casa strategic plan

To Create A More Just SocietyCASA’s Strategic Plan2012-2016

CASA de MarylandCASA in Action

CASA-MD_StratPlan.indd 1 10/12/11 9:57 AM

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Table of ContentsWelcome

About CASA

Introduction

Our Core Beliefs

The Changing Landscape

Trends Inform Priorities

Strategic Goals

Looking Forward

About the Plan

CASA’s Board of Directors

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Welcome

We are pleased to share with you the CASA Strategic Plan for 2011-2016, which establishes the direction and goals for the next five years for CASA de Maryland and CASA in Action. The challenges and opportunities for immigrants have never been greater and CASA has responded with a bold and transformational strategic plan.

In our work we face a steep, uphill battle. The lack of federal immigration reform and the increasing number of anti-immigrant policies at the local, state and national level are causing severe harm to many of our communities. Additionally, high unemployment persists, economic recovery has been slow, and too often immigrants are used as the scapegoats for these misfortunes.

But where there are challenges, there are also opportunities. With an innovative model for building power and combatting poverty and with important victories to build on, CASA is well-positioned and ready to take a leadership role in Maryland and beyond. Our strategic plan, and the involved planning process in which we engaged, provide us with the focus and framework we need to move forward.

We envision a brighter, more equitable and more promising future for our families, our communities, our state, and our nation. Your support is essential at this critical juncture as we work together to create a more just society by building power and improving the quality of life in low-income immigrant communities.

In solidarity,

Dear Friends:

Gustavo TorresExecutive Director

Padre Simón Bautista BetancesCASA de Maryland Board President

Peter ShirasCASA in ActionBoard President


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Today, CASA occupies a rare space as a trulygrassroots organization that directly addresses human needs and influencesthe regional and national debate on immigrants and public policy.


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Yesterday and todayCASA started in 1985 in a church basement in response to the urgent needs of newly arrived Central American refugees. From that beginning, we have become a multi-cultural membership organization providing services and taking action with thousands of members across the state. Today, CASA occupies a rare space as a truly grassroots organization that directly addresses human needs and influences the regional and national debate on immigrants and public policy.

Recent accomplishmentsIn the past year, during a period of time when immigrants have been scapegoated, Congress has failed to pass immigration reform, and a recession has widened economic disparity, CASA has managed to continue expanding its reach and effectiveness, gaining critical advancements for immigrants in Maryland. These include:• The DREAM Act: The Maryland legislature

approved SB 167, expanding access for young people to in-state tuition, after a ten year campaign.

• Protecting standards: CASA and its One Maryland allies successfully defeated 30 pieces of anti-immigrant legislation in Annapolis this past year.

• Leadership development: CASA established a Leadership Academy, with 80 community leaders receiving 1,600 hours of interactive leadership training.

CASA de Maryland is the largest Latino and immigrant organization in the state, and a key partner in the national campaign for immigration reform. Along with CASA in Action, our 501(c) 4 sister organization, we are leading the movement for social justice for Maryland’s low-income Latino and immigrant community.

About CASA

• Income gains: Vocational training graduates reported their income averaged gains of $2.84 per hour.

• Job placement: Collective earnings of workers placed in jobs through CASA’s Welcome Centers reached almost $3,000,000.

• Education: 95% of CASA’s ESOL students reported improved reading capacity and 86% reported improved writing capacity.

• Membership growth: CASA membership grew to over 10,000 members.

• A new home: CASA opened a 21,000 sq. foot Multicultural Center in the heart of Langley Park in June of 2010.


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Current Programs and ActivitiesRooted in our commitment to remove barriers to economic, political and social well-being, CASA’s programs and activities are designed to address immediate needs while achieving systemic change.


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Services & EducationCASA provides high-quality, comprehensive services that community members need in order to lead productive, healthy, and self-sufficient lives. These include:

• Employment and Workforce Development: connecting day laborers with employers seeking short-term help, delivering placement services for full-time employment and providing industry-specific vocational training.

• Legal Services: protecting immigrants’ rights and increasing access to opportunities through legal education, advocacy, representation, and impact litigation.

• Social Services & Counseling: providing assistance in obtaining services leading to physical and mental health, financial stability and personal and vocational development.

• Naturalization and Immigrant Integration: leading the Maryland New Americans Partnership, a coalition which implements an AmeriCorps program that enables eligible immigrants to become naturalized citizens.

• Community Access and Health: implement-ing risk reduction strategies to combat HIV, cancer, and other health risks and providing medical interpretations, bilingual health test-ing and related services on-site.

• Education & Integration: instruction in Eng-lish for Speakers of Other Languages (ESOL), citizenship preparation, and computer literacy.

Community OrganizingCASA brings community members into local committees that develop individual and collective leadership to fight for social justice and human rights. Our organizing campaigns improve our members’ quality of life and society around us. These include:• Access to Higher Education: promoting

access to higher education for immigrants.• Fair Development: : fighting to preserve

low-income housing and improve job opportunities related to the construction of a new metro line.

• Immigrant Inclusion: preserving local families by challenging unjust immigration enforcement; lobbying and demonstrating for reform of federal immigration law.

• Worker Justice: transforming the long-term care industry by creating sustainable jobs; ending the deplorable practice of wage theft in our community.

• Crime Prevention: advocating to improve public safety in immigrant communities.


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Heading

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Spots are small pieces of information

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This plan defines how we will measure our progress toward ambitious goals in a highly challenging environment.


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CASA’s 2011-2016 Strategic Plan provides both the foundation and the blueprint for the organization to construct a positive future. The plan defines who we are, what we will focus on and how we will measure our progress towards ambitious goals in a highly challenging environment.

Oui, nous pouvons!

!Si, se puede!Yes we can!

Introduction

This strategic plan goes beyond prior planning efforts in three important ways. First, the process by which it was developed engaged the entire CASA family, including members, staff, two Boards, and over one hundred partners. For example, for the first time in our history CASA members met in Welcome Centers across Maryland to share their vision and provide input. This plan truly represents our collective commitment to the future.Second, because of the CASA’s growth and success over the last 26 years, we set ambitious goals to change the political climate, improve lives, and build the immigrant movement in this country. We looked at the rapidly changing landscape for immigrants in the United States and set measurable goals for the changes we want to see. This plan addresses our strategic impact as well as our development as an organization.

Third, our strategic direction commits us to a responsible expansion of our historic mission. Through this plan, we are continuing the transition from a Latino organization to one that, while rooted in the Latino community, includes all immigrants. Additionally, we are beginning the journey from being a Maryland organization to a multi-state organization with a national profile. At the same time, we recognize that now more than ever we must focus on sustainable growth and increased financial self-sufficiency. Strategic planning is fundamentally about choice. In this plan, we have chosen to launch a comprehensive breakthrough strategy to transform Langley Park, because we believe our historic connection to the majority immigrant community makes it an ideal location for collaboration and innovation. We have chosen to prioritize membership growth and leadership development, because we believe

these are critical to achieving all of our goals. And we have chosen to focus on improving the quality of life of our members through integrated organizing and services, because we are clearer than ever that this is the core of our mission and theory of change. These and other choices will serve us well as we advance toward our goals with greater focus, unity and accountability.


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CASA’s core beliefs are at the heart of our success as an organization. They have evolved as the organization has grown, representing the moral compass and deeply held assumptions that guide us in our long term planning and, just as importantly, our everyday work as members, staff and leaders of the organization.

Our Core Beliefs


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Our Mission To create a more just society by building power and improving the quality of life in low-income immigrant communities.

Our Vision A future with diverse and thriving communities living free from discrimination and fear, working together with mutual respect to achieve full human rights for all.

Our Values Voice: We believe all people should have a voice in the decisions that affect our lives.Respect: We believe in respect for the dignity and equality of all people and the power to change our own lives.Diversity: We believe we are stronger when we enhance, recognize and celebrate our diversity.Solidarity: We believe that working in solidarity strengthens us in the struggle for social justice.Excellence: We believe excellence is achieved through collaboration, accountability, innovation and pride in the quality of our work.

Our Principles Focus our resources:We will focus our limited resources where they have maximum mission impact: low-income immigrants; programs that work; building for the future.Maximize collaboration: We will collaborate with a broad spectrum of private, nonprofit, and government partners so that we achieve our common goals.Invest in our capacity: We will invest in our staff, our most critical resource, and strengthen our infrastructure, in-cluding technology, administration, and facilities. Expand strategically: We will evaluate all opportunities to expand, whether in new program areas or new geographies, always ensuring financial viability and mission focus.Evaluate community impact: We will evaluate the impact of our servicing and organizing on the quality of life of our members so that we can focus our efforts where they make the most difference.


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A ‘theory of change’ is a visual portrayal of a social change strategy that clarifies how initiatives and intermediate outcomes lead to long term goals. CASA’s theory of change starts with services and organizing, and the powerful synergy that doing both creates, and goes on to the importance of economic and political gains as we work in collaboration with our allies to achieve our vision.

Theory of Change


15{ { { {Our mission is to create a more just society by building power and improving the quality of life in low-income immigrant communities….

Which begins when we…

So that…

In order to create…

In order to secure…

In order to achieve…

CASA’s vision of diverse and thriving communities free from discrimination and fear working together with

mutual respect to achieve full human rights for all.

Welcome low income immigrants with EXCELLENT services and capacity building tools

Immigrants are able to improve their well-being, organize their energy and form a united organization

An active, growing and DIVERSE membership

RESPECT for the human rights of immigrants

Bring low income immigrants together in SOLIDARITY to take action on shared concerns

A powerful political, economic and social VOICE of the immigrant community

Strong collabora-tions and partnerships

United families, good jobs and quality living standards

National, State and local im-migration reform


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The world is changing and CASA’s priorities and goals need to anticipate and respond to those changes. Some of the political, economic and demographic trends that most impact low-income immigrants are reflected in the following numbers:

The Changing Landscape

9 The number of states whose immigrant population doubled between 2000 and 2010, including Maryland.

24 The number of states that introduced anti-immigrant legislation in the wake of Arizona’s SB 1070.

66 The percentage DECLINE in Latino household wealth between 2005 and 2009, compared to 28% average.

41 The percentage of Latino adults without a regular high school diploma compared to 14% for whites.

13 The number, in millions, of immigrants who live in the suburbs, compared to 10 million who live in cities.

1.1 The projected budget shortfall, in billions, for the State of Maryland in FY2011

24 The percentage of children in poverty whose parents are immigrants.

24 The percentage of women and girls in the Washington, DC metropolitan area who are foreign-born.

25 The percentage of Latino and African American households with NO financial assets other than a vehicle, compared to 6% for whites.


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TrendThe voice of immigrants is under-represented in civic life, leading to increasingly anti-immigrant laws and policies.

The harsh economy and scapegoating of immigrants continues to devastate families and undermine communities.

The immigrant population is getting younger, more diverse and more likely to live outside traditional gateway communities.

Foundation and government giving is declining and attacks on progressive organizations and causes are increasing.

Over the next five years, CASA will focus on four key priorities. These priorities both anticipate and respond to trends affecting the immigrant community.

Trends Inform Priorities

Priority

Transform policy and politics

Improve the quality of life

Expand the movement

Ensure the future


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Now is the time for CASA to set ambitious goals that address our changing landscape and align with our key priorities.


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Strategic Goals

Improve the quality of lifeGoal 1: To improve the quality of life through services and organizing.Goal 2: To make positive change in partnershipwith the African American community.Goal 3: To transform and preserve Langley Park.

Transform policy and politicsGoal 4: To be a powerful partner in the passage of immigration reform.Goal 5: To increase the power of immigrant voices through civic engagement.

Expand the movementGoal 6: To expand into new geographic areas.Goal 7: To increase the active base of members and supporters four fold.Goal 8: To build a powerful immigrant youth movement.

Ensure the futureGoal 9: To diversify and grow funding sources. Goal 10: To achieve organizational excellence.

The following pages detail the measurable outcomes and organizational strategies for achieving each goal.


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Improve the Quality of Life


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1 To improve the quality of life through services and organizing.

The unique benefit of the CASA model is the integration of services and organizing to improve lives of individuals and the community as a whole.

Strategies: Develop a measurable quality of life framework. Identify and quantify the most important factors that drive quality of life for our community and where we can have the greatest measurable impact.Increase integration of programs. Develop collaborative mechanisms and cross train all staff to increase synergy between programs. Prioritize services that have high mission impact. Develop criteria and evaluate services to determine which should be expanded, discontinued or maintained.Expand wrap-around services. Address complex needs and improve outcomes through high touch activities and follow up. Reduce barriers to activism. Provide the support structures (e.g., child care, transportation, etc.), that enable participation.

Collaborate in service provision. Improve outcomes through increased collaboration with and raised expectations of service partners.Focus on services that drive employment and other economic benefits. Tie outcomes and expectations more closely to the economic value of services to members.Develop curricula with real-time application. Develop and deliver curricula using popular education methodologies and real life examples.Measure outcomes. Create and track measurements of program outcomes and impact on the quality of life, including applying a gender lens and conducting longitudinal studies.

Outcomes: 1. 80% of active members report that their

involvement with CASA improved their quality of life.

2. CASA has increased the economic value of services to members by 25%.

3. 75% of students and trainees have demonstrated learning gains.

4. All service interactions provide information and opportunities to participate in power building activities.

5. CASA will win at least two public campaigns that will challenge systematic restrictions or lack of opportunities for low-income women.


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2 To make positive change in partnershipwith the African American community.

It is by joining with African American community around common goals that we will increase our effectiveness and make positive change.

Strategies: Establish mutual interests and support. Work with new and existing partners to increase understanding, provide mutual support and identify common goals.Develop multi-cultural curriculum. Address racism between communities through popular education and dialogue.Conduct an internal audit. Examine CASA programs to identify best practices and barriers to increased partnerships.Work with community colleges. Foster educational opportunities that bring together immigrants and African Americans.Increase visibility. Have a visible presence at African American and African immigrant events.

Run joint campaigns. Bring African American and immigrant organizations together to identify political goals, endorse candidates and run joint campaigns.Bring young people together. Make room for young people to lead on multi-cultural campaigns that affect the issues they care about.

Outcomes: 1. Four significant programmatic

partnerships focused on issues of concern to both communities, such as voter participation, police brutality, & access to services.

2. African Americans and CASA members working together show a measurable change in attitudes toward each other.

3. Two joint campaigns selected by community members have resulted in victory.


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3 To transform & save Langley Park.

Langley Park, a majority immigrant neighborhood in suburban D.C., is the ideal location to create a comprehensive, place-based model of community-based transformation.

Strategies: Leverage through partnerships. Build partnerships with nonprofits, for-profits and government agencies in the target area and in neighboring jurisdictions. Target high-impact opportunities: Prioritize initiatives that create systemic, momentum-building and self-sustaining positive change in the community.Support resident-led coalitions. Mobilize tenants’ committees and small businesses to work together to address common concerns and win campaigns.Combine legal and organizing approaches. Win meaningful policy change through lobbying, legal challenges, grassroots organizing and electoral work.

Fill service gaps with innovative programs. Identify needs and develop partnerships to provide those services in innovative and culturally and linguistically competent ways. Work with public school system. Develop targeted public school programming to meet the needs of children and their families

Outcomes: 1. Create a comprehensive plan that includes

long-term strategies for quality, affordable housing, healthy families, economic growth opportunities, a safe community and well-educated children.

2. Design and implement a community indicator program to track outcomes.

3. Win concrete victories, such as: • Access to affordable housing is maintained

through passage of two tenant rights reforms and the maintenance of two complexes as long-term affordable housing through federal funding.

• Development preserves 50% of the existing immigrant-owned small businesses.

• At least 50% of residents are able to access affordable, preventative health care programs on a regular basis.

• Public education and out-of-school time and college and career readiness programs are responsive to the cultural and linguistic needs of immigrant children and their families.


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Transform Policy & Politics


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4 To be a powerful partner in the passage of immigration reform.

By continuing to be a leader in the immigrant rights movement and cultivating allies across this country we will be able to achieve immigration reform and our vision of a just society.

Strategies: Build strong committees. Develop local grassroots leadership to be able to recruit others and speak on local and national immigration issues from personal experience. Hold candidates accountable. Work with members and supporters to ensure that our elected officials are representing their interests. Educate with real stories. Generate media coverage of the real life impact of anti-immigrant policies and the successes achieved through pro-immigrant reforms.Leverage power through partnerships. Play an active and influential role in local and national coalitions and networks of both traditional and unlikely allies. Employ multi-pronged approaches. Engage in lobbying, direct action, economic and litigation strategies to maximize our influence on policy and legislation.

Develop pro-immigrant communications. Develop and market radio and social media programming highlighting immigration issues and ways to take action. Speak to a broad audience. Demonstrate how immigration reform is good for America by working with non-traditional allies to highlight the positive impact of new Americans on the economy.

Outcomes: 1. CASA is instrumental in adding three

congressional swing votes to support Federal Comprehensive Immigration Reform.

2. Immigrant rights have been expanded at the state legislature in two specific instances, utilizing tools that build support and momentum for national reform.


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5 To increase the power of immigrant voices through civic engagement.

Civic engagement in the immigrant community requires both expanding access to the political process and creating avenues for participation and influence.

Strategies: Integrate civic engagement with other CASA programs. Utilize Welcome Centers and the membership process to connect members’ interests with civic engagement.Promote citizenship. Work with partner organizations to develop and implement programming that reduces barriers to naturalization. Increase voter registration. Register Latino and immigrant voters and ensure increased turnout in target races. Expand the reach of CASA’s precinct programs. Target the top Latino precincts in Maryland and develop high quality voter programs.

Endorse candidates who care. Work with members and supporters to educate and endorse politicians who will support immigration reform and inclusion.Develop voter to voter outreach programs. Expand CASA’s capacity to capture votes beyond our membership.Get Latino and immigrant voters to the polls on Election Day. Support and/or run GOTV operations that increase voter turnout and build for the long term.Make civics part of all education work. Integrate civics lessons into all CASA education programs. Message through the media. Develop, in partnerships with ethnic media outlets, high-profile campaigns to educate potential voters.

Outcomes: 1. Consistent Latino voting is increased

by 25% and 25% of infrequent Latino voters have become super voters in three to five Congressional Districts.

2. A CASA member is elected to political office.

3. Victory can be linked to endorsements in five state or local elections.

4. One new Maryland locality institutes immigrant voting for local elections.


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Expand the Movement


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6 To expand CASA’s presence to new geographies.

As one of the premier immigrant organizations based in a low-density state, CASA is uniquely positioned to respond to the needs of the growing numbers of immigrants living in other low-density immigrant communities.

Strategies: Conduct a needs assessment. Work with other immigrant organizations to identify where the needs are greatest.Expand strategically. Utilize measurable criteria to assess mission alignment, financial viability and administrative impact of expansion opportunities.Provide technical assistance. Expand the CASA model by sharing best practices and expertise with other organizations.Assign talented staff. Ensure that expansion opportunities are adequately staffed and expertly led with people ready and able to forge a new path.Develop local funding streams. Identify sources of financial support from local governments, individuals and foundations before committing to expansion.

Run strategic campaigns. Mount strategic local, state and multi-state campaigns that include new areas.Promote innovation. Explore different approaches to expansion into new areas and determine the best growth strategy.

Outcomes: 1. Welcome Centers are operating in two

new Maryland communities.

2. Through partnership or expansion, CASA’s model is operating in at least two new states.


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7 To increase the active base of members & supporters four fold.A significant increase in members and supporters will be the engine that drives all of CASA’s strategic goals.

Strategies: Increase access to membership. Ensure that all interactions connect to membership recruitment and streamline the process of becoming a member.Create new categories of membership and supporters. Expand and clarify categories for organizations and individuals to become members and supporters.Establish leader feeder meetings. Develop regular meetings for all members interested in becoming involved in organizing and activism. Expand opportunities for activism. Organize offline and online events, programs, and actions that welcome and engage new activists.Increase outreach and communication. Create multi-dimensional and frequent communication with existing and potential members and supporters.

Expand the leadership academy. Train and develop leaders to take on specific leadership roles within the community and within CASA.Focus on renewals. Solidify the base with strategies for retaining existing members and supporters. Strengthen systems of tracking and measuring. Continue to adopt new technologies to ensure that the organization is measuring what matters.Recruit women and girls. Encourage and facilitate active participation, leadership, and nontraditional roles for low-income immigrant women and girls.

Outcomes: 1. Membership has increased from 10,000

to 40,000.

2. The number of Friends of CASA has increased from 2,500 to 10,000.

3. The percentage of members who participate in at least one organizing or volunteer activity annually has grown from 15% to 60%.


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8 To build a powerful immigrant youth movement.

Young people are the fastest growing and potentially the most powerful force in the immigrant rights movement.

Strategies: Create youth committees. Create space within existing structures where the unique perspectives and needs of young members can be met.Identify issues and services. Initiate campaigns and services to appeal to youth needs and aspirations.Develop strategic partnerships. Collaborate with immigrant and non-immigrant organizations that serve or organize youth.Develop young leaders. Identify leadership and decision making roles for young members and provide training and support.

Target resources to youth. Secure existing and new resources to be focused on expanding CASA’s youth work.Adapt communications strategies. Commu-nicate using messages and mediums that are most likely to reach and engage youth.

Outcomes: 1. The Maryland Dream Act has been

enacted.

2. At least 30% of CASA’s members are under the age of 25.

3. Youth committees are established in 15-20 schools.

4. One statewide youth reform has been passed.


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Ensure the Future


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9 To diversify and grow funding sources.

Philanthropic and government giving has declined in many areas, and the need for services is expanding.

Strategies: Renew and grow membership. Small contributions from individual members add up to significant resources and financial self-sufficiency.Call on supporters to contribute financially. Many of the organization’s supporters would contribute to CASA if their interests were matched with needs.Build for flexibility. Invest in a major donor program to attract unrestricted resources to the organization (at least $750,000 in the final year of the strategic plan).

Generate new revenue sources. Build a small donor program that generates at least $250,000 in unrestricted income annually.Grow from our strengths. Maintain a strong government, foundation, and corporate fundraising program.

Outcomes: 1. CASA has a diversified funding base

with no more than 33% of annual income coming from one type of revenue source.

2. 25% of Friends of CASA are donors.3. At least 15% of revenue is unrestricted

allowing for greater flexibility. 4. Secure revenue to support CASA’s

activities and growth, including a reserve fund equivalent to at least 3 months of operating revenue.


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10 To achieve organizational excellence.

CASA is committed to expanding capacity and developing staff and organizational capability, resulting in a stronger organization from the inside out.

Strategies: Act on our core values. Embed skills and practices that exemplify VOICE, RESPECT, DIVERSITY, SOLIDARITY and EXCELLENCE in all interactions with members and in our day-today operations. Ensure CASA is a model employer. Implement best practices that lead to staff retention, professional development opportunities and high performance. Foster a collaborative work environment. Work together across programs to help, support and celebrate each other.Recruit, train and mentor staff. Identify the positions and skills needed to implement the strategic plan and create a system to provide the necessary training, mentoring and career development for staff. Promote organizational equity. Ensure that staff and management reflect the diversity of

the membership and create a culture of full participation and inclusion. Strengthen the team at the top. Recruit, train and develop managers of CASA to lead collaborative, results-focused teams.Strengthen financial practices. Implement best practices at all levels to guarantee financial stewardship and maximize resources.Implement an effective program evaluation system. Measure specific impact indicators and assess overall contribution to the mission and theory of change through internal and external evaluations. Enhance the image and impact of CASA. Invest in high quality communications, marketing and the innovative use of social media and the internet.Train board and staff. Build cultural competency to address discrimination, equity, and language bias regarding gender, race, age, disability, and sexual orientation.

Outcomes: 1. 85% of staff are evaluated as

outstanding.

2. 90% of those employees are retained.

3. Members are participating in decision making at all levels.

4. CASA has received a 4-A clean independent annual audit including a Federal A133 audit each year.


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Looking Forward

The core beliefs and goals will serve as the organization’s True North, guiding choices for our Boards, staff and members between now and 2016. As much as directing us in what we need to do, this plan will provide the necessary discipline to determine what not to do. We have set ten ambitious goals, making prioritization, sequencing and resource allocation critical. To maintain progress, CASA’s Boards and Executive Director will set annual priorities and benchmarks that align with the strategic goals. These prioroties will guide the staff ’s annual planning process which includes program assessments as well as department and individual workplans. Achieving these goals will necessitate changes in how CASA does its work on a daily basis. Staff will be integrally involved in identifying these changes and will receive training and support as they shift their roles and responsibilities. Each year, staff and members will evaluate the

work against the goals and make necessary adjustments as we learn from experience and adapt to the changing landscape.We are eager to get started. The urgency comes from our outrage at the current reality faced by immigrants in Maryland and throughout the country on a daily basis. It also comes from our belief that the strategies and goals laid out in this plan will have real, measurable results that make a difference for our members and for this country.

With this plan, we have committed to a strategic direction that is aspirational and concrete, flexible and directive and, most importantly, useful.

Adelante!Vers l’avant!Forward!


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About the Plan

Hundreds of CASA stakeholders – members, governance, staff and allies – contributed to the plan, including the following: • The Strategic Planning Committee met monthly to provide overall direction; • CASA’s Boards of Directors monitored the process and gave input in special meetings; • Members met in Welcome Centers across the state to share their views; • CASA staff shared their ideas in staff meetings, online surveys and a Board/Staff retreat; • Allies were interviewed by staff and surveyed online.

The strategic planning process, guided by the consulting firm Alvarez Porter Group, resulted in a plan that represents the broad consensus of the organization and a shared commitment to implementation.

Strategic Planning Committee

Antonio Aleman, CASA in Action Board MemberElizabeth Alex, Lead OrganizerGustavo Andrade, Organizing DirectorRev. Simón Bautista Betances, Board MemberTona Cravioto, Vocational Training & Workforce Development Senior ManagerEnid Gonzalez, Legal Program Senior ManagerIrene Jallo, Health Information SpecialistEliza Leighton, Strategic Initiatives DirectorRosa Lozano, OrganizerNorma Martinez, Community Outreach CoordinatorAllison Porter, Facilitator, Alvarez Porter GroupKim Propeack, Community Organizing & Political Action DirectorHerminia Servat, Board MemberPeter Shiras, Board MemberGustavo Torres, Executive DirectorCASA’s Boards of DirectorsBoards and staff strategic planning retreat in May, 2011.


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We have committed to a strategic direction that is aspirational and concrete, flexible and directive and, most importantly, useful.


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CASA’s Boards of Directors

CASA de Maryland BoardRev. Simón Bautista Betances, President, Episcopal Dioceses of WashingtonMaria Robalino, Vice President, Service Employees International UnionAndrew Kleine, Treasurer, Bureau of Budget and Management ResearchRebecca Ann Epstein, Secretary, The Management CenterJoseph E. Eyong, Jubilee Association of Maryland, Inc.Sarah Harding, Economic Policy InstitutePriscilla Huang, Asian & Pacific Islander American Health ForumAndrea La Rue, NVG, LLCAdriana Pelaez, CASA ASIMHerminia Servat, CASA de Maryland Mujeres Buscando Justicia CommitteePeter Shiras, International Youth Foundation

CASA In Action Board:Peter Shiras, President *Andrea La Rue, Vice President *Maria Robalino, Treasurer *Rev. Simón Bautista Betances, Secretary *Carlos Crespo, Central MD ChapterJoyce Suarez, Central MD ChapterAntonio Alemán, Prince Georges County ChapterJaime Rivera, Prince Georges County ChapterAna Quintanilla, Prince Georges County ChapterCarlos Hernández, Montgomery County ChapterMarta Alvarado, Montgomery County ChapterHerman Stewart, Montgomery County ChapterMario Ramirez, Montgomery County Chapter

*Members of both Boards


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