to Gary Butler`s keynote presentation from the November

2014 Area 6 Key Leadership Forum
Why Growth Has Declined
• Our youth and parent markets have significantly shifted. We have not
evolved and adapted fast enough to meet the needs and expectations of
the rapidly changing communities we serve.
• Our traditional funding model at each level has not adapted enough to
address the challenges of America’s changing demographics.
• Strained organizational capacity at all levels has limited ability to evolve
and adapt.
• Our talent pool does not reflect enough of the skills and diversity
required to meet expectations.
“In the future, only organizations that understand and anticipate
their customers’ needs and can consistently deliver unique,
tailored customer experiences will be able to attract and retain
loyal customers.”…… Forrester Research Inc. (October 25, 2011)
Communicating the Vision
We must provide quality Scouting Experiences to more youth. We must
keep Scouting relevant to the youth of today and tomorrow. Our
programs must appeal to America’s youth and their parents, and we
must deliver what we promise.
The measure of our success must be viewed through a single question,
“Did we make a positive difference in the life of a child?”
Wayne Brock, Chief Scout Executive
Our Desired Outcomes
More youth and adult members and supporters receive life-changing
Scouting experiences that lead to positive youth development as defined
 Character
 Leadership
 Citizenship
 Fitness
The Strategy
• Our member-centric strategy leads us to identify, design, build and
deliver “Life Changing” programs and services. Programs and services
that our members cannot get any where else.
• We are strengthening our core programs; Cub Scouts, Boy Scouts,
Venturing and Exploring by adapting and innovating; creating simplicity
and dynamic experiences within units.
• In meeting the needs of those markets where the BSA has been
unsuccessful in reaching, yet seen as growth potential; new programs,
services and recruiting methods providing different experiences are being
developed and tested, while maintaining the aims, values, and outcomes
of Scouting.
Our Strategy Pivot:
…from a strategy that historically has been grounded
with us chasing members with our programs and
service offerings we think they should get
…to a member-centric strategy where our current and
future members are chasing us for the life changing
experiences they can’t get anywhere else
National Council Strategy Objectives
(What We Are Doing)
Leverage Technology Tools to Personalize the Member Experience
Through Selection and Training we Ensure Units have Effective Leaders
We Ensure Units Have Fun Meetings with Positive Outcomes
We Ensure we are Financially Healthy
Ensure Funding Needs at all Levels of the BSA are met through new
Growth Opportunities and Optimizing Efficiencies
• We Ensure Life Changing Experiences for our Members
The Most Important Person in Scouting:
The Unit Leader
Our Voice of the Scout insights, research and focus groups point to a
clear need to focus on the unit leader experience – at all levels, but
particularly the Cub Scout den leader and cubmaster.
Unit leaders drive program delivery, satisfaction, retention and
recruiting. Ensuring that they are well selected, trained and supported
at all levels directly impacts the health of the organization and our
ability to meet the goals of the organization
Improving the Unit & Council Experience
Aligning Top Level Priorities & Projects
Unit Leader Experience
Capacity Solutions
Rethinking and Repositioning Resources and Services
In order to Impact Organizational Capacity
Improve the Unit Leader Experience
2015 National Council Priorities
My Scouting
Tools Mobile
First Three
New Ldr
with Youth
Be A
On-Line Learning Library
Improve the Council Experience
2015 National Council Top Level Priorities
• Position Based Enterprise Intranet (1st Quarter)
My Commissioner Tools (through 1st Quarter)
Roll-out of Cub Scout Adventure Program (2nd Quarter)
Expanded Shared Services (2nd quarter); from data entry to local council
marketing and fundraising services
• Blackbaud Fundraising System Rollout (through 2nd Quarter)
• Enterprise Web and Event Management Solution (4th Quarter)
• Enterprise On-line Knowledge Base & Member Care (4th Quarter)
Suggested Council Priorities
Unit Leader Selection, Training and Support
The District Executive Experience
Financial Position and Strategy
Member Care and Communications
Volunteer Diversity
Continuous Innovation with Recruiting and Program Design
and Delivery including Simplification and Relevance
“Field efficiency, backwoodsmanship, camping,
hiking, good turns, jamboree comradeship are all
means, not the end. The end is character with a
purpose…Baden Powell”
Brownsea Island, Bechtel Summit Reserve

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