Approved by the Board of Directors September 14, 2012

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1 2.7 STRATEGIC PLAN Approved by the Board of Directors September 14, 2012 MISSION The mission of Capital Area Court Appointed Special Advocate Association is to advocate for timely placement of children in permanent, safe, and stable homes. VISION FOR THE YEAR 2015 CASA provides trained volunteer advocates for all abused and neglected children. These children include those under the jurisdiction of East Baton Rouge Parish Juvenile Court. CASA s child advocacy efforts generate visibility in the community and foster an image of effectiveness and accountability. CASA strives to enhance its advocacy efforts for children who are at risk of aging out, struggling academically or have been in foster care more than two years. CASA promotes productive relationships with foster care professionals, community organizations and policy makers to promote a collaborative approach to achieving permanence for children. CASA maintains compliance with National CASA Association program standards. CASA strives to be an inclusive organization whose volunteers, employees, and Board of Directors reflect the diversity of the children they serve and their community. CASA attracts and maintains a highly competent, fairly compensated professional staff that works within a positive work environment. CASA is financially sound, operating from diverse, recurring funding sources. CASA maintains an endowed fund. STRATEGIC GOALS Every abused child who needs one has a trained, effective advocate. 2. The community is aware of and values CASA. 3. Opportunities for collaboration with other foster care professionals exist. 4. The program operates in compliance with National CASA Association program standards. 5. Staff, board and volunteers are culturally competent. 6. Staff resources are adequate to achieve desired outcomes. 7. The Board of Directors will convene a committee to develop a policy regarding an endowed fund no later than June 1, \\Ncasa22\data1\Program Services\Quality Assurance\IC Examples_Local\IC Examples 2013 (2012 Standards Revisions)\Standard 9 - Planning Evaluation\NEW - Strategic Plan\Captial Area- 2.7 Strategic Plan 2015.docx

2 ADVOCACY 1. Continue serving 100% of children who need an advocate in EBRP. 144 being served on 1/1/ anticipated new children entering the system in 2012 who will need an advocate 274 TOTAL CHILDREN WHO WILL NEED AN ADVOCATE 24 children whose cases closed at continued custody hearing (won t need advocate) 250 total children to be served in New children s cases are opened when a Verified Complaint is received from the Court. PERFORMANCE TIMELINE RESPONSIBILITY PrOMIS data & reports Ongoing Program Manager PrOMIS data & reports Ongoing Program Manager 3. Case file reviews are conducted quarterly. Case file reviews Ongoing Program Manager 4. System for sharing and institutionalizing Advocate Supervisor s best practices is Best practice tracking doc Ongoing Program Manager developed and implemented. 5. Case staffings are held weekly. Tracking form Ongoing Program Manager 6. At a glance tracking form is updated monthly. At a glance tracking form Ongoing Program Manager 7. Current emergency contact information for all children with open cases in included in At a glance tracking form Ongoing Program Manager PrOMIS. 8. Continued Custody Hearing document is updated monthly. Tracking document Ongoing Program Manager 9. All closed case files are electronically archived as soon as possible but no later than 30 days after case closure. Master archiving list reviewed by Program Ongoing Program Manager Manager monthly 10. Enhancing advocacy tracking document is updated monthly. Tracking document Ongoing Program Manager 11. Amend at a glance document to include if progress notes are being entered within 48- Tracking document 1/31 Program Manager hours of an event. Begin updating monthly. 12. Amend at a glance document to include if documentation is filed in case files Tracking document 1/31 Program Manager within five days of receipt. Begin updating monthly. 1

3 AGING OUT (ENHANCING ADVOCACY) 1. Exit form for children who aged out is completed on each youth within 30 days of his Exit form Ongoing Program Manager or her 18 th birthday. 2. Data from aging out exit form is tracked and evaluated annually. Exit form tracking tool Ongoing Program Manager 3. Aging out manual is presented at case presentation for youth age 15 and older. Manual Ongoing Advocate Supervisors 4. Aging out CAP is current for all youth age 15 and older. Case file review Ongoing Program Manager 5. Youth ages 15 and older are given an opportunity to write their own court report. Youth court reports Ongoing Advocate Supervisors 6. Youth court reports are tracked. Tracking document Ongoing Program Manager 7. Orientations for aging out manual are conducted. Manual 1/31 Sharon Norwood 8. Amend CAP 1 and Aging Out CAP to include prompter regarding aging out resource CAP 1 1/31 Program Manager manual dissemination. Aging Out CAP 9. Aging out manual is included in two Fostering Futures training. Manual February Sharon Norwood August 10. A minimum of two Fostering Futures trainings are conducted. Training February August Training Coordinator Sharon Norwood 11. Research and discuss CASA opening transitional housing for youth through age 20. Meeting minutes 6/30 Program Manager Sharon Norwood 12. Research and discuss providing life coaches for youth age 15 and older. Meeting minutes 6/30 Program Manager Advocate Supervisors 2

4 DILIGENT SEARCH (ENHANCING ADVOCACY) 1. Requests and results are tracked. Tracking form Ongoing Sheila Gross 2. Training is conducted as needed. Trainings Ongoing Sheila Gross 3. Diligent search volunteers are supervised. Ongoing Sheila Gross 4. Annual volunteer recruitment plan is developed and implemented. Plan 1/31 Sheila Gross 5. Annual plan for educating stakeholders on diligent searches conducted by CASA is Plan 1/31, ongoing Sheila Gross developed and implemented. 6. Research other CASA programs diligent search practices. Research findings 3/31 Sheila Gross 3

5 EDUCATIONAL ADVOCACY (ENHANCING ADVOCACY) PERFORMANCE TIMELINE RESPONSIBILITY 1. CAP for educational advocacy is completed for all children. CAP Ongoing Program Manager 2. Meet with LA Department of Education attorney (see agenda). Meeting minutes 2/28 Susan Murrell Martin Program Manager Executive Director 3. Conduct educational advocacy training at least twice. Sign in sheets April November Susan Murrell Martin Training Coordinator Program Manager 4. Research and discuss hiring an educational advocacy staff person. Invite input from CASA volunteers who are educators. Meeting minutes 6/30 Susan Murrell Martin Program Manager Executive Director 5. Donate Michael Oher s book to all middle and high school libraries. 7/31 Susan Murrell Martin 6. Host multidisciplinary training on Early Steps (CASA staff & volunteers, DCFS, attorneys, judges). 7. Host multidisciplinary training on IEP process (CASA staff & volunteers, DCFS, attorneys, judges). Training 10/31 Susan Murrell Martin Training Coordinator Program Manager Training 10/31 Susan Murrell Martin Training Coordinator Program Manager 8. Exhibit at annual school counselors resource fair. Exhibit TBD Susan Murrell Martin 9. Attend a school counselor meeting. TBD Susan Murrell Martin 10. Attend a school librarian meeting. TBD Susan Murrell Martin 4

6 TIME IN CARE (ENHANCING ADVOCACY) 1. Children in care more than two years are staffed one month prior to court hearing. Case staffing record Ongoing Ricketta Cotton Monroe 2. Children in care more than two years are tracked and given priority for case staffing. EA tracking doc Ongoing Ricketta Cotton Monroe 3. Meet with Rose Collins, DCFS, regarding collaborating on adoptive parent recruitment. Meeting minutes 3/31 Program Manager Ricketta Cotton Monroe Executive Director 5

7 VOLUNTEER RECRUITMENT 1. Annual volunteer recruitment plan is developed and implemented plan 1/1 Recruitment Coordinator 6

8 VOLUNTEER SCREENING & TRAINING new volunteers are screened and trained and accept a case. PrOMIS Ongoing Training Coordinator 2. Orientation is conducted for potential volunteers. Sign-in sheets Ongoing Training Coordinator 3. Volunteers complete all screening requirements before they are approved to begin Training tracking doc Ongoing Training Coordinator training. 4. Volunteers understand a place is being held for them in the training course and confirm Letters to volunteers Ongoing Training Coordinator their attendance in writing. 5. Pre-service training courses are conducted as needed but no less than two courses are Training courses Ongoing Training Coordinator held. 6. No more than 40 potential volunteers are approved for each pre-service training course. Training tacking doc Ongoing Training Coordinator 7. Active CASA volunteers have diverse opportunities for in-service training. In-service training Ongoing Training Coordinator 8. CASA volunteers receive notice of training opportunities via postcards (2-3 weeks in advance) and s and social media posts (2-3 days in advance). Postcards, s, social media posts Ongoing Training Coordinator Recruitment Coordinator 9. Revisit and revise as needed screening process for CASA volunteers (see retreat output). Screening process 3/31 Program Manager Advocate Supervisors Training Coordinator 10. Spotlight a staffs choice library book each night of pre-service training. 3/31 Training Coordinator All staff 11. Spotlight a staffs choice library book at each in-service training. 3/31 Training Coordinator All staff 12. Spotlight a staffs choice library book in each issue of Speak Up! 3/31 Training Coordinator All staff 13. Categorize library materials. Library inventory 6/30 Training Coordinator 7

9 VOLUNTEER RECOGNITION & RETENTION PERFORMANCE 1. An annual volunteer recognition and retention plan is developed and implemented. Volunteer recognition plan TIMELINE RESPONSIBILITY 1/1 Recruitment Coordinator 8

10 VOLUNTEER MANAGEMENT volunteer advocates are supervised/maintained (96 returning, 1 waiting, 70 new PrOMIS Ongoing Advocate Supervisors and 30 extra). 2. CASA volunteer performance is evaluated by Advocate Supervisors when they have Case file review Ongoing Advocate Supervisors been active for six months and annually thereafter. 3. Volunteers whose performance is substandard are replaced according to agency policy. Case staffing & tracking Ongoing Advocate Supervisors doc 4. Exiting volunteer survey data is collected, compiled, analyzed and used by Tracking doc Ongoing Program Manager management as needed. 5. All files for dropped volunteers are electronically archived within 30 days of the Archive tracking doc Ongoing Program Manager volunteer s drop date. 6. Provide volunteer management training for Advocate Supervisors. Training agenda/attendance 3/31 Program Manager Executive Director 7. Research volunteer management training by NELA staff. 3/31 Program Manager 8. Develop written practice regarding how long before an inactive volunteer has to repeat pre-service training (whole course or specific sessions?). New practice 3/31 Program Manager 9

11 STRATEGIC GOAL 2: The community is aware of and values CASA people inquire about CASA. PrOMIS/funnel Ongoing Recruitment Coordinator people attend orientation for potential volunteers. PrOMIS/funnel Ongoing Training Coordinator 3. African American volunteers increase from 39-42%. PrOMIS Ongoing Recruitment Coordinator 4. Male volunteers increase from 21% to 24%. PrOMIS Ongoing Recruitment Coordinator marketing plan is developed and implemented. Marketing plan 1/1 Recruitment Coordinator 10

12 STRATEGIC GOAL 3: Opportunities for collaboration with other foster care professionals exist. 1. Staff tracks collaboration with other foster care professionals. Quarterly reports Ongoing All staff 2. Juvenile judges receive quarterly program reports. Letters/reports Ongoing Executive Director 3. CASA representative attends judges meetings as needed. Collaboration tracking Ongoing Executive Director 4. Case specific collaboration with OCS personnel, Assistant Public Defenders, Child Advocacy Program Attorneys, Assistant District Attorneys and foster care service providers is conducted. on quarterly reports Case file progress notes Ongoing Program Manager 5. CASA hosts event to recognize DCFS. Event 11/14 Recruitment Coordinator Sharon Norwood 11

13 STRATEGIC GOAL 4: The program operates in compliance with National CASA Association program standards. 1. Compliance with National CASA Association program standards is maintained. Program manual Ongoing Executive Director 2. Program manual is updated as needed. Program manual Ongoing Executive Director 3. PrOMIS manual is maintained. Program manual Ongoing Executive Director 4. Review and implement PrOMIS changes/fixes. PrOMIS manual 3/31 Executive Director 5. Complete National CASA Association program standards self evaluation. Self evaluation instrument TBD Program Manager Executive Director Program Manager 12

14 STRATEGIC GOAL 5: Staff, board and volunteers are culturally competent. 1. All new volunteers complete three hours of cultural competency training. Training tracking Ongoing Tony Pryer 2. All active volunteers have in-service opportunities relevant to cultural competency. Training calendar Ongoing Tony Pryer 3. Format for monthly cultural competency discussions is developed and implemented. Training calendar Ongoing Tony Pryer 4. Staff debriefs monthly cultural competency discussions at next staff meeting. Staff meeting agenda Ongoing Tony Pryer 5. Attendance at monthly cultural competency discussions increases by Sign in sheets 1/1 Tony Pryer Notifying volunteers of double in-service credit Garcelia Burchell Sending postcards three weeks prior Sending reminder 2-3 days prior 6. All staff attend pre-service cultural competency session on 1/19. Sign in sheets 1/19 All staff 13

15 STRATEGIC GOAL 6: Staff resources are adequate to achieve desired outcomes. 1. Team building activities are conducted during regular weekly staff meetings once a Staff meeting agendas Ongoing All staff month. 2. Facility is maintained. Facility Ongoing Office Manager 3. Bookkeeping duties are performed. Financial reports Ongoing Office Manager 4. The employee turnover rate is measured and evaluated. ED reports Ongoing Executive Director 5. Staff has opportunities for training and professional development. Staff training tracking Ongoing Executive Director 6. Interns and student workers are recruited to support staff functions. Interns/student workers Ongoing All 7. Orientation is conducted for all student workers, interns and temporary employees. Personnel files Ongoing Program Manager 8. Staff is aware of student workers schedules. Schedules Ongoing Office Manager 9. Student worker task log is maintained. Task log Ongoing Office Manager 10. Alternate volunteer interests are tracked. Alternate volunteer Ongoing Training Coordinator tracking form 11. Alternate volunteers are used for additional clerical support as needed. Alternate volunteer Ongoing Office Manager tracking form 12. Employee performance evaluations are reviewed and discussed with employees quarterly. Performance evaluation docs Ongoing Executive Director Program Manager 13. New microphone is installed in training room. Microphone 1/31 Office Manager 14. New FastFund upgrade is implemented. Software 2/28 Office Manager 15. Document archiving is completed. Archiving schedule 3/31 Office Manager 14

16 STRATEGIC GOAL 7: An endowed fund exists to create long term, independent funding for CASA s operations. PERFORMANCE TIMELINE RESPONSIBILITY 1. The type of endowed fund the organization needs is determined. Board of Directors 15

Executive Director, CASA (Court Appointed Special Advocates) of Mercer and Burlington Counties (New Jersey)

Position Available: Executive Director, CASA (Court Appointed Special Advocates) of Mercer and Burlington Counties (New Jersey) About CASA CASA of Mercer and Burlington Counties is a New Jersey Community