IN SOCIAL &
It wasn’t long after Angela Woods accepted the role as CEO of the Girl Scouts
Hornets’ Nest Council (GSHNC), that she realized her organization serving 22,000
girls and adults in eight counties was pretty far behind when it came to technology.
In some areas, the Council’s infrastructure
was cumbersome, causing internal operational
difficulties. In other areas, there was no
technology at all resulting in significant
inefficiencies. What’s more, there was
no staff dedicated to overseeing technology, so Woods soon discovered
she was wearing two hats—CEO
and CIO. She needed help explaining what the technology gap was,
and how big it was, in order to gain
support from the Board of Directors to
move forward on key initiatives.
Executives at Jabian’s Charlotte, N.C.
office were aware of this need and offered to
commit resources at no charge through Apparo’s Skilled Volunteer Engagement program.
Apparo is a nonprofit that connects local, corporate technology organizations to nonprofits,
delivering solutions that multiply non-profit
effectiveness for a better Charlotte.
Plenty of non-profits struggle with the
technology piece of the organization and
Girl Scouts Hornets’ Nest Council was no
exception, says Will Funderburg, a Senior
Manager in Jabian’s Charlotte office who
led the effort from the initial interviews to
the presentation to their Board of Directors.
“They are beholden to donation and often
those donations come in and what ends up
happening is that they end up with a bunch
of technology that’s been pieced together
never really been aligned around the processes or goals of the business,” he says.
So Jabian sat down with Woods and
talked through all the areas of the coun-
cil and then sat with each department lead
who talked though each of their processes.
“We asked them to tell us one problem they
would like technology to solve and one goal
you think you could achieve if they had the
right technology,” Funderburg says. “We
got a really rich set of examples.”
This allowed Jabian, with Apparo facil-
itating, to develop a Business Process
Landscape—a high-level process view of
the entire nonprofit on a single sheet of
paper—for GSHNC. This tool was then heat
mapped to highlight process areas where the
technology was inadequate to meet the busi-
ness need, Funderburg says.
Having the opportunity to lead an organi-
zation that teaches girls to be inquisitive,
comfortable in their own skin, servant lead-
ers, and courageous is an awesome responsi-
bility, says Woods. “As a new leader, I needed
a comprehensive approach to identify and
streamline our business processes that would
in turn help us better achieve our mission.”
The gaps were grouped and prioritized in
a presentation to the Board of Directors. The
project was a huge success, Funderburg says.
GSHNC Board and senior staff now have a
detailed understanding of business processes
across all departments. The assessment pro-
vided a high-level picture of opportunities
for technology to improve efficiencies and
allowed GSHNC to create an RFP for tech-
nology support for the agency.
Funderburg says Jabian volunteered
a total of 85 project hours from senior
resources to successfully complete the project. “What we do for clients every single
day, we were able to do for GSHNC, as well
and it feels pretty good,” he says.
From Woods’ perspective, she says she’s
thankful to Jabian and Apparo for helping the
council. “They were instrumental in defining
the case, giving me the resources to support
this, and providing me with subject matter
expertise,” she says. “Thanks to you, we had
a robust RFP process and selected a vendor
that has been fantastic. I can see the light at
the end of the tunnel.”
TYPE OF WORK