2011-2015 Cimarron Council Strategic Plan
I. Critical Issue: Membership and Unit Growth
A. Focus on maintaining or increasing our market share (density) of youth in Scouting, rather than focusing on increasing raw numbers, by:
- Setting membership goals for specific towns and/or service areas based on expected percentages of total available youth joining a Cub Scout Pack, Boy Scout Troops or Venturing Crews.
- Consolidating smaller markets to attain minimal youth density and adult leadership requirements to successfully operate a pack, troop or crew.
- Developing a recruiting plan for Venturing based around an annual program.
B. Dedicate recruiting resources to where youth are by:
- Identifying where there are likely populations of youth to support new units and then looking for charter organization willing to not only sponsor unit, but provide adult leadership and support for the unit.
- Developing a plan for and training Boy Scout adult leaders to recruit Cub Scouts, Webelos and 5th grade boys.
- Increasing the publicity and visibility for Scouting in media. This will be accomplished by establishing and recruiting a council board vice-president for publicity with responsibility to promote scouting by publishing scouting “news” through both internal mechanisms and external press releases. VP for Publicity would also work with volunteer committee to train unit leaders in media relations, develop a media relations handbook and a standard news release form for scouting events and activities.
C. Recruit quality volunteer leaders by:
- Growing and facilitating partnerships with both potential and current charter organizations to encourage them to actively participate with and provide positive adult leadership for the unit(s) they sponsor.
- Increasing expectation for adults that we’ve got to participate with youth. Inform adults of expectations those expectations and expect 100% adult participation.
- Recruiting minority leadership. Recruit ethnic and/or respected leaders within those communities and organizations to become unit adult leaders.
D. Develop the commissioner corps by:
- Using the Commissioner’s Plan for Excellence 2011 (see pages 4-8) as a guide to refocusing the Commissioner corps on unit service.
- Cross-training commissioners in all aspects of scouting, so they become trainers and program resources.
- Re-recruiting Cub Scout and Webelos leaders when their sons move on to Boy Scouts as volunteers or commissioners.
II. Critical Issue: Program / Property Utilization
A. Continue offering an abundance of Cub Scout and Cub Scout family programming by:
- Empowering volunteers to provide local programs. Program is managed by professional staff, not provided by professional staff.
- Downplaying or dissolving district boundaries in order to expand local program access and support by moving to “service areas”.
B. Continue operating one long-term Boy Scout summer camp program by:
- Encouraging more volunteer staff by moving to “block” scheduling to enable merit badge counselors to present merit badge class in a day or a portion thereof.
- Pay staff in specialty areas (ie. Dining Hall, pool, etc.) on different scale as merit badge instructors.
C. Stress and expand council training programs for adult volunteers by:
- Empowering volunteers to provide local training programs. Training programs will be managed by professional staff and not provided by professional staff.
- Downplaying or dissolving district boundaries in order to expand local access and support for training programs by moving to “service areas”.
D. Generate maximum revenue from all properties, whether from Scout or non-Scout use by:
- Developing user fees for in-council scout unit use, out-of-council scout unit use and non-scout use.
- Investing property use fees to specific maintenance projects at the facility generating the revenue. Report and publish collection and designation of use fees.
E. Developing a 5-member properties committee chaired by a council board vice-president of properties. The VP for Properties will be responsible for:
- Developing both use and maintenance plans with prioritized projects for each of our three major properties,
- Developing a specific property long-range plan, for each of our three main properties,
- Designating and disposing of under-used or obsolete property.
III. Critical Issue: Financial Development / Leadership
A. Increase Friends of Scouting (FOS) donation dollars by:
- Making sure every unit holds a family FOS presentation. Set goal of 100% participation. Offer incentives for donations and participation (council shoulder patches, free rank patches for units, etc.) Encourage families to give a minimum of $25.
- Holding a community fundraising event (Gathering of Eagles, Distinguished Citizen Dinner or Good Scout luncheon) in Enid and Stillwater.
- Recognizing large donors at annual council banquet.
B. Increase the number of “friends” we have by:
- Asking for 100% participation among our units.
- Using volunteers to solicit contributions. Ask each volunteer enroller to suggest additional contacts.
C. Focus efforts to grow endowment and maximize dollars available for annual operations by developing new gifts and managing assets. We will do this by establishing and recruiting an executive board vice-president of endowment. VP for Endowment would form 5member committee to:
- Develop a long-range endowment plan.
- Contact funeral directors, financial planners and attorneys in an effort to encourage them to suggest to their clients to earmark donations to the Cimarron Council.
- Hold an event annually to recognize James E. West Fellows, Heritage Society members, etc.
- Review investment outcomes semi-annually and make recommendations as to how to better use our assets.
D. Maintain or increase professional and support staff by:
- Focusing professional responsibilities on membership, finance and manpower management. Align management of two (2) youth serving executives under one (1) chief operating officer (Field Director).
- Utilize support staff and part-time program assistants in providing local programming and unit assistance.
E. Deploy staff in response to demographic conditions, not necessarily along pre-existing district boundaries, and maintain a flexible approach to serving the entire geography of the council by:
- Dissolving current 4-district structure and identify local service areas around a designated service center.
- Deploying professional and support staff based on unit service needs and not arbitrary geographic boundaries.
- Developing local service area program committees charged with provided strong local programs for local units.