The Occoneechee Council has historically been one of the largest Boy Scout Councils in the country. It serves the thriving twelve-county area of the central region of North Carolina. This area includes the dynamic Research Triangle Park and its three "triangle" cities of Raleigh, Durham, and Chapel Hill. It reaches from the Virginia line on the north to Fort Bragg on the south. The Occoneechee Council serves over 16,000 youth annually through a variety of programs with high moral and ethical values, leadership, and personal development. From Tiger Cubs through Exploring, Scouting offers a challenging and rewarding experience.

It is the mission of the Boy Scouts of America to serve others by helping to instill values in young people and in other ways prepare them to make ethical choices over their lifetime in achieving their full potential. The values we strive to instill are based on those found in the Boy Scout Oath and Law. It is the mission of the Occoneechee Council to provide a high quality Scouting program to all eligible boys and young adults in its twelve-county service area through sound stewardship, adequately funded by the United Way and other sources delivered through partner organizations chartered to operate the Scouting program in each community.

Harold L. Barndt ­ Committee Chairman
Charles Daughn ­ Vice Chairman
Jack Nichols ­ Vice Chairman
Lawrence Allen
Jerry Broder
Walt Brothers
Dr. Frank Day
Charles Draughn
Dick Ellis
Larry Gracie
Charlene Grunwaldt
Miles Holloway
Malcolm Holmes
Dr. Milam Johnson
Paul Kiesow
Paul Pope
Ron Rogers
Joe Tobert

SERVICE TO YOUTH

A strong membership program is vital to the success of all other aspects of the Occoneechee Council. The addition of many new young families to our council area along with a renewed emphasis on family values in America provides an excellent opportunity for membership growth for the next five (5) years.

• Maintain or increase Cub Scout Density.
• Maintain or increase Boy Scout Density.
• Attain a minimum Explorer Density of 12%.
• Maintain controlled growth in the "Learning For Life" Program.
• Concentrate on increasing membership density council­wide by promoting a balance growth of Cub Scouts, Boy Scouts, and Explorers; plus Learning For Life in each district.
• Develop a council plan to involve a greater number of urban youth members and rural youth in Scouting programs.
• Develop, promote and educate volunteers and school personnel on "Learning For Life".
• Investigate ways in which the council might better serve youth in year-round schools.
• Consider adding additional staff positions to work primarily to pro mote and support the "Learning For Life" and/or Exploring programs in the council area.
• By the end of 2000, increase Membership Density with a balanced growth of Cub Scouts, Boy Scouts, and Explorers; plus Learning for Life.

MEMBERSHIP

  QUALITY PROGRAMS

Goal: Provide the Scouts in the Occoneechee Council with a balanced, quality program for all three age groups ­ Cub Scouts, Boy Scouts, and Explorers.

The Occoneechee Council has maintained a balanced program for the traditional Boy Scout and Cub Scout Programs. We intend to continue these programs in the future. Additional emphasis will be placed on the program features of Boy Scout High Adventure, Cub Scout camping, and expanding Exploring activities.

The Exploring Program in the Occoneechee Council is good and has an active Explorer President's Association which meets on a quarterly basis. This age group represents one of the greatest opportunities for increases in membership in the Council.

Combined Programs

• Continue the Council camporee every other year
• Increase the participation on "Scouting for Food"
• Increase advancement at the same rate as membership increases
• Increase attendance at Eagle Recognition Banquets
• Increase year round camping participation
• Continued development of the Exploring Presidents Association and Leadership Seminar
• Develop a specialized Explorer orientated program
• Host a council­wide Explorer post gathering
• Implement council control of Career Interest Surveys

National Quality Units ­ Growth Rate 1.04

 DISTRICT AND STAFF ALIGNMENT

If a District is to exist independently with a full-time District Executive, minimum standards should be met. In order for districts to maximize their services to the youth in their communities, we have listed our recommendations into categories A, B and C.

Category A ­ Urban Scouting

Urban Scouting has been noted as one of the unacceptables for the decade of 90's. That is, councils across the country must have it as one of their major emphasis. At risk youths are not being adequately served today in the Occoneechee Council. We must do better job in this area. If we are to make an immediate and Iong term impact: We recommend a part-time para-professional immediately to work with this program in the Triangle area.

Category B ­ Minimum Scouting

Less than 50% of all districts in the council meet minimum standards. Therefore, we are recommending: [Based on 12/31/92 figures] that districts must achieve a 25% growth by 1994 and a 25% growth over 1994 by 1995, in these primary areas:

• Units covered by commissioner service
• Active registered district committee members
• Number of registered youth members
• Number of active units If numbers are not achieved, substantial progress must be made in these areas.

Category C ­ Exploring & Learning for Life

With approximately 45% of districts in the council failing into the oversized category, we are recommending:

• One executive to work full time with Exploring and "Learning for Life" in Wake and Durham Counties.

COUNCIL BOUNDARY

Merging with surrounding councils does not appear to be an option at the present time. However; the possibility does exist if and when other councils express an interest.

EXECUTIVE BOARD

For a council to be effective, the executive board and the executive committee must represent the entire community and consist of the most prominent business and professional leaders in the community. This will make it possible to identify resources, secure financial support, and make those difficult decisions that face a council.

BOY SCOUT CAMP

• The Occoneechee Council will provide a long term, nationally accredited Boy Scout Summer Camp for its units that will supplement .the unit's year round program. The program offered should be the highlights of any troop's year. The long term camping strategies are:
• Continue with Camp Durant long range plan which was developed by the Camp Director and Properties Committee.
• Continue to operate camp at Durant for 5 weeks and develop a plan for specialty weeks to be added to comply with school schedules.
• Develop a plan for an aquatic specialty week at Camp Campbell.
• Continue forest management plan which will support the financial aspects of the camp.
• Develop a family camping area that could be rented to Scouting families.
• Upgrade the Project COPE Course to meet the needs of the summer program, but also to be able to offer it to the public, organizations, corporations, etc., to generate additional funds.
• Develop a first class conference/training center which could be used by the corporate community.
• Conduct an inspection on the camp facility to see if the buildings and facilities meet the standards prescribed in the Americans with Disabilities Act.
• Develop a better plan to market the camping program to the units in the Council.
• Investigate the possibilities of sharing Camp Durant with neighboring councils to better utilize the facilities.
• Continue with the long range development plan which should add the necessary facilities to meet the needs of the camp.
• Because of the impending year round school program, a plan should be developed to have Long Term Camping Programs available on a year round basis.
• Develop an "On Camp" High Adventure Program that will utilize the new property on the back side of camp.
• Develop a camp master program for Camp Durant.

LONG RANGE CAMPING FACILITIES PLAN

The Occoneechee Council has major camping facilities at Camp Campbell and the Occoneechee Scout Reservation, for which usage and needs have been evaluated. A critical success factor is the development and the maintenance of camping facilities which are fully supportive of the Council goals in program and membership. Establish a Camp Maintenance Subcommittee to assist the Camp Ranger and provide yearly on­site maintenance inspections.

CUB SCOUT CAMP

At the present time the Occoneechee Council offers only a Webelos Resident Camp, which runs in early June for a four day, three night period. The council does realize that the future of the Long Term Camping Program lies with its Cub Scouting membership. In order to meet the needs and desires of the boys in the Cub Scouting Program, it is vitally important that a Cub Scout Resident Program be started by 1995. The council will make available a Resident Cub Scout Camping Program, serving a minimum of 15% of the council's Cub Scout members by 1995 and 25% by 2000. This experience will include a quality program, designed just for Cub Scout age boys.

FINANCIAL STRATEGY

The Occoneechee Council has experienced fluctuations in the financial well being over the past decade. We have experienced the satisfaction of a successful major capital drive and the frustrations of borrowing for operating needs. We have learned that our financial support is raised most successfully with a total development program in three areas: Operating Fund, Endowment Fund and Capital Fund. Projected growth rate will be 5% per year in operating expenses.

The council is a partner with ten United Ways within the council territory. They have been our largest single source of funds over the years. However, with priority funding and emphasis on more diverse and critical community needs, Boy Scout Council funding has been reduced. Our objective is to maintain level funding through the year 2000. Restrictions that do not adequately meet the needs of the council will mean all United Way agreements of understanding will need to be addressed. This will be done on an annual basis. National policy or local board decisions will not be jeopardized in order to receive United Way funds. The council will work closely to support the United Way successes for mutual benefit.

"Friends of Scouting" will be the primary funding source for the generation of new major funds for the annual Operating Budget. This program will need to grow at an accelerated rate to fill the "gap" left by United Way fund reductions and expansion of youth membership and program needs.

Endowment fund growth will play a major part in future council funding. Beginning in 1994, the council will establish the James E. West Fellowship and promote it using national support items to secure $1,000 grants in cash or securities restricted to the Endowment Fund.

The establishment of the Heritage Society is to be done in 1994 with a goal of $4,000,000 by the year 2000. Membership will be based on bequests or direct gifts to the Endowment Fund.

The Endowment Fund is managed by Nations Bank and is established using the model Boy Scout Trust Fund. The corpus can not be invaded and only proceeds are to be used to support both the Operating Fund and the Capital Fund.

The Capital Fund primarily supports camp construction and major maintenance projects. Contributions and gifts­in­kind can be designated to camp or any particular project designed by the donor.

Special Events such as the Council Distinguished Citizen Award Dinner should be programmed to produce $50,000 to $75,000 annually over the seven year period.

Popcorn Product Sales should expand annually at a minimum of 10% gross sales to a maximum of $200,000. An organized effort must be launched to secure a minimum of 60% of units participating in the sales effort.

FINANCIAL PROJECTIONS

ENDOWMENT FUND

The target Endowment Trust Fund balance by yearend 1996 is $2,000,000, which will result in an annual income of $123,000 for the Operating and Maintenance Budget. Projecting to the year 2000, utilizing the same factors, except using a 5% increase in the Council Operating Budget for the years 1996­2000, the fund balance is to be $4,011,899, resulting in $240,233 of annual income beginning in 2001.

• Communicate the Council Endowment Fund goals to the Executive Board, Council registered Scouters, and community leaders, utilizing various media.
• Develop and begin implementation of a detailed promotion plan.
• For the mid to long-term time frame (1995­2000), hire a part-time or full-time Council Endowment Development Director.

FISCAL CONTROL

Maintain sound fiscal management through adherence to recommended BSA and professional accounting standards. Budget controls must be tied to income, not simply to budget. Review purchasing procedure, cash flow management and control, expense authorizations, and other internal controls annually with management, key board members, and auditors.

Determine new measures of fiscal control that will reduce costs so that funds can be shifted to hire district field staff. Considerations when reducing costs require the operating budget to be realistic, the use of your professional staff efficiently and operating as near the full strength of staff as possible.

Continue to follow council growth plans and show an increase in youth members. The auditor should provide a management letter annually. Review all events and activities, including fundraisers, for need and cost­effectiveness.

COMPUTERIZED OPERATIONS

The council's computer system is part of the operational backbone of the local council's service center. All scout records, adult records, and business records are maintained on the computer. Therefore, it is paramount that a fully functional, up-to-date system be available for the council to continue its growth.

A study of the Occoneechee Council's current computer system found the system to be inadequate for current needs. The study committee recommended that the best approach is to cooperate with the National Boy Scout Office and install both hardware and software that they support.

SERVICE CENTER

As we grow into the 21^st century, we will continually focus upon community responsibility, employee well-being and the commitment of our volunteers. We will maintain a sensitive balance between the needs of the volunteers and the center's operations.

By re­engineering the way the center communicates, it will deliver quality service while at the same time, upgrade its standards for doing business.

The current Council Service Center was constructed in 1987, is structurally sound, and presents a good image to the community. However, as each year passes, additional repair and maintenance opportunities are being presented. These items should be budgeted and monitored by the Property Committee. Office space is currently adequate for the staff and furniture is functional, in good repair, and attractive.

Within the next few years, the space for the Trading Post may prove to become inadequate. The possibility of additional outside or inside storage space should be identified for such items as large outdoor displays and signs, grills, Cub Day Camp equipment, etc. Office equipment for modernization includes: a new computer system, fax machine, short run copier and telephone system with E-mail and Voice Mail.

TRADING POST

The Trading Post Committee has met on a monthly basis since May 1993 to study the operations of the Trading Post. This process has culminated in the Committee's adoption of several proposed recommendations. (1) recommendations relating to customer service; (2) recommendations pertaining to the management and operation of the Trading Post; and (3) recommendations focusing on profitability concerns. The specific recommendations are as follows:

• Continue to focus on "basic items"
• Increase the inventory baseline by $5,000, considering factors such as customer service and availability of funds. This will allow the Trading Post to increase its basic stock.
• Follow up on all special orders by telephone to insure prompt delivery and payment.
• Encourage special orders for uniforms, sleeping bags, and similar items.
• Provide an adequate supply of current catalogs in the Trading Post for new leaders.
• Secure items on consignment where practical.
• Educate and encourage leaders to use the toll free telephone number to place orders.
• The public relations of the Trading Post operations are vital to the positive image of the council. The Finance and Marketing Director should be the staff leader responsible for promptly reviewing and acting upon any customer suggestions.
• Consider expansion of the Trading Post facility to a full Scout Shop.

SUMMARY

Below are the key findings which need to be accomplished in the council.

• Achieve Quality Council status annually.
• Implement and promote the Urban Emphasis Plan to recruit minority youth.
• Implement an aggressive, positive public relations program.
• Review staff assignments for improved effectiveness.
• Install a new computer system.
• Continue facilities maintenance and capital improvement at Council Scout Reservation.
• Expand "Friends of Scouting" support.
• Realize $150,000 Council Popcorn campaign revenue, with more than 50% of units participating.
• Maintain effective partnership with the United Way.
• Continue annual Fireside Chats with Council Key­3 in all districts.
• Implement Endowment Development Program.
• Conduct Scouting Woodbadge course annually.
• Conclude District Alignment study and begin recommendations in 1994.
• Increase the number of Quality Units by 10% annually.
• Reduce the number of dropped units by 10% annually.
• Increase membership density and implement a 12-month plan of membership retention and recruitment.
• Implement recommendations for the Trading Post to improve customer service.
• Improve communications quality and efficiency via the installation and use of: voice mail, fax network, electronic mail and bulletin board, and laptop computers.
• Produce an Annual Report.
• Offer a Spring media/Executive Board day at Camp Durant.
• Improve Camp Reeves facilities (additional activity field and parking, wider roads) to accommodate an increased Council Camporee participation.
• Conduct biennial Council Camporee (1995,1997,1999).
• Employ a full-time Exploring Executive for Wake and Durham Counties.
• Name a Council­level "Learning For Life" Chairperson.
• Continue implementation of the Forestry Stewardship Program at camp.
• Establish a resident Cub Scout Camping Program.
• Explore and encourage joint ventures and evaluate the possibility of shared resources with other Councils.
• Increase the Executive Board effectiveness via selecting an Advisory Board Chairman, and organizing a Past Council President Organization.
• Conclude realigning districts as per stated minimum standards.
• Maintain adequate number of professional staff members, possibly supplemented by several part-time specialists in the areas of Endowment, Urban Emphasis, and Learning for Life.
• Attain youth membership in excess of 19,000 in more than 700 units by 1999.
• Increase Endowment Fund to $4 million by 2000.
• Update and revise Council Long Range Plan based on community needs.