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?