1. S.I. Newhouse School of Public Communications
Focus Group Report:
Why are Volunteers not utilizing
the camps provided by Girl Scouts
of NYPENN Pathways?
Jonathan Papazides, Max DeVesty
Onjoli Martelly, Kaylin Miranda
Fall 2014, ADV 612 - Account Planning and Research
The Deep End
October 30, 2014
girl scouts
of nypenn pathways
Research Group
2. Table of Contents
Executive Summary - 1
Introduction - 1
Methodology and Participant Profile - 2
Instrument Development - 2
Site Selection - 2
Participant Selection - 2
Focus Groups -3
Demographics - 3
Focus Group Results - 3
Transportation - 3
Paperwork - 4
Time - 5
Marketing/Promotion - 6
Healthy, Modern Alternatives - 7
Men in Girl Scouts - 8
Women Volunteer for Girls’ Benefit - 9
Conclusion - 10
Recommendations - 10
Paperwork - 11
Greater Advertising/Promotion - 11
Sponsorship - 11
Social Media Safety - 13
Corporate Social Network - 13
Carpooling - 13
References - 15
Appendix - 17
3. Executive Summary
The NYPENN Pathways Council of the Girl Scouts of the USA spans 24 counties of New
York State and 2 in Pennsylvania. The council has a membership of roughly 17,500 girls in grades
K-12. The council owns 9 camps, which are costing them over $1 million in maintenance and
operational costs while only generating approximately $30,000 in revenue. It became apparent to
the council that they needed to re-evaluate the camps and to get more use out of the ones they
were going to move forward with. To do this, they needed to make more volunteers aware of Girl
Scouts of NYPENN Pathways and ultimately, get them to participate in their program and in their
camps. On September 15, 2014 Girl Scouts of NYPENN Pathways, contracted the S.I. Newhouse
School of Public Communications Master’s of Advertising students at Syracuse University as
consultants to aid in an investigation of the Girl Scout’s recent decline in camp visitation, primarily
by volunteers. During this meeting, Girl Scout’s NYPENN Pathways CEO (Pamela Hyland) and CMO
(Diane Stancato) gave a detailed overview of the company’s recent struggles in attracting girls and
volunteers to their campsites, stating that usage has continued to decline annually.
Questions regarding volunteers’ interest in the Girl Scouts were posed during an October 4th, 2014
focus group between the Girl Scouts of NYPENN Pathways in conjunction with the S.I. Newhouse
School of Public Communications Advertising Master’s program at Syracuse University.
Seven Girl Scout Service Unit Managers from the NYPENN Pathways region attended the focus
group. The following report gathers information to help Girl Scouts of NYPENN Pathways
understand the reasons why there has been a significant decline in Girl Scouts of NYPENN Pathways
volunteers recently. We found various factors that influenced volunteerism within the organization
and issues surrounding the camps including: time constraints, lack of sufficient resources, tedious
paperwork processes, lack of communication within the organization, and modernizing the Girl
Scouts image.
Introduction
The Girl Scouts of NYPENN Pathways currently owns nine camp properties. The cost to
maintain these properties is over one million dollars and this does not include deferred maintenance
costs. Currently four of the nine properties are up for sale. The Board of Directors has voted that
money generated from the sale will be invested into the remaining camps. A master plan is in
the development process for Camp Comstock in Ithaca, New York. Based off that master plan,
recommendations for the three other camps will be included. According to the brief, research has
shown that adults volunteer more sporadically based on current cause related topics (short-term).
The Girl Scouts model is built on long term volunteers. With everything taken into consideration,
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4. the usage of Girl Scouts of NYPENN Pathways camps has been declining annually and they are now
struggling to fill their camps. Girl Scouts of NYPENN Pathways now needs to identify and overcome
the barriers that prevent volunteers from utilizing their camp properties.
The focus group discussion was designed to gather information from the participants to achieve the
following outcomes:
1. To understand the reason behind volunteering for the Girl Scouts.
2. To identify the reasons why there is a lack of volunteering within the Girl Scouts
organization.
3. To identify ways around those barriers so Girl Scouts of NYPENN Pathways can offer
opportunities and create a marketing plan.
Methodology and Participant Profile
Instrument Development
The focus group script and questions were designed to gain an understanding of the
previously mentioned outcomes. The focus group script flowed in a way for the participants to
engage in guided discussion based on their own volunteering experiences and what potential
barriers to volunteering they may have faced. The focus group script also took into account
the needs of the the Girl Scouts to discover insights about the lack of volunteerism within the
organization and the camps. The topics covered: factors that inhibit volunteering, their experience,
and potential solutions.
Site Selection
Girl Scout meetings are usually held at the Girl Scout offices in downtown Syracuse, however
this meeting was held at the S.I. Newhouse School of Public Communications to accommodate
for the various focus group meetings being conducted that day and a Girl Scouts training seminar
happening later that afternoon in the same building. As a result of this, the Larry Kramer War Room
on the Syracuse University campus was chosen as the venue for the focus group. The site allowed
for all seven of the women as well as the four moderators and facilitators to be seated comfortably
around a table to allow for ease of conversation.
Participant Selection
The seven focus group participants are currently Service Unit Managers with the Girl Scouts of
NYPENN Pathways. The women were invited by the Girl Scouts organization to attend their service
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5. meeting and the focus group was added as a piece of the day-long meeting. The seven focus group
participants were chosen by Girl Scouts of NYPENN Pathways Chief Executive Officer, Pamela
Hyland, and Chief Operating Officer, Dianne Stancato.
Focus Group
The focus group discussion was held at 10:00 AM on Saturday October 4th, 2014. The entire
discussion took 1 hour, 14 minutes, and 13 seconds to complete and was recorded using a Apple
iPad and iPhone devices. The moderator was Max DeVesty, co-moderator was Kaylin Miranda,
facilitator Jonathan Papazides, and co-facilitator Onjoli Martelly.
Demographics
Seven participants took part in the focus group:
• All seven participants were women.
• All were Service Unit Managers within the Girl Scout’s organization.
• Four were between the ages of 50-70 years old, three were between 30-50 years old.
• One had two children ages 10 and younger, two had children between the ages of 10-18,
and four had children that were older than 18.
• All participants were from New York state.
• All participants were caucasian.
Focus Group Results
Transportation
Many of the respondents expressed frustration with getting sufficient transportation to get the girls
to and from campsites. Girl Scouts does not provide easy ways to transport troops to activities and it
puts a demand on troop leaders and parents to try and coordinate getting girls to places they need
to be. Maggie explained the transportation challenge:
“Which brings up the thing about transportation too because the cost is one thing… if that
one girl is living with her grandmother do they have the means to get from Ogdensberg to
Trefoil or Ogdensberg to Ahmahami to get the girl there because if you’re taking them to
summer camp, that’s an hour away you’re talking two hours round trip, then you have to turn
around and do it again. For me, a working parent, that was an obstacle even for me because I
had to take a half a day off from work to pick up my daughter from camp on Friday.”
Paula offered ideas for improving the transportation challenges and providing opportunities for
getting more girls to attend camps:
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6. “If there was a provided council activity for a certain camp to have a day camp and then they
would provide a bus, then we could advertise it through everybody in the units and the troops
to go ahead and say, “ hey, got this great opportunity to go to this camp for this one day and
they’re providing transportation. Sometimes you have to individually transport and it’s hard. If
a troop can go ahead and get a couple vans together then it’s easier”
Participants felt that the Girl Scouts could do a better job at offering ways to get troops and
volunteers to their events and activities. Many parents that have girls in the Girl Scout program are
also working parents and do not have the time and means to take their children to the camps, but
are willing to drop them off at a convenient location.
Paperwork
The large and tedious amount of paperwork involved in the Girl Scouts was another issue that
was prevalent among the participants. Jackie opined:
“Girl Scouts is paperwork heavy and it scares some people away. There’s a parent permission
form for anytime we go on a trip. There’s parent permission form to participate in the fall
product sale. Another one to participate in the cookie sale and people have a low, a low
threshold for paperwork”
All respondents agreed that parents and troop leaders are frustrated by filling out paperwork for
every activity and not knowing who actually reads the papers. Again, Jackie said this:
“Sometimes when you fill out paperwork you wonder like who is even looking at this? I filled
it all out and I approached the one counselor that was going to be in her area about some
just, you know, just to give her a heads up. I said well, I went and signed the paperwork and
she goes, “Oh the paperwork. We never see the paperwork.” So the person that is directly
with the girls that you wanted to bring something to their attention about your child they’re
not seeing.”
Carla added that there was only one person for sure who actually sees the paperwork:
“The only person who sees that is the nurse. She sees definitely the shot form and all that
other stuff she has to go through all of that so I’m wondering if its the nurse that gets all of
that information not the directors themselves”
All participants agreed that making efforts to reduce or combine paperwork, move more of it online,
and having the troop leader or other administrator handle most of the administrative process would
be beneficial. Paula supported this by saying:
“It is easier to do it as a troop because you’re under a troop name already you’ve got those
girls from last year. You just choose check mark and send in a check or give them a card
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7. number and that makes it so much easier to register. “
Jen also agreed by finding a way to consolidate the paperwork would make it much more feasible to
complete:
“Think about it, it’s 10 pages you have to fill out for camp, at least. Think about how many
girls are on campus that week. You have what? 100 kids? That’s a 1,000 pages you have to
look through. If we could figure out how to combine it and get it down to 4 pages ...”
Lastly, Jackie thinks the process would run a lot smoother if it was just a single person who had to
take care of the paperwork and that there was no novelty to it:
“I just would like it if the troop leader did it all... Girl Scouts thinks that each parent wants that
privilege of creating a username and password and registering their own daughter.”
Time
Time was identified by the focus group participants as a major barrier. People today feel
increasing pressures and demands for their time. Time is becoming a precious commodity and
people are saying they just don’t have enough hours in a day or week to do all the things they must/
want to do. Carla supported this claim, saying:
“They’re so busy. I mean high school and college, you’ve got a job, you’ve got school, you’ve
got…you know, payments to make for car.”
The participants talked about how this not only encompasses how long it takes to get to these
different camps, but the amount of planning that goes into actually volunteering with the Girl Scouts.
Once again, Carla explained:
“There’s some things that are spur of the moment because the kids kind of force you into that
direction and sometimes there’s things you plan weeks in advance. Sometimes months.
Planning things for your whole service unit and can be 150 kids trying to figure out who is
going to be where, that’s months of planning. We’re having a Leaders and Daughters
overnight weekend at camp at the end of January. This was the week I did the reservation and
I waited too long because the #1 place we wanted was no longer available.”
The participants did think that this was something that potential volunteers could overcome. They
stressed how important it is to multi-task and as simple as it sounds, just find the time. Jen finished
off by saying:
“You can make the time, you have the time. You have the time to go home and sit in front
of the TV and watch the news for an hour every night. You have time for Girl Scouts and its
not just the hour that you spend with your girls it’s a week of planning. It’s sitting down and
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8. looking at journey book for 4 hours and figuring out how you’re going to have these girls
understand why this is important and how they’re going to carry it on with them in their lives
going forward, but its time. I mean if you can make time…think about how long you’re in the
car every single day. Think about. I mean its just multi tasking, and time is literally the
biggest…it is not on our side, ever, regardless of what you’re in.”
Participants felt that time was a barrier for new volunteers to not want to volunteer with the Girl
Scouts. Not just from a standpoint of how long it takes to drive to and from the camp, but the
amount of time that goes into planning the trips. The focus group participants also felt that it is
something that can be overcome and the onus is on the volunteer to find ways to make time in their
daily schedule.
Marketing/Promotion
The lack of marketing and promotion was identified as a barrier for the volunteers. While the
volunteers that participated in the focus group were extremely excited to be in their position, they
thought more could be done from a promotion and marketing standpoint. They did not think the
company knew how to get the word out to potential volunteers, specifically on college campuses.
Jen explained:
“We need to do a better idea of selling the idea of camp to girls and what’s their choice
because they have a choice of what interests them. Our biggest problem is that we have no
idea how to get the word to you, and we have leaders that work on the Syracuse University
campus and they don’t even know. I mean, its really difficult, so we don’t know how to get the
word out to you that we want you, we want you for the six or nine months that you’re here, we
want the girls to have that experience of almost like having a big sister. A big sister who’s
there for you and wants to learn from you just as much as you want to learn from her. We
don’t know how to get the word out.”
The participants in the focus group identified that there was a perception of Girl Scouts not being
“cool,” particularly when girls reached high school. Pat said:
“Some of leaders that I’ve talked to that are closer in age to having recently graduated have
said that when they were Girl Scouts they would never never tell anybody that they were girl
scouts because it just wasn’t cool to be a Girl Scout. I don’t know how we change that, right?
Um, but there still seems to be this… kinda stigma I guess at that age level that it’s not cool to
be a Girl Scout.”
Additionally, the opportunity to meet new girls and not wanting to take a week and go away to
Girl Scouts anymore was a barrier because they wanted to spend the summer with her friends and
hanging out with them at their camps. Maggie supported this claim, saying:
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9. “I know my daughter’s interest in attending Girl Scout camp for a week dwindled once she
got into high school. What kept her going to that point was the social aspect, she wanted to
go meet new girls and she was very different than many of the other girls in my troop who
didn’t want to go unless they had a buddy to go with, she was like “No, I’m going regardless
because I just want to meet new people”, so that’s what kept her going. But then as she got
into high school, the social aspect actually kept her more grounded in community so she
didn’t want to go to take a week and go away to camp anymore, she wanted to spend the
summer with her friends and hanging out with them at their camps, and the coolness factor.”
The focus group participants did think there was a unique opportunity here for the Girl Scouts to
focus on how joining the Girl Scouts, as a volunteer, can help put them on the right path to life, such
as helping them get into colleges and to build their resume and experience portfolio. Carla said:
“A lot of its community service factor because a lot of them can use it on their itinerary for
their jobs and use it for their college applications, you know about their participation and
things that they’ve done through Girl Scouts. It’s just like Boy Scouts, they do the same thing,
the merit badges and all the things they’ve worked and then they get their Eagle Scout
Award. If you get a Gold Award that’s part of the prominence for your Girl Scouts experience
to help continue you on to where you wanna go. That’s the benefit for the girls that are in it,
there’s so many girls out there that don’t have that opportunity.”
The focus group participants felt that they was an opportunity for promoting and marketing the
Girl Scouts of NYPENN Pathways that was not being properly utilized. They identified that girls not
knowing about the camp is a significant barrier, but there is a unique opportunity for girls to join and
volunteer to develop skills that will serve them better in the future in whatever they go onto do.
Healthy, Modern Alternatives for Activities
Within the focus group there was a recurring theme that resonated through multiple topics
of discussion. Notably, the first topic was the question over attempting to balance or to completely
throw away the use of technology at Girl Scout camps or events. Carla stated:
“Going to camp for a week without their phone or whatever being able to contact, be on
Facebook. There’s some girls that don’t want to do that. But, I think there’s girls who want
both now though? There are girls who want to be in the woods and like to camp but they
don’t want to be unplugged from everything else that is going on.”
The question further was pressed into whether or not it would be disruptive or beneficial to both the
girls and the troop leaders. This was drawn out further when accompanied by the idea that there are
no longer Girl Scout trips or events that interest the girls like they used to be.
Girls nowadays still like hiking and swimming and fishing, but there are more interesting things that
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10. can be done for these girls that encompass these pastimes and activities. These activities however
are very few and far between in terms of their speed of creation. Betty emphasized this by saying:
“Yeah, so I don’t think that there’s, there’s not a whole lot of opportunities that maybe our younger,
in a progression of younger girls, for a day experience at camp that might help them decide that,
“Oh, going to overnight camp isn’t so scary.”
Multiple focus group volunteers expressed these opinions and thoughts throughout the discussion of
these topics and this overall theme.
Men In the Girl Scouts
Another theme that was frequently represented in the discussion was the fact that starting
out, or continuously throughout the years, camping is difficult with a bunch of girls. Jackie had this to
say:
“And there’s still some women that doubt their abilities as being a leader. Being able to….be
a troop leader…coordinate things for you know, some of the young girls. They just…still
they’re…..they don’t have that alpha dog charging in their head …”
Starting fires, pitching tents, cooking food, these are all examples of things that these women said
they have issues with at first. With men in their group, they found that they frequently brought things
like these to the table. Carla stated:
“I think the father/daughter is just as important. I’d like to see more dad’s involved. I just
would, I think that’s a great thing.”
Also, they found that as a volunteer troop leader, that leading was a difficult but rewarding task when
alone. When it comes to assistance from others and to leading, there was a big concern over the
volunteers’ personal effectiveness in making sure the girl scouts were not only safe but enjoyed what
they were doing. Carla also had this to say:
“We had a man and we went to the unit encampment and he tented and the girls were in the
lodge at Amahami and that’s where we usually hold our unit events, was there, because we
use the kitchen that’s in there yeah but he tented away so he taught them how to make ropes
so that was something that they had never known before and he had that ability. And bringing
him into that, it’s a little more difficult because it’s a male person with all of the girls and you
have to let everyone know that there is going to be a male there. But you know uhm,
specifically they have the skills that they can teach the girls in many, many ways and uhm
that’s an important part of it, that’s the first time, the first time, out of the whole time that all of
my girls have been, both of my girls have been through girl scouts because he actually said
“yeah I’ll come” you know?”
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11. The inclusion of men and of assistance in leadership was a very helpful idea that was driven home by
this theme.
Women volunteer for girls’ benefit
Another theme that consistently arose during the focus group was volunteer’s desires to
provide girls with beneficial opportunities. When asked how they managed time to volunteer at the
camps, women initially described multitasking and setting priorities as best practices. For instance,
Jen said:
“Multitasking, when you don’t have the time you find a way…You just don’t sleep that’s all,
Your kids are a priorities kind of thing, you know, how you set your priorities based on how
you are going to spend your time”
However, following these statements, volunteers began to elaborate on the actual reasons they
made time for Girl Scouts. It was here that volunteers expressed their desires be role models for
young girls. For instance Jen stated:
“I mean I just want to be the best role model that I can for my kids, and that includes the six
others that are not mine by blood relation. But you just want to give them the chance of being
a girl, being an awesome girl-superwoman, whatever you want to be in life, I mean anything.”
This sentiment was further expressed when Maggie said:
“I guess she (her former girl scout leader) was always a role model for me, and some of the
things that she taught me that she probably didn’t even know just stuck with me, and I think it
was formed then for me. Somehow, someway, girl scouts would be a part of my adult life
and when I had my daughter I was doing cub scouts and church stuff and all this other stuff,
and so the first year of this I held back and said, you know, I want my daughter to become a
part of this. So I decided for her to become a leader and it just kind of took off from there. But
it is priorities; it’s wanting to give back.”
In addition to wanting to be role models, volunteers also listed their desire to provide girls with
developmental opportunities as reasons they made time for girl scouts. This was evident when one
volunteer gave an account of how her girl scouting experience helped her develop leadership skills.
She stated:
“For me, the Girl Scout troop was an escape and it gave me a chance to camp, my family
didn’t camp. So for me that’s how I got my outdoor experience, that’s how I got my love of
camping and a lot of leadership skills. It was my escape, from my house, and to be able to go
out and have fun. I want to give that to my daughter, certainly that is a priority but that’s also
always been a drive for me to be able to create something great for the girls in the
community, whether they have a great home or whether it’s an escape, I want every girl to
have that opportunity and so, I don’t know, we just find the time to do it.”
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12. This theme of respondents volunteering to help girls was also manifested later in the focus group
when we asked respondents to describe the moment they knew they loved volunteering. Most
volunteers described moments as instances where girls accomplished something or expressed joy in
the Girl Scouts Program. For example Carla said:
“When you go back and you look at it, with our last team to camp out we had, the pictures
were up on our private Facebook page, and then you could look at the “ah ha” moments.
You could see the girls participating, you could see the younger girls being helped by the
older girls. You could see it working. At the time you’re not sure because you’re thinking,
“Oh my god, we have to get this done, we have to get that done, this is next, that’s next, you
know you’re in the regular program so you gotta keep it going.”
This was further expressed when another Jen stated:
“It’s the improvement from year to year. We had a super, super shy girl last year. I’m pretty
sure she didn’t speak more than two words. She engaged herself, but she wouldn’t talk and
when she talked she whispered (whispered). You couldn’t hear her (whispered). I’m like
Mantrip “ I can’t hear you.” At our last meeting she literally busted out laughing when I said
something that apparently was funny, no one else laughed. She laughed hysterically and I was
like “huh!” “ Who are you?” I’m like wait “where did you come from?” She’s like, “ I really
like Girl Scouts” I mean it is…its all the little moments, its never anything that’s super-
massive.”
From this statement we discover that the volunteers were most happy when they realized they were
helping young girls accomplish things and achieve happiness. This sentiment coincides with our
earlier examples of volunteers just wanting to volunteer for the benefit of children.
Conclusion
Our focus group script (see appendix), predicted and identified potential barriers, which
included transportation, time, marketing/promotion, perception of Girl Scouts not being “cool,”
paperwork, and potential volunteers having other options. The focus group provided great insight
into potential themes that we did not consider such as camping difficulties, lack of men in the Girl
Scouts, the purpose of volunteering, and communication within the company. It was important for us
to interact with the volunteers so we could understand why they were not able to fully engage as Girl
Scouts of NYPENN Pathways volunteers.
Recommendations
Current Girl Scout volunteers have made it clear that this organization is worth spending
their time and effort to be a part of. The Girl Scouts of NYPENN Pathways has provided great
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13. opportunities for thousands of girls to learn valuable skills. There are however a few changes that
were uncovered by the focus group and suggestions that could be considered by the Girl Scouts of
NYPENN Pathways.
Paperwork
Paperwork could be reduced to a few forms for all activities. An overall health form, a form for
selling, etc., instead of numerous forms for each separate activity. Similarly, troop leaders could be
responsible for signing a troop up for an activity instead of each separate family unit signing up their
own child.
Greater Advertising and Promotional Efforts
Given that Service Unit Leaders are struggling to promote camps and volunteer
opportunities, we suggest Girl Scout’s NYPENN Pathways turn to its greatest marketing tool: the
cookie box. Girls Scout cookies is an enormous brand that reaches millions of homes around US;
thus, making them a optimal way to deliver an advertising message. Therefore, we suggest adding
an advertisement on the back of each box that promotes volunteer opportunities and campsite
visitation. The beauty of this idea is that Girl Scouts would obtain free advertising through this
initiative, and thus save money.
Sponsorship
As mentioned in the introduction, the Girl Scouts of NYPENN Pathways currently owns nine
camp properties. The properties are maintained at extremely high costs, but they only generate
$30,000 in revenue. In 2013, out of the 2.3 million girls who are registered Girl Scouts in the United
States, about 670,000 scouts attended camps or participated in outdoor activities (Dobner, J. 2014).
Outdoor pursuits are still an integral part of the Girl Scout image, however girls have reported
wanting more opportunities “revolving around social issues, professional opportunities for women,
and science, technology, engineering and mathematics (STEM) curriculum” (2014).
To keep up with the desires of the girls and keep with the tradition of outdoor activities,
we propose that the Girl Scouts of NYPENN Pathways gain corporate sponsorship for the current
camp properties and turn the camps into “single interest” camps. This would provide large sums of
money to keep up the camps and also provide new facilities and generate great interest. Corporate
sponsors such as GE, AT&T or Lockheed Martin all have large philanthropic arms of their companies
that seek to provide grants to deserving causes. GE, AT&T, and Lockheed Martin all provide
grants to programs that want to teach STEM curriculum to children. Lockheed Martin and GE are
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14. particularly interested in seeing STEM advancement in girls and women. GE has a program called
GE Girls that has been sponsoring small STEM day camp experiences at various universities across
the U.S. with recent camps being held at the University of Connecticut and the University of Notre
Dame. GE has been known to give grants to advance education including a five-year, $15 million
grant in 2007 and a four-year $8.6 million grant in 2012 to the Erie School District (School District of
Erie, Pennsylvania, 2012) and a five-year $18 million grant to the New York public school system in
2008 (Gunther, 2008). Lockheed Martin also has expressed direct interest in girls’ mentorship and
works currently with Girls Inc. to connect Lockheed Martin volunteers with high school aged girls to
mentor them in pursuing STEM related careers (lockheedmartin, 2014).
AT&T is similar to GE and Lockheed Martin in providing grants for STEM curriculum. Currently
they have a STEM Pathways camp at the University of Texas Arlington (uta.edu) and have given over
$87 million to support STEM initiatives (att.com). AT&T is also already a current partner with the Girl
Scouts on a national level.
The Coca-Cola Foundation would be a good option to host a leadership or entrepreneurship
camp. The Coca-Cola Foundation has three main areas of focus for their corporate giving, with one
of those areas being “economic empowerment and entrepreneurship” (coca-colacompany.com). The
Coca-Cola Foundation has donated more than $143 million worldwide and is committed to investing
1% of the prior year’s operating income annually.
In order to meet with the monetary constraints and upkeep of the properties the sponsors will
most likely have to be larger companies instead of local. Local companies like Wegmans are great
sponsors for sending troops to camp, but not for sponsoring an entire camp because they do not
have the infrastructure to meet that demand. Larger companies have the means to support a camp
and many of them may be interested if the proposition is brought to them. Girl Scouts is one of the
oldest and most well established programs for girls in the United States let alone the world and
because of the reputation, it is likely that this organization would gain an audience with large Fortune
500 Companies to present this type of partnership. Furthermore, companies like AT&T, Dell, Dove,
Nestlé USA, Motorola, MetLife, and Mattel are already sponsors of the Girl Scouts on the national
level, so it is possible to work with the philanthropic arms of these companies to ask for camp
sponsorship as well.
Doing a partnered camp does not mean that the camps would no longer be used for
traditional camping activities like hiking, canoeing, or swimming. Instead, these would be integrated
as activities in the larger theme of the camp. The camps would be restructured into sessions of the
leadership or STEM curriculum with other sessions allotted for outdoor pursuits. This idea will allow
for better infrastructure in the camps and integration of new interests with the traditional outdoor
pastimes that Girl Scouts was built on.
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15. 13
Social Media Safety
The concept of incorporating men into leadership positions and technology and social
media into camping environments is daunting. The reliance on males can be increased with the
incorporation of both male and female volunteers of the college-age demographic. This would not
only allow for the girls to be able to associate with the volunteers more easily but would allow for
them to learn values and principles that are beneficial to growing up. This of course is where the
technology is tied in, the college age volunteers teach the Girl Scouts how to properly use social
media and the technology we use frequently. We recommend implementing a “Girl Scouts Social
Media Safety” course. This would be a constructive workshop that could orbit around a hiking or
canoeing trip allowing Girl Scouts to be taught how to properly use different social media platforms,
such as Twitter, Facebook, and Instagram and helping them figure out what is appropriate to post
and when it is appropriate to post it. For instance, they can be shown how to post pictures of the
scenery during their trip or possibly a picture of everyone having fun at the top of the mountain that
the troop just climbed.
Corporate Social Network
One of the issues Girl Scouts faces is its lack of communication with former members. Former
members are the greatest asset to the Girl Scouts dwindling volunteer population, but with no follow
up after completing the program, the organization is missing out on it’s greatest potential for gaining
volunteers. A proposed idea would be to create a corporate social network that current and former
girl scouts can join. This would be an open forum for Girl Scout news, volunteer opportunities,
mentorship, and networking opportunities within the Girl Scout community. The network could be
open to current scouts ages 14 and up as well as all former girl scouts. A corporate social network
would be better than using Facebook or LinkedIn because the news is filtered completely for Girl
Scouts and you have more control over your message than using a current social media site. It also
allows the organization to manage the user data and have access to contact information that is
unavailable or more expensive when using Facebook.
Carpooling
The participants of the focus group noted how they are responsible to pay for everything and
that how much planning goes into just a weekend trip. We recommend to save money and to take
some pressure off the volunteers they could arrange a van/bus to take them to and from the camps.
Additionally, parents would not have to drive their girls to and from the camp when they need to
drop them off and pick them up. The parents could drop them off at a central location (i.e. school
16. or a church) and the bus/van would pick them up and drop them off in that same location when
they are ready to return. This would allow the girls and volunteers to drive up together, save money
on gas, and get to know one another and generate a rapport before they get to the camp. There
could be a section on the website that is devoted to carpooling where you can see volunteers and
Girl Scout members that live nearby, as well as girls who are in your troop and invite them to join a
carpool group. People could then browse the different carpools and join whichever one they see
fit. Then a carpool schedule for that weekend will be generated and can be emailed to everyone in
the group. There could also be an option to receive text notifications which would allow the website
to send a text to all the parents/kids, should you need to change the pick-up location, say from
outdoors to a safer location in bad weather. The website will also have the option of keeping track
of driving history to see who drove last and to where. This is something that has the potential to be
made into a mobile app, where parents can track where on the road the bus/van is and receive a text
when the girls and volunteers have safely reached the camp.
14
18. 16
References
ATT.com (n.d.) Technology. Retrieved from: http://www.att.com/gen/corporate-citizen
ship?pid=17922
Dobner, J. (2014). Girl Scouts Debate Their Place in a Changing World. New York Times. Retrieved
from: http://www.nytimes.com/2014/10/20/us/girl-scouts-debate-their-place-in-a-changing-
world.html?_r=1
GE (2014). GE Foundation. Retrieved from: http://www.gefoundation.com
Gunther, M. (2008). How GE Gives Away Its Money. Fortune. Retrieved from: http://archive.fortune.
com/2008/06/30/news/companies/ge_philanthropy.fortune/index.htm
Lockheed Martin (2014). In The Community. Retrieved from: http://www.lockheedmartin.com/us/
who-we-are/community.html
School District of Erie, Pennsylvania (2012). GE Foundation Commits $8.6 million Grant to Help Erie
Students, Teachers Achieve Higher Education Standards. The Erie School District News Page.
Retrieved from: http://esd.eriesd.org/ecsd/news.php?message=35