Measuring Success

Measuring Our SuccessOur Mission: GSCSA exists to build girls of courage, confidence and character who make the world a better place.

Our Vision:
We Empower Girls.

Our Strategy:
To expand our impact by focusing on: recruitment of girls, grades K-3; retention of girls, grades 4-9; and growing underserved segments through engaged, committed volunteers and staff.

Our Culture:
Intentional, Integrity, Diversity, Girl-Centric, Contagious Fun

Our Definition of Success:
GSCSA will reach more girls where they are in ways they need and want with leadership programs that deliver measurable results.

Now that we have a blueprint for bringing our Vision to life–a blueprint which was developed in direct response to what our volunteers have said they need from us in order to be successful in their work with girls–we are tasked with implementing that plan and measuring our results. We have set three-year benchmarks for GSCSA and we will measure our progress against these benchmarks. Our benchmarks in no way capture our ultimate Vision for the impact of GSCSA or the work that remains, but they do serve to help us focus our resources where we believe they must be applied first in order to drive success for the present and for the future. All staff work plans for FY2012 have been developed to support these benchmarks. And every Board member, staff person and volunteer has a role in our success. Our benchmarks are as follows:

Recruitment of Grades K-3

In FY2012, GSCSA will hold 15% of total market share for girls grades K-3.*
In FY2013, GSCSA will increase total market share for girls grades K-3 to 18%.
In FY2014, GSCSA will increase total market share for girls grades K-3 to 20%.
*Current K-3 Market share is 15%.

Retention of Grades 4-9

In FY2012, necessary resources are put in place so that retention of girls in grades 4 – 9 who participate in the troop pathway remains steady and can increase in following years while meeting Council standards for GSLE outcome attainment.

In FY2013, necessary resources are focused on the retention of girls in grades 4 – 9 in all Service Units with a retention rate of 25% while meeting Council standards for GSLE outcome attainment;

By the end of FY2014, retention of girls in grades 4 – 9 is at 30% while meeting Council standards for GSLE attainment;
*Current 4-9 retention rate is 25% council-wide with Service Units ranging from 7% to 50%.

Service to Underserved Populations

By the end of FY2012, programs, partnerships and resources that deliver measurable GSLE outcomes targeted at specific community needs for Knox, Hamilton, Grundy and Hancock counties will be in place to increase service to underserved girls.

By the end of FY2013, these targeted communities achieve membership growth rates as follows (membership growth rates will be targeted based on age, race/ethnicity, socioeconomic status, other; a county target may be focused on one aspect of the girl population or combined aspects based upon what research shows us about need):

  • Knox County: ___%
  • Hamilton: ___%
  • Grundy: ___%
  • Hancock: ___%

while meeting Council standards for GSLE outcome attainment.

By the end of FY2014, these targeted communities are sustaining steady membership growth rates as follows:

  • Knox County: ___%
  • Hamilton: ___%
  • Grundy: ___%
  • Hancock: ___%

while meeting Council standards for GSLE outcome attainment.

*Target counties for underserved population pilots have been identified based on demographics, inclusion of both urban and rural communities, and United Way investment (or lack thereof). Girl needs assessment is pending.

Financial Health

GSCSA will pursue or maintain the following financial standards:

  • By the end of FY2014, at least 33% of GSCSA’s total income will come from public support.
  • By the end of FY2014, no more than 50% of total income will come from product sales.
  • During FY2012-FY2014, Program Services costs will be GSCSA’s predominant expense category (at least 65% of total expense).
  • Management & General and Fundraising expenses will not account for more than 35% of the use of Council resources.
  • During FY2012-FY2014, GSCSA will maintain a minimum of 6 months and a maximum of 12 months of unrestricted operating reserve.

The proposed 2012 Operating Budget estimates public support at 21 percent, placing GSCSA in a category of 31 percent of all councils. To strive for 33 percent will demonstrate success in growing and diversifying our income streams.
*Public Support: Nationally among councils, 16 to 33 percent is considered a sign of a council doing well;33 percent is considered excellent, with only 3 percent of councils achieving this benchmark.

The proposed 2012 Operating Budget estimates total income from the net result of products sold by girls at 70 percent, placing GSCSA in a category of 57 percent of all councils. Reducing our percentage from 70 percent toward the benchmark of 50 percent will entail analyzing revenue sources from retail sales and program fees, reviewing investment strategies, increasing public support, and exploring other funding streams. It does not mean selling fewer cookies!
*Product Sales: Nationally among councils, 50 to 66 percent is considered a sign of a council doing well; 50 percent is considered excellent, with only 4 percent of councils achieving this benchmark.

Going into fiscal year 2012 it is estimated that GSCSA has approximately 13 months of operating reserve, placing GSCSA is a category of 10 percent of all councils. Future planning for maintenance and/or acquisition of fixed assets will impact this benchmark achievement as the long-rang property planning process unfolds.
*Operating Reserve: Nationally among councils, 41 percent meet this benchmark with 8 months of operating reserve as the average.

Culture

During FY2012, all staff will know the definition of each GSCSA cultural attribute, and will understand that their performance is measured based upon work product and the extent to which that performance is consistent with our culture.

During FY2013, all staff will demonstrate cultural competency by describing specific situations in which they have applied one or more cultural attribute(s) to a set of circumstances they have encountered at work. By the end of FY2013, ____% of Service Unit or Advisory level (Volunteer Advisory Committee, Gold Award Committee, Facilitators, Board of Directors, etc.) volunteers will know the definition of each GSCSA cultural attribute and will understand that GSCSA’s cultural expectations extend to our volunteer delivery system.

During FY2014, all staff will demonstrate competency in each cultural attribute by describing specific situations in which they have applied each of the five cultural attributes to a set of circumstances they have encountered at work. By the end of FY2014, 100% of Service Unit or Advisory level volunteers will know the definition of each GSCSA cultural attribute and will understand that GSCSA’s cultural expectations extend to our volunteer delivery system, and ____% of Service Unit or Advisory level volunteers will be able to describe a specific situation in which they have applied one or more cultural attribute(s) to a set of circumstances they have encountered through Girl Scouting.
*Culture Plan developed and implemented FY2011. Staff survey related to Culture has been developed. Results will be used to inform planning for FY2012.

 

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