US Naval Sea Cadet Corps

Strategic Goal 1: Membership
Attract, recruit, and retain a diverse body of cadets and adult volunteers

Strategic Goal 2: Training and Education
Train more cadets better through a relevant, current, compliant, and challenging program that embraces leading-edge technology, tools, and education processes

Strategic Goal 3: Financial Stability
Manage finances with integrity and transparency while operating within financial means and guidelines, optimizing resources to attain goals

Strategic Goal 4: Outreach and Fundraising
Attract, build, and retain a robust network of advocates to grow a broad range of diversified funding streams to include Navy and congressional budgets, grants, individual and corporate donations, and planned giving programs

1.1: Stop the downward trend in membership by summer 2021 and Increase sea cadet membership to 5,600 by the end of 2022.

1.2: Increase league cadet membership to 2,000 by the end of 2021.

1.3: Develop and implement a recruiting and retention plan by October 2020.

2.1: Develop a framework for evaluating the scope, relevancy, and effectiveness of the Training Program administered by NSCC Headquarters Staff.

2.2: Develop a framework for evaluating and measuring individual cadet and officer advancement training each year at each unit.

2.3: Develop a framework for evaluating and measuring the relevancy of the training curriculum that is developed and administered by NSCC Headquarters Staff.

2.4: Develop relevancy metrics pertaining to NSCC/NLCC cadets and volunteer leaders regarding age group, ability, and intended training outcome.

3.1: Oversee annual third-party audit of prior year financial records IAW GAAP and report results to Executive Committee as soon as available to assure integrity and transparency of financial management.

3.2: Review and forward annual affordable Operating and Grant budgets for approval at the Fall BoD Meeting to assure optimized use of available resources.

3.3: Meet at least four times annually (nominally quarterly) with the NSCC HQ Financial Staff to review budget execution, future year budget development, audit results and overall financial stability within pertinent financial means and guidelines to assure financial stability within pertinent financial means and guidelines.

3.4: Committee support NSCC HQ staff Congressional and Navy engagement efforts.

4.1: Conduct a minimum of two major fundraising campaigns annually via social media, email and mail

Once a full-time Development Director is hired, staff (in partnership with volunteers) will be at full capacity and able to achieve the organization's goals.

Strategic goals 2.2, 2.3, 2.4, 3.1, 3.2, 3.4 have been achieved. Staff and Board members continue to work on remaining goals.