1. Measuring success The KPI for Growth Frank & Tom, GPS

2. Agenda The Context of GPS Acknowledged Best Practices GPS Support Framework of Goals & Measurement Summary

3. THE CONTEXT OF GPS CISV as an Organization

4. CISV – Organisational Goals Vision – Mission - Values Strategy (Strategic Plan/Goals)

5. CISV – Mission Statement Vision – Mission - Values Strategy (Strategic Plan/Goals) An independent, non-political volunteer organization promoting peace education and cross - cultural friendship CISV provides a range of unique educational group activities, which develop cross cultural understanding in children and youth from around the world. By encouraging respect for cultural differences and the development of self-awareness, CISV empowers each participant to incorporate these values into their lives as they become global citizens and strive for a more peaceful world.

6. CISV – Strategic Goals Vision – Mission - Values Strategy (Strategic Plan/Goals) By the end of 2013, to improve the quality of educational and training to encourage active global citizenship By the end of 2013, to improve the organization’s structure, management and practices across all levels Goal B:To develop healthy organizational structures Goal C: To improve human resources management Goal D: To develop a strategy for sustainable programme growth By the end of 2013, to increase our capacity to raise profile at all levels of the organization

7. GPS Commitment CISV‘s Mission GrowthQuality Healthy NAs Common Belief: A higher number of participants in CISV’s Educational Programs  extends the outreach of CISV’s vision and mission GPS works for Sustainability GPS – supports NAs/PAs until they have enough own resources (Manpower & Financial) to continuously offer good quality programs and send well prepared participants to all programs

8. BEST PRACTICES Methods consistently showing successful results

9. Best Practices A committed individual (or group of individuals) He or she could have participated in a CISV programme as a child delegate (or as JC, leader or staff), and would like his/her child to have the same opportunity of experiencing a CISV programme, usually a village. Or we can have an individual that is committed to start CISV (which is not yet present in his/her country of residence) so that his/her child can participate, because he/she was exposed to a friend or family member whose child participated in a CISV programme.

10. Best Practices A broad population base with sufficient income that can provide participants to CISV programmes. This same population base will also produce committed parent volunteers, to serve in the board of the PA. In fact, the earlier a working board is actually set up & operating, the more likely the PA will grow.

11. Best Practices Availability of young Adult Leaders volunteers who can lead delegations to CISV programmes. Once Adult Leaders become members of the workforce, it is crucial their employer can grant them leaves, to attend CISV programmes. Strict work policies with regards to leaves can create problems in Adult Leader recruitment. These same Adult Leaders eventually evolve into future Camp Directors and local staff once the PA starts hosting international programmes.

12. Best Practices Presence of a strong Junior Branch that can assist the PA Board stage local CISV activities to maintain interest of past participants in CISV.

13. Best Practices Have a viable financial plan that can sustain “sending to” and “hosting” CISV programmes. It must have fund raising capability to augment the limited IO host fees to cover its hosting responsibilities.

14. Best Practices Availability of seasoned CISVers within the region to provide training and other skills that a developing PA will need.

15. Best Practices Exposure to other CISVers in the region & internationally thru regular attendance of Regional Meetings at RTFs, or attendance at the Annual International Meetings.

16. CURRENT SUPPORT Measurements and Goals

17. GPS support Promotional Visits - Board Trainings, Checkup Email support, checkup & monitoring Support for Leadertraining, Program Trainings, Organizational Trainings Support with International Staff Development Plan (Demand & Support) First time visits/site visits Support participation in regional/international meetings Help with Fundraising

18. Current Measurements Programme Participation & Hosting Participation in Meetings Appropriate Leadertraining Following Procedures IO-Reporting (Issues database) Size of Board Number of Members Legal registration

19. GPS work Follows a common best practice approach Is based on individual needs of a PA/NA Is not always measured in hard facts Needs a flexible plan, since GPS can’t guarantee development Can prove success only when upgrading countries Suffers from an unclear growth strategy

20. PERFORMANCE MANAGEMENT Key Performance Indicators

21. A suggestion Use a Business Framework for Performance Management: The Balanced Scorecard BSC uses interconnected perspectives containing the relevant success factors for the organization BSC replaces pure financial measurements BSC is a framework using chosen objectives and measures along a chosen strategic direction.

22. Strategic Perspectives CISV‘s Mission Growth Quality Healthy NAs Ensure the Future Organizational Learning & Developent Financial Perspective Ensure Delivery of Programs Internal Process Perspective Volunteer & Staff Perspective „Customer“ & Participants Perspective

23. GPS Development Goals [example] PerspectiveGoal/Objective „Customer“/ParticipantCISV has lots of applicants Deliver high quality programs Create alumni relations Consistent communication/marketing Volunteer & StaffAll people in leadership position are competent in the role Deliver world class training Participants become later volunteers Internal ProcessChapter/NA are strong and successful Fulfill all international processes on-time Regular relations to CISV neighbours Learning & DevelopmentCISV is known for its educational background Board has sufficient number of competent people FinancialFind a fair way to support the organization

24. Cause-effect chains [example] Financial: Find a fair way to support the organization Internal Process: Chapter/NA are strong and successful Volunteer/Staff: Participants become later volunteers Volunteer/Staff: All people in leadership position are competent in the role Volunteer/Staff: Deliver world class training Customer/Participant: Deliver high quality programs

25. Measurements [example] PerspectiveGoalMeasurementYr 1…Yr 5 „Customer“ Participant CISV has a lot of applicants Percentage of applications to places offered per programme Number of programmes hosted Cancellation rate Volunteer Staff All people in leadership position are competent in their roles Percentage of people in a leadership position who are trained. Result of a competencies questionnaire Volunteer Staff Deliver world class training Number of certified trainers Success rate of trainings from training evaluation Number of issues reported

26. SUMMARY Conclusions

27. Questions What is your opinion? – Aren‘t Best Practices enough? – Isn‘t an educated judgement enough to measure? – Would you really need hard facts? – Should we apply Performance Management? – What would be the benefit in your eyes?