By Utah National Parks Council
Jan 01, 2017

2020 Strategic Issues (updated for 2017)

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Narrow FrameTop Ten Concerns for 2020 Vision

  1. Better service to our key sponsor, The Church of Jesus Christ of Latter-day Saints. Their leadership expects trained leaders, understanding of Scouting’s value proposition, and better communication 
  2. Adapt Scouting for LDS purposes, including:
    • Church leaders will, as always, select their own Scout leaders based on church standards.
    • BSA employees and volunteers are obligated to ensure Scouting helps stakes and wards meet their objectives first.
    • Facilitate open, productive communication between Scouting representatives and stake presidents and bishops first.
    • Scouting representatives should listen to and meet the needs expressed by stake and ward leaders; staff and volunteers should then assist the stake and ward with all available resources in adapting and implementing that vision..
  3. Unified Alignment and Service Model:
    • Scouting should use Church governance structures including quorums, wards, stakes and coordinating councils to build youth.
    • Because church leaders and Scouting representatives are partners in delivering the Scouting program and its benefits to local youth, they will be most effective when they are unified.
    • Our partnership is best facilitated through frequent, productive communication, improved customer service on the part of the council and its districts, and positive interpersonal relationships between Scouting representatives and LDS volunteers.
    • We must work to support priesthood-driven goals by conforming to the church service structure and language.
  4. Simplified Leadership Training
    • Access to clear, concise, simplified training in a variety of formats (ie. self paced reading, online, coaching, and small group training adapted by stakes. The Council is responsible to make this training easily available for stake and ward leaders with quick access to necessary information and materials. 
    • Use of Church-sponsored training programs for senior priesthood leaders, such as Little Philmont and Priesthood Leadership Conference on Scouting held at Philmont 
    • The council should ensure BSA trainers teach LDS stake representatives, who in turn teach ward Scout leaders. This ensures volunteers at every level are taught Scouting methods while allowing LDS leaders to exercise their stewardship.
    • Scouting works most effectively when volunteers at every level are committed to the church’s vision and thoroughly trained in Scouting programs and methods.
  5. Greater Use of Technology to Impact Scouting and Communication
    • Scouting should provide online tools that are readily available and easy to use.
    • Wards should be able to recharter units, register new youth and adults, and record advancement online using well-functioning programs that they can access from any electronic device.
    • To better serve stakes and wards, the BSA should make use of all available technology to simplify and streamline Scouting information channels. This includes online posting, training and videos that, once completed by volunteers, qualifies them as trained Scout leaders, but with an LDS viewpoint and supportive social media.
  6. Addressing the Cost of Scouting
    • The BSA should explore lower-cost options for uniforms, awards, program materials, and other direct Scouting costs to families and wards.
    • Donors need the reassurance that local donations benefit local Scouting programs with a clear and transparent budget, a reminder of what they contributed last year, an honest statement of exactly how their contribution was used and an explanation of the cost per boy served.
    • The disconnect between the donating Latter-day Saint and the Scouting council must be addressed.
    • The Council must be transparent in the use of funds and is responsible to show LDS leaders the value they receive as a return on their investment.
  7. How will we handle our growth to sustain the Council into the future?  We are out pacing our camps and other services, it is time to face the real costs of growth.
  8. Can we diversify our revenue to reduce our dependence Friends of Scouting and Camp revenues?  Operations are dependent on these two sources of income, we need to revitalize the capital campaign and strengthen the endowment along with other sources of revenue. What must we do to improve our cost structure and stay competitive, especially in regard to our camps? Maintenance on these critical assets is woefully behind schedule and requires diligent attention.
  9. How and where must we innovate our products and services especially for the older youth segment (14-20 years)? Simplified training with a focus on quality activities led by youth must a major focus.
  10. Program delivery for Cub Scouting, making a special effort to give the Primary organizations using Cub Scouting increased service and support. Focus on day camping needs to handle the rapid growth in this segment. New properties for day camp and funding to build and maintain them must be found.


SWOT Analysis 

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