Measuring successThe KPI for Growth

Frank & Tom, GPS

Agenda

• The Context of GPS• Acknowledged Best Practices• GPS Support• Framework of Goals & Measurement• Summary

THE CONTEXT OF GPSCISV as an Organization

CISV – Organisational Goals

Vision – Mission - Values

Strategy (Strategic Plan/Goals)

CISV – Mission Statement

Vision – Mission - Values

Strategy (Strategic Plan/Goals)

An independent, non-political volunteer organization promoting peace education and cross - cultural

friendshipCISV 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.

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

GPS Commitment

CISV‘s Mission

Growth QualityHealthy

NAs

Common Belief:A higher number of participants in CISV’s Educational Programs extends the outreach of CISV’s vision and missionGPS works for SustainabilityGPS – 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

BEST PRACTICESMethods consistently showing successful results

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.

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.

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.

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.

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.

Best Practices

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

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.

CURRENT SUPPORTMeasurements and Goals

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

Current Measurements

• Programme Participation & Hosting

• Participation in Meetings• Appropriate Leadertraining• Following Procedures• IO-Reporting (Issues database)• Size of Board • Number of Members• Legal registration

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

PERFORMANCE MANAGEMENTKey Performance Indicators

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.

Strategic PerspectivesCISV‘s Mission

Growth QualityHealthy

NAs

Ensure the FutureOrganizational

Learning & Developent Financial Perspective

Ensure Delivery of Programs

Internal Process PerspectiveVolunteer & Staff

Perspective

„Customer“ & Participants Perspective

GPS Development Goals [example]Perspective Goal/Objective

„Customer“/Participant CISV has lots of applicants

Deliver high quality programs

Create alumni relations

Consistent communication/marketing

Volunteer & Staff All people in leadership position are competent in the role

Deliver world class training

Participants become later volunteers

Internal Process Chapter/NA are strong and successful

Fulfill all international processes on-time

Regular relations to CISV neighbours

Learning & Development CISV is known for its educational background

Board has sufficient number of competent people

Financial Find a fair way to support the organization

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

Measurements [example]Perspective Goal Measurement Yr 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 leadershipposition are competent in theirroles

• 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

SUMMARYConclusions

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?