CISV USA’s strategic plan is outlined below.
Improve our Financial Stability
Financial stability as a national organization of semi-autonomous chapters will improve the quality of our programs and our internal operations. We will:
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
Support Our Chapters
Recognizing that the chapters are the heart and soul of CISV, 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%
Expand Local Opportunities and Programs
One of the components of a strong chapter foundation is its relationship with the local community. 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
Strengthen the National Association
In 2014, CISV USA Board moved to a strategic and governance model. As such, 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