WSB Consolidated Financial Statements as 30 September 2011 by World Organization of the Scout Movement

Finances

consolidated FINANCIAL STATEMENTS AS AT 30 SEPTEMBER World Scout Bureau

ÂŠ WSB Inc. / Nuno Perestrelo

2011

Our Mission

The mission of Scouting is to contribute to the education of young people, through a value system based on the Scout Promise and Law, to help build a better world where people are self-fulfilled as individuals and play a constructive role in society.

consolidated FINANCIAL STATEMENTS AS AT 30 SEPTEMBER 2011 World Scout Bureau

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F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

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F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

CONSOLIDATED BALANCE SHEET AS AT 30 SEPTEMBER 2011

Notes

30.09.2011

30.09.2010

CHF

CHF (restated)

4,028,361

4,693,520

193,147

380,103

198,836

99,425

100,040

334,031

300,207

14,830

20,572

4,856,750

5,506,322

1,718,338

1,879,335

Fixed assets

690,493

772,240

Financial Assets

1,788,679

985,647

Investments

1,941,413

Total non-current assets

2,479,172

3,699,300

TOTAL ASSETS

9,054,260

11,084,957

ASSETS Current assets Cash and short-term deposits

Securities Accounts receivable Amounts due from related parties

Prepayments and accrued income Inventories Total current assets

Restricted non-current assets Non-current assets

See the accompanying notes

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CONSOLIDATED BALANCE SHEET AS AT 30 SEPTEMBER 2011

Notes

30.09.2011

30.09.2010

CHF

CHF (restated)

Registration fees received in advanced

339,672

400,857

Accounts payable

218,127

337,240

LIABILITIES AND FUNDS Current liabilities

Short term loan

289,710

396,397

Provisions

58,173

189,163

926,789

696,866

13,836

33,283

1,846,307

2,053,806

1,835,834

992,026

890,020

1,722,376

1,863,681

Real Estate Funds

184,240

200,472

Funds held in trust

134,613

133,773

3,033,255

3,087,946

4,174,698

4,107,371

9,054,260

11,084,957

Accrued liabilities and deferred income Amounts due to related parties

Total current liabilities Non-current liabilities Long term loan

Total non-current liabilities Restricted Funds Restricted income funds (Projects)

Restricted endowment funds

Total restricted funds Own Funds

TOTAL LIABILITIES AND FUNDS

See the accompanying notes

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2011

CONSOLIDATED STATEMENT OF OPERATIONS FOR THE YEAR ENDED 30 SEPTEMBER 2011 Notes

2011/2010

2010/2009

CHF

CHF (restated)

4,110,230

4,427,444

267,991

306,571

Contribution World/Regional Scout Foundation

2,772,144

2,761,656

Restricted revenue (Projects)

2,407,249

1,246,229

Other donations

1,384,077

1,688,977

54,243

300,994

183,549

592,834

11,179,483

11,324,705

General Management

5,114,019

5,603,476

Education and Development

690,370

874,313

Operations Service

2,417,956

2,681,119

2,247,334

1,135,570

232,249

229,991

101,912

131,735

49,972

10,803,840

10,706,176

375,643

618,259

49,840

96,595

-329,435

-199,495

Result on investment

1,347

331,654

Exchange gain/(loss)

-9,731

-123,502

-287,979

105,252

87,664

723,781

Allocation

-2,407,249

-1,257,874

Use

2,386,912

1,130,736

67,327

596,643

- registration fees risk reserve

172,030

15,556

- operational risk reserve

622,322

-40,000

74,618

51,905

-936,297

-624,104

OPERATIONAL INCOME Registration fees

Regional registration fees

Utilisation of provisions Other operational income Total operational income OPERATIONAL EXPENDITURE

Restricted charges (projects) Expenditure for Field Activities Depreciation

Creation to provisions Total operational expenditure

INTERMEDIATE SURPLUS NET FINANCIAL INCOME Financial income Financial costs

NET FINANCIAL SURPLUS / (DEFICIT) OPERATING SURPLUS CHANGES IN RESTRICTED FUNDS

NET SURPLUS OF THE YEAR BEFORE ALLOCATIONS / WITHDRAWALS (Allocation to) / Withdrawal from

- future events and other reserves - other unrestricted reserves SURPLUS OF THE YEAR AFTER ALLOCATIONS / WITHDRAWALS

See the accompanying notes 8

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CONSOLIDATED STATEMENT OF CHANGES IN FUNDS FOR THE YEAR ENDED 30 SEPTEMBER 2011 Opening balance 01/10/09 CHF

Restatement 01/10/09 CHF Note 2 v

Internally generated income

Allocation (external)

CHF

Closing balance 30/09/10

Internal fund transfers

Use (external)

CHF

CHF (restated)

Restricted Funds Restricted endowment Fund - Sonia Maguire Fund

1,262,069

48,499

-92,791

-48,499

1,169,278

717,804

25,110

-44,801

-25,110

673,003

-5,608

21,400

- Bea Campbell Fund - Universal Fund

26,714

294 1,257,874

Earmarked funds (Projects)

949,921

Real Estate Funds

212,691

-12,219

200,472

Funds held in trust

134,623

-850

133,773

Total restricted funds

3,303,822

73,609

1,258,168

-43,112

-193,773

-1,274,663

-1,353,880

890,020

3,087,946

Own funds Unrestricted - Registration fees risk reserve

312,333

- Operational risk reserve

622,322

40,000

662,322

- Future events and other reserves

746,352

-51,905

694,447

Other unrestricted reserves

848,136

981,585

624,104

2,453,825

-35,928

632,571

-596,643

2,529,143

945,657

632,571

Surplus (deficit) for the year Total own funds

-15,556

Opening balance 01/10/10

Internally generated income

Allocation (external) CHF

296,777

4,107,371

Closing balance 30/09/11

Internal fund transfers

Use (external)

CHF

1,169,278

35,551

-86,077

-35,551

1,083,201

673,003

18,370

-55,161

-18,370

617,842

-80

21,333

Restricted Funds Restricted endowment Fund - Sonia Maguire Fund - Bea Campbell Fund - Universal Fund

21,400

13 2,407,249

Earmarked funds (Projects)

890,020

Real Estate Funds

200,472

-16,232

184,240

Funds held in trust

133,773

840

134,613

Total restricted funds

3,087,946

53,921

2,407,262

-57,909

-214,539

-2,247,334

-2,301,335

992,026

3,033,255

Own funds Unrestricted - Registration fees risk reserve

296,777

-172,030

124,747

- Operational risk reserve

662,322

-622,322

40,000

- Future events and other reserves

694,447

-74,618

619,829

2,453,825

936,297

3,390,122

Other unrestricted reserves Surplus (deficit) for the year Total own funds

0 4,107,371

67,327

-67,327

67,327

2011

0 0

4,174,698

The content of Restricted funds and unrestricted reserves are explained in Note 2o and 2p The table Own funds by Regions is disclosed under Note 13. (See the accompanying notes) c o n s o l i d at e d

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CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2011 Notes

2011/2010

2010/2009

CHF

CHF (restated)

Cash flow from operations Result of the year

67,327

596,643

Depreciation

101,912

131,735

Increase (Decrease) of provisions

-130,990

-251,022

Impairment / (Reversal) Picarquin SA

-713,315

-11,190

277,899

(Increase) Decrease of Securities

193,147

5,405

(Increase) Decrease of Accounts receivable

-180,426

196,603

5,213

-135,980

Translation (losses) / gain

(Increase) Decrease of Prepayments & accrued income (Increase) Decrease of Amounts due from related parties (Increase) Decrease of Inventory Registration fees received in advanced

615

65,479

5,742

94,914

-61,185

355,814

Accounts payable, other liabilities

-120,459

-11,904

Accrued Liabilities & deferred income

274,355

31,479

-19,447

-100,577

102,006

-59,901

-840

-850

225,780

482,422

2,093,290

European Investment Fund

-980,887

Investments in fixed assets

-60,821

-161,495

1,051,582

-161,495

-1,835,834

-106,687

220,730

-1,942,521

220,730

-665,159

541,657

Opening balance as of 1st October

4,693,520

4,151,863

Closing balance as of 30 September

4,028,361

4,693,520

Increase (Decrease) in cash and short-term deposits

-665,159

541,657

Amounts due to related parties Earmarked funds (Project) Funds held in trust

Total cash flow from operations Cash flow from investing activities Rentas Picarquin SA

Total cash flow from investing activities Cash flow from financing activities (Decrease) in long term loan Increase / (Decrease) in short term loan

Cash flow from financing activities Increase (Decrease) in cash and short-term deposits CASH AND SHORT-TERM DEPOSITS

See the accompanying notes

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NOTES TO CONSOLIDATED FINANCIAL STATEMENTS AS AT 30 SEPTEMBER 2011 1. Presentation The World Scout Bureau (WSB) is the Secretariat of the World Organisation of the Scout Movement (WOSM). The Bureau is directed by the Secretary General of the WOSM, who is appointed by the World Scout Committee and is the chief administrative officer of the World Organization. It has the legal form of an association under Article 60 and following of the Swiss Civil Code. The Bureau’s key tasks are to: •

Support the volunteer members of the World Movement’s governance bodies to lead and inspire the global Scout membership of 30 million young people;

•

Support the capacity building of the NSOs so that they provide effective Scouting in their countries; and

•

Promote the development of Scouting in countries where it does not exist.

The Bureau also supports the promotion of Scouting at all levels, assists the organization of global and regional Scout events such as world and regional jamborees; and maintains relations with international organizations whose activities are concerned with youth matters.

2. Accounting policies a. Basis for preparing the financial statements The accounting principles and presentation of the financial statements of the World Scout Bureau have been prepared in accordance with the requirements of the Swiss Code of Obligations and the Swiss GAAP RPC/FER.

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The financial statements have been prepared using historical cost principles and are presented in Swiss francs. The WSB financial statements were prepared by the Secretary General and the management and approved by the World Scout Commitee on 24th March 2013.

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2011

b. Scope of the financial statements As per WOSM Constitution, the offices listed below are branches and controlled by the WSB and their financial statements fully consolidated in the consolidated financial statements.

Control exists when the WSB has the power, directly or indirectly, to govern the financial and operating policies of an entity.

Region

Offices

1) Central Office

Geneva, Switzerland

2) Africa Region

Kenya

3) Arab Region

Egypt

4) Asia-Pacific Region

Philippines

5) Eurasia Region

Ukraine

6) Europe Region

Switzerland, Belgium

7) Inter-America Region

Panama

The accounts of the European Region include the Europe Regional Office, the Bureau EuropĂŠen du Scoutisme ASBL (independent legal entity) in Belgium and the Fund for European Scouting. The purpose of this fund is to help finance the activities of WSB in Europe.

All Inter-office transactions and balances between offices, and any unrealized gains from such transactions have been eliminated. During 2011-12, the scope of consolidation changed due to the sale of the participation in Rentras Picarquin SA, Santiago Chile.

The accounts of the Central Office include the Sonia Maguire Legacy Fund, the Bea Campbell Memorial Fund and the Universal Fund. The general purpose of these funds is to enhance the development of Scouting in less privileged countries.

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c. Foreign currency conversion Foreign currencies have been converted at rates prevailing as at balance sheet date for the balance sheet and at the average rates for transactions during the year in foreign currencies. Transfers of funds from the Central Office to Regional Offices have been converted into Swiss Francs at the rates prevailing at the date of the operation. Exchange rate differences are recognized in the statement of operations in the period in which they arise.

The financial statements for the regional offices are converted into Swiss Francs as follows: Assets and liabilities are converted into Swiss Francs at closing exchange rates; Statement of operations are converted at the average exchange rates of the year.

The following exchange rates against Swiss Francs have been used to translate consolidated financial statements

2010/2011

2009/2010

Closing Exchange Rate

CHF/USD

0.89704

0.97607

Average Exchange Rate

CHF/USD

0.90180

1.05520

Closing Exchange Rate

CHF/EUR

1.21976

1.32853

Average Exchange Rate

CHF/EUR

1.25710

1.42951

d. Cash and short-term deposits

g. Inventories

Cash and short-term deposits include cash holdings, postal check, bank accounts holdings at Central Office and Regional Offices, and Short term deposits with a maturity of less than three months which are valued at the nominal value. Cash received for projects is considered as restricted.

Inventories are stated at the lower of cost or net realisable value, after deducting corrections to the necessary value.

e. Securities Securities are valuated at actual value as per bank statement.

f. Accounts receivable

h. Restricted non-current assets Restricted non current assets include the restricted current assets of the endowment funds maintained by the World Scout bureau (Sonia Maguire Legacy Fund, the Bea Campbell Memorial Fund and the Universal Fund). The main position concerns current accounts with banks valuated at the nominal value and bonds valuated at fair value.

Accounts receivable are reported at face value net of value adjustments to cover collection risk.

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i. Fixed Assets Fixed assets are capitalized at cost less accumulated depreciation. Depreciation is calculated on a straight line basis over the expected useful lives of the assets.

The carrying amounts of the WSB’s fixed assets are reviewed at each balance sheet date to determine whether there is any indication of impairment. If any indication exists, the asset’s recoverable amount is estimated.

Depreciation Period

Term

Buildings

20 to 50 years

Furniture & equipment

7 years

Vehicles

7 years

Computers & Audio Visual Equipment

3 years

j. Financial assets

o. Restricted Funds

Financial assets are valuated at actual value for investments and nominal value for deposits (guarantees)

k. Investments Investments are recognized using the equity method less any provisions for permanent impairment.

l. Loans payable Loans are reported at nominal value.

m. Provision A provision is recognized when the organisation has a present obligation (legal or constructive) as a result of past event, when it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and when a reliable estimate can be made of the amount of obligation.

deferred income Accrued liabilities correspond to costs incurred by the WSB for which no invoices have been received at year-end. These costs are recorded based on management’s best estimate of future cash outflows. Deferred income represent payments receipt in advance for registrations fees.

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b) Restricted endowment fund. The WSB maintains three funds which are held and maintained separately from the WSB accounts because of the funds stipulations. They receive allocations of the Fund’s income from which grants to the WSB are paid. The three funds are Sonia Maguire Legacy Fund, the Bea Campbell Memorial Fund and the Universal Fund. The general purpose of these funds is to enhance the development of Scouting worldwide, particularly in less privileged countries. c.) Real Estate fund consist of a condominium in Manila, Philippines.

n. Accrued liabilities and

a) Restricted funds (Projects) consist of restricted funds granted for specific project activities. These funds either cover current obligations for specific projects or activities still in progress at year end or need to be used for implementing the same project activities in the next year subject to approval by donor.

d) Funds held in trust are funds detained by the Central Office on behalf of the Africa Scout Foundation.

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p. Own Funds a) Registration Fees risk reserve: this reserve should be used to assist National Scout Organizations which are facing difficulties with the payment of their annual registration fees. b) Operational Risk Reserve covers the risks of exchange rate variations.

s. Contributions, donations and other income Contributions and receipts of funds donated for specific purposes follow the cash receipts method. At the year-end, the unspent resources are deferred (Transfer to/from Projects). Other income including revenues are recognised on accrual basis and registered in the period to which they relate.

c) Future Events Reserve : this reserve is undertaken in anticipation of events taking place.

t. Expenditure recognition

d) Unrestricted reserve : this reserve correponds to surplus income from previous years that is not allocated to specific reserves.

All expenses are accounted for on an accrual basis.

u. Forward contracts The European Regional Office uses forward currency contract to secure exchange rates used for the budget, as most of their income is received in USD.

q. Related parties Related parties are:

These transactions are valued according to the lower of cost or market principle.

•

World Scout Foundation, Geneva, Switzerland

•

Regional Scout Foundations

v. Restatement

•

National Associations

•

SCORE Intl. (World Scout Shop)

As a result of the creation of the European Investment Fund (EIF) (note 8), it appeared that funds managed by the European Scout Foundation originating from the Fund for European Scouting (FES) belong to the European Regional Office and corrections were required in order to properly present the prior year figures. The 2010 figures have been restated accordingly.

r. Registration fees In application of the decision taken by the World Scout Committee, the World Scout Bureau follows the cash receipts method for the recognition of members’ registration fees (current and arrears) and supplementary revenues.

The own funds of the Arab regional office were restated for CHF 39,990 due to previous year in kind donation.

2010 as reported

Restatement EIF

Restatement Arab Reg.

2010 as restated

CHF

Prepayments and accrued income

339,244

-39,037

300,207

Fixed assets

770,383

1,857

772,240

Financial Assets

Accrued liabilities and deferred income Own Funds

985,647

595,872

Depreciation

129,727

Financial costs

-168,234

Exchange gain/(loss)

-123,881

Other unrestricted reserves

-660,032

c o n s o l i d at e d

985,647

694,056 3,161,714

Other operational income

985,647

F INANCIAL

2,810

696,866

-39,990

4,107,371

-3,038

592,834

2,008 -31,261

31,261

STATE M ENTS

131,735 -199,495

379

-123,502

4,667

-624,104

SE P TE M B E R

2011

3. Tax exemption The World Scout Bureau is exempt from tax on local, cantonal and federal income tax and wealth tax, according to Article 9, 1 F) and 3 on the Law on taxation of legal persons (LIPM). The status from exemption was renewed on December 4, 2009 for a period of ten years.

4. Cash and short-term deposits

Geneva Main Office

Cash and bank

Africa

Arab

Asia - Pacific

Eurasia

Europe

CHF

1,776,529

234,963

CHF

91,467

108,477

15,445

525,663

92,912

2,845,456

3,025,601

663,877

93,515

757,392

1,187,073

220,128

4,446

200,939

425,513

480,846

1,996,657

234,963

759,790

402,931

15,445

525,663

92,912

4,028,361

4,693,520

Bank short-term deposits Bank short-term deposits/restricted

Inter - America

Total 30.09.2011

5. AMOUNTS DUE FROM RELATED PARTIES Total 30.09.2011

World Scout Foundation

CHF

35,293

Regional Scout Foundations SCORE International (World Scout Shop)

9,817

39,663

20,953

11,092

14,652

1,666

Funds for European Scouting National Associations Others

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Total 30.09.2010

66,329

99,425

100,040

SE P TE M B E R

2011

Total 30.09.2010

6. Restricted Funds Under this item is shown the balance sheet and the result of the year of the Sonia Maguire and Bea Campbell Funds and the Universal Fund. The securities are recorded at the market value.

RESTRICTED FUNDS

The objective of these funds is to enhance the development of Scouting worldwide, particularly in less privileged countries.

SONIA MAGUIRE

BEA CAMPBELL

UNIVERSAL FUND

Total 2011

Total 2010

CHF

9,090

157,917

7,343

174,350

199,239

773,734

475,767

1,249,501

1,352,864

13,990

14,081

13,989

9,352

2,450

11,802

19,740

ASSETS Cash & Banks Securities Accounts Receivable Deferred income Loans Total Assets

Loan S. Maguire to World Scout Bureau

326,562

351,458

1,118,751

636,212

21,333

1,776,296

1,937,290

-43,974

Current Account U Fund/World Scout Bureau Restricted non-current assets

1,074,777

636,212

-43,974

-13,985

-13,980

7,348

1,718,338

1,879,335

53,921

73,609

1,667,938

1,814,885

21,399

26,714

LIABILITIES Accounts Payable Capital

35,551

18,370

1,066,918

601,020

Reserve

Result of the year Total Liabilities

Current Account/World Scout Bureau Endowment Funds

Initial value in US Dollars of the capital

c o n s o l i d at e d

16,281

16,822

-66

33,037

22,082

1,118,751

636,212

21,333

1,776,296

1,937,290

-35,551

-18,370

-53,921

-73,609

1,083,200

617,842

21,333

1,722,376

1,863,681

1,189,377

670,004

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2011

7. Fixed Assets Geneva Main Office

Africa

Arab

CHF

Cost at beginning of period

Translation Difference

Cost end of period

Accumulated Depreciation beginning of period

Asia - Pacific

Eurasia

Europe

Inter - America

Total 30.09.2011

Total 30.09.2010

CHF

200,472

212,691

-16,232

-12,218

184,240

200,473

-154,358

-146,751

Depreciation for the year

-7,408

-17,337

Translation Difference

12,537

9,729

Accumulated Depreciation end of period

-149,229

-154,359

35,011

46,114

Cost at beginning of period

128,942

358,692

656,313

1,143,947

1,150,092

Translation Difference/restatement

-6,795

-29,042

-53,140

-88,977

1,714

Cost end of period

122,147

329,650

603,173

1,054,970

1,151,806

Accumulated Depreciation beginning of period

-128,941

-358,692

-127,389

-615,022

-637,898

Depreciation for the year

-306

-6,879

-7,185

-7,862

Translation Difference/restatement

10,442

29,042

10,352

49,836

22,979

Accumulated Depreciation end of period

-118,805

-329,650

-123,916

-572,371

-622,881

3,342

479,257

482,599

528,925

516,801

247,733

196,142

210,513

54,809

302,159

236,762

1,764,919

1,654,816

8,697

10,525

18,870

2,296

1,916

30,328

1,235

73,867

161,495

Fixed Assets, restricted

Lands & Buildings

Furniture, Fixtures, equipment Cost at beginning of period Addition for the year Sales of the year

-13,046

Liquidations for the year

-6,617

Translation Difference

-13,046 -

-14,333

-267,768

-1,094

-289,812

-20,045

-15,980

-17,057

-4,372

-4,510

-19,171

-81,135

-30,892

Cost end of period

518,881

225,167

199,032

195,752

38,020

60,209

217,732

1,454,793

1,772,371

Accumulated Depreciation beginning of period

-449,579

-220,126

-141,093

-204,833

-34,021

-288,988

-230,410

-1,569,050

-1,509,844

-31,732

-10,062

-18,335

-2,306

-4,540

-14,372

-5,972

-87,319

-109,178

14,333

267,768

1,094

289,812

17,807

11,520

16,598

2,704

4,290

18,681

71,601

32,612

-474,694

-199,335

-147,908

-190,541

-21,524

-31,302

-216,607

-1,281,910

-1,575,170

44,187

25,832

51,124

5,211

16,496

28,907

1,125

172,883

197,201

44,187

25,832

51,124

43,564

16,496

28,907

480,382

690,493

772,240

67,222

27,606

55,049

51,796

20,788

13,172

536,607

772,240

Depreciation for the year Sales of the year

13,046

Liquidations for the year

6,617

Translation Difference/restatement Accumulated Depreciation end of period

Net value as at 30th September 2010 Net value as at 30th September 2009

13,046

The house located Avenida Ricardo Lyon 1085, Santiago, Chile, was sold on 9th February 2012 for Chilean Pesos 426,416,620 (or USD 890,223 at the exchange rate prevailing at the date of the transaction). On 4th July 2012, the amount of USD 709,055.56 was transferred to the Boy Scout of America in favour of the Inter-America Scout Foundation.

-13,048

c o n s o l i d at e d

F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

11,240

8. Financial assets Financial assets include mainly the EIF (European Investment Fund) funds managed by the European Scout Foundation on behalf of the European Office for CHF 1,749,014.

The fund was created in December 2010. The asset of the fund is a medium to long-term investment portfolio composed of bonds, money and equity market funds.

9. Investments As at 30.09.2010, the WSB owned 76.5% in Rentas Picarquin SA, Santiago, Chile, and was consolidated using the equity method.

In 2010-2011, the final settlement of this operation showed a surplus of CHF 1,347.

The sale of the entire participation in Rentas Picarquin SA on 16 December 2010 generated a positive result of CHF 331,654 (recorded in the 2009-2010 financial statements).

10. Amounts due to related parties 30.09.2011

30.09.2010

CHF

18,217

Regional Scout Foundations

World Scout Foundation

7,222

7,034

National Associations

6,165

362

449

7,670

13,836

33,283

Others

c o n s o l i d at e d

F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

11. Loans This short-term loan corresponds to a loan granted by the Sonia Maguire fund to the InterAmerican Office for the Rentas Picarquin project.

SHORT TERM LOANS

Following the sale of Rentas Picarquin, this loan was reimbursed to the Sonia Maguire fund in July 2012.

30.09.2011 CHF

CHF

396,397

289,710

1,520,601

Banks Chile Picarquin/S. Maguire

30.09.2010

LONG TERM LOANS Banks Chile Picarquin/S. Maguire

315,233

Total

1,835,834

12. Provisions Restructuring provisions Inter-America

30.09.2009 Creation Utilisation Variation of conversion 30.09.2010

Other Provisions Europe

Asia-Pacific

CHF

250,106

194,306

4,332

448,744

49,972

-172,922

-123,740

-4,332

-300,994

-5,147

-3,412

122,009

67,154

189,163

-130,990

Creation Utilisation

-54,243

Variation of conversion 30.09.2011

Total

-8,559

-9,613

58,153

58,173

Restructuring provision: this provision concerns the future cash outflow related to the closing of the Inter-America Office in Santiago, Chile.

c o n s o l i d at e d

F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

13. Own funds by Region 30.09.2011

30.09.2010

CHF

CHF (restated)

Central Office

773,119

793,349

Africa

144,691

137,857

Arab

698,292

566,482

33,776

42,210

Asia-Pacific Eurasia Europe *)

18,403

20,899

2,060,688

2,314,911

445,729

231,663

4,174,698

4,107,371

Inter-America Total own funds

932,027

*) including Fund for European Scouting *) including European Investment Fund

1,749,014

In 2010-2011, the fund for European Scouting was transferred to European investment Fund (EIF). The EIF os managed by the European Scout Foundation.

14. Pension plan The World Scout Bureau staff based in Switzerland is insured against the economic consequences of old age, invalidity and death, according to the provision of the Federal Law for occupational benefits, old age and survivors (LPP), by CIEPP, Caisse Inter-Entreprises de

PrĂŠvoyance Professionnelle. According to the defined contribution plan, the employees and the employer pay determined contributions. The annual contributions to the pension plan are recorded during the period to which they relate.

30.09.2011

30.09.2010

CHF

Contributions paid

406,393

398,063

Pension benefit expenses

406,393

398,063

31.12.2010

31.12.2000

5,337,823

5,330,657

102.9%

102.3%

Vested benefits Capital ratio

Economic part of the entity as of 1.1 Economic part of the entity as of 31.12

CIEPP is a collective institution. In accordance with the solidarity principle of the pensionâ&#x20AC;&#x2122;s dispositions, no deficit or surplus of coverage can be established on a pro-rata basis for the WSB. At closing date, the capital ratio is 102.9%

c o n s o l i d at e d

F INANCIAL

The Executive staff of Regional Offices based abroad benefits from a similar plan with the Zurich Life and Zurich International Life.

STATE M ENTS

SE P TE M B E R

2011

15. REGISTRATION FEES Requested as at 01.10.10

COUNTRY

Fees

Arrears

Fee

CHF

426

ALGERIA

Total paid

Arrears

ALBANIA 4,967

ANGOLA

4,967

3,837

ARGENTINA

29,339

ARMENIA

29,339

0 29,339

29,339

58,678

765

AUSTRALIA

65,501

AUSTRIA

11,121 413

413

AZERBAIJAN

413

BAHAMAS BAHRAIN BANGLADESH BARBADOS BELARUS BELGIUM

6,764

BELIZE

940

1,686

48,743

2,202

725

91,054

97,818

1,403

91,054

6,764

1,403

BENIN BHUTAN BOLIVIA BOSNIA-HERZEGOVINA BOTSWANA

596

3,279

270

2,749

2,479

759

2,895

1,441

BRAZIL

759

32,862

BRUNEI

2,895

4,336

32,862

1,856

BULGARIA

1,297

BURKINA FASO

300

CAMBODIA

444 460

CANADA

1,297

300

BURUNDI

CAMEROON

1,297

300

300 0

897

444

136,325

460

136,325 312

CHAD

300

CHILE

68,742

23,233

CAPE VERDE

CHINA, Scouts of COLOMBIA COMORO IS.

46,951

5,828

312

CONGO, DEM REP.

46,951 5,828

410 0

300

COSTA RICA

3,261

COTE D'IVOIRE

1,414

3,261

6,522 1,414

CROATIA

3,413

CYPRUS

3,630

478,518

535,842

Sub-to tal

Paid as at 30.09.11

c o n s o l i d at e d

126,366

536,365

57,324

F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

15. REGISTRATION FEES (CONTINUED) Requested as at 01.10.10

COUNTRY

Brought forward

Paid as at 30.09.11

Total paid

Arrears

Fees

Arrears

Fee

CHF

126,366

536,365

57,324

478,518

535,842

CZECH REPUBLIC

18,211

DENMARK

48,455

DOMINICA DOMINICAN REP.

672

2,104

4,215

2,104

ECUADOR

1,784

EGYPT

1,784

2,004

849

300

600

33,088

28,445

2,004

EL SALVADOR ESTONIA

849

ETHIOPIA

300

FIJI

300

1,373

FINLAND

33,088

FRANCE

67,736

GABON

2,287

67,736 2,287

2,287

2,337

GAMBIA

300

600

GEORGIA GERMANY GHANA

365

126,272

300

GREECE

3,785

14,570

300 3,785

14,570

18,355

GRENADA

1,034

2,068

5,070

GUATEMALA

5,070

GUINEA

393

854

GUYANA

393

312

HAITI

761

HONDURAS

761

312

761

1,522

80,215

5,428

10,856

1,603

65,876

914

HONG KONG

80,215 5,428

HUNGARY

5,428

ICELAND

5,428

1,603

INDIA

65,876

INDONESIA

110,000

93,040

IRELAND

36,687

ISRAEL

20,902

100,385

182,299

JORDAN

6,858

KAZAKHSTAN

1,045

ITALY JAMAICA

1,609

3,778

JAPAN

KENYA

1,609

36,687

1,609

20,266

KIRIBATI

415

KOREA

186,249

5,757

358

KUWAIT LATVIA LEBANON

Sub-to tal

c o n s o l i d at e d

9,209

264,248

1,733,866

178,246

F INANCIAL

STATE M ENTS

9,209

1,514,322

SE P TE M B E R

1,692,568

2011

15. REGISTRATION FEES (CONTINUED) Requested as at 01.10.10

COUNTRY

Total paid

Arrears

Fees

Arrears

Fee

CHF

264,248

1,733,866

178,246

1,514,322

1,692,568

LESOTHO

312

624

LIBERIA

300

600

9,703

429

763

1,383

2,766

5,824

901

1,802

Brought forward

LIBYA LIECHTENSTEIN LITHUANIA

1,383

LUXEMBOURG

1,383

5,824

MACEDONIA, tFYRo

901

MADAGASCAR

300

MALAWI

300

MALAYSIA

44,610

MALDIVES

2,293

MALTA

44,610

2,299

1,958

22,076

312

200

312

MAURITIUS MEXICO MOLDOVA MONACO

312

200

MONGOLIA

928

MONTENEGRO

714

MOROCCO

44,610 0

2,299 312

MAURITANIA

928

714

928 714

1,428

4,562 300

0 300

600

NAMIBIA

977

NEPAL

300

NETHERLANDS

58,562

NEW ZEALAND

15,967

MOZAMBIQUE

NICARAGUA

300

327

NIGER NIGERIA NORWAY OMAN PAKISTAN

300

327

300

2,732

22,149

7,469

69,091

PALESTINIAN

289

300

PANAMA REP.

289

1,198

PAPUA NEW GUINEA

1,198

537

PARAGUAY

0 367

367

4,101

4,329

367 4,101

1,162

5,263

PHILIPPINES

56,120

198,000

56,120

96,302

152,422

POLAND

83,043

43,212

PERU

PORTUGAL

67,103

QATAR

3,455

ROMANIA

2,443

RUSSIA

7,546

1,927,647

2,172,153

Sub-to tal

Paid as at 30.09.11

413,878

c o n s o l i d at e d

2,340,580

F INANCIAL

244,506

STATE M ENTS

SE P TE M B E R

2011

15. REGISTRATION FEES (CONTINUED) Requested as at 01.10.10

COUNTRY

Brought forward

Paid as at 30.09.11

Arrears

Fees

Arrears

Fee

CHF

413,878

2,340,580

244,506

1,927,647

2,172,153

200

17,149

2,633

5,266

200

RWANDA

300

SAN MARINO

200

SAUDI ARABIA

17,149

SENEGAL SERBIA

642

3,812

642

2,633

SEYCHELLES (A) SIERRA LEONE

Total paid

642

200 300

300

SINGAPORE

9,902

SLOVAKIA

3,109

SLOVENIA

4,824

SOUTH AFRICA

5,887

56,406

23,293

8,011

SPAIN SRI LANKA ST LUCIA

312

ST VINCENT & GREN. SUDAN SURINAM

312

322

1,401

1,296

SWAZILAND

1,877

1,296

1,877

1,296 1,877

SWEDEN

62,450

SWITZERLAND

29,956

SYRIA

3,777

TAJIKISTAN

3,777

300

TANZANIA

300

THAILAND

300

600

120,000

TOGO

300

TRINIDAD

300

3,112

TUNISIA

9,490

3,112

9,490

TURKEY

9,490

7,777

UGANDA

300

3,112 9,490

300

7,777

300

600 1,122

UKRAINE

1,122

UN. ARAB EMIRATES

5,667

463,586

UNITED KINDOM UNITED STATES

1,276,194

URUGUAY

1,901

1,276,194 1,901

1,901

3,802

VENEZUELA

9,836

3,627

13,463

YEMEN

865

ZAMBIA

513

ZIMBABWE

312

0 0 312

./. 2% discount

312 -26,399

TOTAL

445,546

c o n s o l i d at e d

4,456,279

F INANCIAL

STATE M ENTS

276,174

3,860,455

SE P TE M B E R

4,110,230

2011

16. STATEMENT OF OPERATIONS BY REGION Geneva Main Office

Africa

Arab

Asia- Pacific

CHF

Eurasia

Europe

CHF

Interâ&#x20AC;&#x201C; America

Total 30.09.2011

Total 30.09.2010

CHF

CHF (restated)

OPERATIONAL INCOME Registration fees

4,110,230

4,427,444

14,429

4,910

243,128

5,524

267,991

306,571

Contribution World/Regional Scout Foundation

2,700,000

45,090

27,054

2,772,144

2,761,656

Restricted Revenue (Projects)

1,118,322

446,947

220,439

53,155

262,418

305,968

2,407,249

1,246,229

16,091

58,530

1,309,059

397

1,384,077

1,688,977

Regional registration fees

Other donations Utilisation of provisions Other operational income Total operational income

54,243

300,994

28,795

37,206

12,386

74,654

30,467

183,549

592,834

7,973,438

484,153

118,090

237,735

53,155

1,889,259

423,653

11,179,483

11,324,705

690,370

874,313

183,526

143,433

248,607

29,922

1,675,009

137,459

2,417,956

2,681,119

1,137,987

380,257

10,710

233,948

53,165

253,046

178,221

2,247,334

1,135,570

OPERATIONAL EXPENDITURE General Management Education and Development Operations Service Restricted charges (Projects) Expenditure for Field Activities Depreciation Creation to provisions Total operational expenditure Transfer from main office - general Transfer from main office - projects

24,853

159,845

31,821

15,378

352

232,249

229,991

31,732

10,062

18,336

10,020

4,539

14,372

12,851

101,912

131,735

49,972

455,993

5,394,257

953,909

504,363

785,592

385,060

2,138,726

641,933

10,803,840

10,706,176

-2,347,895

525,615

341,631

498,049

318,113

102,343

562,144

Transfer from main office - field activites

-209,056

45,998

77,903

32,040

15,413

37,702

Transfer from main office - Misce grants

22,230

101,857

33,261

-17,768

1,621

-147,124

381,566

375,643

618,529

-199,056

9,800

29,326

-1,149

-15,552

49,493

-127,138

609,063

40,530

1,495

3,038

4,108

669

49,840

96,595

-9,538

-2,261

-720

-306

-1,739

-311,559

-3,312

-329,435

-199,495

INTERMEDIATE SURPLUS/ DEFICIT Transfer to/(from) projects

FINANCIAL INCOME Financial result Interests on loans & bank charges Result on investment

1,347

331,654

Exchange gain/loss

-112,957

-15,825

-39,992

-6,908

-2,380

209,532

-41,201

-9,731

-123,502

NET FINANCIAL SURPLUS/ DEFICIT

-81,965

-18,086

-39,217

-4,176

-4,119

-97,919

-42,497

-287,979

105,252

OPERATING SURPLUS

-59,735

83,771

-5,956

-21,944

-2,498

-245,043

339,069

87,664

723,781

Allocation

-1,118,322

-446,947

-220,439

-53,155

-262,418

-305,968

-2,407,249

-1,257,874

Use

1,157,827

370,010

137,765

233,948

53,155

253,465

180,742

2,386,912

1,130,736

-20,230

6,834

131,809

-8,435

-2,498

-253,996

213,843

67,327

596,643

CHANGES IN RESTRICTED FUNDS

NET SURPLUS/DEFICIT OF THE YEAR BEFORE ATTRIBUTION

c o n s o l i d at e d

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STATE M ENTS

SE P TE M B E R

2011

17. General Management / Education and Development / Operations Service General Management

Staff costs Travel costs Committee Meetings Activities Admin. & Infrastructure

Education & Developmentt

Operations Services

Total 2011

Geneva Main Office

Regional Offices

Sub-total

CHF

2,575,439

748,338

3,323,777

589,581

1,490,002

5,403,360

90,778

138,959

229,737

42,435

84,748

356,920

205,476

61,855

267,331

35,352

302,683

1,386

58,354

597,267

657,007

568,406

599,080

1,167,486

162,701

1,330,187

Communication and Media

67,642

12,746

80,388

47,886

128,274

Information Technology

26,427

17,487

43,914

3,534,168

1,579,851

5,114,019

690,370

2,417,956

8,222,345

General Management

Staff costs

Education & Developmentt

Operations Services

Total 2010

Geneva Main Office

Regional Offices

Sub-total

CHF

2,413,399

1,153,692

3,567,091

736,262

1,501,468

5,804,821

Travel costs

161,381

188,642

350,023

52,225

93,178

495,426

Committee Meetings

191,572

128,822

320,394

85,106

405,500

25,992

168

26,160

85,826

951,769

1,063,755

Admin. & Infrastructure

644,425

501,189

1,145,614

38,380

1,183,994

Communication and Media

101,415

57,774

159,189

10,937

170,126

10,998

24,009

35,007

281

35,288

3,549,182

2,054,296

5,603,478

874,313

2,681,119

9,158,910

Activities

Information Technology

c o n s o l i d at e d

F INANCIAL

STATE M ENTS

SE P TE M B E R

2011

18. Forward contracts No forward contract was concluded during this fiscal year.

Amount purchased

Purchase date

Exchange rate at 30.09.10

Exchange rate

Actual value 30.09.10

Unrealized exchange gains at 30.09.10

USD

CHF

900,000

02.06.10

0.865

0.976

922,065

143,517

EUR

430,000

02.06.10

0.817

0.735

585,309

58,731

1,507,374

202,248

1,502,519

52,520

Forward contracts previous fiscal year

These transactions are valued according to the lower of cost or market principle.

19. Payment to members of the organs in charge The World Scout Committee (WSC) works on a voluntary basis. As per the approved regulations in force, members of the WSC are entitled to claim for the reimbursement of the travel and accommodation costs incurred during the WSC

meetings or while on certain official missions. In 2010-2011, the total of the reimbursements for all WSC members represents CHF 127,231 (20092010: CHF 73,667).

20. Subsequent event During its meeting on 30 September 2012, the World Scout Committee decided to change the location of the World Scout Bureau Central Office.

c o n s o l i d at e d

F INANCIAL

This decision has no impact on the 2010-2011 financial statements.

STATE M ENTS

SE P TE M B E R

2011

Performance report The purpose of this Performance report is to inform the reader of the financial statements on the activities of the World Scout Bureau. The information presented in this Performance report has not been audited.

The Vision for Scouting We see Scouting entering its second century as an influential, value-based educational Movement focussed on achieving its mission, involving young people working together to develop their full potential, supported by adults who are willing and able to carry out their educational role. We see Scouting world-wide as attracting and retaining more and more young people (especially adolescents) of both genders and coming from broader segments of society. We see Scouting as attractive to adults, women and men, in all cultures - a Movement through which they can make a significant contribution to society by working with young people. We see Scouting as a dynamic, innovative Movement with adequate resources, simple structures and democratic decision making processes where organisation, management and communication are effective at all levels.

c o n s o l i d at e d

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STATE M ENTS

SE P TE M B E R

2011

The World Organization of the Scout Movement The Scout Movement is a voluntary, non-political educational movement for young people, open to all regardless of race or creed, in accordance with the purpose, principles and method conceived by its founder Robert Baden-Powell. The Mission of Scouting is to contribute to the education of young people, through a value system based on the Scout Promise and Law, to help build a better world where people are self-fulfilled as individuals and play a constructive role in society. This is achieved by involving them throughout their formative years in a non-formal educational process, using a specific method (The Scout Method) that makes each individual the principal agent of his or her development as a self-reliant, supportive, responsible and committed person, assisting them to establish a value system based upon spiritual, social and personal principles. Scouting operates through a network of local groups supported by National Scout Organizations (NSOs) in 160 countries. The World Scout Conference is the governing body, the “general assembly”, of the World Organization of the Scout Movement (WOSM), and is composed of all NSOs meeting every three years. National Scout Organizations must gain recognition from the Conference to become members of WOSM and there can only be one NSO per country. In the case of a country having more than one Scout Association, a federation is formed for the purposes of national coordination and world membership. The Conference considers policies and standards of the Scout Movement and take any actions required to further advance the purpose of the Movement. It also elects members of the World Scout Committee (WSC).

The World Scout Committee The World Scout Committee is the executive body of the World Organization of the Scout Movement. It is responsible for the implementation of the resolutions of the World Scout Conference and for acting on its behalf between its meetings. The WSC is composed of the following members:

Voting members: Twelve elected members, each from a different country. They are elected by the World Scout Conference by secret ballot, for a six-year term. (Note: The World Scout Conference in 2008 decided that, starting at the next World Conference in 2011, elected members will serve for only three years, but be eligible immediately for re-election for one additional term.)

Mr. William F. ‘Rick’ Cronk, Chairperson, USA, until January 2011 Mr. Simon Hang-Bock Rhee, Chairperson, Korea, 2014 Mr. Mario Diaz Martinez, Vice-Chairperson, Spain, until January 2011 Mr. Wahid Labidi, Vice-Chairperson, Tunisia, 2014 Mr. John May, Vice-Chairperson, United Kingdom, 2014 Ms. Karin Ahlbäck, Finland, 2014 Mr. Abdullah Bin Suliman Alfahad, Saudi Arabia, 2014 Mrs. Thérèse Bermingham, Ireland, until January 2011 Mr. Georges El Ghorayeb, Lebanon, until January 2011 Mr. Joao Gonçalves, Portugal, 2014 Mr. Eric Khoo, Malaysia, 2014 Mr. Marcel Ledjou Blaguet, Côte d’Ivoire, 2014 Mrs. Mari Nakano, Japan, 2014 Mr. John Neysmith, Canada, 2014 Mr. Nkwenkwe Nkomo, South Africa, until January 2011 Mr. Daniel Ownby, USA, 2014 Mr. Oscar Palmquist, Brazil, 2014 Mr. Gualtiero Zanolini, Italy, until January 2011

Ex-officio non-voting members: The Chairperson or Vice-Chairperson of each duly elected Regional Scout Committee The Secretary General of the World Organization of the Scout Movement The Treasurer, who is appointed by the World Scout Committee A member of the Board of the World Scout Foundation.

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STATE M ENTS

SE P TE M B E R

2011

Management team

Activities report

The Secretary General is appointed by the World Scout Committee of which he is an ex-officio nonvoting member. He is the Chief Executive Officer of the World Organization of the Scout Movement and directs its Secretariat, the World Scout Bureau (WSB). He promotes and safeguards the interests of the Movement.

The fiscal year 2010-2011 was an end and a beginning for the World Organization for the Scout Movement. Its highest body, the World Scout Conference, met during this year in Curitiba, Brazil, and as such the triennium 2008-2011 and the strategic objectives for that period came to an end. It was also a new beginning as, with the election of a new World Scout Committee by the Conference, a new triennium started and new strategic objectives were chosen and implementation started.

The Secretary General is assisted by a management team made up of six directors for the Central Office and six Regional Directors. In 2009-2010, the management team included: Luc Panissod, Secretary General Jim Sharp, Executive Director, General Management Anne Whiteford, Executive Director, Education, Research and Development (until 31.08.11) Richard Amalvy, Director, External Relations and Marketing (until 30.11.10) Bruno Chambardon, Director, External Relations and Marketing (from 01.07.11) Paolo Fiora, Director, External Relations and Marketing (from 15.09.10 to 31.07.11) Jared Abayo Onyango, Director, Youth Programme Jean-Bernard Rebord, Director, Administration, Finance and Personnel Ray Saunders, Director, Information Technology Saâd Zian, Director, Adult Resources and Volunteer Development In the Regional Offices: Atif Abdelmageed Abdelrahman, Regional Director, Arab Regional Office Iurie Emilian, Regional Director, Eurasia Regional Office

Due to the peculiar nature of this year as described above, the activity part of our performance report will therefore be divided in three distinctive parts: 1. Round-up and evaluation of the objectives of the Triennial Plan 2008-2011 “Action for Growth”, covering activities between 1 October 2010 and the beginning of the Conference on 10 January 2011. 2. Overview of the outcomes of the World Scout Conference in Brazil (10-14 January, 2011). 3. Drafting and initial implementation of the new Triennial Plan 2011-2014 “Leadership, Innovation, Service” covering the activities after the conclusion of the World Scout Conference until 30 September 2011. Parts 1 and 3 give an overview of the objectives and linked achievements in this specific period. For the Conference (part 2), an overview is provided with the main outcomes and quantitative results of the evaluation survey aimed at the delegations of NSOs. In all three parts of the report, a healthy mix of qualitative and quantitative data was pursued.

David McKee, Regional Director, European Regional Office Abdullah Rasheed, Regional Director, Asia-Pacific Regional Office Raul Sanchez Vaca, Regional Director, Interamerican Regional Office Frederic Tutu Kama-Kama, Regional Director, Africa Regional Office

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1. Round-up and evaluation of Triennial Plan 2008-2011 “Action for Growth” Covering activities from 1 October 2010 until 10 January 2011 Shortly after the 38th World Scout Conference in Korea in July 2008, the World Scout Committee developed the Triennial Plan 2008-2011 which was sent to all NSOs in January 2009. The Plan was based on the framework of the Strategy for Scouting, with its seven strategic priorities, and focused on three “Drivers of Change”: -

Young people – enhancing the growth of the Movement

The Regions – improving the support to NSOs to provide better Scouting

Tell the Story – developing effective communications with all stakeholders (internal and external)

Young People, enhancing the growth of the Movement. Scouting can only help to create a better world if it is able to attract and retain enough young people and supporting adults long enough to have an impact. The focus of work in this area has been to support the growth of the Movement – in both qualitative and quantitative terms – through promoting and strengthening global projects and events, renewing policies and approaches to adult volunteering, and through supporting membership analysis and management.

1.1.1. Objective 1:

These three Drivers of Change were supplemented by three elements of Institutional Strengthening:

Involving young people in global

Governance

Scouts of the World Award

Management

Resources

The Scouts of the World Award, which is designed as a challenging and socially relevant award scheme aimed at young people aged 16-25, has now been formally adopted by 24 countries. Initiatives underway include the development of a formal network for young people who have achieved the award. A discovery programme on sustainable development/environment involving Rover Scouts and leaders in NSOs was hosted at the Kandersteg International Scout Centre (KISC) in Switzerland. In parallel, a Scouts of the World Trainers’ seminar was held for Programme Commissioners and Trainers who are planning to introduce the scheme in their organizations.

A mid-term report on progress in implementing the Triennial Plan was sent to all NSOs in May 2010. A copy of that report and others that had been issued during the triennium were included in a USB key which contained the comprehensive Triennial Review 2008-2011 and distributed prior to the World Scout Conference in January 2011, Brazil

1.1. Driver of Change No. 1:

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World Scout Environment Programme

22nd World Scout Jamboree

The World Scout Environment Programme has now been formally adopted by 36 NSOs and many more are using the materials to enhance their Youth Programme. A key part of the World Scout Environment Programme is the concept of Scout Centres of Excellence for Nature and Environment (SCENES). Accredited SCENES must offer good environmental education in natural surroundings and demonstrate sound environmental management practices. Commitment to the concept is growing: over the past triennium there has been a 50% increase in the number of SCENES registered, and a dedicated seminar in Kandersteg attracted 30 participants from 18 different countries.

From July 27th to August 8th 2011, the 22nd World Scout Jamboree was held in Rinkaby, Sweden. 25,569 Scouts participated at the event, supported by 2,931 Leaders and 924 Contingent Management Team members. The organisation was assured by 6,898 members of the International Service Team and 3,739 Planning Team members, all coordinated by the Swedish NSO Svenska Scoutrådet. In total a mind-boggling 40,061 persons from 146 countries all across the globe took part in the largest World Scout Jamboree in history so far.

Global Projects and partnerships Both the Scouts of the World Programme and the World Scout Environment Programme provide opportunities for Scouting to work with partner organizations at local, national and global levels. Some of the successful partnership projects in the last triennium have included the Volvo Adventure, the Clean Up The World (CUW) Campaign and the Billion Tree Initiative (UNEP), and Earth Hour (WWF).

1.1.2. Objective 2: Supporting World and Regional Scout Youth Events Jamboree on the Air/Jamboree on the Internet (JOTA/JOTI JOTA/JOTI is the largest World Scout Youth Event, involving around 500,000 participants each year. Over the past triennium, the focus has been to strengthen the educational content of this event. In 2010, in partnership with UNICEF, Scouts were challenged to prepare inputs for discussion on youth rights, youth involvement and youth empowerment. The results of these discussions were presented to the General Assembly of the World Scout Parliamentary Union (WSPU) that was held in Korea in November 2010.

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The programme, focusing on the themes of Meetings, Nature and Solidarity, was well attended and a good balance was found between the different types of activities. On a scale from -10 to +10, the average satisfaction value of participants, calculated with the output of hundreds of daily interviews, was 7.55. This indicates a strong satisfaction with the overall Jamboree experience by the participants. Around 2,000 articles appeared during the course of the Jamboree in Swedish press, including web articles, TV and radio reports. All major media in Sweden featured a piece on the Jamboree, leading to a tremendous visibility for Swedish Scouting. On an international level, stories were featured, amongst others, on the BBC, the Financial Times, Al Jazeera and Le Monde. This was also the first World Scout Jamboree which delivered the ‘Safe From Harm’ course through an e-learning tool, which was adapted by World Scouting to a generic version and launched during the Jamboree at an international conference ‘Keeping Children Safe From Harm’. This new e-learning has been made available to NSOs and can be used for future World Scout Youth events. WOSM staff and volunteers supported the Jamboree Planning Team throughout the planning, delivery and evaluation of the event. WSB staff regularly attended Jamboree Council meetings to offer support and advice to the Department and Section teams responsible for the different areas of the organization of the Jamboree. WSB staff were particularly involved in supporting work relating to Media and Communications, External Organizations, Operation One World, Safe from Harm and Human Resources.

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Over 100 WOSM staff and volunteers were present for the Jamboree itself. They were responsible for delivering a host of fun activities for participants and visitors and providing information relating to the work of World Scouting at the WOSM tent, located in the World Scout Centre. A small number of WSB staff met with the duty camp chiefs, along with representatives of the Swedish Guide and Scout Council, each day at the daily stakeholders’ briefing to review the main events of the day and provide support where needed. WSB staff from Regional Offices were especially helpful in mediating where sensitive issues arose between the Jamboree Planning Team and particular NSOs. WSB staff also participated in the Jamboree evaluation process, attending the final Jamboree Council meeting in November 2011.

Regional Youth Events Use has been made of the numerous Regional Scout Youth Events (such as Youth Forums and Jamborees) to strengthen aspects of the educational experience for young people and to provide adults with opportunities to share good practice in the development and delivery of Youth Programme and the management of adults. The Arab and Eurasia Regions held their first Regional Scout Youth Forums in 2010.

1.1.3. Objective 3: Renewing policies and approaches to adult volunteers in Scouting World Adult Trainers’ Network A new approach to working in the area of adult resources has been developed through the establishment of the World Adult Trainers’ Network. This virtual network, involving over 70 trainers from the Regions, has served as a resource to gather information on the approaches to training around the world. Inputs from this group were a key part of the process of reviewing the World Adults in Scouting Policy, which updates the World Adult Resources Policy to include initiatives taken in recent years.

E-learning Some experimentation has taken place with new approaches to training, particularly in the area of e-learning. Initiatives have been developed in partnership with Swedish Scouting modeled on “Keeping Scouts Safe from Harm” and with the Open University of Catalonia with a view to developing an e-learning platform that can be used in Scouting. This work is in its early stages but it is showing promise. In partnership with Scouts of Argentina, the Interamerican Region

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completed a first on-line course for Designers and Developers of Youth Programme in October 2010. Lessons learnt will be applied to improve the virtual platform, extending the possibilities of this tool. The project aims to implement an e-learning system which has been designed to deliver a series of specific training modules for the leaders of the NSOs in the Region and which will provide them with the specific skills they need in order to perform their functions.

International Year of Volunteers (10th anniversary) WOSM has been working in very close cooperation with the International Year of Volunteers (IYV), which is the lead organisation providing ideas to celebrate, promote and develop volunteering around the world. For the 10th anniversary of IYV in 2011, initiatives and resources were developed to celebrate and support Scouting’s volunteer leadership.

Analysing and managing membership A focus on analysing and managing growth in NSOs has resulted in a number of different actions. The Action for Growth kit launched at the last World Scout Conference is now widely available to NSOs. Some Regions have further developed approaches to support reporting of membership and growth in NSOs and a staff team representing all Regions met to share ideas on this subject. An outcome of these discussions is that there needs to be a consultancy approach that recognises the wide-ranging and different starting points in NSOs and their current capacity to accurately measure their membership. As a stimulus, the proposal on the WOSM Registration Fee System, adopted by the World Scout Conference in Brazil in January 2011, includes a freeze on any increases in registration fees for nine years so that NSOs can report an accurate figure for their membership without incurring increased financial costs. Work has also taken place on adapting a simple Membership Management Tool for NSOs, so that even small NSOs with limited financial and human resource capacities can produce more accurate membership figures. This new tool was distributed at the World Scout Conference in Brazil in January 2011.

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1.2. Driver of Change No. 2: The Regions: improving the support to NSOs to provide better Scouting In view of the wide diversity of cultures and circumstances in which NSOs operate, support from WOSM is most effectively provided at regional level. The focus of work over the triennium has been to strengthen the capacity of the Regions and to provide more tailor-made assistance through them.

•

1.2.1. Objective 1: Strengthening the capacity of the

stronger personal Central Office support to Regional Offices, in particular through more frequent meetings involving Regional Directors and other regional staff. A priority has been to focus on internal management and training, which has resulted in developing greater cohesion in terms of planning, assistance to youth and other events, and strengthening networking.

Providing tailor-made support to NSOs through the Regions

Regions to support NSOs A participative staff appointment process A new focus has been to ensure a strong common commitment to the appointment of key regional staff. During the triennium, the Secretary General appointed three new Regional Directors. An innovation in all three recruitment processes was the involvement of the respective Regional Chairman in drawing up the job description, shortlisting the candidates and in the interview panel. This open approach with joint volunteer and professional collaboration ensured an open and transparent process from beginning to end.

More tailor-made support to Regional levels

The Regions have undertaken a transition to a more responsive “consultancy” approach to supporting NSOs. Examples include: •

a more direct engagement with Regional Scout Committee members provided through visits made to NSOs in the Asia-Pacific Region;

•

the European Region’s Scout Academy: a week-long event in which participants can choose from a variety of workshop options based on their specific needs and interests;

•

the 2nd Africa Scout Summit, an event in which NSOs were able to evaluate their progress towards achieving the region’s Tenyear Plan for Scouting in Africa, to determine areas of strength and weakness, and seek support where needed;

•

a self-assessment checklist tool, developed with support from the World Scout Bureau Central Office, which has been used to great effect in the Africa, Eurasia and Interamerican Regions to assist NSOs in identifying areas that need to be strengthened and where the Region could be of help.

The World Scout Committee and the World Scout Bureau Central Office have endeavoured to offer more tailor-made support to the Regions, in particular through: •

regular opportunities for Regional Chairmen to meet with World Scout Committee members and Central Office staff on a variety of regional matters prior to each World Scout Committee meeting;

•

the Secretary General attending at least one meeting of each Regional Scout Committee during the triennium and, in some case, more often than that;

•

availability of World Scout Committee members and World Scout Bureau staff to provide inputs, support and assistance as needed at all Regional Scout Conferences and Summits;

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1.3. Driver of Change No. 3: Tell The Story: developing effective communications with all stakeholders (internal and external) Supporting the Movement’s efforts to help create a better world requires strengthening communication at all levels, both within the Movement and outside. The focus over the triennium has been on developing more effective communications to share information, establish networks, facilitate learning and strengthen partnerships – all of which enhance the image of Scouting at all levels.

Promoting Scouting’s profile through social media

implement comprehensive and con-

A major innovation in communication methods has been to establish greater visibility and interaction worldwide through social media. Comment areas on all of the chosen media provide an opportunity for Scout and non-Scout visitors to provide feedback and offer ways for them to share items of interest with others, thus leading to a multiplier effect. Interconnecting links between the scout. org website and the social media provide a variety of platforms through which visitors can discover Scouting around the world or keep up to date on selected topics. Some examples of WOSM’s adaptation to social media:

sistent marketing and communication

•

Facebook: Since WOSM launched its presence on Facebook in October 2009, over 204,000 persons have liked our official page, resources and articles, and a growing number are posting comments and taking part in the discussions. In addition to WOSM’s main page, several groups have been formed to share information and network around World Scouting projects and events, including the Scouts of the World Award, World Scout Environment Programme, Scout Centres of Excellence for Nature and Environment (SCENES) and Jamboree on the Air/Jamboree on the Internet (JOTA/JOTI). Some Scout groups are now sharing information about their own activities, including sharing video clips.

•

Twitter: WOSM’s account on Twitter is used to send notification of updates on scout. org. It has gathered more than 16,000 followers and has been added into hundreds of lists. Furthermore, during the World Scout Jamboree in Sweden, Twitter was a major communication instrument to provide live updates from the event and in doing so offers a sense of virtual participation.

1.3.1. Objective 1 & 2: To support NSOs to develop and

plans in support of “Action for Growth” through the provision of quality publications and tools for public relations and media Supporting more effective communications in NSOs In order to facilitate the design of national communications strategies and to strengthen WOSM’s communication strategy, Regional Communications Forums were held in all Regions. The Forums provided training on communication in general, working with the media, marketing, intellectual property, brand management, external relations and fund-raising. WOSM’s corporate identity was further strengthened through an international Scout Shop Managers’ meeting with participants from 18 countries. Key agenda items included sharing the work accomplished so far on branding, the concepts of brand licensing for both commercial and non-commercial use, and measures taken to protect against trademark violation. NSOs wishing to use the World Scouting brand benefit from individual support which enables them to quickly implement a new corporate identity at almost no cost to themselves.

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Issuu: In addition to scout.org, Scouting resources on a variety of topics are now being uploaded to the publication-sharing site ISSUU. A few Scout associations have also started to use this facility and it is hoped that more will do so in the future.

•

Multimedia: WOSM now has its own photostream on Flickr and its own video channel on YouTube.

•

Maps: A visual perspective of the worldwide nature of the Scout Movement has been created through the use of Google Maps. Maps have now been created to illustrate where World Scout Events will be or have been held and to show where Scouts of the World bases and SCENES Centres are located.

1.4. Institutional Strengthening: Strengthening WOSM as an institution to support the Drivers of Change In the Triennial Plan 2008-2011, a number of actions aimed at strengthening WOSM as an institution were proposed to support the three priority Drivers of Change. These actions cover Governance, Management and Resources.

1.4.1. Objective 1: Strengthening Governance Good governance: an absolute standard

1.3.2. Objective 2: To maintain the status of World Scouting as a leading advocate on issues affecting youth. Strengthening advocacy and external relations, and managing partnerships An improved focus on advocacy and external relations in terms of Scouting’s vision has resulted in a process of prioritising World Scouting’s partnerships. The process involves examining the criteria on which WOSM’s numerous formal or informal partnerships with other organizations are (or should be) based and developing indicators to assess the effectiveness of joint work. A database has now been established to improve the management of information.

Tell the Story externally As part of its external relations, WOSM has representatives based in Geneva, New York, Rome, Paris, Vienna and Nairobi who take part regularly in meetings of the United Nations and other international bodies when matters affecting young people are being discussed. Scouts were involved in the United Nations Framework Convention on Climate Change and in the Climate Change Conference (COP16) held in Durban in December 2010. World Scouting was also represented at the World Summit on Climate Change and was part of the steering committee that organized the World Youth Conference hosted by Mexico in 2010.

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As the executive organ of WOSM, the World Scout Committee set ‘good governance’ as an absolute standard in its leadership of the World Organization and undertook to demonstrate that quality during the triennium. The World Scout Committee was concerned that the difficult and painful experiences of the previous triennium, which had had a serious impact on the Committee, the World Scout Bureau and on WOSM as a whole, should not be repeated.

Governance Review Task Force On a broader governance front, the World Scout Committee set up a new Governance Review Task Force (GRTF) to complete the work started in the previous triennium. The new task force was asked to look specifically at: issues related to governance in a decentralised organization, where the ability to make global strategies is balanced against the governance implications of delivery in the Regions; •

committee structures and transparency of decision-making;

•

communications in the context of governance;

•

and at WOSM membership, particularly voting rights and the role of Accredited National Scout Organizations.

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The task force consulted widely with NSOs on these subjects before finalising its report and presenting its recommendations to the World Scout Committee in March 2010. The World Scout Committee considered the report carefully and accepted the large majority of the recommendations. Those recommendations accepted by the World Scout Committee which required amendments to the WOSM Constitution were brought as proposals to the World Scout Conference in Brazil; others will be implemented by the World Scout Committee itself.

Constitutions Committee The Constitutions Committee is one of the most active subcommittees of the World Scout Committee. It provides support to an important number of NSOs in every Region every year: an average of 150 constitutional questions are handled annually. The Chairman of the Constitutions Committee has also played a key role in drafting the specific amendments to the WOSM Constitution required to implement the GRTF’s recommendations.

1.4.2. Objective 2: Strengthening Management Regular communication The World Scout Committee kept close oversight over the management of the World Scout Bureau during this triennium. Regular reports were provided by the Secretary General to the Committee, not only at its twice-a-year meetings but also more regularly in written form. In order to maintain active communications and consultation between the World Scout Committee and the World Scout Bureau, the Steering Committee (comprising the Chairperson, the two Vice-Chairpersons and the Secretary General) established an intensive working schedule through regular and frequent electronic and telephone conferences.

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The World Scout Committee made a determined effort to improve communications with NSOs and Regional Scout Committees through a variety of means including messages from the Chairman and from the Secretary General, attendance at Regional Committee meetings, etc. The Regional Support Coordination Group, which reported to the World Scout Committee, met regularly to help maintain communications between the regional and world levels of WOSM and improve cooperation. The group comprised the six Regional Chairmen together with some members of the World Scout Committee and World Scout Bureau executives. During the triennium the Secretary General appointed three new Regional Directors in the Africa, Eurasia and Interamerican Regions with a new focus on involving the Regional Chairman in the process.

Executive Directors’ Team meetings To move forward his commitment to a stronger customer-focused approach to supporting NSOs, the Secretary General met twice a year with his Executive Directors’ Team, which comprises the six Regional Directors and the Executive Directors of the Education, Research & Development and General Management Departments in the World Scout Bureau Central Office. The purpose of these meetings is to: •

agree on and coordinate key actions;

•

allocate resources and define quality criteria to carry out World Scout Bureau responsibilities more effectively;

•

identify the main competencies needed for the key areas of our core business to enhance the impact of the World Scout Bureau’s work.

In what has become an annual event, the Executive Directors’ Team meeting in November 2010 was expanded to include around 50 staff from all World Scout Bureau offices who came together to work on common goals, responsibilities and commitments to better serve NSOs.

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Regional Staff Management Meetings Regional Staff Management Meetings have been resumed in the Regions. These are attended by the respective Central Office “desk officers” who act as direct liaison and support for a specific Regional Office. These meetings have served to review progress, identify support needs, agree on future actions, set priorities and plans and move ahead key interventions whenever necessary.

1.4.3. Objective 3: Strengthening and Diversifying WOSM’s resources Resource mobilization strategy Looking to the future, the World Scout Committee developed a resource mobilization strategy. Working in close collaboration with the World Scout Foundation, plans were drawn up for greater coordination of fundraising efforts in the future

Internal control system Under the auspices of the Audit Committee, an internal control system (ICS) for the World Scout Bureau was developed and implemented, to comply with new Swiss legislation and external audit requirements. Its purpose is to strengthen financial controls and improve risk management. The system was first implemented at the World Scout Bureau Central Office and is now in use throughout all Regional Offices with adaptations introduced as necessary to comply with appropriate regional standards and procedures.

Registration fee system Proposals for changes to the WOSM Registration Fee System, designed to improve its equitable nature over time, were also drawn up in collaboration with NSOs and were proposed to the World Scout Conference in Brazil for consideration.

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2. World Scout Conference 2011, Brazil Covering Activities from 10 January 2011 until 14 January 2011 The World Scout Conference is the highest governing body of the World Organization of the Scout Movement and meets every three years to decide on high-level strategic choices for Scouting. It is composed of delegations of all 161 recognized NSOs worldwide. It met for its 39th session in Curitiba, Brazil, from 10-14 January 2011 and was attended by 918 participants from 138 countries.

2.1. Recognitions and

2.2. Key agenda items

elections •

recognition of the Belarusian Republic Scout Association as the official National Scout Organization in the Republic of Belarus;

•

election of Slovenia as the host of the 40th World Scout Conference in 2014;

•

election of Iceland as the host of the 15th World Scout Moot in 2017;

•

election of North-America, following a collective bid of Canada, Mexico and the

•

Governance: The Conference, following up on the work of the second Governance Review Task Force in the triennium 2008-2011, considered a set of proposed amendments to the Constitution, proposed by the World Scout Committee and NSOs. These were discussed in detail during the afternoon of Wednesday 12 January and decisions were taken in a focused session on Thursday 13 January. It is hoped that the amendments will support the continued growth and development of the Movement and appropriate governance by the World Scout Conference and its elected executive organ, the World Scout Committee.

•

Strategy for Scouting: A report was

USA, as the host for the 24th World Scout Jamboree in 2019; •

election of 6 people for a three year term on the World Scout Committee, from a field of twelve candidates.

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presented on the evaluation of the overall Strategy and on the initiatives to move the Strategy forward. The results of the evaluation showed that there is a high level of awareness of the Strategy for Scouting and the main elements are being used by NSOs to support their development. The Strategy also acts as a compass to show NSOs the direction of WOSM which helps to orientate the direction of NSOs. In relation to the future direction of the Strategy the following ideas were discussed fully in workshops and adopted by the Conference:

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‘Be Prepared - Leadership for Life’ recognises the importance of Scouting helping young people to develop leadership skills, particularly in the 14-25 age groups and the opportunities that Scouting has to work in partnership with others to take this forward in the private sector and with other bodies responsible for formal and non-formal education.

The Conference discussed the proposed ‘Consultancy’ approach which, in addition to providing more targeted support to NSOs in the next triennium, will enable NSOs and individuals with particular skills to contribute to the overall growth and development of Scouting.

•

Youth Involvement: The Conference adopted the Vision and Strategy on Youth Involvement which challenges Scouting in local units, institutionally and in the community, to offer young people opportunities for engaging in decision-making and help them to develop skills to support this. Youth involvement in decision-making will continue to be a key focus in the next triennium.

•

Human Rights: Following discussion on a proposed Resolution, a statement on Human Rights was presented to and adopted by the Conference with some work identified for the World Scout Committee to take forward in the next triennium.

An official evaluation of the World Scout Conference was carried out through an electronic survey aimed at national delegations. Receiving a response rate of 27%, respondents belonged to 63 different countries or territories. Focusing on overall satisfaction with the 39th session of the World Scout Conference, detailed results included the following (each answer on a scale of 0 to 10 denoting level of satisfaction, with 0 being the lowest):

% of responses Overall satisfaction with aspects of the Conference

1-2

3-4

5-6

7-8

9-10

Information received before the Conference

0,5%

18%

41%

32%

Conference Documents

11%

46%

33%

Overall Programme & agenda

0,5%

20%

48%

26%

WSC role and interactions during the Conference

18%

43%

32%

WSB role and interactions during the Conference

0,5%

16%

36%

41%

Host role and interactions during the Conference

30%

57%

Overall satisfaction

22%

52%

21%

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3. Development of Triennial Plan 2011-2014, “Leadership, Innovation, Service” Covering activities from 14 January 2011 until 30 September 2011 After its initial meeting in Curitiba immediately after the closure of the 39th World Scout Conference, the newly elected World Scout Committee met twice before the end of the fiscal year 2010-2011:

•

Human Rights

•

Duty to God

•

Accredited NSOs

•

In Geneva, Switzerland from 25-27 March 2011

•

Succession of the Secretary General

•

Location of the World Scout Bureau.

•

In Jeddah, Saudi-Arabia from 24-25 September 2011

A large part of the focus and energy of the World Scout Committee and World Scout Bureau in the months following the successful conclusion of the Conference was devoted to developing a new Triennial Plan with new objectives in line with the Strategy for Scouting and the Conference Resolutions voted in January 2011. At its second meeting in Jeddah in September 2011, the outlines and main objectives of the Triennial Plan 2011-2014 were approved by the World Scout Committee. The work will be organized around four Priority Areas, which are: •

Youth for Change

•

21st Century Leadership

•

Global Support System (a renaming of the Consultancy System)

•

Our Strategic Path

The World Scout Committee is also determined to make sure that the ‘educational dimension’ of the ongoing work is present in a sufficiently explicit manner throughout the Priority Areas, and the Triennial Plan ensures this articulation. Besides the work structured around the Priority Areas, other specific issues (some of them arising from Conference Resolutions) will be addressed, such as:

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All the above will be complemented by the regular work in areas such as Communications and External Relations, Information Services, Finance, World Scout Events, Constitutions, etc. To reflect the mindset and the spirit for this triennium, the Plan has been named “Leadership. Innovation. Service.”. This will be what NSOs can expect from their World Scout Committee and World Scout Bureau.

3.1. Priority Area 1: Youth for Change After its initial meeting in Curitiba immediately after the closure of the 39th World Scout Conference, the newly elected World Scout Committee met twice before the end of the fiscal year 2010-2011: •

In Geneva, Switzerland from 25-27 March 2011

•

In Jeddah, Saudi-Arabia from 24-25 September 2011

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The work will be organized around four Priority Areas, which are:

•

Development of e-training modules on Peer Education, Youth Involvement, Intergenerational Dialogue, Life Skills, etc. (CDs/USB keys on the same to be available at the 2014 World Scout Conference in Slovenia).

•

Youth for Change

•

21st Century Leadership

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Global Support System (a renaming of the Consultancy System)

•

Development of a web-based platform for youth exchanges.

•

Our Strategic Path

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Comprehensive evaluation on the impact of the World Scout Youth Forum and the Youth Advisors system.

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Set targets on Youth Involvement for WOSM, the Regions and NSOs.

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New World Youth Involvement Policy.

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Youth for Change work group participation in the Regional Conferences/events, including:

Human Rights

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Duty to God

•

Accredited NSOs

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Succession of the Secretary General

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Location of the World Scout Bureau.

Running sessions on Youth for Changerelated issues

Information stands

Conducting interviews/survey.

Review of the World Programme Policy (Educational Method activity)

3.2. Priority Area 2: 21st Century Leadership Amongst others, the following achievements can be noted in this area in the short timeframe between the end of the Conference and 30 September 2011.

Launch of the Messengers of Peace project

3.1.1. Objectives & deliverables The general objective of this Priority Area is to focus on bringing together the various strands of youth engagement and empowerment of activities, at world, regional and national levels, so as to maximize the impact that young people might have in driving our Movement forward. The following key outcomes are to be delivered before or by the 2014 World Scout Conference in Slovenia:

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The Messengers of Peace is a WOSM global initiative inspired by the World Scout Committee, administrated by the World Scout Bureau and supported by the World Scout Foundation. Officially launched on 28 September 2011 in Jeddah, Saudi Arabia, in the presence of H.M. King Abdullah bin Abdulaziz Al Saud of Saudi Arabia, H.M. Carl XVI Gustaf of Sweden, H.M. Queen Silvia of Sweden and H.R.H. Prince Faisal bin Abdullah bin Muhammad Al-Saud of Saudi Arabia, Minister of Education and Chief Scout of the Saudi Arabian Scouts Association, this initiative represents the biggest funding ever received in World Scouting to enable Scouts to Create a Better World.

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It is composed of two elements: the ‘Messengers of Peace’ Global Network and the ‘Messengers of Peace’ Support Fund: •

The Support Fund provides financial support to service projects and Scouting initiatives around the world, enabling Scouts in poorer countries to implement the types of vital projects that can change communities. It also supports project management capacity building for NSOs and Regional Offices. Over the next 10 years, the initiative has the potential to reach 20 million Scouts.

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The Global Network is the tool for connecting Scouts. Using social media will allow Scouts to showcase their service projects and meet online to share their ideas, tell their stories and work together to build peace in their communities. The Network will enable Scouts to connect across national boundaries in a way that was once only possible at Jamborees and other global events. Through greater access to ideas, training and support, these connections will strengthen all of Scouting.

Over the next 10 years, the initiative has the potential and the objective to reach 20 million Scouts all around the world.

Food for Life Project – Africa Region The “Food for Life” project was launched in Benin and Niger in the month of May 2011. Supported by the Finnish NSO and the WSB Africa Regional Office, the project aims at reaching 3,000 Scouts in the two African NSOs and equipping them with agricultural skills to enable them to grow their food and as an income generating activity. During the first year the project has reached 500 Scouts in each of the two countries who are at various stages of the project. The project employs the Principles of Bio-intensive Agriculture for sustainability under fewer resources and also emphasizes the nutritive value of various food crops to contribute to fight against nutrient deficiency diseases.

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International Year of Youth & Volunteering The year 2011 included two very important global multilateral initiatives which hold significance to WOSM’s core areas of work: the International Year of the Youth (IYY – 12 August 2010 – 12 August 2011) and the International Year of Volunteering + 10 (IYV+10 – 2011). WOSM collaborated with various bilateral and multilateral agencies (including UN Agencies), other youth organizations (especially partners in the Alliance of Youth CEOs: WAGGGS, YMCA, YWCA, IFRC and IAA), civil society partners and NSOs to give a strong impetus to the above two initiatives. WOSM continued to support our annual joint ventures with partners for the Clean Up The World (with UNEP), Earth Hour (WWF), World Day Against Child Labour (ILO-IPEC), International Volunteers Day (UNV) and the International Women’s Day. Specific bilateral joint initiatives this year were seen with UNICEF through the presence of Dr. Susan Bissell (Chief of Child Protection, UNICEF) as the keynote speaker at the Conference on Keeping Children Safe From Harm held during the World Scout Jamboree on 1 August 2011; Shelterbox for the JOTA-JOTI; and a joint promotion for UNHCR’s ‘the 1 campaign’ to raise awareness about refugee displacement.

14th International Scout Gathering for Cultural Exchange In the light of the high concern of the Arab Scout Region for deep-rooted brotherhood and friendship ties among youth who are involved in Scouting, which will help to strengthen the young people physically, intellectually, emotionally, socially and spiritually, the Region cooperated with UNESCO in the organization of the 14th international Scout Gathering for Cultural Exchange from 9 to 19 July 2011 in Cairo, Egypt. 27 participants from 22 NSOs took part in the event. Achievements included: •

increased awareness of participants on cultural diversity of other people,

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encouraging bilateral dialogue on the issues and challenges facing youth in general and Scouts in particular and their role in dealing with these challenges

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enjoying culture of peace and mutual understanding among each other.

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3.3. Priority Area 3:

International Seminar on Environment Education and Biodiversity

Global Support System

For the first time, the Asia-Pacific Region convened an international seminar on environment education and biodiversity. The event took place from 4 to 11 June 2011 in Cibubur, Indonesia, and attracted 47 participants from 11 countries in the Asia-Pacific Scout Region. Major achievements of the event, amongst others, were: •

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greater appreciation of participants on the role of NSOs in environment education and highlighting its importance in the Youth Programme involvement of government and NGO environmentalists and creation of potential partnerships with Scouting

3.3.1. Objectives & deliverables The general objective of this Priority Area is to create a bank of resources (human and intellectual) so that NSOs can assess their own needs in terms of strategic and practical support, and access targeted assistance (across regional and national boundaries) to meet those needs. The following key outcomes are to be delivered before or by the 2014 World Scout Conference in Slovenia: Quality wise: •

The methods have been refined, the process has proved its efficiency and has been adjusted to reality where and when necessary.

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Existing assessment tools will be harmonised towards a common assessment tool so that a measure of the progress can be made at world level in due course.

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Contact Management System will have been developed to record all aspects of the process and of work with NSOs.

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A large pool of experts comprising individual Support coordinators and Consultants as well as NSOs ready to be involved institutionally will have been formed.

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NSOs definitively see the world and regional levels of WOSM as service oriented.

opportunity for NSOs to share how the various aspects of environment education, conservation and protection are put into practice in their own countries by Scouts, and learned of the proactive initiatives of the Indonesian NSO for the environment.

International Scout Exchange Cultures for Peace Symposium – Eurasia Region The National Scout Organization of Kazakhstan organized the International Scout Exchange Cultures for Peace Symposium that took place from 8-12 September 2011. The Symposium was a platform to expand the educational and cultural programmes in building East-West dialogue and aimed to promote cooperation between young people in a spirit of peace, non-violence, tolerance and cultural diversity. Members of 8 Eurasian NSOs as well as European, Arab, Asia-Pacific and Interamerican NSOs participated in the event

Ticket to Life Scouts join coastline clean-up dive To support the Clean Up The World (CUW) programme, Scouts under the Ticket to Life project in Manila, Philippines, joined around 7,000 environment advocates who cleaned the coastlines of two cities in Metro Manila on 17 September 2011. Five NSOs took part in the CUW campaign, including Bhutan, Brunei Darussalam, Scouts of China, Japan and the Philippines. Apart from the contribution of Scouts in cleaning up the environment, this project also educates young people in the harmful effects of garbage on the environment.

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Quantity wise: •

30% of WOSM NSOs will have gone through the Global Support system and will positively evaluate the experience of receiving support.

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30% of WOSM NSOs will have actively participated in the delivery of the support process.

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All 6 WOSM Regions are fully involved.

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The Global Support work group will be present at a minimum of 6 Regional events.

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3.3.2. Achievements Amongst others, the following achievements can be noted in this area in the short timeframe between the end of the Conference and 30 September 2011.

Unguvu project between Africa and Europe Scout Regions

Extensive work from Malaysian NSO on risk management

Unguvu, which means “strength through unity,” aims to strengthen existing and create new Europe-Africa partnerships. It is the first multilateral project of its kind between the European and African Scout Regions. Unguvu is a partnership between the two Regions and 11 NSOs. Over the course of 2011, thirty-three young people from the partner associations, as well as representatives from the two Regions worked on building their capacities and acting as multipliers to strengthen existing partnerships, creating new, bilateral and multilateral partnerships between NSOs. As part of this process, participants will produce an introductory handbook and training module that can be used by Youth NGOs to introduce even more young people to EuropeAfrica partnerships.

A highlight from the CNV in Malaysia was the extensive work of the NSO in producing a comprehensive standard operating procedure for risk management to ensure the safety of members in all Scouting activities. This work has been going on for the past three years, prompted by Malaysia’s participation in the APR Risk and Safety Management workshop held in 2003. Many valueadded courses were organized for trainers on this subject at state and national level. The standard operating procedure is expected to be ready by 2012 and could be a valuable resource for other NSOs in the Region.

Continued CNV missions as good practice in the Asia-Pacific Scout Region

A “training for trainers” event was organized by the Interamerican Region aiming to align the Adults In Scouting Policy in Central American NSOs, focusing on team cooperation in developing new approaches and sharing experiences. 24 Scout leaders from 8 NSOs in Central America took part in the 8 day training course in Costa Rica, all of them holding key positions on Adult Resource Management in their NSOs. As a result of this event, already a number of NSOs have started to review their Adult Resource Management Policy, based on the good practices learned during the event. Furthermore the development of a new Regional Policy on Competences in Adults in Scouting has started.

The Asia-Pacific Scout Region is one of the Regions which already has a long-standing and well-tested support system in place, called the Committee NSO Visit (CNV). The purpose of the CNV is to assist NSOs in delivering and continually improving the quality of Scouting. An evaluation tool is provided to the NSO as an outline of what is being emphasized as indicators of effective NSOs. These indicators are to be used as a guide that will assist NSOs in achieving the standards of an effective NSO. These key performance indicators are grouped in the following categories: Constitution, Mission & Vision, Management, Youth Programme, Adult Resources, Relationships & Communications, Resources Development and Research & Development. NSOs which welcomed the CNV team in 2011 included Nepal, Bhutan, Singapore and French Polynesia.

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Training Course for Central American Trainers

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3.4. Priority Area 4: Our Strategic Path 3.4.1. Objectives & deliverables The general objective of this Priority Area is to examine the processes and content needed to take the ‘Strategy for Scouting’ to its next stage of development. The following key outcomes are to be delivered before or by the 2014 World Scout Conference in Slovenia: •

An evaluation of the ‘Strategy for Scouting’ based on a thorough analysis of the needs and trends among young people and the current situation of the Scout Movement, from both a qualitative as well as a quantitative perspective.

strategic plan. A half-day discussion among sub-committee chairmen with the support of a regional consultant ended by crafting the strategic statements of the Region’s priorities, namely young people, adults, management, finance and Scouting’s profile.

Regions embarking on strategic planning process towards new regional trienniums The African, Arab and Interamerican Regions started work on the preparations for the development of a new strategic plan for the next triennium in their Region, foreseen to start after the Regional Conferences in 2012 and 2013. Meetings were organized in each Region, under the auspices of the Regional Scout Committee and including key national Scout leaders of many NSOs. Aim of the meetings was to start analyzing the current situation and looking at the way forward and a first draft of possible priorities.

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A document that attempts to clarify and put in a simpler, easy to understand and applicable format at all levels of WOSM, the different components of the strategic framework (vision, mission, cause, strategic priorities, etc.) and how they relate to each other.

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A proposal for the 2014 World Scout Conference to move the ‘Strategy for

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Scouting’ forward towards 2020 and beyond, incorporating primarily the outputs from all four Priority Area working groups, and including a clear and focused Strategy for the world and regional bodies of WOSM.

Amongst others, the following achievements can be noted in this area in the short timeframe between the end of the Conference and 30 September 2011.

Part of the regional strategy in the Asia-Pacific Region is to strengthen Community-based Scouting (CBS), which is one of the priorities for the ongoing Triennial Plan. To strengthen CBS in the different countries, 24 out of 26 NSOs have appointed their CBS coordinators who will be responsible for overseeing the development and expansion of community-based Scout groups in their countries. This endeavour is to give equal opportunities to young people in the communities to join Scouting, apart from the school-based groups, including those who are out-of-school or in the streets or in half-way houses.

Asia-Pacific Region embarks on development for its strategic plan for the next triennium 2012-2015

Regional Seminar “Making us Stronger” on NSO management

The Regional Scout Committee, at its meeting on 16 April 2011 in Makati City, accepted a framework for the Region’s strategic planning exercise for the next triennium 2012-2015. The Committee agreed on a key decision that membership growth is the goal of the upcoming

From 22-26 July 2011, the Eurasia Scout Region delivered a training seminar for key national Scout leaders on the improvement of management and structures of Eurasia NSOs. 24 participants from 8 Eurasian NSOs, including 4 members of the Eurasia Regional Scout Committee, took part in the event.

3.4.2. Achievements

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