Boy Scouts of AmericaBoy Scouts of AmericaBSA_f26a42e0-a043-4b18-a221-3c4a9c5881abThe Boy Scouts of America will prepare every eligible youth in America to become a responsible, participating citizen and leader who is guided by the Scout Oath and Law._68a2ac53-351a-4674-bc3b-a56b8255a424The mission of the Boy Scouts of America is to prepare young people to make ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath and Law._bd4ee01b-cf3c-4e9e-be04-332ca9cd5a91Opportunity for InvolvementEvery Eligible Youth Has an Opportunity to Be Involved in a Quality Scouting Experience_1958ea96-7d5f-449a-a604-eb9fa900b5b51In its original charter, Congress charged the Boy Scouts of America to make its program available to all who are eligible, but recognized that young people must become members to derive the benefits available from the Scouting program. Those who administer the program must, therefore, serve the membership and alsoactively and purposefully recruit new members. True to that tradition, our objective remains the same today.Accomplishing these goals in today’s marketplace is increasingly difficult. Our population is more diverse and our leadership model is changing. As a result, one of our first tasks is to find out more about our various ethnic populations. Our new market study focusing on Hispanic/Latino Americans, African Americans,and Asian Americans will help us understand the perceptions of the BSA in these communities. In addition, we willgain a better understanding of their needs related to programs for youth and explore authentic messaging that resonates in each community. This information coupled with other program-specific research will serve as our guide in strengthening Scouting.Market ShareIncrease market share and/or growth._631bd201-6286-4fd2-a8bb-c16dc57c94611.1New MembersIncrease the number of new members._195dfb47-cb36-497f-bb40-27fa7f791d761.2Member RetentionImprove member retention._907731a0-484e-4d9e-a227-2477b10e546b1.3More UnitsIncrease the number of units._f3356107-84df-4232-8e76-cbb71bd4fba51.4Roundup PlaybooksDevelop through research and best methods new concepts and playbooks for effective execution of roundup plans in every district._1679fa9a-1949-4e40-9378-127de46e861a1.5Leadership TrainingHelp volunteers establish a mandate and mind-set that untrained leadership meeting with young people is unacceptable._317dbec5-154e-466b-889d-d2f8691aa2611.6Quality AwardsExamine core elements of national Quality awards and establish measurements that unit leaders embrace._766c6d45-d577-4bea-89c9-ab5acbca493a1.7Multi-Channel MarketingInvolve far more volunteer resources in marketing and selling the benefits of Cub Scouting to families throughmultiple venues._cc87a297-efa4-4076-afb0-e4f3ac912e811.8Order of the Arrow MissionProvide a specific mission for the Order of the Arrow to help deliver a more “outdoors” message along with their increased support of troop and council camping programs._5b5eea17-3fba-43e0-9900-b847d48b38561.9Adult Leader TrainingImprove the effectiveness of all adult leader training._713a0896-6548-4800-9f1c-eeff8d75b0e51.10Marketing ToolsDeliver a comprehensive set of marketing tools aimed at parents that communicate the benefits and values of Scouting._fd021740-1656-48cd-acd5-7e072502f6c21.11VolunteersThe Number of Engaged, Accountable Volunteers Is Dramatically Increased at All Levels of Scouting_c09bffb6-1cf5-473d-83f1-012ee781fb2e2The success of Scouting depends on having enough engaged volunteers who are responsive to the needs of theprogram on a local, regional, and national level.To add these needed new volunteers, it is imperative that we understand the issues that face them and the beliefs they harbor from a generational perspective. This group of potential volunteers falls into the Generation X and Y population and will serve as the foundation of our emerging volunteer pool. To do this, we are launching a research project titled the Generation X and Y Parent Study (parents under the age of 40). This study will also explore how involved Generation X and Y parents expect to be in their children’s activities. From this we will determine the key motivators for initially volunteering.Continued volunteering will also be explored in this study. This research will help us design a marketingplan to launch our campaign in 2008 to recruit 1 million new volunteers.New VolunteersAdd 1 million new volunteers._766646db-a1c2-4c31-b5ab-d4c8248d57592.1QualityIncrease the number of Quality Councils, Districts, and Units._ee6db40f-aa6e-497e-bd88-92412dc3ead82.2Volunteer Marketing PlanDevelop a marketing plan to reach new adult volunteers._128df62f-1096-4f45-865d-ecb845d625f82.3Parent InitiativeDevelop and launch a national parent initiative, integrating the program into existing literature._a0191c2f-4a7b-469d-a344-cfb93854cf682.4Outdoor OfferingsIncrease the capacity of volunteers to conduct more quality outdoor program offerings._fd589e6a-2107-4358-a9f2-05aee8d545c12.5Volunteer TrainingEnhance volunteer skills and engagement through increased training opportunities._92a91876-a9d2-4ecb-9cd0-89baebfa62f42.6CommunicationsEnhance volunteer skills and support by leveraging communications opportunities._16fca23a-e12f-40a4-b8a3-7162120f59882.7Volunteer RecognitionElevate the status of volunteers who produce sustained results through enhanced recognition and increasingthe tenure of all volunteers._d25c3db4-8541-48f4-a30f-84443a95472c2.8Fiscal SoundnessEvery Local Council Is Fiscally Sound_7bbd4fc3-ec52-4e86-8d03-3fdb00f6d62d3Program objectives have a greater chance ofbeing met when councils have the resourcesto achieve them. In addition, having a strongfinancial foundation allows leadership tofocus on long-term strategic plans that providefor the full realization of our covenant tothe communities we serve.Every council must continuously positionitself to raise sufficient funds to fulfill itsmission, manage those funds effectively andefficiently, and ensure the council has incorporateda culture of good governance.The tactics to accomplishing thesegoals are to• Launch a financially sustainable councilproject (FSCP).• Conduct FSCP training with all areadirectors.• Develop a tracking tool for help withprojecting councils’ year-end deficit/surplus.• Incorporate financial planning intofirst-time Scout executive orientation.• Develop fund-raising software enhancingdonor relationships management, Webbasedfund-raising, and campaignmanagement (with the InformationSystems Division and the NationalBSA Foundation).• Conduct a new national training conferencededicated to fund-raising best methods.• Develop and conduct new workshops onbudgeting and cash flow management.• Create a new recognition program aimedat all fund-raising resulting in increasednet assets.• Launch a raising-more-money project for16 test councils.• Complete fund-raising volunteer recruitmentand donor solicitation.• Develop a new video on financing the unit.• Revise BSA capital campaign materialsto reflect current methods; incorporatefinancial tools for better managementof campaigns.• Develop and publish an executive boardassessment tool.• Significantly increase the number of councilsthat achieve the National EndowmentAchievement Award.• Increase the number of councils that usethe regional endowment counsel to call onprospects and their advisers, and conductseminars.• Increase the number of council staff andboard members who receive training inendowment and major giving, with stateof-the-art training tools and methods.• Ensure that all councils receive revisedBSA endowment campaign materialsand resources and are trained in how touse them.• Create marketing plans based on BSAprogram outcomes that communicateScouting’s return on investment.DeficitsReduce the number of councils with annual operating deficits._f51d3681-a425-42e3-802e-32aaddec53e23.1Unrestricted AssetsIncrease local councils’ unrestricted assets._4ea8f5b0-f97f-4373-a5dd-9b4fca5662393.2EndowmentsIncrease local councils’ endowment fund assets._fdbb7279-0ad1-496b-9131-5f6ab667788e3.3Strategic EngagementLocal, Regional, and National Chartered Organizations and Strategic Alliances Are Identified and Engaged_a88bfc6d-6a8a-4f8a-ba1e-4adcf907f6c14Establishing alliances and dialog with other organizations extends our message and increases our opportunities to reach more youth. Historically, chartered organizations have been the lifeblood of the Boy Scouts of America, and having access to the leadership of these organizations strengthens our network of supporters who believe in the characterbuilding values of Scouting.As we expand our chartered organization base and strategic alliances, it will be important that these organizations have compatible missions. We must also carefully examine our mutual needs and match the compatible philanthropic purposes and objectives of the relationships to identify strategic synergies. This allows us to develop meaningful case studies that will help us leverage and maximize future collaborative agreements withother organizations. In addition, this will highlight the value of establishing strategic relationships with the BSA.Tactics to accomplish these goals are to• Strengthen relationships with existing charteredorganizations and strategic alliances.• Launch the following new-unit growthinitiatives:— Knights of Columbus (2006)— United Methodist Church (2007)— Home School Association (2008)— Baptist churches (2009)— Evangelical churches (2010)• In concert with the Scoutreach Division, strengthen relationships with our ethnic communities and organizations.• In concert with the Marketing & Communications Division:— Design and launch an awareness campaign.— Support a national speakers bureau to engage speakers on our behalf in local and national forums across the country.— Create targeted messages to support the new chartered organization campaign effort.• In concert with the Program Group:— Design and launch new volunteer training and motivational programs for new unit and chartered organizationrelationships.— Strengthen chartered organization–related training and materials for commissioner service.• Design and conduct “Celebrating our Partners” (2009).• Based on 2006–2010 Strategic Plan identified needs, build fundable projects and donor prospect lists.• Launch solicitation for fundable initiatives.• Support local councils with funding for initiatives identified in the plan and funded by strategic national funding sources.Chartered OrganizationsIncrease the number of chartered organizations._007a73a2-09ee-4da4-b1e7-16ffea056c224.1Funding SourcesIdentify national and/or regional funding sources to fund phases of the Strategic Plan._41d25ef5-33b7-46bd-9631-62425feea6314.2Diversity and ProfessionalismEnough of the Right Professionals Are Identified, Developed, and Retained in the Right Positions at All Levels, With a Focus on Diversity_95fd7107-e602-4e50-9d60-0e3037c4e3f35We are in the people business, and our ability to understand and communicate with a variety of people is critical to our continued growth. In addition, we realize that workforce talent is our greatest asset, and as such it is imperative that we continue to emphasize this increasingly important aspect of our business.We will accomplish these objectives through four basic strategies:1. Provide support to mentoring, increased retention, recruitment efforts, training, and personal development.2. Provide personnel support through effective human resources systems, methods, standards, and practices.3. Promote a safe and ethical work environment that meets legal standards.4. Be recognized as the premier employer that provides a rewarding environment for employees.Some of the tactics to accomplish these goals are to • Conduct beta test mentoring with first-time Scout executives.• Develop and incorporate sessions on generational differences in all levels of training.• Develop an internal task force to evaluate the performance management process and make recommendations.• Develop a matrix of prerequisite courses for those who aspire to senior management positions.• Review current hiring policies and professional tenure requirements.• Evaluate life and work skills in lieu of a college degree.• Structure a plan to identify and cultivate future staff leaders.• Identify and hire recruiters in each region to focus on the hiring of women and minorities.• Continue to develop and implement self-service capabilities for all employees and retirees.• Develop a plan to fund and deliver harassment prevention training to local councils.• Develop a group presentation on harassment prevention for summer camp staff.• Continue to benchmark BSA programs, policies, and procedures with other organizations.ExcecutivesIncrease the number of youth-serving executives._6684f943-9767-452c-a231-6e308825f7b95.1Minorities and FemalesIncrease the number of minority/female professionals._88ea4f90-8b71-4d60-a25f-58f10c145bc85.2Employee RetentionImprove employee retention._486d2e92-e7b7-4521-86d9-052ffc02d4cf5.32006-01-012010-12-312010-02-08http://www.scouting.org/media/strategy/45-016.pdfArthurColman (www.drybridge.com)colman@drybridge.com