SUBMITTED BY
Girl Scouts of South Carolina – Mountains to Midlands
STATEMENT OF PROPOSAL
THAT the National Board of Directors appoint a task group to engage in a comprehensive two-year study of the decision-making and decision-influencing process in the Movement with a focus on the role of both national and local council delegate bodies; and
THAT this task force consist of a minimum of fifteen (15) persons consisting of at least eight (8) National Delegates (six operational adult volunteers and two girl members), no more than four (4) council representatives, and no more than three (3) GSUSA representatives; and
THAT the task group’s study and resulting findings include significant engagement and input from the entire National Delegate body; and
THAT the task group share the final report and accompanying recommendations including measurable outcomes at the 2026 National Council Session; and
THAT action of the National Board be reported to National Delegates within three months after consideration and via progress reports in subsequent Stewardship Reports.
REASONS: (Include answers to these two questions)
1. What makes this proposal important to the future of Girl Scouting across the country?
2. What is the Movement-wide benefit adoption of the proposal will provide?
The democratic process has always been intended as an integral and critical part of the Girl Scout Movement since the beginning of our organization. As the GSUSA Constitution states, all members are responsible for the Movement and its sustainment for future generations. Boards of directors, both national and local, must fulfill their fiduciary duties and are accountable for the success of the organization. Staff must be able to implement strategies and policies effectively and efficiently. And in turn, volunteers take these pieces and deliver the program to girls. All three of these groups have to be in-sync and aligned with each other in order for Girl Scouting to deliver on its full potential.
But in order to do that, decision-makers must respect and be fully aware of the perspectives of all three of these groups in order to understand the big picture. The democratic process is the mechanism to do this by creating an avenue to include and evaluate all points of view. Well informed decision-makers make successful and widely-accepted decisions. A visible and effective democratic process will encourage both girl and volunteer adults to join, renew, and actively participate in Girl Scouting. Additionally, it serves as proof of transparency.
For the sake of our Movement’s health, the democratic process needs to be rebuilt and reinforced in councils in order to play an important part in their affairs. In many cases, local delegates are not adequately educated or engaged, and therefore, they become removed from the decision-influencing role. When this happens, boards risk the danger of making ill-informed decisions due to isolation, and in turn, councils suffer by becoming dysfunctional. This has happened in numerous councils over the past 12 years, and delivery of the Girl Scout program has been severely affected in those areas. It is vital that councils are guided by criteria based on the task group’s findings with the intention to create a positive environment for the democratic process to thrive. The findings will also help the National Board “promote increased collaboration in governance across the Movement” as promised in the 2020 Stewardship Report.
Once the democratic process is effectively re-established in councils, this success will extend to the national level because members who are engaged locally become National Delegates who better understand the role they play in the Movement. A task force such as this one would serve the National Board in achieving its goal to “enhance the role of National Council delegates throughout their three-year term as a critical link between the National Board and councils.”
There is precedence for a task force such as this one. At the 1993 National Council Session, the National Board presented a similar proposal, and the report was released at the 1996 National Council Session. Another audit of our national and council governance processes is due considering the last one was done 30 years ago.
The GSUSA Constitution also states, “We govern by an efficient and effective democratic process that demonstrates our leadership in a fast-changing world.” By measuring the importance and current involvement of the delegate body on both the council and national levels, we can find out where and how this piece of the democratic process puzzle can be more efficient and effective. A task group will identify tangible implementation steps and clear expected outcomes in order to successfully guide Girl Scouting into the future via the democratic process.
“In her address to the National Council, National Executive Director Mary Rose Main focused on the partnership between volunteers and staff, and between Girl Scout councils and the national organization. ‘If an organization is to be successful, then every part of that organization must subscribe to the same value system and act in ways that are congruent with that shared value system. If we truly maintain that the strength of the Girl Scout movement rests in the voluntary leadership of its adult members, then we must ensure that the democratic process is genuinely working at every level. Girl Scouting can and will overcome every challenge by remembering why we exist—to serve girls—and using a simple but powerful equation for success: Shared Values + Cooperation + Respect = Unity. Ultimately, it is our unity that is our greatest strength.’” — Leader Magazine, Spring 1997
FINANCIAL IMPACT STATEMENT
Indicate the projected expenditures and impact on resources for councils and the national organization, for a five (5) year period.
The projected expenditures could cost from $20,000 up to $40,000 depending on the number of virtual and face-to-face meetings by the task group and by task group members with National Delegates. It is fully expected that virtual tools will be heavily implemented thus reducing but not eliminating the need for face-to-face engagements requiring travel.
The expectation is that the task group will outline estimated costs of implementation, if any, as part of its final report and accompanying recommendations. Once the task group’s results have been presented to National Delegates, councils would be responsible for fulfilling what changes and modifications are necessary on the local level in order to comply with criteria.
Impacts that would eventually turn into overall financial benefits include membership retention of both adults and girls; increased engagement of volunteers; greater understanding of national and council goals; positive relationships between volunteers, staff members, and board members; and efficiency in decision-making.