We want all girls to have equitable access to the Girl Scouting experience.

Girl Scouts of Greater Chicago and Northwest Indiana

  • Our Process

    1 / 6

    In order to learn directly from girls and troop leaders, we observed several troop meetings, as well as a staff training. Through primary research, we engaged almost 40 staff members and observed over 70 girls.

    In order to learn directly from girls and troop leaders, we observed several troop meetings, as well as a staff training. Through primary research, we engaged almost 40 staff members and observed over 70 girls.

  • Our Process

    2 / 6

    To gather diverse perspectives from within the organization, we conducted focus group conversations with senior leadership and staff from various departments including Program, Marketing, Membership, and Fund Development. We also met with external consultants the organization was working with, to ensure that our efforts were aligned with existing initiatives.

    To gather diverse perspectives from within the organization, we conducted focus group conversations with senior leadership and staff from various departments including Program, Marketing, Membership, and Fund Development. We also met with external consultants the organization was working with, to ensure that our efforts were aligned with existing initiatives.

  • Our Process

    3 / 6

    We facilitated a one-day workshop with a diverse group of staff, covering a range of demographics, departments within the organization, and levels of positional power.

    We facilitated a one-day workshop with a diverse group of staff, covering a range of demographics, departments within the organization, and levels of positional power.

  • Our Process

    4 / 6

    The workshop engaged staff in a multitude of ways and created space for both individualized reflection and collaborative discussion.

    The workshop engaged staff in a multitude of ways and created space for both individualized reflection and collaborative discussion.

  • Our Process

    5 / 6

    At the workshop, we shared videos from observations, as well as photos, quotes and insights. Small groups of staff members traveled between insight stations, responding out loud to the findings regarding the different aspects of the programs and quotes from staff, parents, and girls.

    At the workshop, we shared videos from observations, as well as photos, quotes and insights. Small groups of staff members traveled between insight stations, responding out loud to the findings regarding the different aspects of the programs and quotes from staff, parents, and girls.

  • Our Process

    6 / 6

    We took the dozens of ideas generated at the Workshop, grouped and synthesized them to develop overarching strategies for program and organizational redesign. With the client team, we mapped the strategies based on their level of impact and feasibility for implementation, and prioritized the strategies into a Strategic Roadmap.

    We took the dozens of ideas generated at the Workshop, grouped and synthesized them to develop overarching strategies for program and organizational redesign. With the client team, we mapped the strategies based on their level of impact and feasibility for implementation, and prioritized the strategies into a Strategic Roadmap.

Project Outputs

Strategies
We created a strategic roadmap document including 27 high-level strategies covering categories such as Activities, Environment, Troop Leaders, Measuring Impact, and Identity. Each strategy also included specific tactics, presented as illustrated concepts, for the team to test and get feedback on. The roadmap not only helped the client prioritize strategies and ideas, but gave them an estimated timeframe for rollout and additional considerations and pitfalls to be mindful of during implementation.

 

Client & Community Outcomes

Mindsets
This project brought to the forefront inequities that lay between the various models within the organization. Several staff members commented that they had never considered GirlSpace in this way before and felt much more aware and willing to continue reflection and dialogue. As our client put it, “There was a vortex of learning and unlearning that day.”

 

Conditions
The organization made some immediate plans to change staffing, including transitioning the part-time GirlSpace facilitator role into a full-time Youth Development Specialist position. They also made structural changes to the organization, including integrating the work of Community Engagement into one, larger Membership department. 

 

Culture
For many staff members, this project provided an outlet through which they could candidly share their feedback. For some, the workshop was the first time they were able to authentically speak to peers and even leadership about their experiences. While the day resulted in tangible ideas, it also created a safe space for reflection and set the stage for future collaboration.

Everything that we designed together is coming to fruition. Every. Single. Thing.”

Lesley Kennedy, Vice President of Community Engagement and Mission Delivery