FINANCIAL PLANNING STRATEGIC PILLAR

GOAL #1: INCREASE ANNUAL OPERATING REVENUE TO SUPPORT INCREASED CAPACITY AND OPERATING SURPLUS

  • Strategy #1: Increase efficiency and net of annual fundraising campaign (FOS)  

    • Measure #1: DCD model adjusted to generate higher return to Scouting  

      • Held Distinguished Citizen Dinner in York County for first time since 2019, netting $202,720 (an event record)

    • Measure #2: New Family Friends of Scouting campaign strategy established and evaluated annually  

      • Replaced Family FOS in Daniel Morgan District with Flags for Heroes

    • Measure #3: Number of FOS workers in each community increased  

    • Measure #4: Grow annual Friends of Scouting budget net by 25%     

      • Grew annual FOS net by 6.7% over 2021

  • Strategy #2: Establish new diverse special events to improve cash flow  

    • Measure #1: Number of alternate giving platforms (special events) established across the Council  

      • Held inaugural Flags for Heroes event in Spartanburg, which generated significant publicity for Scouting

    • Measure #2: Number of special events committee members     

  • Strategy #3: Double grant funding by focusing on Scoutreach and Exploring  

    • Measure #1: Establishment of multi-year curriculum/operating model for both programs  

    • Measure #2: Advisory committee recruited for both programs focused on program health and funding     

  • Strategy #4: Resolve historic interfund loan from capital fund  

    • Measure #1: Options presented and loan resolved  

      • Board voted to forgive historical loan from Capital Fund to Operating Fund 

GOAL #2: IDENTIFY CONSISTENT ANNUAL CAPITAL REVENUE TO MAINTAIN AND DEVELOP COUNCIL PROPERTIES

  • Strategy #1: Council Camp Maintenance Endowment established

    • Measure #1: Council Camp maintenance endowment increased after establishment

      • Established the Camp Conley Clarke Maintenance Endowment, which will yield over $6,000 in 2024 (will take 3 years to be fully vested)  

    • Measure #2: Marketing materials that highlight capital endowment developed and available   

  • Strategy #2: Identify comprehensive list of capital needs and seek funding prospects for each  

    • Measure #1: Marketing materials to support effort created  

    • Measure #2: Tiers of project giving identified to provide access to wide group of prospects     

  • Strategy #3: Evaluate current capital assets and reinvest assets for greater impact  

    • Measure #1: Excess property divested of and reinvested 

    • Measure #2: Alternative investment tools utilized to provide maximum benefit gain from excess capital cash   

  • GOAL #3: ACCELERATE ENDOWMENT GROWTH TO PROVIDE GREATER ANNUAL RETURN TO COUNCIL

  • Strategy #1: Focus on James E West Fellowship promotion/cultivation  

    • Measure #1: James E West promotional committee recruited  

    • Measure #2: At least annual James E West fellow gatherings held  Measure #3: # of James E West promotional events held annually     

  • Strategy #2: Develop planned giving program  

    • Measure #1: Endowment committee recruited  

    • Measure #2: Working list of planned giving prospects developed  

    • Measure #3: Annual planned giving seminar held for prospects