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

•We are embarking upon our
    second century.

•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.

•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.

•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.

•   2007—Focus on helping every local council
    to become fiscally sound.

•   2008—Launch a campaign to engage 1
    million new volunteers.

•   2009—Salute chartered organizations and
    other strategic alliances and highlight our
    tradition of service.

•   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.

• 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.
               Strategic Planning
                    Support
• 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.

• 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:

   – 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
  65.4.

– 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.

• Not enough trained volunteers who participate
  regularly.

• Lack of available time.

The Boy Scouts of America was founded on the
  premise,
     “Volunteer involvement is critical in providing
           a quality program.”
        Engaged and Accountable
              Volunteers
• Assist with:
  – fund-raising,
  – unit service,
  – program activity support,
  – membership recruitment,
  – retention and
  – chartering organization relationships.
        Engaged and Accountable
              Volunteers
• It is imperative for volunteers to be
 engaged with their professional
 counterparts in establishing the goals
 of the program:

  – Match resources to jobs with talents.

  – 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:

  – 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.

•Recruitment of volunteers.

•Mentoring to volunteers and parents.

•Increase retention of youth.

•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.

• 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:
   –   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:

  – Gerald Lawhorn and family vision.

  – BSA embraces vision.

  – Pilot testing in two councils.
     National Parent Initiative

What makes it different?

• Parent-focused.

• Changing behaviors.

• 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—

         www.ScoutParents.org
        National Parent Initiative
Objectives for the program initiative include:

•   Increase parent recruitment.
•   Increase parent retention.
•   Increase parent participation.
•   Increase youth advancement.
•   Increase youth determination.
•   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;
• 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;
•   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:

  – 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!”

								
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