Quality Facilities Strategic Pillar

GOAL #1: PROPERTIES ARE PROPERLY MAINTAINED AND PROVIDE MAXIMUM BENEFIT TO MEMBERSHIP

• Strategy #1: Establish Glendale Outdoor Leadership School (GOLS) as a premier community camp  

  • Measure #1: Number of camping options and variety increased  

  • Measure #2: Number of new program areas unique to area and Council established  

    • Opened and outfitted a new STEM lab and are now hosting a STEM club for scouts monthly

  • Measure #3: Number of inherited deferred maintenance issues addressed  

    • Updated sewage system to better handle increased capacity, replaced all windows in the administrative building to improve energy efficiency, and finished three new bathrooms in the activity center

  • Measure #4: Utilizing local and national resources develop marketing resources to promote GOLS to membership and community     

    • GOLS website and social media enhancements, New marketing materials created

• Strategy #2: Camp Conley Clark (CCC) utilized and suitable for Scouts BSA weekend camping and shooting sports activities and trainings  

  • Measure #1: Number of programs and other improvements completed  

    • Through generous donations from Heidelberg Materials and NW White created a parking lot to comfortably park up to fifty vehicles

  • Measure #2: Structure capable of sheltering up to 200 people constructed  

  • Measure #3: Restroom facilities exist suitable for Scouts BSA and Cub Scout activities  

  • Measure #4: Adequate structures to support Council Shooting Sports committee  

  • Measure #5: Existing structures repurposed for program use  

    • Expanded and provided electricity to an existing pole barn to comfortably provide shelter for over 100 people. Started significant renovation work on the farmhouse to transform it into a functional meeting space.  Once complete the house will be climate controlled and have bathrooms, a catering kitchen, conference space and storage space.

  • Measure #6: Caretaker plan developed to ensure year-round grounds upkeep     

    • Purchased a commercial grade lawnmower and with volunteer support have established a schedule for lawn maintenance

• Strategy #3: Establish an effective administrative presence in key communities we serve  

  • Measure #1: Locate administrative space for rent or purchase in York County  

  • Measure #2: Evaluate relocation of administrative space in Spartanburg to GOLS   

GOAL #2: PROVIDE ADEQUATE FUNDING FOR ANNUAL MAINTENANCE & DEVELOPMENT WITHOUT IMPACTING OPERATIONAL FUNDS

• Strategy #1: Divest of existing properties and reinvest assets  

  • Measure #1: Recommend divestment of Camp Bob Hardin with reinvestment into Camp Conley Clarke and Property Maintenance Endowment  

    • Executive Board created Ad Hoc Committee to prepare Camp Bob Hardin for

  • Measure #2: Recommend divestment of Council Service Center with reinvestment in GOLS and establishing administrative presence in York County     

• Strategy #2: Create project list for GOLS & CCC with funding and naming opportunities  

  • Measure #1: Using NCAP Continuous Camp Improvement plan 5-year property improvement plan developed with cost estimations for GOLS & CCC    

    • Continuous Camp Improvement Plan for GOLS created

•  Strategy #3: Identify non-program revenue generating activities at CCC 

  • Measure #1: Areas identified and dedicated to revenue generation  

  • Measure #2: Number of Special events dedicated to fundraising and showcasing CCC   

GOAL #3: EXPAND NON-SCOUT USAGE OF COUNCIL PROPERTIES

• Strategy #1: Develop and market non-scout curriculum at GOLS 

  •  Measure #1: STEM programs for ages 3-10 developed  

    • Grew partnership with Kids Club Upstate to increase the number of youth served at both at GOLS and at host schools

  • Measure #2: Leadership Development programs for University and Corporate clients developed  

  • Measure #3: Number of guided high adventure trips for community & non-scout groups offered and filled    

    • Adventure Week held and marketed to non-scouts through partnership with Spartanburg Academic Movement

• Strategy #2: Market Shooting Sports offerings at CCC to outside groups  

  • Measure #1: Number of partnerships with youth shooting groups established