Strategic Plan

EXECUTIVE SUMMARY

The Scout slogan, “Be Prepared” was our driving force as we gathered together to ensure the Alamo Area Council continues its record of success as we prepare to embark upon the next four years. It is our intention that this Strategic Plan serves as a road map and provides high, but obtainable goals for our volunteer leadership and Council staff.

Serving 13 counties and over 26,000 youth may seem like a daunting task for some, but it has been our pleasure to watch this Council grow and not only meet, but in often cases exceed national averages. Through the strong support of our community and business partners, the Alamo Area Council not only meets its financial goals each year.

The support given to us by the community has allowed us to offer free or for a minimal charge Scouting programs to at-risk or economically disadvantaged youth throughout our service area. It is thanks to this great support that we can proudly say no youth has been turned away from Scouting programs due to economic restraints.

As the needs picture of the typical American family has changed drastically from the time Scouting began, we are proud we have been strong in our continued strive to provide leadership training with strong moral convictions. It is our belief that our dedication to the Scout Oath and Scout Law have carried us through the changing times and allowed us our continued success and community support.

The Strategic Planning Committee organized our vision into six critical areas; Leadership, Properties, Quality Program, Marketing, Total Financial Development and Membership. In summary, it is the overall goal of this strategic plan to provide a roadmap to guide our professional and volunteer staff during the next four years, as we not only grow our council membership but expand youth services and maintain fiscal soundness and provide quality programming.

On behalf of the Strategic Planning Committee and the Board of Directors I thank you for not only your interest in Scouting but your continued support of our desire to positively impact the youth of our community.

Sincerely,

Ray Carvajal, Board President
Ponce Duran, Scout Executive

LEADERSHIP
Objectives: The Alamo Area Council commits itself to being the premier youth-serving agency by assuring highly qualified, dedicated and trained volunteer and professional leadership at all levels of the Scouting organization.
Benchmarks

• Attain a ratio of 11,000 youth per staff member by 2009. This will entail hiring six new staff members by the year 2009 at an estimated cost of $360,000.00.
• Recruit and engage the best board leadership to obtain the national ranking of Quality Council.
• Provide Districts with the support needed to have the leadership positions filled to attain the national ranking of “quality district” for each district within the Council.

• Continue evaluations of Bear Creek Scout Reservation, McGimsey Scout Park and Council Service Center to ensure new needs are met.
• Evaluate and determine the feasibility of the Alamo Area Council establishing a camp dedicated to meeting the needs of Cub Scouts and renting or building a Scoutreach Office.
• Develop an asset management strategy to ensure all facilities are properly maintained.

• Surpass national standards of 58 percent trained leaders by 2009.
• Increase one-rank advancement or outcome per scout each year.
• Increase participation in the community service project, “Good Turn for America”, to 80 percent by year 2007.

• Facilitate 24 meetings a year with key San Antonio and surrounding area community leaders to broaden awareness of the Alamo Area Council Scouting Program.
• Build a sustained bilingual advertising/awareness campaign targeting two or three critical time periods.
• Develop an internship program in cooperation with local universities to increase the Councils’ in-house media relations program.

• Increase operating fund support by $424,000 to fund strategic plan objectives.
• Increase endowment support to provide 25 percent for operating income and raise endowment dollars to properly maintain facilities.
• Raise capital dollars to have the best program and administration facilities in the region.

• Develop a membership plan to reach 15 percent of the total market.
• Organize a retention program to retain 10 percent more youth or achieve a 70 percent retention rate.
• Increase the membership of the “Southside” youth market in our non-traditional Scouting program from 8.5 percent of market share to 12 percent.