1. Programme Review Recommendations
Regional Meetings, 2019
This is the first time we have looked at, and reviewed, all of our programmes together.
Over the years we have looked at the educational outcomes of our programmes – so we took as our starting point that all of our programmes deliver good educational experiences.
This is also the first time we have looked at other important things, such as:
what it takes to host, send, risk manage, support, train, fund, and recruit for our programmes
what other choices are available to our participants and their parents
what parents think
It was important to do this because:
In this fast-moving world and with our desire to make a positive change in the world – standing still is not an option. We have to adapt and change.
The world and society has changed over the last 70 years (think of the impact of the internet and social media)
We need to be sure we are able to deliver safe, high quality programmes to meet our own expectations and those of parents and others around us – and that we can continue to do so
It is important that we all take the time to read and understand the recommendations – both from PwC and the CISV International - and what they will mean for us.
This is a ‘watershed’ moment for the organization – we have some important decisions to make for our future. After 70 years, we must look forward to make sure we are prepared for the next 70. The Programme Review and Recommendations provide us with the foundation to make an informed decision about the way forward.
Making these important decisions will be hard and making the changes will take a lot of effort for a year or two. But making these changes for our future will:
Ease the burden of international hosting
Make it easier to do more and more impactful local community work
Make CISV and our education more accessible to more people
Build on our strengths and opportunities
Keep CISV relevant
Educate and inspire more people to act for a more just and peaceful world
That is a future worth fighting for.

2. Phase 1 Phase 2 Phase 3 We are here Dec 2017 – Mar 2018
Apr 2018 – Nov 2018
Phase 3
Dec 2018 – Jun 2019
Desk review of important documents and information
Early interviews with Regional Coordinators, Board members, and some senior staff
Early Market analysis
Discussions in Regional Meetings
Survey to NAs and Chapters
Continued market analysis
Discussion at Global Conference
Deep dive interviews and focus groups
Develop recommendations to Governing Board
Governing Board consider recommendations
Publish report to Members
Motions for any major changes will be brought to the Members (2020)
The review of our programmes was done as a joint project between a team from CISV International and external consultants PwC.
The review involved:
Internal and external research
Surveys to Chapters, parents, programme staff
Focus groups and consultations with NAs
Also, CISV education experts looked at the content of our programmes (how well they align to our mission, the goals and indicators, and how we evaluate them)
PwC and the CISV team developed their recommendations separately; when we compared the recommendations we found they were almost the same.
2019 will be a year of discussion – decisions will be made by our Members in 2020
Programme Review

3. General Approach
The CISV Team evaluated each programme and all the programmes together, based on:
What our Chapters and Members have told us
Quality/Safety of our programmes
Scalability (how well we can do more programmes and grow in a sustainable way)
The external market
The CISV Team developed Guiding Principles (which we will go through next)
The CISV team assessed the programmes one by one, and all together. They used the criteria on the slide.
They looked to see if each programme ‘stood alone’ as a quality experience
They looked at all the programmes together to see if they make a good ‘set’ with a clear link between them.
They took a global perspective – that is they looked at all the findings together.
You will see some of the findings will reflect your NA or Chapter’s experience – others not as much. This is because we looked patterns from across the organization.
Programme Review

4. Additional considerations we heard from Chapters
Ease some of the challenges of hosting
Help retain young adults that were active in CISV so they will become staff, leaders, or Chapter volunteers
More support on safety and quality
Host fees do not cover the costs of hosting
Biggest challenge is finding good staff and leaders
Some of the input we heard most from Chapters.
Programme Review

5. Guiding Principles Phase 1: Ages 11-15 Participation
Recommendation
Guiding Principles
Focus on programmes for children and youth (under 18)
Offer an educational pathway with 3 phases
Phase 1: Ages Participation
Phase 2: Ages Leadership development focus
Phase 3: Ages 18+ Leadership roles
Focus on offering camp-based programmes, one for each age group
Ensure that each programme offers a high quality, consistent and complete educational experience
Ensure that our programmes have a clear narrative that links them
Focus on Village as our ‘engine’ for growth
The team developed the Guiding Principles on the slide. These were based on the findings and CISV’s history.
They used the Guiding Principles to provide a foundation to develop the rest of the recommendations.
The number 1 recommendation is that CISV adopts these Guiding Principles.
The focus on children (those aged under 18s) is in line with our founding documents.
The vast majority of our programmes are, and always have been, for children.
This does not mean that there are no opportunities for adults to be involved in CISV. There are lots of ways for adults to engage with CISV.
As staff/leader in our programmes
In Junior Branch
Taking on an organizational role
Joining the Alumni Association (which is for all CISVers: participants; parents; volunteers; JBers; and supporters – past and present - aged 18+)
Delivering camp-based programmes is our strength and what makes us special.
Camps are a safer and more consistent way to deliver our educational experience.
Each programme must deliver a complete and powerful experience. A child only needs to attend one – but it is great if they do more. Each type of programme must deliver a different experience.
Programme Review

6. Focus on Village as the engine of growth
Recommendation
Focus on Village as the engine of growth
Grow Village to bring in and retain more participants and families
Shorten Village to 23 days
Consider how to incentivize hosting and participation
Allow second junior staff (18+)
Note: CISV will develop new curricula (or frameworks) and content for all programmes, starting with Village. These will not be classroom curricula but will be for non-formal education and experiential learning. They will take into account the length and goals of the programme. Safety and quality can also be improved by new online training and certification for all staff and leaders (see the CISV International Strategic Plan)
Programme Review

7. Findings
Village
Our unique offering – there is no other programme like it delivered by any other organization
Our main entry point for new families
Brings people in to CISV and creates demand for our other programmes
Well-liked and understood by funders and partner organizations
Our biggest programme by far, in terms of the numbers of children we reach
More difficult to host and to find staff and leaders, because of the length
Programme Review

8. Build on demand for Step Up
Recommendation
Build on demand for Step Up
Make Step Up the only programme for ages 14-15
Add extra delegation to each camp
Allow second junior staff (18+)
Note: Safety and quality can be improved by new online training and certification for all staff and leaders and new curriculum and content (see the CISV International Strategic Plan)
Programme Review

9. Step Up By far the top choice for 14 – 15 year olds
Findings
Step Up
By far the top choice for 14 – 15 year olds
High demand to host and send
There is more demand than available spots
Programme Review

10. Recommendation
Refocus Youth Meeting
Make Youth Meeting the only programme for ages 12 and 13
Make all Youth Meetings for ages 12 and 13
Make all Youth Meetings 2 weeks long
In the near future, develop new programme model
Consider the following changes:
Introduce a JC role
Have 8 delegations of 4 delegates + 1 leader
Allow second junior staff (18+)
Include a short homestay
Note: Safety and quality can be improved by new online training and certification for all staff and leaders and new curriculum and content (see the CISV International Strategic Plan)
Programme Review

11. Findings
Youth Meeting
2 week Youth Meetings are popular both for hosting and sending
Very high demand for Youth Meetings for ages
There is demand for Youth Meeting for ages but Step Up is much more popular for this age group
There is demand for ages Youth Meeting for ages but being a Junior Counsellor is much more popular for this age group
Chapters have concerns about the 1 week Youth Meeting for practical and educational reasons
The short length of the programme makes it easy to host and find leaders and staff
A single programme for a wide range of ages, with different lengths and the same goals and indicators, is not effective
Programme Review

12. Recommendation
Develop Seminar Camp
Develop Seminar Camp into an intentional leadership development programme
Make it for ages 16-17
Shorten to days
Make strong link to JB as a source of young leaders
Enhance risk management, including prohibit post camp staff and participant activities
Note: Safety and quality can be improved by new online training and certification for all staff and leaders and new curriculum and content (see the CISV International Strategic Plan)
Programme Review

13. Seminar Camp Experience is rich and valued
Findings
Seminar Camp
Experience is rich and valued
Allows Chapters to retain young adults
Many risk management concerns – including post camp activities and the mix of child and adult participants
Chapters struggle to find good, trained staff
There are many other options for young people of this age
Ideal personal leadership development opportunity for 16 – 17 year olds (as well as, or instead of, the practical leadership development opportunity of being a Junior Counsellor)
Making the programme shorter will make it easier to host and more affordable for participants, who sometimes pay for themselves.
Programme Review

14. Phase out Interchange Phase out Interchange over the next few years
Recommendation
Phase out Interchange
Phase out Interchange over the next few years
Consider introducing shorter host family opportunities in ‘new’ Youth Meeting
Programme Review

15. Findings
Interchange
70% of Interchanges are done by 8 NAs (50% by 4 NAs) – several NAs do not participate at all
Widely different views in CISV about the value and quality of the programme
Participants everywhere prefer camp-based programmes (even in the big Interchange NAs)
Many risk management concerns – more difficult to address than in camps
It needs a completely different approach to training, administration, support, and risk management than to camp-based programmes
Harder to ensure quality
It will be expensive and a lot of work for Chapters, NAs, and International to increase the safety and quality of Interchanges
Many other organizations offer exchange programmes
Programme Review

16. Stop doing IPP Make 2021 the last year we do IPP
Recommendation
Stop doing IPP
Make 2021 the last year we do IPP
Create more community impact, in a more accessible way, through investing in Mosaic and other local programmes
Programme Review

17. IPP Findings It is not for under 18s
The programme quality is highly variable and dependent on the topic and location
Low demand and difficult to fill – forcing us to limit the number we host each year
Demand seems to be driven by location
Ages 21+ would rather be staff and leaders
The programme runs at a loss for CISV International; Chapters get low host fees
Huge competition from non-profit and for-profit sectors
Community impact can be better, more easily and more sustainably, achieved through Mosaic
The Alumni Association will be offering activities and events to adult CISVers – IPP could be an ideal project for them to offer in the future (the Alumni Association is for all past and present CISVers aged participants, JBers, volunteers, parents, and supporters)
Programme Review

18. Make a Mosaic an offical local programme
Recommendation
Make a Mosaic an offical local programme
Do more Mosaic projects for more impact and to increase access to CISV
Adopt new template Mosaic models
For under 18s, led by adults
Simpler paperwork; no need to get approval from International, but will be tracked by International to measure impact
Clearer structure and consistency
Opportunity to recruit and retain volunteers
Ideal for JB to take a lead
Chapters can do other local projects; they will not need to be approved by International or be formally tracked
More Mosaic projects = more opportunities for community impact and more opportunities to participate and volunteer.
Programme Review

19. Mosaic Meets the desire to be active locally Widens accessibility
Findings
Mosaic
Meets the desire to be active locally
Widens accessibility
Not well understood
Paperwork is seen as complicated
Inconsistent quality and often not clearly linked to CISV
Huge number of community projects – in very town and city - run by other organizations make it hard currently to see what makes Mosaic truly CISV
Programme Review

20. How it all looks together
This is how it will all the three phases will look.
Village is our main ‘entry point’ but people can join CISV at any other point. You can take what you have learned from CISV and put it into practice at any point.
Mosaic can also be for children of all ages and is a practical leadership opportunity for all CISVers age 18+
As JB not a programme – it wasn’t covered in this review; however, it has an important role. There will be more opportunities for them to lead in our programmes - locally and internationally.
Programme Review

21. Can we accommodate all participants?
YES, all aged with a bit of effort....
Overall we won’t need more camps than we do now
Youth Meeting can easily accommodate ages 12-13
More Step Ups to accommodate ages 14-15
Add a delegation to each Step Up
Offer 14 additional Step Ups
Phase out Interchange
Replace some Seminar Camps with Step Ups or older age Youth Meetings
We will need to take a gradual approach to introduce more camp-based opportunities for year olds:
Increase Step Ups as we phase out Interchange.
We will need fewer Youth Meetings and Seminar Camps; ask some NAs that planned to host them to host Step Up instead
Programme Review

22. Will we need more leaders / staff?
NO…..
We will not need more leaders and staff.
BONUS
New junior staff opportunities for 18+
Easier to recruit staff and leaders for shorter Village and Seminar Camp
Mosaic can help recruit, train, and retain volunteers
In order to accommodate the same number of participants aged in the ‘new programme suite’, the total number of staff and leaders we will need is the same number we need today for our current programmes (for participants aged ).
Programme Review

23. Having the right foundation in place
Recommendation
Having the right foundation in place
Seek to align the international fee structure to the actual cost of running our programmes (including host fees)
Professionalize our approach
Build on the 2019 recruitment campaign
Pilot the development of new Chapters in strategic markets
Invest in developing strategic partnerships
We made a number of other recommendations, some of them to be considered immediately and some more long term.
Fees
CISV International will look at international fees, which includes host fees.
The aim is to look at covering all costs of hosting better through our fees (to Chapters, NAs and International)
Currently, in most cases, host fees do not cover the costs of hosting – it is left to the Chapter to make up the difference between the host fees and their costs.
Chapters make up this difference by charging additional fees to their members, participants they send to programmes, or by fundraising (or a combination these).
We want to reduce the financial burden on Chapters.
Professionalize
This means being more professional in the way that we do our work – no matter who does the work.
For instance, this would mean further increasing the professional approach we take on risk management. It can also mean the new curricula and content for our programmes.
This reflects the clearest and strongest recommendation from PwC.
It also means some more paid staff to support our volunteers to do what they do best.
It does not mean that we will lose the essential volunteer nature of CISV.
Recruitment
We need to be more open and effective at bringing in new people – families, participants, and volunteers. Most recruitment is currently done through families and friends in the Chapter.
In 2019 we will run a new global leader recruitment campaign – we want to build on that and use the same approach for recruitment of families and participants.
New Chapters
Chapter Development is taking a new approach with clear expectations and targets for hosting, to help us create more Chapters that actively host.
This recommendation will build on this approach and will focus on one of the strategic markets, identified by PwC, with clear expectations and targets – for new Chapters that actively host within a set period of time.
Strategic Partnerships
This recommendation is to develop the work we have done with partners such as momondo and AFS. The work with momondo has raised our profile and brought us new opportunities to reach and impact more people than we could ever have done on our own. The partnership with AFS brings many opportunities for working together at the local level.
Programme Review

24. Additional work on programme quality
Work led by the Educational Programmes Committee
Develop new definitions of Peace Education and Active Global Citizen
Assess programme components
Develop new programme goals and indicators
Introduce programme curricula (starting with Village)
Develop new educational evaluation tool
Our internal educational experts are working on a number of initiatives that will improve and support the quality of our programmes.
These initiatives look both inside and outside of CISV to make sure we keep up with developments in our field of education.
Programme Review

25. Guiding Principles Phase 1: Ages 11-15 Participation
Recommendation
Guiding Principles
Focus on programmes for children and youth (under 18)
Offer an educational pathway with 3 phases
Phase 1: Ages Participation
Phase 2: Ages Leadership development focus
Phase 3: Ages 18+ Leadership roles
Focus on offering camp-based programmes, one for each age group
Ensure that each programme offers a high quality, consistent and complete educational experience
Ensure that our programmes have a clear narrative that links them
Focus on Village as our ‘engine’ for growth
Just to remind us of the Guiding Principles.
Again, we encourage people to read the reports and recommendations in full.
Programme Review

26. Taking this forward…
Governing Board incorporated some organizational recommendations into the Strategic Plan, now published
Sharing with the Chapters
Additional ‘Town Halls’
Board and Review team available to join National Board Meetings,
Provide materials for use at National Board meetings
Motions published in March 2020
Discussion at 2020 Regional Meetings
Voting on motions in July 2020
Incorporate changes in ‘Roadmap for Sustainable Growth’
‘Year 1’ for implementation will be 2022
These are important recommendations and we want to make sure we all understand them and what they will mean for us before we make any decisions on them.
There will be many opportunities over the next year to understand and discuss the recommendations – and to work out what they will mean for you.
There will be no decision-making until 2020.
Programme Review