STRATEGIC FRAMEWORK. National CASA Association

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1 STRATEGIC FRAMEWORK National CASA Association Summary This document contains the detailed strategic framework presented on and discussed at the National CASA Association Board meeting occurring on May 3, The visual presentation of the strategic framework exists as a separate PowerPoint

2 *The strategic framework above is explained in further detail in the following pages.

3 INTRODUCTION This document is the product of an internal assessment and SWOT analysis conducted on National CASA over a five-month period. It reflects the efforts from past planning and input from a cross section of the CASA network and intensive planning conducted by senior management, the chief strategy officer and the chief executive officer. Although not intended to be a strategic plan, it contains key strategic elements to govern future planning, direct our work and focus our activities on what we must do today to position ourselves for the future. In the months and years ahead, we have a unique opportunity for transformative change and to raise the excellence of the entire network for the benefit of those we serve in the state offices, programs, courts as well as our trusted and valued advocates and the children who benefit from these services. This framework is designed to both build on our historic strengths and prepare us to develop new approaches that will elevate the CASA network to new levels. The framework presented below outlines and defines the following elements: VISION: Our declaration of the future we would like to see. MISSION: Our statement of purpose, a definition of who we are, and our reason for existing. OPERATIONAL IMPERATIVES: Elements of our organization that must be present and are necessary for successful development and execution of strategies, goals and objectives. STRATEGIC THEMES: The main, high-level strategic focus areas that form the basis for building the strategies, goals and objectives of the organizations. They are the most crucial elements of the development of a strategic plan. ENABLING FOCUS AREAS: Serving as the foundation of the strategic framework and future strategy development, we have identified five enabling focus areas to ensure that an environment exists that will foster the success of the mission and vision of CASA/GAL as a whole, including the state organizations and programs. OBJECTIVES National CASA has embarked on many strategic planning exercises, held input sessions, conducted surveys and forums, and engaged a broad cross-section of the organization in this work. We know that we can plan together; however, the question of how well all parts of the network align to achieve our vision and execute together still remains. To ensure that planning efforts to-date are not lost and the additional work that is needed beyond the establishment of the framework is carried out, National CASA is committed to the following next steps: Designing and aligning a structure to better support the state organizations working with, in, and through the state organizations to provide technical assistance and support to the local programs; Bolstering resources in fundraising, marketing and communications, public policy, planning, research, analysis and evaluation; Establishing committees, taskforces and cross-functional teams to collectively address and plan the future needs and strategic direction of the network; Identifying external relationships, partnerships and collaborations that expand our capabilities and result in greater impact and achievement of the mission and vision; Embracing and fostering a customer-centric and mission-focused culture; and Establishing a new business model for National CASA that adequately positions the organization to face current and future realities and ensure relevancy and long-term sustainability. 2

4 MISSION The mission of the National Court Appointed Special Advocate Association, together with its state and local member programs, supports and promotes court-appointed volunteer advocacy so every abused or neglected child in the United States can be safe, have a permanent home and the opportunity to thrive. VISION The vision of the National CASA Association is: A world where every abused or neglected child is given the opportunity to thrive in a save and loving home. OPERATIONAL IMPERATIVES Before any organizational strategic planning work can take place, an organization must assess its current state against external and internal realities. This work has begun at National CASA. We have identified several operational areas of focus for improvement that are critical to effective planning for the future and must direct our current work. These operational improvement imperatives fall into four interrelated categories: (1) Focus, (2) Discipline, (3) Alignment and (4) Effectiveness. Along with other changes, prioritizing these operational imperatives and making significant process improvements will help National CASA better serve its primary customers. Additionally, we will position ourselves to improve in quality and timeliness of performance; enhance organizational agility and responsiveness; approach problems with razor focus on achieving our vision; rally and align resources on the right things at the right time; and effectively change with the new demands and realities all while laying a strong foundation for future growth. We must design what the organization needs to be in recognition of the changing times and urgency driven by the challenges faced by children and families, increased competition for funds and public attention, and new philanthropic expectations around accountability for results. Focus We must seek opportunities to partner internally and align our work, setting aside differences and focusing on our common interest and primary reason for doing our work to benefit the child. We must work collectively to understand our core competencies and build from our assets. Discipline In order to be effective in the current competitive environment, performing standard business processes consistently and at a high level is critically important to reaching and achieving the mission and vision. Institutions with a high level of organizational discipline are viewed as leaders in their peer groups. There are a number of diagnostic tools that lay out characteristics used in assessing an organization s operational discipline culture. Many of the characteristics where National CASA falls short were recently identified by senior management as organizational priority areas, including strong teamwork, organizational pride, employee engagement, transparency, clear communications, and well developed policies and procedures. It is critical for National CASA to strengthen in this area internally before we can be viewed as consistent and to build credibility within our own network and to the public. Alignment In order for any of our future endeavors to be successful, we have to be better aligned with our customers the state and programs organizations and have a better understanding of what they need from National CASA and how we provide that level of service and value. To that end, we must design effective communication tools; develop streamlined processes; provide opportunities for exchange of best practices and experience among peers; better gather and disseminate data and information around child welfare issues; and educate members of the network on public policy issues and funding opportunities. This work needs to identify how we leverage the whole network, as we believe that the whole is greater than the sum of its parts. Focused attention will be given to working with and 3

5 understanding the unique challenges and issues facing the state organizations and providing better support to them so they can better support the local programs with the ultimate goal of building a stronger network. Effectiveness National CASA has long experienced challenges around showcasing the effectiveness of the services that we provide as both a service provider to our program members and as a national network of direct service providers. These challenges are related to the innumerable differences in demographics, nomenclature, structure, varying jurisdictions, and the difficulties and realties of the changing external environment. However, the need to show impact is critical to the sustainability and credibility of the organization. We must move from fighting fires to innovative approaches. We must look at the following aspects of the organization and develop systems and processes that improve our effectiveness in the key areas of culture, human resources, leadership, strategic planning, customer focus, measurement, analysis and research, operational excellence and finally, results. These results should be the delivery of improved value to our customers, partners and stakeholders; an increase in overall effectiveness and capability; and long-term growth and sustainability. STRATEGIC THEMES Innovative/Integrated Fundraising Since 2000, National CASA has employed a variety of fundraising strategies and has had several different organizational structures and philosophies or positions related to fundraising. The success of these efforts has varied over the years, but has never truly lived up to generating the level of funding needed from private sources. With the recent loss of federal funding and the increased needs, the time is now for a breakout strategy for fundraising. The days of all of our eggs being in one basket are long gone. Diversification is not only the key factor to successfully meeting our current and future needs, but it is the only path to sustainability. We can no longer look at resourcing our organization on a short-term/annual basis, we must engage in long-term planning and development efforts and sustainability. Our resource development activities must include strong strategies that increase and diversify our sources to include a balance between long-term financial planning, contributed revenue from individuals and institutions, public funding and earned revenue all supported by strong marketing and advocacy. We must evaluate and start engaging in new non-profit funding strategies. In the past few years, social media has emerged as a new source for attracting a new generation of supporters, big data has made donors keener on evidence-based return on investments, and collective impact initiatives seem to be attracting the most attention. In order to tackle our new challenges, closer alignment and joint-planning efforts need to be established and/or strengthened between our Finance, Resource Development, Government Relations and Marketing departments. None of these functions can operate independent of each other. An integrated fundraising approach includes traditional private fundraising methods coupled with new approaches such as venture philanthropy, social entrepreneurship, earned-revenue opportunities, long-range financial planning, ongoing public funding and collaborative fundraising and planning within the CASA network (again the whole is greater than the sum of its parts). Many of our peer organizations who continue to experience success in their fundraising efforts achieve it through the cultivation and maintenance of a powerful and dynamic board, significant resources invested toward political capital, and a nationally-recognized brand that is desirable for institutional funders to be associated with. Thought Leadership We must be perceived as trusted advisors, subject matter experts, problem solvers and futurists. We must build our internal capacity through actionable, relevant, research-backed new points of view. Development of our leaders and better positioning of our organization to the public and to our peers is also an imperative. We must think on behalf of ourselves and the benefactors of our service. We need brand recognition and trusted, loyal followers and supporters. 4

6 Operational Excellence We must become more accountable to our colleagues at National CASA and our network, leveraging internal resources and those within the network to create better alignment with the mission and vision. Focused efforts on the core elements that we currently do well and those that we must do well will greatly enhance the relevancy and quality of the services we offer to our network. In addition, our challenges require us to look at what we do now that doesn t advance our agenda. We must be courageous enough to give up some activities or programs to open up capacity to do those important tasks that lead us to greater levels of efficiency, increased service delivery and stronger outcomes. Consequently, we will enhance the service provided by the state organizations to the programs and, in turn, the service that the programs provide to their advocates and to the children served. Our operational model must be considered a best practice. We must have a clear vision and organizational structures that support the growth and development of state organizations, who will work with National CASA to strengthen the local programs. Collaborative strategy development and goal setting with our network is imperative. This work must be supported by a network of strong leaders, with clear roles and accountability, superior execution of programmatic services, and effective and efficient support processes and systems. Collaborative Impact We know that the most effective change initiatives involve cross-sector coordination rather than isolated interventions of individual organizations. In order to move the dial and grow the number of our advocates for children, we must do a better job of collaborating with each other. National CASA has fully recognized this need and has started to make changes in the way we operate to work together more effectively both with state organizations to support local programs and with outside organizations on a regular basis. We must focus on specific challenges in order to generate fresh ideas, solutions, and collective action plans that are implemented to achieve shared goals. Another important question and future imperative is our ability to participate with external partners and supporters effectively to accomplish our vision, impact large-scale social change and have systemic impact. Brand and Issue Awareness We must build awareness for the myriad of issues that impact the children we serve and encourage a movement to support and join in our effort to address those issues. The I am for the child campaign laid the platform for this work, envisioning a model that takes collective action upon our common interest the child. We are a movement network. When we come together through shared goals and leverage our network of leadership, experience and skills, we can move the public to act. Now we need to take this campaign to scale to become a national movement and bring collective voices that will declare their support for children. Equally important to brand awareness is bringing awareness to the issues that impact the most vulnerable of our population abused and neglected children and within that group, children who are disproportionally impacted more severely. We need alignment from the network and discipline around our brand, so that we can speak with one voice for those we represent. Our voice has to be strong, on key and in unison. ENABLING FOCUS AREAS Strong Support to the Programs Capacity is the greatest need of any organization, we must find a way to support the programs in building capacity and growing and sustaining the level of work that they do. The most common areas of need requested by the programs has been and continues to be in the areas of resource development (both human and financial), marketing and communications, and training and technical assistance. National CASA is committed to bolstering services and support to the programs through increased resources and expertise in these functional areas that can be delivered directly to programs upon request. These realities also challenge us to re-assess our geographic approach to program support and look at how we might more often cluster services to programs that have unique yet similar needs, e.g., urban, rural, tribal, etc. 5

7 Our programs are our eyes and ears, they set the reality for us, and they reach and impact the primary beneficiaries for whom we all work. Supporting our programs should be the top priority of the states and National CASA and if it is, we have to rally around them to give them the level and type of support that they need. With the growth in the number of programs and the unique challenges created by market, environmental and geographic realities, and the growing number of issues that face our children, we need a different strategy and model of support one that moves us forward, garners more support and creates a stronger, more effective network. This job is one that has to be done with more external funding sources, stronger collaboration between programs and state organizations and stronger collaboration between state organizations and National CASA. Effective Partnerships with State Organizations Although our network represents several different organizational models, some with greater capacity than others, we believe that having a strong system of state organizations is critical to our success. The most important work to position the organization for future growth is taking steps to partner with our existing state organizations and building and supporting the development of state offices or state-wide support systems where they don t exist. This partnership with the state organizations should serve to build a stronger network of programs and to increase the efficiency and effectiveness of our work. National CASA must adjust to its new reality and both understand and accept that the current operational model and system of providing support to our network needs adjusting to support the economic, political and social climates that we face. Through our current model, we cannot adequately support the programs at the level they require to achieve the growth we propose. It will be necessary to add resources that support state organizational development; aid collaboration with the state organizations in planning, strategy, resource development, and provision of technical assistance to programs; and bolster our efforts to impact systemic change. Working together internally leads to strong work and builds the platform to achieve maximum impact. Planning Research and Analysis In order to survive in the emerging creative economy and become a more strategically agile 21 st Century organization, National CASA will have to employ the latest management practices, have insight into trends, and get out ahead of issues that impact the children we serve and the work we do. We must also better understand the competitive, political and economic landscape, as well as the gaps in services that are vital to the children we serve. It is critical for National CASA to be well-informed and supported by data in its decision-making, goal setting and strategic initiatives. To that end, we must use relevant and appropriate data, facts and information to plan collaboratively and gain insight into market realities, trends and external factors that impact the conditions supporting the work we do. Organizational discipline around the collection and analysis of data, research to keep informed about leading-edge thinking in managing organizations and change efforts, modeling, benchmarking and other activities that get us prepared for our future work in strategic planning is critical to our success. National CASA must undertake in-depth research and analysis around trends and issues that will have specific economic, political, social and business impact on the future work of the organization. We need to understand the requirements needed to realize goals and opportunities to sustain our work. Platform for Financial Sustainability In order to achieve our mission and realize our vision and goal to serve more children, we must seek financial stability throughout the network without sacrificing our mission. Simply put, we require a new business model. We must increase sources to support our operations from traditional and non-traditional streams of revenue and look at innovative ways to generate new revenue. We should seek to maximize opportunities, share services, cut costs, look for efficiencies, and leverage best practices and expertise within our network and also externally where they exist. We must re-invest in our state organizations and increase funding for capacity building in our programs. 6

8 Governance Effectiveness One of a nonprofit s most valuable sources of energy and support is the leadership of its board of directors. We are fortunate to have dedicated, effective leaders from a variety of industries. Further development of the board structure, composition and governance model is needed in order to garner the level of resources and long-term support that are required for sustainability for National CASA. The most important responsibilities of any nonprofit board are (1) financial oversight; (2) fundraising; (3) strategy/planning; (4) leadership capability; (4) building the board; and (5) enhancing the organization s public standing. We must assess our current capability and capacity, and identify the current gaps and future needs of the organization. 7

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