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NATIONAL CAPITAL AREA COUNCIL

NCAC 5 YEAR STRATEGIC PLAN, JANUARY 2018 - DECEMBER 2022

Full Strategic Plan for FY19As of February 23, 2019

MISSION STATEMENT

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 thevalues of the Scout Oath and Law.

VISION STATEMENT

The vision of the National Capital Area Council is to be recognized in our communities as providing the premier youth program of youth fitness,environmental stewardship, and values-based leadership development; in short, to become "The Council with Impact"; preparing young people forlife.

CORE VALUES

We adhere to the Scout Oath and Scout Law: 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 myselfphysically strong, mentally awake, and morally straight. The Scout Law:A Scout is Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean and Reverent.

COMPETITIVE ADVANTAGES

We offer a unique program which addresses physical, mental, and moral development second to none.

We are the only charitable organization in the USA specifically chartered by the US Congress to develop citizenship in our nation's youth. Wetake that mandate seriously by providing fun, exciting and challenging programs for boys and girls ages 7-20 in all socio-economic strata ofAmerican society. These programs, centered on the outdoors, provide our youth opportunities to learn about themselves and the world around them;the challenge of making good decisions--and living with the results of those decisions; learning to be team players; developing leadership skills; beinggood neighbors; and becoming constructive members of American society.

ORGANIZATION-WIDE STRATEGIES

We will continuously develop programs, which attract today’s youth from all corners of our Council and raise funds to support those same programs.

Page 1 of 15

NCAC 5 YEAR STRATEGIC PLAN, JANUARY 2018 - DECEMBER 2022 -AT-A-GLANCEMEMBERSHIP, LEADERSHIP, & CULTURE STRATEGIC OBJECTIVES & COUNCIL GOALS

1 Membership1.1 Support districts in recruiting more Lions and Cub Scouts. Full integration will occur in late fall of 2018. Prepare all non-LDS packs to incorporate Lions intotheir pack.

1.2 Support districts in creating sustainable new Cub Scout Packs

1.3 Support districts in expanding the Exploring program

1.4 Implement membership initiatives for Troops, Crews, and Ships.

1.5 Family Scouting: Recruitment of girls into Cub Scouts and Boy Scouts. For 2018, support membership growth within Cub Scout packs by following BSANational guidelines. Develop a Family Scouting training regimen for roll out to all District membership chairs. Support districts in preparing charteringorganizations to launch additional family programs in 2019. Ensure that all families have the opportunity to join a program that meets their needs.

2 District Operations2.1 Align our leadership team and organizational structures to the ever changing communities we serve and the programs we seek to deliver.

2.2 Increase the number of volunteers serving on district committees.

3 Leadership, Performance and Governance3.1 Have an active strategic plan with an engaged executive board. Establish processes whereby our leadership teams understand Council strategic goals, settheir annual priorities and objectives consistent with National and Council strategic goals, and fulfill the objectives they set.

3.2 All Council Executive Board, professional staff members, and Council and District Volunteers are sufficiently trained and model leadership excellence intheir active governance, resourcefulness, commitment, and visionary guidance. (District Ops)

3.3 Plan and act to ensure continuity and succession of Council leadership and volunteer leadership.

3.4 Continue to expand and implement new methods to reengage alumni in support of Scouting that will track and measure alumni involvement and establisheffective channels for two-way communication. (Marketing & Communications)

RESOURCES & FINANCES STRATEGIC OBJECTIVES & COUNCIL GOALS

4 Finance4.1 Balance and increase the operating budget by a minimum of 1.5% annually. [JTE #1 & 2]

4.2 Develop and implement a comprehensive endowment development program that will result in significantly increasing both cash and deferred gifts to theNCAC Endowment (Fund 3) portfolio. [JTE #3]

4.3 Establish quarterly budget checkpoints to evaluate performance in both revenue and expenses and enable course corrections as needed.

PROGRAM & FACILITIES STRATEGIC OBJECTIVES & COUNCIL GOALS

5 Programs5.1 Based on Scouting’s mission, incorporate and promote activities viewed as desirable by our underrepresented communities.

5.2 The NCAC Council and its districts will provide quality service projects, activities and events.

5.3 The NCAC Council will become known as a premium provider for environmental stewardship and conservation.

5.4 Adult volunteers and youth leaders in every unit and district will be sufficiently trained and actively engaged in providing an outstanding Scouting program.

5.5 The NCAC Council will improve responsiveness to advancement-unique, special circumstances within the Scouts BSA, Sea Scout, and Venturing programs.

5.6 The Council will develop and implement a long-term plan for operational success in STEM and champion STEM and the STEM Nova program at the council,district and unit level.

6 Outdoor Adventures6.2 NCAC will provide innovative, best-in-class camping programs..

6.3 The Council will strengthen its camping operations, procedures, and practices to ensure we are managing our operations in a safe, cost-effective, andenvironmentally friendly manner. We will strive to be a positive force in our local communities and maintain the highest standards and ideals in our campactivities.

6.4 Engage more volunteers in support of our camps, facilities and programs.

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MARKETING & COMMUNICATIONS STRATEGIC OBJECTIVES & COUNCIL GOALS

7 Marketing & Communications7.1 Expand and refocus the Council Marketing Communications Committee.

7.2 Empower Districts to supercharge local communications and media relations.

7.4 Update the Council’s website to improve user experience and information distribution.

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NCAC 5 YEAR STRATEGIC PLAN, JANUARY 2018 - DECEMBER 2022 -DETAILMEMBERSHIP, LEADERSHIP, & CULTURE STRATEGIC OBJECTIVES & COUNCIL GOALS

1 Membership

1.1 Support districts in recruiting more Lions and Cub Scouts. Full integration will occur inlate fall of 2018. Prepare all non-LDS packs to incorporate Lions into their pack.(Membership) (12/31/19)

Measure: Percentage of packs with LionsTarget: 100%

COUNCIL COMMITTEE GOALS AND DISTRICT / STAFF / VOLUNTEER GOALS MEASURE TARGET START/ENDDATE

1.1.2 Build an Adventure, Theme-based recruiting – Continue with theme-based recruiting to attractand retain youth following National’s playbooks focused around the 4 common themes of HookedOn Scouting, Rocket into Scouting, Science of Scouting, and Camping with Cub Scouts. Rocket intoScouting was the theme for 2016 & 2017. Hooked on Scouting is the theme for 2018. Develop/planfor new themes for upcoming years. (Membership)

3 Theme PlansDeveloped.

Quality of themedeployment on 1-

5 scale.

20 01/01/1712/31/19

1.1.3 Expansion of District Membership Teams – recruit, train, and empower more volunteers todevelop and lead district membership plans in partnership with our District Executives. Membershipteams should include: District Membership Chair, Join Scouting Night Coordinator, Family ScoutingChampion, Lion Coordinator, Webelos Coordinator. (Membership)

100% Districtswith

Membership-Focused

Volunteers ineach district. 2018Goal: Each district

has a DistrictMembership

Chairman plus atleast oneadditionalmember.

21 01/01/1712/31/19

1.2 Support districts in creating sustainable new Cub Scout Packs (Membership)(12/31/19)

Measure: Number of new packs formed.Target: 20


1.2.1 Outreach to under-served communities – improve how we communicate the benefits of theCub Scout-to-Boy Scout journey to new groups of young parents (Membership)

Expand Scoutingin under-servedcommunities viaclearly definedplans, strongvolunteer and

staff teamwork,community

engagement, andproactive

implementationMeasure =

number of newcommunities

since 1/1/2017which are served

by the Councilwith sustainable

Scoutingprograms (i.e. notjust an individual

new unit)

3 01/01/1712/31/19

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1.2.2 New Unit Growth – using pilots and best practice examples, enhance how we implement thenew unit development process. (Membership)

Annualcontinuous

improvementinitiatives which

yield positiveoutcomes whenrecruiting new

units. Measuredon 1-5 scale

1 01/01/1712/31/19

1.3 Support districts in expanding the Exploring program (Membership) (12/31/19) Measure: Number of new posts or clubs formedTarget: 20


1.3.1 Volunteer leadership – recruit, train, and empower more volunteers to develop and lead afunctional Council Exploring Committee and District Exploring Committees, as well as additionalExploring commissioners and/or Exploring Service Team members to support unit re-chartering andadult leader YPT training. (Membership)

Each district hasvolunteers to

support Exploring,and who

represent theirdistricts at

quarterly CouncilExploring

Membershipcommittee

meetings.Measure= minimumnumber ofExploring

membershipvolunteers in each

district

1 01/01/1712/31/19

1.3.2 Exploring Visibility – Support district volunteers to establish at least (1) new Explorer Post orClub per district. (Membership)

100% of Districtsw/ at least 1 new

Explorer Post/Clubper year

18 01/01/1712/31/19

1.3.3 Support to Current Units – continuous training, development and communication to existingExplorer Posts and Clubs to enhance their membership recruiting and visibility within the council.(Membership)

Successfuldeployment of

annual Exploringinitiatives

Measure = qualityof annual

Exploring initiative(scale of 1 to 5)

100 01/01/1712/31/19

1.3.4 Program coordination – establish Council Quarterly Advisory Conferences and an ExploringOfficer Association (EOA) to facilitate communications and idea exchange between units.(Membership)

Annualinteractions

between posts.

4 01/01/1712/31/19

1.4 Implement membership initiatives for Troops, Crews, and Ships. (Membership)(12/31/19)

Measure: 1 = YesTarget:


1.4.1 Support Troops - Offer council-wide program and training opportunities for troop leadership toencourage recruitment, retention, and advancement. Encourage sustainability and higher impactthrough targeted recruiting interventions to reduce the number of Troops with less than 10 BoyScouts. (Membership)

Increase numberof Boy

Scouts.Reducenumber of troopswith less than ten

members

01/01/1712/31/19

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1.4.2 Support Crews - Offer council-wide program and training opportunities for youth to encouragerecruitment, retention, and advancement. (Membership)

Quality of annualVenturing

initiative (scale 1-5)

5 01/01/1712/31/19

1.4.3 Proactive recruiting of Boy Scouts – Support membership growth within Boy Scout troopsthrough a focus on Webelos to Scout transition and on community outreach by troops.(Membership)

Percent of troopswith NewMember

Coordinator andproactiverecruitingprograms

80% 01/01/1712/31/19

1.4.4 Evaluate Webelos program throughout the council to support Webelos retention within packsand to Boy Scout troops. (Membership)

Retain and growWebelosnumbers.

01/01/1712/31/19

1.4.5 Support growth of Sea Scout Ships and particpating youth. (Membership) 20 Total Ships 01/01/1812/31/20

1.5 Family Scouting: Recruitment of girls into Cub Scouts and Boy Scouts. For 2018,support membership growth within Cub Scout packs by following BSA National guidelines.Develop a Family Scouting training regimen for roll out to all District membership chairs.Support districts in preparing chartering organizations to launch additional familyprograms in 2019. Ensure that all families have the opportunity to join a program thatmeets their needs. (Membership) (12/31/19)

Measure: To be developed (Available Units inEach District/Pack; Early Adopter Training)Target:

2 District Operations

2.1 Align our leadership team and organizational structures to the ever changingcommunities we serve and the programs we seek to deliver. (District Operations)(12/31/19)

Measure: Yearly re-analysis of councildemographics and boundariesTarget:


2.1.1 At least annually, District Operations will analyze demographic data and other relevant data inorder to measure characteristics and trends in the populations and other features of Districts and theCouncil. The correspondence between these data and District and Council leadership and Districtgeographic boundaries will be assessed and recommendations for annual actions made. (DistrictOperations)

Completion of thestudy each year

01/01/1712/31/19

2.1.2 Annually review volunteer and professional leadership, organization structure, and thegeographic alignment of districts and field service areas, in order to decide where actions may beneeded to best align the organization and its leadership to meet the purposes of Scouting. (In thefirst quarter of each year the organization structure is reviewed for alignment and a plan isdeveloped as needed to adjust alignment; (Ongoing) (District Operations)

AnnualRecommendations

Developed andDelivered

01/01/1712/31/19

2.2 Increase the number of volunteers serving on district committees. (DistrictOperations) (12/31/19)

Measure: Average of 33, or average of 21 andincrease average by two persons per districtTarget: 33


2.2.1 An annual District Chair Training Seminar will be held each year focused on the leadership roleof the District Chair. (District Operations)

District ChairmanSeminar held

1 01/01/1712/31/19

2.2.2 Annually each district has approved Nominating Committee Chairs. (District Operations) 20 ApprovedNominating

Committee Chairs

20 01/01/1712/31/19

2.2.3 Annually each district will submit a completed Nominating Committee report with approvedofficers and conduct an Annual Business Meeting. Seek to develop a succession plan for the DistrictChair and Commissioner for continuity of leadership. (District Operations)

Reportssubmitted prior to

Council AnnualBusiness Meeting

20 01/01/1712/31/19

3 Leadership, Performance and Governance

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3.1 Have an active strategic plan with an engaged executive board. Establish processeswhereby our leadership teams understand Council strategic goals, set their annualpriorities and objectives consistent with National and Council strategic goals, and fulfill theobjectives they set. (Leadership & Performance) (12/31/17)

Measure: Active Strategic Plan, Approved byExecutive BoardTarget:


3.1.1 Publicize and promote NCAC 5-year Strategic Plan, as updated and approved by the ExecutiveBoard yearly, to all stakeholders, particularly our volunteer and professional Scouters. (Leadership &Performance)

Annualdissemination of

approved, revisedplan

100% 01/01/1712/31/19

3.1.2 Provide District and Council leadership training that support this goal by training these leaders.(District Ops) (Leadership & Performance)

Percentage ofAvailable

LeadershipTraining Events

01/11/1712/31/19

3.1.2.1 Each District Chair will attend Council Executive Board meetings. If they are unable to attendpersonally, they will ensure that a key District leader represents their District at each Council Board meeting.(Jim "JP" Morgan)

# of District Chairsattended/covered

Exec Boardmeetings

20 01/11/1712/31/19

3.2 All Council Executive Board, professional staff members, and Council and DistrictVolunteers are sufficiently trained and model leadership excellence in their activegovernance, resourcefulness, commitment, and visionary guidance. (District Ops)(Leadership & Performance) (12/31/19)

Measure: Percent current on basic trainings(including all required trainings)Target:


3.2.1 Train, continuously encourage, and support each District, and the Council, in having aneffective year-round district nominating process, which culminates each year in a full slate ofleadership candidates at or before the deadlines set by Council. (District Operations) (Leadership &Performance)

Percent ofDistricts and

Council meetingthis goal

01/01/1112/31/19

3.2.1.1 At least one Council-wide Key3 meeting each year will include a focus item on having a year-rounddistrict nominating committee. (Jim "JP" Morgan)

01/01/1112/31/19

3.2.1.2 A district nominating committee training event will be held annually (Jim "JP" Morgan) 01/01/1112/31/19

3.2.2 Ensure Executive Board members are fully prepared to fulfill their Council responsibilities(Leadership & Performance)

6 trainingsessions/yr

conducted atExecutive Board

meetings

6 01/01/1712/31/19

3.2.2.1 Conduct an annual Board Orientation for all newly-installed Executive Board Members complete full dayorientation

01/01/1407/01/19

3.2.2.2 Conduct recurring Board member training; 15-30 minutes training at each Executive Board Meeting;addressing current needs as expressed by board members and/or as deemed appropriate byvolunteer/professional conducting the training.

at least six trainingsessions per year

01/01/1412/31/19

3.2.2.3 Conduct a bi-yearly (even-numbered years) off-site retreat for all Executive Board members toaddress legal, fiduciary and policy needs; engaged remaining Exec Board members in Charter developmentfor Standing Committees;

one off-site everyother year

01/01/1412/31/19

3.2.3 Four Council-wide Key 3 leadership meetings will be held each year. (District Operations) 4 meetings peryear

4 01/01/1712/31/19

3.2.4 Develop position onboarding program for key positions, including District Chair, and Vice Chairsof Finance, Membership and Nominating. Program would include job description, responsibilities,calendar obligations and best practices for each position. Assure that all incoming nominees receiveonboarding program prior to the end of each fiscal year. (District Ops) (Leadership & Performance)

PercentOnboarding

Programdeveloped

01/01/1712/31/19

3.3 Plan and act to ensure continuity and succession of Council leadership and volunteerleadership. (Leadership & Performance) (12/31/19)

Measure: Target:


Page 7 of 15

3.3.1 Each year, the Council Nominating Committee produces a succession plan identifyingpossibilities for succession taking into account expected times of incumbents in their leadershippositions, current leaders assisting those incumbents who are succession candidates, and others whomay be invited to become involved and are potential future succession candidates. (Leadership &Performance)

Ongoing 01/01/1412/31/19

3.4 Continue to expand and implement new methods to reengage alumni in support ofScouting that will track and measure alumni involvement and establish effective channelsfor two-way communication. (Marketing & Communications) (Leadership & Performance)(12/31/19)

Measure: Target:


3.4.1 Continue to grow our "NESA-DC" (National Eagle Scout Association - DC) in membership andactive participation in Scouting. (Leadership & Performance)

Percentage NESA-DC Growth

10% 03/13/1712/31/19

3.4.2 Increase alumni participation and support of annual Excellence in Youth Leadership event .(Leadership & Performance)

Growth in AlumniParticipation

03/13/1712/31/19

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RESOURCES & FINANCES STRATEGIC OBJECTIVES & COUNCIL GOALS

4 Finance

4.1 Balance and increase the operating budget by a minimum of 1.5% annually. [JTE #1 &2] (Finance) (12/31/19)

Measure: Growth in the balanced operatingbudget of 1.5% annually.Target: 1.50%


4.1.1 Increase Friends of Scouting Family campaign to an average gift of $200 per donor throughscript development and tested best methods from the experiences in the districts. (Finance)

Average familygift reaches a

minimum averageof $200.00.

$200 01/01/1412/31/19

4.1.2 Maintain Board Friends of Scouting participation at 100% and launch the IC5 campaign to helpraise additional funds. (Finance)

100% of Boardmembers

participating inannual giving.

100% 01/01/1512/31/19

4.1.3 Develop and implement a plan that will increase product sales resulting in a 2% annual increasein net revenue to the council. Integrate proven best methods from other councils. (Finance)

Increase in netproduct sales of

at least 2%.

2% 01/01/1512/31/19

4.1.3.1 Target 5 current non-selling units per district and directly invite them to sell popcorn. Share the plansand techniques used by other units to be successful in the sale. Retain 98% of current selling units (JohnGraham)

5 units per districttargeted, equalinga minimum of 100

units. Retentionrate of 98%

01/01/1512/31/19

4.1.3.2 Revisit the popcorn commission structure annually to ensure units are rewarded for an increasedsale year over year. The percentage should balance the amount of increased return and the desire of theunit wanting to reach an increased sale. Commission Plan goes live annually in August. (John Graham)

1 01/01/1512/31/19

4.1.5 Through use of the Finance Committee, explore special event progress annually to ensurediversification of donor base in different trade groups or circles of influence. (Finance)

Financecommittee meets

=1

01/01/1512/31/19

4.2 Develop and implement a comprehensive endowment development program that willresult in significantly increasing both cash and deferred gifts to the NCAC Endowment(Fund 3) portfolio. [JTE #3] (Finance) (12/31/19)

Measure: $1 million in new commitments eachyear.Target:


4.2.1 Increase the Council’s endowment fund to a minimum total of $20M in cash and/or deferredgifts. (NOTE: Recommend Executive Committee review/approve measures of this goal) (Finance)

Total endowmentbalance

$16,000,000 01/01/1712/31/21

4.3 Establish quarterly budget checkpoints to evaluate performance in both revenue andexpenses and enable course corrections as needed. (Finance) (12/31/19)

Measure: Meet 4 times annually. Each meeting is+1 towards the goal of 4Target: 4

Page 9 of 15

PROGRAM & FACILITIES STRATEGIC OBJECTIVES & COUNCIL GOALS

5 Programs

5.1 Based on Scouting’s mission, incorporate and promote activities viewed as desirableby our underrepresented communities. (Program) (12/31/19)

Measure: Incorporate and promote activities, 1 =YESTarget:


5.1.1 Develop and implement training at least once per year in a language other than English.(Program)

Trainingimplemented

each year

1 01/01/1712/31/19

5.2 The NCAC Council and its districts will provide quality service projects, activities andevents. (Program) (12/31/21)

Measure: Target:


5.2.3 Partner with outside organizations to offer quality service projects, activities and events.Promote and increase participation in the merit badge program by approved organizations externalto the BSA consistent with the Guide to Advancement. (Program)

Number ofPartnerships

15 01/01/1712/31/21

5.2.6 Provide practical leadership experiences for youth and keep our program relevant by increasingthe number of youth serving on activity committees. (Program)

Number of YouthServing on

Committees

4 01/01/1712/31/21

5.2.7 Update the strategic plan for International Scouting including the World Scout Jamboree(Program)

Percentage ofPlan Completed

100% 01/01/1803/31/19

5.3 The NCAC Council will become known as a premium provider for environmentalstewardship and conservation. (Program) (12/31/19)

Measure: Target:


5.3.1 Promote and increase participation in the BSA Hornaday awards to encourage Scouts andAdults in the design and completion of significant environmental conservation projects. (Program)

HornadayAdvisers

2 01/01/1712/31/19

5.3.2 Promote environmental service projects in the districts. (Program) Number ofprojects in

Districts

20 01/01/1712/31/19

5.3.3 Develop and promote one council-wide environmental service project to be conductedannually. (Program)

Number ofEnvironmental

Service Projects(Council-Wide)

1 01/01/1712/31/19

5.4 Adult volunteers and youth leaders in every unit and district will be sufficiently trainedand actively engaged in providing an outstanding Scouting program. (Program) (12/31/19)

Measure: Target:


5.4.3 Develop a Master Training Plan to offer quality training in the council and district. (Program) Plan Developedand Published

1 01/01/1712/31/19

5.4.4 Increase marketing/promotion of training opportunities available in the council. (Program) Number ofTraining

Promotions Sentto Council

4 01/01/1712/31/19

5.4.6 Increase attendance at Cub Scout Leader Pow Wow and University of Scouting by providingrelevant, fun training to adult leaders. (Program)

Percent increasein attendance

15% 01/01/1712/31/19

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5.4.7 Build tomorrow’s leaders through comprehensive youth leadership training and VenturingAwards classes. (Program)

Number of YLTand Council

Venturing Awardstrainings held

1 01/01/1712/31/19

5.5 The NCAC Council will improve responsiveness to advancement-unique, specialcircumstances within the Scouts BSA, Sea Scout, and Venturing programs. (Program)(12/31/19)

Measure: Target:


5.5.1 Improve initial processing timelines and volunteer training for council-level board of reviewappeals, Requests for Extension of Time to Earn Eagle Scout Rank, Quartermaster or Summit Awards,and Eagle Scout boards of review Under disputed circumstances. (Program)

StandardTimelines & SOPs

Established

1 01/01/1712/31/19

5.6 The Council will develop and implement a long-term plan for operational success inSTEM and champion STEM and the STEM Nova program at the council, district and unitlevel. (Program) (12/31/19)

Measure: Target:


5.6.1 Develop and implement a strategy for engaging business partners in implementing the STEMprogram. (Program)

Number ofPartnerships

6 01/01/1712/31/19

5.6.2 Partner with schools and businesses to build tomorrow’s leaders in STEM through ExploringExplosion and STEM Scouts. (Program)

Number of STEMClubs established

30 01/01/1712/31/19

5.6.3 Increase youth participation Council STEM events (Program) Youth attendingSTEM event

1,500 01/01/1712/31/19

5.6.4 Increase STEM Nova award participation with Boy Scouts and Venturers. (Program) 10% 01/01/1712/31/19

5.6.5 Increase the number of trained adult Supernova Mentors and Nova Counselors. (Program) Total Number ofTrained Adult

SupernovaMentors and

Nova Counselors

210 01/01/1812/31/20

5.6.6 Increase the number of adult volunteers for STEM events. (Program) Average Numberof STEM Event

Volunteers

150 01/01/1812/31/20

6 Outdoor Adventures

6.1 NCAC will maintain its camp properties in optimum condition. (Outdoor Adventures)(12/31/19)

Measure: Target:


6.1.1 Prepare annual equipment and facilities Master Maintenance Plans for MSSC, GoshenScout Reservation and Camps Snyder and Wall. Plans will include annual requirements,associated costs, maintenance schedules, and desired capital improvement projects forconsideration in each budget cycle. (Physical Resources)

Plan in place for eachfacility; review/update

annually12/31/18

6.1.1.4 HMW: Develop an annual maintenance plan to use as the foundation for each annual budgetcycle. (Dan Kurtenbach)

Consolidated projectsummary that can be usedwith budget development

process

01/01/1512/31/19

6.1.3 Renovate or replace Goshen Scout Reservation dining halls. (Physical Resources) Dining hallrenovation/replacement

complete

01/15/1605/31/17

6.1.3.2 Renovate GSR's Camp PMI dining hall. (Dan Kurtenbach) 08/01/1612/31/19

Page 11 of 15

6.2 NCAC will provide innovative, best-in-class camping programs.. (Outdoor Adventures)(12/31/19)

Measure: Target: 100%


6.2.1 Empower the Camping Committee to develop a list of programs to be considered forimplementation at the council properties. (Outdoor Adventures)

One new programper summer

100% 01/01/1712/31/19

6.2.2 Snyder Range and growth in Boy Scout Programs at Snyder. (Outdoor Adventures) Percentagegrowth in Snyderprograms/range

20% 01/01/1712/31/19

6.2.3 Development of Family Scouting program at Goshen Scout Reservation (Outdoor Adventures) Percentage offemale scoutsparticipating

3% 01/03/1812/31/19

6.2.4 Development of Family Scouting Program at William B. Snyder. (Outdoor Adventures) Percentage offemale scouts

participating inprograms

3% 01/03/1812/31/19

6.3 The Council will strengthen its camping operations, procedures, and practices toensure we are managing our operations in a safe, cost-effective, and environmentallyfriendly manner. We will strive to be a positive force in our local communities andmaintain the highest standards and ideals in our camp activities. (Outdoor Adventures)(12/31/19)

Measure: Target:


6.3.1 Environmental Stewardship Program at Goshen, Snyder, Wall. (Outdoor Adventures) Updated Programin place

100% 01/01/1712/31/19

6.3.1.1 Develop a Conservation Plan for Goshen Scout Reservation that preserves and protects its naturalenvironment and enhances NCAC's commitment to environmental stewardship. Consideration should begiven to partnering with a Virginia state university to establish this program. (Bill Bowerman)

01/01/1712/31/19

6.3.1.2 Initiate a Council Facilities Recycling Program, primarily focused in our dining hall operations, inorder to cut costs and set the example by conducting our camp operations in an environment friendlymanner. As we upgrade our GSR dining halls, recycling programs will be integrated. (Bill Bowerman)

01/01/1712/31/19

6.3.2 Develop comprehensive long-range Master Plans for Goshen Scout Reservation, Camp WilliamB. Snyder, and Camp Howard M. Wall, consistent with the NCAC Strategic Plan. Goshen and SnyderMaster Plans will address alignment of camping facilities and programs. (Outdoor Adventures)

Percent of MasterPlans complete

05/01/1312/31/18

6.3.2.1 Develop off-season programs to utilize Gray's Lodge at Goshen Scout Reservation. (Bill Bowerman) 02/25/1612/31/19

6.3.2.2 Continue to develop off-season programs for Camp Snyder. (Bill Bowerman) 02/25/1612/31/19

6.3.2.3 Continue to develop off-season programs for Camp Wall. (Bill Bowerman) 02/25/1612/31/19

6.4 Engage more volunteers in support of our camps, facilities and programs. (OutdoorAdventures) (12/31/19)

Measure: Target:


6.4.1 Grow the volunteer programs at Goshen and Snyder. (Outdoor Adventures) Percentageincrease involunteers

serving at councilcamps

20% 01/01/1712/31/19

6.4.2 Grow individual and group volunteer support and expertise to assist in developing andexecuting the facilities maintenance and improvement plans. Identify maintenance and improvementtasks and projects well suited for volunteers at various skill levels, and provide training and projectplanning that will make the most effective use of volunteer time and effort. (Physical Resources)

Establishvolunteer

maintenancecoordinators.

08/31/18

6.4.2.3 Establish Camp Wall volunteer force. (Dan Kurtenbach) 02/25/1612/31/19

Page 12 of 15

MARKETING & COMMUNICATIONS STRATEGIC OBJECTIVES & COUNCIL GOALS

7 Marketing & Communications

7.1 Expand and refocus the Council Marketing Communications Committee. (Marketing &Communications) (12/31/19)

Measure: Target:


7.1.2 Expand Marketing Strategy Committee by developing defined roles (PR Chair, CrisisCommunications Chair, Mom Advisory Panel, etc.) that address specific needs in the Strategic Plan.(Marketing & Communications)

Roles defined andfilled

10 02/09/1712/31/19

7.1.4 Increase amount of content contributed by youth members. (Marketing & Communications) At least one youthgenerated article

per month

12 02/09/1712/31/19

7.2 Empower Districts to supercharge local communications and media relations.(Marketing & Communications) (12/31/17)

Measure: Target:


7.2.2 Develop training for district and council level marketing teams. (Marketing & Communications) Curriculumdeveloped

02/09/1712/31/19

7.3 Enhance the Council’s use of digital media as a primary communication tool.(Marketing & Communications) (12/31/17)

Measure: Target:


7.3.1 Ensure all districts maintain an active social media presence. (Marketing & Communications) Districts postingweekly to social

media.

02/09/1712/31/18

7.3.1.3 Assist all Districts in scheduling, developing, and posting social media content to keep pages fresh.(Richard Harrington)

District PagesUpdating Weekly 100% 01/01/17

12/31/19

7.4 Update the Council’s website to improve user experience and information distribution.(Marketing & Communications) (12/31/17)

Measure: Percentage of Council Website up-to-dateTarget:


7.4.3 Improve the website’s informational architecture by using web analytics to identify pages thatneed improved access or removal. (Marketing & Communications)

Reduce pages pervisit average foryear under 3.53

3.35 02/09/1712/31/19

7.4.4 Add on-page feedback tool to identify most and least helpful pages. (Marketing &Communications)

Added to site 100% 02/09/1712/31/19

Page 13 of 15

PLAN IMPLEMENTATION

Page 14 of 15

APPENDIX A: STRATEGIC PLANNING TERMS

STRATEGIC PLANNING TERM DEFINITION

Core Values/Guiding PrinciplesHow people want to behave with each other in the organization. Value statements describe actions that are the livingenactment of the fundamental values held by most individuals within the organization. What are our guiding principles,as a group, to adhere to no matter what?

Core Purpose/Mission Statement The organization's core purpose. Why do we exist?Vision Statement (5+ years) Where you are headed — your future state — your Big, Hairy, Audacious Goal. Where are we going?

Competitive Advantages A characteristic(s) of an organization that allows it to meet their customer's need(s) better than their competition can.What are we best at in our market?

Organization-Wide Strategies

Your strategies are the general methods you intend to use to reach your vision. A strategy is like an umbrella. It is ageneral statement(s) that guides and covers a set of activities. You can develop strategies for your whole organization, adepartment, a specific set of activities, or a guiding statement for a year. No matter what the level, a strategy answersthe question "how."

Long-Term Strategic Objectives (3+ years) Long-term, broad, continuous statements that address all areas of your organization. If you have a five-year vision, thesewould be three- to four-year intermediate guideposts on the way there. What must we focus on to achieve our vision?

Short-Term Items (1 year)Short-term items that convert the Strategic Objectives into specific performance targets. Effective goals clearly statewhat, when, who and are specifically measurable — they are Specific, Measurable, Attainable, Responsible person, timebound (SMART). What must we do to achieve our long-term Strategic Objectives?

Key Performance Indicators (KPIs)Metric and non-metric measurements essential to the completion of an organization's goals. Each organization narrowsthe possible list down to a manageable group of KPIs that make the most difference to performance. KPIs are linked togoals. How will we know we have achieved our goals?

Page 15 of 15

full strategic plan for fy19€¦ · 1.4.2 support crews - offer council-wide program and training...

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