Twin Rivers Strategic Plan 2016-2018 Strategic Plan
MISSION STATEMENT The mission of the Twin Rivers Council 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 STATEMENT Twin Rivers Council - The leading program for youth in all our communities. CORE VALUES The 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. The Scout Law: A Scout is: Trustworthy Loyal Helpful Friendly Courteous Kind Obedient Cheerful Thrifty Brave Clean Reverent The Scout Motto: "Be Prepared" The Scout Slogan: "Do a Good Turn Daily" COMPETITIVE ADVANTAGES Eagle Scout Scout Oath & Scout Law Value-based value programs 100 years of experience and tradition Life skills Outdoor experience Opportunities for success and growth Age appropriate programs Variety of camp opportunities Leadership training at all levels National infrastructure of volunteers working together with professionals Mentoring opportunities Comprehensive and diverse year-round programs Community based FUN with a purpose CUSTOMER SEGMENTS Commissioners Units District Leadership Young Women Committees These individuals are the physicians of the units and serve a vital role in advising, counseling, and instructing our unit leaders. They need regular and clear communication to enable them to be an informed resource. These are our sponsoring partners. They need adequate and frequent support from the Districts and Council in the form of training, program and properties to assist them in delivering the promise of Scouting. These individuals provide real support to our units and sponsoring organizations in the way of training, programs, instruction and program tools. They need to feel and receive positive reinforcement and resources from the Council. Fewer in number than their male counterparts, these young women are desirous of what Scouting can offer. This adventuresome segment of the young women population need greater opportunities to have the Scouting experience via more units and willing leaders. These behind the scenes volunteers provide invaluable support to the unit leader and need clear and user friendly support systems.
Membership & Program 1. Membership - As a PRIORITY OBJECTIVE - The council will increase youth membership, strengthening both recruitment and retention. 1.1. Council and district leadership will commit to putting primary focus and effort on membership growth, with in realization that this will have a significant positive impact on all council operations. 1.2. The council will build capacity for membership growth. 1.2.1. Council and districts will build, use & maintain a collaborative model in which all council & district groups (including commissioners & committees) support membership growth. 1.2.2. The Council Key 3 and each District Key 3 will develop and implement specific goals and plans relative to recruiting, retaining and supporting an effective cadre of volunteer leaders in their area of cognizance. 1.2.2.1.Specific positions will be identified and target dates established. 1.2.2.2.Suitable training will be provided on schedule to support timely implementation. 1.2.2.3.Progress will be reviewed and updated quarterly at the District & Council levels 1.2.2.4.Council and districts will make membership growth the emphasis of continued strategic planning, board retreats, and council/district meetings. 1.3. All council and district volunteer and professional personnel will align to develop and support an action-oriented, year-round membership plan to be reviewed and updated quarterly. 1.3.1. A key part of the council plan will be helping districts and units to establish and implement their own goals and action steps. 1.3.2. Primary focus will be on recruiting and retaining Cub Scouts, with particular attention given to understanding the needs and expectations of young families, to marketing through social media, and to develop a strong sense of fun and belonging. 1.3.3. Additional action items will build WEBELOS-to-Scout transition, Boy Scout recruitment/retention, STEM Scouting, and recruitment/retention of co-ed teenagers and young adults for Venturing and Exploring. 1.3.3.1.Prepare all camps to support Cub Scout & WEBELOS Activities 1.3.3.2.Build and support Self Guided Hiking/Nature Trails for Cub scouts at all camps hat meet NFS and NPS standards 1.3.3.3.Council Membership Lead ensure sponsoring organizations are contacted to verify again sponsoring units 1.3.4. The Membership Committee will collaborate within the Council to develop activities/ events (such as 2 nd ask that support recruitment and retention 1.3.5. The council and district action plans to retain existing youth will focus on delivering a strong Scouting program and will include monitoring of retention progress. 1.3.5.1. Quality program elements to be emphasized will align with those described in the Program section of the Strategic Plan. Integral to this should be a WEBELOS specific activity at Council Activities/Fall Camporee (i.e. a WEBELOSREE) 1.3.5.2.The processes for tracking and addressing losses from traditional units will include but not be limited to developing and implementing the following: 1.3.5.2.1. An active working relationship between scout troops and feeder packs that will, as a minimum, include Den Chiefs in every WEBELOS den 1.3.5.2.2. Loss retention will include a WEBELOS to Scout transition plan including lost boy call back 1.3.5.2.3. Offering Venturing and Exploring opportunities wherever possible to retain older scouts
1.4. Council will establish and execute a New Unit creation, development, and retention plan with specific targets and dates that will as a minimum include New Unit Commissioning. 1.4.1. Each district will have at least 1 unit commissioner specializing in new units. 1.4.2. Each new unit will have 3 visits in the first quarter. 1.5. Council membership leads will engage council, district, and unit representatives in learning, sharing, and implementing best practices for recruitment and retention. 1.5.1. Ideas will be presented and shared through a well-organized, broad annual Council Membership Summit, engaging unit, district, and council volunteers. 1.5.2. Council & district membership teams will collaborate with units in establishing Membership & Marketing leads at the council, district, & (where possible) unit levels. 2. Program - - The council will offer a wide variety of programs and activities designed to attract and retain youth of all ages 2.1. Program activities will be driven by effective volunteer teams 2.1.1. The Council Vice President of Programs will reestablish the position of Council Activities Chairman and a capable, willing volunteer will be recruited. 2.1.2. A task force lead by the Vice President of Programs and the Activities Chairman will be established to review how best to administer all Council and District activities. 2.1.3. The Districts will strive to collaborate more on events with other districts to provide a more enhanced and supported program. 2.1.4. The Council will establish a training program for event chairman that will be held annually. 2.1.5. Each District will have a designated Program and Activities lead 2.1.6. The Council will organize a volunteer lead contingent to attend at least one national high adventure or international Scouting program each year. 2.2. Council will deliver a Scouting Outdoor Adventure to our membership, while generating sufficient revenue to support direct and indirect expenses of the camps and council. 2.2.1. Utilize and enhance existing facilities for program needs when at all possible. 2.2.2. Develop organized year round program opportunities at council camps to support units and generate revenue. 2.2.3. Develop a schedule and budget that develops our camp facilities and programs to meet NCAP standards on a year round basis. 2.2.4. Establish a plan & budget then work to renovate our year round facilities (including Service Center) to address critical maintenance needs & increase appeal/utilization. 2.2.5. Develop Cub Scout friendly programs and facilities at Camp Wakpominee and Rotary Scout Reservation. 2.2.5.1.Camp leaders & properties committee will assess the need for facility modifications. 2.2.5.2.Camp leaders & properties committee will assess the need for program modifications. 2.2.5.3.Compile a list of needs based on the assessments and develop a schedule for completion based on priorities. 2.3. The Council will work to increase opportunities for and involvement of older female and male youth participating in the Explorer and Venturing programs
2.3.1. Identify, assess, and understand the needs of our Venturing and Exploring memberships to better integrate them into our existing programs and activities 2.3.2. Identify and train the Advisors and key associates in our posts and crews 2.4. Develop STEM programs and facilities at Rotary Scout Reservation. 2.4.1. Build STEM Center to support STEM merit badge instruction and host council/district training programs. 2.5. Further develop and expand the Trek Program out of Camp Wakpominee 2.5.1. Further develop the Black Mountain Experience and the St. Regis Odyssey Treks. 2.5.2. Increase Unit awareness of the Trek Programs available through targeted promotions. 2.5.3. Develop a modified evening Trek program for younger campers to Three Ponds. 2.5.4. Investigate white water programs through local attractions and vendors 2.6. Seek Scouting and Community partnerships to enhance our financial and volunteer resources. 2.6.1. Seek out and apply for grants that may benefit council programs or properties. 2.6.2. Develop and maintain a comprehensive list of foundations and contributors in our council s area. 2.6.3. Recruit and train volunteer grant writers to support efforts. 2.7. Increase Camping and Marketing committees collaboration to support camp promotions. 2.7.1. Quarterly joint meetings between representatives from the camping and marketing committees. 2.7.2. Develop and distribute promotional materials to support summer and year round programs with the support of the OA. 2.7.3. Continue to enhance our online marketing and activity through appealing websites and a strong social media presence. 2.7.4. Recruit a capable individual to serve as a Camp Marketing Chair. 3. Advancement-The council will take action to ensure timely and effective advancement of all registered youth 3.1. Make the Eagle approval and Board of Review process consistent council wide. 3.1.1. Document the desired program by September 2016 3.1.2. Rollout and train council wide including online, at roundtables and University of Scouting by September 2017 3.1.3. Continue training through roundtables and University of Scouting September 2018 3.1.4. Survey Eagle Scouts annually on how the process went starting September 2016 3.2. Document a single council wide merit badge counselor approval and de-approval process 3.2.1. Create a checklist of the process with requirements by Jun 2016 3.2.2. Post online and distribute to district by June 2016 3.2.3. Recommend that each district have counselors for all Eagle required merit badges. 3.2.4. Define and post a process for authorizing and de-authorizing merit badge counselors by June 2016
3.3. Ensure that Packs recognize monthly any adventure loops, advancement ranks and awards earned since the last pack meeting. 3.3.1. Create a monthly advancement reminder letter for charter packets about by July 2016 3.3.2. Communicate need for advancement recognition to commissioners by September 2016 3.3.3. Communicate need for advancement recognition at roundtables by September 2016 3.3.4. Create a monthly reminding blast email that goes out to cub masters, den leaders and advancement chairs by July 2016 3.4. Ensure that the merit badge process at the council camps is consistent 3.4.1. Create a prerequisite list for merit badges that cannot be completed in the time at camp by March 2016 3.5. Encourage advancement of Cub Scouts to Boy Scouts 3.5.1. Promote den chief training by September 2016 3.5.2. Promote adult training on how to use den chiefs for den leaders and cub master by September 2016 3.5.3. Plan at least one Cub Scout activity at district and council events so that boy scouts can showcase skills and activities to Webelos 3.5.4. Continue education on Webelos to Scout Transition through Roundtables and University of Scouting to den leaders, Cubmasters and scoutmasters. 3.5.5. Recommend that all units register an advancement chairperson 3.6. Improve coordination of Merit Badge Counselor information 3.6.1. Develop an online council input form for advancement that includes the merit badge information council requires. 3.6.2. This interface would then be able to upload an Excel spreadsheet to national database. 3.7. Promote diverse skills for scouts through awards and non-eagle required merit badges to enhance their overall scouting experience. 4. Facilities - - The council will address critical facility issues 4.1. Council will address the future of our camping facilities with an eye to reduce the number of properties own by the council to match overall capacity with the demand of the membership and to focus financial and volunteer resources on enhancing the Scouting experience at our remaining facilities. 4.1.1. Evaluate, document and communicate the planned program uses for each of our camps and verify continued quality service delivery 4.1.2. If cost effective, execute the sale of retired facilities in general and Camp Boyhaven, in particular. 4.1.3. Establish a Board approved investment fund with the net proceeds of any sale. The investment fund will be designated, by Board policy, for the sole purpose of providing a stable source of financial support for capital funding at the remaining council camps. Give consideration to an initial disbursement of funds after the sale.
4.1.4. Prepare project description for building replacements and rehabilitation that identifies needs, building improvements, benefits to be gained, and cost. Each property will have at least three active capital request project sheet descriptions available by September 2016. 4.1.5. Set annual goal to find donors of money, material or labor to rebuild or replace critical facilities. 4.2. On the basis that a new CSC is not financially viable, prepare the existing CSC for continued sustained operations 4.2.1.1.Determine a list of critical repairs and modifications to prepare to existing CSC for continued operations. 4.2.1.2.Revise layout to better share and utilize space assuming retail space should remain in the current location with limited changes. 4.2.1.3.Develop flexible work and collaborative meeting space for the DEs. 4.2.1.4.As opportunity presents, upgrade HVAC and computer infrastructure. 4.2.1.5.Investigate the potential to replace roof and fully develop solar potential. 4.2.1.6.Assess interest in the retail community to support Scouting uniforms and gear within existing settings to determine long term viability of the store 4.2.1.7.Estimate, plan, schedule and fund the above activites 4.3. Increase and streamline cooperation and operability between all properties and facility staff. 4.3.1. Create a comprehensive, single, inventory encompassing all council properties and develop a replacement schedule for applicable items. 4.3.2. Coordinate facility and program upgrades so not to create costly duplication. Unit Service, Marketing and Administration 5. UNIT SERVICE - The council will work to strengthen units and increase unit service to support program execution, overall membership growth as well as unit growth and retention. 5.1. The Council will make full use of the Commissioner Corps to monitor performance and enhance service to Units 5.1.1. Every unit will be assigned a specific trained Unit Commissioner (UC) and will receive regularly scheduled visits that enhance unit performance 5.1.1.1.Every UC is to be an action orientated active commissioner. District Commissioners (DCs) will recruit as necessary for the council to achieve an average of no more than 3 units/active commissioner. 5.1.1.2.All new Commissioners shall have completed Fast Start Training within 1 month and CBT within 6 months 5.1.1.3.Commissioner support will result in an improvement in the average JTE performance score for our units, district and council year over year. 5.1.2. Council Commissioner will ensure a minimum qualified/trained staffing of Assistant Council Commissioners (ACCs) (Training, JTE, VOS, RT, and Membership) as well as DCs for each District. 5.1.3. Commissioners will focus resources on new and struggling units 5.1.3.1.Commissioner Corps will execute a Council wide unit health assessment by EOQ2 captured as a Detailed Assessment in Commissioner Tools 5.1.3.2.UC assignments will be adjusted based on the health assessment
5.1.3.3.Troubled units will be contacted monthly, a Unit Service Plan (USP) will be prepared and will be updated regularly 5.1.3.4.Unit Health will be re-evaluated annually on a unit type specific schedule (Packs- December, Troops-March, Crews-June and Posts September) 5.1.4. Council/Commissioner Corps will support TRC UOS and NER3 Commissioner Colleges as scheduled to enhance Commissioner Training 5.2. Districts will align and staff to support Unit Service as a priority 5.2.1. Every District will have an active professional assigned to support unit service in that District (i.e. someone designated to execute the role of DE/USE) 5.2.2. District Commissioner will regularly brief Distract Key 3 on status of unit health with emphasis on troubled units 5.3. Commissioners will make membership and marketing support a key element in unit service 5.3.1. All commissioners and District personnel will actively input and engage in the elements of the council s membership and marketing plans 5.3.2. UCs will work with their units to craft a yearlong active membership and marketing plan for their unit by EOQ2 5.3.3. Commissioners will work as advocates to help units identify and share best practices focused around recruitment, retention and unit health. 5.3.4. The Council Commissioner will chair a quarterly symposium of shared practices 5.4. Council & District Commissioners will make optimum use of available tools to deliver unit service 5.4.1. All units will be assigned an active UC in tools. 5.4.2. Council will strive for a gold visitation result (> 35% 6/y) but as a minimum meet at least the Silver level JTE target. 5.4.3. Unit health should be regularly monitored and reviewed at Commissioner Corps meeting with a focus on plans to improve the struggling units as well as continuing efforts to maintain well run units. 5.4.4. UCs and DEs will have also specific targets for routine Charter Organization interface and quality checks in this regards 5.4.5. There will be an ACC assigned and UCs will champion Voice of the Scout to realize a year-over-year improvement in JTE and VOS scores 5.5. Roundtables (RTs) will be enhanced to improve unit service 5.5.1. Council will designate an ACC for RT who will mentor RTCs and share good practices to improve RT performance 5.5.2. Every District will have a regular effective monthly RT & see an increase in unit attendance 5.5.3. Council Commissioner will support RT attendance through contacts 5.5.4. RT ACC will facilitate Council and Districts efforts to evaluate and test alternate RT formats including Virtual RTs by web based technology with an emphasis on facilitating winter unit participation 5.5.5. RT ACC will chair a RT Commissioner Meeting/Conference at least annually to share lessons learned and good practices 5.6. Timely re-chartering will also be a core element of unit service 5.6.1. UCs will ensure timely and accurate re-charter of all functional units with rechartering activities to ensure a unit retention JTE score at least at the silver level 5.6.2. Guidance on re-chartering in general and use of the electronic tool in particular will be offered at the Round Tables immediately preceding re-charter window
5.6.3. Unit re-charter packets are to be delivered to the units within 2 weeks of the opening of the re-charter window 5.6.4. Every re-charter pack will receive a District Level Review, normally by a Commissioner, before submittal to council and a reduction in rejects will be achieved 5.6.5. Any dropped units will be subject to a dropped unit review for lessons learned 6. Marketing: Council will develop and execute an effective Marketing Plan to contributes to attracting membership 6.1. Obtain input from customers and stakeholders to measure the effectiveness of our delivery of Scouting programs. 6.1.1. Camping Survey - Conduct surveys regarding the Summer Camp experience targeting Scouts, parents, and leaders. 6.1.2. Recruitment Survey - Conduct recruitment survey to determine the recruitment experience, targeting Scouts and Parents (recruited and non- recruited), and Leaders. 6.2. Support recruitment efforts that will ask each qualified youth two times a year to join Scouting 6.2.1. Utilize BSA's marketing materials for recruitment efforts and consistent branding, promoting the overall Scouting experience 6.2.2. Promote Camping & Council camps to market Scouting. Target marketing efforts to parents in the winter and spring who are "shopping" for camping options for their kids. 6.2.3. Develop marketing efforts for recruitment of adult volunteers that focuses on the enjoyment and benefit to the adult as a Scout volunteer. 6.2.4. Explore opportunities to market Scouting to middle school age boys not in Cub Scouts 6.2.5. Explore opportunities to recruit youth for the Exploring and Venturing programs. 6.2.6. Develop a process to coordinate and communicate recruitment marketing efforts between the Council and the District Marketing/PR Chairs. 6.3. Support efforts to increase the overall year-round camp usage, with emphasis on increasing summer camp attendance. 6.3.1. Utilize information from camping survey to develop camping value proposition story 6.3.2. Utilize email and social media strategies to deliver camping message and campaigns 6.3.3. Identify community events and opportunities targeted to families to promote camping program s (i.e. Have Scouts volunteer at community event; have a Scout table promoting camping at a community event). 6.3.4. Develop a portable camping display to go with Base Camp. Promo materials for camps. Includes special activities - Treks, STEM, etc. 6.3.5. Promote troop and pack camping and Camporees as part of the Scouting experience 6.4. Increase Scouting opportunities in communities, develop relationships & promote Scouting impact. 6.4.1. Identify specific quantifiable information about the Council's impact in the community, i.e. the number of "service hours" in a given year. 6.4.2. Identify a volunteer champion, re-promote and reinstitute the Leave No Trace week projects (all within 2 weeks of Earth Day) that would be of local community value. 6.4.3. Deliver community presentations to Rotary's, Chambers of Commerce, not-for-profits, etc. about Scouting and our service to the community. 6.5. Support fundraising efforts with brand consistent collaterals to optimize opportunities. 6.5.1. Representative from Council Marketing Committee on the FoS Task Force to understand their strategies/tactic for each year.
6.5.2. Marketing Committee will help develop messaging and marketing materials for new FoS campaign. 6.5.3. Review FoS campaign success / failures and retool the approach for 2017 and 2018 6.6. Use available technologies to deliver messages to our customers. 6.6.1. Identify three programs for social media campaigns in spring, summer and fall. 6.6.2. Create audience metrics, creative advertisements, collateral messaging, and landing pages with tracking results 6.6.3. Review social media campaign success / failures immediately after each campaign and retool the approach for future campaigns. 7. Administration: Provide the administrative support and resources necessary to achieve strategic objectives. 7.1. Successfully use volunteers and current technologies to assist with administrative needs including establishing a specific roster of needs, assign volunteers and train as needed 7.2. Create a Technology Committee to put together a technology plan for the Council. Committee Members should be individuals that have experience in procuring & evaluating hardware & software. 7.3. Review administrative resources and services and establish a plan for future growth
Financials 8. Stabilize Council finances at a level to support quality program and service. 8.1. Implement the previously-approved Council-wide program and insurance fee, effective March 1, 2016 and periodically re-evaluate fee structure for adequacy and impact on membership. 8.1.1. Conduct informational meetings at Roundtables in each District to educate membership about the Council s current financial position and the need for the program and insurance fee (Key 3, available Board Members) (by 12/31/2015) 8.1.2. Update program and insurance fee landing website page on an ongoing basis, addressing Q&As raised during informational meetings (Council Webmasters) 8.1.3. Finalize the financial hardship fee waiver process (12/31/2015) 8.1.4. Impose $26 fee during 2016 re-charter (effective March 1, 2016) 8.1.5. Conduct an annual review of program fee and provide the Board, no later than June 30 th of each year, a summary of key statistics YTD as well as a recommendation for any adjustments to the fee amount for the next year (6/30/2016) (Staff) 8.2. Continue to examine the possibility of a strategic merger with another Council, resulting in net cost reductions through the elimination of duplicative staff positions and spreading fixed costs over a larger membership base. 8.2.1. Maintain channels of communication with top officials in neighboring Councils, and present possible opportunities to the Board for strategic merger as they arise 8.2.2. Ongoing capital commitments and staffing decisions will be made with the possibility in mind that, given current membership and financial trend lines, a future merger may become appropriate. 9. Fundraising: Develop potential new sources of Council revenues, while stabilizing persistent declines in historical funding sources. 9.1. Restructure Friends of Scouting (FOS) Campaign (in light of new program and insurance fee) to shift focus from in-person presentations to individual units to community sources/small business 9.2. Plan for a future Capital Fundraising Campaign by developing list of capital campaign -level items that would fulfill the vision of the Council and could be the focus of a campaign 9.3. Develop strategies to cultivate additional revenue through legacies, bequests, and alumni giving 9.3.1. Identify a champion to lead an Alumni/NESA potential donor outreach program or Endowment Committee 9.3.2. Develop tri-fold (or similar marketing handout material) and a page on the Council website devoted to bequest and legacy donor opportunities and information. 9.3.3. Identify additional potential candidates in the estate planning or financial planner communities to join the Council Executive Board (Nominating Committee) 9.4. Evaluate the feasibility of creating a self-sustaining grant writer position for the Council. 9.4.1. Identify Councils, if any, in the region with a grant-writer on staff and obtain from those Councils information on whether the position is self-sustaining. (Scout Executive) 9.4.2. Make recommendations to the Board on whether a grant-writing position should be created in Twin Rivers Council (either on salary or on commission basis), based on
the experience of other similar Councils with such a position. (Compensation and Benefits) 9.5. Re-evaluate current product fundraising opportunities offered to units (i.e., popcorn, nuts, and camp cards). 9.5.1. Focus on one spring and one fall product sale.
Leadership & Governance 10. Leadership & Governance: Optimize the Leadership Infrastructure of the Council 10.1. Reorganize the Professional Staff for optimum performance 10.1.1. Restructure Professional Organization Structure and re-populate positions 10.1.2. Train and coach as required 10.2. Develop the capacity of Twin Rivers Executive Board through targeted recruitment and increased training. 10.2.1. Board Members: Recruit at least five new Board members from under-represented populations. (based on ethnicity and/or age) 10.3. Fill Critical Council and District vacancies 10.3.1. Council and Districts to establish effective Nominating Committees 10.3.2. District Nominating Committees will ensure that each district has a full contingent of district sub-committee chairs, who will have responsibility for building strong district sub-committees 10.4. All Council volunteers & District Committee Members need to be trained in their Scouting role. 10.4.1. District Training Chairman will be given the resources to succeed and assume more of a Training "Promoter" role in the Districts. The District Training Chairman will have three primary functions: Recruit trainers to support the Council Training Teams, Promote available training, and to provide outreach to new and untrained leaders. 10.4.2. The Council Training Committee will form three training teams that will coordinate the training throughout the Council instead of each individual district doing it. 10.4.3. Increase collaboration will be reached between the Training Committee and the District Commissioner Staff. As part of this, the District Training Chairmen will be also registered as an Assistant District Commissioners and given access to the tools of My.Scouting in order to have access to real time information on the units. 10.4.4. The Unit Commissioner will be provided the resources to help their units meet their training needs 10.4.5. The Council Training Committee will schedule all training so that they are spread out geographically and rotated appropriately based on the calendar year. 10.4.6. The Council Training Committee will explore new options for delivering the training programs that includes face to face courses, trainer facilitated online courses, and a collegiate modeled online program using software such as Moodle. 10.4.7. Implement an effort to review training status at least quarterly at District and Council meetings and achieve a year over year improvement in JTE related measures 10.4.8. Conduct an effective University Of Scouting with a Commissioner College imbedded