2006 - 2010 When Tradition Meets Tomorrow Ce ed Strategic Long Range Plan eres PANES) ce) ere Bite Seettcne a titoa ter)March 16, 2007 Great Alaska Council, Boy Scouts of America has developed a well camed reputation asa quality council under BSA guidlines (Quality Gouna) Through an outstanding program, our youth within our ‘Council are experiencing Scouting in increasing numbers. “To ensure that our youth continue to receive a strong, value-based pro- gram, our Strategic Long Range Planning Commits spent countless rear analyzing dara and looking ovr facilies to create a vision of ‘what our Council must address and, ultimately, implement during che next five years of this new millennium. “The Committee covered all fiers of our Scouting program: The analy- ses, recommendations and strategies consained in ths report project frowth in membership and quality programs, a trong nancia) base, a ateadfast support by our Executive Board and volunter leader to fuaranee the excellence in Scouting for which our Council is known. Tchas been my honor and pleasure o lead this efor. I wish to express nny deep and sincere appreiaton to all who served on the Strategic Long Range Planning Commitee. Sincerely, Julius J. Breche Chairman Strategic Long Range Planning Committee‘The 2006-2010 Strategic Long Range Plan - When Tradition Meets Tomorrow. (Plan) ~ isa culmination of several factors. Scouting’s 100-ycar history, changing social dynam- ‘cs, and the direct input of Scouting volunteers and professionals from around Great Alaska Council (Council) all provided the necessary insight to create a blueprint that. will serve asthe foundation for how we face our omorrow. As we began development of our Plan, pee peered wok had Took at the world around us to gai understanding of what Scouting means today I. Youth Menbeaip . II. Volunteer Leadership Ill. Financial Stability IV. Community Collaboration. _V. Staff Support (Our plan is process-driven and geared toward bridging the gap between our honored. past and our dynamic furure. Neither the mission nor the principles of Scouting have changed. However, we real- ize our methods must adapt to meet the needs of youth within our Cound and che environment in which we live. (On the following pages you will find (i) che five key strategies or pillars of our Plan @Billars) and theie specific, measurable goals as they relate to our Council and Gi) a description of our properties on which we are t0 implement our Plan (Council Owned Propertics) Itis up to cach of us to carry out our respec- tive responsibilities in support of these strategies \ to ensure the success of Scouting in Alaska in the best interest of our youth.Mission Statement by instilling in them the values of the Scout Oath and Law. ( sasicll Core Purpose lop Good Leaders and Citizens ‘Council Core Values lf Sufficiency, Duty, Character Council Core Vision 20 (000 total youth involved in our programs by 2010 bs - Vision Statement 8 Alaska Council, Boy Scouts of America prepares _ young people for productive adulthood through "collaboration with other community organizations. - Prepare young people to make ethical and moral choices over their lifetimes eS Great Alaska Council By the yeat 2010, Great Alaska Council will succeed in he folowing Grow a balanced increase in all program levels, to serve over 20,000 total youth annually with an emphasis on serving all youth popilatons. s ‘+ Serve these youth with programs of the Ge quality: Be supported by staff, volunteer leaders and facilities, necessary to meet our goals. + Be funded with sufficient income and endowment fands to support Council growth in service to our youth and communities. Be Pillars of Success The five key strategies, ic., Pillars, that will guide Great Alaska Council to achieve its vision are as follows: se ilar II - Volunteer Leadership f Increase the number of engaged, accountable volunteers at all levels of Scouting, Pillar III - Financial Stability Keep our Council fiscally sound. ‘Pillar IV - Community Collaboration i Pome Identify organizations in the community to serve as sponsors of Scouting units Zh of (Chartered Organizations) and engage in strategic alliances. Par Pillar V - Staff Support Identify, develop and retain sufficient professional and support stalf in ~ suitable positions at all levels, with a focus on diversity. reat Nuala! Council, Stategic Long Range PlanBo Yo Pillar I: RD RE Sec ae | Objective #1: Increase participation to 20,000 total youth members, while increasing our ability to serve youth of all ethnic, economic and religious backgrounds in both urban and rural Alaska. Membership Membership in Great Alaska Council is to pu it simply, “the business we're in.” The success of our program is largely measured in che community by the number of youth that we serve. Recruiting and building a council is a year round effort for volunteers and staff involved in the process. Our goal is to not only involve youth in Scouting initially but also to keep them involved and pro- pressing in their Scouting career. Key Issues Our Council had a 13.1% market share of the coral avai able youth, ie, number of available Scout-aged youth that reside within the boundaries of Great Alaska Council in our traditional programs (Total Available Youth) as of December 31, 2006, The national average is 10.9% and the national standard, our goal, is 15.5%. In addition to recruitment, retention will be one of the key ingredients in mecting the BSA national standard. Several factors are involved, including the following: trained leaders (especially unit commissioners), quality programs, and a greater effort in transitioning youth, cg., ‘Tiger Scout to Cub Scout, Cub Scout to Webelos Scour, Webelos Scout co Boy Scout, and Boy Scout to Venturer. uth Provide opportunity for every eligible youth to be involved in a quality Scouting experience. embership ‘Total Available Youth will, demographically, be virtu- ally unchanged. ‘The current census figures indicate that boys ages 6-10 (Cub Scout prospects) will decrease 1.64% from 2005 to 2010, and boys 11-13 — (Boy Scout prospects) will decrease 5.66% over the same time. It will be increasingly more important for our Council to look at subsets of Toral Available ‘Youth. The following table breaks out various subsets of Total Available Youth: Total Available Youth Category 2005 ©2010 % Chan ote a me | loteerees cut rar mae | ‘Cub Scouts - Asian 35% 42% 421.194 Cis: a Ceo Ra Tic Eee } [eS aiew Anrien 38 a6 Coane cents oy ae | Se ac an 0 Z Boy Scouts - American Indian 20.9% 19.5% =Strategies to Address Key Issues | RO ‘As we work to achieve the 15.5% national standard in population density served by 2010, several areas need more work both on the volunteer and the professional level. These are as follows: * Our Council must strive to achieve 15.5% of Total Available Youth by 2010. To accomplish this goal we must grow by 300 youth 2 year for each, of the next five years. * Our Council muse work on marching programs with community needs and develop new partners, eg, the Native communities. * Our Council must develop recruitment strategies that are more ethnicelly diverse. Objective #2: Tncrease youth retention through emphasis on camping, | _aning and advancement | Bcor in how long youth stay withthe program. Activities, training, outdoor camping, and advancement are among the key components of the Scouting program. A significant amount of time and energy is spent by vol- “unteers and parents to ensure these aspects of the pro- gram run smoothly. In doing so, they work to qualify “their unit in Scouting to attain the BSA National Centennial Quality Unit Award. Key Issues ¢ key issues of retention, training, and existing camp facilities have been identified as most important. These three issues are inextricably interrelated and must be addressed to continue delivering a quality program. Retention is in large measure a function of unit and council program. IFa Scout is having fun and is chal- “eriged, the Scout tends ro remain in the program for a Tonger period of time. In 2006 in spite of serving a tran- = © Great Masks Council, Strategic * Our Council must increase emphasis on transition and develop a formal transition program, especially in the transition between Webelos Scout and Boy Scout. * Our Council must formalize a stronger Venture pro- grim. + Our Council must continue its hard work on rechar- tering and identifying units early that need assistance Our Council must improve and expand its Learning, for Life/Exploring School to Work parmerships pro- gram. sient population including a significant military presence, ‘our Council setention was 61.4%. Of particular concern is the Webelos Scout to Boy Scout transition. The transi- tion time frame isa critical factor for a unit advancement chairman in monitoring advancements of youth within the Scouting unit. Icis an indicator of program delivery and quality. “Training of boy and adult leaders and volunteers is essential 10 the delivery of an effective Scouting program. Current training efforts should be increased to ensure all direct contact leaders have the opportunity and are encouraged to attend uaining By increasing retention, we are faced with the chal- lenge of increased use of existing facilities. Until recently, existing camp facilities had been ade~ quate to meet demands placed upon them. The growth of both the Cub Scout and Boy Scout programs and the res- idential encroachment on Camp Gorsuch are creating the need for alternative approaches to both summer camp programs as well as weekend activities. Council proper- ties, such as the island at Little Lake Louise and the acreage at Houston Lake, provide opportunities for pro- gram diversification as well as reduction of the burden on existing developed properties as further described in Couneil Owned Properties,Scouts and Venturer, a6 well asa new remote wilderness summer camp, must be buile to handle the current and future growth of our membership. The refurbishment of existing camps such as Eagle River Camp and Camp) Gorsuch will also be a part of this effort as further described in Council Owned Properties. Strategies to Address Key Issues ooo Camping Improvements to camp facilites where such facilities are identified in Council Owned Properties: repair or replace facilites due co obsolescence, of as required by local stare or federal agencies, health and safety con- cems; and enhance programs at all camps. “* Increase opportunities for more Cub Scout involve- ment in day and resident camps: test programs, pilot locations and tial marketing strategies. + Develop additional programs and facilities to enhance the availability of Cub Day Camp. © Organize opportunities for Venturers to attend Council sponsored camps. + Develop an outdoor education program in conjunc tion with the BSA Learning for Life program (camp utilization from September to June) with an emphasis ‘on ethical decision-making. + Use Order of the Arrow to promote Cub Scout and Boy Scout summer camp and outpost camps. * Develop high adventure programs for older Scouts induding, but not limited to, 50 miler program, float trips on the Little Susitna Rives, living history camp at Houston Lake, developing skiing and wakeboard- ing programs at Lite Lake Louise, and developing additional high adventure venues at Eagle River ‘Camp in Juneau. + Further develop high adventure programs to attract and retain older Scouts, as well 2s appropriate guide- lines, programs and skill evaluations forall levels of Scouting, including Cub Scouts for high adventure activities and events. Position, and plan and conduct an annual Webelos Woods eventin each district; closely ack individual + “Esblish a two-part patch program that etognizes Webelos Scouts attending Webelos resident camp, ‘ransiion into Boy Scouts, and areendance at Boy “Scout camp, Trainin; Develop a commitment program with izations to ensure all volunteers will be prop trained, while establishing the mindset that + Develop outdoor skills training for adult leaders provide experienced, relevant outdoor opportuni * Develop training teams for all ofthe distrirs. + Develop a Council Ttaining Commitee which plans and offers leader specific training for Pack, Troop, Varsity, and Venture units, as well as supplemental and advanced courses such as Wood Badge, Powder Horn and Kodiak BSA training programs. : + Review and devise a promotional plan for leaders needing training to include newsletter promotions, ‘mailings, telephone and e-mail notices and other techniques + Explore alternatives to classroom training delivery including “out of the box’ thinking, e-., brown lunch and kizchen table training. + Recruit additional adult volunteers to service Scouting units (Unit Commissioners) ro achieve a ratio of one Unit Commissioner to three units. * Develop a focus group of established Scouters to lool for ways to recruit Unit Commissioners from leaders who left the program after their youth, have graduat- ed or transitioned from the program, Eagle Scout lists, National Eagle Scout Association members in the state, and non-reregistered leaders.- Strategies to Address Key Issues ct _ Advancement Increase advancement opportunities a all level. Use “charts thar talk” to illustrate units not advancing for follow up by Unit Commissioners and advance- Provide attendance records of all events to the Unit Saat comics. ‘Commissioner staff reinvigorate those units with poor attendance. * Conduct Life to Eagle Scour meetings in each district a at st rice eta inform Sent and pare ‘Use themes and challenges to attract participants at EES ambi eye eth z our Council events, eg., skill competitions and unit- sponsored games. Membership Objectives 5,005 5,133 533 542 626 8400 9,678 10,330. Pillar Il: Objective: Increase number of engaged, trained volunteers. Volunteers ‘Volunteers are the “fuel” that keeps the Scouting machine running. How our Council is put together and who helps ‘manage and supervise its many parts are important to our Coundil’s operation. Volunteers from communities ulti- mately control Scouting through our Council Executive Board. Our Executive Board creates 2 Scouting “District” to best serve the youth in communities within the District. A District is comprised of dedicated volunteer leaders and youth who belong to units in a specific geo- graphic area and are responsible for delivering a quality program through the units in that area. Chartered organi- zations work to sclect the best leadership possible for their units. They, in turn, also nominate and elect leaders to administer the District and our Council. Key Issues While our Council has a very influential and committed Executive Board, ic must better represent our Council area in terms of gender, geography and race. None of our Districs have a sufficient number of Districe-level volunteer personnel and commissioners. Based upon shifting demographics, Total Available Youth, and registered youth members and units, our Districts do not meet BSA national standards for districts. These standards are one district executive per 50 units and 1,000 youth. Most of our Districts are becoming too Jarge in number of volunteers and youth served to be effectively led by a single District Executive who can properly support volunteers. ‘We need better communication with all volunteers, especially at the unit level. Current District names lack meaning or marketing appeal to the non-Scouting segment of the community and tend 10 confuse new volunteers. Se a Volunteer Leadership Increase the number of engaged, accountable volunteers at all levels of Scouting. RR PA 0S acc, PE TSE EY SE 2 SA FS SEP Strategies to Address Key Issues * Strive through our Council Nominating ~ Committee to identify and recruit leading citi zens for our Executive Board, who are commit- ted to Scouting, including those who come from minority groups in communities we serve, are female, or are otherwise from areas outside of Anchorage + Collect e-mail addresses for a database of all vol- unteers and parents of youth participants, and implement communications through e-mail. * Increase involvement of parents and knowledge of the benefits of Cub Scouting through beter communications and marketing. + Increase tenure of adult volunteer leadership through better relationships with Chartered Organizations. ‘+ Develop Commissioner's recognition program with the responsibility for ensuring achievement of BSA National Centennial Quality Unit Awards. + Have our Council President appoint a represen- tative ad-hoc committee to study our current District boundaries and have that committce make recommendations to our Executive Board to ensure thar all of our Districts meet BSA stan- dards. + Seriously consider changing District names to be ‘more identifiable with the specific communities they serve. For example, the Tustumena District ight be better recognized as the Kenai District, and the Bear Paw District might be better identi- fied as the Mat-Su Valley District. Continueda trategies to Address Key + Should an opportunity occur to expand our bound- + Develop, engage and recognize Scouting alumni aries, our Council should be receptive to the expan- through Eagle Scout, Scouting alumni and camp sion so long as the expansion is beneficial to, and not alumni searches. a financial burden upon, our Council + Increase number of Unit Commissioners to 1 per 3 units. iS Volunteer Objectives |Commissioner Staff Toral District Volunteers 119 160 & Total Adult Volunteers 3,765 4,041 5 8 -reae Alaske# Council, Strategic Long Range Pla BRPillar III: Financial Stability Keep our Council fiscally sound. , RR ae ES TR NES GN TUS. FATE BR Objective: ‘Meet the needs of Scouting through growth in operating, capital and endowment funds to significantly increase resources, Council properties, and Council staffin service to our youth and communities Finance Finance involves not only how we are to pay for Scouting today, but also how we are to pay for Scouting in the furure. Much time and care is placed in developing our annual budger, and it is watched closely and is sticdy adhered to during its term. This approach insures quality ‘operations that continue from year to year. Greater ‘emphasis is now being placed on endowment. We note that endowment gifts that keep on giving~ can make Scouting's furure more certain. As demographics and American culture change, a strong and diverse financial base is essential. Key Issues ‘Our Counel is strong financially and enjoys a diverse base of annual giving. However, for our Council to grow and become self-sustaining, we must create additional sustainable revenue streams that will grow with the ‘Council's needs in the future Strategies to Address Key Issues + Our annual “Friends of Scouring” campaign must grow at a rate greater than the growth of our total annual operating budget. This objective is partly necessitated due to the projection that current funding sources ae likely to remain static oF to decline. Our “Family Friends of Scouting” campaign must be a significant part of this growth. Emphasis must also remain on securing new major gifis annually. * Growth in revenue from the annual popcorn sale ‘must continue over the next five years for our Council to reach levels comparable to like-sized councils. + The Denali High Adventure Scout Base (as further described in Council Owned Properties) must be fully developed and become a revenue generator for our Council. * Our Council must maintain a balanced budget wich at least a $5,000 surplus each year * Our Council must develop guidelines to manage, for the benefit of the Council, the demand for high adventure programs by out-of-state Scouts. + Promote “the Ideal Year in Scouting” budgeting process with Scouting units in planning their annual budgets including participation in Scou-O- Rama and popcorn sales to minimize up front costs to parents + Increase revenue from camping and activities annual budgets due to higher youth membership totals and increased participation. This objective will be offset by increased expenses related to the ‘camping and activities events. * Continue to maximize fundraising campaigns, such as major sponsors, special events and Friends of Scouting, that are most effective in providing funding for our Council. eae 106-2010, When Traditioi Meets Tomorraw 9‘Make every efforc o maintain close rationships with all of our United Way partners and strive to increase the support we receive from each of them. Review the feasibility and profitability of expanding and renting out Eagle River Camp and Rasmuson Scout Reservation (more specifically Camp Carlquist) in the offseason to other non-profit groups, church groups, schools, etc. under a plan as further described in Council Owned Properties. Strive to increase our endowment from $10 million ‘0 $20 million within the next ten years through increased promotion of planned giving opportunities and by raising the awareness level ofall Scouting, supporters and through good investment strategies. _ Objective: i “Increase visibility through marketing and increase the number of Chartered Organizations from 209 to 239. Marketing ‘Marketing or “getting your message out to the masses” is an important job in this day and age. In the past, Scouting ‘could rely on reputation and word of mouth. That is no longer enough to get the job done. People expect the “mes- sage” to be delivered. Proper communication and promo- © tion are keys to being a leading youth organization in the country. Scouting can address marketing by fully under- sanding and making a connection with its different mar- | ets, including youth, parents, adule volunteer prospects, [> potential donors, businesses, the general public and poren- - tial chartered organizations and groups. Key Issues Couneil does a fair job of communicating its pro- 10 potential Chartered Organizations. However, by (6 Great Masha Council; Strategic Long Range Plan + Develop and launch a $21 million Capital Development Campaign (Capital Campaign) to secure the additional funds needed to develop the Denali High Adventure Scout Base on the Blair Lake Property under a master plan as further described in ‘Council Owned Properties (Master Plan). + Create an endowment fund for each camp or base that generates funds needed for maintenance for the PA pars Pe Capi Carnpaign Sek ede ad state funds to help with the development of the Denali High Adventure Scout Base. Pillar [V: Community Collaboration Identify Chartered Organizations and engage in strategic alliances. mae increasing visibility and making more people, groups and organizations aware ofits programs, we can expect an increase in new Chartered Organizations. Develop strong District and Council marketing committees. Strategies to Address Key Issues + Continue annual report to state government offi- cials, eg, Governor, President of the Senate of the ‘Alaska legislacure, Speaker of the House of the ‘Alaska legislature, Congressman and US Senators. + Begin district annual reports to local government officals, eg., Mayor and City Council or Assembly ‘members for larger cities within our Council boundaries. + Increase exposure of Good ‘Turn for America through BSA’s national website, unit participation, community participation and media coverage. + Develop and implement marketing plan for cele- bration for 100th anniversary of Scouting. a sa < ENmunity organizations, e-g., Big Brothers & Big Sisters, Boys & Girls Club, to start new units, espe- Gally Venture Crews ‘+ Develop relationships with community organizations to begin Exploring Posts to give youth career develop- ‘ment opportunities, ¢., health, aviation, law and government, industry and trade, and business. Chartered Category [Cub Packs 152 156 160 164 168] b>] 5 i) ae a Eaeraccoaon peice vas eet em 358 392. cone Total Pillar V: Staff Support Identify, develop and retain sufficient prot support staff in suitable positions at all levels, with a focus on diversity. A RS 00. cen, EE (SEAT SE 2 $8 SE TS. FE Objective: ‘Add sufficient youth serving executives and support staff (0 adequately serve growing Total Available Youth. Key Issues ‘As the Total Available Youth, youth served and programs offered continue to grow, our Council must look to expand its current staff size to handle properly the increased work load. In addition, as the Denali High ‘Adventure Scout Base is developed, new positions such as High Adventure Director, Property Ranger, Support Secretary and other staff positions will need to be added. Our Council staff should also be reorganized to reflec the ‘more common Class 500 Metro Council structure with two Field Directors. Sing ee S Organization Objectives x REEN i — 2 hole Family of Scouting” grams with existing Chartered Organizations. > Conduct an annual Council-wide “Good Turn” proj= “ect to provide a community service opportunity for ‘our youth members and to heighten community mar= ‘keting awareness of Scouting. ¥ Cee ee _ 57 60 CG 369 407 = ional and Strategies to Address Key Issues © Hirea High Adventure Director - 2007 * Fill nwo Field Director positions - 2008 * Hire High Adventure Base support staff positions - 2008 * Hire High Adventure Base Ranger - 2009 * Hire a Camp Ranger for Eagle River Camp - 2010Counci Ow: ‘of our Scouring program. Our Council cusrently owns and |operates three main camps: Eagle River Camp in Juncau, and the Rasmuson Scout Reservation, located north of “Anchorage which has two camps, Camp Carlquist for Cub | Seours and Camp Gorsuch for Boy Scouts. The camps nntain many support buildings and program areas, eel fakes, water fronts and campsites. Youth, volunteers, and “parents all spend time at our camps. Camp maintenance "and upkeep are very importanc for the delivery of 2 quality | program. Our Council Service Center in Anchorage is “open for Scouting business Monday through Sacurday and — in continuing to support our growing mem- 3 Bir Cin or crip la Nome Aes (Ce Bronson near Salmon Lake) and a new property north of ‘Talkeetna Alaska, adjacent to Denali State Park, in part as ~ the new site of the Denali High Adventure Scout Base "Blair Lake Property, which has not been fully developed). We also have a 55 year lease (from June 12, 1972 to June 2, 2027) on 960 acres near Nancy Lake, own an island “on Lake Louise, and own a small 20 acre camp in Haines, ‘Alaska. A net Cd Have adequate number and types of properties to pro- vide a quality outdoor camping and activity programs 4 for a growing membership in Scouting. i cE TE EE 2 A PU: ERTS BS roperties Key Issues . ‘Originally developed as Camp Gorsuch in the early — ues expanded to include Camp Carlquise in the 1990s, Rasmuson Scout Reservation has been a tremendous asset to our Council. However, it ous need of improvements, the replacement of many caxciting facilities, and the addition of several new facili- tics. Also, neighborhood encroachment has taken away from its wilderness experience appeal. The estimated life of Camp Gorsuch as a wilderness summer camp ‘experience for our Boy Scouts is projected at ten years or less. The use of our camps by our Scouts, units, eaders, and families is affected by the condition of the facilities and the equipment furnished by the camps. ‘The Rasmuson Scout Reservation has not had any significant capital improvements, replacements, or additions in the lst 20 years Our Council has out grown its current Council Service Center. The usable office space is cramped with no more room to expand on the main floor. The facili- i ry currently is not meeting our needs. It will not be able to handle expansion of our staff. We are fortunate to have such an accesible location, but several improvements must be undertaken to keep it up-to- date, both visually and functionally, and to allow more space for growth, e.g, more effective use of the main first floor area and development of the full basement area for more than storage or the construction of a new office or annex building. ‘The Eagle River Camp is in a beautiful location but needs major repairs or replacement of existing buildings and facilities. ‘The Blair Lake Property is ideal for establishment of the Denali High Adventure Scout Base and a new summer camp facility in seri-Se TS Strategies to Address Key Issues Continually evaluate the use of our Council-owned * Acquire additional property south of the Blair Lake and Council-leased properties to determine furure Property improvements, developments, needs, or divestment of Feat eves. na Set, them, including but not limited roa plan for the : farure ust of expend Gelliics 2 Ragnien Seber Adventure Scout Base and a traditional Bay Scout camp on the Blait Lake Property. Reservation to determine their maximum benefit to the Council's overall program. + Implement the Capital Campaign to support the full development of the Denali High Adventure Scout Develop an on-going, year-round repair and mainte- en ee nance plan to support the day-to-day and annual needs of all camp buildings, facilities and program + Continue to study the feasibility of constructing a arcas. road into Eagle River Camp for greater accessibility Esablish an endowment fund for each camp or base ee to provide vital annual support.Board of Directors Rotel Bure ctr Denis LeBlanc (evi meliosy) President Elect: Greg Kershaw Rote ea ocd Beets ra ert tg + freee rea icny eld Pere teeta Con Meet ety VP Properties: Tim Brady Ryan on eee eT cs Regs apeas entra c aves Niue ner e carte ee trared Ragen ara cts VP Membership: Caroline Higgins Moca Cre eae Mie caer YP Planning: Julius Brecht e Neer cee ciate Great Alaska Council Saree a ue 3117 Patterson St. Pe Cees (907) 337-9547