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Final 2012 Board Retreat Session #2

Journey to Excellence-- Linking the Strategic Plan to JTE Metrics

What needs to be in the plan

  • A clear picture of where we want to be
    • Key descriptors
    • Key metrics
  • A realistic look at where we are now
    • Key descriptors
    • Key metrics
  • What we intend to do to get there
  • Each committee needs its own plan that is linked to the Council plan by Journey to Excellence 


Goal- Improve Unit Commissioners Ratio to provide better unit service
Measures- Commissioner Ratio (This has a direct impact of JTE metrics) | Current- 0 | Goal- 1:3

Goal- Increase Unit Visitations
Measures- % of units receiving 6 or more visits/year (This has a direct impact on JTE metrics) | Current- 0 | Goal- 60%

Goal- Add Assistant Council Commissioners
Measures- Program
Current- Bruce McKee
                 Ed Kleiner
Goal- Bruce McKee
           Ed Kleiner

Goal- Add more Assistant District Commissioners
Measures- # of assistant Commissioners/district | Current- 0 | Goal- 1

Goal- Provide more on-going training for commissioners
Measures- Orientation training | Current: 0 | Goal: 100%
                     Commissioners Conference | Current: 1/yr | Goal: 2/yr

Goal- Provide more service for venturing units
Measures- # of crew visits | Current: 0 | Goal: 1/crew/yr
                     List of successful practices | Current: No | Goal: Website

Conservation and Outdoor Ethics

Goal-            Outdoor Ethics Training:
                      * Awareness | Measures: # Awareness/yr | Current: 0 | Goal: 50
                      * Instructor | Measures: # Instructors/yr | Current: 71 | Goal: 92
                      * Master Educator | Measures: # Master Educators/yr | Current: 6 | Goal: 6
                     *Sustainability Index (Impact on Operating Fund Net Assets) | Current: 33% | Goal: 15%

Goal- Develop Conservation Committee
# of conservation committee members | Current- 2 | Goal- 8

Goal- Council property inspections (trails and terrain)
Measures- * # of inspections | Current: 0 | Goal: 1
                     * Conservation Plan | Current: 0 | Goal: 1
                     * Conservation Projects | Current: 0 | Goal: 12
                     * Timber Harvests | Current: irregular | Goal: Every 5 years

Goal- Camp Master Programs
Measures- * # of weekend camp-master programs/ year | Current: 0 | Goal: 2 camp-master programs/yr
                     * Sustainability index (Impact on Operating Fund Net Assets) | Current: 0 | Goal: 15%

Goal- Hornaday Award Programs
- * # of unit awards   | Current: 0 | Goal: 2
                     * # of youth awards | Current: 0 | Goal: 2
                     * # of adult awards  | Current: 0 | Goal: 1

JTE Impacts of Program Events

  • Direct impacts
    • Operating Fund Net Assets (15% sustainability index)
    • Community service (Event with service component)
  • Indirect Impacts
    • Membership growth
    • Retention
    • Advancement
    • Camping
    • Voice of the Scout

Change Management-- Based on "Managing Transitions: Making the Most of Change" by William Bridges

Change Management

  • It isn't the Change that is tough; it's the Transition
    • Change is situational (external)
    • Transition is the psychological process people go through to come to terms (internal)

Letting Go

  • The starting point for transition is the "ending" that you have to make to leave the old situation behind.
  • Transition begins with letting go of something. 

Neutral Zone

  • The uncomfortable time between the old reality and the new.
    •  It takes time to move through this, and you can't rush it.
    • People try to "escape" this uncomfortable period
  • This is also a time of opportunity- creativity, renewal, and development

New Beginning

  • The new beginning is only reached after people have made an ending, and spent time in the neutral zone.
  • Most organizations try to start with the new beginning
    • They don't help people with the ending, "letting go"
    • The don't acknowledge the "neutral zone"

Letting Go

  • If changes are to occur, people will have to let go of something
    • Identify who is losing what
    • Identify secondary changes - intentional and unintentional consequences
    • What is over for everyone?
  • Accept the reality of Subjective Losses
  • Don't be surprised by "Overreaction"
  •  Acknowledge Losses openly and sympathetically
  • Expect and Accept the signs of grieving
    • Anger
    • Bargaining
    • Anxiety
    • Sadness
    • Disorganization and Depression
  • Compensate for Losses
  • Give People Information, Again and Again, and Again and Again.
    • They don't need to know???
    • They already know....
    • I told the supervisors, it's their job to tell their people....
    • We don't know all the details yet....
  • Define what's over and what isn't
  • Mark the endings
  • Treat the past with respect
  • Let people take a piece of the past with them
  • But - it must end!!

Neutral Zone

  • A very difficult time
    • Anxiety rises, productivity falls
    • Old weaknesses remege in full flower
    • Personnel are overloaded, priorities get confused, miscommunication, frustration
    • Polarization - those who want to move forward, those who want to retain the old way
      •  Consensus breaks down
  • A Creative Time
    • If things are going smoothly, it's hard to change things
    • A chaotic time is also a time where creativity sprouts
  • "Normalize" the Neutral Zone
    • A necessary time of reorientation and redefinition
    • It's OK to be confused - old patterns are dying, new ones have not yet developed
  • Strengthen intragroup relationships
    • Example for Winnebago Council
      • Combined Council Committee meetings
      • Council and District Key Three meetings
  • Transition Monitoring Team
  • Capitalize on Creativity
    • Encourage innovation
    • Question the "usual"

New Beginnings

  • Beginnings reactivate some of the old anxieties
  • The new beginning represents a gamble: there is always the possibility it won't work
  •  Plan the new beginning
    • Explain the basic purpose
    • Paint a picture of the outcome
    • Lay out a step by step plan
    • Give each person a part to play in the plan and the outcome

The Purpose

  • Clarify the Purpose
    • What was the problem?
    • Who said so, and what is the evidence?
    • What would occur if no one solved the problem?
    • What would happen to us if that had occurred?

The Picture

  • Purposes are abstract, ideas.  People need a picture in their head.
    • What is the outcome going to look like, sound like?
    • Use visual aids
  • Don't expect the picture to work until people have made their ending, and exited the Neutral Zone
  • Marathon Effect 

Create a Plan

  • Plan the transition, not the changes
  • Address the changes on a personal level
    • Ceremony marking the closing of a facility
    • Formation of a transition team
    • All-hands question and answer session
    • Start a training program
  • A Transition Plan starts where people are at, and works forward, step by step

A Part to Play

  • The Purpose, the Picture, and the Plan are meaningless unless people know what Part they will play.
    • People need to see their name on the chart on the wall
    • People need to know what part they play in the transition
      • Be part of a transition team, survey group
      • Important for people who have lost part of the old order 

Reinforcing the New Beginning

  • Be consistent
    • Consistency in procedures
    • Consistency in behavior
  • Ensure Quick Successes
  • Symbolize the New Identity
  • Celebrate the Success 


  • Letting Go
    • Losses, Grieving
  • The Neutral Zone
    • Difficult time, but allows creativity
  • The New Beginning
    • Purpose
    • Picture
    • Plan
    • Part to play

Task Force Recommendations

Task Force Vision 

  • Winnebago Council will have an outdoor program that is:
    • Financially sustainable
    • Contributes to membership growth by attracting and retaining youth and
    • Provides activities that support unit programs, advancement, and leadership development


The Outdoor Program has been subsidized by general operating funds for years.  Starting in 2013, it will be expected that council Outdoor Programs will be financially sustainable.

Definition of Council Sustainability

  • Decision: Revenue from activities and programs covers all expenses and provides +15% in suplus revenue to promote council sustainability

Definition of Outdoor Program Sustainability

  • Decision: Outdoor Programs cover annual operating costs of facilities/equipment, plus depreciation (or capital requirements).


The Membership Committee will remain committed to bringing Scouting opportunities to the youth in our area.

  • Each district currently has a membership chair.  To grow, each needs a full membership committee with people taking on roles such as fall recruitment coordinator, Tiger recruitment, Webelos to Scout transition coordinator, Venturing coordinator, and new unit coordinator.
  • Each district needs a full cadre of unit serving commissioners to support the units, identify issues in time for action to save units and to help rebuild struggling units.

Outdoor Program

  • Council and District programs must be well planned and documented so that they are easy to replicate from year to year.
  • All programs should have a budget with a goal of achieving at least 15% sustainability index.
  • Formal exit surveys should be documented for each program event so that outdoor program committees can make program decisions to ensure improvement. 
  • Registration from the website for all council and district outdoor programs must be in place and operate reliably.
  • Cub Scout day camps should be provided by trained adult volunteers.
    • Program resources should be available in a trailer that can be easily moved from one program site to another.
    • Day camp programs should be numerous and in locations that are convenient for the population of Cub Scouts being served.
  • Outdoor programming needs to happen throughout the entire year
  • The various COOP committees must have ownership of all outdoor programs.
  • The outdoor program must be supported by a Campmaster Coprs who works with the COOP committees to deliver quality programs for units
  • Program events should use Council properties whenever possible
  • All outdoor programs should count in the calculation for outdoor program sustainability.
  • Council leadership should designate a professional staff member whose primary responsibility is supporting outdoor programs.
  • Promotion must be an integral part of any program offering and is the responsibility of the volunteers who lead the event, guided by the professional staff member assigned to outdoor programs.


  • A communication plan be developed to provide information to all levels of staff, volunteers and friends, and supporters of Scouting.
  • Timely Board reports to monitor progress in implementing changes to restore financial sustainability in the Outdoor Program
  • Information and discussion with staff and volunteer leaders to gain understanding and support of changes and improvements in programming.
  • Information to District Committees and Unit leaders
  • Information to friends and supporters of Scouting in Winnebago Council, and news reporting agencies


  •  Board Development and Compliance Committee be formed to ensure plans are developed for implementation of the Executive Board's decision.
  • The scope of this committee will move the council from the Board decision to execution and management of forthcoming changes.
  • David Stoakes, Dan King, Christie Kangas, and Todd Wordel have agreed to serve in this capacity.
    • This committee will identify each area of non-compliance (i.e. budget deficit, volunteer oversight, staff assignments, etc.), establish goals and objectives along with metrics and timeliness for accomplishment of each item and determine oversight and implementation responsibilities.
    • The council charter review and the National Camping self-assessment worksheets are examples of materials that will guide decisions.

Expectations of Executive Board

"Activist Board"

  • Accept personal responsibility for success of the Council
  • Understand and support the implementation of the Task Force recommendations
  • Ambassadors for Scouting
    • Recruit volunteers and leaders
    • Make connections with community leaders
    • Recruit members/ assist with Pack, Troop, and Crew formation 
  • Become personally involved in Council Committees
  • Chart of Programs and Committees
    • Pick one or two and sign up

Winnebago Council Committees

  • Financial
    • Fund-raising
    • Budgeting
    • Investments
  • Membership & Retention
  • Commissioners
  • District Administration
  • Communication & Marketing
  • Inclusion 
  • Enterprise Risk Management
  • Program
    • Training
    • Advancement
    • Activities
    • High Adventure
    • Cub Scout Camping
    • Boy Scout Camping
    • Aquatics
    • Shooting Sports
    • COPE & Climbing
    • Equestrian
    • Mountain Biking
    • Maintenance
    • Conservation & Outdoor Ethics
    • Fishing
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