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Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
Council Strategy 2010-2013
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Council Strategy 2010-2013

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  • 1. Council Strategy 2010-2013
    Girl Scouts of North-Central Alabama
  • 2. Summary of Key Insights
    • Need better system to collect and analyze data
    • 3. GSNCA has communication roadblocks with internal and external audiences
    • 4. GSNCA needs diverse funding and revenue
    • 5. Need to be less impacted by economic events
    • 6. Need to be less impacted by the Cookie Sale
    • 7. GSNCA could potentially be a delivery system for schools
  • Summary of Key Insights
    • Need resources to recruit and train right staff
    • 8. Need a strategic volunteer plan to recruit and retain volunteers and provide relevant training
    • 9. Need to analyze property usage
  • Our Competitive Focus
    GSNCA will focus on all girls K-5 for recruitment and retention; and will focus on retaining girls in 6th – 12th grade by listening and responding to the voice of girls.
  • 10. Our Winning Proposition
    To be the best at providing a valuable leadership experience for girls that is fun and relevant in a safe environment.
  • 11. Key Priorities
    Financial Stability
    Communications
    Programs
    Volunteerism
  • 12. Key Priorities
    Financial Stability
    • Increase and expand revenue sources that are sustainable, diverse & cost-effective.
    Communications
    • Improve communications to promote accuracy, consistency and accessibility to all stakeholders.
  • Key Priorities
    Programs
    • Develop relevant programs that focus on GS mission with effective delivery. Collaborate with other agencies when applicable.
    Volunteerism
    • Recruit qualified volunteers who will be matched to appropriate positions and provide relevant training to aid in retention.
  • Gap Statements
    Priority 1: Communications
  • 13. Gap Statements
    Priority 1: Communications
  • 14. Gap Statements
    Priority 1: Communications
  • 15. Gap Statements
    Priority 2: Financial Stability
  • 16. Gap Statements
    Priority 2: Financial Stability
  • 17. Gap Statements
    Priority 2: Financial Stability
  • 18. Gap Statements
    Priority 3: Programs
  • 19. Gap Statements
    Priority 3: Programs
  • 20. Gap Statements
    Priority 3: Programs
  • 21. Gap Statements
    Priority 3: Programs
  • 22. Gap Statements
    Priority 4: Volunteerism
  • 23. Gap Statements
    Priority 4: Volunteerism
  • 24. Gap Statements
    Priority 4: Volunteerism
  • 25. Alignment Plan
  • 26. Alignment Plan
  • 27. Alignment Plan
  • 28. Alignment Plan
  • 29. Alignment Plan
  • 30. Alignment Plan
  • 31. Alignment Plan
  • 32. Leadership Message
    The What
    In order to be a mission-focused organization, GSNCA is embarking on a multi-year process that will address financial stability, communications, programs and volunteerism that will be the best at providing a valuable leadership experience for girls.
     
    The Why
    Our success depends on staff and volunteers being visibly girl-centered.
     
    The How
    Everyone in GSNCA should be mission-driven and vision focused on all girls K-5 from recruitment and retention as well as on retention of girls in grades 6-12 by listening and responding to voice of girls.
     
    How Much
    Increase amount of market share we serve in all key priorities.
    (Market Share-the percentage of a total market, in terms of either value or volume, accounted for by the sales of a specific brand – in our case, girls. donations, volunteers)
  • 33. Overcome Resistance/Drive Momentum
    Maximize Participation
    Prepare staff & volunteers for change
    Positive solutions for broad understanding
    Staff needs to be part of the process & feel invested/have ownership in process
    Proper training & a clear understanding
    Emphasize benefits
    Inform staff of Strategic Learning processes
  • 34. Overcome Resistance/Drive Momentum
    Generate Short-Team Wins
    Need ongoing short term wins to workout kinks
    Put into place our quick fixes
    Share publicly and cheerlead the short-term wins
    Communicate changes clearly
    Recognize staff for exceeding expectations
  • 35. Overcome Resistance/Drive Momentum
    If All Else Fails, Remove Resistance
    Set process up for success
    Clear expectations & consequences for staff/volunteers
    Stay true to job descriptions
    Don’t just hand them out : clear understanding and tools
  • 36. Overcome Resistance/Drive Momentum
    Set Shining Example
    All staff promotes process, taking every opportunity to direct or redirect the level of thinking toward expected realities
    Listen to concerns & have positive and clear responses
    Speaking points

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