Cradle of Liberty Council Boy Scouts of America Executive Board Meeting Wednesday, October 19, 2016 Courtyard Philadelphia City Line, Philadelphia, PA 7:45am Breakfast | 8:00am Meeting
- Agenda -
I. Welcome Jim Papada Council President
II. Approval of Minutes Jim Papada
III. Treasurer’s Report Bob Lux Council Treasurer
IV. Brief Review of Committee Submitted Reports
Commissioner’s Report Chuck Bolger Council Commissioner
Development Report Al Boris Development Chair
District Operations Report Torpey White District Operations Chair
Governance Report Sandy Girifalco Governance Chair
Marketing Report David Lipson Marketing Chair
Membership Report Mark Chilutti Membership Chair
Program Report Patrick Brala Program Chair
Strategic Plan Report Dan Templar Scout Executive
V. Impact Topic: Capital Campaign Chris Tomlin Feasibility Study Presentation Deputy Scout Executive Don Kligerman Fairmount Ventures
VI. Scout Executive’s Remarks Dan Templar
VII. Closing Comments Jim Papada
- Adjourn -
Next Meeting: Wednesday, December 14, 2016 7:45am Breakfast | 8:00am Meeting Courtyard Philadelphia City Avenue (formerly Crowne Plaza) 4100 Presidential Blvd., Philadelphia, PA 19131 Cradle of Liberty Council Boy Scouts of America Executive Board Meeting Saturday, September 24, 2016 Camp Garrison at Musser Scout Reservation, Pennsburg, PA
- Minutes -
Board Members Present: Steve Bohner, Bob Booth, Chuck Bolger, Patrick Brala, David Chan, Mark Chilutti, Lewis Cyr, Greg DeShields, Steve Elliott, Chuck Kropac, Tom Leidy, Paul Lima, David Lipson, Walt Livingston, Bob Lux, Jim McHale, Jim Papada, Steve Perrone, David Sirken, Scott Storrer, Sherry Sutton, Ed Tryon, Brian Wallace, Peter Walts, Torpey White.
Guests Present: Mark Hassenplug, Development Committee Member; Barry Kauffmann, Council Activities Chair.
Staff Present: Veronica Coyle, John Kelemen, Michael Oehmke, Greg Osborn, Felicia Phillips, Mark Saxon, Dan Templar, Chris Tomlin, Aaron Yancey.
The meeting was called to order at 8:05am. Jim Papada, Council President, introduced Barry Kauffmann, Council Activities Chair, who welcomed the board to “Musser Madness”, the 100th Anniversary Celebration of Musser Scout Reservation. Chuck Bolger, Council Commissioner, delivered the invocation.
Action Items: The minutes from the May 11 Executive Committee Meeting and the September 7 Executive Committee Meeting were approved on a motion by Mark Chilutti, seconded by David Chan, and carried unanimously. The induction of Ed Tryon as a member of the Executive Board as Continental District Chair was approved on a motion by Chuck Bolger, seconded by Mark Chilutti, and carried unanimously. The 2015 Audit Report and the July Financial Statements were approved on a motion by Chuck Bolger, seconded by Sandy Girifalco, and carried unanimously.
Audit Report Bob Lux, Council Treasurer, delivered a report on the 2015 Audited Financial Statements. The audit is performed by the accounting firm of Kreischer Miller. The 2015 audit results were very favorable, consistent with previous years. There were no audit adjustments identified by the audit. There was one uncorrected misstatement regarding the council’s reserves for uncollectable pledges. The audit did not encounter any issues related to governance or unusual transactions. There is a concentration of credit risk, as the council maintains cash deposits and investments at banks in excess of the FDIC limit, but these are strong banks. It is the council’s intention to leverage these funds over time. Cradle of Liberty Council Boy Scouts of America
Treasurer’s Report Bob Lux, Council Treasurer, delivered a report on the July Financial Statements. Through the month ending July 31, 2016, the council reported a surplus of $275,112 against a budgeted surplus of $84,577, for a favorable variance to the budget of $190,535. The current year-end forecast is a surplus of $95K, but there are plenty of headwinds that will need to be addressed before the end of the year: o Revenue: . Friends of Scouting (FOS) continues to decline. . All remaining special events need to reach their fund raising goals. . The popcorn sale seems to be going well so far, but will need to offset a $25K shortfall from the camp card sale. . Net camping revenue is down from previous years. o Expenses: . The council won’t have the same opportunities as past years to save on expenses. o The forecast could swing as much as $200K either way, but the council will be able to offset any losses with the remaining funds from the Psalm 103 gift. Currently, only $300K of the $750K gift is recognized, and the remaining $400K will need to be recognized in the operating statement by 12/31/16. The 2017 budget building process is already underway. The council Finance Committee has met twice, and several of the budget sub-committees have also met. The Finance Committee will meet two additional times before the budget is presented to the Executive Committee on November 9, with the expectation that it will be presented to the Executive Board on December 12. o Benchmarks for 2017 include a $75K surplus, the incorporation of elements of the strategic plan that need to be funded including the development team expansion, expenses related to the change in FLSA (overtime rule), and a restriction on expense growth of 2-3%. o The capital budget is currently set for $200K, but may be more if we are able to transfer a surplus in 2016. o Once the 2017 budget is completed, the council has committed to projecting out budgets through 2019, in line with the strategic plan.
Commissioner Report Chuck Bolger, Council Commissioner, delivered the Commissioner’s Report. The commissioner core has targeted several areas of improved service to units, including strengthening/streamlining the recharter process, commissioner recognition and commissioner training. The College of Commissioner Science has been combined with the University of Scouting and will be held on November 5. There are currently 116 registered commissioners, with the hope of identifying 20 new commissioners by 2017.
Cradle of Liberty Council Boy Scouts of America Community Outreach Peter Walts, Board Member, presented a report on engaging his local community. Board members have unique connections with their respective communities, and they should be leveraged to help highlight the benefits of Scouting and advocate for more Scouting in their community. Scout professionals are trying to interact with school administrators but hit a wall because they aren’t necessarily members of the community. If board members show up to local events (elections, etc.) in uniform they will have an impact.
Development Report Mark Hassenplug, Development Committee Member, presented the Development Report. At the September 7 meeting, the Executive Committee authorized the expansion of the internal development team, to further the objectives set forth in the strategic plan. o Three positions – Alumni Relations Major Gift Officer, Director of Foundation Relations, and Research Analyst – are currently being advertised. o $165K in increases to development revenue projections have been incorporated into the 2017 draft budget. o The return on investment of these new positions will be monitored closely by both the Development Committee and Finance Committee. The council has successfully transitioned from ScoutNet to Blackbaud CRM, a new relationship management tool. o The council incurs no cost with this new program. o The platform will support enhanced record keeping and relationship management. The development team has successfully recruited all of its fall honorees, and will be hosting all planned special events for the first year in recent history. The council recently received a $10K gift from the family of Conrad Fruehan, a formal COL professional, that will support the Webelos crossover challenge at the upcoming Philadelphia Encampment.
District Operations Report Torpey White, District Operations Chair, delivered the District Operations Report. The Conestoga and Triune districts are partnering up to lead a service project to clean up Mt. Moriah Cemetery, which borders Philadelphia and Delaware Counties. The event will take place on October 22.
Governance Report Sandy Girifalco, Governance Chair, delivered the Governance Report. The committee is in the process of revising the council’s articles of incorporation. There are also new bylaws in the works that are being revised to both comply with national requirements and satisfy the council. The council is also creating a policy to deal with risk.
Cradle of Liberty Council Boy Scouts of America Membership Report Mark Chilutii, Membership Chair, delivered the Membership Report. Over the summer, Mark hosted meetings in each field area to talk about membership plans. There were great ideas that came out of these meetings, as well as some unique issues. The objective is to have a district-led and council- supported membership campaign. The council has experienced membership growth in September for the first time in three years. This is the result of strong performances in some districts, and there are others with opportunities for future growth. The membership committee is an engaged committee, with staff and volunteers working as partners, and is starting to see success.
Program Report Pat Brala, Program Chair, delivered the Program Report. The program team is working on several different initiatives that were set forth in the strategic plan. o Activity inventory by district: there are great events at the district level, and the council needs to coordinate, share resources, and get more youth and the events. The same thing will happen with the training committee. The Musser Madness event will have more than 2,000 customers on the property, and is truly Scouting in action, with canoes, shooting, a ferris wheel at the lake, and action archery.
Strategic Plan Report Dan Templar, Scout Executive, delivered an update on the council’s strategic plan. The council leadership spent the summer developing the operational plan that aligns with the strategic plan. The strategic plan management software will be available to volunteers, and there is also an app.
Exploring Program Aaron Yancey, Exploring Executive, delivered a report on the Exploring Program. Exploring offers youth an opportunity to have a hands-on experience in a career that is of interest to them. There are currently 12 youths, with close to 570 participants. Benefits to employers include the ability to attract experienced employees and interns as well as general liability insurance. This year, the National Council started the “Exploring Explosion”, putting an emphasis on the Exploring program, including rebranded, modernized collateral. The board has been asked to contact Aaron if their firm would be a great fit, or if they know of a firm that would be a great fit for an Exploring Post.
Scout Executive’s Comments Dan Templar delivered his comments. Dan introduced John Kelemen, the council’s new Development Director. John is responsible for the corporate events, including the Gala, the Hospitality event, Cradle of Liberty Council Boy Scouts of America and the Technology event. John is new to the Scouting profession, but has extensive experience in fundraising. Dan introduced Felicia Phillips, the council’s new Marketing Communication Director. Felicia has more than 17 years of marketing experience in Philadelphia, most recently in the health care industry. There is a new monthly email newsletter, developed expressly for the board members. The council remains focused on establishing the right kind of presence in Philadelphia. Current exploratory discussions involve a Scout House near Wissahickon Park and the Cobbs Creek Environmental Education Center. The feasibility study for the capital campaign will be presented by Fairmount Ventures at the next board meeting. Paul Garvey, Chris Tomlin, and Michael Oehmke worked together on an RFI/RFP process for master planning at Musser Scout Reservation and have selected a firm.
Closing Comments Jim Papada, Council President, delivered his closing remarks. The council leadership has established goals for the board for the next 12 months. These six goals take a modern approach and think in broader terms. The council aspires to be the most relevant organization within Scouting, but also develop initiatives that will make us the most successful youth organization that exists today.
The meeting was adjourned at 10:00am.
Respectfully submitted,
Daniel A. Templar Scout Executive
Approved:______James M. Papada, Council President
Cradle of Liberty Council Boy Scouts of America
BUDGET NARRATIVE – AUGUST 2016
Through the eight months ending August 31, 2016 the Council reported a surplus of $463,669 against a budgeted surplus of $402,284, for a favorable variance to the budget of $61,385. Total Support and Revenues were unfavorable to the budget by $503,620, while expenses at the end of August were $565,005 below their targets.
On the support side, Total Direct Support was favorable to the budget by $89,970 entirely due to shortfalls in the Friends of Scouting category. Donor designated gifts through the United Way were below the budgeted amounts by $11,283. This variance is expected to increase, most likely ending the year about $15,000 below targets. Revenues under- performed the budget by $582,307, primarily as a result of summer camp results, which were below the targets. Most of the expense categories were under the budgeted amounts, with 30% weighting in Compensation category, totaling $168,975. This variance is a result of two vacancies and savings in benefits, as a result of some employees not taking full advantage of available benefits coverage.
As a result of reassessing some major category of revenue and expense projections for the year-end, management anticipates at this time an additional risk in FOS campaign of about $100,000, along with shortage in other revenue category of $50,000 and additional savings in expenses of about $50,000. This will result in eliminating the $94,868 previously projected surplus. In accordance with past practice management is also evaluating charges from the operating fund to the capital fund for the capital campaign. The results of this review may impact projected performance in the operating fund. However, it is important to recall that the Templeton Family through the Psalm 103 Foundation provided the Council with an incremental $450,000 in gifts that will be recognized as income by the end of the calendar year. Therefore, management is confident in achieving the projected results for the current year.
Camping Program
As a whole, the year round camping program is budgeted to result in a deficit of $(97,855); this deficit is expected to be offset by a budgeted surplus resulting from the summer camp program of $486,260, for a net surplus of $388,405, including $52,191 investment income from designated endowment gifts.
Through the end of August, the Year Round Net Camping results were favorable to the budget by $11,555 between both camping reservations.
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Cradle of Liberty Council Boy Scouts of America
Through the eight months, ending August 31, 2016, net summer camp operations reported a deficit of $268,128. Revenues from collected fees for the summer from both camp reservations fell short of the budgeted goals by $452,547, while expenses were $184,419 under the targets. There are more expected revenues to be added during the month of September, which will reduce the unfavorable results reported at this time, however the management is anticipating a net summer camp deficit of about $150,000.
Fundraising
Net Friends of Scouting Campaign fell short of budgetary goals by $177,741 as a result of underperformance in the traditional FOS Campaign. During the month of August, an adjustment of $35,000 in Provision for Uncollectible Pledges FOS was recorded, as a result in accumulated unused allowance from previous years. This adjustment resulted in a favorable variance to the budget in Net Friends of Scouting Campaign for the month. ScoutReach fundraising results are behind their targets by $80,000 and it is expected to end the year with a shortfall of $50,0000.
At the end of the August, Revenues were $582,307 behind the budgeted amounts, resulting from shortfall of camp revenues and sale of camp cards.
Expenses were $565,005 below their targets, most of the variance resulting from savings in compensation. This variance is expected to hold through the entire year.
Statement of Financial Position
From the balance sheet perspective, the Council has a very good cash position, with an excellent liquidity ratio. The Council is debt free and has an Endowment portfolio valued at over $12.6 million (as of 06/30/16).
Pledges receivables are lower comparing to last year, as a result of fulfillment of commitments associated with the John Templeton grant in support of the Quality Unit Executive Pilot study, study completed in 2015.
The uncollected pledges from 2016 FOS Campaign totaled $83,093 at the end of August, with an allowance for uncollectible pledges of $38,171. Management is continuing to focus on the collection process of major outstanding pledges, in order to minimize the risk factors associated with uncollected pledges.
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Cradle of Liberty Council Boy Scouts of America
Council Commissioner Report to the Executive Board October 19, 2016 Submitted by: Chuck Bolger
Narrative
As of October 12, 2016, Cradle of Liberty has 117 registered Commissioners serving 443 Units (a little better than 4-1 ratio). They have entered a total of 1877 contacts into the Commissioner Tools system at My.Scouting.Org. Of these, 986 were “assigned” Unit contacts [Unit Commissioners are expected to visit their assigned Units at least six times every year]. The balance were “additional” contacts by Commissioners not assigned to that specific Unit visited (i.e., I visited with a number of Units at Resica this past summer, and logged in those contacts).
Report Summary
A Commissioner Contact YTD report with details of the above narrative was submitted electronically. It is as many as 96 pages, depending on formatting, and can be sent electronically upon request.
Looking Ahead
Every District has scheduled a Re-chartering Day. Every Unit Commissioner is responsible for delivering the re-charter packet to their assigned Unit(s), along with an up to date Youth Protection Training and Trained Leader Report. Since the bulk of PA- mandated Background checks were completed in 2015, this should not be a major hindrance to on time re-chartering in 2016.
Since nearly every registered Adult Leader is required to be position-specific trained and have current Youth Protection Training as a condition of registration in COL, we decided to require all serving Commissioners to be position-specific trained as well. [For the record, the only exceptions to the Position-Specific Training rule are Chartered Organization Representatives and Merit Badge Counselors]. We are offering this training, along with other Leader-specific training (and a wide variety of “electives”) at our University of Scouting & College of Commissioner Science, on Saturday, November 5, 2016 at Valley Forge Military Academy. An event flyer is in the packet. We strongly encourage all Board Members to support this event, and maybe even register for a few courses. You never know what new things you may learn about Scouting.
TRAINING SUMMARY REPORT
Region: Northeast Region Date Generated: 10/12/2016 03:03 PM CST Area: Area 5 Generated by: Charles Bolger Council: Cradle Of Liberty Council - 525 Training Summary as of: 10/12/2016 4:23AM CST
Count Summary:
Positions Not Trained: 2,117 YPT Never Taken: 6 Positions Trained: 4,115 YPT Expired: 230 YPT Current: 5,634
Not Trained Trained YPT Never Taken YPT Expired YPT Current Count Percentage Count Percentage Count Percentage Count Percentage Count Percentage # % # % # % # % # %
Cradle Of Liberty 15 68% 7 32% 0 0% 3 6% 46 94% Council 525 Staff Council Service Area 0 0% 0 0% 0 0% 0 0% 0 0% Field 1 - Philadelphia 342 33% 708 67% 1 0% 47 5% 916 95% County Service Area Field 2 - Montgomery 1,082 33% 2,247 67% 3 0% 139 4% 2,984 95% County Service Area Field 3 - Delaware 578 38% 936 62% 2 0% 40 3% 1,363 97% County Service Area Field 4 Exploring/LFL 0 0% 0 0% 0 0% 0 0% 1 100% Service Area Field 8 - Scoutreach 100 32% 217 68% 0 0% 1 0% 324 100% Service Area
--END OF REPORT--
Page 1 of 1 Cradle of Liberty Council Boy Scouts of America
Development Committee Report to the Executive Board October 19, 2016 Submitted by: Al Boris
Narrative We are nearing 100% participation in the board campaign and hope to report by the November Executive Committee Meeting that each of our directors has invested in the success of Scouting.
Fall Special event season has begun with the Sporting Clays Classic which was held on October 11 at the Lehigh Valley Sporting Clays course. The event surpassed its stretch goal to support 3 full ScoutReach programs this year, raising a record $37,500 with 11 teams of Shooters. We have the capacity to serve an additional 5 teams however, and the Development Committee encourages anyone who knows any shooting sports enthusiasts to forward contact information to John Bickel or event Chair John Duggan of Dugan & Brown so they can be invited in future years.
The Delaware County Good Scout Award will be presented to Bob Linn, Principal of Linn Architects next Tuesday, October 25, at Springfield Country Club. A full list of fall special events is attached. Details and registration is available at http://events.colbsa.org
2017 Event Planning is underway. Both the Aqua and Ashburn Golf Tournaments have been set and save the dates will be mailed prior to yearend.
Phil Rinaldi Chairman & Chief Executive Officer of Philadelphia Energy Solutions has successfully been recruited to anchor the Gala and receive our 2017 Distinguished Citizen Award. David Smeltzer has been instrumental in helping secure Dominic Caruso, CFO of Johnson & Johnson to receive the Health Good Scout Award and staff will be coordinating June dates that work for each this month in hopes of setting a date for the event prior to yearend. Chris Nassetta, CEO of Hilton Worldwide has also agreed to accept the 2017 Hospitality Honor and staff is vetting October and November Dates.
The Development Committee will begin sharing the key attendees from special events in its report and would ask that you help us identify any connection you might have to these guests. Identifying these linkages will be key to our strategic priority to develop deeper relationships with community leaders beyond event sponsorships.
Finally, please let Al Boris or Mark Saxon know if you have any interest in serving on a finalist selection panel as we vet candidates for the new Development positions approved last month. We value the opportunity for candidates to meet and be screened by members of the board in consideration for these key positions.
Cradle of Liberty Council Boy Scouts of America
Report Summary The Development Report shows we have made progress over the summer in narrowing the gap in the family campaign. Council Friends of Scouting is also lagging while Special Events and Foundations are ahead of 2015 performance. Special Event Calendar – Dates and Locations of Special Events The Foundations List – The Development Committee asks you to consider the foundations Cradle of Liberty Council has approached and those who we plan to approach again in 2017. Foundations and identifying door-openers will be one of the featured Impact Topics for the December Board Meeting and we appreciate your help in making these meaningful partnerships possible.
Looking Ahead The Development Committee will be meeting for breakfast at 7:30 a.m. on November 15th at the Union League. Please consider attending as we discuss the relationships and connectivity that makes Scouting successful.
Foundations will be the Impact Topic at the December Board Meeting. We appreciate your participation in helping us identify trustee relationships and new opportunities for funding. Your ability to help open a conversation with these stakeholders is vital to connecting on grants. 2016 Development Report Updated: 9/26/2016
District Family Friends of Scouting District Staff Advisor 2015 Actual 2016 Goal 2016 Actual 2015 to Date % of Goal Baden Powell Bob Ames $ 42,234 $ 38,000 $ 36,110 $ 41,975 95% Washington Ryan Martin $ 59,842 $ 52,000 $ 51,935 $ 56,588 100% Continental Nick Nowak $ 19,270 $ 20,000 $ 12,566 $ 19,169 63% General Nash Adam Smith $ 62,201 $ 60,000 $ 60,112 $ 61,483 100% Lafayette Nick Nowak $ 41,461 $ 38,000 $ 35,714 $ 40,991 94% Montgomery County: $ 225,008 $ 208,000 $ 196,438 $ 220,206 94% Northern Joe Leiss $ 6,873 $ 20,000 $ 8,411 $ 8,443 42% Triune Aaron Munson $ 5,498 $ 12,000 $ 5,763 $ 5,698 48% Roosevelt Javon Arnold $ 27,736 $ 38,000 $ 20,555 $ 22,661 54% Philadelphia County: $ 40,107 $ 70,000 $ 34,729 $ 36,802 50% Conestoga Jarred Barnes $ 16,327 $ 22,000 $ 23,480 $ 15,968 107% Constellation Dave Bryan $ 62,521 $ 55,000 $ 54,808 $ 62,597 100% Minquas Kevin Jones $ 31,837 $ 35,000 $ 17,010 $ 30,425 49% Delaware County: $ 110,685 $ 112,000 $ 95,298 $ 108,990 85% District Totals: $ 375,800 $ 390,000 $ 326,465 $ 365,998 84%
Council/Community Friends of Scouting Campaign Staff Advisor 2015 Actual 2016 Goal 2016 Actual 2015 to Date % of Goal Executive Board Sarah Herrmann$ 65,759 $ 45,000 $ 27,225 $ 44,344 61% Staff Giving Chris Tomlin$ 7,155 $ 12,000 $ 10,055 $ 8,455 84% General Operating - Major Gifts Sarah Herrmann$ 14,126 $ 25,000 -$ $ 489 0% Leadership Nicole Di Donato$ 30,330 $ 34,000 $ 19,191 $ 21,195 56% Matching Gifts Nicole Di Donato$ 12,945 $ 18,000 $ 19,637 $ 11,828 109% Delaware County Community Dave Bryan$ 18,461 $ 22,500 $ 3,399 $ 16,661 15% Montgomery County Community Nick Nowak$ 18,289 $ 22,500 $ 3,900 $ 15,835 17% Philadelphia County Community Lonce Scott$ 10,975 $ 22,500 $ 14,080 $ 10,975 63% Council Totals: $ 178,040 $ 201,500 $ 97,486 $ 129,782 48%
2016 Special Events % of Goal Event Staff Advisor 2015 Actual 2016 Goal Event Date 2016 Actual 2015 to Date Goal Aqua Golf Classic John Bickel$ 126,320 $ 130,000 5/23$ 154,889 $ 126,320 119% Century Club Dinner John Bickel$ 68,925 $ 60,000 11/10$ 21,650 $ 5,500 36% Delco Reception John Bickel$ 67,408 $ 25,000 10/25 $ 675 $ 5,075 3% Eagle Dinner John Bickel$ 49,850 $ 35,000 6/1 $ 57,405 $ 59,850 164% Gala John Keleman$ 598,759 $ 515,000 6/16$ 672,005 $ 593,759 130% Hospitality Dinner 101 Mark Saxon$ 1,500 $ 70,000 1/11$ 118,000 -$ 169% Hospitality Dinner 102 John Keleman -$ $ 80,000 11/17 -$ $ 4,500 0% Richie Asburn Golf Classic John Bickel$ 100,832 $ 110,000 5/9$ 121,040 $ 100,832 110% Robert Morris Reception John Bickel$ 80,950 $ 45,000 12/13 $ 1,000 0% Sporting Clays Classic Alston/Bickel$ 33,680 $ 37,500 10/11$ 23,700 $ 18,700 63% Taws Reception John Bickel$ 64,125 $ 50,000 6/9 $ 37,950 $ 64,275 76% Technology Reception John Keleman$ 110,050 $ 100,000 12/1 -$ $ 40,500 0% Vale La Pena Reception Alston/Bickel$ 2,145 $ 15,000 11/3 -$ -$ 0% Event Totals: $ 1,304,544 $ 1,272,500 $ 1,207,314 $ 1,020,311 95%
Foundations & Miscellaneous Campaign Staff Advisor 2015 Actual 2016 Goal 2016 Actual 2015 to Date % of Goal LFL/Exploring - Foundations Sarah Herrmann$ 48,500 $ 70,000 $ 40,000 $ 23,500 57% ScoutReach - Foundations Sarah Herrmann$ 47,500 $ 95,000 $ 91,000 $ 41,000 96% General Operating - Foundations Sarah Herrmann$ 196,613 $ 170,000 $ 71,718 $ 111,227 42% Templeton Grant Chris Tomlin -$ $ 300,000 $ 300,000 -$ 100% ScoutReach - Major Gifts Chris Tomlin$ 368,500 $ 150,000 $ 67,500 $ 356,000 45% Learning for Life - Major Gifts Sarah Herrmann$ 30,000 $ 40,000 $ 10,000 $ 12,626 25% Program Partners - LFL/Exploring Michael Oehmke$ 5,965 $ 5,000 $ 500 $ 4,965 10% Direct Mail Nicole Di Donato$ 48,531 $ 50,000 $ 23,804 $ 21,175 48% United Way Nicole Di Donato$ 72,314 $ 80,000 $ 40,941 $ 47,125 51% Camperships Sarah Herrmann$ 5,473 $ 6,000 $ 11,400 $ 5,373 190% Total Funds: $ 823,396 $ 966,000 $ 656,863 $ 622,991 68%
Templeton Grant - Restricted Campaign Staff Advisor 2015 Actual 2016 Goal 2016 Actual 2015 to Date % of Goal Templeton Grant (Restricted) Chris Tomlin -$ $ 450,000 $ 450,000 -$ 100% Total Funds: -$ $ 450,000 $ 450,000 -$ 100%
Council Campaign Totals 2015 Actual 2016 Goal 2016 Actual 2015 to Date % of Goal Council Fundraising: $ 2,681,780 $ 3,280,000 $ 2,738,128 $ 2,139,082 83%
\\star\Public\Finance\Administration Cradle of Liberty Council Special Events http://colbsa.org/specialevents/ Edward Town Eagle Scout Richie Ashburn AQUA Taws Reception Dinner Golf Classic Golf Classic
Huntingdon Valley The Union League Union League Golf Club St. David’s Country Club of Philadelphia at Torresdale Golf Club
The Taws Reception highlights the The Eagle Scout Recognition Dinner accomplishments and community recognizes the hard work and service of a prominent member of the perseverance of those Scouts who Huntingdon Valley community. have earned Scouting’s Highest Rank.
June 9, 2016 June 1, 2016 May 9, 2016 May 23, 2016 Cradle of Liberty Sporting Clays Robert Morris Tech Industry Gala Classic Reception “Good Scout” Reception
The Union League Lehigh Valley The Philadelphia The Philadelphia of Philadelphia Sporting Clays Country Club Country Club
The Council’s signature event - more The Sporting Clays Classic offers avid The Robert Morris Reception, run The Greater Philadelphia tech and than 500 of Greater Philadelphia’s top sportsmen the chance to show their continuously since 1967, highlights venture community pays tribute to the industry and civic leaders recognize prowess while supporting Scouts in the accomplishments and community achievements of a distinguished our Distinguished Citizen and our urban outreach programs. service of a prominent member of the leader. luminaries from the Healthcare, Main Line community. Construction and Media industries.
June 16, 2016 October 11, 2016 December December 1, 2016 Delaware County Vale la Pena Century Club Hospitality Industry “Good Scout” Reception Awards Reception Dinner “Good Scout” Dinner
Springfield Pyramid Club Indian Valley Ritz-Carlton Philadelphia Country Club Country Club The Vale La Pena Reception The Greater Philadelphia hospitality The Delaware County “Good Scout” highlights the accomplishments and The Century Club Dinner, which has community pays tribute to the Reception highlights the community service of a prominent run continuously since 1959, achievements of a distinguished accomplishments and community member of the Hispanic community. highlights the accomplishments and industry leader. service of a prominent member community service of a prominent of the county. member of the North Penn/Souderton community.
October 25, 2016 November 3, 2016 November 10, 2016 November 17, 2016
Cradle of Liberty Council Boy Scouts of America
District Operations Report to the Executive Board October 19, 2016 Submitted by: Torpey White
Narrative Each of the 11 traditional districts in Cradle of Liberty Council currently has a district chair. The most recent district chair is Ed Tryon, serving the Continental District.
There are currently 249 district committee members throughout the council serving in program, finance, and membership functions to support successful units. This number is up 26 (or 11.7%) from October of last year.
Building on the success of last year, a major focus for district operations in 2016-17 is to ensure that each district has a functioning nominating committee of three to five influential members to identify and recruit qualified volunteers to serve on district committees.
Looking Ahead Priorities for district operations through the end of 2016: Reregistering district committee members for 2017 Ensuring all districts have functioning nominating committees Developing a needs list for volunteer vacancies in all districts Scheduling a District Committee Training Workshop (or several)
The next combined meeting of district chairs and commissioners will be a holiday gathering scheduled for Tuesday, December 20, 7:30 PM, at the Firestone Scouting Resource Center in Wayne. Cradle of Liberty Council Boy Scouts of America
Governance Report to the Executive Board October 19, 2016 Submitted by: Sandy Girifalco
Narrative The Governance Committee continues to review the Council’s Articles of Incorporation as well as the Council Bylaws. The committee is awaiting further direction from the National Council regarding the committee’s suggested revisions to the A0I which will drive any further changes to the Council Bylaws. The committee will advise the Board if any changes to either document are required as soon as a consensus with the National leadership is reached. The committee does not anticipate any material changes to either document at this time.
Additionally, the committee continues to review updates to several policies that have been submitted by the Finance Committee (Whistle Blower, Conflict of Interest, Travel and Entertainment, and Gift Acceptance). It is anticipated that these policies should be fully vetted and prepared to present to the Board by the December 14, 2016 meeting.
The committee also has been tasked with reviewing the National Council’s proposed changes to the Employee Handbook. There are some potential conflicts between the national suggestions and the local laws, especially regarding program specialists working in the city of Philadelphia. This will receive more emphasis following completion of the Articles of Incorporation and Bylaws review.
Cradle of Liberty Council Boy Scouts of America
Marketing Report to the Executive Board October 19, 2016 Submitted by: David Lipson
Narrative Over the past 90 days, members of the Marketing Committee have been working with Jim and Dan on vetting candidates to fill the vacancy in the Marketing Communications Director position. The intent of this group was to hire a candidate with extensive experience in the many facets of marketing, communications and public relations that are identified throughout the Council’s new strategic plan. The successful candidate, Felicia Phillips, began her tenure with the COLBSA in this role on 10/1/16 and has hit the ground running. She has spent the last two weeks familiarizing herself with the Tufts study findings, the new strategic plan, the results of the Melior Group study, and the Council’s current marketing and communications efforts. Additionally, she jumped right into assisting with the media efforts surrounding the Philadelphia Encampment and has rebuilding the Council’s relationship with local media outlet contacts.
Felicia’s big projects as she wraps up her first 30 days on the job are to create a strategy to communicate the Tufts study findings to our communities, and to update the scope of work document that will drive the Council’s bidding process for a consulting marketing firm to create a robust campaign strategy to reintroduce Scouting to the COL communities. Felicia’s hiring marks the completion of the first tactic of the Marketing and Communications Pillar of the Strategic Plan. Her work on engaging a marketing firm is the beginning of progress attainment of the second tactic within the plan.
Felicia comes to the COL with 17 years of successful marketing experience in Philadelphia. Her full bio is attached for review.
Looking Ahead The Marketing Committee will be creating a regular schedule of meetings for its members over the next two weeks and progress will continue to be made towards achievement of the strategic plan initiatives. Bio for Felicia R. Phillips, M.Div.
Felicia R. Phillips, M.Div., is the director of marketing communications for the Cradle of Liberty Council, Boy Scouts of America (COLBSA). In this role, she is responsible for heightening awareness of COLBSA programs and activities through traditional and new media, managing its public image and brand, and increasing Scouting enrollment in Philadelphia, Montgomery and Delaware counties.
Felicia brings over 17 years of marketing, communications, event planning and community outreach experience to COLBSA, having served previously as the director of corporate communications for Health Partners Plans (HPP), a Philadelphia-based health plan. Prior to HPP, Felicia held several key positions in marketing and public affairs at the University of Pennsylvania Health System, Pennsylvania Hospital and the Philadelphia Tribune.
A highly talented and accomplished marketing communications professional and gifted public speaker, Felicia has received numerous awards including The International Academy of Visual Arts Silver Award of Distinction, a Platinum Hermes Creative Award, two APEX Awards of Excellence, a PRSA PepperPot Award, and a Medicaid Health Plans of America Center for Best Practices Award for Cultural Competency. She is also the recipient of The Philadelphia Tribune's 10 Under 40 award, the Philadelphia NAACPs Most Influential Women’s award, and an Organizational Excellence award from the National Coalition of 100 Black Women, Inc. - PA Chapter (NCBW), where she currently serves as a member of the Board of Directors.
Felicia graduated from Clark-Atlanta University with a degree in Speech Communications and received a Master’s of Divinity with a certificate in Black Church Studies from the Urban Theological Institute of the Lutheran Theological Seminary at Philadelphia. She is an associate minister at Vision of Hope Baptist Church in North Philadelphia.
She and her husband Robert, reside in Delaware County, with their two daughters, Kyra and Kaitlyn.
Cradle of Liberty Council Boy Scouts of America
Membership Committee Report to the Executive Board October 19, 2016 Submitted by: Mark Chilutti
Narrative September was an encouraging month for membership growth in Cradle of Liberty Council. For the first time in three years, the council grew is September compared to the same month last year. Overall growth was 3.5%, or 372 more youth than in September 2015. Traditional membership (Cub Scouting, Boy Scouting, and Venturing) was up 2.8%, with the largest growth in Cub Scouting (up 7.2%). Exploring and Learning for Life participation was up 22.8%. The council was ranked 8th out of the 59 councils in the Northeast Region for September traditional and Exploring membership.
Membership growth in September was largely due to sign-up efforts in Delaware and Montgomery Counties, which grew 4.7% and 3.9% respectively. Philadelphia, including ScoutReach units, was down 1.5% from September 2015. October is traditionally the major month for recruitment in the city. Due to youth attendance requirements, November should be a significant month for ScoutReach recruitment.
Recruiting for the Lion pilot, a program for kindergarten boys to participate in Cub Scouting, commenced in September with 45 youth recruited. The council target is to recruit an additional 205 Lion Cubs before the end of the year.
Efforts are underway to improve youth retention as it relates to the Webelos-to-Scout transition. A special “Operation: Crossover” event for 5th-grade Webelos Scouts and their families is scheduled in conjunction with the Philadelphia Encampment on October 15. The goal is to incentivize Cub Scout families in Philadelphia, especially those in the ScoutReach program, and facilitate communication between them and local Boy Scout troops in order to encourage continued participation in Scouting.
Participation and engagement remains strong with the council membership committee, consisting of representation from most districts and at-large members.
Report Summary Council summary of the District Totals Report (DTR) is attached for September. Congratulations to the following districts and service areas for achieving growth: o Exploring: +22.8% o Montco: +3.9% o Northern: +18.7% o Conestoga: +3.7% o Continental: +14.1% o Baden-Powell: +2.0% o ScoutReach: +11.2% o Washington: +1.6% o Constellation: +8.0% o Minquas: +1.0% o Lafayette: +5.5% o General Nash: +0.7% o Delco: +4.7% Cradle of Liberty Council Boy Scouts of America
The Northeast Region Membership Ranking Report for September is attached. The most up-to-date Membership Progress Report is attached. This report shows current youth and units by district/service area, totals for youth and units as of the end of last year, and progress toward year-end goals. The council is currently 93.6% of the unit goal and 84.4% of the youth goal.
Looking Ahead The following items are the focus on the council membership team throughout the remainder of 2016, with the goal of positive growth in youth and units over last year: Continue to support unit sign-up efforts with collateral materials, school talks, and guidance. Start new units currently in development. The current prospect list includes a potential of 60 units with 57 different chartered organizations. Not all of these prospects will be ready to start new units by the end of this year; however, the council is aiming to start the remaining 30 units needed to reach the goal. Facilitate the Webelos-to-Scout transition to ensure a higher percentage of Cub Scouts bridge into Boy Scouts (thereby improving retention for 2017). Communicate with district and unit leaders, as well as youth and families, to determine best practices related to recruitment so the council can refine its plan for next year to best meet the needs of our communities.
The next council membership committee meeting is scheduled for Tuesday, October 25, 7:00 PM, at the Firestone Scouting Resource Center in Wayne. Report: 0119 v6.00 Cradle Of Liberty Council Date: 10/13/2016 District Totals Report Time: 10:16:03 September 30, 2016 (09/30/2016) ------
Cradle Of Liberty Council
Youth Adults Boys' Life On-Time Qual Unit 100% BL Ldr Trn Units ------Last Last This Last Last This Last Last This Last This Last This Last This Last This Last This Year Mo. Mo. Year Mo. Mo. Year Mo. Mo. Year Mo. Year Mo. Year Mo. Year Mo. Year Mo.
Boy Scouts of Amer. Lions 0 0 45 0 1 4 0 0 17 Tigers 62 94 370 121 74 75 32 33 168 Cub Scouts 2361 2271 2448 1243 1078 1083 1363 1266 1346 123 109 0 0 64 65 214 177 221 219 Webelos 3012 2941 2963 187 131 130 1518 1412 1405 Lone Cubs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Cub Scouting 5435 5306 5826 1551 1284 1292 2913 2711 2936 123 109 0 0 64 65 214 177 221 219 Boy Scouts 4581 4466 4540 2750 2284 2298 2674 2569 2587 145 126 0 0 72 73 186 181 192 190 Lone Scouts 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Varsity Scouts 5 5 5 0 0 0 0 0 0 1 1 0 0 0 1 1 1 1 1 Total Boy Scouting 4586 4471 4545 2750 2284 2298 2674 2569 2587 146 127 0 0 72 74 187 182 193 191 Venturers 244 197 198 124 90 90 4 5 6 18 13 0 0 0 1 28 29 35 30 Sea Scouts 38 24 24 29 17 17 0 1 1 3 1 0 0 0 0 4 3 5 3 Total Venturing 282 221 222 153 107 107 4 6 7 21 14 0 0 0 1 32 32 40 33 Non-Units 0 0 0 176 169 142 0 1 1 0 0 0 0 0 0 0 0 0 0 Total Traditional 10303 9998 10593 4630 3844 3839 5591 5287 5531 290 250 0 0 136 140 433 391 454 443
Learning For Life LFL Elementary 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LFL Junior High 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LFL High School 0 50 50 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 LFL Explorers 359 389 391 42 47 47 0 0 0 1 0 0 0 0 0 2 3 10 11 LFL Special Needs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total LFL 359 439 441 42 48 48 0 0 0 1 0 0 0 0 0 2 3 10 12
TOTAL 10662 10437 11034 4672 3892 3887 5591 5287 5531 291 250 0 0 136 140 435 394 464 455 NORTHEAST REGION BOY SCOUTS OF AMERICA September, 2016 Membership
2016 2016 Rank Area No. Council Headquarters Scout Executive Traditional Exploring 2015 Total 2016 Total % Gain/Loss 1 2 67 Greenwich Greenwich, CT Kevin O'Shea 508 91 532 599 12.6% 2 6 524 Pennsylvania Dutch Lancaster, PA Matt Adams 4,308 7 3,929 4,315 9.8% 3 5 341 Jersey Shore Toms River, NJ Jim Gillick 4,099 500 4,199 4,599 9.5% 4 5 802 Transatlantic Brussels, Belg Vince Cozzone 4,698 0 4,294 4,698 9.4% 5 1 218 Pine Tree Portland, ME Eric Tarbox 4,982 405 4,954 5,387 8.7% 6 4 538 Chief Cornplanter Warren, PA Ray Tennent 314 13 305 327 7.2% 7 1 330 Daniel Webster Manchester, NH Don Shepard 8,810 863 9,183 9,673 5.3% 8 5 525 Cradle of Liberty Philadelphia, PA Dan Templar 10,593 391 10,662 10,984 3.0% 9 5 333 Northern New Jersey Oakland, NJ Steve Gray 10,759 392 10,928 11,151 2.0% 10 2 404 Suffolk County Medford, NY Ryan DiBernardo 9,067 1,019 9,902 10,086 1.9% 11 4 382 Allegheny Highlands Falconer, NY John Wojciechowicz 1,746 90 1,804 1,836 1.8% 12 5 502 Minsi Trails Lehigh Valley, PA Craig Poland 8,585 318 8,754 8,903 1.7% 13 4 504 Columbia-Montour Bloomsburg, PA Paul Knox 944 15 944 959 1.6% 14 1 230 Nashua Valley Lancaster, MA Gary Savignano 2,699 54 2,714 2,753 1.4% 15 6 220 Baltimore Area Baltimore, MD Brian Steger 17,795 380 17,951 18,175 1.2% 16 3 373 Longhouse Syracuse, NY Grey Rolland 3,616 136 3,707 3,752 1.2% 17 2 405 Rip Van Winkle Kingston, NY Ray Braun 1,125 21 1,136 1,146 0.9% 18 2 388 Westchester-Putnam Hawthorne, NY Pat Coviello 6,649 240 6,834 6,889 0.8% 19 3 368 Baden-Powell Binghamton, NY Rick Christ 2,586 54 2,623 2,640 0.6% 20 6 81 Del-Mar-Va Wilmington, DE Jason Pierce 7,938 333 8,220 8,271 0.6% 21 4 512 Westmoreland-Fayette Greensburg, PA Martin Barbie 3,083 68 3,132 3,151 0.6% 22 1 227 Spirit of Adventure Woburn, MA Chuck Eaton 9,823 239 10,004 10,062 0.6% 23 1 224 Cape Cod & Islands Yarmouth Port, MA Mike Riley 1,177 120 1,292 1,297 0.4% 24 5 Area 5 Area 5 Todd McGregor 77,867 3,464 81,034 81,331 0.4% 25 1 Area 1 Area 1 Ed McLaughlin 50,082 2,375 52,308 52,457 0.3% 26 5 347 Monmouth Morganville, NJ Mike Mahon 5,945 475 6,403 6,420 0.3% 27 1 244 Knox Trail Framingham, MA Ed McLaughlin-acting 4,084 20 4,103 4,104 0.0% 28 1 254 Mohegan Worcester, MA Jeff Hotchkiss 3,242 97 3,345 3,339 -0.2% 29 6 Area 6 Area 6 Chuck Dobbins 89,368 2,154 92,141 91,522 -0.7% 30 3 397 Seneca Waterways Rochester, NY Steve Hoitt 7,863 1,314 9,269 9,177 -1.0% 31 6 221 Mason-Dixon Hagerstown, MD Mark Barbernitz 1,986 10 2,018 1,996 -1.1% 32 2 386 Theodore Roosevelt Massapequa, NY Jay Garee 7,106 726 7,927 7,832 -1.2% 33 5 661 Puerto Rico Guaynabo, PR Todd McGregor 4,222 96 4,384 4,318 -1.5% 34 6 82 National Capital Area Bethesda, MD Les Baron 40,273 1,193 42,227 41,466 -1.8% 35 6 539 Chester County West Chester, PA Charles Rogers 5,025 41 5,179 5,066 -2.2% 36 6 544 New Birth of Freedom Mechanicsburg, PA Ron Gardner 7,980 0 8,169 7,980 -2.3% 37 5 690 Garden State Westampton, NJ Kevin Bishop 6,306 499 7,009 6,805 -2.9% 38 NE NE Region NE Region John Mosby 347,763 19,142 378,840 366,905 -3.2% 39 4 497 Juniata Valley Reedsville, PA Jim Kennedy 1,502 0 1,552 1,502 -3.2% 40 5 358 Patriots' Path Cedar Knolls, NJ Dennis Kohl 12,601 546 13,595 13,147 -3.3% 41 3 Area 3 Area 3 Brad Bowersox 34,596 2,636 38,543 37,232 -3.4% 42 1 249 Old Colony Canton, MA Rich Stritzinger 5,263 265 5,727 5,528 -3.5% 43 5 777 Washington Crossing Doylestown, PA Magne Gundersen 7,397 174 7,906 7,571 -4.2% 44 3 375 Five Rivers Horseheads, NY Gary Decker 2,356 20 2,482 2,376 -4.3% 45 6 528 Hawk Mountain Reading, PA Bill Garrett 4,063 190 4,448 4,253 -4.4% 46 3 380 Greater Niagara Frontier Buffalo, NY Russell Etzenhouser 4,929 440 5,639 5,369 -4.8% 47 3 400 Leatherstocking Utica, NY Steve McEwan 2,610 121 2,878 2,731 -5.1% 48 1 546 Narragansett East Providence, RI Tim McCandless 7,968 288 8,710 8,256 -5.2% 49 2 66 Connecticut Rivers East Hartford, CT Steve Smith 12,858 698 14,361 13,556 -5.6% 50 2 72 Connecticut Yankee Milford, CT Charles Flowers 7,890 265 8,643 8,155 -5.6% 51 4 533 Susquehanna Williamsport, PA Jon Brennan 1,967 12 2,098 1,979 -5.7% 52 5 501 Northeastern PA Moosic, PA Todd McGregor 2,662 73 2,900 2,735 -5.7% 53 3 364 Twin Rivers Albany, NY Rich Stockton 5,828 499 6,709 6,327 -5.7% 54 3 592 Green Mountain Waterbury, VT Ed McCollin 2,732 35 2,935 2,767 -5.7% 55 4 532 French Creek Erie, PA Duane Havard 2,769 95 3,059 2,864 -6.4% 56 2 234 Western Massachusetts Westfield, MA David Kruse 2,767 63 3,065 2,830 -7.7% 57 2 374 Hudson Valley Newburgh, NY David Horton 5,400 102 6,034 5,502 -8.8% 58 2 Area 2 Area 2 Marc Andreo 66,012 7,962 81,319 73,974 -9.0% 59 3 376 Iroqois Trail Batavia, NY Jim McMullen 2,076 17 2,301 2,093 -9.0% 60 4 Area 4 Area 4 Jamie Shearer 29,838 551 33,495 30,389 -9.3% 61 1 216 Katahdin Area Bangor, ME Scott Harvey 2,034 24 2,276 2,058 -9.6% 62 4 509 Bucktail DuBois, PA Gregg Bennett 1,007 0 1,120 1,007 -10.1% 63 4 500 Moraine Trails Butler, PA Ray Tennent 2,218 0 2,512 2,218 -11.7% 64 2 69 Housatonic Derby, CT John Zseller 664 19 788 683 -13.3% 65 4 527 Laurel Highlands Pittsburgh, PA Sharon Moulds 14,288 258 16,969 14,546 -14.3% 66 2 640 Greater New York New York, NY Ethan Draddy 11,978 4,718 22,097 16,696 -24.4% CRADLE OF LIBERTY COUNCIL 2016 MEMBERSHIP PROGRESS REPORT BOY SCOUTS OF AMERICA
UNITS YOUTH
2015 2015 2016 Year-End 2016 2016 % of Year-End 2016 Year-End % of Actual Current +/- Last Year-End % Unit Units to Goal Actual Current +/- Last Youth % Youth Youth to Goal District Units Units Year-End Unit Goal Growth Start Achieved Youth Youth Year-End Goal Growth Recruit Achieved
Conestoga 36 31 -5 33 -8.3% 2 93.9% 915 835 -80 920 0.5% 85 90.8% Constellation 44 43 -1 45 2.3% 2 95.6% 1,473 1,338 -135 1,505 2.2% 167 88.9% Minquas 36 37 1 38 5.6% 1 97.4% 1,074 891 -183 1,120 4.3% 229 79.6% DELCO 116 111 -5 116 0.0% 5 95.7% 3,462 3,064 -398 3,545 2.4% 481 86.4%
Baden-Powell 34 32 -2 33 -2.9% 1 97.0% 1,012 948 -64 1,030 1.8% 82 92.0% Continental 27 25 -2 27 0.0% 2 92.6% 713 688 -25 750 5.2% 62 91.7% General Nash 44 42 -2 45 2.3% 3 93.3% 1,372 1,240 -132 1,415 3.1% 175 87.6% Lafayette 46 49 3 49 6.5% 0 100.0% 1,519 1,396 -123 1,545 1.7% 149 90.4% Washington 44 41 -3 43 -2.3% 2 95.3% 1,276 1,123 -153 1,300 1.9% 177 86.4% MONTCO 195 189 -6 197 1.0% 8 95.9% 5,892 5,395 -497 6,040 2.5% 645 89.3%
Northern 27 25 -2 27 0.0% 2 92.6% 454 451 -3 520 14.5% 69 86.7% Roosevelt 58 51 -7 52 -10.3% 1 98.1% 1,154 821 -333 1,160 0.5% 339 70.8% Triune 20 17 -3 21 5.0% 4 81.0% 304 239 -65 310 2.0% 71 77.1% ScoutReach 51 50 -1 55 7.8% 5 90.9% 1,243 1,029 -214 1,300 4.6% 271 79.2% PHILA 156 143 -13 155 -0.6% 12 92.3% 3,155 2,540 -615 3,290 4.3% 750 77.2%
TOTAL 467 443 -24 468 0.2% 25 94.7% 12,509 10,999 -1,510 12,875 2.9% 1,876 85.4% TRADITIONAL
Exploring 13 11 -2 17 30.8% 6 64.7% 537 394 -143 620 15.5% 226 63.5%
TOTAL CRADLE OF LIBERTY 480 454 -26 485 1.0% 31 93.6% 13,046 11,393 -1,653 13,495 3.4% 2,102 84.4% COUNCIL 10/13/16 Cradle of Liberty Council Boy Scouts of America
Program Report to the Executive Board October 19, 2016 Submitted by: Patrick Brala
Narrative Musser Madness Musser Madness was held September 23rd to 25th at Musser Scout Reservation and was an amazing success, exceeding many of our expectations with 2,509 participants, including 250 staff volunteers. This was the first council wide ‘camporee’ held since 2009 and was intended to celebrate the 100th anniversary of camping at Musser. The feedback from participants has been tremendous and brought lots of attention to the incredible recourse provided by this nearby camp. There were 124 scouting activities offered throughout the day and absolutely no possible way to experience them all. The Council Activities Committee will soon start dreaming about a bigger event for 2018.
View Video Created by Eagle Scout Dave Jorgenson: https://www.youtube.com/watch?v=kTV_0sDcnNI
View Photos Council SmugMug: https://colbsa.smugmug.com/MusserMadness/
National Scout Jamboree Once again the Cradle of Liberty Council will be one of the top councils in terms of number of participants at the 2017 Jamboree. To date the Jamboree leadership team has recruited 348 of the 360 participants we reserved. That is 9 full troops of 4 adults and 36 boys. Participant payments for this event are coming in as planned and the $500,000+ budget for the event is very solid.
Summer Camp Promotions (flyer attached) Looking to significantly improve on 2016 results, our two council program directors have worked closely with the camp leadership teams to develop marketing materials and strategies for 2017. Materials will include camp videos, a roundtable flyer, a brochure for mailing and presentations, as well as an updated program guide for each camp. This past summer more than 50 hours of footage and thousands of still photographs were collected and will be incorporated into this material. An example of the Resica Falls flyer is attached. The early results are encouraging. Early registration for Resica Falls is at a year to date high compared with the last five years, being 400 youth ahead of last year at this time.
Master Planning for Musser Scout Reservation A significant component of the Council’s strategic plan is the long term improvement of Musser Scout Reservation. A master planning process has been initiated over the last several months with an RFI and RFP process including more than 30 firms. The result has been the selection of Kimmel Bogrette, a local architectural and land planning firm, Cradle of Liberty Council Boy Scouts of America to assist with finalizing the master plan for Musser Scout Reservation. The plan will include the program elements of the improved camp, as well as new and renovated facilities and land use. When the plan is finalized in about four months we will have a formal vision and collateral to support the fundraising efforts necessary to implement the plan.
Report Summary Summer Camp Attendance (report attached) As previously shared with the board, summer camp numbers this year were lower than planned. This was attributed to many factors: rotation of units to other camps, lower membership, later marketing materials, and the late hiring of the program directors. The camp leadership worked hard to control expenses and offset most of the revenue shortfall while maintaining the quality of the program. Attendance this year at our national high adventure bases is at an all-time high with twice as many participants attending Philmont and a large contingent to the Summit.
However, camper surveys reported that this season was strong. At Musser and at Resica attendees were pleased with quality of food, customer service of the staff and the well-rounded program. The handicraft lodge and STEM centers at Resica Falls were a very welcomed addition. At Musser the Scouts and adults raved about the new BMX course and the bouldering wall.
Looking Ahead Fall Fest (flyer attached) Fall Fest has been a very successful Cub Scout family activity held at Musser Scout Reservation and takes place during three weekends in October. Free to all newly registered Cub Scouts and just $20 for returning Scouts, the event is an immediate delivery of the promise of Scouting. We will serve approximately 1,000 Scouts at these weekends this fall.
University of Scouting (flyer attached) This signature training event for the council is on November 5th this year. Course offerings range from basic knots to STEM to Den Chief training. We expect an attendance of 350 adults and youth in this continuing education event.
Scouting for Food One of the nation’s largest food drives that Cub Scouts, Boy Scouts and Venturers can participate in to support their local food pantries and hunger-relief agencies. The Scouts of the Cradle of Liberty Council have continuously exceeded expectations and fully stocked dozens of our partner agencies. This year the program runs on November 12 and 19. We expect to collect more than 635,000 pounds of food based on past history.
Resica Falls 2017 Located in the beautiful Pocono Mountains, Resica Falls Scout Reservation is a 4200 acre Scouting Paradise. Set in an endless track of mountain trails, clear streams and waterfalls is an amazing program of activities for Scouts to enjoy during their summer camp experience. This paradise is the home to hundreds of di erent trees, plants and animals, and to over 3100 Scouts each summer. Camp Facilities The past decade has shown our commitment to improving the facilities and programs. Resica Falls boasts: • A new pool and shower house facility, featuring a 3 story water slide • The Richards Arena – a state-of-the-art camp re amphitheater that seats over 900 people • A top-notch Dining Hall with capacity of 600, including a fresh salad bar, daily • An exciting sports complex featuring basketball courts, human foosball, a batting cage, and Gaga Badges and Programs Resica Falls takes pride in its diverse program, with opportunities for scouts from age 11 to 111! • Over 70 merit badges o ered in multiple instruction periods throughout the day, including 11 Eagle required merit badges. • Daily camp-wide activities for troops, patrols, and scouts to get involved in, centered on an exciting theme: OCEAN ISLAND ADVENTURE! • The High Five Adventure Club gives older scouts the chance to hangout and have some fun with afternoon high adventure activities. • Opportunities for troop trips to three natural swimming holes, or canoe trips on the Delaware River. WE’RE COMING TO CAMP! 2017 Declaration of Intent – Resica Falls Scout Reservation Stay up to date with camp news at www.colbsa.org. Need Help? Contact us at (610) 688-6900. Pick A Date Week # 1: June 25 – July 1 2017 Pricing Week # 2: July 2 – July 8 Early Bird Rate: $395 per Scout Week # 3: July 9 – July 15 Regular Rate: $420 per Scout Adult Rate: $190 per Adult Week # 4: July 16 – July 22 Get 1 Free Adult for every 10 Scouts!
Week # 5: July 23 – July 29 Your unit must be paid in full by May 15th Week # 6: July 30 – Aug 5 to receive the Early Bird rate. Pricing held at 2016 rates. Week # 7: Aug 6 – Aug 12 Make Your Deposit A $100 non-refundable deposit Camping Department Register online using must be submitted with this form. Cradle Of Liberty Council Doubleknot at Make check payable to “Cradle Of 1485 Valley Forge Rd OR colbsa.org/resicasummer Liberty Council-BSA” and mail to: Wayne Pa 19087 Your Contact Info Troop #: District: Council: Contact Name: Phone: Email: Address: City: State: Zip: Approximate # of Boys: Leaders: Leader’s Signature: O ce Sta - Use Code for Next Year: 6RFNY
2015 - 2016 Camping and Outdoor Program Total Youth and Adults Served Cradle of Liberty Camps: 5,513 Youth, 2,314 Adults Boy Scouts of America Camps: 7,691 Youth, 2,796 Adults Total Camping Days Cradle of Liberty Camps: 48,464 Boy Scouts of America Camps: 67,663 2016 Journey to Excellence Cub Scout Camping — Bronze Boy Scout Camping — Silver
Boy Scout & Venturing Cub Scout Resica Falls Resident Camp Cub Adventures at Musser 2,550 Boy Scouts (1,163 COL), 601 Adults (292 COL) Resident program: 611 Cub Scouts (457 COL), 290 adults 22,057 Camper days 3,604 Camper Days
Day Program: 479 Cub Scouts (477 COL), 99 Adults National High Adventure 2,890 Camper Days Sea Base: 72 Youth, 21 Adults
930 Camper days Community Day Camps Philmont: 108 Youth, 48 Adults Cub Scouts 555 (554 COL), 145 Boy Scouts, 40 siblings 1,560 Camper days 200 Adults The Summit: 31 Youth, 5 Adults 4,705 Camper Days
252 Camper days Musser Cub Days (Fall Fest, Bait and Bulls Eye, Carnival, Fish Fest) Leadership 1,050 Cub Scouts, 1,026 Adults, 159 Siblings Camp Staff: 115 Youth, 68 Adults 2,235 Camper Days NYLT: 116 Youth, 37 Youth Staff. 30 Adults 12,973 Camper days Out of Council Resident Camps Out of Council Resident Camps 14 Cub Scouts, 10 Adults 1,953 Boy Scouts/Venturers, 398 leaders 96 Camper days 16,457 Camper Days Fall Fest Musser Scout Reservation 1125 Camp Rd, Pennsburg, PA 18073, US October 15, 16, 22, 23, 29, 30 2016
Activities include: Join us for a fun-filled, family-oriented day of fall • Giant Lawn Games related activities! • BMX Bikes • Apple Chuckin’ • BBs • Archery • Bouldering Wall • Crafts • Slingshots • Scout Skills Lunch will be provided. • Science Check-in starts at 8:15 AM Opening Ceremony at 8:50 AM • And More! Day Ends at 4:30 PM
Cost (includes lunch): • $20 Cub Scout or Non-Cub Scout participant (grades 1-5) • $5 non-participant (lunch only) • Free for new Cub Scouts! Register today at colbsa.org/activities Cradle of Liberty Council or call 484-654-9213 26-Aug-16 Become Someone’s Hero Register at colbsa.org/uofs
University of Scouting Saturday, November 5, 2016 Valley Forge Military Academy & College
Training for every level of Scouting! Cradle of Liberty Council
6-Oct-16 Cradle of Liberty Council Boy Scouts of America
Strategic Plan Report to the Executive Board October 19, 2016 Submitted by: Dan Templar
Narrative I have been working with the Strategic Planning office at the National Council since our September meeting searching for a more appropriate reporting format to keep the board updated on the Council’s progress towards achieving the objectives set forth in the strategic plan. To date, we have not been successful in creating a meaningful report showing actual progress towards the stated objectives. The COL is one of the first, and the largest, council to utilize this software program and I have been requesting some higher level analysis and reporting than the program appears to be capable of at this point in development. Therefore, in the interim, I will be preparing quarterly reports highlighting a few tactics from each pillar that have been a focus of the council during that quarter. I will report on the progress towards completion, the successes, and the challenges encountered in working towards these goals. I will also continue to work with the national staff to be able to create a software generated dashboard report to distribute regularly. The first of these reports will be delivered at the February 2017 Board meeting.
Boy Scouts of America
Fundraising Feasibility Study & Action Plan
DRAFT
October 2016
TABLE OF CONTENTS
I. Executive Summary 1
II. The Initiatives 4
III. Fundraising Strategy Overview 7
IV. Projections 11
V. Timeline & Action Steps 14
VI. Roles & Responsibilities 17
VII. Critical Success Factors 19
Appendices
A. Methodology 20
B. Interview Findings 22
C. Institutional Prospects 26
D. About Fairmount Ventures, Inc. 30
Draft 2.0
I. EXECUTIVE SUMMARY
The Council should set a goal of $5,000,000 organized around three major initiatives that combine capital and programmatic improvements consistent with the Council’s strategic plan:
1. Next Gen Scouting: Build the next generation of Scouts and leaders
2. Outdoor-based Learning Lab: Transform Musser Scout Reservation into a premier destination
3. Scouting PHL: Improve the life outcomes of Philadelphia youth
Other salient recommendations: Reintroduce Scouting to the public at-large through a carefully crafted, sophisticated communications efforts, showing how Scouting connects to contemporary issues, works at scale, and has a long-term impact on people and communities. Delay launching a larger capital campaign until Scouting’s value, vision, plans and impact are better understood by a wider pool of philanthropic people and institutions. Determine the goal for a larger scale capital campaign upon greater public understanding about Scouting, success in securing this first $5 Million, and implementation of the three initiatives.
Boy Scouts of America Cradle of Liberty Council (the Council) engaged Fairmount Ventures, Inc. (Fairmount) to conduct a feasibility study to assess how much money the Council could potentially raise through a major capital campaign, and how it should be organized to do so. To address these questions, Fairmount interviewed thirty nine (39) people: long term donors, board members, staff, foundation representatives, and people who are philanthropic in the area of youth development but are not currently supportive of Scouting. Fairmount also researched the Council’s donor pool and giving history, conducted prospect research on top potential donors, and researched foundation and corporate giving priorities that align with the Council’s priorities in order to identify which to target. Iterative discussions were held with Council leadership throughout the process to discuss the implications of what was learned, and test and vet ideas.
Key Findings 1. Overall, interviewees have a positive impression of Scouting which comes more from their own life experience than from communications emanating from the Council or national organization.
2. While important to them, Scouting is not the top philanthropic priority of most of the Council’s lay leaders and major donors.
3. Many of the Council’s longstanding, most generous donors are of retirement age. Their overall philanthropic giving is less than in the past as they manage their assets differently than when they were in their earning years. They describe their ability to attract new donors from their networks as diminished.
Boy Scouts of America – Cradle of Liberty Council 1 Fundraising Feasibility Study & Action Plan Draft 2.0
4. External interviewees1 were supportive of Scouting’s overall goals but do not know enough to conclude that they are prepared to make a financial contribution to the Council.
5. Sophisticated donors expect to see the impact of the Council’s programmatic activities on the life trajectory of children, and then learn about the direct relationship between the program and the need for capital improvements.
6. Both internal and external interviewees frequently stated that investment in capital is predicated upon expanding the Council’s reach into Philadelphia’s low income communities.
7. While certainly well known, it is not a given to many people – to include prospective donors – that Scouting is an important, relevant institution to the community at-large.
8. Internal interviewees appreciate the need for upgraded facilities, but have mixed perspectives on the extent to which multi-million dollar investments are needed.
9. Prospective donors want to be certain that the Council has high quality programming before considering investing in capital improvements. Internal interviewees discussed improving volunteer readiness and performance.
10. To garner their financial support, external interviewees need to see that Scouting is a contemporary institution addressing issues of most concern to them. Evidence of diversity, inclusivity, use of technology, etc., are indicators of whether Scouting aligns with their values and interests.
11. Internal interviewees have strong confidence in the capacity of the Council’s management team to implement a fundraising effort.
Summary of Recommendations 1. Reintroduce Scouting to the public at-large through a carefully crafted, sophisticated communications efforts, showing how Scouting connects to contemporary issues, works at scale, and has a long-term impact on people and communities.
2. Delay launching a significant capital campaign until the Council’s and Scouting’s value, vision, plans and impact are better understood by a wider pool of philanthropic people and institutions, to include a deeper understanding and commitment of internal stakeholders.
3. Over the next three years, initiate a $5,000,000 fundraising effort organized around three major initiatives, described below. Thereafter, revisit readiness for a larger capital campaign.
1 Selected either because they have loose ties to the Council or because they are philanthropically supportive of youth- focused organizations at significant levels. Boy Scouts of America – Cradle of Liberty Council 2 Fundraising Feasibility Study & Action Plan Draft 2.0
A. Next Gen Scouting Build the next generation of Scouts and leaders Strengthen and expand Scouting in communities in which the Council already has a presence by engaging more youth, and increasing retention among Cub Scouts such that they become and remain in Boy Scouts.
B. Outdoor-based Learning Lab Transform Musser Scout Reservation into a premier destination Transform the Musser Scout Reservation into a vibrant, outdoor-based learning environment in support of year-round activity.
C. Scouting PHL Improve the life outcomes of Philadelphia youth Expand the Council’s presence in Philadelphia’s urban communities, the area with the largest concentration of youth and therefore great potential for growth. The engagement process will be different than in the counties, but the same high quality program and experiences can be provided.
4. Organize board members, other long-term supporters and volunteers, and staff into three committees, with each committee focusing on one of the initiatives described above. Set a financial goal for each committee.
Summary of Projections The body of this document explains the rationale and detail for these summary projections.
Summary of Projections2
Source Target amount3 Leadership Gifts $2,600,000 Elder Statesmen4 $1,000,000 Board Members $350,000 Current Major Donors $320,000 New Mid-tier Donors $300,000 New Entry-level Donors $225,000 Foundations $235,000 Total (rounded) $5,000,000
2 Names of individuals are not included in this document out of respect for confidentiality since it is anticipated that this document may be widely circulated. A separate document with names of prospective donors, giving histories, capacity assessments and target requests has been provided to Council leadership. 3 Commitments from donors could be payable over a three-year period in annual installments. 4 A moniker used in this document to describe long-term, major donors of the Council. Many have served on the board, were leaders of capital campaigns in the past, have been honored by the Council, and speak of the Council as one of their leading philanthropic priorities. Most are of retirement age, and while active in life, are consolidating their interests and giving priorities Boy Scouts of America – Cradle of Liberty Council 3 Fundraising Feasibility Study & Action Plan Draft 2.0
II. THE INITIATIVES
The Council should pursue three distinct, but inter-related initiatives in order to generate support for its priorities as outlined in the strategic plan. The three initiatives overlap and therefore reinforce one another while still allowing the Council to tailor its appeal to different sets of donors based upon their interests. There are some donors, for example, who will want to strengthen efforts in Montgomery and Delaware Counties where the Council has a relatively strong presence (Initiative A), while many prospective donors indicated a strong interest in reaching urban youth (Initiative C). Improving Musser Scout Reservation (Initiative B) is built into the other two initiatives but may be of greatest appeal to longer term Council supporters concerned about organizational infrastructure. A. Next Gen Scouting Build the next generation of Scouts and leaders This initiative will focus on strengthening and expanding Scouting in communities in which the Council already has a presence by engaging more youth who may not have a tradition of Scouting in their families, and increasing retention among Cub Scouts such that they become and remain in Boy Scouts. It will do this through a combination of strengthening current packs and troops, creating more units in strategic locations, and improving the experience that they have at the camps. The goal is to have more become Scouts at a young age, and to increase the length of time they participate in order for them to fully benefit from the program.
Elements 1. Reintroduce Scouting to the next generation of families through a broad public awareness campaign. 2. Focus recruitment on parents of young children in communities where Scouting has a presence. 3. Develop the Leadership Development Institute5 to prepare and support volunteers to deliver high quality programs, mentor youth, and manage their units. 4. Offer exemplary programs that offer unique experiences. 5. Improve the facilities of Musser Scout Reservation to be comfortable and welcoming to families. 6. Provide a guided path from Cubs to Scouts.
B. Outdoor-based Learning Lab Transform Musser Scout Reservation into a premier destination
The Council’s camps provide youth from throughout the region the opportunity to be in, and learn from nature. For many inner city youth, time at Musser Scout Reservation is their first experience being in the woods. As with any facility, the camps require reinvestment and improvement for everything from basic creature comforts to innovative programming. The Musser Scout Reservation will be transformed into a vibrant outdoor-based learning environment in support of year-round activity. Better quality facilities are key to membership attraction and retention. The Tufts study confirmed that the summer camp experience is key to attraction and retention, but inadequate facilities are a barrier to participation, especially for younger families. The camp will also be the home base for the Leadership Development Institute, key to improving program quality by better preparing youth and adult leaders.
Elements 1. Introduce new programmatic elements to Musser Scout Reservation to attract and retain more youth. 2. Update basic housing, sanitary, dining, and recreational facilities to reduce barriers to participation.
5 Placeholder name to help give structure to leadership training. Could be a naming opportunity. Boy Scouts of America – Cradle of Liberty Council 4 Fundraising Feasibility Study & Action Plan Draft 2.0
3. Renovate facilities to allow for year round use by Scouts and fee-paying organizations. 4. Serve as home base for Leadership Development Institute activities that prepare adults to be effective community leaders and mentors.
C. Scouting PHL Improve the life outcomes of Philadelphia youth
With the largest concentration of youth in the city, Philadelphia holds potential to be a place for significant growth for the Council. It is also the place where youth would greatly benefit from Scouting: 39% of Philadelphia’s children live in poverty; 35% of public school students do not graduate. Many urban youth do not have access to green space and the natural environment, suffering from what one expert dubbed “nature deficit disorder.” Beyond numbers, the city is a place of both strengths and challenges for the Council to succeed. While urban communities have a rich human and organizational infrastructure of faith communities, community organizations, neighborhood leaders, community mentors, et.al, the Council has not been able to fully access these to build packs and troops through the same means that it uses in the counties. Through this initiative, the Council will make a concentrated effort and take a different approach to earning the trust of urban families and communities in order to bring Scouting to more urban youth. The engagement process may be different, but the same high quality program and experiences will be provided.
Elements 1. Reintroduce Scouting to Philadelphia communities through a targeted public awareness campaign. 2. Recruit additional charter partners in urban communities. 3. Recruit, train and support leaders from urban communities through the newly established Leadership Development Institute. 4. Offer high quality, unique programming that focuses on environmental education and civic engagement as a means to foster youth development for ages 5-18. 5. Offer unique, experiential, environment education by partnering with a Philadelphia-based facility. 6. Improve the facilities of Musser Scout Reservation to enable more urban youth to have a wilderness experience in a comfortable, welcoming place.
Boy Scouts of America – Cradle of Liberty Council 5 Fundraising Feasibility Study & Action Plan Key Steps Timeline
Meet elder statesman to present Convene committees; Engage stakeholders to test ideas vision & secure support Identify additional prospects
Begin stewardship & solicitation process Finalize initiatives Form 3 committees Engage foundations & corporations
Prospect review & assign Develop & test collateral materials current donors
Communications: Re-introduce scouting & clarify messages
Fall 2016 Winter 2017 Spring 2017 Late Spring 2017 TBD
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III. FUNDRAISING STRATEGY OVERVIEW
This section is an overview of the recommended fundraising strategy. The steps to implement it are described in Section V, below.
1. Reintroduce Scouting to the public at-large with particular focus on the next generation of Scouting families and philanthropic individuals. While the Boy Scouts are a ubiquitously known organization, people hold different levels of understanding and views of the organization based upon their own experience, and sometimes old information. People directly involved understand the value of participation, but others are simply unaware. The Tufts study findings and their broader implications regarding the potential impact of Scouting on individuals and society at-large are not widely known or appreciated. Philanthropic people reported that they do not know enough about Scouting to be ready to make a financial contribution. Most are unaware of the Council’s efforts to serve youth in urban communities. Sophisticated donors are interested in investing in social programs that can work at scale; Scouting holds this potential. Hence, demonstrating growth in the number of participants coupled with information about Scouting’s impact will be critical to laying the groundwork for fundraising. This needs to begin before seeking support and should be ongoing.
2. Engage Council leaders and other key stakeholders in finalizing the initiatives for which funds will be raised. There is an old saying in fundraising, “If you want money, ask for advice. If you want advice, ask for money.” Engaging people in decisions about the initiatives that they will be asked to support is critical to generating enthusiasm and involvement. While the three initiatives described here are based upon interviews with prospective lead donors and align with organizational priorities as articulated in the strategic planning process, the Council should discuss these with board members, key volunteers and longtime supporters before finalizing them. It could be that aspects of the initiatives should be framed in a slightly different manner to generate maximum interest. Recognition should be given to the observation that internal audiences and prospective external donors may hold different perspectives. Hence, the Council needs to assure that the initiatives are framed in a way that speak both to its core constituents but can also appeal to new audiences.
3. Develop collateral materials, i.e., summary prospectus for each initiative with an overview of the Council’s vision and plans. Collateral materials that present a compelling vision and articulate how each initiative will enable the Council to better serve more youth and families, and have a lasting impact on communities and the region should be developed. An overarching description of the Council that ties the three together will create a unified package. The materials should convey projections for increased programmatic impact on the community resulting from success of the initiatives, while also explaining how capital improvements will ensure that the quality of the facilities reflect the quality of programming and are needed to achieve maximum impact.
The description of each initiative should include a budget that shows an allocation for capital improvements, programming, and a replacement fund for facilities. Hence, funds can be raised for capital
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improvements that support programmatic goals without calling this a capital campaign, per se. There will likely be some donors who are attracted to capital improvements and recognition through naming opportunities. These donors can be directed to the capital improvements within each initiative. Other donors – especially those that may be new to supporting the Council – will be more concerned with programs. Most prospective donors will want to see the big picture and will be supportive of the totality of the initiative if they buy into the need, the approach, and have confidence in the Council’s ability to successfully implement its plans.
Draft materials should be tested with representatives of both internal and external prospective donors before being finalized. The internal audience may make certain assumptions and use language and images which speak to those with an established connection to Scouting, but which have less familiar resonance with potential donors who have not been directly involved.
4. Meet with the Council’s elder statesman6 to present the vision for the Council’s future, and to seek their financial support to build the next generation of supporters and Scouts. The Council has a cadre of people that have been at the top of the proverbial giving pyramid for the Council over many years. Most of these people are of retirement age and are consolidating how they spend their time and where they invest their resources. They want to know that the institution that they have helped advance will continue to prosper beyond their involvement. Consistent with Step 2, above, this group should be consulted prior to finalizing the initiatives. The Council should convey its plans for building both the next generation of Scouting families and the next generation of donors.
The elder statesman should be asked to a) serve on one of the three initiative-focused committees7 per Step 5, below; and b) make an early, lead gift that would serve as a challenge grant for the three initiatives. Challenge grants are proven tools to help spur giving. If the goal of initiative ‘A’ is (for example) $1,500,000, and the pooled commitment of the elder statesman is, (for example) $500,000, then the committees would begin further toward their goal and can be incentivized by the notion that their own gifts and those that they secure from others will leverage the challenge funds.
Planned giving should also be discussed with the elder statesmen.
5. Form three committees to focus on each initiative. Committees of perhaps 10-12 people each would be the work horses of this fundraising effort. Membership would be drawn from:
. Elder Statesmen - honorific in some instances . Board members - every board member should select the initiative which s/he wants to be involved with the expectation of 100% participation on the committees
6 The Council’s long-term supporters who have been generous with their time, contacts, and financial commitments. Note that they will be included in Step 2, above, so this step is returning to them to apprise them of progress and engage them in its success. 7 Even if in a more honorific capacity for some.
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. Volunteers – people active in Scouting with access to philanthropic individuals and companies . Staff – to support the committees’ efforts
Scouting PHL provides a good opportunity to engage people external to the Council who are philanthropic and have an expressed interest in urban youth. Representatives of these types of people were interviewed pursuant to this study, many of whom were Scouts themselves. They are community leaders who could prove helpful in opening doors to other prospective supporters who at present do not think about Scouting.
6. Convene an ad hoc prospect review committee to preliminarily assign current donors to one of the three initiatives based upon what is known regarding their giving priorities. The Council has a list of approximately twenty five (25) donors (exclusive of board members) who are supporters of previous capital campaigns, and are regular supporters as mid-tier or major donors. An ad hoc committee consisting of staff and board familiar with these individuals should convene and make a preliminary determination regarding which of the three initiatives is likely to be of greatest interest to him/her.8 This analysis should be compiled into lists of prospective donors for each initiative and assigned to the respective committee.
7. Convene the committees to begin to identify prospective donors from their networks An initial task of each committee should be to identify people from their individual networks who could be prospective donors to their respective initiative. Staff assigned to each committee would be responsible for compiling the list, conducting preliminary prospect research (e.g., through Wealth Engine or a comparable tool), and helping to prioritize the prospect list for further research and subsequent soliciting. The list of current Council donors (Step 6, above) would be integrated into the prospect list in order to create a master tracking tool that would be continually updated.
8. Begin to meet with and steward relationships with foundations and corporations around the three initiatives. Appendix C includes a list of foundations and corporations whose giving interests align with at least one of the three initiatives. Many of these have not previously supported the Council, and may not think of Scouting as an avenue to advance their agenda. The likelihood of a proposal being successful increases markedly if the foundation and corporation is engaged prior to submitting a proposal. Allowing for long lead time, Council professional leadership, accompanied by program staff or a board member where appropriate, should seek to meet and engage foundation and corporate staff prior to submitting a proposal. Institutional funders invest in management, and need to have confidence in the leadership. They also like to have a hand in helping shape proposals coming to them, and can often advise regarding timing within the context of other proposals on the institution’s docket (e.g., get it to us quickly, or wait till next calendar year).
8 Prospect research was conducted on some of these people, and others were interviewed as part of this study. Hence additional information is available to make a more informed decision.
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9. Begin stewardship and solicitation process The master list of prospective donors should be prioritized and organized with regards to the order in which stewardship and soliciting occurs. This is more art than science, i.e., knowing enough about each donor to make sound judgements on sequencing. In some instances, it will be good to begin with the donors likely to make the largest gifts. In other instances, donor networks should be mapped, with solicitation beginning with an individual who is a well-respected leader among his/her peers, such that their gift will provide others in their network confidence to make a donation even if the leader’s gift is not the largest. This type of analysis should be done by the committee with the support of analysis collected and synthesized by staff.
There are many components to a fundraising campaign, i.e., prospect identification, stewardship, thanking people, and soliciting. Not everyone will want to be or needs to be a solicitor. A few committee members should be identified who can serve as the primary solicitors, working with and supported by staff. Other committee members may be the lead on select prospects, accompany fellow committee members or staff when they can add value to the meeting, provide insights about prospects, help steward relations, etc.
10. (Later in the process) ask each board member to secure modest gifts from five (5) additional people. The Council can use this fundraising effort to expand its donor base beyond event-based support that has been a salient revenue source. Board members can utilize their networks to identify people for whom Scouting aligns with their interest and priorities. Each board member will be asked to find 5 people willing to make relatively modest gifts to the Council (over three years). Perhaps more important than the funds raised, this step will help begin to expand the donor base. The Council can use the opportunity of the donation as a way to engage these donors by communicating the impact of their support. Deeper cultivation efforts can be undertaken with those people who express interest in learning more, thereby expanding the pool of potential donors for subsequent fundraising efforts and campaigns.
Boy Scouts of America 10 Fundraising Feasibility Study & Action Plan
IV. PROJECTIONS
Projecting philanthropic support is as much an art as a science. It is a function of past giving history, trends in philanthropy, information supplied by likely major donors through interviews, the economy, the strength of the case, the connection prospective donors feel or can come to feel for an organization or initiative within it, and the willingness of solicitors to work hard. The projections below are based upon careful consideration of these factors, and were developed collaboratively by Fairmount Ventures and Council staff. Please note that these figures are purposefully conservative; it would be better to be surprised by being more successful than anticipated than the obverse.
In sum, this analysis recommends that the Council set a goal of $5,000,000. This amount of funds will make a significant difference in the Council’s facilities and programs. Upon success, implementation of the programmatic initiatives, and ongoing communications efforts, the Council can determine the goal for a larger scale capital campaign.
What follows is the rationale for this assessment.
Summary of Projections9
Source Target amount10 Leadership Gifts $2,600,000 Elder Statesmen11 $1,000,000 Board Members $350,000 Current Major Donors $320,000 New Mid-tier Donors $300,000 New Entry-level Donors $225,000 Foundations $235,000 Total (rounded) $5,000,000
Leadership Gifts There are three (3) individuals who have given multi-million dollar gifts to the Council over many years, continue to be strong supporters of the Council, and have indicated their interest in supporting this
9 Names of individuals are not included in this document out of respect for confidentiality since it is anticipated that this document may be widely circulated. A separate document with names of prospective donors, giving histories, capacity assessments and target requests has been provided to Council leadership. 10 Commitments from donors could be payable over a three-year period in annual installments. 11 A moniker used in this document to describe long-term, major donors of the Council. Many have served on the board, were leaders of capital campaigns in the past, have been honored by the Council, and speak of the Council as one of their leading philanthropic priorities. Most are of retirement age, and while active in life, are consolidating their interests and giving priorities
Boy Scouts of America 11 Fundraising Feasibility Study & Action Plan
fundraising effort. Collectively, it is anticipated that these three individuals would contribute between $2,000,000 and $3,500,000. Based upon the strength of their connections, capacity and preliminary discussions, it is anticipated that collectively they will support the effort at 75% of the higher figure, i.e., $2,600,000.
Elder Statesmen This moniker is being used to describe the nine (9) major donors who have been consistently supportive of the Council as major donors. Many are currently or previously served on the board, speak of the Council as one of their leading philanthropic priorities, and indicated when interviewed their willingness to support this effort. Most are of retirement age, and while active in life, are consolidating their interests and giving priorities. Anticipated gifts from this group range from $50,000 to $500,000. Collectively, the range of support is anticipated to be between $1,050,000 and $2,100,000. Based upon the strength of their connections, capacity and preliminary discussions, it is anticipated that collectively they will support the effort at 50%12 of the higher figure, i.e., $1,000,000.
Board members The Council has twenty four (24) board members not included among the two groups above. Annual giving among board members varies widely, with this group typically in the $1500 range for annual giving. Based upon past giving levels and analysis of capacity, the following gift totals are projected. Anticipated gifts from this group range from $2500 to $50,000. Collectively, the range of support is anticipated to be between $222,500 and $450,000. Based upon the strength of their connections, capacity and preliminary discussions, it is anticipated that collectively they will support the effort at 75%13 of the higher figure, i.e., $350,000.
Current Major Donors The Council has fourteen (14) donors not included in the two categories above whose annual giving ranges from $2500 to $15,000. Wealth Engine14 assessments indicate that this group has significantly higher giving capacity, implying that the Council may be able to be more successful with this group with greater cultivation. Collectively, the range of support is anticipated to be between $300,500 and $635,000. Based upon the strength of their connections, capacity and preliminary discussions, it is anticipated that collectively they will support the effort at 50% of the higher figure, i.e., $320,000.
12 The industry standard in fundraising is that asking the right group of donors for a gift within the correct range of their capacity and interest in the right way, the overall success rate will be 50%. Hence, this figure is used here. The 75% figure is used for the Elder Statesmen given the close ties the Council has with these individuals. 13 The 75% figure is used here because it is assumed that there will be 100% board participation in giving, albeit not at the highest level projected. 14 Wealth Engine is a proprietary software that aggregates and analyzes individuals’ wealth and philanthropic giving practices to assess a range of gift capacity. It is a blunt instrument because it does not factor the individual’s level of commitment to a given organization, and does not always capture their entire philanthropic portfolio.
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New Major Donors The number of new donors will be a function of committee members’ willingness to introduce Scouting to people in their networks who are not currently supporters. It is also worth noting that throughout the course of this feasibility study, numerous people interviewed not currently supportive of the Council indicated that an initiative focused on urban communities would be the most likely reason that they would consider making a contribution to Scouting. The urban initiative could be key to helping expand the donor base. A conservative projection of $300,000 is anticipated from this group. This could take the form of six (6) gifts of $50,000; ten (10) gifts of $30,000 over three years; or a combination of gift sizes.
New Entry-level Donors One goal of this fundraising effort is to expand the Council’s pool of mid-tier and major donors. This is obviously important in order to increase available resources for program, operations, and capital improvements, but is also critical because so many of the Council’s major donors are retirement age and consolidating their finances. The board can play a critical role here. This projection assumes that board members are willing and able to identify and secure new donors. If a significant portion of board members can secure five (5) new donors each who commit between $1000 and $2000 over three years, it is anticipated that the Council can add approximately 150 new donors to its ranks and generate $225,000 towards this fundraising effort.
Foundations Foundations and corporate giving programs are much more likely to support programming than capital. The initiatives described above combine the two, and can establish how the capital improvements are in support of programming. Appendix ‘C’ includes the list of foundation and corporate giving programs that should be approached for these initiatives. Twelve (12) of these are new to the Council, while thirteen (13) have supported the Council in the past. A total of $1,065,000 can be requested of these twenty five (25) institutional funders, with an anticipated net of $235,000. The success rate for new funders is anticipated to be 20% (industry standard); the success rate for current funders is 25%. Appendix ‘C’ also indicates the initiative most likely to appeal to each, with the rationale for this recommendation.
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V. TIMELINE & ACTION STEPS
This section describes the salient steps and tasks to support them that should be undertaken over the first nine to twelve months of this fundraising effort. It is an ambitious schedule since it anticipates being able to meet with and engage a significant number of people over a period of several months, and form and activate committees. The work plan for the subsequent year can be developed based upon what is learned and accomplished during this first period.
A. FALL 2016: FINALIZE INITIATIVES AND MATERIALS Step Tasks Lead 1. Ensure that infrastructure and . Determine if additional professional staff are in place to pursue funds support (see roles and responsibilities Scout Executive for the initiatives. section) will be provided by re- assigning current staff, adding staff or engaging outside counsel. Confirm scope of work and deliverables under any of these scenarios. . Determine if some of the Scout Executive and Deputy Scout Executive’s daily responsibilities need to be shifted to other staff in order to allow them to devote more time to fundraising activities. Take steps as appropriate. . Assign internal staff to be responsible for administrative support to the fundraising effort. 2. Design and launch a . Tasks to be determined through communications plan to communications planning process. Marketing reintroduce Scouting to the . Develop ongoing communications Communications public at-large, with special strategies for staff members and Director attention to the philanthropic volunteers not directly involved with community. the initiatives in order to address any potential concerns regarding these efforts’ impact on the Council’s ongoing operations. 3. Engage board members, major . Present and discuss at board Board Chair, donors and other supporters in meeting(s). Scout Executive, finalizing the initiatives. . Discuss and confirm expectations for Deputy Scout Board members’ personal financial Executive commitment. . Meet with Elder Statesmen and other major donors to review and discuss. 4. Develop collateral materials. . Develop descriptions, budgets, Deputy Scout outcomes for each initiative. Also Executive prepare text describing overall goals (perhaps with for the Council. consultant)
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. Confirm recognition opportunities, including all naming activities. . Develop a printed prospectus and online counterpart for the initiatives that incorporates a refined case for support, as well as visual renderings, photos, infographics, initiatives’ budgets, Council leadership, naming opportunities. Consider engaging a designer to assure high quality.
B. Winter 2017: ENGAGE LEADERSHIP & ORGANIZE COMMITTEES Step Tasks Lead 1. Meet with the Council’s Elder . Begin cultivation process by asking if Board Chair & Statesmen to begin to secure they will: a) serve on one of initiative Scout Executive their support. committees, and b) make an early, lead gift that would serve as a challenge grant for the three initiatives. . As appropriate, discuss planned giving. 2. Form three committees of . Build the committees based on Board Chair, approximately 8-12 people to individuals’ respective stated Scout focus on each initiative. preferences: Executive, o Elder Statesmen - honorific in Deputy Scout some instances Executive o Board members - every board member on a committee . Identify other people active in Scouting with access to philanthropic individuals and companies. . Assign staff to support each committee. 3. Convene an ad hoc prospect . Convene group of staff and board Deputy Scout review committee to preliminarily members who are collectively familiar Executive assign current donors to one of with major donors to utilize own the three initiatives. knowledge and prospect profiles to assign to initiatives based upon giving information . Identify donors for whom additional information is needed, and conduct prospect research on each in order to determine optimal initiative and approach strategy.
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C. SPRING 2017: BEGIN DONOR IDENTIFICATION & CULTIVATION Step Tasks Lead 1. Secure board members’ financial . Establish a team of board members to Board Chair commitments. solicit other board members such that there is 100% participation at a personally significant level. . Meet with each board member and secure commitments. 2. Convene the committees to . Request that committee members Deputy Scout begin to identify prospective identify people from their individual Executive donors from their networks. networks who could be prospective donors to their respective initiative. Staff assigned to each committee 3. Conduct preliminary prospect . Integrate the list of current Council Staff assigned research to help prioritize the donors into the prospect list for each to each prospect list for further research committee. committee and subsequent soliciting. 4. Train committee members in . Train all committee members regarding Deputy Scout solicitation process. soliciting, even if only a portion will play Executive this role. Assure comfort and familiarity with initiatives messaging, FAQs, (perhaps component details, and process for consultant) internal information capture regarding prospective donors. 5. Begin to meet with foundations . Seek meetings with foundations and Board Chair, and corporations to cultivate corporations identified in Appendix C Scout relationships. in order to re-introduce Scouting, Executive, leading with a particular initiative that Deputy Scout aligns with their interests. Executive . For entities that do not invite meetings, prepare an LOI and follow up with request to speak or meet.
D. LATE SPRING 2017: CONTINUED STEWARDSHIP & BEGIN SOLITATION Step Tasks Lead 1. Hold a public launch event to . Plan an event that surprises people in Director of present the Council’s overall its approach to capture attention and Communications vision and the initiatives. interest. . Invite long term supporters, but also prospective donors who would be new to supporting the Council. 2. Begin donor cultivation and . Arrange and conduct individual Committee solicitation process. meetings with prospective donors. members . Utilize challenge grant from Elder Staff assigned to Statesman to nurture a greater sense each committee of opportunity.
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VI. ROLES & RESPONSIBILITIES
Successful fundraising is a collective effort – all Board and staff play a role, even if they are not directly soliciting. The following chart outlines the roles and responsibilities of the fundraising effort’s key players.
Position Roles & Responsibilities Board Chair Meet with Elder Statesmen to present vision and seek input and buy-in Assure 100% board engagement and assignment to committees Steward and solicit major donors Participate in one of the initiative committees Scout Executive Serve as lead spokesperson for the Council in presenting overall vision Steward and solicit major donors Meet with Elder Statesmen to present vision and seek input and buy-in Review and approve materials, budgets, staff commitments to the fundraising efforts Oversee the communications planning and implementation (via staff) Keep full board informed on progress of the fundraising efforts Deputy Scout Overall coordination of the fundraising efforts Executive Administrative oversight and logistics, e.g., internal communications, record-keeping, scheduling Staff the three initiative committees Oversee capital planning as relates to fundraising efforts Solicit and steward donors Oversee pledge administration Oversee foundation and corporate relations Outside counsel15 Develop collateral materials for review and approval Support staffing of initiative committees as needed Support donor solicitation efforts (conduct research, develop donor profiles, develop speaking notes, facilitate prospecting) Develop foundation approach strategies and support materials Write foundation and corporate grant proposals Conduct solicitor training as needed Help draft communications updates Advise and support internal staff with database and recordkeeping
15 Some of these tasks may be able to be done by internal development staff, but recommend outside counsel being available to perform these specific tasks.
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Board Members Review, suggest enhancements and approve the target initiatives Actively participate on one of the three committees Contribute a personally significant amount Identify prospective donors Solicit as willing Other volunteers Actively participate on one of the three committees Contribute a personally significant amount Identify prospective donors Solicit as willing Connect contacts to solicitors
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VII. CRITICAL SUCCESS FACTORS
The following factors will enhance success of the Council’s fund raising efforts.
1. Take the time for communications efforts to reintroduce Scouting before launching into fundraising efforts. Assure that the messages articulate Scouting’s value in terms that will resonate with people who are not currently connected to Scouting. For people involved, the value and impact of Scouting is almost axiomatic. This is not the case for external audiences.
2. In developing print and electronic collateral materials, use images, language, messengers, and media that reflect a contemporary approach in working with young people and families. E.g., connect Scouting to issues of pressing social concern today, e.g., character development, resilience, environmental stewardship, civic engagement, school success and college completion for youth in urban communities. Convey that Scouting’s approach is relevant as ever in the 21st Century, e.g., “Not your father’s Oldsmobile”.
3. Take the time to build buy-in and excitement among the people being asked to invest their money, time and relationships to build their commitment to at least one of the three initiatives. At the same time, build a shared vision for Scouting in the region and the long-term success of the Council that is tied to all three succeeding.
4. Expect 100% of the board to be actively engaged in some aspect of fundraising. The people directly responsible for the Council’s success (i.e., the board) need to demonstrate their full commitment if others are expected to buy in.
5. Craft the message regarding Scouting PHL (urban initiative) that demonstrates the Council’s nuanced understanding that urban markets need to be approached in a different manner than is done in the counties, but that the quality of the programming is equally as high.
6. Treat committee members like customers. Meetings should be well organized, have clear expectations on the group and individual members, and be hard working, but they should also create a sense of camaraderie among members and be energizing. Committee members are more apt to fully participate and fulfill their commitments if they find the process fun and want to deliver to their peers.
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APPENDIX A: METHODOLOGY
Fairmount Ventures took the following steps to develop this document.
1. Spoke with the Council leadership about the goals and expected impact of fundraising efforts, the organization’s history and capacity related to fundraising, capacity, and the Council’s organizational priorities.
2. Reviewed funding requests, promotional materials, and donor appeals to understand how the Council positions itself.
3. Worked with the Council to identify fifty four (54 people) to interview from among current Council board members and donors and individuals who are philanthropic and supportive of youth-focused causes and are civically engaged in order to be able to speak to approximately forty (40) individuals. Ten (10) people identified by the Council as potential interviewees explicitly declined to be interviewed. The list of people interviewed is below.
4. Crafted interview questions to assess among interviewees:
a. perceived value of Scouting; b. importance of facilities and endowment in advancing the mission and the Scouting experience; c. elements of a case for support most likely to motivate the highest level of giving; d. likelihood of supporting a capital campaign; e. confidence in the Council to execute a campaign; and f. other concerns that need to be addressed to maximize success.
Interviewees were not explicitly asked whether they would donate, though many volunteered this information in order to make a larger point.
5. Studied the Council’s individual and institutional giving data to identify trends over the past three years.
6. Identified potential institutional sources of funding for the initiatives and optimal request amounts and approach for each. This list of sources is included as Appendix ‘C.’
7. Identified potential new donors pools and considerations for each.
8. Developed donor profiles on prospective donors to assess their potential for giving.
9. Met with the Council to share findings and confirm the overall strategy.
People Interviewed Board Members 1. Geoff Armstrong, PricewaterhouseCoopers 2. Al Boris, Deutsche Bank
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3. Paul Garvey, Cushman & Wakefield 4. Tom Leidy, Leidy’s, Inc. 5. David Lipson, Philadelphia Magazine 6. Robert Lux, Temple University Health System 7. Kevin Mahoney, Penn Medicine 8. Pete Musser16, The Musser Group 9. Jim Papada, Systems Wisdom Consulting 10. David Smeltzer, Aqua America 11. Peter Walts, Centropy Group
Council donors (past or current) not currently on the Board 12. Craig Adams, PECO 13. Tom Caramanico, McCormick Taylor 14. Walt D’Alessio, NorthMarq Advisors, LLC 15. Nick Debenedictis, Aqua America 16. Dan DiLella, Equus Capital Partners, Ltd. 17. Albert Elko, Elko & Associates 18. Herbert Gunther, Academy Apartments Associates 19. Rod Henkels, Henkels & McCoy 20. George Karr, Karr Barth Associates 21. Chuck Pennoni, Pennoni Associates 22. Pat Mascaro, J.P. Mascaro & Sons 23. Ed Satell, Progressive Business Publications 24. Bill Sasso, Stradley Ronon Stevens & Young LLP 25. Tim Wallace, iPipeline 26. Rob Wonderling, Greater Philadelphia Chamber of Commerce 27. Michael Yoh, Day & Zimmerman 28. David Yost, AmerisourceBergen
Philanthropic, civically engaged individuals not directly involved in Scouting 29. Bruce Brown, Brown Schultz Sheridan & Fritz 30. Denise Brisbon, Retired UPenn Hospital 31. Stacy Holland, Lenfest Foundation 32. Jack Holefelder, Ethel Sergeant Clark Foundation 33. Andrew Masterman, Precision Castparts 34. Barbara Palermo 35. Michael Pearson, Union Packaging 36. Jonathan Peri, Manor College 37. Jack Terrill, Heckscher, Teillon, Terrill & Sager, P.C.
Staff 38. Dan Templar, Scout Executive 39. Chris Tomlin, Deputy Scout Executive
16 Indicated his support but preferred not to be formally interviewed.
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APPENDIX B: INTERVIEW FINDINGS
1. Overall, interviewees have a positive impression of Scouting which comes more from their own life experience than from communications emanating from the Council or national organization.
Scouting is personal in almost every instance. While generally positive, there is a lack of knowledge regarding the full scope and impact of the Council’s work which translates into their not understanding the importance of a capital campaign. Scouting formed an indelible impression on those who were introduced to it when young. Interestingly, many of the external interviewees were Scouts even though they were selected to be interviewed because of their involvement in philanthropy and their success in their respective businesses. Many interviewees who were Scouts attribute their professional success to lessons learned from Scouting. All of the internal interviewees stated that the Scouting experience exposes youth to a diverse group of people, both geographically and culturally, that promotes the ability to navigate in an increasingly diverse society. Others remarked that the experience teaches self- sufficiency, independence, and discipline which are skills that interviewees feel will help youth persevere and succeed. One summed it up as: “Scouting is an immersion during one’s critical formative years. Not many schools offer what Scouts teach.”
2. While important to them, Scouting is not the top philanthropic priority of most of the Council’s lay leaders and major donors.
All of the internal interviewees supported the Council for many years either personally or through their businesses. A few indicated that the Council is their top priority, but most stated that the Council is one of multiple philanthropic interests “in the middle of the pack” or “top five.” One internal interviewee who is actively involved in the Council is equally involved in other education-focused organizations, stating that he considers the Council “in the mix of my philanthropic priorities.” One donor that Council staff indicated to be a strong prospect for a major gift who has strong ties to the Council said, that if he had to make a choice between scouting and another charity, the Council would not be his top choice: “If I had $50,000 to distribute …, the Boy Scouts would not be in my equation.”
3. Many of the Council’s longstanding, most generous donors are of retirement age. Their overall philanthropic giving is less than in the past as they manage their assets differently than when they were in their earning years. They describe their ability to attract new donors from their business relationships as diminished.
Many of this older group are consolidating how they spend their time and where they invest their resources. Their top priority to giving lies elsewhere, e.g., their church, alma mater, or a major institution on whose board they serve. They are a bit less engaged in the region, spending longer periods of time out of the area, e.g., Florida in the winter. While willing to lend their names, they are less able to draw upon business contacts to support the Council as they did in the past, and are less willing and able to engage in campaigning. This group is not likely to expand their networks or social circles beyond what currently exists and their potential to attract, identify, and facilitate entrée to new donor prospects may be limited. The Council will need to develop other avenues to target individuals who are rising or ascending corporate leaders.
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4. External interviewees17 were supportive of Scouting’s overall goals but do not have enough information or contact to conclude that they are prepared to support a capital campaign. The majority of them were most interested in the Council’s efforts to reach Philadelphia’s low income youth.
External interviewees – many of whom were scouts-- recognize the value of Scouting but were reluctant to say that they would support the Council or a capital campaign. One interviewee typified this sentiment by remarking “Scouts have never been that high on my list even though I have attended [Council] events. …To be honest, they would not get a big check from me.” Similar to internal interviewees, they have multiple charitable interests which they already support.
5. To secure their support, sophisticated donors expect to see the impact of the Council’s programmatic activities on the lives and life trajectory of children, and then learn about the direct relationship between the program and the need for capital improvements.
Only a few internal interviewees were aware of the Tufts study, and none of the external interviewees knew about it. One internal interviewee shared, “I was not aware of this (study). If I didn’t know about this and I’m close to the organization, I think others are probably not aware. I do not think it’s been promoted.” Several interviewees were adamant that in order to garner financial support the Council needs to demonstrate a) high demand for Scouting, and b) evidence impact that thereby justify making capital improvements to facilities. While there was recognition of the value of Scouting and the importance of camp sites, many interviewees were unsure if Scouting was any different or had a greater impact than programming offered by other youth-serving organizations. In short, why the Scouts?
6. Both internal and external interviewees frequently stated that investment in capital is predicated upon expanding the Council’s reach into Philadelphia’s low income communities.
While everyone indicated that they could likely be convinced that some level of improvements to the camps is essential to the Scouting program, the majority of internal and external interviewees stated that growth is predicated on serving more youth in Philadelphia. Many felt that there was a greater need for Scouting in the city and that expanding programming in the city was critical to justifying funding requests. One internal interviewee said that the Scouts should consider returning its headquarters to the city because “If you’re not in the city, you don’t exist; that’s where everything is.”
There was very little support among internal interviewees for building a multipurpose facility for programming or administrative space in the city. Rather, the interest is in programming that serves the city, and then making the case that the camps provide the opportunity for more urban youth to benefit from outdoors experiences.
7. While well known, it is not a given in many peoples’ minds that Scouting is an important, relevant institution to the community at-large.
Scouting needs to re-establish itself in the eyes of the broader community as an important part of the fabric of society that helps children grow to become good citizens and contributing members of
17 Selected either because they have loose ties to the Council or because they are philanthropically supportive of youth- focused organizations at significant levels
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society. While all of the internal interviewees felt that Scouting was as relevant today as when they were children, external interviewees were unsure. Reflecting the sentiments of the majority of external interviewees, one external interviewee stated, “Honestly, although I was a Scout, I lost contact with the program and don’t know if they are keeping up with the times in terms of what they offer youth.” Their uncertainty may be attributed to a lack of information. Several interviewees expressed that the Council should expand its communications effort and showcase youth who are Eagle Scouts as examples of what Scouting produces. One external interviewee whose children were Scouts shared a story of attending a banquet honoring a friend and never receiving any follow up from the Council. There was a feeling that the Council missed an opportunity to tell its story to wider audiences and cultivate prospective donors.
8. Internal interviewees appreciate the need for upgraded facilities, but have mixed perspectives on the extent to which multi-million dollar investments are needed. External interviewees are unfamiliar with the facilities, much less the need for additional investment. All will need to see a strong correlation between serving more children in better ways and the need for capital investments.
Some internal interviewees were familiar with the current conditions of the camps, others less so. Even among those familiar with the sites, there were questions regarding the extent of upgrades necessary to operate the program. While the majority of internal interviewees considered camp sites crucial to the Scouting experience, many also expected that camp sites should be worn, tired and rustic in appearance. As one internal donor commented, “The camp sites are somewhat dated, although when I go camping I am not expecting the Ritz Carlton. I expect to be in the outdoors so it is adequate for my needs.”
There was strong support for upgrades to the basic facilities (latrines, etc.) and a belief that without upgrades recruitment could suffer. “It’s really embarrassing that they (camp sites) don’t even have decent toilet facilities.” Yet, internal interviewees were not supportive of construction of new buildings on the camp sites. Another internal donor suggested that major renovations be made only if it was established that the Council is losing participants because of the condition of the camps sites. “If people are leaving our programs because the camps suck then we need to do something.” One actively involved internal donor suggested the need to balance investment in program and capital, “We can’t pour $5M into a camp at the expense of everything else.”
9. Prospective donors want to be certain that the Council has high quality programming before considering investing in capital improvements. Internal interviewees discussed improving volunteer readiness and performance. External interviewees raised the need to earn parents’ trust.
Several internal interviewees who were active in Scouting stressed the need to improve recruiting and training volunteers; developing troop and pack leadership, and improving retention from the Cub Scouts to Boy Scouts.
In order to establish a greater presence in Philadelphia, several interviewees discussed the importance of earning parents’ trust who might be reluctant to have their children participate in programs until they the adults involved earn their confidence. One external interviewee went on to suggest that the Council develop a trust analysis to ascertain how trustworthy they were in the eyes of parents in the city.
10. To garner their financial support, external interviewees need to see that Scouting is a contemporary institution addressing issues of most concern to them. Diversity, inclusivity,
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use of technology, etc., are indicators of whether Scouting aligns with their values and interests.
Allowing, much less welcoming leaders who are gay remains the most recent, visible information many external interviewees have regarding Scouting. Several did not know how the issue was resolved, much less the Council’s position on it as this was internally debated within BSA. This issue is a bit of litmus test in the minds of many external interviewees for Scouting’s openness to broader communities and proactively reaching out to underserved audiences. Other parts of the Scouting program -- e.g., wearing uniforms, oaths, salutes -- appear to be anachronisms to some, raising questions of relevance to urban youth who could benefit from the program. This ties back to external interviewees’ decisions regarding their philanthropic support, i.e., they want to invest in organizations making a difference at scale in the lives of the most vulnerable children.
11. Internal interviewees have strong confidence in the capacity of the Council’s management team to implement a capital campaign. One person noted, however, that 100% of Board members needs to be engaged. “We need all hands on deck.”
Board members involved in fundraising registered a certain level of frustration that a relatively small group of board members are consistently the ones to be called upon to fundraise. If a capital campaign is to be a success, they feel that the Council needs to reach out to broader constituencies than the networks of a few people.
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APPENDIX C: INSTITUTIONAL PROSPECTS
Funders new to the Council Initiative that aligns with Suggested ask Name Interests that align with Scouting Gift range Relevant sample gifts funding priorities amount Drexel University - $50,000 Musser Scout Education; Air Products Foundation $100 - $150,000 Boy Scouts Minsi Trail Council - $15,000 Reservation $25,000 Environment Girl Scouts of Eastern PA - $20,000 Learning Lab Institute for Local Self Reliance - $10,000 Next Gen Scouting; Youth Development; Northwest Atlantic Marine Association (NAMA) Musser Scout Claneil Foundation Environment; $5,000 - $80,000 - $45,000 Reservation Learning $30,000 Education Student Conservation Association - $10,000 Lab; Earthworks - $50,000 Scouting PHL Legacy Youth Tennis and Education - $22,500 Musser Scout Education; $2,000 - Drumcliff Foundation Outward Bound Philadelphia - $10,000 Reservation Learning $15,000 Building/renovations $200,000 Squash Smarts - $5,000 Lab Cary Institute for Ecosystem Studies, Inc. - Musser Scout Education; $35,000 F.M. Kirby Foundation $6,000 - $2.4M Reservation Learning $30,000 Environment Grow it Green Morristown, Inc. - $10,000 Lab The Nature Conservancy NJ - $30,000 Chester County Boy Scouts - $5,000 Next Gen Scouting; Fillippo Family Foundation Youth Development $250 - $20,000 Upper Mainline YMCA - $4,000 $10,000 Scouting PHL Just 4 PA Kids - $1,250 ALS Foundation of Greater Philadelphia - $10,000 Next Gen Scouting; Genuardi Family Foundation Youth Development $2,500 - $45,000 $20,000 Camphill Soltane - $5,000 Scouting PHL Baker Industries - $10,000
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SkillsUSA Youth Development Foundation - Musser Scout Environmental Education; $500,000 Lowe’s Foundation $10,000 - $1M Reservation Learning $250,000 Community Improvement Projects Mountain View Youth Development Center - Lab $9,495 Outward Bound Philadelphia - $50,000 Musser Scout Environment; $1,000 - The Schuylkill Center for Environmental McLean Contributionship Reservation Learning $50,000 Education $100,000 Education - $25,000 Lab YMCA of Greater Brandywine - $25,370 Boys & Girls Club of Philadelphia - $10,000 Education; Next Gen Scouting; Nelson Family Foundation $5,000 - $10,000 Girl Scouts of Eastern PA - $10,000 $10,000 Youth Development Scouting PHL Achieve Now - $7,500 Cradles to Crayons - $15,000 Musser Scout Land Conservation; $10,000 - Marshall Reynolds Foundation Lighthouse Youth Center - $10,000 Reservation Learning $20,000 Youth Development $25,000 The Schuylkill Center - $10,000 Lab Next Gen Scouting; Council for Relationships - $100,116 Musser Scout Environmental Education; McClausland Foundation $1,000 - $2M Museum of the American Revolution - $250,426 Reservation Learning $100,000 Youth Development Episcopal Community Services - $10,102 Lab; Scouting PHL
PHS - $10,000Green Tree School and Service - Musser Scout Neubauer Family Foundation Education;Children and Youth $5,000 - $2.5M $25,000Free Library of Philadelphia Foundation Reservation Learning $25,000 - $241,000 Lab
Riverbend Environmental Education Center, Inc. - $10,000 Environment; $10,000 - Next Gen Scouting; Wright-Cook Foundation The Schuylkill Center for Environmental $20,000 Youth Development $30,000 Scouting PHL Education - $20,000 John Bartram Association - $20,000 Total New Foundations $605,000 Projection (20% success rate) $121,000
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Previous Supporters of the Council Previous giving Initiative that aligns with Suggested ask Name history with the Interests that align with Scouting Gift range Relevant sample gifts funding priorities amount Council Mercy Vocational High School - $10,000 Next Gen Scouting; Beneficial Bank Foundation $12,500 Youth and education $1,000 - $20,000 $25,000 Legacy Youth and Tennis Foundation - $1,000 Scouting PHL Baker Industries - $2,500 Teen Programming at the Parkway Central Musser Scout Education; Library - $5,000 Reservation Learning Caroline Sanders Trust 1 + 2 $5,000 $2,000 - $15,000 $10,000 Environment Smith Memorial Playground - $5,000 Lab; Delaware Valley Association for the Education Scouting PHL of Young Children - $3,000 Musser Scout Youth; Christian R. and Mark F. Philadelphia Futures - $5,000 Reservation Learning $5,000 Education; $1,000 - $20,000 $10,000 Lindback Foundation Philadelphia Outward Bound - $3,000 Lab Environment Scouting PHL Digital Literacy; $1,000 - Boys and Girls Club of Philadelphia - $25,000 Comcast Foundation $10,000 Community Service; Next Gen Scouting; $100,000 $300,000 Philadelphia Outward Bound - $15,000 Building Tomorrow’s Leaders The Discovery Center - $250,000 Civic & Culture; $4,500 - Connelly Foundation $20,000 Smith Memorial Playground - $10,000 Next Gen Scouting $75,000 Education $300,000 USA250, Inc. - $20,000
Dexter F. and Dorothy H. Education; $2,000 - Boy Scouts of America Minsi Trails - $15,000 $5,000 Scouting PHL $15,000 Baker Foundation Youth Development $125,000 Boys and Girls Clubs of Allentown - $10,000 Musser Scout Girl Scouts of Eastern PA - $5,000 Ethel Sergeant Clark Smith $5,000 Education $5,000 - $25,000 Reservation Learning $20,000 Boys and Girls Club of Chester - $20,000 Lab Hilda and Preston Davis Youth Development; $10,000 - Principled Schools, Inc. - $15,000 Next Gen Scouting; $10,000 $15,000 Foundation Education $100,000 Breakthrough of Greater Philadelphia - $15,000 Scouting PHL
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Providence Center - $3,000 Joseph Kennard Skilling Trust $5,000 Youth Development $1,000 - $5,000 Next Gen Scouting; $5,000 North Penn Valley Boys and Girls Club - $3,000 Musser Scout Arthur Ashe Youth Tennis & Education - $1,000 Mandell Foundation $5,000 $500 - $25,000 Reservation Learning $10,000 Kate’s Club - $1,000 Lab Schuylkill Center for Environmental Education - Musser Scout Philadelphia Foundation $7,500 Environment;Education $10,000 - $50,00 $10,000Legacy Youth Tennis & Education - Reservation Learning $40,000 $32,000 Lab Middle School Out of School Time Arthur Ashe Youth Tennis & Education - The Lenfest Foundation $25,000 Programming; $3,000 - $1.5M $75,000 Scouting PHL $50,000 Career Pathways Youthbuild Philadelphia - $270,000 William Penn Foundation $2,000 $80,000 Musser Scout Education; The Shipley School - $4,000 Reservation Learning Wurster Family Foundation $4,000 $1,000 - $20,000 $5,000 Youth Development Vinalhaven Land Trust - $2,000 Lab; Next Gen Scouting; Total Previous Funders $460,000 Projection (25% success rate) $115,000
Projected Foundational Support (rounded) $235,000
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APPENDIX D: ABOUT FAIRMOUNT VENTURES
Fairmount Ventures was founded in 1992 to strengthen the power and accelerate the transformational impact that nonprofit and public sector organizations have on the people they serve. The idea was to assemble a multi-disciplinary team capable of providing unparalleled insights and connections to resources. Since then, Fairmount has been thought partner to over 325 organizations. Whether a start up with a powerful idea in search of funding and opened doors, a mid-sized organization ready to take center stage, or a venerable institution wanting to pivot and launch a community-focused initiative, Fairmount has guided clients to envision and plan their next stage of growth, and then connect to resources to realize their goals. Fairmount is sought for its deep understanding of the Philadelphia region and rich set of connections that it brings to benefit every client. While often the unseen partner in organizational planning, generating new program ideas, facilitating a merger or securing funding, we are proud when we see the impact of our work in services, schools, facilities, community centers, parks, murals, et.al., that we helped launch, improve or expand.
After more than two decades, Fairmount’s vision to “position nonprofits to grow and thrive” holds constant and is realized through a mix of inter-related services:
Resource development Strategic and business planning Mergers & affiliations Program design and assessment Board development
Clients benefit from Fairmount’s expertise regarding the trends, issues and funding landscape in multiple fields: early childhood, K-12 and higher education; community healthcare; youth development; human services; housing and community development; community arts and culture; historic preservation and interpretation; food access and sustainable communities; and workforce development. This rich understanding enables Fairmount to promote cross sector partnerships, facilitate connections and introduce programmatic and funding opportunities in arenas often unknown to clients. Our knowledge and data-driven methodology capture trends and evidence-based practices nationally if not globally to assure that our clients benefit from best practices irrespective of their point of origin.
A more complete understanding of Fairmount Ventures can be gleaned at www.fairmountinc.com.
Staff Contributing to this Plan Don Kligerman, President Kelly Woodland, Assistant Vice President Jacob Pritchard, Associate
Contact: 1500 John F. Kennedy Blvd., Suite 1150, Philadelphia, PA 19102 215.717.2299, [email protected]
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