Keeping Our Promise to Girls :Keeping Our Promise to Girls Presented by Jessica Lawrence, CEO Girl Scouts of San Gorgonio Council


Presenter :Presenter This presentation is being given by Jessica Lawrence, CEO Girl Scouts of San Gorgonio Council


Agenda :Agenda What We Will Discuss What is the Girl Scout Movement? Current challenges across the Girl Scout Movement A new staffing structure to better support our volunteers and the priorities of the organization A new way to look at our volunteer model Better ways to keep our program promise to girls


The Girl Scout Movement :The Girl Scout Movement Girl Scout Mission Girl Scouting builds girls of courage, confidence, and character, who make the world a better place. Girl Scouts Founder Founder Juliette Gordon Low organized the first Girl Scout Troop on March 12, 1912, in Savannah, Georgia.


The Girl Scout Movement :The Girl Scout Movement Girl Scout Structure Girl Scouts of the USA (Girl Scouts’ national organization) charters 109 local Girl Scout councils in the US to provide Girl Scouting to girls throughout the country. Girl Scouts of San Gorgonio Council is chartered to provide Girl Scouting to girls in Riverside County and ¾ of San Bernardino County. Each council is its own separate non-profit organization, and must raise its own funds to support itself. All of the membership dues that girls and adults pay at the local level go directly to the national organization.


The Girl Scout Movement :The Girl Scout Movement Girl Scout Membership In the United States, there are currently 2.7 million girl members of Girl Scouts, and 928,000 adult members of Girl Scouts. Locally, Girl Scouts of San Gorgonio Council has just under 16,000 girl members and 6,000 adult members.


Challenges in the Girl Scout Movement :Challenges in the Girl Scout Movement Overall membership in Girl Scouts has been declining since 1999 11% decrease in troop delivery and 36% increase in non-troop delivery since 1999 Since 2003, large decrease in market share of girls in 3rd, 4th and 5th grades


Challenges in theGirl Scout Movement :Challenges in theGirl Scout Movement Only 10% of the United States population of girls ages 5 – 17 participate in Girl Scouts. In Riverside and San Bernardino Counties, less than 5% of the population of girls ages 5 – 17 participate in Girl Scouts.


Girl Scout MovementBrutal Truths :Girl Scout MovementBrutal Truths We confront a crisis of relevance: Our customers’ lives have changed. They are now more demanding and have a greater range of competing choices than ever before Our brand has an outdated, “uncool” image, particularly among 11-18 year olds Our historic area of success (core market) is slipping away as a result of demographic shifts


Girl Scout MovementBrutal Truths :Girl Scout MovementBrutal Truths We confront a crisis of relevance: Our volunteer system is becoming harder to sustain. Adults have less time and want more flexibility and options. We are all things to all girls. We have no clear unifying theme or “rallying point” If we don’t address these issues, we risk long-term decline.


GSUSA’s Core Priorities :GSUSA’s Core Priorities Brand Program Model & Program Pathways Governance & Organizational Structure Volunteerism Funding


UnderstandingLocal Challenges :UnderstandingLocal Challenges Listening Talked with and listened to hundreds of volunteers and parents over the past 18 months to understand what their biggest challenges and frustrations are. Visited Service Area meetings, formed committees of staff and volunteers to look at challenges.


UnderstandingLocal Challenges :UnderstandingLocal Challenges Learning One of 10 councils selected by GSUSA to pilot Strategic Learning Started in January 2009, involved volunteers, members of the Board of Directors, and staff. Worked to develop a true understanding of our challenges and strengths Created a focus on no more than 5 key priorities


Understanding Local Challenges :Understanding Local Challenges We are seen as being a “good” organization but not an “essential” organization. Our communities don’t understand: Who we are What we do Why we matter


Our Local Key Priorities :Our Local Key Priorities Priority #1 Provide a volunteer model that allows diverse volunteers to join easily, learn continuously, and serve in flexible ways. Priority #2 Connect girls with relevant, consistent, high-quality, outcomes-based programming that attracts girls and that fills critical gaps in their knowledge, skills, and experience. Priority #3 Provide a welcoming, inclusive environment for a diverse community of girls and volunteers.


Our Local Key Priorities :Our Local Key Priorities Priority #4 Secure diverse revenue steams and build a culture of philanthropy. Priority #5 Use relevant and diverse communication tools to move Girl Scouts from being seen as “good” to being seen as “essential”.


Slide 17:What can Girl Scouts be the expert on? EXPERTS ON


Economic Challenges :Economic Challenges Impact on Girl Scout Councils around the country Initial cookies sales at councils were down a much as 19% 49% of councils are implementing hiring freezes 57% of councils are implementing workforce reductions 60% of councils report ending the 2008 fiscal year in a deficit, with 20% of councils reporting shortfalls of $750,000 or more. 85% of councils report that the value of their investments has decreased anywhere from 11% to over 40%.


Economic Challenges :Economic Challenges Impact on Girl Scouts of San Gorgonio Council During October and November, the value of the council’s investments decreased by $473,000 The Fall Product Sale was down 5% from last year’s sale The initial cookie sale order was down 12% from last year, the final sale was down 2% last year, but significantly below budget. Other revenue sources are also being impacted, including United Way funding, retail shop sales and program service fees


Economic Challenges :Economic Challenges Key Points Companies across the country went from having their best year ever last year, to having one of their worst years ever this year. We are obligated to spend all of the revenue we generate each year on work that helps us fulfill our mission. The industry standard is that non-profits keep their administrative costs below 25% of their overall budget. Our administrative costs are 7.5% of the budget.


Economic Challenges :Economic Challenges Cost Savings Measures Implemented Prior to April 1 All part-time positions eliminated Closed Outreach Department (annual cost of approximately $500,000) Integrating girls previously served through outreach into other program offerings General operating expenses reduced in as many areas as possible Estimated cost savings of at least $250,000 over 6 months


Economic Challenges :Economic Challenges Continuing Challenges A follow-up analysis of our projected revenue and expenses in May showed us continuing to end FY2009 in a significant deficit. The decision was made that additional staffing changes needed to be made in order to close the budget gap.


Moving Forward :Moving Forward Challenges Despite a massive amount of hard work on the part of both volunteers and staff, increasing the number of girls who benefit from Girl Scouting is becoming more and more difficult. Our volunteers lives have changed dramatically, but our model for engaging and supporting volunteers has barely changed in almost 100 years.


Moving Forward :Moving Forward Challenges Our current structure of support for volunteers – the Service Area – works in some areas, but is not working in the majority of areas. Every council in the country is struggling with the fact that not enough has been done to make our volunteer experience magnetic to new volunteers and fully supportive of volunteers once they join the organization.


Just Imagine… :Just Imagine… Having staff who know Girl Scouts well enough to truly support girls, volunteers, and parents Being able to call into the council and speak to a knowledgeable Customer Service representative who can answer a broad range of questions about Girl Scouts


Just Imagine… :Just Imagine… Our council offices and scout houses acting as community gathering places that are always alive with activities lead by council staff and volunteers: trainings, registration nights, new leader gatherings. Our council shops open later – to serve you when you actually have time to shop.


Just Imagine… :Just Imagine… New Leader Training Every Tuesday! Registration Night Every Thursday! ETT Training Every First Tuesday! Gold Award Info Night Every Third Wednesday! First/Aid CPR Every First Saturday!


Just Imagine… :Just Imagine… Being a volunteer who has lots of options for participation, but isn’t forced into complicated administrative and management roles that weren’t part of the original deal when you signed up. Being a volunteer who spends less time on paperwork, less time on conflict management, less time on management jobs that staff should be handling, and more time doing what you originally wanted to do: work with girls!


The Challenge :The Challenge Service areas are like cars – some run great, some run o.k., and some are completely falling apart. And sometimes, just like your own car, a Service Area can fall apart unexpectedly. Instead of directly supporting volunteers working with girls, staff spend a huge amount of time supporting volunteers who work with volunteers and fixing “broken cars”


The Challenge :The Challenge The Telephone Game: Service Areas often pass misinformation on to volunteers Service Areas often make up their own rules and tell volunteers they are “Council” or “GSUSA” policies, when they aren’t. Service Areas are often more restrictive with volunteers than the Council is Service Areas sometimes refuse to pass information from the Council on to their leaders if they don’t like the information or the program


The Challenge :The Challenge Service Area Structure Based on Troops-Only model Service Areas are not set up to support a broad spectrum of types of volunteers - they are really geared toward troop leaders Some Service Areas are great at being inclusive and supporting diverse volunteers – many are not Many Service Areas don’t have full cabinets, so volunteers (and sometimes staff) have to take on many positions


The Challenge :The Challenge Service Area meetings are often solely focused on distributing information and collecting paperwork, and provide little ongoing support for volunteers or opportunities for true networking. Service Area success is often based on having one person in the Service Area Manger role for an extended period of time – but when that Service Area Manager leaves, the whole Service Area often falls apart.


The Challenge :The Challenge Long term success can’t be built just on finding the right people, it has to be built on having the right structure. So what is the right structure?


GSUSA Expectations of Councils :GSUSA Expectations of Councils Serve girls ages 5 – 17 Use Journeys Follow Girl Scout Leadership Experience – Discover, Connect, Take Action outcomes Follow Program Pathways Troop Camp Events Girl Scouts My Way Travel Virtual


An Improved Model :An Improved Model So what does a new model look like?


An Improved Model :An Improved Model New Staff Structure Built structure from the ground up – what structure do we need to support our strategic priorities? What structure do we need to solve our challenges? More positions focused on supporting volunteers Fewer administrative positions


Slide 37:Administration 48 Staff Model Resource Development Department Works with Manager – Events Pathway & Product Sale Program In Partnership with Customer Service Dept.


Slide 38:Program 48 Staff Model Interconnected/Collaborative Relationship Interconnected/Collaborative Relationship Interconnected/Collaborative Relationship Co-Supervises Shop Clerks/Receptionists Collaborates with Product Sale Manager


Slide 39:Staff List by Department


Slide 40:Staff List by Department


Slide 41:Staff List by Department


Slide 42:Staff List by Department


Staff Training :Staff Training We know our volunteers need better trained staff to support them, so: We are closing our offices for two weeks to give all of our staff complete training. They will have to do all of the trainings our volunteers have to do, including: Volunteer Essentials (will be replacing Leader 1) Leadership Essentials Basic Outdoor Training (new name for HGGO) First Aid/CPR Extended Troop Trip Train the Trainer And more!


An Improved Model :An Improved Model An Improved Volunteer Model Model built to address what we understand from hundreds of volunteers to be their biggest frustrations: Too much administrative work and paperwork Too much Human Resource and management type of work, especially conflict resolution Too much hierarchy in current Service Area structure Options for volunteering all have high time commitment Not spending as much time as they want to supporting girls


Slide 45:Improved Volunteer Model


Slide 46:Improved Volunteer Model


Slide 47:(New Name for Association Chair) Volunteer Positions Staff Positions Supported by CEO & Executive Assistant Supported by CEO & Executive Assistant Supported by CEO & Executive Assistant Improved Volunteer Model – Regional Structure


Slide 48:Improved Volunteer Model – Regional Structure Committee Members


Slide 49:(New Name for Association Chair) Volunteer Positions Staff Positions Supported by CEO & Executive Assistant Supported by CEO & Executive Assistant Supported by CEO & Executive Assistant Improved Volunteer Model – Regional Structure


Benefits :Benefits What benefits does a regional volunteer model have? Volunteers aren’t required to take on administrative roles that require long hours and lots of paperwork, resulting in more time available to spend with girls. Volunteers have a wider variety of positions and time commitments to choose from – they can choose the position that excites them and fits with the time they have available to give. Pooling a region’s resources will create more program opportunities for girls.


What the Change Does Not Mean :What the Change Does Not Mean Changing to the regional volunteer structure: Does not mean that any volunteers are “fired” Even though there will no longer be any Service Area positions, there are multiple opportunities in each region for volunteers to serve in key positions – from the Advisory Team to the Events Committee to the Volunteer Mentoring Team – and we want you to be involved.


What the Change Does Not Mean :What the Change Does Not Mean Changing to the regional volunteer structure: Does not mean that troop leaders will have less support The regional volunteer structure actually builds in more support for volunteers: More staff support More one-on-one support from the volunteer mentoring team More opportunities for training More opportunities for networking with other volunteers


Questions :Questions Q: I’m a Service Area Manager or Cabinet Member. What happens to me? A: You can get involved in whatever excites you most: Maybe you’ve always wanted to do events…now you can! Maybe you always wanted to travel…now you can! Maybe you’ve always wanted to mentor other volunteers…now you can! Maybe you always wanted to serve in a council-wide position (like on the Properties Committee)…now you can!


Questions :Questions Q: When does this change go into effect? A: We will officially change to the new volunteer model on October 1, 2009 but we know that it may take a little longer to make the full transition.


Questions :Questions Q: If we don’t have Service Areas, when will volunteers meet? A: We’re planning exciting quarterly regional meetings in each region. The quarterly regional meetings will provide volunteers a great opportunity for volunteers to network, get important information and consistent training on key activities like the cookie sale, and explore new resources like the Journey books.


Questions :Questions Q: When are the first regional meetings? A: Will be having the first regional meetings on the following dates: Saturday, August 15, 2009 High Desert Region – 10 a.m. to 12 p.m. Central Region & Central West Region – 2 p.m. to 4 p.m. Saturday, August 22, 2009 Southwest Region – 10 a.m. to 12 p.m. Low Desert Region – 2 p.m. to 4 p.m. Locations will be announced soon.


Questions :Questions Q: Do we have to drive to Redlands for the regional meetings? A: The regional meetings will be held in each region (e.g. the High Desert Region will have their meeting in the High Desert). The only exception will be the meeting for the Central and Central West Regions, which will be a joint meeting held mostly likely in the Riverside Area.


Questions :Questions Q: But how will volunteers get information and support between meetings? A: Remember the happy office, scout house, or community location? With help from the volunteer teams in each region, council staff will be setting up a complete schedule of activities to help volunteers stay connected and supported: Trainings Gatherings for new leaders Gatherings for leaders from specific cities and towns Gatherings for leaders with girls in specific grade levels And lots more!


Questions :Questions Q: But we used to hand out flyers about events at our Service Area meetings – how will that information get out? A: The council’s new website and events calendar are a great place to list regional events and activities. In addition, we can include regional events and activities in our “What’s New at Girl Scouts?” e-mail blasts, we can post information in our offices and scout houses, we can hand information out at trainings and meetings, and we can provide information to all new leaders.


Questions :Questions Q: What about paperwork? If there is no Service Area Manager and no Cabinet, who will sign things like Special Activity Forms? A. A team of council staff and volunteers are working together to create a better, more streamlined system for handling the necessary Girl Scout paperwork. We will have more details at the regional meetings. For now, you should follow your normal procedures for turning in paperwork.


Questions :Questions Q: What about the Product Sales volunteers? Do you still need me? A. Yes! We have a fantastic team of Product Sales Task Force members and cookie coordinators and your positions are not going away. The change is simply that instead of coordinating cookies for a Service Area, you’ll be coordinating cookies for a city or town or a small group of towns/cities. If you have questions, please contact Elizabeth Locke-Thomas, our VP of Retail and Product Sales, at elockethomas@gssgc.org


Questions :Questions Q: I’m confused – if we don’t have Service Areas and a Finance Coordinator, how are troops going to open bank accounts? Who are the signers on the accounts going to be? For now, you should follow the same financial procedures you always have. The new structure doesn’t officially go into affect until October 1. We have a team of volunteers and staff putting all of the final details in place in terms of how finance procedures will work in the new model. Even if we weren’t moving to a new model, we would need to make some changes in how we handle signers on accounts and account opening/closing procedures in order to strengthen the general financial oversight of all troop accounts. We will have details about all of the changes in the coming weeks.


Questions :Questions Q: What will happen to money currently in Service Area bank accounts? We are currently getting feedback from volunteers about what they would like to see happen, but so far the suggestion that has been most supported is asking each Service Area to give a small portion of their Service Area funds (10% has been a suggested amount) to start a region account. The rest would be put in a restricted account for the former Service Area to use for girls in their region over the next year.


Questions :Questions Q: What about events? Will girls still have access to local events? The regional model will in fact help give girls access to even more local events. The Events Committee in each region will have representatives from cities and towns within the region, and they will work together to create a regional schedule of events that meets girls needs. Except in special circumstances, regions will open their events to any Girl Scout who wants to come, putting the “be a sister to every Girl Scout” part of our Girl Scout Law into practice.


Questions :Questions Q: Why is this change happening so fast? These changes have actually involved a significant amount of research, strategy, and planning before entering the implementation phase. Our Girl Scout council has spent the last 10 years trying all different methods of improving the functioning of Service Areas and did not see significant improvement. The last 15 months have been spent listening to and seeking feedback from hundreds of volunteers including troop leaders, Cabinet members, Service Area Managers, and Association Chairs. The Board of Directors, staff, and volunteers spent the last six months investigating possible options for improving our volunteer model. The actual implementation phase of this change is moving quickly to coincide with other mandatory changes that are happening at the council and national levels.


Questions :Questions Q: This change seems like a top down change. Who did you involve in making this decision? In no way was this change a “top down” change. This change was created out of the feedback, ideas, requests, observations, and input of hundreds of volunteers (including troop leaders, Service Area Managers, Cabinet members, and trainers), parents, members of the Board of Directors, council staff, and GSUSA leadership. Their voices were a strong representation of the entire Girl Scouts of San Gorgonio council volunteer membership and many are voices that our volunteers know and respect.


Questions :Questions Q: I think I like some of these changes, but I still feel a little bit nervous about them. Will there be a time when I can ask some questions? A. Yes, in fact you’re welcome to e-mail questions and feedback at any time to Jessica Lawrence, CEO at jlawrence@gssgc.org, but you can also call into any of the conference calls that have been scheduled to discuss this change. The dates and times are listed on the webpage where you found this presentation.


Slide 68:Thank You!