SCOUTING RESURGENT - Alvin Townley

16 Pages·2013·1 MB·English

S R
COUTING ESURGENT

Reclaiming Our Second Century
By Rejuvenating and Empowering Local Scouting

Alvin Townley

CONFIDENTIAL
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

An Open Letter to the National Executive Board

April 10, 2013

Members of the Board,

Before I wrote Legacy of Honor, I served on Capitol Hill and in the CEO’s office at Arthur Andersen LLP, so I view Scouting
as a devoted Eagle Scout – and as an experienced strategy consultant who understands politics. For the past five years,
I’ve traveled the country, supporting Scouting, observing our organization, and meeting the dedicated people who
sustain this great Movement. I adamantly believe no other program provides such value to America.

More recently, I’ve grown increasingly concerned about Scouting’s future. I’ve had extensive conversations with Scouts,
volunteers, charter organizations, civic leaders, and Scout professionals across the country; I’ve studied our financial
position and current situation. It wasn’t just the membership issue. We too face a fiscal cliff.

I’ve met at length with Wayne Brock and I know few people who can match our new Chief’s integrity and heart for
Scouting. Unfortunately, he faces an inherited slate of urgent and very complex issues:

 Twelve consecutive years of membership loss and increasing national expenses.
 Policies, practices, and structures that have hampered membership growth.
 Debt outstanding of $250M+, lagging cash flow, and continuing expenses for The Summit.
 Continuing litigation threats and related exposures.
 Councils forced to focus on survival instead of growth and innovation.
 Erosion of BSA brand and ability to raise funds and serve youth and families with relevant programs.

Current models have either caused or failed to remedy these problems. While honoring core principles, BSA must
change to regain America’s trust, stabilize its position, develop a program for today’s youth, and empower local staff and
volunteers to go out and grow Scouting. If we fail to act – fail to lead – we’ll end up exactly where we’re going.

Scouting Resurgent certainly does not contain all the answers – our challenges are complex and many good solutions are
being offered. But I do hope the ideas herein can help start a constructive discussion about unifying and saving this
great Movement before our problems overwhelm our ability to carry out our mission, just when America needs us most.

Respectfully submitted,

Alvin Townley
Atlanta, Georgia

PROPRIETARY 2
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Reclaiming Scouting’s Second Century

The mission: To rejuvenate and empower local Scouting by offering a new vision and plan for growth.

The realities: Despite efforts of dedicated professionals and volunteers, complex issues threaten Scouting’s future.

 If Scouting served the same percentage of youth as it did in 1990, current membership would be ~5,000,000
Scouts — that’s 85% higher than current levels. Note the chart’s orange mark.
 With $250M+ in debt outstanding, funding lagging, public support and access in jeopardy, membership
declining, and legal threats mounting, BSA faces its own fiscal cliff (see Cliff Scenario below).
 Burdened with national issues and constraints, local staff and volunteers are struggling to grow Scouting.

Current Trends and Scenarios: Scouting's Next Fifty Years?
Actual BSA Membership At current average decline (-1.7%) Cliff Scenario
6,000,000
2013 membership at 1990 % of youth served
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
1910 1931 1949 1967 1985 2003 2021 2039 2057

Financial trends: Increased national spending, programs, and events have not grown membership under current model.

Year National spending Membership Membership change Jamboree stimulus
2002 $112.2 M 3,304,592
2003 $109.0 M 3,200,218 -3.16%
2004 $125.7 M 3,145,331 -1.72%
2005 $154.8 M 2,938,698 -6.57% $28,777
2006 $129.9 M 2,868,963 -2.37%
2007 $142.8 M 2,855,833 -0.46% $7,886
2008 $153.9 M 2,832,636 -0.81%
2009 $140.6 M 2,790,632 -1.48%
2010 $263.3 M 2,739,692 -1.83% $38,514
2011 $298.6 M 2,723,869 -0.58% $7,511
Note: U.S. population growth averages +2% annually.
Note: Est. Summit spending included in 2010, 2011 national spending; actual figures unavailable (est. $385M for SBR through 2013).
Note: Jamboree expenses included in “National spending.”
Note that each $1M in spending can fund 15-20 local unit-focused professionals, who each theoretically yield new 1,200 Scouts.

PROPRIETARY 3
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Reversing the Trends

The opportunity: We have the chance to reclaim Scouting’s future by adapting strategically to today’s realities. If we
can empower units to recruit, retain, and inspire “The Next Scouts,” we will once again grow the Scouting Movement.

The inspiration: If each unit recruits and retains one additional Scout next year, we will grow by 111,668 youth (4.1%).

The guiding principles:

 Scout Oath and Law
 Citizenship, service, and leadership
 Outdoor adventure and experience-based learning
 Unit-focused, volunteer-driven, and progressively youth-led
 Today’s youth, families, and charter partners first
 Sound entrepreneurial business practices

Grassroots Empowerment: “Scouting is ultimately local.”

The vision: With these foundations, we will rededicate ourselves to preparing America’s youth for value-based lives of
leadership, adventure, and purpose. When we succeed, Scouting will again shape the character of America’s future.

One percent growth generates 27,239 net new Scouts next year; 2% growth adds 54,477 net new Scouts.

The Resurgence: Reclaiming Our Second Century
Actual BSA Membership At 1% future growth At 2% future growth
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
1910 1931 1949 1967 1985 2003 2021 2039 2057

PROPRIETARY 4
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

A youth-focused strategy for Scouting’s Second Century

How do we get the Next Scouts to join Scouting, stay in Scouting, and get prepared for life?

1. Make Scouting accessible.
2. Summon great leaders.
3. Deliver a relevant and engaging experience.

1) Make Scouting accessible.
a. Reduce national expenses, cap Summit spending, and direct savings to local use since grassroots
volunteers and staff truly drive membership growth, which should be our first priority.
b. Implement concrete plans to signal real change, rebuild BSA’s brand image, and re-engage with America.
c. Reach today’s youth where they already spend time by delivering a robust online Scouting experience
that includes constructive video gaming.
d. Empower units to engage whole families, including girls/young women, with focus on Hispanic markets.
e. Provide modern and appealing options for consistent clothing and rank recognition.

2) Summon great leaders.
a. Launch Red Shirt program for age 18-29 adults to create unit leadership corps for age 11-17 Scouts.
b. Create a domestic Peace Corps for Scouting to provide young adult leaders for underserved units.
c. Create a Key Four system, adding Youth/Young Adult Commissioners at all levels.
d. Elect a portion of National Board, establish term limits, and reserve positions for young adult members.
e. Hire the right professional talent from inside or outside BSA for local and national positions and create a
sustainable employment model that will attract, retain, and develop the next generation of executives.
f. Redesign Alumni program to mobilize Scouting alumni to support local Scouting.
g. Equip unit leaders with time, tools, and resources to deliver an engaging and relevant Scout experience.

3) Deliver a relevant and engaging experience.
a. Align BSA to empower local units and volunteers by reducing management layers (including
Regions/Areas), consolidating support services, creating an entrepreneurial culture, and focusing locally.
b. Pilot seasonal, expedition, STEM, and other Scouting programs, using new and existing partners.
c. Consider standard skill competency model that extends from entry-age Scouts through adult leaders.
d. Continue improving unit support and retention through the Commissioner Corps.
e. Guided by core principles and open minds, assess Scouting programs for relevance and effectiveness.
f. Imagine: if we designed Scouting from scratch, for today’s youth and families, what would it look like?
PROPRIETARY 5
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Implementation

Phased implementation: Powered by volunteers and visionary leadership, we can move steadily toward our aspirations.

PHASE I PHASE II PHASE II I

Empowering units and Delivering modern, Launching new

volunteers relevant programs initiatives

Volunteers

Entrepreneurial p rofessional staff

If BSA were our own for-profit company, how would we respond?

Summary: Let the Second Century begin
Ultimately, our unit leaders, grassroots volunteers, and local staff will drive our Resurgence. We need to inspire them
nationally then empower them locally so they can grow Scouting, community by community, Scout by Scout.
We face real challenges but by innovating, refocusing on core principles, rejuvenating unit leadership, and empowering
local Scouting, we will help a Scout unit recruit and retain “The Next Scouts.” And by empowering every unit to recruit
and retain just one additional youth next year, BSA could realize growth of 111,668 youth (4.1%). The financial growth
that will accompany our revival will help us address current liabilities and build for the future.
Scouting’s best days are still ahead of us…as long as we can see realistically, act strategically, and lead bravely today.

It’s time to lead.

[email protected]

Additional detail follows >>
PROPRIETARY 6
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Additional Detail

How do we get the Next Scouts to join Scouting, stay in Scouting, and get prepared for life?

1. Make Scouting accessible.
2. Summon great leaders.
3. Deliver a relevant and engaging experience.

1) Make Scouting accessible.

a. Reduce national expenses, cap Summit spending, and direct savings to local use since grassroots
volunteers and staff truly drive membership growth, which should be our first priority: Ensure all
national-level expenditures, programs/initiatives, and positions are fiscally responsible and yield
commiserate unit-level results; if not, eliminate funding and redirect funds to councils for growing
membership.
i. Eliminate national cost centers that do not yield satisfactory membership returns and reallocate
funds to local councils. This will particularly help turn around councils suffering from the cycle
of membership loss and revenue loss.
ii. Nationally, we have lost more than 600 (est.) youth-serving staff positions during the last
decade – these sales/service positions are critical to making BSA accessible and growing healthy
membership.
iii. Each $1M can fund 15-20 local unit/membership-focused professionals, theoretically yielding
est. 18,000-24,000 new Scouts, given each youth-serving executive yields ~1,200 new members
over time and costs $50K-$70K annually.
iv. In 2011, BSA spent $74.3M on national-level salaries/benefits (up 5%) and $6.7M on travel, even
as membership decreased for the tenth consecutive year.

b. Implement concrete plans to signal real change, rebuild BSA’s brand image, and re-engage with
America: We need to recognize our image problem and outwardly signal a change with bold public
moves that generate trust and excitement and enable us to re-integrate with communities.
i. Develop comprehensive and specific external relations plan to re-introduce Scouting to America.
ii. Engage the broader community by delivering public programs via Scout offices, camps, and
outward-oriented BSA community facilities.
iii. Re-establish (or develop new) partnerships with community organizations and businesses to
reach and serve more youth.

PROPRIETARY 7
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Make Scouting accessible (continued)

c. Reach today’s youth where they already spend time by delivering a robust online Scouting experience
that includes constructive video gaming: Develop expanded technology-based program capabilities to
deliver Scouting via online programs, video merit badges, gaming, virtual communities/troops, and
national/international social networks.
i. Develop a complete online Scouting experience to reach youth who spend time online, realizing
many of today’s largest and fastest growing youth communities are, in fact, online and virtual.
ii. Offer resources and paths for online learning, advancement, recognition, and experience.
iii. Offer high-quality/adventure-oriented video games (EA Sports, SimCity, Lego Universe, Kinect
Adventures models), played solo or in community, that teach and test as well as engage and
entertain youth.
iv. Develop engaging video merit badge program hosted on YouTube for universal access.
v. Create virtual troops across localities, states, and countries, enabling “digital Scouts” to invite
friends, experience Scouting in a new way, connect with fellow Scouts across geographies, build
communities, and help each other advance and learn.
vi. Use virtual/online programming to inspire Scouts to explore the outdoors.
vii. Such programming would complement, not replace, existing programs, and will engage
otherwise unreachable youth with minimal recurring costs.

d. Empower units to engage whole families, including girls/young women, with focus on Hispanic
markets: Offer enhanced paths for girls and young women, and develop options for greater overall
family participation to address changing needs of our markets, particularly the high-growth Hispanic
market.
i. Address our market’s need/desire for more co-ed and family-oriented program options by
developing new programming guidelines and growing Venturing and Scouting by better serving
girls, young women, and whole families.
ii. Allow local unit discretion in implementing co-ed or family programs so families will have
options to find the Scouting experience that is most appealing.
iii. Implement new programs in conjunction with possible rebranding as Scouts or Scouting.
 While strong in many ways, the term Boy Scouts may have become dated and less
consistent with BSA’s program offerings since the program increasingly serves girls and
young women.
 Conduct careful study to assess brand name perceptions and impact of changes.
iv. Consider family preferences of fastest growing market (Hispanics) in particular.
v. Continue providing core programs for boys and young men and being an advocate for boys.

PROPRIETARY 8
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

Make Scouting accessible (continued)

e. Provide modern and appealing options for consistent clothing and rank recognition: Consider more
modern, affordable, functional, and flexible options for “consistent clothing” that are brand-consistent
and that appeal to today’s youth market.
i. Evaluate and study BSA’s uniform concept using market research from youth and parents not
involved in Scouting, as well as current Scouts and parents.
ii. Adjust, redesign, or overhaul clothing standards accordingly.
iii. Incorporate modern styles, materials, and functionality; have leading manufacturers offer
designs for consideration (REI, Under Armour, Nike, The North Face), and eventually resell via
BSA Supply, local councils, and/or third-party retailers.
iv. Simplify and modernize advancement/recognition schemes.
v. Allow and encourage reasonable local-level and unit-level personalization and discretion.

Continued on next page >>

PROPRIETARY 9
SCOUTING RESURGENT: REJUVENATE, EMPOWER, RECLAIM Spring 2013

2) Summon great leaders.

a. Launch Red Shirt program for age 18-29 adults to create leadership corps for age 11-17 Scouts:
Provide a realistic, seamless, and appealing path to keep Scouts engaged and participating after age 17,
while ensuring they directly benefit traditional Scout units with their youth, energy, and skills.
i. Achieve optimal “age balanced” unit adult leadership mix by infusing young adults.
ii. Give Scouts an appealing, seamless, and realistic path to pursue after age 17 that will keep them
engaged and enable them to serve troops as leaders on a reasonable basis.
iii. Follow a “One weekend a month” or “Three weekends a year” theme; the program should be
flexible and reasonable considering time/interests of age group.
iv. Called Red Shirts after their consistent clothing: a red shirt of any type.
v. Leverage Order of the Arrow, Eagle Scouts, and high adventure staff alumni, but open the
program to all 18-29 year-old males and females regardless of Scouting background.
vi. Consider partnership with NOLS, Outward Bound, REI, etc. to help jump-start program.
vii. Ensure payment of fees/dues is simple, online, and easily renewable.

b. Create a domestic Peace Corps for Scouting to provide young adult leaders for underserved units:
Consider developing a two-year service corps to provide Scouts in urban and multicultural communities
with highly-talented young adult leaders, ideally from their own community, who are focused on building
units and leading youth.
i. Review effectiveness of Scouting in hard-to-serve areas and balance efforts accordingly.
ii. If the decision is made to continue pursuing Scouts in hard-to-serve areas, BSA can help fund a
program that pays talented college graduates (particularly graduates from multi-cultural
backgrounds) to serve terms as Scout leaders in at-risk or hard-to-serve communities.
iii. Deploy young adults raised in those very communities, where possible.
iv. Consider a two-year term of deployment.
v. Allow Scouting to benefit from high-quality young adults before they pursue long-term careers
(Peace Corps/Teach for America model).

c. Create a Key Four system, adding Youth/Young Adult Commissioners at all levels: Rejuvenate council,
area, regional, and national leadership with youth perspectives, while giving youth new and meaningful
leadership opportunities.
i. Create a formal Youth/Young Adult Commissioner position (or similar title) at all organizational
levels for a volunteer aged eighteen to twenty-five.
ii. Consider OA Lodge Chiefs or former Lodge Chiefs for Young Adult position; responsibilities
include overseeing new Red Shirt young adult program and building relations with alumni.
iii. Position has equivalency with Council President, Council Scout Executive, and Council
Commissioner, and carries a two- or three-year term, determined by local council.

PROPRIETARY 10