national new jersey winter forum 13016 · 2016-03-14 · national casa association mission:...

NEW JERSEY CASA NETWORK WINTER FORUM

PLANNING FOR GROWTH

JANUARY 30, 2016

NATIONAL CASA ASSOCIATION

National CASA

Purpose: Every abused or neglected child needs a caring, consistent adult to advocate for his or her well being.

Vision: A world where every abused or neglected child is given the opportunity to thrive in a safe and loving home.

National CASA Association

Mission: 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.

NATIONAL CASA STRATEGIC FRAMEWORK:

• OPPORTUNITY FOR TRANSFORMATION OF THE NATIONAL CASA ASSOCIATION AND NETWORK

• BUILDS ON OUR HISTORIC STRENGTHS • PROVIDES THE OPPORTUNITY TO ELEVATE

OUR WORK IN THE FUTURE • ULTIMATELY BUILDING A STRONG AND

SUSTAINABLE NETWORK – ON THE LOCAL, STATE AND NATIONAL LEVELS

STRATEGIC FRAMEWORK OBJECTIVESORGANIZATIONAL PRIORITIES AND TIMELINE DESIGNED TO MEET THE FOLLOWING OBJECTIVES OF THE STRATEGIC FRAMEWORK:

• 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 NATIONAL CASA TO FACE THE CURRENT AND FUTURE REALITIES AND ENSURE RELEVANCY AND LONG-TERM STABILITY;

STRATEGIC FRAMEWORK OBJECTIVES

• BOLSTER RESOURCES IN FUNDRAISING, MARKETING, PUBLIC POLICY, PLANNING, RESEARCH, ANALYSIS AND EVALUATION;

• ESTABLISH COMMITTEES, TASKFORCES, AND CROSS-FUNCTIONAL TEAMS TO ADDRESS AND PLAN FUTURE NEEDS AND STRATEGIC DIRECTION OF NCASA; AND

• EMBRACE AND FOSTER A CUSTOMER-CENTRIC AND MISSION-FOCUSED CULTURE.

ENGAGE and gain input from the Network

Seek and FOLLOW best practices

ACT with a sense of urgency

UTILIZE a continuous improvement methodology

SEEK feedback

Be DISCIPLINED in everything we do and stick to it long enough to see the results

Do everything in the most EFFECTIVE and EFFICIENT way possible and always look to find better ways

Stay FOCUSED on things that are critically important

Pilot, Test, EVALUATE and Measure

COMMUNICATE, COMMUNICATE, COMMUNICATE ENGAG

EFOLLO

W

ACT

UTILIZE

SEEK

DISCIPLINE

E&E

FOCUS

EVALUATE

COMMUNICATE

Guiding Principles

SERVICE DELIVERY CHANGES

FROM REGIONAL TO FUNCTIONAL AREA DELIVERY: • ADVANCEMENT • FINANCE • HUMAN RESOURCES • LEGAL & ADVOCACY • OPERATIONS & ADMINISTRATION • MEMBER & PROGRAM SERVICES • TRAINING & ORGANIZATIONAL DEVELOPMENT • PLANNING, RESEARCH & EVALUATION

PROGRESS TO DATE

$9 Million in TTA & $4.5 Mentoring Grant

Over 80,000 Facebook fans & Twitter followers

100% Board and Staff Financial Giving

Opened DC Office

Featured on Dr. Phil…

…and Dear Abby

A Year of Revenue Wins Exceeded

$2.08 Million Unrestricted Revenue

Goal

Board Raised $143,518

Staff Raised $19,316

STATE ORGANIZATION DEVELOPMENT

• State Steering Committee • Assessing State Organization

Need • State Organization Satisfaction

Survey • Growth and Development

Grants

LOCAL PROGRAM DEVELOPMENT

• Leadership Councils: • Urban, Rural, Suburban, Tribal

• Local Program Satisfaction Survey

• Quality Assurance Process Change

• Growth Grant Support and Accountability

2020 PLAN

2020 PLANPRIORITY 2016 2017 2018 2019 2020

Secure planning and performance measurement funding X Re-design and develop systems, policies, processes and procedures for more efficient and effective National CASA operations

a. Policies and Procedures b. Technical Systems

X

X

Develop a technology road-map to identify new technical applications for performance measurement and greater efficiencies and effectiveness

X Design and implement a new service delivery model and system for providing technical assistance with, in and through the State Organizations

X X Design a new Quality Assurance Program that engages the state organizations and includes an onsite assessment X X Re-design the Grants Management Process and Program to ensure greater outcomes and accountability X X

Clean-up our data X

2020 PLANPRIORITY 2016 2017 2018 2019 2020

Complete an analysis of the CASA/GAL Network so we understand the breadth and scope of where we are and where we need to go and how we get there

X

Assess the current membership program and make recommendations for improvement and modifications that better align with our plans for growth

X

Assess, revamp and re-launch the I am for the child campaign X Complete a brand and marketing analysis and develop a strategic marketing plan:

a. Local and State Marketing Capacity Building b. National Marketing Campaign

X

X

X

Implement the state and local program development strategy and plan to ensure strong state leadership in every state, highly effective state organization and local programs

X X X X X

Develop a fundraising plan that includes strategies for securing increased public, private and earned revenue X

2020 PLANPRIORITY 2016 2017 2018 2019 2020

Launch the 1st phase of the performance measurement project and develop a plan for the full roll out. Launch phase 2 Launch phase 3

X X

X

X

X Launch the Strategic Investment planning and goal setting process to ensure a fully developed strategic plan and plan for a capital campaign

X X X X

Develop a comprehensive Training and OD 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)

X X X

Launch a Diversity and Inclusion Initiative X Plan the 2016 DC Conference and the 2017 Seattle “Breakout” Conference X X Develop the CASA narrative/case for support X X

2016 STRATEGIC INITIATIVES

• Network Development Initiative

• Infrastructure & Operational Excellence Initiative

• Performance Measurement Initiative

NETWORK DEVELOPMENT INITIATIVE

• State Development Work

• General Work with States

• Local Program Support

NETWORK DEVELOPMENT INITIATIVEState Development Work 1. Work with states without state organizations 2. Developing states 3. Funded states (Growth and Development Grants) 4. Resource Grants 5. Technical Assistance, Training and Capacity Building 6. Individual State Development Plans 7. Statewide Growth Plans 8. Peer-to-Peer Networking and Mentoring 9. State Director Leadership Development and Training

NETWORK DEVELOPMENT INITIATIVEGeneral Work with States 1. State Steering Committee 2. State Directors’ Meeting 3. State Directors’ Call 4. State Directors’ Bulletin 5. SD track at conference (Leadership, Governance, Fundraising, Growth

Planning) 6. State Service Plans 7. State-specific webinars 8. New state director orientation & development 9. Support for state legislative advocacy

NETWORK DEVELOPMENT INITIATIVELocal Program Support 1. Affinity Groups (ULC, RLC, SLC, Tribal) 2. Local Marketing Capacity Building/Tools 3. Local Resource Development Capacity Building/Tools 4. Growth Strategy and Program Initiatives (Urban, Rural,

Suburban, Tribal) 5. Local Program TA

INFRASTRUCTURE & OPERATIONAL EXCELLENCE INITIATIVE

• Technical Systems

• Automation

• Re-evaluating Vendor Relationships

• Miscellaneous

PERFORMANCE MEASUREMENT INITIATIVE

Phase 1 Logic Model Development (January– June 2016) January 2016

Monthly Menu of Objectives Data Issue/Challenge/Terminology/Time Frame

Inventory data sets collected across the network (data sets surveys, systems, tools, softwares)

As National CASA evolved many multiple data process were established to respond both to local and national needs. The challenge now is that these systems lack coordination to produce evidence-based data to track performance to goals as a whole.

Determine key indicators from the data sets. Begin preparing annotated bibliographies for use by the network.

There are a large number and wide variety of indicators and outcomes in use. We need to utilize the Child Trends report and interviews to establish which indicators are used, how often, and for what purpose. There is a lack of clarity on what frameworks drive our intervention: child welfare, well-being, education, health, juvenile justice, etc. Indicators and literatures in use across the network date to 2004. More than a decade old and therefore may not be evidence-based.


Phase 1 Logic Model Development (January– June 2016) February 2016


Establish network performance measurement committee. Map the intervention and how it works according to type.

The network operates in three major models (CASA/GAL Attorney Team, Guardian ad litem, and Friend of the Court). To achieve fidelity we need to map each intervention step-by-step so that the intervention holds consistent as we test for outputs and evaluate efforts to outcomes.

Compare currently collected data to the intervention type

Data currently collected at the network/program levels may or may not accurately match to the kind of intervention in use in a program; or may be missing some key indicators to be able to fully track progress and demonstrate efficacy.


Phase 1 Logic Model Development (January– June 2016) March 2016


Construct theory of change; based on the data, select key indicators to support drivers in our theory of change.

We need to determine if there are frequently utilized indicators across the systems, or if there is a disparate range of indicators. Does the mix of indicators in play actually drive the strategic activities that produce change over time in the direction we want to grow now?

Work with network performance measurement committee to conduct a system-wide focus group. Select core elements for a network-wide logic model.

Across all the indicators and outcomes in use, do we currently have a set that is in place in every program to represent the core elements of our national CASA intervention? These outcomes become the pillars for our growth and the elements upon which we build accountability for every CASA program/volunteer/staff.


Phase 1 Logic Model Development (January– June 2016) April 2016


Develop component logic models by type of intervention at state and local levels.

Each intervention (CASA/GAL Attorney Team, Guardian ad litem, and Friend of the Court) has its own outputs, core services, short- intermediate- and long-term outcomes. Therefore, we need a component logic model that documents and demonstrates the intervention for each type beyond the core elements.

Select reduced number of proxy indicators. Provide template for state organizations featuring outputs and outcomes.

If we are not careful, we will have many more indicators than the programs can manage effectively. We need to select powerful indicators that have been previously normed which most fully measure the intervention. What within the juvenile justice outcomes has the greatest strength in our intervention? Permanence? School success? Well-being?


Phase 1 Logic Model Development (January– June 2016) May 2016


Determine additional logic model elements unique to programs. Present templates for performance measurement committee and collaborate on the final framework.

In addition to our core elements which drive success for National CASA as a whole, individual programs will have unique logic model elements driven by local conditions, state statutes, regional needs and multiple funding sources.

Align data collection systems at program/network levels to match new logic model and component logic models.

Currently, there are more than five major data collection systems in place across the network and each track trends from a different vantage point. Do we want our data reporting to be client-focused, services oriented, or based on state institutional frameworks such as kid count and child welfare reporting? Do we want the network to operate on a single system that is program or network entered and administered? Where will the data be housed, at National CASA or in the programs?


Phase 1 Logic Model Development (January– June 2016) June 2016


Generate processes for program/network review of trends. Roll out of continuous improvement together with leaders from the performance measurement committee.

Will data be reported visually? Will we utilize GIS so that we can stratify by region and locale? In what forums will programs/network be held accountable for reporting data trends to what constituencies?

Guide program change based on evidence of impact.

What are the easily accessible tools and frameworks for making change utilizing the data in the program, at the state level, and for National CASA as a whole?

NETWORK GROWTH

CHILDREN SERVEDCategory 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Children Served

226,204

220,129

243,295

240,894

237,095

240,164

234,238

234,098

238,527

251,165

Children Served by Staff

N/A 44,176 56,091 43,254 35,747 37,332 35,162 36,574 39,610 41,686

Children Monitored

N/A N/A N/A N/A N/A N/A 19,402 25,019 42,334 43,146

Children Served/in home

N/A N/A 14% 18% N/A N/A N/A N/A N/A N/A

NEW CHILDREN/CASES CLOSED

Category 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

New Children

77,801 66,352 79,274 79,418/71,039 78,748 85,403 89,029 78,142 88,905 97,000

Cases Closed 61,849 61,660 81,285 91,439/

82,408 85,222 85,831 89,063 84,137 91,153 94,000

VOLUNTEERS

Category 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Active Volunteers

53,847

57,938 59,717 68,842 70,919 75,087 77,021 77,355 74,918 76,327

Volunteers Trained

14,806

15,584

15,836/ 18,203

21,134 23,753 21,507 21,024 27,921 21,966 24,186

Volunteers Left N/A N/A N/A N/A 12,172 14,427 14,957 14,105 16,387 16,463

TOTAL STATE/LOCAL PROGRAMS

Program Total

878 884 911 926 950 955 946 933 951 949

Future Considerations: • Membership Process

• Mergers/Regional Programs

• Shared Services

• Addressing underperforming programs

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

DEVELOPING THE PROCESS FOR GROWTH PLANS

GOAL

Network wide SUSTAINABLE growth plan

Data supported and driven

Unified message/shared vision

Roadmap for the future of the CASA/GAL network • Funding requests: $$ to go to scale • Developing resources • Metrics to measure

DATA DRIVEN STRATEGY

Informed by: • State and local program projections • Local program growth plans • Statewide growth plans • Performance data of the state and local

programs • Trends and challenges occurring in each state/

nationally

LOCAL PROGRAM PROJECTIONS

Local Program

Local Program

Local Program

Statewide Growth

Plan

STATE PROGRAM PROJECTIONS

State A

State B

State C

CASA/GAL

Network Wide

Growth Plan

STATE GROWTH PLANS

GROWTH DEMONSTRATION GRANTS

• Significantly increase the number of children served

• Demonstrate effective strategies • Grantees: • California CASA Association • Georgia CASA • Oregon CASA Network

GROWTH GRANTEE PLANNING PROCESS

• Build the case • Develop network collaboration • Transparency • Communication • Consensus

GROWTH GRANTEE STRATEGIES

• Increase volunteers through marketing and outreach

• Increase staff support for volunteers

• Strengthen program management, resources and capacity

GROWTH GRANTEE KEY LEARNINGS

• Value of collaboration and group process • Importance of engaging key stakeholders • Emphasis on data • Enthusiasm for and value of a vision for

growth • Growth plan served as a catalyst for

increasing the number of children served

NEED FOR GROWTH IN NEW JERSEY

BY THE NUMBERS

• 13,345 abused and neglected children in court last year

• 3,456 children (26%) served by CASA volunteers

• Goal to serve 80% of children in need (10,800)

CASA IN NEW JERSEY

Assets: • State organization • CASA Program in every county • Court and community support • Shared mission and vision for children • Recognition of mutual benefit

WHAT IF?

CASA BOARD, STAFF AND VOLUNTEERS:

• Adopted a growth mindset

• Became individual contributors to children’s lives

• Collaborated within their communities, the state and nation for children

• Worked to assure every abused and neglected child had a CASA volunteer

IMAGINE:

• What we could achieve if every child in need had a CASA volunteer

• If every abused and neglected child was given the opportunity to thrive in a safe and loving home

• We could change the trajectory of their lives and assure a promising future

www.casaforchildren.org

national new jersey winter forum 13016 · 2016-03-14 · national casa association mission:...

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