“2010—When Tradition Meets Tomorrow!” National Parent Initiative Marketing Summit July 13, 2006 Cleveland, Ohio

“2010—When Tradition Meets Tomorrow!” National Strategic Planning 2006 – 2010 Five Pillars to Success

“2010—When Tradition Meets Tomorrow!” Our mission has not changed. Our mission has not changed. The principles of Scouting The principles of Scouting have not changed. A great history. A great history. An honorable tradition. An honorable tradition.

“2010—When Tradition Meets Tomorrow!” We are embarking upon our second century. We are embarking upon our second century. We must be prepared to meet needs of tomorrow’s families. We must be prepared to meet needs of tomorrow’s families.

“2010—When Tradition Meets Tomorrow!” Honor and vision of Scouting remain strong and will propel our mission into its next hundred years. Honor and vision of Scouting remain strong and will propel our mission into its next hundred years. The methods must change to meet the needs of time. The methods must change to meet the needs of time.

“2010—When Tradition Meets Tomorrow!” Our rich history gives us a foundation upon which to adapt to America’s evolving culture. Our rich history gives us a foundation upon which to adapt to America’s evolving culture. We must embrace tomorrow with our mission to serve youth. We must embrace tomorrow with our mission to serve youth.

“2010—When Tradition Meets Tomorrow!” Our vision is: “To improve the QUALITY of the program in every unit in America!”

“2010—When Tradition Meets Tomorrow!” How do we achieve success? Our national strategic plan will guide us by five pillars supported by measurable, specific goals.

“2010—When Tradition Meets Tomorrow!” Pillar I: Every youth has an opportunity to be involved in a quality Scouting experience— * Increase market share and/or growth. * Increase the number of new members. * Improve member retention. * Increase the number of units.

“2010—When Tradition Meets Tomorrow!” Pillar II: Every local council is fiscally sound— * Reduce the number of councils with annual operating deficits. * Increase local councils’ unrestricted net assets. * Increase local councils’ endowment fund assets.

“2010—When Tradition Meets Tomorrow!” Pillar III: The number of engaged, accountable volunteers is dramatically increased at all levels of Scouting— * Add 1 million new volunteers and provide them with training. * Increase the number of active, engaged commissioners. * Increase the number of Quality Councils/ Districts/Units. * Increase the tenure of volunteers to impact success of program at all levels of the program—unit, district, and council.

“2010—When Tradition Meets Tomorrow!” Pillar IV: Local, regional, and national chartered organizations and strategic alliances are identified and engaged— * Increase the number of chartered organizations and strategic alliances. * Conduct a national development campaign to fund phases of the Strategic Plan.

“2010—When Tradition Meets Tomorrow!” Pillar V: Enough of the right professionals are identified, developed, and retained in the right positions at all levels, with a focus on inclusiveness— * Increase the number of youth-serving executives. * Increase the number of minority/female professionals. * Improve employee retention.

VISION AND FOCUS 2006—A year of research. 2006—A year of research. 2007—Focus on helping every local council to become fiscally sound. 2007—Focus on helping every local council to become fiscally sound. 2008—Launch a campaign to engage 1 million new volunteers. 2008—Launch a campaign to engage 1 million new volunteers. 2009—Salute chartered organizations and other strategic alliances and highlight our tradition of service. 2009—Salute chartered organizations and other strategic alliances and highlight our tradition of service. 2010—Celebrate our 100th anniversary. 2010—Celebrate our 100th anniversary.

Purpose of the support manual for local councils Assist local councils in developing and managing their strategic plan for the future. Assist local councils in developing and managing their strategic plan for the future. Support integration of the five pillars into the fiber of the local council’s plan. Support integration of the five pillars into the fiber of the local council’s plan. Designed to give direction in key areas of support needed to implement and continue a quality program experience. Designed to give direction in key areas of support needed to implement and continue a quality program experience.

Strategic Planning Support A motivational video available to assist in developing and implementing the strategic plan locally. (Available in fall 2006.) A motivational video available to assist in developing and implementing the strategic plan locally. (Available in fall 2006.) An appendix will have: 1) resource section listing by pillars the resources available to support a council and 2) Excel worksheets related to specific pillars, some with a graphic attached to show your findings and objectives for the future. An appendix will have: 1) resource section listing by pillars the resources available to support a council and 2) Excel worksheets related to specific pillars, some with a graphic attached to show your findings and objectives for the future. Manual available online to each council under BSA Info, then under Program Group, then under Leadership Support Service. Manual available online to each council under BSA Info, then under Program Group, then under Leadership Support Service.

PILLAR III—VOLUNTEERS The number of engaged, accountable volunteers is dramatically increased at all levels of Scouting: The number of engaged, accountable volunteers is dramatically increased at all levels of Scouting: – Add 1 million new volunteers. – Increase the number of Quality Councils/Districts/Units. – Increase the number of active, engaged commissioners. – Increase the tenure of volunteers to impact success of program at all levels of the program– unit, district, and council.

THE FACTS – Percentage of youth retained was an average of – Percentage of direct contact leaders trained was an average of 40%. – Market share based on the density of total available youth served in each program: – Cub Scouting: Average of 17.7%. – Boy Scouting: Average of 14.9%. – Venturing: Average of 2.3%.

Volunteers are a key ingredient in providing a quality program: Lack of trained adult leadership. Lack of trained adult leadership. Not enough trained volunteers who participate regularly. Not enough trained volunteers who participate regularly. Lack of available time. Lack of available time. The Boy Scouts of America was founded on the premise, “Volunteer involvement is critical in providing “Volunteer involvement is critical in providing a quality program.” a quality program.”

Engaged and Accountable Volunteers Assist with: Assist with: – fund-raising, – unit service, – program activity support, – membership recruitment, – retention and – chartering organization relationships.

Engaged and Accountable Volunteers It It is imperative for volunteers to be engaged with their professional counterparts in establishing the goals of the program: – Match – Match resources to jobs with talents. – Correlation – Correlation of how many professionals are involved to the recruitment of quality volunteers.

MEASURES OF SUCCESS Volunteers registered on a unit level compared to the number of units and the number of youth involved in December 2005 was: Volunteers registered on a unit level compared to the number of units and the number of youth involved in December 2005 was: – 9.35 volunteers on average per unit. – 2.56 youth per registered adult at all levels. This was down slightly from 2004.

Focus of Strategic Plan Issues A focused agenda. A focused agenda. Recruitment of volunteers. Recruitment of volunteers. Mentoring to volunteers and parents. Mentoring to volunteers and parents. Increase retention of youth. Increase retention of youth. Involvement of parents in regular operation of units. Involvement of parents in regular operation of units.

STRATEGIES TO MEASURE OUR SUCCESS Integrate plans for the new National Parent Initiative program into current programs and literature. Integrate plans for the new National Parent Initiative program into current programs and literature. Create new positions and position descriptions for units to involve more parents in their unit operations. Create new positions and position descriptions for units to involve more parents in their unit operations. Develop an orientation for new parents to receive by: Develop an orientation for new parents to receive by: – One-on-one coaching. – Internet access 24/7 linked to national and local Web sites. – Key literature for youth. – Integration into training of leaders and staff.

National Parent Initiative Vision of the program is: “A passionate parent initiative that continually increases youth and parent recruitment, retention, advancement, participation, perseverance, and a passion for Scouting.”

National Parent Initiative The mission is: “To create, implement, and develop initiatives that increase participation and the passion of volunteers, especially parents, by promoting parents’ understanding, appreciation, and prioritization of Scouting and its importance to their child’s development and their Scouting success.

National Parent Initiative Brief History: Brief History: – Gerald Lawhorn and family vision. – BSA embraces vision. – Pilot testing in two councils.

National Parent Initiative What makes it different? Parent-focused. Parent-focused. Changing behaviors. Changing behaviors. Style, tone, and key messages. Style, tone, and key messages.

National Parent Initiative Program Pilot Councils Flint River Council Scout Executive George McGovern Griffin, Georgia ***** Daniel Boone Council Scout Executive Steve Taylor Asheville, North Carolina

National Parent Initiative Plans and progress from the Pilot Councils’ work can be seen and feedback given through their Web site—

National Parent Initiative Objectives for the program initiative include: Increase parent recruitment. Increase parent recruitment. Increase parent retention. Increase parent retention. Increase parent participation. Increase parent participation. Increase youth advancement. Increase youth advancement. Increase youth determination. Increase youth determination. Increase the passion for participation in Scouting by youth and parents. Increase the passion for participation in Scouting by youth and parents.

National Parent Initiative As part of the basic program, each youth member’s family will be encouraged to: 1) Influence their child to become a Scout; 2) Participate in Scouting directly with their child; 3) Go to and observe Scout meetings; 4) Be part of the unit’s program—both weekly meetings and outings; 5) Support the program financially; 6) Coach their child’s advancement and the earning of recognition awards in Scouting; 7) Serve in one support role during the Scouting year.

National Parent Initiative Each council and district must: *Assess current volunteer structure for coordination and implementation. *Provide support for training of units and monitoring the program. *Integrate the program ideas into unit programming and organization.

National Parent Initiative Each unit involved in the program would: *Have someone to coordinate from the unit committee. *Keep new and current parents aware of unit’s programs and needs.

National Parent Initiative New parents would be provided with: A welcome kit of how the unit works; A welcome kit of how the unit works; An orientation for all parents to answer questions and talk with them about the benefits of the Scouting program; An orientation for all parents to answer questions and talk with them about the benefits of the Scouting program; Keep all parents updated on unit’s program and their child’s involvement; Keep all parents updated on unit’s program and their child’s involvement; Secure every parent’s commitment to help with an assignment or project annually. Secure every parent’s commitment to help with an assignment or project annually.

STRATEGIES TO MEASURE OUR SUCCESS Quality Award Recognition being changed to Centennial Award in 2007: Quality Award Recognition being changed to Centennial Award in 2007: – Recognize a quality program by recognizing councils, districts, and units with the annual quality award achievement. – Vision nationally is: “To improve the QUALITY of the program in every unit in America!”

CENTENNIAL AWARD UNIT REQUIREMENT Requirement No. 3: As a participating unit in the national parent initiative, we commit to recruit new adults to be active.

2006 – 2010 National Strategic Plan “When Tradition Meets Tomorrow!” Every youth of Scouting age should have the opportunity to experience the premier youth development program in America— the Boy Scouts of America.

2006 – 2010 National Strategic Plan “When Tradition Meets Tomorrow!” Thank you and have a great Scouting experience… “To improve the QUALITY of the program in every unit in America!”