GSCTX STRATEGIC TASK FORCE YEAR THREE (2016/17) ASSESSMENT AND RECOMMENDATIONS ELLEN FLEMING, CHAIR, STRATEGIC PLANNING TASK FORCE JANUARY 2018

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1 GSCTX STRATEGIC TASK FORCE YEAR THREE (2016/17) ASSESSMENT AND RECOMMENDATIONS ELLEN FLEMING, CHAIR, STRATEGIC PLANNING TASK FORCE JANUARY 2018

2 GOALS FOR YEAR THREE ASSESSMENT JANUARY 2018 Assemble Strategic Plan Task Force Review progress to strategic priorities and goals for 2016/17 Perform environmental scan to identify any major change which may affect GSCTX strategic priorities BSA Market Competition; Girl Scout Research Institute Reports; GSUSA Strategic Priorities; GSCTX SWOT; GSCTX Girl Advisory Board Feedback; GSCTX Surveys; GSCTX 2017 Dashboard Check alignment of GSCTX Strategic Priorities with: GSCTX 2016/17 Operating Goals and Objectives, GSCTX Operational Priorities, GSCTX 2016/17 Volunteer Priorities, GSCTX Vision Statement Re-evaluate strategic planning high-level metrics to ensure they are the best measurements for success over the strategic plan period Present assessment and recommendations to February 3, 2018 meeting

3 GSCTX SWOT Strengths Weaknesses Strengths Weaknesses National brand awareness Positive community Leadership opportunities STEM opportunities Communication Inconsistent parental leadership Property management Staff retention Fund development effectiveness National brand awareness Positive community Leadership opportunities STEM opportunities Outdoor and travel Fund development effectiveness Volunteer complexity (rules & regulations, paperwork) Inconsistent parental involvement Opportunities Council cohesion Technology Beyond cookies Strengths National brand awareness Positive community Leadership opportunities STEM opportunities Outdoor and travel 2017 Threats Extracurricular activities Social pressure Weaknesses Inconsistent parental leadership Staff retention Fund development effectiveness Volunteer complexity (rules & regulations, processes) Opportunities Council cohesion Technology Communication Volunteer training Consistent program quality Property management Revenue diversification beyond cookies Threats Extracurricular activities Social pressure Heavy burden of cookie season on volunteers and parents Boy Scouts recruiting girls $25 membership fee Opportunities Council cohesion Technology Communication Property management Volunteer training Consistent program quality Threats Extracurricular activities Social pressure Revenue diversification beyond cookies Heavy burden of cookie season on volunteers and parents

4 MAIN FINDINGS: 2017 SURVEYS Overall, we are making progress locally and nationally. Key performance indicators (KPIs) have improved since Girls, parents, and troop leaders are satisfied with their Girl Scout experience, likely to recommend, and plan to stay. Girl Scouts is a positive experience for the majority of our members. Girls and parents who will not or may not stay in Girl Scouts would consider staying if provided with more competent troop leaders, and want more active and purposeful activities. Troop leaders spend about 19 hours/month volunteering, peaking at 36 hours/month during cookie season. Troop leader fulfillment is correlated to involved parents. They need more help engaging parents. For troop leaders not having a quality experience, target areas for improvement include reduction in rules and paperwork (59%), ensuring GS online systems work well (32%), and developing GS program materials that are more engaging for girls (29%). Providing more timely support is no longer a pain point. Service Unit support is critical in troop leader satisfaction. 50% report they are Very Satisfied, and 34% are Somewhat Satisfied with the support they receive from their SU.

5 GSCTX VISIONARY STATEMENT Deliver a quality Girl Scout Leadership Experience to the girls of Central Texas GSCTX will be externally recognized: By Girl Scouts - as a high-performing council and high-performing programmatically in the areas of STEM and our Community Troops By Parents - as the premiere girl leadership development organization for girls in Central Texas providing diverse and differentiated programming By Girls - as the program of choice for the pursuit of their goals and dreams By the Community - as the expert on girls in Central Texas Fiscal vision: Begin October, 2020 with $4M operating cash (includes a $2M true cash reserve)

6 18,000 16, % 13,462 12, % 66% 52%, 59%, 64%, 64% 72% 62%, 66%, 71%, 74% +20/24/2% +3% (yr round) +25/+11/0% -7% yr round 2016/ $500K $31K fundraised $2.68M installment note receivable $150K Reserve Account established 19% 16%* 2016/17 results are in bold print Retention data: MY14, MY15, MY16, MY17 * % Public Contributions at 16% due to exceptional cookie revenues. Would be 12% if $2.68M installment note is included. Additional KPIs: CSAT and NPS for Girls, Parents and Volunteers through Annual VOC Survey

7 Girl Members 17, % Adult Members 11, %* Girl Retention 66% +2.0% Community Troop Girls 2, % GSCTX Strategic Plan Key Performance Indicators 2017/18 Adult Retention 69% -5.0%* Employee Satisfaction Gallop > 4.0 Camp Usage 4%/7%/0% (T/K/Z) +2% Year-round Year-end Operating Cash $3.3M Public Revenue budget $1.48M stretch $1.58M * Note: Adult membership and retention goals set at 5% decline due to anticipated reduction as a result of membership fee increase from $15 to $25. Additional KPIs: CSAT and NPS for Girls, Parents and Volunteers through annual Girl Scouts Voices Count survey

8 RECOMMENDATIONS Stay the course operationally Operating initiatives are tightly aligned to strategic goals Aligned to GSUSA Strategic Priorities 4 program pillars, program pilots, older girl focus, and key committees Do not lose sight of council cohesion Troop leader support improvements addressing main pain points new leader focus, streamline paperwork, make it easier to be a Girl Scout volunteer Incremental spend to support girl recruitment and sustainable Community Troop growth Adjust Strategic Plan KPIs for extension and Vision 2020 Change from Public Contribution % of total revenue to Public Contribution $ with stretch goal Add year-end Operating Cash goal aligned to Vision 2020 Add Community Troop Girl measurement (also to BoD Dashboard)