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Council Strategy 2010-2013
- 1. Council Strategy 2010-2013 Girl Scouts of North-Central Alabama
- 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
- 8. Need a strategic volunteer plan to recruit and retain volunteers and provide relevant training
- 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
- 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