STRATEGIC PLANNING

Creating a Vision for the Camping Property

Supports the Pillars of the Council

“Vision without action is a daydream. Action without vision is a nightmare.”

—Japanese proverb

Camp Property Vision ‐ Examples• We want to be the Philmont of the East

(or North or South)• The Council will continue to enhance program and camping opportunities for all levels of scouting. We will aim to continuously develop in our scouts character and leadership qualities through the effective use of our camps. 

Camp Property Vision ‐ Examples

• The camp(s) will be first class facilities with clearly branded buildings, modern restrooms and showers. Facilities and equipment will be state‐of‐the‐art with current technology and opportunities with a focus on current trends in Scouting for our youth

Camp Property Vision ‐ Examples• Vision: The quality of experience gained by Cubs and their 

parents at the Adventure Camp will be a significant factor in retaining the youth well into Boy Scouts.

• Purpose/ Mission of the Property: The purpose of “Adventure Camp” is to provide a venue for the youth of Northeastern Illinois to participate in outdoor programs of excellence, thus promoting character and leadership development through outdoor experiences.  

Camp Property Vision ‐ Examples• Vision: Constantly seeking to improve operational efficiencies, 

Owasippe Scout Reservation will excel in outdoor programs and customer service which complement its sister camp Napowan located in North Central Wisconsin. Together they will round out a scout’s outdoor experience and provide the means for a scout to create memories that will last a lifetime. 

• Purpose/ Mission of the Property: The purpose of “Camp Napowan” is to provide a venue for the youth of Northeastern Illinois, Northern Indiana, Northern Ohio and Michigan to participate in outdoor programs of excellence, thus promoting character and leadership developmentthrough outdoor experiences.  

National Organization

• The Boy Scouts of America will prepare every eligible youth in America to become a responsible, participating citizen and leader who is guided by the Scout Oath and Scout Law

The Strategic Plan• A list of Projects is Not a Strategic Plan. 

Commitment Follows Understanding

Vision Mission/ Tactics Projects

Creating the VISION“Measurement is the first step that leads to control and eventually improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” 

H. James Harrington. 

Millennials, young adults born after 1980, are the United States largest living generation

The Millennial population is Expected to continue growing until 2036 as a result of immigration.

Current State of the Business:Shifting Demographics

….And about a third of young adults in the U.S. are living with a parent

Americans’ lives at home are changing.

Just half of U.S. adults were married in 2015, down from 70% in 1950.

As marriage has declined, the number in cohabiting relationships rose 29%between 2007 and 2016.

• The American family is changing. After decades of declining marriage rates, the share of American adults who have never been married is at an historic high. 

• Two‐parent households are on the decline  in the U.S., while divorce, remarriage and cohabitation are on the rise. 

Two Parent HouseholdsIn Decline

A record number of were living in multigenerational households.

Growing racial and ethnic diversity in the U.S. helps explain some of the rise in multigenerational living.

The Asian and Hispanic populations overall are growing more rapidly than the white population.

• Births Outside of Marriage

• Immigrant women driving birth rate

Women’s role in the labor force and leadership positions has grown dramatically. The labor force participation rate for American women has risen steadily since the 1960s.

In fact, Mothers were the sole or primary breadwinner in a record 40% of all households with children in 2011

Women in the Workforce

Immigration• Asia has replaced Latin America (including Mexico) as the biggest source of new immigrants to the U.S.

• In a reversal of one of the largest mass migrations in modern history, net migration flows from Mexico to the U.S. turned negative between 2009 and 2014, as more Mexicans went home than arrived in the U.S. 

Demographic Tools to Craft Strategy

Current State of the Business  ‐Membership

- 2,000,000 4,000,000 6,000,000 8,000,000

10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

National Membership - Year End

Total Cub Scouting Total Boy Scouts Total Venturing

30.6%Decline12.9%

Decline

46.2%Decline

Current State of the Business  ‐POPULATION

MARKETTotal Available

Youth

Quality as a Strategic Response

A Changing Market

Root Cause Analysis• Addressing the problem, not the symptoms

• The five “whys”  

THE MACMILLAN MATRIX  A Tool for Program Analysis

Guiding Principles• Unnecessary duplication fragments limited resources, weakens providers, decreases quality.

• Greater focus, instead of being all things to all people, can result in higher quality.

• Increasing demand for resources requires change in approaches.

Key Questions MacMillan Matrix Helps Nonprofits Answer

• How well does our program portfolio fit with our mission and vision?

• Are we the best organization to provide this service? 

• What is the competitive strengthof each of our programs?

• Are we engaged in any services which, if eliminated, would cause irreplaceable loss for consumers?

• Are we spreading ourselves too thin without the capacity to sustainourselves? 

• Should we work cooperatively with another organization to provide services? 

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Matrix Criteria

• Fit• Economic attractiveness• Alternative coverage• Competitive position

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1. Fit — The degree to which a program “belongs” or fits within 

an organization (Good or Poor)

• Congruence with mission, purpose, and vision?• Organization has existing skills and competencies?• Able to share resources and coordinate activities with other programs?

2. Economic Attractiveness  — Revenue availability (High or Low)

• Current, stable funding? • High appeal to funders and 

supporters?• High market demand?• Measurable, reportable 

outcomes and results? 

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3. Alternative Coverage — Competition (High or Low)

• Are similar services provided?• Do customers have many other choices? 

• Are there competitors—current or future? 

4. Competitive Position—More capability and potential to deliver the service than 

current or emerging competitors (Strong or Weak)

• Good location, logistical delivery system?

• Will customers remain?  Grow?• Is quality superior?• Record of securing grants, 

funding?

• Stable staffing?• Ability to maintain and 

continually increase competency?

• Cost‐effective?• Strong connections with 

consumers and stakeholders?

MacMillan MatrixHigh Economic Attractiveness

(Easy to attract resourcesfor support)

Low Economic Attractiveness(Difficult to attract resources

for support)Alternative Coverage

HIGH

Alternative Coverage

LOW

Alternative Coverage

HIGH

Alternative Coverage

LOW

Alignment

Strong Competitive Position

1. Aggressive competition

2. Aggressive growth

5. Reinforce best competitor or find partner

6. “Soul of the agency”

GOOD FIT

Weak Competitive Position

3. Aggressive divestment

4. Invest, find partner, or divest

7. Consider partner or divest

8. Find partner or divest

9. Aggressive divestment 10. Orderly divestment POOR FIT

From FranklinCovey’s The 4 disciplines of execution

Strategic Plan Elements• Vision Statement• Mission Statement• Core Values

– Construction Triad: Cost‐Scope‐Time– Unique Selling Proposition ‐ Tufts Study 

• SWOT Analysis (MacMillan, Ansoff)• Tactics

– Long Term Goals– Yearly Objectives– Action Plans

Strategic Use of Camp. 

RETAIN RECRUIT

Quality and Variety As a Strategic response

Quality Variety

Quality and Variety as a Strategic Response

ANSOFF MATRIX

Product/Market Expansion Grid