GSSJC Member MeetingApril 2014

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Agenda

• Strategic Learning Process• Situation Analysis• Board-approved Council Strategy• Annual Meeting Preparation• Open Q&A

Strategic Learning ProcessMary Vitek, CEO

Strategic Learning: The Basic Thesis 1. Strategy originates from the reality of limited resources

and hence the need to clarify our purpose and priorities.

2. It is about making the best choices on where to compete and how to win the competition for value creation.

3. The role of strategy is to mobilize an organization behind an intense focus on the few things that matter most.

4. In a dynamic world the key to success is a learning-based process for creating winning strategies and modifying those strategies as the environment changes.

Strategic Learning Cycle

StrategyImplementation

StrategyCreation

VisionTo be the premier leadership experience for girls in the USA

MissionGirl Scouting builds girls of courage, confidence,

and character who make the world a better place.

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GSSJC Strategic Journey

2007-2012• Goal: 100x100• Five Focus Areas:

• Brand • Programs • Volunteerism • Funding • Organization

• 100 year celebration and convention

2012-2014• Bridging Strategy • Retained the five focus

areas:• Brand - Hispanic

Initiative• Programs – GSLE and

National Program Portfolio

• Volunteerism - Promise Project

• Funding – Kicked off Second Century Leadership Campaign

• Organization - Personify

Vision 2020• Board Questions for the

Strategic Teams:• Mission • Fundraising • Marketing • Technology • Partnerships• Volunteerism • Camps

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Five Situation Analysis Areas

Members of the Strategy Team

Board members:• Norma Olvera• Dolores Richards• Mary Ryder• Melanie Rippentrop• Chris Wolfe• Kate Marx• Jean Janssen

Volunteers/Members of the Community:• Donna Carvalho• Mary Mossing• Pat Rosenberg• Sarah Hernandez• Shama Tajani• BJ Bonner• Meg Britton• Ronnie Hagerty• Anne Murphy

• Tara Johnson• Jo Ann Ward

Leadership:• Mary Vitek - Sponsor• Stacy Methvin - Sponsor• Aimée Sproles – Project Manager• Beth Shea – Sector Trends TL• Debbie Prosperie-Woodson – Our Own Realities TL• Za’ndra Jackson – Competitors TL• Rebecca Tirrell – Customers TL• Tracy Gillin – Stakeholders TL

Staff• Linda Pau• Donna Robinson• Anne Robin• Corrina Jimenez

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Key InsightsSteve Richter, Board Member

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Key Insights and Implications – Volunteers

• Our volunteer model effectively supports moms recruited to lead K-3 troops; GSSJC does not effectively inspire and support volunteerism and family engagement over the long-term

• Girls are much more discerning consumers; quality is critical

• Our volunteer model does not engage emerging groups of potential volunteers

• Failure to expand our volunteer model

threatens our ability to recruit and retain volunteers and serve girls.

Key Insights and Implications – Program

• There is a disconnect between our brand promise and the perceived experience as girls approach middle school: feels like the same program; been there, done that; don’t see the value of continuing on

• Failure to differentiate our programs

between younger girl and older girl offerings will hinder our ability to recruit and retain older girls.

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Key Insights and Implications – Revenue

• Our revenue mix is too dependent on girl-generated income

• 50-66% of total giving in the USA comes from 5% of the population, primarily high net worth individuals

• Our growth strategy is dependent on our ability to make a compelling case to prospective funders and diversify our revenue.

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Key Insights and Implications – Technology

• There is a growing interdependence between GSUSA and GSSJC related to technology

• GSSJC does not have a technology strategy that effectively outlines the GSUSA priorities and timelines, and the gaps that GSSJC must fill

• If we do not leverage technology to support GSSJC’s growth strategy and allow stakeholders to connect when and where they need to, we face stakeholders’ withdrawal.

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Key Insights and Implications – Diversity

• The diversity of GSSJC does not mirror the diversity of our population, especially in troops

• Over 50% of children 0 – 5 are now Hispanic in Houston

• If we do not maintain our focus on diversity, we risk extinction over the long-term.

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Key Insights and Implications – Affiliations

• There is a growing alignment between corporations, volunteerism and philanthropy; GSSJC does not effectively leverage these opportunities

• Our access to girls is dependent upon strong partnerships with others: schools and after-school providers; many of these relationships have not been formalized

• If we do not formalize key relationships and develop a roadmap for the future, we risk miscommunication and inefficiencies.

Agree with the findings? Choose the issue that is the most significant to our members:• Volunteers• Program• Revenue• Technology• Diversity• Affiliations

GSSJC Council StrategyStacy Methvin, Board Chair

Overview of Strategic Choices

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GSSJC Strategy

TroopsK-3 4-6

Recruit Retain

Older Girl Offering7-12

Recruit and Retain

Competitive Focus

Winning PropositionGrounded in our core values,

GSSJC provides transformational experiences to produce the MOST successful girls and women in society.

Girls have fun, develop life skills, positive relationships and leadership qualities,

and make a significant impact on their communities.

Key PrioritiesRobust Adult

Delivery SystemsOlder Girl

Program Offerings Diversified Revenue

Technology

Diversity

Affiliations

Competitive Focus

K-3Troop Recruitment: Recruit younger girls to troops through schools,

communities and outreach by offering fun with purpose through programs that allow girls to discover, connect and take action with

friends and caring adults.

4-6Troop Retention: Ensure girls are offered a vision of Girl Scouting

beyond the troop experience by using older Girl Scouts as role models, introductory programs and targeted messages for girls, families and

volunteers.

7-12Differentiated Older Girl Offering: Recruit and retain older girls by offering flexible, individualized opportunities to connect with other Girl Scouts and prepare for a meaningful future, while developing her leadership potential

and making a difference in her community.

Audience Feedback

If our goal is to recruit and retain girls for the longest duration, which one of these competitive focus areas do you think will have the biggest impact?

• 4 – 6 (retention of 4th – 6th grade girls in troops)

• 7 – 12 (offering differentiated programs to girls in 7th – 12th grade)

Winning Proposition

Grounded in our core values, GSSJC provides transformational experiences 

to produce the MOST successful girls and women in society.

Girls have fun, develop life skills, positive relationships and

leadership qualities,and make a significant impact on their

communities.

Which words or phrases of the Winning Proposition contributes to producing the most successful girls and women in society (choose 2)?Grounded in our core valuesProvides transformational experiencesGirls have funDevelop life skills, positive relationships and leadership qualitiesMake a significant impact on their communities

Key PrioritiesRobust Adult

Delivery System:- Qualified, well

informed troop leaders- Effective use of

volunteers in programmatic and

indirect roles- Develop and retain volunteers who deliver

high quality GSLE- Rapid on-boarding and

effective volunteer management practices

Diversified Revenue:

- Increase Non-Product Sales revenue by 50% - Build network of successful women who

support GS

Older Girl (7th -12th Grade)

Program Offerings:

- Clear messaging on the value proposition

- Enable a robust and well-defined programmatic

menu that engages older girls in relevant GSLE

program opportunities- Go for the Gold! By

growing the pipeline

Technology: implement an IT strategy which enables our girls, volunteers and stakeholders to use relevant and up-to-date technology

that enables the Girl Scout mission.

Diversity: attract girls, families and volunteers of all backgrounds by using successful multi-cultural strategies (e.g., Hispanic and faith-based

strategies)

Affiliations: formalize and standardize collaborative models in order to enable and support the delivery of the Girl Scout programsIM

PERA

TIVE

SPI

LLAR

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Annual Council Meeting

Saturday April 26, 2014Camp Agnes Arnold

12:30-2:30 pm

Preparation for discussion sessions:- How is GSSJC’s strategy (competitive focus and

priorities) fundamental to our success together as a Council and within our Community or Region?

- What excites us about the strategy?- How can we each contribute to our success in achieving

the strategy?

Questions???

Thank you!

Copyright © 2008 by William G. Pietersen

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