WAGGGS GLOBAL STRATEGY - 2022- Campfire

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WAGGGS GLOBAL STRATEGY - 2022- Campfire
2022-

WAGGGS GLOBAL STRATEGY
      2022-2023          1
WAGGGS GLOBAL STRATEGY - 2022- Campfire
ABOUT THIS CONSULTATION
      RESPONDING TO COMPASS 2032
At the opening session of the World Conference, our Chair, Heidi Jokinen, announced that Compass 2032 1
was adopted by written resolution as the new 12-year vision for the Movement:

                       OUR NEW VISION IS AN EQUAL WORLD WHERE ALL GIRLS CAN THRIVE.
            By 2032, we will be a girl-led Movement where every and any girl feels confident to lead and
                                    empowered to create a better world together.

Underpinning our new vision are six Compass Conversations which capture the areas the whole Movement
need to be discussing, reflecting on and working on internally so we can truly become a girl-led Movement
and best contribute to building an equal world where all girls can thrive. The Compass Conversations are:

                 MORE SPACES WHERE                          INCLUSIVE AND CONNECTED GIRL GUIDE
                  GIRLS FEEL BRAVE                              AND GIRL SCOUT COMMUNITIES

                            AN EMPOWERING ENVIRONMENT                             LEADERS TODAY, READY
                                FOR GIRL-LED IMPACT                                  FOR THE FUTURE

                       REWARDING, ACCESSIBLE ROLES
                        FOR VOLUNTEERS AND STAFF                     AGILE ORGANISATIONS WITH
                                                                          GROWING IMPACT

The Compass Conversations highlight six crucial areas we must explore as a Movement so all of us can better
understand how we must develop to reach our new vision. They underpin the strategic themes in this
strategy, with many of the conversations cross-cutting between more than one theme. We hope all Member
Organisations (MOs) will also use the conversations to support their organisational learning and strategy
setting.

             Look out for this icon under each strategic theme. It shows you how the theme links to Compass
             2032, with the aspects of the vision statement and conversations it most directly contributes to
             shown in bold.

      This strategy is developed in consultation with the whole Movement for delivery by the WAGGGS Global Team.
        The Global Team includes all the WAGGGS regional teams and the global volunteers and staff, including the
      WAGGGS Volunteer Network. The activities we will deliver to fulfil this strategy will take place at regional, cross-
                         regional and global levels, as well as national level in partnership with MOs.

1   Download Compass 2032 on the WAGGGS website
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WAGGGS GLOBAL STRATEGY - 2022- Campfire
RESPONDING TO OUR CONTEXT
The strategy responds to the concerns and priorities of girls and young women inside and outside the
Movement, MOs, and the decisions adopted at the 37th World Conference. It also takes account of WAGGGS’
current operating context.

LISTENING TO GIRLS AND YOUNG WOMEN
Since 2020, the world we live in has changed significantly. The issues and dreams girls and young women care
about remain broadly the same. However, they are more conscious of inequalities than before. When we
consulted girls both inside and outside the Movement about the future they want to see, the most common
response was “equal”.

      What girls tell us makes it harder to be a girl today:       Issues girls want to see tackled in the world:
           •   Gender inequality                                        • Environmental sustainability
           •   Pressure to be someone you are not                       • Equality, particularly gender, racial and
           •   Feeling unsafe                                             socio-economic equality
           •   Lack of confidence and self-esteem                       • Greater peace and security

LISTENING TO MEMBER ORGANISATIONS
The global impact of COVID-19 has put immense strain on people’s wellbeing – physical, social, economic and
emotional – and on MOs and WAGGGS. In 2020 and 2021, WAGGGS conducted four engagement
campaigns 2 with MOs to understand the pandemic’s impact on the Movement. These campaigns show the
challenges MOs face in offering activities to Girl Guides and Girl Scouts and the impact on membership
numbers and income. The third engagement campaign also demonstrates the role WAGGGS plays in
supporting MOs and the benefits of being a WAGGGS member. The fourth engagement campaign shows the
effects of COVID-19 on the Movement and informs development of regional plans for 2023-25.

The 37th World Conference approved 22 Motions 3 on a range of issues, including young women in
governance, educational method and programmes, language accessibility, strategic and financial reporting, MO
engagement in decision-making and youth, peace and security. These are referenced in the strategy.

TAKING OUR CONTEXT INTO ACCOUNT
WAGGGS has been severely affected by the global pandemic. The organisation has suffered a significant loss
of income – approximately 37% – and reduction in staff (from 100 to 80) and had to temporarily close the
World Centres for the whole of 2021.

WAGGGS resources (budget and personnel) are funded out of restricted and unrestricted funds, with on
average only approximately 34% of this being unrestricted. From unrestricted funds, we deliver services
including membership support, governance (including support to the World Board and delivery of, for
example, the World Conference), Core Mission services, and finance and human resources management. Our
global programmes are developed and delivered through restricted funds received, in the main, from
corporate partners, trusts and foundations. With volunteers playing a greater role in delivering activities and
services at global, regional and national levels, we have also increased investment in volunteer management.

Given that WAGGGS is facing serious unrestricted budgetary constraints, our capacity to deliver individual
elements of this strategy at full scale may change depending on funding availability.

2
    Campaign One, Campaign Two, Campaign Three, Campaign Four (forthcoming)
3   Summary of Motions passed at 37th World Conference
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WAGGGS GLOBAL STRATEGY - 2022- Campfire
RESPONDING TO THE COVID-19 PANDEMIC
When COVID-19 struck the world came to a standstill. By June 2020, face to face Girl Guiding and Girl
Scouting had stopped in nearly every country in the world. Girls and young women across the Movement,
supported by dedicated volunteers, quickly found ways to stay connected as well as play a part in COVID-19
response. The Movement adapted by moving activities online. However, as of April 2021, 42% of MOs had
seen or expected to see a reduction in their membership numbers. WAGGGS temporarily closed the World
Centres, reprioritised the support offered to MOs and gave discounts on membership fees. We also worked
with donors to adapt our global programmes so girls could work on them in new ways during the pandemic.

This strategy takes the realities of COVID-19 into account and incorporates what we have learned about
adapting to the pandemic, as it will continue to impact the Girl Guide and Girl Scout Movement in many
different ways around the world. We must be agile in an ever-changing context and prioritise equity and
accessibility in our work as the pace and steps to recovery will be very different for each MO. The 2022-23
Membership Fee policy 4, approved by written resolution, takes into account the drop in MO membership due
to COVID-19. This will lead to a drop in overall membership fee income for WAGGGS.

WAGGGS will continue to work with MOs to identify areas of need, deliver bespoke training and, through the
work of our operational volunteers at regional and global level, ensure as many MOs as possible receive
support to navigate the pandemic, especially at-risk MOs.

                                           WAGGGS 12-6-3 PLANNING CYCLE
      The 2022–23 WAGGGS Global Strategy is an integral part of the WAGGGS “12-6-3” strategy and
      planning cycle, designed to improve how the Movement collaborates and aligns across national, regional
      and global levels.

      The core elements of the “12-6-3” cycle are:
        • Compass 2032: a broad, aspirational 12-year vision for the Girl Guide and Girl Scout Movement. It
           can be used to set priorities, identify what needs attention, and strengthen our strategies.
        • WAGGGS Global Team Strategy: a six-year strategy for the WAGGGS Global Team, which identifies
           the core focus areas that the Global Team, which includes the Regions, will deliver in support of
           Compass 2032 and to keep Member Organisations united, thriving and growing.
        • Three year rolling action plan: the activities we will deliver at global and regional levels to implement
           the WAGGGS Global Team Strategy. The three-year rolling action plan is approved by the World
           Board.

      The regional teams are a key part of the Global Team and play a vital role in delivering WAGGGS’ Global
      Strategy. They are central to WAGGGS’ operating model and are where many MOs experience most of
      their membership services and benefits. Through the WAGGGS Regions, MOs can more easily access
      WAGGGS opportunities, participate in MO-MO collaboration, and develop stronger connections and
      working relationships. The regional teams deliver a programme of activities that contribute to the
      WAGGGS Global Strategy in ways that are tailored to their regional contexts.
      The “12-6-3” cycle enables clearer consultation with MOs for input to the Movement’s 12-year vision and
      the WAGGGS Global Team’s six-year strategies through the World Conference and Regional Conferences.
      At the 2022 Regional Conferences, MOs can give input to our six-year strategy, 2024-29. At the World
      Conference in 2023, MOs will approve the 2024-29 strategy and receive reports on progress against the
      previous strategy.

4
    www.wagggs.org/en/resources/membership-fee-policy-2022-2023
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WAGGGS GLOBAL STRATEGY - 2022- Campfire
THE 2022-23 STRATEGY
The 2022-23 WAGGGS Global Strategy prioritises services and activities that enable the Movement to start
delivering Compass 2032 and supports MOs to recover from the COVID-19 pandemic. For the Movement to
best contribute to creating an equal world where all girls can thrive, we must become a girl-led Movement. By
the end of 2023 we must be ready to rise to this challenge through our 2024-29 strategy.

This strategy describes the support WAGGGS will offer MOs and the Movement under four strategic themes.

      THRIVING MEMBER                  INTERNATIONAL                     QUALITY GIRL
                                     CONNECTIONS AND                                                  LEADERSHIP AND
       ORGANISATIONS,                                                  GUIDING AND GIRL
                                                                                                          VOICE
     THRIVING MOVEMENT               GLOBAL COMMUNITY                     SCOUTING

There is a fifth area of work described in the strategy, covering internal investments we must make to ensure
WAGGGS is a strong global membership organisation that meets our legal and governance obligations, values
and supports personnel and volunteers in their work, and is fit to support the Movement into the future.

In developing this strategy, we are extremely mindful of the constraints created by our financial context, as
well as the wider operating context of WAGGGS and the Movement in the world today. Due to our nature as
a global organisation working with 152 national MOs, the wide range of services and activities we offer is
driven in part by the diversity of the Movement, as different services are valued differently according to each
MO’s delivery model and context. This can make prioritisation challenging. Achievement of the work described
in the strategy relies on flexibility in two areas; phasing and scaling, as well as the involvement of MOs in
those projects that rely on collaboration across the Movement. The World Board holds the Global Team to
account on delivery of the strategy and our improved reporting processes 5 will enable MOs to follow progress
more closely.

Phasing: The strategy will be delivered through a phased approach, to be developed as part of our internal
planning process. This is essential to ensure we have sufficient time to make meaningful progress on all
commitments. Many services described here already exist, so developments to these services will take place
steadily across 2022-23. Of the new or changing projects, some will start in 2022 and some in 2023. There
may also be some areas of work where we expect work to continue into the 2024-29 strategy, depending on
our resources.

Scaling: Some areas of work described in this strategy necessitate a certain level of investment to achieve the
desired result. Others are scalable, so the outcome could be met through different levels of work or different
delivery models according to the resources available. We have included sufficient flexibility in this strategy to
adapt and scale delivery in response to our operating context and funding availability.

Key performance indicators (KPIs): WAGGGS has developed a set of 12 KPIs so we can report our progress and
achievements at the end of the 2022-23 strategy. These KPIs represent a cross section of our work and provide a
barometer of organisational progress and achievement that takes our context into account. Ten of the KPIs are
integrated under each strategic theme. We also have two overarching KPIs:

         • 75% of MOs across all WAGGGS regions are actively engaged in WAGGGS opportunities and services (for example our
            global programmes, capacity development support, international experiences, workshops and trainings).
         • We will mobilise a minimum of £6.7M in restricted funding to support our activities.

5   See page 9
                                                                                                                       4
THRIVING MEMBER ORGANISATIONS,
      THRIVING MOVEMENT
             This theme supports MOs to be girl-focused, agile organisations with growing impact, and remain
             relevant in their communities in a fast-changing world. For the Movement to be sustainable, we must
             demonstrate the value Girl Guiding and Girl Scouting brings to society and its impact on girls. Exploring
             the Compass Conversations will help MOs critically assess how they can best contribute to achieving our

             • WAGGGS will deliver a framework with supporting tools and engagement spaces on Compass 2032, to
                support MOs to integrate Compass 2032 into their strategic plans.
             • At least 50% of MOs take up capacity building support based upon the results of the Capacity Assessment
                Tool.

The WAGGGS Global Team will:

 • Work in partnership with MOs to raise the profile of Girl Guiding and Girl Scouting.
   o Building on the Global Girl Research, work with MOs and external experts to better understand and
     articulate the impact of Girl Guiding and Girl Scouting on girls’ wellbeing, lives and on the world.
   o Develop the language, tools and materials to communicate our value and impact externally.

 • Facilitate opportunities for MOs to explore the six Compass Conversations at national, regional and global
   levels.
   o Develop resources to support MOs to reflect on how to respond to Compass 2032 in their own
      strategies and how to evaluate their contribution.
   o Create spaces for MOs to explore the Compass Conversations and share good practice, common
      challenges and collaboration opportunities around Compass 2032.

 • Streamline capacity development in the Movement to provide more support to MOs.
   o Review the Capacity Assessment Tool and process to make it more effective, align with Compass
      2032 and better support MO recovery from the impact of the pandemic.
   o Enable more MO-to-MO capacity development particularly through Campfire, WAGGGS’ multi-lingual
      digital learning and community platform.
   o Strengthen our internal sharing around capacity development activities and successes.

                                                                                                                         5
INTERNATIONAL CONNECTIONS
        AND GLOBAL COMMUNITY
            This theme prioritises actions that will make the Movement an inclusive and connected sisterhood for
            more girls and women. We will create meaningful opportunities for Girl Guides and Girl Scouts to
            connect internationally, make volunteering with WAGGGS more rewarding and accessible, and support
            MOs to connect, learn and collaborate as global Girl Guide and Girl Scout communities working
            together towards the Compass 2032 vision.

             • WAGGGS will work with at least 80% of MOs to connect, share and learn from each other, including
                through Campfire, where 50% of users are regularly active and satisfied with the system.
             • At least 85% of MOs are represented in the WAGGGS Volunteer Network, with 50% of network members
                actively engaged in volunteering and/or learning and development opportunities.
             • 80% of attendees are satisfied or better with the 2022 Regional Conferences and 2023 World
                Conference.

The WAGGGS Global Team will:

 • Support links between MOs and facilitate sharing of opportunities, tools, good practice and innovation.
   o Support MOs to join and participate actively in Campfire, giving consideration to language diversity
     and inequalities in digital access. (Motion 18)
   o We will work with MOs to curate spaces on Campfire that support resource sharing, e-learning
     development, event and opportunity promotion and peer to peer discussions and networking.
   o Facilitate a community of practice around educational method and programme (Motion 17) and
     support learning and sharing around pandemic recovery and adaptation.
   o Work with MOs and Regional teams to support the delivery of the Regional Conferences in 2022 and
     the World Conference in 2023.

 • Enable more Girl Guides and Girl Scouts to come together and feel part of an international Movement.
   o Offer tools and opportunities MOs can use to mark moments such as World Thinking Day,
     International Day of the Girl and International Women’s Day.
   o Deliver international leadership programmes – including the Helen Storrow Seminar, Juliette Low
     Seminar and YESS exchange programme – prioritising accessibility and reach.
   o Work with MOs and the World Centres to explore how we can create more accessible international
     experiences and connections between Girl Guides and Girl Scouts around the world (including virtual).

 • Ensure WAGGGS international volunteers have an accessible, rewarding experience.
   o Make the WAGGGS’ volunteer experience more rewarding at all stages of the volunteer lifecycle.
   o Work in partnership with MOs to make the WAGGGS Volunteer Network more accessible and
     inclusive.
   o We will transition the WAGGGS Volunteer Network onto Campfire and make it easier for volunteers
     to join the network, connect with one another and meet the Movement, as well as for MOs to track
     and benefit from their members’ international volunteering activities.

                                                                                                                   6
QUALITY GIRL GUIDING
                        AND GIRL SCOUTING
                Compass 2032 challenges the Movement to create more spaces where girls feel brave and can be
                leaders today who are ready for the future. To meet this challenge, both MOs and WAGGGS must offer
                relevant, exciting, accessible and learner-led non-formal learning opportunities that supports Girl Guides
                and Girl Scouts to practise leadership and explore issues that matter to them. WAGGGS will play a
                stronger thought leadership role in non-formal education to support this.

                • 100% of MOs who have requested support on updating their child protection and safeguarding policy
                    receive support from WAGGGS.
                • Two million girls and young women will benefit from WAGGGS programmes in 2022-23.

 The WAGGGS Global Team will:
   • Offer a range of relevant, quality programmes on issues that matter to girls.
     o Maximise equitable access to WAGGGS global programmes across the Movement.
     o Offer WAGGGS global programmes and World Centre experiences that create opportunities for Girl
       Guides and Girl Scouts to develop as active global citizens and take action on issues they care about,
       especially those prioritised by Compass 2032 (see page 2).
     o Expand the new WAGGGS Girl-led Action on Climate Change programme to reach more Member
       Organisations
   • Play a stronger thought leadership role in non-formal education within the Movement and externally.
     o Explore how to make Girl Guiding and Girl Scouting more inclusive by identifying and addressing
        historic barriers and structural inequalities that prevent the Movement feeling truly open and
        welcoming to every and any girl.
     o Continue to collaborate with the Big-6 in a Global Youth Mobilisation looking at the impact of the
        pandemic on youth and their contribution in the response. This will be the focus during 2022. We aim
        to pick up joint work around non-formal education in 2023.
     o Explore how non-formal education can continue to adapt as our context changes and disseminate
        innovation and good practice from MOs and the wider world, including consideration of digital
        adaptation and accessibility.
   • Update essential policies and practices to support high quality Girl Guiding and Girl Scouting.
     o Develop a framework in partnership with MOs that translates the Girl Guide and Girl Scout principles
       into a core set of growth goals for the Movement (Motion 16).
     o Work with MOs to update the policies, guidelines and recognition systems that support quality Girl
       Guiding and Girl Scouting.
     o Collaborate to ensure stronger child protection and safeguarding practices across the Movement by
       sharing good practice and supporting WAGGGS MOs to design and implement a Safeguarding Policy.

The 37th World Conference, in Motion 21, recommended that WAGGGS keep peace building in mind in the development
  of educational tools and materials and make continued efforts to position WAGGGS as a stakeholder in peace building.
 Peace building and global citizenship are at the core of Girl Guiding and Girl Scouting and connect with many issues girls
and young women are facing today. Due to resource constraints, new work around youth, peace and security is unlikely to
 be a focus in 2022-23. We will explore opportunities to integrate a greater focus on peace building into our programmes
          and international experiences and plan towards fuller response to this Motion in the 2024-29 strategy.

                                                                                                                             7
LEADERSHIP
                                      AND VOICE
             To become a girl-led Movement we must support both girls and young women to take the lead, speak
             out and participate in decision making at all levels. We must offer an empowering environment for girl-
             led impact from the local to the global level, so all Girl Guides and Girl Scouts feel confident to lead, raise
             their voices and make a difference.

              • WAGGGS will bring girls’ and young women’s’ voices to four global policy spaces per year.
              • 50% of MOs have started to implement the Girl Guide and Girl Scout leadership model.
              • 50% increase in young women participating in decision making within WAGGGS’ global and regional
                 governance structures.

The WAGGGS Global Team will:
 • Work with MOs to make Girl Guiding and Girl Scouting more girl led and create more space for girls to
   practise leadership at all levels.
   o Develop tools and opportunities that support MOs to mainstream the leadership model in their Girl
      Guide and Girl Scout experience and leadership training.
   o Facilitate MO-to-MO learning on how to make Girl Guiding and Girl Scouting more girl led.

 • Support increased youth participation and representation of young women in governance and decision
   making across the Movement.
   o Collaborate with MOs to develop curriculum and training materials that support youth engagement in
     decision making and facilitate MO sharing of success stories on Campfire (Motion 11).
   o Collaborate with MOs to develop a shared understanding of good practice in youth participation and
     use this to train the WAGGGS Global Team (Motion 12).
   o Maximise opportunities for meaningful youth participation at WAGGGS events including World
     Conference and Regional Conferences (Motions 13 and 14).

 • Ensure a unified approach to girl-led advocacy and social action from local to global levels.
   o Support MOs to provide an enabling environment for girls and young women to develop advocacy
     skills, act, and speak out for social change.
   o Offer training, support and opportunities for girls and young women to speak out on issues that matter
     to them and to represent the Movement in key advocacy spaces, including at global level, such as the
     Commission on the Status of Women and the UN Climate Change Conference.
   o WAGGGS will develop a stronger voice in appropriate international spaces on issues we know to be
     crucially important to girls and young women based on Compass 2032 research and MO insight.

   The 37th World Conference, in Motion 19, recommended enhanced opportunities for MOs and their members to
 represent and speak on behalf of WAGGGS in external fora. This would require careful consideration to be managed
    in ways that are safe, resource-effective, guarantee consistency of approach on issues of key importance, and
  properly represent the full diversity of our Movement. WAGGGS does not have the capacity to ensure this Motion
 can be delivered on to these standards in 2022-23, so during these two years will explore possibilities to prepare for
                                                fuller delivery in 2024-29.

                                                                                                                           8
FUTURE PROOFING OUR
                  GLOBAL ORGANISATION
              To ensure WAGGGS is best positioned to support a strong, relevant girl-led Movement we must be an
              effective global membership organisation. We must meet all our legal and governance obligations, value
              and support personnel and volunteers, and innovate to be sustainable and relevant for the future.

We will build resilience within the organisation by strengthening key areas of our work to ensure we are
better able to highlight Girl Guiding and Girl Scouting’s unique contribution to society, make our core work
more attractive to funders and partners, and increase our ability to connect, and share across the Movement.

  These areas are crucial for WAGGGS’ future and will require long-term investment. We will start work in some areas
                   during 2022-23 but our aims will be fully realised through the 2024-29 strategy.

RESPONSIBLE MANAGEMENT OF THE GLOBAL ORGANISATION
We will ensure WAGGGS is a responsibly managed and financially secure organisation, compliant with all its
legal and governance obligations. Registered as a charity in the UK, WAGGGS must ensure it complies with all
facets of UK charity law. This includes adjusting our structures, rules and procedures as and when required,
on the basis of legal advice and with the approval of the World Board. With entities in Belgium and the UK,
and World Centre premises in India, Mexico, UK and Switzerland, WAGGGS must comply with a range of legal
requirements in each location.

As a membership-based organisation, WAGGGS supports Movement decision making through our
governance structures such as World Conference, the World Board and its Committees, and Regional
Conferences and Committees. In 2022-2023, this will include developing guidelines for communication,
engagement and consultation with MOs in WAGGGS’ decision-making processes (Motion 22) and enhancing
our recruitment process for Regional Committee and World Board members (Motion 15).

WAGGGS will strengthen its internal Movement communications, especially as regards quarterly and annual
reporting to the World Board and MOs, to build a greater understanding and transparency of WAGGGS’
operations and delivery (Motion 20). This will include summary quarterly financial reporting and annual
reporting on delivery against the WAGGGS Global Strategy, KPIs and budget. During 2022 we will work
closely with MOs to explore possible membership fee models, consulting on this at Regional Conferences and
bringing a proposal for consideration at the 38th World Conference in 2023.

  The 37th World Conference, in Motion 24, recommended that the World Board set up a working group to carry out
      a study on barriers to effective participation in the World Conference and how to overcome them. During the
   consultation on the first draft of this strategy a number of MOs recommended this work be postponed until 2024 in
   preparation for the 39th World Conference in 2026, to ensure the results of the study are not unduly influenced by
  the more immediate consequences of the pandemic. We will look for opportunities to gather information in 2022-23
                            to inform the discussions of the working group to be set up in 2024.

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REWARDING ROLES FOR STAFF AND VOLUNTEERS
With personnel in over 30 countries, WAGGGS maintains a close eye on local law and practice, carries out
benchmarking reviews on salaries and conditions, and works to ensure that our employment policies and
procedures comply with national law and enable us to attract and retain staff. The WAGGGS Volunteer
Network, currently 800 volunteers strong, leads and drives a great deal of WAGGGS’ work at global and
regional levels. We will continue to invest resources to ensure we have up to date, relevant and well
implemented policies and practices for volunteer management. As an organisation that relies on both
personnel and volunteers to deliver our strategy, services and programmes, our policies and practices must
create an environment where everyone in the Global Team feels valued and included. As part of this work, we
will develop and implement a set of actions during 2022-23 to ensure WAGGGS is an anti-racist organisation
now and into the future.

RESOURCING GROWTH AND EVIDENCING IMPACT
Over recent years, WAGGGS’ fundraising capacity has seen significant success in enabling programmes like
Free Being Me and Voices Against Violence to reach millions of Girl Guides and Girl Scouts across the world.
During 2022-23, we will implement our new fundraising strategy to ensure that future proposals focus on the
themes prioritised in our Compass 2032 consultations, maximise opportunities for co-creation of
opportunities with MOs and with Girl Guides and Girl Scouts, and are accessible to the widest number of
MOs possible. Our fundraising strategy will focus on a targeted and proactive new business approach to
increase income from corporate donors, foundations and trusts, while we will continue to work with our core
donor groups – the Olave Baden-Powell Society, the World Foundation for Girl Guides and Girl Scouts, Inc.,
and our Friends groups – to expand unrestricted income streams. We will also scale up new fundraising
initiatives to increase our income from campaigns associated with key moments in the Girl Guiding and Girl
Scouting calendar.

For the Girl Guide and Girl Scout Movement to grow its reach and impact we need to tell a more robust story
about who we are and the difference we make, and have a stronger evidence base to support that story. This
will also help us increase our income streams and support our strategic priority around raising the profile of
the Movement. We need to strengthen our monitoring and evaluation function so we can collect data better,
use that data to inform our work, and develop long-term indicators to measure performance and articulate
impact. We will strengthen our girl-led research and monitoring and evaluation mechanisms in ways that
support girls to collect data at a local level safely.

WORLD CENTRES
Our vision for the World Centres is that they are spaces where Girl Guides and Girl Scouts from all over the
world can connect, learn and build agency, becoming powerful changemakers who are confident to lead, and
empowered to create a better world together. The World Centres have the potential to make wide reaching
and meaningful contributions to Compass 2032 however they have been heavily impacted by COVID-19 as
well as changing patterns in international travel within and outside the Movement.

During 2022, we will focus on business plans that support the World Centres to re-open and recover from
the COVID-19 downturn, diversify their income streams and reach a position of greater sustainability. During
2023, we will conduct a review of the World Centres and develop a business case regarding their role,
contribution and long term sustainability. We will also look at how they can contribute to the Compass 2032
vision as a resource that is more widely accessible to MOs and their members.

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ABOUT BUDGET
       THIS CONSUTATION
              2022-23
INCOME AND EXPENDITURE BUDGET FOR 2022-23
 TOTAL FIGURES IN £000                                    2021          2022           2023          Total
 Income                                                   5,671         7,159          7,985        20,815
 Expenditure                                            (6,610)       (7,809)        (8,429)      (22,848)
 Surplus / (Deficit)                                     (939)         (650)          (444)         2,033
 Funded by
 Membership Fees - WAGGGS                                (1,274)        (1,521)       (1,465)      (4,260)
 Membership Fees – European contribution                  (238)          (238)           (317)        (793)
 Other Restricted income                                (3,339)       (3,266)        (3,556)       (10,161)
 Other Unrestricted income                                 (821)       (2,091)       (2,647)       (5,559)
 Reserves - Restricted                                       198         (633)            (58)        (493)
 Reserves - Unrestricted                                 (1,136)           (60)         (386)       (1,582)
 Total Expenditure                                     (6,610)       (7,809)        (8,429)      (22,848)

  The figures for 2021 are based upon the original budget for 2021 adopted in December 2020. Since
  March 2021, WAGGGS has been undertaking a thorough review and overhaul of its finance function and
  systems, implementing an upgraded software package and will be refining the reforecast for 2021 in the
  final quarter of 2021. Our most recent quarterly reports (Q3 2021) show WAGGGS’ spend rate to be
  lower than budgeted.

The budgeted income and expenditure for 2022 and 2023 is significantly higher than for 2021, predominantly
due to the planned phased re-opening of the World Centres.

The anticipated budget deficit for 2021 was £1.138m. Due to cost-cutting measures taken in 2020 and 2021,
we have reduced the unrestricted deficit and at current estimates for 2021 we expect to close the year with
an unrestricted deficit of £500-700k. The unrestricted deficit forecast for 2022 and 2023 is £60k and £386k
respectively. The deficit for the triennium is therefore forecast to be £1.4-1.6m compared to the £2.1m
deficit shown in the table.

WAGGGS will continue to identify opportunities for cost reductions in 2022 in an attempt to further to
reduce this deficit while recognising that some losses are inevitable as WAGGGS continues to recover from
COVID-19 and deliver services to the Movement. We will develop and present a business plan for 2023
which sees WAGGGS reduce this deficit substantially, if not eliminate it.

This deficit will be funded from unrestricted general reserves of which WAGGGS had £3.4m as of 31
December 2020 (audited).

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INCOME
UNRESTRICTED INCOME PROJECTIONS FOR 2022-23
 UNRESTRICTED INCOME IN £000                                 2021           2022            2023         Total
 Membership Fees                                             1,274           1,521          1,465        4,260
 Fundraising                                                  420             767             945         2,132
 World Centres                                                  68          1,202           1,437         2,707
 Merchandise                                                   216             140            173           529
 Investments                                                    78              87             90           255
 Other                                                          39               -              3            42
 Total Income                                               2,095           3,717           4,113        9,925

MEMBERSHIP FEES
For 2021-2023, we expect net income of £4.26m from Membership Fees. This takes account of the recently
approved 2022-23 Membership Fee policy.

For 2021, we received approximately £450k less than would have been expected because we offered MOs a
reduction in membership fees; 51 MOs benefited from this. The 2022-23 figure reflects the fact that 72 MOs
saw a decrease in membership due to the pandemic.

There has also been a pro rata increase in calls on the Membership Support Fund, with 11 MOs accessing
£47k (September 2021), compared to 22 MOs seeking support of £58k in 2020.

UNRESTRICTED FUND DEVELOPMENT
 UNRESTRICTED INCOME IN £000                                  2021           2022           2023          Total
 Corporate and Strategic Partnerships                            -             118           254             372
 Trusts and Foundations                                          -            120             139            259
 Individual donors and supporter groups                        420            504            552           1,476
 Total Income                                                  420            742            945          2,107

Unrestricted fund development income is anticipated to increase each year to a total of £2.107m for the
triennium. Following the downturn in revenue from fundraising in 2020 and 2021, WAGGGS continues to
invest in its fundraising teams with the ambition of unlocking greater levels of income.

WAGGGS expects income from Corporates, Trusts and Foundations to be primarily restricted. WAGGGS has
a standard overhead fee for grant proposals of between 10-15% of the total. This overhead accounts for
much of the Corporate and all of the Trusts and Foundations unrestricted income.

WAGGGS’ new fundraising strategy looks to increase our total income and test and scale opportunities to
increase our unrestricted income, particularly in relation to individual giving and strategic partnerships. In the
coming two years, WAGGGS will continue to test new fundraising ideas following successes associated with
key international days, for example International Women’s Day, and the September 2021 giving day campaign
which raised over £150k.

WAGGGS continues to work with the Olave Baden-Powell Society (OBPS), the World Foundation and our
Friends groups to raise unrestricted funds. We expect to raise £420k in 2021, increasing to £552k in 2023 –
a 57% increase in donations during this triennium.

World Thinking Day pre-COVID-19 raised around £100k per annum. WAGGGS has seen a significant drop in
World Thinking Day income from MOs – we hope to receive £60k in 2021. In 2022, WAGGGS will re-engage
MOs around World Thinking Day so that with your help we can increase to beyond pre-COVID-19 levels.
                                                                                                                   12
INVESTMENTS
WAGGGS has investments of £4.710m as at June 2021. This is a combination of £3.621m in investments and
£1.089m in endowments. Income over the medium to long term is hard to predict, we are confident that our
investments will continue to generate approximately £80k per annum in unrestricted income.

WORLD CENTRES
The World Centres have been closed for the whole of 2021 and are anticipated to reopen gradually in 2022
as local circumstances allow and if sufficient bookings are received.

The table sets out income and expenditure projections for the World Centres. WAGGGS will closely monitor
World Centres as they move towards reopening using a set of decision milestones and metrics. These metrics
give us confidence about reopening plans.

 TOTAL FIGURES IN £000                                                  2021             2022              2023            Total
 Total Income                                                             68            1,235 6           1,4476           2,750
 Total Expenditure                                                     (433)           (1,646)           (1,455)          (3,534)
 Surplus / (Deficit)                                                  (365)              (411)               (8)           (784)
 Deficit arising from:
 Kusafiri                                                                  -                 -                  -               -
 Our Cabana                                                             (26)             (129)               (13)           (168)
 Our Chalet                                                            (148)             (167)                 14           (301)
 Pax                                                                    (98)              (22)                34             (86)
 Sangam                                                                 (60)              (33)              (10)            (103)
 World Centre Management                                                (33)              (60)              (33)            (126)
 Net Surplus / Deficit                                                (365)              (411)               (8)           (784)

Our Chalet, Pax Lodge and Sangam expect to generate £2.750m in bookings against an expenditure of
£3.534m. In 2021 the World Centres cost £332k to operate. Some of these costs were funded through the
generous support of the World Foundation and are captured as income under restricted Fund Development.
The 2021 deficit for Our Chalet is funded out of its restricted reserves of £453k (as of August 2021).

For 2022-23 the World Centres are expecting a total deficit of £419k. The World Centres will continue to
receive support from the World Foundation, which will cover part of this deficit. Our Chalet’s deficit is funded
out of its restricted reserves.

In 2022-23 we aim to ensure that the World Centres cover their costs and, if possible, generate a surplus. To
achieve this, WAGGGS will develop a business plan for the World Centres which better integrates World
Centre programmes with other elements of WAGGGS’ programme delivery. We will also improve World
Centre marketing and review costs and pricing.

RESTRICTED FUND DEVELOPMENT

 RESTRICTED INCOME IN £000                                              2021             2022              2023            Total
 Corporate and Strategic Partnerships                                   2,119            1,818             1,858            5,795
 Trusts and Foundations                                                  818            1,080              1,229            3,127
 Individual donors and supporter groups                                  200              248                250              698
 Total Income                                                          3,137            3,146             3,337            9,620

6 Total income for 2022 includes some investment income which is split out in the “Unrestricted Income Projections Table” above. As a

result, the 2022 figures in this table are approximately £10k higher.
                                                                                                                                    13
RESTRICTED INCOME PROJECTIONS FOR 2022-23

In 2021-23, restricted income is expected to be £10.891m. This is made up of £9.996m in restricted income
from grants and £895k of regional funds.

 TOTAL RESTRICTED INCOME IN £000                                             2021               2022               2023               Total
 Fundraising - New partnerships                                               499               1,474              2,212              4,185
 Current programmes
 Free Being Me                                                                467                  511               515              1,493
 Climate Change                                                                474                423                132              1,029
 Her World Her Voice                                                          589                 250                  -                839
 YESS programme                                                                421                478                478               1,377
 Stop the Violence                                                            259                    -                 -                259
 Girl Powered Nutrition                                                         64                   -                 -                  64
 Menstrual Hygiene Management                                                    -                  10                 -                  10
 Surf Smart                                                                    227                   -                 -                 227
 U Report                                                                       19                   -                 -                  19
 Leadership                                                                     60                   -                 -                  60
 Volunteer Resources                                                            58                   -                 -                  58
 Subtotal Fund Development                                                   3,137              3,146              3,337              9,620

 World Centres [1]                                                              27                24                128                179
 European contribution                                                        238                238                317                793
 Regional Funds (AF, AP, AR, WH)                                                34                34                 34                102
 Other                                                                         141                 -                 56                197
 Total Income                                                               3,577              3,442              3,872             10,891

[1] World Centres received £200k from the World Foundation in 2021 to support operating costs which was higher than the 2021 budget due to
COVID-19. For 2022, we have applied for an additional £145k in support.

Corporate and institutional partnerships are the main source of this restricted income. This takes into account
the receipt of £5.435m from our major ongoing programmes, like Free Being Me (Dove), Diversity and
Inclusion (UPS), Climate Change (AKO) and YESS (Norec), and ambitious fundraising targets of £4.185m in the
triennium. The priority areas in WAGGGS’ new fundraising strategy are Climate Change, the MO Hardship
Fund, Gender Based Violence, Leadership, Menstrual Hygiene Management and Science, Technology,
Engineering and Mathematics (STEM).

WAGGGS operates its global programmes on the basis of restricted income received. Therefore, we do not
use unrestricted funding to cross-subsidise programmatic activity.

WAGGGS has agreed a £2.340m renewal of the Free Being Me Partnership with Dove for 2021-2026 and is
in discussions with UPS and Norec about renewal for the coming years.

REGIONAL FUNDS
WAGGGS’ regions raise funds to provide support and opportunities to MOs in their region. Regional
Committees, in consultation with WAGGGS, decide how these funds are spent.

The bulk of these regional funds are the European Contribution (EC) – £793k over the triennium. This is a
voluntary contribution at levels proposed by the European Regional Committee on a triennial basis. The
calculation is based on the funds needed to ensure that the regional triennial plan can be delivered in full. The
EC underpins regional activities including events that are run in partnership with WOSM such as the
Academy, Roverway and the Regional Conference in addition to development of resources, capacity building
and the cost of staff and volunteers. MOs approve the level of the EC at the Regional Conference. The EC
                                                                                                                14
level in 2021 was reduced by the European Committee to reflect the challenges facing the Europe Regions’
Members and the reduced face-to-face activity within the region due to COVID-19. This may also be the case
for 2022, pending financial reforecasting and a decision taken by MOs at a consultative meeting in November.

Based on historical trends, WAGGGS expects to receive £34k annually from the other regions – £25k Asia
Pacific region, £7k Arab region, and £2k Africa region. In addition, WAGGGS carried over into 2021 £219k in
regional funds from previous years – £149.5k Asia Pacific region, £60.5k Arab region and £9k Africa region.
Friends groups donate these funds for Asia Pacific and Africa regions. The Arab region funds are raised by
MOs.

These funds are used to support MO participation in events, and in Asia Pacific to support MOs to build the
capabilities of young women and support MO collaboration.

EXPENDITURE
The table below shows unrestricted and restricted expenditure by department at WAGGGS for the 2021-23
triennium.

 TOTAL FIGURES IN £000                                    2021                     2022                 2023
                                                  UR             R         UR             R        UR           R
 Core Mission                                      247           115         447            615       285           57
         Staff                                    200             37         309             110      206             -
         Activity                                    47           78          138           505         78          57
 Executive and Corporate Services                1,019        (126)         1,157         (226)    1,038         (134)
         Staff                                      511            -         560               -      564             -
         Activity                                  507        (126)           577         (226)       473        (134)
 Global Programmes                                   74       2,448             77        2,343         97      3,209
         Staff                                      50          424            59           230        66         555
         Activity                                   23        2,025             18         2,113        30      2,655
 Governance and Events                             245             -         280               -       317            -
         Staff                                     154             -         206               -      135             -
         Activity                                   90             -            74             -       181            -
 Fundraising                                       719            10         797               -      746            11
         Staff                                     501              -          501             -      540             -
         Activity                                  217            10          296              -      206            11
 Membership and Regional Support Services         394           509          396            129       357         435
         Staff                                     235           191         198              14      238          169
         Activity                                  158          318          198             115       118        266
 International Operations and World Centres        397          274        1,503             101    1,424           81
         Staff                                     234             -         664              22      636           23
         Activity                                  162          274          839              79      787           58
 Other
 Travel                                             22               117      10              40     128            211
 Depreciation                                      114               30      110              30     106             61

 Total Unrestricted Expenditure                           3,231                  4,777                  4,498
 Total Restricted Expenditure                             3,379                  3,032                  3,931

 Total Expenditure                                        6,611                    7,809                8,429

                                                                                                                     15
The main driver of increased unrestricted expenditure is the planned reopening of the World Centres in 2022.
These costs (as discussed above) are mostly covered by income received from bookings. Other major
expenditures are the Juliette Low Seminar (Core Mission) in 2022, 38th World Conference (Membership and
Governance) in 2023 and resuming some level of WAGGGS staff travel in 2022 and 2023.

WAGGGS is not planning any substantial investments into IT, the World Bureau or other fixed assets. World
Bureau operating costs have been substantially reduced as a result of the office being partially open in 2021.

The bulk of restricted expenditure relates to programmatic delivery which support and benefit MOs. We
expect to increase income for Core Mission and Global Programmes in 2022 and 2023, allowing us to expand
our programmatic offer by approximately £1m.

WAGGGS’ highest cost centre is our staff. In 2021, WAGGGS will employ 80 staff on average, in 2023 if the
World Centres are fully operational, WAGGGS anticipates employing some 10 additional personnel. In 2021,
WAGGGS will spend £1.89m unrestricted and £652k restricted on staff – approximately 34% of the total
expenditure. This increases to £2.39m unrestricted and £747k restricted by 2023 – approximately 31% of
total expenditure. This difference is predominately due to the costs associated with the reopening of the
World Centres.

UNRESTRICTED AND RESTRICTED FUNDS FINANCIAL PERFORMANCE FOR 2021-23

 TOTAL FIGURES IN £000                                          2021                2022               2023
 Income
 Membership Fees                                                 1,274               1,521              1,465
 Fundraising                                                    3,557               3,913               4,282
 World Centres                                                      95              1,226               1,565
 Merchandise                                                       216                 140                173
 Investments                                                        78                  87                 90
 Regional Funds                                                    272                 272                351
 Other                                                             180                   -                 59
 Total Income                                                   5,672               7,159              7,985
 Expenditure
 Staff costs                                                    2,267               2,757               2,782
 Activity expenditure                                           3,349              3,678               3,943
 World Centres                                                    436                 916                 845
 Regional Funds                                                   272                 272                 351
 Travel                                                           140                  46                 339
 Depreciation                                                     145                 140                 167
 Total Expenditure                                              6,611              7,809               8,429

 Surplus / (Deficit)                                            (939)              (650)               (444)

                                                                                                                16
ORGANISATIONAL CHART
On the pages that follow is an organisational chart showing the different parts of the WAGGGS Global Team
that contribute to delivery of the Global Strategy. This includes global and regional governance volunteers, the
WAGGGS staff team, and operational volunteers.

                                                                                                             17
MAET LABOLG SGGGAW
                                                        GOVERNANCE VOLUNTEERS

                       GLOBAL                                                                           REGIONAL

                    World Board                                                                                                             Western
                                                                         Africa           Arab           Asia Pacific       Europe
                                                                        Regional         Regional         Regional          Regional       Hemisphere
                                                                       Committee        Committee        Committee         Committee        Regional
                                                                                                                                           Committee
  Audit,
Finance &     Governance Nominations             People
   Risk       Committee  Committee             Committee              The five Regional Committees are responsible for developing and implementing
Committee                                                             Regional action plans that contribute to the WAGGGS Global Strategy and
                                                                      address regional priorities and needs.
  Investments       The World Board is the governing                  Each Regional Committee member has responsibility for leading on a specific
Sub-Committee                                                         portfolio. The portfolios vary for each Region, according to the regional context,
                    body of WAGGGS and has overall
                    responsibility for the direction,                 but some common examples include MO relationship management, finance,
                    strategy, governance and oversight of             communications, capacity building, Core Mission and volunteer management.
                    the organisation.                                 Many of these portfolio areas are also supported by the work of a regional
                                                                      volunteer team, as described in the 'Operational Volunteers' section.

                                                            WAGGGS STAFF TEAM

The Chief Executive is responsible                                                             Under the direction of the World Board, and working in
to the World Board and leads a                 Chief Executive                                 partnership with WAGGGS' operational volunteers, the
multi-national professional staff                                                              staff team supports the implementation and delivery of
team.                                                                                          the operational workplan to meet the objectives set out in
                                                                 Deputy Chief Executive
                                                                                               the WAGGGS Global Strategy.

              Membership         World                                        Philanthropy
Governance                      Centres                           Human            and           Global         Strategic        Global           Core
                and                              Finance                                       Trusts and
and Events     Regional       (International                     Resources     Individual                      Partnerships    Programmes        Mission
               Support                                                           Giving        Foundations
                               Operations)
WAGGGS OPERATIONAL VOLUNTEERS

       Volunteering is at the very core of Girl Guiding and Girl Scouting. The WAGGGS Volunteer Network, currently 800 volunteers strong, leads
                                          and drives a great deal of WAGGGS’ work at global and regional levels.

                      Capacity Building Teams                                                        Other Volunteer Teams

Capacity Building                                                                          Volunteer           Global Youth            Translation &
   Volunteer           Membership          Organisational           Targeted              Management            Movement
                                           Management               Support                                                           Interpretation
   Mentors                                                                                   Team               Volunteers                Team

                        Capacity
   Image and         Assessment Tool          Vision and           Growth and         Global Programme           Advocacy
                                               Mission              Retention             Volunteer                                    Regional
    visibility       (CAT) Volunteers                                                                            Champions          Volunteer Teams
                                                                                         Facilitators

  Governance             Leadership            Girl-led
 (including MO                                                   Girl Experience
                          Practice            Advocacy                                  World Centre
 Constitutions)                                                                          Volunteers

  Fundraising                                                                           We also have a number of other volunteer teams who provide
                                                                                        specific services in different areas such as translation and
                                                                                        interpretation, advocacy, volunteer management and
                                                                                        volunteers at our World Centres.

 Our capacity building volunteer teams (listed above) provide tailored support to       The Regional Volunteer Teams are unique to each region,
 Member Organisations across a diverse range of areas.                                  providing support to the Regional Committees in areas of focus
                                                                                        identified in the Regional action plan. Some examples include
 This support is provided according to the priority areas that each Member              communications, young women in governance, fund
 Organisation identifies, supported by the Capacity Assessment Tool.                    development, training, programme and resource development,
                                                                                        translation and volunteer coordination.

                                                            MAET LABOLG SGGGAW
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