Outlined below is CISV USA’s strategic plan, which reflects our ongoing commitment to growth, innovation, and long-term impact.
Strategic Priority: Improve our Financial Stability
We are committed to strengthening CISV’s financial future so that more young people can access life-changing international experiences. By growing our fundraising efforts, expanding scholarship opportunities, and building responsible financial practices, we are ensuring that our programs remain accessible, impactful, and sustainable for years to come.
Financial Development
- Encourage Chapters to create 3 and 10 year hosting plan fundraising calendars with assistance of development committee.
- Identify value and ROI of being a CISV member-make consistent levels and recognition incentives
- Identify areas of engagement and create platforms for engagement (#GivingDay, Alumni events, CIM etc.)
Financial Tools/Policies
- Standardize financial tools provided to chapters
- Develop financial policies
- Create financial literacy document and roles & responsibilities
Scholarship
- Calculate current balance of scholarship designated funds and establish separate investment account for funds
- Establish goals of scholarship program
- Establish framework for scholarship program
- Form Scholarship Committee
Budget
- Evaluate Program Fees to confirm fees collected cover all costs of programs and support organization
- Review Infrastructure Expenses and evaluate related chapter support fees
- Identify timeline and framework to share the budget with the Board of Directors
Strategic Priority: Strengthening and Supporting Our Chapters
Our chapters are the heart of CISV’s mission and impact. We are committed to ensuring that every chapter has the support, training, and resources needed to thrive. By strengthening our chapter development program, expanding and equipping our volunteer liaisons, and offering high-quality in-person training and coaching, we will help all chapters achieve strong organizational health. Through ongoing assessment and data-informed learning, we will identify best practices, address challenges early, and build a vibrant, connected network of successful chapters across the organization. The National Association will strive to support them in the following ways:
Organization Framework & Standardization
- Define and Launch Communications Strategy
- Standardize Chapter Calendars
Logo guidelines for social media and marketing materials
- Add to Chapter Guide Book with links and examples
- Assign individual from ODC or Comm/SM team to be “point person” for branding needs with NO and Chapter resources
Resources
Develop Consulting Skills Directory
- Identify areas in which we are looking for specialized professionals
- Identify volunteers willing to be added to directory
- Align chapter and NA needs with professional responses
Identify areas Chapters need BOD support
- Revise and Update the Chapter Assessments
- Continue to identify chapter needs and conduct annual review of chapter assessments
Chapter Engagement
- Identify # of active members* by Chapter and set Goal to increase and maintain each year by 5-10%
Strategic Priority: Expanding Local Opportunities and Programs
We are committed to expanding meaningful local and international opportunities that deepen intercultural learning and strengthen our chapter community. By increasing the number of chapters hosting international programs, supporting regional and national co-hosting partnerships, and investing in stronger leader recruitment and alumni engagement, we will grow our capacity to deliver high-quality experiences. We will ensure that every chapter offers impactful local Mosaic projects each year, share successful program models across our network, and raise the visibility of these initiatives so more young people can engage, lead, and learn through CISV.
CISV USA strives to build local support by:
- Identify access needs of organization for domestic offerings
- Fill age gaps with domestic programs
- Identify what types of opportunities chapters have tried to expand engagment outside of CISV membership
- Strategize and package current learning/leadership education tools to bring to community to expand engagement and create value for nonprogram participant membership opportunities (corporate, community, etc.)
- Survey Chapters on different activities that could be packaged and distributed to different groups of people for recruiting purposes and to share mission
- Develop toolkit to provide to chapters to implement these packages and activities
Evaluate Fortnight
- Prepare annual program budget and provide to finance committee for fee evaluation
- Review educational content of program
- Review service learning
- Review timeline of hosting
Local MOSAIC Village
- Create best-practices tool kit
- Chapter pilot programs
- Identify model chapters
- Identify successful core attributes to each program
Strategic Priority: Strengthening the National Association
We are committed to building a strong, well-governed, and future-ready National Association that can effectively support our chapters, volunteers, and programs. By streamlining systems and processes, strengthening governance and board leadership, improving internal communication, and making volunteer roles more accessible and sustainable, we will increase our capacity to serve the CISV community. We will also establish thoughtful policies around emerging technologies, including the responsible use of AI, to ensure that our operations reflect our values and protect the young people and families we serve. We continue to progress and refine our processes to:
Support Junior Branch
- Conduct annual JB assessment
- Review JB strategic plan and discuss ways to integrate into CISV USA strategic plan
Increase Board and Chapter Engagement
- BoD presents quarterly updates to members on the strategic plan as part of the CD Leadership calls
Governance
- Update CISV USA governing documents
- Design “How USA Board of Directors Operates” document using Basic Governing documents Sections 1 and 3
Board Recruitment & Transition
- Improve Board recruitment
- Improve Board transition
Change Management of Travel Culture
- Evaluate additional opportunities for program engagement outside of travel programs
- Evaluate promotional materials and how we deliver the message of CISV
- Address gaps 20-30 year old engagements
Increase LMO Opportunities
- Define LMO strategy
- Identify LMO’s to partner with
- Create a deck for meetings