A Movement of Ideas for Growth Results London, November 2015

Session: Building a Thriving 21 st Century Movement By Tony Doye, Girl Scouts of the USA

Agenda  Girl Scouts Change Efforts  Who we are today  Movement Realities  Movement Strategy  What’s next?  Discussion 3

The Girl Scouts has been going through a transformation since early 2000s Re-alignment CEI & Digital Unification Merge 315 to 112 Councils to create a more nimble, agile organization Build organizational capacity, develop National program portfolio, refresh Brand Implement unified practices of customer and volunteer engagement across the entire organization Increase quality of data collection, improve data consistency and transparency Introduce digital elements in customer experience Enhance view of the market, and Girl Scouts’ place and role in the market Refine Vision and Value Proposition of the organization Create a streamlined Movement strategy to revamp its appeal to Girls, Parents and Donors Girl Scouts is poised to solidify its outlook because of past change efforts Strengthening Stabilize and integrate business capabilities at Councils Stakeholder engagement and input drove GSUSA’s focus to be a customer- centric organization Solidifying Outlook

2.8 million Members – 2 million girls – 800,000 adult volunteers Federated Structure – National – 112 Councils & USA Girl Scouts Overseas Funding – National – Membership fees, licensing fees, grants & donations. – Councils- X% of councils receive x% of budget from cookie sales – Grants, Donors & Sponsorships 5 Our Structure

Our Movement Realities….. Girl Scouts is facing a crisis of relevancy  Dialogue with donors and other stakeholders complicated due to diluted communication of the Girl Scouts cause  Lack of consistency in program impact  Declining membership -Today we serve only 8% of girls -We’ve lost more than a million members over the past 12 years and pace of membership decline is only accelerating So what does that mean for the Movement?  If membership decline continues, we predict the Movement’s revenue will decline $70 million in 5 Years  Impact: -Limited money to reinvest in new girls and demographics -We are drawing on a shrinking base for our revenue 6 Confidential

Strategy Process Data Driven-External and Internal Future of Education & Youth Development Future of the External World Future of Philanthropy & Nonprofits Internal Realities, Customer Satisfaction, Financial Phase I Strategy Creation Phase II Strategy Gap and Integration Boston Consultant Group-Deep Dive into Membership and Revenue Girl Segmentation by Needs & Values Hispanic/Latina Customer Segmentation Boston Consulting Group-Funding Model and Integration Phase III Execution K-5 Parent Segmentation by Needs & Values Value Proposition Testing Commissioned Research Projects

External Factors contributed to major shifts Shift in role of women & families Pressures a girl faces today Economic instability Changing face of the nation Many more opportunities and competition for girls time

Consistency, quality, relevance of Girl Program Volunteer/ Parent Experience and support Council cookie based financial model Inability to articulate clear, consistent value story We did not respond to these shifts enough Confidential

Customer Changing Faces of Girls & Families in America In 5 years 1 in 3 Girls will be Hispanic white children will be in the minority Millennial Mom will be the most multi-cultural generation More than 1/4 of school children are unsupervised after school due to lack of resources and access

Program/Outcomes Hispanic parents:  Want to remain with their daughter  Overnight camping and cookie selling are less desirable Girls and Parents want:  Regular & Progressive Experiences  Clear outcomes that are consistently measured  Prefer to have a safe environment and learn hard skills GSLE is aligned with the 21st Century Skills girls need

44% 26% % of stay at home mom’s with children under % live in 2-parent households 81% 66% 200 Hours to volunteer for Girl Scouts 32.1 hours average per volunteer in the USA Parents want a safe, consistent, affordable programming during working hours in established location; Hispanic parents want program run by a professional Troop meetings led by Moms were casual, hosted in most likely a neighbors home after school Program Delivery Model Then and Now

Funding Model Majority of girls will not have the ability to fully self-fund their activities Single parents (most likely to be mothers) on the rise and more likely to be in poverty 46% of girls K-5 are low-income 1 in 3 women are in economic peril in the USA Millennials first in the modern era to have higher levels of student loan debt, poverty and unemployment, and lower levels of wealth and personal income than their two immediate predecessor generations  $1 trillion in student debt.  Average member of Gen Y carries $45K in debt

Network Alignment Implications  We must deliver consistent, impact driven programming to all girls  Financial model will require diversification with large individual gifts and sponsorships; this will require the ability to capture national outcomes consistently  Network will need to shift towards clear roles and responsibilities with stronger accountabilities Implications  We must deliver consistent, impact driven programming to all girls  Financial model will require diversification with large individual gifts and sponsorships; this will require the ability to capture national outcomes consistently  Network will need to shift towards clear roles and responsibilities with stronger accountabilities Best practices from large networks  Establish stronger funding capabilities at center with role clarity and engagement  Engage donors where relationship originates, with data managed at center  National metrics for major gifts help set consistent expectations

Current State vs. Future State 15  Shift and improve our operating model to adapt to a changing world, and continue to serve the next generation of girls.  Unify Movement around a framework Strategic Plan Focus Areas Confidential

16 Future Direction for Girl Scouts

Customer Program Delivery Network Alignment Program/Outcomes Funding Model (Unifying the Movement) Culture Girl Scouts Strategy Framework Confidential

Reach more GIRLS Reach and serve more and more diverse/ representative group of girls Higher IMPACT Deliver consistent, quality, outcome-driven girl program Increased INVESTMENTS Increase society’s investment in girls Effective OPERATIONS Operate like one business moving in one direction Stronger BRAND ● Act like one Movement: speak with one voice, supported by our champions Movement Strategic Goals Girl Scouts Strategic Goals and Investments Confidential

Segment K-5 by parents needs and values; Invest in older girl research Reach more GIRLS Reach and serve more and more diverse/ representative group of girls Confidential

Higher IMPACT Deliver consistent, quality, outcome-driven girl program CEI Enhanced Delivery Models Girl and Adult Digital Platforms Girl Program Modules Confidential

Increased INVESTMENTS Increase society’s investment in girls Collaborative, donor-centric Individual Giving Leverage and Maximize Existing Assets Confidential

Effective OPERATIONS Operate like one business moving in one direction Network (Clarifying roles) Alignment around national strategy Confidential

Stronger BRAND ● Act like one Movement: speak with one voice, supported by our champions Value Proposition Alumnae Change Management/ Strategy & Advancement Office Confidential

Reach more GIRLS Reach and serve more and more diverse/ representative group of girls Higher IMPACT Deliver consistent, quality, outcome-driven girl program Increased INVESTMENTS Increase society’s investment in girls Effective OPERATIONS Operate like one business moving in one direction Stronger BRAND ● Act like one Movement: speak with one voice, supported by our champions Movement Strategic Goals Movement Strategic Investments Parent Segmentation CEI New Delivery Models Girl and Adult Digital Platforms Girl Program Modules Collaborative, donor- centric Individual Giving Leverage and Maximize Existing Assets Girl Scouts Strategic Goals and Investments Network Redesign (Clarifying roles) Alignment around national strategy Value Proposition Alumnae Older Girl Program Research Change Management/ Strategy & Advancement Office Confidential

Movement Strategy Planning Timeline 25 Strategy Creation Gap/ Integration Team Movement Strategy December ‘13 Co-Created Team began the SL process Boston Consulting Group Partners Phase I Core Business Strategy Approved by the National Board March 2014 Gap Teams formed October ’14 Boston Consulting Group Partners Phase II March ’15 Gap Team presented Implications to CEO’s in Fort Worth Texas April’15 Integration Team Formed Boston Consulting Group Partners Phase III July ‘15 Movement Strategy shared with the National Board Execution/ Implementation Sept ‘15 National Board passes Strategy Plan Direction Sept ‘15 Office of Strategy Advancement names lead Natalye Paquin Plan Presented to CEO and Board Chair October ‘15 Nov ‘15 Establish co-created implementation teams Nov ‘15 Stand up Office of Strategy and Advancement Jan ’16 National Board March ‘16 CEO/COO/CFO Summit

Implementing our Plan - TOGETHER 26  Co-creation model  Incorporate learnings  FY 2016: Beginning of Execution Phase

Unifying the Movement Program /Delivery System Funding Model Strategy and Advancement Office Alumnae IT Customer Engagement Initiative (CEI) Delivery Model Research & Pilot Value Proposition Network Alignment Alumnae Q1 Q2 Q3 Q4 Phasing of FY2016 Priorities 27 Grow and Split Revenue Define Cost Share Capacity Building Aligning Network Parent Segmentation Confidential Digital Cookie

Questions? 28

Announcements Creative Space – 12:10-12:40 – Caernathen New Parallel Session - 16:40-17:40: Engaging online volunteers – creating change – Led by Anika Diedrich, Programme Associate, Online Volunteer at UN Volunteers Creative Connection Space – 17:40-18:00 Global Hub – 18:00-19:00