Stakeholder Presentation for LRPP
Welcome to our Stakeholder Forum! We appreciate you all taking the time to come out, to hear what we've heard from you and from girls, and give us your feedback about the Vision for our council that have sprung from the data.
I want to start by clarifying that decisions have not been made - We're here tonight to gather your feedback. We'll take feedback from all of the Stakeholder Forums back to the Integrated Task Group who will continue meeting over the coming months. Preliminary recommendation options and stakeholder feedback will continue to go to the Board of Directors for discussion. The Board hopes to make a decision on the final recommendations this month – but is committed to taking whatever time is necessary to ensure the best outcome in meeting girls' needs. At our annual meeting on May 21st, we will provide a full report based on the board's progress or decisions this month. The information will then be communicated out through our newsletters and website. Our commitment to deliver on our promise to girls drives every discussion, every decision, every asset allocation. These decisions will guide us into our future, and the future of Girl Scouts throughout our region. Your attendance tonight is so appreciated and your input is valued – and we look forward to bringing the GIRLS' VISION for our future back to you with full details and specific plans as they emerge.
So let's take a look at what we've learned so far...
We asked girls, both Girl Scouts and non-Girl Scouts, parents, and volunteers to tell us what they really needed, wanted and expected of our programs, services and facilities... and they did.
Our goal now is to share with you what we've heard, to begin sharing the vision that's been created, and to begin forming our path for the future.
Through the Strategic Learning process initiated 18 months ago, we identified that our Winning Proposition, or our KEY TO SUCCESS, is "to deliver a fun, multi-faceted Leadership Experience that empowers & connects GIRLS."
Our Strategic Learning process further acknowledged that the 5 Key Priorities we must focus on in order to achieve our Winning Proposition are:
- Talent Management – attract, recruit, develop, place, recognize, inspire and retain people who can deliver our winning proposition.
- Strategic Partnerships & Relationships – develop and leverage strategic partnerships to improve program, fund raising, image, recruitment and use of our resources.
- Communication – insure unified, comprehensive, internal and external communications
- Asset Management & Fund Development - focus on building diversified revenue streams with a commitment to revenue over expense.
- Program Delivery – develop outcomes-based programs that meet the ever changing needs of girls, the way they want it.
The LRPP Study originated in response to these last two priorities: Asset Management & Program Delivery.
To ensure a careful, thoughtful approach to an assessment of our Properties, we followed a Strategic learning process once again...
Three committees were formed, made up of volunteers, board members and staff from across our council jurisdiction to gather and analyze extensive data in 3 key areas: Market (ie girls), Program and Property. The data was gathered from both our own tracking of participation rates and evaluation forms, to surveys completed by 830 girls (from every Service Center region and every grade level) and any equally diverse cross-section of 876 adults council-wide. The viewpoints of both GSNWGL members and non-members are represented in the data.
What questions needed to be asked came from a combination of
- other councils across the country
- GSUSA consultants, and
- questions we've received from our own stakeholders over the years.
They ranged from such basic questions as: "What activities are you interested in?" And "How do you (girls and adults) want to participate at camp?"
"What barriers keep you from using a property?" "And how far are you willing to travel for services or to take girls to program events?"
The LRPP committee was charged with:
- Learning WHAT WE HAVE in terms of assets and resources.
- Focusing on WHAT GIRLS WANT/NEED from a programming standpoint.
- Aligning WHAT WE WILL DO & HOW WE WILL MANAGE our properties AND capital budget.
- Planning IMPLEMENTATION with a 3-year action plan to achieve our desired Site Master Plan.
We began by learning everything we could about our current situation: our members' wants and needs, the wants and needs of the girls we're NOT yet serving, the competition that exists for our customers' time and resources, what barriers to participation are perceived by families... Which is how we identified our Winning Proposition, or our 'KEY TO SUCCESS' – shared a moment ago: to deliver a fun, multi-faceted leadership experience that empowers and connects girls.
Next we began to Align all areas of the organization, from our staff and volunteers, to our culture, to our allocation of resources. And THIS is where the LRPP Study comes in – as it is our Strategic means to align all of our assets, including our Properties, with the needs and wants of girls today.
The VISION & PURPOSE for the LRPP Study is: to develop and operate sites and facilities that support the Girl Scout Leadership Experience within our council's ability to fund and maintain them.
With the GIRLS, or our 'Market', always at the forefront of our exploration.
This slide shows the correlation and driving force behind the LRPP Study. We must always empower our Market (in our case GIRLS) to drive our Program direction, which in turn must drive our allocation of resources, including structure and Property decisions.
From the LRPP Committee, 3 SUB-committees were formed to delve deeper into targeted areas:
- A Market Research team gathered current market information about both members AND non-members – in other words, not only those we're already serving, but also those we are NOT reaching... and WHY?! They were also charged with the most important piece of this entire study... identifying the needs, wants and dreams of girls today – both Girl Scouts AND non-Girl Scouts of all ages.
- A Program Research team reviewed existing programs – including participation levels and cost per participant, and made recommendations for new programs based on information gathered from girls by the Market Research team. They then put together a comprehensive list of site and facility requirements necessary to support the desired programs.
- A Property Research team documented the current condition of each of our Properties, evaluated site and support facilities (for housing capacity, food service, utility infrastructure and road and trail layout) and identified the potential each property had for future development.
Each of the three Research Teams consolidated an enormous amount of data into a handful of the most significant factors, to create a snapshot of our current realities, which we're calling our "Takeaways". The takeaways realized by the MARKET team are that...
- 84% of our membership is K-5
- Our racial diversity matches population
- Population declining in most areas
- Membership declined over past 3 years
- Our Council jurisdiction is very rural (60% of current members live in rural areas)
- Our highest concentration of potential members is in large cities
The next 2 slides help explain these last two bullets a little better.
The areas shown in yellow, blue and red represent suburban, city and "urban areas". As you can see, even when you combine all yellow, blue and red areas together, you still don't see much area covered. On the other hand, everything shown here in green is considered "rural". And while the rural area is home to 60% of our current members...
This map also shows all 16 of the properties we're talking about: 10 camp facilities (marked with purple circle) and 6 service centers (shown as red diamonds).
Our highest concentration of potential members, or our growth potential, is in the cities. And these are not only our population pockets right now... they are also forecasted to be our population pockets well into the future. The areas circled are the Fox Cities (Oshkosh, Appleton and Green Bay); Wausau; below that-Stevens Point & Wisconsin Rapids; Eau Claire to the west, and Marquette up at the top.
The MARKET Take-Away or Reality is that...
- are interested in everything!
- want to sleep on bunks in lodges
- want comfort-related amenities (showers, flush toilets...)
- didn't participate in camp because
- "didn't know about our programs"
- "too busy"
- want everything close to home
- want amenities that focus on safety
- want assistance delivering programs ie: pre-packaged programming
- listed cost, distance & "too busy" as barriers
From these MARKET Take-Aways came our MARKET Vision...
We welcome your feedback regarding this Vision at MeetingGirlsNeeds@gsnwgl.org
Program attendance is best when close to the girls
Adults need to like and feel good about the programs they sign girls up for, and girls are interested in everything!
And Girls are currently participating primarily through Service Area Events and Portable Programs... again – things that are or can be done close to the girls.
From the PROGRAM Realities we discovered, or "Take-Aways", came the PROGRAM Vision...
Please send any feedback regarding this Vision to MeetingGirlsNeeds@gsnwgl.org
From the PROGRAM Realities we also developed this additional Vision specific to outdoor & camp Programming...
Please submit your thoughts about this Vision to MeetingGirlsNeeds@gsnwgl.org
We want to strategically align our properties to ensure financial viability AND to support our volunteers, and programs and Pathways for the girls.
For Leadership & Adventure, we can offer:
- Travel, kayaking, biking, backpacking, etc.,
- Teambuilding on Ropes Courses & Climbing Walls
- Career Exploration in a "Journey World" (Google Chicago's Journey World for photos and details of what this could be like)
- Public Speaking in a 'Sound Off Cafe', and
- "Girltopia" - somewhat like a children's museum with hands-on, interactive activities, but all Girl Scout Leadership Experience-focused
21st Century Environmental Education – to really help girls Take Action with hands-on programs about:
- Renewable Energy/Recycling
- Animals & Habitat Exploration
- Water Chemistry & Resources
- and of course Outdoor Skills
Health & Wellness – The CURRENT needs and interests in this area, specifically, are:
- Cooking (especially w/ Locally Grown Foods),
- Physical Fitness Challenges
- Climbing Walls
- Self-Esteem programs
- and high quality Community Partnerships
Art & Culture – can include
- Self-Guided Art Materials
- Digital Photography
- Videography and editing
- and again high level Community Partnerships
STEM (which stands for Science, Technology, Engineering & Math) – can really focus on 21st century technology education, career exploration and preparation:
- Aviation/Flight Simulators
- University Science Labs
- Engineering with things like a Lego league robotics challenges
Financial Literacy – by continuing to build programs and resources around the cookie program and other financial skills.
Your thoughts? Please share them with us at: MeetingGirlsNeeds@gsnwgl.org
The LRPP Property take-aways are that, counting both Service Centers AND camps, we have 16 properties to maintain! – and all of them are underutilized and in need of repairs and updates...
- Member usage or rental of our Service Centers is 20% of available days.
- CAMP rental usage is less than 30% of available days – which means our Properties are currently NOT being used 70% of the time!
- This low usage is inefficient
- Our Temporarily Restricted Fund for Property Maintenance Expenses is dwindling – and at the current rate will be depleted within 2 years
- The cost to bring all properties up to acceptable standards is prohibitive
Our PROPERTY VISION is that:
- Facilities must be FLEXIBLE to meet the ever-changing needs and wants of girls. While this currently includes cooking, digital photography/technology, arts, etc. – these interests will undoubtedly change over time, just as they have over the last 30, 15 and even 5 years.
- We need large indoor program space for year-round capability
- We must accommodate high quality, on-site "life-changing experiences" – so we can provide high level Leadership and teambuilding skills, topic-specific equipment such as a commercial kitchen or bouldering wall, high & low ropes, etc.
- GSNWGL will remain committed to Troop, Day AND Resident Camp Programs
- We will provide enhanced mobility – ie vehicles to transport both girls and equipment as needed – whether that's vans, buses, trailers is to be determined.
- We'll focus on safety-related amenities such as cell phone access and an onsite camp ranger; and also on comfort-related amenities like showers, flush toilets, cots/mattresses, etc.
- Program features must support both traditional and high level, contemporary Environmental Education
Please send your input regarding this Vision toMeetingGirlsNeeds@gsnwgl.org too!
To recap... Our current reality regarding CAMP properties is that
- We have 10 camp properties and ALL are currently underutilized
- Most need costly updates, improvements &/or maintenance
- Our properties do not currently meet girls' needs & expectations
- Due to prohibitive expense, our properties cannot currently be adapted to meet the changing needs & interests of GIRLS
JUST THINK! WHAT IF...
we could offer A PREMIER Resident Camp Program within ~200 miles of nearly every girl, and in MANY cases within 120 miles, that offered...
- Leadership, teambuilding & confidence programs on indoor climbing walls & high ropes courses?!
- New ART facilities like a potter's wheel, kiln & digital design studio?
- Year-round activities w/ full-time staff to lead troops through leadership & team-building programs ALL YEAR?!!
- Amenities girls want like showers & bunks? And safety features adults want, like an on-site ranger, cell phone access/service, etc.?
And what if we could offer day camp programs held ALL OVER our Council - within 30 miles of nearly all girls, by offering more support to volunteer-led day camps throughout the jurisdiction? In other words, some day camp programs would be staff-led, others would be volunteer-led but with staff support... With features like: climbing walls, ropes courses, splash pads & 21st century environmental education learning labs?
What if we could create a "Journey World" program center where girls could experience leadership activities like decision-making, public speaking & consensus building?
- Girls could learn about healthy depiction of women in the media when they build on the ME-dia journey and write, read and record a news story at a real television anchor desk.
- Girls could learn about consensus building and decision making and build on all of the It's Your World Change It journeys when they simulate the Packers organization's Board of Directors tackling a tough problem around the "Packer Board Room Table"
- Girls could expand on what they learned about gardening in the Welcome to the Daisy Flower Garden journey when they take part in hands on experiments in gardening, composting and recycling learning laboratories
- Girls could have resources available to them develop a business plan to develop, market and sell a product in the "Innovation Room"
With regard to our SERVICE CENTERS... we have six of them to fund and maintain, and they, too, are underutilized...
Our Service Center usage is less than 20%
70% of volunteers say they visit a Service Center less than once per month
Our Service Centers primarily serve only the counties they are in
...leaving 52 counties underserved
So WHAT IF, instead, we could offer...
- Out-based Membership Managers CLOSER TO OUR VOLUNTEERS & available in more communities?
- Forms & program resources in EVERY Service Area?
- Mobile shops at Service Area events & meetings?
- A traveling shop &/or program trailer that could come to your town...any time?!
– as Gail says, "How cool would THAT be?!"
Thus our dilemma... the purpose and challenge of Long Range Property Planning is to decide...
Do we continue to divide limited resources into several buckets, while trying to maintain baseline standards (and unable to build for girls' dreams)...
Do we pool our resources into a few premier assets & develop them into everything girls & volunteers dream of?!
If we choose the latter, and pool our resources into a few premier assets...
THIS is what we could build for the future, and what girls are asking us to build for the future...
We asked Girl Scouts and non-Girl Scouts, parents and volunteers to dream big. But in order to build the vision girls and volunteers have painted for us, it comes down to some very difficult decisions... keep putting a little bit into ALL of the buckets we're holding (remember that means 16 properties when we combine all of the Service Centers and camps!) or do we build the Vision girls are asking us to build...
And we want to build the vision for girls. HOW we go about that brings up the really tough decisions – even though some may appear somewhat simple on the surface.
Now if you remember from an earlier slide, the VISION & PURPOSE of Long Range Property Planning is to develop and operate sites and facilities that support the Girl Scout Leadership Experience within our council's ability to fund and maintain them.
The 3 subcommittees (Market Research, Program Research and Property Research) gathered and analyzed as much information as possible from our own tracking and ongoing analysis, to current survey results of girls and volunteers – and then combined the data to get a bird's eye view of WHAT WE HAVE versus WHAT GIRLS WANT & NEED.
By doing this, we were able to start comparing and evaluating ALL 16 properties from a few different perspectives. We considered things like
- Whether or not a given facility Supports our Program Vision.
- Whether or not it has the Flexibility to be expanded, modified or upgraded to accommodate girls' vision.
- The Affordability of each property, based on maintenance or updates already needed, to the estimated costs to modify each.
- If the Amenities – both existing and possible - meet our members' needs and expectations .
- Whether or not a facility can provide Year Round capabilities.
- Its Proximity to Population pockets, and the current Usage / Capacity of each.
What we came up with is a series of reference or comparison charts to show you some of the different ways we've gone about examining the information we have.
Yes, sometimes a choice in front of us regarding our 10 CAMP properties APPEARS to be cut and dried.
While it may look like some camps offer everything girls and volunteers want...already meeting all of the criteria we're looking for, and we have some that meet very few, they all also need varying amounts of maintenance and updating, and have other factors and details that require consideration.
Take a breather now and think about everything we've looked at so far, what we've heard from volunteers, and about the things girls have told us.
Think about all the times you've heard girls say "I wish we could..." or "Wouldn't it be awesome if we had...!"
When we dig down a little deeper and look at our CAMP properties from a different perspective, look at the maintenance expenses getting split up into TEN different buckets, the proximity of some camps to each other and to our population pockets, plus a few other factors... a decision gets much more complicated. And yes, we love them all! They are all wonderful, amazing camp properties with fantastic assets. But we can't build girls' vision, AND keep them all at the same time. You'll notice that not every camp we have is reflected in these charts – and that's because, as of the Forums, decisions have not yet been made. The purpose of the Forums was to share the data, and collect feedback from our stakeholders.
Right now, we're trying to walk you through our entire process of having to dissect and analyze our property holdings in several different ways. We can't just take the quick and easy approach of "these few are already meeting most of our needs and these are not", or "these are in fairly good condition and these need a LOT of work".
There are LOTS of things to consider before we can make ANY recommendations! We're just trying to show you that in SOME cases, we have to compare a couple that are similar in where and how we can utilize them, and start comparing them head-to-head for a more focused analysis. And we have to do this across the board.
The same thing happens when we look at our service centers... some meet girls' and volunteers' needs and vision very well already, and others less well.
And we have a similar dilemma when we dig deeper and consider several other factors about our 6 service centers, such as proximity to each other, cost, and the needs, wants and usage of our members.
Again, not EVERY service center has been reflected in these charts, and again it's because decisions we did not want to make decisions before we shared the information with, and gathered input from, our Stakeholders. Now we have to get the Service Centers down to the discussion of "lots of buckets with minimal resources spread across them... OR a few premier assets that can adapt to meet the vision painted for us by our members."
How do we ensure fiscal responsibility AND meet the needs and expectations of our girls and volunteers?
If that's not enough! = We have even more factors that are an important part of the equation ...
We want to honor our history
Our members & alumnae have special memories, some from these Properties.
We want to provide opportunities for members to create NEW MEMORIES to continue building their Girl Scout dream
So when we really get down to it, it's about the girls. The reason we exist is to meet the needs of girls, today and into the future. The reason we HAVE programs and properties and Service Centers... is to deliver on our promise to girls, and to support the work of the volunteers who are on the ground, working with girls every day. Girls today are telling us what they want, what skills they need, and what programs and facilities they expect. They're also telling us that we're not there yet.
This thought came from one of our long-time campers...
We planned the Stakeholder Forums to gather your feedback. We'll take feedback from all of the Stakeholder Forums back to the Integrated Task Group who will continue meeting over the coming months. Preliminary recommendation options and stakeholder feedback will continue to go to the Board of Directors for discussion. The Board hopes to make a decision on the final recommendations in April – but is committed to taking whatever time is necessary to ensure the best outcome in meeting girls' needs. At our annual meeting on May 21st, we will provide a full report based on the board's progress or decisions in April. The information will then be communicated out through our newsletters and website.
Our commitment to deliver on our promise to girls drives every discussion, every decision, every asset allocation. These decisions will guide us well into our future, and the future of Girl Scouts throughout our region. Your attendance at the Forum is so appreciated and your input is valued – and we look forward to bringing the GIRLS' VISION for our future back to you with full details and specific plans as they emerge.
Please email any and all comments or feedback regarding the LRPP Study to:MeetingGirlsNeeds@gsnwgl.org. These will be forwarded on to the LRPP committee for their consideration and review, and to respond to, if necessary. Thanks for viewing!