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Supporting material for the Implementation of WAGGGS’ Membership Policy

Supporting material for the Implementation of WAGGGS’ Membership Policy

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W.B.

3271 June 2003

Supporting material WAGGGS’ Membership Policy
for the Implementation of

WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS
World Bureau, Olave Centre, 12c Lyndhurst Road, London, NW3 5PQ, England
+ 44 (0) 20 7794 1181 Registered Charity N°: 306125
24 June 2003~15:27~DO
C:\Documents and Settings\Dom\Local Settings\Temporary Internet Files\OLK1B\wb3271cover.doc

Fax: + 44 (0) 20 7431 3764

e-mail: wagggs@wagggsworld.org

Appendix 4 - Suspension and Cancellation of Membership of WAGGGS

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SUPPORTING MATERIAL FOR THE IMPLEMENTATION OF WAGGGS’ MEMBERSHIP POLICY
1. Introduction
The Purpose of this Document Membership Terminology Growing Girl Guiding/Girl Scouting Worldwide

1
1 1 2 3 3 3 4 4 5 6 7 8 8 8 8 9 9 9 9 10 12 12

2.

Strengthening WAGGGS’ Member Organizations
Signs of Quality Factors Affecting Quality Resources for Building Quality Basic Quality Requirements Setting a Target for Membership Growth Monitoring Quality Worldwide Strategy for Growth

3.

Performance Assessment
A Way to Ensure Growth Using Performance -Assessment in Your Association A Worldwide Overview

4.

Expansion of Girl Guiding/Girl Scouting in New Countries
Checklist of Factors How will these factors be used? Making the Expansion Decision

5. 6. 7.

Becoming a Member of WAGGGS Suspension and Cancellation Reference List

Appendix 1: WAGGGS’ Membership Policy Appendix 2: Checklist of Factors for Working in New Countries Appendix 3: Performance Assessment Document Appendix 4: Suspension and Cancellation of Membership of WAGGGS

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SUPPORTING MATERIAL FOR THE IMPLEMENTATION OF WAGGGS’ MEMBERSHIP POLICY
1. Introduction
The Mission of the World Association of Girl Guides and Girls Scouts (WAGGGS) is “to enable girls and young women to develop their fullest potential as responsible citizens of the world”. The Policy on Membership in WAGGGS outlines the primary roles of WAGGGS, both in supporting Member Organizations in their work to achieve WAGGGS’ Mission, and in supporting the development of Girl Guiding/Girl Scouting in new countries. As well, it describes the different categories of Membership1 and outlines the responsibilities of Member Organizations in their work to achieve the Mission. The complete Membership Policy is attached in Appendix 1. The Policy states: WAGGGS supports Member Organizations to fulfil the criteria for Membership and to ensure that Member Organizations offer their current and potential members opportunities for growth in order to fulfil its Mission and Goals. These criteria reflect the requirement to deliver quality Girl Guiding/Girl Scouting and meet standards established by WAGGGS in all six areas of the work of the Organization (Educational Programme, Adult Training, Membership, Structure and Management, Relationship to Society and Finance). WAGGGS will support the development of Girl Guiding/Girl Scouting in countries where presently it does not exist in order to offer more girls and young women the opportunities to be Girl Guides/Girl Scouts as part of a World Organization. Decisions to work in a new country are based on the assessment of potential for Girl Guiding/Girl Scouting in the country, using a checklist of factors.

The Purpose of this Document
This document aims to support current and potential Member Organizations, in their work toward fulfilling the Mission, by: • Building understanding of the importance of providing high quality Girl Guiding/Girl Scouting which delivers value to girls and young women; • Highlighting the ongoing need for each Member Organization to develop and implement effective methods to deliver Girl Guiding/Girl Scouting to achieve WAGGGS’ Mission and the goals in WAGGGS’ Strategic Plan; • Highlighting the roles and responsibilities of Member Organizations; • Providing a Performance Assessment tool to assist in identifying areas for improvement; • Building awareness and understanding about the need to strengthen Girl Guiding/Girl Scouting, worldwide, both through continuous improvement within current Member Organizations and through expansion into new countries, as well as the need to achieve an appropriate balance of both kinds of development, i.e., strengthening current Members and helping new Associations to become Members; • Describing the framework WAGGGS uses to make decisions about expansion into new countries and the membership application process; and • Clarifying the steps that will be taken if a Member Organization can no longer fulfil its Membership responsibilities.

Membership Terminology
We use capital ‘M’ Membership when referring to the Member Organizations of WAGGGS and small ‘m’ membership when referring to the membership within a Member Organization. The Members of WAGGGS are the Associate and Full Member Organizations. The Member Organization may be an individual National Association or a Federation of Component Associations.
1

More information about the types of Membership can be found in the Membership Policy and in the section Membership Terminology.

W.B.3271- June 2003 Supporting Material for WAGGGS’ Membership Policy Types of Membership in WAGGGS2 are: 1.

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2. 3. 4.

Potential Member Countries: These are countries where WAGGGS is working with a group of people who want to establish/re-establish Girl Guiding/Girl Scouting. Completion of this stage is recognized by presentation of the Certificate of Working Towards Membership in WAGGGS. Countries Working Towards Associate Membership. Countries Working Towards Full Membership. These are WAGGGS’ current Associate Members. Full Members.

Each Member Organization is comprised of individual members who subscribe to the Promise and Law and the principles of Girl Guiding/Girl Scouting, as set out by each Member Organization and approved by the World Board.

Growing Girl Guiding/Girl Scouting Worldwide
During the past several years, WAGGGS has been developing a more standardized approach for the development and expansion of Girl Guiding/Girl Scouting (GG/GS). As WAGGGS grows, and as society continues to change around us, it is important to take a broad view of development activities. It is essential that WAGGGS focus its efforts, including the allocation of financial resources, on work of the highest priority. WAGGGS’ strategy for growth needs to address both the needs of current Member Organizations and their members, and the needs of girls and young women to whom GG/GS is not available today. WAGGGS has a responsibility to support the continuing development of Member Organizations and to ensure the quality of GG/GS. This support includes providing specific tools to assist in areas of widespread difficulty. For example, an important trend requiring attention is the ongoing decline in the number of members in many WAGGGS Member Organizations around the world. Along with this membership decline, the quality of GG/GS offered to girls and young women by some Member Organizations has deteriorated. Assisting these Organizations to become stronger, and to meet the requirements of the Membership Policy, is part of WAGGGS’ development strategy. At the same time, WAGGGS wishes to help in the establishment of GG/GS in countries where girls and young women need and want the opportunity to be Girl Guides/Girl Scouts. During the past several years, for example, WAGGGS has invested a lot of resources (human and financial) in developing GG/GS in new areas. This development work has not been done within an overall strategy for growth of GG/GS. WAGGGS now has a framework for decision-making regarding working with Potential Member Countries (see Appendix 2).

2

Criteria for Membership in WAGGGS are outlined in the Policy on Membership, WAGGGS ’ Constitution and Bye-laws and in the applications for Associate and Full Membership.

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2. Strengthening WAGGGS’ Member Organizations
The primary role of WAGGGS is to support Member Organizations in their work to achieve the Mission. Further, WAGGGS’ role is to ensure that all Member Organizations provide good quality Girl Guiding/Girl Scouting (GG/GS). Why is this important to WAGGGS? Quality is essential to reaching our goals, which include: • Working through Member Organizations who are steadily growing stronger, in number and quality, and more able to achieve WAGGGS’ Mission; • Increasing our ability, worldwide, to impact issues affecting girls and young women; • Expanding the self-development opportunities, worldwide, for girls and young women, assisting them to become contributing citizens ; • Being the leading organization of, and for, girls and young women, in the world.

Signs of Quality
What does WAGGGS mean when talking about quality in relation to GG/GS? Quality is about making sure that girls and young women have self-development opportunities and gain valuable skills and experience through belonging to GG/GS. Considering the following questions can help Member Organizations assess the quality of their activities: • Are our members experiencing fun and friendship? • Are they challenged through activities that are designed to gain knowledge and skills, and to support positive values and attitudes? • Do they have opportunities to grow and develop into happy, productive citizens of their communities and the world? When the quality of GG/GS is excellent, • Girls and young women want to join and are happy to belong to the Organization. • Adults are interested in becoming leaders, or supporting the Organization’s efforts in other ways. • Membership in the Organization is growing. • There are more and more opportunities for young people to play an active, positive role in their communities. • The Organization and its members are a visible, vital part of community life. • The Organization is respected in society. • The Organization can obtain the support it needs, including financial support, to fulfil the Mission. All of these aspects of quality affect membership in WAGGGS’ Member Organizations, in turn influencing WAGGGS’ ability to achieve the Mission. If the quality of GG/GS is excellent, Member Organizations will attract more members and will grow as a significant part of community life, within their countries and worldwide.

Factors Affecting Quality
Quality reflects all aspects of the work of each Member Organization. As well, quality is affected by what is happening in the world outside. Quality is measured by “customers”. The customers of GG/GS are the members as well as the communities in which our Member Organizations are working. What does this mean to the leaders of those Organizations? They need to look at their activities from three directions: What are we offering? This is about ongoing assessment of how well the Organization’s programmes and services are addressing the needs and aspirations of girls and young women in its communities today. It is also about how those activities connect to the needs of the communities in which the Organization is operating. What do our members need and want? Do members get opportunities for growth by participating in the programmes of the Organization? Are they active participants in decision-making at all levels of the Organization? Do they feel they are getting value from being part of GG/GS? The quality of GG/GS suffers when there are no ongoing methods to identify changed needs of girls and young women and to adapt programmes accordingly.

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What is happening in the community and the world that affects us? This includes many factors that are beyond the control of an Organization and its members. Sometimes they are “local factors”, e.g., availability of meeting space or competition from other activities. Sometimes they are broader conditions, e.g., demographic shifts, economic constraints or political instability. More, and different, demands are placed on young people, and adults, every year. These demands influence their interest and their ability to participate in GG/GS. Leaders of Member Organizations cannot control these factors, and they also cannot ignore them. The ability to adapt to changes outside of the Organization affects the success of its activities and the viability of GG/GS in the community. When an Organization is weighed down by “the way we have always done it”, it cannot make the necessary changes that will keep it relevant to girls and young women and the society in which they live. Many quality problems stem from unwillingness to change, even though there are dramatic changes in the world outside.

Resources for Building Quality
Six areas have been identified as having the greatest impact on the quality of GG/GS and therefore on the life of the Organization. These six areas are inter-related and all of them are important for growth as a whole. A well-functioning Organization is strong in all six areas. • • • • • • Educational Programme Adult Training Membership Structure and Management Relationship to Society Finance

WAGGGS has developed policies and guidelines for the six areas. These documents provide a framework for Organizations to develop, monitor and improve their work in each of the areas. Recognizing that the quality of GG/GS depends primarily on the actions of the Member Organization itself, WAGGGS developed the Performance Assessment document (see Appendix 3) to assist countries to evaluate their strengths and weaknesses. Based on this assessment, each Member Organization can devise a quality improvement plan.

Basic Quality Requirements
WAGGGS’ Membership Policy outlines the requirements Organizations must satisfy to qualify for Membership. They focus on adherence to WAGGGS’ Constitution and furthering the Mission of WAGGGS through the Organization’s National, Regional and World level activities. How might WAGGGS describe some of the “basic requirements” of quality of the activities of Member Organizations? • • • • The Member Organization’s operations are consistent with WAGGGS’ policies and guidelines. There are systems in place for measuring the quality of operations and for continuous improvement in the quality of GG/GS in the Organization. The Member Organization is fulfilling its responsibilities as an active participant at Regional and World levels. There is ongoing assessment of membership data and a plan for membership growth in the Organization.

It is important to view these “basic requirements” as starting points. Once reached, it is essential to grow beyond operating at a “basic” level. Organizations that are stagnant, i.e., not developing in the context of their society, are not considered to be operating with acceptable quality. In committing to provide quality GG/GS, Member Organizations should never be content with their current performance. They should always strive for excellence and continuously look for different ways of improving service delivery in line with the needs and aspirations of their customers. The quality of GG/GS varies greatly across WAGGGS’ Member Organizations. When considering whether they are providing “good quality”, each Member Organization needs to evaluate its activities in the context of its own situation. The Performance Assessment process, described in the next section, provides a

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framework for making this assessment. However, we know that the world is changing constantly around us – both the world in which we operate and the world of girls and young women in their respective countries. Activities need to be constantly changing to ensure that they successfully meet the needs of girls and young women and support and encourage them in fulfilling their aspirations for the future. Quality also depends on how the Organization connects to today’s world. When viewed in this way, one could say basic quality is never “good enough”! It is essential to have continuous improvement in the quality of GG/GS. Both Associate and Full Member Organizations have important roles and responsibilities in ensuring that quality GG/GS is at the core of all activities offered. Member Organizations can enhance quality by adopting a proactive approach in determining their strategy for growth. This means researching and anticipating the trends affecting young people. It also means finding the best ways to actively engage young people in the Organization. Organizations are responsible for ensuring that young people are involved in the decisionmaking processes of the Organization and that their opinions are respected. The search for, and training of adults is another important area that each Member Organization needs to address. Well-trained adults play a crucial role in the delivery of quality programmes as well as in providing strategic leadership in an environment that is constantly changing. Operating a vibrant and growing organization is the responsibility of every Member Organization in delivering the Mission of WAGGGS.

Setting a Target for Membership Growth
Each Member Organization in WAGGGS is required to regularly set a target for membership and membership growth. To become an Associate Member, an Organization must have a minimum membership of 500, for a country that has a potential membership of up to 100,000 (female population of between 5 and 19 years of age), and a minimum membership of 1,000, for countries with a potential membership of over 100,000 (female population of between 5 and 19 years of age). This basic requirement represents a very low level of service in most situations, i.e., much less than 1% of potential members. On average, WAGGGS Member Organizations are serving 1.5% of the girls and young women in their countries. Organizations who are serving a very small number of girls and young women in the country, e.g., less than 1 %, are making a minimal contribution to achieving the Mission of WAGGGS. This level of service is not acceptable on an ongoing basis. Rather it represents the minimum requirement to be in a position to develop into a strong Organization that is making progress in fulfilling the Mission. Every Member Organization should have a plan to increase the number of girls and young women it serves. Associate and Full Member Organizations must set target membership figures in consultation with their respective Regional Committee. The Member Organization is also responsible for developing an implementation plan designed to meet the membership target within a suitable time frame. In setting a target for membership growth, it is important to consider both the number of girls and young women who are current members, and the number of girls and young women who could be members, i.e., the number of girls and young women in the country. (WAGGGS uses the age range of 5 to 19 to determine potential membership.) When building the plan for membership growth, it is important to recognize there are two ways to grow: • • Recruitment: attracting new members to the Organization; Retention: current members continue because they are getting value from the experience of GG/GS.

It is essential to be proactive in both areas to assure growth in membership numbers and quality. Here are some theoretical examples of targets for membership growth and observations about achieving the targets.

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# Members Potential (girls & young Membership women) (females 5-19)

Current Market Share Level

Target/ Time-frame

Observations

MO ‘X’

600

8,500

7.0%

7.5%/ 2 y8.5%/ 5 y

21 % increase within 5 years. However, actual # is 80. MO would not need major changes to manage a larger membership. MO is presently invisible. Major changes are required in so that they can be a viable organization. Will not require major system changes. Need recruitment drive and/or plan to increase retention. Need to develop longer-term target as well.

MO ‘Y’

1,200

14,000,000

0.01%

0.1%/ 4 y

MO ‘Z’

54,000

1,450,000

3.7%

4%/2 y

Questions to consider in building the plan to grow membership include: 1. 2. 3. 4. 5. Do we have the information we need about current and potential membership? Do we have the information we need about our current rates of recruitment and retention? If the answer is ‘no’ to questions 1 and 2, how will we get the required information? What do we need to do to improve the rate of recruitment? What do we need to do to improve the rate of retention? The answers to questions 3 and 4 will likely be quite different. What changes do we need to plan for, e.g., in adult training, structure and management, finance, so we can effectively provide service at these higher levels?

Monitoring Quality Worldwide
Since 1999, WAGGGS has used the Performance Indicators in a survey of Member Organizations and, where applicable, their Component Associations. This survey, originally known as the “Internal Study”, provides an overview of the strengths and weaknesses within WAGGGS. As a result, WAGGGS is better able to establish priorities regarding the support of Member Organizations. For example, this information can be used to determine the areas in which assistance would be most widely useful, i.e., addressing areas of widespread weakness. At the core of WAGGGS’ strategy is the belief that WAGGGS and GG/GS will be stronger if there are more healthy and strong Member Organizations. This process also assists WAGGGS in identifying Organizations with areas of strength who can be approached to share their knowledge and experience with others who have weakness in the same area. This world-level monitoring also provides a baseline against which we can measure improvement, by conducting comparable surveys on a regular basis. WAGGGS has updated its monitoring system to ensure that it reflects environmental changes as well as bringing it in line with WAGGGS Policies and Guidelines. The new Performance Assessment document (attached in Appendix 3) replaces the “Self Assessment of Your Association” document and directly relates to the Performance Indicator document. The Performance Assessment document is a working tool which enables Associations to analyse their effectiveness and measure their performance.

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Strategy for Growth
WAGGGS’ strategy for growth includes strengthening GG/GS worldwide both through continuous improvement within current Member Organizations and through expansion into new countries. The priorities of WAGGGS, and the framework through which WAGGGS will address those priorities, are outlined in WAGGGS’ Strategic Plan. The Strategic Plan is developed through broad consultation across WAGGGS, with specific, measurable objectives being developed at Regional and World levels. The Strategic Plan is about how WAGGGS will manage to achieve the Mission through the work of its Member Organizations as well as at Regional and World levels. The strategy employed by WAGGGS to support Member Organizations includes the following elements: • • • • Provision of resource materials to support continuous improvement in the quality of GG/GS and strengthen our Member Organizations. Provision of tools to assess the strengths and weaknesses of GG/GS in our Member Organizations. Establishing a system to monitor the quality of GG/GS that will enable focused assistance to Member Organizations in areas requiring improvement and support. Bringing a focus within WAGGGS to the quality of GG/GS through communications with Member Organizations via publications (e.g., Our World News) and our web site and by arranging opportunities to exchange best practices through round table meetings, conferences, training events and visits.

As well, WAGGGS’ strategy incorporates operating at Regional and World levels to: • • • • Gather information about worldwide trends affecting GG/GS Proactively address issues affecting girls and young women Be visible, and vocal, on behalf of the girls and young women of the world, in appropriate venues, e.g., the United Nations Develop and participate in programmes and projects with relevant partners, e.g., organizations who are addressing important issues affecting girls and young women, thereby generating both resources and increased public awareness of the goals and value of GG/GS.

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3. Performance Assessment
A Way to Ensure Growth
By undertaking self-assessment, our Member Organizations are acknowledging the important connections between the strength of the Organization, the quality of Girl Guiding/Girl Scouting (GG/GS) delivered by the Organization and membership growth. Growth depends on more than just attracting members. Growth is also concerned with the quality of the activities provided for members and whether they want to continue to participate. It also relates to the quality of connections to the communities in which Organizations are active. If the quality of work is excellent, the Organization will have a good image and will attract more young people and adults. An essential part of improving quality is ongoing self-assessment. WAGGGS’ Performance Assessment process provides a framework through which Member Organizations can assess their current situation and identify areas for improvement. The framework helps build understanding about the details of delivering “good quality” GG/GS. As well, it helps connect the work of all the Associations who are Member Organizations within the work of the World Association. (See the Performance Assessment document in Appendix 3.) Using Performance Assessment in Your Association Leaders at national and other levels in the Association use self-assessment. It is important that the assessment looks broadly at the work of the Association. It needs to go beyond assessing how things appear to be, from a national perspective. It should be part of a recurring process through which the Association measures quality and decides on an improvement plan. Generally, the leaders of the Association arrange for a regular self-assessment, involving leaders at other levels to the appropriate degree (e.g., at regional levels in larger organizations, and at unit level, as appropriate). The assessment may be part of an existing strategic planning process. Or it can be used as the basis of a new strategic planning process for Associations who do not already have one.

Using the Performance Assessment, Member Organizations can:
• • • • • assess their current situation; review the desired state that is reflected in WAGGGS’ Policies and Guidelines; identify areas for improvement; establish priorities for actions that should be taken to improve and strengthen their work; and implement their improvement plan, including monitoring progress and evaluating results.

A Worldwide Overview
WAGGGS puts together a world-level assessment triennially, based on the work of the Member Organizations and Regions. The resulting report on the “state of the world” highlights trends, areas of common weakness, and areas of common progress. Based on this overview, WAGGGS and its Members can build improvement plans at Member Organization, Regional and World levels.

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4. Expansion of Girl Guiding/Girl Scouting in New Countries
Since its origins in the United Kingdom in the early 1900s, Girl Guiding/Girl Scouting (GG/GS) has continued to expand as more and more countries have realised what it can offer to their girls and young women. There is an ongoing demand for Associations to be established in countries with no history of GG/GS or where there was once GG/GS but it was prohibited for a period of time. These are the countries we refer to when we use the term “new countries”. Historically, WAGGGS has used various approaches in the development and expansion of GG/GS in new countries. Often a plan was developed in response to requests for help from people in a new country who recognized the need for GG/GS and who were willing to take an active role in bringing the opportunity to the girls and young women of the country. Opportunities for expansion continue to arise. However, WAGGGS has limited financial and human resources available to allocate to expansion activity. For this reason, WAGGGS has developed a framework for making decisions about expansion to assure the necessary balance between appropriate support to current Members and the expanded availability of GG/GS in new countries. With this framework, WAGGGS can assign priorities to development opportunities.

Checklist of Factors
Twelve factors will influence WAGGGS’ decision to work in new countries. The factors are outlined in Appendix 2. Although each situation will be different, all factors should be considered in making a decision about working in a new country.

How are these factors used?
The decision to move forward to support expansion into a new country is based on assessment of all of the factors. The decision is a complex “cost-benefit analysis”. The main question WAGGGS has to answer is: “What is the relative cost to complete the work required and what is the relative size of the benefit that would be achieved?” Consideration of the relative cost includes human resource costs, as well as financial requirements. An assessment of the “cost” also includes assessing the difficulty or ease of the work. A negative assessment regarding some factors, e.g., receptiveness to the Fundamental Principles, would clearly represent a major barrier to successfully building a GG/GS Organization. For many of the factors, there will be different relative importance depending on the individual situation of the country. Consideration of the benefit includes assessment of many potential outcomes, including the benefit to the individual girls and young women who will experience GG/GS; to the families and communities of the new country; and to WAGGGS, in terms of expanded impact and furthering of its Mission. As well, in prioritising the opportunities for expansion, WAGGGS has to consider other work in hand and the priorities of its strategic plan. The checklist of twelve factors will assist in making a thorough assessment of each situation prior to deciding on next steps.

Making the Expansion Decision
The information about the potential to expand into new countries may come to WAGGGS in different ways. For example, there may be a direct approach from the new country or from a Member Organization interested in helping develop GG/GS in the new country. In these cases, the process is generally as follows: • • A Member Organization, or individuals within the new country, express interest in developing GG/GS in the country. The relevant WAGGGS Region investigates and recommends action, based on assessment of the checklist factors and available resources.

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The Regional Committee and the Strategies for Growth Committee review the situation and the Strategies for Growth Committee makes a recommendation to the World Board. The World Board takes a decision regarding the best way forward.

Alternatively, WAGGGS may initiate the assessment of potential for Membership, based on a perceived strategic need. In this case, the process includes: • • • • Assessment of the checklist factors and resources by the Strategies for Growth Committee. Consultation with the relevant Region. Strategies for Growth makes a recommendation to the World Board. The World Board takes a decision regarding the best way forward.

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5. Becoming a Member of WAGGGS
Potential Member Countries
Once a country fulfils the factors laid down in Appendix 2, the respective Region will work with it to develop a GG/GS organization. WAGGGS will work with the country for a maximum of six years. During that time a commitment to Girl Guiding/Girl Scouting must be expressed through formation of a National Girl Guiding/ Girl Scouting organization and development of a plan to prepare for application for Associate Membership in WAGGGS. Completion of this stage is recognized by presentation of the Certificate of Working Towards Membership in WAGGGS.

Application for Associate Membership
The decision for a country to apply for Associate Membership is made by the Regional Committee in consultation with the respective country. The Regional Committee supports the country and monitors its growth and development. Once satisfied, the Region will recommend that the Organization be considered for Associate Membership. At the same time there is the consultation with the Strategies for Growth Committee which administers the process of application for Membership. The Organization must meet all the requirements as laid out in WAGGGS Constitution. Countries applying for Associate Membership can be accepted into Membership by a vote of the World Board during the triennium which is then ratified by the Full Members at a World Conference. WAGGGS will work with National Organizations for the attainment of Associate Membership for a maximum of six years following receipt of the Certificate of Working Towards Membership in WAGGGS.

Application for Full Membership
The maximum period that a country can stay as an Associate Member is nine years. The judgement as to the readiness of an Associate Member to move into Full Membership is taken by the Regional Committee in consultation with the respective country. As in the process for application into Associate Membership, the Regional Committee consults with Strategies for Growth Committee which administers the process of application for Full Membership. Applications for Full Membership are presented to the Full Members at a World Conference for a vote. Both Associate and Full Member Organizations of WAGGGS enjoy specific benefits and they also have to fulfil certain responsibilities specified in WAGGGS Constitution.

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6. Suspension and Cancellation
Unfortunately, there are Member Organizations who have experienced very serious decline. In the past, there was no process for discontinuing membership, perhaps in the hope that it would never be needed! However, it is necessary to establish an appropriate process to clarify expectations of our Members with regard to their responsibilities as Members, and to take action if those responsibilities cannot be fulfilled. The process of suspension and cancellation of Membership was developed collaboratively by WAGGGS’ Regional and World levels. (See “Suspension and Cancellation of Membership in WAGGGS” in Appendix 4.) The process outlines that in situations of serious decline, WAGGGS will send a warning letter to the Member Organization indicating the need to take serious action toward improvement. If the Member Organization indicates a desire to improve, WAGGGS will provide some assistance. The Region and the Organization will work together on an implementation plan to develop the required quality and membership levels. If the Organization works toward improvement and improves to a level that satisfies the qualifications of Membership, it will retain its Membership. If the Member Organization does not reply to the warning letter from WAGGGS, the Organization is essentially not viable. In this case, suspension of Membership will be recommended to the World Board by the Regional Committee. If there is no further action by the Member Organization, the World Board will recommend the cancellation of their Membership to the World Conference. A decision to cancel Membership in WAGGGS is the responsibility of the World Conference.

7. Reference List
The following documents, available from your national office or directly from WAGGGS’ World Bureau, contain useful information to support building quality. • • • • • • • • • Policies and Guidelines on Educational Programme Policies and Guidelines on Adult Training Policies and Guidelines on Relationship to Society Policies and Guidelines on Finance Guidelines on Structure and Management Policies and Guidelines Involving Young Women in Decision-Making Policies and Supporting Material on the Education of Girls and Young Women in WAGGGS WAGGGS’ Constitution Development of Girl Guiding/Girl Scouting in New Countries

Appendix 1 W.B.3271 June 2003 Appendix 1 - WAGGGS’ Membership Policy

W.B.3271 June 2003 Page 1

WAGGGS’ MEMBERSHIP POLICY
The Membership of WAGGGS is defined in the Constitution and Bye-Laws, Article V – Membership, Sections 1-9. The Members of WAGGGS are the Associate and Full Member Organizations. The Member Organization may be an individual National Association or a Federation of Component Associations. Each Member Organization is comprised of individual members who subscribe to the Promise and Law and the principles of Girl Guiding/Girl Scouting, as set out by each Member Organization and approved by the World Board.1 ‘WAGGGS is an educational organization whose object is to further the aim of the Girl Guide/Girl Scout Movement which is to provide girls and young women with opportunities for self-training in the development of character, responsible citizenship and service and their own and world communities’ WAGGGS Constitution Article III - Object The criteria for Membership support the Mission of WAGGGS, which is: To enable girls and young women to develop their fullest potential as responsible citizens of the world.

Policy
WAGGGS supports Member Organizations to fulfil the criteria for Membership and to ensure that Member Organizations offer their current and potential members opportunities for growth in order to fulfil its Mission and Goals (see Appendix A). These criteria reflect the requirement to deliver quality Girl Guiding/Girl Scouting and meet standards established by WAGGGS in all six areas of the work of the Organization (Educational Programme, Training, Membership, Finance, Relationship to Society, and Structure and Management). WAGGGS will support the development of Girl Guiding/Girl Scouting in countries where presently it does not exist in order to offer more girls and young women the opportunities to be Girl Guides/Girl Scouts as part of a World Organization. Decisions to work in a new country are based on the assessment of potential for Girl Guiding/Girl Scouting in the country, using a checklist of factors. Procedures to be followed are set out in the document ‘Supporting Material for the Implementation of WAGGGS’ Membership Policy’.

Types of Membership
1. Potential Member Countries

These are countries where WAGGGS is working with the country in order to establish/re-establish Girl Guiding/Girl Scouting. Procedures to be followed are set out in the document Development of Girl Guiding/ Girl Scouting in New Countries. Potential for WAGGGS Membership is evaluated using the Checklist for Countries Wishing to Join WAGGGS. (Procedures are outlined in the document ‘Supporting Material for the Implementation of WAGGGS’ Membership Policy’.) WAGGGS will work with the country for a maximum of six years. During that time a commitment to Girl Guiding/Girl Scouting must be expressed through formation of a National Girl Guiding/Girl Scouting organization and development of a plan to prepare for application for Associate Membership in WAGGGS. Completion of this stage is recognized by presentation of the Certificate of Working Towards Membership in WAGGGS. 2. Countries Working Towards Associate Membership

To qualify for Associate Membership in WAGGGS, the potential Member Organization must: • •
1

Fulfil the requirements set out in WAGGGS’ Constitution and Bye-Laws, Article V, Sections 1-9. Fulfil the requirements set out in the document ‘Application for Associate Membership’.

We use “capital-M-Membership” when referring to our Member Organizations and “small-m-membership” when referring to the membership within a Member Organization.

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Have a minimum membership of 500 for a country that has a potential membership of up to 100,000 (female population of between 5-19 years) and a minimum membership of 1,000 for countries with a potential membership of over 100,000 (female population of between 5-19 years).

WAGGGS will work with National Organizations for the attainment of Associate Membership for a maximum of six years. 3. Countries Working Towards Full Membership

All Associate Member Organizations are required to work towards Full Membership. To qualify for Full Membership in WAGGGS, an Associate Member Organization must: • • • • Fulfil the requirements set out in WAGGGS’ Constitution and Bye-Laws, Article V, Sections 1-9. Fulfil the requirements set out in the document ‘Application for Full Membership’. Participate actively in WAGGGS quality programmes, including the performance indicator/selfassessment system, and implement plans for ongoing development of the Organization. Reach a target membership figure to be agreed with individual countries, taking into account potential membership figures (female population of between 5-19 years) and the situation in the country. The membership requirement for Full Membership will be agreed by the Associate Member Organization and the relevant Regional Committee and will reflect an increase relative to the membership at the time the Organization became an Associate Member. WAGGGS will work with National Organizations who are Associate Members for the attainment of Full Membership for a maximum of nine years. If the Associate Member has not been able to fulfil the requirements for Full Membership and is not fulfilling its responsibilities as an Associate Member of WAGGGS after a period of nine years, the procedures for suspension and cancellation of Membership in WAGGGS will be implemented. (Procedures are outlined in the document ‘Supporting Material for the Implementation of WAGGGS’ Membership Policy’.)

4.

Countries that are Full Members of WAGGGS

To retain Membership in WAGGGS, a Member Organization must: • • • • Respect and adhere to the criteria of Membership as set out in WAGGGS’ Constitution and ByeLaws, Article V, Sections 1-9 and excerpted in the Appendix to this Policy. Participate actively in the activities at Regional and World level and fulfil the responsibilities of Membership as set out in WAGGGS Constitution and Bye-Laws, Article V, Sections 1-6. Participate actively in WAGGGS quality programmes, including the performance indicator/selfassessment system, and implement plans for ongoing development of the Organization. If the membership in the Member Organization is less than the requirement for new Associate Members, a development programme must be established in consultation with the relevant WAGGGS Region. A target membership number and timetable will be established with the individual Association, taking into account potential membership figures (female population of between 5-19 years) and the situation in the country. WAGGGS will work with Member Organizations to build quality and membership in the Organization. If a Member Organization has not been able to meet the requirements and fulfil the responsibilities of Membership within the agreed time frame, the procedures for suspension and cancellation of Membership in WAGGGS will be implemented. (Procedures are outlined in the document ‘Supporting Material for the Implementation of WAGGGS’ Membership Policy’.)

Exceptions to the timetable for attaining Associate Membership or Full Membership may be approved. Requests for extension will be considered on a case-by-case basis by the World Board.

Original policy adopted by the world board, january 1997 REVISED OCTOBER 2002

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WAGGGS Membership Policy Appendix A: Criteria of Membership in WAGGGS
Excerpted from the Applications for Associate Membership and Full Membership Member Organizations are required: • • • • • • • • to adhere to the Fundamental Principles and have a Promise and Law, in wording approved by the World Board, which embodies the essential elements of the original Promise and Law; to have a membership which is voluntary and open to all girls and young women without distinction of creed, race, nationality or any other circumstance; to be self-governing, with freedom to formulate its policy and put it into practice; to be independent of any political organization and any political party; to abide by the Constitution and Bye-Laws of the World Association; to have, and abide by, a Constitution, approved by the World Board, incorporating the Fundamental Principles of Membership and other requirements suited to its needs; to adopt a name including Girl Guide/Girl Scout and to adopt the Trefoil in its badge; to have a well-developed Organization, suited to the needs of the country in its operation; including, but not limited to: an educational programme based on the Fundamental Principles, using the methods of Girl Guiding/Girl Scouting, suitable for the advancement of girls and young women of different ages and to the needs of the country; education for leaders and girls in international friendship and understanding; adequate leadership to carry out the programme and a suitable training programme for leaders; sustained growth in membership incorporating retention of current members and recruitment of new members; a system for the introduction of Girl Guiding/Girl Scouting and building membership in new areas of the country; a responsible central body truly representative of all Girl Guiding/Girl Scouting within the country; sound policies and plans for continuing development and management of the Organization, based on continuing self-evaluation; active participation in the society of the country and an effective public relations strategy and programme of promoting the Organization in society; good links with relevant agencies and associations, e.g., government and NGOs, to enhance the impact of the work of the Organization; financial planning and management to provide for a sufficient income to meet annual expenditures, including WAGGGS quota payment and other related contributions; promoting the total concept of Thinking Day and making an annual Thinking Day contribution to the World Association. to have all financial statements audited; to make use of World Association publications; to reply by the date requested to questionnaires, papers, etc. from the World Bureau so that the whole World Association may benefit from the information sent. To implement the decisions of the World Board and the World Conference.

• • • •

Please note more details regarding specific requirements for Associate and Full Membership are available in the application documents.

Appendix 2 W.B.3271 June 2003 Appendix 2 - Checklist of Factors for Working in new Countries W.B.3271 June 2003 Page 1

CHECKLIST OF FACTORS FOR WORKING IN NEW COUNTRIES
Twelve factors will influence WAGGGS’ decision to work in new countries. They are not listed in any particular order. Although each situation will be different, all factors should be considered in making a decision about working in a new country. 1) Size of Population: This refers to the number of potential members of a future Member Organization. A country with a large population would offer the opportunity to serve a larger number of girls and young women than in a smaller country. Receptiveness: This would include an assessment of the political and economic conditions in the new country as well as the social and cultural environment, including aspects such as the education system and the role and status of women in the country.1 It is about whether a GG/GS organization has the potential to flourish in the country and whether the time is right to start developing the Movement in that country. Climate of Acceptance of the Fundamental Principles: This is a critical factor and it can be difficult to evaluate. It is an essential element of moving forward to build a Girl Guide or Girl Scout organization. Communication Ease: This relates to practical aspects of working with, and within, the new country. Where there is limited access to communication and/or transportation systems, the work of developing the organization, and provision of support for the development, by WAGGGS, is much more difficult and, in general, more expensive. Limited access to communication tools also leads to extended time lines. Standing of the Country: It is important to consider the new country’s strategic importance in the world and the relationship to WAGGGS’ role as a worldwide leader on issues affecting girls and young women. Expressed Interest and Expressed Need: Are there individuals in the new country who have identified needs that align with the Mission of WAGGGS? Are there potential leaders expressing interest in “bringing GG/GS to life” in their country? Access to Power Base: It is helpful to assess the ability of the individuals who will build the organization to gain the necessary access within the “power structure” of the country. It includes the ability to secure the necessary approvals, e.g., registration of the organization, support from relevant government authorities, access to financial resources, etc. Competitive Situation: This refers to the presence or absence of other youth organizations with comparable objectives and also to the state of their activities. For example, the need for GG/GS would be reduced if the needs of girls and young women were being met by another well-established organization. Experience with WAGGGS: WAGGGS needs to find out whether there has been previous investment in attempting to start an organization in the country and what results were obtained. This information would be considered in combination with the present situation in the country, i.e., an assessment of whether there were changes that would significantly influence the likelihood of success or failure of further efforts.

2)

3)

4)

5)

6)

7)

8)

9)

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For more information, refer to WAGGGS ’ document entitled “Development of Girl Guiding/Girl Scouting in New Countries”.

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Acceptance of WAGGGS’ All Female Requirement: Since 1993, it has not been possible for WAGGGS to offer the SAGNO (Scout and Guide National Organization) model to new countries, although many current Member Organizations are SAGNOs. This is due to policies established by WOSM. Thus, it is essential that an all-female organization can be developed in order to become Members of WAGGGS and, therefore, in order to gain WAGGGS’ assistance in developing the organization. Available Resources: This includes resources of different kinds, in different locations. The necessary resources include sources of financial support, e.g., from WAGGGS at the World, Regional and/or Member Association level (in the context of a Member Organization working in partnership with the beginning organization), as well as financial resources from potential supporters of the work, e.g., Foundations, development agencies, etc., and within the “new country” itself. Similarly, this factor considers availability of human resources on both sides: WAGGGS staff and volunteers at various levels who can actively support the work, as well as a range of interested individuals in the new country. For example, sometimes there are WAGGGS Member Organizations who have an interest in helping to develop GG/GS in a specific country, based on historic or cultural ties, geographic proximity, individual contacts, etc. It is important that WAGGGS knows of this situation in assessing the ability to support the development in the new country. Potential Financial Viability: This is specifically about the financial resource base in the country. It includes an assessment of the potential for development of an organization that would be able to raise sufficient funds to support itself as well as to meet its quota obligations as a WAGGGS Member.

11)

12)

Appendix 2 - Checklist of Factors for Working in new Countries - June 2003

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Appendix 3 to WB 3271 June 2003

Attached as Appendix 3 is the Performance Assessment document circulated in May 2003 as W.B. 3268

W.B.3268 May 2003

Performance Assessment 2003

WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS
World Bureau, Olave Centre, 12c Lyndhurst Road, London, NW3 5PQ, England
+ 44 (0) 20 7794 1181 Registered Charity N°: 306125
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Fax: + 44 (0) 20 7431 3764

e-mail: wagggs@wagggsworld.org

Performance Assessment of Associations

INTRODUCTION
Organizations are constantly reviewing ways of improving their effectiveness in light of increased competition as well as the need to have an impact on the community in which they operate. Girl Guiding/Girl Scouting is no different. We all want to see our Associations grow – and this growth is measured in both quality of service offered and quantity of those who receive the service. To help Associations focus on the areas of growth, WAGGGS has identified six core areas of work that are critical. These are: Educational Programme Adult Training Membership Structure and Management of Associations Relationship to Society Finance Policies and Guidelines have been developed in the above areas to assist Associations to understand WAGGGS’ expectations and to provide a framework in which to operate. These six areas are inter-related and all of them are important for growth. The aim of the document is to enable Associations to make a self-assessment by identifying areas that need improving or strengthening. It is important that the assessment goes beyond showing how things are but also explores how things should be and how to bridge any gaps that are discovered between how things are and how they should be. In undertaking a self-assessment exercise, the Association is acknowledging the important connections between the strength of the organization, the quality of Girl Guiding/Girl Scouting delivered and membership growth. Growth is not only about increasing numbers but also about the quality of activities and interactions with the community. This document is based on the Policies and Guidelines and is designed to be a working tool for all Associations. In each section, a topic area is explored, highlighting the main issues and followed by questions for consideration. The leadership of the Association needs to decide on how often the self-assessment is done and what follow-up should be carried out. This exercise will assist the Association in identifying priorities that need to be addressed in order to strengthen the Association.

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Performance Assessment of Associations
EDUCATIONAL PROGRAMME
The Educational Programme is about providing girls and young women with opportunities for selfdevelopment in a supportive learning environment. The focus of the Educational Programme is its nonformal approach that enables each individual to acquire knowledge, skills, values and positive attitudes and prepare them for leadership roles. Who is responsible for the Programme formulation for the Association? What factors do you take into account in order to emphasize the non-formal aspect of programmes? Does your Association have a programme for the different age groups? When was the Educational Programme last revised? How were girls and young women involved in the process? A quality non-formal Educational Programme is the sum total of all the activities and experiences that individuals go through and learn from. In developing the Educational Programme the following steps should be taken into account: • • • • • • • The needs and aspirations of the group of individuals, their ages and the context of their environment The appropriateness of the learning objectives The adherence to the values of Girl Guiding/Girl Scouting as expressed in the Promise and Law The Girl Guiding/Girl Scouting method The progressiveness of the activities The holistic approach to the personal development of individuals: intellectual, spiritual, physical, emotional; social and moral The evaluation of activities and their impact How does your Association identify the needs and aspirations of its members? How does the Educational Programme express the values of Girl Guiding/Girl Scouting? How does the Association ensure that the six development areas are addressed – intellectual, spiritual, physical, emotional, social and moral? How are the Girl Guiding/Girl Scouting methods implemented in your programmes? How do you ensure the progressive approach of the method and activities to achieve the objectives? The strength of the Educational Programme depends on how well the Association implements the steps of programme development. The steps should be seen as segments which form part of a whole and therefore should be seriously considered when developing an educational programme. WAGGGS’ Policy and Guidelines on Educational Programme go into great detail on how steps can be interpreted and implemented. In some cases, examples are given to help Associations have a better understanding of what is expected of them. How do you ensure that the policy of your Association regarding Educational Programme is consistent with WAGGGS’ Policies and Guidelines? What resource materials does the Association have to support the Educational Programme? Are there resource materials for leaders as well as girls and young women? What support is given to leaders to enable them to set learning objectives for the programmes? To what extent do your programmes deal with specific issues affecting girls and young women? What is the place of Community Development in your Educational Programmes?

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Performance Assessment of Associations
ADULT TRAINING
Training in WAGGGS is designed to focus on the adult members of the Association. Training aims to empower the adults by giving them the necessary knowledge, skills, values and attitudes to enable them to carry out their jobs effectively. The strength and growth of an Association is a function of the quality and competence of the adult leadership. Through training, the adults can realize their full potential in personal growth and development, ensure job satisfaction and further develop leadership skills. Adults in Associations take on different roles. Some work directly with girls and young women. Others are filling more supportive roles, e.g., as Commissioners, trainers or mentors, and there are those who are concerned with the management of the Association. Whatever roles adults have, they must be well trained and given ongoing support. One of the fundamental ways of supporting adults is to clarify their roles and responsibilities and to address their needs and expectations. The process of ongoing evaluation is an important part of management of adult volunteers and staff. It will help to ensure that each adult feels motivated and challenged. For adults working directly with girls and young women, effective training to develop competent leaders of girls is essential to successful programme delivery. The way the Association is organized and managed also reflects the skills of the leadership team, so effective training is needed to develop these skills. Such leadership is achieved by providing quality training for adult members in order that they may carry out the Mission of WAGGGS. Training impacts on a lot of areas within Girl Guiding/Girl Scouting. Each Association should devise a training scheme that highlights how adults are trained and how this process is monitored and evaluated. Does your Association have a policy on adult training? Who is responsible for it? How is the strategy for training devised in your Association and who is responsible for conducting training? Does your Association have a Training Scheme? What groups of people are catered for in the Scheme? How often is it reviewed and updated? How are the needs and aspirations of the adults identified? There is a close relationship between Training and Programme. It is therefore essential that people responsible for Training and Programme development consult and work together, since training has a direct influence on the effective delivery of educational programmes at local level. What resource materials does the Association have to ensure that adults are well supported? How is the training of adults monitored and evaluated? How do the Training and Programme Committees relate to each other? Training in WAGGGS focuses on four main areas: Knowledge – being familiar with the Fundamental Principles of Girl Guiding/Girl Scouting, the history of Girl Guiding/Girl Scouting and its activities at national, regional and world level. It also includes being aware of issues and concerns of girls and young women in today’s environment. Skills – looking at life skills, management and interpersonal skills, technical and technological skills. Values – looking at Girl Guiding/Girl Scouting values and their relation to those of our society. It would also be looking at the connection between beliefs and values. Attitudes – How attitudes are formed, the relationship between beliefs, values and attitudes and how attitudes can be changed.

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Performance Assessment of Associations
In what way does your Association: Help adults to promote Girl Guiding/Girl Scouting values and how these are related to society? Ensure adults know how to work effectively with today’s girls and young women? Help adults to develop skills relevant to a changing world? Provide opportunities for exploring individual, as well the Association’s, attitude towards specific controversial areas? Help adults to acquire knowledge that is relevant to their roles? Enable the adults to use the Girl Guiding/Girl Scouting method effectively? Ensure that there is ongoing training for adults? The training is done using the Girl Guiding/Girl Scouting method, which enables the leader to explore more of the non-formal educational approaches. Details of the Girl Guiding/Girl Scouting method are explained in the WAGGGS Training Guidelines.

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Performance Assessment of Associations
MEMBERSHIP
Your Association belongs to the largest international organization for girls and young women: the World Association of Girl Guides and Girl Scouts (WAGGGS). As a member of WAGGGS, your Association has rights and responsibilities enabling it to enjoy the many privileges that WAGGGS offers. The Members of WAGGGS are the Associate and Full Member Organizations who may be an individual National Organization or a Federation of Component Associations. Each Member Organization has individual members who subscribe to the fundamental principles of Girl Guiding/Girl Scouting1. When dealing with the issue of Membership, we shall be looking at two aspects: • • How the Member Organization fulfils its criteria as a Member of WAGGGS. How the Member Organization provides service to its members and promotes growth. In what ways does the leadership team involve other groups in defining the vision of the Association? To what extent has your Association fulfilled the requirements of Membership, as outlined in WAGGGS’ Membership Policy and WAGGGS’ Constitution? What are the statistics regarding membership in your Association? Is membership growing or declining? What plans does your Association have to ensure growth of membership? How does the membership in your Association compare with other NGOs like yours? Membership in WAGGGS WAGGGS has specific expectations of its Members, as Associate or Full Members, and these are outlined in WAGGGS Constitution, as well as the WAGGGS Policy on Membership. WAGGGS’ responsibility to its Members is to provide an environment that strengthens Girl Guiding/Girl Scouting and promotes the development of Girl Guides/Girl Scouts. In supporting and monitoring the development of Girl Guiding/Girl Scouting in Member Organizations, WAGGGS highlights the following areas of work: a) The importance of providing high quality Girl Guiding/Girl Scouting which delivers value to girls and young women. b) The importance of ongoing self-assessment including monitoring quality through the Performance Indicators. c) The action that the World Board will take if Member Organizations’ work has deteriorated and no longer meets the objectives of Girl Guiding/Girl Scouting. Does the Association have groups/committees that are responsible for membership development? Has the Association implemented a retention and recruitment plan? How effective has this been? How are the adult members recruited and/or encouraged to stay in Girl Guiding/Girl Scouting? How are youth members recruited and/or encouraged to stay in Girl Guiding/Girl Scouting? How is the service of adults recognized within the Association? At both World and Regional levels, WAGGGS provides resource materials and technical support as part of its strategy to strengthen and develop Girl Guiding/Girl Scouting worldwide. The decision to expand Girl Guiding/Girl Scouting into new countries is taken in light of the criteria that have been agreed.

1

We use capital “M” Membership when referring to Member Organizations and small “m” membership when referring to the membership within a Member Organization.
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Performance Assessment of Associations
Membership within WAGGGS Member Organizations Member Organizations have the responsibility to maintain an Association that: • • • • • • • • • • • • • Is vibrant, strong and growing in quality and quantity. Is representative of all sectors of society. Is open to all regardless of colour, race or creed. Is non party-political. Addresses the issues affecting girls and young women. Participates actively in regional and world matters. Has young women actively involved in decision-making at all levels. Has adults that are well-trained and motivated. Provides opportunities for self-development of both volunteers and staff Monitors the trends of young people in order to be proactive in serving them. Is engaged in retention and recruitment strategies. Has an agreed market share of the potential membership in the country. Is active in all parts of the country and has impact. Is Girl Guiding/Girl Scouting open to all sectors of the community? What special support is given to minority groups? How widespread is Girl Guiding/Girl Scouting in the country? Is it mostly concentrated in urban or rural areas? How does your Association plan to broaden its reach in the country? What market share of girls and young women does your Association have within your country, i.e., what percentage of girls and young women are members of your Association? To what extent is your Association aware of the needs and aspirations of girls and young women in the country? How many young women are on the National Board/National Executive?

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Performance Assessment of Associations
STRUCTURE & MANAGEMENT OF ASSOCIATIONS
Within WAGGGS there are a variety of structures and management styles, depending on the size and the culture of the specific Association as well as the environment in which they are operating. Each Association will choose a suitable Structure and Management style that is in line with WAGGGS’ policy and responds to the contemporary needs and aspirations of its members within its cultural context. The Structure and Management of the Association should safeguard the values of WAGGGS and ensure high standards of management, resulting in efficient and effective use of human, financial and technical resources. Do you have a policy on the Structure and Management of the Association? Does your Association have a Mission Statement? Is it consistent with the Mission of WAGGGS? When was the Constitution of your Association last revised. How does it reflect the Structure and Management of the Association? Is the Constitution respected and adhered to? If not, what plans will you put in place to ensure members are acting according to the Constitution? Do you have a regular timetable for Annual General Meetings of your Association? In what ways do adults participate in the decision-making process of the Association? How are young women involved in the decision-making process of the Association? How transparent are the policies and procedures of your Association? Structure defines how individuals and groups relate to one another within an organization and, in particular, who makes the decisions. The structure of an organization helps to define: a) Authority ~ the right to use discretion in developing strategies to assure the achievements of established objectives. b) Responsibility ~ the obligation to perform duties that have been assigned and accepted. c) Accountability ~ being answerable not only for end results but also for the actions that brought about the end results. What groups/committees are involved in the implementation of your Association’s objectives? Do they have clear job descriptions to follow? Is there effective delegation of roles and responsibilities within your Association? Does the leadership understand its governance role? What kind of training is provided for those in positions of authority and responsibility? How well are channels of communication defined? Management is the process by which a task is achieved and often includes decisions about how resources are used. An Association must adopt a Structure and Management style that facilitates the achievement of its Mission, Goals and Objectives. There are some elements within the management of any organization that are critical to its effectiveness, these elements include: Structure Strategy Skills Systems Style and Staff

At the central core of these elements are the shared values of the organization. For details on the elements please refer to the WAGGGS Guidelines on Structure and Management.

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Performance Assessment of Associations
Special attention should be given to: a) How the values of Girl Guiding/Girl Scouting are interpreted and linked to the elements listed above and also how these values relate to the environment in which the Association is operating. b) How these values are used in the decision-making process, e.g., the use of democratic approaches and how the Constitution is interpreted and adhered to. Much of the success of an Association depends on its leadership, the vision it has for the growth and development of the Association and how it leads the rest of the members. How are the values of Girl Guiding/Girl Scouting promoted in the Structure and Management of your Association? How is the planning of the work of your Association organized? Does your Association have enough qualified personnel (volunteers and staff) to carry out its work? If not, what is your plan for recruiting additional qualified personnel? Who forms part of the decision-making body of the Association? Some of the challenges of the leadership team are: • • • • • • • • • • • To ensure that the culture of the organization does not hinder a more creative approach to its Structure and Management. To put in place a succession plan. To encourage change and to develop change management skills. To exercise a leadership style consistent with the values of Girl Guiding/Girl Scouting. To appoint and develop effective teams that will implement the objectives of the Association. To clarify the roles and responsibilities of individuals or teams and put in place an evaluation system. To ensure that there are good working relations among volunteers and between volunteers and staff. To have a place/location from where the affairs of the Association are conducted. To promote good and transparent communication within and outside of the Association. To be strategic in its planning and implementation of its objectives To have a monitoring and evaluation system that focuses on quality as well as quantity. In what ways does the leadership team involve other groups in defining the vision of the Association? How would you describe the leadership style of your Association? Who is responsible for monitoring and evaluating the work of your Association? How is this carried out? Does the Association have a Strategic Plan? How was it formulated? How does the Strategic Plan help your Association to measure its effectiveness?

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Performance Assessment of Associations
RELATIONSHIP TO SOCIETY
Girl Guiding/Girl Scouting places a lot of importance on the interaction of its members with their own community. The work the Association undertakes with young people and especially girls and young women must be recognized and valued by the community, and by policy and opinion-makers. How does your Association work in the different areas outlined in the Policy on Relationship to Society? How effective is this work and how can it be improved? Has any research been done by your Association or other NGOs or Government Ministries on issues affecting girls’ and young women’s development in your society? How did your Association use the findings? What specific issues relating to girls and young women is the Association working on? Through the Organization’s different programmes, girls and young women are given an opportunity to contribute to the development of their community, e.g., by getting involved in a service project, development projects or creating awareness and taking action on local and global issues. The only way the Association can have an impact in society is to ensure that its work focuses on the needs and aspirations of the young people it serves as well as addressing some of the critical issues within the society. How inclusive is your Association within your community? How does the public perceive Girl Guiding/Girl Scouting? What support is given to your Association by the parents and local leaders in the community? How can you get an increased level of support? What strategies are in place to promote the activities of Girl Guides/Girl Scouts? How the Association is perceived by the different stakeholders within the community determines its success and influence in that community. Each Association will have to determine how best it can be more visible in society and improve its image and profile. If an Association has a good image within society, the more chances it has to get support as well as increase its membership. Here are some of the areas that are critical to improving interaction within the community. Internal and External Communication • • • • What messages is the Association sending through its activities? What relationship does it have with community leaders, parents, schools and the public at large? How effective are the channels of communication within the Association itself? What success stories can be told about the Association’s work in the community? Does your Association have committees responsible for promoting good relations between the Association and the community as a whole? What issues do they consider at local and national level? Communicating what the Association is doing is in itself not enough. A lot of thought has to be put into how to Association markets itself within the Association as well as outside of the Association. Marketing is about being able to sell or persuade someone to buy your product or services. The product or services that the Association provides must be good and meet the customers’ needs within that specific context. Through good communication tactics and marketing strategy, the Association can positively promote Girl Guiding/Girl Scouting in the community.

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Performance Assessment of Associations
How does your Association communicate its activities to its members and the community? How effective is the use of media in promoting your activities? How does your Association deal with bad publicity? Networking and partnerships with other NGOs and Youth Ministries is another effective way of promoting Girl Guiding/Girl Scouting and ensuring mutual support. In all this work it is always important to remember that the success and impact of Girl Guiding/Girl Scouting in the community will earn your Association respect and influence in the community. Are NGOs and Government Ministries aware of the Association’s activities or involved in some of them? What relationship does your Association have with other NGOs and Government Ministries? Does the Government or other NGOs consult your Association on issues relating to girls and young women? What role does your Association have in the National Youth Council or similar youth initiatives? Does your Association have any involvement in the process of policy-making that affects young people and at what level?

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W.B.3268
May 2003

11

Performance Assessment of Associations
FINANCE
Financial resources are one of the organization’s key resources in implementing its objectives and achieving WAGGGS’ Mission. Few Associations have sufficient resources to do everything they want to do. Therefore, the available finances must be spent in a way that most furthers the aims of the Association. The money that the Association has comes from different sources and Associations have the responsibility to use the money efficiently and effectively. As well, financial transactions must be managed in a transparent way. So that people can see and understand how the money has been used. Does the Association have a policy on the use of its financial resources? Does your Association have a Committee responsible for Finance? What areas does it cover? What kind of investment policy does your Association have? How often is it reviewed? To what extent is the National Board aware of its responsibility when dealing with financial matters? Are changes needed to ensure the financial responsibilities of your Association are properly fulfilled? Who has the final financial responsibility within the Association? How are the members of your Association kept informed on the financial matters of the Association? Do members in the Association know how they benefit from the World Thinking Day Fund? How does your Association demonstrate that all its financial resources are used to further the development of Girl Guiding/Girl Scouting? In using its financial resources the Association must: a) Identify its priorities b) Link finances with strategic planning and demonstrate how the budget relates to the priority activities of the Association. c) Comply with legal, public and internal accountability requirements such as: • keeping financial records • protecting assets • enforcing good financial practices d) Develop a budget that is realistic. e) Have effective monitoring systems to ensure the best use of financial resources. How is the budget of your Association prepared? What groups/committees are involved in this process? How does your Association demonstrate that you adhere to the legal accounting practices of your country? How often does your Association have its accounts audited? When was the last time that your Association made a contribution to the World Thinking Day Fund? What are your plans to ensure that your Association contributes to the World Thinking Day Fund? Are any properties owned by your Association well maintained and insured? One problem area for most Associations is getting enough money to implement all its activities. In many Associations, the main source of income is membership fees. This however does not usually cover all budget lines and therefore there is need to find ways of getting extra money. Each Association will need to work out how and where it can get extra funding. In whatever way the Association gets its money, it is important that there is effective financial management that demonstrates to its members and other donors that the resources are being used wisely. As a member of the World Association, each Association has the responsibility to fulfil its financial obligations. 12 W.B. 3268
May 2003

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Performance Assessment of Associations
How does your Association raise funds? Do you have a Fund Development Policy? Does your Association receive any grants, donations etc.? Is information about these funds readily available to those who need it? Does the Association pay its Quota to WAGGGS on time?

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W.B.3268
May 2003

13

Appendix I to W.B.3378 November 2006

SUSPENSION AND CANCELLATION OF MEMBERSHIP OF WAGGGS
Policy Article 13 of the Constitution and Bye-Laws of the World Association of Girl Guides and Girl Scouts, states that: “If a Member of the World Association ceases to comply with any of the conditions mentioned in Article 8 or Article 9, its continuing Membership shall be considered by the World Board. Membership may be suspended by the World Board between meetings of the World Conference and may be cancelled by Full Members meeting at the next World Conference.” The World Board, through the Regional Committee, will work with Member Organizations to ensure that they provide quality Girl Guiding/Girl Scouting to their members. However, if the Member Organization concerned continually fails to meet the criteria and conditions as laid down in the Constitution and Bye-Laws of WAGGGS, the World Board will recommend suspension, and ultimately cancellation, of its Membership to the World Conference. Performance Assessment Regional Committees monitor the progress of Member Organizations in their Regions by, among other methods, a Performance Assessment process using Performance Indicators. If a Member Organization is failing to meet any of the Conditions of Membership, as listed in Article 8 of the Constitution and Bye-Laws, and the WAGGGS Membership Policy, it will be identified through this monitoring process. Member Organizations are given a score in six specific areas of work (Educational Programme, Adult Training, Membership, Relationship to Society, Structure and Management, and Finance). Scores range from 1, for high quality, to 4, indicating major problems in that area. The scores of these six areas are then averaged to give a grade, from A to D. Member Organizations that fall into the D Category are in a very serious situation and should take radical action – themselves – in order to improve performance. While the Performance Assessment identifies six areas of work, it is important to take an integrated approach to responses. All six areas of work are interrelated. Poor performance in one or two of the areas can affect the other areas. A score of four in any one area will require significant efforts by the Member Organization to improve the situation. It may also mean that support is necessary from Regional and/or World resources and personnel. The overall response, from all sources, should be to urge and encourage Member Organizations to take responsibility to improve the situation themselves. If such improvement is not apparent, specific action must be instigated, supported and monitored by the Regional Committee, as part of the Committee’s responsibilities. Reasons for Suspension of Membership The criteria and conditions for Membership are laid out in Articles 6-10 of the Constitution and Bye-Laws of WAGGGS and WAGGGS Membership Policy. The World Board reserves the right to suspend Membership, as well as recommend to the Full Members meeting in the World Conference the cancellation of any Member Organization that has ceased to comply with the criteria of Membership. The World Board’s way of work means that it is the Regional Committees that have the initial responsibility to

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Appendix I to W.B.3378 Page 2 of 6 ensure that Member Organizations within their Regions are fulfilling the criteria for Membership of WAGGGS and WAGGGS Membership Policy. If a Member Organization ceases to comply with any of the conditions listed below, this will lead to the Regional Committee taking action, and may lead to the Regional Committee recommending suspension, and ultimately cancellation, of Membership of that Member Organization to the World Board (see Article 13): 1. 2. 3. 4. The Constitution of the Member Organization does not meet the criteria of Membership and other requirements (Article 8 b); Failure to pay quota for two years in succession (Article 8 g). However, if a payment plan exists and is implemented this will be taken into account; There is little or no communication with the Region, and/or the World Bureau; The Member Organization consistently falls in Category D of the Performance Assessment Analysis, thereby failing to have a well-developed Organization, suited to the needs of the country and national in its operation (Article 8 e).

I.

Procedure for Suspension of Membership

If a Member Organization no longer fulfils the criteria of Membership contained in the Constitution and Bye-Laws, Articles 6-10, and WAGGGS Membership Policy, the following procedure will be followed: Two Years Period of Concern and Support 1. The Regional Committee will inform the Member Organization of its concern. The general situation of the Member Organization will be considered, together with the effectiveness of previous attempts to assist the Member Organization in ensuring it will be able to satisfy the conditions of Membership. The Regional Committee will work with the Member Organization over a period of a maximum of two years, providing support and guidance on setting and meeting specific targets. At the start of this period, the Regional Committee will inform the World Board of the situation. The Member Organization will be informed of the possibility of suspension of Membership and the subsequent withdrawal of benefits. At the end of the period, the Regional Committee will assess the performance of the Member Organization. The Regional Committee will take into consideration any external factors affecting a Member Organization, such as the political situation, natural disasters etc. affecting their development and progress.

2.

3.

Two Year Suspension Period 4. i. If there is an improvement in performance within the two year “period of concern and support”, the Regional Committee will report the situation to the World Board, and no further action will be taken. The Committee will continue to monitor the situation.

ii. If there is no improvement within the two years, the Regional Committee will recommend to the World Board the suspension of that Member Organization. A letter of suspension will be sent from the World Board. 5. 6. Membership will be suspended for two years. A World Bureau Circular will be sent out to Member Organizations informing them of the suspension.

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Appendix I to W.B.3378 Page 3 of 6 7. An assessment of the suspended Member Organization will be made by the Regional Committee prior to the end of the suspension period and a recommendation will be made by the Regional Committee to the World Board to: i. Lift the suspension and reinstate the Membership of the Organization, if the Member Organization can demonstrate that it fulfils the criteria of Membership and is ready to assume full responsibilities as a Member of WAGGGS. OR ii. Recommend to a World Conference that the Membership be cancelled. If in the opinion of the World Board and the Regional Committee, the Member Organization is not able to resume full responsibilities as a Member of WAGGGS, a recommendation will be made to the World Conference that Membership be cancelled. OR iii. Continue the suspension for a further, maximum period of two years. This continued suspension will be communicated to Member Organizations by World Bureau Circular.

II. Procedure for Automatic Suspension
1. Should the concern be related to the non-payment of quota by the Member Organization for two years in succession, there will be an immediate one year period of automatic suspension, which will attract the same sanctions as suspension. Member Organizations who may be automatically suspended will be warned of this three months before suspension would be applied, advising that the Member Organization will be suspended from the 1st January of the following year, unless payment is received. Automatic suspension is an administrative measure which will be implemented when a Member Organization has failed to pay (in full or in part) its quota for two years as at 31st December each year, and does not have an agreed payment plan with the Treasurer. Failure to meet any agreed payment plan will also result in automatic suspension. The Chief Executive will notify the World Board, Regional Committees and Member Organizations by 31st January each year of Member Organizations who have been automatically suspended. If payment is received, or a payment plan agreed and actioned, automatic suspension is immediately lifted. 3. If the quota position remains unsatisfactory at the end of the automatic suspension period, automatic suspension will become suspension for one further year. A letter confirming suspension will be sent from the World Board. 4. An assessment of the suspended Member Organization will be made by the Regional Committee prior to the end of the suspension period and a recommendation will be made by the Regional Committee to the World Board to: i. Lift the suspension and reinstate the Membership of the Organization, if the Member Organization can demonstrate that it fulfils the criteria of Membership and is ready to assume full responsibilities as a Member of WAGGGS. OR

2.

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Appendix I to W.B.3378 Page 4 of 6 ii. Recommend to a World Conference that the Membership be cancelled. If in the opinion of the World Board and the Regional Committee, the Member Organization is not able to resume full responsibilities as a Member of WAGGGS, a recommendation will be made to the World Conference that Membership be cancelled. OR iii. Continue the suspension for a further, maximum period of two years. This continued suspension will be communicated to Member Organizations by World Bureau Circular.

III. Cancellation
1. 2. Regional Conferences will be informed of progress of suspended Member Organizations, and the possibility of cancellation of Membership. Reasons for recommending the cancellation of a Membership will be circulated to all Member Organizations prior to the World Conference. Full details of the reasons for the cancellation (based on the checklist), together with all the steps taken during the suspension period will be given, in order that the delegates at the World Conference will have sufficient information to approve the recommendation of the World Board.

IV. Sanctions during the suspension period
During the period of suspension (and where appropriate, the Automatic suspension period); 1. The World Board will withdraw the following benefits: i. financial assistance and support, including contributions from regional funds such as the “friends” funds; ii. attendance at World and Regional Conferences and World, Regional and subRegional events, other than those that may be targeted at suspended Member Organizations; iii. representation of WAGGGS at any external events; iv. consideration for major funding for projects. The suspended Member Organization will be required to continue to pay quota, during the suspension period. The World Bureau will continue to send mail to the suspended Member Organization. i. ii. A member of a suspended Member Organization may not be nominated for WAGGGS World Board, or World or regional committees and working groups/planning teams. A World Board or Committee member from a suspended Member Organization shall retain her appointment. However, if the Membership of the Organization is cancelled, she will become ineligible as a World Board or Committee member, and will be required to resign from her position.

2. 3. 4.

For ease of reference, the foregoing procedure has been illustrated in the flowcharts overleaf.

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Appendix I to W.B.3378 Page 5 of 6

I. Procedure for Suspension of Membership

Procedure for an MO that no longer fulfils WAGGGS’ Membership criteria and policy

Concern and Support Period 2 Years

The Regional Committee informs the Member Organization of its concern and the possible consequences and gives support & guidance to Member Organization

Regional Committee informs the World Board

Improvement within the 2 year period of ‘Concern and Support’? No

Yes

Situation reported to World Board. Monitoring but no further action taken

Regional Committee recommends to World Board suspension of the MO

Suspension Period 2 Years

Letter of suspension sent to MO from World Board explaining what the sanctions entail. WB circular sent to all MOs informing them of suspension

Sanctions during the period of suspension: • Withdrawal of benefits including financial assistance, attendance at conferences and Regional events, representation of WAGGGS at external events, consideration of funding for major projects. • MO required to continue to pay quota • World Bureau continues to send mail to suspended MO • Existing World Board or Committee members of suspended MOs may retain her appointment but cannot be re-nominated Towards the end of the period, Regional Committee makes one of three recommendations to the World Board

MO fulfils WAGGGS’ Membership criteria and policy

MO does not fulfil WAGGGS’ Membership criteria and policy

MO shows some progress

Suspension is lifted and the MO is reinstated as a member of WAGGGS.

Proposal that Membership of WAGGGS is cancelled Proposed motion presented at World Conference by World Board

MO continues to be suspended for a further period, maximum 2 years

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Appendix I to W.B.3378 Page 6 of 6

II. Procedure for Automatic Suspension
Procedure for non payment of quota

Warning Period 3 months

If quota has not been paid for two years in succession, automatic suspension will be imposed on January 1st of the following year. MO will be informed by September 30th. Deadline for payment of quota: December 31st Following criteria is met: Payment plan agreed with Treasurer or Agreed payment plan met by December 31st No Automatic Suspension in place. Chief Executive informs World Board, Regional Committees and MOs, explaining what the sanctions entail Sanctions during the period of suspension: • Withdrawal of benefits including financial assistance, attendance at conferences and Regional events, representation of WAGGGS at external events, consideration of funding for major projects • MO required to continue to pay quota or voluntary contributions • World Bureau continues to send mail to suspended MO • Existing World Board or Committee members of suspended MOs may retain her appointment but cannot be re-nominated

Yes

Action lifted immediately

Suspension Period 1 Year

Quota position deemed satisfactory by the end of Suspension Period No

Yes

1 Year

Sanctions as before. Letter of confirmation send by World Board

Towards the end of the period, Regional Committee makes one of three recommendations to the World Board MO does not pay full quota or agree a payment plan

MO pays full quota or agrees a payment plan

MO shows some progress

Suspension is lifted and the MO is reinstated as a member of WAGGGS.

Proposal that Membership of WAGGGS is cancelled Proposed motion presented at World Conference by World Board

MO continues to be suspended for a further period, maximum 2 years

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