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