Our strategic principles
Three principles, linked to our organisational values, will guide the way in which the WAGGGS Global Team will work over the next six years.
1. We will be girl-led
Our vision is shaped by the future girls want to see. We will achieve it if the young people looking for this future are the ones leading our work to get there.
We must be girl-led to remain relevant; to recognise girls as having rights within the organisation; to improve outcomes; and to amplify the voices and opinions of our members, both inside the Movement and externally.
WAGGGS is fully committed to being girl-led. We will look at all areas of our work, governance, strategy development and programme design and delivery, to ensure a) accessible and inclusive spaces for girls’ meaningful participation and b) girls influence all levels of our organisation.
We will listen to, engage and empower girls – fostering opportunities for intergenerational conversations and leadership across the organisation. We will demonstrate best practice in meaningful participation in our delivery of this strategy, including future strategic processes and the development of action plans.
2. We will make space for big conversations.
We must be brave to discuss challenges we face in being an inclusive Movement, so that Girl Guiding/Scouting is relevant for every and any girl. We will make space for conversations on topics such as disability, race, gender and intergenerational approaches to youth leadership to enable us to reflect on our offer, brand and relevance to girls and young women so that we evolve with our members.
3. We will be agile, realistic, and guided by what works.
The challenges brought about by the COVID-19 pandemic, coupled with the diversity of needs across our Member Organisations, has shown that we need to be able adapt our work and offer to respond to challenges.
We cannot set specific activities for the entire six-year period and we cannot offer everything: this strategy therefore intentionally moves away from language of deliverables to language of goal and broad outcomes, aligned to the Compass 2032 vision, so that we can be agile to select activities from our wide-ranging offer that suit the priority needs of our Movement at any given time.
We will be evidence-based in our approach to this work, looking at the impact of our offer and listen to, and collaborate with, girls and young women, and our MOs, to understand what is most useful. We will be transparent about what we can and cannot deliver within our financial means.
We will develop a three-year rolling action plan including budget and Key Performance Indicators to be approved by the World Board. This will take account of input received from Member Organisations and conversations about our future model. After three years, we will conduct a mid-term review of the strategy to ensure it remains fit-for purpose.