4: Strategic Engagement
Local, Regional, and National Chartered Organizations and Strategic Alliances Are Identified and Engaged Other Information:
Establishing alliances and dialog with other organizations extends our message and increases our opportunities to reach more
youth. Historically, chartered organizations have been the lifeblood of the Boy Scouts of America, and having access to the
leadership of these organizations strengthens our network of supporters who believe in the characterbuilding values of Scouting.
As we expand our chartered organization base and strategic alliances, it will be important that these organizations have compatible
missions. We must also carefully examine our mutual needs and match the compatible philanthropic purposes and objectives of
the relationships to identify strategic synergies. This allows us to develop meaningful case studies that will help us leverage
and maximize future collaborative agreements with other organizations. In addition, this will highlight the value of establishing
strategic relationships with the BSA. Tactics to accomplish these goals are to • Strengthen relationships with existing chartered
organizations and strategic alliances. • Launch the following new-unit growth initiatives: — Knights of Columbus (2006) —
United Methodist Church (2007) — Home School Association (2008) — Baptist churches (2009) — Evangelical churches (2010) •
In concert with the Scoutreach Division, strengthen relationships with our ethnic communities and organizations. • In concert
with the Marketing & Communications Division: — Design and launch an awareness campaign. — Support a national speakers bureau
to engage speakers on our behalf in local and national forums across the country. — Create targeted messages to support the
new chartered organization campaign effort. • In concert with the Program Group: — Design and launch new volunteer training
and motivational programs for new unit and chartered organization relationships. — Strengthen chartered organization–related
training and materials for commissioner service. • Design and conduct “Celebrating our Partners” (2009). • Based on 2006–2010
Strategic Plan identified needs, build fundable projects and donor prospect lists. • Launch solicitation for fundable initiatives.
• Support local councils with funding for initiatives identified in the plan and funded by strategic national funding sources.
Objective(s):
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