Council Strategy 2010-2013

Council Strategy 2010-2013Girl 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.

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

Our Winning Proposition

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.

Key Priorities

Gap Statements Priority 1: Communications

Current State Future State ObstaclesMultiple data entry and tracking systems that do not talk to each other

Processes in place that ensure accurate recording of data and information into systems that manage and report information out that is useful to multiple departments.

GSUSA development & implementation of the product

Usability for fund development Costs for data entry

implementation Exporting data to make

information consistent

No consistent style system for databases which results in returned or duplicated mailings

A standard style sheet for data entry ACTION

No addresses for former key stakeholders

Reconstructed contact list of former key stakeholders

Time needed to go through database and mark people as undeliverable

Time needed to research new contact information

Current State Future State ObstacleStaff isn’t aware of different communications tracking systems

Staff knows how to use current technology to track communications

Time to train Creating list of best

practices

No standard office procedures

Staff has operations manual to refer to for questions and Council procedures

Currently being created

Orientations are not properly executed

All staff have knowledge to begin new job Expand current orientation for new staff

No process for inputting potential stakeholders

A streamlined process to ensure potential stakeholders receive communications

ACTION

Council isn’t aware of troop happenings for communication purposes

Council staff knows about unique troop events for publicity

Troops don’t communicate trips, unique programs/events, etc. perhaps because they are unaware of procedures


Current State Future State ObstacleStaff not cross trained to properly answer inquiries

Cross-trained staff can provide basic customer service to anyone

Time

Incomplete and inconsistent information provided to staff

Staff is fully aware of Council happeningsStaff has vested interest in staying abreast of Council happening

Things change daily which impedes communication

Staff doesn’t always read communications

Time Staff must take responsibility to read

information Appears to be limited

accessibility to Council leadership

Stakeholders don’t feel their voices are heard

Council leadership is responsive to stakeholders

Geography – 36 counties Time Cost


Current State Future State ObstaclesLacking in successful adult giving Planned giving Family giving Alumni giving Special events

Increase adult-generated funding Economy Disaffection Competition UW Blackout Council Merger (no data, lost

connection, etc.) GSUSA mandates Money/time to cultivate

Beginning to capitalize on grants

Vigorous grant program Time Matching organization needs with

funder criteriaHave staff but data management is a hindrance

Data management is fully implemented & staff fully trained

Time 4 sets of records Database merger

Gap Statements Priority 2: Financial Stability


Current State Future State Obstacles

Have gift acceptance policies, but aren’t capitalizing on in-kind support

Gift acceptance policies will facilitate diverse funding

Don’t have plan/budget in place to know what is needed

Communicating to staff policies and procedures

Not taking full advantage of marketing to push message, lack of plan

Regular communication plan implemented for donors

Time Delivery Cost

Have policy in place, plan in process but Investments are not yielding

Thriving long-term investments Economy GSUSA Defined Benefit Plan



We are not capitalizing on our six camp properties

We expose uniqueness of each property Rules and regulations (ACA, County, State, etc.)

Girl preference/type of camp Lack of funding in capital

investments Cost of consultants (land

management to develop LM plan)

Stakeholders relationship to camp

Continue examining cost-effectiveness of our offices

Having the needs of the organization match the offices that we have

Economy Purchaser for properties Time to analyze needs Stakeholders relationship to

offices Legal/ownership/title issues

Gap Statements Priority 3: Programs

Current State Future State ObstaclesGSNCA does a better job of collaborating, but that information needs to be disseminated internally. CDM accountabilities include 3 collaborations in their areas

Collaborative partners are pre-determined and all membership staff know they exist & support is available to help them get started.

Who determines which partner provides compliance with SafetyWise as to clarification, background checks, etc.

Working out details with organizations willing to do more & provide more programs for girls -Accountability, more staff

Have more Financial collaborations, but can’t over commit staff (future state of over-commitment shouldn’t exceed current state of over-commitment)

Determining if expectations of collaboration exceed benefit


Current State Future State ObstaclesTroops using other local programs instead of GS camps for financial reasons or not offered at GS camps

Camps are marketing for their individual strengths

Camp staff offers more short-term programs Camp staff uses collaborations to provide

programs Camps coordinate journeys, badges,

leadership programs

Cost Working out details of

collaborations Developing facilities to

include watersports (not all camps are alike and have to use other specialties)

Camps use outside group reservations to offset GS cost

Continue serving outside groups Balancing with GS wants/needs

Using online camp registration

Have a system that incorporates reviews for parents to see while selecting a camp – incorporate into publications (ideally program is eBusiness)

Cost effective if using outside system for other programs


Current State Future State ObstaclesWe offer programs based on 4 initiatives and fun

Effective program delivery is driven by staff, volunteers & collaborations that are mission-focused, based on pre-written guidelines, outcomes, using pre- & post surveys that are specific to programs that are still FUN!

Girls only want to have fun, not learn

Different perceptions of relevancy

Have clear understanding of a “relevant” program

“relevant” is not a measurable outcome

Have good attendance and few cancelled programs

Have waiting list for programs and no cancelled programs

Attendance is mainly Brownies & Juniors, not older girls

Communicating via text, FB with older girls



Limited staffing •Have enough staff to attend all Council programs

Cost Training

WPU is used to update people on program changes

WPU includes the number registered and spots available

Getting information on time to include each week

Staff operates in a reactive mode

Staff operates in a proactive mode and is able to set parameters

Time Distractions Unexpected deadlines

Experienced volunteers are not taking advantage of enrichment courses

Enrichment courses are in demand and address issues of interest to volunteers

Getting volunteers to courses Adequate number of

competent volunteer facilitators in all areas of the Council.

Gap Statements Priority 4: Volunteerism

Current State Future State ObstaclesTroop leadership focused Total organization focused Resistance to change

Lack of central database of corporate relationships & knowledge of corporate volunteer programs

Established central database• Calendar of volunteer recruitment fairs• List of corporate grants for employee

volunteerism• Send appropriate team to recruitment fairs

Database development Staff time to develop &

maintain database Travel for team to

recruitment fairs Cost

Lack of knowledge of department needs

List of volunteer openings & position descriptions for all departments

Staff issues/shortage Staff training Staff resistance to

change

Lack of central referral system-internally

Single entry system implemented (single person to handle the volunteers’ needs)

Staff issues/shortage Staff training Staff resistance to

change


Current State Future State ObstaclesTroop volunteers “bridge” with the girls, but may not be the most appropriate volunteers for older girls

Be more aggressive in recruiting preteen & teen friendly volunteers

Have appropriate positions for volunteers who struggle with girl progression

Resistance to change Culture – most troop leaders

have always “bridged” with the girl members

Most volunteers are parents of girls in the troop

High percentage of troop volunteers are in it for their own daughters; when the daughter quits, volunteers quit

Have teen-friendly volunteers would lessen impact of volunteer recognitions

Finding volunteers who are teen savvy

Finding volunteers with whom the girls will relate and respect

Volunteers don’t receive enough recognition

Volunteer week recognitions are functional & good quality

Cost Time Having people read

publications


Current State Future State ObstaclesLack of events to motivate volunteers

There are council-wide or regional events to motivate volunteers with vendors to show resources & provide giveaways

Getting enough volunteers to attend to make it worth vendors’ investment

Few Leadership Development pins are awarded & individuals must pay for them

Council budgets & provides pins Cost Time Creativity

Few Service Units are equipped to recognize volunteers within the Service Unit

Model Service Unit recognition activities are available & Service Unit relationships are developed

Time

New volunteers feel unprepared, even with provided resources

Volunteers feel confident & capable to implement the GS program

Getting volunteers to courses

Adequate number of competent volunteer facilitators in all areas of the Council.

Measurements & Rewards Structure & Process

1. We do not recognize volunteers enough• Recognition needs to be done in a way

that shows the volunteers they are appreciated

• Should be council-wide, all inclusive, simple to implement, included in budget

2. Not enough reward for staff when goals are met.

• No reward for ingenuity• Within the business model there must

be measures, but rewards must exist and they must be consistent across the organization

• Reward is financial

1. No processes for gathering troop forms2. No process for following up with those

forms that are not returned3. Need data entry process4. Registration process for programs &

camp programs• No confirmations• Registrations go to the wrong place

and/or person5. Structural problem with programs vs.

outdoor programs6. Process for new leader applicants is

cumbersome7. Registration & store money from outlying

areas not processed in a timely manner

Alignment Plan

Alignment PlanPeople1. Employee retention2. Staff Training• New employee orientation• Skills development• Cross training• Task overload• Boundaries• Mutual respect of time• Staff “bill of rights” posted3. Educate stakeholders about council funding4. Target women donors5. Building allegiance to GS alumnae and have “champions”6. Volunteer “Bill of Rights” 7. Lost connection with Gold Awardees8. Address updates should go to CES & RD

Alignment PlanCulture

Girl CenteredGirls are at the center of everything we do.

• Discussion of how to move forward in our organization is not always focused on girls but adults.

•Council strategies need to be girl centered and need to work on ways to communicate what girl centered means.•Get volunteers involved in process as well to ensure everyone is focused on Girl Centered strategies.•Listen to the voice of girls


InclusiveWe build and maintain an environment in which diversity is represented and valued.

•Girl Scout Adults not always inclusive – must be done the Girl Scout Way, must be “Green blooded” to understand Girl Scouts. •Need to focus on right person for the right job instead of person who has been around the longest. Staff focused on old ways of doing business and not always open to change.•Troop leaders not wanting to add more girls.

•Staff must set the example to be open to change in order to move the organization forward. •Troop minimums•Service Unit Team Members must reflect the face of the community


AlignedWe are interdependent and collaborative across all teams and The Movement.We are empowered. We take risks to fulfill our mission to serve girls.

Some areas of the Council have embraced the idea of a new Council. Others still can only see what they perceive is good for their area. Even those who are settled in want new opportunities while still having the support of a small office.Staff is departmentalized.

Staff must be focused on the future of the organization and not the past.Volunteers need to understand the big picture.

Alignment PlanCulture Accountable We hold ourselves and each other responsible for our work and relationships.We are committed to excellence. We are honest, trustworthy, and respectful.

•Staff have different accountabilities. •Work in a reactive mode rather than a proactive mode because there is not a plan in place. •Excellence has not be defined, therefore everyone has a different level of excellence. •Staff should have the same basic accountabilities – and then be held accountable.•Lack of Respect between staff and between departments –“We work harder” •Lack of respect from volunteers – “we are not paid” •Council Leadership should define Excellence •Work on a message to volunteers to build partnerships.•Create a system for both volunteers and staff to ensure accountabilities are met.

Alignment PlanCulture InnovativeWe are creative, innovative, learn continuously and have fun together.

•Staff are innovative – doing much with little.

•More fun together – retreats for entire staff.•Girls and volunteers also want Girl Scouts to be fun.

The WhatIn 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 WhyOur success depends on staff and volunteers being visibly girl-centered. The HowEveryone 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 MuchIncrease 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)

Leadership Message

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

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


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

Business

Transcript of Council Strategy 2010-2013