Strategic Plan 2012 Update

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Bob Spinks Pat Rooney Jeff WoolseyStrategic Plan Chair Council Board President Scout Executive/CEO

Scouters:

A year has quickly passed since the Last Frontier Council launched the 5 Year Strategic Plan. This plan was created with input from over 1,000 volunteers who care deeply about making a positive impact on the lives of youth.

Since its launch, the effort of 1,000 has been a seed that is beginning to grow into better Scouting for thousands more young people in our area. The plan is part of the working agenda for all of the districts serving our 24 counties, as well as every council committee.

This document contains a status update on the plan’s objectives and strategies. Though not included in this report, the strategies have been further developed into tactical goals and each goal now has a time line. As a reminder, this is a multi-year plan, and some of the strategies are sequential and contingent upon other strategies and goals being met.

This update is at the strategy-level, and if any volunteer or Scouting supporter would like more detailed information on the implementation of the Strategic Plan, please contact the Scout Service Center at 405-840-1114.

The Strategic Plan Steering Committee is pleased with the progress that has been made in just one year. Our hope is that youth and volunteers are seeing the impact of our efforts in their lives, and this report is just a representation of the efforts of thousands of volunteers working for better Scouting for our youth and communities.

Yours for continuing to improve our Scouting program,

Program Services - Membership Impact Focus GroupStrategic Plan Progress - 2012

Objectives Strategies Progress Comments

Objective 1: Through the establishment of new units, growth of existing units, and increasing the reten-tion rate to 75%, the Last Frontier Council is serving 12% of the available youth.

Emphasize partnerships with Faith Based Organizations and encourage the full family of scouting (Cubs, Boy Scouts and Venturing).

Most new units organized are started through faith-based organizations.

Increase the minimum number of registered members re-quired to start a new unit to 10 youth and 5 adults.

This strategy has been adopted. (In some rural communities new programs have been allowed to start with 5 youth members.)

Establish new units in low density and zero density areas. This year 10 new after-school units have been organized in Oklahoma City Public Schools. These are in areas not being previously served by Scouting.

Focus recruiting efforts on Cub Scout Age Youth so every Cub Scout Age Youth gets an opportunity to Join each year. Every elementary school in our territory will be reached this year.

Consistently maintain a minimum of 75% retention of youth each year. Help units become more successful by providing better operational support.

Council retained 66.1% in 2012.

Objective 2: The Last Fron-tier council has a culture of openness and inclusive-ness where parents and volunteers without prior Scouting experience feel welcomed and informed.

Working with the Talent Management Committee, develop a module on how to integrate new adult volunteers.

Program Services - Membership Impact Focus GroupStrategic Plan Progress - 2012

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0Emphasize partnerships with Faith Based Organizations and encour-

age the full family of scouting (Cubs, Boy Scouts and Venturing).

Increase the minimum number of registered members required to start a new unit to 10 youth and

5 adults.

Establish new units in low density and zero

density areas.

Focus recruiting efforts on Cub Scout Age Youth so every Cub

Scout Age Youth gets an oppor-tunity to Join each year.

Consistently maintain a minimum of 75% retention of youth each year. Help units become more success-ful by providing better operational

support.

Working with the Talent Man-agement Committee, develop a module on how to integrate

new adult volunteers.

Objective 1: Through the establishment of new units, growth of existing units, and increasing the retention rate to 75%, the Last Frontier Council is serving 12% of the available youth.

Objective 2: The Last Frontier council has a culture of openness and inclusive-

ness where parents and volunteers without prior Scouting experience feel

welcomed and informed.

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Strategy Score Key: 0 = Not Started or Not Due, 1 = Planning Started or Minor Tasks Started, 2 = Planning Complete/Process Started, 3 = Planning Finalized and Significant Tasks/Process Completed, 4 = All Steps Completed/Finalized

Program Services - Youth Program & Development Focus GroupStrategic Plan Progress - 2012


Objective 1: 75% of Last Frontier Council Scouts attend camps and outdoor programs.

Offer Cub Scout camping opportunities with a wide variety of dates, locations, duration, and cost.

Each district plans to have a Cub Scout Day Camp. The plan in 2012 is that they all take place in the district. The council offers one Resident camp and several Family camps. Camping opportunities have room to expand at John W. Nichols Scout Ranch.

Promote Cub Scout Camping through direct marketing and district volunteers.

A variety of direct marketing tools are used to promote Cub Scout Camping. Most districts still lack effective Caming Committees for camp promotion. Cub Scout camping has increased from 54% to 62%

Ensure that Council-level Cub Scout camping programs are fun, easy to attend, and unique outdoor experiences - not duplications of other activities such as sports or school events.

Cub Resident Camp and Family Camp at George Thomas is very popular with excellent camper survey results. Council family camping has increased by 65%.

Create Cub Scout camp properties that accommodate a higher volume of participants.

Increase in Cub Scout Family camping and Resident Camping is limited by facilities. PLans are needed to expand dining capacity, shooting ranges, quality of campsites, and other program areas.

Increase the number of Last Frontier Council Troops at-tending summer camp.

There has been no significant change in the number or percentage of Troops attending summer camp, although total Boy Scout camp attendance increased from 53% to 63%. Plans are in place for a major sum-mer camp promotion campaign.

Increase the number of Last Frontier Council youth attend-ing National High Adventure Bases.

National High Adventure Base attendance more than doubled from 2011 to 2012. Attendance for 2013, including contingent to the Bectel Summit, look promising.

Develop & expand the council-level high adventure pro-gram to encourage retention of older youth

The Diamond H Committee is realizing great success with a variety of programs at Diamond H Scout Ranch, now a Nationally-Accredited High-Adventure Base, with 50 High Adventure participants and 48 NYLT partici-pants.

Objective 2: Provide practi-cal leadership experiences for youth by increasing the number of youth serving on event committees and camp staff.

Ensure that every program activity has older youth involved in the leadership of the event.

Many programs already have older youth involved, particularly camps, Venturing, and OA activities. Most activities and district programs do not involve older youth.

Train council and district-level volunteers on how to identify and work with youth in program development and execu-tion.

There has only been preliminary discussion on this item.

Objective 3: Develop coun-cil and district activities that are built on partnerships with organizations that have great local program opportunities for youth.

Engage leadership from other nonprofits, United Way part-ners, churches, civic clubs, and local and state agencies by getting them involved on activity and program committees at the council and district level.

There has only been preliminary discussion on this item.

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Program Services - Youth Program & Development Focus GroupStrategic Plan Progress - 2012

Offer Cub Scout camping opportunities with a wide variety of

dates, locations, dura-tion, and cost.

Promote Cub Scout Camping through

direct marketing and district volunteers.

Ensure that Council-level Cub Scout camping programs are fun, easy to

attend, and unique outdoor experiences - not duplica-tions of other activities such as sports or school events.

Create Cub Scout camp properties

that accommodate a higher volume of

participants.

Increase the number of Last Frontier Coun-cil Troops attending

summer camp.

Increase the num-ber of Last Frontier

Council youth attend-ing National High Adventure Bases.

Develop & expand the council-level high adventure program to encourage retention of

older youth

Ensure that every program activity has

older youth involved in the leadership of the

event.

Train council and dis-trict-level volunteers

on how to identify and work with youth in

program development and execution.

Engage leadership from other nonprofits, United Way

partners, churches, civic clubs, and local and state agencies by getting them involved on activity and

program committees at the council and district level.

Objective 1: 75% of Last Frontier Council Scouts attend camps and outdoor programs.Objective 2: Provide practical leadership experiences for youth by increasing the number of youth serving on event com-

mittees and camp staff.

Objective 3: Develop council and district activities that are

built on partnerships with organizations that have great local program opportunities

for youth.

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Program Services - Service to Units Focus GroupStrategic Plan Progress - 2012


Objective 1: The council’s Executive Board is dedicat-ed to the highest quality of service to our membership through the units in which they participate.

The Council Executive Committee annually evaluates the structure, personnel, and support systems to provide the most direct and effective support for charter partners, units and members.

This process has begun this process, but it it still ongoing.

Create and maintain a communication structure for both gathering and disseminating information and useful feed-back.

Each district now has a newsletter, that goes out monthly.

Objective 2: Council vol-unteers and staff strive to create a culture of mutual respect, focus on areas of needed improvement, and sharing of “best practices.”

Create and maintain a communication structure for both gathering and disseminating information and useful feed-back.

A conference was held in September 2012 with all districts in attendance. The focus was to revitalize district committees and commissioner staffs.

Reinvent roundtable, making it more relevant for Scout leaders.

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Program Services - Service to Units Focus GroupStrategic Plan Progress - 2012

The Council Executive Committee annually evaluates the structure, personnel, and support systems to provide the most direct and effective support for charter partners, units and members.

Create and maintain a communication structure for both gathering and dissem-inating information and useful feedback.

Ensure that all District Committees and Commissioner staffs are full, functioning

and effective.

Reinvent roundtable, making it more relevant for Scout leaders.

Objective 1: The council’s Executive Board is dedicated to the highest quality of service to our membership through the units in

which they participate.

Objective 2: Council volunteers and staff strive to create a cul-ture of mutual respect, focus on areas of needed improvement,

and sharing of “best practices.”

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Marketing Focus GroupStrategic Plan Progress - 2012


Objective 1: Marketing ef-forts support the increase of youth served to 12% of total available youth.

Establish a marketing and branding plan that ensures a clear message about Scouting’s mission and that Scouting is fun.

The National Scouting marketing slogan, “Prepared. For life.” is being used and the market-ing committee is exploring how to build upon that branding on a local level to accomplish our mission and strategic plan goals.

Clearly identify audience segments and best way to com-municate with them.

Primary external audience segments that have been identified are youth, parents, and sup-porters/donors. The primary focus of initial marketing is currently on Cub Scout aged youth because they comprise over 70% of current membership.

Objective 2: Improve com-munication and marketing to existing members.

Clearly identify segments of our membership and best methods to communicate with them.

Primary internal audience segments that have been identified are youth members, adult volunteers, parents, donors, and Scouting alumni. Communications are now being targeted by program (Cub Scout Program vs. Boy Scout/Venturing Program).

Maintain a channel for units to share information with each other.

Not started. Waiting implementation of new National Scouting membership database/struc-ture.

Objective 3: Improve public perception of Scouting and its values to our communi-ties.

Work with local media to promote existing Scouting activi-ties and events through traditional media outlets as well as social media.

The Public Relations/External Marketing Committee is now generating at least one press release per month for Scouting events, and working with local volunteers on how to promote their Cub Scout Pack or Boy Scout Troop to their local media.

Ensure Scouting units are more visible and active in their communities, including local disaster relief efforts.

The Program Services Group responds to local disasters by engaging local Scouting mem-bers and volunteers. The PR/External Marketing Committee is working on a plan to capture service when done at the local level and promote that to our communities.

Marketing Focus GroupStrategic Plan Progress - 2012

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0Establish a marketing and brand-

ing plan that ensures a clear message about Scouting’s mis-sion and that Scouting is fun.

Clearly identify audience seg-ments and best way to com-

municate with them.

Clearly identify segments of our membership and best

methods to communicate with them.

Maintain a channel for units to share information with each

other.

Work with local media to promote existing Scouting activities and

events through traditional media outlets as well as social media.

Ensure Scouting units are more visible and active in their communities, including local

disaster relief efforts.

Objective 1: Marketing efforts support the increase of youth served to 12% of

total available youth.

Objective 2: Improve communication and marketing to existing members.

Objective 3: Improve public perception of Scouting and its values to our com-

munities.

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Governance & Administrative Services Focus GroupStrategic Plan Progress - 2012


Objective 1: The Execu-tive Board is effective in promoting, supporting and overseeing Scouting in the Last Frontier Council.

Recruit and maintain an Executive Board of community leaders dedicated toward supporting the scouting move-ment.

Effective Nominating Committees are being held each year with non-board members in-volved in the process and as potential volunteers.

Establish and maintain procedures where the Executive Board provides proper governance and oversight to ensure transparent, efficient and compliant operations.

ByLaws are currently under review. Committees are functioning. Key 3 is active. Need to establish position descriptions for each council level committee chair. Risk Management Committee is established and active. Health & Safety Committee is functioning.

Objective 2: The Execu-tive Board ensures that the Council’s operations are aligned with achieving the organization’s mission.

Establish the Council’s Strategic Plan as the operational plan for the Last Frontier Council. In Progress.

Define and align the responsibilities of the Executive Board to achieve the Council’s Strategic Plan. Work needs to be done.

Objective 3: The Last Fron-tier Council will achieve a 5% reduction, annually, in customer dissatisfaction with the Council Service Center operations (internal and external customers included).

Develop and implement the best procedures and systems to overcome problems created by ScoutNet. No progress because of National Council’s delays with the rollout of the new Scoutnet.

Compile a Council Resource Manual for staff and scouters (separate and online). No progress because of National Council’s delays with the rollout of the new Scoutnet.

Design and implement job function descriptions for each specific task that is the responsibility of each of the council office staff.

Have not started.

Objective 4: The Last Fron-tier Council will achieve a 5% reduction, annually, in customer dissatisfaction in all administrative services provided.

Identify issues that negatively affect the council’s staff from delivering excellent customer service and implement solu-tions to overcome these obstacles

Have not started.

Design, develop and implement a “volunteer administrative group” at both Council and District levels to assist during peak work load.

Have not started.

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Governance & Administrative Services Focus GroupStrategic Plan Progress - 2012

Recruit and maintain an Executive Board of com-munity leaders dedicated

toward supporting the scouting movement.

Establish and maintain procedures where the Execu-

tive Board provides proper governance and oversight to ensure transparent, efficient and compliant operations.

Establish the Council’s Strategic Plan as the

operational plan for the Last Frontier Council.

Define and align the responsibilities of the Ex-ecutive Board to achieve the Council’s Strategic

Plan.

Develop and implement the best procedures and

systems to overcome problems created by

ScoutNet.

Compile a Council Resource Manual for staff

and scouters (separate and online).

Design and implement job function descriptions for each specific task that is the responsibility of each of the council office staff.

Identify issues that nega-tively affect the council’s

staff from delivering excel-lent customer service and

implement solutions to overcome these obstacles

Design, develop and implement a “volunteer administrative group” at both Council and District

levels to assist during peak work load.

Objective 1: The Executive Board is effective in promoting, support-

ing and overseeing Scouting in the Last Frontier Council.

Objective 2: The Executive Board ensures that the Council’s opera-tions are aligned with achieving

the organization’s mission.

Objective 3: The Last Frontier Council will achieve a 5% reduction, annually, in customer dissatisfaction with the Council Service Center operations (internal

and external customers included).

Objective 4: The Last Frontier Coun-cil will achieve a 5% reduction, annu-ally, in customer dissatisfaction in all

administrative services provided.

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Talent Management Focus GroupStrategic Plan Progress - 2012


Objective 1: All LFC volunteers and staff are the best possible to perform the job required for a successful Scouting program.

Create a Council Talent Management Committee to oversee continu-ous improvement and achievement of these objectives. Chair would become a member of the Council Executive Board and Executive Committee.

Completed.

In line with National Council hiring requirements, develop a recruiting plan to ensure high quality staff applicants are identified and informed of employment opportunities in the Council.

By fully using the Council and District Nominating Committee pro-cess, ensure that district committees are recruited to full strength with the right individuals and that annual Council and District Committee evaluations are conducted.

Two of the three tasks (tactical goals) associated with this strategy have been started.

Objective 2: All LFC adult vol-unteers and youth leadership on every level of program are properly trained to produce the highest quality experience for our youth members.

Move oversight of Volunteer training from Program to Talent Manage-ment. Completed.

Place District Roundtable leadership under Talent Management so roundtables become a unit level talent development tool.

Objective 3: The LFC staff are fully trained and completely en-gaged in supporting the council mission.

Ensure that Last Frontier Council Staff fully understand all of the volunteer trainings and resources are available to them if they would like to participate and, where appropriate, are part of their personal development plan.

No formal training has been conducted with staff.

Establish a Staff Development component for the Human Resources Committee.

Objective 4: The LFC staff are fully trained and completely en-gaged in supporting the council mission.

Develop a program of joint experiences and team development be-tween staff and volunteers that will create an environment of coopera-tion and ensures the best quality Scouting experience for our youth.

Working. District Revitalization Workshop held on Sept. 15, 2012

Through the Talent Management Committee, create a method of confidential feedback.

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Talent Management Focus GroupStrategic Plan Progress - 2012

Create a Council Talent Manage-ment Committee to oversee

continuous improvement and achievement of these objectives. Chair would become a member of the Council Executive Board and

Executive Committee.

In line with National Council hiring requirements, develop a recruiting plan to ensure high quality staff applicants

are identified and informed of employment opportunities in

the Council.

By fully using the Council and District Nominating Committee

process, ensure that district committees are recruited to full strength with the right individu-als and that annual Council and District Committee evaluations

are conducted.

Move oversight of Volunteer training

from Program to Tal-ent Management.

Place District Roundtable leadership under Talent Management so round-

tables become a unit level talent development tool.

Ensure that Last Frontier Council Staff fully understand all of the

volunteer trainings and resources are available to them if they would like to participate and, where appropriate, are part of

their personal development plan.

Establish a Staff Development compo-nent for the Human Resources Com-

mittee.

Develop a program of joint expe-riences and team development between staff and volunteers

that will create an environment of cooperation and ensures the

best quality Scouting experience for our youth

Through the Talent Management Com-

mittee, create a method of confiden-

tial feedback.

Objective 2: All LFC adult volunteers and youth leadership on every level of program are properly trained to produce the highest quality experience for our youth members.

Objective 3: The LFC staff are fully trained and completely engaged in

supporting the council mission.

Objective 4: The LFC staff are fully trained and completely engaged in

supporting the council mission.

Objective 1: All LFC volunteers and staff are the best possible to perform the job required for a successful

Scouting program.

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Properties Focus GroupStrategic Plan Progress - 2012

Objectives Strategies Progress CommentsObjective 1:The council has a clear purpose state-ment for each of the six camps from which program and capital improvement decisions will be based.

Completed (Fall 2011). The property purpose statements were published in the original stra-tegic plan. To view the full Properties Report from the Strategic Plan Properties Focus Group, go to: www.LastFrontierCouncil.org/StratPlanProperties

Objective 2: Council prop-erties are safe, functional, well maintained, and repre-sent the integrity of the Boy Scouts of America and the Last Frontier Council.

Active and functioning risk management committee that is ensuring that properties are safe, insured, compliant with local ordinances and present a minimal risk to the council operation.

Risk Management Committee formed and functioning. Forming task priorities.

Council Health and Safety Committee is active and func-tioning ensuring that all activities that take place on and off council properties adhere to the Guide to Safe Scouting, camp standards, BSA guidelines and local health ordi-nances.

Properties committee has an active maintenance compo-nent overseeing the upkeep and appearance of all proper-ties

Have attempted.

Objective 3: Capital improve-ments specified in the 2007 Capital Campaign will be completed as planned and future capital campaign needs are being explored and enumerated by the end of 2013.

Assemble a task force by third quarter, 2012, to examine cur-rent council office facilities and determine future needs. Details of capital construction in “Bricks & Mortar” book. Committee not formed.

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Properties Focus GroupStrategic Plan Progress - 2012

Objective 1:The council has a clear purpose statement for each of the six campsfrom which program and

capital improvement decisions will be based.

Active and functioning risk manage-ment committee that is ensuring that

properties are safe, insured, compliant with local ordinances and present a minimal risk to the council operation.

Council Health and Safety Committee is active and functioning ensuring that all activities that

take place on and off council properties adhere to the Guide to Safe Scouting, camp standards,

BSA guidelines and local health ordinances.

Properties committee has an active maintenance component overseeing

the upkeep and appearance of all properties

Assemble a task force by third quarter, 2012, to examine current council office facilities and determine future needs.

Objective 2: Council properties are safe, functional, well maintained,and represent the integrity of the Boy Scouts of America

and the Last Frontier Council.

Objective 3: Capital improvements speci-fied in the 2007 Capital Campaign will be completed as planned and future capital campaign needs are being explored and

enumerated by the end of 2013.

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Finance Focus GroupStrategic Plan Progress - 2012


Objective 1: The minimum level of reserve operating capital is $500,000 as of December 31 annually. Decisions are first made on the best mission and pro-gram impact, not because of available funding.

Increase the annual Friends of Scouting Campaign by 6% annually through 2016.

Increase the annual contributions from local foundations including the LFC Trust. New foundations are being solicited annually, and in 2012 a new foundation gift of $29,000 was secured.

Using 2011 giving levels as a baseline, maintain all giving levels from United Ways and seek additional methods to increase those levels. Relationships with United Way Partners are a key focus, and in 2012 contributions increased by 6%.

Maintain fiscal discipline through an active Budget Committee, Audit Committee and thorough budget controls overseen by the Executive Committee and management staff.

Budget process is in place with volunteers at every level. Budget meetings are held quarterly with both staff and volunteers to make any necessary adjustments. Audit Committee is engaged in annual independent audit.

Ensure that council and district-level activities are revenue neutral with all costs being considered including overhead and administrative support.

Processes are in place at the district level to develop and execute budgets to achieve this goal.

Help units through product sales that focus on funding a high-quality program for youth and that also minimizes a joining barrier of cost.

Each unit is given an opportunity to participate in annual popcorn sale and the camp card sale. (Camp card sale was started in 2012 in response to this strategic plan goal.)

Increase fundraising from non-traditional contributors through council level special events such as the Sporting Clays Tournament, Gather-ing of Eagles, Distinguished Citizen Dinner, etc.

Two annual special events: Sporting Clays Tournament and Gathering of Eagles are both in their 2nd year, and both are adding net funds to the council budget.

Educate the Scouting family on how Scouting is financed, and how increased funding helps improve program quality and the accomplish-ment of the organization’s mission.

This is being done through the Family Friends of Scouting program.

Objective 2: 2007 capital construction is complete and the planning is under-way for the next campaign.

Form a committee to evaluate capital needs and goals for next 10 years. Not started.

An exploratory committee is active planning the next capital cam-paign.

Not started. (Several projects still remain to be completed from 2007 Capital Campaign. All construction is being executed on a cash basis as capital pledges are paid.)

The capital fund has a balance of $500,000 to launch the next cam-paign.

Objective 3: Maintain the Last Frontier Council Trust Board with trustees who ensure the trust’s integrity and governance.

Increase endowment from $3million to $8millon in next ten years through education, promotion and solicitation. Not started.

Include the annual Trust Board appointments as a part of the Council Nominating Committee. Completed. Implemented in 2013 Council Nominating Committee (held in fall of 2012).

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Finance Focus GroupStrategic Plan Progress - 2012

Increase the annual Friends

of Scouting Campaign by 6% annually through

2016.

Increase the an-nual contributions from local founda-tions including the

LFC Trust.

Using 2011 giving levels as a baseline, maintain all giving levels from United

Ways and seek additional methods to increase those levels.

Maintain fiscal discipline through an active

Budget Committee, Audit Committee and

thorough budget controls overseen by the Ex-

ecutive Committee and management staff.

Ensure that council and district-level

activities are revenue neutral with all costs

being considered including overhead and administrative

support.

Help units through product sales that focus on funding a

high-quality program for youth and that also

minimizes a joining barrier of cost.

Increase fundraising from non-traditional con-tributors through council level special events such

as the Sporting Clays Tournament, Gathering of Eagles, Distinguished

Citizen Dinner, etc.

Educate the Scouting family on how Scouting

is financed, and how increased funding helps improve program quality and the accomplishment

of the organization’s mission.

Form a commit-tee to evaluate

capital needs and goals for next 10

years.

An exploratory committee is

active planning the next capital

campaign.

The capital fund has a balance of $500,000 to launch the next

campaign.

Increase endow-ment from $3million to $8millon in next ten years through education, promo-

tion and solicitation.

Include the an-nual Trust Board

appointments as a part of the

Council Nominat-ing Committee.

Objective 2: 2007 capital construction is complete and the planning is un-

derway for the next campaign.

Objective 3: Maintain the Last Frontier Council Trust Board with trustees who

ensure the trust’s integrity and governance.

Objective 1: The minimum level of reserve operating capital is $500,000 as of December 31 annually. Decisions are first made on the best mission and program impact, not because of available funding.

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Documents

Strategic Plan 2012 Update