SUMMARY

We, the undersigned Girl Guides, parents, volunteers, and supporters, call upon the Executive Committee of the Girl Guides Association of Trinidad & Tobago to require its uniformed leadership -- specifically the Chief Commissioner, Deputy Chief Commissioner, Specialist Commissioners, Division Commissioners, and District Commissioners -- to transform our Movement through full implementation of Compass 2032. The current approach to leadership and decision-making has prevented our Movement from becoming truly girl-led while also limiting members' access to both local and international opportunities. We urge the Executive Committee to ensure these uniformed leaders commit to the organizational changes necessary to create a modern, agile, and inclusive Movement where every girl can thrive.

BACKGROUND

In 2021, WAGGGS launched Compass 2032, a bold, 12-year vision co-created with girls and young women worldwide. Compass 2032 calls for "an equal world where all girls can thrive" and challenges Girl Guide and Girl Scout organizations to become girl-led Movements "where every and any girl feels confident to lead and empowered to create a better world together."

As a Movement dedicated to girls' development and empowerment, we have the opportunity and responsibility to implement this transformative vision. As a full member of WAGGGS, we also have the privilege of connecting our members to the global Movement through international programs, exchanges, and development opportunities.

Three years after the launch of Compass 2032, the Girl Guides Association of Trinidad & Tobago has made insufficient progress on both fronts. Our organization's current leadership approaches have prevented meaningful transformation toward a girl-led Movement while maintaining inequitable systems for both local and international engagement. As a result, we risk both failing our current members and diminishing our Movement's future impact.

WHY OUR PETITION SPEAKS DIRECTLY

Our petition's clear language comes from our deep commitment to Girl Guiding and our responsibility to our girls. When we see opportunities for our Movement to better serve its members, we believe in addressing them openly and constructively.

Compass 2032, WAGGGS' vision for Girl Guiding, calls for us to be "braver and more agile" in reimagining our Movement. This means having honest conversations about changes needed to ensure every girl can thrive.

Our approach models for our girls what good leadership looks like - showing them how to advocate effectively for positive change while remaining true to their values.

THE NEED FOR CHANGE

The Executive Committee must address significant challenges in how uniformed leadership currently operates:

• Uniformed leadership's ongoing resistance to adapting the organizational model to effectively serve members’ needs, undermining the Movement's ability to maximize its impact and remain relevant
• Systematic failure to fulfill WAGGGS membership obligations through:
  • Inequitable sharing of WAGGGS opportunities with all membership
  • Lack of transparent selection processes for learning experiences and opportunities
  • Limited participation in WAGGGS programs and initiatives
  • Minimal utilization of or contribution to WAGGGS publications and resources
  • Insufficient implementation of WAGGGS' development initiatives
• A leadership approach that prioritizes maintaining traditional structures and practices over meeting girls' current needs
• Concentration of opportunities and resources among a select few rather than ensuring equitable access
• Poor communication and transparency from uniformed leadership to membership
• Reluctance to create meaningful systems for engaging girls in program development and decision-making
• Limited implementation of engaging, girl-led activities due to outdated programming models
• Failure to develop effective operational systems for supporting Units and developing leaders
• Loss of talented members due to pervasive practices steeped in bias and a lack of purposeful engagement opportunities
• Underutilization of facilities and resources that could enhance Girl Guide programming
• Insufficient investment in volunteer leader development and support

OUR CALL TO ACTION

We call upon the Executive Committee to require uniformed leadership to implement the following changes:

• Modernize Governance and Enable Youth Voice
  • Evolve organizational structures and practices to align with current best practices in positive youth development
  • Foster intentional collaboration between experienced and emerging leaders on governance improvements
  • Facilitate inclusive dialogue about issued affecting the Movement and establish formal structures for girls to shape organizational priorities
  • Implement transparent systems for organizational accountability
• Transform Programming and Safety Systems
  • Develop modern, high-quality programming aligned with girls' needs rather than promoting adult-centric activities
  • Implement comprehensive safety protocols, including proper certifications
  • Offer programming that builds relevant life skills
  • Incorporate meaningful youth input in program development
  • Establish inclusive participation pathways
• Strengthen Volunteer Support and Development
  • Provide funded training opportunities, including required certifications
  • Implement support systems that enable broad participation
  • Create clear progression pathways and support emerging leaders through structured programs
  • Remove economic barriers to leadership
• Maximize Resources and Improve Operations
  • Utilize GGATT facilities, particularly the Grace Anderson Girl Guide Headquarters and Dorothy Shurland Guide Hut, effectively
  • Implement professional facility management practices
  • Encourage proper administrative support for organizational effectiveness
  • Establish comprehensive resource management systems
  • Ensure proper oversight through regular audits
• Implement Succession Planning and Leadership Development
  • Establish clear pathways for leadership progression and end indefinite position entrenchment
  • Implement structured mentorship programs
  • Facilitate proper knowledge transfer between generations
  • Support emerging leaders at all levels and embrace the infusion of new perspectives
  • Encourage and empower new leadership through appropriate, transparent systems
• Commit to Open Two-Way Communication and Transparency
  • Conduct regular stakeholder meetings that include all voices
  • Provide consistent updates to all members and cease selective information sharing
  • Establish open feedback channels throughout the organization
  • Foster genuine dialogue with membership
  • Implement regular review processes
• Ensure Equitable Access to WAGGGS Opportunities and Programs
  • Establish transparent and fair selection processes that include youth voice in decision-making
  • Create a systematic approach to sharing WAGGGS communications that reaches all members directly
  • Broaden participation in existing WAGGGS program implementation across age groups
  • Expand international exchange participation across all Divisions with balanced youth representation
  • Ensure fair access to WAGGGS resources and development opportunities regardless of age or position
  • Implement clear processes for sharing learning from all  experiences through youth-led platforms
  • Involve youth in evaluating participation patterns to ensure equity
  • Include youth representation in selection committees and program planning
  • Establish mentorship systems that connect international program participants with peers

IMPLEMENTATION TIMELINE

Immediate (0-90 days)

• Acknowledge failure to effectively launch Compass 2032 and commit to implementation
• Begin inclusive stakeholder engagement process
• Form implementation committee with intentional youth representation
• Assess current systems and identify needed changes
• Develop systematic approach for sharing opportunities
• Begin establishing working partnerships between experienced and emerging leaders across all Divisions

Short-term (3-9 months)

• Launch priority initiatives for safety and training
• Establish transparent selection processes for all opportunities
• Develop comprehensive organizational improvement plans
• Begin standardizing operational procedures
• Enable regular progress reviews
• Implement initial support systems

Medium-term (9-18 months)

• Roll out program modernization efforts
• Strengthen program implementation across all Divisions
• Implement improved administrative systems
• Launch leadership development initiatives
• Begin systematic evaluation process
• Hold first annual town hall

Long-term (18 months-3 years)

• Complete major transformation initiatives
• Implement professional management systems
• Review and refine organizational structures
• Maintain stakeholder engagement systems
• Demonstrate consistent, fair access across all Divisions
• Develop sustainability plans

TIME TO ACT

The future can't wait. The world is changing quickly, and so are the lives of our girls. The Executive Committee must ensure uniformed leadership not only commits to Compass 2032's vision but also fulfills our WAGGGS membership obligations. This transformation requires active oversight to ensure both our Movement's modernization and our members' full participation in the global Movement.

We call upon the Executive Committee to exercise its authority to ensure uniformed leadership recognizes the urgency of this need and begins the vital work of transformation today. As the body charged with overseeing the Association's leadership, you have the responsibility to demand these necessary changes. Our girls deserve nothing less than full access to all that Girl Guiding offers, both locally and internationally.

 

This petition is initiated by the Future Girl Guides Collective TT, a group of concerned Guide Leaders and parents committed to revitalizing Girl Guiding in Trinidad and Tobago.