Where We've Been

The new goals were incorporated into committee report forms so that plans could be formulated in line with these. A Strategic Planning session was held during every AIM, which enabled both the NAs and the EEC to share their progress.
Monitoring Progress Committees reported progress informally throughout the year and formally for every AIM and MWM. AIM reports are available on the Resources website under Official Meetings for each year. Progress was reviewed and plans amended as needed. The AIM and MWM minutes (also to be found under Official Meetings on Resources) contain summaries and comments on progress and reviews. In preparation for AIM 2009, the IEC and Secretary General compiled a preliminary summary report of the enormous amount achieved with the 2004-2009 SP. It also showed actions which we anticipate will be completed by the end of 2009 and those which are being incorporated into the next Plan. Click here to read doc35-AIM09-SP Summary of Achievements to Date A combined report was provided prior to 2010 MWM on the progress for each of the five Strategic Priorities from AIM08 through the end of 2009. Click here and select from Docs 30 – 34 from AIM09 Reports A summary of achievements can be found among the Reports for the 2010 Mid-Way Meeting.
“I value the message that CISV plants in you, and how that message grows with each experience.” CISV Storybook The next Strategic Plan will build on much of what has been achieved over the last five years. CISV has a long history of peace education and making a difference in people's lives. Going back to our roots has given us an understanding of who we are and what we want to be in the future. It has become apparent that the core values remain the same as they were when Doris Allen first conceived the idea for CISV. The philosophy on which it was founded has not changed, but the world around us has, and CISV needs to keep up with these changes and to develop accordingly, in order to make the best possible use of the tremendous potential that lies within our organization.
Evaluation of the Management Process and Implications for the Next Strategic Plan At the 2008 MWM, along with the Secretary General and the Education Officer, the IEC conducted an extensive evaluation of the positives, negatives and learning points from the current SP to date. (This section is adpated from the MWM08 Minutes also available on Resources.) As part of this exercise, the IEC also defined its role in identifying key strategic issues and recommending a comprehensive new SP to the Board.
	Leadership The IEC must take an overall leadership role in identifying key strategic issues and developing an effective long-term plan. They must consider the best means of proposing the plan, implementing it and moving it forward within a reasonable timeframe. IEC must promote a broad organizational understanding of the purpose and process of Strategic Planning, in general, and of the specific priorities and goals selected.
Once the SP is approved, the IEC has the overall responsibility for: communicating the plan monitoring progress taking action when needed ensuring that the strategic systems set up are sustainable so that they can eventually become part of our regular operations following up after the end of the SP to make sure that operations are proceeding well. The IEC has a joint responsibility with EEC to foster an EEC mentality to see itself as a cooperating, effective and reliable leadership team. Together they must ensure that:
Committees have the necessary personnel, resources and support to achieve their plans, they have effective working procedures they cooperate as needed with other committees their work plans are aligned to their Terms of Reference and to the SP. they plan meetings to reflect and support the SP they communicate their commitment to Strategic Planning as a means of organizational management to ensure that we reach CISV’s educational purpose.
Process The method for selecting the priority areas, setting the goals and developing the plan to reach them must allow for overview and analysis. The needs of the organization must be identified in light of detailed analysis of the organization's stakeholders and infrastructure and the many internal and external factors that affect us. It must also be realistic and not involve too many priority areas – The IEC agree that a maximum of four priorities should be selected. This number is in line with research on Highly Reliable Organizations (Reynolds, Newcastle University, 1990). The IEC, as the group with overview, empowered by the organization to address Strategic Planning, will take leadership in analysing and creating effective mechanisms for obtaining NA/EEC input to determine what the priority areas should be.
IEC will then take the lead in analysing the evaluation data that exists, setting the goals and designing a plan to achieve them. This “big picture” plan must include a timeline and show the gradual steps necessary so that every Committee and NA can see where it fits in and so that annual work plans are not made in isolation – they are based on a multi year plan, where people are clear on their role, what they can expect of others and what is expected of them.
	Communication and Format There must be more thought and focus on communicating the purpose of Strategic Planning in general as well as the importance and requirements of the specific SP that is approved. A wide range of communications media should be used, including sessions at regional meetings and AIM and IEC webpage. Terminology should be simple and consistent and we should avoid using words like “goal” and “indicator” in a confusing way. Plan/report forms should be simpler, able to show the “big picture” of how committees interact and cooperate on achieving strategic goals as well as how the SP is aligned to the budget. These forms should enable committees, IEC and the Board to understand expectations and monitor progress.
Involvement of NAs/Chapters We must determine in advance who the SP is for – is it only for CISV International or is it for the global organization? The IEC considered several possibilities and ultimately decided to recommend to the Board as follows: The SP details are for CISV International, but the SP also sets basic minimum standards and levels for NAs to reach. We provide NAs with the tools to self-evaluate and determine where they are on the SP levels. If they are not at the minimum level, we encourage them to incorporate into their own SPs, the actions needed to progress to the desired level.It will be important to use tools like the National Report Form and Circle of Nations reports to evaluate and monitor NA progress.	The IEC is also committed to developing and using the regional structures (and the ODC regional coordinator system) as a wonderful means of rolling out international ideas and materials to NAs and pulling in consultation and information to International. Hand-in-hand with an enhanced communication plan, the IEC will seek to increase and improve the connection between the national/local and the international levels of CISV.