Chicago Area Council, Boy Scouts of America - MLive.commedia.mlive.com/chronicle/news_impact/other/strategicplan.pdf · 10/19/2011 · the Strategic Planning Leadership Team using

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Chicago Area Council, Boy Scouts of

America

2011-2021 Strategic Plan

Developed by the Ad-hoc Strategic Planning Committee

Approved by the Board of Directors

October 19, 2011

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Table of Contents

I. Introduction 4 II. Strategic Planning Objectives 5 III. Strategic Planning Process 6 IV. Vision, Mission and Values 8

Superordinate Goal 9 V. Environmental Assessment 9

Stakeholder Analysis 10

Competitor Analysis 10

Prouds and Sorrys 10

S.W.O.T. Analysis 10

VI. Key Strategy Development and 3-Year Goals by Pillars (Critical Success Factors) 12

Impact and Participation Pillar 15 Resources and Finances Pillar 18 Dynamic and Relevant Program Pillar 20 Technology and Communications Pillar 22 Volunteer Excellence Pillar 24 Marketing Pillar 27

Table of Contents (continued)

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VII. After Approval Actions 29

Implementation 30

Evaluation and Monitoring Plan 31

Communication Plan 32 Appendices 33

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Chicago Area Council Boy Scouts of America

Strategic Plan: 2011-2021

I. Introduction The Board of Directors of the Chicago Area Council, at its August 2010 meeting, approved the framework for the development of a new Strategic Plan. During the summer of 2010, an ad-hoc Strategic Planning Committee was formed and charged with implementing a process that would result in the creation of a Strategic plan that looks out over the next ten years. This ad-hoc committee is now known as the Strategic Plan Leadership Team. This group was comprised of pillar chairs, one for each of the six pillars of our planning process and the professional staff adviser to each of these pillars. (See below for pillar information.) (See Appendix A for a listing of Leadership Team.) (See Appendix B for the August 2010 presentation to the Board.) The focus of the leadership team during the fall was to collect high level input and insight around six basic categories (pillars) which were used as an organizing framework for this planning process. They are as follows: Impact and Participation Resources and Finances Dynamic and Relevant Program Marketing Technology & Communications Volunteer Excellence In December 2010 the leadership team conducted a planning retreat with more than 70 volunteers participating. At this retreat each participant was involved as a member of a specific pillar team. These pillar teams each created a vision statement, conducted a SWOT analysis and developed 3 year goals for their pillar. At the conclusion of the strategic planning process the information from the planning retreat was cross-referenced with the priorities identified by the Strategic Plan Leadership Team's early work. There was significant alignment among issues identified by both groups.

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The activities of the Strategic Planning Leadership Team involved the execution of the Council’s Strategic Planning Process adopted by the Board of Directors at its August 2010 meeting. The process included: identifying the Mission, Vision and Values of the Council. conducting an Environmental Assessment including a S.W.O.T. Analysis,

Stakeholders Analysis, Competitor Analysis and Community Perception Analysis.

identifying Key Strategy Questions. development of Leadership Objectives organized by Pillar themes. implementation of plan development. development of an Evaluation and Monitoring Process. development of a Communication Plan for the Strategic Plan to its Key

Stakeholders. The intent of the plan contained in this document is to establish the strategic direction of the Council over a ten-year planning horizon and includes the introduction of 3-year goals. The identification of shorter term objectives and implementation of tactics to achieve these 3-year goals will be developed by the existing Council committee with the responsibility for that function. This document should be regarded as dynamic and fluid in nature, and should be monitored and adjusted as warranted by changes in the environment. Ultimately, this plan assigns accountability for strategic goals, identifies key indicators of success and timelines for goal completion. The evaluation of the 10-Year Strategic Plan should be monitored quarterly by the Strategic Planning Leadership Team using the Council’s monthly Objectives Progress Report, Budget and Financial Information, Journey to Excellence District and Council Goal Setting Forms, Strategic Plan Scorecard and any other dashboard information relevant to the tracking of that goal . The monitoring step will also include a review of the strategic planning scorecard at all Board meetings. II. Strategic Planning Objectives At the outset of the strategic planning process, the Strategic Planning Leadership Team formulated specific objectives and outcomes for their work by which both the process and the final document could be critically evaluated. They are as follows:

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Vision Develop a culture of planning. Reinvigorate Scouting in Chicago. Balance our resources and needs. Provide a direction for the future of the Chicago Area Council and its Board of

Directors. Provide direction beyond the Council.......impacts everything. Facilitate change. Process Provide direction for the Council Board of Directors. Simplify the scope of what work is to be done. Create Succession Planning. Ensure that the Mission, Vision and Values of the Council are understood by

all. Foster alignment throughout the Council on the strategic intent of the

organization. Develop and implement an ongoing Strategic Planning Process. Develop a baseline Council Strategic Plan. Understand the internal and external environmental dynamics impacting the

Council.

III. Strategic Planning Process A strategic planning process for the development of the Chicago Area Council, Boy Scouts of America was proposed to the Executive Committee and the Board of Directors in August of 2010. This process outlines the key steps in the process and the overall framework for the implementation of an ongoing, annual process by which the Council and the Board can remain strategically focused into the future. Paramount to this process is the acknowledgment that strategic planning should be treated as a dynamic and evolutionary process, in which the environment is monitored on an ongoing basis and adjustments to the strategic plan are made as appropriate.

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THE PLANNING PROCESS: FROM VISION TO ACTION

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IV. Vision, Mission, and Values Companies recognized for management excellence seem to have one thing in common, they have a shared Vision of what they hope to become, a keen sense of their Mission or why they exist and a core set of guiding principles or values and beliefs which shape the manner in which they conduct business. The Chicago Area Council, Boy Scouts of America believes that its strategic intent is rooted in its Vision, Mission and Values as expressed in the Strategic Plan. 2011-2021 Vision Statement (what we hope to become) Diversity with oneness of purpose:

The unifying foundation of the Boy Scouts of America and the Chicago Area Council are expressed in the Scout Oath or Promise and the Scout Law. The finest adult citizens of this nation will embody these principle elements which we call the spirit of scouting.

Scout Oath On my honor, I will do my best to do 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. Mission Statement (why we exist) The mission of the Chicago Area Council, Boy Scouts of America, is to help youth mature into wholesome, capable, contributing, and personally fit adults by adopting the positive moral and ethical values expressed in the Scout Oath/Promise and Law. The role of the Council is to provide top-notch support our units, manage and improve the quality of the program, to assemble and train outstanding adult role models as volunteer leaders, to gather financial and material resources to implement the program, and to promote the program to parents, youth and the general communities in its service area.

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Chicago Area Council Superordinate Goal (a statement of the Council’s overriding goal) It’s as simple as this; Scouting will be perceived as a worthwhile and valuable experience-- developing tomorrow’s leaders, strengthening our community, and youth having fun and adventures. Guiding Principles (values and operating principles) The guiding values and operating principles by which the Council will operate are as follows: Values We will always act in a Scout like manner (by the Scout Oath and Law). We will act with integrity--we do what we say we will. We will respect diversity and individualism and strive to make our Council a

reflection of the neighborhoods we serve. We will deliver the Promise to our youth. We will make being a Scout or a volunteer fun and exciting. Operating Principles We will operate in a transparent manner. We will exhibit professionalism at every level of the organization, both staff

and volunteers. We will be Customer Focused. We will operate in a fiscally responsible manner. V. Environmental Assessment An environmental assessment of the Chicago Area Council was conducted including the following key components:

Organizational Background. Key Stakeholder Analysis and Expectations. Competitor Analysis. Community Perception Analysis. S.W.O.T. Analysis.

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Organizational Background The Chicago Area Council has a charter from the Boy Scouts of America to oversee Scouting’s programs in our Council territory. (See Appendix C for a map of the Council.) Stakeholder Analysis Key Stakeholders groups (those groups/people who have a vested interest in the success or failure of the Council, but not our competitors) are the following: BSA Family Customers Beneficiaries Investors -Council volunteer -Council staff -national organizations -Scouting alumni

-youth -families -chartered partners

-community-at-large -business and industry -educational system religious institutions

-donors -vendors, i.e. Trail’s End Popcorn

Competitor Analysis The group identified the Council’s key competition for customers and funding (other community organizations such as the Boys and Girls Club, Girl Scouts, YMCA, after school programs and athletics, etc.). Additionally, competing influences brought on by living in today’s complex society were identified as a competitive factor (television, video games, Internet, changing family structure, sports, etc.). The concept was also introduced that there is the potential for our competitors to become collaborators. Prouds and Sorrys The committee conducted a top-of-mind assessment of both items the Council is proud of and things it should be sorry about from the Council’s operation over the last 5 years. This exercise was utilized to identify the Council’s perceived strengths and weaknesses in order to facilitate strategy development. S.W.O.T. Analysis An analysis of the Strengths, Weaknesses, Opportunities, and Threats of the Chicago Area Council revealed the following key information. This step of the Environmental Assessment serves as the cornerstone for development of the Council’s key strategies and leadership objectives delineated in the strategic plan document:

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CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES Strong Summer Camp traditions at OSR

Poor retention of youth

A huge alumni base Low market penetration A program whose mission resonates with the community

Weak funding model leaving us chronically understaffed

A diverse population base Little evidence of planning and execution

Great programming Unwillingness to change at all levels of the organization

A large endowment

OPPORTUNITIES WE CAN’T PASS UP

THREATS WE CAN’T IGNORE

The size of our market by almost every measurement

Disproportionate reliance on three industry segments for funding

The amount of wealth in the city The instability caused by not achieving goals (living hand-to-mouth)

The need to build community awareness through the development of a comprehensive marketing plan

Volunteer apathy

To become the leader in environmental, health and STEM education

Competition for youth

New staff and volunteers equate to new ideas and new energy

Rapidly changing demographics, volunteers and financial resources

Recruit new resources from the community

The national refocusing of the importance of values development in our youth (which is the fundamental value of the Boy Scouts of America and resonates with Chicago given the city’s current youth crisis)

The Council's vision for 2021 would be defined by attainment of these goals:

The Council's traditional membership has grown to a point we are the largest youth organization in the city—we are serving 30% of our TAY with a diversity of membership at every level of the organization that reflects the diversity of the city.

The Council has impacted the community by decreasing youth violence, lowering dropout rates and increasing the graduation rate though greater youth participation in our programs.

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Scouting has remained relevant in a digital age. Our programs are providing new fun while teaching our values to Chicago's youth.

The Council has become successful in fund raising—we annually have the funds necessary to fully staff the Council to provide great programs and support to 30,000 youth membership.

The Council is known for its successful and innovative programming. We have opened a new “close-in” camping facility in Chicago and are sending 6,000 youth to Owasippe each summer.

VI. Key Strategy Development and 3-Year Goals by Pillars (Critical

Success Factors) Several key strategy questions arose during the writing team’s work, the answers to which are fundamentally important to the development of the organization’s strategic intent as specifically expressed through its leadership objectives. This information was used as a bridge between the information reviewed and developed through the Environmental Assessment and the articulation of the 1-3 Year Goals and Leadership Objectives contained in the section which follows. The following key strategic questions were reviewed and a summary of the content provided

Determining which Business we are in: character development. family harmony. value building. having fun and adventure. leadership development.

Determining which Business we are not in:

we are not in the “baby-sitting” business. we are not in the “kid competition” business.

Determining our “Core Competencies”:

safe environment. outdoor experience. excellence in our beliefs. youth development.

Determining our “Unique Factors”:

Code of Ethics. positive reward system. uniform. outdoor adventure. “We’ve been here, we’ll be here”.

Determining what the strategic plan will accomplish:

map our future.

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accountability. development of marketing plan. membership growth. examine programming. examine facilities. improve service to units. improved financial strength.

Examining “Breakthrough Ideas”:

newcomers' program. relationship management program. baseline competition (i.e. market research). embrace and expand diversity strategic partnerships. find out what kids think. push ourselves to think upside down, backwards and sideways. use technology to advance our cause.

Determining the Council’s “Positioning Strategy”:

“Strong Values, Strong Leaders--Character Counts”. keeping “The Promise”. teaching kids to do their best. fun and adventure!

Determining the Council’s “Value Strategy”:

build on legacy. family, God and country. moms and dads understand there is a “values problem” in our society. build the organization of the front line. Pillars (Critical Success Factors) In order to provide a framework to organize strategic goals, the concept of Critical Success Factors (Pillars) was adopted. Critical Success Factors are those factors deemed significant for organizational focus. We have chosen to refer to these CSF's as PILLARS to better align with the National Council Strategic Plan. Each Pillar is weighted equally, and the organization must focus on each Pillar simultaneously, in order to be a robust and healthy organization. Pillars are analogous to the cylinders in your car’s engine. Anything less than full performance in each cylinder would mean a trip to the auto repair shop, hence, an organization must also be focused on all cylinders or pillars of its Strategic Plan. The following were identified as the Pillars for the Chicago Area Council, Boy Scouts of America and are closely aligned with the Strategic Plan of the National Council:

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Impact and Participation Resources and Finances Dynamic and Relevant Program Marketing Technology & Communications Volunteer Excellence

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Impact and Participation Bringing focus to our growth – we can’t positively affect a youth if we are not serving It is the future vision statement of the Impact and Participation pillar that the Council offers the opportunity to join a quality Scouting program to every young person residing in the Council’s boundaries who desires to be part of our programs. The Council membership will be reflective of all ethnic and economic backgrounds of our Council’s diverse population. The Council will partner with a wide array of community organizations to effectively serve youth in every neighborhood and community. The Council will be so successful at meeting our mission of ethical character development that the Chicago Area Council is universally recognized by Chicago’s community leadership as the most effective youth serving organization in Chicago. Scouting will be intertwined with the educational system in a way that we can positively impact test scores and graduation rates, as well as enhancing career preparation through Scouting programs. Achievement of the above items will positively impact the perception of Scouting by community leaders, school system leaders, and the parents of our existing members. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to the Membership function in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key membership strategies outlined in this section of the plan.

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CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES Strong traditions Scouting’s lack of visibility in the

community coupled with the community’s misunderstanding of our mission – we don’t just teach boys to camp

A universally recognized brand Don’t have enough volunteers and many of those we do have are spread too thin

A track record of strong, successful programs that are appealing to the youth we serve

Communication methods are outdated and ineffective

Our total membership is not reflective of the community we serve

OPPORTUNITIES WE CAN’T PASS

UP THREATS WE CAN’T IGNORE

Huge market Rapidly changing demographics Total Available Youth of 330,000 Being under staffed both in paid staff

and volunteers Strong and untapped alumni base to serve as volunteers

Youth are finding other activities

The critical need in the community for character development programs for youth

The alternatives to Scouting are better organized

Segments of the Scouting program impact sectors that are currently in-vogue with funders and community leaders such as physical fitness/healthy life-style, the environment, STEM and character development

Scouting becoming irrelevant to urban youth

The negative publicity from our membership standards

Being viewed as out of step with pop culture

Peer pressure that Scouting is not cool

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Impact and Participation Pillar—3-Year Goals

3-Year Goal Champion Performance Metric

Increase Youth Served density in Traditional programs including Exploring from 3% to 4.5%

Council VP Membership Density at 4.5%, approximately 13,000 membership

Institutions with Scout units grows by 50%

Council Relationship Chairman Number of Chartered Organizations grows from 300 to 450

Increase our membership retention by 3 % annually

Council Commissioner Retention Grows 3%

The CAC develops and implements effective outreach programs in the Latino and African American neighborhoods

Council VP Membership/Latino Outreach Chairman/ScoutReach Chairman

Membership Growth is 25% in Latino and African American communities

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Resources and Finances Responsibly funding our programs It is the future vision statement of the Resource and Finances pillar that the Council is appropriately funded to meet the goal of providing a quality Scouting program to every young person in the Council’s boundaries who desires to be part of our programs. The Council membership will be reflective of all ethnic and economic backgrounds and the Council will have ample scholarship funding available to meet the needs of our Council’s diverse population. The Council will partner with a wide array of community organizations to economically serve youth in every neighborhood and community. The Council will be so successful at meeting our mission of ethical character development that the Chicago Area Council is universally recognized by Chicago’s community leadership as the most effective youth serving organization in Chicago. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to Resource Development in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key resource development strategies outlined in this section of the plan.

CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES The Council has a long historical foundation

A recent history of financial apathy by our membership

Universally recognized brand Poor donor maintenance Located in a world class city with a large potential donor base

Poor fund raising execution

Over dependence on large corporate fund raising events

Unwillingness to change at all levels of the organization



Huge market Rapidly changing demographics A potentially huge fund raising base Being under staffed both in paid staff

and volunteers A strong and untapped alumni base Youth are disinterested Membership’s passion for Owasippe Competition for youth The critical need in the community for character development programs for youth

Scouting becoming irrelevant to urban youth

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Resources and Finance Pillar—3-Year Goals

3- Year Goal Champion Performance Metric Network of small events (raise money and community awareness)

VP of Development $100K

Double Council’s FOS Campaign

Council FOS Chairman $500K

Corporate sponsorship “net” revenue equals $1.5MM for programs

Council Corporate Alliances Chairman

$1.5MM

Foundation support to $500,000

Council VP Development $500K

Conduct a Capital Projects Campaign for the Support of Owasippe

Capital Campaign Chairman

$500K—Non Operating

Council launches industry fund raising events in healthcare, technology and transportation


Council launches industry fund raising events in marketing, hospitality and insurance in phase II


Implement vehicle donation program to ultimately process 1,000 cars per year

Council Corporate Alliances Chairman

$750K potential

Launch Endowment Development Initiative

Council VP Endowment $250K—Non Operating

Reinvigorate Popcorn Sale to raise $500 K Net

Council Popcorn Kernal $500K

Commercial Alliances Council Corporate Alliances Chairman

$100K

Council creates resource sharing opportunities with other Councils

VP Development

Council develops and executes a campaign to promote write-in gifts thru United Way Campaign


Focus efforts on raising gifts from alumni Eagle Scouts


Continue to execute a direct mail strategy that grows by $15K per year


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Dynamic and Relevant Program Ensuring we are delivering a quality program to our youth – if it isn’t fun, it isn’t Scouting It is the future vision statement of the Programmatic Excellence pillar that the Chicago Area Council will provide the highest quality programs to its membership. Programs that ensure the rank advancement of youth, opportunities for Scouts to have new and exciting experiences and that demonstrate the Council's commitment to community service and the environment. The Council will take full advantage of every programmatic opportunity offered by the operation of Owasippe Scout Reservation. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to Resource Development in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key Programmatic Excellence strategies outlined in this section of the plan.

CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES The Council has a good base of dedicated volunteers

Lack of funding impacts program quality and effectiveness

Owasippe has strong traditions and a solid following to build on

Old guard won't let go

The BSA program by nature is built on a strong set of values and has great traditions

Narrow vision at the troop level

Perception that adult needs are addressed before youth

relationship issues between staff and volunteers

Poor to non-existent marketing of programs

OPPORTUNITIES WE CAN’T PASS UP THREATS WE CAN’T IGNORE

City has numerous organizations to work with and many events with national exposure

Competition from other youth sports groups

Large alumni (NESA) base to potentially volunteer to support programs

Lack of parent involvement

Using the large population of corporations in the Council to bolster programs

Sedentary life-style of today's youth

Expand Venturing program with the result being an increase in female participation in our Council

Scouting is seen as uncool

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Dynamic and Relevant Program Pillar—3-Year Goals

3-Year Goal Champion Performance Metric Implement electronic registration process for OSR and High Adventure Programs at camp

Camping Committee Chairman

Process implemented

Have at least one Cub Scout and one Boy Scout activity planned each quarter with the goal of at least 50 % of units participating

Activities Committee Chairman

Meet goal for 4 consecutive quarters

Develop the systems to positively encourage every youth member to advance at least one rank annually

Advancement Committee Chairman

Rank advancements increase

Cub Scout Day Camp attendance increases by 30% over 3 years


30 % goal met

Webelos camp offered all 6 weeks of OSR summer; determine permanent site


6 weeks full

Council annually offers 2 council-wide community service programs in conjunction with existing programs in the city

Activities Committee Chairman

2 programs annually

Design additional programming at Owasippe


Completed 3 years of rotating merit badge in which each year specific badges are only offered that year

Technology and Communications

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Successfully deliver on expectations and information to our leaders It is the future vision statement of the Technology and Communications pillar that the Chicago Area Council will make communications with all of its stakeholders ubiquitous—information is available any time on multiple platforms and it's interactive. The Council's electronic communications inform, present and promote our program; you can join, donate, or learn electronically. Our systems make it easy to share information quickly and effectively. Everything you need is available through the Council web site. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to technology and communications in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key volunteer excellence strategies outlined in this section of the plan.

CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES Council has a large pool of individuals with significant expertise in this area

Council has issues with data collection and problems with consistency of information collected

Staff and volunteers willing to learn and adapt

There is a lack of integration between national and Local Councils

The Council has infrastructure availability

Narrow vision at the troop level



The Council has significant corporate resources with expertise in this area

Technology acceleration

The Council has the opportunity to streamline processes and raise money online

The Council is economically and ethnically diverse with many inherent technology barriers

Poor technology implementation in the past

Volunteers and staff resistant to change, apathetic

The amount of staff time that can be consumed in implementing technology solutions

Technology and Communications Pillar—3-Year Goals

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Hire staff to manage technology and communications

Scout Executive When position is filled

Develop a Technology committee

Council VP Administration When full Committee begins meeting

Schedule and budget technology upgrades

Council Technology Chair When plan is in place and implemented

Develop a Council interactive Gift in Kind list

Council VP Fund Raising When list is “live”

Develop a plan and budget to issue communication devices to staff

Council Technology Chair When plan is completed and implemented

Develop a comprehensive online fund raising program

Council VP Fund Raising TBD

Make web site enhancements based on user feedback

Council Technology Chairman

TBD

Establish Unit site hosting service

Council Technology Chair When unit’s sites are hosted by Council

Acquire virtual meeting capability

Council Technology Chair When Council acquires capability

Volunteer Excellence Where the rubber meets the road to a successful Scouting program

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It is the future vision statement of the Volunteer Excellence pillar that the Chicago Area Council will recruit enough high quality, fully trained and actively engaged volunteers to provide a quality Scouting program to every young person in the Council’s boundaries who desires to be a part of our programs. The Council’s volunteer pool will be reflective of the diversity of our community. Every volunteer will have easy access to quality training for the position they have volunteered for. The CAC volunteer pool will grow 5 fold during this 10-year plan. Our volunteers are serving as effective mentors to our membership, will make a difference in our Scout’s lives, and ultimately impact every neighborhood in our Council. CAC volunteer retention numbers increase because being a CAC volunteer is just too much fun. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to Resource Development in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key volunteer excellence strategies outlined in this section of the plan.

CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES

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The Council has a good base of dedicated volunteers to build on

A significant number of volunteers are serving in multiple positions concurrently, diluting their effectiveness

The BSA program by nature is built on a strong set of values and has great traditions

It is difficult to recruit enough unit level volunteers to meet all of our programmatic needs

We have many current volunteers who don’t really understand how our program works—a result of a membership function focusing too much attention signing up youth members without putting the appropriate emphasis on the needed volunteer structure

There is no formal method for our skilled volunteers to mentor our new volunteers



Huge potential of new volunteers from the parents of our youth

Rapidly changing demographics presents language or cultural barriers that negatively impact our potential volunteer pool

Another area of potential growth is our NESA members and other alumni

The poor image of Scouting in the community from “membership standards issues”

We must make being a volunteer more fun

Competing interests for our volunteers’ time

Our volunteer base has the opportunity to participate in programs and go places they wouldn’t otherwise experience

Volunteer Excellence Pillar—3-Year Goals


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Each district will re-engage 10 former leaders annually

District Chairman of Each District

10 former leaders recruited, trained and active

CAC has 100% of “top leaders” recently trained (Cub Master, Scout Master, Venture Crew Leader)

Council Training Chairman % of Top Leaders Trained

Annually recruit 10 key Community Leaders/Government officials to volunteer positions

Council Nominating Chairman

Ten Recruited

Implement a program to make trainings more attainable, including district based training courses, multi-media, on-line and self study

Council Training Chairman/ Council Technology Chairman

All Districts offer training at least once annually; multi-media course developed

Develop a marketing campaign to make the Scouting experience more meaningful to parents/Scouts and leaders

Council VP Marketing Campaign created and implemented

50% of all parents become a volunteer

Council VP District Operations

50% of parents volunteering

Every unit will participate in an effort to recruit three additional unit volunteers annually

Every unit adds 3 volunteers annually

Every unit has a Unit Trainer Council Training Chairman Number of Pack/Troop Trainers

Council has a 3:1 Unit to Commissioner Ratio

Council Commissioner 3:1 Commissioner Ratio

Marketing Communication to our stakeholders and the community at-large about who we are and what we do

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It is the future vision statement of the Marketing pillar that the Chicago Area Council will develop a culture (and the corresponding systems) to ensure the communication of our Accolades and Positive Outcomes to all of our constituencies. The Council will embrace the use of technology and social media to communicate with our constituents. An analysis of the Strengths, Weaknesses, Opportunities and Threats related to the Marketing function in the Chicago Area Council revealed the following key information. This SWOT analysis serves as the cornerstone for development of the Council’s key volunteer excellence strategies outlined in this section of the plan.

CORE STRENGTHS TO BUILD ON FATAL WEAKNESSES Diverse portfolio of offerings Finding a relevant position & pitch National brand recognition and positive brand image

Viewed as “uncool” by our youth customer

Large concentrated market Poor brand recognition in Latino community

Already a leader in No Child Left Inside & youth issues

Lack of brand relevance & attraction in today’s market

Owasippe Operating budget constraints Youth focus

OPPORTUNITIES WE CAN’T PASS UP

THREATS WE CAN’T IGNORE

Connect brand to today’s youth & environment

Lack of relevance

Strength & size of alumni base Erosion of family structure Can help solve youth violence Competition of other youth activities Focus on trends – outdoors, youth obesity & environment

Membership standards issues

Youth leadership opportunities Dwindling funds Connect with new city administration Marketing Pillar—3-Year Goals


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Develop the pitch & positioning for all communications

Marketing VP Complete when developed

Identify target markets Marketing VP Complete when done

Identify & cultivate media channels

Marketing VP Complete when done

Develop strategic partnerships which enhance the brand

Marketing VP At least 3 formed partnerships

Develop a Crisis Communication plan

Complete when done

VII. After Approval Actions Key Indicators of Success

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In order to successfully evaluate planning efforts, indicators of success will need to be identified for each Critical Success Factor. As we evaluate the plan quarterly and annually, these indicators will provide a yardstick for measuring outcomes; key to the accountability of the Board and staff. These measures should be themselves re-evaluated, to ensure that they are both measuring what we say they are measuring and that they are meaningful with respect to Board and staff decision-making. During the last quarter of 2011, a summary set of Key Indicators will be developed which at a glance will provide both Board members and staff an assessment of organizational performance. These "Dashboard Indicators" will be developed by the Strategic Planning Committee in conjunction with the Board President and the Scout Executive. These Dashboard Indicators will address both Leading Indicators and Lagging Indicators.

Implementation

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In order to implement the three year strategic goals outlined in this plan, the operating committees of the council will develop specific annual tactical plans to achieve each goal under their areas of responsibility. Each tactical plan will include the specifics of the tasks involved, who is responsible for ensuring the goal is achieved, the key indicators of success, interim steps, timelines, and how we will ensure the plan will be completed. The following is a list of Committees and staff who will have responsibility for developing Annual tactical plans:

Pillar Committee Leadership8

Pillar Volunteer Chair Staff

Impact and Participation Ron Temple/Lou Sandoval John Jones

Resources and Finances Brian Kasal Kevin Wilson

Dynamic and Relevant Program Charles Norwesh Chris Townsend

Marketing Mike Aabram Kevin Wilson

Technology & Communications Joe Kuryla Shayna Hofmeister

Volunteer Excellence Andy Wallace/Larry Chesler Steve Adams

Evaluation and Monitoring Plan An evaluation and monitoring process will be established to ensure we keep our goals and objectives in front of the Council leadership throughout the three year planning cycle. This process will include a monthly report card of progress on goals and objectives to be discussed at every Executive Board, Executive Committee and Council coordinated meeting. The Executive Committee will also hold a quarterly planning meeting to review the status of the plan goals and objectives, evaluate progress and to determine mid-course corrections. Approval Process Steering Committee develops draft.

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Steering Committee reviews. Steering Committee presents to the Board of Directors. Input/Feedback.

Communication Plan Upon approval of the Strategic Plan document, a Communication Plan will be developed and implemented. This plan will identify the key stakeholders, the level of general information each should understand regarding the plan, the specific information each stakeholder will require, the timing of the communication, who will be responsible for the communication and the specific types of communication vehicles to be used. Additionally, potential barriers will be identified which could negatively impact the communication of the Strategic Plan. It is important to communicate the Strategic Intent of the Chicago Area Council and Scouting in general to all key stakeholders to facilitate further understanding and awareness as well as to enhance the overall success of the plan’s implementation.

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APPENDIX A

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Volunteer Excellence Andy Wallace/ Steve Adams Larry Chesler

APPENDIX B

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CHICAGO AREA COUNCIL STRATEGIC PLANNING KICKOFF

“Plan 2020”

What are our deliverables2

A plan-- with a 10 year outlook, three-year goals, one-year primary objectives

A planning process—renewable and ongoing

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Plan 2020 Objectives3

To develop the Chicago Are a Council’s 10-year vision and develop one-and three-year goals and objectives that address the unique challenges and opportunities we face;

To foster alignment across the organization and achieve broad support for the plan through a highly participative process;

To develop a blueprint for unity of purpose and organizational focus;

To understand the environmental forces impacting the Chicago Area Council;

To serve as a catalyst for change;

To promote team-building and appreciation for all constituencies;

Plan 2020 Process Participants4

Plan 2020

Scouters

Core Planning

Team

Pillar Council

Board

Staff

Chartered Organizat

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Strategic Plan Framework5

Core Planning Team

Pillar Committees

Board, Districts & Staff

Vision

Mission, Values

Global Strategies

Pillar Goals

Council / District 3 Year Goals

Annual Primary Objectives

Strategic Planning Framework6

Vision – Where we are going? (Envisioned Future)

Mission – Why we are going there? (Our Purpose)

Values – How we will guide our actions? (Principles)

Pillar Themes – In what broad areas do we want to focus and what outcomes are we seeking?

Goals – What do we want to accomplish over the next year?

Action Items – How we will accomplish our goals? Actions we need to take to accomplish our objectives?

Measures/Targets – How we will know we are accomplishing our strategies?

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Strategic Planning Framework (cont.)7

Pillar Groups: These themes determine the broad strategic direction of the Council.

These tiers include Impact and Participation, Resources and Finances, Dynamic and Relevant Program, Marketing, Technology and Communications, Volunteer Excellence.

Global Strategies: These are goals developed by the Pillar Committees to identify where the council needs to head strategically. *

Pillar Goals: These are goals developed for each tier to support the global strategies, they are specific enough to explain what needs to be accomplished. Measures and targets will be identified for these goals. *

Council, District or Sub-committee goals: These are short term items that will guide us towards accomplishing our Pillar goals. *

*For these we are guided by the concept of SMART (Specific, measurable,achievable, responsible department, time bound) measurements.








Volunteer Excellence Andy Wallace/ Steve Adams

Larry Chesler

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APPENDIX C

Documents

Chicago Area Council, Boy Scouts of America - MLive.commedia.mlive.com/chronicle/news_impact/other/strategicplan.pdf · 10/19/2011 · the Strategic Planning Leadership Team using