STRATEGIC PLAN CIRCLE TEN COUNCIL 2021 2023
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
STRATEGIC PLAN CIRCLE TEN COUNCIL 2021 – 2023
TABLE OF CONTENTS
INTRODUCTION ............................ 3
1. EXECUTIVE SUMMARY ................ 5
2. RESPONSIBILITY AND AUTHORITY .. 7
3. PILLARS AND STRATEGY ............. 9
4. OBJECTIVES AND GOALS ............ 11
Membership 11
Relationships 15
Finance 19
Program 22
APPENDIX ................................. 26
Revised 10-12-2020 ii
INTRODUCTION Circle Ten Council is a Boy Scouts of America chartered council in north Texas and a portion of Oklahoma. It encompasses all or parts of: Camp, Collin, Dallas, Delta, Ellis, Fannin, Franklin, Grayson, Henderson, Hopkins, Hunt, Kaufman, Lamar, Morris, Navarro, Rains, Red River, Rockwall, Titus and Van Zandt counties in Texas as well as Bryan, Choctaw, McCurtain and Pushmataha counties in Oklahoma. Founded in 1913 and based in Dallas, over 50,000 youth and 15,000 adults participate in Scouting through the council each year. The council has four camps - Camp Wisdom/ Billy Sowell Scout Camp/Shirley Sowell Cub World, Camp James Ray, Clements Scout Ranch/ Trevor Rees-Jones Scout Camp and Camp Constantin/ Jack D. Furst Aquatics Base. The Order of the Arrow is represented by Mikanakawa Lodge. PURPOSE OF THE PLAN The purpose of this strategic plan is to articulate the major strategic issues confronting Circle Ten Council at this present time, and to shape 3-year goals and objectives to effectively address these issues. PROCESS DEVELOPMENT Traditionally, Circle Ten Council has done strategic planning in 5–year cycles. The plans were generated by groups of volunteers and council staff. Recently, there have been additions and changes from the national organization, societal shifts and new challenges facing the organization. There were signs we needed to expand our scope and services and move in new directions. We recognized that we needed a careful and thoughtful process that would help us identify the critical strategic issues facing our council and then craft bold and creative strategies to address those issues. In the face of these new circumstances, we decided to re-evaluate our strategic planning process. A Strategic Plan Steering Committee (SPSC) was created with representatives from a cross section of the council as well as non-Scouting community and industry leaders. The committee conceptualized a planning process that would incorporate input from key stakeholders. This included staff, unit level volunteers, community collaborators, donors and executive board members. Extending the planning process to all stakeholders was expected to have dual benefits of strengthening the plan as well as creating a broad sense of ownership in the implementation of the final product. Revised 10-12-2020 3
The SPSC also took care to distinguish between strategic and operational issues, emphasizing that while both are important, the process was to focus more on the strategic issues of the day. During the formulation of concepts and the keen awareness of shifting elements from our national organization, coupled with the continued changes in demographics within Circle Ten Council and the changes in how families engage in activities, the SPSC chose to develop and implement a 3-year plan to be more nimble and responsive to our current and potential customer. Revised 10-12-2020 4
1. EXECUTIVE SUMMARY
The Circle Ten Council, Boy Scouts of America has been strengthening the communities of
North Texas and Southern Oklahoma with outstanding youth leadership development
programs since 1913. The 2021-2023 Council Strategic Plan provides a framework by which
we will increase program opportunities and charter development activities, activate support
for Scouting and its family-based programs and grow our organization. The 2021-2023
Council Strategic Plan aligns our mission and vision with our values and goals positioning
Circle Ten Council to move into the next century of Scouting.
MISSION
The 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
Scout Law.
VISION
We will provide the best Scouting and youth leadership program for youth and their families.
VALUES AND GUIDING PRINCIPLES
Any code of ethics is built on a foundation of widely shared values. The Scout Oath and the
Scout Law are the foundational words of our movement. The Circle Ten Council, Boy Scouts
of America values also include:
• Commitment to the public good
• Accountability to the public
• Respect for the worth and dignity of individuals
• Inclusiveness
• Respect for pluralism and diversity
• Transparency, integrity and honesty
• Responsible stewardship of resources
• Commitment to excellence and to maintaining the public trust
Revised 10-12-2020 5
SCOUT OATH
On my honor, I will do my best to do my duty to God and my country and to obey the Scout
Law; to help other people at all times; to keep myself physically strong, mentally awake and
morally straight.
SCOUT LAW
A Scout is;
Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave,
Clean and Reverent.
COMPETITIVE ADVANTAGE
The Circle Ten Council is building the leaders of tomorrow. For over 110 years Scouting’s
dynamic and engaging journey has beckoned to America’s young people. Our exciting
programs and outdoor adventures inspire lives of leadership, character and service. Being
relevant and adaptive, we are a trusted advocate for youth and have the support of our
communities. Our adult volunteers and employees are widely admired for their leadership
excellence and are seen as positive role models for youth. The Circle Ten Council is
financially strong and secure. True to our mission, Scouting reflects the areas we serve in
ethnic diversity, and shapes our communities by developing responsible citizens while
providing lifelong learning opportunities.
KEY COMPETITIVE ADVANTAGE ELEMENTS
Circle Ten Council Scouting provides many advantages including:
• Character development
• Positive adult role models
• Brand/brand awareness (86% favorable brand identity nationally)
• Continuity of leadership / programs / involvement
• Full family involvement
• Advancement and recognition
• Programs for all youth 6-21-years old
• Healthy living / lifelong learning
• Council has a very diverse geography with endless outdoor adventure
opportunities
Revised 10-12-2020 6
2. RESPONSIBILITY AND AUTHORITY OVERALL CONTEXT This plan represents a corporate statement of what the Circle Ten Council is about, what we value and our chosen direction to accomplishing our mission while working toward our vision. The plan provides specific guidance on initiatives we are undertaking to move our organization forward. This plan is not intended to outline everything we do, but it does provide a framework within which everything we do should fit. A primary objective is to engage in activities and practices that directly impact the priorities set forth in this plan. If those activities do not, we should be asking ourselves if we should continue performing such functions. Regardless of their role in executing the plan, everyone should develop a familiarity with the document. It is in understanding this plan that we see the full context of our corporate priorities and direction. A LIVING DOCUMENT This strategic plan is a working document that forms a stable framework for action, while retaining the flexibility to adapt as we pursue our goals. It is a living document and can be modified at any time. Changes to content such as the mission, vision and pillars will normally only occur during our annual review of the strategic plan. Short-term modifications will typically occur at the objectives level as a result of discoveries made in pursuing those objectives or specific goals. Course correction or modification approval rests with each pillar owner as outlined below. EXECUTION OF THE PLAN The Circle Ten Council has a leadership position (council strategic initiatives chair) within the officer corps to oversee the implementation and achievement of the plan. Responsibility for each element of the plan is clearly indicated throughout the plan. Pillar owners should make individual assignments for each objective to ensure accountability is established. Objective owners may, in turn, desire to make assignments for each specific goal. Objective leads should provide assistance to specific goal owners by removing barriers, identifying resources and tracking progress on a continuing basis. The council strategic initiatives chair will review progress with individual pillar owners and communicate updates to the executive committee and the executive board as appropriate. As previously stated, this plan may be changed as circumstances dictate. Guidelines for initiating changes are as follows: Revised 10-12-2020 7
• Designated objective owners may approve task changes with the advice of their
respective pillar owner.
• Pillar owners may approve strategy changes with the advice of the council key 3,
deputy Scout executive and council strategic initiatives chair.
• Changes to pillars can only be approved by the executive committee.
• Council strategic initiatives chair will:
o Report status on strategic plan progress to the executive committee on a quarterly
basis.
o Coordinate a review of the strategic plan in its entirety on an annual basis.
o Coordinate the publication of an annual progress report to council stakeholders on
an annual basis.
Revised 10-12-2020 8
3. PILLARS AND STRATEGY
Through the Strategic Plan Steering Committee (SPSC), and all subgroups that have been
engaged in the development of the council strategic plan, an agreed upon list of current
challenges was created.
OUR CURRENT CHALLENGES
• Growing Membership - Scouting is a movement with a vision to serve more youth.
Having access to families and retaining those in the program with quality offerings is
dynamic and needs development.
• Volunteer Leadership - Success in our programs and the retention and recruitment of
youth is directly linked to the capacity of our volunteers to deliver a quality program.
Intentional recruitment of qualified volunteers and their development is vital.
• Retention and Program - A quality program rests with recruiting and retaining quality
leaders. The council needs to position itself as a community partner and a “must do”
program for youth and families.
• Engaging the Family - The whole family now has access to be involved in all Scouting
programs. The development of relevant and attractive activities that increase retention
will have a direct impact on growth potential.
• Funding and Fundraising - Budgets and fundraising are challenged due to current
exterior and interior challenges. Securing funding sources for future operational needs is
paramount.
PILLARS AND STRATEGY
• MEMBERSHIP -
• We will focus on developing and increasing the Cub Scout program, it is the engine
that drives other programs.
• We will focus on the needs and desires of our families, engaging all as participants.
• We will add units in areas with low representation in order to offer Scouting to more
youth.
Revised 10-12-2020 9
• RELATIONSHIPS -
• We will continue to develop intentional relationships with our school administrators,
independent school districts (ISDs), churches, communities and other partners.
• We will strengthen the support and bond between our units and the council.
• FINANCE -
• We will identify new funding sources through grants, fees, special events and
fundraising campaigns.
• We will seek to establish an endowment to fund camps and staff positions.
• We will evaluate the use of funds to match strategic direction.
• PROGRAM –
• We will develop a menu of professionally run programs to run year-round, resulting in
increased youth retention.
• We will establish a system to develop innovative and creative leaders in our units.
• We will have events and activities led by council staff augmented by volunteers.
Revised 10-12-2020 104. OBJECTIVES AND GOALS
MEMBERSHIP
The Circle Ten Council membership strategy over the next plan cycle will have a strong
emphasis on the development of Cub Scout packs and increasing the number of units within
our communities. We will be moving away from a primary focus on once a year sign-up
events to a 24/7/12/365 model, where a family or person can join anytime while accessing
Scouting through multiple joining events held throughout our council, year-round. We will
expand the use of our council facilities for recruitment and "keep the promise" events to
attract more families and Scouts.
We will grow by: Expanding Scouting programs to all youth and their families within the
council.
1. Strategic Objective: We will focus on developing and increasing the Cub Scout
program, as it is the engine that drives other programs.
Goal M1 - Increase number of Cub Scout packs to serve each elementary school
(2020 packs serving schools = 396 packs and 802 elementary schools
2021=435 packs, 2022=500 packs, 2023=591 packs
Tactics
- We will track each pack by what elementary school they are assigned to.
- We will address packs that are assigned to multiple schools by reviewing with
unit leadership the market share at those schools vs. How many youth they are
serving in their pack and develop a plan to transition those units back to one
school.
- We will address schools that do not have a pack assigned to find out why and to
help develop a new pack in that community to serve that school.
- We will ensure that each school has a designated recruitment date in the fall
and the assigned pack helps coordinate the event so families understand the
joining opportunities that are in their communities.
- This process will be more of an art – not a science, so that we educate unit
leaders and make annual progress, but while also keeping unit relationships
positive and intact.
Revised 10-12-2020 11Goal M2 - Conduct monthly sign-up events (focusing on the Cub Scout program)
2021=8 per district (208 events), 2022=10 per district (260 events),
2023=12 per district (312 events)
Tactics
- These events will be intentional, much like fall school recruitments, where the
purpose of the event is not to just join another organization that is already
conducting a community event or to market our brand, but for the sole purpose
of inviting new families to the event conducted by Circle Ten Council staff to
recruit new Cub Scouts at each event.
- The format of each event may be flexible but will have some of the same key
components of a fall recruitment night (specific invitation, basic Cub Scout 101
information, easy access to join, answer family questions and sign-up youth,
place new families w/packs).
- Each district will schedule, plan, organize, and coordinate a minimum of one
event each month – including the summer months.
- There will be at least an annual staff training so staff understand how to
schedule, market, plan and execute these types of monthly membership
events/programs and will know the expectations for each.
2. Strategic Objective: We will focus on the needs and desires of our families engaging
all as participants.
Goal M3 - Increase the number of total units serving our communities (Should
end 2020 w/ 930 units). NOTE – Circle Ten Council averages about 95
dropped units per year and creates about 72 new units, on average, over
the past 5 years.
2021=945 total units, 2022=965 total units, 2023=990 total units
Tactics
- We will achieve this by conducting an annual new unit sales training to help the
staff understand how to identify new unit prospects, identify schools/chartered
organizations that need Scouting units, equip the staff with sales
materials/resources that will help them sell Scouting when meeting with
prospective new partners and develop monthly expectations on both the
number of sales calls each staff is expected to make as well as benchmarks for
new unit production each quarter.
- We will organize and conduct “Together We Organize” (TWO) events at least
twice a year – once in the early spring and once in early fall – to recognize new
partnerships as well as invite prospective new partners to hear how Scouting
Revised 10-12-2020 12works and how it can benefit their organization with the goal of developing
new units through each “TWO” event.
- We will conduct a “New Unit Blitz Day” at least once a year to help focus the
staff on new unit sales calls and to give new staff an opportunity to practice by
working with experienced staff.
- We will also increase unit retention by conducting unit health analysis reports
quarterly so we know the status of each unit and will engage the commissioner
staff to help identify which units are in need of support/help before they get to
the point of dropping at recharter time.
- We will have a special focus on getting all Cub Scout packs to complete their
recharter process by December 1st.
Goal M4 - Increase our retention of total youth in Scouting programs (in 2020 we
retained 70.8%)
2021=75%, 2022=80%, 2023=85%
Tactics
- We will do this by tracking and increasing the key indicators for youth retention
as defined by the BSA – youth attendance at activities/programs, trained
leaders, youth advancement and youth attendance at day camp/summer camp.
- We will also track unit recharters by reviewing unit rosters and defining why
youth are removed from the roster at each recharter period.
- The field staff will become hands-on with the unit recharter process and will
get involved weekly as a customer service resource for our units so we always
know the status of where each unit stands and what roadblocks are preventing
them from moving forward with their recharter.
- We will send out lost youth post cards at each recharter period to ensure any
youth member that was dropped, was not dropped accidentally.
- We will track Webelos-to-Scout transition to ensure that every 2nd year Webelos
Scout is invited to join a local troop and we will review 2nd Year Webelos
rosters to ensure every youth transitioned into a troop, or find out why they
chose not to do so.
- Each District will conduct a “meet the troop” event where all troops will
attend and each 2nd year Webelos Scout is invited to come out and meet the
troops in their area so their family can choose a troop that best fits their
family’s needs.
Revised 10-12-2020 133. Strategic Objective: We will add units in areas with low representation in order to
offer Scouting to more youth.
Goal M5 - Measure monthly production of membership efforts (should end 2020
w/ 44,000 total youth). These goals will be broken down by district/service
area/council quarterly.
2021=44,700 total youth (1.5%), 2022=46,000 total youth (3%),
2023=48,000 total youth (4.3%)
Tactics
- We will do this by reviewing with field staff the following measurement reports
each Friday and addressing successes or area of concerns weekly through field
directors
• MyBSA Membership Report (district/service area/council level)
• Monthly Objectives Progress Reports (district/service area level)
• Monthly District Totals Reports (district level)
• Monthly Membership Reports (council/service area level)
• Monthly Sign-Up Event Report (district/service area/council level)
• Monthly district/service area membership projections
Goal M6 - Expand non-traditional recruiting events at Circle Ten Council
camps/properties to entice NEW families
2021=4 events per year, 2022=6 events per year, 2023=8 events per year
Tactics
- We will do this by retaining, but not growing our Learning for Life, in-school
program and introducing new Explorer post options to districts.
- We will continue to explore options of membership for families (Unit Scouting
vs. Lone Scout Program) so we make it easy for families to join based on their
needs.
- Continue to explore after/in-school program options that are self-sustaining.
- We will start a Hispanic/Latinx Initiative to put a focus on starting self-
sustaining Scouting programs in Hispanic/Latinx communities.
- We will develop activity programs each year where entire families are invited
to come and experience Scouting that are non-members.
Revised 10-12-2020 14RELATIONSHIPS
Having positive, productive relationships with our stakeholders and community in general is
a key element to Circle Ten Council's overall strategy to grow. Meeting the needs of our
customers, going to where they are (Schools, ISDs, charter organizations, churches) and
training our staff and volunteers on customer service will foster the desired environment.
We want to ensure every touch point with our customers (including unit meetings) is the
best possible experience.
We will grow by: Recognizing people are our greatest resource – building relationships,
becoming a community collaborator and recruiting and developing quality staff as well as
volunteers.
1. Strategic Objective: Develop intentional relationships with ISDs, school
administrators, and churches.
Goal R1 - Increase the number of documented charter organization visits by
professional staff.
2021=1 Visit per charter organization/per district, 2022=2 visits per charter
organization/per district, 2023=3 visits per charter organization/per district
Tactics
- We will do this by conducting a training with the staff on how to set-up the
meeting appointment with the chartered organization, what agenda format is
to be used and what conversations they are expected to lead, the resources
available to take with them and how to use these resources in their meeting,
and how to act on any key take-aways that result in the meeting so we can
build positive relationships and trust between our chartered organizations and
Circle Ten Council.
- We will track the date of each chartered organization visit and outcomes by
district and will help staff focus on key areas of where follow-up is needed.
Goal R2 - Increase the number of documented school administration visits
2021=district executive (DE) visit to 90% principals - field directors (FD)
visit 85% ISDs,
2022=DE visit to 95% principals - FD visit to 90% ISDs,
2023=DE visit to 100% principals - FD visit to 95% of ISDs
Revised 10-12-2020 15Tactics
- We will do this by developing a standard school administration visit agenda and
resources for the staff to use as well as train them on how to set, conduct and
follow-up from these visits.
- Every staff will know and understand the concept of “Adopt-A-School” and we
will coordinate with our local units to ensure we are giving back to the schools
in our communities when opportunities present themselves.
- The key focus for district executives/district directors will be individual school
principals.
- The key focus for field directors will be school superintendents and/or other
key ISD administration personnel.
- We will track this by school and ISD throughout the year to ensure visits are
being made and our partnerships with each school are being cultivated and
improved.
2. Strategic Objective: Strengthen the support and bond between the individual unit
and council
R3 - Design and implement a unit accreditation program (council version
of Journey To Excellence (JTE). In 2020, we collected 24% of Unit JTE
Scorecards.
2021= design and roll out new unit accreditation program and collect 40% of
unit scorecards
2022= collect 55% of unit scorecards,
2023= collect 75% unit scorecards / data
Tactics
- We will do this by reviewing the key unit JTE scorecard and focusing on the
4-5 key points that affect unit quality and membership retention.
• Helping units develop an annual budget so they can fund their program
needs. Set a program planning and budget development meeting.
• Help units retain and grow their membership so they remain a healthy
unit throughout the year. Coordinate fall recruitment and encourage
participation in monthly membership events.
• Help units develop a quality program and an easy, effective method of
how to deliver it to their Scouting families. Develop program calendar
and schedule and communicate it to families.
• Help units learn how to select quality leaders and develop a succession
plan so that there are always plenty of quality leaders to deliver a
quality Scouting program. Help units identify leadership gaps/needs
Revised 10-12-2020 16before program year starts so that 100% of dens are meeting and
delivering the program.
Goal R4 - Conduct an annual accreditation review of units and districts. During
2020 recharter we had 222 units that turned in a scorecard – 6 were bronze
(3%), 11 were silver (5%) and 202 were gold (92%)
2021= Collect 403 - unit scorecards with 250 gold units, 100 silver units,
and 53 bronze units
2022= Collect 625 - unit scorecards with 325 gold units, 150 silver units,
and 150 bronze units
2023= Collect 980 - unit scorecards with 475 gold units, 300 silver units,
and 205 bronze units
Tactics
- We will do this by reviewing the unit items in Relationships - Objective 2 on a
quarterly basis (unit health analysis) and assigning a definition to each unit
(bronze, silver, gold) and then giving feedback on how units move from nothing
to bronze, or bronze to silver, etc.
- We will also review the district self-assessment with district leadership and
focus on 10-20 key indicators of a successful district and unit on a bi-annual
basis.
3. Strategic Objective: Foster and increase the Circle Ten Council image within the
communities we serve.
Goal R5 - Design and implement field staff leadership trainings
2021= Conduct 4 trainings per year,
2022= Conduct 8 trainings Per Year,
2023= Conduct 10 trainings per Year
Tactics
- New unit (packs development) training
- How to conduct monthly sign-up events
- How to analyze and use key retention indicator reports to help strengthen units
- Unit recharter training – staff responsibilities/unit customer support
- How to conduct Webelos-to-Scout transitions and/or meet the troop events
- How to conduct quarterly unit leader meetings with focus on relationship
building and strengthening units (building our relevance to units)
- Training on non-traditional program options and thinking outside the box
Revised 10-12-2020 17- Charter organization visit trainings
- School principal/ISD administration trainings
- General customer service training/building trust/relationship building
Goal R6 - Increase number of positive PR stories for Circle Ten Council
2021=15 published stories, 2022=20 published stories, 2023=25 published
stories
Tactics
- Build relationships with reporters at selected media outlets and regularly pitch
stories that promote Circle Ten Council and Scouting in our communities.
- Create an incentive program for units/families who secure positive media
attention.
o Provide different recognition levels with a different incentive at each
level.
- Create a service area-level position for positive publicity, with the sole purpose
of finding stories to tell.
- Develop a “news tip” form.
- Develop our own publishing arm – via web, social – to regularly tell our story.
Other (foster and increase the IMAGE of Circle Ten Council):
- Develop, communicate and maintain the Circle Ten Council Brand Guide. This
must be continually reviewed, shared and discussed.
- Everything that is communicated to an external audience will be proofed and
edited for Circle Ten Council branding (style, look and feel).
- District event/activity fliers will be reviewed and edited for Circle Ten Council
branding (style, look and feel).
- Materials will be developed with attention to audience and diversity in
ethnicity, program and gender.
General program and membership support functions
- Create materials to support strategic objectives
- Communicate to internal audience (volunteers, Scouts and families) –
awareness and promotion of events, activities, need to know information
o Measure by:
▪ read rate of newsletter
▪ awareness of, and increase in, attendance at events
▪ pageviews on internal website
o Conduct a yearly review of the effectiveness of communications
channels (website, mass email, social media) and adjust accordingly
Revised 10-12-2020 18FINANCIAL
The Circle Ten Council fundraising strategy will be taking a fundamental shift from relying
primarily on Friends of Scouting (FOS) and annual giving to a blend of FOS, annual giving,
activity fees, additional special events, new grant revenue, product sales and camping
revenue. Through the creation of a menu of Scouting and family activities that are
professionally run by council program staff, the council will generate program-based revenue
not currently received. The increased engagement of foundations and the use of special
events will be an additional key in future revenue growth.
We will grow by: Expanding and maintaining the financial health of the organization
through fiscal stewardship and fund development.
1. Strategic Objective: Identify and secure new funding sources through grants, fees,
special events and fundraising campaigns. Establish an endowment to fund camp
maintenance and staff positions.
Goal F1 - Increase new foundation and grant revenue.
2021= $600,000 2022= $675,000 2023= $850,000
Tactics
- The fund development committee and staff will engage in donor research,
specifically targeted at current foundations supporting Circle Ten Council
and potential foundations that have supportive mission criteria and scope.
- The council will create a grant and foundation development staff position.
- Staff and volunteers will seek to build and maintain relationships with all
current and potential foundations that could support Circle Ten Council.
- Track relationships with foundations through CRM software
- Invite foundations (current and potential) to events and activities and
provide council communication(s) as appropriate.
Goal F2 – Develop and hold new special events.
2021= $785k net 2022= $900k net 2023= $1.1m net
Tactics
- The council will continue to develop committees for existing special events
(fundraising events). These committees provide the volunteer support to
run each event as well as donor relations and cultivation.
- The council plans to add a special events staff position to develop new
special events in 2021, 2022 and 2023.
Revised 10-12-2020 19Goal F3 – Develop and implement a fee structure for services, rentals,
events and activities.
2021= $150k 2022= $220k 2023= $300k
Tactics
- Circle Ten Council will research neighboring councils and organizations for
potential fee schedules and pricing models.
- The program department will determine (with the help of program
volunteers and staff) the various services, facilities, and events that should
be considered for the fee schedule.
- The program team will engage an event and calendaring software company
to develop an application that can be used to create an online scheduling
and fee payment platform for customers.
- Circle Ten Council will add new program executive position(s) in order to
support the additional events and activities.
2. Strategic Objective: Increase the number of volunteers in fundraising roles to
expand the donor base and quality fundraising and fee generating events, include
virtual options.
Goal F4 - Develop virtual events that are self-sustaining.
2021= $15k 2022= $50k 2023= $100k
Tactics
- As a result of changing customer expectations (especially demonstrated
during COVID) for an online presence and time constraints, Circle Ten
Council will continue initial practices of online merit badge programs and
add additional events and activities.
- Circle Ten Council will look to add new trainings and events, such as
University of Scouting, to an online catalog of options for families and
volunteers.
- The council will look to add new “added value” programs online as well
(How to do Dutch oven cooking, or how to pack a Scout trailer, etc.).
Revised 10-12-2020 20Goal F5 – Increase volunteers in fundraising roles.
This annually measures council level (C) volunteers (events and FOS)
and district (D) FOS volunteers in roles.
2021= 60-C / 425-D 2022= 75-C / 475-D 2023= 100-C / 500-D
Tactics
- Circle Ten Council has an established fundraising plan that it will continue
to invest in. The council will look to become more efficient at the use of
volunteer time and the execution of all fundraising timelines.
- Council-level fundraising efforts will focus on adding new volunteers to
special events and to the “board-level” Friends of Scouting (FOS) campaigns
in the coming years. We will engage more volunteers, but with a limited
scope of expectation in the number of donors a volunteer is responsible for.
Experience has taught us that volunteers are willing to assist when the task
is clear with a short timeline and limited amount of effort needed.
- District-level volunteer recruitment efforts will focus on recruiting leaders
within the local communities to raise community funds. Additional focus
within a district will include unit-level volunteer recruitment to support
each unit (pack, troop, crew) working in the “family campaign.”
- The council will need to engage more volunteers at the district level and
unit level to reach donors. Unit-level volunteers generally are responsible
for coordinating a presentation or other method to make an “ask” of
families in the Scouting program.
- The council will consider options as it relates to district accreditation and
unit accreditation recognition levels and any potential discounts as a way to
incentivize units and district-level volunteers to engage in FOS.
3. Strategic Objective: Evaluate the use of funds to match strategic direction.
Goal F6 - Maintain an operating budget that supports the council strategic
goals.
2021= $12.9m 2022= $13.36m 2023= $14.15m
Revised 10-12-2020 21Tactics
- Council leadership and staff will work to maintain an operating budget that
supports the mission and vision of the council strategic plan.
- Council leadership will continue to assess staffing needs, program features,
facility recommendations, trainings, tools and other resources to balance
expenditures against income and strategic expectations.
- The council will utilize relevant and timely reconciliation practices to
ensure proper use and accounting of council resources.
- Circle Ten Council will engage a volunteer led budget committee to oversee
the development of an approved council budget annually.
- Council leadership will review financials on at least a monthly basis
measuring actual performance against the budget plan.
PROGRAM
Our activity and program model will have a fundamental shift towards a professional council
program staff led program augmented by volunteers. Strategy tactics will include
onboarding events and other quality activities for Scouts and families that are more
experience-focused and not necessarily tied to advancement. Various trainings will be
offered at our events and activities to showcase the value proposition of Scouting.
We will grow by: Developing adventures that last a lifetime.
1. Strategic Objective: We will develop a menu of staff led programs to operate year-
round, resulting in increased youth retention. We will create "value-added"
programs that serve outside standard Scouting events offered (ex: trailer
maintenance, etc.)
Goal P1 – Develop and implement a menu of "keep the promise" events for
families.
2021= 9 events 2022= 20 events 2023= 30 events
Tactics
- To impact retention, the council will provide opportunities for families
and Scouts that have just joined the program to “experience” Scouting
in a positive, fun and engaging environment.
Revised 10-12-2020 22- These events will be provided at regular intervals (especially during high
recruiting seasons) at council facilities and other potential sites that
provide easy access for our customers.
- Activities will include age-appropriate games, skills, trainings, and other
unique opportunities.
Goal P2 – Develop onboarding and recruitment events for new Scouts and
families.
2021= 4 events 2022= 10 events 2023= 12 events
Tactics
- Different from “keep the promise” events, onboarding and recruitment
events are designed to be specifically for recruiting purposes. Events
may include some of the same activities but are designed to be shorter
in length and an introduction to the Scouting program with an
opportunity to join.
- The council will develop several standard onboarding and recruiting
templates to be used by the program and field teams at various locations
throughout the council.
- Recruitment events will be open to all potential Scouts and family
members. The event will be designed to engage and inspire participants
to join Scouting at their age-level program.
Goal P3 - Develop "value-added" programs for Scouts and families at council
facilities.
2021= 6 programs 2022= 10 programs 2023= 12 programs
Note: “Value added” programs are a new concept in Circle Ten Council.
These programs are not necessarily true “Scouting” programs but are
instead a service, or training or activity to Scouts and / or adults and
families to engage with Circle Ten at our facilities. A current example is
the petting zoo at Camp Wisdom
Tactics
- “Value added” programs that will be researched and could be added
include: trailer maintenance for your troop trailer, welding classes for
adults, snorkeling for the whole family at our camp lakes, etc..
Revised 10-12-2020 23- Circle Ten will survey Scouting families (and potentially local
communities) to see what activity, service, or training our customers
might want.
- The program team will take survey results and develop program(s) based
on customer feedback and desire. These programs will be provided at
council properties or other local facilities in collaboration with
community partners.
2. Strategic Objective: We will establish a system to develop innovative and creative
volunteer leaders in our units.
Goal P4 - Develop and implement expanded trainings for volunteers.
2021= 4 new trainings
2022= 6 additional trainings
2023= 8 additional trainings
Note: The quality and consistency of unit level program is vital to the
success of a unit and its ability to retain existing and recruit new
members into Scouting.
Tactics
- The program team, with the help of the council training team and
commissioner team (unit service group) will develop additional training
opportunities outside of basic trainings and orientation-style events.
- These trainings will focus on topics such as youth development, how to
lead meetings, how to engage youth at various age levels, how to secure
volunteer help for your unit, etc.
- The council will provide these trainings in strategic times of the year
(around recruitment and in preparation for summer activities)
- The council will engage subject matter experts to ensure the accuracy,
quality and appropriateness of each training.
3. Strategic Objective: We will have events and activities led by staff augmented by
volunteers.
Goal P5 – Implement staff led events with volunteer support.
2021= 6 events 2022= 10 events 2023= 12 events
Revised 10-12-2020 24Note: Quality and consistency of Scouting events and activities is vital to
the retention of existing Scouts and their families. Today’s participants
have an expectation of value for their time and money. Participants and
families are willing to pay for a quality experience, but generally will
not continue in a program if there is not perceived value.
Tactics
- The Circle Ten Council program team and field team will be directly
involved in providing event leadership and management.
- Volunteers at the unit, district and council level will be involved in
delivering activities and events in addition to having a staff person
responsible for the budget, planning, and event coordination.
- We will provide consistent quality experiences for participants at each
event or activity.
- We will provide a quality model experience for unit and district-level
volunteers with an expectation that skills and processes learned will
positively impact unit-level program.
Goal P6 - Develop and implement an event satisfaction survey, increase net
promoter scores.
2021= 29 events surveyed
2022= 56 events surveyed
2023= 74 events surveyed
Tactics
- The Circle Ten Council program and marketing team will research and
develop a satisfaction survey that will inform the council on participant
satisfaction for events and a separate survey for unit program.
- Survey results will be gathered and analyzed. Programs, activities,
experiences or events may be modified, amended, or further developed,
based on the results of the surveys, to fit the needs and desires of the
customer.
Revised 10-12-2020 25APPENDIX Revised 10-12-2020 26
Our
Current
Challenges
2728
CIRCLE TEN COUNCIL STRATEGIC PLAN SCORECARD 2021-2023 v1.5
The mission of the Boy Scouts of America is to prepare young people to make “We will provide the best Scouting and youth
MISSION ethical and moral choices over their lifetimes by instilling in them the values of VISION leadership program for youth, and their
the Scout Oath and Law. families.”
TARGETS
STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS
BEGIN, 2020 est. YEAR 1 YEAR 2 YEAR 3
Increase number of Cub Packs to serve
We will focus on developing and M1 396 Packs 435 Packs 500 Packs 591 Packs
each elementary school
increasing the Cub Scout program as it is
the engine that drives other programs. M2 Conduct monthly sign-up events 44 Events 208 Events 260 Events 312 Events
MEMBERSHIP
Increase the number of total units
We will focus on the needs and desires M3 930 Total Units 945 Total Units 965 Total Units 990 Total Units
serving our communities
of our families engaging all as
Increase our retention of total youth in
participants. M4 70.8% Retention 75% Retention 80% Retention 85% Retention
Scouting programs
Measure monthly production of
We will add units and recruiting efforts in M5 44,000 TY 44,700 TY 46,000 TY 48,000 TY
membership efforts
in areas with low representation in order
to offer Scouting to more youth. M6 Expand non-traditional recruiting events 0 4 Events 6 Events 8 Events
Increase the number of documented
Develop intentional relationships with R1 charter organization visits made by pro 0 PCO 1 PCO 2 PCO 3 PCO
ISD's, school administrators and staff
churches. Increase the number of documented
R2 ? 90% P / 85% ISD 95% P / 90% ISD 100% P / 95% ISD
RELATIONSHIPS
school admininstration visits
Design and implement a unit
Strengthen the support and bond R3 24% Collected 40% Collected 55% Collected 75% Collected
accreditation program
between the individual unit and the
Conduct annual accreditation review of
council. R4 202-G/11-S/6-B 250-G/100-S/53-B 325-G/150-S/150-B 475-G/300-S/205-B
units and districts
Design and implement field staff
Foster and increase the Circle Ten R5 1 Training 4 Trainings 8 Trainings 10 Trainings
leadership trainings
Council image within the communities
Increase number of positive PR stories
we serve. R6 8 Stories 15 Stories 20 Stories 29Stories
25
for Circle Ten CouncilCIRCLE TEN COUNCIL STRATEGIC PLAN SCORECARD 2021-2023 v1.5
The mission of the Boy Scouts of America is to prepare young people to make “We will provide the best Scouting and youth
MISSION ethical and moral choices over their lifetimes by instilling in them the values of VISION leadership program for youth, and their
the Scout Oath and Law. families.”
TARGETS
STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS
BEGIN, 2020 est. YEAR 1 YEAR 2 YEAR 3
Increase new foundation and grant
Identify and secure new funding sources F1 $480,000 $600,000 $675,000 $850,000
revenue
through grants, fees, special events and
fundraising campaigns. Establish an F2 Develop and hold new special events $375k Net $785k Net $900k Net $1.1m Net
endowment to fund camps maintenance
Develop and implement a fee structure
FINANCIAL
and staff positions. F3 $60,000 $150,000 $220,000 $300,000
for services, rentals, events and activities
Increase the number of volunteers in Develop virtual events that are self-
F4 $8,000 $15,000 $50,000 $100,000
fundraising roles to expand the donor sustaining
base, quality fundraising events and fee
Increase volunteers in fundraising roles
generating events include virtual options. F5
40-C / 375-D 60-C / 425-D 75-C / 475-D 100-C / 500-D
Evaluate the use of funds to match Maintain an operating budget that
F6 $10.4m $12.90 $13.36m $14.15m
strategic direction. supports the council strategic goals
Develop and implement a menu of
We will develop a menu of professionally P1 2 Events 9 Events 20 Events 30 Events
"keep the promise" events for families
run programs to operate year-round,
resulting in increased youth retention. Develop on-boarding / recruitment
P2 2 Events 4 Events 10 Events 12 Events
Create "value-added" programs that events for new Scouts and families
serve outside standard Scouting events Develop "value-added" programs for
PROGRAMS
offered (ex: trailer maintenance, etc.) P3 0 Programs 6 Programs 10 Programs 12 Programs
Scouts and families at council facilities
We will establish a system to develop
Develop and implement expanded
innovative and creative volunteer leaders P4 0 Trainings 4 Trainings 6 Trainings 8 Trainings
trainings for volunteers
in our units.
Implement professional program / event
P5 2 Events 6 Events 10 Events 12 Events
We will have events and activities led by leadership
professional program staff with Develop and implement an event
volunteers assisting. P6 satisfaction survey, increase net 0 Score 29 Events 56 Events 74 Events
promoter score 30CIRCLE TEN COUNCIL STRATEGIC PLAN SCORECARD 2021-2023 v1.5
“We will provide the best Scouting and youth
The mission of the Boy Scouts of America is to prepare young people to make ethical and moral choices over their
MISSION VISION leadership program for youth, and their
lifetimes by instilling in them the values of the Scout Oath and Law.
families.”
OBJECTIVE / KPI DESCRIPTION
M1 Circle Ten Council will end 2020 with 396 Cub packs serving 802 elementary schools. Cub Scouts are the engine that drives all things, increasing packs provides growth opportunities.
M2 Reflects the number of join Scouting events (not join nights in the fall). Each district will hold a minimum of 8 per district in 2021, 10 in 2022 and 12 in 2023.
MEMBERSHIP
M3 Increase the number of total units served within Cirlce Ten Council (service stations). Should end 2020 with 930 total units (TU), 2021-945 TU, 2022-965 TU, 2023-990 TU
M4 Circle Ten Council will end 2020 with 70.8% overall retention of Scouts. Focuses on meeting the needs of families and is measured by the number of youth retained year to year.
M5 Reflects monthly the total youth served (TY) the council has. Projected to end 2020 with 44,000 TY. 2021 TY represents a 1.5% growth, 2022 - 3% growth, 2023 - 4.3% growth.
M6 The number of events at our facilities offered to non-Scout families and audiences to introduce them to Scouting and all its programs (recruitment event).
R1 The minimum expectation of documented visits each district has with each of their charter partners per year - visits by pro staff - Per Chartered Organization. - (PCO).
RELATIONSHIPS
R2 In order to improve school relationships and access, this reflects the percentage of principal (P) visits a DE completes and number of ISD's (ISD) a Field Director completes.
R3 A new unit and district accreditation award will be created to improve quality of program. This reflects the number of completed accreditation applications received each year.
R4 The total number of expected accreditation applications (219 for 2020, 403 for 2021, 625 for 2022, and 980 for 2023) broken down by achievement level (G=gold, S=silver, B=bronze)
R5 The knowledge of how to provide the best customer service and other specialized trainings is vital to council success, this reflects the number of unique trainings to educate staff.
R6 Measure fosters and improves the image of the council in the communities we serve by having and growing the number of PUBLISHED positive PR stories about Scouting & C10.
F1 Finding new sources of revenue is vital for the continued growth of C10. This measures results based on adding many NEW grant opportunities the council will find and submit.
F2 The council will hire another special events specialist, adding 2 new council fundraising events in 2021, another 2 new additional in 2022 raising $1.1 million in net revenue by 2023.
FINANCIAL
F3 Reflects annually - updated and implemented fee structures for events, programs, services, rental of facilities and usable assets (canoes, etc.), generating $300,000 by 2023.
F4 Reflects revenue from new virtual programs added (example; virtual day camps, virtual merit badge universities, virtual trainings, etc.) $100,000 by 2023.
F5 Engaging volunteers in fundraising at all levels is critical to success. This annually measures council (C) level volunteers (events and FOS) and district (D) FOS volunteers in roles.
F6 The council must maintain operating revenue that provides resources to achieve the Vision. This measure reflects the annual operating revenue goal in support of our Vision.
P1 Reflects how many professionally run "keep the promise" programs are created for units, Scouts, families and outside groups; creating a menu of options that will impact retention.
P2 The number of new on-boarding / recruitment events for new Scouts and families. These events will help ensure a quality start to their Scouting experience.
PROGRAMS
The number of events or opportunities that are provided to our Scouts and families at council facilities. These opportunities are designed to be "value-added" events that could be
P3
special trainings or adventures that are not necessarily all Scouting but of interest to volunteers and families (Ex; shooting weekends, aquatics weekends, trailer maintenance...)
P4 Training opportunities beyond the basic position training. These trainings will teach unit leaders how to run successful units and focus on retention centered practices.
To foster consistency, quality and accountability for a promised Scouting experience, events beginning in fall 2020 will be primarily led by professional staff that will coordinate food
P5
service, programs, and overall experiences. Volunteers will be part of each event staff team.
31
P6 Measures net promoter score (NPS) helps create quality control of our programs and provides direction for desired features and programs for our constituents.STRATEGIC PLAN COMMITTEE
Robert Allday, Plan Chair John Copley
Joe Stallard, Council President John Harkey
Gary Scott, Council Commissioner Ken Camp
Sam Thompson, CEO Kevin Patterson
Betty Ungerman Kris Benson
Brandi Mantz Manny Fernandez
Curt Farmer Masheli Sargent
David Berry Matt Walker
Don Burke Max Carrier
Ed Bardwell Michael Visentine
Gordon Taylor Mike Prachar
Grieg Riddle Ramsay Ellis
Jake Collins Robin Gordon
CIRCLE TEN COUNCIL
8605 Harry Hines Blvd
Dallas, TX 75235
214.902.6700
32You can also read
