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College of Science and Engineering

Identify a Project Lead

Most councils have found it helpful to choose someone to be the Inquiry in the Community project lead. Their job is not to do all the work; rather, their job is to act as project manager, keep different groups talking to each other, and coordinate the big picture of project implementation.

A strong project lead makes a big difference. Look for the following attributes when appointing a lead:

  • Has organizational support for their work.
  • Is in a position to easily coordinate with multiple departments, regions, and/or staff work groups.
  • Has a solid understanding of the roles of the membership, program, and volunteerism-related departments; familiar with the work of marketing and fund development.
  • Has previous cross-departmental project management experience (or, previous experience managing larger projects within a department and the ability to have someone else mentor them in this new role).
  • Is familiar with the Girl Scout Leadership Experience.

Project Lead Checklist

  • Read the Overview, Why Inquiry in the Community, Planning, and some of the Implementation sections of this website.
  • Identify a curriculum lead.
  • Identify who will be part of the core team.
  • Manage (and/or delegate) the logistics of the core team professional development and planning session: time, date, location, any food or lodging needs (if desired).
  • Work with the curriculum lead to develop the agenda for the core team session; use our planning_1day_core_team_agendaor planning_2day_core_team_agenda meeting plans as a starting point.
  • If the project lead has strong group facilitation skills, they might help facilitate the core team session.
  • By the end the core team session, ensure that:
    • The core team has identified 3-5 "connection points" in the council, where they will focus on implementing Inquiry in the Community curricula and resources (see the sample core team agenda for more about connection points).
    • At least one core team member has been assigned as the "lead" on each connection point.
    • These "leads" have a concrete list of their next steps, and have shared them with each other.
     
  • Support the core team members as they implement their plans.
  • Support the core team members as they conduct professional development and planning sections with staff and/or volunteer teams (if needed).
  • Gather the implementation plans and timelines created by each group and evaluate each for timing challenges, overlaps, or potential for collaboration.
  • Synthesize these timelines and share with each group.
  • Support the core team members as they develop an evaluation plan to measure progress.
  • Facilitate regular core team meetings to evaluate progress, make adjustments, and encourage collaboration amongst groups.
  • Discuss evaluation data (such as surveys, interviews, or informal feedback) with relevant core team members to identify successes and challenges.
  • As implementation begins, share groups' successes and help troubleshoot challenges.