Northern Star Council, Boy Scouts of America

Prepared. For Life.

aka B.S.A.   |   Fort Snelling, MN   |  www.northernstar.org

Mission

Northern Star Council's vision is to be a positive influence in the lives of 100% of the youth in the communities we serve. Our mission is to prepare young people to be leaders and individuals of strong character by helping them discover the principles of Scouting.

Notes from the nonprofit

Under Other Documents the file 7015326-OtherDocument-2018.pdf is Northern Star Council's 2018 Strategic Plan and the file 7015326-OtherDocument-2017.pdf is the council's 2017 annual report.

Ruling year info

1965

CEO/Scout Executive

Mr. John R Andrews

Main address

6202 Bloomington Road

Fort Snelling, MN 55111 USA

Show more contact info

Formerly known as

Indianhead Council, BSA

Viking Council, BSA

EIN

20-3000282

NTEE code info

Boy Scouts (O41)

Scouting (O40)

Youth Development Programs (O50)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The popular culture and the current community environment present challenges, and opportunities, for all children today. Youth and their families are confronted daily with the impact of media overstimulation, community and individual crime, the attraction of drug and alcohol use, and in some cases the reality of abuse. Children who are at risk because of transportation barriers, low family income, language limitations, or other restrictive factors often have few positive influences on their young lives and few positive examples of success. Thus, they have too many chances to fail while having too few opportunities to succeed, much less excel. Scouting provides opportunities for youth to excel.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Scouting. Prepared for Life.

The Boy Scout organization was first organized in Minnesota in 1910, three years after Scouting was founded in England in 1907.  Over its 108-year history Scouting has changed with the times.  We offer age-appropriate programs for youth ages 5-20 that challenge both physical and mental development.  These programs allow youth to explore a variety of activities that instill life skills through experiential learning techniques. The council offers eight different programs both in traditional Scouting (Cub Scouts, Scouts USA, and Venturing), through Learning for Life, a separate division of Boy Scouts, we support youth in classrooms, working with companies through Exploring and youth offenders with Juvenile Diversion; and, we offer focused programs to the urban community through Scoutreach and Special Needs Scouting, the Polaris District, for youth and adults with disabilities.  

Scouting only works though its partnerships and in collaboration with other organizations.  In 2017, more than 654 community organizations, representing educational, religious, non-profit, civic, and business organizations join in partnership with Northern Star Council by chartering 1,011 Scouting units (including 403 Cub Scout packs, 387 Scout troops, 2 Varsity teams, 118 Venture crews, 1 ship, 99 Explorer and Special Needs posts, and 1 Learning for Life group). 
All Scouting units perform community service projects (over 175,000 hours), often in partnership with volunteers from their charter organization, to benefit their community, averaging 5.5 hours of service per member.  This service is as varied as helping keep highways and byways clear of litter, to the annual Scouting for Food drive which collects more than hundreds of thousands pounds of food, and cash, to support community based food shelves in the council service area (21 counties across Central Minnesota and 4 counties in Western Wisconsin).

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of youth who demonstrate that they have developed positive relationships

This metric is no longer tracked.
Totals By Year
Related Program

Scouting. Prepared for Life.

Context Notes

Tenure and consistency of relationships between Scouts and their leaders is significant. Retention of youth in the program from year to year is used to determine consistency.

Number of youth who volunteer/participate in community service

This metric is no longer tracked.
Totals By Year
Related Program

Scouting. Prepared for Life.

Context Notes

Metric is calculated by applying average service hours to Scouts achieving rank advancement. Younger Scouts generally perform 3 hrs per year, older Scouts perform anywhere from 3 to 100 hrs per year.

Number of youth who demonstrate that they have developed a strong sense of self

This metric is no longer tracked.
Totals By Year
Related Program

Scouting. Prepared for Life.

Context Notes

Scouts are required to learn and master new skills, set and achieve goals, demonstrate leadership and teamwork. Rank achievement each year determines whether or not they achieve this outcome.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Northern Star Council's vision is to be a positive influence in the lives of 100% of the young people in the 21 counties across Central Minnesota and 4 counties in Western Wisconsin. The council now uses a two-year strategic plan, there are three main Imperatives (goals) for 2015-17:

1. Meet the needs and expectations of today's families by expanding and diversifying NSC programs, partnering with the current generation of parents and engaging our increasingly diverse community.

2. Make the NSC volunteer experience more rewarding, accessible and well-supported.

3. Enhance NSC's role as a key player and critical partner in youth development (leadership and life-Skills) within our communities.

Each set of Imperatives have specific Strategic Initiatives:

For Imperative 1: Meet the needs and expectations of today's families by expanding and diversifying Scouting programs, partnering with the current generation of parents and engaging our increasingly diverse community.
a. Attract and engage Millennial parents.
b. Become accessible to a broader cross-section of the community.
c. Programming to meet the needs and expectations of today's families.

For Imperative 2: Make the Scouting volunteer experience more rewarding, accessible and well-supported.
a. Reduce administrative burden.
b. Make more rewarding/desirable.

For Imperative 3: Enhance Scouting's role as a key player and critical partner in youth development (leadership and life-skills) within our communities.
a. Take leadership role in community youth development forums.
b. Position Base Camp as cornerstone of community youth development and recruiting.

Northern Star Council has a strong board of directors (62 directors) and top leadership advisory groups (233 President's Cabinet members, 109 Members-at-large, and 77 Honorary Life members who discuss and advise on projects and issues. Members of these groups lead other volunteers on operational committees and task forces. Volunteers may be registered adult volunteers (over 12,000 from all walks of life) and 654 community partners who sponsor 1,011 Scouting units.

Key volunteer leadership, operational committees, and lead staff are assigned to develop the necessary information and processes, and implement each two-year objective of each Strategic Imperative.

As of July 2018, progress indicates:

- For Imperative 1, all objectives are green, except for "Become accessible to a broader cross-section of the community" which is yellow.
- For Imperative 2, all objectives are green, except for one objective, "Grow the number of operating campaign workers by 50%", which is yellow.
- For Imperative 3, two of five objectives are green, except for two (which are yellow) under "Take leadership role in the community youth development," and one under "Leverage Base Camp …" regarding "Coordinating and providing consistency of all non-Scout programs at all camps".

Financials

Northern Star Council, Boy Scouts of America
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Compare nonprofit financials to similar organizations

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Northern Star Council, Boy Scouts of America

Board of directors
as of 06/06/2019
SOURCE: Self-reported by organization
Board chair

Mr. William Brody

Fredrikson & Byron PA

Term: 2017 - 2019

Thomas Alt

Retired Surgeon

John Andrews

CEO/Scout Executive, Northern Star Scouting

David Misemer

3M Company

Alan Bernick

Sr VP & Chief Legal Officer, Andersen Corporation

Kari Bjorhus

VP Global Communications, Ecolab

James Bradshaw

Chairman of the Board, Bradshaw Funeral & Cremation Services

William Brody

Attorney, Fredrikson & Byron PA

William Brown Jr.

Group VP, Commercial & Irrigation Divisions, The Toro Company

Brian Bullock

President/CEO, Burchfield Group Inc

Greg Chamberlain

Regional VP, Xcel Energy

Jeff Coleman

Attorney, Coleman Law Firm LLC

Fritz Corrigan

Retired CEO, The Mosaic Company

David Cousins

Managing Director, BETA Partners LLC

Nancy Dana

Executive Director, St. Paul City School

Thomas Devine

Executive VP, The Horizon Agency

Jacob Folks

Partner, Ernst & Youth

Kay Fredericks

CEO, TREND Enterprises, Inc.

Daniel Garry

Professor of Medicine, University of Minnesota

Michael Goldstein

Director of Public Safety, City of Plymouth

Jeffrey Greiner

Managing Partner, Northern Pacific Group

John Guthmann

Chief Judge, Ramsey County

C Hackworthy

President, Anchor Real Estate Group

Michael Hall

Founder/Partner, Yukon Partners

Richard Halverson

Retired Partner, Great Northern Capital

Kyle Hansen

Partner, Grant Thornton LLP

Kie Janzen

VP Cro Protection Products, WinField United

Phil Johnson

COO, Colle + McVoy

Tom Jollie

Sr VP, PadillaCRT

Keith Kamrath

Chiropractor, Kamrath Chiropractic

Thomas Kane

Sr Counsel, Cozen O'Connor

Paul Kaus

VP Operations, UnitedHealth Group

Douglas King

President/CEO, Prosperity Capital Advisors

Scott Knudson

Attorney, Briggs & Morgan PA

Daniel Knuth

Government Affairs

Joann Knuth

Retired Exec. Director, MN Association of Secondary School Principals

Andre Koen

Facilitator, AM Horizons Training Group

Skip Krawczyk

President, Transport Distribution Services

Kevin Kuhn

VP IT, UnitedHealth Group

Jennifer Lammers

Chief Compliance Officer, Galliard Capital Management

Wesley Laseski

Retired CEO, Value Merchandise

Thomas Lovett

Sr Partner, Lindquist Vennum

John March

Retired VP, Cargill Inc.

Eric Miller

Managing Director, Piper Jaffray

David Misemer

Retired IT Manager, Research & Development, 3M

Ryan Miske

Partner, Faegre Baker Daniels LLP

Matthew Mohs

Headmaster, Saint Thomas Academy

Nancy Nelson

Principal, Cirdan Health Systems & Consulting

Richard Neuner

Retired Sr. VP, Blue Cross Blue Shield

Rafael Ortega

Ramsey County Commissioner

and additional

Members of the Board

Scott Beckett

Partner, Insigniam

Ray Skowyra

Summit Associates

Sheilah Stewart

Land O'Lakes

Andre Koen

AM Horizons Training Group

Jennifer Lammers

Galliard Capital Management

David Misemer

3M Company

Ray Skowyra

Summit Associates

Sheilah Stewart

Land O'Lakes

Sheilah Stewart

Land O'Lakes

Sheilah Stewart

Land O'Lakes

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes