strategic plan update 2013

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PLAN UPDATE Second Year: 2013

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The Last Frontier Council objectives and goal for 2016. We want to be the best at what we do, and this is our road map to success.

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Page 1: Strategic Plan Update 2013

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Page 2: Strategic Plan Update 2013
Page 3: Strategic Plan Update 2013

Bob Spinks Pat Rooney Jeff WoolseyStrategic Plan Chair Council Board President Scout Exeutive/CEO

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 work-ing 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 vol-unteers 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.

Page 4: Strategic Plan Update 2013

Program Services - Membership Impact Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

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

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 commit-tees with faith based agencies using the “Zone Model.”

Increase the minimum number of registered members re-quired to start a new unit to 10 youth and 5 adults. This Strategy was adopted in 2012.

Establish new units in low density and zero density areas.

In 2014 the “Zone Model” will be a major emphasis so that every community or neighbor-hood 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.

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

Beginning in the year 2012, the Scouting program contacted youth in every elementary school in our service area. Continue to reach every elementary school in our area yearly 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.

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 in-creased retention.

Objective 2: The Last Fron-tier Council has a culture of openness and inclusive-ness where parents and volunteers without prior Scouting experience feel welcomed and informed.

Working with the Talent Management Committee, develop a module on how to integrate new adult volunteers.

All new members receive welcome phone calls from the district. All new members are cur-rently 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.

Page 5: Strategic Plan Update 2013

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0Emphasize 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 oppor-tunity to Join each year.

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

support.

Working with the Talent Man-agement Committee, develop a module on how to integrate

new adult volunteers.

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.

Objective 2: The Last Frontier Council has a culture of openness and inclusive-

ness where parents and volunteers without prior Scouting experience feel

welcomed and informed.

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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.

Program Services - Membership Impact Focus GroupStrategic Plan Progress - September 2013

Page 6: Strategic Plan Update 2013

Program Services - Youth Program & Development Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

Objective 1: 75% of Last Frontier Council Scouts attend camps and out-door programs.

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

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 opportuni-ties have room to expand at John W. Nichols Scout Ranch, but do not yet have the needed facilities.

Promote Cub Scout Camping through direct market-ing and district volunteers.

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.

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

Cub Resident Camp and Family Camp at George Thomas are very popular with excellent camper sur-vey results. Council family camping has increased by 65 percent.

Create Cub Scout camp properties that accommodate a higher volume of participants. Plans are in place with a target goal of May 2015.

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.

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.

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

Many older Scouts are engaged in camp staff, Venturing and OA. Hundreds of people attend large weekend camping activities.

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

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 leader-ship in activities. The next step is for leaders in these programs to formalize youth involvement and train others how to effectively involve youth.

Objective 3: Develop council and district ac-tivities that are built on partnerships with orga-nizations that have great local program opportuni-ties for youth.

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

The council has formed partnerships with several community organizations for Scouting activities and service projects including the Oklahoma City Boathouse Foundation, American Fidelity and the Univer-sity of Oklahoma.

Page 7: Strategic Plan Update 2013

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Program Services - Youth Program & Development Focus GroupStrategic Plan Progress - September 2013

Offer Cub Scout camping opportunities with a wide variety of

dates, locations, dura-tion, and cost.

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 duplica-tions 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 Coun-cil Troops attending

summer camp.

Increase the num-ber of Last Frontier

Council youth attend-ing National High Adventure Bases.

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

older youth

Ensure that every program activity has

older youth involved in the leadership of the

event.

Train council and dis-trict-level volunteers

on how to identify and work with youth in

program development and execution.

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 1: 75% of Last Frontier Council Scouts attend camps and outdoor programs.Objective 2: Provide practical leadership experiences for youth by increasing the number of youth serving on event com-

mittees 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.

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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.

Page 8: Strategic Plan Update 2013

Program Services - Service to Units Focus GroupStrategic Plan Progress - September 2012

Objectives Strategies Progress Comments

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

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.

Takes place annually through Talent Management Committee and Executive Committee.

Create and maintain a communication structure for both gathering and disseminating information and useful feed-back.

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.

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

Create and maintain a communication structure for both gathering and disseminating information and useful feed-back.

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.

Page 9: Strategic Plan Update 2013

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0The Council Executive Committee annually evaluates the structure, personnel, and sup-port systems to provide the most direct and

effective support for charter partners, units and members.

Create and maintain a communica-tion structure for both gathering and disseminating information and useful

feedback.

Ensure that all District Committees and Commissioner staffs are full, function-

ing and effective.

Reinvent roundtable, making it more relevant for Scout leaders.

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 cul-ture of mutual respect, focus on areas of needed improvement,

and sharing of “best practices.”

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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

Program Services - Youth Program & Development Focus GroupStrategic Plan Progress - September 2012

Denotes 2013 Progress.

Page 10: Strategic Plan Update 2013

Marketing Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

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

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

Establish a council and district level branding and P.R. guide for uniform communications and representation of the council.

Clearly identify audience segments and best way to com-municate with them.

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

Objective 2: Improve com-munication and marketing to existing members.

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.

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

Awaiting implementation at roundtables. Further use of social media and evaluation of web-site.

Objective 3: Improve public perception of Scouting and its values to our communi-ties.

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

Establish a marketing/PR position at the district level to assist executives with newsletters, e-mail and communications. Engage marketing committee on the council level. Consistent 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 per-form marketing audit to address council’s needs.

Page 11: Strategic Plan Update 2013

Marketing Focus GroupStrategic Plan Progress - September 2013

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0Establish a marketing and brand-

ing plan that ensures a clear message about Scouting’s mis-sion and that Scouting is fun.

Clearly identify audience seg-ments and best way to com-

municate with them.

Clearly identify segments of our membership and best

methods to communicate with them.

Maintain a channel for units to share information with each

other.

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 1: Marketing efforts support the increase of youth served to 12% of

total available youth.

Objective 2: Improve communication and marketing to existing members.

Objective 3: Improve public perception of Scouting and its values to our com-

munities.

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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.

Page 12: Strategic Plan Update 2013

Governance & Administrative Services Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

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

Recruit and maintain an Executive Board of community leaders dedicated toward supporting the Scouting move-ment.

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

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

Bylaws have been revised and approved. All council level committees are functioning. The council key three is active. Position descriptions are established for each council level and committee chair. Risk Management and Health and Safety Committees are functioning and active.

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

Establish the Council’s Strategic Plan as the operational plan for the Last Frontier Council. Planning and Structure are complete. Implementation is ongoing. Completed 2012.

Define and align the responsibilities of the Executive Board to achieve the Council’s Strategic Plan. Planning and Structure are complete. Implementation is ongoing. Completed 2012.

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

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 (separate and online). Completed 2012

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

Completed 2012.

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

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

Provide an open door policy for feedback and communication. Customer service training implemented for council staff.

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

No progress.

Page 13: Strategic Plan Update 2013

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Governance & Administrative Services Focus GroupStrategic Plan Progress - September 2013

Recruit and maintain an Executive Board of com-munity leaders dedicated

toward supporting the Scouting movement.

Establish and maintain procedures where the Execu-

tive Board provides proper governance and oversight to ensure transparent, efficient and compliant operations.

Establish the Council’s Strategic Plan as the

operational plan for the Last Frontier Council.

Define and align the responsibilities of the Ex-ecutive Board to achieve the Council’s Strategic

Plan.

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.

Identify issues that nega-tively affect the council’s

staff from delivering excel-lent 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 1: The Executive Board is effective in promoting, support-

ing and overseeing Scouting in the Last Frontier Council.

Objective 2: The Executive Board ensures that the Council’s opera-tions are aligned with achieving

the organization’s mission.

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 Coun-cil will achieve a 5% reduction, annu-ally, in customer dissatisfaction in all

administrative services provided.

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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.

Page 14: Strategic Plan Update 2013

Talent Management Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

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

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

Completed 2011.

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.

Process established and started. Talent Management committee is involved in new staff interviews and hiring decisions.

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

Process is established and underway. Ongoing process improvement will be monitored.

Objective 2: All LFC adult vol-unteers 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 Manage-ment. Completed 2011.

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

Roundtables will remain under commissioner service with process being initiated to “fix” roundtables.

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

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.

Several staff have completed trainings and have made BSA training a part of their personal development plan.

Establish a Staff Development component for the Human Resources Committee.

Staff Development Committee has been established. Conducted staff training at staff conference and staff meetings.

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

Develop a program of joint experiences and team development be-tween staff and volunteers that will create an environment of coopera-tion and ensures the best quality Scouting experience for our youth.

Schedule of council level district facing meetings has been established to foster a cooperative environment.

Through the Talent Management Committee, create a method of confidential feedback. No progress.

Page 15: Strategic Plan Update 2013

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Talent Management Focus GroupStrategic Plan Progress - September 2013

Create a Council Talent Manage-ment 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 individu-als and that annual Council and District Committee evaluations

are conducted.

Move oversight of Volunteer training

from Program to Tal-ent Management.

Place District Roundtable leadership under Talent Management so round-

tables 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 like to participate and, where appropriate, are part of

their personal development plan.

Establish a Staff Development compo-nent for the Human Resources Com-

mittee.

Develop a program of joint expe-riences 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 Com-

mittee, create a method of confiden-

tial feedback.

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.

Objective 3: The LFC staff are fully trained and completely engaged in

supporting the council mission.

Objective 4: The LFC staff are fully trained and completely engaged in

supporting the council mission.

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

Scouting program.

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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.

Page 16: Strategic Plan Update 2013

Properties Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress CommentsObjective 1:The council has a clear purpose state-ment for each of the six camps from which program and capital improvement decisions will be based.

Completed 2011

Objective 2: Council prop-erties are safe, functional, well maintained, and repre-sent the integrity of the Boy Scouts of America and the Last Frontier Council.

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.

Risk Management Committee formed and functioning. Completed 2012.

Council Health and Safety Committee is active and func-tioning 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 ordi-nances.

Committee has a chair, however committee needs to be engaged.

Properties Committee has an active maintenance compo-nent overseeing the upkeep and appearance of all proper-ties

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.

Objective 3: Capital im-provements specified in the 2007 Capital Camp-paign will be completed as planned and future capital campaign needs are be-ings explored and enumer-ated by the end of 2013.

Assemble a task force by third quarter 2012, to examine current council office facilities and determine future needs. Details of capital construction in “Bricks and Mortar” book. Committee not formed.

Page 17: Strategic Plan Update 2013

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Properties Focus GroupStrategic Plan Progress - September 2013

Objective 1:The council has a clear purpose statement for each of the six campsfrom which program and

capital improvement decisions will be based.

Active and functioning risk manage-ment 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

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

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

and the Last Frontier Council.

Objective 3: Capital improvements speci-fied 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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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

Deferred through 2015.

Denotes 2013 Progress.

Page 18: Strategic Plan Update 2013

Finance Focus GroupStrategic Plan Progress - September 2013

Objectives Strategies Progress Comments

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 pro-gram impact, not because of available funding.

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 LFC Trust.

Staff member added to identify new grant opportunities. Expect to submit a great number of proposals in 2014 than previously.

Using 2011 giving levels as a baseline, maintain all giving levels from United Ways and seek additional methods to increase those levels.

United Way giving increased in 2013. Working with United Way partners to upgrade outcome and measure-ment processes.

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

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

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

Each unit is given an opportunity to participate in annual popcorn sale and the camp card sale.

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 level special events such as the Sporting Clays Tournament, Gather-ing of Eagles, Distinguished Citizen Dinner, etc.

Event fund raising down in 2013. Event planning processes operating well in advance in 2014 to drive fund-raising goals. Character Counts will be rebranded to Distinguished Citizen in 2014.

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

Part of FOS, however needs to be carried over into marketing and on the district level.

Objective 2: 2007 capital construction is complete and the planning is under-way for the next campaign.

Form a committee to evaluate capital needs and goals for next 10 years. Not started.

An exploratory committee is actively planning the next capital cam-paign. Not Started. (Awaiting completion of 2007 capital campaign.)

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

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 Nominating Committee. Completed 2012.

Page 19: Strategic Plan Update 2013

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Finance Focus GroupStrategic Plan Progress - September 2013

Increase the annual Friends

of Scouting Campaign by 6% annually through

2016.

Increase the an-nual contributions from local founda-tions 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 Commit-tee, Audit Committee and thorough budget controls overseen by

the Executive Commit-tee 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 con-tributors 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 ac-

complishment of the organization’s

mission.

Form a commit-tee 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.

Increase endow-ment from $3 million to $8 million in next ten years through education, promo-

tion and solicitation.

Include the an-nual Trust Board

appointments as a part of the

Council Nominat-ing Committee.

Objective 2: 2007 capital construction is complete and the planning is un-

derway for the next campaign.

Objective 3: Maintain the Last Frontier Council Trust Board with trustees who

ensure the trust’s integrity and governance.

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.

ST

RA

TE

GIE

SS

TR

AT

EG

IES

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.

Page 20: Strategic Plan Update 2013