THE SWITZERLAND CHAPTER OF ICF · BOARD REPORT
OKR board report 2026–2027
A printable snapshot of objectives, key results, measurement readiness and the initiative portfolio.
Generated from the ICFS OKR dashboard on 15 October 2026 at 14:09. The dashboard is the system of record. This document is a snapshot and is superseded by the dashboard whenever the two disagree.
- Objectives
- 5
- Key results
- 15
- Metric key results
- 10
- Milestone key results
- 5
- Initiatives
- 25
- Instrument defined
- 5/10
- Baseline recorded
- 2/10
- Current value with a date
- 0/10
Measurement readiness
2026 is a baselining year. This report shows how much of the measurement system exists, not how far execution has progressed — progress figures would read zero by design. Baselines are due 30.11.2026.
Readiness by objective
- Metric key results
- With instrument
- With baseline
Initiative portfolio by objective
- Planned
- In Progress
- Done
- Canceled
4 key results have no initiative: 4.1, 4.2, 5.1, 5.2
1. Excellence & Ethics
Steward: Natacha & Lilly · Customer: Members & Volunteers · Strategic focus areas: CE · SG · OE
Members and volunteers feel confident and well-supported in practicing to the highest ethical and professional standards
Ethics education and quality standards sit at the core of ICF's Coaching Excellence focus area. The governance aspect (volunteer ethical alignment) also supports Org. Excellence. Growing trust through ethical rigour feeds Sustainable Growth.
| KR | Key result | Baseline 2026 | Target 2027 | Lead |
|---|---|---|---|---|
| 1.1 | Increase meaningful and deep learning occasions for ethical and professional development.Learning occasions for ethical and professional development delivered across DE, FR, IT and ENInstrument: Chapter event log | 1 | 4 | Unassigned |
| 1.2 | Increase mentoring and supervision offerings to enhance the professional development opportunities for member coaches within in the chapterPilot delivered in 2026; three sessions per year from 2027Instrument: Not yet defined | Milestone | Due 31/12/2026 | Unassigned |
| 1.3 | Increase active engagement of senior (MCC) coaches within the chapter for the benefit of all membersPilot delivered in 2026; two sessions per year from 2027Instrument: Not yet defined | Milestone | Due 31/12/2026 | Unassigned |
7 initiatives · 0 key results without an initiative
2. Community & Belonging
Steward: Beril & Susan · Customer: Members · Strategic focus areas: SG · CE
Members feel they have a genuine professional home where they belong, connect, and grow – in every region and language.
Thriving local communities are ICF's primary engine of Sustainable Growth – membership retention and word-of-mouth expand the profession's reach. Active peer engagement also reinforces Coaching Excellence by creating learning environments.
| KR | Key result | Baseline 2026 | Target 2027 | Lead |
|---|---|---|---|---|
| 2.1 | Increase members sense of belonging to the chapterAverage sense of belonging scoreInstrument: Annual Membership Survey | 3.66 | 4.00 | Membership & Engagement |
| 2.3 | Increase member participation in local communities and online events offered nationallyUnique members participating in community events per yearInstrument: Event registrations | Pending | +25% | Community Leaders, Board & Membership Engagement |
| 2.5 | Every community to offer at least one in person events and learning sessions per quarter.Agreed cadence in place for all communitiesInstrument: Not yet defined | Milestone | Due 31/12/2026 | Community Leads & Board |
8 initiatives · 0 key results without an initiative
3. Market & Societal Impact
Steward: Alessandra & Hardy · Customer: Swiss public, media, educators, and organisations beyond our membership · Strategic focus areas: SG · OE · CE
People and organisations across Switzerland, from the public and media to educators and employers, understand and trust professional coaching, and increasingly adopt it as a credible contribution to society and to working life.
This is the chapter's primary engine of Sustainable Growth: it carries coaching beyond the existing membership into public life, education and organisations. Building public legitimacy and demonstrating measurable value inside organisations also reinforces Coaching Excellence & Value, while working at partnership level with employers and institutions extends the chapter's organisational reach and supports Org. Development & Excellence.
| KR | Key result | Baseline 2026 | Target 2027 | Lead |
|---|---|---|---|---|
| 3.1 | Increase key stakeholders understanding of coaching's benefits: across public, media, education and organisations of the transformational benefits of coachingUnique new non-member contacts reached across public and organisational audiencesInstrument: Event and activity records | Pending | Set after baseline | Unassigned |
| 3.2 | Help grow the number of public and private organisations implementing professional coaching programmes in SwitzerlandNot yet definedInstrument: Not yet defined | Pending | Set after baseline | Unassigned |
| 3.3 | Help increase the evidence base for coaching in Switzerland through ongoing data collection and researchReach and public resonance of Coaching in International Organizations roundtables. Unit not yet defined.Instrument: Not yet defined | Pending | Set after baseline | Saba |
8 initiatives · 0 key results without an initiative
4. Strategic Partnerships
Steward: Albina & Lilly · Customer: Partner Organisations & Coaching Bodies · Strategic focus areas: SG · OE
ICF Switzerland is perceived as a trusted, valuable partner in advancing the coaching profession by Swiss coaching associations.
Partnerships expand the Swiss coaching market (Sustainable Growth) and strengthen the governance reach of the chapter by aligning with BSO, EMCC, SCA, and federal bodies (Org. Excellence). Coach Finder usage directly benefits members' professional practice.
| KR | Key result | Baseline 2026 | Target 2027 | Lead |
|---|---|---|---|---|
| 4.1 | Establish the Swiss-wide Industry Pool Coaching Schweiz (IPCS) as an association (Verein) by Q1 2027Industry Pool Coaching Schweiz established as an official partnershipInstrument: Not yet defined | Milestone | Due 31/12/2026 | Lilly |
| 4.2 | Increase partnership with other like minded member organizations in Switzerland (including BSO, EMCC, Psychologists, Chambers of Commerce etc) to further enhance coaching as a professionNot yet definedInstrument: Not yet defined | Pending | Set after baseline | Unassigned |
| 4.3 | Increase social impact, for example through pro bono coaching offers to carefully selected beneficiary organisationsNot yet definedInstrument: Coach Finder directory | Pending | Set after baseline | Susan |
1 initiatives · 2 key results without an initiative
5. Communication & Visibility
Steward: Susan & Hardy · Customer: Potential Members & Public · Strategic focus areas: SG · CE
Anyone who encounters ICFS experiences one clear, consistent, and trustworthy voice of the chapter.
A consistent, professional brand presence drives new member acquisition (Sustainable Growth) and reinforces the credibility of ICF credentials and standards in the Swiss market (Coaching Excellence).
| KR | Key result | Baseline 2026 | Target 2027 | Lead |
|---|---|---|---|---|
| 5.1 | Improve ICF Switzerlands communication channels and platforms including the website, newsletter, podcast to strengthen and amplify Chapter voicePotential-member inquiries received via forms, event registrations and emailInstrument: Not yet defined | Pending | +30% | Unassigned |
| 5.2 | Maximise visibility of our membersInbound inquiries referencing ICF Switzerland. Media partnerships are the input, not the measured quantity.Instrument: Not yet defined | Pending | +40% | Unassigned |
| 5.3 | Harness the talents of our volunteers and members through improved communications support, guidance and motivation to communicate about ICF SwitzerlandWebsite reflects all current activities and messagingInstrument: Not yet defined | Milestone | Due 31/12/2026 | Unassigned |
1 initiatives · 2 key results without an initiative
Strategic focus area contribution
| ICFS pillar | Sustainable Growth & Impact | Org. Development & Excellence | Coaching Excellence & Value | How it contributes |
|---|---|---|---|---|
| Excellence & Ethics | Directly advances Coaching Excellence (ethics, quality). Also supports Org. Excellence through volunteer ethical governance, and Growth by building the trust that enables profession expansion. | |||
| Community & Belonging | – | The primary local driver of Sustainable Growth — ICF grows when communities thrive. Also contributes to Coaching Excellence by creating peer learning environments. | ||
| Market & Societal Development | The chapter's primary growth engine beyond the existing membership. Public-facing work builds legitimacy for the profession while organisational adoption demonstrates measurable value, and both extend the chapter's reach into institutions and employers. | |||
| Ecosystem & Partnerships | – | The chapter's primary growth engine — partnerships expand the coaching market and drive Coach Finder traffic. Contributes to Org. Excellence by extending governance reach into partner organisations. | ||
| Communication & Visibility | – | Supports Sustainable Growth by attracting new members. Also reinforces Coaching Excellence by projecting a consistent, credible brand for credentialled coaches. |
Filled = primary contribution · Outline = secondary contribution · Dash = none
Open items
Key results without an instrument
3.2, 3.3, 4.2, 5.1, 5.2
Metric key results without a 2026 baseline
2.3, 3.1, 3.2, 3.3, 4.2, 4.3, 5.1, 5.2
Key results without a lead
1.1, 1.2, 1.3, 3.1, 3.2, 4.2, 5.1, 5.2, 5.3
Key results without an initiative
4.1, 4.2, 5.1, 5.2
Generated on 15 October 2026 at 14:09 · Source: