WAGGGS GLOBAL STRATEGY - 2022- Campfire
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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 1
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 2
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 3
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. 9
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. 10
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). COMPASS 2032 v2 CONSULTATION PACK 2
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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