2009-2013 STRATEGIC PLAN

PENNSYLVANIA DUTCH COUNCIL

Jeffrey Gerhart , Chair James Castanzo, Council President Edward Rasmuson, Executive

January, 2009

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TABLE OF CONTENTS

Executive Summary……………………………………..…………page 3

Plan Focus Areas and Key Leadership……………..…….……..page 4

Membership and Retention………………………..….……….pages 5-8

Quality Program Experience…………………..……….…….pages 9-13

Asset Management…………………………….……..…..…pages 14-15

Fiscally Sound………………………………………………...pages16-18

Leadership………………………………………………….…pages 19-20

Strategic Positioning………………………………………………page 21

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Executive summary

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2009-2013 Strategic Plan Focus Centers

Membership and Retention (Kevin Cornwall/Josh Glacken) o Market Share o New Member Recruiting o Unit Growth/Unit Retention o

Quality Program Experience (Glenn Achey/Mark Barbernitz) o Quality Unit Program/Member Retention o Quality Camp Program o Asset Management (Don Betty)  Camp properties  Administrative offices

Fiscally Sound (Rick Ashby/Duane Crouse) o Total Funding o Endowment o Investment o Compensation & Benefits o Fiscal Controls

Leadership (Bob Anspach/Ed Rasmuson) o Executive Board o District Volunteers o Unit Serving Executives

Strategic Positioning (Chris Barrett /Duane Crouse) o Marketing o Community Visibility o District Boundaries o Council Collaborations

(volunteer chair/professional staff advisor)

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Membership and Retention

Sub-committee Members:

Kevin Cornwall, Chair Josh Glacken, Professional staff advisor Rick Stammel Dave Shirk

Key Themes:

1. Capitalizing on ’s Value Proposition (Scouting’s “Brand”), utilize existing organizational structure for recruiting process.

2. Establish a TRAINED Membership team at the council level.

Action 1 – Recruit a Council Membership Chair and committee members with representation from each district. Develop subcommittees to focus on school relations, religious groups, civic organizations, special needs Scouting and . The full team should meet quarterly and subcommittees meet as needed. -Begin in 2009

Action 2 – The membership committee should develop an annual plan for building new relationships with organizations, conducting new-unit blitzes and strengthening relationships with current chartered partners. -Begin in 2010.

a. Engage and develop stronger relationships with schools/school districts

Action 1 – The school relations subcommittee should develop an annual plan to visit and discuss Scouting with local superintendents, principals and private school administrators. -Begin in 2010

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Action 2 – Develop an administrator appreciation event to thank and network with school administrators and discuss Scouting. –Begin in 2011

b. Engage new/existing Charter organizations to make Scouting their youth program, not just a group using the facility.

Action 1 – The membership committee should develop a plan to have a professional and a volunteer meet with each institution head and chartered organization representative to discuss their Scouting program yearly. –Begin in 2010

Action 2 – Encourage units to do one or more annual service projects in conjunction with their chartering organization. They will work alongside their chartering organizations members to complete this task. – Begin in 2011

3. Recognize that Scouting does not “end” but it can continue through Venturing. A boy becomes a scout when he joins a cub pack.

a. Enhance Webelos to Scout transition process.

Action 1 – Each district should create a Webelos to Scout transition taskforce that will aid units in this process. – Begin in 2009

Action 2 – The taskforce will develop a district-wide training session for Webelos 1 leaders in May to aid them in planning for the transition in the following year. – Begin in 2010

b. Establish formalized feeder system from Schools to Cubs to Scouts

Action 1 – Have Webelos II dens meet with their Boy Scout Troop starting in September. 1/3 of units in 2009 2/3 of units in 2010 All units in 2011

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c. Leverage the Den Chief program

Action 1 – As part of the formalized system, have each troop identify at least one boy to be the Den Chief to assist the Webelos II den that will be meeting with their troop. 1/3 of units in 2009 2/3 of units in 2010 All units in 2011

Action 2 – Hold Den Chief Training training council-wide at least three times a year.

4. Capitalizing on uniqueness of Venturing program, focus membership efforts on older youth (both Scouts and non Scouts).

Action 1 – Hire a Venturing Executive to take this program to new levels. –Start in 2010

Action 2 – Develop a year-round program of activities, one for each season including a weeklong summer program. 2 programs in 2009 3 programs in 2010 All four programs including summer-long program in 2011

Action 3 - Have a Venturing subcommittee under the overall council membership committee that develops an annual plan to meet with potential chartering organizations for crews. – Begin in 2010

5. Engage Parents at all levels (especially Cubs)

Action 1 – Recruit a Council Scoutparents chair to develop this program council-wide – Begin in 2009

Action 2 – Develop a training program for units to assist in recruiting and engaging parents – Begin in 2010

Action 3 – Create a quarterly e-newsletter for parents to update them on council events – Begin in 2011.

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6. Leverage Scoutreach Executive position.

Action 1 – Have after-school Scouting opportunities in each elementary school in urban areas. All Lebanon & 50% of Lancaster by 2009 All Lebanon & All Lancaster by 2010 All Lebanon, Lancaster and Columbia by 2011 All areas needing program by 2012

Action 2 – Develop Scoutreach troops in each of the above areas

Action 3 – Develop Scoutreach crews in each of the above areas

7. Provide ample opportunity for boys to join Scouting through increased unit start ups.

Action 1 – Subcommittees of the Council Membership Committee will develop an annual plan for cultivating relationships with potential chartering organizations focusing on underserved areas – Begin in 2010

Action 2 – Create annual, organization cultivation luncheons for each focus group; religious organizations, schools, civic groups, special needs groups and Venturing – Begin in 2011

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Quality Program Experience

Sub-committee Members:

Glenn Achey, Chair Karen Goswell William Curtis, Co-Chair Rayanne Lehman Mark Barbernitz, Professional Staff Advisor Andy Lutz Darwin Davis John Richardson Connie Gehman

Strategies

1. To assure units have the materials needed to recruit and retain youth members. 2. Provide multiple opportunities for training leaders, including web-based training to include Fast Start. 3. Continue providing opportunities for Scouts and Venturers to participate in High Adventure trips, National and World , and Council . 4. Provide long-term, nationally accredited Summer Camp programs at Bashore Scout Reservation for the Boy Scouts of Dutch Council. 5. Provide Cub Resident and Webelos Resident Camp programs at J. E. Mack Scout Reservation for the Cub Scouts of Pennsylvania Dutch Council. 6. Districts are to annually staff and operate Day/Evening Camp experiences for Cub Scouts with the cooperation and support of the council. 7. Continue to hire the best possible camp staff members and develop succession plans of the key staff positions. 8. Continue to provide Camperships for eligible Scouts. 9. Provide exciting and diverse programs at camp. 10. Meet the requirements of Special Needs Scouts. (e.g. camps, meetings, activities, etc.) 11. Develop opportunities for Venturers to take part in the camp experience. 12. Continue to emphasize age-appropriate programming and to follow the BSA National Guidelines for advancement and training. 13. Continue to encourage more units to participate in Scouting for Food and submit reports on the Good Turn for America tracking website. 14. Improve Roundtable attendance Create incentives for “Perfect Attendance” such as ribbons, etc. Consider council wide Program planning roundtable in May of each year.

Objectives

1. To assure a balance on program activities between the Unit, District, and Council activities through the Council Program Committee. 2. To continue to identify and recruit quality leadership for High Adventure trips, National and World Jamborees, summer camping programs at Camp Bashore

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and Camp Mack, and Council Camporees through the Council Program Committee. 3. To continue to provide opportunities for Scouts and Venturers to participate in High Adventure trips, National and World Jamborees, and Council Camporees. 4. To maintain or increase the percent of scouts subscribing to Boy’s Life. 2% per year for each of next 5 years.

2009 2010 2011 2012 2013 Subscriptions 3880 3957 4036 4117 4199

5. Improve Council-wide Public Relations/Marketing on all activities (better media coverage). Includes Council Web Site. 6. To assure that Scouting’s values are stressed in all activities. 7. To maintain and improve unit representation at all District Roundtables. Increase Pack and Troop attendance an average of 5% per year in each of the next 5 years.

2009 2010 2011 2012 2013 Packs 48% 53% 58% 63% 68% Troops 54% 59% 64% 69% 74%

8. Camping: a. To continue to offer camp experiences to include Day Camp, Evening Camp, Family Camp, Resident Camp and Webelos Resident Camp programs at Camp Mack or within the Districts based on the annual Northeast Region theme, striving to increase attendance by a minimum of 5% each year or exceed the national standard.

2009 2010 2011 2012 2013 % of cubs in res camp 34.2% 39.2% 44.2% 49.2% 54.2%

b. To continue to offer Boy Scout camping at Camp Bashore, assuring that program features meet the advancements and personal needs of youth. c. To offer some specialty/creative programming at both Camp Bashore and Camp Mack, e.g. Aquatics, Soccer, Computers, Conservation, etc. d. To establish and maintain Council Aquatics and Shooting Sports and COPE/Climbing Committees. e. To continue to assure that the infrastructures of the camps meet the needs of today’s Scouts and leaders.

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f. To increase participation in the Summer Time Pack Award by Cub Scout Units. Objective is 50% of packs to achieve in year one, with a 5% increase in each of the next four years. 2009 2010 2011 2012 2013 % packs earning summertime pack award 50% 55% 60% 65% 75%

g. To increase participation in the National Camping Award by Boy Scout Troops to 30% in year one, then by 10% each subsequent year to reach the goal of 60% or more by 2013. 2009 2010 2011 2012 2013 % troops earning National camping award 30% 40% 50% 60% 60%

h. To encourage more Pennsylvania Dutch Council troops to utilize Camp Bashore over the next five years. i. To develop a promotion plan to increase Cub/Webelos participation in Resident Camp by 5% per year over the next five years. 2009 2010 2011 2012 2013 Cubs in resident camp 203 214 224 236 248 Webelos in resident camp 321 337 354 373 391

j. To increase the percentage of Boy Scouts attending long term camp to equal or exceed the National Standard over the next five years. k. To increase the percentage of Venturers attending a long-term, or specialty program. 9. Advancement: a. To assure that Cub Scout and Boy Scout Advancement guidelines and procedures are understood and followed. b. To encourage Venturers to work on the Bronze, Gold, Silver, and Awards. c. To provide troops with quarterly updated Merit Badge Counselor lists. d. To improve Council Merit Badge Counselor promotion and training. e. To improve District tracking of Cub Scout awards to insure each Scout has opportunity to advance. f. To continue to acknowledge Eagle Scouts in the Scouters Focus and also acknowledge Webelos who earn the Arrow of Light award g. To promote awareness for special awards and recognition for youth and adult. (e.g. Hornaday Award, Heroism Award, Honor Medal, George Meany Award, Religious Emblems, etc.) h. To continue to conduct Life to Eagle Seminars two times each year.

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10. Training: a. To coordinate promotion of all Training opportunities to adults. b. To conduct selected adult leader training on a council wide basis. (e.g. Baloo, Scout Master Specifics, Webelos Outdoor Leader Training, Outdoor Leader Orientation, etc.) c. To continue to promote Youth Protection training programs for all members - youth and adult. d. To bi-annually promote and conduct a top quality University of Scouting with first class promotion and presentations. (Serious consideration given to inviting contiguous Councils.) e. To continue to offer National Youth Leader Training (NYLT), Woodbadge and Powderhorn training and consider including a Kodiak training course. (Continue current Cluster with Chester County Council for Woodbadge and Powderhorn.) f. To annually conduct a Council Trainer Development Course (Trainer’s EDGE). g. To promote youth attendance at National Advanced Youth Leader Experience (NAYLE) Course conducted by . h. To promote adult attendance at Philmont Training Center courses by District and Council volunteers. i. To conduct high quality District Roundtables that follow the National themes. j. To make mandatory the training of all registered adults by 2010. (Steering Committee and Executive Board discussion.) 11. Activities: a. To increase collaboration between the Districts and conduct a Council- wide Webelos Woods annually. b. To insure that District and Council Cub Scout themes change annually. Find more resources, with a creative approach. (e.g. Strasburg RR, Dutch Wonderland, etc.) c. To continue to build on Good Turn for America project and encouraging units to post their good turns on the National Web site. If program ends nationally, we should continue to emphasize it as we get ready for Scouting’s 100th Anniversary. d. To increase unit participation in Scouting for Food by five units per year within the Council. 2009 2010 2011 2012 2013 units participating in SFF 75 80 85 90 95

e. To provide service opportunities for scouts such as cleaning parks, senior citizen assistance, etc. with a Good Turn emphasis. f. To continue to conduct annual Council Eagle Scout Dinner/Council Dinner to recognize excellent scouts and scouters. g. To provide an international exchange program for youth to include, but not limited to, camp staffs. h. To have a meaningful 100th anniversary celebration that units are able to participate.

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12. High Adventure: a. Increase in our Council’s annual allocation at Philmont to provide opportunity to more scouts. b. To develop Council long range plan for High Adventure trips to include each year and rotating the other locations. c. To continue to conduct High Adventure Workshop every two years. d. To promote and assist units with unit sponsored High Adventure activities.

13. General Program: a. To continue coordinating with Unit Commissioners, the conducting of quality District Program Planning Kick-Offs annually during the May Roundtables to insure units are preparing for a quality Scouting year. b. To continue to support and definitely build on the ScoutReach Programs in Lancaster and Lebanon, to include Packs, Troops and Crews.

MISCELLANEOUS SUGGESTIONS:

a. To develop opportunities for the Home School community to become active in the scouting programs.

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ASSET MANAGEMENT

Sub-committee Members:

Donald H. Betty, Chair Charles Horn Mark Barbernitz, Professional Staff Advisor Andy Lutz Glenn Achey Randy Wirth John Bates Tom Williams Daryl Evans

Current Situation The Council operates a Service Center in the Community Services Building located at 630 Janet Avenue, Lancaster. The Pennsylvania Dutch Council is a major tenant and part owner of the facility operated by the Lancaster Health & Welfare Foundation. The Janet Avenue offices house the administrative offices of the council, as well as a Scout Shop. Additionally, the council leases space in the Southern Market Building at 100 S. Queen St. in Lancaster. The Pennsylvania Dutch Council operates two camp properties. J.E. Mack Scout Reservation is 1000 acres located on Furnace Hills Pike (PA Rt. 501), part in Lancaster County and part in Lebanon County. J. S. Bashore Scout Reservation consists of 450 acres, located on Moonshine Road (PA RT. 443) in northern Lebanon County. Neither property carries a mortgage.

The Assets Management Committee conducted interviews and held several meetings to study both short and long range needs of the Council. The wide diversity and extensive Scouting background of the Committee has resulted in areas to be focused on by the Council.

Immediate Concern Replace drain field prior to Camp Mack opening spring ’09 (being worked on) Weather alarm systems (both camps)

Short range considerations (1-3 years) (a) Replace water tower @ Mack (b) Consider alternate vehicles for camp emergency and routine use by the Rangers and select adults. (c) Camping sites (both camps) expand to handle increased participation. (d) Consider serving meals in shifts (Bashore) to handle increased attendance to be able to increase camp attendance without having to expand the dining hall facility. (e) Consider constructing new tent platforms that can be arranged in a “Mom- friendly” cluster. ( Mack)

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(f) Continually monitor forestry plan at both camps and have planned RFP from independent Foresters every 5-10 years. (g) Energy costs – study demand use requirements (both camps) and develop a plan that can be funded.

Long range considerations (3-5 years) (a) Replace pool at Mack (consider “theme” type pool especially planned for Cub Scouts) (b) Lights at new parking lot (Mack) (c) Present a proposal to the Reedy family about the possible donation of Reedy Field at Camp Mack (d) Evaluate the bridge at entrance to Bashore. (e) Expand archery/rifle ranges (Bashore) (f) Dredge lake at Bashore. Repair and upgrade dam as required (g) Consider Service/Computer Center (Bashore)

General (a) Both camps were considered to be in good condition, well managed and well maintained. Road conditions at both sites are poor and should be addressed. Replacement of trucks, tents, etc should be budgeted as maintenance items. (b) Both administrative sites are crowded, but adequate. Consolidation of the two administrative facilities in the future may have to be considered if growth substantially increases. The board should also organize an administrative office relocation team during 2009 to begin looking at potential alternative office facilities.

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Fiscally Sound

Sub-committee Members:

Richard Ashby, Chair Richard P. Heilig Duane Crouse, Professional Staff Advisor Timothy Peters David Hanson Douglas Hall Donald Clark Lou Yoka Jerry Furman

In order to position itself for the 100th anniversary of Scouting and beyond the Pennsylvania Dutch Council, Boy Scouts of America will need to focus on growth in the resource development of Direct Funding (including special events), Indirect Funding, and Endowment Growth and Management. The Council will also need to continue its focus on sound internal Fiscal Controls and the management of Compensation and Benefits within the guidelines of the National Council of the Boy Scouts of America.

Total Funding

Meet the needs of the council through growth in funding. This includes Friends of Scouting, United Way, capital, endowment, and camp/activity revenue.

Strategies: 1. Main Goals a. To assure that the Councils annual operating income is sufficient to accomplish the growth in membership, units, program opportunities, and professional staff. Areas of focus: i. Increase public support of the annual Friends of Scouting. ii. Increase funding through foundation grants, iii. Direct funding efforts toward individual donors, through lifetime and bequest contributions. iv. Increase support through product sales v. Increase communication, education, and recognition efforts to existing and potential donors to improve donor retention. vi. Increase relational support to all indirect funding sources. b. Analyze fundraising events to assure that they are cost-efficient in terms of net return, time and leadership involvement to maximize net support of Council programs. c. Develop a plan to improve data collection efforts to better substantiate program successes and ongoing fundraising efforts. d. Analyze product sales in regards to company used and type of products sold.

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2. Action Goals: To increase income to meet the projected needs of the council, rather than reduce expenses, by: a. Recruitment of high – caliber campaign leadership at all levels for all campaigns. b. Training of fundraising volunteers to focus more on personal contact. c. Recruiting an active finance committee that has the responsibility for the prudent fiscal control of the council’s annual operating budget. d. Coordinate Council resources to improve the renewal and retention of current donors through better communication and education efforts. e. Develop plan to increase efforts to identify stronger potential sources to supplement current indirect funding sources. f. Investigate the possibility of adding another special event during prime Scouting season.

Endowment Fund

Provide opportunities for growth in the endowment base, which will provide needed support to the operating budget.

Strategies: 1. Continued implementation and development of the planned Giving and Endowment Committee. 2. Establish a clear policy on gift crediting to endowment fund. 3. Encourage development of plan for permanent ongoing donor recognition, including the establishment of local Council levels of recognition for endowment gifts beyond National recognition. 4. Develop recognition policy for pledged endowment gifts of less than $25,000. 5. Develop a Council Heritage Society with annual recognition. 6. Develop an Endowment Campaign with annual goals established by the Council Executive Board for appropriate endowment growth. The Board should consider a campaign, which will triple the size of endowment. 7. Develop marketing and Communications plan to develop Gift Annuity Program.

Investments

To ensure the Endowment Fund and current funding resources are properly managed.

Principal Issue: Current endowment size is not sufficient to provide adequate long-term funding support for either current or expanded future operational needs.

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Strategies:

1. Consider establishing direct or expanded board representation on endowment investment committee. 2. Modify investment policy to provide specific donor designated sub- accounts for large gifts. (principal restricted/income unrestricted, principal restricted/income restricted, principal & income unrestricted) 3. Establish board policy on large undesignated gifts. 4. Establish formal annual/quarterly review of investment policy and/or investment performance with board and potential donors. 5. Develop outreach program to residents (prior Boy Scouts and families of Boy Scouts) of retirement homes.

Fiscal Controls

Maintain fiscal controls such that council assets are safeguarded and costs are controlled.

Strategies:

1. Continue to evaluate and improve on separation of duties as staff structure allows. 2. Expand audit committee duties to conform to National BSA “Audit Committee Guidebook.”

Compensation & Benefits

Provide Council employees fair and competitive compensation and benefit plans that are consistent with National and local council policy and federal and state employment laws.

Strategies:

1. Establish a standing Compensation and Benefits committee that can help guide the Council Executive Board and Council Scout Executive in compensation, benefits and human relation issues. 2. Evaluate current compensation and benefit plans of all local council employees. 3. Develop a salary administration program for Non-Exempt employee staff 4. Review and update all employee handbooks to ensure that they meet all current state, federal and Boy Scout policies.

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Leadership

Sub-committee Members:

Robert Anspach, Chair Victor Hagerstrom Ed Rasmuson, Professional Staff Advisor Mike Marti Dr. Marianne Bartley Lilia Nice Larry Bowman Neal Galbraith

1. In order to have a quality program, we need quality leaders at all levels. Quality leadership requires selecting the right candidate and training them.

a. Ensure the council and district nominating committees are functioning and:

i. Meet at least quarterly. ii. Has diverse representation of the community (Scouters and non-Scouters).

Suggested Action: In 2009, establish specific guidelines for the operation of Nominating Committees. b. The council and district committees should use succession planning to ensure smooth transition from one leader to another. The council and district committees should encourage succession planning in all packs, troops and crews.

i. The council and district nominating committees should support succession planning.

Suggested Action: In 2009, develop the job description for Vice-chair of district sub- committees.

2. All district committees have problems filling important positions within the committee or find “new blood” to replace members who have served several years. Potentially we are “burning out” some our volunteers. We need to ensure a steady line of qualified leadership for all positions. It is the committee’s opinion that in order to attract qualified leadership, especially on the district committee, potential volunteers might be more amenable the taking the position if they knew there was “light at the end of the tunnel.” In light of this concern, the committee recommends:

Suggested Action:

a. Two-year terms are established for all committee chairs so they can move on to another position, if determined this is in the best interest of the district. b. Create Vice-Chairs for all committees with the understanding that they will move to the committee chair in two years.

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3. Communication is a necessity for good leadership.

a. The council should become more transparent and communicate mutual goals up and down the leadership chain. Overall goals such as recruiting and new unit development should be communicated along with the results. b. Units should know where they stand. Convey how are they doing in recruitment and other Quality Unit goals. This is not a rating, per se, but a simple listing of how all units are doing in their operations.

Suggested Action: Develop criteria for good communication and a method of communicating the organizational standing to the unit’s sponsoring institution.

4. The council and district committees should strive to have representatives from the demographic group that make up the community. The balance should have two considerations:

a. The committees should have representatives from various ethnic groups that make up the community in order to address specific needs of that community and to increase membership within the community. The committees need not mirror the community demographics but provide for representation. The committee make up should be closer to the ethnic demographics of the council or district membership. b. We need to look to our support base for committee membership. Active recruiting in the professional and faith-based communities should be undertaken. Special attention should be given to recruitment in the young professional group.

Suggested Action: Work with minority organizations to intensify the search for minority representation on the Executive Board and District Committees.

Suggested Action: Develop a plan to attract young professionals through working with the Chambers of Commerce, specifically their leadership programs, to identify possible interns and board members.

Suggested action items completed and communicated by 12/31/09.

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Strategic Positioning

Sub-committee Members:

Christopher Barrett, Chair James Godfrey Duane Crouse, Professional Staff Advisor Michael Shay Craig Stechman Michael Mitchell

Develop and implement an integrated marketing plan to strategically position the Council as a positive asset within the community.

Strategies: Main Goals g. Develop and implement an annual marketing plan that will include the following: i. Address the needs of the various audiences served by Scouting, internal, external, donors, and chartered organizations and provide training as to the basics of public relations and marketing principles to individual leaders. ii. Include an annual community event to highlight the values of Scouting as well as be a positive recruitment tool. iii. Highlight all of the major events of the council on an annual basis including, Scouting for Food, Distinguished Citizen Award, Silver , Golf Classic, and using public relations vehicles such as press releases and media visits on a regular basis. iv. Include quarterly public relations goals within the body of the plan related to earned media targets h. Develop& train District PR Committees to implement Council-wide marketing plan by the first quarter of each year. i. Provide tools and education to our unit leadership to help with the implementation of public relations at the unit level such as press release templates. j. Develop a comprehensive communications platform by the aggressive use of electronic media and launching through a press conference to share the strategic plan with the various levels of scouting volunteers, donors, and the community at large.

Tactical Goals: 1. Marketing Committee will develop a comprehensive marketing plan by 12/31/09. 2. Develop a Public Relations educational campaign with appropriate tools for district and unit leadership by 12/31/09. 3. Develop a complete communications plan by 2010.

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