2017 VOYAGEURS AREA COUNCIL, BSA GAME PLAN
Version 2.1.3
We will SURVIVE to serve our youth. We will THRIVE to expand our positive impact on our community. We will ARRIVE as the premier character development program of choice for our future leaders.
Our Current Challenges
MEMBERSHIP
LACKING ADEQUATE HUMAN RESOURCES
• Inefficient Development Model
• Few Volunteers Fully Trained
INCREASING DIFFICULTY
RECRUITING AND RETAINING YOUTH
• Fewer adult volunteers at the unit level
• Inadequate Resources for Ideal Staff Model
• Inability to engage members/ parents
• Over Reliance on Popcorn Revenues
• Focused on one recruiting event
• Inadequate Endowment Growth
• Key Volunteer Positions Unfilled
Source: July 2016 Board Planning Session
Why We Will
SURVIVE, THRIVE, & ARRIVE
WORRISOME FINANCIAL STANDING
• Incomplete Properties Plan
• Availability of Quality Product to Parent and Scout
CHARACTER AND LEADERSHIP
 We are establishing the most RELEVANT and RIGOROUS requirements for defining character and leadership programs.  The way we deliver character and leadership is the distinguishing feature of the BSA. It’s our competitive advantage.
FILL POSITIONS
Our
Short‐Term Strategy
FINANCIAL STANDING
HUMAN RESOURCES
• We will focus on filling vacant positions:
• Unit Commissioners
• District Volunteers
• District Associates (DA)
PRIORITIZE TRAINING
• We will prioritize training by:
• Refining & executing the training plan
• Establish a qualified training faculty
• Customize training delivery to meet volunteer needs
GROW MEMBERSHIP
• We will grow membership by: • Supporting current charter organizations, • Focusing on new‐unit development and • Preparing for the Lion pilot
SECURE FINANCIAL RESOURCES
• Develop and execute action plan based on 2016 Development Assessment report
• 100% Board participation in fund development
2017 VOYAGEURS AREA COUNCIL, BSA GAME PLAN
We Will Survive, Thrive, & Arrive by:
Our 2017
Goals
COMMUNICATIONS
PEOPLE
MEMBERSHIP
Expanding Scouting programs to enhance our community Utilizing human resources to their fullest potential
o Increase membership across:
• Cub Scouting
• Boy Scouting
• Venturing
• Sea Scouts
• Exploring
o Initiate pilot program(s)
• Lions
o Consider focused recruitment efforts (Native Americans, Inclusive Family membership)
o Fill Unit Commissioner roles to address key issues
o Increase level of engagement by charter organizations
o Establish priority strategy for training all volunteers and staff in their current position
o Increase diversity throughout the VAC until we reflect the diversity of the communities we serve
2016‐2017 Timeline
Plan refinement
Oct 16
Feedback and metrics defined
Nov
Dec
Board approval
Jan
Adapting to today’s consumers information consumption needs Securing adequate resources through a diverse range of support and revenue
o Establish a communication plan
o Align consumers’ expectations with resource available
o Implement responsive website as a visual sign of improvement
o Leverage organic social media
o Fully staff volunteer FOS teams
o Conduct successful Special Events
o Grow Endowment/ Major Gifts Report to Exec Comm & metrics review
Game Plan campaign launch (2/11/17)
Feb
Plan launches
DEVELOPMENT
Mar
Implementation
Discussion at Coor Committee Mtg & Annual Board Mtg
May
Delivering outdoor programing experiences that last a lifetime
Maintaining the financial health of the organization
o Maintain a culture of delivering positive financial results
o Institute a transparent organization‐wide annual building budget process
o Manage cash flows
o Provide services and program aligned with budget resources
o Complete divesture of Lester River, Devil Track, Stebner & Newman properties
o Develop unit cabin/training facilities at Barksdale
o Evaluate property options within 100 mile radius of population center
o “Right size” service center operations o Establish maintenance fund
Executive Board Retreat
Strategic Plan Update
Ongoing Roll Out
Committee Action Plan deliverable tracking
Apr
PROPERTIES
FINANCE
Jun
Jul
Development milestone
Report to Exec Board
Aug
Sep
Oct 17
Evaluate progress to goals
Develop draft 2018 goals
PLAN ASSUMPTIONS:
• The Executive Board of the Voyageurs Area Council (VAC) has collaboratively developed these goals and plan, and as such will support efforts in achieving them in a timely and efficient manner.
• The desire to achieve the stated strategic goals are to serve as the road map for all focused work in 2017.
• The Executive Board through the Scout Executive has overall responsibility for leading efforts in support of achieving the stated strategic plan goals.
• The Executive Board (VAC) is responsible to manage the progress of the strategic plan, as well as collecting and reporting membership (youth, leader, etc.) feedback; ultimately to ensure the action plan(s) is completed.
• All professional and support staff will guide and assist the Operating Committees –compromised of volunteers, in support of achieving goals stated herewith in.
• The Scout Executive is responsible for coordinating the collection and maintenance of the metrics, and reporting them as agreed. • All strategic goals are intended to enhance the services provided to scouts and scouters (youth and adult) through our chartered partners.
• Program is a primary function of the council (in addition to membership, finance and unit service). It is not explicitly addressed as a strategic goal, however, is completely applicable and assumed to be a key component of membership growth goal(s). Additionally, program is also reflected in the goal(s) of enhancing the member services provided and improving member benefit perception.
• Key open positions will be filled in accordance with the Nominating Committee process as outlined in the Council Bylaws.
• If an Operating Committee is without volunteer leadership or lack sufficient members, functions will be directed by Council staff.
• The following will serve as a rating of goal prioritization/ranking: !!! – High Priority, !! – Medium Priority, and ! – Low. However, a ranking of low does not negate the need for achieving the goal as part of the Strategic Plan.
!!!
MEMBERSHIP
Expanding Scouting programs to enhance our community 2017 Strategic Goal
BASELINE
GOAL 1 –
Increase membership across:
• Cub Scouting
• Boy Scouting
• Venturing
• Sea Scouts
• Exploring
BASELINE: 3170 members (Dec 2016)
CS‐2234 (60 units)
BS‐849 (54 units) V‐29 (4 units)
SS‐12 (1 unit) E‐47 (5 units) Metric
% of growth in membership (members)
# of Designated SNTJS (School Night To Join Scouting) Leaders
JTE 4 –
Membership Growth
Performance GOAL
7% member growth
3375 members (Dec 2017)
+205 new members
Next Step(s) (Responsible Party)
 Develop membership growth plan by District based on market analysis and
District Key 3 input
 Recruit MEMBERSHIP committee members (Council, District)
 Identify SNTJS Leader(s) in all districts prior to March 2017
(District Key 3, Scout Executive as Membership pro staff support)
 Recruit Boy Talk volunteers to partner with Council staff delivering Boy Talks for SNTJS activities.
 Conduct Boy Talk Trainings prior to August 2017 to assist in successful recruitment results
(Training Committee)
 Continue program offerings with increased internal and external promotion that generate community value and member excitement to promote growth in membership
(Program Committee, Marketing & Communication Committee)
!!
MEMBERSHIP
Expanding Scouting programs to enhance our community 2017 Strategic Goal
BASELINE
GOAL 2 –
Initiate pilot program(s)
• Lions
BASELINE: Deferred Lion program application in 2016
0% Packs with Lion enrollment
Metric
% of Units with Lion members
Performance GOAL
50% of Packs with Lion enrollment (30 units/packs)
Next Step(s) (Responsible Party)
 Recruit Lion program chair (Program Committee)
 Identify unit Lion leaders
(Lion Program Chair)
 Train pack/unit leaders on Lion program (Training Committee)
 Promote Lion program (Membership Committee, Marketing & Communication Committee)
!
MEMBERSHIP
Expanding Scouting programs to enhance our community 2017 Strategic Goal
BASELINE
GOAL 3 –
Consider focused recruitment efforts
BASELINE: Need baseline #s of current population demographic vs membership (restate)
Metric
Comparative membership and population demographics
Performance GOAL
Determine if population specific recruitment efforts will support membership growth goal
If yes, begin working with one (1) population specific group in 2017.
Next Step(s) (Responsible Party)
 Review Market analysis, by community to determine areas of focus
(Membership Committee, Commissioned Staff)
 Identify potential charter partners in under represented demographics
(Membership Committee, Commissioned Staff)
!!!
PEOPLE
Utilizing human resources to their fullest potential 2017 Strategic Goal
BASELINE
GOAL 1 –
Fill Council, District and Unit Commissioner roles to address key issues
Metric
1 unit commissioner/3 units served
Unit Contact % (% of units to be visited 6 times per year)
BASELINE:
JTE 14 – Unit 32 TOTAL Listed Commissioners
Contacts
• 11 Listed Commissioners (GT) – serving 39 units • 13 Listed Commissioners (AH) – serving 39 units
• 3 Listed Commissioners (BW) – serving 21 units
• 5 Listed Commissioners (NL) – serving 25 units 11.76% Unit Contact Score
Performance GOAL
32  41 TOTAL Active Unit Commissioners
11 Listed (GT)  13 Active Commissioners 13 Listed (AH)  13 Active Commissioners
3 Listed (BW) – 7 Active Commissioners
5 Listed (NL) 8 Active Commissioners
Next Step(s) (Responsible Party)
 Audit commissioner roster and define baseline – January 2017 (Commissioner Staff))
 Prospect new commissioner (council & district) candidates – 1st Quarter (Nominating Committees, Commissioner Staff)
 Formally assign units to commissioners – end of 1st Quarter
(District Commissioners)
>35% Unit Contact Score
 Conduct Commissioner Training Session(s) or Identify Commissioner Training Opportunities – 2nd Quarter
(Council Commissioner, Training Committee)
!!!
PEOPLE
Utilizing human resources to their fullest potential 2017 Strategic Goal
BASELINE
GOAL 2 –
Increase level of engagement by charter organizations
BASELINE:
19 of 37 CRs Trained – 51% (GT)
1 of 20 CRs Trained – 5% (BW)
19 of 35 CRs Trained – 54% (AH)
5 of 24 CRs Trained – 21% (NL)
44 of 116 CRs Trained – 44% (VAC)
Metric
% of Charter Organizations visited by SE or designee at least annually
Annual visit charter org by SE
% of Trained (Charter Representative) CR
Performance GOAL
100% of Charter Organizations Visited in 2017
95% of Charter Organization Representatives Trained
Next Step(s) (Responsible Party)
 Set Up Appointments with all existing Chartered Organizations within 1st and 2nd Quarters (Professional Staff)
 Communicate with those untrained CR the need to complete online training; follow up and monitor progress;
(Training Committee)
 Personally invite all CR to February meeting and March’s Coordinated Committee meeting;
(Council President & District Chairs)
!!
PEOPLE
Utilizing human resources to their fullest potential 2017 Strategic Goal
BASELINE
Metric
Performance GOAL
GOAL 3 –
Establish priority strategy for training all volunteers and staff in their current position
% of Direct Contact Leaders with current YPT dates
100% of Direct Contact Leaders with current YPT dates (with 12 months)
% of Direct Contact Leaders Trained in Position Specific Roles
100% of Direct Contact Leaders Trained in Position Specific Roles within 30 days
BASELINE:
46.89% Direct Contact Leaders Trained
JTE 18 – Unit Leadership
Next Step(s) (Responsible Party)
 Conduct training specific leader survey
 Develop training delivery options and training needs based on district/zone preference
 Partner with UCs to promote the value of training
 Roll out Scoutbook application for use by all council units by end of 2017
 Re‐design training web page to facilitate resource availability, registration ease and training value
 Develop training activities considering all options
(Training Committee)
!
PEOPLE
Utilizing human resources to their fullest potential 2017 Strategic Goal
BASELINE
GOAL 4 –
Increase diversity throughout the VAC until we reflect the diversity of the communities we serve
Metric
Performance GOAL
Next Step(s) (Responsible Party)
 Link to MEMBERSHIP Goal 3
!!!
COMMUNICATIONS
Adapting to today’s consumers information consumption needs 2017 Strategic Goal
BASELINE
GOAL 1 –
Establish a communication plan that meets or exceeds
all membership components needs
BASELINE:
VOS (Voice of the Scout) net promoter score negative
Inconsistent communication at all levels (VOS being phased out)
Inadequate noticing of events resulting in low participation;
Calendared activities frequently canceled or not promoted;
Unit leader knowledge of requirements or options incomplete
Metric
Routine (to be defined) communications pushed to membership (at least twice a month)
Performance GOAL
Predictable, routine communication directly to membership, volunteers, board
Routine communication pushed messaging includes upcoming activities/opportunities Days prior to event communication initiated
Event communication begins no less than 60 days prior to event and routine activities calendaring process Annual communication/ service survey of customer base
(Jan – Planning Conference, Feb –
Committee Review, Mar – Coordinated Committee, Apr – Board Approval, May – Publication of upcoming program year)
2017 – baseline survey and progress survey
Item/topic specific guidance available to roundtable coordinators no less than 14 days prior to roundtable
All leaders trained in position within 30 days of role assumption/assignment
Next Step(s) (Responsible Party)
 Develop formal communication plan addressing all user/membership components
(Marketing & Communications Committee, Scout Executive)
 Survey unit leaders to determine communication and service needs
(Marketing & Communications Committee, Council President)
 Invite unit leaders to discuss communication in roundtable forum for feedback/inclusion in plan
(District Roundtable Chairs)
 Leverage unit commissioner structure to improve unit level communication
 Development monthly communication of items for commissioner focus
(Council Commissioner/Commissioner Staff)
 Develop local commissioner resource “page” or drive for up‐to‐date materials
(Professional Staff, Council Commissioner)
 Develop comprehensive training plan to initiate communication with volunteers
(Training Committee)
!!
COMMUNICATIONS
Adapting to today’s consumers information consumption needs 2017 Strategic Goal
BASELINE
GOAL 2 –
Implement responsive website as a visual sign of improvement
BASELINE:
Current website is difficult to navigate, contains inaccurate and incomplete information; Membership base avoids use;
Metric
Website redesign occurs (Yes/No)
Membership satisfaction survey results
Performance GOAL
Updated Website design to meet membership needs
Next Step(s) (Responsible Party)
 Obtain Board approval for website development expenditure  Perform an audit of existing website links, materials, etc. for relevance, accuracy and need
 Form website guidance group to establish website goals and priorities
(Marketing & Communications Committee)
 Inquire about being part of the BSA website beta opportunity
 Explore new “skin” options with roll of our responsive site changes
(Scout Executive)
 Launch new website
!!
COMMUNICATIONS
Adapting to today’s consumers information consumption needs 2017 Strategic Goal
BASELINE
GOAL 3 –
Align consumers’ expectations with resource available
BASELINE:
Membership expectations unmanaged
Staff time spent in urgency/fire fighting mode
Membership has perception of backlogs
Functional goals fluid without definitive priority
Key activities commonly complicated by physical equipment breakdown or communication delays
Metric
Performance GOAL
Membership (Adult Leader) Satisfaction Survey
Trained staff resources preforming key activities that support membership needs (see survey)
Service Center size, location and hours meet membership needs and balance resource availability
Next Step(s) (Responsible Party)
 Conduct baseline service expectation survey (start at February conference)
(Council President)
 Ongoing review optional/best practice councils of comparable size regarding service levels
(Scout Executive)
 Discuss optimal services needed for council support and goal achievement
(Executive Board)
 Prioritize operational functions and proposed list to board for consideration in service center location and size
(Scout Executive)
 Determine if “remote” DA structure will support units
(Scout Executive, Council President)
 Prioritize high level operating committee, professional and support staff resources to perform key functions in an efficient and effective manner
(Executive Board/Scout Executive)
!
COMMUNICATIONS
Adapting to today’s consumers information consumption needs 2017 Strategic Goal
BASELINE
GOAL 4 –
Leverage organic social media
BASELINE:
Inconsistent use of social media Lack of prioritization of routine social media activity
Metric
Routine communications pushed to membership via social media
Performance GOAL
Assigned responsibility for social media interaction to professional staff
Next Step(s) (Responsible Party)
 Review optional/best practice councils of comparable size regarding use of social media
 Query BSA National regarding leveraged use of social media and marketing success
 Development of a social media communication plan for presentation to board
(Marketing & Communications Committee)
FINANCE
!!!
Maintaining the financial health of the organization
2017 Strategic Goal
BASELINE
GOAL 1 –
Maintain a culture of delivering positive financial results and manage cash flows
BASELINE:
FY2016 ending with positive income resulting from vacancies in professional staff positions and reduced service to membership
FY2016 ended with JTE Gold ranking in operating fund unrestricted net‐assets (after transfers) Metric
JTE 1 – Fiscal Management
Performance GOAL
Sustain positive financial results AND provide adequate level of service to membership
Budget is reflective of strategic goal revenue needs, and seeks to fill staff positions as soon as possible based on qualified candidates.
Next Step(s) (Responsible Party)
 Monthly budget review with periodic budget adjustment by Board as appropriate
(Finance Committee – Board) – includes Treasurer, President, Scout Executive, plus)
FINANCE
!!
Maintaining the financial health of the organization
2017 Strategic Goal
BASELINE
GOAL 2 –
Institute a transparent organization‐wide annual building budget process to provide services and program aligned with budget resources and customer expectations
BASELINE:
Budget process has historically lacked detail sufficient to tie dollars to strategic goals
Discussion of budget limited
Metric
Budget detailed to support strategic goals
Budget vs. Actual
expenses
Performance GOAL
Budget process tied to strategic goals achievement Strategic goals ratified by November 1st, for use in budget process and prior to FY start
Achieve 2017 Strategic goals
Next Step(s) (Responsible Party)
 Grow and diversify Financial and Budget committee
(Scout Executive, VP of Finance)
 Develop an update schedule for reporting metrics showing the progress toward strategic goal achievement
(Scout Executive, Board)
DEVELOPMENT
!!!
Securing adequate resources through a diverse range of support and revenues 2017 Strategic Goal
BASELINE
GOAL 1 –
Grow Major Gifts
BASELINE:
Insufficient designated endowments to support council growth
Metric
JTE 2 & 3 Performance GOAL
Growth between $1 ‐ $2 million
Next Step(s) (Responsible Party)
 Develop listing of endowment and major gift sources
(Development Committee)
 Continue Phase 2 of BSA Development assessment work
(Development Committee)
DEVELOPMENT
!!
Securing adequate resources through a diverse range of support and revenues 2017 Strategic Goal
BASELINE
NOTE: All Development goals support the ultimate goal of raising support and revenues commensurate with budget needs without further reducing member services.
GOAL 2 –
Fully staff volunteer Friends of Scouting (FOS) teams
BASELINE:
Volunteer participation 2016
AH – 16 volunteers
GL – 22 volunteers
BW – 10 volunteers
NL – 14 volunteers
Metric
# of Development Chairs
Performance GOAL
100% of staff volunteer roles filled by March 1st
Next Step(s) (Responsible Party)
 Identify chairmen for FOS components
(District Chairs)
 Obtain FFOS dates from all units
(District Family FOS Chair)
 Train FFOS spokesmen by February 15th
 Make FOS training materials available to spokesmen via website
(Development Committee)
NEED TO ADD COMMUNITY and MAJOR GIFTS as part of FOS campaign
!
DEVELOPMENT
Securing adequate resources through a diverse range of support and revenues 2017 Strategic Goal
BASELINE
GOAL 3 –
Conduct successful Special Events
BASELINE:
2016 Net $69,000
Metric
Performance GOAL
Additional income to operating fund
Raise >$58,500 (net) with special events in 2017
Next Step(s) (Responsible Party)
 Identify four (4) special event possibilities
(Development Committee)
 Identify possible chair persons for events
(Development Committee)
PROPERTIES
!!!
Delivering outdoor programing experiences that last a lifetime
2017 Strategic Goal
BASELINE
GOAL 1 –
Complete divesture of Lester River, Devil Track, Stebner and Newman properties
BASELINE:
Little progress in properties plan presented in March 2016 due to transition in properties committee leadership
Offer on Devil’s Track property (60 day contingency)
Metric
Listing Dates of Properties
Sale Dates of Properties
Performance GOAL
Properties sold for optimal value by end of 2017
Next Step(s) (Responsible Party)
 Assign District representative(s) to Properties committee
 Complete valuation and listing of properties (Board approved already)
(Properties Committee, Scout Executive)
PROPERTIES
!!
Delivering outdoor programing experiences that last a lifetime
2017 Strategic Goal
BASELINE
GOAL 2 –
Develop unit cabin/training facilities at Barksdale and other property opportunities with a funded
maintenance dollars
BASELINE:
A development plan (Barksdale) does not exist
Properties decisions inconsistently communicated to membership
$0 assigned for property maintenance in existing budget
Incomplete process for determining key maintenance activities to optimize property value (retained and to be sold)
Metric
Existence of Barksdale vision, and develop plan and goals
Dollars in Budget
(2017) for maintenance of retained properties
Performance GOAL
Formalize development vision, plan and goals Publish updated communications to about properties
Development of a long term properties plan that includes maintenance dollars for improvement and upkeep
Next Step(s) (Responsible Party)
 Develop Barksdale development vision and projected timeline
 Establish development plan and incremental goals
(Scout Executive, Properties Committee, Development Committee)
 Re‐establish properties committee
 Hold monthly meetings with published minutes
(Scout Executive, Properties Committee)
 In conjunction with a properties vision, identify places (properties) to expend maintenance funds that optimize value for sale and/or retention.
 LINK to PROPERTIES Goal #1
(Properties Committee, Executive Board)
!
PROPERTIES
Delivering outdoor programing experiences that last a lifetime
2017 Strategic Goal
BASELINE
GOAL 3 –
Continued evaluation of outdoor programming options within 100 mile radius of population centers and “right size” service center operations BASELINE:
Units largely dependent on council property offerings or having establish local unofficial relationships
Staff time spend in urgency mode
Ongoing membership perception of backlogs
Operational and function specific goals fluid without definitive priority and performance expectations
Key activities commonly complicated by physical equipment breakdown or response delays
Metric
Presence of a list of outdoor programming options for use by units to enhance program activities
Key Performance Indicators related to customer service met
• Timeliness of response
• Volume of inquires/phone calls
• Positive customer service survey results
Performance GOAL
Next Step(s) (Responsible Party)
List of outdoor programming  Re‐establish properties committee
options available for units
 Seek consultative property
resources to conduct assessment Established relationships (BSA, relator)
with outdoor programming (Properties Committee, Scout groups/ organizations that facilitate use by units
Executive)
Trained staff resources preforming key activities in optimal space
Service Center size and location to meet membership needs
 Discuss optimal services needed for council support and space required for services
 Prioritize operational functions and proposed list to board for consideration in service center sizing
 Determine if “remote” DA structure will support units as it relates to office space location and size
(Scout Executive, Council President)