2007 wagggs report and financial statements

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World Bureau, Olave Centre

12c Lyndhurst Road, London NW3 5PQ, England

telephone: +44 (0)20 7794 1181facsimile: +44 (0)20 7431 3764

e-mail: [email protected]

www.wagggsworld.org

Registered Charity No. 306125

World Association of Girl Guides and Girl ScoutsAssociation mondiale des Guides et des Eclaireuses

Asociacin Mundial de las Guas Scouts


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Report & Financial Statements

World Association of Girl Guides and Girl ScoutsAssociation mondiale des Guides et des Eclaireuses

Asociacin Mundial de las Guas Scouts


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Annual Report and Financial Statements 2007

Our Mission

To enable girlsand young women

to develop theirfullest potential as

responsible citizensof the world


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Trustees Report Page

Reference and Administrative Details 02Structure, Governance and Management 02

Internal Control 04Risk Management 05

Objectives and Activities 05Progress against objectives set for 2007 08Financial Review 12

Reserves 13Investment Policies and Performance 14

The Future 14

Independent Auditors Report to Trustees 16

Trustees, Ofcers and Professional Advisors 17

Financial Statements

Statement of Financial Activities 18Balance Sheet 19

Cash Flow Statement 20Notes to the Accounts 21

Acknowledgements 33

Annual Report and Financial Statements 2007 Registered Charity No. 306125 01


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World Association of Girl Guides and Girl Scouts Annual Review 2007

The World Board is committed to achieving best practice in

governance and seeks to ensure that WAGGGS is efcientand effective in achieving its Object. A new structure was

implemented in 2005 to support the World Board and the

delivery of WAGGGS Object and Strategic Plan. This structure

consists of Coordinating Groups, Committees and Task Groups

acting in an advisory capacity to the World Board and the staff.

Each group has specic terms of reference and may include

specialist co-opted members as well as trustees.

The day-to-day running of WAGGGS, its operational decisions,

the implementation of approved strategy and the exercise of

executive responsibility is delegated to the Chief Executive and

her Senior Management Team.

Coordinating Groups report directly to theWorld Board.

The current Coordinating Groups, Committees, and

Task Groups are:

Chairmans Coordinating Group oversees and monitors theongoing work of WAGGGS between World Board meetings. It

consists of the World Board Chairman, Deputy Chairman, the

three Group Coordinators and the Chief Executive. The group

meets prior to the World Board and Committee meetings, and

for at least one additional meeting during the year, betweenBoard meetings.

Strategy and Development of Girl Guiding/Girl Scouting Group is responsible for leadershipdevelopment, strategy, recruitment and retention, quality of

Girl Guiding/Girl Scouting, support for Member Organizations,

the ongoing monitoring of performance, exchange of good

practice and the work of the World Centres.

World Centres Committee has strategic developmentresponsibility for the World Centres, covering all operational

aspects, including nance, programme, communications,

risk, health and safety.

Regional Committees are responsible for the quality ofGirl Guiding/Girl Scouting within their Region, for providing

support through agreed activities within the Region to

enable Member Organizations to contribute towards the

overall achievement of WAGGGS strategic objectives.

Communications Group is responsible for the ongoingdevelopment of WAGGGS advocacy work, branding and website,

merchandising, publications, WAGGGS work with the United

Nations (UN) and relationships with other non-governmental

organizations (NGO). The Group also has a responsibility for the

World Conference and Fund Development.

Finance and Business Management encompassing

nance, governance, facilitation and the operationalorganization of WAGGGS.

Finance Committee formulates and reviews nancialpolicy and nancial plans and maintains nancial oversight

of the strategies and operations of WAGGGS. The Committee

recommends the appointment of WAGGGS investment

managers and monitors the performance of WAGGGS

investment portfolio. Each year it advises the World Board

on the appropriate level of free reserves and the appropriate

asset allocation for WAGGGS investment portfolio.

Governance and Constitutions Committee looks at issues relating to WAGGGS Constitution and

Bye-Laws and Policies and Procedures and advises theWorld Board on governance issues, including elections,

induction, evaluation and training of Board members.

It also monitors Member Organizations constitutions and

makes recommendations to the World Board.

Human Resources Committee reporting to theWorld Board comprises trustees and other externaladvisors. It meets at least once a year to review the general

remuneration policy, consider Human Resources policies

and procedures to ensure that they keep abreast of best

practice in comparable organizations in the countries in which

staff are employed and comply with relevant employment

practices and legislation. The World Board has delegatedthe authority for decisions on benets and salaries to the

Human Resources Committee which provides regular reports

on these decisions to the World Board for their acceptance.

Audit Committee reporting to the World Boardcomprises trustees and other external advisors.

It recommends to the World Board the formal approval

of the Annual Report and Financial Statements and

meets with the External Auditors periodically to review

the effectiveness of current processes and practice.

Responsibility for overseeing the management of risk

within WAGGGS has been delegated by the World Board

to the Audit Committee.WAGGGS/WOSM Consultative Committee liaises with the World Organization of the Scout Movement

(WOSM).

Task Groups are task orientated and consist of members,who have been selected for their particular expertise in

relation to the specic task. The groups report to the relevant

Coordinating Group or directly to the World Board, and once

their task is completed the Group ceases to exist. Examples

of task groups are Leadership Development, Individual Giving,

UN/Advocacy and Juliette Low Seminar.

Olave Baden-Powell Society is an international supportgroup dedicated to the development of Girl Guiding andGirl Scouting all over the world. The President of the Society

attends the Communications Coordinating Group meetings and

meets annually with the World Board.

World Association of Girl Guides and Girl Scouts Registered Charity No. 306125 03


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Internal ControlThe trustees are responsible for ensuring that WAGGGS has

a sound system of internal control to safeguard its assets

and will use their best endeavours to ensure that its policies

and procedures are implemented and its aims and objectives

are met. It is recognized that the systems can only provide

reasonable but not absolute assurance that major risks

have been adequately managed. Internal control processes

implemented by the trustees include:

an Audit Committee which meets at least twice a yearand is mandated by and reports to the World Board. It is

responsible for providing the World Board with:

assurance that sound systems and internal controls areembedded in day-to-day processes which can respond

to signicant risks, and are capable of responding to

external and internal changes;

evaluation and advice on the effectiveness of the

governance arrangements of WAGGGS;

assurance that WAGGGS Risk Management Strategy

is relevant and adequate to ensure that the major

risks identied have been adequately mitigated where

necessary.

a Strategic Plan approved by the 32nd World Conference, heldin Jordan in 2005, covers the aims and objectives of the

organization for the 2006-2008 triennium. This is used as

a basis for annual planning and progress reviews. A review

of performance to date against the strategic plan was

undertaken during 2007;

annual budgets are prepared in accordance with theStrategic Plan, which are reviewed and approved by the

World Board;

nancial reports compare the results against budget ona quarterly basis and the Finance Committee reviews

these and revised forecasts for the remaining period of the

year. Monthly nancial reports are prepared and issued to

operational managers and budget holders;

the World Centres activities are reviewed quarterly againsttheir annual operating plans and performance indicators by

the World Centres Committee;

WAGGGS policies and procedures and its nancialcontrols, are reviewed on a regular basis by the appropriate

committees. All the nancial policies were reviewed and

approved by the Trustees in September 2007;

delegation of authority from the trustees to theChief Executive and the senior managers including

the segregation of duties within the organization

where practical;

a continuing risk assessment management system.

Statement of Trustees Responsibilities

The World Board (as Trustees) is responsible for preparing the

Trustees Report and the nancial statements in accordance

with applicable law and regulations. Under Charity Law, the

Trustees have elected to prepare the nancial statements in

accordance with United Kingdom generally accepted accounting

practice (United Kingdom Accounting Standards and applicable

law). The nancial statements are required by law to give a

true and fair view of the state of affairs of the charity as at

the end of the nancial year, and of its incoming resources

and application of those resources, including income and

expenditure for the year. In preparing the nancial statements,

the trustees are required to:

select suitable accounting policies and apply themconsistently;

make judgements and estimates that are reasonableand prudent;

state whether applicable UK accounting standards havebeen followed, subject to any material departures being

disclosed and explained in the nancial statements;

prepare the nancial statements on a going concern basisunless it is inappropriate to presume that the charity will

continue its activities.

The trustees are responsible for keeping proper accounting

records which disclose with reasonable accuracy at any time

the nancial position of WAGGGS and enable them to ensure

that the nancial statements comply with the Charities Act

1993, the Statement of Recommended Practice, Accounting

and Reporting by Charities (SORP) and the provisions of the

trust deed. They are also responsible for safeguarding the

assets of the charity and for their proper application as required

by charity law and hence for taking reasonable steps for the

prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

there is no relevant audit information of which the charitys

auditors are unaware;

the trustees have taken all steps that they ought to havetaken to make themselves aware of any relevant audit

information and to establish that the auditors are aware

of that information.

The trustees are responsible for the maintenance and integrity

of the charity and the nancial information included on the

charitys website. Legislation in the United Kingdom governing

the preparation and dissemination of nancial statements may

differ from legislation in other jurisdictions.

4 Annual Report and Financial Statements 2007

Trustees Report continued


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Risk ManagementThe Audit Committee oversees WAGGGS Risk Management

Strategy and monitors the risk management process, reporting

annually to the World Board on WAGGGS risk assessment.

The World Board has dened a major risk for WAGGGS as any

event that may affect the ability of WAGGGS to survive and

compete with other youth organizations (or any other group

considered to be a competitor to WAGGGS), maintain its

nancial strength, retain its positive public image and keep

up the overall quality of the services that it provides through

its volunteers and staff. Risk may arise from failure to exploit

opportunities as well as from exposure to loss. It is inevitable

that some risks will be taken in order to pursue WAGGGSMission. The avoidance of all risk would ultimately lead to

stagnation and the cost of managing every potential risk needs

to be balanced against the overall cost to WAGGGS should it

arise. It is essential that the process should not lead to added

bureaucracy without adding value. WAGGGS Risk Management

Policy is to

accept the risk

when it is believed that the cost of managing the risk isgreater than the cost that would arise if the risk were to

materialise or

when WAGGGS ability to reduce the incidence and impact is

minimal.

proactively manage the risk

where the risk is likely to potentially damage WAGGGSprole and reputation

when it is believed that it is cost effective to take someaction to manage the risk.

The World Board reviews this strategy and policy each

Triennium and last did so in September 2007.

A risk management culture, which also incorporates health

and safety requirements, is rmly embedded within the

organization. The Audit Committee reports to the World Boardeach year providing an update on progress on key areas of risk

and the actions to be undertaken in the forthcoming year.

Through the risk management processes that have been

established, the World Board is satised that the major risks

identied have been adequately mitigated where necessary.

Objectives and ActivitiesWAGGGS is a worldwide Movement providing non-formal

education where girls and young women develop leadership

and life skills through self-development, challenge and

adventure. Girl Guides and Girl Scouts learn by doing.

Our Mission is:To enable girls and young women to develop their fullest

potential as responsible citizens of the world.

Our Vision for 2011 is:A growing worldwide Movement the voice of girls and

young women who inuence issues they care about and

build a better world.

We aim to do this through the achievement of the three

Strategic Goals agreed at the 32nd World Conference:

Goal 1 Leadership Development Goal 2 Strong and Growing Member Organizations Goal 3 The Voice of Girls and Young Women

by working at many different levels throughout the Movement

to meet and support the Member Organizations and Regional

needs, by being more aspirational, and by working with some

of the best universities to develop our programmes, especiallyin respect of leadership.

The Mission, Vision and the Goals support WAGGGS Object*

which is to:

promote, throughout the world, unity of purpose andcommon understanding based on the Fundamental

Principles;

further the aim of the Girl Guide and Girl Scout Movement,which is to provide girls and young women with

opportunities for self-training in the development of

character, responsible citizenship and service in their own

and world communities;

encourage friendship among girls and young women of allnations within countries and worldwide.

To do this it is important to recognize that, in addition to

nance, there are enormous resources of volunteer time

and talent at every level of the Movement that contribute

to achieving our Goals and delivering our Mission. While

these resources are hard to quantify, they are critical to

WAGGGS success.

*per WAGGGS Constitution and Bye-Laws in ninth edition, June 1990

05World Association of Girl Guides and Girl Scouts Registered Charity No. 306125


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New methodologies will be tested in 2008 to ensure that

we have a full set of performance indicators to measureprogress directly against the Strategic Plan for 2009-2011.

This work has helped shape the strategy for the next

triennium and reprioritised our activities for 2008.

Achievement against the priorities set for 2007 for each

Goal can be seen on pages 9 to 13. As of the end of

this year we believe we have already achieved our target

for 21 outcomes out of a total of 44 which were set for the

triennium. We are close to achieving the target outcome

for a further 16 with measurable results and/or evidence

of a large number of successful initiatives which we believe

contribute towards achieving them. There are two outcomes

where valuable work has been undertaken, but where

there is signicant work to do in order to reach the target.

Regional Conferences

One of the key focuses for the year has been WAGGGS

Regional Conferences which were held from May through

July in Slovenia, Tunisia, Malaysia, Zambia and Canada.

The conferences are a central part of WAGGGS democratic

and participative governance structure where members

can actively engage in setting the direction for future

developments, sharing their views and setting priorities

on key issues. The 2007 Conferences were bigger and

bolder than before. Collectively, the events attracted morethan 600 volunteers and staff. They shared ideas and best

practices, planned for the future, building on the results

of the performance indicators for their respective regions,

and agreed operational plans for the 2009-2011 triennium.

These operational plans will form the basis of WAGGGS

Strategic Plan 2009-2011. This Plan will be discussed and

approved at the World Conference to be held in South Africa

in July 2008.

Each Conference provided an opportunity to pilot WAGGGS

Leadership Development Programme modules, to celebrate

successes and to network. New regional committees wereelected at the end of each event and we welcomed ve

new Regional Chairmen to the World Board.

At the European Conference, with the theme Celebrate,

Motivate, Activate, delegates looked at how European Girl

Guiding/Girl Scouting can develop the leadership skills

of girls and young women, focusing on how to empower

young people to speak out and to inuence issues which

affect them.

With the theme One Voice, One Hand the Arab Region

showcased WAGGGS advocacy work, giving the delegates

the opportunity to decide which of WAGGGS seven keymessages on adolescent health would dene the regions

advocacy focus over the next triennium. They concluded:

discover your potential, make healthy food choices and

it is important to talk about sex.

Key priorities

When setting out our key priorities for 2007 we said

we would evaluate each Member Organizations key

performance indicators to assess the quality of Girl Guiding

and Girl Scouting within each country, identify areas to be

strengthened and share successes. Member Organizations

completed their triennial self-assessment, indicating their

progress against the six key areas of development of highquality Girl Guiding/Girl Scouting: educational programme,

adult training, membership, structure and management,

relationship to society and nance. This performance tool

helps WAGGGS to monitor the growth and development of

its Member Organizations, their strengths and weaknesses

and provides guidance on where further support is required.

The results of the assessment that was carried out at

the end of 2006 have been reviewed during 2007 and

compared against the benchmark data from 2003. Looking

at our key areas of work overall, we nd that there has

been an overall improvement in relationship to society

reecting the greater emphasis on raising their own

prole in their country, and also in line with WAGGGS

Goal 3 (The Voice of Girls and Young Women). The

results from educational programme and adult training

have remained stable overall, reecting very substantial

improvements in some Member Organizations whilst still

providing ongoing challenges in some areas.

The weakest scores overall relate to membership, nance,

and structure and management. Whilst there has been a

decline in the overall score of 34 associations, we nd that

53 associations have improved their overall score. It should

be remembered that this assessment was made during therst year of the current triennium and the strategies put

in place to address some of these issues will not have had

sufcient time to provide an impact.

Measuring success

It is important that we measure and evaluate progress

against the objectives and outcomes that were set at

the 32nd World Conference for the current 2006-2008

triennium and this has been another major exercise that

has taken place this year. In doing this, WAGGGS, like many

NGOs, recognise that there are difculties in measuringoutcomes and ultimately impact but this has proved a very

valuable exercise.

Annual Report and Financial Statements 2007



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The Asia Pacic Regions Many but one conference

provided participants with the opportunity to learnand share ideas on six topics; Fund Development, Risk

Management, Quality Leadership, Selling Girl Guiding /

Girl Scouting, Role and Function of WAGGGS Economic and

Social Council Liaison Person and Accessing the WAGGGS

website.

The theme Girls voices, Africas voice set the stage for

Africas diverse event, highlighting key issues for the region

including HIV and AIDS. Keynote speaker, Professor Nkandu

P. Luo, a former cabinet minister in Zambia and professor

of microbiology and immunology, talked about the social

ramications of HIV and AIDS and how it affects women.

At the Western Hemisphere Conference, the theme

Strength Through Diversity provided the platform for

discussion on diversity and the need for girls voices to be

heard on a number of levels.

WAGGGS highest award, the World Citizenship Award, was

awarded at two of the conferences. Professor Wangari

Maathai was recognised in Zambia for her work with the

Pan African Green Belt Network, which helped womens

groups plant more than 30 million trees to conserve the

environment and improve the quality of life. Stephen

Lewis received the award in Canada in recognition of his

outstanding work in the ght against HIV and AIDS, andespecially for his work in raising awareness about the

pandemic and its devastating impact on girls and women.

These awards have also helped to raise WAGGGS prole in

the UN/NGO community.

Working with Member Organizations

For the rst time representatives from all ve WAGGGS

regions have attended all the World Organization of the

Scout Movement (WOSM) Regional Conferences and

representatives from WOSM attended our ve Regional

Conferences.

WAGGGS was well represented and highly visible at the

worlds largest Scout Jamboree, held in the UK, to celebrate

100 years of Scouting. It gave us the chance to link up with

many of our Member Organizations and to celebrate the

diversity of Girl Guiding/Girl Scouting.

An initial evaluation of WAGGGS new look was undertaken

at the beginning of the year which included a survey of

Member Organizations and members (via Internet and

mail), a focus group in the Africa Region, and consultation

with WAGGGS Regional directors. WAGGGS also consulted

with communications experts across the globe and a varietyof like minded organizations. The resultant Repositioning

Report is enabling us to build upon the progress achieved

so far and at the same time to seek ways to address the

concerns that were raised by Member Organizations.


Our successful partnership with UPS has now entered the

second phase continuing to work with Mexico, Malaysiaand Hong Kong/China where activities focus on ensuring

Guiding reaches a more diverse range of girls and young

women, and encouraging more women to volunteer their

time as leaders or through community service initiatives.

South Africa successfully completed the pilot project and

Brazil has now been added to the UPS Global Signature

Programme.

UPS has also provided funding towards WAGGGS Leadership

Development Programme and the research project on

volunteering.

Global partnerships

Developing our global partnership strategy has been

a priority for 2007. There have been a number of high

level introductory meetings with UN agencies and NGOs

exploring areas of mutual interest for future collaboration.

Our new Chief Executive Mary Mc Phail was the keynote

speaker at a breakfast in London to celebrate International

Womens Day, and the previous evening she participated

in a panel on girls today, tomorrows future as part of

International Womens Day celebrations. Our relationships

have been further strengthen with other NGOs through key

speeches at the International AIDS Conference, the WorldYWCAs Summit on Women and AIDS and the Commission

on the Status of Women (CSW).

Our Chalet 75th anniversary

More than 400 guests including friends of Our Chalet,

volunteers and former staff and business partners came

from around Europe and as far away as Chile, Japan, the

USA, Canada and Surinam to Adelboden to celebrate the

75th anniversary of WAGGGS rst World Centre, Our Chalet,

in September. In the 75 years since its opening, Our Chalet

has hosted a wide range of training activities, seminars andconferences and has developed an outdoor programme,

challenging participants to high physical adventure.

Objectives

The following pages detail our progress against the

objectives we set for 2007 which will also be reviewed

at the 33rd World Conference to be held in Johannesburg,

South Africa, in July 2008.


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We said we would Provide individual support to 40 Member Organizations

through tailor made visits.

We have Made 61 visits to Member Organizations. Provided a seminar tailored for Associations in CIS countries

to have training and facilitate exchanges.

We said we would Assist nine countries to full the requirements to berecommended for associate or full membership ofWAGGGS at the 2008 World Conference.

We have

Eleven countries fullling the requirements of membership.Eight will be recommended to the World Conference in

2008 as full members with three being recommended for

associate membership. Another two countries are working

towards membership.

Strong and GrowingMember Organizations Revitalising the Movement

Progress against the objectives we set ourselves for 2007

2goal


We said we would Successfully implement the UPS Global SignatureProgramme in Brazil.

We have

Launched the Fighting against hunger programme in Brazilwhere the Guides Association is delivering health and nutrition

training at grass roots level to support low income families and

where improved media and PR skills are raising the prole of

the organization throughout Brazil.

Undertaken two community literacy projects in South Africa,where the Girl Guides Association is also increasing the number

of Guides and Guiders involved in literacy initiatives.

In addition we have

31% of Associations improving their overall scoreon the performance assessment for adult training from2004 to 2007.

Accredited 14 training schemes. Produced a tool kit to support Member Organizations in

the Europe Region to carry out research.

Provided training for Member Organizations on creatingtheir own micro sites at the Asia Pacic and Africa Regional

conferences.


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Progress against the objectives we set ourselves for 2007

3goal

We said we would Support and train Member Organizations and regions

to deliver WAGGGS advocacy strategy at regional andnational level.

We have

Published 11 position papers, with guidelines on usage, onissues important to girls and young women.

Launched the Members Area of the WAGGGS website providingMember Organizations and other groups within WAGGGS

with their own place to network, exchange information, offer

support and share ideas. The dedicated section of the website

also acts a repository for projects and initiatives and includes a

discussion forum on WAGGGS issues. Held several advocacy seminars, particularly at Sangam, which

have empowered young women to develop projects on our

advocacy issues in their home communities and with their

Member Organizations.

Mapped existing training projects and documented modelsof good practice on HIV and AIDS projects within WAGGGS

Member Organizations and other NGOs. From this research a

new HIV and AIDS training toolkit providing training materials

for girls and young women to support the development of local

level prevention and care projects on HIV and AIDS has been

developed. It was piloted at the Helen Storrow Seminar on

ght AIDS held in April at Our Chalet.The toolkit will be launched at the International AIDS

Conference in Mexico City in August 2008.

Trained regional committees on advocacy by providing trainingmodules for the committee meetings.

Joined the Coalition for Adolescent Girls and activelycontributed to the World YWCA Council and the Commission

on the Status of Women, giving us increased visibility for our

global voice.

We said we would Strengthen UN teams and increase WAGGGS interventionin and participation at international events and platforms.

We have

Grown WAGGGS voice at the United Nations withmore representatives joining all the teams in Nairobi,New York, Vienna, Paris, Rome and Geneva. There arecurrently 26 representatives with coordination throughteam coordinator meetings.

Lobbied successfully through the UN team, Paris, with theYouth Programmatic Commission at UNESCO for a day onnon-formal education and took a leading role at the event.The Paris team attends all big UNESCO events to promoteWAGGGS key issues.

Supported girls and young women through its UN teamsto represent directly their own interests and contributeto advocacy activities in many different fora. Strategicpartnerships with UN agencies and with key NGOs have beenstrengthened across the world as well as at national level.

Provided two young women with the opportunity to speakout on violence against women at the UN Commission on the

Status of Women. They participated in a joint event with theEuropean Womens Lobby, European Youth Forum and PlanInternational, attended the UN youth caucuses and girls speakout events during the Commission and spoke as panellists atWAGGGS events with a number of other NGOs and governmentofcials in the audience.

Become an ofcial supporter of relevant UN campaigns, forexample an international partner of Fight Hunger Walk theWorld, organized by the UN World Food Programme, a launchpartner of the UNIFEM say no to violence against womencampaign, and an ofcial supporter of the global peacepetition launched by AFS.

Effectively encouraged our members to participate with us inrelevant UN International Action Days through calls to actionon our website, for example on World Health Day, World FoodDay, International Womens Day, Childrens Day, InternationalYouth Day, International Day of Peace, and World AIDS Day.

Enabled 25 young women from ve Member Organizationsin Africa Region to attend an international leadership summitfor women and girls organized by the Vital Voices GlobalPartnership in January 2007 in South Africa. They engagedin debates that affected them such as empowerment,participative democracy and leadership.

Enlisted four young women from Kenya and Burundi torepresent WAGGGS at the International Womens Summit andthe Young Women Leadership Forum in Kenya.

Sent young delegates who spoke at the Women Deliverconference and the International Womens Summit.

The Voice of Girls andYoung Women Building a Better World




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In addition our voice is beingheard through

The Pakistan Girl Guides Association, which held trainingworkshops in 30 locations in Punjab to orientate Guides and

non-Guide students of Hamjoli groups in Life Skills Based

Education, Child Rights and HIV and AIDS. About 1,800 girls

have been trained as Agents of Change to disseminate

messages on prevention, control and treatment of HIV

and AIDS to the girls and women in their areas through

community camps and fora. District Health Ofces and

related NGOs are collaborating with the Girl Guides in

this venture.

Malawi Girl Guides, the Association Nationale des Guidesde Guine and the Association des Guides du Burundi are

working with UNICEF on girls education campaigns.

Girl Scouts of the Philippines, working in partnership withUnilever, conducting projects for girls on self-esteem.

The Western Hemisphere Region, which has strengthenedits partnership with regional youth platforms by supporting

strategies for a plan of cooperation and integration of youth

in Latin America.

We said we would Undertake further research into what girls worldwideare saying.

We have

Supported the launch of Plan UKs Because I am a girl reportthat includes research on girls.

Conducted with the support of UPS, a global survey onvolunteering which will help WAGGGS develop strategies

to respond to the needs of the young women who are ourvolunteer leaders. The survey is addressing, for example,

aspects of volunteering such as what motivates young people

to join organizations and what inspires a young person to

become a young leader. The Survey is aimed at 11 to 24 year

olds and is available online in English, French and Spanish and

on paper in Arabic, Portuguese and Mandarin. The results will

be used to help inform WAGGGS about how it can meet the

needs of girls and young women in the future.



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Where did our total incomecome from?There was an increase of 8% (409K) in the total

income of 5,464K from all sources in 2007 compared

with 5,055K in 2006. Although total voluntary

income is marginally higher than 2006, general

donations were signicantly lower than 2006.

World Thinking Day income was particularly

disappointing at 177k (2006: 234K) but donations

received by the World Centres increased by 75% from246K in 2006 to 431K in 2007. Investment income

grew by 16% (52K) over 2006. Increased activity at

the four World Centres generated additional income

of 175K (15%). Grants for specic projects including

the second phase of the UPS Global Signature

Programme increased by 152K. As approved at the

32nd World Conference the total membership fees

(quota) collectable for the year remained the same

as that of 2006 and 2005 therefore reducing the

overall reliance on quota to 30% of total income.

Financial Review


How the money was used tosupport WAGGGS Goals:Expenditure on all activities was 5,386K

(2006: 4,910K), 10% higher than in 2006.

The proportion of the total expenditure in

direct support of WAGGGS three strategic goals

remained at 74% with a further 17% being

spent on operational support for these activities.Direct support amounted to 3,978K (2006: 3,636K)

with operational support amounting to 920K

(2006: 897K).

WAGGGS income from all sourcesamounted to 5.5 million and came from:

5.4 million was spent on thefollowing activities:

Grants,

822K, 15%

World Centres Operating Income,

1,362K, 25%

Donations

(including sales of

materials & goods),798K, 15%

Investment Income,

375K, 7%

Olave Baden-Powell Society,

261K, 5%

World Thinking Day,

177K, 3%

Quota,

1,669K, 30%

Governance,

191K, 4%

Cost of Generating Funds,

297K, 5%

Operational Support Services,

920K, 17%

Goal 1 Leadership,

1,496K, 28%

Goal 2 Membership,

1,561K, 29%

Goal 3 Advocacy,

921K, 17%



16/36


There was a decit of income over expenditure of 187K

(2006: surplus of 316K) in unrestricted income, a surplus of189K in restricted income (2006: decit of 232K) and 76K

to the Endowment Fund (2006: 61K). The overall surplus for

the year amounted to 78K (2006:145K).

After taking into consideration the gains and losses on

investments and exchange rate movements of 104K (2006:

476K) there has been an increase in total funds of 182K

compared to an increase of 621K in 2006.

As at 31 December 2007 there was an unrealized gain of 77K

on the value of WAGGGS Investment portfolio (2006: 483K).

This is the amount that WAGGGS would have realized had the

entire investment portfolio been sold on 31 December 2007.

This value will uctuate depending on the performance ofthe investments and the economic conditions affecting the

UK Stock Market at a particular point in time. During the year

a small loss of 12K was incurred on the sale of investments

(2006: prot of 143K). The revaluation and exchange

movements on the translation of assets at the World Centres

into pounds sterling were 39K compared with losses of 150K

in 2006.

Fundraising ActivitiesGenerating unrestricted voluntary contributions to support

WAGGGS continues to be a challenge with income for 2007

falling well below expectations. In part this has been due

to the strength of Sterling against the currencies of those

countries which continue to be signicant supporters of

World Thinking Day. Changes in the Fund Development

department have meant there have been resources available

for fundraising activities for only half the year. Consultants have

been engaged to work with us to develop a compelling case

for support and to identify required resources for the future.

Task groups on individual giving and major donor strategy have

been hard at work and more than 30 Friends groups around

the world continue to generate signicant voluntary support for

the World Centres.

Olave Baden-Powell SocietyThe Olave Baden-Powell Society continues to be a very

signicant supporter of WAGGGS through its individual

members. With 48 new members in 2007, OB-PS members

donated 153K to the endowment fund, 108K to the

operating fund, and 70K for specic projects, including the

Juliette Low Seminar. The Princess Benedikte Award, which

recognizes donors who have made cumulative gifts of 25,000

or more to WAGGGS, was presented to six generous supporters

in 2007 making the total awardees to date to nine. Details ofthe awardees can be seen on page 33.

ReservesWAGGGS aims to retain sufcient free reserves to ensure

that contractual commitments to staff, for premises and

programme work can be made with reasonable condence.

The appropriateness of the Reserves Policy is reviewed each

triennium in conjunction with WAGGGS Strategic Plan and

the degree of risk associated with each of WAGGGS target

income sources and the level of the Endowment Fund. For the

2006-2008 triennium, the World Board has concluded that

the overall level of WAGGGS unrestricted free reserves should

be maintained at a level of three to six months of annual

unrestricted expenditure. The continued appropriateness of

the policy is reviewed annually by the Finance Committee

throughout each triennium.

Free reserves available for use by WAGGGS are those that are

readily realizable, less funds whose use are restricted or have

been designated for particular purposes.

As at 31 December 2007 WAGGGS free reserves amounted to

2,232K (2006: 2,448K) represented by Investments and Net

Current Assets (see Note 14). This is approximately 49% of the

total anticipated expenditure in 2008.

Designated Funds

These reserves are shown in note 13 on page 31 and areallocated against specic activities scheduled to take place over

a period of time and are expected to be used within the next

two years. Although funds were set aside in 2006 to carry out

major upgrading of facilities at Our Chalet which took place in

2007 a signicant part of this expenditure was funded by the

Our Chalet Foundation. Funds were used in support of the ve

Regional Conferences during the year. Further funds have been

set aside towards the 33rd World Conference to be held in

South Africa in 2008.



17/36

Investment Policies and PerformanceWAGGGS Constitution enables the World Board to invest any

funds which are not immediately required for its purposes

in such investments as may be thought t, subject to any

conditions and consents as may be required by law. The

World Board has set a clear ethical investment policy which is

driven by WAGGGS principles. This policy is reviewed annually

and is consistent with Trustees responsibilities under the

Charities Act. Our Investment Managers, Merrill Lynch Portfolio

Managers, are instructed to take all reasonable measures to

avoid investing in companies where it is possible to determine

that a material proportion of their revenues are derived from

the following activities: tobacco, alcohol, illicit drugs, gambling,

armaments or war producing items.

In addition, our investment managers are aware that WAGGGS

wishes to avoid investment in regions or companies that have

material dealings that breach human rights, particularly those

of women and girls.

In setting the performance criteria against which the

performance of the investment portfolio is managed,

consideration is given to achieving capital growth for WAGGGS

Endowment Fund and the need to provide up to 5% of

WAGGGS total income requirements in the year. The actual

allocation of assets is reviewed each year taking into account

advice from the Investment Manager and the degree of riskconsidered appropriate for WAGGGS investments. The current

asset allocation has been set as equities 50%, xed income/

cash instruments 40%, and property/cash 10%.

The performance of the portfolio is measured against the

following criteria:

Fixed income return is measured against the FTAGovernment Under 15 Years Index;

Equity return is measured against the FTSE All - Share Index;

The total portfolios return is measured against the indexed

returns of the underlying asset classes weighted by the

asset allocation percentages established by the Finance

Committee;

The current performance target is set at 100 basis pointsabove the Indices over a ve-year period.

The portfolio rose by 6.55% on a total return basis compared

to the benchmark rise of 5.70% during the period. The US

subprime mortgage crisis, the recognition of slowing GDP

growth, the threat of ination from food and energy price rises

and the weakening US dollar, supporting higher commodity

prices have all contributed to 2007 being one of the more

unsettled years for investors as market volatility reached

extremes, particularly in the second half of the year. Over the

past ve years the cumulative the total return on the portfolio

has been 70% against the benchmark of 53%.

As at 31 December 2007 there was an unrealized gain on the

portfolio of 77K (2006: 483K).

The FutureOur key objectives for 2008, which support the overall

achievement of the three Goals as part of WAGGGS Strategic

Plan for the 2006-2008 triennium, are set out on page 15.

Our priorities for the 2006-2008 triennium were set at the

32nd World Conference in 2005. As part of this overall strategy

our prime objectives for 2008 are shown below.

Implement a revised fundraising strategy to create a soundincome stream to support the work of the 2009-2011

triennium.

Hold the 33rd World Conference in South Africa enablingMember Organizations to agree the strategic direction for

the next triennium 2009-2011.

Build and strengthen relationships with corporate partnersand other NGOs.

Build upon the monitoring and evaluation work to assessthe impact of WAGGGS strategy.




18/36


Goal 1:Leadership Development Capacity Building

Launch WAGGGS Leadership Development Programme(WLDP) at the World Conference.

Finalise WAGGGS Leadership Development Programmematerial for implementation in 2009-2011.

Develop trainers expert in delivering internationalleadership training.

Ongoing strategic leadership work providing tailor-madetraining at regional, sub-regional and national levels. TheAfrica Region will develop a mentoring programme for

young women in leadership.

Hold the Juliette Low Seminar in Africa focusing oninternational leadership, encouraging more participants

from under-represented countries.

Exchange of best practices at the Central Americangathering in Panama and the Caribbean Link Conference for

the Western Hemisphere Region.

Goal 2:Strong and Growing MemberOrganizations Revitalising the Movement

Building upon the outcome of the volunteerism survey,undertake more research in order to inform recruitment,

retention and educational programmes within Member

Organizations.

Launch of twinning between Girl Scouts USA and ve LatinAmerican Member Organizations.

The Europe Region to hold a round table on membership.

Hold a dynamic event for 14-16 year-olds, to explore newand attractive ways of recruiting and retaining members of

this age group in Asia Pacic Region.

Goal 3:The Voice of Girls and Young Women Building a Better World

Test the concept of a Global Day of Action by piloting onWorld Health Day. The six UN teams will be active in the

cities where they are based and will reach out to Member

Organizations through the website. This will serve as a

forerunner to Global Action Days in 2010 and 2012 marking

the Guiding centenary.

Launch the new HIV and AIDS training toolkit at theInternational AIDS Conference in Mexico City in August

2008. This will enable WAGGGS to increase its capacity to

train girls and young women to be peer educators on HIV

prevention and stigma reduction.

Undertake research on the trafcking of girls and youngwomen with an aim to forging strategic alliances and

securing resources for the planned global Tackling

Trafcking project. Member Organizations will initially work

in teams to deliver the project.

Continue to work on developing advocacy plans withMember Organizations to develop advocacy plans and we

will provide them with a toolkit to enable them to develop

their own advocacy work.

Increase networking with relevant NGO coalitions thatsupport our advocacy priorities, including the Alliance of

Youth CEOs (Big 6) and the Leadership Council of the

Global Coalition on Women and AIDS.

The Africa Region will be furthering its partnership with theAfrican Union.

The achievement of WAGGGS Mission, to enable girls

and young women to develop their fullest potential as

responsible citizens of the world, depends upon the dedicationand hard work of all our volunteers and other supportive

individuals as well as the professionalism of its entire staff

throughout the world.

Approved and authorised for issue by the Board of Trustees on 15 May 2008 and signed on its behalf by:

Elspeth Henderson Della Salway

(Chairman of the World Board) (Treasurer)



19/36

Independent Auditors Reportto the Trustees of the World Associationof Girl Guides and Girl ScoutsWe have audited the nancial statements which comprise

the Statement of Financial Activities, the Balance Sheet, the

Cash Flow Statement and related notes.

This report is made solely to the charitys trustees as a body,

in accordance with the Charities Act 1993. Our audit work

has been undertaken so that we might state to the charitys

trustees those matters we are required to state to them in anauditors report and for no other purpose. To the fullest extent

permitted by law, we do not accept or assume responsibility to

anyone other than the charity and the charitys trustees as a

body, for our audit work, for this report, or for the opinions we

have formed.

Respective responsibilities of trusteesand auditorsThe trustees responsibilities for preparing the Annual Report

and the nancial statements in accordance with applicable law

and United Kingdom Accounting Standards (United Kingdom

Generally Accepted Accounting Practice) are set out in the

Statement of Trustees Responsibilities.

We have been from as auditors under section 43 of the

Charities Act 1993 and report in accordance with regulations

made under section 44 of that Act. Our responsibility is to audit

the nancial statements in accordance with relevant legal

and regulatory requirements and International Standards on

Auditing (UK and Ireland).

We report to you our opinion as to whether the nancial

statements give a true and fair view and are properly prepared

in accordance with the Charities Act 1993. We also reportto you if, in our opinion, the Annual Report is not consistent

with the nancial statements, if the charity has not kept

proper accounting records, or if we have not received all the

information and explanations we require for our audit.

We read other information contained in the Annual Report,

and consider whether it is consistent with the audited nancial

statements. This other information comprises only the

Trustees Report. We consider the implications for our report

if we become aware of any apparent misstatements or

material inconsistencies with the nancial statements.

Our responsibilities do not extend to any other information.

Basis of audit opinionWe conducted our audit in accordance with International

Standards on Auditing (UK and Ireland) issued by the Auditing

Practices Board. An audit includes examination, on a test

basis, of evidence relevant to the amounts and disclosures

in the nancial statements. It also includes an assessment

of the signicant estimates and judgments made by the

trustees in the preparation of the nancial statements, and of

whether the accounting policies are appropriate to the charitys

circumstances, consistently applied and adequately disclosed.

We planned and performed our audit so as to obtain all theinformation and explanations which we considered necessary

in order to provide us with sufcient evidence to give

reasonable assurance that the nancial statements are free

from material misstatement, whether caused by fraud or other

irregularity or error. In forming our opinion we also evaluated

the overall adequacy of the presentation of information in the

nancial statements.

OpinionIn our opinion the nancial statements give a true and fair

view, in accordance with United Kingdom Generally Accepted

Accounting Practice of the state of the charitys affairs as at

31 December 2007 and of its incoming resources and

application of resources in the year then ended and have been

properly prepared in accordance with the Charities Act 1993.

BAKER TILLY UK AUDIT LLP

Registered AuditorChartered Accountants1st Floor, 46 Clarendon RoadWatford, Herts WD17 1JJ

15 May 2008


Independent Auditors Report


20/36


World BoardChairmanElspeth Henderson

Deputy ChairmanMary Lynn Myers

Finance & Business Management GroupCoordinatorDella Salway

Chairman, Governance and Constitutions CommitteeLiesbeth Lijnzaad

Communications GroupCoordinatorMargaret Treloar

Rehana BanooMagda MurrMarjorie Samudzimu

Development of Girl Guiding/Girl Scouting GroupCoordinatorMette Grnvold

Chairman, World Centres CommitteeLinden Edgell

Fatimah MohamedLuca Pierio Gastaeta

Regional ChairmenAfrica RegionHonorine Kiplagat (until 17/6/07)Marie-Anne Tofani-Fofana (from 17/6/07)

Arab RegionZeina Kfoury (until 22/5/07)Essia Fathallah (from 22/5/07)

Asia Pacic RegionCristina Lim-Yuson (until 8/6/07)June Cameron (from 8/6/07)

Europe RegionDiane Dixon (until 9/5/07)Fabiola Canavesi (from 9/5/07)

Western Hemisphere RegionAngela Dawson (until 10/7/07)

Mara Elena Murillo Echeverra (from 10/7/07)

Substitute MembersLida JacobThrse Hode

TreasurerDella Salway

Senior ManagementChief ExecutiveMary Mc Phail (appointed 28/2/07)

Communications DirectorCharlotte Barran

Human Resources DirectorLorraine Dixon

Finance DirectorVi Jensen

Strategies for Growth DirectorLydia Mutare

Regional Operations DirectorSally ONeill

Olave BadenPowell SocietyPatronHRH Princess Benedikte of Denmark

PresidentCharlotte Christ-Weber

Bankers & Professional AdvisorsBankersNational Westminster Bank plc141 Ebury Street, London SW1W 9QP

AuditorsBaker Tilly UK Audit LLPRegistered AuditorChartered Accountants1st Floor, 46 Clarendon Road, Watford, Herts WD17 1JJ

Investment ManagersMerrill Lynch Portfolio Managers Limited2 King Edward Street, London EC1A 1HA

SolicitorsBircham, Dyson Bell LLP50 Broadway, Westminster, London SW1H 0BL

World BureauOlave Centre12c Lyndhurst Road, London NW3 5PQ


Trustees,


21/368 Annual Report and Financial Statements 2007

Statement of Financialfor the year ended 31 December 2007

Notes Unrestricted Restricted Endowment Total Funds Total Funds Funds Funds Fund 2007 2006

000 000 000 000 000

INCOMINGRESOURCES

Voluntary income 2 846 193 153 1,192 1,188

Investment income 2 375 375 323

Incomingresourcesfromgeneratedfunds 1,221 193 153 1,567 1,511

Incomingresourcesfromcharitableactivities 3 3,236 661 3,897 3,544

Totalincomingresources 4,457 854 153 5,464 5,055

RESOURCESEXPENDEDCost of generating voluntary income 4 243 243 193

Investment management costs 4 13 41 54 51

Costsofgeneratingfunds 256 41 297 244

Charitableactivities 4 4,197 665 36 4,898 4,533

Governancecosts 4 191 191 133

Totalresourcesexpended 4,644 665 77 5,386 4,910

NETINCOME/(EXPENDITURE) before transfers and other gains & losses (187) 189 76 78 145

Transferbetweenfunds 13 36 (36)

Othergains 6 47 7 50 104 476

NETMOVEMENTINFUNDS (104) 160 126 182 621

TotalFundsat1Januar2007 3,768 4,468 5,198 13,434 12,813

Reclassication of opening balances 13 14 (14)

TotalFundsat31December2007 3,678 4,614 5,324 13,616 13,434

The notes on pages 21 to 32 form an integral part of these nancial statements.


22/36



Balanceas at 31 December 2007

Notes2007 2006

000 000

FIXEDASSETS

Tangible Assets 7 3,924 4,006

Investments 8 8,069 7,118

Totalxedassets 11,993 11,124

CURRENTASSETS

Stocks 9 129 73

Debtors 10 410 255

Short Term investments 1,895 2,829

Cash at Bank and in hand 59 51

2,493 3,208

CREDITORS - amounts falling due within one year 11 (870) (898)

NetCurrentAssets 1,623 2,310

NETASSETS 13,616 13,434

FUNDSoftheCharit

Endowment Fund 12 5,324 5,198

Restricted Funds 12 4,614 4,468

UNRESTRICTED

General Funds 13 2,232 2,448

Designated 13 1,446 1,320

TotalUnrestricted 3,678 3,768

TOTALFUNDS 14 13,616 13,434

Approved and authorised for issue by the Board of Trustees on 15 May 2008 and signed on its behalf by

ElspethHenderson(ChairmanoftheWorldBoard)

The notes on pages 21 to 32 form an integral part of these nancial statements.



Notes

2007 2006

000 000

Net cash (outow)/ inow from operating activities A (387) 22

Returns on investments and servicing of nance B 375 323

Capital expenditure and nancial investment C 20 (383)

Increase/(Decrease)incash D 8 (38)

NOTESTOTHECASHFLOWSTATEMENT

A)Reconciliationofnetincomingresourcestothenetcash(outow)/inowfromoperatingactivities

Net incoming resources 78 145

Exchange and revaluation movements 43 (77)

Less Investment income (375) (323)

Depreciation 106 102

(Increase)/Decrease in stock (56) 29

(Increase)/Decrease in debtors (155) 103

(Decrease)/Increase in creditors (28) 43

Netcash(outow)/inowfromoperatingactivities (387) 22

B)ReturnsonInvestmentsandservicingofFinance

Dividends received 279 248

Interest received 96 75

Total 375 323

C)CapitalExpenditureandFinancialInvestment

Purchase of tangible xed assets (24) (12)

Purchase of investments (2,440) (2,149)

Sale of investments 1,550 2,254

Decrease/ (Increase) in short term investments 934 (476)

Total 20 (383)

D)ReconciliationofNetCashFlowtoMovementinNetFunds Increase/(Decrease) in cash 8 (38)

(Decrease)/Increase in Short Term Deposits (934) 476

ChangeinNetFunds (926) 438

Net Funds brought forward 2,880 2,442

NetFundscarriedforward 1,954 2,880

E)AnalsisofchangesinNetFunds 1Januar 31December

2007 CashFlow 2007

000 000 000

Cash at Bank and in Hand 51 8 59Short Term deposits 2,829 (934) 1,895

Total 2,880 (926) 1,954

Cash Flowfor the year ended 31 December 2007


24/36



1. ACCOUNTING POLICIES1.1 Basis of accounting

The nancial statements have been prepared under the

historical cost convention, with the exception of listed

investments, which are included on market value basis.

The nancial statements have been prepared in accordance

with the Charity Commission for England and Wales Statement

of Recommended Practice on Accounting and Reporting by

Charities (SORP 2005), the Charities Act 1993 and applicable

United Kingdom accounting standards.

The particular accounting policies adopted by the Trustees aredescribed below and have been applied consistently throughout

the current year and preceding year.

1.2 Fund Accounting

Restricted Funds - these funds are subject to specicconditions imposed by the donors.

Endowment Fund - this is an expendable endowment fundestablished by a resolution of the World Conference in 1999.

Its aim is to provide a fund, the income of which can be usedto safeguard the continuing development, promotion and

expansion of WAGGGS.

General Funds - these are funds which are available foruse at the discretion of the World Board in the furtherance

of WAGGGS Object.

Designated Funds - these funds have been set aside outof General funds, at the discretion of the World Board, for

specic purposes. The Finance Committee reviews the status

and adequacy of the individual designated funds in relation

to the achievement of WAGGGS Strategic Goals and the need to

provide for activities which are held at different stages ofsthe Triennium.

1.3 Incoming ResourcesAll incoming resources are included in the accounts when the

charity is legally entitled to the income and the amount can

be quantied with reasonable accuracy. The following specic

policies apply to categories of income.

Quota income relates to the annual fee payable by MemberOrganizations as a condition of membership. This is

accounted for on a receivable basis, net of provisions.

Legacy entitlement is taken as the earlier of the cash beingreceived or estate accounts being settled.

Donations are accounted for where there is adequatecertainty of receipt.

Grants for specic purposes are recognized as income whenreceived and are shown as restricted income. The exception

to this rule is where grants are received with preconditions

attached, and where the preconditions have not been met

by the balance sheet date. Such grants are included in

creditors.

Investment income, primarily from dividends and interest,is included gross and accounted for when receivable.

Charitable trading income includes the sale of publications,uniform and other items purely for charitable purposes by

the World Bureau.

World Centres Operating Income consists primarily ofreceipts for board and lodging. This is accounted for on an

accruals basis.

Donated services, where material, measurable and readilyidentiable are included at the value of the service received

by the charity.

Notes to thefor the year ended 31 December 2007



Notes to thefor the year ended 31 December 2007 continued

1.4 Resources ExpendedAll expenditure is accounted for on an accruals basis and has

been classied under headings that aggregate all costs related

to the category, inclusive of any irrecoverable VAT.

The allocation of staff salaries and overheads not directly

attributable to a particular functional activity are apportioned

over the relevant categories on the basis of management

estimates of time spent by individual staff on various activities

in support of WAGGGS goals.

Cost of Generating Funds includes those expenses which are

directly attributable to the generation of funds. These includeInvestment Managers fees and the salaries and overheads

of the staff that directly undertake fundraising activities plus

allocated support costs.

Charitable Activities expenditure is allocated against goals and

activities on the basis noted above. Activities include:

Operational Support Services represent the central costsnot directly attributable to WAGGGS goals but are in

support of WAGGGS charitable activities. Further details of

items included in operational support are included in the

notes to the nancial statements.

Governance costs include the direct costs of theadministration of WAGGGS and compliance with

constitutional and statutory requirements including an

appropriate share of support costs. These costs include

audit, legal advice for trustees and costs associated with

Board meetings, the governance element of the World

Conference and the preparation of the statutory accounts.

Triennial Expenditure The cost of the World Conference andRegional Conferences which take place on a triennial basis,

are met from designated funds built up by annual transfers

from General Funds.

Pensions are provided through money purchase schemesand costs recognized when payments into those schemes

are due and payable.

1.5 Foreign Currencies

Assets and liabilities denominated in foreign currencies and

the results of overseas operations are translated at the rates

of exchange ruling at the balance sheet date. Exchange

differences arising from the retranslation of opening net

investment in overseas operations are dealt with as a

movement in the funds. Transactions in foreign currencies arerecorded at the rate ruling at the date of the transactions and

exchange differences are dealt with through the Statement

of Financial Activities.

1.6 Tangible Fixed Assets and DepreciationFreehold properties are stated in the balance sheet at cost,

net of depreciation with the exception of Our Cabaa in

Mexico which is based on the net book value of the building

at 30 September 1999. Freehold land is not depreciated. Other

tangible xed assets are stated at cost, net of depreciation.

Depreciation is provided in equal annual instalments over the

estimated useful lives of the assets as follows:

Freehold Buildings 50 years

Leasehold Buildings the length of the lease*

Leasehold improvements 20 years or length of remaininglease if shorter

Fixtures and ttings 5 years

Ofce equipment other than computers 5 years

Computer equipment 3 years

Database management system 5 yearsAll tangible xed assets are capitalised subject to a cost

threshold of 1,000.

*Where the length of the lease is in excess of 50 years an

impairment review is carried out each year to ensure xed

assets are not overvalued.

1.7 Investments

Investments listed on a recognized stock exchange are stated

at market value. Unrealized gains and losses arising from

the revaluation of the investment portfolio are shown in the

appropriate section of the Statement of Financial Activities.

1.8 Stocks

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

Cost comprises purchase of materials.

1.9 Taxation

No taxation is payable due to the charitable status of the

organization.


26/3623World Association of Girl Guides and Girl Scouts Registered Charity No. 306125

2. ANALySISOFINCOMEFROM Unrestricted Restricted Endowment Total Funds Total

GENERATEDFUNDS Funds Funds Fund 2007 2006

000 000 000 000 000

VoluntarIncome

Donations 37 37 120

World Thinking Day 177 177 234

Olave Baden-Powell Society 108 153 261 272

Regions 286 286 316

World Centres 238 193 431 246

Totalvoluntarincome 846 193 153 1,192 1,188

Investmentincome

Dividend income 279 279 248

Interest 96 96 75

Totalinvestmentincome 375 375 323

3. ANALySISOFINCOMEFROM Unrestricted Restricted Endowment Total Funds Total

CHARITABLEACTIVITIES Funds Funds Fund 2007 2006

000 000 000 000 000

Quota (Fees payable by Member Organizations) 1,669 1,669 1,669

World Centres Operating income 1,362 1,362 1,187

Sale of materials and goods 44 44 18

Grants for specic programmes 161 661 822 670

Totalincomeformcharitableactivities 3,236 661 3,897 3,544

4. ANALySISOFTOTALRESOURCESEXPENDED Unrestricted Restricted Endowment Total Total

Funds Funds Fund 2007 2006

000 000 000 000 000

CostofgeneratingFunds

Direct cost of generating funds 62 62 11

Fundraising management and support 181 181 182

Investment Managers Fees 3 41 44 41

Management of investments 10 10 10

Totalcostofgeneratingfunds 256 41 297 244





continued Funds Funds Fund 2007 2006

000 000 000 000 000

CharitableActivities

Goal1Leadership

Supporting and working with Member Organizations 167 68 235 233

Workshops/Seminars and Training 130 130 127

World Conference 30 30 12

Triennial Theme and Publications 9 9 1Supporting and working with Regions 7 7 8

Regional Conferences 67 67 5

World Centres - Operating Costs 807 67 874 681

Supporting and working with World Centres 103 103 92

Promoting WAGGGS 41 41 45

Total 1,361 135 1,496 1,204

Goal2Membership

Supporting and working with Member Organizations 378 393 771 1,100



Supporting and working with Regions 35 35 23

Regional Conferences 20 20 -




Charitable Trading 21 21 23

Total 1,127 434 1,561 1,727

Goal3Advocac

Supporting and working with Member Organizations 133 55 188 121



Triennial Theme and Publications

Supporting and working with Regions 7 7 5





Total 839 82 921 705




continued Funds Funds Fund 2007 2006

000 000 000 000 000

OperationalSupportServices

Supporting World Board 130 130 136

Regional Committees support 165 165 162


Olave Baden-Powell Society 45 36 81 72

General and Financial Management 323 14 337 488

Total 870 14 36 920 897

TotalExpenditureonCharitableActivities 4,197 665 36 4,898 4,533

Governance

World Board and Committees 48 48 37


Statutory Costs 116 116 84

Strategic Direction 2 2 2

Total 191 191 133

TotalResourcesExpended 4,644 665 77 5,386 4,910

Support costs not directly attributable to the charitable activities, generating funds and governance, have been allocated to each of the

categories shown below on the basis of estimated time and number of staff employed during the year on each of the relevant activities.




4. ANALySISOFTOTALRESOURCES Direct Direct Staff Support Total Total

ByCATEGORyOFEXPENDITURE Costs Costs Costs 2007 2006

000 000 000 000 000

Cost of Generating Funds 117 134 46 297 244

Goal 1 Leadership 927 485 84 1,496 1,204

Goal 2 Membership 1,053 405 103 1,561 1,727

Goal 3 Advocacy 487 360 74 921 705

Operational Support Services 66 629 225 920 897

Governance 123 50 18 191 133

TotalResourcesExpended 2,773 2,063 550 5,386 4,910

The support costs shown above comprise the cost of management time in overseeing these activities, ofce costs cover the cost

of the World Bureau and the Europe Ofce including maintenance and running of the ofces, personnel costs include staff training and

other central staff related expenses and IT and communication costs include all general IT support and other communication costs.

4. ANALySISOFSUPPORTCOSTS Management Ofce Personnel IT and Total

ByFUNCTIONALEXPENDITURE Costs Costs Costs Communication Support Costs

Costs 2007

000 000 000 000 000

Cost of Generating Funds 5 14 17 10 46

Goal 1 Leadership 10 26 31 17 84

Goal 2 Membership 12 33 36 22 103

Goal 3 Advocacy 9 23 27 15 74

Operational Support Services 27 66 84 48 225

Governance 2 5 7 4 18

TotalResourcesExpended 65 167 202 116 550



5. EMPLOyEES

2007 2006

Totalstaffcosts 000 000

Wages and salaries 1,926 1,828

Social security costs 228 194

Pension costs 93 76

Total 2,247 2,098

RemunerationpolicandbenetsThe Association bases its reward polices and strategies on the needs of the organization. Salaries are benchmarked against other

comparable organizations to ensure that it pays a suitable rate of pay to all the staff in relation to the environment in which they

work. The Association has a separate Group personal pension plan set up in 1998 with Norwich Union Life, which is a contributory

money purchase scheme to which the majority of staff belong. A small number of staff contribute to the money purchase

pension scheme with Save & Prosper Group Ltd., which commenced in 1984. The assets of both schemes are in independently

administered funds. Contributions totalling 2K (2006:2K) were payable at the year end and are included in the creditors.

Where appropriate the World Centres contribute to local pension arrangements for senior staff.

AveragenumberofFull-TimeEquivalentEmploees 2007 2006

Number

World Bureau 46 47

World Centres 46 46

Total 92 93

2007 2006

Thenumberofemploeeswhoseemolumentsasdenedfortaxationpurposes Number

amountedtoover60,000

80,001 - 90,000 1

70,001 - 80,000 1

60,001 - 70,000 3

Pension contributions of 22K were paid in 2007 (2006:5K) to employees earning more than 60,000 within the year.

The trustees did not receive any remuneration or benets in kind, other than the reimbursement of expenses. During the year

17 (2006:17) trustees were reimbursed for travelling and accommodation expense incurred on the Associations business which

amounted to 43K (2006:35K).

AuditorsRemuneration

Audit fees payable for the year ended 31 December 2007 were 33K (2006: 35K). No fees were payable for non audit work in the

year (2006: nil).



6. OTHERGAINS Unrestricted Restricted Endowment Total Funds Total

Funds Funds Fund 2007 2006

000 000 000 000 000

(Loss)/Prot on Sale of Capital Investments (2) (10) (12) 143

Unrealised Gains on Investments 17 60 77 483

Exchange and Revaluation Movements 32 7 39 (150)

TotalOtherGains 47 7 50 104 476

7.TANGIBLEFIXEDASSETS Freehold Leasehold Data

Land& Land& Furniture& Management

Buildings Buildings Equipment Sstem Total

000 000 000 000 000

CostorValuation

Brought forward 1 January 2007 715 4,354 592 130 5,791

Additions 24 24

Exchange difference (15) 14 (1)

Carriedforward31December2007 700 4,354 630 130 5,814

AccumulatedDepreciation

Brought forward 1 January 2007 465 710 527 83 1,785

Charge for year 14 31 35 26 106

Exchange difference (11) 10 (1)

Carriedforward31December2007 468 741 572 109 1,890

NetBookValue:

31December2007 232 3,613 58 21 3,924

31 December 2006 250 3,644 65 47 4,006

There were no disposals in the year.

The total value of land that is not depreciated is 55K.




8. INVESTMENTS Total Total

2007 2006

restated

000 000

Market value at 1 January 2007 7,118 6,623

Purchases at cost 2,440 2,149

Disposals at book value (1,562) (2,110)

Exchange difference (4) (26)

Net unrealized gain on revaluation 77 482

Marketvalueasat31December2007 8,069 7,118

Atthebalancesheetdate,theportfoliowasinvestedasfollows:

UK Equity shares 3,352 3,538

UK Fixed Interest Bonds and Deposits 2,823 1,908

UK Unit Trusts 214

Property Unit trusts 532 731

Overseas Mutual Funds 230 230

Overseas Fixed Interest Bonds and Deposits 13 10

Money Market Instruments 905 701

Marketvalueasat31December2007 8,069 7,118

There are no restrictions on the realization of any of the investments.

Investments listed on the UK Stock Exchange amount to 6,921K (2006:6,178K )

9. STOCK Total Total

2007 2006

000 000

Uniforms, publications, badges and souvenirs 119 64

Other 10 9

TotalStocks 129 73

10. DEBTORS Total Total

2007 2006

000 000

General debtors 307 214

Prepaid expenses 103 41

TotalDebtors 410 255

Outstanding quota payable by Member Organizations of 108K (2006: 96K) is included within general debtors. The World Board

has agreed rescheduled payment schemes with some Member Organizations in respect of their outstanding quota.



11. CREDITORS:AMOUNTSFALLINGDUEWITHINONEyEAR Total Total

2007 2006

000 000

Accounts payable 131 95

Owed to Member Organizations 14 71

Employees salaries provision 63 60

Deferred Income 167 246

Tax and Social Security 52 51

Other creditors 443 375

TotalCreditors 870 898

Employees salaries provision reserve represents monies set aside in lieu of pension contributions for employees who are notEuropean Union nationals, and which will be paid to them on termination of employment.

Deferred income relates to potentially refundable income received for future events.

12. ANALYSIS OF MOVEMENTS OF FUNDS Balance Incoming Outgoing Transfer Balance

2006 Funds Funds between 2007

Funds

000 000 000 000 000

WAGGGSEndowmentFund 5,198 203 (77) 5,324 RestrictedFunds comprise of the following unexpended balances on donations and grants given for specic purposes.

The purpose of each fund can be found on page 32.

WorldBureau

Property 1,753 (14) 1,739

Goal 1 Leadership 94 68 (68) 94

Goal 2 Membership 56 47 (22) 81

Goal 3 Advocacy 13 42 (55)

UPS Signature Programme 7 422 (334) 95

Tsunami and other disaster funds 37 9 (37) 9

World Conference and other travel grants 67 67

Other Donations 11 6 17

EuropeRegion 14 (14)

1,985 661 (530) (14) 2,102

WorldCentres

Pax Lodge Property 1,891 (18) 1,873

Pax Lodge Other donations 41 20 (7) (36) 18

Our Cabaa Property 359 (9) 350

Our Cabaa Other donations 20 60 (37) 43

Our Chalet 118 32 (18) 132

Sangam 54 88 (46) 96

2,483 200 (135) (36) 2,512

TotalRestrictedFunds 4,468 861 (665) (50) 4,614




ANALYSIS OF MOVEMENTS OF FUNDS Balance Incoming Outgoing Transfer Balance

continued 2006 Funds Funds between 2007

Funds

000 000 000 000 000

13. UNRESTRICTEDFUNDS

General 2,448 3,960 (4,058) (118) 2,232

DesignatedFunds - comprise of the following funds which have been set aside to cover specic costs.

The purpose of each fund can be found on page 32.

Conferences and Roundtables 338 16 354Regional Funds 395 401 (356) 14 454

Property Maintenance 279 143 (230) 1 193

Specic Goal related activities 148 - (8) 140

IT enhancement 24 - 4 28

Others 136 141 277

TotalDesignatedFunds 1,320 544 (586) 168 1,446

TotalUnrestrictedFunds 3,768 4,504 (4,644) 50 3,678

The transfer of funds from Restricted to Unrestricted of 36K in the year relates to expenditure which has been supported

by restricted donations. The reclassication of opening balances of 14K between Restricted and Designated Funds within

the Europe Region is due to grant classication which has been claried in 2007.

14. ANALYSIS OF NET ASSETS BETWEEN FUNDS Tangible Net Current

Fixed Assets Investments Assets Total

000 000 000 000

Endowment 5,324 5,324

Restricted 3,924 527 163 4,614

General 877 1,355 2,232

Designated 1,341 105 1,446

3,924 8,069 1,623 13,616


35/36

The prime purpose of the Restricted and Designated funds shown on pages 30 and 31 and the estimated timeframe in which these

funds are expected to be utilised are shown below.

NameofFund Purpose Periodtobeused

RestrictedFunds

Property To be used for the up keep of the World Bureau. Over the period of the remaining lease

Goal 1 Leadership Primarily for workshops, seminars and training. Within 1 to 2 years

Goal 2 Membership Primarily for workshops, seminars and training. Within 1 to 2 years

Goal 3 Advocacy Primarily for workshops, seminars and training. Within 1 to 2 years

UPS Signature Programme Major project on volunteerism. Within 1 year

Tsunami and other disaster funds Specic funds to aid disaster areas. Within 1 year

Other Donations Includes an amount to deal with emergencies Within 1 to 2 years

and other strategic related issues not specically

in relation to Goals.

WorldCentres

Pax Lodge and Our Cabaa - Property To be used for the up keep of the Centres. Over the period of the remaining

lease or life of the property

World Centres other Restricted funds Primarily for the provision of scholarships and Between 1 and 3 yearssupport for training events held the Centres.

DesignatedFunds

Conferences and Roundtables These funds cover events such as World and Between 1 and 3 years

Regional Conferences which may take place only

once in the triennium and the fund is built up

evenly over the triennium for use in the triennium.

Regional Funds These are funds given to support WAGGGS activities Between 1 and 3 years

and have been allocated to specic regions to use

within the region.

Property Maintenance Funds set aside for major maintenance of the Between 1 and 5 years

World Bureau and World Centres.

Specic Goal related activities Funds set aside for approved activities within the Within 2 years

Strategic plan which span more than one year.

IT enhancement Provision to upgrade IT equipment etc. Within 1 to 2 years




36/36

The Princess Benedikte AwardeesVibeke Riemer

Lars Kolind

Helen Laird

Ole Nrregaard

Elinor Ferdon

Martha Smith

Irene Graevenitz

Kata Jouhki

Sheikha Jawaher Bint Mohammed Al-Qassimi

Our many supporters including

Many volunteers serving on Committees,

task groups, training pools etc.

Friends of the World Centres, Regions and WAGGGS

International Scout and Guide Fellowship

Member Organizations

Olave Baden-Powell Society

World Foundation for Girl Guides and Girl Scouts Inc.

And our many partners including

Academy for Educational Development

Cambridge University

Carpe Vitam

Design Group International

Exeter University

Food and Agricultural Organization of the United Nations

International Community of Women living with HIV/AIDS (ICW)

John Ellerman Foundation

Lord Cozens-Hardy Charitable Trust

Soroptimist International

UPS Foundation

UNAIDS

UNIFEM

UNFPA

Vital Voices Global Partnership

Regional Centre for Quality of Health Care (Uganda)

Thank you

2007 wagggs report and financial statements

Documents