This document outlines a membership strategy for WAGGGS. It discusses increasing membership through establishing new local groups, guiding more events, and knowledge-based management using data and research. The strategy will be implemented through short and long term plans at various organizational levels, using toolkits, training, and communication. Key aspects include motivating volunteers, recruiting members, arranging facilities, and applying rules and procedures to achieve the vision of empowering all girls and young women.

1. Delivery of the
WAGGGS
Membership Strategy
Liisa Sahi
24 September 2012

2. Vision 2020 and Mission
 All girls and young  To enable girls and
women are valued young women to
and take action to develop their fullest
change the world potential as responsible
citizens of the world

3. Framework for putting strategy
into action
LEADERSHIP
• Motivate volunteers / employees
• Use persuasion
• Shape culture / values
STRUCTURAL DESIGN HUMAN RESOURCES
• Create teams and chains • Recruit volunteers / employees
• Arrange facilities, task design • Manage promotions / training
INFORMATION AND CONTROL SYSTEMS
• Implement information systems
• Apply rules and procedures

4. Content of this presentation
1. More local groups and more events
2. Knowledge-based management
3. Strategies into plans and actions
4

5. 1. More local groups
and more events
5

6. Mission Possible
 Establish new groups
and make the existing
ones larger
 Influencing attitudes
is hard – instead
spread models and
learning by doing
 Address to MOs and
their districts

7. Guiding events to all girls
 Show guiding to your best friend by taking her
with you
 Possibility to join
 Open-to-all events
 Focus in “get together” - not membership
 Retaining members
 MOs, districts and local groups

8. 2. Knowledge-based
management

9. Knowledge-based management
 Using statistics of Guiding from national,
regional and world level
 Membership rate, age groups, amount of leaders
etc.
 Using data concerning girls and young women
 Producing new research
 Getting girls and young women (guides and
others) participate and give necessary
information for development work
9

10. Different dimensions when realizing
the goals
 Knowledge of the issue
 Clarity of the problem
 Internal complexity of the problem
 External connections of the
problem
 International reactions
 Resources
 Sensitiveness of the problem
 usually culture-, customs-, religion- or
politically related

11. 3. Strategies into
plans and actions

12. Strategies into plans
 Short to long term (starting now):
 Discuss the Membership Strategy and the
goals among the key persons around the
world
 Arrange workshops, meetings, seminars, social
media discussions etc.
 Give the key persons inspiration, knowledge and
courage when creating the steps to fulfil the
expectations and goals
 Use the key persons to give you feedback
12

13. Plans into actions
 Produce different types of tool kits after having
indicated the needs of Regions / MOs
 Beware of concentrating too much on guidelines,
booklets and material
 Actions instead of regulations
 Notice the need for training when adapting tool
kits, definitions etc.
 Start training from World level, then make sure
the Regions are able to give training to MOs
13

14. Chain operations
 Creating a Chain Operation Principle, which links
 World Board / World Bureau
 With Regions
 With Member Organisations
 and at the end with local Guide Groups
 Producing centralized support and development
services for Regions and MOs
14

15. Strategy implementation in a
nutshell
 It means different actions
 for each goal / different goals
 for different MOs or Regions
 It means a realistic time table for actions
 Because of shortage of resources (human, money
etc.)
 It means even better communication using all
kinds of media - especially social media - to
shorten the worldwide distances
15

16. When leading changes
 I will use my efforts to find the engines
 I will help the engines to find the first cabins
 I will ignore the broken cabins – they will usually
follow at the end
16

17. Inspiration, motivation and
feedback
 Sharing as much as I can
 Sharing my thoughts, beliefs and attitude
 Delegating with support, responsibility and power
 Changing process into project
 Involving those who are co-operators, contributors or
participants
 Arranging meetings,
workshops and seminars
where we can refine the work
17

18. All photos:
WAGGGS
TGSF