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TE 3 DA 01 : 2 UeP ar d Y AN on PLSec


Scouters: Another year has passed and we are wrapping up the second year of our five 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. Over the past two years we have made great strides and met many of our goals and yet we still have many more to accomplish. The plan continues to be the working agenda for all of the districts serving over 24 counties as well as every council committee. We continue to remain focused on how this plan will improve Scouting for thousands of more youth entering Scouting. This document contains a status update on the plan’s objective and strategies. Though not included in this report, the strategies have been further developed into tactical goals and each goal now has a timeline. 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 Stategic Plan Steering Committee is pleased with the progress we have made over the past two years. We recognize the hard work that our professionals and volunteers have poured into these accomplishments. This report is a representation of the efforts of all those dedicated to providing better Scouting for our youth and our community.

Bob Spinks Strategic Plan Chair

Pat Rooney Council Board President

Jeff Woolsey Scout Exeutive/CEO


Program Services - Membership Impact Focus Group Strategic Plan Progress - September 2013 Objectives

Strategies

Progress Comments

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

Most new units organized are through faith based organizations. Start relationship committees with faith based agencies using the “Zone Model.”

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

This Strategy was adopted in 2012.

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.

In 2014 the “Zone Model” will be a major emphasis so that every community or neighborhood will have the opportunity for a Scouting program. Full market focus will be used along with different delivery methods, such as after-school Scouting, to ensure that this objective is reached.

Beginning in the year 2012, the Scouting program contacted youth in every elementary Focus recruiting efforts on Cub Scout Age Youth so every school in our service area. Continue to reach every elementary school in our area yearly Cub Scout Age Youth gets an opportunity to join each year. with emphasis on the “Zone Model” in membership management in 2014.

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.

Gained from 66.1 percent in 2012, our goal is to achieve 69 percent in 2013. Establish full and functioning membership committees for district and council levels. Communication with new members started in fall 2013 with purpose of continual quality improvement and increased retention.

All new members receive welcome phone calls from the district. All new members are currently receiving welcome emails with links to youth protection, calendar and other important information. Implement surveys to measure results via e-mail surveys at the three week mark upon registering.


Program Services - Membership Impact Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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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.

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Program Services - Youth Program & Development Focus Group Strategic Plan Progress - September 2013 Objectives

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

Progress Comments

Each district organized a Cub Scout Day Camp. Day Camps occur at a variety of locations. The council offers one resident camp and several Family Camps in the spring and fall. Camping opportunities have room to expand at John W. Nichols Scout Ranch, but do not yet have the needed facilities. A variety of direct marketing tools are used to promote the Cub Scout camping. Most districts still lack effective camping committees for camp promotion. Cub Scout camping has increased by 65 percent.

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 Cub Resident Camp and Family Camp at George Thomas are very popular with excellent camper surexperiences - not duplications of other activities such vey results. Council family camping has increased by 65 percent. Objective 1: 75% of Last as sports or school events. Frontier Council Scouts attend camps and out- Create Cub Scout camp properties that accommodate Plans are in place with a target goal of May 2015. a higher volume of participants. door programs.

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.

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

There has been no significant change in the number of troops attending summer camp, however total Scout camping has increased from 53 percent to 63 percent. A major promotion of summer camp at Kerr Scout Ranch at Slippery Falls resulted in a 20 percent increase.

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

Participation has doubled since inception of strategic plan. In 2013, the council sent 49 more youth to the National Jamboree, an increase of 46 percent versus 2010. Many older Scouts are engaged in camp staff, Venturing and OA. Hundreds of people attend large weekend camping activities.

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

Engage older Scouts in sub-committees on the district level.

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

NYLT, Diamond H programs and the Order of the Arrow provide models of success for youth leadership in activities. The next step is for leaders in these programs to formalize youth involvement and train others how to effectively involve youth.

Engage leadership from other non-profits, United Way The council has formed partnerships with several community organizations for Scouting activities and partners, churches, civic clubs, and local and state service projects including the Oklahoma City Boathouse Foundation, American Fidelity and the Univeragencies by getting them involved on activity and prosity of Oklahoma. gram committees at the council and district level.


Program Services - Youth Program & Development Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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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.

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

Engage leadership from other non profits, 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 3: Develop council and district activities that are built on partnerships with organizations that have great local program opportunities for youth.

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Program Services - Service to Units Focus Group Strategic Plan Progress - September 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 Takes place annually through Talent Management Committee and Executive Committee. 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.

Beginning in 2012 and continuing, general membership was surveyed through “Voice of the Scout” program. Surveys are sent from LFC to new members in each district.

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

Conferences are held annually to emphasize district volunteer needs and in 2014 there will be a focus on strengthening district operating committees.

Reinvent roundtable, making it more relevant for Scout leaders.

In late 2013, a steering committee will be established to examine best practices on how roundtables can be used to meet the needs of unit level leaders.


Program Services - Youth Program & Development Focus Group Strategic Plan Progress - September 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

Denotes 2013 Progress.

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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.”

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Marketing Focus Group Strategic Plan Progress - September 2013 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 Establish a council and district level branding and P.R. guide for uniform communications and clear message about Scouting’s mission and that Scouting representation of the council. is fun.

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

Engaging external audiences via newsletter, e-mail, and FOS. Establish better communications via social media and engage marketing committee to seek further coverage.

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

Segments have been identified as youth members, adult volunteers, parents, donors and Scouting alumni.

Objective 2: Improve communication and marketing to existing members. Maintain a channel for units to share information with each Awaiting implementation at roundtables. Further use of social media and evaluation of webother. site.

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

Work with local media to promote existing Scouting activi- Establish a marketing/PR position at the district level to assist executives with newsletters, ties and events through traditional media outlets as well as e-mail and communications. Engage marketing committee on the council level. Consistent social media. branding of communications.

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

Engage volunteers to communicate events and document work being done at the community levels. District marketing/PR chair reporting events to council. Marketing committee to perform marketing audit to address council’s needs.


Marketing Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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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.

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Governance & Administrative Services Focus Group Strategic Plan Progress - September 2013 Objectives

Strategies

Progress Comments

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

An effective Nominating Committee is active with non-board members involved in the process and as potential volunteers. Diversity plan has been added. Completed 2012.

Objective 1: The Executive Board is effective in promoting, supporting and Bylaws have been revised and approved. All council level committees are functioning. The overseeing Scouting in the Establish and maintain procedures where the Executive council key three is active. Position descriptions are established for each council level and Board provides proper governance and oversight to ensure Last Frontier Council. committee chair. Risk Management and Health and Safety Committees are functioning and transparent, efficient and compliant operations. active. Establish the Council’s Strategic Plan as the operational Objective 2: The ExecuPlanning and Structure are complete. Implementation is ongoing. Completed 2012. 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 Planning and Structure are complete. Implementation is ongoing. Completed 2012. 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.

Support staff and volunteers regularly review the data entry process into ScoutNet. The council has established alternate systems for news letter distribution and event registrations.

Compile a Council Resource Manual for staff and Scouters Completed 2012 (separate and online). Design and implement job function descriptions for each specific task that is the responsibility of each of the council Completed 2012. office staff. Identify issues that negatively affect the council’s staff from Provide an open door policy for feedback and communication. Customer service training delivering excellent customer service and implement soluimplemented for council staff. tions to overcome these obstacles Design, develop and implement a “volunteer administrative group” at both Council and District levels to assist during No progress. peak work load.


Governance & Administrative Services Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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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.

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Talent Management Focus Group Strategic Plan Progress - September 2013 Objectives

Strategies

Progress Comments

Create a Council Talent Management Committee to oversee continuous improvement and achievement of these objectives. Chair would Completed 2011. 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 Process established and started. Talent Management committee is involved in new staff and staff are the best possible plan to ensure high quality staff applicants are identified and informed to perform the job required for a interviews and hiring decisions. 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 Process is established and underway. Ongoing process improvement will be monitored. 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 2011. ment.

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

Ensure that Last Frontier Council staff fully understands all of the volunteer trainings and resources are available to them if they would 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.

Roundtables will remain under commissioner service with process being initiated to “fix� roundtables. Several staff have completed trainings and have made BSA training a part of their personal development plan. Staff Development Committee has been established. Conducted staff training at staff conference and staff meetings.

Develop a program of joint experiences and team development beSchedule of council level district facing meetings has been established to foster a tween staff and volunteers that will create an environment of cooperation and ensures the best quality Scouting experience for our youth. cooperative environment.

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.

No progress.


Talent Management Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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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 understands 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.

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Properties Focus Group Strategic Plan Progress - September 2013 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 2011

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. Completed 2012.

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, Committee has a chair, however committee needs to be engaged. 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 Camppaign will be completed as Assemble a task force by third quarter 2012, to examine planned and future capital current council office facilities and determine future needs. campaign needs are beings explored and enumerated by the end of 2013.

Properties Committee will be the “maintenance committee” directed by V.P. of Properties. V.P. of Capitol Construction will continue with capital campaign construction projects.

Details of capital construction in “Bricks and Mortar” book. Committee not formed.


Properties Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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Deferred through 2015.

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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.

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Finance Focus Group Strategic Plan Progress - September 2013 Objectives

Strategies

Progress Comments

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

Have hired full staff in Development Department to address needs.

Increase the annual contributions from local foundations including the Staff member added to identify new grant opportunities. Expect to submit a great number of proposals in LFC Trust. 2014 than previously.

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 United Way giving increased in 2013. Working with United Way partners to upgrade outcome and measureUnited Ways and seek additional methods to increase those levels. ment processes. Maintain fiscal discipline through an active Budget Committee, Audit Committee and thorough budget controls overseen by the Executive Processes are in place at the district level to develop and execute budgets to achieve this goal. Committee and management staff. Ensure that council and district-level activities are revenue neutral with all costs being considered including overhead and administrative Each unit is given an opportunity to participate in annual popcorn sale and the camp card sale. 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.

Two annual special events: Sporting Clays and Gathering of Eagles are moving into their 3rd year, both adding to net funds of the budget.

Increase fund raising from non-traditional contributors through council Event fund raising down in 2013. Event planning processes operating well in advance in 2014 to drive fundlevel special events such as the Sporting Clays Tournament, Gatherraising goals. Character Counts will be rebranded to Distinguished Citizen in 2014. 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- Part of FOS, however needs to be carried over into marketing and on the district level. 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 actively planning the next capital camand the planning is under- paign. way for the next campaign.

Not started.

Not Started. (Awaiting completion of 2007 capital campaign.)

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

Total endowment for LFC is currently at $6 million, $4 million specifically allocated to operating income. Marketing planned giving to our donors and volunteers has begun.

Include the annual Trust Board appointments as a part of the Council Completed 2012. Nominating Committee.


Finance Focus Group Strategic Plan Progress - September 2013 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

Denotes 2013 Progress.

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

Increase the annual contributions from local foundations including the LFC Trust.

Using 2011 giving levels as a baseline, maintain all giving levels from 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

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 actively 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 $3 million to $8 million 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.

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Strategic Plan Update 2013