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← World Association Of Girl Guides And Girl Scouts

2021-12-31-accounts

WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS ANNUAL REPORT 2021

OUR VISION IS

An equal world where all girls can thrive.

OUR MISSION IS

To enable girls and young women to develop their fullest potential as responsible citizens of the world.

CONTENTS

Risk statement Acknowledgements Our purpose

Statement of Trustees’ Responsibilities

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WELCOME TO WAGGGS

Girl Guiding and Girl Scouting is the world’s only movement for every girl and any girl. The Girl Guide and Girl Scout Movement is the largest voluntary movement dedicated to empowering girls and young women in the world.

The World Association of Girl Guides and Girl Scouts (WAGGGS) is a membership organisation bringing together Girl Guiding and Girl Scouting in 152 countries and 8.3 million girls and young women around the world.

of girls and young women. Used well, it creates a learning environment where young people can take the lead and make choices about what they do.

We are supported by over 900 volunteers from 105 Member Organisation and 90 staff in over 30 countries. This makes up the WAGGGS Global Team.

Through Girl Guiding and Girl Scouting girls and young women learn to believe in their power to help themselves and others. This resilience and agency enable them to thrive in a changing world, not only as future leaders but also as leaders today.

We are immensely proud of the achievements of the Girl Guiding and Scouting Movement, our volunteers, and our supporters around the world who have helped ensure that girls and young women experience the positive value of being a Girl Guide and Girl Scout.

At the core of the Girl Guide and Girl Scout experience is our model of non-formal education, which supports the development

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2021 was a year of recovery and

growth. Although the pandemic was still a very real and current event in all the locations where WAGGGS works, the organisation had pivoted to meet this new reality in 2020.

During the pandemic, across the world we saw Girl Guide and Girl Scout numbers drop, and the volunteer base which underpins our Movement change as many people and families had to deal with new social, economic and emotional realities. In 2021 the Movement took positive steps with new recruitment campaigns and activities rolled out in every region to ensure girls and young women continued to benefit from Girl Guiding and Girl Scouting.

At the same time WAGGGS scaled up its work with Member Organisations for girls and young women making use of digital spaces predominantly but also returning to face-toface meetings and activities where possible. Responding to Member Organisation needs, WAGGGS connected 119 Member Organisations to share and learn from one another in areas such as fund development and online delivery. WAGGGS mobilised its 900 volunteers to provide much needed support and capacity building to over 35 Member

Heidi Jokinen

Organisations. Recognising the profound impact of our volunteers, a considerable amount of time was spent reviewing and improving our volunteer offer and journey.

Alongside our direct work with Member Organisations WAGGGS scaled up programmatic delivery to girls and young women through our Member Organisations. We brought online our Girl Led Action on Climate Change programme, and continued to deliver activities on leadership, gender-based violence, menstrual hygiene, body confidence and internet safety. A central part of our offer to girls and young women is to support them to make their voices heard on the issues that matter most to them. In 2021 our advocacy champions were present at the UN Commission on the Status of Women, COP26 among others. We continued to work alongside our partners in the Big 6 to emphasise the work of young people in response to the pandemic and in a post pandemic world.

There were two major highlights in 2021 for WAGGGS and the Movement – the approval of our 12-year vision Compass 2032 and delivering the 37th World Conference online. Compass 2032 captures our collective vision for the next twelve years - to build an equal world where all girls can

thrive. Central to this focus is supporting girls and young women to lead our work. The World Conference took place online, a first for the Movement and brought together over 1,300 participants, representing 135 Member Organisations – over 300 of those attending were under the age of 30. It was a fantastic event.

These continue to be challenging times. WAGGGS has gone from strength to strength responding to the needs of our members and of girls and young women where they need us most. I want to thank Member Organisations, volunteers, staff, donors and of course, Girl Guides and Girl Scouts from across the world, for their continued support.

Heidi Jokinen WAGGGS World Board Chair

CHAIR’S REPORT

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As girls and young women across the globe continued to struggle with the effects of the pandemic on their education, life chances and health, we successfully adapted to meet their changing needs. We provided different opportunities for girls and young women to connect, learn and thrive. We remained committed to our three strategic objectives:

OUR HIGHLIGHTS

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MORE
GREATER STRONG
OPPORTUNITIES
GLOBAL AND VIBRANT
FOR MORE
INFLUENCE MOVEMENT
GIRLS
Here are our highlights from the year
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Here are our highlights from the year
Develop substantive Connect 50 member Bring the voices Mobilise at least £1.5m At least 25% of member Our World Conference
activity with at least 65% organisations to of girls to four global in new funds and partnership organisations take up gains a satisfied or better
of member organisations share and learn policy areas programmes capacity building support from 80% of attendees
TARGET TARGET TARGET TARGET TARGET TARGET
65% 50 4 £1.5m 25% 80%
PROGRESS IN 2021 PROGRESS IN 2021 PROGRESS IN 2021 PROGRESS IN 2021 PROGRESS IN 2021 PROGRESS IN 2021
Impact Report 2021 65% 119 5 £1.6m 28% 93% Impact Report 2021
WAGGGS WAGGGS
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We’ve invested in projects to empower girls and young women to lead and shape Covid-19 recovery in their local communities.

EMPOWERING GIRLS TO LEAD COVID RECOVERY IN THEIR COMMUNITIES

Overall, these projects have supported over 20,000 young people to improve their lives as we learn to live with Covid.

For young people, the social, educational, emotional and economic impacts of the pandemic have been enormous. The ‘Big Six’ global youth organisations came together to develop the Global Youth Mobilisation. Young people are taking action to respond to the pandemic and to improve their lives and the lives of others in their communities now and in a post-Covid world. The aim of this partnership is to find, fund and support youth-led solutions.

In 2021, we awarded At our Sangam World Centre in India , the team ran a Covid rapid response project to support members of the Pune community £140,000 who were severely affected by to 18 of our Member the pandemic. The team provided Organisations across the world, awareness and vaccination sessions enabling delivery of projects to over 200 people, delivered 160 on grief, loneliness and mental food and hygiene packs to families, health in Israel, Lebanon and and distributed hot meals to 1,200 Poland, and a family planning people who were in quarantine. project in Rwanda.

MORE OPPORTUNITIES FOR MORE GIRLS

We will share with family & friend how to protect from Covid, before we don’t know how to do hand wash now we lean the hand wash steps.

Participant

FAMILY PLANNING IS MY RIGHT AND MY CHOICE – RWANDA NATIONAL PROJECT

To address an increase in adolescent pregnancies, that has widened the gender inequality gap in Rwanda, this project provides young people access to comprehensive sexual and reproductive health information and services.

Young people, particularly young women, face issues in accessing information regarding their sexual reproductive health and rights, so I want to contribute to the actions of changing lives of young girls and boys through this project. Faustine

COVID AWARENESS AND VACCINATION BOOKING SESSIONS

Covid rapid response project – Sangam

The session went very well. Everyone liked the information about Covid. They loved the game... some participants are very fearful about vaccination taking, but after the session they understand it is very good for us and ready to take vaccination.

Community partner

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MORE OPPORTUNITIES FOR MORE GIRLS

As a leader, I was thrilled with the level of interactivity in this session - it exceeded my expectations of what a virtual session could provide! This session has excited my Pathfinders about the possibilities of travel once Covid is over - we hope to be able to plan a visit to Our Chalet in a few years!

Leader from Canada whose group participated in Explore Our Chalet

SHARING EXPERIENCES AROUND THE WORLD

We hosted our second Virtual Global Campfire in July 2021. This event brought together members of all ages from across the world to celebrate the Movement. It was attended live by

Our World Centres provide opportunities for girls and young women from all over the world to come together to learn new skills, have fun and build agency. When our centres were forced to temporarily close due to the pandemic, we launched an exciting virtual programme to help us reach even more girls and young women.

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women and girls and watched by 25,000 more in the following days.

In 2021, we delivered over 200 events including discovery sessions about other cultures, mini challenges and virtual tours of the centres. We’ve reached over 6,000 Girl Guides and Girl Scouts providing vital support and companionship during this difficult time.

For leaders of Member Organisations and for the WAGGGS Global Team, we spent 2021 developing our new digital home called Campfire. This online platform, launching in 2022, will allow leaders to share resources and tools, run online learning and collaborate with others internationally. In 2022, Campfire will provide a key opportunity for people to enjoy a virtual place to meet others and create life-long friendships.

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FREE BEING ME HER WORLD, HER VOICE
Body confidence
The programme really is
programme funded
by Dove Self-Esteem hugely important for young
Project women like me. It gives them
a platform to voice their
Free Being Me is one of the opinions and get them
projects that has really helped me heard. And it helps us
and inspired me to want to reach to discover communities
out to a lot of girls. I realised around us and help
that I don’t need to be anybody them in the best
else, I could just compliment way that we can.
myself and I was beautiful Keamogetswe
the way I was.
Faith
INCREASING OUR REACH Our ‘Free Being Me’ body The Youth Exchange South to
confidence programme, funded South Girls’ project, funded by
Our partnerships help us to reach
by the Dove Self-Esteem Project, NOREC, recruited over 48,400
more girls and young women who
can benefit from the fun, friendship has been renewed for the next girls and young women into the
five years. Together we’re leading Movement, despite pandemic
and challenges that Girl Guides
a self-esteem revolution to make travel restrictions.
and Girl Scouts has to offer.
real change in the way the next
generation of women perceive Activities on membership growth,
Our collaboration with UPS
Foundation has been running for themselves and others. Covid response and menstrual
hygiene ran in more than
18 years and our latest project,
13 countries across Africa
‘Her World, Her Voice’ ran across Our education pack, Free Being
and the Asia Pacific.
Rwanda, Nigeria, South Africa, Me, was downloaded over
Mexico and India. It brought
together girls and young women
from diverse backgrounds to 19,000
spur new thinking around youth
times in 2021, encouraging girls
engagement. The projects
and young women in at least
strived towards a gender-equal
52 countries to embrace body
and inclusive world, including
confidence.
increasing membership for people
with disabilities and setting up
empowerment programmes
so girls understand their rights
and can assert them.
CASE STUDY CASE STUDY
Impact Report 2021
WAGGGS
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GREATER GLOBAL INFLUENCE

first time in its 35-year history. It supported 28 girls and young women from all over the world to develop their leadership skills, have adventures and create an environmentally sustainable project to impact their local communities. A further 485 young women attended our online pop-up sessions.

at COP26, the Generation Equality Forum and the UN Commission on the Status of Women.

ADVOCACY IN ACTION

Supporting girls and young women to influence decisions that will bring about an equal world for all girls is central to our work. We encourage Girl Guides and Girl Scouts to take a stand and speak out about the issues they care about.

Member Organisations have taken part in international campaigns, like 16 Days of Activism and Menstrual Hygiene Day, raising awareness of issues including gender-based violence and advocating for better menstrual hygiene.

In 2021, more than 750 young women attended key virtual global events to lobby decision-makers. Our advocates attended and spoke

We held our prestigious Helen Storrow Seminar online for the

I met and worked with girl guides from different countries, also learning about leadership and then applying it in a project that makes a positive change in the communities.

HELEN STORROW SEMINAR The virtual Helen Storrow

The virtual Helen Storrow seminar was held online in October 2021. The theme of the seminar was “Leading Change for an equitable, nature-positive, carbon neutral world”.

Lluvia

The HSS has had a great impact on me and I am ready to go out and empower my community and communities that I am a part of.

Melody

Girls and young women are experts in their own lives. We provide support and access to platforms where girls and young women advocate for themselves on the international stage.

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GIRL LED ACTION ON CLIMATE CHANGE

With climate change the most curriculum for climate action. Foundation enabled us to adapt significant challenge of our Created with girls, leaders the curriculum for use in Latin generation, we’ve worked and experts in Benin, Lesotho America and the Caribbean, for with girls and young women and Tanzania, girls and young roll-out in 2022. throughout the Movement to women learn about how to engage them on the issue and adapt to, and mitigate against, In the next 21 months, we equip them to take action. the effect of climate change. will see up to 57,000 girls and The curriculum supports girls young women actively engaged With funding from the AKO to raise their voices and call in community action to mitigate Foundation, we developed for us all to take urgent action and adapt to climate change ‘Girl-led action on climate on climate change. Funding while influencing those most change’, a new badge from the Swedish Postcode responsible to take action.

In the next 21 months, we will see up to 57,000 girls and young women actively engaged in community action to mitigate and adapt to climate change while influencing those most responsible to take action.

GREATER GLOBAL INFLUENCE

AMPLIFYING VOICES

Every day the girls and young women in our Movement are encouraged to break boundaries and barriers to strive for an equal world. As part of this, each year on the 11th of October our Movement celebrates International Day of the Girl, a time to amplify the voices of girls and raise awareness on the issues that matter most to them.

For 2021, we created the #WriteHerStory activity pack to give girls around the world an opportunity to make their own headlines so that we could work to make them a reality.

More than 500 social media posts helped share the wishes and dreams of girls. We also launched our first ever podcast series sharing the advocacy journey of four outstanding young women.

We had 55 countries take part in the campaign, with over

3,800

downloads of our activity pack

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Girl-Led Action on Climate Change provides us with a space to
identify climate issues that affect us the most and equip us with
the tools needed to address them or influence others to take
action. The programme is relevant, exciting, accessible, and led
by girls and has enabled me to become the protagonist of the
change I want to see in our community.
Mercedes
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STRENGTHENING LEADERSHIP SUPPORTING OUR IN THE MOVEMENT VOLUNTEERS

From the moment a girl promises to “do their best”, they step into our leadership development journey. The Girl Guide and Girl Scout Leadership Model helps girls and young women work on their behaviours as leaders in any role, both inside and outside the Movement. This nurtures and celebrates who they are and what they can bring to the world around them. We support the next generation of leaders, building girls’ courage and confidence.

Volunteering is at the core of Girl Guiding and Girl Scouting and makes a huge difference to our charity. Our network of 900 volunteers drive our work at both global and regional levels. We want our volunteers to feel valued and supported, which is why we developed our volunteer management toolkit. Specifically for volunteer managers, it brings together all our policies, procedures and guidance in one place.

In 2021

In 2021, we launched our co-created Leadership Development Framework to help girls and young women to link what they do with what they want to achieve. Over 50% of our Member Organisation’s work included elements of the framework by the end of the year. With thanks to funding from the Barrett Foundation, we were able to pilot the integration of the framework into our girl experience programme in Kenya, training 369 leaders and nearly 3,000 Girl Guides.

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new volunteers joined the Movement across five regions.

We have a defined process for each step of the volunteer journey, and we’ve rolled out a new database giving us visibility and real-time access to volunteer details across the Movement. We also significantly increased learning opportunities for volunteers, introducing training including an induction available in four languages, leadership practice and training for managers.

The learnings from the pilot project have been instrumental in implementing it in other countries, helping girls to practice leadership every day, reach their goals and inspire others.

A STRONG AND VIBRANT MOVEMENT

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The 37th World Conference adopted motions to address barriers and ensure meaningful participation of young women within the Movement.

UNITING OUR WORLDWIDE MOVEMENT

The World Conference is a highlight in our calendars where we bring together Member Organisations from across the world to celebrate our successes, reflect on our past work and focus on our future.

Our 37th World Conference was due to take place in Uganda in July 2020. Due to the pandemic, we held our first ever online World Conference in July 2021.

Over 1,300

people joined us over five days giving Member Organisations the chance to come together virtually, vote on motions and amendments and ask questions.

There was a particular focus on Motion 32, passed at the 36th World Conference in 2017, which had tasked the World Board to examine why more young women are not standing for governance and decision-making roles. On the basis of this research, the 37th World Conference adopted motions to address barriers and ensure meaningful participation of young women within the Movement. For example, ensuring a minimum of two young women under 30 on the World Board and Regional Committees and facilitating meaningful youth engagement in decision-making.

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A STRONG AND VIBRANT MOVEMENT

FUNDRAISING FOR A MOVEMENT FIT FOR THE FUTURE

The second year of the pandemic proved to be a challenging time for income generation across the charity sector. For us, with face-toface Girl Guiding and Girl Scouting stopping in 95% of our Member Organisations, we’ve been badly affected and expect the financial challenges to continue for some time to come.

We raised £3.1 million in 2021, a drop of 44% on pre-pandemic levels. We worked alongside our current funders including individuals, trusts and foundations,

and corporate supporters, to maintain these partnerships and deliver our work for girls and young women. It was a difficult environment for new partnerships.

The Olave Baden-Powell Society’s members generously supported WAGGGS by donating £641,000 to support foundational guiding activities around the world.

We ran an online version of

our annual World Thinking Day celebration raising nearly £44,700 for projects supporting girls and young women across the globe. In 2021, we also held seven virtual events and raised over £45,000.

We piloted our first Giving Day where the Movement came together for 36 hours of inspiring stories, celebration and giving. Together we raised over

£152,000

A SHARED VISION FOR A BETTER WORLD

We keep the global Girl Guides and Girl Scouts Movement thriving, united and growing. To help us do this, in 2021 we developed our shared 12-year vision for the Movement.

A truly collaborative project, Compass 2032 is the result of extensive consultation with Member Organisations across the globe.

We held consultations in four languages, Regional Committee engagements, special interest group sessions and a written consultation process. In total

444 people took part, representing 90 member organisations with 45% of people being under 30.

What we’ve developed is our collective vision for the future. Our vision is for an equal world where all girls can thrive. By 2032 we’ll be a girl-led Movement where every and any girl feels confident to lead and empowered to create a better world together.

This shared vision captures the desires of girls and young women and helps bring into focus the world we want to make a reality. In our work plans and strategies over the coming years, Member Organisations will contribute to this shared vision.

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Impact Report 2021
WAGGGS
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For me, WAGGGS’s survival is critical because their work is really important. It is a valued advisor to the United Nations. WAGGGS speaks for all girls, not just members of Guiding organisations in 152 countries. So it’s really important that the World Association has enough resources to pay attention to that responsibility.

Marg Treloar, Canada, OB-PS Board Member

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This report covers the second year of the Covid-19 pandemic, which posed significant challenges to girls, young women and the whole Movement.

Our work in 2020 saw us driving our activity to meet the immediate challenges of the pandemic. In 2021, we embedded our pandemic learnings to make sure our work adapted to the needs of a world trying to navigate Covid and beyond.

It was essential to respond flexibly to the different circumstances and needs in different countries for staff and volunteers, girls, young women and leaders.

decreased. We continued to focus on effective stewardship of current funders – individuals, trusts and foundations, and corporates.

FINANCE

GOVERNANCE

With the support of key consultants and the members of the Audit, Finance and Risk Committee, we invested heavily in our finance function in 2021. This allowed us to implement our new IRIS financial accounting system and modernise financial operations and processes.

In 2020, we had to postpone our World Conference due to the pandemic. Using UK emergency legislation, we delivered the World Conference virtually in 2021. This was the first time we had held such a conference online. It required significant effort to make sure those attending had a similar experience no matter where they were based. We also had to compact the schedule so those in different time zones could participate effectively.

We’re thankful to partners, such as UPS, who worked closely with us to refine our projects to make sure they were delivering where it was most needed. We continued to work closely with all our funders and in some cases scaled up our work. For example, Surf Smart funded by Norton, helped girls and young women to stay safe online, and the Youth Exchange South to South programme, funded by Norec, included activities on membership growth and Covid response.

In 2021, we started sharing regular quarterly summary financial reports with Member Organisations after each World Board meeting. We will continue implementing improvements into 2022.

In 2021, we finalised Compass improvements into 2022. 2032, our collective long-term FUNDRAISING vision for the Movement, in preparation for World Conference. The fundraising environment This was adopted through a written continued to be challenging in resolution process because of the 2021 across the charity sector. pandemic. Similarly, we adopted Many donors scaled back or our 2022-23 Global Strategy paused their donations and by written resolution. new opportunities significantly

World Thinking Day income continued to be negatively affected with £44,700 raised, compared to £130,000 pre-pandemic, and the online shop saw lower than

CHALLENGES IN 2021

We’re thankful to partners, such as UPS, who worked closely with us to refine our projects to make sure they were delivering where it was most needed.

normal sales. However, the Olave Baden-Powell Society, the World Foundation of Girl Guides and Girl Scouts Inc and many Friends groups continued to support and give generously in 2021.

WORLD CENTRES

All our World Centres remained closed to Girl Guides and Girl Scouts for most of 2021. As travel began to increase in some parts of the world and as government regulations allowed, Pax Lodge in London and Our Chalet in Switzerland opened to private bookings in a limited capacity. Sangam in India remained closed throughout 2021, but with the support of donors the team delivered activities online and Covid-response programmes within the local community.

With generous support from the World Foundation, we’ve been able to substantially cover the costs of the World Centres.

In December 2021, Guías de México, the national guiding organisation of Mexico, ceased operational management of Cabaña. The World Board will be considering possible future options for the centre.

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Looking ahead to 2022, WAGGGS will be supporting the Movement as it strives to deliver against our new vision, Compass 2032:

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.

Our 2022-2023 Global Strategy has four themes:

Thriving International Member Connections ~~Organisatons,~~ and Global Thriving Community Movement Quality Girl Leadership Guiding and Girl Scouting and Voice

There is a fifth area of work which covers the internal investments we’ll make to ensure we’re a strong global organisation that meets our legal and governance obligations, values and supports our staff and volunteers in their work to support the Movement well into the future.

pandemic. We’ll be taking a phased approach to make sure we can deliver on all our priorities. Depending on our resources and capacity, some of this work will continue into 2024 and beyond.

the Movement well We’ve developed 12 Key into the future. Performance Indicators which will allow us to In developing and report on progress and rolling out the strategy, achievements. More we’re mindful of the information on our financial constraints the 2022-23 Global Strategy organisation faces, like and KPIs can be found much of the charitable on our website. sector, due to the

THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT

In 2022, we aim to support our 152 Member Organisations to stay relevant and adapt to our fast-changing world. Our volunteers will work alongside our Member Organisations to deliver exceptional experiences for all Girl Guides and Girl Scouts.

Some of our key areas of work will be:

INTERNATIONAL

CONNECTIONS AND GLOBAL COMMUNITY

QUALITY GIRL GUIDING AND GIRL SCOUTING

LEADERSHIP AND VOICE

We’ll work with Member The Compass 2032 vision is centred Organisations to deliver on supporting and enabling girls relevant and exciting to lead, speak out and participate opportunities to more girls in decision making. We’ll offer and young women. We’re opportunities for girls and young looking forward to a women to raise their voices and return to in-person activities. make a difference, within the Movement and more widely.

We want Girl Guiding and Girl Scouting to be diverse, inclusive and connected. We’re creating spaces for volunteers and leaders to collaborate, learn and share as a global community.

Some of our key areas of work will be:

Some of our key areas of work will be:

Some of our key areas of work will be:

• increasing the number of global • creating more opportunities and programmes we deliver to tools for Member Organisations a larger number of Member to mainstream the leadership Organisations, including model in their practice and expanding funding for our training to strengthen our climate change programme girl-led approach and looking for opportunities • developing a curriculum and to launch a science, technology, training materials on what good engineering and mathematics youth participation is and how (STEM) programme

PLANS FOR 2022 AND BEYOND A GLOBAL STRATEGY

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FINANCIAL REVIEW

NET INCOME / EXPENDITURE

The figures below are a summary of the Statement of Financial Activities (SoFA) figures.

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. ITEM 2021 2020
Income + 4.79m + 8.00m
Cost of raising funds - 0.50m - 0.54m
Charitable spend - 5.34m - 5.97m
Net (expenditure)/income before gains and losses - 1.06m + 1.49m
Investment gains/(losses) + 0.38m - 0.11m
Net (expenditure) / income for the year - £0.67m +£1.38m
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restricted reserves at 1 January 2021 and which were drawn down in the year as programme activity took place. In addition, the ability to raise restricted income from Corporate, Trust and Foundation donors was reduced while they also managed the impact of Covid-19 on their businesses and investments. Covid-19 restrictions also impacted the ability to raise grant income due to the associated delays and uncertainty as to when related programme activity could take place.

closed for most of the year due to Covid-19 restrictions. In addition, WAGGGS received furlough grant income from the UK government in 2020 but not in 2021.

Income

Income dropped to £4.79 million in 2021 (2020: £8.00 million) which largely reflected the impact of the Covid-19 pandemic on different income streams.

Restricted income decreased

by £2.38 million (53%) to £2.13 million. This was expected in part as restricted grants received in 2020 included those from UPS and AKO Foundations, which provided funding for programme activity to be carried out beyond 2020 and into 2021 and 2022. Under the Charity SORP, grant income is recognised immediately if there are no material performance conditions and not in line with when the expenditure is incurred. The restricted fund income in 2020 therefore contributed to a restricted fund surplus of £1.61 million for 2020 which increased

Unrestricted income fell by £0.83 million (24%) to £2.63 million on top of the reduction experienced in the previous year, as the ability to raise money from donations from face-to-face events was inhibited due to the ongoing Covid-19 restrictions throughout the year. A decision was made to offer discounts on membership fees to Member Organisations in recognition of the impact of Covid-19 restrictions on Girl Guiding and Girl Scouting activity across the globe. World Centre operating income fell further in 2021 as World Centres remained

No new endowments were received in 2021.

Expenditure

Total expenditure across all funds for the year was £5.85 million (2020: £6.51 million), with £3.05 million being funded

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EXPENDITURE SUPPORTING STRATEGIC OUTCOMES 2021 2020
Expenditure on raising funds 0.50m 0.54m
Strategic Theme 1 – More Opportunities for More Girls 2.39m 2.65m
Strategic Theme 2 – Greater Global Influence 1.05m 1.27m
Strategic Theme 3 – Strong & Vibrant Movement 1.90m 2.05m
Total Expenditure £5.85m £6.51m
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from unrestricted funds (2020: £3.72 million) and £2.79 million from restricted funds (2020: £2.83 million). As noted above the Covid-19 pandemic caused a slowdown in Girl Guiding and Girl Scouting activity and hence our ability to deliver a number of programmes and projects. The table (bottom page 30) shows the analysis of spend against strategic outcomes.

Expenditure was controlled in response to the impact on income discussed above, with reductions in non-staff direct (i.e. programme) costs, direct staff and support staff costs and overheads amounting to £1.09 million. In addition, WAGGGS increased grants paid by £0.43 million to £1.02 million to support programme delivery by Member Organisations that were also impacted by Covid-19.

Net Result

WAGGGS’ 2021 unrestricted

Cashflow

Cash and cash equivalents (short term investments) decreased by £1.70 million. This was primarily due to the drawdown of restricted funds received in previous years covering multi-year programmes (see comment on Income), the need to fund the unrestricted deficit,

and net investments into securities from cash held in the investment portfolio (see below). In addition, the cash outflow reflected a small increase in accrued income (income booked but cash not received) and reductions and deferred income (cash received but income not booked).

RESERVES POLICY

At the World Board meeting in January 2018, the Trustees further developed the Charity’s reserves policy by adopting a risk-based reserves policy.

The Audit, Finance and Risk Committee reviews the reserves position each year and reviews the suitability of the reserves set by the policy as part of the annual business plan and budgeting process.

Four categories of reserves are held by the Charity:

• Restricted reserves are those funds given by donors / grant givers whereby the terms of the funding agreement specify that the funds be restricted for a particular purpose.

funds given to the Charity by an external donor to be applied in accordance with the donor’s intentions and where one of those intentions is the preservation of the original capital. WAGGGS holds an endowment fund, the Cheryl Watkins Fund, which is highly restrictive in nature and can only be applied to travel for women over 60.

2020 a decision was taken to

remove all designated reserves by transferring them into general unrestricted reserves.

Unrestricted reserves amounted to £3.28 million at 31 December 2021 (2020: £3.40 million).

INVESTMENT POLICIES AND PERFORMANCE

The WAGGGS constitution enables the World Board to invest any funds that are not immediately required for its purposes in such investments as may be thought fit, subject to any conditions and consents as may be required by law. The World Board has previously set an ethical investment policy, driven by WAGGGS’ principles and consistent with Trustees’ responsibilities under the Charities Act.

Our investment managers, Quilter Cheviot Asset Management (QC), are instructed to take all reasonable measures to avoid investing in companies or assets for which it is possible to determine that a material proportion of revenue is derived from the following activities: tobacco, alcohol, pornography, gambling, armaments or damage to the environment. 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 investment portfolio is managed, consideration is given to achieving capital

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The Trustees are responsible for ensuring
that WAGGGS has a sound system of
internal controls to safeguard its assets…
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FINANCIAL REVIEW

growth and the target to provide up to five per cent of WAGGGS’ total income requirements in the year. The allocation of assets is reviewed each year taking into account advice from the investment managers. The degree of risk considered appropriate for WAGGGS investments and performance is reviewed against industry benchmarks.

In managing the portfolio, QC have been given a balanced investment mandate, which means that they should avoid unnecessary risks to the investment portfolio overall and that they should target long term growth through a combination of income and capital growth. The Trustees have adopted a low to medium tolerance to risk in the investment strategy. The Investment Managers are required to apply the ethical considerations, as agreed with the Trustees.

The consolidated balance sheet shows investments at reporting date end of £4.94 million (2020: £4.29 million). The majority of investments are held in the main portfolio which stood at £3.78 million at the end of 2021 and during the year delivered a net capital return of +7.0% (2020: -3.3%), net income of +2.6% (2020: +2.9%) and, consequently, a total return of +9.6% (2020: -0.3%). The fund outperformed the benchmark QC Cautious Index (+1.2%).

Separately, £1.12 million (2020: £0.98 million) was held in an endowment, the Cheryl Watkins Fund. QC have been given a balanced investment mandate aiming to target long term growth through a combination of income and capital growth. The Trustees have adopted a medium tolerance to risk in this fund’s investment

strategy. In 2021 the fund delivered a net capital return of +10.3% (2020: +0.5%) and net income of +2.7% (2020: +3.3%), thus a total return of +13.0% (2020: +3.8%). This compared to a movement in the benchmark Charities Composite of +13.4%.

GOING CONCERN

As noted, the Covid-19 pandemic has affected the operations of WAGGGS and Member Organisations. Management continued to take action during 2021 to reduce the underlying cost base of the Group and Charity to reduce expenditure as income declined as a result of the pandemic. These actions contributed to reducing the deficit on unrestricted funds to £0.12 million (2020: £0.34 million).

The Global Strategy 2022-23 containing financial projections for 2021 to 2023 was prepared during the year and reviewed by Trustees. The Global Strategy 2022-23 projected significant but declining unrestricted deficits over the period to the end of 2023 and indicated that unrestricted reserves were sufficient to accommodate those deficits, albeit that further action was required to increase income and align costs with income to ensure financial sustainability looking further into the future. The actual unrestricted deficit incurred in 2021 was lower than projected, with the unrestricted deficit reforecast for 2022 also now forecast to be lower than that projected based on further reforecasts and management accounts prepared during 2022. Accordingly, the Trustees are satisfied that the financial projections in the Global Strategy 2022-23 were prepared with sufficient prudence for them

to conclude that the cash and investment resource available to WAGGGS is sufficient to absorb projected deficits over the relevant periods and they have therefore prepared these financial statements on a going concern basis.

INTERNAL CONTROL

The Trustees are responsible for ensuring that WAGGGS has a sound system of internal controls to safeguard its assets and will use their best endeavours to ensure its policies and procedures are strengthened and its aims and objectives met. It is recognised that the systems can only provide reasonable but not absolute assurance that major risks have been adequately managed. Internal control processes include:

In addition, there is regular monitoring of the delivery of the Global Strategy 2022-23 by the Senior Management Team, and World Board, and regular monitoring of WAGGGS’s financial performance by the Senior Management Team, the Audit, Finance & Risk Committee and the World Board.

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FINANCIAL REVIEW

This impacts membership WAGGGS put in place solutions numbers, with a knock on effect to support staff wellbeing and on membership fees, and the retention while also looking ability of Member Organisations at how we can change our to deliver engaging, high quality operating model to take account Girl Guiding and Scouting. of the changing working habits. Through our volunteers, Our Employee Assistance WAGGGS continues to mobilise Programme provides professional support and resources to help guidance to all staff to support our Members continue to their wellbeing. deliver for girls and young women around the world.

RISK STATEMENT

WAGGGS structured its risk register and reporting around the three global strategic themes in our Plan and Budget 2021, which are an extension of the themes outlined in the 2018-2020 global strategic plan. An additional section focused on administration and governance. There were 29 risks across these four headings in 2021.

Through our risk management processes, the World Board is satisfied that major organisational risks are being effectively managed.

• World Centres – throughout 2021 all our World Centres remained closed for Girl Guiding and Girl Scouting activities. Some were open for some private guest bookings as government restrictions allowed. The World Centres require ongoing maintenance and upkeep which creates financial risk for WAGGGS. With generous support from the World Foundation, WAGGGS was able to mitigate much of this risk. WAGGGS continues to operate a flexible operating model for all the World Centres with plans in place to reopen as government restrictions allow.

As per WAGGGS Risk Management Policy and Process, the World Board approves the risk register annually and it delegates quarterly oversight to the Audit, Finance and Risk Committee, on which the Chief Executive and World Board Chair sit. The World Board also reviews a high-level summary of the risk register on a quarterly basis. The Audit, Finance and Risk Committee scrutinises the mitigating actions taken by WAGGGS to address the identified risks. The Committee also highlights ongoing concerns and suggests additional areas of focus.

INCLUSION OF FOUNDATIONS

WAGGGS’s audited accounts include the figures for Our Chalet Foundation (OCF), a foundation set up under Swiss law in 1997. The purpose of the Foundation is to manage the buildings and lands of the Our Chalet World Centre. It focuses on the preservation and development of Our Chalet as a meeting place for young people from all over the world and particularly for members from Member Organisations.

Risk levels coming into 2021 remained high as a result of the Covid-19 pandemic and the associated complexities that it posed to WAGGGS’s finances, operations and staff wellbeing. Throughout 2021 WAGGGS worked to mitigate and manage these risks.

FUNDRAISING STATEMENT

We are committed to fundraising responsibly. We are proudly registered with the Fundraising Regulator, uphold the Fundraising Promise and comply with all the relevant standards set out in the Code of Fundraising Practice. There are currently no areas of non-compliance.

• Finances – the pandemic affected the global economy, which in turn impacted the whole Movement and WAGGGS. Members were less able to pay their fees and WAGGGS saw a challenging donor environment, especially in bringing on board new donors. WAGGGS offered Members discounts on their fees. WAGGGS invested in its finance operations to improve our systems and process to provide high quality, timely information to make key decisions.

WAGGGS had four major areas of concern in 2021:

WAGGGS does not work with external fundraisers or commercial participators. Our fundraising effort primarily involves encouraging donations from individual supporters, our Members and Friends groups, corporate partners, trusts, foundations and legacies. We do not run door-to-door, street or telephone fundraising. We take our responsibility towards our

• The Movement – there continues to be significant systems and process to provide uncertainty about the impact high quality, timely information of Covid-19 on many of our to make key decisions. Members Organisations. All of our Members Organisations • Staff wellbeing – the pandemic operate in shifting landscapes – furlough, lockdowns and of government restrictions and restrictions – had a substantial vaccine roll out that make it impact on our staff. We saw difficult to plan effectively. an increase in staff turnover.

donors very seriously. We strongly believe that no one should ever feel pressured into giving and take steps to ensure that the vulnerable are protected. We will not contact anyone unless they have requested or consented to receiving fundraising communications.

Supporters can opt out of receiving fundraising or any other communications at any time. We will never sell, swap or share their data. We want everyone who donates to WAGGGS to have a positive experience of doing so. We thank supporters appropriately and demonstrate the difference their money makes.

We genuinely appreciate feedback from supporters and the public and have procedures in place to review our fundraising activities in light of feedback and complaints we may receive. We are committed to investigating any complaints and resolving them as quickly as possible. Complaints are dealt with in line with best practice with the most serious complaints being escalated to our Senior Management Team (SMT) and Board so they can consider lessons learnt. We report any complaints to the Fundraising Regulator. We are pleased to say that we did not receive any complaints in 2021.

We are registered with the Fundraising Preference Service to enable individuals to opt out from receiving fundraising communications from us. There were no requests to action from this service last year.

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AND OUR MANY PARTNERS • International Federation of • Save the Children AND DONORS Red Cross and Red Crescent • Swedish Postcode Foundation Societies (IFRC) • The Ummah Foundation • The AKO Foundation • King Abdullah bin Abdulaziz (Kenya)

THANK YOU

THE PRINCESS BENEDIKTE AWARDEES (£25,000+ LIFETIME GIVING)

LEGACIES

Her Royal Highness Princess Benedikte of Denmark

We would like to remember the many individuals who left a gift in their will to WAGGGS in 2021. Their generosity ensures that we are able to continue our work supporting girls and young women to develop their full potential as responsible citizens of the world.

• King Abdullah bin Abdulaziz International Centre for Interreligious and Intercultural Dialogue (KAICIID)

Her Majesty Queen of Malaysia Seri Paduka Baginda The Raja Permaisuri Agong Tunku Hajah Azizah Aminah Maimunah Iskandariah

Youth Foundation

THE INNOVATORS CIRCLE (£100,000+ LIFETIME GIVING)

OUR MANY SUPPORTERS, INCLUDING 

  - The UPS Foundation

• Duke of Edinburgh’s International Award Foundation

• Office of the United Nations Secretary-General’s Envoy on Youth

• Players of People’s Postcode Lottery; funds awarded through Global Postcode Trust

• The Girl Guides of Canada – Guides du Canada – (Canadian World Friendship Fund)

Organisation (FAO)

ACKNOWLEDGEMENTS

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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. OUR PURPOSE

Our purpose is to further the aims of the Girl Guide and Girl Scout Movement by providing girls and young women with opportunities for self-development through leadership, responsible citizenship and service in their own and world communities.

Adopted in 2021, our Vision is for “An equal world where all girls can thrive”. Referred to as Compass 2032, this twelve-year vision is a shared responsibility for all Girl Guide and Girl Scout associations across the world. 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

Our Mission is “To enable girls and young women to develop their fullest potential as responsible citizens of the world”.

Our Mission and Vision are at the heart of every decision and action, placing girls and young women at the centre of all our work, at both regional and global level. Together, the Mission and Vision uphold the inherent values of the Girl Guiding and Girl Scouting Movement and ensure that the work we do – our leadership, education and advocacy programmes and international campaigns – all contribute towards the building of a better future and achieving our Vision of an equal world where all girls can thrive.

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STRUCTURE, GOVERNANCE AND MANAGEMENT

The World Association of Girl Guides and Girl Scouts (WAGGGS) is a Charitable Incorporated Organisation (CIO), which was formally registered with the Charity Commission for England and Wales on 18 November 2014.

The governing document of WAGGGS is the CIO Constitution and Bye-Laws. At the 37th World Conference in July 2021 the Full Member Organisations of WAGGGS approved a number of amendments to the Constitution and Bye-Laws. The amended constitution was registered with the UK Charity Commission in August 2021.

requirements. The World Board’s responsibilities are set out in Article 13 of the CIO constitution.

programme which sets out their duties as trustees and provides a wide understanding of the strategic priorities as well as of the risks and opportunities facing WAGGGS. Throughout the year there is a rolling programme of training and development, keeping Board members up to date with new practices and other developments applicable to WAGGGS’s work and the requirements of the charity sector within the United Kingdom. This is particularly important given the diverse background of the international World Board.

WORLD CONFERENCE

A World Conference (General Meeting) of all Full and Associate Member Organisations of WAGGGS is held at least once every three years. This is an opportunity for Member Organisations to receive the Triennial Report, elect members of the World Board, consider amendments to the Constitution and Bye-laws, select the host of the next World Conference and set the strategic direction for WAGGGS for the coming period. The strategy sets out how WAGGGS will support its Members and contribute to the overall strengthening of the Girl Guide and Girl Scout Movement. In between meetings of the World Conference, WAGGGS undertakes extensive consultations with Member Organisations, young women and girls to determine their needs and priorities.

The World Board consists of 17 voting members: 12 are elected by the World Conference for a term of six years, and the five Chairs of the Regional Committees are elected at their respective Regional Conferences and serve for three years. Regional Chairs may serve for an additional term of three years on the World Board if re-elected to their Regional Committee and subsequently re-elected Chair according to agreed procedures.

agreed procedures. The Board provides strategic oversight of the implementation Member Organisations nominate of the global strategic plan, candidates for election to the regularly reviewing performance World Board and to Regional and monitoring progress towards Committees. Prior to elections, the achievement of objectives Member Organisations are and targets set out in the informed of the experience and strategic plan that is approved specific expertise required of by World Conference. Each year, potential candidates in order an operational plan and budget to have an effective and skilled is agreed by the World Board World Board. They also nominate to set out how the organisation skilled members to serve on will deliver its strategy over the other committees such as the coming twelve months. The World Audit, Finance and Risk Committee Board also maintains an oversight and Working Groups of the of all aspects of the financial World Board. health of the organisation as well as compliance with all legal All World Board members are requirements.

WORLD BOARD

The World Board (the Trustees of the charity) has overall responsibility for the direction, strategy, governance and control of the organisation and is collectively accountable for compliance with relevant UK legislative and regulatory

All World Board members are required to undertake an induction

The Board meets at least four times a year. The WAGGGS Treasurer, Chief Executive and Deputy Chief Executive attend meetings of the World Board without a vote. Other individuals are invited as required, also as non-voting attendees.

REGIONAL COMMITTEES

The five Regional Committees – for the Africa, Arab, Asia Pacific, Europe and Western Hemisphere Regions – are responsible for developing and implementing Regional Action Plans that support the delivery of global themes, strategies, and policies as approved by the World Board, and strengthen Member Organisations according to their needs, as identified through the Capacity Building Assessment process. The Regional Committees are responsible for implementing decisions made at the Regional Conferences and providing input based on their regional perspective to the World Board to inform its decision-making.

FUNCTIONAL COMMITTEES

WAGGGS’s constitution sets out the World Board’s authority to delegate certain responsibilities to different functional committees. The Board makes sure that its committees have suitable terms of reference and that these are reviewed regularly.

In 2021, the functional committees of the World Board were as follows:

Audit, Finance & Risk Committee

The Audit, Finance and Risk Committee is responsible for formulating and reviewing financial policy and plans and maintains financial oversight of WAGGGS. Each year the Committee advises the World Board on the appropriate level of free reserves

WAGGGS is meeting its legal and regulatory requirements and following best practice, both as an employer and as a charity offering volunteer opportunities.

and the appropriate asset allocation for WAGGGS’s investment portfolio. The Committee also recommends the appointment of WAGGGS’s investment managers to the World Board and monitors the performance of the investment portfolio.

WORKING GROUPS

Membership Fee Working Group

In December 2021, the World The Audit, Finance and Risk Board established a Membership Committee recommends to the Fee Working Group. The purpose World Board the appointment of this Working Group is to of the external auditors and the undertake a scoping exercise of formal approval of the Trustees’ possible models for calculating Annual Report and Financial membership fees. Consultation Statements. The committee with Member Organisations will meets with the external take place during 2022, with a auditors periodically to review final set of proposals being the effectiveness of current brought forward to the 38th processes and practice. The World Conference in 2023. Committee is also responsible for overseeing WAGGGS’s policies OLAVE BADEN-POWELL and processes for managing risk SOCIETY and recommending actions to the World Board. The Olave Baden-Powell Society

The Olave Baden-Powell Society (OB-PS) is an international group of donors who have committed to support the work of WAGGGS financially. OB-PS cooperates closely with the WAGGGS World Board and Individual Giving Team.

Governance Committee

The Governance Committee

is responsible for providing advice to the World Board on the ongoing improvement of WAGGGS’s governance structures and practices. Through the Constitutions Coordinator it maintains oversight of all issues relating to Member Organisations’ constitutions and byelaws.

WAGGGS - WOSM CONSULTATIVE COMMITTEE

The WAGGGS - World Organisation of the Scout Movement (WOSM) Consultative Committee facilitates communication and collaboration between the two organisations. The members of the committee are two trustees from each organisation and the two chief executive officers. The Committee meets at least annually.

Nominations Committee

The Nominations Committee is

responsible for overseeing and ensuring a rigorous, fair and transparent nominations process of qualified individuals for election to the World Board and Regional Committees.

TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS

People Committee

The People Committee provides oversight and direction in relation to strategic priorities, policy and practice regarding the WAGGGS Global Team (both staff and volunteers) and assurance that

(who served during the financial year and/or in the period up to the approval of the report and accounts)

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TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS

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PROFESSIONAL ADVISORS
WORLD BOARD
Heidi Jokinen Chair
Jayne Waithira Kabue Vice Chair (from July 2021)
Candela Gonzalez Vice Chair, elected July 2021
Tashia Batstone Vice-Chair (up to July 2021)
Medhavi Chamathya Fernando elected July 2021
Aikaterini (Katerina) Agorogianni
Normala Baharudin
Ntombizine Madyibi
Debra Nakatomi elected July 2021
Fiona Bradley elected July 2021
(and Chair of the Governance Committee)
Christiane Rouhana elected July 2021
Jessica Bond elected July 2021
(and Chair of the People Committee)
Larissa Byll Cataria (Chair, Africa Region) (up to August 2022)
Faniry Rakotoarivony (Chair, Africa Region) (from August 2022)
Libya Ahmed Sbia (Chair, Arab Region) (up to September 2022)
Sarah Hammoud (Chair, Arab Region) (from September 2022)
Bronwyn Hughes (Chair, Asia Pacific Region) (up to August 2022)
Chempaka Emalin Pahamin (Chair, Asia Pacific Region) (from August 2022)
Eline Grøholt (Chair, Europe Region) (up to July 2022)
Paula Neher (Chair, Europe Region) (from July 2022)
Cindy-Ann Alexander (Chair, Western Hemisphere Region) (up to July 2022)
Stefanie Argus (Chair, Western Hemisphere Region) (from July 2022)
OTHERS
Fiona Bennett WAGGGS Treasurer and Chair of the Audit,
Finance and Risk Committee (up to October 2021)(up to October 2021)up to October 2021)p to October 2021) to October 2021))
Laura Davis WAGGGS Treasurer and Chair of the Audit,
Finance and Risk Committee (from January 2022)(from January 2022)from January 2022)y 2022) 2022))
Grace-Ann Crichlow Chair of the Nominations Committee
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Fiona Bennett WAGGGS Treasurer and Chair of the Audit, Finance and Risk Committee (up to October 2021)(up to October 2021)up to October 2021)p to October 2021) to October 2021)) Laura Davis WAGGGS Treasurer and Chair of the Audit, Finance and Risk Committee (from January 2022)(from January 2022)from January 2022)y 2022) 2022)) Grace-Ann Crichlow Chair of the Nominations Committee Jillian van Turnhout Approved Person (up to July 2021) Catherine Irwin Approved Person (up to July 2021) Antonia Yip Approved Person (from July 2021) Gabriela Bonilla Rubi Approved Person (from July 2021)

SENIOR MANAGEMENT TEAM (SMT) – STAFF

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 (SMT):

Anna Segall Chief Executive Guy Holloway Deputy Chief Executive Paul Bigmore Head of Global Programmes Leslie Boodram Head of Finance and Corporate Services (to March 2021) Andrew Corti Interim Head of Finance (April 2021 to September 2021) Ibiye Dokobu Head of Finance (December 2021 to August 2022) Imogen Fitzpatrick Head of Strategic Partnerships Neil Harris Interim Finance Director (from August 2022) Nicola Lawrence Head of Governance Tamara Nelson Head of Global Foundation Partnerships (to July 2022) Inga Pikse Head of Philanthropy and Individual Giving Natalia Plou Head of Membership and Regional Support Magdalene Thomas Head of International Operations Andii Verhoeven Head of Core Mission Steve Webster Interim Head of Finance (April 2021)

Details of the arrangements for setting the pay and remuneration of employees including key management personnel are included in note 8B.

PROFESSIONAL ADVISORS

Bankers

National Westminster Bank Plc, 141 Ebury Street, London SW1W 9QP

Independent Auditor

RSM UK Audit LLP, The Pinnacle, 170 Midsummer Boulevard, Milton Keynes, Buckinghamshire MK9 1BP

Investment Managers

Quilter Cheviot Investment Management, One Kingsway, London WC2B 6AN

Legal Advisors

BDB Pitmans LLP, One Bartholomew Close, Barts Square, London EC1A 7BL Bulfin & Co, 128 Manor Way, Ruislip, Middx, HA4 8HR

PRINCIPAL OFFICE

OLAVE BADEN-POWELL SOCIETY

Patron: HRH Princess Benedikte of Denmark President: Susan Campbell

World Association of Girl Guides and Girl Scouts, World Bureau, Olave Centre, 12c Lyndhurst Road, London NW3 5PQ, UK

When we have the right heads in the room, MAGIC happens!!

WAGGGS Volunteer

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The World Board (as the Board of Trustees) is responsible for preparing the trustees’ report and the financial statements in accordance with applicable law and regulations. Charity law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have agreed to prepare the financial statements in accordance with UK generally accepted accounting practice (UK Accounting Standards and applicable law). Under charity law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity as at the end of the financial year, and of its incoming resources and application of those resources, including income and expenditure for the year. In preparing the financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and that disclose, with reasonable accuracy at any time, the financial position of WAGGGS and enable them to ensure that the financial statements comply with the Charities Act 2011, the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) 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:

• The trustees have taken all steps they ought to have taken 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 financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

PUBLIC BENEFIT

The trustees have paid due regard to the Charity Commission’s guidance on providing public benefit while reviewing the charity’s aims and objectives, deciding what activities the charity should undertake, and assessing how donations received will help the charity meet its objectives.

This report has set out in some detail the activities undertaken in line with the operational plan and budget to further the goals set out in WAGGGS’s 2021 strategic plan, as well as the types of programmes WAGGGS makes available. Wherever possible, the views and opinions of girls and young women are sought in the design and implementation of programmes. This approach helps to ensure that programmes are targeted to the needs of girls and young women in each of our five regions, and the success of each can be evaluated and assessed.

Approved and authorised for issue by the Board of Trustees on 31 October 2022.

Laura Davis

Heidi Jokinen

Chair of Audit, Finance & Risk Committee

WAGGGS World Board Chair

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS

Opinion

We have audited the financial statements of the World Association of Girl Guides and Girl Scouts (the ‘parent charity’) and its subsidiaries (the ‘group’) for the year ended 31 December 2021 which comprise the Consolidated Statement of Financial Activities, the Consolidated and parent charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

Other information

The other information comprises the information included in the Annual Report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

In our opinion the financial statements:

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you if, in our opinion:

Basis for opinion

We have been appointed as auditors under section 151 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ responsibilities set out on page 44, the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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The extent to which the audit was considered capable of detecting irregularities, including fraud. Irregularities are instances of non-compliance with laws and regulations. The objectives of our audit are to obtain sufficient appropriate audit evidence regarding compliance with laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements, to perform audit procedures to help identify instances of non-compliance with other laws and regulations that may have a material effect on the financial statements, and to respond appropriately to identified or suspected non-compliance with laws and regulations identified during the audit.

All relevant laws and regulations identified at a Group level and areas susceptible to fraud that could have a material effect on the financial statements were communicated to component auditors. Any instances of non-compliance with laws and regulations identified and communicated by a component auditor were considered in our audit approach.

A further description of our responsibilities for the audit of the financial statements is provided on the Financial Reporting Council’s website at http://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

In relation to fraud, the objectives of our audit are to identify and assess the risk of material misstatement of the financial statements due to fraud, to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud through designing and implementing appropriate responses and to respond appropriately to fraud or suspected fraud identified during the audit.

However, it is the primary responsibility of management, with the oversight of those charged with governance, to ensure that the entity's operations are conducted in accordance with the provisions of laws and regulations and for the prevention and detection of fraud.

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud, the group audit engagement team and component auditors:

Use of our report

This report is made solely to the charity’s trustees as a body, in accordance with the Charities Act 2011. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s 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 charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

RSM UK Audit LLP Statutory Auditor Chartered Accountants The Pinnacle 170 Midsummer Boulevard Milton Keynes MK9 1BP Date

As a result of these procedures we consider the most significant laws and regulations that have a direct impact on the financial statements are FRS 102, Charities SORP (FRS 102), Charities Act 2011, the parent charity’s governing document and tax legislation. We performed audit procedures to detect non-compliances which may have a material impact on the financial statements which included reviewing the financial statements including the Trustees’ Report and remaining alert to new or unusual transactions which may not be in accordance with the governing documents.

RSM UK Audit LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

The most significant laws and regulations that have an indirect impact on the financial statements are those in relation to the Health and Safety. We performed audit procedures to inquire of management whether the group is in compliance with these law and regulations.

The group audit engagement team identified the risk of management override of controls as the area where the financial statements were most susceptible to material misstatement due to fraud. Audit procedures performed included but were not limited to testing manual journal entries and other adjustments, evaluating the business rationale in relation to significant, unusual transactions and transactions entered into outside the normal course of business, challenging judgments and estimates.

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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) for the year ended 31 December 2021

NOTES
INCOME & ENDOWMENTS
Donations, Legacies and
Endowments
4
Income from charitable activities
5
Income from other trading
activities
Investment income
6
Other income
Total Income
EXPENDITURE
Raising funds
7
Charitable activities
7
Total Expenditure
Net (expenditure) / income
before gains / (losses) on
investments
Net gains / (losses) on
investments
NET (EXPENDITURE) / INCOME
FOR THE YEAR
Other gains / (losses)
9
NET MOVEMENT IN FUNDS
Total Funds at 1 January
Total Funds at 31 December		 UNRESTRICTED
FUNDS
RESTRICTED
FUNDS
ENDOWMENT
FUNDS
TOTAL
YEAR TO
31/12/21
TOTAL
YEAR TO
31/12/20
£’000
£’000
£’000
£’000
£’000
646
1,093
-
1,739
3,174
1,785
1,036
-
2,821
4,332
114
-
-
114
137
86
-
30
116
150
-
-
-
-
208
2,631
2,129
30
4,790
8,001
448
53
-
501
540
2,606
2,736
2
5,344
5,969
3,054
2,789
2
5,845
6,509
(423)
(660)
28
(1,055)
1,492
276
-
107
383
(112)
(147)
(660)
135
(672)
1,380
31
(25)
1
7
(76)
(116)
(685)
136
(665)
1,304
3,399
7,570
1,005
11,974
10,670
3,283
6,885
1,141
11,309
11,974

The notes on pages 55 to 77 form an integral part of these financial statements.

CONSOLIDATED AND CHARITY BALANCE SHEETS

as at 31 December 2021 CIO number: 1159255

NOTES GROUP GROUP CHARITY CHARITY
FIXED ASSETS 2021
£'000		 2020
£'000		 2021
£'000		 2020
£'000
Intangible Assets 10 3 17 3 17
Tangible Assets 11 3,756 3,870 3,413 3,485
Investments 12 4,935 4,291 4,909 4,251
CURRENT ASSETS 8,694 8,178 8,325 7,753
Stocks
Debtors		 14
15		 250
1,219		 239
1,087		 29
1,977		 28
1,759
Short Term Investments 16 1,681 2,013 731 730
Cash at Bank and In Hand 600 1,969 368 1,725
3,750 5,308 3,105 4,242
CURRENT LIABILITIES
CREDITORS -amounts falling due
within one year		 17 (927) (1,301) (1,319) (1,284)
NET CURRENT ASSETS 2,823 4,007 1,786 2,958
LONG-TERM CREDITORS 18 (208) (211) (24) (19)
NET ASSETS 11,309 11,974 10,087 10,692
FUNDS of the Group and Charity
ENDOWMENT FUND 19 1,141 1,005 1,078 971
RESTRICTED FUNDS
Restricted Property		 19 3,291 3,327 3,203 3,236
Restricted Funds
Total Restricted		 19 3,594
6,885		 4,243
7,570		 2,968
6,171		 3,647
6,883
UNRESTRICTED FUNDS
General Funds
Total Unrestricted		 19 3,283
3,283		 3,399
3,399		 2,838
2,838		 2,838
2,838
TOTAL FUNDS 11,309 11,974 10,087 10,692

Approved and authorised for issue by the Board of Trustees on 31 October 2022 and signed on its behalf by:

Heidi Jokinen WAGGGS World Board Chair

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53

CONSOLIDATED STATEMENT OF CASH FLOWS

For the year ended 31 December 2021

NOTES TO THE ACCOUNTS

for the year ended 31 December 2021

1. ACCOUNTING POLICIES

NOTES YEAR TO
31/12/2021		 YEAR TO
31/12/2020
£’000 £’000
OPERATING ACTIVITIES
Cash used in operations 21 (1,586) (464)
NET CASH USED IN OPERATING ACTIVITIES (1,586) (464)
INVESTING ACTIVITIES
Purchase of tangible fixed assets		 - (9)
Purchase of investments (427) -
Proceeds from sale of investments 166 897
Dividends received 111 128
Interest received 5 22
NET CASH (USED IN) / FROM INVESTING ACTIVITIES (145) 1,038
FINANCING ACTIVITIES
Proceeds from Covid-19 loan - 83
NET CASH FROM FINANCING ACTIVITIES - 83
NET (DECREASE) / INCREASE IN CASH AND CASH
EQUIVALENTS		 (1,731) 657
CASH AND CASH EQUIVALENTS AT BEGINNING OF YEAR 3,982 3,388
Effect of foreign exchange rate changes 30 (63)
CASH AND CASH EQUIVALENTS AT END OF YEAR 2,281 3,982
REPRESENTED BY:
Cash at bank and in hand 600 1,969
Short term investments 1,681 2,013
2,281 3,982

1.1 Charity information

World Association of Girl Guides and Girl Scouts (WAGGGS) is a Charitable Incorporated Organisation (CIO) registered with the Charity Commission for England and Wales (no. 1159255). Details of the registered office are included the Trustees’ Report that accompanies these financial statements. The Charity's operations and principal activities are described in the Trustees' Report.

1.2 Basis of accounting and consolidation

These financial statements have been prepared under the historical cost convention, as modified by the revaluation of listed investments, and are drawn up in accordance with the Charities Act 2011 and the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) second edition (effective 1 January 2019). The Charity constitutes a public benefit entity as defined by FRS 102.

The financial statements are presented in (£) Sterling which is also the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £1,000.

The consolidated financial statements incorporate those of WAGGGS and all its subsidiaries (i.e. entities that the Group controls through its power to govern the financial and operating policies in order to obtain benefits from its activities).

All financial statements of the Group are made up to 31 December 2021. All intra-group transactions, balances and unrealised gains on transactions between group entities are eliminated on consolidation.

The financial results of the following entities are consolidated in these financial statements:

Please see note 13 for further details.

WAGGGS has control of a dormant company, WAGGGSMEX Limited (share capital £3), incorporated in Great Britain (company registered in England and Wales, number 01650327). The entity has not traded in the year.

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55

1.3 Reduced disclosures

The Charity has taken advantage of the exemption from disclosing the following information in its Charity only accounts, as permitted by the reduced disclosure regime within FRS 102:

1.4 Going concern

The Trustees have assessed whether the Charity and Group are a going concern by preparing income and expenditure budgets and cashflow forecasts for various periods. Those included forecasts aligned with the strategic plan – Global Strategy 2022-23, which indicated declining overall deficits and declining deficits on unrestricted funds over the period 2021 through 2023. The outturn for 2021 was a lower overall deficit and a lower unrestricted fund deficit than had been included in the Global Strategy 2022-23. A reforecast undertaken early in 2022 indicated the expected overall deficit and the deficit on unrestricted funds for 2022 would also be lower than forecast in the strategic plan. Subsequent management accounts indicate that the overall deficit during 2022 is lower than the earlier reforecast, while the deficit on unrestricted funds is in line with that reforecast.

Although a deficit on unrestricted funds is still anticipated for 2023, it is likely to be lower than that in the Global Strategy 2022-23. This reflects management’s success to date in reducing the cost base of the Charity and Group. Management continues to monitor the deficit and is committed to ongoing action towards aligning the ongoing cost base of the Group and Charity with likely sustainable income, while exploring opportunities to grow income, in particular unrestricted income.

As at the date of signing these financial statements, the Group and the Charity have adequate unrestricted cash and investment resources to absorb forecast deficits. Therefore, the Trustees believe that the Group and Charity have sufficient resources to continue to operate for at least 12 months from the date of approval of these financial statements and therefore continue to adopt the going concern basis of accounting in preparing the financial statements.

1.6 Income

All income is included in the accounts when the Charity is legally entitled to the income, the amount can be quantified with reasonable accuracy and the receipt of income is probable. The following specific policies apply to categories of income:

1.7 Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category, inclusive of any irrecoverable VAT.

1.5 Fund Accounting

Restricted funds – are those funds given to the Charity by an external donor, which must be applied in accordance with the donor’s intentions. The purposes and uses of these funds are set out in note 26 to the accounts.

Expenditure on raising funds includes those expenses which are directly attributable to the generation of funds. These include Investment Fund Manager fees and the salaries and overheads of the staff that directly undertake fundraising activities plus allocated support costs.

Charitable Activities expenditure is allocated against global outcomes and activities on the basis noted

Endowment funds – are those funds given to the Charity by an external donor, which must be applied in accordance with the donor’s intentions and where one of those intentions is the preservation of the original capital given. The purposes and uses of these funds are set out in note 26 to the accounts.

above.

Support Services represent the central costs not directly attributable to WAGGGS’ global outcomes but are in support of WAGGGS’ charitable activities.

General unrestricted funds - are the remaining unrestricted funds of the Charity (including its subsidiaries) that are freely available to spend in furtherance of the objects of WAGGGS, and which have not been designated by the World Board.

Governance costs include the direct costs of the administration 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 and the governance element of the World Conference.

The allocation of staff salaries, other benefits 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 the WAGGGS’ global outcomes.

Pensions are provided through money purchase schemes and costs recognised when payments into those schemes are due and payable.

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57

1.8 Employee benefits

The costs of short-term employee benefits are recognised as a liability and an expense. The expected cost of holiday entitlement is recognised in expenditure in the period in which the employee’s services are received. Any unused entitlement is recognised as a liability.

1.12 Tangible Fixed Assets and Depreciation

Tangible fixed assets are stated initially measured at cost, and subsequently measured at cost, net of depreciation and any impairment losses. Freehold land is not depreciated.

Impairment of Tangible Fixed Assets

The best estimate of the expenditure required to settle an obligation for termination benefits is recognised immediately as an expense when the Charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

An assessment is made at each reporting date of whether there are indications that a fixed asset may be impaired or that an impairment loss previously recognised has fully or partially reversed. If such indicators exist, the Charity estimates the recoverable amount of the asset.

1.9 Foreign Currencies

Transactions in foreign currencies other than the functional currency are recorded at the rate ruling at the date of the transaction. All translation differences are taken to the statement of financial activities.

Assets and liabilities of overseas operations are translated into the Charity’s presentation currency at the rate ruling at the reporting date. Income and expenses of overseas operations are translated at the average rate for the year. Translation differences are recognised in other gains and losses.

Shortfalls between the carrying value of fixed assets and their recoverable amounts, being the higher of fair value less costs to sell and value in use, are recognised as impairment losses.

Depreciation is provided in equal annual instalments over the estimated useful lives of the assets as follows:

1.10 Financial instruments

The Charity has elected to apply the provisions of Section 11 “Basic Financial Instruments” and Section 12 “Other Financial Instruments Issues” of FRS 102, in full, to all of its financial instruments.

Financial instruments are classified and accounted for according to the substance of the contractual

arrangement.

All tangible fixed assets are capitalised subject to a cost threshold of £1,000.

Financial assets

Basic financial assets, which include other debtors, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost, being transaction price less amounts settled and less any impairment losses.

Investments are a basic financial instrument and are included in the balance sheet initially at transaction value and subsequently recognised at their fair value at the end of the financial period, which is the bid price quoted on a recognised stock exchange. Realised and unrealised gains and losses are credited or debited to the Statement of Financial Activities in the year in which they arise.

Financial liabilities

Basic financial liabilities, which include trade creditors, employees’ salaries provision and other creditors, are initially measured at transaction price and subsequently measured at amortised cost, being transaction price less amounts settled.

1.13 Stocks

Stocks are valued at the lower of cost and net realisable value.

1.14 Taxation

WAGGGS is a registered Charity and as such its income and gains falling within sections 471 to 489 of the Corporation Tax Act 2010 or section 256 of the Taxable and Chargeable Gains Act 1992 are exempt from corporation tax to the extent that they are applied to its charitable activities.

1.15 Short Term Investments

Short term investments include short term highly liquid investments with a short maturity of three months or less from the date of acquisition of the deposit or similar account amounts held in short term deposit accounts at the bank or with the investment managers.

1.16 Cash at bank and in hand

Cash at bank and in hand includes cash held in instant access accounts.

1.11 Intangible Fixed Assets

Purchased intangible assets are recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Intangible assets are initially recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses. Intangible assets are amortised to Statement of Financial Activities on a straight-line basis over their useful lives, as follows:

2. JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY

In the application of the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

Purchased computer software 3 – 5 years

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised.

The Trustees do not consider that there are any critical estimates or areas of judgement that need to be brought to the attention of the readers of the financial statements.

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59

3. STATEMENT OF FINANCIAL ACTIVITIES – COMPARATIVE INFORMATION FOR 2020

5. INCOME FROM CHARITABLE ACTIVITIES

INCOME & ENDOWMENTS
Donations & Legacies
Income from charitable activities
Income from other trading activities
Investment income
Other income
Total Income
EXPENDITURE
Raising funds
Charitable activities
Total Expenditure
Net (expenditure) / income before
(losses) / gains on investments
Net (losses) / gains on investments
NET (EXPENDITURE) / INCOME
Other losses
NET MOVEMENT IN FUNDS
Total Funds at 1 January
Total Funds at 31 December		 UNRESTRICTED
FUNDS
RESTRICTED
FUNDS
ENDOWMENT
FUNDS
TOTAL YEAR
TO 31/12/20
£’000
£’000
£’000
£’000
1,111
2,063
-
3,174
1,889
2,443
-
4,332
137
-
-
137
116
-
34
150
208
-
-
208
3,461
4,506
34
8,001
447
93
-
540
3,231
2,733
5
5,969
3,678
2,826
5
6,509
(217)
1,680
29
1,492
(115)
-
3
(112)
(332)
1,680
32
1,380
(4)
(72)
-
(76)
(336)
1,608
32
1,304
3,735
5,962
973
10,670
3,399
7,570
1,005
11,974

4. INCOME FROM DONATIONS, LEGACIES AND ENDOWMENTS

UNRESTRICTED
FUNDS		 RESTRICTED
FUNDS		 ENDOWMENT
FUNDS		 TOTAL 2021 TOTAL 2020
£’000 £’000 £’000 £’000 £’000
Donations 65 651 - 716 2,313
World Thinking Day
Olave Baden-Powell Society		 45
386		 -
255		 -
-		 45
641		 51
327
Regions
World Centres		 -
150
646		 -
187
1,093		 -
-
-		 -
337
1,739		 259
224
3,174
UNRESTRICTED
FUNDS		 RESTRICTED
FUNDS		 ENDOWMENT
FUNDS		 TOTAL 2021 TOTAL 2020
£’000 £’000 £’000 £’000 £’000
Membership fees 1,305 - - 1,305 1,689
World Centres Operating Income 38 - - 38 147
Grants for specific programmes 367 1,036 - 1,403 2,443
Conference, Event fees and
other		 75 - - 75 53
Total income from charitable
activities		 1,785 1,036 - 2,821 4,332
6. INVESTMENT INCOME
UNRESTRICTED
FUNDS		 RESTRICTED
FUNDS		 ENDOWMENT
FUNDS		 TOTAL 2021 TOTAL 2020
£’000 £’000 £’000 £’000 £’000
Dividend income 81 - 30 111 128
Interest income 5 - - 5 22
Total investment income 86 - 30 116 150

7A. ANALYSIS OF EXPENDITURE BY CATEGORY

GRANTS
PAID		 OTHER
DIRECT
COSTS		 DIRECT
STAFF
COSTS		 SUPPORT
COSTS		 TOTAL
2021		 TOTAL
2020
£’000 £’000 £’000 £’000 £’000 £’000
Expenditure on raising funds - 134 131 236 501 540
Strategic Theme 1 - More
Opportunities for More Girls
Strategic Theme 2 - Greater Global
Influence		 513
191		 745
248		 749
278		 382
334		 2,389
1,051		 2,650
1,269
Strategic Theme 3 - Strong &
Vibrant Movement		 313 507 637 447 1,904 2,050
Total Expenditure 1,017 1,634 1,795 1,399 5,845 6,509

Support costs not directly attributable to the charitable activities or generating funds, which include governance costs, have been allocated to each of the categories shown above on the basis of estimated time and number of staff employed during the year on each of the relevant activities.

Total grant payments made during 2021 were £1,017k (2020: £587k). Grants paid to Member Organisations amounted to £1,012k (2020: £577k) and were predominantly project grants. The remainder are smaller grants to individuals who receive support to attend WAGGGS events and to carry out other activities in line with our charitable objects.

LIST OF GRANTS PAID
Delegates & Individuals
Member Organisations
Total Grants Paid		 NUMBER OF
GRANTS
34
243
277		 VALUE
£’000
5
1,012
1,017

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61

DETAILED ANALYSIS OF GRANTS 2021 NUMBER
OF GRANTS		 DELEGATES &
INDIVIDUALS		 MEMBER
ORGANISATIONS		 TOTAL 2021
£’000 £’000 £’000
JLS project 23 - 82 82
Asia Pacific projects 6 - 8 8
UPS project
Tide Turner project		 25
14		 -
-		 300
15		 300
15
Avon Foundation
GG Canada
CAF Canada		 1
1
1		 -
-
-		 1
1
13		 1
1
13
AKO Foundation 10 - 130 130
Dove Project 4 - 2 2
FK Norway project 93 5 233 238
Stop the Violence – Individual
donations 1 - 1 1
Nutrition International 48 - 27 27
Postcode Global Trust’s Global
Challenge 3 - 87 87
Symantec 2019 – 2021 Surf Smart 16 - 55 55
COSARAF 1 - 6 6
WASH project 2 - 5 5
Allen and Nesta Ferguson 4 - 10 10
World Foundation projects 20 - 36 36
Unrestricted Funds 4 - - -
277 5 1,012 1,017

7B. ANALYSIS OF SUPPORT COSTS BY FUNCTIONAL EXPENDITURE

The support costs shown below are comprised of governance costs and the cost of finance and management time in overseeing charitable activities, office costs covering the cost of running the World Bureau, HR costs including staff training and other central staff related expenses and IT costs including all general IT support costs.


general IT support costs.
FINANCE
&
MANAGE-
MENT
COSTS		 OFFICE
COSTS		 HR
COSTS		 IT
COSTS		 GOVERN-
ANCE
COSTS		 TOTAL
SUPPORT
COSTS
2021		 TOTAL
SUPPORT
COSTS
2020
£’000 £’000 £’000 £’000 £’000 £’000 £’000
Expenditure on raising
funds		 27 4 8 6 191 236 245
Strategic Theme 1 - More
Opportunities for More 144 19 40 37 142 382 475
Girls
Strategic Theme 2 -
Greater Global Influence		 139 19 39 36 101 334 422
Strategic Theme 3 - Strong
& Vibrant Movement		 142 19 40 37 209 447 537
Total Expenditure 452 61 127 116 643 1,399 1,679

7C. ANALYSIS OF TOTAL EXPENDITURE BY FUND

UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
FUNDS FUNDS FUNDS 2021 2020
£’000 £’000 £’000 £’000 £’000
Expenditure on raising funds 448 53 - 501 540
Strategic Theme 1 - More Opportunities for
More Girls		 1,069 1,318 2 2,389 2,650
Strategic Theme 2 - Greater Global Influence 524 527 - 1,051 1,269
Strategic Theme 3 - Strong & Vibrant
Movement		 1,013 891 - 1,904 2,050
Total Expenditure 3,054 2,789 2 5,845 6,509

8A. EMPLOYEES

AVERAGE EMPLOYEE NUMBERS GROUP 2021 GROUP 2020 CHARITY 2021 CHARITY 2020
No. No. No. No.
Charitable activities 74 77 45 48
Fundraising 8 10 8 10
Support services 14 16 14 16
Total 96 103 67 74
TOTAL STAFF COSTS
GROUP 2021 GROUP 2020 CHARITY 2021 CHARITY 2020
£’000 £’000 £’000 £’000
Wages and salaries 2,072 2,687 1,722 2,151
Social security costs 246 261 177 175
Pension costs 107 128 79 101
Total 2,425 3,076 1,978 2,427

The Group incurred the following in relation to redundancy and termination payments in the year:

TOTAL STAFF COSTS

TOTAL STAFF COSTS
GROUP 2021 GROUP 2020
£’000 £’000
Statutory redundancy 7 13
Payment in lieu of notice 6 32
Total 13 45

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63

Remuneration policy and benefits

The Charity bases its reward policies and strategies on the needs of the organisation. Salaries are benchmarked against other comparable organisations to ensure that WAGGGS pays a suitable rate of pay to all the staff in relation to the environment in which they work. The Charity has a separate group personal pension plan set up in 1998 with Aviva Life Services UK Limited, a contributory money purchase scheme, to which most staff belong. The assets of the scheme are in an independently administered fund. Where appropriate the World Centres contribute to local pension arrangements. Contributions totalling £25k (2020: £56k) were payable at the year end and are included in other creditors.

The number of employees whose emoluments as defined for taxation purposes amounted to over £60,000 were as follows:

2021 2020
Number Number
£60,001 - £70,000 1 3
£90,001 - £100,000 1 -

Pension contributions of £8k were paid in 2021 (2020: £8k) to the two (2020: three) employees earning more than £60,000 within the year.

The Trustees did not receive any remuneration or benefits in kind, other than the reimbursement of expenses. During the year, Nil (2020: 7) Trustees were reimbursed for travelling and accommodation expenses incurred on the Association’s business, which amounted to £Nil (2020: £4k).

Key management personnel

The key management personnel of the Group and the Charity comprise of the Trustees and the Senior Management Team (SMT) (see page 43).

The total employee benefits of the key management personnel of the Charity during the year, which comprised salary, pension benefits, benefits in kind and employer’s National Insurance were £681k (2020: £757k).

8B. AUDITOR’S REMUNERATION

9. OTHER GAINS / (LOSSES)

UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
FUNDS FUNDS FUNDS 2021 2020
£’000 £’000 £’000 £’000 £’000
Exchange and revaluation
movements		 31 (25) 1 7 (76)
Total other gains / (losses) 31 (25) 1 7 (76)

10. INTANGIBLE ASSETS

GROUP
PURCHASED COMPUTER
SOFTWARE & TRADEMARKS		 CHARITY
PURCHASED COMPUTER
SOFTWARE &
TRADEMARKS
Cost £’000 £’000
Brought forward 1 January 2021 158 153
Carried forward 31 December 2021 158 153
Amortisation
Brought forward 1 January 2021 141 136
Charge for year 14 14
Carried forward 31 December 2021 155 150
Net Book Value
31 December 2021 3 3
31 December 2020 17 17

Amortisation has been included within expenditure on charitable activities in the Statement of Financial Activities.

Audit fees payable for the year ended 31 December 2021 were £62k in total (2020: £81k). Additional fees of £15k (2020: £22k) were paid for other services. A breakdown of audit fees by entity is included below:

Entity 2021
£’000		 2020
£’000
Charity – current year audit 36 30
Charity – prior year audit 8 14
WAGGGS Europe AISBL 8 11
Our Chalet Association 7 12
WAGGGS Trading – current year
audit		 3 6
WAGGGS Trading – prior year
audit		 - 3
Nuestra Cabana and The Cabana - 5
Total 62 81

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65

11. TANGIBLE ASSETS

12. INVESTMENTS

GROUP
FREEHOLD
LAND &
BUILDINGS
Cost
£’000
Brought forward 1 January 2021
2,096
Exchange difference
(52)
Carried forward 31 December 2021
2,044
Accumulated Depreciation
Brought forward 1 January 2021
1,764
Charge for year
8
Exchange difference
(41)
Carried forward 31 December 2021
1,731
Net Book Value
31 December 2021
313
31 December 2020
332
CHARITY
Cost
Brought forward 1 January 2021
Carried forward 31 December 2021
Accumulated Depreciation
Brought forward 1 January 2021
Charge for year
Carried forward 31 December 2021
Net Book Value
31 December 2021
31 December 2020		 LEASEHOLD
LAND &
BUILDINGS
FURNITURE &
EQUIPMENT
TOTAL
£’000
£’000
£’000
4,495
546
7,137
-
(1)
(53)
4,495
545
7,084
1,057
446
3,267
53
28
89
-
13
(28)
1,110
487
3,328
3,385
58
3,756
3,438
100
3,870
LEASEHOLD
LAND &
BUILDINGS
FURNITURE &
EQUIPMENT
TOTAL
£’000
£’000
£’000
4,495
284
4,779
4,495
284
4,779
1,053
241
1,294
57
15
72
1,110
256
1,366
3,385
28
3,413
3,442
43
3,485
GROUP
Market value at 1 January
Purchases at cost
Disposals at cost
Net gain on revaluation
Market value as at 31 December
At the balance sheet date, the portfolio was invested as follows
UK Equity shares
UK Fixed Interest Bonds and Deposits
Property Unit Trusts
Overseas Mutual Funds
Overseas Fixed Interest Bonds and Deposits
Market value as at 31 December
CHARITY
Market value at 1 January
Purchases at cost
Disposals at book value
Net unrealised gain on revaluation
Market value as at 31 December
At the balance sheet date, the portfolio was invested as follows
UK Equity shares
UK Fixed Interest Bonds and Deposits
Property Unit Trusts
Overseas Equities and Mutual Funds
Overseas Fixed Interest Bonds and Deposits
Market value as at 31 December		 TOTAL 2021
TOTAL 2020
£’000
£’000
4,291
5,300
422
2,399
(166)
(3,623)
388
215
4,935
4,291
673
653
878
927
1,239
961
1,969
1,553
176
197
4,935
4,291
TOTAL 2021
TOTAL 2020
£’000
£’000
4,251
5,219
449
2,399
(179)
(3,582)
388
215
4,909
4,251
673
653
878
927
1,239
961
1,969
1,553
150
157
4,909
4,251

In both the Group and Charity, there are no restrictions on the realisation of any of the investments.

The total value of land in the Group that is not depreciated is £153k (2020: £153k).

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13. SUBSIDIARY UNDERTAKINGS

17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

The financial performance and position of the Charity’s subsidiary undertakings for the year ended 31 December 2021 were as follows:


December 2021 were as follows:
Net
Percentage Net assets / Total Total income/
Control (liabilities) Income Expenditure (expend-
iture)
£’000 £’000 £’000 £’000
WAGGGS Trading Limited 100% - 380 (254) 126
AISBL (WAGGGS - Europe Region) 100% 243 313 (248) 65
Nuestra Cabaña 100% (46) 1 (38) (37)
The Cabana S.A. De C.V. 100% (51) - (27) (27)
Our Chalet Association 100% 777 127 (297) (170)
Foundation for Girl Guides and Girl Scouts
International Centre, Our Chalet Adelboden		 100% 263 198 (302) (104)
Sangam WAGGGS 100% (47) 48 (62) (14)
WAGGGSMEX Limited 100% - - - -

WAGGGS Trading Limited has entered into a deed of covenant with the Charity agreeing that any surpluses are payable to the Charity annually.

14. STOCKS

GROUP GROUP CHARITY CHARITY
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Uniforms, publications, badges and
souvenirs		 249 237 29 28
Other 1 2 - -
Total Stocks 250 239 29 28

15. DEBTORS

GROUP GROUP CHARITY CHARITY
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Trade debtors 170 226 145 117
Accrued income 861 754 757 719
Other debtors 107 45 29 39
Prepayments 81 62 59 52
Amounts owed by group undertakings - - 987 832
Total Debtors 1,219 1,087 1,977 1,759
GROUP GROUP CHARITY CHARITY
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Trade creditors 60 322 7 103
Covid-19 Loan 11 - - -
Other creditors 82 101 42 33
Tax and social security 52 62 40 23
Accruals & Deferred Income 722 816 304 270
Amounts owed to group undertakings - - 926 855
Total Creditors 927 1,301 1,319 1,284
CREDITORS: DEFERRED INCOME GROUP
2021		 GROUP
2020		 CHARITY
2021		 CHARITY
2020
£’000 £’000 £’000 £’000
Balance as at 1 January 289 1,387 31 1,117
Amounts released to income in year (289) (1,387) (31) (1,117)
Amounts deferred in year 186 289 41 31
Balance as at 31 December 186 289 41 31

Deferred income as at 31 December 2021 relates to member organisation fees paid in advance.

18. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

GROUP GROUP CHARITY CHARITY
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Covid-19 Loan 70 83 - -
Other creditors 138 128 24 19
Total Creditors 208 211 24 19

The loan is a Swiss government fixed interest Covid-19 loan granted to Our Chalet Association for the sum of CHF100,000 through Berner Kantonalbank AG. It is repayable in equal instalments from March 2022 to September 2027.

16. SHORT TERM INVESTMENTS

Other creditors comprise deposits received to secure accommodation booked for 2023 onwards.

GROUP GROUP CHARITY CHARITY
2021 2020 2021 2020
Unlisted investments
Balance as at 31 December		 £’000
1,681
1,681		 £’000
2,013
2,013		 £’000
731
731		 £’000
730
730

68

69

19. ANALYSIS OF MOVEMENTS OF FUNDS

GROUP
Endowment Fund
RESTRICTED FUNDS
Restricted Property
World Bureau
Pax Lodge
Our Cabana
Total Restricted Property Funds
World Bureau
A Bartlow legacy
Advocacy
Climate
Gender Based Violence
International Experience
Leadership
Membership
Nutrition
Other donations
UPS
World Conference and other
travel grants
World Centres & Europe
Kusafiri
Our Cabaña – others
Our Chalet Foundation
Our Chalet
Pax Lodge - others
Sangam
Europe
Other Restricted Funds
Total Restricted Funds
UNRESTRICTED FUNDS
General
Total Funds		 BALANCE
1/1/21
INCOME
EXPENDI-
TURE
TRANS-
FERS
GAINS
AND
LOSSES
BALANCE
31/12/21
£’000
£’000
£’000
£’000
£’000
£’000
1,005
30
(2)
-
108
1,141
1,560
-
(14)
-
-
1,546
1,676
-
(19)
-
-
1,657
91
-
-
-
(3)
88
3,327
-
(33)
-
(3)
3,291
228
-
(19)
-
-
209
-
261
(155)
-
-
106
729
264
(393)
-
-
600
18
47
(18)
-
-
47
288
413
(298)
-
-
403
279
458
(391)
-
-
346
263
152
(65)
-
-
350
56
98
(150)
-
-
4
687
14
(522)
-
-
179
922
-
(542)
-
-
380
49
190
(100)
-
-
139
3,519
1,897
(2,653)
-
-
2,763
-
1
(1)
-
-
-
24
-
-
-
-
24
59
-
-
-
6
65
336
50
(43)
-
(11)
332
58
37
(37)
-
-
58
110
101
(20)
-
(2)
189
137
43
(2)
-
(15)
163
724
232
(103)
-
(22)
831
4,243
2,129
(2,756)
-
(22)
3,594
7,570
2,129
(2,789)
-
(25)
6,885
3,399
2,631
(3,054)
-
307
3,283
11,974
4,790
(5,845)
-
390
11,309
CHARITY
Endowments Fund
RESTRICTED FUNDS
Restricted Property
World Bureau – Property
Pax Lodge - Property
Total Restricted Property Funds
World Bureau
A Bartlow legacy
Advocacy
Climate
Gender Based Violence
International Experience
Leadership
Membership
Nutrition
Other donations
UPS
World Conference and other
travel grants
World Centres
Kusafiri
Our Cabaña - others
Pax Lodge - others
Sangam
Other Restricted Funds
Total Restricted Funds
UNRESTRICTED FUNDS
General
Total Funds		 BALANCE
1/1/21
INCOME
EXPENDI-
TURE
TRANS-
FERS
GAINS
AND
LOSSES
BALANCE
31/12/21
£’000
£’000
£’000
£’000
£’000
£’000
971
-
-
-
107
1,078
1,560
-
(14)
-
-
1,546
1,676
-
(19)
-
-
1,657
3,236
-
(33)
-
-
3,203
228
-
(19)
-
-
209
-
261
(155)
-
-
106
729
264
(393)
-
-
600
18
47
(18)
-
-
47
288
413
(298)
-
-
403
278
302
(234)
-
-
346
263
152
(65)
-
-
350
56
98
(150)
-
-
4
687
14
(521)
-
(1)
179
922
-
(542)
-
-
380
50
190
(101)
-
1
140
3,519
1,741
(2,496)
-
-
2,764
-
1
(1)
-
-
-
8
-
-
-
-
8
58
36
(37)
-
-
57
62
86
(9)
-
-
139
128
122
(46)
-
-
204
3,647
1,864
(2,543)
-
-
2,968
6,883
1,864
(2,576)
-
-
6,171
2,838
2,009
(2,282)
-
273
2,838
10,692
3,873
(4,858)
-
380
10,087

For a description of the purpose of the endowment, restricted and designated funds, refer to note 26.

70

71

ANALYSIS OF MOVEMENTS OF FUNDS – Comparative figures for 2020

GROUP BALANCE INCOME EXPENDI- TRANS- GAINS BALANCE
1/1/20 TURE FERS AND 31/12/20
LOSSES
£’000 £’000 £’000 £’000 £’000 £’000
Endowment Fund 973 34 (5) - 3 1,005
RESTRICTED FUNDS
Restricted Property
World Bureau 1,574 - (14) - - 1,560
Pax Lodge 1,690 - (14) - - 1,676
Our Cabana 97 - - 2 (8) 91
Total Restricted Property Funds 3,361 - (28) 2 (8) 3,327
World Bureau
A Bartlow legacy 279 - (49) (2) - 228
Advocacy - 13 (13) - - -
Climate - 798 (69) - - 729
Gender Based Violence - 18 - - - 18
International Experience 32 534 (279) 1 - 288
Leadership 308 570 (495) (104) - 279
Membership 234 85 (59) 3 - 263
Nutrition 110 299 (349) (4) - 56
Other donations 727 776 (931) 115 - 687
UPS 146 1,065 (284) (5) - 922
World Conference and other
travel grants		 62 1 (13) (1) - 49
1,898 4,159 (2,541) 3 - 3,519
World Centres & Europe
Kusafiri - - (2) 2 - -
Our Cabaña - others 25 - - 1 (2) 24
Our Chalet Foundation 54 - - 2 3 59
Our Chalet 332 26 (20) (22) 20 336
Pax Lodge - others 76 1 (10) (9) - 58
Sangam 123 48 (2) (54) (5) 110
Europe 93 272 (223) (12) 7 137
703 347 (257) (92) 23 724
Other Restricted Funds 2,601 4,506 (2,798) (89) 23 4,243
Total Restricted Funds 5,962 4,506 (2,826) (87) 15 7,570
UNRESTRICTED FUNDS
General (32) 3,382 (3,324) 3,457 (84) 3,399
BALANCE INCOME EXPENDI- TRANS- GAINS BALANCE
1/1/20 TURE FERS AND 31/12/20
LOSSES
Designated Funds
Regional Funds 25 - (78) 50 3 -
Finance Systems Investment
Case		 217 - (70) (147) - -
Fund Development Investment
Case		 187 - (87) (100) - -
Strategic Investment 388 79 (157) (223) (87) -
Risk Based Reserve 2,950 - - (2,950) - -
Total Designated Funds 3,767 79 (392) (3,370) (84) -
Total Unrestricted Funds 3,735 3,461 (3,716) 87 (168) 3,399
Total Funds 10,670 8,001 (6,547) - (150) 11,974

A decision to release designated funds back into general unrestricted funds was taken by the World Board in 2020. This is shown as a transfer out of designated and into general unrestricted funds.

72

73

CHARITY
Endowments Fund
RESTRICTED FUNDS
Restricted Property
World Bureau - Property
Pax Lodge - Property
Total Restricted Property Funds
World Bureau
A Bartlow legacy
Advocacy
Climate
Gender Based Violence
International Experience
Leadership
Membership
Nutrition
Other donations
UPS
World Conference and other
travel grants
World Centres
Kusafiri
Our Cabaña - others
Pax Lodge - others
Sangam
Other Restricted Funds
Total Restricted Funds
UNRESTRICTED FUNDS
General
Designated Funds
Regional Funds
Finance Systems Investment
Case
Fund Development Investment
Case
Strategic Investment
Risk Based Reserve
Total Designated Funds
Total Unrestricted Funds
Total Funds		 BALANCE
1/1/20
INCOME
EXPENDI-
TURE
TRANS-
FERS
GAINS
AND
LOSSES
BALANCE
31/12/20
£’000
£’000
£’000
£’000
£’000
£’000
968
-
-
-
3
971
1,574
-
(14)
-
-
1,560
1,690
-
(14)
-
-
1,676
3,264
-
(28)
-
-
3,236
279
-
(49)
(2)
-
228
-
13
(13)
-
-
-
-
798
(69)
-
-
729
-
18
-
-
-
18
33
534
(279)
-
-
288
332
229
(155)
(128)
-
278
234
85
(59)
3
-
263
110
299
(349)
(4)
-
56
727
776
(931)
116
(1)
687
146
1,065
(284)
(5)
-
922
62
-
(12)
5
(5)
50
1,923
3,817
(2,200)
(15)
(6)
3,519
-
-
(2)
2
-
-
-
-
-
-
8
8
68
1
(10)
(1)
-
58
-
48
(1)
-
15
62
68
49
(13)
1
23
128
1,991
3,866
(2,213)
(14)
17
3,647
5,255
3,866
(2,241)
(14)
17
6,883
(1,102)
2,998
(2,453)
3,442
(47)
2,838
(25)
-
(2)
27
-
-
218
-
(70)
(148)
-
-
187
-
(87)
(100)
-
-
388
79
(123)
(257)
(87)
-
2,950
-
-
(2,950)
-
-
3,718
79
(282)
(3,428)
(87)
-
2,616
3,077
(2,735)
14
(134)
2,838
8,839
6,943
(4,976)
-
(114)
10,692

A decision to release designated funds back into general unrestricted funds was taken by the World Board in 2020. This is shown as a transfer out of designated and into general unrestricted funds.

20. FINANCIAL INSTRUMENTS AT FAIR VALUE

The carrying amount of the Group and Charity’s financial instruments measured at fair value at 31 December were:


were:
GROUP 2021 GROUP 2020 CHARITY 2021 CHARITY 2020
£'000 £'000 £'000 £'000
Financial assets:
Measured at fair value through SOFA 4,935 4,291 4,909 4,251

21. RECONCILIATION OF NET INCOME TO NET CASH USED IN OPERATIONS

Net movement in funds during the year
Adjustments for:
Depreciation of tangible fixed assets
Amortisation of intangible assets
Fair value (gains) / losses on financial instruments
Foreign exchange (gains) / losses
Less Investment income
Operating cash flows before movement in working capital
(Increase) / decrease in stock
Increase in debtors
Decrease in creditors
Cash used in operations		 2021
£'000
2020
£'000
(665)
1,304
89
89
14
31
(383)
112
(7)
76
(116)
(150)
(1,068)
1,462
(11)
28
(132)
(690)
(375)
(1,264)
(1,586)
(464)

22. RECONCILIATION OF GROUP CHANGES IN NET FUNDS

1/1/21 CASH FLOWS EXCHANGE RATE
MOVEMENTS		 31/12/21
£'000 £'000 £'000 £'000
Cash at bank and in hand and short term
investments		 3,982 (1,669) (32) 2,281
Borrowings excluding overdrafts (83) - 2 (81)
3,899 (1,669) (30) 2,200

74

75

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS

25. RELATED PARTY TRANSACTIONS

GROUP
Tangible Fixed Assets
Intangible Assets
Investments
Long-Term Liabilities
Net (Liabilities) / Assets
Total
CHARITY
Tangible Fixed Assets
Intangible Assets
Investments
Long-Term Liabilities
Net (Liabilities) / Assets
Total		 ENDOWMENT
FUNDS
RESTRICTED
FUNDS
GENERAL
FUNDS
TOTAL 2021
£'000
£'000
£'000
£'000
-
3,291
465
3,756
-
-
3
3
1,152
-
3,783
4,935
-
-
(208)
(208)
(11)
3,594
(760)
2,823
1,141
6,885
3,283
11,309
ENDOWMENT
FUNDS
RESTRICTED
FUNDS
GENERAL
FUNDS
TOTAL 2021
£’000
£’000
£’000
£’000
-
3,203
210
3,413
-
-
3
3
1,126
-
3,783
4,909
-
-
(24)
(24)
(48)
2,968
(1,134)
1,786
1,078
6,171
2,838
10,087

ANALYSIS OF NET ASSETS BETWEEN FUNDS – Comparative figures 2020

GROUP ENDOWMENT
FUNDS		 RESTRICTED
FUNDS		 GENERAL
FUNDS		 TOTAL 2020
£'000 £'000 £'000 £'000
Tangible Fixed Assets
Intangible Assets
Investments		 -
-
981		 3,327
-
-		 543
17
3,310		 3,870
17
4,291
Long-Term Liabilities - - (211) (211)
Net Assets / (Liabilities)
Total		 24
1,005		 4,243
7,570		 (260)
3,399		 4,007
11,974
CHARITY ENDOWMENT
FUNDS
£’000		 RESTRICTED
FUNDS
£’000		 GENERAL
FUNDS
£’000		 TOTAL 2020
£’000
Tangible Fixed Assets
Intangible Assets
Investments
Long-Term Liabilities
Net (Liabilities) / Assets		 -
-
981
-
(10)		 3,236
-
-
-
3,647		 249
17
3,270
(19)
(679)		 3,485
17
4,251
(19)
2,958
Total 971 6,883 2,838 10,692

24. FINANCIAL PERFORMANCE OF THE CHARITY

The consolidated statement of financial activities includes the results of the Charity’s wholly owned subsidiaries as listed in note 13. The net expenditure for the year for the Charity only was £985k (2020: net income of £1,971k) and the net decrease in funds held at year end was £605k (2020: net increase of £1,857k).

During the year the Charity had the following transactions and balances with the subsidiaries listed in note 13 and other related parties.

Income received from subsidiaries
Distribution of surplus from subsidiaries		 2021
£’000
26
126		 2020
£’000
90
63
Amounts owed by / (to) subsidiaries 61 (23)
Donation from Bronwyn Hughes, World Board member - 5

26. PURPOSE OF ENDOWMENT, RESTRICTED AND DESIGNATED FUNDS

The prime purpose of the restricted funds and the estimated timeframe in which these funds are expected to be utilised are shown below:

----- Start of picture text -----
Endowment Fund Purpose Period to be used
To support leaders within the Guiding movement over the
Cheryl Watkins age of 60 to attend Our Chalet for capacity development Indefinite
and training
Restricted Funds Purpose Period to be used
World Bureau - To be used for the upkeep and depreciation of the World Over the period of
Property Bureau. the remaining lease
Arlene Bartlow Primarily to support guiding activities in African Member
Within 1 to 5 years
Development Fund Organisations.
Advocacy Primarily to support the delivery of advocacy campaigns Within 1 to 2 years
Global environment projects to be executed by girls and
Climate Within 1 to 2 years
young women.
Gender Based Primarily to support campaigns in Member Organisations to
Within 1 to 2 years
Violence combat gender based violence.
Leadership Primarily for workshops, seminars and training. Within 1 to 2 years
Primarily to support guiding activities in Member
Membership Within 1 to 2 years
Organisations.
Primarily to support nutritional campaigns in Member
Nutrition Within 1 to 2 years
Organisations.
Other strategic related issues not specifically in relation to
Other Donations Within 1 to 2 years
leadership, membership and advocacy.
UPS Major project on volunteering. Within 1 to 2 years
World Conference & Primarily for the provision of travel grants to girls and young
Within 1 to 2 years
other travel grants women.
International
Leadership exchange programme to girls and young women. Within 1 to 2 years
Experience
World Centres
Over the period of
Pax Lodge & Our To be used for the upkeep and depreciation of the World the remaining lease
Cabaña - Property Centres. or life of the
property
Primarily for the provision of scholarships and support for
World Centres other Between 1 and 3
training events held at the World Centres and building
restricted funds years
improvements.
----- End of picture text -----

76

77

----- Start of picture text -----
Our Mission and Vision are
at the heart of every decision
and action, placing girls and
young women at the centre
of all our work…
----- End of picture text -----

78

Girl Guiding and Girl Scouting is the world’s only movement for every girl and any girl. The Girl Guide and Girl Scout Movement is the largest voluntary movement dedicated to empowering girls and young women in the world.

World Bureau, Olave Centre 12c Lyndhurst Road London NW3 5PQ United Kingdom

Tel. +44 20 7794 1181 wagggs.org

Registered Charity No. 1159255 (England & Wales)