1. 2014 Area 6 Key Leadership Forum

2. 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.

3. “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)

4. 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 Communicating the Vision 4

5. Our Desired Outcomes More youth and adult members and supporters receive life-changing Scouting experiences that lead to positive youth development as defined by: Character Leadership Citizenship Fitness 5

6. 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. The Strategy

7. 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 7

8. 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

9. 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

10. Improving the Unit & Council Experience Aligning Top Level Priorities & Projects Rethinking and Repositioning Resources and Services In order to Impact Organizational Capacity Unit Leader Experience Council Capacity Solutions National Re-focus

11. Improve the Unit Leader Experience 2015 National Council Priorities 11 On-Line Learning Library Reimagined Pack Meetings Parent Orient. Improved Joining Experience Improved Roundtables Working with Youth (PYD) My Scouting Tools Mobile Experience 120d New Ldr Orient. First Three Months Retention Unit Fundraising Supporting Leaders Foundation Unit Execution Onboarding Be A Scout Redesign

12. Improve the Council Experience 2015 National Council Top Level Priorities Scoutwire.org Position Based Enterprise Intranet (1 st Quarter) My Commissioner Tools (through 1 st Quarter) Roll-out of Cub Scout Adventure Program (2 nd Quarter) Expanded Shared Services (2 nd quarter); from data entry to local council marketing and fundraising services Blackbaud Fundraising System Rollout (through 2 nd Quarter) Enterprise Web and Event Management Solution (4 th Quarter) Enterprise On-line Knowledge Base & Member Care (4 th Quarter)

13. 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

14. “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