Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | 1,580,450 | 2,603,939 | 1,686,945 | 1,724,266 | 1,829,186 | 9,424,786 |
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | 18,904,969 | 18,745,990 | 20,393,650 | 18,963,920 | 18,910,291 | 95,918,820 |
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | 20,485,419 | 21,349,929 | 22,080,595 | 20,688,186 | 20,739,477 | 105,343,606 |
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | 71,500 | 85,200 | 27,860 | 35,555 | 77,762 | 297,877 |
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | 0 | |||||
| c | Add lines 7a and 7b.. | 71,500 | 85,200 | 27,860 | 35,555 | 77,762 | 297,877 |
| 8 | Public support. (Subtract line 7c from line 6.) | 105,045,729 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | 20,485,419 | 21,349,929 | 22,080,595 | 20,688,186 | 20,739,477 | 105,343,606 |
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | 590,438 | 338,008 | 265,428 | 383,400 | 476,383 | 2,053,657 |
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | 590,438 | 338,008 | 265,428 | 383,400 | 476,383 | 2,053,657 |
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | 13,551 | 12,318 | 25,869 | |||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | 592,020 | 226,820 | 125,883 | 110,801 | 82,195 | 1,137,719 |
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | 21,667,877 | 21,914,757 | 22,471,906 | 21,195,938 | 21,310,373 | 108,560,851 |
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
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| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
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| 9 Distributable amount for 2018 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2018 |
(iii) Distributable Amount for 2018 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2018 from Section C, line 6 |
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|
2
Underdistributions, if any, for years prior to 2018 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2018: | ||||
| a From 2013....... | ||||
| b From 2014....... | ||||
| c From 2015....... | ||||
| d From 2016....... | ||||
| e From 2017....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2018 distributable amount | ||||
|
i
Carryover from 2013 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2018 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2018 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2018, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2018. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2019. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2014...... | ||||
| b Excess from 2015..... | ||||
| c Excess from 2016..... | ||||
| d Excess from 2017..... | ||||
| e Excess from 2018..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| SCHEDULE A, PART III, LINE 12, EXPLANATION OF OTHER INCOME: | MISCELLANEOUS INCOME - 2014 AMOUNT: $ 552,600. 2015 AMOUNT: $ 188,870. 2016 AMOUNT: $ 93,833. 2017 AMOUNT: $ 85,451. 2018 AMOUNT: $ 58,775. PROGRAM ADVERTISING - 2014 AMOUNT: $ 39,420. 2015 AMOUNT: $ 37,950. 2016 AMOUNT: $ 32,050. 2017 AMOUNT: $ 25,350. 2018 AMOUNT: $ 23,420. |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4D: | PROGRAM ACCOMPLISHMENTS FISCAL YEAR OCTOBER 1, 2018-SEPTEMBER 30, 2019 (FY2019): GIRL SCOUTS OF EASTERN PENNSYLVANIA, INC. (GSEP), OPERATES AS AN INDEPENDENT, NONPROFIT ORGANIZATION CHARTERED BY GIRL SCOUTS OF THE USA (GSUSA). OUR MISSION IS TO BUILD GIRLS OF COURAGE, CONFIDENCE, AND CHARACTER, WHO MAKE THE WORLD A BETTER PLACE IN NINE PENNSYLVANIA COUNTIES: BERKS, BUCKS, CARBON, CHESTER, DELAWARE, LEHIGH, MONTGOMERY, NORTHAMPTON, AND PHILADELPHIA. IN FISCAL YEAR 2019 (OCTOBER 1, 2018-SEPTEMBER 30, 2019), GSEP PROVIDED THE GIRL SCOUTS LEADERSHIP EXPERIENCE (GSLE) TO CLOSE TO 40,000 GIRLS, WITH THE HELP OF MORE THAN 15,000 ADULT MEMBERS. TO ARTICULATE OUR LARGER COMMON PURPOSE AND TO GIVE MEANING AND COHERENCE TO OUR WORK AT GSEP, WE CRAFTED THREE CORE GOALS FOR OUR ORGANIZATION IN 2019. THESE GOALS SIT BELOW AND SUPPORT OUR MISSION WHILE ADDRESSING THE COMPETITIVE MARKET PLACE, REVENUE-BASED BUDGETING, AND ORGANIZATION WIDE ACCOUNTABILITY. THE THREE CORE GOALS POWER AND GUIDE ALL OUR ACTIONS DEDICATED TO BUILDING GIRL LEADERSHIP. (1) ENSURE EVERY GIRL IN OUR NINE-COUNTY FOOTPRINT IS AWARE OF AND HAS ACCESS TO THE FULL GIRL SCOUT LEADERSHIP EXPERIENCE (GSLE). (2) ACHIEVE SUSTAINABLE MEMBERSHIP GROWTH THROUGH TROOP FORMATION REACHING 90% OF THE ANNUAL GIRL MEMBERSHIP GOAL BY DECEMBER 31ST. (3) CONTINUOUSLY REINVEST IN THE GIRL AND VOLUNTEER EXPERIENCE BY GENERATING A SURPLUS THROUGH INCREASED REVENUE AND OPTIMIZED RESOURCE UTILIZATION. IN FY2019, GSEP WAS IN THE FINAL YEAR OF A THREE-YEAR STRATEGIC PLAN INFORMED BY BOTH NATIONAL AND COUNCIL-SPECIFIC PRIORITIES AND ARTICULATING FIVE GOALS: 1. OUR ORGANIZATION: BUILD A LEARNING AND GROWING CULTURE THAT ENHANCES THE CONTRIBUTIONS OF THE GSEP STAFF AND LEADERSHIP. 2. COMMUNICATIONS: ADVANCE A CLEAR MESSAGE AND BUILD COMMUNITY AROUND GSEP PROGRAMS, EXPERIENCES, AND IMPACTS. 3. GIRL EXPERIENCE: POSITION GSEP AS THE PREMIER ORGANIZATION FOR GIRLS TO BUILD LEADERSHIP, CONFIDENCE, INDEPENDENCE, AND COMMUNITY. 4. VOLUNTEER EXPERIENCE: POSITION GSEP AS A REWARDING AND SOUGHT-AFTER VOLUNTEER EXPERIENCE. 5. FINANCIAL SUSTAINABILITY AND REVENUE ENHANCEMENT: OPTIMIZE REVENUE SOURCES AND USES. THIS NARRATIVE DETAILS GSEP'S ACHIEVEMENTS FOR FY2019 AS THEY RELATE TO MEASURES OUTLINED IN THE STRATEGIC PLAN, WHICH INCLUDE SEVEN GUIDING PRINCIPLES: LEADERSHIP, COMMUNITY, SERVICE, INCLUSION, RESPECT, INTEGRITY, AND INNOVATION. OUR VISION IS TO BE KNOWN AS THE PREMIER LEADERSHIP ORGANIZATION FOR GIRLS THAT IS DRIVEN BY AN ENGAGED COMMUNITY OF VOLUNTEERS, MEMBERS, ALUMNAE, PARTNERS, AND STAFF, AND SUPPORTED BY AN ORGANIZATIONAL CULTURE OF SERVICE LEARNING AND GROWTH. 1) OUR ORGANIZATION: BUILD A LEARNING AND GROWING CULTURE THAT ENHANCES THE CONTRIBUTIONS OF THE GSEP STAFF AND LEADERSHIP. THE ORGANIZATION CAME TOGETHER TO CREATE DEFINITIONS FOR DIVERSITY, EQUITY AND INCLUSION. THESE DEFINITIONS INCLUDED OUR GIRL, GENERAL MEMBERSHIP, VOLUNTEER, BOARD, AND PARTNER ORGANIZATION POPULATIONS. THE GOAL WAS TO CREATE DEFINITIONS FOR HOW WE INCLUDE, VALUE, AND RESPECT ALL COMMUNITIES AND THEIR PARTICIPATION IN GIRL SCOUTS. IN ADDITION TO THE DEFINITIONS, WE CONDUCTED GENERAL RESEARCH USING CENSUS AND GSUSA DATA. THIS RESEARCH REVEALED THAT OUR STAFF, VOLUNTEER, AND GIRL POPULATIONS NEED MORE REPRESENTATION FROM AFRICAN-AMERICAN, LATINA, AND ASIAN COMMUNITIES. WE IMPLEMENTED LEADERSHIP INCLUSION TRAINING FOR VOLUNTEERS, INCLUDING INFORMATIONAL RESOURCES FOR SPECIFIC SPECIAL NEEDS. WE TARGETED RACIALLY DIVERSE NETWORKS FOR JOB POSTING OPPORTUNITIES, IMPLEMENTED BIAS TRAINING FOR MANAGERS WHICH FOCUSED ON LEADING WITH INCLUSION, AWARENESS AND SELF-REFLECTION. TO PROMOTE A CULTURE THAT IS INSPIRING, COHESIVE, AND SUPPORTIVE OF THE GIRL SCOUTS MISSION, GSEP REINVENTED SEVERAL OF ITS SERVICE CENTER SPACES, WHICH ARE AVAILABLE TO STAFF, MEMBERS, AND VISITORS. AT THE LEHIGH VALLEY SERVICE CENTER, G.I.R.L. PANELS WERE HUNG OVER THE MEETING SPACE IN THE MAIN ROOM. AT THE VALLEY FORGE SERVICE CENTER, A NEW FRIENDSHIP CORNER (QUIET ROOM) WAS ADDED FOR STAFF AND VOLUNTEER USE, AND THE LOBBY AND MAIN HALLWAY LEADING TO THE MULTI-PURPOSE ROOM WERE PAINTED. IN ADDITION, THE SHOP/FRONT DESK AREA, WAS REDESIGNED AND RENOVATED. INVESTMENTS IN STAFF DEVELOPMENT INCLUDED STANDARDIZING STAFF RECOGNITIONS AT ALL-COUNCIL EVENTS, PILOTING AN IN-HOUSE MENTORSHIP PROGRAM, AND CONTINUING TO PROVIDE COMPREHENSIVE MANAGER TRAINING TO ALL STAFF WITH SUPERVISORY RESPONSIBILITIES. THE EMPLOYEE HANDBOOK AND EMPLOYEE ASSESSMENT PROCESS WERE UPDATED TO INCORPORATE THE COUNCIL'S STRATEGIC GOALS AND TO REFLECT CURRENT HR BEST PRACTICES. IN ADDITION, ALL STAFF RECEIVED VOLUNTEER ESSENTIALS TRAINING TO ENSURE ALIGNMENT WITH THE MOST UP-TO-DATE POLICIES AND SAFETY STANDARDS REQUIRED OF GIRL SCOUTS VOLUNTEERS. TO IMPROVE CROSS-TEAM COLLABORATION, STAFF WERE TRAINED ON A PROJECT MANAGEMENT MATRIX (RACI) AND PROVIDED WITH NEW PROCEDURES FOR PLANNING EVENTS. TEAMS NOW HAVE A BETTER UNDERSTANDING OF HOW AND WHEN VARIOUS PROJECTS/EVENTS OVERLAP, AND WHEN THEY SHOULD BEGIN WORKING TOGETHER IN THE PLANNING PROCESS TO IMPLEMENT CHANGES OR COLLABORATE AROUND SHARED GOALS. TO REMAIN COMPETITIVE AND RELEVANT IN THE MARKETPLACE, EVERY ASPECT OF OUR PROGRAMMING HAS BEEN REVIEWED AND ALIGNED TO EMPOWER GIRLS. NUMEROUS STUDIES FROM THE GIRL SCOUTS RESEARCH INSTITUTE AND OTHER SOURCES CLEARLY RECOGNIZE THAT PARTICIPATION IN GIRL SCOUTS HAS PROVEN HIGHLY EFFECTIVE IN DEVELOPING LEADERSHIP QUALITIES AND OTHER KEY INDICATORS OF SUCCESS FOR THE GIRLS INVOLVED. OUR GIRL-LED PROGRAMMING IS A RESEARCHED AND PROVEN METHOD FOR PREPARING WOMEN LEADERS. THOSE WHO PARTICIPATE IN OUR PROGRAMMING DEMONSTRATE HIGHER LEVELS OF SELF-CONFIDENCE AND ACADEMIC SUCCESS THAN GIRLS WHO HAVE NOT BENEFITED FROM OUR GENDER-SPECIFIC PROGRAM OPPORTUNITIES. PROVIDING ONGOING LEADERSHIP DEVELOPMENT FOR THE BOARD OF DIRECTORS WAS ALSO A GOAL. BOARD COMMITTEES WERE MAPPED TO THE STRATEGIC PLAN GOALS, WITH A FOCUSED EFFORT TO ENSURE EVERY BOARD MEMBER SERVED ON A BOARD COMMITTEE OR SUBCOMMITTEE. AN ON-BOARDING PRESENTATION FOR NEW BOARD MEMBERS WAS ENHANCED AND A FULL-DAY RETREAT WAS HELD. BOARD MEMBERS WERE ENGAGED TO PROVIDE GUIDANCE ON COMPETITIVE MARKETPLACE CHALLENGES. EVERY BOARD MEETING AGENDA INCLUDED A PRESENTATION BY A GOLD AWARD GIRL SCOUT AND A BOARD ENGAGEMENT TOPIC TO PROVIDE OPPORTUNITIES FOR IDEAS, FEEDBACK, EDUCATION, AND RELATIONSHIP BUILDING. BOARD MEMBERS ALSO WORKED TOGETHER TO DESIGN THEIR OWN GSEP BOARD PATCH, WHICH 'SURPRISE AND DELIGHT' GIRL SCOUTS AND PARTNERS THEY MEET IN THE COMMUNITY. THE BOARD DEVELOPMENT COMMITTEE CONTINUED THEIR FOCUS AND DILIGENCE ON RECRUITING A DIVERSE LEADERSHIP PIPELINE. |
| FORM 990, PART III, LINE 4D (CONTINUED): | 2) COMMUNICATIONS: ADVANCE A CLEAR MESSAGE AND BUILD COMMUNITY AROUND GSEP PROGRAMS, EXPERIENCES, AND IMPACTS. IN 2019, OUR TWO MAJOR PUBLICATIONS, SPARK/FAMILY GUIDE, WHICH MAILS TO OUR FULL MEMBERSHIP EACH AUGUST AND CAMP/COOKIE GUIDE, WHICH DELIVERS TO THE SAME AUDIENCE IN DECEMBER WERE REDESIGNED AND UPDATED. BOTH REACH APPROXIMATELY 55,000 HOUSEHOLDS AND HAVE BEEN DESIGNED AS USABLE RESOURCES FOR ALL PROGRAMS AND ACTIVITIES. ONLINE INTERACTIVE PUBLICATIONS OF BOTH ARE ALSO AVAILABLE. AN ADDITIONAL EMPHASIS WAS PLACED ON DATA DRIVEN MARKETING TOOLS TO REACH TARGETED AUDIENCES THROUGH AUDIENCE RELATABLE OUTLETS. WE ALSO DESIGNED COUNTY-SPECIFIC MARKETING TOOLS (FLYERS, BROCHURES) FOR SERVICE UNITS TO USE TO MARKET PROGRAMS TO THEIR DEMOGRAPHIC AUDIENCE. THE OVERALL GOAL WAS TO ENGAGE AS WELL AS INFORM OUR GIRLS AND THEIR FAMILIES OF PROGRAMS, CAMP OFFERINGS AND OTHER ACTIVITIES. GSEP EXPANDED ITS SOCIAL MEDIA MARKETING EFFORTS WITH A "CALL TO ACTION" DELIVERABLE. AS A RESULT, WE WERE ABLE TO INCREASE THE NUMBER AND FREQUENCY OF OUR MESSAGING WHICH LED TO AN INCREASE IN NEW AND RENEWED MEMBER ACTIVATION AND CONSISTENT COMMUNICATIONS WITH VOLUNTEERS, PARENTS, GIRL SCOUTS, ALUMS, FUNDERS, COMMUNITY PARTNERS, AND THE PUBLIC - AND PROVIDING RESOURCES AND OPPORTUNITIES FOR VOLUNTEERS, MEMBERS, AND OTHER STAKEHOLDERS TO TELL THE GIRL SCOUTS STORY. WE ALSO BUILT A GROWING COMMUNITY OF FOLLOWERS WHO ENGAGE WITH GSEP AND WITH EACH OTHER, AND WHOSE COMMON LINK IS GIRL SCOUTING. THE MARKETING COMMUNICATIONS TEAM DEVELOPED SPECIFIC MARKETING CAMPAIGNS FOR THE CAMPS, MEMBERSHIP AND COOKIE PROGRAM THAT WERE EASILY TRANSFERABLE VIA SOCIAL MEDIA, PRINT, OTHER COLLATERAL, AND ON OUR WEBSITE. THERE WAS A FOCUS FOR A TARGETED DEMOGRAPHIC OUTREACH EFFORT TO COMMUNICATE WITH VOLUNTEERS, PARENTS AND GIRLS REGARDING PROGRAMS AND OPPORTUNITIES THAT WOULD IMPACT THEM DIRECTLY REGARDING AGE AND LOCATION. SPARK AND THE CAMP GUIDES WERE DESIGNED TO PROVIDE PERTINENT INFORMATION IN A MORE USER-FRIENDLY MANNER. NEW AND CONSISTENT ACTION ITEMS DIRECTED INQUIRIES TO THE GSEP WEBSITE WHERE THE USER HAD ACCESS TO THE FULL REALM OF INFORMATION AND ASSETS. ADDITIONAL 2019 INITIATIVES INCLUDED ADDING A FOCUS GROUP MADE UP OF VOLUNTEERS FROM THE COMMUNICATIONS FOCUS GROUP TO INCORPORATE FEEDBACK AND IDEAS FOR UPCOMING CAMPAIGNS. THE TWO AREAS OF IMPACT WERE SPRING RENEWAL AND PRODUCT PROGRAM COOKIE BOSS INCENTIVE IDEAS. THE RESULT INCLUDED A MENU OF RENEWAL INCENTIVES THAT WERE WELL RECEIVED BY VOLUNTEERS AND PARENTS, AND A COOKIE BOSS EXPERIENCE THAT WAS PLANNED WITH EXTENSIVE VOLUNTEER AND GIRL INPUT. TO POSITION GIRL SCOUTS AS THE PREMIER LEADERSHIP EXPERIENCE FOR GIRLS, THERE WAS AN INCREASED FOCUS ON PROMOTING THE GIRL SCOUT GOLD AWARD, THE HIGHEST AWARD IN GIRL SCOUTING. TO PROVIDE GIRLS WITH THE TOOLS TO SELF-PROMOTE THEIR ACCOMPLISHMENTS, GSEP CREATED A HIGHEST AWARDS TOOLKIT THAT INCLUDES RESOURCES SUCH AS PRESS RELEASES, MEDIA CONTACTS, SOCIAL MEDIA TIPS, AND OTHER WAYS GIRLS CAN INFORM THE MEDIA AND THEIR LOCAL COMMUNITY LEADERS ABOUT THEIR PROJECTS. WE ACTIVATED MEDIA GIRLS, A GROUP OF 10 OLDER GIRLS WITH A PASSION FOR COMMUNICATION, AND DEVELOPED A TARGETED PLAN FOR THE OLDER GIRL SCOUTS, INCLUDING A NEWSLETTER AND SPECIAL COMMUNICATIONS FOR THEIR AGE GROUP. 3) GIRL EXPERIENCE: POSITION GSEP AS THE PREMIER ORGANIZATION FOR GIRLS TO BUILD LEADERSHIP, CONFIDENCE, INDEPENDENCE, AND COMMUNITY. SURVEYS, FOCUS GROUPS, AND PROGRAM DATA INFORMED THE CONTINUAL IMPROVEMENT OF THE GIRL EXPERIENCE AND HELPED DRIVE PROGRAMMATIC DECISION-MAKING. BY ENGAGING WITH OLDER GIRL SCOUT (CADETTES, SENIORS, AMBASSADORS) MEMBERS WHO ARE AMONG THE MOST INVOLVED, WE CAN BEST IMPACT OUR ABILITY TO PROVIDE THE FULL GSLE TO ALL GIRLS, AS WELL AS POSITIVELY IMPACT OUR MEMBERSHIP GOALS BY RETAINING GIRLS THROUGH LISTENING AND IMPLEMENTING. ADDITIONAL DEPARTMENTS AT GSEP MET WITH THE PROGRAM STEERING COMMITTEE TO GET FEEDBACK, INCLUDING MEMBER ENGAGEMENT, MARKETING AND COMMUNICATIONS AND RETAIL. THE GIRL & VOLUNTEER EXPERIENCE COMMITTEE OF THE BOARD OF DIRECTORS SUPPORTED THE ADDITION OF GIRL TRACK (FOR GIRLS IN GRADES 10-12) TO THE 2020 WOMEN'S LEADERSHIP SUMMIT. FOR A QUICK SNAPSHOT OF FY2019 GIRL EXPERIENCE NUMBERS, DURING THE SCHOOL YEAR ON WEEKENDS, GSEP ENGAGED MORE THAN 12,447 GIRLS IN GSLE PROGRAMS FOCUSED ON THE FOLLOWING PRIORITY AREAS: ADVENTURE & WATER, HEALTH & WELLNESS, ENVIRONMENT, ARTS & CULTURE, AND STEM. SUMMER CAMP REGISTRATIONS REACHED AN ALL-TIME HIGH, WITH MORE THAN 4,635 GIRLS ATTENDING GSEP RESIDENT AND DAY-CAMPS IN 2019. MORE THAN 10,000 ADDITIONAL GIRLS PARTICIPATED IN GSEP CAMPING ACTIVITIES THROUGH TROOP AND SERVICE UNIT CAMPING EVENTS. OUR PROGRAM EVALUATION PLAN WAS UTILIZED TO MAKE SURE WE ARE PROVIDING THE BEST POSSIBLE GIRL SCOUT LEADERSHIP EXPERIENCE (GSLE) TO ALL GIRLS. MANY GIRL-FOCUSED PROGRAMS THAT USED TO FALL UNDER A DIFFERENT DEPARTMENT WERE BROUGHT UNDER THE GIRL EXPERIENCE DEPARTMENT TO PROVIDE A MORE COHESIVE EXPERIENCE BETWEEN FUNDED AND TRADITIONAL PROGRAMMING, INCLUDING THE GIRL SCOUTS BEYOND BARS PROGRAM. GIRL SCOUTS BEYOND BARS CONNECTS GIRLS WITH THEIR INCARCERATED MOTHERS THROUGH TROOP MEETING EXPERIENCES. IN 2019, TROOP 98010 GATHERED ITEMS AND BOOKS TO PACK 200 BAGS TO DONATE TO MOTHERS AND THEIR CHILDREN IN RECOVERY HOUSE. ADDITIONALLY, DONATIONS OF NON-PERISHABLE FOOD ITEMS WERE DONATED TO PHILABUNDANCE FROM THE GSBB PROGRAM. ADDITIONAL GIRL-FOCUSED PROGRAMS INCLUDE SUMMER AND SCHOOL YEAR SERIES. THIS WORK WILL CONTINUE TO GROW AND DEVELOP. 20,839 GIRLS PARTICIPATED IN THE 2019 COOKIE PROGRAM, SELLING AN AVERAGE OF 192 PACKAGES OF COOKIES PER GIRL. 437 GIRLS WERE INVITED TO JOIN THE COOKIE BOSS CLASS OF 2019, A DISTINCTION RESERVED FOR GIRLS WHO SELL 1,000 PACKAGES OF COOKIES OR MORE, EITHER INDIVIDUALLY OR AS PART OF THE NEW GIRL SCOUTS SISTER BENEFIT. FEEDBACK FROM THE 500 CLUB AND COOKIE BOSS PROGRAMS FROM 2019 WILL BE USED TO DEVELOP A COMMITTEE COMPRISED OF PARENTS, LEADERS AND GIRLS TO WORK TO IMPROVE THE EVENTS. GSEP CONTINUED TO EXPLORE AND DEVELOP PARTNERSHIPS WITH SCHOOLS AND COMMUNITY ORGANIZATIONS FOR JOINT AND COMPLEMENTARY PROGRAMMING. A PARTNERSHIP WITH GIRLS ON THE RUN AND PHILLY GIRLS IN MOTION EXTENDED THE TRADITIONAL GIRL SCOUT MODEL AND PROVIDED A UNIQUE OPPORTUNITY TO ENGAGE WITH GIRLS AT PHILADELPHIA COMMUNITY SCHOOLS. THIS SUCCESSFUL PROGRAM WILL BE EXPANDED AND CAN BE USED AS A MODEL FOR OTHER PARTNERSHIPS. ADDITIONALLY, GSEP CULTIVATED A GROWING RELATIONSHIP WITH PHILADELPHIA PARKS & REC, RESULTING IN MORE NEIGHBORHOOD RECREATION CENTERS STARTING AND HOSTING GIRL SCOUT TROOPS AND SUMMER OUTREACH PROGRAMS. THE SCHOOL DISTRICT OF PHILADELPHIA'S OFFICE OF STRATEGIC ENGAGEMENT ALSO HIGHLIGHTED GIRL SCOUTS AS A MODEL PARTNERSHIP, WHERE WE SERVE GIRLS THROUGH MIDDLE SCHOOL. IN MEMBERSHIP YEAR 2019, GIRL SCOUT'S HIGHEST AWARDS, THE GIRL SCOUT BRONZE, SILVER, AND GOLD AWARDS, SAW SUCCESS AS GIRLS TACKLED RELEVANT COMMUNITY ISSUES TO MAKE THE WORLD A BETTER PLACE THROUGH SUSTAINABLE SERVICE LEADERSHIP PROJECTS. THE BRONZE AWARD WAS EARNED BY 1,128 GIRLS AGES 9-11, THE SILVER AWARD WAS EARNED BY 220 GIRLS AGES 12-14, AND 63 GIRLS AGES 14-18 EARNED THE GIRL SCOUT GOLD AWARD. |
| FORM 990, PART III, LINE 4D (CONTINUED): | 4) VOLUNTEER EXPERIENCE: POSITION GSEP AS A REWARDING AND SOUGHT-AFTER VOLUNTEER EXPERIENCE. IN FY2019 GSEP REORGANIZED ITS VOLUNTEER TRAINING AND VOLUNTEER SUPPORT DEPARTMENTS TO BECOME MORE EFFICIENT. TO CLEARLY COMMUNICATE EXPECTATIONS OF VOLUNTEERS AND WHAT THEY CAN EXPECT FROM THEIR GIRL SCOUT EXPERIENCE, GSEP WORKED WITH THE COMMUNICATIONS FOCUS GROUP WHICH INCLUDES DELEGATES FROM OUR NINE-COUNTY FOOTPRINT TO FOCUS ON SPECIFIC ISSUES AND FEEDBACK GEARED TOWARDS FINE TUNING NEW AND CURRENT VOLUNTEER TRAINING AND EXPERIENCE. GSEP'S CULTURAL SURVEY INFORMED A NEW FOCUS ON GENERAL HELPFULNESS AND SUPPORT AVAILABLE TO ALL VOLUNTEERS. IN 2019 GSEP LAUNCHED THE LOOKER REPORTING PLATFORM WHICH PROVIDED CONCISE, ORGANIZED REPORTS MADE AVAILABLE TO SERVICE UNIT TEAM VOLUNTEERS. WE ALSO CREATED THE SERVICE UNIT ADMINISTRATIVE VOLUNTEER ROLE TO ENABLE SERVICE UNIT VOLUNTEERS TO ACCESS REPORTS DIRECTLY FROM LOOKER DATA. TRAINING WAS PROVIDED TO THESE VOLUNTEERS, AND THEY SIGNED A USER AGREEMENT BEFORE HAVING ACCESS TO LOOKER. OUR VOLUNTEER SUPPORT TEAM WORKED CROSS-DEPARTMENTALLY TO PROVIDE REGIONAL SUPPORT TO SERVICE UNIT MANAGERS AND TROOP LEADERS. IN ADDITION TO PROVIDING CONSISTENT COMMUNICATIONS IN THE FORM OF MONTHLY DIGITAL ROUNDTABLE MEETINGS AND WEEKLY EMAIL NEWSLETTERS, GSEP REVISED SEVERAL RESOURCES FOR VOLUNTEERS, OFTEN IN PARTNERSHIP WITH UPDATED RESOURCES FROM GSUSA. THE RESULT WAS UPDATED VERSIONS OF THE LEADER'S GUIDE FOR SUCCESS, VOLUNTEER ESSENTIALS (WHICH INCLUDED SEVERAL PROGRAMMATIC IMPROVEMENTS AND A SEARCHABLE WEB VERSION), VOLUNTEER TOOLKIT GUIDE, THE FAMILY GUIDE FOR NEW FAMILIES, PRODUCT PROGRAM MANUALS, AND REGIONALIZED SPARK PROGRAM GUIDES. INTERNALLY, GSEP IMPROVED ITS NEW LEADER PROCESS AND EMPOWERED THE VOLUNTEER TRAINING TEAM TO BE THE PRIMARY SUPPORT FOR NEW LEADERS IN 2020. ADDITIONAL TRAINING INCLUDED AN ALL-STAFF REFRESHER ON CUSTOMER SERVICE (GENERAL HELPFULNESS): TELEPHONE, IN-PERSON, CONFLICTS, AND SOCIAL MEDIA. THROUGH DEPARTMENT WORKFLOW, SALESFORCE SOLUTIONS MAINTENANCE AND VOLUNTEER RESOURCE MAINTENANCE ARE ORGANICALLY COMPLETED. WE INCREASED THE POOL OF GSEP LEARNING FACILITATORS BY 12% IN 2019. THIS IS THE RESULT OF AN EFFORT TO RECRUIT A MORE DIVERSE GROUP OF FACILITATORS WHO REPRESENT ALL COUNTIES AND DEMOGRAPHICS. WE ALSO INCREASED IN-PERSON TRAININGS TO RECOGNIZE THAT VOLUNTEERS WANTED IN-PERSON AS WELL AS ONLINE TRAINING FOR NEW TROOP LEADERS. A NEW LEADER START-UP TRAINING WAS CREATED TO ALLOW FOR ALL STEPS TO BE COMPLETED IN ONE DAY WITH STAFF AND/OR FACILITATORS. 5) FINANCIAL STABILITY AND REVENUE ENHANCEMENT: OPTIMIZE REVENUE SOURCES AND USES. CONTINUING EDUCATION AND TRAINING WAS AVAILABLE TO ALL GSEP STAFF MEMBERS AROUND BUDGET PLANNING, FORECASTING AND FINANCIAL PERFORMANCE. THE FINANCE TEAM WORKED COLLABORATIVELY WITH GIRL EXPERIENCE AND VOLUNTEER SUPPORT TO EFFECTIVELY COMMUNICATE THE CRITICAL RELATIONSHIP BETWEEN MEMBERSHIP, REVENUE AND PROGRAMMING. GSEP PROVIDED DEDICATED RESOURCES TO MAXIMIZE FACILITY RENTALS REVENUE FROM THE SERVICE UNITS, TROOPS AND OUTSIDE GROUPS, RESULTING IN A 53% INCREASE IN EARNED INCOME OVER PRIOR YEAR. BY CLOSING THE DELAWARE COUNTY SERVICE CENTER, GSEP ACHIEVED EXPENSE EFFICIENCIES WITHOUT REDUCING PROGRAMMING OR SERVICES TO OUR MEMBERSHIP. A COMPREHENSIVE MOBILE RETAIL SHOP PLAN WAS CREATED TO PROVIDE SERVICE TO AREAS WITHIN OUR NINE-COUNTY FOOTPRINT THAT ARE NOT CONVENIENTLY LOCATED NEAR A SERVICE CENTER. TO ENHANCE NEW MODELS AND APPROACHES FOR PRODUCT SALES, GSEP IMPLEMENTED SEVERAL INITIATIVES FOR THE 2019 COOKIE PROGRAM. FOR THE SECOND YEAR IN A ROW, COOKIE KICK-OFF CELEBRATIONS WERE HELD IN FOUR LOCATIONS (PHILADELPHIA, LEHIGH VALLEY, DELAWARE COUNTY AND BERKS COUNTY), AND 2018 COOKIE BOSSES WERE ON-SITE AT EACH LOCATION. COOKIE MONTH IN MANAYUNK ENGAGED FEMALE BUSINESS OWNERS AS WELL AS OTHER RETAIL SHOPS AND RESTAURANTS TO SUPPORT THE COOKIE PROGRAM. LOCAL BUSINESSES SUPPORTED AN ENTREPRENEURIAL SPEAKER SERIES WITH GIRL SCOUTS, HOSTED COOKIE BOOTHS, AND RESTAURANTS CREATED RECIPES AND DRINKS THEMED AROUND GIRL SCOUT COOKIES. DESPITE FALLING SHORT OF THE REVENUE GOAL, DUE IN PART TO A REDUCED NUMBER OF GIRLS SCOUTS SELLING COOKIES, WE BELIEVE THE COOKIE PROGRAM WAS A SUCCESS. THOSE WHO PARTICIPATED ACHIEVED AN OVERALL INCREASE IN THE PER GIRL SELLING AVERAGE AND THERE WERE MORE GIRLS AT EACH REWARD LEVEL THAN PRIOR YEAR. PART OF THE NEW THREE CORE GOALS INCLUDED CREATING CONTINGENCY PLANS DURING THE BUDGETING PROCESS. THESE PLANS ADDRESS THE VOLATILE NATURE OF THE COOKIE PROGRAM AND INCLUDE QUARTERLY PLANNING OPPORTUNITIES FOR EXPENSE REDUCTION. THESE PLANS WERE INCLUDED IN THE BUDGET PRESENTATION TO THE BOARD OF DIRECTORS AND WERE APPROVED AS A PART OF THE 2019 ANNUAL BUDGET. AFTER FALLING SHORT OF THE COOKIE PROGRAM GOAL, GSEP MANAGEMENT WAS ABLE TO ACTIVATE ON CONTINGENCY PLANS TO STILL DELIVER AN OPERATING SURPLUS FOR FISCAL YEAR 2019. |
| FORM 990, PART VI, SECTION A, LINE 1 | THE EXECUTIVE COMMITTEE IS COMPRISED OF THE OFFICERS OF GSEP (CHAIR, FIRST VICE CHAIR, ONE OR MORE VICE CHAIRS, SECRETARY, AND TREASURER) AND TWO BOARD MEMBERS-AT-LARGE APPOINTED BY THE BOARD CHAIR AND APPROVED BY THE ENTIRE BOARD. THE CEO WILL BE A NON-VOTING MEMBER OF THE EXECUTIVE COMMITTEE. THE EXECUTIVE COMMITTEE WILL HAVE AND MAY EXERCISE THE POWERS OF THE BOARD OF DIRECTORS BETWEEN MEETINGS OF THE BOARD OF DIRECTORS, EXCEPT THAT THE EXECUTIVE COMMITTEE WILL NOT HAVE THE POWER TO TAKE ANY ACTION WHICH IS CONTRARY TO OR A SUBSTANTIAL DEPARTURE FROM THE DIRECTION ESTABLISHED BY THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE WILL REPORT ACTIONS TAKEN TO THE BOARD OF DIRECTORS AT ITS NEXT BOARD MEETING. |
| FORM 990, PART VI, SECTION A, LINE 6 | MEMBERS OF GSEP WILL BE MEMBERS OF GSUSA, AGE 14 OR OLDER, AND CURRENTLY REGISTERED THROUGH GSEP. MEMBERS SHALL HAVE THE RIGHT TO RUN FOR AND BE ELECTED TO THE GSEP DELEGATE COUNCIL. THE DELEGATE COUNCIL SHALL BE COMPRISED OF: SERVICE UNIT DELEGATES, ADDITIONAL DELEGATES, BOARD AND BOARD DEVELOPMENT COMMITTEE, GIRL ADVISORS, AND GIRL DELEGATES. |
| FORM 990, PART VI, SECTION A, LINE 7A | DELEGATE COUNCIL MEMBERS ARE RESPONSIBLE FOR ELECTING THE OFFICERS AND MEMBERS-AT-LARGE TO THE BOARD OF DIRECTORS. |
| FORM 990, PART VI, SECTION A, LINE 7B | THE MEMBER OF THE DELEGATE COUNCIL MUST ALSO: (A) APPROVE ANY AMENDMENTS, ALTERATIONS OR REPEALS TO THE BYLAWS OR ARTICLES OF INCORPORATION (B) DETERMINE THE GENERAL DIRECTION OF GIRL SCOUTING WITHIN THE JURISDICTION OF THE GSEP BY RESPONDING TO REPORTS AND INFORMATION FROM THE BOARD OF DIRECTORS (C) ELECT THE BOARD DEVELOPMENT COMMITTEE: CHAIR AND MEMBERS-AT-LARGE (D) ELECT THE DELEGATES TO THE NATIONAL COUNCIL OF GSUSA (E) TAKING ALL OTHER ACTIONS REQUIRING A VOTE BY GSEP |
| FORM 990, PART VI, SECTION B, LINE 11B | THE IRS FORM 990 HAS BEEN PREPARED BY AN INDEPENDENT PUBLIC ACCOUNTING FIRM WITH THE ASSISTANCE OF MANAGEMENT. AN INITIAL AND DETAILED REVIEW OF THE COMPLETED FORM 990 IS PERFORMED BY THE ORGANIZATION'S CHIEF FINANCIAL OFFICER AND CHIEF EXECUTIVE OFFICER. FOLLOWING THIS REVIEW, THE FORM 990 IS PRESENTED TO THE FINANCE/AUDIT COMMITTEE FOR THEIR REVIEW. ADDITIONALLY, A LEAD MEMBER FROM THE PUBLIC ACCOUNTING FIRM THAT PREPARED THE FORM 990 ATTENDS SUCH MEETING. THE FINANCE/AUDIT COMMITTEE WILL THEN RECOMMEND THE APPROVAL OF THE IRS FORM 990 TO THE BOARD OF DIRECTORS. SUBSEQUENT TO THE COMMITTEE'S REVIEW BUT PRIOR TO FILING, A COMPLETE COPY OF THE FORM 990 IS PROVIDED ELECTRONICALLY TO EACH MEMBER OF THE BOARD OF DIRECTORS. EACH BOARD MEMBER HAS AMPLE TIME AND OPPORTUNITY TO RAISE QUESTIONS PRIOR TO FILING. THE CEO IS AUTHORIZED TO SIGN THE IRS FORM 990 AFTER IT HAS BEEN APPROVED. THE PUBLIC DISCLOSURE COPY OF THE FORM 990 IS MADE AVAILABLE TO THE PUBLIC ON THE COUNCIL'S WEBSITE. |
| FORM 990, PART VI, SECTION B, LINE 12C | EACH BOARD MEMBER OF THE ORGANIZATION IS REQUIRED TO ANNUALLY DISCLOSE ANY CONFLICTS OF INTEREST THAT ARISE BY VIRTUE OF BOARD SERVICE. THE ORGANIZATION MONITORS COMPLIANCE WITH ITS CONFLICT OF INTEREST POLICY THROUGH AN ANNUAL DISCLOSURE STATEMENT THAT IS DISTRIBUTED TO THESE INDIVIDUALS. ANNUALLY, EACH BOARD MEMBER SIGNS A CONFLICT OF INTEREST AND CONFIDENTIALITY STATEMENT. ANY CONFLICTS OF INTEREST NOTED ON THE FORMS ARE COMMUNICATED TO THE FINANCE/AUDIT COMMITTEE, THE CEO, AND THE BOARD CHAIR FOR REVIEW AND APPROVAL. POTENTIAL CONFLICTS ARE INVESTIGATED IMMEDIATELY. |
| FORM 990, PART VI, SECTION B, LINE 15A | COMPENSATION IS DETERMINED FOR THE CEO BY THE BOARD OF DIRECTORS, AS RECOMMENDED BY THE HUMAN RESOURCES COMMITTEE. IN MAKING THIS DETERMINATION, SURVEY DATA IS CONSIDERED FROM THE BOARD OF DIRECTORS, INPUT FROM THE CEO'S DIRECT REPORTS, A CEO SELF-ASSESSMENT, AND A REVIEW OF PERFORMANCE AGAINST GOALS AND METRICS. CHANGES IN COMPENSATION ARE DETERMINED ON THE BASIS OF PERFORMANCE INCLUDING THE MEASURABLE RESULTS OF GOALS SET FOR THIS POSITION BY THE BOARD. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE AVAILABLE UPON REQUEST BY EMAILING THE DIRECTOR OF STAFF DEVELOPMENT AND GOVERNANCE VIA THE ORGANIZATION'S WEBSITE. THE AUDITED FINANCIAL STATEMENTS ARE AVAILABLE FOR THE PUBLIC ON THE WEBSITE. THE ORGANIZATION ALSO ALLOWS THE PUBLIC THE OPPORTUNITY TO INSPECT THESE DOCUMENTS AT THE ORGANIZATION'S HEADQUARTERS UPON REQUEST. |
| FORM 990, PART XII, LINE 2C: | THE PROCESS HAS NOT CHANGED FROM THE PRIOR YEAR. |
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