San Diego-Imperial Council Boy Scouts of America Executive Summary of the Strategic Plan 2004-2010

Our mission is to instill values in young people and prepare them to make ethical choices during their lifetimes, to take leadership roles as adults, and to reach their full potential. Those values are based on character, citizenship, and personal fitness and are found in the Scout Oath and Law. We accomplish our mission in partnership with chartered organizations and chosen, well-trained leaders, as we:

Create a Scouting spirit that attracts and develops the finest volunteer and professional leadership of great capacity; Connect with the communities we serve, becoming an integral part that builds strong neighborhoods family by Scouting family; focus our energies and resources to build strong units, developing innovative programs and outreach efforts that positively affect youth at the local level.

VISION STATEMENT

In the last half of 2003, under the leadership of Bob Witt, Chair of the Council Strategic Plan, many community leaders formed task force teams to develop a six-year strategic plan culminating in 2010 – the 100 th anniversary of Scouting in America. Each task force developed a situational audit and utilized the SWOT method (Strengths, Weaknesses, Opportunities, and Threats) to develop key recommendations. New vision and mission statements were adopted and a primary target of serving 40,000 youth (nearly double our current service) became the focus.

Initiatives were developed in each task force to either facilitate the dramatic growth, or support the 40,000 youth base with a quality program. National BSA guidelines were carefully followed and aggressive targets were set, always mindful that success would require the development of a stronger financial base and a large increase of talented leadership. This executive summary highlights the major recommendations of the plan.

MEMBERSHIP Increase the total number of youth enrolled in the council from 23,300 to 40,000, by utilizing good practices and “best methods” found in similar councils and national models. Traditional membership, including special Scoutreach efforts, will account for approximately 65% of the total and Learning for Life for 35%. Traditional units in the council will increase from 825 to 1200 through specific campaigns targeting strong chartered organizations as our partners to reach youth. Additional volunteer and professional leadership will be necessary to reach our unit and membership growth targets. Strengthen leadership at all levels of Scouting through stronger relationships with chartered organizations, increasing the frequency of local training, and customizing the methods of training for unique geographic, socio-economic and ethnic concerns.

• Examine all aspects of field operations and develop a plan that will grow our membership in quality and quantity through strong districts.

• Increase the number of district executives to the national standard in order to establish optimum effectiveness in local districts with fully recruited unit commissioners and district committees.

• Improve support to our membership and leaders by adding full service satellite offices in appropriate locations.

• The name of the council, our newsletters and marketing pieces should be descriptive of the council and its territory to better communicate to the public.

• We need to communicate more effectively with our youth and parent membership, unit leaders and potential members of the Scouting family.
  

QUALITY PROGRAM It is important to utilize national BSA standards and best methods based on national models to ensure a quality program. The delivery of the Scouting program is primarily at the unit level. The quality unit award is a basic measure of success in the delivery of a well-rounded program. Continue to expand leader training opportunities throughout the year and increase the number of local trainings to help ensure quality programs for our members. Promote resident camp more effectively and effectively communicate the value of summer camp for all troops and teams in the Council.

PROPERTIES

The Properties Task force developed initiatives for office and administrative support, including a council headquarters and satellite offices, as well as “outdoor” facilities for current and future camping. An overall master plan with projections for costs of all facilities will be required. It was noted that cost factors will vary depending on site location and the council's ability to acquire land as a donation or at a discounted rate from Scout-friendly property owners.

Headquarters and Satellites:

• Develop a plan to build or acquire a new council headquarters that is owned by the council and meets the following criteria: Provides room for well-equipped office facility and scout shop, meeting rooms, ample parking, convenient freeway access, includes an endowment for maintenance and close to Interstate 8.

• Full service, satellite offices should be secured in the following areas: Interstate 5 near Carlsbad/Encinitas, Interstate 15 near Escondido , a south bay location and a small office in El Centro or Brawley.

• All properties should have endowment funds, separately or as a group, that generate income for maintenance and perhaps even overhead costs.

Camping: Develop an overall master plan for Mataguay Scout Ranch to meet the overall capacity for long term and weekend camping. Plan should address renovation and on-going maintenance and the acquisition of land surrounding Mataguay for a “buffer zone.” Research and pursue when practical possibilities for ”close in,” weekend camps throughout San Diego and Imperial County. Acquire property for the development of a “Cub World” to meet the council needs for Cub Scout day use and resident camping. Research the possibility of developing an ocean access camp in Mexico that meets the needs of our Scouts and offers partner opportunities with the boy scouts of Mexico.

FINANCE

• A total finance plan should be developed and clearly communicated in order to provide the operating income necessary to implement the Strategic Long Range Plan, increasing annual income to approximately $6.5 million in 2010.

• A master plan of the council's capital needs should be prepared with descriptions, dollar amounts and place in priority of needs and shared with our leadership and potential donors.

• Build strong district and board leadership who can marshal the resources of our communities, wisely invest council funds and utilize good stewardship of the Council's resources.

• An endowment effort should be developed with key leaders to insure that the national standard of $430 @ traditional youth is invested in an endowment fund ($11 million by 2010) with income generated to help sustain the operations of the council.

• Every new capital project should be planned and developed to include an endowment to support on-going maintenance.

• Fundraising events (in addition to raising funds) will be used to introduce the council to the community, share the council's vision, and identify potential endowment donors and council leadership. Public relations should also focus on our priorities and positive image.
  
  
  

  Our special thanks to the strategic plan committee members for their excellent work:

Membership : Doris McCarthy (Chair), Pete Young, Jim Akin, Hugh Christensen, Jack Cater, Jack Hessler, Tom Topuzes, Patricia Jordan, Jim Johnson.

Operations : Caren Tamkin (Chair), Clyde Romney, Al De Weese, Mitch Young, Ellen Brady, Don Way , Bud Fosdick, Rick Kaiser.

Quality Program : Clancy Sloan (Chair), Jim Bennetts, Ann Costello, Sue Franks, Randy Jungman, Steve Boyack, Bob Dixon, Joe Higgins, Bob Niederost, Mike Philbrook, Patricia Wallace, Steve Stone, Ernie Walley.

Properties : Rick Romney (Chair), Randy Klotz, Dave Staffieri, Richard Drewery, John McHenry, Jim Spievak, Brian Ruark, Leonard Fry, Scott Bernet, Larry Ashbacher, Dan Mazzella.

Finance : Ron Carlson (Chair), John Thiele, Bill Barkett, Dan Derbes, John Beck, Tom Topuzes, Scody Hage, Dale Long, Bob Bolingbroke, Joe Drew, Jack Thomas .