Council Strategy 2010-2013

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Council Strategy 2010-2013

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

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