Winter 2022 Delegate Round Table - Dr. Russel Statham Chief Executive Officer January 26, 2022 - GIRLSCOUTSCCS
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Winter 2022 Delegate Round Table Dr. Russel Statham Chief Executive Officer January 26, 2022
Winter 2022 Delegate Round Table Dr. Russel Statham Chief Executive Officer January 26, 2022
Winter 2022 Delegate Round Table Dr. Russel Statham Chief Executive Officer January 26, 2022
Welcom e an d
Open in g Rem arks
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Girl Scout
Prom ise an d Law
5
What We Stand For
The Girl Scout Promise and Law are shared by every member of Girl Scouting. The Girl Scout Promise is the
way Girl Scouts agree to act every day toward one another and other people, and the Girl Scout Law outlines
a way to act towards one another and the world.
Girl Scout Promise
On my honor, I will try: to serve God and my country, to help people at all times, and
to live by the Girl Scout Law.
Girl Scout Law
I will do my best to be honest and fair, friendly and helpful, considerate and caring, courageous
and strong, and responsible for what I say and do, and to respect myself and others, respect
authority, use resources wisely, make the world a better place, and be a sister to every Girl
Scout.
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Today’s Agenda:
1. Strategic Plan
2. State of Membership
3. Volunteerism & Service Units
Discussion
4. Mobile STEM Experience Center
5. Council Properties Update
6. AB 506 – Live Scan & Mandated
Reporter Training
7. Volunteer Systems 2.0 & gsEvents
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GSCCS Strategic Plan
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Strategic Plan Background
From May to September 2021, Girl Scouts of
Central California South partnered with Elements of the Strategy Process
Crescent Leadership to develop a council-
wide, multi -year, Evolving Strategy. The 1. Team Readiness
• Executive Team Assessment
intent was to create a plan to guide the
• Individual, Personal Brand/Communication
Council into the future, while ensuring it Assessments
had the tools and knowledge to nimbly shift • Team Coaching Workshop focused on team’s
as necessary to stay relevant in a dynamic, unique advantages and areas of opportunities
ever-changing landscape. 2. Data Collection and Analysis
• In-person and virtual focus groups
• 1:1 stakeholder interviews
• Council data/documents review (including Voices
Count Survey data & membership history)
• Staff Engagement Assessment
• Board Assessment
3. In-person Work Sessions (Executive Team, full Staff
Team, and Board)
4. Vision Development
5. Annual Operational Plan Development
6. Annual Individual Staff Work Plans
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Strategic Plan Key Th em es
Crescen t Leadersh ip con ducted six focus groups an d 1:1 In terview s w ith key stakeh olders in cludin g (Girl
m em bers, paren ts, volun teers, Board m em bers, don ors, an d com m un ity partn ers), as w ell as full staff an d
Board w orkin g session s to gath er feedback. Stakeh older in sigh ts are th e th reads w oven togeth er to develop th e
coun cil strategy.
Strengths - What can we build Opportunities: What are our
on? stakeholders asking for?
• Th e Leadersh ip Team and staff team s are • Consistent program m ing quality
com m itted to Mission • Partnerships—program , financial, space
• Staff m em bers believe they are w orking • Opportun ities for older girls
for an organization th at is m akin g a • En rich in g outdoor an d STEM experien ces
difference in th e w orld • Stream lined, tim ely com m unication
• Staff m em bers are com m itted to quality • Delivery m odels th at provide m ore access
an d excellen ce an d m ean in gful experien ces – including
• The Board of Directors is com m itted to redesign of Con n ect Program
the Mission • Service Un it effectiven ess an d
• Travel groups an d sch olarsh ip program en gagem en t
is excellen t • Aw aren ess expan sion for High est
• The coun cil fin ancial position con tin ues Aw ards
to im prove • First an d secon d year Leader train in g,
• Team cross-departm en tal collaboration support, expectations, and standards
• Team is able to pivot w hen necessary and • More pervasive Board orientation, skill
w ork collectively to achieve audacious utilization, and engagem ent
goals • Regular staff presen ce in all five coun ties
10Strategic Plan Key Themes (Continued)
Aspirations: What do we care Results: How do we know we’re
deeply about? succeeding?
• Havin g a presen ce in all five counties and • Girls are excited about Girl Scouting—
providin g access to all girls they invite their friends and sign up again
• Lifelon g m em ber en gagem ent—full • Paren ts are bough t in to GS dem on strated
lifecycle experien ce: Girl Mem ber by girl retention, volunteerism , and
Alum nae Volunteer Don or philanthropic support
Advocate • Philanthropy of ch oice for individual
• Brand value m atch to brand perception donors
an d experien ce – “m ore th an cookies” • In creased girl, volunteer, an d paren t NPS
• Diversity, in clusion , an d access— scores
providin g a safe an d w elcom in g • Reten tion of staff m em bers
environ m en t • In creased num bers of girls ach ievin g
• Finan cially stron g organ ization w ith highest aw ards
diversified reven ue stream s • Im proved girl outcom es
• Becom ing the nonprofit board of ch oice • Grow th in Alum engagem ent—advocacy,
in the Cen tral Valley volunteerism , am bassadorship, and
• Becom in g th e em ployer of choice in the philanthropic support
Central Valley • Market share grow th
• United Coun cil w ith past con cern s an d • Increased program sponsorships and
hurts fin ally laid to rest partnerships
• Healthy in tern al an d extern al culture • In creased program an d even t atten dance
• Providing an outdoor space ow n ed by th e • Board and staff diversity m atch
Girls, for th e Girls m em bersh ip
11Strategic Plan Process
In August 2021, Crescen t Leadersh ip h osted daylon g w orkin g sessions w ith th e Board of Directors an d full staff
team s. Th ey exam in ed th e em ergin g th em es from in itial data collection an d an alysis. Th ese groups th en provided
addition al, deeper in sigh ts by buildin g on th ese th em es. Togeth er, w e developed w orkin g elem en ts in cludin g
Vision , strategy statem en ts, resource gap iden tification , an d poten tial outcom es.
What is our Vision ? What will guide our path, regardless
of external influence over the next several years?
How are we unique ? How do we differentiate ourselves
from other girl -serving organizations?
Diagnosis : Where are we strong , and what can we build
on? What can we improve ? What are our gaps?
What is most important to us and our stakeholders? How
do we improve and change to meet these goals?
How do we know we’re successful ?
12Strategic Plan
Mission: Girl Scouting builds girls of Values: The Girl Scout Law
courage, confidence, and character, who I w ill do m y best to be and to
make the world a better place. honest and fair , respect myself and others ,
friendly and helpful , respect authority ,
use resources wisely ,
Vision: Putting Girls First , our Vision is to considerate and caring ,
courageous and strong , an d make the world a better
unite with the community to make the responsible for what I say and place, and
be a sister to every Girl
path to success more accessible. do,
Scout .
Align brand Create an Design a
Priorities
Develop
Build a healthy experience and im peccable distinctive, full
conduits for
organization aw areness w ith volunteer life-cycle, girl
girl access
brand prom ise experience experience
• Con struct in tern al an d • Create know ledgeable and • Fully equip and closely • Evaluate feasibility of • Engender funding and
extern al cultures of trust, zealous bran d support 1st an d 2 n d year creating a girl-only space, program partnerships that
purpose, vulnerability, am bassadors. volun teers. designed by girls for girls. support expansion into
Strategies
an d vitality. • En sure all girl en gagem en ts • Foster tran sparen t, • Refine an d en h an ce unserved and underserved
• Develop an d grow in clude: 1) the tim ely, effective, and High est Aw ards program . com m unities.
Mission -align ed, Foun dational Girl m ultim odal • Design relevant, engaging • Develop, test, an d evaluate
diversified reven ue Experience; 2) GSLE; 3) com m unication. program m ing linked to delivery m odels based on
stream s. opportun ity for reten tion . • Meaningfully connect increasing girl outcom es. custom er segm ent n eeds.
• Forge high-perform ing • Increase brand relevance volun teers to • Align Board and staff
Board an d Staff team s. th rough alum ni cultivation opportunities aligned to diversity to m em bership.
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and engagem ent. interests and skills.Alignm ent to GSUSA Strategy
14GSCCS Strategic Plan
Questions and Feedback
15GSCCS Strategic Plan
Questions and Feedback
16State of Mem bersh ip
17State of Membership
• Nationally, membership in Girl Scouting has declined significantly since the start of
the pandemic; this follows multiple years of membership losses nationally since the
early 2000’s
• Locally, just before the pandemic, we hit our highest girl membership since the
existence of our Council – 11,797 girls and 2,909 adults served
• The pandemic shut down our Girl Scout Connect program, which previously served
5,200 to 7,500 Girl Scouts in our Council
• We pivoted during the pandemic and developed virtual programs, drive -thru events,
and in-person events where safe and possible based on local, state, and federal
restrictions
• Since March 2020, we have been unable to recruit in most schools due to the
restrictions imposed by the pandemic
18State of Membership
Membership Trends -
Pandemic
435
Lifetime 406
394
355
1710
Adult 2124
2732
2909
3608
Girl 6510
9351
11727
0 2000 4000 6000 8000 10000 12000 14000
2022 2021 2020 2019
19State of Mem bersh ip
Questions and Feedback
20State of Mem bersh ip
Questions and Feedback
21Volun teerism &
Service Un it Discussion
22Volunteerism and Service Unit Discussion
• Like all volunteer -centered membership organizations, we have been experiencing
declining levels of volunteerism in Troop and Service Unit roles
• Service Unit roles have been a source of significant challenge– many Service Units
have vacant roles we have been unable to fill for several years
• Council staff have filled in as interim Service Unit leaders, but this is not a long -term
solution
• Due to declining membership, many Service Units no longer appear to be viable and
consolidation may be needed if membership and volunteerism doesn’t increase
• In addition, we have seen rising levels of personal conflicts between leaders,
particularly between seasoned and new leaders, and are looking for solutions to how
we can best ensure all volunteers are working together in positive ways
• Conflict resolution training was launched and provided to all staff and a session for
volunteers was recently offered
23Volunteerism and Service Unit Discussion
• With this as context, we would like to get your input in small group breakouts:
• How can we make Service Units more effective?
• What are your thoughts on consolidation of Service Units?
• Why are individuals unwilling to participate in Service Unit volunteer roles? What
can we do to improve this?
• Are there other models or structures we should be looking at?
• How can we ensure that volunteers are working effectively together and not
engaging in unproductive, personal conflict?
24Volun teerism &
Service Un it Discussion
25Volun teerism &
Service Un it Discussion
26Volun teerism &
Service Un it Discussion
27Mobile STEM
Experien ce Cen ter
28Mobile STEM Experience Center
• We’re excited to announce we have secured a $100K donation for a
Mobile STEM Center – still fundraising for the remaining $50K
• The Mobile STEM Experience Center will travel to where the girls are,
providing fun and challenging girl-led, girl-centered, and hands-on
STEM projects and experiences
• The STEM projects will be specifically aimed at sparking and
encouraging girls' innate interest in STEM, opening their eyes to the
possibilities that are available to them in a STEM-related career, and Topics & Activities:
giving them the confidence to pursue a degree in science despite negative
stereotypes • Computer Programming
• Citizen Scientist
• The goal of the project is to prepare girls in the Central Valley to fulfill • Robotics
their potential as future STEM professionals and leaders, as well as to
expand access to STEM programming in underserved areas • Engineering
• Space Exploration
• The Mobile STEM Experience Center will be equipped with the latest
technology to encourage and support girls’ interest in STEM fields,
including with mobile 3D fabrication printers, robotics equipment, the
latest tablets, computers and programming software, telescopes and
space exploration equipment, and various engineering related equipment
29Mobile STEM
Experien ce Cen ter
30Coun cil Properties
Update
31Council Properties Update
• Council currently has regional offices and program centers in Fresno, Mendota,
Visalia, Bakersfield, and Taft
• Fresno, Bakersfield, and Taft are owned properties (debt free)
• Visalia and Mendota are leased properties
• Board established Property Committee to review and assess properties and
capital improvement needs and guide Council Leadership on facilities needs
• External facilities consultants developed capital improvement plan with
prioritization and cost estimates
• Working with Newmark on additional analysis
• Currently, we have $884K in deferred maintenance in Fresno, $163K in deferred
maintenance in Bakersfield, and $16K in deferred maintenance in Taft
32Council Properties Update
• Council will continue to invest in capital and facilities improvements based on the
Property Committee’s recommendations and subject to available resources
• Bakersfield office location is in an area that has experienced significantly
increasing levels of crime, homelessness, and drug and alcohol abuse
• Council engaged in surveys and focus groups, along with an analysis of the
property, and Property Committee made recommendation to the Board to list the
property for sale and begin the process of identifying a replacement facility
• Sale process and timeline will take some time and will be largely driven by the
real estate market
33Coun cil Properties
Update
34Coun cil Properties
Update
35AB 506 – Live Scan &
Man dated Reporter
Train in g
36AB 506 – Live Scan & Mandated Reporter Training
• AB 506, Youth Service Organizations: Child Abuse and Neglect Prevention, was passed
by the California Legislature and signed into law by Governor Newsom, effective
January 1, 2022
• This legislation:
• Requires administrators, employees, or regular volunteers of a youth service organization to
complete child abuse and neglect reporting training
• Requires administrators, employees, or regular volunteers of a youth service organization to
undergo a fingerprint -based background check (Live Scan)
• Requires a youth service organization to develop and implement child abuse prevention
policies and procedures that, among other things, ensure the reporting of suspected
incidents of child abuse to persons or entities outside of the organization and ensure that
two or more adults are always present when working with girls
• Authorizes an insurer to request information demonstrating compliance with these
provisions from a youth service organization before writing liability insurance for a youth
service organization
37AB 506 – Live Scan & Mandated Reporter Training
• Existing policies and procedures are in place in Volunteer Essentials and our Employee Handbook
for mandated reporting of suspected child abuse and neglect, as well as requiring two or more
adults to be present when working with girls
• New policy for background checks requires Live Scan for volunteers and employees that are 18
years of age or older and who have direct contact with, or supervision of, girls for more than 16
hours per month or 32 hours per year; all others that have contact with girls for less than the
hour threshold must complete Sterling Background check and sign attestation they don’t meet
requirements of the law
• All adult members who hold an official Council -appointed role in their Troop, Service Unit, or
Council would meet this requirement regardless of the actual hours served
• This includes volunteers who are required to meet Troop or Service Unit chaperone ratios
• New policy for online mandated reporter training requires completion of training provided by the
Office of Child Abuse Prevention from the State Department of Social Services
• We will also allow and accept certificates of training from other organizations that comply with the law (for
example, training certificates provided by teachers through their school district)
38AB 506 – Live Scan &
Man dated Reporter
Train in g
39AB 506 – Live Scan &
Man dated Reporter
Train in g
40Volun teer System s 2.0
an d gsEven ts
41Volunteer Systems 2.0 and gsEvents
• Volunteer Systems 2.0, the latest generation of the GSUSA-provided technology
systems for Girl Scout Councils, launched in November 2020
• gsEvents was scheduled to go-live for GSCCS in March 2021
• Since launch, the platform has had many development issues and glitches that
have caused disruption for staff, volunteers, parents, and girls
• Councils have elevated these issues to GSUSA Board and in November 2021 the
Board engaged new technology consultants to address the deficiencies
42Volunteer Systems 2.0 and gsEvents
• The new system has impacted our ability to provide an electronic calendar of
program events and facilitate electronic registration – and it has been a
frustrating experience for staff, volunteers, parents, and girls
• In late December 2021, GSUSA’s consultants resolved the latest round of issues
the Council had and we have now been able to “go live” as of January 2022 with
the new interface, including the activity calendar on the website
• Beginning in February 2022, EventBrite will be phased out and gsEvents will
replace it as the way to register for Council events
• Training on event registration is being developed and will be launched through
gsLearn
43Volun teer System s 2.0
an d gsEven ts
44Volun teer System s 2.0
an d gsEven ts
45Open Forum
46Open Forum
47Thank you for your service to
Girl Scouts as a Delegate!
We want to hear from you!
If you h a ve fu r t h er feed b a ck ,
p lea se let u s k n ow b y e-m a ilin g
cu st om er ca r e@gir lscou t sccs.or g or
ca llin g u s a t 80 0 -490 -8653.
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