Chattahoochee. Strategic Plan. As of August 10, Full Strategic Plan Prepared by M3 Planning

Transcription

1 Chattahoochee Strategic Plan As of August 10, 2011 Full Strategic Plan Prepared by M3 Planning

2 MISSION STATEMENT To develop servant leaders with moral character and integrity using an extreme outdoor experience. VISION STATEMENT Be the premier youth serving organization in the Chattahoochee Valley. CORE VALUES Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean, and Reverent Duty to God, Duty to Others, and Duty to Self COMPETITIVE ADVANTAGES Boys who are in Scouting value education and go on to graduate High School at a rate of 91%. We provide a wholistic approach to youth development, physical, emotional, and mental by using the outdoors to teach life lessons. ORGANIZATION- WIDE STRATEGIES Membership A partnership with local athletic departments and leagues will help reduce the feeling that we are competing with sports and develop an atmosphere and relationship that is complementary. Boys should be invovled in both sports and Scouting, they can and should do both. Unit leadership who develop their Scouting program to be flexible enought for boys to do sports will have greater success in retention. New strategic partnerships. A new relationship with the Boys and Girls Club that is a true partnership that provides funding for a part time position that is focused on program delivery will help increase our impact on traditionally hard to serve youth. This relationship should be expanded into other counties. A new partnership with Lee County judicial system should be pursued to develop a juvenile diversion program that is already well established in much of the state of Alabama. Programs A partnership with Uptown Columbus and the Ready 2 Raft initiative will help provide local Scouts and Scouts from all over the south a new high adventure opportunity. It will be important for Scouting to be part of the early development of how white water rafting is conducted in Columbus and tie it in with our own programs. The summer camp program must be closely tied with white water in order to market a unique aspect of our camp that others do not have. The establishment of a year around program at Camp Frank G. Lumpkin is imperative. The staff position of Council Camping Director is to ensure that all camps are used year around and are profitable. This will mean developing a full marketing campaign, building the volunteer infrastructure of camp masters, cooks, COPE and Climbing instructors, Aquatics, and Shooting sports to provide Scout and non- Scout groups the opportunity to use the program areas year round. It will also require an easy and customer service oriented procedure for camp use that is clear and easy to follow. Getting more of our own Troops to attend Camp FGL for summer camp is an initiative that needs to start with face to face conversations with Scoutmasters and getting them to express their concerns and developing new and unique programs that can not be found at other camps. Local fireside chats should be conducted with Scoutmaster to discuss camp use to identify key issues and address them. To ensure quality training is being offered the development of a Council Training Trailor that has all the necessary equipment to conduct Outdoor Leader Skills Development, National Youth Leadership Training, and Outdoor Webelos Leadership Skills will ensure that those volunteers who are asked to serve as directors for these courses have the necessary equipment and will not need to rely on their own or their unit equipment in order to conduct these trainings. Finance In order to increase council generated revenue simplified and diverse fund raising opportunities need to be pursued. Expanding the Distinguished Citizen Award Dinners to communities that we serve and ensuring that all units participate in the Friends of Scouting campaign are basics. Over the years however our greates lost of revenue has been from camp. Increasing the revenue generated from camp via summer camp and non- Scout use is a very effective way to both increase revnue and deliver our mission. With the purchase of a new Scout Service Center rental income from the property will help off set the operational cost of the new building and provide needed revenue for captial maintenance at camp. The money generated from the rental income should not all go into operating. It may be necessary for the rental income to pay off a portion of the note on the building, however in the long run the rental income should be used to help maintain camp properties as there currently is no income for these expenses.

3 United Way funding has decreased steadly over the past 10 years and we must expect that this trend will continue. New sources of revenue must be identified. This will require an additional staff member who will focus on grants, foundations, and cultivating gifts of $10,000 or more. It will be unrealistic to expect the council to be able to significantly increase revenue in this area with current staff size. Increasing our endowment is a way to close the gap on projected United Way funding decreases. Gifts in Kind. Develop a list of resources the council uses for operations and programs that then could be turned over to a committee to identify local businesses that would be willing to provide a gift in kind rather than a cash donation. Leadership To assist volunteers with council and district events and activites a standard operating manual should be created for each event and actvity. This manual should have the necessary resources and timeline for someone to follow that will ensure a quality event. Too often volunteers are given no resources or even an after action report to go by when taking on an event. This manual would have the volunteer manpower used, other resources that were used to put on the event with contact information, the budget and actual financials for the event, a list of tasks and deadlines, the necessary program materials, and any other support materials that were part of the event. This manual should be completed within 30 days after the event and passed on to the next volunteer. A copy of the manual should be made and turned into the Scout Service Center to prevent it from being lost. CUSTOMER GROUPS Youth Adult Volunteers Community Youth who are in Scouting. 1st grade through 21 years of age. Each level has different needs. Leaders who provide the program directly to youth and those who provide leadership to other volunteers. Potential Chartered Partners and current chartered partners. Need to know the value of Scouting and how it impacts the community.

4 STRATEGIC PLAN - AT- A- GLANCE Programs and Membership Strategic Objectives & Council Goals 1 Programs: 1.1 Cub Scout Advancement:Increases the percentage of Cub Scouts earning rank advancements. 1.2 Boy Scout Advancement: Increases the percentage of Boy Scouts earning rank advancements. 1.3 Cub Scout Camping:Increase the percentage of Cub Scouts attending say camp and/ or resident camp. 1.4 Boy Scout Camping:Increases the percentage of total Boy/ Varsity Scouts attending long- term camp and high adventure program. 1.5 Community Service: Increase the amount of community service provided by Scouts, leaders, and other participants. 1.6 Increase use of Camps by Scout and non- Scout groups 1.7 Increase participation and quality of council and district events. 1.8 White Water: Increase the number of Scouts participating in white water and kayaking activities on the Chattahoochee 2 Membership: 2.1 Membership Impact:Increase market share(cub Scouts, Boy Scouts, Varsity Scouts, Ventures and Explorers). 2.2 Membership / Youth Growth: Increase number of registered youth(cub Scouts, Boy Scouts, Varsity Scouts, Ventures and Explorers). 2.3 Youth Retention: Improve retention rate of traditional members. Unit Service / Marketing / Administration Strategic Objectives & Council Goals 3 Unit Service: 3.1 Youth- Serving Executives:Maintain or improve ratio of youth- serving executive to total available youth. 3.2 Commissioner Service: Increase the number of registered commissioners over prior year. 3.3 Unit Visitations: Improve the rate of visitations to units by commission. 4 Marketing: 4.1 Scout Expo; Increase attendance and particpation by Scout Units 4.2 Marketing Award of Excellence: Earn marketing award of excellence in any category 5 Administration: 5.1 Human Resource: Develop an Ad Hoc committee of volunteers appointed by Scout Executive to assist in interview process for Unit Serving Executives 5.2 Innovation: 5.3 Risk: Develop a Risk Management Committee 5.4 Technology: Conduct inspection of computers and virus protection to ensure systems are effecient and clean. 5.5 Office Systems:Convert phone systems to VOIP to allow easy transfer of calls to Scout Shops and camps and increase number of lines and establish direct dial numbers for staff. Fiscal Management Strategic Objectives & Council Goals 6 Finance: 6.1 Fiscal Management: Maintain positive unrestricted net assets in the Operating Fund to support annual operating expenses. 6.2 Fund raising: Increase council- generated net contributions in the Operating Fund over prior year. 6.3 Endowment: Add new permanently restricted gifts to the Endowment Fund. 6.4 Development Director: Hire a Development Director who can cultivate grants and gifts over $10, Captial Fund: Development of a captial fund budget. Leadership and Governance Strategic Objectives & Council Goals 7 Leadership and Governance: 7.1 Council Leadership:Have a trained and engaged executive board.

5 7.2 District Leadership: Increase the number of volunteers serving on the district committees 7.3 Unit Leadership: Increase the number of direct contact leaders who are trained. 7.4 Professional Development: Provide management development and educational actvities to professional staff to increase their ability to work with volunteers. 7.5 Council Volunteer Development: Develop written process of how council volunteers are identified and recruited and have a written position description for each position listing key skill sets needed for that position and a standard operating procedure for each event and activity. 7.6 Administrative Review: Ensure that the council is following best practices and BSA policies for administrative services.

6 STRATEGIC PLAN - DETAIL Programs and Membership Strategic Objectives & Council Goals 1 Programs: 1.1 Cub Scout Advancement:Increases the percentage of Cub Scouts earning rank advancements. (Programs & Services) (12/30/15) Measure: Percentage of boys who earn rank advancement Target: 75% District Advancement Chairs give monthly report at District Committee Meeting identifying those Packs who have not had advancement in three months. (Programs & Services) Cub Scout Advancement 75% 12/30/ Boy Scout Advancement: Increases the percentage of Boy Scouts earning rank advancements. (Programs & Services) () Measure: Percentage of boys who earn rank advancement Target: 50% District Advancement Chair gives monthly report to District Committee on Troops who have not had advancement in the past 3 months. (Programs & Services) 1.3 Cub Scout Camping:Increase the percentage of Cub Scouts attending say camp and/ or resident camp. (08/01/15) Percentage of Scouts who earn advancement 50% Measure: Percentage of Cub Scouts attending Day Camp or Resident Camp District Camping Chair with Day Camp Chair conduct presentations to Cub Scout Packs in their district to increase attendance Percentage of Cub Scouts in District Attending Day Camp 50% 1.4 Boy Scout Camping:Increases the percentage of Measure: Percentage of Boy total Boy/ Varsity Scouts attending long- term camp and Scouts attending long term camp high adventure program. (Programs & Services) (08/01/15) and high adventure Conduct an annual fire side chat with Scoutmasters to address ways to improve camp (Programs & Services) 1.5 Community Service: Increase the amount of community service provided by Scouts, leaders, and other participants. (Programs & Services) () 1.6 Increase use of Camps by Scout and non- Scout groups (Council Staff) () 1.7 Increase participation and quality of council and district events. (Programs & Services) (12/01/15) 1.8 White Water: Increase the number of Scouts participating in white water and kayaking activities on the Chattahoochee (Programs & Services) Once completed in each district Measure: Average hours a Scout provides in community service Measure: Annual revenue generated by camp use Measure: Increase participation in district and council events Measure: Number of White Water merit badges earned by Scouts 4 Target: 50% 08/01/15 Target: 75% Target: 3 10/01/11 Target: $100,000 Target: 15% Target: 100

7 2 Membership: 2.1 Membership Impact:Increase market share(cub Scouts, Boy Scouts, Varsity Scouts, Ventures and Explorers). (Programs & Services) () 2.2 Membership / Youth Growth: Increase number of registered youth(cub Scouts, Boy Scouts, Varsity Scouts, Ventures and Explorers). (Programs & Services) () Measure: Percentage of youth served Measure: Increase the number of traditional Scouts and Explorers Establish strategic partnerships with sports programs to avoid competition but rather develop collaborative efforts (Programs & Services) District Membership Chair and committee get more units involved in their own unit recruitment during school nights. (Programs & Services) 2.3 Youth Retention: Improve retention rate of traditional members. (Programs & Services) () Number of new partnerships, have one partnership per district Percentage of units that conduct their own quality school night 4 60% Measure: Percentage of scouts who ramin registered one year later District Membership Chair recruits and develops a full district membership committee of volunteers and develops an annual membership retention and growth plan in the district. (Programs & Services) District retention rate 75% or better 75% Target: 14% Target: 7,000 Target: 75%

8 Unit Service / Marketing / Administration Strategic Objectives & Council Goals 3 Unit Service: 3.1 Youth- Serving Executives:Maintain or improve ratio of youth- serving executive to total available youth. (Council Staff) () 3.2 Commissioner Service: Increase the number of registered commissioners over prior year. (Programs & Services) (12/31/11) 3.3 Unit Visitations: Improve the rate of visitations to units by commission. (Programs & Services) () Measure: Maintain ratio 1 USE per 12,000 TAY Measure: Number of unit commissioners for every 3 units Measure: Percentage of units visited 6 times a year Target: 5 Target: 1 Target: 50% 4 Marketing: 4.1 Scout Expo; Increase attendance and particpation by Scout Units (Strategic Planning Committee) (06/01/15) 4.2 Marketing Award of Excellence: Earn marketing award of excellence in any category (Council Staff) (06/01/12) Measure: Percentage of units that participate in Scout Expo with a booth Measure: Earn the award in at least one category Target: 60% Target: 1 5 Administration: 5.1 Human Resource: Develop an Ad Hoc committee of volunteers appointed by Scout Executive to assist in interview process for Unit Serving Executives (Council Staff) () Measure: Percentage used Target: 100% 5.2 Innovation: Measure: Target: 5.3 Risk: Develop a Risk Management Committee (12/31/11) 5.4 Technology: Conduct inspection of computers and virus protection to ensure systems are effecient and clean. () 5.5 Office Systems:Convert phone systems to VOIP to allow easy transfer of calls to Scout Shops and camps and increase number of lines and establish direct dial numbers for staff. (12/31/11) Measure: Committee has 10 active volunteers Measure: Number of inspections done annually Measure: Reduces monthly cost for phone systems Target: 10 Target: 4 Target: 10%

9 Fiscal Management Strategic Objectives & Council Goals 6 Finance: 6.1 Fiscal Management: Maintain positive unrestricted net assets in the Operating Fund to support annual operating expenses. (Finance) 6.2 Fund raising: Increase council- generated net contributions in the Operating Fund over prior year. (Finance) () Measure: Percentage of revenue over income Measure: Amount of money raised through DCAD and Family FOS Muskogee District to add Phenix City DCAD (Finance) George H. Lanier to add Manchester/ Meriwether County DCAD (Finance) Districts to maintain at least 75% of units conductings Family FOS presentations (Finance) Money raised through dinner Amount raised through dinner Percentage of units conducting Family FOS presentations by June 30 $20,000 $20,000 75% Target: 1% Target: $630, Endowment: Add new permanently restricted gifts to the Endowment Fund. () Measure: Amont of money raised for the endowment Each district to identify a James E. West Chairman to conduct annual campaign among volunteers. (Finance) 6.4 Development Director: Hire a Development Director who can cultivate grants and gifts over $10,000. (Council Staff) 15 new James E West annually Measure: New position will net $50,000 more in operating and $50k in endowment/ capital Target: $100, /01/11 Target: $100, Captial Fund: Development of a captial fund budget. Measure: budget developed Target: 100%

10 Leadership and Governance Strategic Objectives & Council Goals 7 Leadership and Governance: 7.1 Council Leadership:Have a trained and engaged executive board. (Governance) 7.2 District Leadership: Increase the number of volunteers serving on the district committees (Council Staff) Measure: Number of training modules completed for board orientation Measure: Number of District Committee Members in the Council Each district have at least 30 registered district committee members (Council Staff) 7.3 Unit Leadership: Increase the number of direct contact leaders who are trained. (Programs & Services) Number of committee members 30 Measure: Percentage of direct contact leaders trained District Training Chair gives a monthly report to District Committee on which direct contact leaders are not trained in the district and the action plan to get them trained. (Programs & Services) 7.4 Professional Development: Provide management development and educational actvities to professional staff to increase their ability to work with volunteers. (Council Staff) 7.5 Council Volunteer Development: Develop written process of how council volunteers are identified and recruited and have a written position description for each position listing key skill sets needed for that position and a standard operating procedure for each event and activity. Percentage of Direct Contact Leaders Trained in District 80% Measure: Number of courses taken annually by each staff member Measure: All positions have a position description 7.6 Administrative Review: Ensure that the council is Measure: Number of administrative following best practices and BSA policies for administrative reviews conducted each year services. (Governance) Target: 18 Target: 120 Target: 80% Target: 1 Target: 100% Target: 1

11 PLAN IMPLEMENTATION The following are actions we will take to implement the strategic plan on an ongoing basis: The long range strategic plan will be rolled out at the board retreat. This will provide an opportunity for our key volunteere leadership to review the plan and give their approval for adoption. Annually at the Board Retreat a review of our long range strategic plan will be conducted and a full status report will be given. This will provide the opportunity to make any adjustments to the plan that is needed. A status report on our Key Performance Indicators will be given at each board meeing which will allow us to track our progress towards those goals we identified as the most important.

12 APPENDIX A: STRATEGIC PLANNING TERMS Strategic Planning Term Core Values/ Guiding Principles Core Purpose/ Mission Statement Vision Statement (5+ years) Competitive Advantages Organization- Wide Strategies Long- Term Strategic Objectives (3+ years) Short- Term Goals and Action Items (1 year) Key Performance Indicators (KPIs) Definition How people want to behave with each other in the organization. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. What are our guiding principles, as a group, to adhere to no matter what? The organization's core purpose. Why do we exist? Where you are headed your future state your Big, Hairy, Audacious Goal. Where are we going? A characteristic(s) of an organization that allows it to meet their customer's need(s) better than their competition can. What are we best at in our market? Your strategies are the general methods you intend to use to reach your vision. A strategy is like an umbrella. It is a general statement(s) that guides and covers a set of activities. You can develop strategies for your whole organization, a department, a specific set of activities, or a guiding statement for a year. No matter what the level, a strategy answers the question "how." Long- term, broad, continuous statements that address all areas of your organization. If you have a five- year vision, these would be three- to four- year intermediate guideposts on the way there. What must we focus on to achieve our vision? Short- term Goals that convert the Strategic Objectives into specific performance targets. Effective Goals clearly state what, when, who and are specifically measurable they are Specific, Measurable, Attainable, Responsible person, Time bound (SMART). What must we do to achieve our long- term Strategic Objectives? Metric and non- metric measurements essential to the completion of an organization's goals. Each organization narrows the possible list down to a manageable group of KPIs that make the most difference to performance. KPIs are linked to Goals. How will we know we have achieved our Goals?