Council Strategy 2010-2013

Council Strategy 2010-2013
Girl Scouts of North-Central Alabama

Summary of Key Insights
Need better system to collect and analyze data
GSNCA has communication roadblocks with internal and external audiences
GSNCA needs diverse funding and revenue
Need to be less impacted by economic events
Need to be less impacted by the Cookie Sale
GSNCA could potentially be a delivery system for schools

Summary of Key Insights
Need resources to recruit and train right staff
Need a strategic volunteer plan to recruit and retain volunteers and provide relevant training
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.

Our Winning Proposition
To be the best at providing a valuable leadership experience for girls that is fun and relevant in a safe environment.

Key Priorities
Financial Stability
Communications
Programs
Volunteerism

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

Gap Statements
Priority 2: Financial Stability

Gap Statements
Priority 3: Programs

Gap Statements
Priority 4: Volunteerism

Alignment Plan

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)

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

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

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

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

Council Strategy 2010-2013

by Girl Scouts on Sep 03, 2010

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Council Strategy 2010-2013 — Presentation Transcript