Transforming Girl Scouting
Search
LATEST UPDATES
Core Strategy | Why It Really Matters
Despite Recent Focus on Realignment, Big Picture Is What Counts Print

Despite what might seem like a relentless focus on realignment and the redrawing of council boundaries, GSUSA and Girl Scout council staff are working daily on the full spectrum of the organization's Core Business Strategy.

Strategic Priorities
at a Glance

Build the world’s best integrated personal/leadership development model that defines activities and outcomes, differentiated by age level, for girls 5 – 17 and offers flexible pathways for participation. More

Develop a nimble, state of the art model of volunteerism. More

Substantially increase contributed income to fund a vibrant Girl Scout Movement. More

Transform the Girl Scout image with a compelling, contemporary brand. More

Create an efficient and effective organizational structure and democratic governance system that achieves decisiveness, speed of action, use of resources. More

 

 

Realignment -- the creation of an efficient and effective organizational structure -- is just one of the Core Strategy's strategic priorities. And although a key one – it means moving to a system of high-capacity councils that will best serve girls -- it does not exist in a vacuum.

While GSUSA and councils across the country work on realignment, even more staff are focused on every other aspect of the Core Business Strategy.

This means that teams are working hard on the revitalization of the Girl Scout Leadership Development Program, a retooling that will make Girl Scouts relevant and worthwhile for all girls everywhere well into the future. As part of that effort, comments and suggestions have been gathered from Girl Scout members across the organization, both girls and adults.

Other staff members, drawn primarily from the organization's Membership departments, are hard at work helping councils test volunteer pilot programs that will ensure a core of committed volunteers to keep Girls Scouts strong and growing.

In GSUSA's Fund Development department, staffers are focused on both improved fund-raising efforts and the creation of a culture of philanthropy, as well as the new Girl Scout Alumnae Program. For the Alumnae Program, the work so far has included reaching out to former Girl Scouts to re-engage with Girl Scouting, and to contribute their unique memories of their time in Girl Scouting.

Still more staff members, particularly in council and GSUSA marketing and communications departments, are focused on transforming the Girl Scout brand. One recent success in this area is the "It's a Girl's Life" campaign, which won several awards in the 2006 competition of the Association of Educational Publishers.

Each strategic priority offers its own unique benefits to Girl Scouting, but the synergy they create together is far more important to strengthening Girl Scouts as a whole.

More Strategy Updates

--Pilot Project Offers New Ways to Structure Volunteers
--Strategy: The Big Picture
--Realignment: Demographers Work Toward New Boundaries
--Discover, Lead, Take Action:
What It Means for Girl Scouting
--The Emerging Program Model: What Girls Say
-- Gap Team Report:
Program Model and Pathways
--Gap Team Report: Volunteerism
--Gap Team Report: Governance and Organizational Structure

 

 

 

 

   
 

Teamwork: Six teams set our evolution in motion by getting feedback from many of you and analyzing and identifying the changes that need to take place to bridge the “gap” between where Girl Scouts is today and where we want to be in the future. Five teams were responsible for implementing one of the strategic priorities; the sixth focused on ways to improve our culture.

Gap Team Overview

THE TEAMS:

  • Brand
  • Culture
  • Funding
  • Organizational Structure and Governance
  • Program Model and Pathways
  • Volunteerism
Gap Team Who's Who
 
     
 

Looking Back at the History
Girl Scouts began to develop its Core Business Strategy in 2004, to ensure that this historic organization continues to be the best leadership experience for girls ages 5-17. READ MORE

 
     
 

Meet the Champions
The Core Business Strategy already has many key supporters who've made a commitment to stay up-to-date on the strategy, and to be active and vocal leaders of its objectives.
Read about them here.

Jan Hann
Deborah Hearn Smith, Indiana
Sherri Weidman, Indiana
Maria Tejera, Florida
Pam Hyland, South Carolina

 
     
  

 Questions? E-mail misc@girlscouts.org.     Media Inquiries     Web Site Issues

 
© 2007-2009, Girl Scouts of the United States of America. All Rights Reserved. Home | Terms & Conditions | Privacy Policy | Internet Safety Pledge