Girl Scouts of Greater Atlanta

Girl Scouts of Greater Atlanta was formed in 2008 with the merger of three councils. With more camp property than use, there were numerous challenges facing the council in that each camp had varying kinds of program elements, some have redundant uses, and each property loved. Changing populations, evolving program focus and the financial impact of owning and operating properties necessitated a review of these powerful program delivery tools. KALEIDOSCOPE brought an outside perspective and expertise to conduct a strategic long range property plan with GSGATL leadership.

As KALEIDOSCOPE concluded the strategic property plan, it was clear that development of a comprehensive program vision for outdoor program needed to be developed. Key initiatives included defining the programming in context of council goals; allocating outdoor program vision across the council at properties; quantifying future goals for participation for programming style; defining each property initiative, program specialization and growth points; assessing the market potential for expansion, mission goals to be achieved, operational and financial impact of these changes; developing consensus about future programs and services, their priority within the total operation; describing and quantify facility needs.

Georgia

Girl Scouts of Greater Atlanta

Girl Scouts of Greater Atlanta was formed in 2008 with the merger of three councils. With more camp property than use, there were numerous challenges facing the council in that each camp had varying kinds of program elements, some have redundant uses, and each property loved. Changing populations, evolving program focus and the financial impact of owning and operating properties necessitated a review of these powerful program delivery tools. KALEIDOSCOPE brought an outside perspective and expertise to conduct a strategic long range property plan with GSGATL leadership.

As KALEIDOSCOPE concluded the strategic property plan, it was clear that development of a comprehensive program vision for outdoor program needed to be developed. Key initiatives included defining the programming in context of council goals; allocating outdoor program vision across the council at properties; quantifying future goals for participation for programming style; defining each property initiative, program specialization and growth points; assessing the market potential for expansion, mission goals to be achieved, operational and financial impact of these changes; developing consensus about future programs and services, their priority within the total operation; describing and quantify facility needs.

Georgia

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