective in promoting, supporting and overseeing Scouting in the Last Frontier Council.

Strategies

Progress Comments

Recruit and maintain an Executive Board of community leaders dedicated toward supporting the scouting movement.

Effective Nominating Committees are being held each year with non-board members involved in the process and as potential volunteers.

Establish and maintain procedures where the Executive ByLaws are currently under review. Committees are functioning. Key 3 is active. Need to Board provides proper governance and oversight to ensure establish position descriptions for each council level committee chair. Risk Management transparent, efficient and compliant operations. Committee is established and active. Health & Safety Committee is functioning.

Establish the Council’s Strategic Plan as the operational Objective 2: The ExecuIn Progress. plan for the Last Frontier Council. tive Board ensures that the Council’s operations are aligned with achieving the Define and align the responsibilities of the Executive Board Work needs to be done. organization’s mission. to achieve the Council’s Strategic Plan.

Objective 3: The Last Frontier Council will achieve a 5% reduction, annually, in customer dissatisfaction with the Council Service Center operations (internal and external customers included).

Objective 4: The Last Frontier Council will achieve a 5% reduction, annually, in customer dissatisfaction in all administrative services provided.

Develop and implement the best procedures and systems to overcome problems created by ScoutNet.

No progress because of National Council’s delays with the rollout of the new Scoutnet.

Compile a Council Resource Manual for staff and scouters No progress because of National Council’s delays with the rollout of the new Scoutnet. (separate and online). Design and implement job function descriptions for each specific task that is the responsibility of each of the council Have not started. office staff. Identify issues that negatively affect the council’s staff from delivering excellent customer service and implement solu- Have not started. tions to overcome these obstacles Design, develop and implement a “volunteer administrative group” at both Council and District levels to assist during Have not started. peak work load.


Governance & Administrative Services Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Recruit and maintain an Executive Board of community leaders dedicated toward supporting the scouting movement.

Establish and maintain procedures where the Executive Board provides proper governance and oversight to ensure transparent, efficient and compliant operations.

Objective 1: The Executive Board is effective in promoting, supporting and overseeing Scouting in the Last Frontier Council.

Establish the Council’s Strategic Plan as the operational plan for the Last Frontier Council.

Define and align the responsibilities of the Executive Board to achieve the Council’s Strategic Plan.

Objective 2: The Executive Board ensures that the Council’s operations are aligned with achieving the organization’s mission.

Develop and implement the best procedures and systems to overcome problems created by ScoutNet.

Compile a Council Resource Manual for staff and scouters (separate and online).

Design and implement job function descriptions for each specific task that is the responsibility of each of the council office staff.

Objective 3: The Last Frontier Council will achieve a 5% reduction, annually, in customer dissatisfaction with the Council Service Center operations (internal and external customers included).

Identify issues that negatively affect the council’s staff from delivering excellent customer service and implement solutions to overcome these obstacles

Design, develop and implement a “volunteer administrative group” at both Council and District levels to assist during peak work load.

Objective 4: The Last Frontier Council will achieve a 5% reduction, annually, in customer dissatisfaction in all administrative services provided.

STRATEGIES

STRATEGIES

4


Talent Management Focus Group Strategic Plan Progress - 2012 Objectives

Strategies

Progress Comments

Create a Council Talent Management Committee to oversee continuous improvement and achievement of these objectives. Chair would Completed. become a member of the Council Executive Board and Executive Committee. Objective 1: All LFC volunteers In line with National Council hiring requirements, develop a recruiting and staff are the best possible plan to ensure high quality staff applicants are identified and informed to perform the job required for a of employment opportunities in the Council. successful Scouting program. By fully using the Council and District Nominating Committee process, ensure that district committees are recruited to full strength with Two of the three tasks (tactical goals) associated with this strategy have been started. the right individuals and that annual Council and District Committee evaluations are conducted. Objective 2: All LFC adult volunteers and youth leadership on every level of program are properly trained to produce the highest quality experience for our youth members.

Move oversight of Volunteer training from Program to Talent ManageCompleted. ment.

Place District Roundtable leadership under Talent Management so roundtables become a unit level talent development tool.

Ensure that Last Frontier Council Staff fully understand all of the volunteer trainings and resources are available to them if they would No formal training has been conducted with staff. Objective 3: The LFC staff are like to participate and, where appropriate, are part of their personal fully trained and completely en- development plan. gaged in supporting the council mission. Establish a Staff Development component for the Human Resources Committee.

Develop a program of joint experiences and team development between staff and volunteers that will create an environment of coopera- Working. District Revitalization Workshop held on Sept. 15, 2012 tion and ensures the best quality Scouting experience for our youth.

Objective 4: The LFC staff are fully trained and completely engaged in supporting the council mission. Through the Talent Management Committee, create a method of confidential feedback.


Talent Management Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Create a Council Talent Management Committee to oversee continuous improvement and achievement of these objectives. Chair would become a member of the Council Executive Board and Executive Committee.

In line with National Council hiring requirements, develop a recruiting plan to ensure high quality staff applicants are identified and informed of employment opportunities in the Council.

By fully using the Council and District Nominating Committee process, ensure that district committees are recruited to full strength with the right individuals and that annual Council and District Committee evaluations are conducted.

Objective 1: All LFC volunteers and staff are the best possible to perform the job required for a successful Scouting program.

Move oversight of Volunteer training from Program to Talent Management.

Place District Roundtable leadership under Talent Management so roundtables become a unit level talent development tool.

Objective 2: All LFC adult volunteers and youth leadership on every level of program are properly trained to produce the highest quality experience for our youth members.

Ensure that Last Frontier Council Staff fully understand all of the volunteer trainings and resources are available to them if they would like to participate and, where appropriate, are part of their personal development plan.

Establish a Staff Development component for the Human Resources Committee.

Objective 3: The LFC staff are fully trained and completely engaged in supporting the council mission.

Develop a program of joint experiences and team development between staff and volunteers that will create an environment of cooperation and ensures the best quality Scouting experience for our youth

Through the Talent Management Committee, create a method of confidential feedback.

Objective 4: The LFC staff are fully trained and completely engaged in supporting the council mission.

STRATEGIES

STRATEGIES

4


Properties Focus Group Strategic Plan Progress - 2012 Objectives

Objective 1:The council has a clear purpose statement for each of the six camps from which program and capital improvement decisions will be based.

Strategies

Completed (Fall 2011). The property purpose statements were published in the original strategic plan. To view the full Properties Report from the Strategic Plan Properties Focus Group, go to: www.LastFrontierCouncil.org/StratPlanProperties

Active and functioning risk management committee that is ensuring that properties are safe, insured, compliant with local ordinances and present a minimal risk to the council operation. Objective 2: Council properties are safe, functional, well maintained, and represent the integrity of the Boy Scouts of America and the Last Frontier Council.

Progress Comments

Risk Management Committee formed and functioning. Forming task priorities.

Council Health and Safety Committee is active and functioning ensuring that all activities that take place on and off council properties adhere to the Guide to Safe Scouting, camp standards, BSA guidelines and local health ordinances.

Properties committee has an active maintenance component overseeing the upkeep and appearance of all properties Objective 3: Capital improvements specified in the 2007 Capital Campaign will be completed as planned and Assemble a task force by third quarter, 2012, to examine curfuture capital campaign rent council office facilities and determine future needs. needs are being explored and enumerated by the end of 2013.

Have attempted.

Details of capital construction in “Bricks & Mortar� book. Committee not formed.


Properties Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Objective 1:The council has a clear purpose statement for each of the six camps from which program and capital improvement decisions will be based.

Active and functioning risk management committee that is ensuring that properties are safe, insured, compliant with local ordinances and present a minimal risk to the council operation.

Council Health and Safety Committee is active and functioning ensuring that all activities that take place on and off council properties adhere to the Guide to Safe Scouting, camp standards, BSA guidelines and local health ordinances.

Properties committee has an active maintenance component overseeing the upkeep and appearance of all properties

Objective 2: Council properties are safe, functional, well maintained, and represent the integrity of the Boy Scouts of America and the Last Frontier Council.

Assemble a task force by third quarter, 2012, to examine current council office facilities and determine future needs.

Objective 3: Capital improvements specified in the 2007 Capital Campaign will be completed as planned and future capital campaign needs are being explored and enumerated by the end of 2013.

STRATEGIES

STRATEGIES

4


Finance Focus Group Strategic Plan Progress - 2012 Objectives

Strategies

Progress Comments

Increase the annual Friends of Scouting Campaign by 6% annually through 2016. Increase the annual contributions from local foundations including the New foundations are being solicited annually, and in 2012 a new foundation gift of $29,000 was secured. LFC Trust.

Objective 1: The minimum level of reserve operating capital is $500,000 as of December 31 annually. Decisions are first made on the best mission and program impact, not because of available funding.

Using 2011 giving levels as a baseline, maintain all giving levels from Relationships with United Way Partners are a key focus, and in 2012 contributions increased by 6%. United Ways and seek additional methods to increase those levels. Maintain fiscal discipline through an active Budget Committee, Audit Committee and thorough budget controls overseen by the Executive Committee and management staff. Ensure that council and district-level activities are revenue neutral with all costs being considered including overhead and administrative support.

Budget process is in place with volunteers at every level. Budget meetings are held quarterly with both staff and volunteers to make any necessary adjustments. Audit Committee is engaged in annual independent audit.

Help units through product sales that focus on funding a high-quality program for youth and that also minimizes a joining barrier of cost.

Each unit is given an opportunity to participate in annual popcorn sale and the camp card sale. (Camp card sale was started in 2012 in response to this strategic plan goal.)

Processes are in place at the district level to develop and execute budgets to achieve this goal.

Increase fundraising from non-traditional contributors through council Two annual special events: Sporting Clays Tournament and Gathering of Eagles are both in their 2nd year, level special events such as the Sporting Clays Tournament, Gatherand both are adding net funds to the council budget. ing of Eagles, Distinguished Citizen Dinner, etc. Educate the Scouting family on how Scouting is financed, and how increased funding helps improve program quality and the accomplish- This is being done through the Family Friends of Scouting program. ment of the organization’s mission. Form a committee to evaluate capital needs and goals for next 10 years.

Objective 2: 2007 capital construction is complete An exploratory committee is active planning the next capital camand the planning is under- paign. way for the next campaign.

Not started. Not started. (Several projects still remain to be completed from 2007 Capital Campaign. All construction is being executed on a cash basis as capital pledges are paid.)

The capital fund has a balance of $500,000 to launch the next campaign.

Objective 3: Maintain the Last Frontier Council Trust Board with trustees who ensure the trust’s integrity and governance.

Increase endowment from $3million to $8millon in next ten years through education, promotion and solicitation.

Not started.

Include the annual Trust Board appointments as a part of the Council Completed. Implemented in 2013 Council Nominating Committee (held in fall of 2012). Nominating Committee.


Finance Focus Group Strategic Plan Progress - 2012 Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

4

3

3

2

2

1

1

0

0 Increase the annual Friends of Scouting Campaign by 6% annually through 2016.

Using 2011 giving Increase the annual contributions levels as a baseline, maintain all giving from local founda- levels from United tions including the Ways and seek LFC Trust. additional methods to

increase those levels.

Maintain fiscal discipline through an active Budget Committee, Audit Committee and thorough budget controls overseen by the Executive Committee and management staff.

Ensure that council and district-level activities are revenue neutral with all costs being considered including overhead and administrative support.

Help units through product sales that focus on funding a high-quality program for youth and that also minimizes a joining barrier of cost.

Increase fundraising from non-traditional contributors through council level special events such as the Sporting Clays Tournament, Gathering of Eagles, Distinguished Citizen Dinner, etc.

Educate the Scouting family on how Scouting is financed, and how increased funding helps improve program quality and the accomplishment of the organization’s mission.

Objective 1: The minimum level of reserve operating capital is $500,000 as of December 31 annually. Decisions are first made on the best mission and program impact, not because of available funding.

Form a committee to evaluate capital needs and goals for next 10 years.

An exploratory committee is active planning the next capital campaign.

The capital fund has a balance of $500,000 to launch the next campaign.

Objective 2: 2007 capital construction is complete and the planning is underway for the next campaign.

Increase endowment from $3million to $8millon in next ten years through education, promotion and solicitation.

Include the annual Trust Board appointments as a part of the Council Nominating Committee.

Objective 3: Maintain the Last Frontier Council Trust Board with trustees who ensure the trust’s integrity and governance.

STRATEGIES

STRATEGIES

4


Strategic Plan 2012 Update  

Update on five year Strategic Plan progress as of Decemer 2012.

Advertisement