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Discussion Guide for Strategy Café Participants

At the 2005 National Council Session in Atlanta, members joined in the discussion of the future of Girl Scouts by weighing in on the six strategic areas that have been developed for Girl Scouting. All delegates and visitors had the opportunity to discuss these strategic priorities at "Strategy Cafés" located in the Exhibit Hall.

Questions were developed in each strategic area to help stimulate discussion. Members were encouraged to talk with Girl Scout friends and colleagues about the challenges presented by each area and then come to a Strategy Café ready to participate actively in designing the future.

The questions:

Program Model and Pathways

  • What are the defining characteristics of the Girl Scout experience?
  • What elements need to exist for an activity to be considered "Girl Scouting"?
  • What steps can we take to ensure that Girl Scouts is girl-centered?

Volunteerism

  • What needs to be done at all levels to create an environment that welcomes and retains volunteers?
  • What changes are needed in the volunteer structure to appeal to the high percentage of women who work outside the home?
  • If we could build a volunteer structure that is capable of constant adaptation, what would it look like?

Brand

  • When the public thinks about the “Girl Scouts,” what comes to mind?
  • Do we want our image to be different than it currently is?
  • What would it take for the Girl Scout Brand to be considered “relevant, appealing and of-the-moment?”

Funding

  • We are very successful in raising funds for Girl Scouts in some communities – but not in others.
  • What changes are needed for Girl Scouts to be successful in raising funds in all communities?
  • What would it take to build universal financial support from parents?
  • What is the Girl Scouts' greatest untapped financial resource?

Organizational Structure and Governance

  • How can local annual and delegate meetings be more efficient and action-oriented?
  • Does technology have a role in streamlining decision-making?
  • Is the democratic process necessary at all levels?
  • How can the National Council session have a greater impact on the strength and health of Girl Scouting?

Culture

  • How would you define the “Girl Scout volunteer culture”?
  • Are there practices that discourage individuals from getting involved or make girls or adults feel unwelcome?
  • What changes are needed to create a culture that welcomes everyone?

For more details about the Strategy Café conversations held at this year's convention, visit the archived Strategy Café page of the 2005 Girl Scout National Council Session/50th Convention Web site.

   
 

More Fact Sheets
Open Space Conversation
Strategy Cafés

 
     
 

Teamwork: Six teams set our evolution in motion by getting feedback from many of you and analyzing and identifying the changes that need to take place to bridge the “gap” between where Girl Scouts is today and where we want to be in the future. Five teams were responsible for implementing one of the strategic priorities; the sixth focused on ways to improve our culture.

Gap Team Overview

THE TEAMS:

  • Brand
  • Culture
  • Funding
  • Organizational Structure and Governance
  • Program Model and Pathways
  • Volunteerism
Gap Team Who's Who
 
     
 

More Champions
The Core Business Strategy already has many key supporters who’ve made a commitment to stay up-to-date on the strategy, and to be active and vocal leaders of its objectives.
Read about them here.

Deborah Hearn Smith, Indiana
Sherri Weidman, Indiana
Maria Tejera, Florida
Pam Hyland, South Carolina

 
     
  

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