The strategic plan outlines CISV's mission, vision, and four strategic objectives for 2016-2018: increasing impact of educational programs; developing skills and resources; growing membership and funding; and increasing visibility. Key 2018 objectives are listed for each, such as understanding program benefits, replicating local activities, and meeting participation targets for impact. The plan describes current situations and 2018 goals, and how objectives will be achieved through actions like guidance on using programs for chapter development and increasing the number of programs. It emphasizes that the plan will focus efforts to work collaboratively towards ambitious but realistic targets through evidence-based practices, innovation, and following through on ideas.

1. Our 2016-2018
STRATEGIC PLAN
(draft outline)

2. OVERVIEW
MISSION
CISV educates and inspires action for a more just and peaceful world
VISION
By 2030 we will be well-known for creating educational experiences that
reach at least twice as many people as we do today (2015).
We will stand together to lead, act and inspire change in our communities
to help build a more just and peaceful world.
STRATEGIC
OBJECTIVE
STRATEGIC
OBJECTIVE
STRATEGIC
OBJECTIVE
STRATEGIC
OBJECTIVE
Impact Resources Profile Foundation
Increasing the
impact of our
educational
programmes
Developing the skills
and knowledge we
need to succeed
Growing our
global membership
and identifying more
diversified and
reliable funding
streams
Increasing the
visibility of our
Chapters and
International
organization
OUR OBJECTIVES AND PLANS
We believe that CISV and CISVers can make a difference in the world
and we want to make our educational experiences open to as many
people as possible to increase our impact. To guide us over the next 15
years we have developed four long-term objectives for growth.
They will be the focus of every Strategic Plan starting with this one.
They are built around four key areas that we have identified as essential
for achieving healthy and sustainable growth.

3. Strategic objective:
IMPACT
2018 Objectives
• We will understand the educational and organizational benefits of
our international programmes
• We will replicate successful local and national activities to grow out
impact
• We will continue to grow participation in CISV educational
experiences to reach 2030 targets
Where are we now
We currently have 7 educational programmes, as well as Junior Branch and many other
local and national educational activities. We need to understand their impact and
potential for growth better. We are active in many communities but we know too often
there is little engagement with other people and organizations, as well as a lack of focus
on impact or the positive difference that has been made to others.
While we have a Global Hosting Plan and the number of programmes we deliver is growing
every year, we want to increase that growth.
Through 2014, we held 231 international programmes for 8,555 participants, while 7,713
people were involved in 50 Mosaic local community projects run by our Chapters.
Our Junior Branch held 1073 activities involving 4884 Junior Branch members but we have
no central record of other local or national activities.
We want to understand the unique benefits of our educational
programmes and local activities more fully.
We also want to be clear about which programmes have the potential to
grow and reach more people and make a greater positive difference to
others.

4. Where we will be in 2018
We will be growing our programmes and participation year on year, in line with our Global
Hosting Plan.
With the help of regional fundraising, we will host an ever-increasing number of additional
programmes, on top of the programmes already planned (see Resources and fundraising).
We will have a clear plan to increase programme and participation growth, so that we are on
track to meet our vision of doubling them (from 2015) by 2030.
We will have models for local educational programmes, with quality standards and guidance
on Chapter-building and working in partnership to deliver positive impact in our
communities.
By giving a bigger focus on local and national programmes, we will encourage wider and
more diverse participation in CISV.
How we will achieve this strategic objective
• We will develop guidance on using our programmes to help develop
and grow Chapters
• We will deliver more support and training for programme trainers
and leaders
• We will commit that no programme will be cancelled without a
replacement
• We will increase the number of programmes we deliver, on top of the
Global Hosting Plan
• We will understand the quantity and quality of Junior Branch,
national and local educational activities
What this means for you…
You will be supported to host more programmes that help develop and grow your NA or
Chapter.
Guidance and best practice for local and national educational programmes you can run and
partnerships you can make to impact positively on your community.
Better and more consistent training for your programme coordinators, trainers and leaders.
More educational programmes and more diverse participants.

5. RESOURCES
Strategic objective:
2018 Objectives
• We will grow CISV International revenue streams and make them
more diverse
• We will be able to measure participation beyond programme
attendance
• We will develop a defined set of support mechanisms for Chapter
Development
Where are we now
Today we know we have around 53,000 individual members around the world but we don’t
have a consistent way of counting them or of knowing how many are volunteers.
We have 51 NAs, 19 PAs and 1 potential association and 222 Chapters. We want to grow in
terms of new Promotional Associations but also to develop the NAs, PAs and Chapters we
already have, knowing that they need to grow in different ways and with different levels of
support.
NAs and Chapters have told us how hard it is to fundraise and recruit new volunteers
successfully; as a result we have an ambitious fundraising strategy that will start in 2016.
We have had a long-held ambition to develop and work with our alumni and we have a plan
to set up a separate Alumni Association in 2016.
We want to grow our global membership and identify more diversified
and reliable funding streams to help us to be more sustainable
and to achieve our ambitions.

6. Where we will be in 2018
Regional fundraising will support our income-generating programmes.
The Alumni Association will be supporting CISV and the development of new initiatives.
We will be working closely with our Alumni Association to develop volunteer and engagement
opportunities for our alumni.
We will have a clear method of counting and understanding our global membership and a
global volunteer recruitment strategy.
We will have a clear plan and targets for developing new and existing Promotional
Associations and struggling NAs.
How we will achieve this strategic objective
• We will set up fundraising teams in every region that will
work with external fundraising consultants
• We will develop incentives to host more programmes that offer
the biggest Chapter-building benefits
• We will pilot a specialist ‘advanced’ fundraisers’ development and
support network
• We will set up an international Alumni Association
• We will work to identify and develop strategies to remove barriers
to volunteering
• We will develop a plan to work with struggling NAs/PAs and those
with the best potential for growth
What this means for you…
You will be supported through fundraising to host programmes that help develop and grow
your NA or Chapter.
Alumni support for your NA or Chapter.
More, and more diverse, volunteers.
Practical help to develop and grow your NA or Chapter that is tailored to your needs and
the resources you have.

7. PROFILE
Strategic objective:
2018 Objectives
• We will have built excitement internally about our brand
• We will have developed knowledge and tools to share and work with
partners
Where are we now
We are still, to quote a phrase, a ‘well-known secret’ and if we are to achieve our objectives
this must change.
To raise our profile we need a consistent brand; we have comprehensive brand guidelines
that are well followed but we need to review them to make sure they are working for us and
help us to promote ourselves in the most effective way. We have an established relationship
with UNESCO and representation with the Council of Europe and the European Youth
Forum.
We need to find similar forums in our other regions and be clear on how we wish to build
mutually beneficial relationships. Our research activities provide opportunities to raise
our profile in global academic circles and to demonstrate that CISV continues to learn
from cutting edge research. We need a clear direction for our research to help us
understand and increase our impact and to help explain and prove it to others.
We want to increase the visibility of our Chapters and our International
organization.

8. Where we will be in 2018
We will have a clear organizational profile that we can explain easily to others.
We will have a range of on-line marketing tools and materials that can be adapted and
translated.
We will have a clear plan and targets for a global profile raising campaign.
We have a clear plan to work with other organizations and increase our influence.
Our Global Conference will raise our organizational profile and be an opportunity for
interaction with other organizations.
Research initiatives will be underway to help us improve and evidence our impact.
How we will achieve this strategic objective
• We will review and refresh our brand so that we can market
ourselves effectively
• We will invest time and money to develop professional marketing
materials and tools
• We will develop a ‘foreign policy’ for working with other international
organizations and seek ways to better represent CISV regionally
• We will be represented in regional forums in the Americas and Asia
Pacific
• We will run a communications campaign around our next Global
Conference and increase the participation of other organizations
• We will develop a network of academics to undertake research to
help us demonstrate our impact
What this means for you…
A range of high-quality online materials and guidance to help you raise the profile of your
Chapter.
You can get ready to be part of an exciting profile-raising global campaign.
Better representation for CISV’s interests in regional forums with other organizations.
You will be part of an even bigger Global Conference which attracts more attention and
other organizations.
You will be helping to build evidence of the positive difference CISV can make to people’s
lives which will help you promote your Chapter or NA.

9. FOUNDATION
Strategic objective:
2018 Objectives
• We will be consistently delivering high quality training
• We will have decided the way to fully incorporate youth into all
levels of the organization
• We will have completed the evaluation of the CISV International
structure and of people’s performance
Where are we now
Today we are offering training to over 500 people and training 100 trainers every year.
We have done a lot of work at the International level to review our structure and way
of running the organization in line with best practice, which we want to share with our
National Associations and Chapters. We have specialist Regional Delivery Teams in place
to offer support to our National and Promotional Associations. We have started a review of
our Junior Branch to see how we can better integrate it and give young people a key role in
decision-making.
To succeed and grow, we need to offer better preparation and support
to more of our volunteers in positions of responsibility.

10. Where we will be in 2018
More volunteers will have the opportunity to get essential and specialist training.
All of our trainings will be of a consistent and high quality and delivered by skilled trainers.
A programme leader evaluation tool will provide National Associations with more feedback
on programme leaders.
Youth will have the opportunity to develop their skills and play a full part in shaping the
future of CISV.
We will be launching a strategy to have supported development and growth plans in place
for each National Association (NA) and Promotional Association (PA).
How we will achieve this strategic objective
• We will boost the work of Regional Delivery Teams by
delivering specialist development opportunities for our Regional
Coordinators and Promoters
• We will develop online training starting with refresher training for
Risk Managers and Training The Trainers
• We will develop more and better shared training materials
• The value of Train The Trainer training will be increased as
we certify trainers for their achievement rather than attendance
• The Junior Branch Review will be completed and we will establish a
plan to incorporate the Junior Branch more fully throughout CISV
• We will develop a package of governance and self-evaluation tools
that can be adapted for NAs and Chapters
What this means for you…
A range of easy-to-use tools and guides to help you plan and run your NA or Chapter well.
More high-quality training opportunities, including cost-effective virtual options.
High quality training materials that you can adapt to use in your NA or Chapter.
Better support to ensure that children and young people can take part in CISV safely.
A clear way for youth and adults to work together to have a positive impact on CISV.
Practical support and easy-to-use tools to help you create tailored development plans for
growth.
You will be helping to build evidence of the positive difference CISV can make to people’s
lives which will help you promote your Chapter or NA.

11. HOW WE ARE GOING TO MAKE IT ALL HAPPEN
To achieve such an ambitious and bold agenda we need to be clear
on the way we are going to work over the next 15 years.
Results-focused
The plans will give us focus – a clear and shared understanding of where we’re going and
how we intend to get there. Ambitious but realistic targets will be agreed for every part of
the plan, aligning efforts to make sure we are all pulling in the same direction.
Volunteers and staff across CISV will be supported to work towards these targets so that we
can truly work together to achieve them – by doing the right thing in the right way, at the
right time, in order to achieve our objectives and vision.
Partnership and collaboration
Internally, all parts of CISV will work together and share ownership of the vision and the
commitment to achieving it. Externally, we make a greater difference when we work with
people and other organizations who share our ideals. Effective partnership working is
essential if we are to meet our mission and vision.
Evidence driven
We need to build a body of evidence to prove what is working as we work towards our
objectives and we need to act on it. We will undertake research to further demonstrate
the impact we make on people’s lives. We must do this if we are to truly demonstrate our
relevance and impact.
Maximizing, sharing and celebrating best practices
and successes
We will achieve more by making the most of what we do best, by sharing best practice
across CISV and celebrating successes. We’ll find new ways of ensuring we are learning from
each other and recognising best practice.
Innovation and Follow-Through
CISV began with a single, powerful idea and we haven’t forgotten the power of innovation.
Fresh thinking is the only way to help us achieve our ambitions. We will encourage new
thinking across CISV to stimulate creative solutions to the challenges we face. We also
know that it takes time, effort and commitment to turn great ideas into realities; we will be
ready to assess new ideas and we will make that commitment where it will really make a
difference to achieving our vision.