​​​​Jason Pigg​

​While priorities can and often do change daily, the first three months are critical for a Scout Executive. The information gathered and relationships established provide a better understanding of Pathway to Adventure Council operations and the communities that we serve.

 

To understand the culture, climate, and strategic direction of the Council and to position myself to lead staff and volunteers to fulfill its vision, I will prioritize these goals in my first 90 days.

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Before Start Date

• Send communication to all staff and board members to introduce myself and family; begin mapping my influence landscape to continue the strong staff and volunteer teams as Scout Executive.

• Schedule a series of phone and video conference meetings with key board members and senior staff members to review and revise this 90-day plan so I “hit the ground running” on day one.

• Begin scheduling relationship appointments outlined below so implementation begins first day on the job.  Calendar all key council activities and events.

• Acclimate myself with the current financial statements and fundraising campaigns (specifically Friends of Scouting and special events); prioritize this 90-day plan so all key budget expectations are met.

 

Relationship Building

• Meet with each member of the Council Executive Board to make mutual introductions, listen to their perspectives on strengths and opportunities for the council, discuss priorities and review and update this plan as appropriate.

• Meet with top donors of the Pathway to Adventure Council, engage key staff members and board members as appropriate.

• Engage with Council Nominating Committee to identify the community’s power structure with a focus on under-represented industries, geography, and diversity.  With the Council President, Executive Vice President, and council Nominating Committee leadership, address key vacancies on the Board of Directors.  Continue emphasis to ensure board composition reflects the diversity of the region.

• Meet with the key leaders of the region’s business organizations such as the Worcester Regional Chamber of Commerce, the Latin American Business Organization, the Black Economic Council of Massachusetts and the various other Chambers throughout the council territory.

• Meet with Greater Worcester Community Foundation to become introduced to the nonprofit and charitable ecosystem of the Worcester and Central Massachusetts region.

• Meet with key community leaders to discuss community goals and explore collective impact partnerships.

• With the Council Commissioner and HNE District Director, identify key Scouting units and leaders and set introductory meetings to better acclimate myself into the Heart of New England Council community.  Attend district Roundtable meetings.

• Join key networking groups and begin aggressively networking myself as the new Scout Executive.

• Attend key community events to form network and represent Heart of New England Council.

 

Staff Leadership

• Meet individually with every staff member, asking about their ambitions and goals, and seeking their input on the strengths and opportunities of Heart of New England Council.

• Schedule and lead a planning retreat with the senior management team to set and reaffirm priorities for Heart of New England Council.

• Assess opportunities for training or individual development plans for staff.  Focus on increasing strategic capacities and accelerating readiness for greater responsibilities to enhance staff retention.  

 

Fundraising and Revenue Growth

• With the VP Fund Development, HNE Director of Development, and key board leadership, assess progress of Friends of Scouting and Special Event campaigns.  Meet with key leaders for each campaign to assess where I can engage and bring additional resources to ensure campaign goals are achieved.

• With the VP Fund Development, HNE Director of Development, and key campaign leadership assess status and outlook of the council’s new capital campaign.  Ensure campaign is meeting benchmarks, especially any matching gift challenges.  Engage and support donor cultivation activities.

• Assess need to recruit additional community leaders to help drive success in annual giving campaigns and the capital campaign.  Develop prioritized list of cultivation calls with current and prospective donors and cultivate relationships that build engagement through multiple interactions and understanding of shared goals.

• Assess popcorn sale progress, engage staff, volunteers, and Trails-End to maximize sale capacity and ensure growth in participation and return to local Scouting.

• Review foundation support and as needed develop and engage a foundation committee to identify, cultivate and solicit key community and private foundations to support the operating or major gift efforts of Heart of New England Council.

• With the VP Properties and key staff, affirm efforts to identify, cultivate and engage Scouting alumni in Central Massachusetts region.

 

Membership

• With the VP Membership and HNE District Director review the 2025 membership plan.  Confirm and/or establish disciplined timelines and deliverables to ensure growth.

• With the Executive Vice President and HNE Director of Development review objectives and progress on Aviation Exploring Initiative. 

• Identify and meet with key collaboration prospects and partners (YMCA, Boys and Girls Club, school districts, etc.), discuss opportunities to collaborate to better serve youth and co-author funding proposals to underwrite our efforts.

• Work with staff and key volunteers to explore other unique avenues to grow Scouting in communities that have no or minimal Scouting presence.

 

 Program and Camping

• With HNE Program Director, and key camping staff assess promotion and staffing plans for the 2025 summer camp season at Treasure Valley Scout Reservation and Camp Wanocksett.  Explore insurance and other barriers to non-Scout usage and increased non-summer rentals.

• Become familiar with key council programs and meet with key program committee chairpersons to assess where additional support could be needed.  Explore sponsorship opportunities to position all activities as revenue generating for Heart of New England Council.

• Identify new programs and partnerships (STEM, Trade Skills, etc.) to attract and retain young families and youth.  Ensure staff and volunteer capacity is in place to ensure program-success and sustainability.

• With the VP Properties, HNE Program Director, and HNE Camp Ranger familiarize myself with the council camps and office property. Assess capital and deferred maintenance priorities at all council properties.

 

Marketing

• Meet with the VP Marketing & Communications, HNE Director of Development, and HNE Marketing and Development Specialist to review marketing and communication plan. Engage, and recruit as needed, a robust marketing committee with focuses on branding, in-kind advertising, and contemporary marketing methods to build awareness and engagement in our communities.  Ensure marketing plan is tailored to target demographics.

 

Administration

• Meet with the VP District Operations and HNE District Director to review plan for redistricting to three districts. Confirm/establish communication and implementation plan with timelines and deliverables.

• With HNE Controller, establish a regular in-depth review of the Heart of New England Council financial statements. Engage the Council Treasurer and the VP Finance in a regular finance committee review of financial dashboards to manage budget expectations.

• Meet with the VP Administration, and key staff and board leadership to review council strategic plan. Assess performance and begin development of a longer-term strategic plan that aligns with the Scouting America Game Plan and ensures the strategic vision is executed through operational metrics.

• Meet with the VP Finance, Council Audit Committee, and audit manager from Spinelli CPA, P.C. to review FY 2024 audit.  Ensure all internal controls are in place and being followed.

• Meet with Council Investment Committee leadership to review investment performance and strategy.

• Review all pending legal actions and become familiar with any cases so they can be properly managed.  Review risk exposure and develop plans to limit potential liability.

• Review all leases, land agreements, purchase options, and trust agreements to familiarize myself with the agreement details to ensure compliance and maximization of resources for each.

• Meet with Council Key 4 on regular basis.