Upload
girl-scouts
View
1.493
Download
1
Embed Size (px)
DESCRIPTION
Citation preview
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
Gap Statements Priority 1: Communications
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
Gap Statements Priority 1: Communications
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
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
Gap Statements Priority 2: Financial Stability
Current State Future State Obstacles
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
Gap Statements Priority 3: Programs
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
Gap Statements Priority 3: 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
Gap Statements Priority 3: Programs
Current State Future State Obstacles
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
Gap Statements Priority 4: Volunteerism
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
Gap Statements Priority 4: Volunteerism
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
Alignment PlanCulture
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
Alignment PlanCulture
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
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
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
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