Exploring the National
Strategic Framework

• 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

• Executive
– Beverly Levy
– Tara Perry
– Ashley Lantz
– Betty Dovinh
Capacity Building &
Planning
– Susan Grant
– Paige Beard
– John Wyble
• Finance &
Administration
– Charlie McNamara
• Legal & Advocacy
– Cynthia Smith
– Mercedes Scopetta

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

• 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

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...
National CASA
Framework
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
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 an Evidence
Based Practice
Become relentless about Adhering to
Standards
Become a Learning
Organization
Create a Culture of
Excellence
Become Financially
Sustainable

OUR APPROACH...
National CASA
Framework
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
Strong Programs Support
Effective Partnerships with States
Planning, Research and
Analysis
Financial Sustainability
Governance Effectiveness

Step 2:
Develop the Roadmap

VISION
Vision and Mission
Our declaration of the future we would like to see
MISSION
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.
FOCUS
Innovative-
Integrated
Fundraising
Thought
Leadership
Operational
Excellence
Collaborative
Impact
Mission//Vision
Strong Support to the Programs
Effective Partnerships with State Organizations
Planning, Research and Analysis
Platform for Financial Sustainability
Governance Effectiveness
Strategic Themes Enabling Focus Areas
Brand and
Issue
Awareness
Operational
Imperatives
DISCIPLINE
ALIGNMENT
EFFECTIVENESS

OUR APPROACH...
National CASA
Framework
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
Strong Programs Support
Effective Partnerships with States
Planning, Research and
Analysis
Financial Sustainability
Governance Effectiveness

• 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 &
Administration
Operations
Training &
Organizational
Development
Program
Services
Capacity
Building &
Planning
Legal &
Advocacy
Marketing &
Brand
Management
Resource
Development
National CASA
Association
Board
Transition &
Change
Management

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

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
Identify external relationships, partnerships and collaborations that expand our capabilities and result in greater impact
Establish a new business model that adequately positions NCASA to face the current and future realities and ensure relevancy and long-term stability
Bolster resources in fundraising, marketing, public policy, planning, research, analysis and evaluation
Establish committees, taskforces and crossfunctional teams to address and plan future needs and strategic direction of NCASA
Embrace and foster a customer-centric and mission focused culture

• 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

• 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

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

• 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

• 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

• 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

• 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 ...
National CASA
Framework
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
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 and Issue Awareness
A network of National, State, and
Local partners who align to speak with one voice for those we represent
Collaborative Impact
Successful implementation of effective change initiatives which involve network and external partnerships in order to strengthen and increase advocates for children
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
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

• 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
GetEngaged@casaforchildren.org

• 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