Winter 2022 Delegate Round Table - Dr. Russel Statham Chief Executive Officer January 26, 2022 - GIRLSCOUTSCCS
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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. 6
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 7
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 9
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 10
Strategic 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 11
Strategic 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 ? 12
Strategic 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. 13 and engagem ent. interests and skills.
Alignm ent to GSUSA Strategy 14
GSCCS Strategic Plan Questions and Feedback 15
GSCCS Strategic Plan Questions and Feedback 16
State of Mem bersh ip 17
State 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 18
State 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 19
State of Mem bersh ip Questions and Feedback 20
State of Mem bersh ip Questions and Feedback 21
Volun teerism & Service Un it Discussion 22
Volunteerism 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 23
Volunteerism 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? 24
Volun teerism & Service Un it Discussion 25
Volun teerism & Service Un it Discussion 26
Volun teerism & Service Un it Discussion 27
Mobile STEM Experien ce Cen ter 28
Mobile 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 29
Mobile STEM Experien ce Cen ter 30
Coun cil Properties Update 31
Council 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 32
Council 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 33
Coun cil Properties Update 34
Coun cil Properties Update 35
AB 506 – Live Scan & Man dated Reporter Train in g 36
AB 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 37
AB 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) 38
AB 506 – Live Scan & Man dated Reporter Train in g 39
AB 506 – Live Scan & Man dated Reporter Train in g 40
Volun teer System s 2.0 an d gsEven ts 41
Volunteer 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 42
Volunteer 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 43
Volun teer System s 2.0 an d gsEven ts 44
Volun teer System s 2.0 an d gsEven ts 45
Open Forum 46
Open Forum 47
Thank 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. 48
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