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