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← World Association Of Girl Guides And Girl Scouts

2023-12-31-accounts

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TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS (A Charitable Incorporated Organisation)

CIO Number: 1159255

OUR PURPOSE I WAGGGS ANNUAL REPORT 2023

CONTENTS 03 Our purpose 04 Chair’s Report 06 WAGGS performance in 2023 30 Challenges in 2023 32

32 Plans for 2024 and beyond 36 Financial review 42 Acknowledgements 44 Structure, governance and management 51 Independent Auditors Report

OUR PURPOSE

Girl Guiding and Girl Scouting is the world’s largest international voluntary movement dedicated to empowering girls and young women in the world.

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.

The World Association of Girl Guides and Girl Scouts is a membership organisation bringing together Girl Guiding and Girl Scouting in 153 countries and territories and 10.8 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 118 Member Organisations and 120 personnel in 25 countries and territories. 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 enables 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 Girl Scouting Movement, our volunteers, and our supporters around the world who have

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

helped ensure that girls and young women continue to experience the positive value of being a Girl Guide and Girl Scout.

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WAGGGS ANNUAL REPORT 2023 I CHAIR’S REPORT

CHAIR’S REPORT I WAGGGS ANNUAL REPORT 2023

In mid-2023, I bumped into a young Girl Guide dressed in uniform, with a sash weighed down with pins and badges of all the incredible activities and events she’d been involved in. When I explained who I was, she excitedly asked about Girl Guiding and Girl Scouting around the world. It was a privilege to explain that she is one of 10.8 million girls and young women around the globe who are interconnected in a shared belief and understanding. They are part of a sisterhood that enables girls and young women to lead and be leaders throughout the world.

In 2023, there were many moments like this. The largest of which was the 38th World Conference hosted by the Girl Guides Association of Cyprus. It saw 480 participants from 106 countries and territories who came together for nearly a week of listening, sharing and understanding. Most importantly, young women got to decide on the course of WAGGGS over the next six years. The organisation’s Global Strategy 2024-29 focuses our work around uniting and connecting

every Member Organisation is registered on Campfire, our online resource library and community platform. It allows us to share our content and that of our Members with the whole Movement.

girls and young women across the Movement, and enabling thriving Member Organisations to deliver resource library and community high quality Girl Guiding and Girl Scouting. Intertwined throughout is our commitment and action with the whole Movement. towards being an increasingly girl-led organisation, and being the facilitator of deeper knowledge and Our incredible WAGGGS connections across our Movement. volunteers – now nearly

While these were recognised as key outward-facing areas of our work during World Conference, there was also a strong focus on ensuring our organisation’s future is built on solid financial and operational foundations. In 2023, we developed and approved our three-year action plan 2024-26. This plan aligns our work with the Global Strategy 2024-29 and aims to balance our spending with our income by 2025.

900 strong – delivered essential capacity building to over 60 Member Organisations.

They covered areas such as non-formal education, safeguarding, fundraising, finance, communications and governance. This support is especially valued by our smaller members, and we take great pride knowing we are contributing to their growth and success. The Capacity Assessment Tool is playing a vital role in supporting Member Organisations to understand their strengths and identify areas for improvement.

While we plan for the future, our volunteers and staff continued to deliver at a high level for our Members. In 2023, approximately 92% of the Movement engaged with WAGGGS across our different areas of work, including consultations and activities. Nearly

We are proud to have reached over one million girls and young women with our programming in 2023. Through donor funds, grants and membership fees, we’ve been able to provide a range of programmes and services to support Member Organisations to offer high-quality Girl Guiding and Girl Scouting experiences. In 2023, we continued to bring the voices of girls and young women to global spaces, including COP 23 in Dubai to discuss climate change. Our advocacy champion took part in the Commission on the Status of Women at the UN in New York, advocating for the online safety of girls and young women.

The World Centres completed the first full year of operations since the pandemic. They welcomed over 14,000 guests from 50 countries and territories, nearly reaching pre-pandemic levels. In 2023, Nuestra Cabaña took steps towards reopening, with the first trial group of young women visiting in November. The return of guests and activities to the World Centres has significantly improved our financial position.

In pursuit of our ambition to ensure cost neutrality, WAGGGS has prioritised Outcome 3 of our 20242029 Global Strategy, emphasising the importance of a financially sound organisation. We’ve been closely managing costs and finding new cost effective ways to deliver our work which have brought greater stability to our finances.

On behalf of the World Board, we would like to thank everyone who supports this organisation and the 10.8 million girls and young women who make up this incredible Movement. Candela Gonzalez

I am pleased to present this year’s Annual Report highlighting the impact we have had in 2023.

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Candela Gonzalez

WAGGGS World Board Chair

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CHAIR’S
REPORT
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WAGGGS ANNUAL REPORT 2023 I WAGGGS PERFORMANCE IN 2023

WAGGS PERFORMANCE ON 2023 I WAGGGS ANNUAL REPORT 2023

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Here are our achievements from the year which showcase what we achieved in 2023.
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WAGGGS’ PERFORMANCE IN 2023 OUR HIGHLIGHTS

During 2023, we’ve continued to make significant strides in supporting Member Organisations and delivering opportunities for girls and young women to grow and learn. This year has been marked by both delivery and strategic planning. We reached over 1.2 million girls and young women, engaging with more than 90% of the Movement. With the support of donor funds, grants and membership fees, we’ve provided girls and young women with many exciting opportunities to flourish while also investing in the capacity of our Member Organisations.

Our 38th World Conference, held in July 2023, was a pivotal moment. We worked closely with Member Organisations to understand and plot a path for the future, including agreeing to our 2024-29 Global Strategy. The World Board worked in collaboration with key staff to develop this into an ambitious three-year Action Plan for 2024-26.

Our Global Strategy has four themes:

In the final year of our Global Strategy 2022-23, we prioritised services and activities to ensure we become a truly girl-led Movement.

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WAGGGS ANNUAL REPORT 2023 I SUMMARY OF ACHIEVEMENTS

SUMMARY OF ACHIEVEMENTS I WAGGGS ANNUAL REPORT 2023

SUMMARY OF ACHIEVEMENTS Our 12 key performance indicators help us measure our performance against our objectives.

We have provided both the 2023 performance and the triennial result alongside these indicators.

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KEY TO OPPOSITE PAGE

COMPLETED at time of reporting MOSTLY COMPLETE over 80% complete by the end of 2023. Requires longer timeframes or scope has been modified due to resources. Results by end of 2023 (estimate) Triennial results by end of 2023 (estimate)

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£
We will mobilise We will deliver a At least
a minimum of framework with
supporting tools and
engagement spaces
75% on
of Member Organisations COMPASS 50%
across all regions are £6.7 of Member Organisations
actively engaged in opportunities and MILLION take up capacity building support based on the
services. For example,
2023 results of the Capacity
our global programmes, in restricted funding to Assessment Tool.
capacity building support our activities. to support Member
support, international Organisations to
experiences, workshops integrate it into their
and training. strategic plans.
COMPLETED 92% COMPLETED £3.9M FRAMEWORK DELIVERED MOSTLY COMPLETE 44%
COMPLETED 92% COMPLETED £8.2M FRAMEWORK DELIVERED MOSTLY COMPLETE 44%+
We will work with at least At least
80% 100%
80% 85% of attendees are satisfied of Member Organisations
or better with the 2022 who have requested
of Member Organisations of Member Organisations
to connect, share and are represented in the Regional Conferences support on updating
learn from each other, WAGGGS Volunteer and 2023 World their child protection
Conference. and safeguarding policy
including through Network, with 50% of
Campfire, where 50% of network members actively receive it.
users are regularly active engaged in volunteering
and satisfied with the and/or learning and
system. development opportunities.
COMPLETED MOSTLY COMPLETE
97% OF MOS / 56% ACTIVE 77% OF MOs / 45% ACTIVE
COMPLETED 88% COMPLETED 100%
COMPLETED MOSTLY COMPLETE
97% OF MOS / 50%+ ACTIVE 80% OF MOs / 45% ACTIVE COMPLETED 97% COMPLETED 100%
We will bring the
voices of girls and
young women to
TWO 50% 50%
MILLION FOUR of Member Organisations will have increase in young women participating in
started to implement decision making within
girls and young women will benefit GLOBAL the Girl Guide and Girl Scout leadership model. our global and regional governance structures.
from our programmes
in 2022-23. policy spaces each year.
COMPLETED 1.2M COMPLETED 4 COMPLETED 65% COMPLETED 62% INCREASE
COMPLETED 2M+ COMPLETED 4 COMPLETED 65% COMPLETED 62% INCREASE
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WAGGGS ANNUAL REPORT 2023 I THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT

THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT I WAGGGS ANNUAL REPORT 2023

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THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT

We support Member Organisations to empower girls and young women across the world. But to remain relevant and thrive in a fast-changing world, we need to be girl-focused and agile. For the Movement to be sustainable, we need to demonstrate the value that Girl Guiding and Girl Scouting brings to girls and to the wider society. In the last year, we have been working with Member Organisations to define the core focus of the organisation to keep the Movement united, thriving and growing.

was through our 38th World Conference. Hosted by the Girl Guide Association of Cyprus, 480 participants came together from 106 countries and territories. The conference gave Members the time to connect, learn and share. Over the course of a week, our Members decided on our direction and plans for the future of the Movement, including electing new members to our World Board.

Leading up to the World Conference, we ran a four-month consultation with our Members. This process helped shape our first six-year Global Strategy 2024-29. By holding workshops in four languages, we enriched our discussions and refined the strategy. This extensive consultation fostered a sense of accountability and shared responsibility among everyone involved in WAGGGS.

INVOLVING MEMBER ORGANISATIONS IN DECISION MAKING

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To make sure everyone’s voice is heard, we engage Member Organisations in our operations and key decisions. In 2023, one important way we did this

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WAGGGS ANNUAL REPORT 2023 I THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT

THRIVING MEMBER ORGANISATIONS, THRIVING MOVEMENT I WAGGGS ANNUAL REPORT 2023

BUILDING AN ONLINE COMMUNITY

This updated tool helps Member Organisations understand their strengths and pinpoint areas for improvement. It is now more user-friendly, better structured and enhances the assessment process. We also added new

Launched in March 2022, Campfire has become a digital home for WAGGGS. It’s a place where the Global Team and members of the Movement can connect and collaborate, no matter where they live. By providing engaging and interactive content, it enables us to expand our reach and share good practice and resources worldwide. It also helps to build capacity for impactful, high-quality Girl Guiding and Girl Scouting.

modules on safeguarding and youth participation to give members the latest information and support.

Volunteering is at the core of Girl Guiding and Girl Scouting and is instrumental in the success of the organisation. Each year, millions of girls and young women participate thanks to the hard work and commitment of

In 2023, 60,000 people visited over 800,000 pages. Our resources were accessed 38,000 times and there were 20,000 downloads. By the end of 2023, we had just over 2,000 Campfire Members from 139 Member Organisations. This accounts for around 90% of our Members which is testament to how vital Campfire is for sharing and learning.

were accessed 38,000 times and volunteers. At WAGGGS, we also rely on volunteers to deliver our there were 20,000 downloads. By work. In 2023, we had over 900 the end of 2023, we had just over volunteers, representing over 2,000 Campfire Members from 100 Member Organisations, with 139 Member Organisations. This around 450 active at any given accounts for around 90% of our time. Our volunteers, aged 18-80, Members which is testament to work alongside our staff to reach how vital Campfire is for sharing even more women and girls. In and learning. 2023, we reviewed our volunteer engagement lifecycle to centralise PERSONALISING MEMBERS CAPACITY NEEDS opportunities and training on Campfire. When asked about At our World Conference, we our support, 93% of volunteers launched the revised Capacity expressed satisfaction with how Assessment Tool, called CAT 2.0. we support and encourage them.

FOR ME, THE MEANING OF LIFE IS TO FIND YOUR WAY. THE PURPOSE OF LIFE IS TO ENABLE OTHERS TO DO IT. WAGGGS HELPED ME FIND MY WAY, AND I AM TRYING TO HELP OTHERS FIND THEIRS. THE CHALLENGE IS TO ASK YOURSELF EACH DAY, ARE YOU DOING ENOUGH FOR OTHERS?

Nadine El Achy, Lebanon

SHARED LEARNING ONLINE – CORE MISSION TEAM

Campfire is more than a community. With a growing library of courses, resources and development opportunities, it’s a space for Girl Guiding and Girl Scouting members to learn good practices and build knowledge, skills and confidence they can use to make a difference in the Movement.

“I would like to thank the WAGGGS team, my personality has certainly improved a lot, and my participation in various fields has increased. Step by step, many opportunities have appeared for me, and thanks to your support and experience, I have become the best version of myself.” 2023 Volunteer Engagement survey

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WAGGGS ANNUAL REPORT 2023 I INTERNATIONAL CONNECTIONS AND GLOBAL COMMUNITY

INTERNATIONAL CONNECTIONS AND GLOBAL COMMUNITY I WAGGGS ANNUAL REPORT 2023

INTERNATIONAL CONNECTIONS AND GLOBAL COMMUNITY

action projects through microgrants, helping 43,000 community members with effective climate change mitigation and adaptation. This programme is part of our growing collection, which also includes body confidence, internet safety, leadership, and genderbased violence initiatives, all available on Campfire.

We want the Movement to OFFERING GIRLS AND be an inclusive and connected YOUNG WOMEN INCREDIBLE sisterhood that embraces OPPORTUNITIES more girls and women. To do this, we are creating more Being a member of the Girl Guiding and Girl Scouting meaningful opportunities for Movement means that girls Girl Guides and Girl Scouts to unite internationally and take and young women across the globe are part of a community of part in rewarding and accessible global citizens. Our programmes volunteering opportunities. offer unique activities that When Member Organisations empower girls and young women learn and collaborate with each worldwide, connecting them other, we are supporting a on common interests. connected and vibrant Movement. Since its launch in 2020, our

Being a member of the Girl Guiding and Girl Scouting Movement means that girls and young women across the globe are part of a community of global citizens. Our programmes offer unique activities that empower girls and young women worldwide, connecting them on common interests.

In 2023, we introduced a science, technology, engineering and maths (STEM) programme. Working with our World Centres and Johnson & Johnson, we developed a versatile STEM activity that can be delivered both in the community and through Girl Guiding and Girl Scouting groups.

Since its launch in 2020, our Girl-Led Action on Climate Change programme has reached over 57,000 young people in Africa, the Caribbean, Latin America and South Asia. We supported 233 community

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FREE BEING ME
IVORY COAST – GLOBAL
PROGRAMMES TEAM
Free Being Me encourages young
people, especially girls, to speak
out against society’s beauty
standards. It raises awareness
of the harmful impact of these
standards and empowers girls to
challenge them in their daily lives.
The Association of the Catholic Girl
Guides of Ivory Coast successfully
used the Free Being Me and Action
on Body Confidence programmes
to boost Membership. In just two
years, their membership grew from
around 6,000 members in 2022
to around 13,700 in 2023.
CASE STUDY
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WAGGGS ANNUAL REPORT 2023 I INTERNATIONAL CONNECTIONS AND GLOBAL COMMUNITY

QUALITY GIRL GUIDING AND GIRL SCOUTING I WAGGGS ANNUAL REPORT 2023

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FLOURISHING

WORLD CENTRES

For over 70 years, our World Centres have been vibrant, cross-cultural spaces where Girl Guides and Girl Scouts connect, create memories, forge bonds and have life-changing experiences. In 2023, our World Centres returned to near pre-pandemic levels of activity, welcoming 7,577 Girl Guides and Girl Scouts. Kusafiri World Centre, currently based in Ghana, delivered its first programme. We also successfully reopened Nuestra Cabaña in Mexico (previously known as Our Cabaña). A renewed marketing campaign has introduced the centres to a much wider audience.

We also offered 65 young women, aged between 18 and 30, places in our residential Volunteer Leadership programme. This is nearly double the number of our 2022 intake. During their time at the centres, these women learned new skills, gained a greater understanding of the world, and developed their capabilities to become inspirational leaders.

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The Juliette Low Seminar WORLD THINKING is our flagship event to

break down age and gender DAY – CORE barriers to leadership and

bring positive social change to countries and territories MISSION TEAM around the world. In 2022, 100 girls agreed to deliver a social change project in Celebrated since 1926, their local communities, World Thinking Day is a day called #Lead4Impact. So of international friendship and far, 196 projects have an opportunity to speak out been completed across on issues affecting girls and five regions, reaching over young women. For World 31,000 girls from both rural Thinking Day 2023, the theme and urban areas. was “Our World, Our Thriving

CONNECTING ACROSS THE WORLD

Our international exchange programme, the Youth Exchange South to South (YESS Girls’ Movement), gives young women the opportunity to live and volunteer in another country. In 2023, we gave 45 women aged 18 to 35 the opportunity to volunteer for up to six months with another Girl Guiding and Girl Scouting Member Organisation, sharing their experiences. So far, 271 young women have taken part in the programme, with one alumnae joining the WAGGGS World Board at the World Conference.

Celebrated since 1926, World Thinking Day is a day of international friendship and an opportunity to speak out on issues affecting girls and young women. For World Thinking Day 2023, the theme was “Our World, Our Thriving Future: The Environment, Peace and Security”.

Our activity pack, filled with information, resources and ideas, was downloaded over 39,000 times. Translated into 13 languages, it reached over 160,000 people across our social media channels. Over 91,000 badges and more than 2,500 pins were sold, raising nearly £65,000.

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WAGGGS ANNUAL REPORT 2023 I QUALITY GIRL GUIDING AND GIRL SCOUTING

QUALITY GIRL GUIDING AND GIRL SCOUTING I WAGGGS ANNUAL REPORT 2023

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QUALITY GIRL GUIDING AND GIRL SCOUTING

Our vision, Compass 2032, challenges us to create more spaces where girls feel brave and can develop their skills to be the leaders of the future. To meet this challenge, we are offering learning opportunities that are relevant, accessible, exciting and learner-led. We are supporting Girl Guides and Girl Scouts to practice leadership and explore the issues that matter to them.

QUALITY LEARNING AND DEVELOPMENT

Girl Guides and Girl Scouts develop their leadership in the Movement and apply them in all aspects of their lives. They are empowered to reach their goals, inspire others and care for the world around them. We want to strengthen the experience for every Girl Guide and Girl Scout.

In 2023, we delivered 20 programmes to over 1.2 million girls and young women. These programmes covered topics like leadership, body confidence, internet safety, climate change, plastics pollution, and genderbased violence. We raised funds to support these programmes and provided opportunities for Girl Guides and Girl Scouts to take on leadership roles within their communities.

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Since 2021, we’ve collaborated with 43 committed Member Organisations to co-create a set of growth outcomes. These are based on the core principles of Girl Guiding and Girl Scouting and represent the diverse realities of the Movement. At the World Conference, we presented the draft Growing and Learning Framework, which outlines how Girl Guiding and Girl Scouting can contribute to learning and development for girls and young women. It also defines eight growth outcomes and describes the characteristics of quality Girl Guiding. We’re currently seeking additional feedback to refine this framework, which may include a certification process to be rolled out internally and to the Movement.

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WAGGGS ANNUAL REPORT 2023 I QUALITY GIRL GUIDING AND GIRL SCOUTING

QUALITY GIRL GUIDING AND GIRL SCOUTING I WAGGGS ANNUAL REPORT 2023

SAFER GIRL GUIDING AND GIRL SCOUTING FOR ALL – CORE MISSION TEAM

Robust safeguarding and child protection policies are fundamental to establishing safe spaces where girls feel brave throughout the Movement and part of the foundation to becoming a truly girl and young women led Movement.

In 2023, we recruited 14 global volunteers from 12 countries and territories to provide support on safeguarding policies and practices to Member Organisations. This group has run sessions in the Arab region and have started work supporting seven Member Organisations.

INCREASING OUR REACH

After the Covid-19 pandemic disproportionately affected young people, we came together with other global youth organisations in 2021 to develop the Global Youth Mobilisation (GYM). Funded by the World Health Organisation, GYM invested $5 million to support post-pandemic recovery in 125 countries and territories across the world. Within WAGGGS, 18 Member Organisations were awarded a total of $155,000 for youth-led initiatives, including projects on mental health, gender equality and social entrepreneurship. In 2023, GYM signed a €10 million partnership with the EU Youth Empowerment Fund to support youth-led solutions to the UN’s Sustainable Development Goals.

Launched in Kenya in October 2023, we’ll be giving out small grants totalling

£400,000

to young people across the world

In 2022, 100 girls and young women took part in the 100 Girl Project. This initiative resulted from the Juliette Low Seminar and aimed to engage girls aged 12 and over to drive change in their own communities. In 2023, we gathered many of the participants together for our Connecting Us: Connected Communities series of events. Held at our four World Centres between August and November, these events brought together 108 participants from 42 Member Organisations. These events helped girls and young women to continue their lifelong leadership development, global citizenship and make connections across diverse communities. Many will continue developing their community projects and expanding the connections across the Girl Guiding and Girl Scouting community.

SAFE SPACES

Creating safe spaces where girls and young women can be themselves is an essential foundation for quality Girl Guiding and Girl Scouting. Part of our vision and strategy is to create more safe spaces where girls feel brave and able to speak out. We’ve increased our dedicating safeguarding resources to ensure we can support every Member Organisation who requests assistance to develop and strengthen their capacity for safeguarding, and have a robust safeguarding policy in place by 2026.

Connecting Us: Connected Communities

I AM SO HAPPY THAT I WAS ABLE TO BREAK MANY BARRIERS IN MY LIFE. AND I’M EMPOWERED TO HELP GIRLS AND YOUNG WOMEN OF MY COMMUNITY TO EMPOWER THEMSELVES. Yashoda, Sri Lanka

EVERYONE IN THE ROOM HAS THEIR IDENTITIES AND THEIR OWN HABITS, BUT WE LIVED TOGETHER AND TURNED MORE CONNECTED AT THE END OF THE EVENT. Celebrating US Participant

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WAGGGS ANNUAL REPORT 2023 I LEADERSHIP AND VOICE

LEADERSHIP AND VOICE I WAGGGS ANNUAL REPORT 2023

LEADERSHIP AND VOICE

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we tracked interventions to understand regional diversity and youth participation. Our data showed that 68% of the interventions during the conference came from delegates under 30.

To become a girl-led Movement, we are supporting girls and young women to take the lead, speak out and participate in decision making at all levels. We are creating an empowering environment for girlled impact in local communities and global stages, so all girls feel confident to raise their voices and make a difference.

Before the World Conference

108

young people from 61 Member Organisations took part in the Get Ready for Governance event in Cyprus.

DEVELOPING LEADERSHIP SKILLS

This event helped participants articulate their thinking on the future of WAGGGS. Delegates also used this chance to connect, network and prepare for the main conference. They worked together to discuss their ideas, share perspectives and plan their engagements. Almost a third (31%) of participants at World Conference were under the age of 30. For the first time,

We want to give girls and young women the resilience, confidence and life skills to be effective leaders. Through our Leadership Model, we provide Girl Guides and Girl Scouts with the space to practice leadership, learning to take the lead in their own lives. It encourages them to go on a journey that nurtures and celebrates what they can bring to the world around them.

GIRLS AND YOUNG WOMEN IN LEADERSHIP ROLES

We want girls and young women from all walks of life to learn to believe in themselves as leaders who have the power, resilience and agency to help others. That’s why we’ve been working to increase the number of young women under 30 in decision-making roles within our organisation.

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THE PRE-EVENT SESSIONS PROVIDED A PLATFORM FOR ME TO CONFIDENTLY PARTICIPATE AND CONTRIBUTE TO IMPORTANT GLOBAL CONVERSATIONS. IT WAS AN UNFORGETTABLE EXPERIENCE THAT NOT ONLY BROADENED MY KNOWLEDGE, BUT ALSO EMPOWERED ME TO MAKE A POSITIVE IMPACT ON A GLOBAL SCALE.

Get Ready for Governance participant

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WAGGGS ANNUAL REPORT 2023 I LEADERSHIP AND VOICE

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Over

170,000 members from 131 Member Organisations have been part of at least one initiative to learn about and apply the leadership model.

These initiatives were delivered by 143 facilitators working in the four official languages of WAGGGS; English, French, Spanish and Arabic. With the support of the Barrett Family Foundation, our Core Mission team partnered with Kenya Girl Guides Association to test how building the leadership model into their youth programme can strengthen leadership outcomes for Girl Guides in Kenya.

SPEAKING OUT ON GLOBAL PLATFORMS

Supporting girls and young women to take a stand and speak out about the issues close to their heart is an important part of our work. We encourage them to engage with decision-makers and advocate for change.

In 2023, we supported five young women to participate in the UN’s Commission on the Status of Women as Global Advocacy Champions. This year’s campaign focused on digital access and equity, specifically girls and women’s ability to engage with digital society freely and safely. Our champions met with decision-makers from their countries and territories and engaged on a global platform with senior officials.

We also supported a delegation of seven young women to attend COP 28 in Dubai. They advocated for greater representation of girls and young women in climate change discussions and decision-making. Two Global Advocacy Champions took part in the Unlock the Future Coalition, a UN Foundation programme to empower youth voice and presence in decision-making.

SUPPORTING THE NEXT GENERATION OF WOMEN IN STEM

Women are underrepresented in science, technology, engineering and maths (STEM) fields around the world. Since 2022, we’ve been securing funding and delivering our new STEM-based programmes. In 2023, with support from Johnson & Johnson, we held two webinars called “Explore, Inspire, Lead – Girls as Changemakers in STEM!”. These sessions raised awareness of opportunities in STEM and challenged the myths and barriers surrounding women and girls in STEM education and careers. In total, 2,194 girls and young women attended, with a further 7,000 views on YouTube.

As a result of the interest in the webinars, we launched our first STEM project in September 2023. To be hosted at Sangam, our World Centre in Pune, India, three young women will benefit from a threemonth STEM leadership placement. They will create our first-ever STEM Discovery Day curriculum. This will be delivered to visiting Girl Guide and Girl Scout groups at Sangam and to local community outreach partners in Pune.

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LEADERSHIP AND VOICE I WAGGGS ANNUAL REPORT 2023
LEADERSHIP IN A
CHANGING WORLD –
CORE MISSION TEAM
Girls around the world face varied and
serious challenges in learning to navigate
today’s volatile world. Our leadership
model supports them to develop global
competence, and the resilience, empathy,
awareness and agency to think and act
as global citizens.
Our 2023 leadership development
work centred on this international
context, creating meaningful international
connections for 400 young women
and 80 volunteers who have inspired
and empowered over 31,000 girls aged
12+ to be ready to see themselves
as leaders today.
“The seminar made me feel like I was a
part of something really immense and real.
I identified with other hearts and ways of
seeing life thousands of kilometers from
where I was and still felt like I belonged.”
Carolina Castillo, Mexico
CASE STUDY
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WAGGGS ANNUAL REPORT 2023 I A MOVEMENT FIT FOR THE FUTURE

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A MOVEMENT FIT FOR THE FUTURE

We are committed to supporting Organisations, with 31% under all our Member Organisations the age of 30. Over the week, so that the Movement can be delegates deliberated and voted the best it can be and thrive on 16 motions and six new into the future. To do this, we World Board members. are meeting all our legal and governance obligations, valuing and supporting our staff and We also trialled a new volunteers, and innovating to participation tracker called the be sustainable and relevant Public Speaking Observatory, for our changing world. which showed that

68% of the interventions came from young women under 30.

In our Global Strategy 20222023, we highlighted four areas where we would invest additional time and expertise. Here are our developments.

RESPONSIBLE MANAGEMENT OF A GLOBAL ORGANISATION

REWARDING ROLES FOR STAFF AND VOLUNTEERS

• We took Compass 2032 as our starting point and collaborated with Member Organisations to shape our new Global Strategy 2024-29. This six-year strategy is the first of its kind for our organisation. It was developed through a consultative model, allowing Member Organisations to meet, engage and have a voice in the direction of their organisation. This strategy, while ambitious, is pragmatic in its delivery. It focuses on reducing costs, pivoting our delivery model and supporting Member Organisations where they are today. The Global Strategy 2024-29 was approved by the delegates at the 38th World Conference in Cyprus.

• We finalised our transition to Campfire as the central hub for volunteers. Through Campfire, volunteers can connect, learn about and take up new projects, undertake training and find opportunities. Our ambition is that Campfire becomes the central support hub for Member Organisations and volunteers, enhancing the quality of Girl Guiding and Girl Scouting globally.

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RESOURCING GROWTH AND EVIDENCING IMPACT

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WORLD CENTRES

Nuestra Cabaña, our World Centre in Mexico, reopened after its closure during the pandemic. We worked with newly recruited staff, local lawyers and accountants to prepare the centre to receive guests and deliver high-quality programming in 2024. Together, we made sure it’s an inviting, safe and fun space. We hosted a soft launch with a Free Being Me programme in November 2023.

The World Centres have spent considerable time this year aligning their operations with their needs. This is reflected in their overall group performance, which was better than budget. In 2023, we had 7,577 Girl Guides and Girl Scouts visit and stay at our World Centres out of 14,135 guests across the year. As a group, the centres exceeded their booking targets for the year, showcasing their continued appeal.

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WAGGGS ANNUAL REPORT 2023 I CHALLENGES IN 2023

CHALLENGES IN 2023 I WAGGGS ANNUAL REPORT 2023

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CHALLENGES IN 2023

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The Girl Guiding and Girl Scouting Movement saw growth in members from 8.8m to 10.8m in 2023. This growth illustrates the continued attraction of Girl Guiding and Girl Scouting. The Movement saw large growth in Africa and South and East Asia, while North America and Europe saw flat or declining membership.

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The picture is complex, but some of these characteristics are a result of where and how girls and young women are recruited to the Movement, for example through schools or in the community. Many countries and territories continue to find they have much larger numbers of potential members than they can cater for. But some are limited, in part, by the number of volunteers they can recruit to manage grassroots programmes effectively.

For WAGGGS, some of the knock-on impacts of these national challenges were felt at a global level.

FUNDRAISING INCOME

Like many charities, we faced financial challenges during the pandemic, with income declining and high expenditure. Our fundraising income and membership fees dropped. Throughout this period, the World Centres needed ongoing maintenance and investment. To keep delivering high-quality programming, we had to draw down on our reserves.

While we expected income to improve, we anticipated a deficit for 2023. To support this, we took measures at the start of the year to manage costs. This included limiting international travel, reviewing service provider contracts and finding cost-effective delivery models. Thanks to these efforts, we ended the year with an unrestricted surplus.

The fundraising environment remained challenging, but in 2023 we engaged several new donors with the organisation. We

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were also able to scale up some areas of work, including activities around climate change and online safety. We focused on effective stewardship of our donors and supporters, introducing interesting new programmes and supporting growth in donations. However, some fundraising campaigns had to be scaled back due to limited uptake.

WAGGGS’ giving circles continued to provide strong support through direct donations, backing campaigns and enabling key projects. We’re grateful to our partners, the Olave Baden-Powell Society, the World Foundation for Girl Guides and Girl Scouts, Inc. and our many Friends groups for their continued support.

Our small investment portfolio benefited from positive global market performance, ending the year on a better financial footing. However, these gains have not fully offset the unrealised losses of 2022.

FINANCE

In 2023, we continued to strengthen our finance function by recruiting a new Director of Finance. We also streamlined our financial processes and structures, started the process of reviewing our finance accounting system (IRIS), and contracting a new audit firm, Moore Kingston Smith.

While developing the Global Strategy 2024-29, we reflected on the financial impact of Covid-19 on our reserves and planned for future sustainability. Our unrestricted reserves had reduced to £3.2 million over the last decade, so a clear directive from the Movement and the World Board is that our sustainability has to be fundamental to any future activity and delivery.

WORLD CENTRES

In 2022, we cautiously reopened our World Centres, uncertain of the lasting impact of Covid-19 on travel. However, by 2023 three World Centres, Sangam, Our Chalet and Pax Lodge, were fully staffed and returning to near prepandemic guest numbers. Kusafiri, currently based in Ghana, held its first event. While as a group the World Centres made a surplus in 2023, some centres broke even, and Our Chalet made a loss. The trend is improving and 2024 looks positive.

Our new STEM programmes, developed with World Centre staff, have become central to the World Centre offer. It also enables greater skill sharing between programme and World Centre staff.

Following the World Board decision to reopen Nuestra Cabaña (formerly Our Cabaña), we worked with our local legal and accounting firms to ensure the site was fit for purpose and ready for guests. We’ve developed a legal structure in Mexico to handle both commercial and donor income. We have begun recruiting staff, renovating the space, and marketing the centre to our Member Organisations. The reopening of Nuestra Cabaña is being supported by generous donors and the $1 million USD pledged by Friends of Our Cabaña.

STAFF

Our staff remain the backbone of the organisation. With many more now working from home, we’ve had to rethink our working style, technology and organisational culture. Like many organisations and industries, we’ve experienced the pressure of high inflation rates. Recruiting specialist skill sets proved challenging, with higher salary demands.

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PLANS FOR 2024 AND BEYOND

Below is a summary of key activities planned at the end of 2023 for 2024 – under each of the three strategic themes

At the 38th World Conference, the Girl Guiding and Girl Scouting Movement approved our new Global Strategy 2024-29 which provides a broader framework for the organisation. In December 2023, the World Board approved WAGGGS’ 2024-26 Acton Plan and Budget , which distils the Global Strategy 2024-29 into a three-year business plan. Both of these documents are available on our website.

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1. A UNITED AND CONNECTED GIRL AND YOUNG WOMEN-LED MOVEMENT

This theme supports meaningful participation of girls and young women across the Movement, amplifying their shared voice and their leadership of the Movement.

In 2024, priority work includes:

• Supporting regional activities: We’ll promote intergenerational leadership and meaningful youth participation in our regional activities.

• Expanding World Centre Programmes: We’ll ensure the World Centres deliver a full range of global programmes at scale and to a wide audience.

• Advancing collaborative decision-making: We’ll promote collaborative decisionmaking processes within our organisational processes.

• Integrating youth participation: We’ll enhance and integrate meaningful youth participation into our global team practices.

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2. MEMBER ORGANISATIONS ARE SUPPORTED TO BE THRIVING, INCLUSIVE AND DELIVER A HIGH-QUALITY GIRL GUIDING AND GIRL SCOUTING EXPERIENCE

This theme supports Member Organisations to deliver high-quality girl and young women-led Girl Guiding and Girl Scouting that is inclusive, through increased capacity and expertise.

In 2024, priority work includes:

and Learning framework: We’ll

• Increasing Education engage Member Access: We aim Organisations in to improve access the creation of a and take up of Growing and Learning effective educational framework to support resources and highhigh-quality education quality learning content. and development • Establishing Campfire: opportunities.

We’ll aim to make Campfire the ‘goto’ resource where Member Organisations can access resources from WAGGGS and across the Movement, engage with opportunities and connect with each other.

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3. A SUSTAINABLE WAGGGS

This theme supports WAGGGS to become a financially and operationally sustainable organisation, able to deliver against the changing needs and priorities of the Movement.

In 2024, priority work includes:

• Enhancing financial management: We’ll improve our financial management systems and processes to support decision-making and the effective running of the organisation.

• Delivering the Extraordinary General Meeting (EGM): We’ll host the EGM

and begin a review of WAGGGS governance structure.

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FINANCIAL REVIEW

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NET INCOME / EXPENDITURE

The figures below are a summary of the Statement of Financial Activities (SoFA) figures, which can be found in more detail on page 55.

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ITEM 2023 2022
£m £m
Income 7.38 8.36
Cost of raising funds (1.74) (1.29)
Charitable spend (5.97) (5.59)
Net expenditure before (losses) / gains (0.33) 1.48
Investment gains / (losses) (0.07) (0.79)
Net (expenditure) / income for the year (0.40) 0.69
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Net Result

Under the Charity Statement of Recommended Practice (SORP), grant income is recognised immediately if there are no material performance conditions and not in line with when the expenditure is incurred.

Income

WAGGGS’ 2023 unrestricted funds surplus before investment gains and losses and transfers was £773k (2022: deficit of £130k). After investment gains and losses, the 2023 unrestricted surplus was £861k (2022: deficit of £755k).

Income in 2023 totalled £7.38 million compared to £8.36 million in 2022. Unrestricted income was £4.87 million, an increase from 2022 of £3.99 million (+22%) as the charity continued to recover post the COVID-19 pandemic. Restricted income reduced to £2.51 million from £4.34 million in 2022 and was due to a new multiyear restricted grant for leadership work from Julie Dawson received in 2022, a long-time supporter and advocate for Girl Guides and Girl Scouts around the world. 2022 was also the final year of our UPS grant for Her World, Her Voice which has been running for 17 years.

No new endowments were received in 2023.

Cashflow

Expenditure

Cash and cash equivalents (shortterm investments) increased by £1.5 million, primarily due to reduction in debtor and accrued income by £1.0 million. A large increase in accrued expenditure and deferred income of £0.96 million (expenses booked but not paid, or cash received but not recognised as income) has meant that the cash position at the year end is positive.

Total expenditure across all funds for the year was £7.71 million (2022: £6.88 million), with £4.10 million funded from unrestricted funds (2022: £4.12 million), and donor-funded programmes in 2023 from restricted funds at £3.61 million (2022: £2.74 million). Costs of raising funds and charitable activities have increased as activities have returned to prepandemic levels.

RESERVES POLICY

In 2018, the World Board adopted a risk-based Reserves Policy. The policy aims to ensure the organisation has sufficient operational reserves available to support the stability of the organisation, including delivery of its vision and mission, the various programmes offered by the organisation, and the employment and ongoing operations of the organisation. This includes a minimum of three months of staff salary costs (£750k) and six months of World Centre operating costs (£980k). The Reserves Policy takes full account of the requirements and guidance set out in the Charity Commission publication ‘Charity Reserves: Building Resilience’ (CC19) .

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

Three categories of reserves are held by the Charity:

In its Global Strategy 2024-29, WAGGGS has committed to becoming budget neutral by 2025 and to begin building up its reserves (based upon a new Reserves Policy) no later than 2027.

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. Under this policy, our investment managers, Quilter Cheviot Investment 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 have been instructed that WAGGGS’ wishes to avoid investment in regions or companies that have material dealings that breach human rights, particularly t hose of women and girls.

In setting the performance criteria against which the investment portfolio is managed, consideration is given to achieving capital 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 World Board has 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 World Board.

The consolidated balance sheet shows investments at reporting date of £4.1 million (2022: £4.1 million). The majority of investments are held in the main portfolio which stood at £3.5 million at the end of 2023 and during the year delivered a net capital return of 2.1% (2022: -16.3%), a net income return of +2.1% (2022: +2.7%) and, consequently, a total return of +5.3% (2022: -13.7%). The yearon-year total return figure has increased significantly following poor performance in UK equity markets in 2022. The funds slightly underperformed the benchmark QC Cautious Index (5.9%).

Separately, £1 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 World Board has adopted a medium tolerance to risk in this fund’s investment strategy. In 2023, the fund delivered a net capital return of +3.4% (2022: -15.73%) and a net income return of +3.5%

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(2022: +2.67%), thus a total return of +7.0% (2022: -13.1%). This compared to a movement in the benchmark QC Charities Composite of 11.1%.

GOING CONCERN

The WAGGGS Global Strategy 2022-23 contained financial projections for 2021 to 2023 as approved in 2021 by the World Board. The WAGGGS 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 results for 2023 were better than projected with a £793k unrestricted surplus as at 31 December 2023.

The WAGGGS Global Strategy 2024-29 and triennium budget therein for 2024-2026 shows the transition towards financial sustainability. Accordingly, the World Board is satisfied that the financial projections in the WAGGGS Action Plan 2024-26 and WAGGGS Global Strategy 2024-29 enable them to conclude that the cash and investment resource available to WAGGGS is sufficient to absorb a minimum of 3 months of salary cost and 6 months of operating costs (as required in the reserves policy). They have therefore prepared these financial statements on a going concern basis.

INTERNAL CONTROL

The World Board 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:

the finance team

• Access controls in respect of the financial system and bank accounts

• Use of trial balances and regular reconciliations

• A regularly maintained scheme of delegated financial authority

In addition, there is regular monitoring of the delivery of the WAGGGS Global Strategy 202223 by the Senior Management Team, World Board, and regular monitoring of WAGGGS’ financial performance by the Senior Management Team, the Audit, Finance and Risk Committee and the World Board.

This report and financial statements cover the year ended 31 December 2023. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements. The financial statements comply with WAGGGS’ Constitution and Bye-Laws, the Charities Act 2011 and the Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102, second edition – October 2019, effective 1 January 2019). The report and financial statements also comply with the requirements of section 13 of the Charities (Protection and Social Investment) Act 2016.

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Risk Statement

WAGGGS’ structured its risk register and reporting around the four strategic themes in our WAGGGS’ Global Strategy 202223. There were 27 risks across these four headings in 2022.

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, which the Chief Executive and World Board Chair attend. The World Board also reviews a highlevel 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.

Risk levels coming into 2023 remained high as a result of the Covid-19 pandemic and the associated complexities that it posed to WAGGGS’ finances, operations and staff wellbeing. Throughout 2023, WAGGGS’ worked to mitigate and manage these risks.

WAGGGS’ had four major areas of concern in 2023:

• The Movement There continues to be significant impact from the pandemic on many of our Member Organisations. The Movement had around 10.8 million members in 2023, which has exceeded the high of 10.2

million in 2020. Many of our Member Organisations have had to change their operating models to cater to new lifestyle dynamics. In our European and North American markets, post-pandemic membership has not bounced back as quickly, while in our African and Asian markets there has been significant growth. This has a knock-on effect on WAGGGS’ membership fee income. Similarly, rapid growth has stretched some Members ability to deliver high-quality Girl Guiding and Girl Scouting. Through our volunteers, WAGGGS continues to mobilise support and resources to help our Members continue to deliver for girls and young women around the world.

• World Centres In 2022, WAGGGS reopened Pax Lodge, Our Chalet, and Sangam for Girl Guiding and Girl Scouting bookings. In 2023, Kusafiri reopened and held a few events, and organisation began planning the reopening of Nuestra Cabaña (previously Our Cabaña). The World Centres as a group made a surplus. However, all except Pax Lodge broke even or made a loss. Pax Lodge bookings were bolstered by the closure of two hotels in the local area. While bookings have been above target for 2023, for the World Centres to be sustainable WAGGGS will need to develop a business plan for each centre which is realistic and robust. Nuestra

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Cabaña has started to build up a small bookings pipeline. With generous support from the World Foundation, WAGGGS was able to mitigate some of this risk.

• Finances WAGGGS has seen some positive progress with our donors, with income from the Olave Baden-Powell Society doing particularly well. Further, we have seen a growth in our corporate and foundation base, especially on STEM. These are in support of smaller projects at present but some which we hope to grow. Membership Fee income was high for 2023, bolstered by World Conference and WAGGGS rules about voting. WAGGGS continues to invest in its finance operations to improve our systems and processes to provide high-quality, timely information to make key decisions. WAGGGS continues to monitor the performance of its trading subsidiary and is satisfied that its performance remains stable and does not pose a risk to the organisation.

• Staff wellbeing Recruitment market remained tough in 2023 with many candidates demanding higher salaries, driven by inflation and cost of living increases. WAGGGS put in place solutions to support staff wellbeing and retention while also looking at how we can change our operating model to take account of changing working habits. Our Employee Assistance

Programme provides professional guidance to all staff to support their wellbeing.

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

Fundraising statement

WAGGGS generates income for programmes that we deliver in partnership with Member Organisations across the world for work to strengthen the capacity of members of the Movement and towards our core costs. This is primarily made possible thanks to donations from the public, philanthropic gifts from individuals, grants from corporates and charitable foundations, and institutional donors.

WAGGGS’ Individual Giving team carries out fundraising campaigns and events during the year, including the WAGGGS’ Giving Day – 36 hours of inspiring stories, celebration and giving that involves individuals around the world. For this campaign, we used the services of a third party to help set up a digital platform for the appeal and for processing communications.

Our fundraising campaigns target known donors and supporters, volunteers within the Movement, newsletter subscribers and social media followers. The Individual Giving team carries out these campaigns supported by fundraising volunteers (adults) who are members of the Girl Guiding and Girl Scouting Movement and are passionate about the positive impact that the Movement has on

children and young people. We also have a strong network of Friends groups who raise money on behalf of WAGGGS, including volunteers at our World Centres and Friends of Asia Pacific WAGGGS. Our staff support them to plan and carry out small fundraising appeals with existing WAGGGS donors in their regions and networks.

WAGGGS does not use professional fundraisers and does not operate mass fundraising campaigns, cold calling, or streetbased collections.

Philanthropic individuals can give to WAGGGS via the Olave Baden-Powell Society, which supports WAGGGS to achieve our mission to enable girls and young women to develop their potential as responsible citizens of the world. This network was set up in 1984 and has over 1,600 supporters from 60 countries and territories around the world. They meet regularly and hold fundraising events to raise money for WAGGGS.

We recognise individuals whose lifetime giving is over £25,000 through awards including the Princess Benedikte Award (£25k+), Leaders Award (£50k+), Innovators Award (£100k+), Visionary Award (£500k+) and Change Makers Award (£1 million+).

WAGGGS takes seriously our responsibility to protect vulnerable people. We carry out donor due diligence checks which consider an individual’s capacity to make decisions, and we discourage anyone under the age of 18 from making regular donations.

We use a CRM system to record any change in individual donor’s circumstances, which is reviewed regularly by our Individual Giving team to ensure our Safeguarding procedures are followed.

Income from corporates, charitable foundations and institutional donors is applied for via funding proposals that are submitted by members of the Strategic Partnerships, Global Foundations, and Individual Giving teams.

WAGGGS is registered with the Fundraising Regulator and complies with the Fundraising Code of Practice. We have signed up to the Fundraising Promise which means our fundraising activity must always be legal, open, honest and respectful. We are registered with the Fundraising Preference Service so that individuals can opt out of receiving communications.

We endeavour to make all reasonable efforts to ensure third parties comply with the Fundraising Code of Practice and the law. Should we work with commercial participators, we put agreements in place to set out the obligations of the parties involved. Similarly, work with agencies that deliver services to support fundraising campaigns is governed by contract.

In the year January to December 2023, we received no complaints about our fundraising activities directly to us, via the Fundraising Preference Service or via the Fundraising Regulator. Any complaint received would be recorded and, where appropriate, escalated to senior management to investigate and resolve the matter.

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2023: THANK YOU

Her Royal Highness Princess Benedikte of Denmark

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

Innovators Awardees (£100,000+ Lifetime giving)

Leaders Awardees (£50,000+ Lifetime giving)

The Princess Benedikte Awardees

(£25,000+ Lifetime giving)

• Puan Sri Siew Yong Gnanalingam (Malaysia)

Ongoing supporters

We would like to thank all our supporters who have reached OB-PS Presidents Award, OBPS Global Award and OB-PS Gold Award recognitions. Their generosity supports our work and mission.

LEGACIES

We would like to remember the many individuals who left a gift in their will to WAGGGS in 2023. Their generosity ensures that we can continue our work supporting girls and young women to develop their fullest potential as responsible citizens of the world.

Our many supporters, including

Our many partners and donors

Red Cross and Red Crescent Societies (IFRC)

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

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

ACKNOWLEDGEMENTS

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STRUCTURE, GOVERNANCE AND MANAGEMENT

STRUCTURE AND GOVERNING DOCUMENT

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.

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.

At the 38th World Conference held in Nicosia, Cyprus in July 2023, Member Organisations approved the WAGGGS Strategy 2024-29. The WAGGGS 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.

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

The World Board consists of 17 voting members: 12 are elected at 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.

Member Organisations nominate candidates for election to the World Board and to Regional Committees. Prior to elections, Member Organisations are informed of the experience and specific expertise required of potential candidates in order to have an effective and skilled World Board. They also nominate individuals with appropriate skills to serve as members on other committees such as the Audit, Finance and Risk Committee and working groups of the World Board.

Where none of the candidates elected to the World Board at World Conference has

the right skills and experience to serve as Treasurer of WAGGGS, the World Board may decide to recruit within or outside the Movement for this role. That person will then serve as Treasurer of WAGGGS, chair of the Audit, Finance and Risk Committee, and sit on the World Board in a non-voting capacity.

All World Board members are required to undertake an induction 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’ work and the requirements of the charity sector within the United Kingdom. This is particularly important given the diverse background of an international World Board.

The Board provides strategic oversight of the implementation of WAGGGS’ strategy, regularly reviewing performance and monitoring progress towards the achievement of objectives and targets set out in the strategy that is approved by World Conference. Each year, a three-year rolling

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STRUCTURE, GOVERNANCE AND MANAGEMENT I WAGGGS ANNUAL REPORT 2023

action plan is agreed by the World Board. This sets out in detail how the organisation will deliver its strategy over the coming twelve months, as well as partial plans (50% and 25% respectively) for the next two years. The World Board also maintains oversight of all aspects of the financial health of the organisation as well as compliance with all legal requirements.

The Board meets at least four times a year. The WAGGGS Treasurer (if not an elected World Board member), 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 enactment 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. Regional Committees are responsible for implementing decisions made at Regional Conferences and providing input based on their regional perspective to the World Board to inform its decision-making.

FUNCTIONAL COMMITTEES

WAGGGS’ 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.

Nominations Committee

In 2023, the functional committees of the World Board were as follows:

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.

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 and the appropriate asset allocation for WAGGGS’ investment portfolio. The committee also recommends the appointment of WAGGGS’ investment managers to the World Board and, with support from the investments sub-committee, monitors the performance of the investment portfolio.

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

OLAVE BADEN-POWELL SOCIETY

The Audit, Finance and Risk OLAVE BADEN-POWELL Committee recommends to the SOCIETY World Board the appointment The Olave Baden-Powell Society of the external auditors and the (OB-PS) is an international group formal approval of the Trustees’ of donors who have committed to Annual Report and Financial supporting the work of WAGGGS Statements. The committee financially. OB-PS cooperates meets with the external closely with the WAGGGS World auditors periodically to review Board and Individual Giving team. the effectiveness of current processes and practice. The WAGGGS - WORLD SCOUTING committee is also responsible (FORMERLY WOSM) for overseeing WAGGGS’ CONSULTATIVE COMMITTEE policies and processes for managing risk and recommending The WAGGGS - World actions to the World Board. Scouting (formerly WOSM)

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

The WAGGGS - World Scouting (formerly 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.

Governance Committee

The Governance Committee is responsible for providing advice to the World Board on the ongoing improvement of WAGGGS’ governance structures and practices. Through the volunteer Constitutions Coordinator, it maintains oversight of all issues relating to Member Organisations’ constitutions and bye-laws.

WAGGGS GROUP STRUCTURE

WAGGGS has a number of subsidiaries, listed below, which comprise the WAGGGS Group. The results of each subsidiary are consolidated into the Group accounts.

WAGGGS CIO

WAGGGS is a Charitable Incorporated Organisation (CIO), formally registered with the Charity Commission for England and Wales (number 1159255) on 18 November 2014, is the parent entity for the WAGGGS Group. The governing document of WAGGGS is the CIO Constitution and Bye-Laws.

WAGGGS Trading Limited

WAGGGS Trading Limited (company registered in England and Wales, number 07533080) is a wholly owned subsidiary of the WAGGGS CIO which owns all the issued share capital. WAGGGS Trading Limited operates the commercial and trading activities of WAGGGS. The Directors of WAGGGS Trading Limited are appointed by the World Board of the WAGGGS CIO. A Deed of Covenant is in place between WAGGGS Trading Limited and the WAGGGS CIO ensuring any profits made from trading are gifted back to the WAGGGS CIO.

WAGGGSMEX Limited

WAGGGS has control of a dormant company, WAGGGSMEX Limited (company registered in England and Wales, number 01650327). WAGGGSMEX Limited is a wholly owned subsidiary of the WAGGGS CIO which owns all the issued share capital. The Directors of WAGGGSMEX Limited are appointed by the World Board of the WAGGGS CIO. The entity has not traded in the year.

Our Chalet Association

The Our Chalet Association was founded on 15 December 1930 under Article 60ff of the Code Civil Suisse. The operations of the Our Chalet World Centre are run by the Our Chalet Association, which has a rental agreement in place

with the Our Chalet Foundation for the use of the building. The Our Chalet Association is governed by an Executive Committee, appointed by the Active Members of the association. A majority of the Active Members are voting members of the WAGGGS World Board.

WAGGGS Mexico

Comercializadora, S.A. DE C.V.

WAGGGS Mexico Comercializadora S.A. de C.V. is a company registered in Mexico and was established in 2023. This entity manages the operations of the Nuestra Cabaña World Centre. WAGGGS Mexico Comercializadora S.A. de C.V. has two shareholders, WAGGGSMEX Limited and the WAGGGS CIO, who appoint the Board of Directors.

Foundation for Girl Guides and Girl Scouts International Centre, Our Chalet Adelboden

The Foundation for Girl Guides the Board of Directors. and Girl Scouts International Sangam World Centre of Centre, Our Chalet Adelboden the World Association of (“Our Chalet Foundation”) was registered as a foundation (stiftung) Girl Guides and Girl Scouts in Switzerland in 1996. The Our The Sangam World Centre of Chalet Foundation owns the Our the World Association of Girl Chalet World Centre property and Guides and Girl Scouts is registered has a rental agreement in place in India as a charitable public trust with the Our Chalet Association. (registration number E-35498 (M)) The Our Chalet Foundation is for the operation of the Sangam governed by a Board of Trustees. World Centre. The Trustees are The WAGGGS World Board and appointed by the World Board WAGGGS Europe Region each of WAGGGS. have one seat on the Board of the Our Chalet Foundation. The World Association of Girl Guides majority of positions on the Board and Girl Scouts (Europe) of Trustees are appointed by the The World Association of Girl Executive Committee of the Our Guides and Girl Scouts (Europe) is Chalet Association.

The World Association of Girl Guides and Girl Scouts (Europe) is an Association Internationale Sans But Lucratif (AISBL) registered in Belgium under company number BE 0457.323.425. The Chair of the World Board of WAGGGS, the Chair of the Europe Region (a World Board member) and Chief Executive of WAGGGS are exofficio Directors of the company.

Nuestra Cabaña, A.C.

Nuestra Cabaña, A.C. is an Asociación Civil (non-profit association), registered in Mexico since 1986. The World Board of WAGGGS appoints the Board of Directors of Nuestra Cabaña, A.C.

The Cabaña, S.A. DE C.V.

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The Cabaña S.A. de C.V. is a company registered in Mexico since 1954. It holds the title to the land and property of the Nuestra Cabaña World Centre. The Cabaña S.A. de C.V. has two shareholders, WAGGGSMEX Limited and the WAGGGS CIO, who appoint the Board of Directors.

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WAGGGS ANNUAL REPORT 2023 I TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS

TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS I WAGGGS ANNUAL REPORT 2023

TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS

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

WORLD BOARD

WORLD BOARD
Candela Gonzalez Chair(from August 2023),Vice Chair(upto August 2023)
Heidi Jokinen
Jayne Waithira Kabue
Christane Rouhana
Fiona Lejosne
Aikaterini(Katerina)Agorogianni
Normala Baharudin
Tashia Batstone
Ntombizine Madyibi
Fiona Bradley
Jessica Bond
Medhavi Chamathya Fernando
Debra Nakatomi
Monika Dreik		 Chair(retred August 2023)
Vice Chair(retred August 2023)
Vice Chair(from August 2023)
Vice Chair(from August 2023),elected August 2023
retred August 2023
retred August 2023
retred August 2023
retred August 2023
contnuing, (Chair of the Governance Commitee)
contnuing, (Chair of the People Commitee upto October 2023)
contnuing
contnuing
elected August 2023, (Chair of the People Commitee from
October 2023)
Helga Mutasingwa
Josephine Mwangi
Signe Obel		 elected August 2023
elected August 2023
elected August 2023
Sharrada Segeran
FaniryRakotoarivony
Sarah Hammoud
Chempaka Emalin Pahamin		 elected August 2023
(Chair,Africa Region)
(Chair,Arab Region)
(Chair,Asia Pacifc Region)
Paula Neher (Chair,Europe Region)
Stefanie Argus (Chair,Western Hemisphere Region)

OLAVE BADEN-POWELL SOCIETY

Patron
President
President		 HRH Princess Benedikte of Denmark
Susan Campbell(July2020- August 2024)
Kaela Saenz Orit(From September 2024)

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
Guy Holloway		 Chief Executve(to August 2024)
Deputy Chief Executve (to August 2024), Actng Chief Executve
(from August 2024)
Paul Bigmore Head of Global Programmes
Manuela Capraro Interim Head of Core Mission – Learning and Resources
(April 2022-May2023)
Elsa Cardona Interim Head of Core Mission – Girl Experience
(April 2022-May2023)
Andii Verhoeven Head of Core Mission(on leave from April 2022-April 2023)
Nupur Patel-Shah Director of Finance(from February2023)
Imogen Fitzpatrick Head of Strategic Partnerships
Nicola Lawrence
ShirleyStewart		 Head of Governance
Head of Global Foundatons(to April 2024)
Inga Pikse Head of Philanthropyand Individual Giving
Natalia Plou
Magdalene Thomas		 Head of Membershipand Regional Support
Head of Internatonal Operatons

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. WAGGGS undertook a salary review and benchmarking exercise in 2022. The WAGGGS Salary and Reward Policy and Procedures forms part of the organisation’s set of policies available to all staff through the online portal. More information can be found in note 8 of the policy.

PROFESSIONAL ADVISORS

Bankers

OTHERS

Laura Davis WAGGGS Treasurer and Chair of the Audit, Finance and Risk Committee

Chair of the Nominations Committee (up to December 2023) Chair of the Nominations Committee (from February 2024) Second Approved Person (from August 2023), First Approved Person (up to August 2023) Second Approved Person (up to August 2023) First Approved Person (from August 2023)

Grace-Ann Crichlow Ana Maria Mideros Antonia Yip Gabriela Bonilla Rubi Pamela Rice

National Westminster Bank plc, 250 Bishopsgate, London, EC2M 4AA Independent Auditors

Moore Kingston Smith LLP, 6th Floor, 9 Appold Street, London, EC2A 2AP, UK Investment Managers

Quilter Cheviot Investment Management, One Kingsway, London, WC2B 6AN, UK Legal Advisors

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

PRINCIPAL OFFICE

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

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WAGGGS ANNUAL REPORT 2023 I STATEMENT OF TRUSTEES’ RESPONSIBILITIES

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INDEPENDENT AUDITORS REPORT I WAGGGS ANNUAL REPORT 2023
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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

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differ from legislation in other jurisdictions.

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 WAGGGS Constitution and Bye-Laws. 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.

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 Global Strategy 2022-2023, 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.

In so far as the trustees are aware:

Approved and authorised for issue by the Board of Trustees on 21 September 2023.

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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

Candela Gonzalez

WAGGGS World Board Chair

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Laura Davis

Chair of the Audit, Finance and Risk Committee

52 Independent auditor’s report to the Trustees of The World Association of Girl Guides and Girl Scouts 55 Consolidated Statement of Financial Activities (including income and expenditure account)

56 Consolidated and Charity Balance Sheets

57 Consolidated Statement of Cash Flows

59 Notes to the Accounts

INDEPENDENT AUDITORS REPORT

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WAGGGS ANNUAL REPORT 2023 I INDEPENDENT AUDITORS REPORT

INDEPENDENT AUDITORS REPORT I WAGGGS ANNUAL REPORT 2023

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS 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 for the year ended 31 December 2023 which comprise the Group and Charity Statement of Financial Activities, the Group and Parent Charity Balance Sheets, the Group and Charity Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the trustees’ annual report.

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:

In our opinion the financial statements:

Basis for opinion

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 charitable company 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 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.

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

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, except to the extent otherwise explicitly stated in our report, 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 there is 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. We have nothing to report in this regard.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, 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 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

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

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WAGGGS ANNUAL REPORT 2023 I INDEPENDENT AUDITORS REPORT

INDEPENDENT AUDITORS REPORT I WAGGGS ANNUAL REPORT 2023

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We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks 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 to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charity.

Our approach was as follows:

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Use of our report

This report is made solely to the charity's trustees, as a body, in accordance with Chapter 3 of Part 8 of 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 any party other than the charity and charity's trustees as a body, for our audit work, for this report, or for the opinion we have formed.

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 December 2023

NOTES UNRESTRI
CTED
FUNDS		 RESTRICTED
FUNDS		 ENDOWMENT
FUNDS		 TOTAL
YEAR TO
31/12/23		 TOTAL
YEAR TO
31/12/22
£’000 £’000 £’000 £’000 £’000
INCOME & ENDOWMENTS
Donations, Legacies and
Endowments
Income from charitable
activities		 3
4		 921
3,579		 1,135
1,356		 -
-		 2,056
4,935		 3,703
4,323
Income from other trading
activities		 242 18 - 260 201
Investment income 5 131 - - 131 133
Total Income 4,873 2,509 - 7,382 8,360
EXPENDITURE
Raising funds 1,560 177 - 1,737 1,290
Charitable activities 2,540 3,430 6 5,976 5,587
Total Expenditure 6a 4,100 3,607 6 7,713 6,877
Net income / (expenditure)
before gains / (losses) on 773 (1,098) (6) (331) 1,483
investments
Net gains / (losses) on
investments		 8b 88 (2) 32 118 (804)
NET INCOME / (EXPENDITURE)
FOR THE YEAR		 861 (1,100) 26 (213) 679
Other (losses) / gains 8a (68) (112) (4) (184) 14
NET MOVEMENT IN FUNDS 793 (1,212) 22 (397) 693
Total Funds at 1 January 2,571 8,054 971 11,596 10,903
Total Funds at 31 December 3,364 6,842 993 11,199 11,596

The notes on pages 59 to 79 form an integral part of these financial statements.

Date

Shivani Kothari Statutory Auditor

9 Appold Street London EC2A 2AP

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

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WAGGGS ANNUAL REPORT 2023 I INDEPENDENT AUDITORS REPORT

INDEPENDENT AUDITORS REPORT I WAGGGS ANNUAL REPORT 2023

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CONSOLIDATED AND CHARITY BALANCE SHEETS

as at 31 December 2023 CIO number: 1159255

CONSOLIDATED STATEMENT OF CASH FLOWS

For the year ended 31 December 2023

FIXED ASSETS
Intangible Assets
Tangible Assets
Investments
CURRENT ASSETS
Stocks
Debtors
Short Term Investments
Cash at Bank and In Hand
CURRENT LIABILITIES
CREDITORS -amounts falling due
within one year
NET CURRENT ASSETS
LONG TERM CREDITORS
NET ASSETS
FUNDS of the Group and Charity
ENDOWMENT FUND
RESTRICTED FUNDS
Restricted Property
Restricted Funds
Total Restricted
UNRESTRICTED FUNDS
General Funds
Total Unrestricted
TOTAL FUNDS
NOTES
GROUP
GROUP
CHARITY
2023
2022
2023
£'000
£'000
£'000
9
1
2
1
10
3,706
3,703
3,346
11
4,136
4,105
4,107
7,843
7,810
7,454
13
221
208
51
14
1,526
2,554
2,367
15
2,238
1,473
1,074
1,619
844
1,060
5,604
5,079
4,552
16
(2,019)
(1,095)
(1,960)
3,585
3,984
2,592
17
(229)
(198)
(2)
11,199
11,596
10,044
18
993
971
931
18
3,267
3,264
3,147
18
3,575
4,790
2,847
6,842
8,054
5,994
18
3,364
2,571
3,119
3,364
2,571
3,119
11,199
11,596
10,044		 CHARITY
2022
£'000
2
3,355
4,072
7,429
37
3,383
512
545
4,477
(1,269)
3,208
(1)
10,636
900
3,175
4,332
7,507
2,229
2,229
10,636
OPERATING ACTIVITIES
Cash from / (used in) operations
NET CASH FROM / (USED IN) OPERATING
ACTIVITIES
INVESTING ACTIVITIES
Purchase of tangible fixed assets
Purchase of investments
Proceeds from sale of investments
Dividends received
Interest received
NET CASH FROM INVESTING ACTIVITIES
NET CASH FROM FINANCING ACTIVITIES
NET INCREASE IN CASH AND CASH EQUIVALENTS
Cash and cash equivalents at beginning of year
Effect of foreign exchange rate changes
CASH AND CASH EQUIVALENTS AT END OF YEAR
NOTES
a
b
b		 YEAR TO
31/12/2023
£’000
1,576
1,576
(60)
(1,196)
1,273
84
47
148
-
1,724
2,317
(184)
3,857		 YEAR TO
31/12/2022
£’000
(171)
(171)
-
(480)
540
106
27
193
-
22
2,281
14
2,317

Approved and authorised for issue by the Board of Trustees on 21 September 2024 and signed on its behalf by:

Candela Gonzalez WAGGGS World Board Chair

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WAGGGS ANNUAL REPORT 2023 I INDEPENDENT AUDITORS REPORT

INDEPENDENT AUDITORS REPORT I WAGGGS ANNUAL REPORT 2023

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Notes to cash flow statement

a) RECONCILIATION OF NET INCOME TO NET CASH GENERATED FROM OPERATIONS

NOTES TO THE ACCOUNTS for the year ended 31 December 2023

1. ACCOUNTING POLICIES

2023
£'000
2022
£'000
Net movement (from) / in funds during the year
(397)
693
Adjustments for:
Sangham b/f creditor and deferred income adjustment
243
-
Depreciation of tangible fixed assets
62
79
Amortisation of intangible assets
1
1
Fair value (gains) / losses on financial instruments
(118)
804
Foreign exchange losses / (gains)
(55)
(74)
Less investment income
(131)
(133)
Operating cash flows before movement in working capital
(395)
1,370
(Increase) / Decrease in stock
(12)
42
Decrease / (Increase) in debtors
1,028
(1,741)
Increase in creditors
955
158
Cash from / (used in) operations
1,576
(171)
)
ANALYSIS OF CASH AND CASH EQUIVALENTS
2023
2022
£’000
£’000
Cash at bank and in hand
1,619
844
Short term investments
2,238
1,473
Total cash and cash equivalents
3,857
2,317
b)		 2023
£'000
2022
£'000
Net movement (from) / in funds during the year
(397)
693
Adjustments for:
Sangham b/f creditor and deferred income adjustment
243
-
Depreciation of tangible fixed assets
62
79
Amortisation of intangible assets
1
1
Fair value (gains) / losses on financial instruments
(118)
804
Foreign exchange losses / (gains)
(55)
(74)
Less investment income
(131)
(133)
Operating cash flows before movement in working capital
(395)
1,370
(Increase) / Decrease in stock
(12)
42
Decrease / (Increase) in debtors
1,028
(1,741)
Increase in creditors
955
158
Cash from / (used in) operations
1,576
(171)
)
ANALYSIS OF CASH AND CASH EQUIVALENTS
2023
2022
£’000
£’000
Cash at bank and in hand
1,619
844
Short term investments
2,238
1,473
Total cash and cash equivalents
3,857
2,317
b)		 2023
£'000
2022
£'000
Net movement (from) / in funds during the year
(397)
693
Adjustments for:
Sangham b/f creditor and deferred income adjustment
243
-
Depreciation of tangible fixed assets
62
79
Amortisation of intangible assets
1
1
Fair value (gains) / losses on financial instruments
(118)
804
Foreign exchange losses / (gains)
(55)
(74)
Less investment income
(131)
(133)
Operating cash flows before movement in working capital
(395)
1,370
(Increase) / Decrease in stock
(12)
42
Decrease / (Increase) in debtors
1,028
(1,741)
Increase in creditors
955
158
Cash from / (used in) operations
1,576
(171)
)
ANALYSIS OF CASH AND CASH EQUIVALENTS
2023
2022
£’000
£’000
Cash at bank and in hand
1,619
844
Short term investments
2,238
1,473
Total cash and cash equivalents
3,857
2,317
b)
3,857
2,317

b)b) ANALYSIS OF CASH AND CASH EQUIVALENTS

c)c) RECONCILIATION OF GROUP CHANGES IN NET FUNDS

GROUP
Cash at bank and in hand and short
term investments
Borrowings excluding overdrafts		 1/1/2023
CASHFLOW
EXCHANGE
RATE
MOVEMENT
31/12/2023
£'000
£'000
£'000
£'000
2,317
1,724
(184)
3,857
(67)
8
-
(59)
2,250
1,732
(184)
3,798

1.1 Charity information

The 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 thousand pounds.

The consolidated financial statements incorporate those of WAGGGS CIO (Charity) and all its subsidiaries (controlled through its power to govern the financial and operating policies in order to obtain benefits from its activities. (See WAGGGS group structure on Pg 46-47 ).

All financial statements of the Group are made up to 31 December 2023. 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 12 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.

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:

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1.4 Going concern

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

Although a deficit on unrestricted funds is still anticipated for 2024 of £70k, it is likely to be lower than that in the WAGGGS Action Plan 2024-26. This reflects management’s success to date in reducing the cost base of the Group and Charity. 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 Charity have adequate unrestricted cash and investment resources to absorb forecasted 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.

1.5 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 23 to the accounts.

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 23 to the accounts.

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.

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.

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 above.

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

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 elements of the Regional Conferences and 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.

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. 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.

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 exchange 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. Exchange differences are recognised in other gains / losses.

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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.

1.13 Stocks

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

1.14 Taxation

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

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.

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

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.

1.11 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 straightline basis over their useful lives, as follows:

Purchased computer software 3 – 5 years Trade marks 10 years

1.12 Tangible Fixed Assets and Depreciation

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

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

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.

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 consider the estimates involved in valuation of investments to have most the significant effect on amounts recognised in the financial statements. These are taken directly from the investment Managers’ reports

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.

Impairment of Tangible Fixed Assets

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.

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:

3. INCOME FROM DONATIONS, LEGACIES AND ENDOWMENTS


Donations and Legacies
World Thinking Day
Olave Baden-Powell Society
Regions
World Centres		 UNRESTRICTED
FUNDS
RESTRICTED
FUNDS
ENDOWMENT
FUNDS
TOTAL
2023
TOTAL
2022
£’000
£’000
£’000
£’000
£’000
142
712
-
854
1,110
93
-
-
93
64
628
242
-
870
2,238
4
54
-
58
52
54
127
-
181
239
921
1,135
-
2,056
3,703

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

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4. INCOME FROM CHARITABLE ACTIVITIES

UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
FUNDS FUNDS FUNDS 2023 2022
£’000 £’000 £’000 £’000 £’000
Membership fees 1,466 - - 1,466 1,521
World Centres Operating
Income		 795 3 - 798 559
Grants for specific
programmes		 - 580 - 580 392
Conference, Event fees and
other		 1,318 773 - 2,091 1,851
Total income from
charitable activities		 3,579 1,356 - 4,935 4,323
5.
INVESTMENT INCOME
Dividend income
Interest income
Total investment income		 UNRESTRICTED
FUNDS
£’000
84
47
131		 RESTRICTED
FUNDS
£’000
-
-
-		 ENDOWMENT
FUNDS
£’000
-
-
-		 TOTAL
2023
£’000
84
47
131		 TOTAL
2022
£’000
106
27
133

6a. ANALYSIS OF TOTAL EXPENDITURE BY STRATEGIC THEME

Total expenditure is split between raising funds and then analysed by strategic theme. These numbers also include a share of support costs that is split based on the percentage of cost. Support costs are finance and management, office costs, human resources and information technology.

UNRESTRICTED
FUNDS		 UNRESTRICTED
FUNDS		 RESTRICTED
FUNDS		 ENDOWMENT
FUNDS		 TOTAL
2023
Expenditure on raising funds
Strategic Theme 1 – Thriving Member
Organisations, thriving movement.		 £’000
1,560
339		 £’000
177
317		 £’000
-
-		 £’000
1,737
656
Strategic Theme 2 – International connections
and global community.
Strategic Theme 3 – Quality Girl Guiding and Girl
Scouting.
Strategic Theme 4 – Leadership and voice
Total Expenditure		 1,503
194
506
4,100		 1,200
1,333
579
3,607		 6
6		 2,709
1,527
1,085
7,713

6b. ANALYSIS OF GRANTS PAID

Total grant payments made during 2023 were £1,171k (2022: £899k). Grants paid to Member Organisations amounted to £1,037k (2022: £880k) 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
DETAILED ANALYSIS OF GRANTS
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2022 NUMBER OF
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2022 VALUE
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251
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1,037
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478
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64

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7a. EMPLOYEES

AVERAGE EMPLOYEE NUMBERS GROUP 2023 GROUP 2022 CHARITY 2023 CHARITY 2022
No. No. No. No.
Charitable activities 53 52 25 24
Fundraising 10 13 10 13
Support services 10 10 10 10
Total 73 75 45 47
TOTAL STAFF COSTS
GROUP 2023 GROUP 2022 CHARITY 2023 CHARITY 2022
£’000 £’000 £’000 £’000
Wages and salaries 2,045 2,080 1,639 1,622
Social security costs 220 274 178 189
Pension costs 145 144 94 78
Total 2,410 2,498 1,911 1,889

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

TOTAL STAFF COSTS GROUP 2023 GROUP 2022
£’000 £’000
Statutory redundancy - -
Payment in lieu of notice 8 2
Total 8 2
Number of staff 1 1

No amounts were outstanding at the reporting date (2022: £nil).

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 – these policies are captured in WAGGGS’ Salary and Reward Policy and Procedures in the online company handbook available to all staff. 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 £15k (2022: £13k) were payable at 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:

2023 2022
Number Number
£100,001 - £110,000 - 1
£90,001 - £100,000 1 -
£70,001 - £80,000 1 -
£60,001 - £70,000 1 1

Pension contributions of £21.5k were paid in 2023 (2022: £8.5k) to the three (2022: two) employees earning more than £60k within the year.

The Trustees did not receive any remuneration or benefits in kind, other than the reimbursement of expenses. During the year, 24 Trustees were reimbursed for travelling and accommodation expenses incurred on WAGGGS’ business (2022: 21), which amounted to £42k (2022: £49k).

Key management personnel

The key management personnel of the Group and Charity comprise of the Trustees and the Senior Management Team (SMT) (see pages 48-49).

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 £719k (2022: £741k).

7b. AUDITOR’S REMUNERATION

Audit fees payable for the year ended 31 December 2023 were £66k in total (2022: £67.8k). Additional fees of £14.7k (2022: £14.3k) were paid for other services. A breakdown of audit fees by entity is included below:

Entity 2023
£’000		 2022
£’000
Charity – current year audit 42 38
Charity – prior year audit - 1
WAGGGS Europe AISBL 6 12
Our Chalet Association 6 8
WAGGGS Trading – current year audit 6 6
WAGGGS Trading – prior year audit - 2
Nuestra Cabaña and The Cabaña 6 -
Total 66 67

8a. OTHER GAINS / (LOSSES)

UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
FUNDS FUNDS FUNDS 2023 2022
£’000 £’000 £’000 £’000 £’000
Exchange and revaluation
movements		 (68) 131 (4) 59 14
Sangam creditor and deferred
income adjustment		 - (243) - (243) -
Total other gains / (losses) (68) (112) (4) (184) 14

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NET GAINS / (LOSSES) ON INVESTMENTS

Realised gains / (losses) on
investments
Unrealised gains / (losses) on
investments
Total net gains / (losses)		 UNRESTRICTED
FUNDS
RESTRICTED
FUNDS
ENDOWMENT
FUNDS
TOTAL
2023
TOTAL
2022
£’000
£’000
£’000
£’000
£’000
17
(2)
(4)
11
(191)
71
-
36
107
(613)
88
(2)
32
118
(804)

9. INTANGIBLE ASSETS

Cost
Brought forward 1 January 2023
Carried forward 31 December 2023
Amortisation
Brought forward 1 January 2023
Charge for year
Carried forward 31 December 2023
Net Book Value:
31 December 2023
GROUP
PURCHASED COMPUTER
SOFTWARE & TRADEMARKS
CHARITY
PURCHASED COMPUTER
SOFTWARE & TRADEMARKS
£’000
£’000
158
153
158
153
156
151
1
1
157
152
1
1		 Cost
Brought forward 1 January 2023
Carried forward 31 December 2023
Amortisation
Brought forward 1 January 2023
Charge for year
Carried forward 31 December 2023
Net Book Value:
31 December 2023
GROUP
PURCHASED COMPUTER
SOFTWARE & TRADEMARKS
CHARITY
PURCHASED COMPUTER
SOFTWARE & TRADEMARKS
£’000
£’000
158
153
158
153
156
151
1
1
157
152
1
1
158
153
156
151
1
1
157
152
1
1
31 December 2022 2
2

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

10. TANGIBLE ASSETS

GROUP
Cost
Brought forward 1 January 2023
Additions
Disposal
Exchange difference
Carried forward 31 December 2023
Accumulated Depreciation
Brought forward 1 January 2023
Charge for year
Disposal
Exchange difference
Carried forward 31 December 2023		 FREEHOLD
LAND &
BUILDINGS
LEASEHOLD
LAND &
BUILDINGS
FURNITURE &
EQUIPMENT
TOTAL
£’000
£’000
£’000
£’000
2,192
4,496
599
7,287
-
12
48
60
-
-
(28)
(28)
32
-
1
33
2,224
4,508
620
7,352
1,861
1,154
570
3,585
6
43
13
62
-
-
(28)
(28)
28
(1)
-
27
1,895
1,196
555
3,646
Net Book Value:
31 December 2023		 329 3,312
65
3,706
31 December 2022 331 3,342
29
3,703
CHARITY
Cost
Brought forward 1 January 2023
Additions
Disposal
Carried forward 31 December 2023
Accumulated Depreciation
Brought forward 1 January 2023
Charge for year
Disposal
Carried forward 31 December 2023
Net Book Value:
31 December 2023		 4,495
284
4,779
-
40
40
-
(28)
(28)
4,495
296
4,791
1,153
271
1,424
43
6
49
-
(28)
(28)
1,196
249
1,445
3,299
47
3,346
31 December 2022 3,342
13
3,355

The total value of land in the group that is not depreciated is £153k (2022: £153k).

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11. INVESTMENTS

==> picture [482 x 410] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |GROUP|TOTAL 2023|TOTAL 2022| |£’000|£’000| |Market value at 1 January|4,105|4,935| |Purchases at cost|1,196|480| |Disposals|(1,273)|(541)| |Net unrealised gain / (loss) on revaluation|108|(769)| |Market value as at 31 December|4,136|4,105| |At the balance sheet date, the portfolio was invested as follows| |UK Equity shares|452|654| |UK Fixed Interest Bonds and Deposits|1,595|776| |Property Unit Trusts|735|1,014| |Overseas Mutual Funds|1,160|1,567| |Overseas Fixed Interest Bonds and Deposits|194|94| |Market value as at 31 December|4,136|4,105| |CHARITY|TOTAL 2023|TOTAL 2022| |£’000|£’000| |Market value at 1 January|4,072|4,909| |Purchases at cost|1,196|440| |Disposals at book value|(1,273)|(541)| |Net unrealised gain / (loss) on revaluation|112|(736)| |Market value as at 31 December|4,107|4,072| |At the balance sheet date, the portfolio was invested as follows| |UK Equity shares|423|654| |UK Fixed Interest Bonds and Deposits|1,595|776| |Property Unit Trusts|735|1,014| |Overseas Equities and Mutual Funds|1,160|1,567| |Overseas Fixed Interest Bonds and Deposits|194|61| |Market value as at 31 December|4,107|4,072|

----- End of picture text -----

Quilter Cheviot Asset Management (QC) manages the investment portfolio on behalf of WAGGGS.

The following investments represents more than 5% of the value of the main portfolio as at 31 December 2023

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----- Start of picture text -----
|||| |---|---|---| |Investment|Holdings|Value| |%|£’000| |Fidelity Investment Funds Fidelity Moneybuilder Income Fund I Dis|7.1|245| |Premier Miton Income Funds ICVC Premier Miton Corp Bd Monthly Inc C Dis|5.9|205| |Wellington Mgmnt Fds (Ireland) Plc Wellington Gbl Cred ESG Fd GBP G Q1 Dih|5.6|194| |United Kingdom (Government of) Idx/Lkd Snr Bds 22/11/2036 GBP1000|5.1|175|

----- End of picture text -----

12. SUBSIDIARY UNDERTAKINGS

The financial performance and position of the Charity’s subsidiary undertakings for the year ended 31 December 2023 were as follows:

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||||||| |---|---|---|---|---|---| |Control|Net assets|Total|Total|Net Income/| |/ (liabilities)|Income|Expenditure|(Expenditure)| |%|£’000|£’000|£’000|£’000| |WAGGGS Trading Limited|100%|146|682|(536)|146| |WAGGGS (Europe) AISBL|100%|45|370|(332)|38| |Nuestra Cabaña|100%|(28)|2|(25)|(24)| |The Cabaña S.A. De C.V.|100%|(7)|183|(123)|60| |Our Chalet Association|100%|33|876|(873)|3| |Foundation for Girl Guides and Girl Scouts| |100%|10|54|(53)|1| |International Centre, Our Chalet Adelboden| |Sangam WAGGGS|100%|54|264|(214)|51| |WAGGGSMEX Limited|100%|5|-|-|-|

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

13. STOCKS

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|||||| |---|---|---|---|---| |GROUP|GROUP|CHARITY|CHARITY| |2023|2022|2023|2022| |£’000|£’000|£’000|£’000| |Uniforms, publications, badges and| |221|208|51|37| |souvenirs| |Total Stocks|221|208|51|37|

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14. DEBTORS

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|||||| |---|---|---|---|---| |GROUP|GROUP|CHARITY|CHARITY| |2023|2022|2023|2022| |£’000|£’000|£’000|£’000| |Trade debtors|59|559|66|510| |Accrued income|1,029|1,666|882|1,615| |Other debtors|133|55|61|1| |Prepayments|305|274|303|262| |Amounts owed by group undertakings|-|-|1,055|995| |Total Debtors|1,526|2,554|2,367|3,383|

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

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15. SHORT TERM INVESTMENTS

Unlisted investments
Balance as at 31 December		 GROUP
2022
£’000
1,473
GROUP
2023
£’000
2,238
CHARITY
2023
£’000
1,074
CHARITY
2022
£’000
512
1,473
2,238
1,074
512

16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

GROUP GROUP CHARITY CHARITY
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Trade creditors 379 318 227 209
Other creditors 1 24 35 26
Employees' salaries provision 34 5 4 5
Tax and social security 129 123 57 50
Accruals and deferred income 1,476 625 891 313
Amounts owed by group undertakings - - 746 666
Total creditors 2,019 1,095 1,960 1,269

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

Covid-19 Loan
Other creditors
Total Creditors		 GROUP
2023
£’000
59
170
GROUP
2022
£’000
67
131
CHARITY
2023
£’000
-
2
CHARITY
2022
£’000
-
1
229
198
2
1

The loan is a Swiss government fixed interest (1.5% from 1 April 2023, 0% previously) Covid-19 loan granted to Our Chalet Association for the sum of CHF100,000 through Berner Kantonalbank AG. It is repayable by September 2027.

Other creditors comprise deposits received to secure accommodation booked for 2025 onwards.

Under FRS 102, the Group and Charity are required to recognise a holiday pay accrual for any holiday entitlement not taken by staff at the year-end date. This is included in the Employees’ salaries provision.

Included within the tax and social security creditors above is £15,296 relating to pensions (2022: £13,042)

The detail for deferred income, which is included in the accruals and deferred above is:

CREDITORS: DEFERRED INCOME GROUP
2023		 GROUP
2022		 CHARITY
2023		 CHARITY
2022
£’000 £’000 £’000 £’000
Balance as at 1 January 223 186 85 41
Amounts released to income in year (223) (186) (85) (41)
Amounts deferred in year 987 223 743 85
Balance as at 31 December 987 223 743 85

Deferred income as at 31 December 2023 relates to Member Organisation fees paid in advance, advances paid for accommodation at the Centres and Grants received in advance.

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18: ANALYSIS OF MOVEMENTS OF FUNDS

GROUP BALANCE INCOME EXPENDI- GAINS TRANS- BALANC
E
BALANC
1/1/23 TURE AND FERS E
31/12/23
LOSSES 31/12/23
£’000 £’000 £’000 £’000 £’000 £’000
Endowment Fund 971 - (6) 31 - 993
31
RESTRICTED FUNDS
Restricted Property
Nuestra Cabaña 88 - - - - 88
Pax Lodge 1,643 - (14) - - 1,629
World Bureau 1,533 - (14) - 1,550
Total Restricted Property 3,264 - (28) - 3,267
Funds
World Bureau
A. Bartlow Legacy 183 - (29) - - 154
Advocacy 26 36 (26) - - 36
Climate 117 77 (209) - - (15)
Capacity Building 4 - - - - 4
Gender Based Violence (25) 23 (51) (1) - (54)
International Experience and
Youth Exchange		 427 550 (842) - - (135)
Internet Safety 502 - - - - 502
Julie Dawson 1,652 - (511) (15) - 1,126
Leadership 232 422 (457) - - 197
Membership 332 54 (62) - - 324
Nutrition 4 - - - - 4
Other donations 455 1,121 (1,083) (128) - 365
UPS 23 - (69) - - (46)
World Conference and other
travel grants		 94 93 (175) (1) - 11
4,026 2,376 (3,514) (145) - 2,743
World Centres & Europe
Europe 83 - - - - 83
Kusafiri - 8 - - - 8
Nuestra Cabaña - others 24 - - - - 24
Our Chalet Foundation 65 - - - - 65
Our Chalet 329 74 (48) - - 355
Pax Lodge – others 58 11 - - - 69
Sangam 205 40 (17) - - 228
764 133 (65) - - 832
Other Restricted Funds 4,790 2,509 (3,579) (145) - 3,575
Total Restricted Funds 8,054 2,509 (3,607) (114) - 6,842
UNRESTRICTED FUNDS
General 2,571 4,873 (4,100) 20 - 3,364
Total Funds 11,596 7,382 (7,713) (66) - 11,199
CHARITY BALANCE INCOME EXPENDI- GAINS TRANS- BALANC
E
BALANC
1/1/23 TURE AND FERS E
31/12/23
LOSSES 31/12/23
£’000 £’000 £’000 £’000 £’000 £’000
Endowment Fund 900 - - 31 - 931
RESTRICTED FUNDS
Restricted Property
Pax Lodge – Property 1,643 - (14) - - 1,629
World Bureau - Property 1,532 - (14) - - 1,518
Total Restricted Property
Funds		 3,175 - ~~(28)~~
(28)		 - - 3,147
World Bureau
A. Bartlow Legacy 183 - (29) - - 154
Advocacy 26 36 (26) - - 36
Capacity Building 4 - - - - 4
Climate 117 77 (209) - - (15)
Gender Based Violence (25) 23 (51) (1) - (54)
International Experience and
Youth Exchange		 427 550 (1092) - - (115)
Internet Safety 502 - - - - 502
Julie Dawson 1,652 - (511) (15) - 1,126
Leadership 232 138 (213) - - 157
Membership 333 54 (62) - - 325
Nutrition 4 - - - - 4
Other donations 490 752 (677) 41 (157)- 449
UPS 88 - (68) - - 20
World Conference and other
travel grants		 95 93 (175) (1) - 12
4,128 1,723 (3,113) 24 (157) 2,605
World Centres
Kusafiri - 8 - - - 8
Nuestra Cabaña - others 8 - - - - 8
Pax Lodge – others 57 11 - - - 68
Sangam 139 40 (21) - - 158
204 59 (21) - - 242
Other Restricted Funds 4,332 1,782 (3,134) 24 (157) 2,847
Total Restricted Funds 7,507 1,782 (3,162) 24 (157) 5,994
UNRESTRICTED FUNDS
General 2,229 3,606 (2,783) 123 (56) 3,119
Total Funds 10,636 5,388 (5,945) 178 (213) 10,044

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19. ANALYSIS OF NET ASSETS BETWEEN FUNDS

GROUP ENDOWMENT
FUNDS		 RESTRICTED
FUNDS		 GENERAL
FUNDS		 TOTAL 2023
£'000 £'000 £'000 £'000
Tangible fixed assets - 3,267 439 3,706
Intangible assets - - 1 1
Investments 716 - 3,420 4,136
Long-term liabilities - - (229) (229)
Net assets / (liabilities) 277 3,575 (267) 3,585
Total 993 6,842 3,364 11,199
CHARITY ENDOWMENT
FUNDS		 RESTRICTED
FUNDS		 GENERAL
FUNDS		 TOTAL 2023
£’000 £’000 £’000 £’000
Tangible fixed assets - 3,147 199 3,346
Intangible assets - - 1 1
Investments 931 - 3,176 4,107
Long-term liabilities - - (2) (2)
Net assets / (liabilities) - 2,847 (255) 2,592
Total 931 5,994 3,119 10,044

20. ANALYSIS OF NET ASSETS BETWEEN FUNDS – Comparative figures 2022

21. 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 12. The net expenditure for the year before gains/losses on investment for the Charity is £633k (2022: net income of £1.72m) and the net decrease in funds held at year end was £592k (2022: net increase of £955k).

22. RELATED PARTY TRANSACTIONS

During the year, the Charity had the following transactions and balances with the subsidiaries listed in note 12 and other related parties. All these transactions are at arms length. As the subsidiary companies are wholly owned by the charity, it is exempt from the requirement of FRS 102 to disclose transactions with other members of the group.


members of the group.
2023 2022
£’000 £’000
Income received from subsidiaries 20 31
Distribution of surplus from subsidiaries 156 86
Amounts owed to subsidiaries (84) 329

23. 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:

GROUP ENDOWMENT
FUNDS		 RESTRICTED
FUNDS		 GENERAL
FUNDS		 TOTAL 2022
£'000 £'000 £'000 £'000
Tangible fixed assets - 3,264 439 3,703
Intangible assets - - 2 2
Investments 715 - 3,390 4,105
Long-term liabilities - - (198) (198)
Net assets / (liabilities) 256 4,790 (1,062) 3,984
Total 971 8,054 2,571 11,596
CHARITY ENDOWMENT
FUNDS		 RESTRICTED
FUNDS		 GENERAL
FUNDS		 TOTAL 2022
£’000 £’000 £’000 £’000
Tangible fixed assets - 3,175 180 3,355
Intangible assets - - - -
Investments 900 - 3,172 4,072
Long-term liabilities - - (1) (1)
Net assets / (liabilities) - 4,332 (1,122) 3,210
Total 900 7,507 2,229 10,636

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||||||||||| |---|---|---|---|---|---|---|---|---|---| |25. CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES – COMPARATIVE INFORMATION FOR 2022| |Endowment Fund|Purpose|Period to be used| |To support leaders within the Guiding Movement over the age of| |Cheryl Watkins|Indefinite| |60 to attend Our Chalet for capacity development and training.| |The Chalet Endowment| |Providing for the maintenance and upkeep of Our Chalet.|Indefinite|TOTAL| |Fund|TOTAL| |UNRESTRICTED|RESTRICTED|YEAR TO| |NOTES|ENDOWMENT|YEAR TO| |FUNDS|FUNDS|31/12/21| |FUNDS|31/12/22| |Restricted Funds|Purpose|Period to be used|(RESTATED)| |Advocacy|Primarily to support the delivery of advocacy campaigns.|Within 1 to 2 years|£’000|£’000|£’000|£’000|£’000| |Arlene Bartlow|Primarily to support Guiding activities in African Member| |Within 1 to 5 years|INCOME & ENDOWMENTS| |Development Fund|Organisations.| |Donations, Legacies and| |Global environment projects to be executed by girls and young|3|779|2,924|-|3,703|1,739| |Climate|Within 1 to 2 years|Endowments| |women.| |Income from charitable| |Primarily to support campaigns in Member Organisations to|4|2,906|1,417|-|4,323|2,415| |Gender Based Violence|combat gender-based violence.|Within 1 to 2 years|activities| |Income from other trading| |International Experience|Leadership exchange programme to girls and young women,|201|-|-|201|114| |Within 1 to 2 years|activities| |and Youth Exchange|primarily the Youth Exchange South to South (YESS) programme.| |Investment income|5|104|-|29|133|116| |Supports girls and young people to connect safely and positively| |Internet Safety|Within 1 to 2 years| |online.| |Julie Dawson|Global Girls Leadership Programme.|2023-2025|Total Income|3,990|4,341|29|8,360|4,384| |Leadership|Primarily for workshops, seminars and training.|Within 1 to 2 years| |EXPENDITURE| |Membership|Primarily to support Guiding activities in Member Organisations.|Within 1 to 2 years| |Raising funds|1,218|52|20|1,290|501| |Primarily to support nutritional campaigns in Member| |Nutrition|Organisations.|Within 1 to 2 years|Charitable activities|2,901|2,686|-|5,587|5,344| |Other strategic-related issues not specifically in relation to| |Other Donations|Within 1 to 2 years| |leadership, membership and advocacy.|Total Expenditure|6a|4,119|2,738|20|6,877|5,845| |UPS|Major project on volunteering.|Within 1 to 2 years| |World Bureau –|To be used for the upkeep and depreciation of the World|Over the period of|Net (expenditure) / income| |Property|Bureau.|the remaining lease|before (losses) / gains on|(129)|1,603|9|1,483|(1,461)| |World Conference and|Primarily for the provision of travel grants to girls and young|investments| |Within 1 to 2 years| |other travel grants|women.| |World Centres|Purpose|Period to be used|Net (losses) / gains on| |8b|(625)|-|(179)|(804)|383| |Over the period of|investments| |Pax Lodge & Nuestra|To be used for the upkeep and depreciation of the World| |the remaining lease| |Cabaña - Property|Centres.| |or life of the property|NET (EXPENDITURE) / INCOME| |(754)|1,603|(170)|679|(1,078)| |The promotion of Guiding and Girl Scouting by supporting those|FOR THE YEAR| |The Falk Memorial Fund|Indefinite| |who might not otherwise be in a position to stay at Our Chalet.| |World Centres other|Primarily for the provision of scholarships and support for|Between 1 and 3|Other gains / (losses)|8a|42|(28)|-|14|7| |training events held at the World Centres and building| |restricted funds|years| |improvements.| |NET MOVEMENT IN FUNDS|(712)|1,575|(170)|693|(1,071)| |Total Funds at 1 January|3,283|6,479|1141|10,903|11,974| |24. Post balance sheet events| |The World Board of WAGGGS CIO have taken the decision in August 2024 to make an investment of £246k|Total Funds at 31 December|2,571|8,054|971|11,596|10,903|

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The World Board of WAGGGS CIO have taken the decision in August 2024 to make an investment of £246k in The Cabana. As the decision was made post year end this adjustment will be reflected in the 2024 financial reports.

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NOTES

NOTES

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Girl Guiding and Girl Scouting is the world’s largest international voluntary movement dedicated to empowering girls and young women in the world.

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World Bureau, Olave Centre 12c Lyndhurst Road, London NW3 5PQ United Kingdom +44 20 7794 1181 wagggs@wagggs.org @wagggsworld wagggs.org

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