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World Bureau, Olave Centre
12c Lyndhurst Road, London NW3 5PQ, England
telephone: +44 (0)20 7794 1181facsimile: +44 (0)20 7431 3764
e-mail: [email protected]
www.wagggsworld.org
Registered Charity No. 306125
World Association of Girl Guides and Girl ScoutsAssociation mondiale des Guides et des Eclaireuses
Asociacin Mundial de las Guas Scouts
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Report & Financial Statements
World Association of Girl Guides and Girl ScoutsAssociation mondiale des Guides et des Eclaireuses
Asociacin Mundial de las Guas Scouts
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Annual Report and Financial Statements 2007
Our Mission
To enable girlsand young women
to develop theirfullest potential as
responsible citizensof the world
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Trustees Report Page
Reference and Administrative Details 02Structure, Governance and Management 02
Internal Control 04Risk Management 05
Objectives and Activities 05Progress against objectives set for 2007 08Financial Review 12
Reserves 13Investment Policies and Performance 14
The Future 14
Independent Auditors Report to Trustees 16
Trustees, Ofcers and Professional Advisors 17
Financial Statements
Statement of Financial Activities 18Balance Sheet 19
Cash Flow Statement 20Notes to the Accounts 21
Acknowledgements 33
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World Association of Girl Guides and Girl Scouts Annual Review 2007
The World Board is committed to achieving best practice in
governance and seeks to ensure that WAGGGS is efcientand effective in achieving its Object. A new structure was
implemented in 2005 to support the World Board and the
delivery of WAGGGS Object and Strategic Plan. This structure
consists of Coordinating Groups, Committees and Task Groups
acting in an advisory capacity to the World Board and the staff.
Each group has specic terms of reference and may include
specialist co-opted members as well as trustees.
The day-to-day running of WAGGGS, its operational decisions,
the implementation of approved strategy and the exercise of
executive responsibility is delegated to the Chief Executive and
her Senior Management Team.
Coordinating Groups report directly to theWorld Board.
The current Coordinating Groups, Committees, and
Task Groups are:
Chairmans Coordinating Group oversees and monitors theongoing work of WAGGGS between World Board meetings. It
consists of the World Board Chairman, Deputy Chairman, the
three Group Coordinators and the Chief Executive. The group
meets prior to the World Board and Committee meetings, and
for at least one additional meeting during the year, betweenBoard meetings.
Strategy and Development of Girl Guiding/Girl Scouting Group is responsible for leadershipdevelopment, strategy, recruitment and retention, quality of
Girl Guiding/Girl Scouting, support for Member Organizations,
the ongoing monitoring of performance, exchange of good
practice and the work of the World Centres.
World Centres Committee has strategic developmentresponsibility for the World Centres, covering all operational
aspects, including nance, programme, communications,
risk, health and safety.
Regional Committees are responsible for the quality ofGirl Guiding/Girl Scouting within their Region, for providing
support through agreed activities within the Region to
enable Member Organizations to contribute towards the
overall achievement of WAGGGS strategic objectives.
Communications Group is responsible for the ongoingdevelopment of WAGGGS advocacy work, branding and website,
merchandising, publications, WAGGGS work with the United
Nations (UN) and relationships with other non-governmental
organizations (NGO). The Group also has a responsibility for the
World Conference and Fund Development.
Finance and Business Management encompassing
nance, governance, facilitation and the operationalorganization of WAGGGS.
Finance Committee formulates and reviews nancialpolicy and nancial plans and maintains nancial oversight
of the strategies and operations of WAGGGS. The Committee
recommends the appointment of WAGGGS investment
managers and monitors the performance of WAGGGS
investment portfolio. Each year it advises the World Board
on the appropriate level of free reserves and the appropriate
asset allocation for WAGGGS investment portfolio.
Governance and Constitutions Committee looks at issues relating to WAGGGS Constitution and
Bye-Laws and Policies and Procedures and advises theWorld Board on governance issues, including elections,
induction, evaluation and training of Board members.
It also monitors Member Organizations constitutions and
makes recommendations to the World Board.
Human Resources Committee reporting to theWorld Board comprises trustees and other externaladvisors. It meets at least once a year to review the general
remuneration policy, consider Human Resources policies
and procedures to ensure that they keep abreast of best
practice in comparable organizations in the countries in which
staff are employed and comply with relevant employment
practices and legislation. The World Board has delegatedthe authority for decisions on benets and salaries to the
Human Resources Committee which provides regular reports
on these decisions to the World Board for their acceptance.
Audit Committee reporting to the World Boardcomprises trustees and other external advisors.
It recommends to the World Board the formal approval
of the Annual Report and Financial Statements and
meets with the External Auditors periodically to review
the effectiveness of current processes and practice.
Responsibility for overseeing the management of risk
within WAGGGS has been delegated by the World Board
to the Audit Committee.WAGGGS/WOSM Consultative Committee liaises with the World Organization of the Scout Movement
(WOSM).
Task Groups are task orientated and consist of members,who have been selected for their particular expertise in
relation to the specic task. The groups report to the relevant
Coordinating Group or directly to the World Board, and once
their task is completed the Group ceases to exist. Examples
of task groups are Leadership Development, Individual Giving,
UN/Advocacy and Juliette Low Seminar.
Olave Baden-Powell Society is an international supportgroup dedicated to the development of Girl Guiding andGirl Scouting all over the world. The President of the Society
attends the Communications Coordinating Group meetings and
meets annually with the World Board.
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Internal ControlThe trustees are responsible for ensuring that WAGGGS has
a sound system of internal control to safeguard its assets
and will use their best endeavours to ensure that its policies
and procedures are implemented and its aims and objectives
are met. It is recognized that the systems can only provide
reasonable but not absolute assurance that major risks
have been adequately managed. Internal control processes
implemented by the trustees include:
an Audit Committee which meets at least twice a yearand is mandated by and reports to the World Board. It is
responsible for providing the World Board with:
assurance that sound systems and internal controls areembedded in day-to-day processes which can respond
to signicant risks, and are capable of responding to
external and internal changes;
evaluation and advice on the effectiveness of the
governance arrangements of WAGGGS;
assurance that WAGGGS Risk Management Strategy
is relevant and adequate to ensure that the major
risks identied have been adequately mitigated where
necessary.
a Strategic Plan approved by the 32nd World Conference, heldin Jordan in 2005, covers the aims and objectives of the
organization for the 2006-2008 triennium. This is used as
a basis for annual planning and progress reviews. A review
of performance to date against the strategic plan was
undertaken during 2007;
annual budgets are prepared in accordance with theStrategic Plan, which are reviewed and approved by the
World Board;
nancial reports compare the results against budget ona quarterly basis and the Finance Committee reviews
these and revised forecasts for the remaining period of the
year. Monthly nancial reports are prepared and issued to
operational managers and budget holders;
the World Centres activities are reviewed quarterly againsttheir annual operating plans and performance indicators by
the World Centres Committee;
WAGGGS policies and procedures and its nancialcontrols, are reviewed on a regular basis by the appropriate
committees. All the nancial policies were reviewed and
approved by the Trustees in September 2007;
delegation of authority from the trustees to theChief Executive and the senior managers including
the segregation of duties within the organization
where practical;
a continuing risk assessment management system.
Statement of Trustees Responsibilities
The World Board (as Trustees) is responsible for preparing the
Trustees Report and the nancial statements in accordance
with applicable law and regulations. Under Charity Law, the
Trustees have elected to prepare the nancial statements in
accordance with United Kingdom generally accepted accounting
practice (United Kingdom Accounting Standards and applicable
law). The nancial statements are required by law to give a
true and fair view of the state of affairs of the charity as at
the end of the nancial year, and of its incoming resources
and application of those resources, including income and
expenditure for the year. In preparing the nancial statements,
the trustees are required to:
select suitable accounting policies and apply themconsistently;
make judgements and estimates that are reasonableand prudent;
state whether applicable UK accounting standards havebeen followed, subject to any material departures being
disclosed and explained in the nancial statements;
prepare the nancial statements on a going concern basisunless it is inappropriate to presume that the charity will
continue its activities.
The trustees are responsible for keeping proper accounting
records which disclose with reasonable accuracy at any time
the nancial position of WAGGGS and enable them to ensure
that the nancial statements comply with the Charities Act
1993, the Statement of Recommended Practice, Accounting
and Reporting by Charities (SORP) and the provisions of the
trust deed. They are also responsible for safeguarding the
assets of the charity and for their proper application as required
by charity law and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
there is no relevant audit information of which the charitys
auditors are unaware;
the trustees have taken all steps that they ought to havetaken to make themselves aware of any relevant audit
information and to establish that the auditors are aware
of that information.
The trustees are responsible for the maintenance and integrity
of the charity and the nancial information included on the
charitys website. Legislation in the United Kingdom governing
the preparation and dissemination of nancial statements may
differ from legislation in other jurisdictions.
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World Association of Girl Guides and Girl Scouts Annual Review 2007
Risk ManagementThe Audit Committee oversees WAGGGS Risk Management
Strategy and monitors the risk management process, reporting
annually to the World Board on WAGGGS risk assessment.
The World Board has dened a major risk for WAGGGS as any
event that may affect the ability of WAGGGS to survive and
compete with other youth organizations (or any other group
considered to be a competitor to WAGGGS), maintain its
nancial strength, retain its positive public image and keep
up the overall quality of the services that it provides through
its volunteers and staff. Risk may arise from failure to exploit
opportunities as well as from exposure to loss. It is inevitable
that some risks will be taken in order to pursue WAGGGSMission. The avoidance of all risk would ultimately lead to
stagnation and the cost of managing every potential risk needs
to be balanced against the overall cost to WAGGGS should it
arise. It is essential that the process should not lead to added
bureaucracy without adding value. WAGGGS Risk Management
Policy is to
accept the risk
when it is believed that the cost of managing the risk isgreater than the cost that would arise if the risk were to
materialise or
when WAGGGS ability to reduce the incidence and impact is
minimal.
proactively manage the risk
where the risk is likely to potentially damage WAGGGSprole and reputation
when it is believed that it is cost effective to take someaction to manage the risk.
The World Board reviews this strategy and policy each
Triennium and last did so in September 2007.
A risk management culture, which also incorporates health
and safety requirements, is rmly embedded within the
organization. The Audit Committee reports to the World Boardeach year providing an update on progress on key areas of risk
and the actions to be undertaken in the forthcoming year.
Through the risk management processes that have been
established, the World Board is satised that the major risks
identied have been adequately mitigated where necessary.
Objectives and ActivitiesWAGGGS is a worldwide Movement providing non-formal
education where girls and young women develop leadership
and life skills through self-development, challenge and
adventure. Girl Guides and Girl Scouts learn by doing.
Our Mission is:To enable girls and young women to develop their fullest
potential as responsible citizens of the world.
Our Vision for 2011 is:A growing worldwide Movement the voice of girls and
young women who inuence issues they care about and
build a better world.
We aim to do this through the achievement of the three
Strategic Goals agreed at the 32nd World Conference:
Goal 1 Leadership Development Goal 2 Strong and Growing Member Organizations Goal 3 The Voice of Girls and Young Women
by working at many different levels throughout the Movement
to meet and support the Member Organizations and Regional
needs, by being more aspirational, and by working with some
of the best universities to develop our programmes, especiallyin respect of leadership.
The Mission, Vision and the Goals support WAGGGS Object*
which is to:
promote, throughout the world, unity of purpose andcommon understanding based on the Fundamental
Principles;
further the aim of the Girl Guide and Girl Scout Movement,which is to provide girls and young women with
opportunities for self-training in the development of
character, responsible citizenship and service in their own
and world communities;
encourage friendship among girls and young women of allnations within countries and worldwide.
To do this it is important to recognize that, in addition to
nance, there are enormous resources of volunteer time
and talent at every level of the Movement that contribute
to achieving our Goals and delivering our Mission. While
these resources are hard to quantify, they are critical to
WAGGGS success.
*per WAGGGS Constitution and Bye-Laws in ninth edition, June 1990
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New methodologies will be tested in 2008 to ensure that
we have a full set of performance indicators to measureprogress directly against the Strategic Plan for 2009-2011.
This work has helped shape the strategy for the next
triennium and reprioritised our activities for 2008.
Achievement against the priorities set for 2007 for each
Goal can be seen on pages 9 to 13. As of the end of
this year we believe we have already achieved our target
for 21 outcomes out of a total of 44 which were set for the
triennium. We are close to achieving the target outcome
for a further 16 with measurable results and/or evidence
of a large number of successful initiatives which we believe
contribute towards achieving them. There are two outcomes
where valuable work has been undertaken, but where
there is signicant work to do in order to reach the target.
Regional Conferences
One of the key focuses for the year has been WAGGGS
Regional Conferences which were held from May through
July in Slovenia, Tunisia, Malaysia, Zambia and Canada.
The conferences are a central part of WAGGGS democratic
and participative governance structure where members
can actively engage in setting the direction for future
developments, sharing their views and setting priorities
on key issues. The 2007 Conferences were bigger and
bolder than before. Collectively, the events attracted morethan 600 volunteers and staff. They shared ideas and best
practices, planned for the future, building on the results
of the performance indicators for their respective regions,
and agreed operational plans for the 2009-2011 triennium.
These operational plans will form the basis of WAGGGS
Strategic Plan 2009-2011. This Plan will be discussed and
approved at the World Conference to be held in South Africa
in July 2008.
Each Conference provided an opportunity to pilot WAGGGS
Leadership Development Programme modules, to celebrate
successes and to network. New regional committees wereelected at the end of each event and we welcomed ve
new Regional Chairmen to the World Board.
At the European Conference, with the theme Celebrate,
Motivate, Activate, delegates looked at how European Girl
Guiding/Girl Scouting can develop the leadership skills
of girls and young women, focusing on how to empower
young people to speak out and to inuence issues which
affect them.
With the theme One Voice, One Hand the Arab Region
showcased WAGGGS advocacy work, giving the delegates
the opportunity to decide which of WAGGGS seven keymessages on adolescent health would dene the regions
advocacy focus over the next triennium. They concluded:
discover your potential, make healthy food choices and
it is important to talk about sex.
Key priorities
When setting out our key priorities for 2007 we said
we would evaluate each Member Organizations key
performance indicators to assess the quality of Girl Guiding
and Girl Scouting within each country, identify areas to be
strengthened and share successes. Member Organizations
completed their triennial self-assessment, indicating their
progress against the six key areas of development of highquality Girl Guiding/Girl Scouting: educational programme,
adult training, membership, structure and management,
relationship to society and nance. This performance tool
helps WAGGGS to monitor the growth and development of
its Member Organizations, their strengths and weaknesses
and provides guidance on where further support is required.
The results of the assessment that was carried out at
the end of 2006 have been reviewed during 2007 and
compared against the benchmark data from 2003. Looking
at our key areas of work overall, we nd that there has
been an overall improvement in relationship to society
reecting the greater emphasis on raising their own
prole in their country, and also in line with WAGGGS
Goal 3 (The Voice of Girls and Young Women). The
results from educational programme and adult training
have remained stable overall, reecting very substantial
improvements in some Member Organizations whilst still
providing ongoing challenges in some areas.
The weakest scores overall relate to membership, nance,
and structure and management. Whilst there has been a
decline in the overall score of 34 associations, we nd that
53 associations have improved their overall score. It should
be remembered that this assessment was made during therst year of the current triennium and the strategies put
in place to address some of these issues will not have had
sufcient time to provide an impact.
Measuring success
It is important that we measure and evaluate progress
against the objectives and outcomes that were set at
the 32nd World Conference for the current 2006-2008
triennium and this has been another major exercise that
has taken place this year. In doing this, WAGGGS, like many
NGOs, recognise that there are difculties in measuringoutcomes and ultimately impact but this has proved a very
valuable exercise.
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The Asia Pacic Regions Many but one conference
provided participants with the opportunity to learnand share ideas on six topics; Fund Development, Risk
Management, Quality Leadership, Selling Girl Guiding /
Girl Scouting, Role and Function of WAGGGS Economic and
Social Council Liaison Person and Accessing the WAGGGS
website.
The theme Girls voices, Africas voice set the stage for
Africas diverse event, highlighting key issues for the region
including HIV and AIDS. Keynote speaker, Professor Nkandu
P. Luo, a former cabinet minister in Zambia and professor
of microbiology and immunology, talked about the social
ramications of HIV and AIDS and how it affects women.
At the Western Hemisphere Conference, the theme
Strength Through Diversity provided the platform for
discussion on diversity and the need for girls voices to be
heard on a number of levels.
WAGGGS highest award, the World Citizenship Award, was
awarded at two of the conferences. Professor Wangari
Maathai was recognised in Zambia for her work with the
Pan African Green Belt Network, which helped womens
groups plant more than 30 million trees to conserve the
environment and improve the quality of life. Stephen
Lewis received the award in Canada in recognition of his
outstanding work in the ght against HIV and AIDS, andespecially for his work in raising awareness about the
pandemic and its devastating impact on girls and women.
These awards have also helped to raise WAGGGS prole in
the UN/NGO community.
Working with Member Organizations
For the rst time representatives from all ve WAGGGS
regions have attended all the World Organization of the
Scout Movement (WOSM) Regional Conferences and
representatives from WOSM attended our ve Regional
Conferences.
WAGGGS was well represented and highly visible at the
worlds largest Scout Jamboree, held in the UK, to celebrate
100 years of Scouting. It gave us the chance to link up with
many of our Member Organizations and to celebrate the
diversity of Girl Guiding/Girl Scouting.
An initial evaluation of WAGGGS new look was undertaken
at the beginning of the year which included a survey of
Member Organizations and members (via Internet and
mail), a focus group in the Africa Region, and consultation
with WAGGGS Regional directors. WAGGGS also consulted
with communications experts across the globe and a varietyof like minded organizations. The resultant Repositioning
Report is enabling us to build upon the progress achieved
so far and at the same time to seek ways to address the
concerns that were raised by Member Organizations.
07World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
Our successful partnership with UPS has now entered the
second phase continuing to work with Mexico, Malaysiaand Hong Kong/China where activities focus on ensuring
Guiding reaches a more diverse range of girls and young
women, and encouraging more women to volunteer their
time as leaders or through community service initiatives.
South Africa successfully completed the pilot project and
Brazil has now been added to the UPS Global Signature
Programme.
UPS has also provided funding towards WAGGGS Leadership
Development Programme and the research project on
volunteering.
Global partnerships
Developing our global partnership strategy has been
a priority for 2007. There have been a number of high
level introductory meetings with UN agencies and NGOs
exploring areas of mutual interest for future collaboration.
Our new Chief Executive Mary Mc Phail was the keynote
speaker at a breakfast in London to celebrate International
Womens Day, and the previous evening she participated
in a panel on girls today, tomorrows future as part of
International Womens Day celebrations. Our relationships
have been further strengthen with other NGOs through key
speeches at the International AIDS Conference, the WorldYWCAs Summit on Women and AIDS and the Commission
on the Status of Women (CSW).
Our Chalet 75th anniversary
More than 400 guests including friends of Our Chalet,
volunteers and former staff and business partners came
from around Europe and as far away as Chile, Japan, the
USA, Canada and Surinam to Adelboden to celebrate the
75th anniversary of WAGGGS rst World Centre, Our Chalet,
in September. In the 75 years since its opening, Our Chalet
has hosted a wide range of training activities, seminars andconferences and has developed an outdoor programme,
challenging participants to high physical adventure.
Objectives
The following pages detail our progress against the
objectives we set for 2007 which will also be reviewed
at the 33rd World Conference to be held in Johannesburg,
South Africa, in July 2008.
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We said we would Provide individual support to 40 Member Organizations
through tailor made visits.
We have Made 61 visits to Member Organizations. Provided a seminar tailored for Associations in CIS countries
to have training and facilitate exchanges.
We said we would Assist nine countries to full the requirements to berecommended for associate or full membership ofWAGGGS at the 2008 World Conference.
We have
Eleven countries fullling the requirements of membership.Eight will be recommended to the World Conference in
2008 as full members with three being recommended for
associate membership. Another two countries are working
towards membership.
Strong and GrowingMember Organizations Revitalising the Movement
Progress against the objectives we set ourselves for 2007
2goal
09World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
We said we would Successfully implement the UPS Global SignatureProgramme in Brazil.
We have
Launched the Fighting against hunger programme in Brazilwhere the Guides Association is delivering health and nutrition
training at grass roots level to support low income families and
where improved media and PR skills are raising the prole of
the organization throughout Brazil.
Undertaken two community literacy projects in South Africa,where the Girl Guides Association is also increasing the number
of Guides and Guiders involved in literacy initiatives.
In addition we have
31% of Associations improving their overall scoreon the performance assessment for adult training from2004 to 2007.
Accredited 14 training schemes. Produced a tool kit to support Member Organizations in
the Europe Region to carry out research.
Provided training for Member Organizations on creatingtheir own micro sites at the Asia Pacic and Africa Regional
conferences.
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Progress against the objectives we set ourselves for 2007
3goal
We said we would Support and train Member Organizations and regions
to deliver WAGGGS advocacy strategy at regional andnational level.
We have
Published 11 position papers, with guidelines on usage, onissues important to girls and young women.
Launched the Members Area of the WAGGGS website providingMember Organizations and other groups within WAGGGS
with their own place to network, exchange information, offer
support and share ideas. The dedicated section of the website
also acts a repository for projects and initiatives and includes a
discussion forum on WAGGGS issues. Held several advocacy seminars, particularly at Sangam, which
have empowered young women to develop projects on our
advocacy issues in their home communities and with their
Member Organizations.
Mapped existing training projects and documented modelsof good practice on HIV and AIDS projects within WAGGGS
Member Organizations and other NGOs. From this research a
new HIV and AIDS training toolkit providing training materials
for girls and young women to support the development of local
level prevention and care projects on HIV and AIDS has been
developed. It was piloted at the Helen Storrow Seminar on
ght AIDS held in April at Our Chalet.The toolkit will be launched at the International AIDS
Conference in Mexico City in August 2008.
Trained regional committees on advocacy by providing trainingmodules for the committee meetings.
Joined the Coalition for Adolescent Girls and activelycontributed to the World YWCA Council and the Commission
on the Status of Women, giving us increased visibility for our
global voice.
We said we would Strengthen UN teams and increase WAGGGS interventionin and participation at international events and platforms.
We have
Grown WAGGGS voice at the United Nations withmore representatives joining all the teams in Nairobi,New York, Vienna, Paris, Rome and Geneva. There arecurrently 26 representatives with coordination throughteam coordinator meetings.
Lobbied successfully through the UN team, Paris, with theYouth Programmatic Commission at UNESCO for a day onnon-formal education and took a leading role at the event.The Paris team attends all big UNESCO events to promoteWAGGGS key issues.
Supported girls and young women through its UN teamsto represent directly their own interests and contributeto advocacy activities in many different fora. Strategicpartnerships with UN agencies and with key NGOs have beenstrengthened across the world as well as at national level.
Provided two young women with the opportunity to speakout on violence against women at the UN Commission on the
Status of Women. They participated in a joint event with theEuropean Womens Lobby, European Youth Forum and PlanInternational, attended the UN youth caucuses and girls speakout events during the Commission and spoke as panellists atWAGGGS events with a number of other NGOs and governmentofcials in the audience.
Become an ofcial supporter of relevant UN campaigns, forexample an international partner of Fight Hunger Walk theWorld, organized by the UN World Food Programme, a launchpartner of the UNIFEM say no to violence against womencampaign, and an ofcial supporter of the global peacepetition launched by AFS.
Effectively encouraged our members to participate with us inrelevant UN International Action Days through calls to actionon our website, for example on World Health Day, World FoodDay, International Womens Day, Childrens Day, InternationalYouth Day, International Day of Peace, and World AIDS Day.
Enabled 25 young women from ve Member Organizationsin Africa Region to attend an international leadership summitfor women and girls organized by the Vital Voices GlobalPartnership in January 2007 in South Africa. They engagedin debates that affected them such as empowerment,participative democracy and leadership.
Enlisted four young women from Kenya and Burundi torepresent WAGGGS at the International Womens Summit andthe Young Women Leadership Forum in Kenya.
Sent young delegates who spoke at the Women Deliverconference and the International Womens Summit.
The Voice of Girls andYoung Women Building a Better World
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In addition our voice is beingheard through
The Pakistan Girl Guides Association, which held trainingworkshops in 30 locations in Punjab to orientate Guides and
non-Guide students of Hamjoli groups in Life Skills Based
Education, Child Rights and HIV and AIDS. About 1,800 girls
have been trained as Agents of Change to disseminate
messages on prevention, control and treatment of HIV
and AIDS to the girls and women in their areas through
community camps and fora. District Health Ofces and
related NGOs are collaborating with the Girl Guides in
this venture.
Malawi Girl Guides, the Association Nationale des Guidesde Guine and the Association des Guides du Burundi are
working with UNICEF on girls education campaigns.
Girl Scouts of the Philippines, working in partnership withUnilever, conducting projects for girls on self-esteem.
The Western Hemisphere Region, which has strengthenedits partnership with regional youth platforms by supporting
strategies for a plan of cooperation and integration of youth
in Latin America.
We said we would Undertake further research into what girls worldwideare saying.
We have
Supported the launch of Plan UKs Because I am a girl reportthat includes research on girls.
Conducted with the support of UPS, a global survey onvolunteering which will help WAGGGS develop strategies
to respond to the needs of the young women who are ourvolunteer leaders. The survey is addressing, for example,
aspects of volunteering such as what motivates young people
to join organizations and what inspires a young person to
become a young leader. The Survey is aimed at 11 to 24 year
olds and is available online in English, French and Spanish and
on paper in Arabic, Portuguese and Mandarin. The results will
be used to help inform WAGGGS about how it can meet the
needs of girls and young women in the future.
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Where did our total incomecome from?There was an increase of 8% (409K) in the total
income of 5,464K from all sources in 2007 compared
with 5,055K in 2006. Although total voluntary
income is marginally higher than 2006, general
donations were signicantly lower than 2006.
World Thinking Day income was particularly
disappointing at 177k (2006: 234K) but donations
received by the World Centres increased by 75% from246K in 2006 to 431K in 2007. Investment income
grew by 16% (52K) over 2006. Increased activity at
the four World Centres generated additional income
of 175K (15%). Grants for specic projects including
the second phase of the UPS Global Signature
Programme increased by 152K. As approved at the
32nd World Conference the total membership fees
(quota) collectable for the year remained the same
as that of 2006 and 2005 therefore reducing the
overall reliance on quota to 30% of total income.
Financial Review
2 Annual Report and Financial Statements 2007
How the money was used tosupport WAGGGS Goals:Expenditure on all activities was 5,386K
(2006: 4,910K), 10% higher than in 2006.
The proportion of the total expenditure in
direct support of WAGGGS three strategic goals
remained at 74% with a further 17% being
spent on operational support for these activities.Direct support amounted to 3,978K (2006: 3,636K)
with operational support amounting to 920K
(2006: 897K).
WAGGGS income from all sourcesamounted to 5.5 million and came from:
5.4 million was spent on thefollowing activities:
Grants,
822K, 15%
World Centres Operating Income,
1,362K, 25%
Donations
(including sales of
materials & goods),798K, 15%
Investment Income,
375K, 7%
Olave Baden-Powell Society,
261K, 5%
World Thinking Day,
177K, 3%
Quota,
1,669K, 30%
Governance,
191K, 4%
Cost of Generating Funds,
297K, 5%
Operational Support Services,
920K, 17%
Goal 1 Leadership,
1,496K, 28%
Goal 2 Membership,
1,561K, 29%
Goal 3 Advocacy,
921K, 17%
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World Association of Girl Guides and Girl Scouts Annual Review 2007
There was a decit of income over expenditure of 187K
(2006: surplus of 316K) in unrestricted income, a surplus of189K in restricted income (2006: decit of 232K) and 76K
to the Endowment Fund (2006: 61K). The overall surplus for
the year amounted to 78K (2006:145K).
After taking into consideration the gains and losses on
investments and exchange rate movements of 104K (2006:
476K) there has been an increase in total funds of 182K
compared to an increase of 621K in 2006.
As at 31 December 2007 there was an unrealized gain of 77K
on the value of WAGGGS Investment portfolio (2006: 483K).
This is the amount that WAGGGS would have realized had the
entire investment portfolio been sold on 31 December 2007.
This value will uctuate depending on the performance ofthe investments and the economic conditions affecting the
UK Stock Market at a particular point in time. During the year
a small loss of 12K was incurred on the sale of investments
(2006: prot of 143K). The revaluation and exchange
movements on the translation of assets at the World Centres
into pounds sterling were 39K compared with losses of 150K
in 2006.
Fundraising ActivitiesGenerating unrestricted voluntary contributions to support
WAGGGS continues to be a challenge with income for 2007
falling well below expectations. In part this has been due
to the strength of Sterling against the currencies of those
countries which continue to be signicant supporters of
World Thinking Day. Changes in the Fund Development
department have meant there have been resources available
for fundraising activities for only half the year. Consultants have
been engaged to work with us to develop a compelling case
for support and to identify required resources for the future.
Task groups on individual giving and major donor strategy have
been hard at work and more than 30 Friends groups around
the world continue to generate signicant voluntary support for
the World Centres.
Olave Baden-Powell SocietyThe Olave Baden-Powell Society continues to be a very
signicant supporter of WAGGGS through its individual
members. With 48 new members in 2007, OB-PS members
donated 153K to the endowment fund, 108K to the
operating fund, and 70K for specic projects, including the
Juliette Low Seminar. The Princess Benedikte Award, which
recognizes donors who have made cumulative gifts of 25,000
or more to WAGGGS, was presented to six generous supporters
in 2007 making the total awardees to date to nine. Details ofthe awardees can be seen on page 33.
ReservesWAGGGS aims to retain sufcient free reserves to ensure
that contractual commitments to staff, for premises and
programme work can be made with reasonable condence.
The appropriateness of the Reserves Policy is reviewed each
triennium in conjunction with WAGGGS Strategic Plan and
the degree of risk associated with each of WAGGGS target
income sources and the level of the Endowment Fund. For the
2006-2008 triennium, the World Board has concluded that
the overall level of WAGGGS unrestricted free reserves should
be maintained at a level of three to six months of annual
unrestricted expenditure. The continued appropriateness of
the policy is reviewed annually by the Finance Committee
throughout each triennium.
Free reserves available for use by WAGGGS are those that are
readily realizable, less funds whose use are restricted or have
been designated for particular purposes.
As at 31 December 2007 WAGGGS free reserves amounted to
2,232K (2006: 2,448K) represented by Investments and Net
Current Assets (see Note 14). This is approximately 49% of the
total anticipated expenditure in 2008.
Designated Funds
These reserves are shown in note 13 on page 31 and areallocated against specic activities scheduled to take place over
a period of time and are expected to be used within the next
two years. Although funds were set aside in 2006 to carry out
major upgrading of facilities at Our Chalet which took place in
2007 a signicant part of this expenditure was funded by the
Our Chalet Foundation. Funds were used in support of the ve
Regional Conferences during the year. Further funds have been
set aside towards the 33rd World Conference to be held in
South Africa in 2008.
13World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
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Investment Policies and PerformanceWAGGGS Constitution enables the World Board to invest any
funds which are not immediately required for its purposes
in such investments as may be thought t, subject to any
conditions and consents as may be required by law. The
World Board has set a clear ethical investment policy which is
driven by WAGGGS principles. This policy is reviewed annually
and is consistent with Trustees responsibilities under the
Charities Act. Our Investment Managers, Merrill Lynch Portfolio
Managers, are instructed to take all reasonable measures to
avoid investing in companies where it is possible to determine
that a material proportion of their revenues are derived from
the following activities: tobacco, alcohol, illicit drugs, gambling,
armaments or war producing items.
In addition, our investment managers are aware that WAGGGS
wishes to avoid investment in regions or companies that have
material dealings that breach human rights, particularly those
of women and girls.
In setting the performance criteria against which the
performance of the investment portfolio is managed,
consideration is given to achieving capital growth for WAGGGS
Endowment Fund and the need to provide up to 5% of
WAGGGS total income requirements in the year. The actual
allocation of assets is reviewed each year taking into account
advice from the Investment Manager and the degree of riskconsidered appropriate for WAGGGS investments. The current
asset allocation has been set as equities 50%, xed income/
cash instruments 40%, and property/cash 10%.
The performance of the portfolio is measured against the
following criteria:
Fixed income return is measured against the FTAGovernment Under 15 Years Index;
Equity return is measured against the FTSE All - Share Index;
The total portfolios return is measured against the indexed
returns of the underlying asset classes weighted by the
asset allocation percentages established by the Finance
Committee;
The current performance target is set at 100 basis pointsabove the Indices over a ve-year period.
The portfolio rose by 6.55% on a total return basis compared
to the benchmark rise of 5.70% during the period. The US
subprime mortgage crisis, the recognition of slowing GDP
growth, the threat of ination from food and energy price rises
and the weakening US dollar, supporting higher commodity
prices have all contributed to 2007 being one of the more
unsettled years for investors as market volatility reached
extremes, particularly in the second half of the year. Over the
past ve years the cumulative the total return on the portfolio
has been 70% against the benchmark of 53%.
As at 31 December 2007 there was an unrealized gain on the
portfolio of 77K (2006: 483K).
The FutureOur key objectives for 2008, which support the overall
achievement of the three Goals as part of WAGGGS Strategic
Plan for the 2006-2008 triennium, are set out on page 15.
Our priorities for the 2006-2008 triennium were set at the
32nd World Conference in 2005. As part of this overall strategy
our prime objectives for 2008 are shown below.
Implement a revised fundraising strategy to create a soundincome stream to support the work of the 2009-2011
triennium.
Hold the 33rd World Conference in South Africa enablingMember Organizations to agree the strategic direction for
the next triennium 2009-2011.
Build and strengthen relationships with corporate partnersand other NGOs.
Build upon the monitoring and evaluation work to assessthe impact of WAGGGS strategy.
4 Annual Report and Financial Statements 2007
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World Association of Girl Guides and Girl Scouts Annual Review 2007
Goal 1:Leadership Development Capacity Building
Launch WAGGGS Leadership Development Programme(WLDP) at the World Conference.
Finalise WAGGGS Leadership Development Programmematerial for implementation in 2009-2011.
Develop trainers expert in delivering internationalleadership training.
Ongoing strategic leadership work providing tailor-madetraining at regional, sub-regional and national levels. TheAfrica Region will develop a mentoring programme for
young women in leadership.
Hold the Juliette Low Seminar in Africa focusing oninternational leadership, encouraging more participants
from under-represented countries.
Exchange of best practices at the Central Americangathering in Panama and the Caribbean Link Conference for
the Western Hemisphere Region.
Goal 2:Strong and Growing MemberOrganizations Revitalising the Movement
Building upon the outcome of the volunteerism survey,undertake more research in order to inform recruitment,
retention and educational programmes within Member
Organizations.
Launch of twinning between Girl Scouts USA and ve LatinAmerican Member Organizations.
The Europe Region to hold a round table on membership.
Hold a dynamic event for 14-16 year-olds, to explore newand attractive ways of recruiting and retaining members of
this age group in Asia Pacic Region.
Goal 3:The Voice of Girls and Young Women Building a Better World
Test the concept of a Global Day of Action by piloting onWorld Health Day. The six UN teams will be active in the
cities where they are based and will reach out to Member
Organizations through the website. This will serve as a
forerunner to Global Action Days in 2010 and 2012 marking
the Guiding centenary.
Launch the new HIV and AIDS training toolkit at theInternational AIDS Conference in Mexico City in August
2008. This will enable WAGGGS to increase its capacity to
train girls and young women to be peer educators on HIV
prevention and stigma reduction.
Undertake research on the trafcking of girls and youngwomen with an aim to forging strategic alliances and
securing resources for the planned global Tackling
Trafcking project. Member Organizations will initially work
in teams to deliver the project.
Continue to work on developing advocacy plans withMember Organizations to develop advocacy plans and we
will provide them with a toolkit to enable them to develop
their own advocacy work.
Increase networking with relevant NGO coalitions thatsupport our advocacy priorities, including the Alliance of
Youth CEOs (Big 6) and the Leadership Council of the
Global Coalition on Women and AIDS.
The Africa Region will be furthering its partnership with theAfrican Union.
The achievement of WAGGGS Mission, to enable girls
and young women to develop their fullest potential as
responsible citizens of the world, depends upon the dedicationand hard work of all our volunteers and other supportive
individuals as well as the professionalism of its entire staff
throughout the world.
Approved and authorised for issue by the Board of Trustees on 15 May 2008 and signed on its behalf by:
Elspeth Henderson Della Salway
(Chairman of the World Board) (Treasurer)
15World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
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Independent Auditors Reportto the Trustees of the World Associationof Girl Guides and Girl ScoutsWe have audited the nancial statements which comprise
the Statement of Financial Activities, the Balance Sheet, the
Cash Flow Statement and related notes.
This report is made solely to the charitys trustees as a body,
in accordance with the Charities Act 1993. Our audit work
has been undertaken so that we might state to the charitys
trustees those matters we are required to state to them in anauditors report and for no other purpose. To the fullest extent
permitted by law, we do not accept or assume responsibility to
anyone other than the charity and the charitys trustees as a
body, for our audit work, for this report, or for the opinions we
have formed.
Respective responsibilities of trusteesand auditorsThe trustees responsibilities for preparing the Annual Report
and the nancial statements in accordance with applicable law
and United Kingdom Accounting Standards (United Kingdom
Generally Accepted Accounting Practice) are set out in the
Statement of Trustees Responsibilities.
We have been from as auditors under section 43 of the
Charities Act 1993 and report in accordance with regulations
made under section 44 of that Act. Our responsibility is to audit
the nancial statements in accordance with relevant legal
and regulatory requirements and International Standards on
Auditing (UK and Ireland).
We report to you our opinion as to whether the nancial
statements give a true and fair view and are properly prepared
in accordance with the Charities Act 1993. We also reportto you if, in our opinion, the Annual Report is not consistent
with the nancial statements, if the charity has not kept
proper accounting records, or if we have not received all the
information and explanations we require for our audit.
We read other information contained in the Annual Report,
and consider whether it is consistent with the audited nancial
statements. This other information comprises only the
Trustees Report. We consider the implications for our report
if we become aware of any apparent misstatements or
material inconsistencies with the nancial statements.
Our responsibilities do not extend to any other information.
Basis of audit opinionWe conducted our audit in accordance with International
Standards on Auditing (UK and Ireland) issued by the Auditing
Practices Board. An audit includes examination, on a test
basis, of evidence relevant to the amounts and disclosures
in the nancial statements. It also includes an assessment
of the signicant estimates and judgments made by the
trustees in the preparation of the nancial statements, and of
whether the accounting policies are appropriate to the charitys
circumstances, consistently applied and adequately disclosed.
We planned and performed our audit so as to obtain all theinformation and explanations which we considered necessary
in order to provide us with sufcient evidence to give
reasonable assurance that the nancial statements are free
from material misstatement, whether caused by fraud or other
irregularity or error. In forming our opinion we also evaluated
the overall adequacy of the presentation of information in the
nancial statements.
OpinionIn our opinion the nancial statements give a true and fair
view, in accordance with United Kingdom Generally Accepted
Accounting Practice of the state of the charitys affairs as at
31 December 2007 and of its incoming resources and
application of resources in the year then ended and have been
properly prepared in accordance with the Charities Act 1993.
BAKER TILLY UK AUDIT LLP
Registered AuditorChartered Accountants1st Floor, 46 Clarendon RoadWatford, Herts WD17 1JJ
15 May 2008
6 Annual Report and Financial Statements 2007
Independent Auditors Report
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World Association of Girl Guides and Girl Scouts Annual Review 2007
World BoardChairmanElspeth Henderson
Deputy ChairmanMary Lynn Myers
Finance & Business Management GroupCoordinatorDella Salway
Chairman, Governance and Constitutions CommitteeLiesbeth Lijnzaad
Communications GroupCoordinatorMargaret Treloar
Rehana BanooMagda MurrMarjorie Samudzimu
Development of Girl Guiding/Girl Scouting GroupCoordinatorMette Grnvold
Chairman, World Centres CommitteeLinden Edgell
Fatimah MohamedLuca Pierio Gastaeta
Regional ChairmenAfrica RegionHonorine Kiplagat (until 17/6/07)Marie-Anne Tofani-Fofana (from 17/6/07)
Arab RegionZeina Kfoury (until 22/5/07)Essia Fathallah (from 22/5/07)
Asia Pacic RegionCristina Lim-Yuson (until 8/6/07)June Cameron (from 8/6/07)
Europe RegionDiane Dixon (until 9/5/07)Fabiola Canavesi (from 9/5/07)
Western Hemisphere RegionAngela Dawson (until 10/7/07)
Mara Elena Murillo Echeverra (from 10/7/07)
Substitute MembersLida JacobThrse Hode
TreasurerDella Salway
Senior ManagementChief ExecutiveMary Mc Phail (appointed 28/2/07)
Communications DirectorCharlotte Barran
Human Resources DirectorLorraine Dixon
Finance DirectorVi Jensen
Strategies for Growth DirectorLydia Mutare
Regional Operations DirectorSally ONeill
Olave BadenPowell SocietyPatronHRH Princess Benedikte of Denmark
PresidentCharlotte Christ-Weber
Bankers & Professional AdvisorsBankersNational Westminster Bank plc141 Ebury Street, London SW1W 9QP
AuditorsBaker Tilly UK Audit LLPRegistered AuditorChartered Accountants1st Floor, 46 Clarendon Road, Watford, Herts WD17 1JJ
Investment ManagersMerrill Lynch Portfolio Managers Limited2 King Edward Street, London EC1A 1HA
SolicitorsBircham, Dyson Bell LLP50 Broadway, Westminster, London SW1H 0BL
World BureauOlave Centre12c Lyndhurst Road, London NW3 5PQ
17World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
Trustees,
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Statement of Financialfor the year ended 31 December 2007
Notes Unrestricted Restricted Endowment Total Funds Total Funds Funds Funds Fund 2007 2006
000 000 000 000 000
INCOMINGRESOURCES
Voluntary income 2 846 193 153 1,192 1,188
Investment income 2 375 375 323
Incomingresourcesfromgeneratedfunds 1,221 193 153 1,567 1,511
Incomingresourcesfromcharitableactivities 3 3,236 661 3,897 3,544
Totalincomingresources 4,457 854 153 5,464 5,055
RESOURCESEXPENDEDCost of generating voluntary income 4 243 243 193
Investment management costs 4 13 41 54 51
Costsofgeneratingfunds 256 41 297 244
Charitableactivities 4 4,197 665 36 4,898 4,533
Governancecosts 4 191 191 133
Totalresourcesexpended 4,644 665 77 5,386 4,910
NETINCOME/(EXPENDITURE) before transfers and other gains & losses (187) 189 76 78 145
Transferbetweenfunds 13 36 (36)
Othergains 6 47 7 50 104 476
NETMOVEMENTINFUNDS (104) 160 126 182 621
TotalFundsat1Januar2007 3,768 4,468 5,198 13,434 12,813
Reclassication of opening balances 13 14 (14)
TotalFundsat31December2007 3,678 4,614 5,324 13,616 13,434
The notes on pages 21 to 32 form an integral part of these nancial statements.
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World Association of Girl Guides and Girl Scouts Annual Review 2007
19World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
Balanceas at 31 December 2007
Notes2007 2006
000 000
FIXEDASSETS
Tangible Assets 7 3,924 4,006
Investments 8 8,069 7,118
Totalxedassets 11,993 11,124
CURRENTASSETS
Stocks 9 129 73
Debtors 10 410 255
Short Term investments 1,895 2,829
Cash at Bank and in hand 59 51
2,493 3,208
CREDITORS - amounts falling due within one year 11 (870) (898)
NetCurrentAssets 1,623 2,310
NETASSETS 13,616 13,434
FUNDSoftheCharit
Endowment Fund 12 5,324 5,198
Restricted Funds 12 4,614 4,468
UNRESTRICTED
General Funds 13 2,232 2,448
Designated 13 1,446 1,320
TotalUnrestricted 3,678 3,768
TOTALFUNDS 14 13,616 13,434
Approved and authorised for issue by the Board of Trustees on 15 May 2008 and signed on its behalf by
ElspethHenderson(ChairmanoftheWorldBoard)
The notes on pages 21 to 32 form an integral part of these nancial statements.
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Notes
2007 2006
000 000
Net cash (outow)/ inow from operating activities A (387) 22
Returns on investments and servicing of nance B 375 323
Capital expenditure and nancial investment C 20 (383)
Increase/(Decrease)incash D 8 (38)
NOTESTOTHECASHFLOWSTATEMENT
A)Reconciliationofnetincomingresourcestothenetcash(outow)/inowfromoperatingactivities
Net incoming resources 78 145
Exchange and revaluation movements 43 (77)
Less Investment income (375) (323)
Depreciation 106 102
(Increase)/Decrease in stock (56) 29
(Increase)/Decrease in debtors (155) 103
(Decrease)/Increase in creditors (28) 43
Netcash(outow)/inowfromoperatingactivities (387) 22
B)ReturnsonInvestmentsandservicingofFinance
Dividends received 279 248
Interest received 96 75
Total 375 323
C)CapitalExpenditureandFinancialInvestment
Purchase of tangible xed assets (24) (12)
Purchase of investments (2,440) (2,149)
Sale of investments 1,550 2,254
Decrease/ (Increase) in short term investments 934 (476)
Total 20 (383)
D)ReconciliationofNetCashFlowtoMovementinNetFunds Increase/(Decrease) in cash 8 (38)
(Decrease)/Increase in Short Term Deposits (934) 476
ChangeinNetFunds (926) 438
Net Funds brought forward 2,880 2,442
NetFundscarriedforward 1,954 2,880
E)AnalsisofchangesinNetFunds 1Januar 31December
2007 CashFlow 2007
000 000 000
Cash at Bank and in Hand 51 8 59Short Term deposits 2,829 (934) 1,895
Total 2,880 (926) 1,954
Cash Flowfor the year ended 31 December 2007
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World Association of Girl Guides and Girl Scouts Annual Review 2007
21World Association of Girl Guides and Girl Scouts Registered Charity No. 306125
1. ACCOUNTING POLICIES1.1 Basis of accounting
The nancial statements have been prepared under the
historical cost convention, with the exception of listed
investments, which are included on market value basis.
The nancial statements have been prepared in accordance
with the Charity Commission for England and Wales Statement
of Recommended Practice on Accounting and Reporting by
Charities (SORP 2005), the Charities Act 1993 and applicable
United Kingdom accounting standards.
The particular accounting policies adopted by the Trustees aredescribed below and have been applied consistently throughout
the current year and preceding year.
1.2 Fund Accounting
Restricted Funds - these funds are subject to specicconditions imposed by the donors.
Endowment Fund - this is an expendable endowment fundestablished by a resolution of the World Conference in 1999.
Its aim is to provide a fund, the income of which can be usedto safeguard the continuing development, promotion and
expansion of WAGGGS.
General Funds - these are funds which are available foruse at the discretion of the World Board in the furtherance
of WAGGGS Object.
Designated Funds - these funds have been set aside outof General funds, at the discretion of the World Board, for
specic purposes. The Finance Committee reviews the status
and adequacy of the individual designated funds in relation
to the achievement of WAGGGS Strategic Goals and the need to
provide for activities which are held at different stages ofsthe Triennium.
1.3 Incoming ResourcesAll incoming resources are included in the accounts when the
charity is legally entitled to the income and the amount can
be quantied with reasonable accuracy. The following specic
policies apply to categories of income.
Quota income relates to the annual fee payable by MemberOrganizations as a condition of membership. This is
accounted for on a receivable basis, net of provisions.
Legacy entitlement is taken as the earlier of the cash beingreceived or estate accounts being settled.
Donations are accounted for where there is adequatecertainty of receipt.
Grants for specic purposes are recognized as income whenreceived and are shown as restricted income. The exception
to this rule is where grants are received with preconditions
attached, and where the preconditions have not been met
by the balance sheet date. Such grants are included in
creditors.
Investment income, primarily from dividends and interest,is included gross and accounted for when receivable.
Charitable trading income includes the sale of publications,uniform and other items purely for charitable purposes by
the World Bureau.
World Centres Operating Income consists primarily ofreceipts for board and lodging. This is accounted for on an
accruals basis.
Donated services, where material, measurable and readilyidentiable are included at the value of the service received
by the charity.
Notes to thefor the year ended 31 December 2007
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Notes to thefor the year ended 31 December 2007 continued
1.4 Resources ExpendedAll expenditure is accounted for on an accruals basis and has
been classied under headings that aggregate all costs related
to the category, inclusive of any irrecoverable VAT.
The allocation of staff salaries and overheads not directly
attributable to a particular functional activity are apportioned
over the relevant categories on the basis of management
estimates of time spent by individual staff on various activities
in support of WAGGGS goals.
Cost of Generating Funds includes those expenses which are
directly attributable to the generation of funds. These includeInvestment Managers fees and the salaries and overheads
of the staff that directly undertake fundraising activities plus
allocated support costs.
Charitable Activities expenditure is allocated against goals and
activities on the basis noted above. Activities include:
Operational Support Services represent the central costsnot directly attributable to WAGGGS goals but are in
support of WAGGGS charitable activities. Further details of
items included in operational support are included in the
notes to the nancial statements.
Governance costs include the direct costs of theadministration of WAGGGS and compliance with
constitutional and statutory requirements including an
appropriate share of support costs. These costs include
audit, legal advice for trustees and costs associated with
Board meetings, the governance element of the World
Conference and the preparation of the statutory accounts.
Triennial Expenditure The cost of the World Conference andRegional Conferences which take place on a triennial basis,
are met from designated funds built up by annual transfers
from General Funds.
Pensions are provided through money purchase schemesand costs recognized when payments into those schemes
are due and payable.
1.5 Foreign Currencies
Assets and liabilities denominated in foreign currencies and
the results of overseas operations are translated at the rates
of exchange ruling at the balance sheet date. Exchange
differences arising from the retranslation of opening net
investment in overseas operations are dealt with as a
movement in the funds. Transactions in foreign currencies arerecorded at the rate ruling at the date of the transactions and
exchange differences are dealt with through the Statement
of Financial Activities.
1.6 Tangible Fixed Assets and DepreciationFreehold properties are stated in the balance sheet at cost,
net of depreciation with the exception of Our Cabaa in
Mexico which is based on the net book value of the building
at 30 September 1999. Freehold land is not depreciated. Other
tangible xed assets are stated at cost, net of depreciation.
Depreciation is provided in equal annual instalments over the
estimated useful lives of the assets as follows:
Freehold Buildings 50 years
Leasehold Buildings the length of the lease*
Leasehold improvements 20 years or length of remaininglease if shorter
Fixtures and ttings 5 years
Ofce equipment other than computers 5 years
Computer equipment 3 years
Database management system 5 yearsAll tangible xed assets are capitalised subject to a cost
threshold of 1,000.
*Where the length of the lease is in excess of 50 years an
impairment review is carried out each year to ensure xed
assets are not overvalued.
1.7 Investments
Investments listed on a recognized stock exchange are stated
at market value. Unrealized gains and losses arising from
the revaluation of the investment portfolio are shown in the
appropriate section of the Statement of Financial Activities.
1.8 Stocks
Stocks are valued at the lower of cost and net realisable value.
Cost comprises purchase of materials.
1.9 Taxation
No taxation is payable due to the charitable status of the
organization.
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2. ANALySISOFINCOMEFROM Unrestricted Restricted Endowment Total Funds Total
GENERATEDFUNDS Funds Funds Fund 2007 2006
000 000 000 000 000
VoluntarIncome
Donations 37 37 120
World Thinking Day 177 177 234
Olave Baden-Powell Society 108 153 261 272
Regions 286 286 316
World Centres 238 193 431 246
Totalvoluntarincome 846 193 153 1,192 1,188
Investmentincome
Dividend income 279 279 248
Interest 96 96 75
Totalinvestmentincome 375 375 323
3. ANALySISOFINCOMEFROM Unrestricted Restricted Endowment Total Funds Total
CHARITABLEACTIVITIES Funds Funds Fund 2007 2006
000 000 000 000 000
Quota (Fees payable by Member Organizations) 1,669 1,669 1,669
World Centres Operating income 1,362 1,362 1,187
Sale of materials and goods 44 44 18
Grants for specic programmes 161 661 822 670
Totalincomeformcharitableactivities 3,236 661 3,897 3,544
4. ANALySISOFTOTALRESOURCESEXPENDED Unrestricted Restricted Endowment Total Total
Funds Funds Fund 2007 2006
000 000 000 000 000
CostofgeneratingFunds
Direct cost of generating funds 62 62 11
Fundraising management and support 181 181 182
Investment Managers Fees 3 41 44 41
Management of investments 10 10 10
Totalcostofgeneratingfunds 256 41 297 244
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Notes to thefor the year ended 31 December 2007 continued
4. ANALySISOFTOTALRESOURCESEXPENDED Unrestricted Restricted Endowment Total Total
continued Funds Funds Fund 2007 2006
000 000 000 000 000
CharitableActivities
Goal1Leadership
Supporting and working with Member Organizations 167 68 235 233
Workshops/Seminars and Training 130 130 127
World Conference 30 30 12
Triennial Theme and Publications 9 9 1Supporting and working with Regions 7 7 8
Regional Conferences 67 67 5
World Centres - Operating Costs 807 67 874 681
Supporting and working with World Centres 103 103 92
Promoting WAGGGS 41 41 45
Total 1,361 135 1,496 1,204
Goal2Membership
Supporting and working with Member Organizations 378 393 771 1,100
Workshops/Seminars and Training 139 139 158
World Conference 29 29 12
Supporting and working with Regions 35 35 23
Regional Conferences 20 20 -
World Centres - Operating Costs 346 41 387 279
Supporting and working with World Centres 47 47 45
Promoting WAGGGS 112 112 87
Charitable Trading 21 21 23
Total 1,127 434 1,561 1,727
Goal3Advocac
Supporting and working with Member Organizations 133 55 188 121
Workshops/Seminars and Training 18 18 23
World Conference 10 10 12
Triennial Theme and Publications
Supporting and working with Regions 7 7 5
Regional Conferences 39 39 4
World Centres - Operating Costs 461 27 488 396
Supporting and working with World Centres 62 62 55
Promoting WAGGGS 109 109 89
Total 839 82 921 705
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4. ANALySISOFTOTALRESOURCESEXPENDED Unrestricted Restricted Endowment Total Total
continued Funds Funds Fund 2007 2006
000 000 000 000 000
OperationalSupportServices
Supporting World Board 130 130 136
Regional Committees support 165 165 162
Regional Conferences 207 207 39
Olave Baden-Powell Society 45 36 81 72
General and Financial Management 323 14 337 488
Total 870 14 36 920 897
TotalExpenditureonCharitableActivities 4,197 665 36 4,898 4,533
Governance
World Board and Committees 48 48 37
World Conference 25 25 10
Statutory Costs 116 116 84
Strategic Direction 2 2 2
Total 191 191 133
TotalResourcesExpended 4,644 665 77 5,386 4,910
Support costs not directly attributable to the charitable activities, generating funds and governance, have been allocated to each of the
categories shown below on the basis of estimated time and number of staff employed during the year on each of the relevant activities.
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Notes to thefor the year ended 31 December 2007 continued
4. ANALySISOFTOTALRESOURCES Direct Direct Staff Support Total Total
ByCATEGORyOFEXPENDITURE Costs Costs Costs 2007 2006
000 000 000 000 000
Cost of Generating Funds 117 134 46 297 244
Goal 1 Leadership 927 485 84 1,496 1,204
Goal 2 Membership 1,053 405 103 1,561 1,727
Goal 3 Advocacy 487 360 74 921 705
Operational Support Services 66 629 225 920 897
Governance 123 50 18 191 133
TotalResourcesExpended 2,773 2,063 550 5,386 4,910
The support costs shown above comprise the cost of management time in overseeing these activities, ofce costs cover the cost
of the World Bureau and the Europe Ofce including maintenance and running of the ofces, personnel costs include staff training and
other central staff related expenses and IT and communication costs include all general IT support and other communication costs.
4. ANALySISOFSUPPORTCOSTS Management Ofce Personnel IT and Total
ByFUNCTIONALEXPENDITURE Costs Costs Costs Communication Support Costs
Costs 2007
000 000 000 000 000
Cost of Generating Funds 5 14 17 10 46
Goal 1 Leadership 10 26 31 17 84
Goal 2 Membership 12 33 36 22 103
Goal 3 Advocacy 9 23 27 15 74
Operational Support Services 27 66 84 48 225
Governance 2 5 7 4 18
TotalResourcesExpended 65 167 202 116 550
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5. EMPLOyEES
2007 2006
Totalstaffcosts 000 000
Wages and salaries 1,926 1,828
Social security costs 228 194
Pension costs 93 76
Total 2,247 2,098
RemunerationpolicandbenetsThe Association bases its reward polices and strategies on the needs of the organization. Salaries are benchmarked against other
comparable organizations to ensure that it pays a suitable rate of pay to all the staff in relation to the environment in which they
work. The Association has a separate Group personal pension plan set up in 1998 with Norwich Union Life, which is a contributory
money purchase scheme to which the majority of staff belong. A small number of staff contribute to the money purchase
pension scheme with Save & Prosper Group Ltd., which commenced in 1984. The assets of both schemes are in independently
administered funds. Contributions totalling 2K (2006:2K) were payable at the year end and are included in the creditors.
Where appropriate the World Centres contribute to local pension arrangements for senior staff.
AveragenumberofFull-TimeEquivalentEmploees 2007 2006
Number
World Bureau 46 47
World Centres 46 46
Total 92 93
2007 2006
Thenumberofemploeeswhoseemolumentsasdenedfortaxationpurposes Number
amountedtoover60,000
80,001 - 90,000 1
70,001 - 80,000 1
60,001 - 70,000 3
Pension contributions of 22K were paid in 2007 (2006:5K) to employees earning more than 60,000 within the year.
The trustees did not receive any remuneration or benets in kind, other than the reimbursement of expenses. During the year
17 (2006:17) trustees were reimbursed for travelling and accommodation expense incurred on the Associations business which
amounted to 43K (2006:35K).
AuditorsRemuneration
Audit fees payable for the year ended 31 December 2007 were 33K (2006: 35K). No fees were payable for non audit work in the
year (2006: nil).
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6. OTHERGAINS Unrestricted Restricted Endowment Total Funds Total
Funds Funds Fund 2007 2006
000 000 000 000 000
(Loss)/Prot on Sale of Capital Investments (2) (10) (12) 143
Unrealised Gains on Investments 17 60 77 483
Exchange and Revaluation Movements 32 7 39 (150)
TotalOtherGains 47 7 50 104 476
7.TANGIBLEFIXEDASSETS Freehold Leasehold Data
Land& Land& Furniture& Management
Buildings Buildings Equipment Sstem Total
000 000 000 000 000
CostorValuation
Brought forward 1 January 2007 715 4,354 592 130 5,791
Additions 24 24
Exchange difference (15) 14 (1)
Carriedforward31December2007 700 4,354 630 130 5,814
AccumulatedDepreciation
Brought forward 1 January 2007 465 710 527 83 1,785
Charge for year 14 31 35 26 106
Exchange difference (11) 10 (1)
Carriedforward31December2007 468 741 572 109 1,890
NetBookValue:
31December2007 232 3,613 58 21 3,924
31 December 2006 250 3,644 65 47 4,006
There were no disposals in the year.
The total value of land that is not depreciated is 55K.
Notes to thefor the year ended 31 December 2007 continued
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8. INVESTMENTS Total Total
2007 2006
restated
000 000
Market value at 1 January 2007 7,118 6,623
Purchases at cost 2,440 2,149
Disposals at book value (1,562) (2,110)
Exchange difference (4) (26)
Net unrealized gain on revaluation 77 482
Marketvalueasat31December2007 8,069 7,118
Atthebalancesheetdate,theportfoliowasinvestedasfollows:
UK Equity shares 3,352 3,538
UK Fixed Interest Bonds and Deposits 2,823 1,908
UK Unit Trusts 214
Property Unit trusts 532 731
Overseas Mutual Funds 230 230
Overseas Fixed Interest Bonds and Deposits 13 10
Money Market Instruments 905 701
Marketvalueasat31December2007 8,069 7,118
There are no restrictions on the realization of any of the investments.
Investments listed on the UK Stock Exchange amount to 6,921K (2006:6,178K )
9. STOCK Total Total
2007 2006
000 000
Uniforms, publications, badges and souvenirs 119 64
Other 10 9
TotalStocks 129 73
10. DEBTORS Total Total
2007 2006
000 000
General debtors 307 214
Prepaid expenses 103 41
TotalDebtors 410 255
Outstanding quota payable by Member Organizations of 108K (2006: 96K) is included within general debtors. The World Board
has agreed rescheduled payment schemes with some Member Organizations in respect of their outstanding quota.
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11. CREDITORS:AMOUNTSFALLINGDUEWITHINONEyEAR Total Total
2007 2006
000 000
Accounts payable 131 95
Owed to Member Organizations 14 71
Employees salaries provision 63 60
Deferred Income 167 246
Tax and Social Security 52 51
Other creditors 443 375
TotalCreditors 870 898
Employees salaries provision reserve represents monies set aside in lieu of pension contributions for employees who are notEuropean Union nationals, and which will be paid to them on termination of employment.
Deferred income relates to potentially refundable income received for future events.
12. ANALYSIS OF MOVEMENTS OF FUNDS Balance Incoming Outgoing Transfer Balance
2006 Funds Funds between 2007
Funds
000 000 000 000 000
WAGGGSEndowmentFund 5,198 203 (77) 5,324 RestrictedFunds comprise of the following unexpended balances on donations and grants given for specic purposes.
The purpose of each fund can be found on page 32.
WorldBureau
Property 1,753 (14) 1,739
Goal 1 Leadership 94 68 (68) 94
Goal 2 Membership 56 47 (22) 81
Goal 3 Advocacy 13 42 (55)
UPS Signature Programme 7 422 (334) 95
Tsunami and other disaster funds 37 9 (37) 9
World Conference and other travel grants 67 67
Other Donations 11 6 17
EuropeRegion 14 (14)
1,985 661 (530) (14) 2,102
WorldCentres
Pax Lodge Property 1,891 (18) 1,873
Pax Lodge Other donations 41 20 (7) (36) 18
Our Cabaa Property 359 (9) 350
Our Cabaa Other donations 20 60 (37) 43
Our Chalet 118 32 (18) 132
Sangam 54 88 (46) 96
2,483 200 (135) (36) 2,512
TotalRestrictedFunds 4,468 861 (665) (50) 4,614
Notes to thefor the year ended 31 December 2007 continued
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ANALYSIS OF MOVEMENTS OF FUNDS Balance Incoming Outgoing Transfer Balance
continued 2006 Funds Funds between 2007
Funds
000 000 000 000 000
13. UNRESTRICTEDFUNDS
General 2,448 3,960 (4,058) (118) 2,232
DesignatedFunds - comprise of the following funds which have been set aside to cover specic costs.
The purpose of each fund can be found on page 32.
Conferences and Roundtables 338 16 354Regional Funds 395 401 (356) 14 454
Property Maintenance 279 143 (230) 1 193
Specic Goal related activities 148 - (8) 140
IT enhancement 24 - 4 28
Others 136 141 277
TotalDesignatedFunds 1,320 544 (586) 168 1,446
TotalUnrestrictedFunds 3,768 4,504 (4,644) 50 3,678
The transfer of funds from Restricted to Unrestricted of 36K in the year relates to expenditure which has been supported
by restricted donations. The reclassication of opening balances of 14K between Restricted and Designated Funds within
the Europe Region is due to grant classication which has been claried in 2007.
14. ANALYSIS OF NET ASSETS BETWEEN FUNDS Tangible Net Current
Fixed Assets Investments Assets Total
000 000 000 000
Endowment 5,324 5,324
Restricted 3,924 527 163 4,614
General 877 1,355 2,232
Designated 1,341 105 1,446
3,924 8,069 1,623 13,616
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The prime purpose of the Restricted and Designated funds shown on pages 30 and 31 and the estimated timeframe in which these
funds are expected to be utilised are shown below.
NameofFund Purpose Periodtobeused
RestrictedFunds
Property To be used for the up keep of the World Bureau. Over the period of the remaining lease
Goal 1 Leadership Primarily for workshops, seminars and training. Within 1 to 2 years
Goal 2 Membership Primarily for workshops, seminars and training. Within 1 to 2 years
Goal 3 Advocacy Primarily for workshops, seminars and training. Within 1 to 2 years
UPS Signature Programme Major project on volunteerism. Within 1 year
Tsunami and other disaster funds Specic funds to aid disaster areas. Within 1 year
Other Donations Includes an amount to deal with emergencies Within 1 to 2 years
and other strategic related issues not specically
in relation to Goals.
WorldCentres
Pax Lodge and Our Cabaa - Property To be used for the up keep of the Centres. Over the period of the remaining
lease or life of the property
World Centres other Restricted funds Primarily for the provision of scholarships and Between 1 and 3 yearssupport for training events held the Centres.
DesignatedFunds
Conferences and Roundtables These funds cover events such as World and Between 1 and 3 years
Regional Conferences which may take place only
once in the triennium and the fund is built up
evenly over the triennium for use in the triennium.
Regional Funds These are funds given to support WAGGGS activities Between 1 and 3 years
and have been allocated to specic regions to use
within the region.
Property Maintenance Funds set aside for major maintenance of the Between 1 and 5 years
World Bureau and World Centres.
Specic Goal related activities Funds set aside for approved activities within the Within 2 years
Strategic plan which span more than one year.
IT enhancement Provision to upgrade IT equipment etc. Within 1 to 2 years
2 Annual Report and Financial Statements 2007
Notes to thefor the year ended 31 December 2007 continued
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The Princess Benedikte AwardeesVibeke Riemer
Lars Kolind
Helen Laird
Ole Nrregaard
Elinor Ferdon
Martha Smith
Irene Graevenitz
Kata Jouhki
Sheikha Jawaher Bint Mohammed Al-Qassimi
Our many supporters including
Many volunteers serving on Committees,
task groups, training pools etc.
Friends of the World Centres, Regions and WAGGGS
International Scout and Guide Fellowship
Member Organizations
Olave Baden-Powell Society
World Foundation for Girl Guides and Girl Scouts Inc.
And our many partners including
Academy for Educational Development
Cambridge University
Carpe Vitam
Design Group International
Exeter University
Food and Agricultural Organization of the United Nations
International Community of Women living with HIV/AIDS (ICW)
John Ellerman Foundation
Lord Cozens-Hardy Charitable Trust
Soroptimist International
UPS Foundation
UNAIDS
UNIFEM
UNFPA
Vital Voices Global Partnership
Regional Centre for Quality of Health Care (Uganda)
Thank you