Governance and Operations – What’s the Difference?

The preamble to our GSUSA Constitution states, “The ultimate responsibility for the Girl Scout Movement rests with its members. We govern by an efficient and effective democratic process that demonstrates our leadership in a fast-changing world.”  Because democratic processes are a core value of Girl Scouting, it is important to know the difference between governance and operations when it comes to participating in the Girl Scout governance process.  This information can be applied on both the national and council level.

Basically, governance and operations have to do with who makes what decisions in Girl Scouting.  Both governance and operational decisions are based on the belief that members should have a voice in major decisions that will have an effect on all or a large part of the membership.  The processes by which members have a voice is often called “decision influencing.”

Governance is defined as “a system of established processes used by the board of directors to provide oversight of the organization and its mission.”  It concerns itself with big picture decisions and direction.  It should include feedback from all members on important matters which affect them, and decisions should not be made in a vacuum.  Examples of governance activities conducted by the national and council boards of directors include:

• Strategic Planning (setting long-term direction and goals; establishing priorities)
• Providing policies that assure the success of the organization and its membership
• Ensuring the financial health and organizational stability of the organization (fiduciary responsibility)
• Maintaining our not-for-profit status and meeting legal requirements
• Reporting to the membership and community
• Evaluating and delivering on governance document requirements (ie. Blue Book or council bylaws) for participation in the Girl Scout governance process
• Management oversight, especially through oversight and evaluation of the CEO (usually considered to be a board’s only employee)

Other people involved in governance activities include:

• national and council delegates (or voting members),
• members of board development committees, and
• members of board committees and task forces.

These individuals influence governance decisions by some combination of the following:  nominating and/or electing board members and officers; responding to issues brought to them by their boards of directors; voting on proposals at national and council meetings; and making recommendations to boards of directors to give broad direction to the organization.  For voting delegates/members, there often are mechanisms they can use to place items on the agenda for vote or discussion at national and council meetings.

Operations, on the other hand, relates to the implementation of strategic plans, policies and standards established by a Board of Directors.  Annual planning, budgeting, and the development of systems to ensure the effective delivery of the Girl Scout program are a few operational roles.

Operational decisions are made by the Chief Executive Officer and the staff s/he employs and are concerned with the organization and management of all operational work within the framework of the council’s goals. They are based on governance decisions made by the Board of Directors, as well as reflecting input from volunteers and staff who bring ideas from their experience.

Examples of operation activities are listed below:

• At the national level, Girl Scout operations includes program development, administering membership criteria and software, fund raising, national marketing/branding, general oversight of products sales, Girl Scout merchandise sales, delivery of services to councils, etc.
• At the council level, operations includes
  • Day to day management of the council to ensure that Girl Scout program is delivered
  • Implementation of board policy
  • Carrying out strategic goals and annual operational objectives
  • Providing feedback to the governance arm on progress and future needs
  • Delivery of services and programs to girls and their leaders
  • Management and oversight of operational volunteers, including troop/group leaders, program volunteers, and volunteers who may fulfill some management roles (Service Unit Directors/Managers, Trainers, product sales volunteers, day camp directors, etc.)

Volunteers may influence operational decisions in a wide variety of ways, including participation in surveys, service on operational committees, speaking up in forums, etc.

Have any other questions or comments? Comment below.

Sources:  GSUSA Constitution, Criteria and Standards for An Effective Girl Scout Council (Blue Book), GSNorCal Volunteer Essentials, Coastal Pines Delegate Training (archived), GS of Northeast Ohio Delegate Training