Exploring the National Strategic Framework Objectives of the

Exploring the National Strategic Framework

Objectives of the Workshop • Meet the senior management team • Review the National CASA Association Strategic Framework • Discuss the six steps in the implementation of the Strategic Framework • Review the current functional units and staff • Explore the National CASA Association’s guiding principles • Hear the 2015 -2016 organizational priorities • Answer your questions

Meet the Leadership Team • Executive – Beverly Levy – Tara Perry – Ashley Lantz – Betty Dovinh • Finance & Administration – Charlie Mc. Namara Capacity Building & Planning – Susan Grant – Paige Beard – John Wyble • Legal & Advocacy – Cynthia Smith – Mercedes Scopetta

Meet the Leadership Team • Marketing & Brand Management – Jim Gallisdorfer – Don Owens – Brad Ray • Operations – Mary Showell • Program Services – Sally Erny • Training & Organizational Development – Valija Rose – Anthony Petrarca

The National Strategic Framework

National Strategic Framework • Result of eight-month period of assessment – State organization staff – Local program staff – National CASA Association Board of Trustees – National CASA Association staff • Adopted by the Board of Trustees May, 2014 • Announced to the network June, 2014 • Planning and implementation began July, 2014

What We Are Doing Transforming National CASA/GAL Network into a globally recognized advocate, voice, leader and problem solver on issues related to neglected and abused children and their wellbeing.

OUR APPROACH. . . Step 6: Funding and implementing our plan Step 5: Developing our strategy and plan for growth Step 4: Strengthen the foundation Step 3: Getting the right people in the right places Step 2: Develop the roadmap Step 1: Understanding the current situation and the future state we desire National CASA Framework Strong Programs Support Effective Partnerships with States Planning, Research and Analysis Financial Sustainability Governance Effectiveness

Step 1: Understanding the current situation and the future state we desire

TO MOVE FORWARD WE NEED TO. . . Become religious about Managing and Protecting our Brand Become a Learning Organization Become an Evidence Based Practice Become relentless about Adhering to Standards Create a Culture of Excellence Become Financially Sustainable

OUR APPROACH. . . Step 6: Funding and implementing our plan Step 5: Developing our strategy and plan for growth Step 4: Strengthen the foundation Step 3: Getting the right people in the right places Step 2: Develop the roadmap Step 1: Understanding the current situation and the future state we desire National CASA Framework Strong Programs Support Effective Partnerships with States Planning, Research and Analysis Financial Sustainability Governance Effectiveness

Step 2: Develop the Roadmap

Vision and Mission VISIO N Our declaration of the future we would like to see MISSIO N Our statement of purpose, who we are and our reason for existing

Operational Imperative Strategic Themes Enabling Focus Area Necessary and required for successful development and execution of strategies. Main, high-level focus areas forming the basis for building strategies, goals and objectives of NCASA. The most critical elements of strategic plan development. The foundation of the strategic framework and future strategy development.

National CASA Association Strategic Framework Summary Mission: The mission of the National Court Appointed Special Advocate Association, together with its state and local members, is to support and promote court-appointed volunteer advocacy so that every abused or neglected child can be safe, establish permanence and have the opportunity to thrive. Vision: Every child has a trusted adult who can help ensure his or her safety and well-being. Innovative. Integrated Fundraising Thought Leadership Operational Excellence Collaborative Impact Brand Issue Awareness FOCUS DISCIPLINE ALIGNMENT Strong Support to the Programs Effective Partnerships with State Organizations Planning, Research and Analysis EFFECTIVENES S Platform for Financial Sustainability Governance Effectiveness Mission//Vision Strategic Themes Enabling Focus Areas Operational Imperatives

OUR APPROACH. . . Step 6: Funding and implementing our plan Step 5: Developing our strategy and plan for growth Step 4: Strengthen the foundation Step 3: Getting the right people in the right places Step 2: Develop the roadmap Step 1: Understanding the current situation and the future state we desire National CASA Framework Strong Programs Support Effective Partnerships with States Planning, Research and Analysis Financial Sustainability Governance Effectiveness

Functional Design • Cross collaboration • Eliminates silos • Allows all staff to provide services to the network • Develops a level of expertise and specialization in each area • Analyzed all functions within our organization

Step 3: Getting the right people in the right places National CASA Association Functional Units Finance & Administrati on Operations Training & Organization al Development Program Services Capacity Building & Planning Legal & Advocacy Marketing & Brand Management Resource Development National CASA Association Board Transition & Change Management

Developing Positions • • Leadership model All positions were redesigned New job descriptions were written Complimentary competencies and expertise were recruited for each team • Adopted a circular org chart

Step 3: Getting the right people in the right places

OUR APPROACH. . . Step 6: Funding and implementing our plan Step 5: Developing our strategy and plan for growth Step 4: Strengthening the foundation Step 3: Getting the right people in the right places Step 2: Develop the roadmap Step 1: Understanding the current situation and the future state we desire National CASA Framework Strong Programs Support Effective Partnerships with States Planning, Research and Analysis Financial Sustainability Governance Effectiveness

Step 4: Strengthening the Foundation Strong Support to the Programs Effective Partnerships with State Organizations Planning, Research and Analysis Platform for Financial Sustainability Governance Effectiveness

ENGAGE and gain input from the Network COMMUNICATE, ENGAGE COMMUNICAT E FOLLOW Pilot, Test, EVALUATE and Measure EVALUATE Stay FOCUSED on the things that FOCUS are critically important Guiding Principles Seek and FOLLOW best practices and strive to becom one ACT urgency UTILIZE E&E SEEK ACT with a sense of UTILIZE a continuous improvement methodology SEEK feedback DISCIPLINE Do everything in the most EFFECTIVE and EFFICIENT way possible and always look to find better ways Be DISCIPLINED in everything we do and stick to it long enough to see the results

2015 -2016 Organizational Priorities Implementation of the Strategic Objectives

Strategic Framework Objectives Design and align a structure to better support the state organizations and work with, in, and through them to enhance support to the local programs Bolster resources in fundraising, marketing, public policy, planning, research, analysis and evaluation Identify external relationships, partnerships and collaborations that expand our capabilities and result in greater impact Establish committees, taskforces and cross-functional teams to address and plan future needs and strategic direction of NCASA Establish a new business model that adequately positions NCASA to face the current and future realities and ensure relevancy and long-term stability Embrace and foster a customer-centric and mission focused culture

Capacity Building & Planning • Design a new service delivery model for providing technical assistance and design a new QA process that engages the state organizations and includes an on-site assessment • Implement the state and local program development strategy and plan to ensure strong state leadership in every state, highly effective state organizations and local programs • Launch the strategic investment planning and goal setting process to ensure a fully developed strategic plan and plan for a capital campaign • Launch a diversity and inclusion initiative

Legal & Advocacy • Build network capacity for successful public funding and government relations strategy development and implementation • Develop broad public policy agenda that positions National CASA and the network as leaders in Child Welfare policy

Marketing & Brand Management • Assess, revamp, and re-launch the I am for the child® campaign • Complete a brand marketing analysis and develop a strategic marketing plan • Plan the 2016 D. C. Conference and the 2017 Seattle “Breakout” Conference

Operations • Re-design and develop systems, policies, processes and procedures for more efficient and effective National CASA Association operations • Clean-up our data and fully implement the CRM/Raisers Edge • Develop a technology road-map to identify new technical applications for performance measurement and greater efficiencies and effectiveness

Program Services • Implement a new service delivery model and system for providing technical assistance • Implement a redesigned grants management process and program to ensure greater outcomes and accountability • Assess the current membership program and make recommendations for improvement and modifications that better align with our plans for growth

Resource Development • Develop a fund-raising plan that includes strategies for securing increased public, private support and earned revenue • Develop the CASA narrative/case for support • Secure planning and performance measurement funding and support

Training & Organizational Development • Launch the first phase of the performance measurement project and develop a plan for the full roll out • Develop a comprehensive training and organizational development strategy and plan that continues the excellence and best practices for our pre-service training and includes professional development to increase the skills and retention of CASA leadership and staff (CASA University)

OUR APPROACH REVISITED. . . Step 6: Funding and implementing our plan Step 5: Developing our strategy and plan for growth Step 4: Strengthen the foundation Step 3: Getting the right people in the right places Step 2: Develop the roadmap Step 1: Understanding the current situation and the future state we desire National CASA Framework Strong Programs Support Effective Partnerships with States Planning, Research and Analysis Financial Sustainability Governance Effectiveness

Step 5: Developing our strategy and plan for growth – strategic theme vision statements Operational Excellence A network of National, State and Local partners who are in alignment of mission and vision and embrace accountability for excellence in service delivery Brand Issue Awareness A network of National, State, and Local partners who align to speak with one voice for those we represent Thought Leadership A reputable network of National, State, and Local partners who are highly regarded as research-based trusted advisors, subject matter experts, critical thinkers and problem solvers Collaborative Impact Successful implementation of effective change initiatives which involve network and external partnerships in order to strengthen and increase advocates for children Innovative and Integrated Fundraising Diversified and sustainable funding sources resulting from effective strategies, message alignment, high quality advocacy, and strong marketing and branding

Step 5: Developing our strategy and plan for growth • National CASA Strategic Investment Plan • Long range financial planning • Integrated fund development strategy

Step 6: Funding and implementing our plan • To reach our goal of serving every child: – 2015 – Develop and maintain support for our planning process – 2016 – long range strategic investment plan – 2016 – capital campaign feasibility study – 2017 – launch of capital campaign

Get Engaged • Attend the Bold Strategies workshops throughout the conference • Attend the Get Engaged session on Monday – 1: 15 -1: 45 pm – Grand Chenier • Contact us at Get. Engaged@casaforchildren. org

Your Input Please • As you leave today please take time to provide input on our “comment wall” • Meet leaders of our functional units • Share an idea, a challenge, or a need

Questions