Texas CASA Growth Planning Toolkit

Texas CASA

Growth Planning Toolkit

Technical writing and editing services were provided by K.M. Frahm, LLC. Business Coaching | Strategic Planning | Leadership Training

Funding for this project was made possible through a grant from the

Children’s Justice Act, a Texas Center for the Judiciary Grant Program.

Copyright 2012. Texas CASA, Inc. All Rights Reserved.

[email protected]

Table of Contents

A Letter from Texas CASA

Introduction ................................................................................................................................1

Making the Decision to Grow ...............................................................................................4

Program Assessment and Discussion Guide ................................................................................7

SECTION I: GROWTH PLANNING GUIDE

An Examination of Six Critical Areas .............................................................................10

Executive Leadership ...........................................................................................................12

Judicial Engagement ............................................................................................................15

Fund Development ...............................................................................................................19

Community Engagement ......................................................................................................22

Diversified Board of Directors .............................................................................................30

Organizational Excellence ....................................................................................................33

Selecting and Developing a Growth Planning Committee .......................................40

Developing a Strategic Plan for Growth .........................................................................42

Conducting a SWOT Analysis Session ......................................................................................48

SWOT Analysis Questions .........................................................................................................53

Sample SWOT Analysis Session Agenda ..................................................................................65

Sample SWOT Analysis Session Presentation ...........................................................................66

SWOT Analysis Template .........................................................................................................68

Sample Completed SWOT Analysis Template ..........................................................................69

Growth Projection Worksheet ....................................................................................................70

Budget Projection Worksheet ....................................................................................................72

Sample Action Plan ...................................................................................................................74

Sample Growth Planning Committee Communications ............................................................75

Sustaining Action on the Plan for Growth .....................................................................79

Texas CASA / Growth Planning Toolkit

Table of Contents (Continued)

SECTION II: GROWTH PLANNING RESOURCES

Executive Leadership Resources

Executive Director Assessment Tool .........................................................................................83

Core Competencies for Executive Directors ..............................................................................93

Sample Executive Director Performance Appraisal / Development Plan ..................................94

Judicial Engagement Resources

Sample Memorandum of Understanding ...................................................................................98

Sample Working Agreement between CASA and the Court ...................................................104

Sample CASA Appointment Court Order ................................................................................105

Endorsement Letter from the Honorable Ronald Pope ............................................................107

Testimonial Memo from the Honorable Darlene Byrne ..........................................................109

Judicial Perspectives ................................................................................................................113

Sample Judge and Attorney Survey of Volunteer CASA/GALs .............................................121

Fund Development Resources

Fund Development Readiness Assessment ..............................................................................122

Donor Funding Development Pyramid ....................................................................................125

Making the Move from Fundraisers to Fund Development .....................................................126

Sample Fund Development Plan ..............................................................................................135

Community Engagement Resources

Values of Volunteer-Centered Culture .....................................................................................141

Volunteer-Centered Culture Assessment .................................................................................142

Sample Volunteer Survey of CASA Program ..........................................................................145

Recruitment 360° Assessments ................................................................................................147

Volunteer Recruitment Team Considerations ..........................................................................151

50 Recruitment Best Practices from R360 ..............................................................................153

Targeted Volunteer Recruitment Campaign ............................................................................155

Community Engagement Calendar Template ..........................................................................173


Table of Contents (Continued)

Sample State Agency Service Letter ........................................................................................174

Facebook Recruitment Advertising Sample .............................................................................175

Google Recruitment Advertising Sample.................................................................................176

Diversified Board of Directors Resources

Board Member Matrix Worksheet ...........................................................................................177

Board Member Brief Self-Assessment Tool ............................................................................179

Board Self-Evaluation Questionnaire .......................................................................................180

Organizational Excellence Resources

Sample Strategic Diversity Plan ...............................................................................................187

50 Retention Best Practices from R360 ..................................................................................194

Volunteer Supervisor Self-Assessment ....................................................................................196

Sample CASA Staff Job Descriptions ......................................................................................198

Sample New Employee Orientation Checklist .........................................................................219

Administrative Competency Self-Assessment .........................................................................220

Sample Organization Self-Evaluation Checklist ......................................................................222

References ................................................................................................................................225


October 2012

Dear CASA Programs:

The number of children removed from their homes due to abuse or neglect in Texas is on the rise and is expected to continue to increase over the next 5 years. In FY 2011, the Texas Department of Family and Protective Services assumed legal custody of more than 44,000 children.¹ Local CASA programs know these statistics well, as part of planning and providing volunteer advocacy for children in their communities. 69 programs strong, the CASA network in Texas is still only able to serve just less than half of the children in care. Despite the critical service these programs and their volunteers, staff and board members provide, more is needed. CASA programs must plan, achieve and sustain growth to meet this need. Texas CASA is pleased to offer the Growth Planning Toolkit as an important resource for local CASA programs seeking to serve more of their community’s children through CASA volunteer advocacy. It is our hope that it will serve as a guide for program leaders as they develop plans to expand while maintaining the highest levels of quality advocacy and program operations. The Growth Planning Toolkit is divided into two sections:

Section I: Growth Planning Guide - A thorough examination of the critical factors unique to CASA program growth and a process for developing a comprehensive growth plan; templates and samples for determining individual program growth needs

Section II: Growth Planning Resources – Surveys, samples and best practice resources for growth planning and implementation

•

•

Through the use of the guide, tools and resources, programs will have an

opportunity to review critical questions related to growth, better understand their

own program readiness for growth and assess the commitment within their

program to creating and implementing a comprehensive growth plan. And it

provides the practical “how to” steps; from forming a growth planning committee to

final plan review and revisions.

An electronic version of the Toolkit will be available on the secure portion of the

Texas CASA Resources site at www.texascasaresources.org . It will include

downloadable versions of many of the tools that programs can use to create and

tailor their own plan.

Although the Toolkit is designed to provide a do it yourself process for creating a

growth plan, Texas CASA is available to provide consultation and assistance as

your program addresses the need to grow. Together we can move closer to the

vision of a CASA volunteer for every child in need.

Texas CASA

¹ 2011 DFPS Databook

Introduction

If you are reading this, you are already thinking about growing your program.

Why do you believe your program should grow? What’s been stopping you?

While there may be unlimited answers to the second question, for many CASA programs, it is as simple as this: We don’t know how to do it.

We believe the reason to grow is simple. It is to realize our shared vision: A CASA volunteer for every child. For most programs to see this vision become a reality, growth is necessary.

CASA Program Growth

The term program growth encompasses many dimensions. Before we begin, it’s important to have a clear understanding of what is meant by CASA program growth. Ideally, it is defined as increased positive impact on the lives of individual children and increased influence in improving the lives of all children. But what does this really mean? Numerically, growth may be defined by increases in:

the number of children and cases assigned the number of volunteers trained and assigned to cases the number of volunteers retained and the length of tenure the percentage of children and cases served by volunteers (versus staff) the diversity (i.e., gender, race, ethnicity, experience, skills) of the staff, board and volunteers the number of staff members and scope of staff positions the financial stability of the program

Attaining statistical increases is one way of marking what defines CASA program growth. But increased numbers and greater resources are not the end game. Growth supports our capacity to improve the lives of the many unserved foster children who are desperately in need of the tremendous positive impact of CASA volunteers.

Toolkit Overview

The Growth Planning Toolkit is divided into two sections:

Texas CASA / Growth Planning Toolkit 1

The Growth Planning Toolkit, offered by Texas CASA, is designed to provide the guidance and resources you will need to create an effective and strategic growth plan. This is the “how to” guide for CASA program growth.

•••••

••

Section I: Growth Planning Guide – A thorough examination of the critical factors unique to CASA program growth and a process for developing a comprehensive growth plan and templates and samples for determining individual program growth needs

Section II: Growth Planning Resources – Surveys, samples and best practice resources for growth planning and implementation

Section I: Growth Planning Guide

The first section of the toolkit presents new ideas and challenges long-held beliefs about growth. It’s designed to help programs consider their growth challenges and assess their starting point. You will have the opportunity to review crucial questions, better understand your readiness, and assess your commitment to creating and implementing a comprehensive growth plan.

The Growth Planning Guide provides detailed descriptions of the six critical areas that are key to the success of any CASA program: Executive Leadership, Judicial Engagement, Fund Development, Community Engagement, Diversified Board of Directors, and Organizational Excellence.

This section includes tools and worksheets that will help you determine needs and set program-specific goals. Using the worksheets, you will be able to clearly visualize your individual growth needs. The areas to focus on include:

number of children and cases servednumber of volunteers trained, assigned and retained expansion in supervisory staff and diversification of volunteers projected budget needed to support and sustain growth

The guide also includes step-by-step instructions for creating a growth plan, such as:

forming a planning team gathering information and completing assessments completing a program SWOT analysis session setting goals creating action plans reviewing and sustaining growth

Section II: Growth Planning Resources

The second section of the toolkit contains a collection of best practices related to each of the six critical areas. These resources are shared by local, state and national CASA organizations. You can select from these as you form strategies and create action plans to meet your individual program growth goals.


•

•

••••

••••••

Texas CASA wishes to thank Amarillo Area CASA, CASA of the Coastal Bend and CASA of Tarrant County for their work in piloting this toolkit. As these programs captured the CASA vision and created plans to march forward toward their goals, they graciously shared their input and feedback about the process. We believe this toolkit can be used as a resource for every CASA program in Texas that is eager to make the same commitment.

We also extend our sincere appreciation to programs that have shared sample documents with us: CASA of Travis County, CASA of Brazos Valley, CASA of the South Plains, Child Advocates of San Antonio, and CASA of El Paso.

We welcome your feedback and look forward to continuing to enhance the quality, scope and applicability of this toolkit for all CASA programs within Texas.


Making the Decision to Grow

We know that all too often, children must navigate the rough waters of the foster care system in their community without a CASA volunteer by their side. Sometimes, this is simply because there aren’t enough volunteers. When programs face this challenge, they must also answer this crucial question: Will we choose to meet the needs of all the children, or just some of the children?

Is Growth Really a Choice?

Every CASA program has a strategy in place designed to recruit new volunteers and retain tenured volunteers. And most programs have experienced periods of growth (and perhaps, decline). Sometimes growth is the direct result of the strategy. And sometimes, growth just happens. As communities grow and economies thrive, people have more available time and discretionary resources. Naturally, this will positively, if unintentionally, impact local charitable organizations within the community.

Many CASA program leaders have never seriously considered the possibility of significant planned growth. Leading a non-profit organization that strives to serve the most vulnerable children -- in the middle of a broken system -- presents daily crises and ongoing urgencies. Just keeping up becomes the norm. Maintaining the status quo can become an acceptable, if not admirable, goal. But is this enough?

Is growth really a choice? Indeed, we must ask ourselves this: Are we intentionally growing to meet the needs of every child in care? If this is a goal of your program, how is it reflected in your strategic plan? Does every board and staff member envision the individual positive outcomes for each additional child served by your program? Are they deeply troubled by knowing that children go without critical CASA advocacy because program growth has not yet met the need?

Is Now the Right Time to Grow?

Due to the broad impact of program growth, it certainly makes sense to give considerable thought to this choice. Many times, this is a pivotal point when the challenges to growth seem insurmountable and leaders become concerned that growth right now is not in the best interests of the program. Sometimes, the discussions around growth may echo this statement: “It’s the wrong time for our program to tackle growth because . . .”

. . . we’re in a devastating recession.

. . . growth planning is too time consuming.

. . . we don’t have a board and/or executive director invested in growth.

. . . we can’t predict what will happen with removals in our area.

. . . we might have to endure crippling funding cuts.


. . . our judge is happy with the program as it is.

. . . we don’t want to hire and fire staff.

. . . we don’t want to shortchange our current volunteers.

. . . our program is too rural / urban.

. . . has too few/many counties.

. . . we don’t want to overburden our staff.

. . . we have a brand new board (or executive director).

. . . quality of advocacy and operations will suffer through all the change.

. . . we are just hanging on.

Each of these statements can and do represent real challenges to CASA programs. Growth

planning doesn’t ignore these realities. Rather, it addresses the challenges in a way that provides

a step-by-step process that can be tailored to individual program needs. The process can be

implemented when you and your leadership team decides that your program is ready to grow.

Is Your Program Ready?

How can you determine whether your program is on track and prepared to purposefully grow?

All organizations have key indicators of performance and results. Providing volunteer advocacy

for every abused or neglected child in a community is a key indicator of CASA program success.

Typically, CASA programs experience varying degrees of peak performance at varying times in

the life cycle of the program. There are many factors worth exploring that are considered

hallmarks of peak performing CASA programs.

Following this section, you will find a Program Assessment and Discussion Exercise that

includes benchmark examples of success. The assessment is not a checklist of indicators that

must be present before growth is considered. It is a comprehensive view of what might be

considered best practices in any local program. Some programs will have achieved many of

these marks of success, but it’s unlikely that any single program has achieved them all.

The assessment is provided to you for two reasons:

1. to provide you with a list of ideals as a way to prompt discussion about your current

program functioning

2. to provide an overview of growth beyond the numbers, to better prepare you and your

leadership team for the road ahead as you strive to reach the CASA vision

Board and staff can use this tool as a final step in the decision-making process. Facilitate a

planned group discussion of the results as you consider the scope of work and your shared

commitment to growth planning and implementation.


How Do We Take the Next Step?

To answer that key question it will take more than just one person. Program growth is a shared

decision and a shared commitment.

Fundamentally, you and your leadership team must decide if you are satisfied with the status

quo. You must decide if you are satisfied serving some of the children. There is no doubt, your

program has and will continue to do good work for children. But is doing good, good enough?

If there was a way to change, would you be ready? Are you prepared to meet the challenges to

excellence that exist within your program?

It’s decision time. Are you ready? What remains now is simply making the decision to

grow.


Program Assessment and Discussion Exercise

An important part of strategic planning in any organization is assessing current status and

performance. As you consider the issue of growth, it’s helpful to engage in discussion about the

functions and program characteristics that impact growth planning. Executive directors and

board members can use a brief assessment exercise as part of introducing the growth planning

process and gauging the “buy-in” of board members and staff.

Instructions for the Executive Director:

As part of a growth planning discussion in a board or staff meeting, share the following Brief

Program Assessment and ask participants to consider each CASA Program Quality listed and

indicate to what degree they believe their program demonstrates this quality.

Review the assessment as a group and invite individuals to share their feedback. Use the

following questions to guide further discussion:

Does everyone understand each quality? Which, if any, terms or ideas seem unfamiliar?

Is there a great deal of consensus on the performance of the program for some qualities?

Where do great differences occur? Why?

How many “Don’t Know” responses are there? What might this mean?

What do individual and collective responses tell you about the amount of change that

may be needed in your program as part of growth planning?

Part of the challenge of growth planning is addressing program barriers to growth. Remind

everyone that no program is likely to function at the highest level in all these areas, all the time.

Regardless of a program’s current performance level, it is always possible to improve and move

forward. Encourage the participants to understand that areas of concern should not be viewed as

reasons to delay growth planning.

End the exercise by discussing how a comprehensive growth plan might address these issues

(more in-depth assessment, feedback, SWOT session, specific strategies and action plans).


Brief Program Assessment

CASA Program Quality Strongly

Agree Agree Disagree

Strongly

Disagree

Don’t

know

1. Every child served receives the highest

quality of volunteer advocacy

2. Children served by the program

experience better outcomes

3. Clear evidence demonstrates children

served by the program experience better

outcomes

4. The board is mission-motivated, diversely

competent and fully engaged

5. The executive leader possesses strong

vision and expertise in strategically

directing the organization

6. A tenured and well-trained staff team

works within a volunteer-centered culture

7. A diverse, tenured and talented pool of

volunteers invest with CASA at all levels

8. Strong judicial support, including GAL

appointment, enables quality advocacy

and volunteer retention

9. Strong working relationships with

stakeholders result in collaboration and

healthy conflict resolution in pursuit of

the best interests of children

10. An exceptional reputation within the

community is utilized as a way to further

public understanding of CASA and

enables recruitment and successful

attainment of resources

11. A diverse funding plan provides for

incremental growth, allowing operations

to be maintained at a comparable scale

to other successful non-profits

12. Physical space is adequate, safe, well

maintained, and located in area(s)

convenient to volunteers, including

satellite offices as appropriate

13. Operational tasks, including financial and

grant management, HR, facility oversight,

and data reporting are completed

effectively and efficiently


Section I: Growth Planning Guide

This section of the toolkit provides information and guidance around the following

areas related to developing and sustaining a plan for growth:

An Examination of Six Critical Areas

Selecting and Developing a Growth Planning Committee

Developing a Strategic Plan for Growth

Sustaining Action on the Plan


An Examination of Six Critical Areas

In all organizations, there are key performance areas that drive success. Consistently examining

and measuring achievement in these areas is important to understanding the strengths and

weaknesses. By the nature of our shared vision – a CASA volunteer for every child – all CASA

programs share six key areas of focus that are pivotal and unique to our success.

As you plan for growth, closely examine your performance in the following Six Critical Areas.

Identify those that critically impact your mission. By gaining an understanding of these CASA-

specific issues you will be able to complete a more in-depth program performance plan than

traditional or generic strategic planning might allow.

The Six Critical Areas for CASA program success are:

Executive Leadership A highly effective executive director, capable of

maximizing their own leadership strengths and the

strengths of their team to accomplish the program’s

mission and goals.

Judicial Engagement Meaningful judicial support as evidenced by a positive

working relationship between the judiciary and CASA

program.

Fund Development A robust and intentional long-term fund development

plan which focuses on individual donor growth and

enables and sustains anticipated growth.

Community Engagement Dynamic community engagement planning that supports

successful recruitment, fundraising and public awareness.

Diversified Board of Directors A board made up of key individuals with expertise and

ownership of the vision to grow.

Organizational Excellence Managing the changing organizational structure while

preserving quality advocacy and excellence in operations.

What follows is an in-depth examination of each of these areas. Reviewing this information will

help everyone involved in the growth process better understand the needs of their program and

the specific challenges inherent in each area. As plan development progresses, you and the

growth planning committee members will become “experts” at understanding the influence of


each area on your program. You will be able to create strategies that address your specific

challenges.

In addition to these six areas, you will undoubtedly discover your own set of unique program

challenges and opportunities. For example, geography and organizational structure (e.g., stand-

alone programs vs. umbrella programs) are two special considerations. A thorough

understanding of all of the factors impacting your program is a necessary first step in the growth

planning process.


Executive Leadership Leading a growing organization presents new challenges that require strong and flexible

leadership. Programs may consider building into and fortifying current leadership with

additional management and entrepreneurial skill building and development. Assuming that

everyone within the organization is already competent in the area of managing significant growth

is a dangerous assumption that could lead to a failure in developing and executing your growth

plan.

There are as many leadership theories, models and programs to follow as there are leaders. You

may currently ascribe to a specific set of leadership principles, values, theories and methods.

Maybe you haven’t given it much thought. For many in CASA leadership, there are so many

important and urgent requirements that must be met, formal leadership development is

something that remains on the “nice to do” list.

The breadth and depth of leadership development information available to today’s leaders,

including non-profit leaders, is astounding. Most CASA leaders have had the opportunity to

participate in some leadership training, but may lack both the time and the resources to truly

commit independent, dedicated, consistent time to elevating and developing their leadership

skills.

“It’s Good for You!”

We all know this statement tends to precede things like “eat 3 servings of vegetables a day”,

“complete daily cardio workouts” or “add flax seed to your ice cream”. While it’s hard to argue

the health value of these things, it’s equally hard to jump on board and do them when they seem

to require both effort and change.

Sometimes that’s how leaders and those responsible for overseeing leaders feel about

professional development – yes, it’s great, but it requires a lot of time, effort and change.

Do we really want to spend time on this now? Right when we’re committing to a big growth plan

in our organization? There is so much to do, so many challenges, and the risk can feel almost

overwhelming. Like a commitment to a healthy lifestyle, investing in leadership development is

all about prevention. Equipping your executive director with the additional knowledge, insight

and skills for leading your program will provide the best opportunity for successful growth. It

will also minimize the potential perils of organizational change.

Initial leadership evaluation and self-assessment will help determine the types of professional

growth and development opportunities that would best serve the goals of individuals and the

organization as a whole.


Lead with your Strengths

Rather than suggesting that CASA programs adopt a broad and comprehensive leadership

assessment and development program as part of growth planning, we recommend that board

leaders use the growth planning process as an opportunity to examine the current leadership

strengths and the correlation of those strengths to achievement of effective and sustainable

growth.

Attaining success by leveraging a leader’s natural strengths – versus a focus on improving

weaknesses – has been a key topic in leadership development for nearly a decade, ever since

Gallup released the results of their landmark 30-year research study. Books and development

programs, including Tom Rath and Barry Conchie’s bestselling book, Strengths Based

Leadership, have begun to center on the revelations that:

The most effective leaders invest in strengths. When an organization's leadership fails to

focus on individuals' strengths, the odds of an employee being engaged are a dismal 1 in 11

(9%). But when an organization's leadership focuses on the strengths of its employees, the

odds soar to almost 3 in 4 (73%). When leaders focus on and invest in their employees'

strengths, the odds of each person being engaged goes up eightfold.

The most effective leaders surround themselves with the right people and then maximize

their team. The best teams are well-rounded. Strong, cohesive teams have a representation

of people with strengths in each of these four domains: executing, influencing, relationship

building, and strategic thinking.

The most effective leaders understand their followers' needs. People follow leaders for very

specific reasons. Research from surveys of thousands of followers shows that the top four

followers need from a leader are: trust, compassion, stability, and hope.

As CASA leaders, we must strive to lead with our strengths, develop well-rounded teams, and

satisfy our constituent needs. We must lead with self-knowledge, intention and a leader-as-

servant approach. James Kouzes and Barry Pousner outline in The Leadership Challenge: How

to Make Extraordinary Things Happen in Organizations that we must leverage our personal

clarity and practice exemplary leadership by modeling the way, inspiring a shared vision,

challenging the process, enabling others to act, and encouraging the heart.

To understand and support your executive director (ED) as a leader, a thorough performance

evaluation of the ED is a critical responsibility of the board of directors. This evaluation should

be conducted annually and should include a variety of feedback sources, including a self-

assessment component. If the annual ED evaluation was recently (within 90 days) completed,

programs leaders are encouraged to review the results in light of the growth planning process.

This should help to identify the strengths that the ED brings to the program and leverage them to

support the execution of a strategic growth plan for the program.


If the ED evaluation is not current, or as comprehensive as might be helpful, consider completing

an assessment as an early step in the growth planning process. A sample Executive Director

Assessment Tool is included in the Executive Leadership Resources, Section II, for this

purpose.

Leadership development is not just for executive directors. All CASA program staff and board

members can benefit from understanding more about the strengths they bring to the program and

how their teams can work most effectively toward common goals.

Facing the Fear Factor

Being the ED of a CASA program is not a job for “sissies”. It comes with an overwhelming

responsibility to serve abused and hurting children in the community. It comes with stress and

conflict and a never-ending list of “must dos” with seemingly impossible deadlines. It’s tough.

And it can feel like there is no end to the constantly growing list of urgent and important

responsibilities. So what can possibly frighten this tough group of hard-working, multi-talented

leaders?

Change. Doing things differently. Setting aside the old and embracing the new.

And these leaders are not alone. As part of the human condition, it seems as though our

“comfort zones” are exactly that – comfortable, familiar, known, and even loved. Stepping

outside them can produce anxiety, apprehension and even greater stress. Do any of the following

sound familiar?

1. Fear of Failure

2. Fear of Trading Security for the Unknown

3. Fear of Being Overextended Financially

4. Fear of What Others Will Say or Think

These fears are real and do accompany change. And yet, that is exactly what the growth

planning process will demand of the executive director. It requires a willingness to take a close

look at the program, the staff, the board and ultimately themselves, as a starting place for change.

Who in their right mind invites that kind of self-inflicted scrutiny?

CASA executive directors! They realize that the proverbial message, “if you’re not growing,

you’re dying” offers some very real truth. They understand that intentional change represents

the best way to move forward, to grow, and to expand the value of something they already

deeply believe in – the need and responsibility we have to serve abused and neglected children.


Judicial Engagement

The relationship between a CASA program and the court is foundational. In 1977, a juvenile

court judge in Seattle, Washington first conceptualized the idea of using volunteers from the

community to assist in gathering information about children and providing best-interest

advocacy. Today, CASA programs can operate because the local judiciary endorses the

program, referring cases through legal appointment and court order. Without this judicial

endorsement, CASA programs cannot operate.

Beyond providing the legal mechanism and authority by which CASA operates in a community,

an ongoing working relationship between CASA and the Court must exist to determine the

practical and process-oriented rules to determine how CASA volunteers will serve the Court and

fulfill their duties. Statutes and laws help define the role of CASA within the legal and child

protection systems, but it is the individual judge(s) and programs that define the operations

within their individual court system.

A strong, professional, and mutually supportive relationship with the judiciary is a critical

benchmark in all successful CASA programs and it is vital to programs that choose to grow.

Completing a thorough assessment of the relationship between the CASA program and the

judiciary is necessary to understand what contributes to quality advocacy, volunteer effectiveness

and satisfaction and what might create barriers to successful growth.

The following best practices are divided into 6 categories and are designed to help you examine

the critical area of judicial engagement:

1) Clarity of Role and Expectations

Best Practice: The court is familiar with the role of CASA, as provided in the Texas Family

Code, CASA standards, and local CASA program training curriculums and policies.

By understanding CASA’s role, the court can avail itself of all of the benefits of a CASA

program – independent fact finder, information-gatherer for the court, monitor of court orders,

advocate for the child’s best interests, etc. – and hold the CASA program accountable for

fulfilling its duties. Most Texas-based CASA programs are appointed as guardian ad litem

(GAL), but even those that are not often structure their training and expectations of volunteers

around the legally defined GAL role.

2) Case Assignment Policy

Best Practice: The court should support quality supervision of volunteer advocates. Ideally, the

court appoints a CASA program to a case and then allows the CASA program to assign the case

to a specific volunteer.

CASA standards require that programs carefully match volunteers to their particular case(s),

taking into consideration volunteer experience, understanding, skills, availability, and case type


preference, in consideration of ethnic, cultural and religious diversity. CASA program staff

spends a considerable amount of time recruiting, screening, training and supervising volunteers.

As such, they are much better equipped to appropriately match individual volunteers to a

particular case. If the court makes these decisions for the CASA program, it can negatively

affect the quality and effectiveness of CASA volunteer advocacy, staff supervision of volunteers,

retention of volunteers, and ultimately, outcomes for children.

3) Memorandum of Understanding (MOU)

Best Practice: The CASA program and Judge develop a working agreement or MOU that clearly

defines the expectations and duties of both the court and the CASA program regarding CASA

operations. The MOU includes, but is not limited to:

The timing and procedure for appointment of cases to the CASA program, taking into

account the number of volunteers available and the capacity of the program;

The format for the CASA court report and the method and timing of distribution to the judge

and the parties;

The expectations of the court regarding CASA oral testimony;

The court’s expectations around the screening, training and supervision of volunteers;

Protocol for addressing crises that may arise in program operations and require judicial

assistance;

Protocol for regular court input regarding program functions and activities that affect court

operations;

Development of a protocol for access to court records and other information;

Protocol for CASA requesting court review of issues in the case;

Protocol for handling a complaint about a CASA volunteer or staff member, including

removal of a volunteer from a case and removal of a volunteer from the program;

A schedule of regular meetings between the court and the CASA program and others

regularly involved in cases (the attorneys for CPS, the CPS program director, attorneys ad

litem);

Court participation in training and swearing in and appreciation of volunteers;

Access to court proceedings to CASA volunteers during their training;

Access to court proceedings to CASA board members, donors, and other stakeholders.

4) Model Court Practices

Best Practice: The court and the CASA program work together to continually improve the

CASA program and court processes related to CASA effectiveness.

Working with the CASA program to set expectations, the court should try to maximize the

program’s effectiveness in providing useful information to the court and advocacy to the child.


Below are examples from the only National Council of Juvenile and Family Court Judges Model

Court for CPS cases in Texas, the 126th

District Court in Austin, Texas:

The CASA program is appointed at the earliest possible stage of the case. This allows CASA

to provide the court the maximum amount of information and recommendations regarding

the child’s best interests at the first hearing.

The court allows CASA to request emergency hearings to address urgent issues that must be

addressed prior to the next regularly scheduled hearing.

The court has ordered that CPS is prohibited from changing child placement without the pre-

approval of CASA, the child’s attorney, or a court order.

The CASA supervisor and volunteer are regular and active participants in mediations and

settlement agreements.

5) CASA as Guardian Ad Litem (GAL)

Best Practice: The court appoints CASA as GAL, a role clearly defined in the Texas Family

Code.

The Court may appoint CASA as GAL or as “volunteer advocate.” The role and duties of a

GAL are well-defined and detailed in the Texas Family Code. The duties and role of a volunteer

advocate largely remain for the court to define in the orders appointing the volunteer advocate.

Most CASA programs are appointed as GAL and Texas CASA believes that appointing CASA

as GAL is a best practice because:

The GAL role is clearly defined in the Texas Family Code and relatively familiar to

attorneys, CPS, and most other stakeholders;

The GAL role is consistent and not subject to the court’s definition;

The GAL role empowers CASA to provide the most effective advocacy possible by ensuring

that CASA has the ability to fully participate in the case (i.e., providing oral and written

testimony, notifying the court of any objections to a mediated settlement agreement,

advocating as a surrogate parent for the child in special education proceedings, accessing and

reviewing records and information regarding the child from service providers and

caregivers);

CASA can serve as a GAL at no cost to the court and without the potential conflict of

interests between the child’s best interests and the child’s legal interests that attorneys

serving in the dual role may have, especially with older children; and

The Family Code provides limited immunity to the GAL, not provided to volunteer

advocates.


6) Support for CASA in the Courts and in the Community

The judiciary actively and openly supports the involvement and contributions of CASA

programs and volunteers.

CASA program success in the community is heavily dependent on the judge’s active support of

and involvement in the CASA program. It is essential for recruiting quality board members,

staff and volunteers. It helps in providing effective training and in garnering the respect of the

legal community and the child protection system staff.

The following excerpt from Juvenile and Family Justice Today (Spring 2005), a publication of

the National Council of Juvenile and Family Court Judges, provides these recommendations to

judges considering a CASA program or wanting to better understand their role within their

existing program:

There is no better recruiter of volunteers or spokesperson for the CASA program than the

juvenile court judge. Whenever we speak in the community—whether it is at service clubs, at

schools, or at public forums— we always emphasize the need for volunteers in the juvenile

court. Usually, people ask “What can we do to help?” and our answer is that you can

become a CASA, and serve one child.

Additionally, we have always been prepared to and do talk with other community leaders

who may have questions or concerns about the CASA program.

We regularly communicate with the media about the program and its value to the court and

to the community’s most vulnerable children. We have found the media to be receptive to

stories about volunteers working with children in crisis. Of course we have to ensure that

confidentiality is preserved, but that can be accomplished while still permitting the public to

know about the wonderful work that CASA volunteers do.

We also are prepared to respond to questions when there is a tragedy or a crisis regarding a

child and the program.


Fund Development

Fund development is an essential component of every CASA program. Without adequate funding organizations simply cease to exist. Programs engaged in growth planning will immediately confront logical questions related to the viability of financial stability and growth. How can we grow if our funding doesn’t increase? Will we outpace our funds? Where will we go to increase our revenue? Can we grow if we don’t increase our staff? How do we do this?

First and foremost, growth efforts simply cannot be sustained without a well-designed and strategically implemented fund development plan. The plan doesn’t do the driving, but it is the map that charts the route.

Prepare for Change

Accept that a new and robust plan may look quite different from any fundraising outlines your program has created in the past. Most CASA programs have strategies and tactics that provide for current operating needs and include steady but modest financial growth. Successful growth planning will require new approaches to obtaining resources and providing a level of security that allows for future operations and financial independence for the program.

Many programs currently have fund development staff and/or a fund development board committee. Often, these planning responsibilities may fall to a financial committee or with individuals appointed by the board president. In some programs, the fundraising and/or fund development may even be ad hoc, piloted by anyone willing to proactively put forth the effort. Regardless of the way your program has operated its fund development responsibilities in the past, to grow you must have strong and skilled leaders who are both willing and able to create and implement a new and aggressive fund development plan. The long-term execution of a good plan will require the contributions of not only key leaders, but coordinated teams – large and small – that strive to reach common goals.

The fund development plan is actually a plan within a plan. There are few things that require a well-designed plan more than the accomplishment of financial goals. Thus, the funding plan is part of the overall growth plan. It is created by the committee responsible for fund development and serves as the roadmap for getting from where you are today to where you want to be –financial independence.

Special Events vs. Fund Development

Many non-profit organizations, CASA programs included, are very special-event dependent. Unfortunately, special events are actually the least effective way to raise money. They are excellent venues for public awareness, public recognition and event volunteer recruitment. But they are not the way to long-term financial stability. They are also a poor long-term investment of the significant time and energy required to execute them. Why? Often, it’s simply a saturation of events that takes place, inside and outside your program. There are only so many


events that sponsors, volunteers, staff and attendees can support. They also typically require a

significant amount of planning and poor planning can, and often does, lead to poor results. This

does not mean that special events shouldn’t be a part of your CASA calendar. It’s important to

integrate well-planned, well-executed, and well-leveraged events into your overall fundraising

plans. However, to grow financially it is important to accept the idea that these programs serve a

purpose that is generally not fund development. Fundraisers are not the same as fund

development. While some of the money garnered from events may not go to support the annual

budget expenses, most often it does. For a more extensive discussion of this topic, see Making

the Move from Fundraisers to Fund Development in Fund Development Resources, Section

II.

So what exactly is fund development if it isn’t 5K Runs, Golf Tournaments, Casino Nights and

Cookoffs? Fund development is the intentional long-term plan to cultivate donors to lead

them from today’s first-time CASA donors to tomorrow’s lifetime – and beyond – CASA

benefactors. It is the process of employing strategies and actions for prospecting, cultivating,

soliciting and stewarding donors. It is all about developing long-term mutually beneficial

relationships with potential donors for the purpose of serving the CASA mission by satisfying

the needs of the donor. And ultimately, it is all about people. The people who want to help the

children who so desperately need a CASA in their life. We can’t serve the kids without the

money to support the organization. And people who donate to CASA use us and our volunteers

to vicariously serve their need to help abused and neglected children. That is a good thing.

Again, the process of ensuring financial stability is not brief. Think of it like saving for higher

education, or even planning for retirement. While it may take a long time to realize big financial

goals, there’s no better time to start acting than today!

The Steps in the Process

Generally, the steps involved in making the transition from dependence on event fundraisers to

security with long-term fund development include the following:

1. Create an initial fund development team.

2. Review the commitment to the organizations’ values, mission and vision.

3. Assess your starting point.

4. Set goals.

5. Craft the donor presentation(s).

6. Create the donor prospect list.

7. Build the donor relationships.

8. Make the donor requests.

9. Continue to repeat steps 7-8 continuously, while reassessing and updating the goals,

presentations and prospect lists.


Securing financial gifts from donors is more than just funding the current needs of the

organization. The funding plan should target individual donors, foundations, and corporations.

With individual donors, the goal should be not to simply secure a donation today, but to build a

genuine relationship with them that makes them feel that they want give again and again,

hopefully to a greater and greater degree. When people really identify with and feel personally

connected to the mission of the organization they are much more likely to become annual donors,

major donors, capital projects donors, lifetime donors and ultimately, consider CASA as a

beneficiary in their estate planning. This progress does not happen by accident. Few people are

out looking for places to donate their money. It is the relationships built and the communication

with the people in the CASA organization that drives this donor cycle. It is donors seeing that

their money is being put to good use that makes them want to give again and again.

Think Long-Term

One goal your program should set is establishing an endowment fund for your CASA program

that will continue to grow indefinitely. Initiating this fund does not require a great deal of

money. However, it does send a message that you are serious about the financial and credible

stability of your program.

The principal of the endowment fund is never used, continuing to grow to ensure regular income,

generational equity, and financial stability.

How you contribute to this fund is up to you. Some programs make a decision to contribute a

portion of all unrestricted donations to the fund. Others may use the fund as a tool or option

when making solicitations for major gifts. Many major donors are impressed by the ability to

make a gift that is perpetual in nature.

Donors who see that the leaders of an organization are good stewards of money are more likely

to feel confident that their donations will have a lasting impact on the community. And though

everyone roots for the underdog, everyone likes to invest in a winner – donors are attracted to

successful endeavors and a strong endowment fund will build donor confidence.

Regardless of the specifics of your fund development plan or the pace at which you reach your

new financial milestones and goals, set your sights high and get prepared for a rewarding

journey.


Community Engagement

Dynamic and creative community engagement planning is the foundation for successful

recruitment of volunteers, staff and board members. It is also an essential component of fund

development activities, as well as public awareness of the program within the community. As

part of the overall growth plan, programs will strengthen and enhance their community

engagement efforts through recruitment planning and organization-wide communication

strategies.

Recruitment Planning

Planning and executing an aggressive and sustained volunteer recruitment campaign is

paramount to achieving significant program growth. As one executive director put it, “It is the

first domino that has to fall in order for growth to occur.”

Forming a Volunteer Recruitment or Community Outreach team or committee is one way to

accomplish a great deal with limited resources. The best recruitment plans are created and

implemented by teams of people who understand the CASA role, the desired attributes of the

CASA volunteer, and creative ways to reach the target audiences.

Team members can include the executive director, program director, recruitment staff, board

members and volunteers. You may also consider members of your community that might be

able to assist -- a representative from a faith community, media or public relations specialists,

and perhaps others who cannot be CASA volunteers or board members but want to see your

program grow.

The growth planning phase may be also be a time to consider adding new staff positions

dedicated exclusively to these areas. Your program may consider adding a volunteer recruiter,

community outreach specialist, communication director or public relations specialist to support

reaching your growth goals.

Creating the Plan

Most CASA programs have a formal or informal plan or documentation of efforts aimed at

recruiting volunteers. Often, this is a list of events, speaking engagements and media exposure.

Sometimes these are planned in conjunction with upcoming trainings, or just listed on an annual

calendar of recruitment activities. Some programs repeat the same activities year after year,

regardless of success rates, and declare that recruitment is just very difficult. And they are right!

Recruitment is and may always be one of the biggest challenges to growth.

Why are some programs successful in recruiting volunteers, while others stagnate in their

efforts? Is there a magic recruitment formula? Perhaps there’s a one-size-fits-all solution to the

recruitment dilemma?


If only it were that easy. There may not be a magic formula, but there are cornerstones of

successful recruitment, as well as great latitude for creativity and innovation. It’s all in the plan.

Let’s examine those cornerstones of success in the following four-part process to creating

winning recruitment plans: completing assessments, setting goals, selecting strategy, and

implementing an action plan.

Part One: Recruitment 360° Assessments

Just as the strategic growth plan requires an overall assessment of past and current program

performance, a recruitment plan requires a similar assessment of the recruitment efforts and

volunteer-centered culture of the program. (See Values of a Volunteer-Centered Culture in

Community Engagement Resources, Section II.) A Recruitment 360 ° assessment (R360°)

reviews all aspects of program functioning measured by the messages conveyed to potential and

current CASA volunteers.

The R360° assessment may include many different types of reviews, including:

Program data for the previous 3-5 years

Past and current recruitment plan documents

Current recruitment messaging, including:

program communications (websites, social media, printed materials, newsletters, email

signatures, volunteer application, pre-service information, business forms, etc.)

paid and earned media coverage

event and themed PR (child abuse awareness month, 5K, etc.)

other forms of communication to volunteers, staff, board, stakeholders and the

community

Telephone and voicemail messaging

Staff engagement, friendliness and comfort level with volunteers and recruitment

Coaching and professional development in the area of volunteer management for all staff

Potential volunteer contact, information, and tracking process

Pre-service training evaluations

Closed case and volunteer exit evaluations

Survey data related to recruitment and retention

Office space

As you review each of these areas, look for ways that potential volunteers are currently being

encouraged (or discouraged) from taking the next step. What does the data tell you about the

level of volunteer-centered behavior in the program? How are practices and policies inclusive of

the needs of volunteers?

The Growth Planning Toolkit includes several ready-made assessment tools to help recruitment

teams get started. Because every area of a program can be assessed, it is helpful to determine


which areas hold the highest priority. Not every area needs to be reviewed and changed all at once. The team can determine the top areas for review and then consider a regular schedule of review for other areas (e.g., recruitment team is responsible for completing an R360° assessment on one area each month).

Part Two: Goal Setting

Recruitment goals for the number of volunteers that are assigned to cases, volunteers trained, and volunteers retained will be established as part of the larger strategic growth plan (see the Growth Projection Worksheet in Developing a Strategic Plan for Growth, Section I). The recruitment team will take these goals and break them into appropriate increments. A 12-month recruitment plan will include goals for the number of volunteers assigned to cases, volunteers completing pre-service training and volunteers retained into the coming year.

Recruitment Goals for FY 2013

Number of Volunteers Assigned Cases on 9-1-2012 = actual

Number of Volunteers Assigned Cases in FY13 = volunteer goal

Number of Volunteers Completing Pre-Service Training in FY13 = training goal

Number of Volunteers Assigned Cases on 9 -1-2013 = retention goal

Additionally, programs will track the volunteer to case ratio, to ensure growth is occurring through volunteers serving cases (as opposed to staff serving cases).

Beyond the numbers, focus on the specific attributes that your program needs in its volunteers. Children are best served when CASA programs carefully match volunteers to cases. Determine your needs and set recruitment goals designed to provide a richly diverse pool of volunteers. Programs should set goals for a variety of demographics related to the community and children served, including gender, race and ethnicity, geography, age, special advocacy needs and any other demographic as appropriate.

Once the team has these numbers, they can determine incremental goals as a way of tracking progress (i.e., monthly, quarterly). These incremental goals should be tied to an annual training calendar, and will help determine a timetable for recruitment activities.

Part Three: Recruitment Strategy Selection

There are many tried and true ways that volunteer recruiting strategies that programs have used successfully in the past. This is not a time to abandon those strategies, but it is a time to carefully evaluate and select the strategies you believe will be most successful and most efficient, given your available time and resources. This may mean eliminating some of the


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activities that have been done in the past which are ineffective but fall into the “we’ve always

done this” category. Effective core recruitment strategy categories include: Word of Mouth,

Communication Planning, Online Recruitment, Corporate and Community Partnerships, Special

Events, and Targeted Recruitment Campaigns.

Word of Mouth

Research has clearly shown that the most successful strategy for recruiting CASA volunteers is

by word of mouth. The strongest recruitment force for any program is the passionate and

articulate person who is prepared to share a compelling CASA story and the right information

(e.g., next training date, qualifications, and contact information). When such people reach out to

others in their circle of influence and do so in a deliberate way, the right people are much more

likely to receive the right message.

Word of Mouth (WOM) recruiting is one-to-one, but can be done in many different ways, such

as house parties, card campaigns, or contests. Ongoing training for staff, volunteers and board

members on effective WOM recruiting should be included in every program’s recruitment

strategies.

Communication Planning

Like earned and paid media, communication planning is a direct recruitment strategy. However,

it also serves as support for the overall growth plan, including fundraising and public awareness

activities. Effective communication planning includes:

strong branding and consistent messaging

name recognition within the community

positive working relationships with the media

innovation in telling the CASA story

participation with other systems stakeholders

preparedness for responding publically to program crises

Publicity is often approached on an as-needed basis in CASA programs, such as support of

specific events or occasions. It may or may not directly tie back to recruitment goals. Programs

should use a 12-month recruitment planning calendar to determine what, where and when

communication efforts can best support the short-term and long-term needs of the program.

Leveraging local media resources as part of the overall recruitment strategy is a best practice in

successful programs. While programs differ in their ability to purchase media, it is important to

prioritize at least some portion of the budget for effective program advertising and publicity.

Take time to carefully research the best and most effective return on investment based on the


specific recruitment goals. Start by ensuring that you have a media expert connected to your

program (e.g., board member, volunteer, or friend of CASA). Ask this person to help create an

effective media plan based on your recruitment goals.

Don’t reinvent the wheel. Use both state and national CASA resources. There are many

excellent public service announcements (PSAs) to which your program can simply add local

contact information. Keep in mind that quality is very important in all forms of media.

Leverage the expertise of others whenever possible.

Earned media is invaluable to CASA programs. Not only is it a way to reach potential

volunteers, but it serves as a primary connection to the community at large. Pitch compelling

stories designed to inform and educate the community about the plight of foster children and

share ways for people to respond and help. Use ready-made templates from Texas CASA.

Strive for consistent, professional branding throughout your program communications. Develop

multi-purpose materials that utilize same colors, logos, and messages to further strengthen

community awareness of your program. Doing this will prevent the need to create a new set of

materials for every event or activity in your program.

Online Recruitment

Programs seeking to grow need to ensure an informative, functional and current online presence.

This begins with the program website. It also includes social media, online recruitment resource

sites, community sites, blogs, twitter feeds and more. Because of the need for continually

updated content, programs need a dependable system of maintaining their online profile.

Whether staff, board, volunteer or program friend, someone needs to assume this area of

responsibility and develop a regular schedule for updating the content to assure a high level of

impact.

Corporate and Community Partnerships

CASA programs regularly partner with businesses and organizations in their communities.

Although these connections are often used specifically for fund development purposes, they also

present opportunities for effective recruitment relationships. It’s important to approach partners

strategically, and with specific targeting related to your recruitment goals.

Seek speaking engagements where prospective volunteers are likely; choose quality over

quantity

Expand mutually beneficial relationships with partners; seek help with ongoing program

needs, provide recognition for recruitment support, become a “part” of your community

Utilize current state and national CASA partners


Special Events

Recruitment is an ongoing set of actions. Be certain that every program event and activity has an

intentional recruitment focus. When planning annual fundraisers, appreciation events, retreats,

and trainings, include specific opportunities in the agenda or announcements. These events are

the best time to deliver a compelling recruitment message, along with the necessary follow up

information. You have a captive audience that’s already interested in CASA and the event! You

may want to develop a script so that the message is clear and all pertinent information is

delivered. Make sure everyone involved in running the event is not only working the event, but

acting as a volunteer recruiter on the day of the event. Communication is the key to recruiting

and the most successful volunteer recruitment programs take advantage of every opportunity to

recruit by thinking ahead and planning for recruitment.

Targeted Recruitment Campaigns

Children are best served when matched with volunteers from a richly diverse pool. Use your

demographic goals for recruitment to select strategies that will achieve this diversity. Recognize

that recruitment is not a one-size-fits-all process. Look for barriers inherent in your program’s

environment and culture that may exist. Educate staff on issues related to disproportionality,

better outcomes for children, racial and cultural inclusion, and proficiency. If you are uncertain

about effective recruitment strategies related to ethnicity, race or any other demographic, seek

help and resources. Focus on meeting the needs of the children and the community you serve,

rather than attempting to “meet a number”. (See Targeted Volunteer Recruitment Campaign

in Community Engagement Resources, Section II.)

Part Four: Annual Action Plan

Once you have conducted the R360° assessments and selected the recruitment goals and

strategies most likely to be successful, the final step in the plan is to define the steps or actions

necessary to meet the goals. Consider and identify the needed resources, persons responsible and

timeframes for implementing and completing the action.

We recommend planning twelve months in advance, continually updating the plan so that it is

always a “12-month plan”. However, recruitment is more than just a series of separate actions.

Strategic recruitment planning that actively and consistently uses a team approach becomes

integrated into the program culture. It is no longer viewed as a stand-alone activity that must be

“checked off” each year, resulting in better volunteer recruitment and retention rates.

A 12-month recruitment plan can start any month; it is not necessary to delay planning based on

your fiscal or calendar year. Your plan should include a calendar of pre-service training dates

with confirmed times and places for the next 12 months. The recruitment team should work with

the training staff in developing a 12-month calendar. Base the number of trainings offered on

recruitment goals. This is a recognized best practice.


Avoid completing pre-service training schedules on a need- to-train basis (i.e., waiting to schedule a class until there are enough potential volunteers enrolled). This will significantly handicap your program’s ability to recruit. Potential volunteers want to know when they can plan for training classes. Clear planning and communication increases program credibility and likelihood of better recruiting outcomes.

Offer a training class at least every three months. Programs offering pre-service training less than quarterly are encouraged to reexamine their strategy. It is much easier to recruit potential volunteers when you can advertise that a new training class starts within the next 90 days, versus 6 months from now. Time is an enemy when it comes to recruiting and it’s best to act when someone is interested.

Although training typically occurs in groups, training a small number of new volunteers, through independent study or some other adapted curriculum, can be effective and rewarding. If the recruitment strategies tied to the training calendar are successful, you can expect better numbers for each class.

Once the calendar is set, the team then has the task of scheduling the strategies it has chosen to best support the goals and training dates. Consider the following when creating the action plan:

Use long-term strategies: Use an overarching theme for recruitment and promote all efforts using the theme Keep momentum going throughout the year and celebrate benchmarks

Use short-term strategies: Create a word of mouth campaign that includes training and equipping your staff and volunteers

Create a media plan that provides timely coverage of compelling CASA stories

Utilize PSAs and other media tools and resources from Texas CASA

Utilize National CASA’s “I Am For The Child” campaign

Plan a recruitment focus for every event your program participates in, especially fundraising events

Make sure strategies and actions are specific and measureable; avoid vague action verbs like encourage, strive, and assist, and instead, opt for hard action verbs and attach numerical measures

Identify the necessary resources for each action

Identify who will carry out each action item and benchmarks for evaluation

Determine an active process of plan review and revision as needed


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Part Five: Start Over

Wash, rinse, and repeat! The ongoing nature of recruitment means there is no completion date

for the project, no end to the process. There is only forward motion, with regular and consistent

review. The recruitment plan should be a dog-eared, well-used part of any program. And many

people need to be invested in its ongoing creation, implementation, and revision.

The team approach to a recruitment plan is a best practice. Teams – as opposed to one dedicated

recruiter – provide a ready group of people who share the same goals and are willing to keep

recruitment on the “front burner” at all times. People may cycle on and off the team

periodically, but the recruitment plan remains a constant hub that allows current members to

assess and prepare and create and implement and succeed.

Even programs with more volunteers than cases are aware that this situation could change at any

time. Thus, the work of the recruiting team will always require accomplishing today’s work as

well as preparing to recruit the volunteers of tomorrow. The reward for this good organization

and hard work is an end in and of itself – the knowledge that there is a secure base of volunteers

capable of serving all of the children in need of a CASA.


Diversified Board of Directors

A diversified board of directors includes individuals with varying skills, talents, interests, board

experience, and community connections. Having a diversified board is essential in providing the

direction, leadership and support for programs seeking significant growth.

How would you describe your current board? If your board doesn’t represent your ideal vision

yet, take heart. In Getting the Best from Your Board, Williams and McGinnis share this about

the challenge of assembling a top-notch board, “Structuring board members’ work so that they

are fully engaged in their governance role has been compared to herding cats.” Sound tough?

Effective boards are built and matured over the life of an organization. Often, developing a

strong board takes years, simply because it’s tough to attract talented people willing to give of

their time and resources. Thoughtful and systematic recruitment, selection and development of

members remains the keystone to assembling a truly excellent board of directors. As part of a

regular strategic planning process, and certainly prior to taking on a significant growth initiative,

existing boards should conduct an effectiveness assessment and address those areas identified as

weaknesses. Section II of the Toolkit includes a board matrix (inventory) and board self-

assessment tools for this purpose.

Board members with a wide range of assets will be needed to accomplish the work. First and

foremost, select and retain members with good analytical skills and the ability to make decisions.

Among the other skills, talents and assets a board needs are:

Diversity of subject matter experience including child protection, education, mental health,

foster care, policy, and organizational operations (nonprofit governance/administration, local

CASA program operation)

Talents and expertise in financial oversight, fund development, media relations, and

information technology, and key legal areas (employment, nonprofit management, family

law),

Community connections that can open doors and provide access for fund raising, policy

efforts, volunteer recruitment, and in-kind services

Diversity of demographics including race and ethnicity, age, gender, and geography (in

multi-county programs)

Demographic Diversity

“Achieving meaningful representation on non-profit boards of directors requires more than an

externally mandated diversity policy. It requires a commitment to the benefits of diversity (i.e.

creativity , differing perspectives, and innovations) and the pursuit of common interest and

values.” Perspectives on Nonprofit Board Diversity (1999). BoardSource.


Diverse boards first address the need for meaningful representation, including racial and ethnic

diversity, through open discussion. Members need to understand and appreciate the true value of

a diverse governing body, versus meeting a required diversity goal. An emphasis on how

diversity enhances the organizations’ ability to achieve its mission is a good place for the

discussion to start.

If a board has not previously considered this issue, and has not already implemented intentional

recruitment and selection strategies to achieve representative membership, the growth planning

process can serve as an ideal time. Effectively engaging the community is a critical component

of growth. Diverse board composition not only assures the talent, expertise and leadership to

fuel the growth effort, but it also makes a strong statement about the program’s overall

commitment to serving the entire community.

Mission Driven

Assessing a board’s effectiveness in preparation for growth planning should include an earnest

look at how well members understand the core mission of CASA. Every board member should

aspire to grow in their understanding of the work of serving children in foster care. As part of

mission awareness, board members minimum core competencies related to the mission include:

Having a firsthand understanding of what a CASA volunteer does

Understanding how having a CASA volunteer positively impacts the lives of abused and

neglected children

Understanding the basics of volunteer recruitment, screening and supervision

Understanding the challenges of the child protection system

When board members fully understand the statistics in their local community and determine that

even one child navigating the foster care system without a CASA volunteer is too many, the

necessary ownership, urgency and passion for growth emerges. A board with this sense of

purpose is a force to be reckoned with and will lead the charge in growth planning,

implementation and beyond.

The Board’s Role in Growth Planning

Each member of the board must endorse the creation and implementation of a strategic plan for

growth. Board members may have many questions about program growth and it’s important that

these questions be addressed.

Part of the growth planning process as outlined in this Toolkit includes a comprehensive process

of gathering program information, including history, statistical data, and survey feedback from

staff, volunteers, judges and other stakeholders who work directly with the program. Board


members may help in compiling this information, providing an opportunity to understand the

program from different perspectives.

As active members of the Growth Planning Committee, board members will also become experts

in the way each of the six critical areas impact their local CASA program. They will develop

strategies and action plans to address identified challenges and build on program strengths.

While it’s true that board ownership, urgency, and passion for the CASA mission will drive

program growth, the growth planning process itself is also designed to further enhance the

board’s understanding, support and commitment to the mission.


Organizational Excellence

Significantly increasing your program’s capacity to serve children with volunteers requires a

monumental commitment and a sustained focus of resources including time, finances, and

people. Ensuring continued quality advocacy for children and excellence in operations during

times of growth can be very challenging. If the quality of CASA advocacy suffers at the expense

of growth, what is the purpose of growing? If new positions are created and staff is expanded,

the value of these moves is virtually eliminated if they create confusion of roles or new gaps in

service.

Maintaining and enhancing excellence while growing becomes the responsibility of many, but is

directed and managed by key staff leaders. Leaders must keep a close watch over the day-to-day

work, minimizing chaos while preserving and improving overall quality. This is done by

identifying, monitoring and striving for accomplishment in three key areas of program work:

Excellence Through Inclusion, Quality Volunteer Advocacy and Excellence in Operations.

Excellence Through Inclusion

As part of both state and national standards, all CASA programs strive to be inclusive

organizations. That is, the volunteers, staff and board members should reflect the diversity of the

children and community they serve. Program leaders support and endorse the value of inclusion

in their program because they believe diversity is a hallmark of excellence in both advocacy for

children and program operations.

Opportunities exist throughout the creation of a growth plan to bolster diversity and inclusivity

efforts. For example:

Provide leadership, training, and resource materials to prospective board members, staff, and

volunteers as well as ongoing training designed to focus on self-awareness and cultural

sensitivity

Collect and analyze demographic make-up of the board, staff, volunteers, and the children

served as part of planning for growth

Include targeted presentations and information to attract minority communities

Make a long-term commitment to developing an inclusive organization

Quality Volunteer Advocacy

Quality volunteer advocacy for children is at the very core of the CASA mission. Programs are

able to achieve growth precisely because the service they provide is valued and valuable. To

ensure quality volunteer advocacy remains the center focal point of your program’s mission, give


careful consideration to how growth will affect advocacy. As you do this, consider the

following:

volunteer numbers will increase at the same that increases in necessary support staff and

resources are needed

growth may require new levels of management to oversee the screening, selection, training,

supervision and support of volunteers

an influx in new volunteers will inevitably require more time than working with large

numbers of tenured volunteers

Important issues related to quality advocacy and growth include the volunteer to case ratio,

volunteer retention and your program’s compliance with standards.

Volunteer Case Ratio

The volunteer case ratio (VCR) is an indicator of quality advocacy within CASA programs. At

the core of the mission, CASA programs exist to recruit, train and supervise volunteers to

provide best-interests advocacy for abused or neglected children.

For a variety of reasons, some programs serve children using paid CASA staff. To ensure that

this method of service is not overused as a strategy, Texas CASA standards require that a

minimum of 70% of cases be served by volunteers. All programs submit quarterly data to Texas

CASA, indicating both the total number of cases and the number of cases served by volunteers.

This data determines the Program VCR. Programs that consistently fall below the requirement

must submit action plans to reverse the trend.

Why Do Programs Serve Cases With Staff?

Most programs in Texas far exceed the 70% minimum VCR. However, programs may fall

below the 70% because:

they have more cases than volunteers; either by judicial insistence (automatic assignment),

by program choice, or lack of action to deter

they believe that staff service is better than no service

a volunteer leaves near the end of case that is hard to reassign

the cases include issues deemed too challenging for volunteers, such as geography, PMC,

sibling group, complexity of issues, etc.

the program staff often see themselves as case workers (many were former CPS case

workers) and may not fully embrace the volunteer model of advocacy

a staff-driven culture is rooted in the program history

they find volunteer recruitment too challenging


the staff enjoys directly serving the children (vs. supervising volunteers)

they believe that they can serve more children with staff vs. volunteers

they are not familiar with the volunteer-centered model

they hold a perception that the program will “shrink” if they stop taking cases; they believe

they will go backwards (i.e., loss of confidence, support, donors, etc.)

they have low expectations of what volunteers can and will do

they have a lack of volunteer management and/or development skills and may hold a belief

that “it’s easier to do it yourself”

As you can tell, some of these reasons seem to support the possibility that cases may

occasionally benefit from CASA staff advocacy. However, some of the more common reasons

reflect an adherence to ideology, program culture, and historical challenges within the program.

Programs with a VCR below 70% must address in their action plan: 1) aggressive recruitment,

2) focused retention activities, and 3) a case assignment protocol that allows the program to meet

and sustain the minimum requirements. This may involve strategically changing historical

working agreements with the court. In any event, this improvement will likely involve both staff

and board leadership.

Knowing and understanding your program’s VCR is important in developing the overall program

growth plan, ideally providing effective strategies to maintain a consistently high VCR. This

becomes the work of everyone in the program. However, as a key indicator of quality advocacy,

it is ultimately the board, the executive director, and the program director that will set the

expectations and lead the way.

Volunteer Retention

The value of a well-trained, effective and tenured CASA volunteer cannot be overstated.

Retaining quality volunteers ensures that advocacy is high impact and life-changing for the

children served by your program. Because of this, strong volunteer retention is a cornerstone of

quality advocacy and requires thoughtful planning and ongoing focus and resources.

The volunteer retention rate is defined as the percentage of volunteers remaining in service for a

specified period of time. Knowing your starting point is essential in setting a goal regarding the

number of new volunteers that must be recruited in the coming months and year. Calculating

your program’s volunteer retention rate is the first step in this critical part of the overall growth

plan. Typically, volunteer retention is calculated in one-year increments.

Calculating the Volunteer Retention Rate

The example below visually depicts the method to calculate the one-year retention rate for fiscal

year 2011. (The steps in the formula can be used for a different time period.)


First, list the names of volunteers assigned to a case September 1, 2010 (column A). Next, list the names of unique volunteers who were assigned from September 2, 2010 through August 31, 2011 (column B). This is the total number of volunteers assigned cases in FY 2011 (column C).

Now, create a similar list for FY 2012. List the names of volunteers who had case assignments on September 1, 2011 (Column D) and the names of unique volunteers assigned to a case between September 2, 2011 and August 31, 2012 (Column E).

Count the number of names that appear on both lists (the bold, shaded names in the table). Divide that number (14, in this example) by the number of volunteers assigned cases in FY 2011 (Column C). Multiply that product by 100 to convert to percent. This is the one-year volunteer retention rate for FY 2011.

Volunteer retention rate is an especially important calculation to make before estimating volunteer recruitment goals. This information directly determines the number of new volunteers the program must recruit and train each year to replace exiting volunteers and achieve growth.

EXAMPLE Volunteer Retention for FY 2011

Column A Column B Column C Column D Column E Column F

Volunteers Assigned Cases on 9/1/10

Volunteers Assigned Cases 9/2/10 - 8/31/11

Total Volunteers Assigned Cases

FY 2011

Volunteers Assigned Cases on 9-1-10



FY 2012

Mary Adams Brent Basic Mary Adams Angel Adams

Charlie Best Callie Elder Brent Basic Brenda Boone

Priscilla Olson Finona Gap Finona Gap Callie Elder

Anya Sanchez Jennie House Jennie House Skip Flick

Peter Wilson LaToya Lund Bill Mason Han Hu

Beatrice Zook Bill Mason Tillie Pallet LaToya Lund

Grant Mason Tom White Saddie Nip

Tillie Pallet Peter Wilson Priscilla Olson

Allison Samson Edward Prank

Gennifer Swenson Lorna Rook

Tom White Jane Royers

Veronica Young Allison Sampson

Gennifer Swenson

Veronica Young

Sybil Young

Roberta Yuill

6 12 18 8 16 24

Total number of names that appear on both lists (shaded): 14

Total number of volunteers with assigned cases in FY 2011: 18

Total on both lists / Total volunteers assigned cases FY 2011: 14/18 = 0.77

Convert to percentage: 0.77 x 100 = 77%

The program’s volunteer retention rate for FY 2011 was 77%.


First, list the names of volunteers assigned to a case September 1, 2010 (column A). Next, list the names of unique volunteers who were assigned from September 2, 2010 through August 31, 2011 (column B). This is the total number of volunteers assigned cases in FY 2011 (column C).

Now, create a similar list for FY 2012. List the names of volunteers who had case assignments on September 1, 2011 (Column D) and the names of unique volunteers assigned to a case between September 2, 2011 and August 31, 2012 (Column E).

Count the number of names that appear on both lists (the bold, shaded names in the table). Divide that number (14, in this example) by the number of volunteers assigned cases in FY 2011 (Column C). Multiply that product by 100 to convert to percent. This is the one-year volunteer retention rate for FY 2011.

Volunteer retention rate is an especially important calculation to make before estimating volunteer recruitment goals. This information directly determines the number of new volunteers the program must recruit and train each year to replace exiting volunteers and achieve growth.

EXAMPLE Volunteer Retention for FY 2011

Column A Column B Column C Column D Column E Column F

Volunteers Assigned Cases on 9/1/10



FY 2011

Volunteers Assigned Cases on 9-1-10



FY 2012

Mary Adams Brent Basic Mary Adams Angel Adams

Charlie Best Callie Elder Brent Basic Brenda Boone

Priscilla Olson Finona Gap Finona Gap Callie Elder

Anya Sanchez Jennie House Jennie House Skip Flick

Peter Wilson LaToya Lund Bill Mason Han Hu

Beatrice Zook Bill Mason Tillie Pallet LaToya Lund

Grant Mason Tom White Saddie Nip

Tillie Pallet Peter Wilson Priscilla Olson

Allison Samson Edward Prank

Gennifer Swenson Lorna Rook

Tom White Jane Royers

Veronica Young Allison Sampson

Gennifer Swenson

Veronica Young

Sybil Young

Roberta Yuill

6 12 18 8 16 24

Total number of names that appear on both lists (shaded): 14

Total number of volunteers with assigned cases in FY 2011: 18

Total on both lists / Total volunteers assigned cases FY 2011: 14/18 = 0.77

Convert to percentage: 0.77 x 100 = 77%

The program’s volunteer retention rate for FY 2011 was 77%.


Retention Planning

In addition to more accurately predicting growth goals, calculating the program volunteer retention rate is the first step in developing concrete plans to maintain or improve it. This will be a part of the overall strategic plan for growth. As with recruitment, volunteer retention is not a once-a-year event or a box to be “checked”. Retaining volunteers, like recruiting volunteers, must remain central to the organization activities.

Although retention might seem to be an issue that programs would address after volunteers achieve some milestone (e.g., training completion, first case closing, one-year anniversary) volunteer retention actually begins long before those events. Programs with high retention rates know that every contact with volunteers is an opportunity to enhance retention. Prior to pre-service training, the application, screening and interview processes all set the early expectations that contribute to retention.

Assessing your program’s retention from a 360° degree perspective can be very helpful. The same volunteer-centered culture that encourages people to become CASA volunteers will cause people to remain with your program, advocating for more children and serving on more cases. Start with feedback from your current, tenured volunteers. How does the program contribute to their satisfaction as a volunteer? What can be added? Create a plan that addresses the needs of your volunteers and consider including special activities geared toward volunteer recognition, appreciation, continued growth, and courses related specifically to CASA and children’s’ welfare.

See the Community Engagement Resources and Organizational Excellence Resources, Section II for surveys and best practices in volunteer recruitment.

Quality Advocacy and Texas CASA: Standards

All CASA programs in Texas are subject to national and state standards that establish uniform requirements for organizational and advocacy quality. Although each program is its own independent, non-profit entity, by membership in both National CASA and Texas CASA, programs agree to adhere to these standards and participate in quality assurance review processes. The standards are designed to help programs make decisions related to best practices with continual reflection and evaluation of outcomes for children.

A set of quality standards to measure a program’s operations demonstrates that an organization:

Respects and protects the children it serves Utilizes established policies and procedures necessary for effective management Manages its financial affairs prudently and is committed to the principles of public disclosure Continually evaluates its services and operations


•••

•

From a thorough understanding of state and national standards, program leaders demonstrate

their commitment to quality. During times of rapid change – such as program growth --

standards become an important benchmark to maintaining and enhancing quality advocacy, as

well as operations. Standards will guide hiring new staff and recruiting new volunteers and

board members. Standards will also provide clear expectations related to financial and risk

management practices.

Quality Advocacy and Texas CASA: Quality Assurance

The purpose of quality assurance is to support the mission and philosophy of CASA, ensuring

excellence in service to children. Quality assurance monitoring assists programs in identifying

both strengths and needs. It serves as a tool for program and financial accountability and

provides technical assistance as needed.

Programs engaged in growth planning have a wealth of information about past functioning

available in the program’s most recent Quality Assurance Report. Currently, programs in Texas

are reviewed once every three years, either by an onsite review team or a desk review process.

Programs can use the most recent report to assist in identifying program strengths and

challenges.

Another way program leaders can use the quality assurance process as an aid to growth planning

is to conduct a self-assessment using the current Quality Assurance questions, available from

Texas CASA.

Excellence in Operations

Expanding Your Staff

Quality volunteer advocacy is made possible through excellence in program operations. One of

the most important components of the growth plan will be determining how the organization will

expand its paid staff. It is easy to predict the number of volunteer supervisory positions needed

as the volunteer base grows; standards provide clear guidelines. It is more difficult to determine

other positions that will be necessary as the program expands its services.

The role of the executive director will undoubtedly expand to provide the implementation and

oversight needed in the growth plan. This may also be a good opportunity to provide higher

level leadership positions in other areas. Program director, fund development director,

communications director, vice president, and team leader are just some of the positions that may

be considered. The Organizational Excellence Resources, Section II, contain sample job

descriptions of some of these leadership positions. As positions are added and the organizational

chart grows, consideration must be given to lines of supervision and accountability.

As staff size increases, human resource support needs may also increase. Make sure that policies

and procedures for recruiting, screening and hiring employees are current. Also ensure that the


process for new employees includes a formal orientation. Taking time to ensure the successful

transition of new staff, particularly new positions, can help minimize organizational confusion.

(See New Employee Orientation Checklist in Organizational Excellence Resources, Section

II.)

Managing Administrative Needs

Just as a thoughtful and well-executed plan for adding staff positions can minimize transitional

chaos, planning for the additional administrative needs of a growing program can also go a long

way toward smoothing out the inevitable wrinkles caused by growth. Programs grow in many

directions and the administrative functions of such programs require new levels of time,

skillfulness and competency that may not currently be in place.

In many programs, the high-level administrative responsibilities are carried out by the executive

director. He/she likely performs the financial management duties, budgeting, payroll, human

resources, grant procurement and management, statistical data collection, reporting and many

other important administrative duties. Since growth in programs typically occurs slowly and

over time, the administrative needs of the program have probably been manageable. To date,

administrative support positions may have been created to simply assist as the program grew.

Significant growth will not only increase the administrative support needs in a program, it will

also increase the complexity of those needs. Budgets will be larger, resources more diversified,

and staff numbers greater. The “old ways” of administrative management may not work. Plan

for growth in all areas of the organization. This may be a good opportunity to provide higher

level administrative positions to the organization; office manager, accountant, and chief

administrative officer are just some of the positions that may be needed.

Changing the ways things have always been done in a program can be both scary and exciting.

Excellence in administration prepares a program for these changes. Manage growth

appropriately by thoroughly gauging current administrative functions and strengthen where a

need exists. An Organizational Self-Evaluation Checklist and Administrative Competency

Self-Assessment, located in Organizational Excellence Resources, Section II, can help you

with this review of your program.


Selecting and Developing a Growth Planning

Committee

The Growth Planning Committee (GPC) is perhaps the most important part of developing and

executing any strategic growth plan. Consider convening a diverse group of individuals with

strengths in the areas of leadership, action/execution, influence, relationship building and

strategic thinking. Equally as important as skills and strengths is the commitment to remain

engaged through the process. To sustain action and follow-through on the plan, members of the

GPC should be dedicated to reaching goals and taking action to a long-range plan.

Following its bylaws, a local program board may convene an existing or newly formed

committee to be charged with creating a strategic plan for growth.

Using a Current Board Committee or Creating a New Board Committee

An existing board committee, whether it is a standing committee or ad hoc, may be charged with

developing the growth plan. A planning committee, a strategic planning committee, or some

other similarly named committee might naturally assume this responsibility. When using an

existing committee, consider the other obligations currently assumed by the committee. The

work to develop the growth plan will be significant and an existing committee with other

responsibilities may not be able to do both.

The board may also choose to form a new committee for the express purpose of developing and

overseeing the growth plan.

Creating a Charter for the Committee

A clear scope of work and responsibility is helpful in recruiting members for the Growth

Planning Committee (GPC). A charter outlines the objectives, roles, responsibilities and

accountability for GPC members. In addition, it can include:

Purpose statement

Board endorsement

Job description

Commitment statement

Clear definition of time commitment, including the number and frequency of meetings

Growth Planning Assistance Timeline


The charter or scope of work document should also include reporting expectations and a

statement clarifying the interaction between the GPC, staff members and the board as they carry

out their work.

Determining Committee Size

To help estimate the workload and determine the appropriate size of the GPC, consider that the

growth plan will include six components. Therefore, a chairperson and 1-2 people per

component would require 7-13 members. Depending on your specific program needs, a larger

group may be indicated. Also, consider the existing resources within the program. Does your

program have staff members devoted to areas such as resource development or public relations

who could be available to assist or serve as members?

Membership Considerations

Regardless of committee structure or size, give careful consideration the selection of the

committee members. The GPC should include current board members, the executive director,

other key staff positions, volunteers and stakeholder and community participants with specialized

expertise.

Selecting GPC members provides an important opportunity to engage key individuals in

contributing to the future of your program. Create a profile of the skills, competencies and

influence most needed in GPC members. Evaluate each of the Six Critical Areas related to

program growth and determine the perspectives you will need to address each area. Use the

profile and think broadly about prospective members; consider history and effectiveness of

prior service, current time constraints, and familiarity with CASA’s mission and service.

As you recruit members, keep in mind the personality dynamics of the group.

The GPC is first a team of planners, individuals who gather and interpret pertinent information

about the program and present creative recommendations for goals and activities. There is

uncertainty in planning for future growth. Select members willing to encounter these

uncertainties and collectively push forward to create a growth plan that will be both ambitious

and attainable.


Developing the Strategic Plan for Growth

Introduction

The following information provides an outline to use when developing a growth plan. It includes six components and is designed to be completed in sequential order. One component builds upon the next.

Components 1-3 include the completion of the historical program overview, volunteer/case data analysis, and current comprehensive program overview. Combined, these elements provide the platform from which you will complete components 4-6: the SWOT analysis, growth goals, and action plans. Once completed, the detailed SWOT analysis becomes the starting point for determining the plan goals.

The end product will be a cohesive, concise, and comprehensive plan that provides clearly supported goals for program growth. The plan will be the roadmap to growth, including program strategies and tactics designed to meet aggressive 2-year benchmarks and sketch a plan for years three through five.

Step-by-Step Growth Plan Development Instructions

Complete the Pre-Work: The Growth Planning Committee (GPC) members should have a thorough understanding of the Six Critical Areas related to program growth through review of information and committee discussion about each area.

Before assigning tasks or components, GPC members should understand how each of the critical areas impact program functioning and how the final growth plan will provide important perspective on each area. If you have not already done so, distribute a copy of the section An Examination of Six Critical Areas and ask GPC members to read it. Following this, the GPCchair or ED will facilitate a group discussion about each area and answer any questions. Members should consider areas of expertise, interest or influence when determining component and task assignments. GPC members can read and prepare questions prior to the first GPC meeting and the chair can begin the meeting with a discussion related to the reading.

Next step: The GPC Chair assigns one or more members to work on each of the first three components.

Components 1-3 must be completed prior to commencing work on components 4-6. The GPC chair will assign each of the components to one or more members. The members will gather and compile pertinent information and produce a draft component for committee review. The components are designed to provide the context of past and current program performance and will be used to complete the SWOT analysis and aid in determining goals.


Component 1: Historical Overview

This component of the growth plan should include the following:

1. Brief narrative of program formation

2. Timeline of significant program milestones to date (first volunteer training class, case

assignment, paid staff, grants, expansion into new counties, etc.)

3. History of the following:

Judicial support and engagement from program formation and other significant junctures

(Graph) Annual budget growth

(Graph) Annual growth in assigned volunteers and children served (note: this will also be

used for Component 2)

Organizational chart progression for paid staff

The Historical Overview does not need to be a lengthy or cumbersome component. However,

the final product should very clearly state the broad historical context on which the program will

be building.

Component 2: Data Analysis


1. Growth statistics, including trend charts and comparison data, from program inception to

present day, for the following measures:

Volunteers assigned to cases

Children served

Children in custody of DFPS

Volunteers trained

Volunteers retained

Volunteer to case ratio

Volunteer to staff ratio

Volunteer demographics

This component should be concise and provide a visual representation of the primary measures

of program growth. This component will be used as the baseline when selecting growth goals in

Component 5.


Component 3: Current Overview


1. Current organizational chart 2. Annual budget 3. Most recent strategic plan 4. Current signed working agreements with Court, CPS and other stakeholders 5. Recent survey data 6. Most recent recruitment plan

Component 3 creates a current picture of program operations and feedback from volunteers, staff, board members and stakeholders. The easiest and most efficient way to gather this type of information is by using online surveys. We have included survey samples in the Growth Planning Resources, Section II to assist you in this process.

Next Step: After completing Components 1-3, the GPC should approve a draft of Components 1-3 and present to the full board for review.

Component 4: SWOT Analysis


1. Select the SWOT Team. These are the people who will attend and provide input at the SWOT session. The team should include the GPC, full board and staff, and other external stakeholders as appropriate.

2. SWOT Team members will review the board-approved Components 1-3 and the SWOT Analysis Questions. This should be done before the SWOT Analysis Session. The SWOT Analysis Questions are provided as part of the support documents in this section.

3. Conduct the SWOT Analysis Session. (See Conducting a SWOT Analysis Session.)

4. Following the session, the GPC will complete a summary of the session findings. This will become part of the final growth plan.

Component 5: Growth Goals

This component of the growth plan includes the following:

1. Year 1 and Year 2 numerical goals for growth in the following:


Volunteers assigned to cases

Children served

Targeted goals by demographics

2. Percentage increase goals for years 3-5

3. Growth Projection Worksheet. (See Growth Projection Worksheet.)

4. Budget Projection Worksheet. (See Budget Projection Worksheet.)

Using the Growth Goals created in Component 5, action plans can now be developed.

Component 6: Action Plans

This component of the growth plan includes the following:

1. Strategies, tactics, actions, timelines and measures for growth goals for Year 1, as determined

through the SWOT Analysis and in consideration of the Six Critical Areas

2. 12-month and 24-month budgets in support of goals

3. Fund Development Action Plan which addresses current needs as well as resources for

sustaining future growth

4. Other action plans as appropriate

5. Method, format and timeline for regular reporting, review, evaluation and revision of action

plans

6. Draft outline of strategies proposed for Years 2-5

This component is the framework that guides the actions that must be taken to achieve growth. It

is based on the information gathered and understanding gained throughout the plan development

process. Because the foundation of history, data, current functioning, SWOT and goal setting are

now in place, determining the needed strategies, tactics and actions to meet each goal will be

straightforward.

Action Plans do not detail every activity to be undertaken, but orchestrate and direct the

operational changes necessary for significant growth. We recommended that the GPC divide the

responsibility for developing these action plans and bring in additional ad hoc members to assist

when necessary. This is also an opportunity for a skilled contracted professional to assist.


Next step: Create the final plan.

All six components are merged to create the final plan for growth. Once approved by the board, the final plan should be distributed to everyone who participated in its development. It will serve as a public statement of your intent to grow and will signal important changes that will affect everyone in and outside of your program.

The board will determine a regular cycle of review to evaluate action plans and revise asnecessary. The ED, in conjunction with the board, will oversee the implementation of all action plans.

Purposeful growth happens with a well-designed and well-executed plan that is created by a team of committed individuals. The steps, or components, in designing this plan are intentionally created to allow you to build upon what you know and have successfully experienced with your program. By doing this, we hope you will envision and plan for achieving an even more successful future, one that fulfills the vision of a CASA for Every Child.

Frequently Asked Questions

1. How long will it take to produce the final growth plan?

That depends on many factors and is different for every program. Plan for a timeframe of 3-6 months from the first meeting of the GPC to the point of gaining full board approval of the plan. Programs will develop a reasonable and appropriate timeline for completion. Programs that have recently engaged in strategic planning may have much of the information already compiled. Programs that have never engaged in strategic planning will be starting from scratch.

As a general guide, these are the timeline steps that most programs will take during the 3-6 month plan development period:

Program leaders review the Growth Planning Toolkit The Growth Planning Committee (GPC) is formed The GPC holds an initial meeting and assigns tasks to complete Components 1-3 The Growth Planning Committee holds a follow-up meeting to review completed Components 1-3 Develop vision and mission statements Board, GPC and staff meet to complete SWOT Analysis Session and selection of growth goals GPC develops 12-month and 24-month action plans to meet the goals The board adopts the final growth plan and schedules a public “kick off” event


••••

•

••

The implementation of the plan begins; consistent action tracking and periodic plan

evaluation and updates/revisions are made

2. Does a program need to develop new components if it has the same information in a

different format?

No, as long as the information included covers the same core segments as detailed above.

Programs can add to or revise current information.

3. Do the components need to be developed in the exact order as listed?

Yes, although components 1-3 can be completed simultaneously, they are designed to inform

the SWOT session and thus should be completed first.

4. Why is it important for committee members, staff, board members and external

stakeholders to all be involved in the planning process? Wouldn’t it go faster if one or

two people put it all together?

The plan represents a significant transition in any program and will result in substantial

change for everyone involved. It’s important to establish the foundation, understanding and

investment of those people most affected by this change. It is also important to include the

input and feedback of a diverse group of people, representative of the community in which

the program serves. Enthusiasm for the plan may peak during its first few months. A larger

group of key investors will help ensure the sustainability of growth and will deter

responsibility for plan implementation from falling on too few people.

5. Who can help our program with its growth plan?

Texas CASA is available to consult with programs as they work through the planning

process. In addition to the Growth Planning Toolkit, Texas CASA has a variety of resources

related to program operations and advocacy located on www.texascasaresources.org.

Programs may also want to consider seeking outside assistance from non-profit membership

organizations, local strategic planning professionals or business consultants.


http://www.texascasaresources.org/

Conducting a SWOT Analysis Session

SWOT is an acronym that stands for Strengths, Weaknesses (or Limitations), Opportunities and

Threats. Completing a SWOT analysis is an important part of creating a comprehensive strategic

plan for growth and goal attainment. SWOT analyses are used in all types of organizations – for-

profit, non-profit, governmental and academic. The SWOT analysis is considered to be a key

activity to begin the planning process.

SWOT analysis sessions are instrumental in strategic planning because they allow, in a

structured brainstorming format, the ability to gather and discuss opinions and insights from a

diverse group of individuals. Small groups (or subcommittees) discuss and identify program

strengths and weaknesses, as well as opportunities and threats to the organization. The SWOT

session provides critical information that is used to move forward with any plan.

Primary objectives of the SWOT session as related to growth planning are as follows:

1. Identify key information about program functioning to inform goals and actions.

2. Identify key information about external conditions to inform goals and actions.

3. Educate and engage a larger group of program allies about the plan for growth.

4. Create momentum, ownership and enthusiasm for the work ahead.

Programs need to consider who will facilitate their SWOT session. Preferably, it is someone

experienced at such facilitation and knowledgeable about your growth planning process. For

many programs, this will be the time to consider a contracted professional. Working closely

with the GPC, a professional planner can take the early work of the GPC as a foundation for

assistance with the SWOT session and beyond. The SWOT session serves as an introduction of

the planner to the people who will be involved in the completion and implementation of the plan.

Texas CASA is able to assist programs in identifying professionals in their community for this

purpose.

Some programs choose to use the services of a non-paid facilitator. Many businesses,

corporations and other non-profit organizations have staff capable of assisting your program.

The key is to ensure they are knowledgeable enough about your program and your growth

planning process to be an effective SWOT facilitator.

The Set Up

Determining the participants in a SWOT session is the job of the GPC chair(s), ED, board

president or some combination of these people. At a minimum, participation is expected from

the full board of directors, key staff, and the GPC. To gather the diversity of information and

opinion optimal to a robust session, invite others who are connected to your program or have a


vested interest in its success. Consider inviting additional volunteers, judges, CPS, advisory

group members, non-profit leaders and other community members at large.

Once you have your list, consider the best way to extend the invitation. For those who are aware

of your growth planning process, an email invitation is sufficient. But for anyone who may not

be as knowledgeable about your current plans, a personal invitation is more appropriate.

SWOT sessions are typically held in extended timeframes; either full-day or half-day. Time is

structured on an agenda and goes very quickly. To successfully meet all session objectives, plan

for at least 3.5 hours. Planning the session around a meal is a good way to encourage

participation.

Your SWOT session needs to be held in space adequate for the number of participants. Ideally,

the room set-up would include six tables for small group work, a projection system, and space

for each of the groups to work on a flip chart. Consider hosting your session at a location most

convenient to the majority of participants.

Pre-Work

Ideally, everyone attending a SWOT session is knowledgeable and informed about some aspect

of the program, but very few people will be versed in all areas of program functioning critical to

growth. It’s important to provide the right information and context that will lead to thoughtful

discussion and participation during the session.

The SWOT session is designed to follow the completion and approval of growth plan

components 1-3. We recommend providing and using this clear and concise summary of history,

data and program information to prepare SWOT participants for an effective session. In

addition to reading An Examination of Six Critical Areas and reviewing Growth Plan

Components 1-3, provide the SWOT Analysis Questions to the participants. These questions

have been designed to help programs uncover and examine current program issues in light of the

six critical areas to growth. Programs can consider how best to use the questions as pre-work.

For some participants, you may ask that only a subset of questions be reviewed in preparation for

the session. For others , such as full board and staff, it would be helpful to gather feedback on

all six areas. Participants won’t likely be able to answer all questions. However, there is still

value in providing the questions and asking them to respond with their own thoughts or

questions. Think of the SWOT Questions as a way to launch the type of brainstorming you need

for a productive meeting of the minds.

Agenda

The dynamics of the SWOT analysis session will vary across different programs. Some may use

this time to examine the program mission and vision, in light of the overall growth planning

process. Others will stick solely to the task of paring down key information and determining the

majority-held views. The latter is the first step in how best to move forward. Some sessions


may be incorporated into a separate context (i.e., included as part of an extended board or staff retreat). Regardless of framework or workshop dynamics, each SWOT session will have a common agenda of activities. This agenda will include:

Introduction and Overview Definition of SWOT and Session Objectives Small Group Work Large Group WorkSummary and Next Steps

Session Prep

Designate someone to take notes throughout the session and provide a camera to take pictures of flip charts or white boards before they are erased. Much of the work in brainstorming sessions is lost when the valuable brainstorming notes are inadvertently deleted.

Provide participants with adequate note taking materials. Ask that they print and bring with them the pre-work materials, but have copies available for those who may forget.

Designate each of the tables to work on one of the six critical areas. Provide a summary of the issue and SWOT questions. Provide flip charts for each table.

Pre-load the SWOT PowerPoint presentation and have a white board or flip chart available at the front of the room.

The SWOT Session

Introduction and Overview

This should be done by the GPC chair(s) or board president. Briefly introduce the purpose of gathering as a group. This will provide the context of growth planning and the objectives for the session. Include a compelling mission moment that communicates the need and the urgency. Set expectations for participation and introduce the facilitator. A strong start to the meeting will go a long way to setting the tone for a productive session.

Definition of SWOT and Session Objectives

The facilitator will present the SWOT concept in the context of the six areas identified as critical to CASA program growth. The facilitator will also explain session objectives and exactly how the work product from the session will be used to complete the growth plan.


•••••

Small Group Activity

Either through self-identification or by assignment, participants will divide into small groups (3-

4 participants, at minimum) to focus on a single critical area. Pre-assigning groups will help

ensure appropriate people (with special expertise or insight) are together in each group. Groups

should include at least one member of the GPC, one staff member and one board member.

Each group should have a flip chart with the SWOT grid. Ask groups to begin by reading the

critical area summary and sharing their understanding of the issue as it pertains to growth.

Groups will then use the SWOT questions and their pre-completed answers to discuss their

thoughts, perceptions, questions or concerns. At the same time the group will identify and note

the responses by placing them in one of the four SWOT categories: strength, weakness,

opportunity or threat. Groups are encouraged to come up with as many SWOT items as they can,

but must then determine at least 3 and no more than 5 items to place on their grid.

Large Group Activity

The next activity is to present the SWOT items from each table to the large group. A

spokesperson for each group presents the selected 3-5 strengths for their critical area, while a

recorder notes these items on a white board or flip chart. Encourage brief explanation of items

selected. (Be mindful that this part of the exercise keeps moving in a timely manner. Strong

group facilitator skills will be very helpful at this point in the session.) If there are many

questions, or lack of understanding, suggest moving an item to a “parking lot” for later review.

If members of other groups offer additional items for consideration, record those also, but remind

the group that the objective in this exercise is not to identify every SWOT item, but the most

critical ones to program growth. After each group has presented their strengths, move on to

the weaknesses, then opportunities, and finally, threats. At this point, each grid should be

completed on the white board.

The final step in the SWOT exercise is for each team member to assign a priority to the items

recorded. This can be done in any number of ways, but everyone must indicate three items for

each SWOT category they believe will most significantly impact the program’s efforts to grow,

and rank those three items based on importance (i.e., 1st, 2

nd, and 3rd).

The end product is likely to look very messy at the actual SWOT meeting, but the results of this

brainstorming, idea exchange and voting will be put together in a concise report and will serve to

inform the remaining growth planning process. Essential program strengths, weaknesses,

opportunities and threats identified within the context of the six critical areas of growth will

drive decision making. They will translate directly to the goal-setting, strategy development and

action plans that are incorporated into the final plan.


Summary

These types of planning exercises often turn out in one of two ways: highly successful and

relevant to the overall growth planning process or a confusing and tedious practice which can

hinder the future engagement of team members. An experienced facilitator, along with

appropriate preparation of all team members will go a long way in getting the most out of this

time and effort.


The SWOT Analysis Questions

SWOT Questions: Executive Leadership

Effectiveness Assessment

1. Does the board of directors conduct an annual evaluation of the executive director?

2. Is feedback from all levels of program stakeholders included in ED evaluations? (staff,

board, volunteers, external stakeholders)

3. Does the board chair meet regularly with the ED for purposes of oversight and leadership

support?

4. How has the ED invested in strengthening leadership capabilities in their tenure?

5. How has the board invested in strengthening leadership capabilities for the ED?

6. Are annual performance goals reflective of executive level decision making, strategic

deliberation and careful discernment regarding improving program effectiveness?

7. Does the ED have a positive working relationship with key stakeholders, including judges

and CPS supervisory staff? How often do they meet?

Organizational Structure

1. What are the current leadership positions within the staff? (ED, PD, Team Lead, Office

Manager, Fund Development Dir., etc.)

2. How many individuals in current leadership positions were promoted to their current

position? How many were hired for their current leadership position?

3. Is the organizational structure of the program clear to all staff? Board? Volunteers?

4. Have the job descriptions for positions of leadership been updated and/or reviewed in the

past 12 months?

5. List the tenure of individuals for all paid positions.

Management and Supervision

1. How often does the leadership team formally meet? One on ones?

2. How often do program leaders meet with their teams? One on ones?

3. How often does the entire staff meet together?

4. How often does ED meet with individual staff members?

5. Describe how employee performance is measured, evaluated and recognized?


6. How are performance goals communicated to employees? 7. Are salaries and benefit packages competitive with other non-profits in your community?

Professional Development

1. Are employees offered regular opportunities for professional development in their related areas?

2. Is participation in professional development training a requirement for the executive director?

3. Do supervisors and managers receive professional development in the area of leadership?


SWOT Questions: Judicial Engagement

Working Relationship

1. Were the current judges involved in the program’s inception? If yes, describe their

involvement.

2. If the current judges were not involved in the program’s inception, how did they receive

information about the program when they assumed their duties?

3. Does the program have a current MOU that defines the working relationship with each of the

judges? How often are the MOUs reviewed?

4. How does the program regularly communicate with the judiciary for input on satisfaction and

recommendations?

Volunteer Status

1. Are volunteers appointed as GAL? If no, summarize your understanding of why they are

not.

2. Does the current process for case assignment allow for appropriate matching with

volunteers?

3. Is there a written referral criteria which requires the program and judges to collaboratively

determine which cases can be effectively served based on program resources, capacities,

statutory authority and mission?

4. Is CASA appointed at the earliest possible stage of the court proceedings?

5. Are hearings scheduled in a way that minimizes wait time for volunteers?

6. Do judges acknowledge the volunteer during hearings? Do volunteers testify? Do volunteers

stand with other parties to the case? Do judges directly solicit input from volunteers?

7. Do judges indicate that they have read the CASA report?

8. Are the recommendations included in the CASA report given due consideration by the

judges?

9. Do judges direct the CASA program to provide services outside the scope of their mission?

Recruitment and Retention

1. Do judges assist in volunteer pre-service training? In-service training?

2. Do judges participate in volunteer recognition activities and events?

3. Do judges speak in support of CASA to the media or other community groups?

4. Do judges convey their personal appreciation to individual CASA volunteers?


General

1. Does the CASA program formally recognize its judges for their service in the child

protection system?

2. Does the CASA program conduct surveys of its judges to assist in program evaluation?

3. Do CASA staff and/or board members participate in other systems collaborations that serve

to strengthen the child protection system?

4. Do judges participate in judicial training designed to inform best practices in child protection

courts?


SWOT Questions: Fund Development

Fund Development Culture

1. Is financial support communicated to prospective board members as an expectation of

membership?

2. Do all current board members contribute financially to the program?

3. Do board members sign an agreement or written pledge of financial support?

4. Does the program have key individuals involved in fund development who have engaging

personalities, who are articulate, and who are not afraid to seek out prospects?

5. Are staff members given the opportunity to be workplace donors?

6. Has the board and staff received training on fundraising, specifically making “the ask” for

funds?

7. Has the board and staff received training on being ambassadors for CASA - articulating the

CASA story and the impact it makes in the community?

8. Does the program have board adopted policies regarding fund development and fundraising

activities? Are they effective? Helpful? Utilized regularly?

9. Does the program follow the Association of Fundraising Professionals’ Code of Ethics?

Planning

1. Does the program have an annual fund development plan that is approved by the board?

2. Who coordinates and ensures oversight of the program’s fund development activities?

3. Is current funding well diversified between revenue sources?

4. Has the board appointed a Fund Development Committee (FDC) with the depth of skills,

focus and creativity to develop a diverse plan and organize for the ongoing implementation

of fund development activities?

5. Has the FDC reviewed the organization’s mission, goals, and objectives in light of the

desired growth?

6. Has the FDC written a compelling case statement that provides the rationale for its efforts?

7. Are board and staff members able to articulate the case for support in a clear, concise way?

8. Does the program evaluate its funding sources annually to determine if it is heavily reliant on

1-2 donors or grant makers?

9. In creating the annual development plan, is there a strategy for increasing diversity in the

donor base? (Ex: acquiring more individual and corporate donors)

10. Are there benchmarks and measures of success that the FDC and the board have adopted?


Activities

1. Are fund development activities chosen from a broad range of strategies that target diverse

sources?

special events

annual fund

corporate giving

foundation and grant writing

major gifts

planned giving

capital campaign

website/online giving

2. Do fund development activities always include volunteer recruitment opportunities?

3. Are the tasks of funding activities balanced between board and staff?

4. Does the program invite participation from its volunteers in fund development activities?

5. Are accountability measures and accurate reporting built into every activity?

6. Are fund development activities evaluated annually for effectiveness?

7. Does the program utilize social media and marketing tools for the purpose of generating

revenue?


Critical Area: Community Engagement

Communications Plan

1. Who is primarily responsible for carrying out communications related duties?

2. Does the program have a current communications plan?

3. Does the plan include strategies for reaching diverse demographics?

4. Does the plan include strategies for responding to a crisis?

Branding

1. Rate the community awareness of your program on a scale of 1 to 5 (1 being very low). Rate

for each of the counties you serve.

2. Does the program utilize a National CASA recognized logo on all materials?

3. Does the program have a website?

4. Has the website been evaluated by persons familiar (volunteer, staff, board) and persons

unfamiliar with the program?

5. Does the office have appropriate signage?

Media Relations

1. Describe current media contacts and efforts.

2. Does the program have a current staff member who has attended Texas CASA or other media

training?

3. Are relationships with media sources on a first name, friendly and professional basis?

4. Does the program utilize both earned and paid media?

5. Has the program ever been the target of negative press?

Innovation

1. Does the current communications plan utilize the latest social media and social marketing

tools? (Facebook, Twitter, electronic newsletters, etc.) Give examples.

2. Is the program’s website utilized as a recruitment tool?

3. Are the numbers of website visits tracked on a regular basis?


Best Practices in Recruitment

1. Has the program completed a 360° evaluation of its volunteer-centeredness?

2. Has the program provided recent training for staff, volunteers and board members on word of

mouth recruitment techniques?

3. Does the program have a recruitment team?

4. Does the program have specific annual recruitment and retention goals?

5. Do recruitment strategies target broad demographics? Racial and ethnic backgrounds?

Gender? Socio-economic status? Geography? Age?

6. Does the program utilize every contact with potential volunteers as opportunities to screen

and allow for self-screening?

7. Are volunteers well qualified to carry out their roles and responsibilities following pre-

service training?

8. Do staff members who supervise volunteers have educational or work experience in the

management of people?

9. Does the program offer avenues for strengthening the volunteer management skills of staff?

10. Does the program provide a varied in-service training schedule to advance the skills and

knowledge of its volunteers?

11. Are volunteers regularly invited to provide feedback regarding their experiences in the

program?

12. Are volunteers invited to invest further in the program through service in non-advocacy

roles?

Stakeholder Relationships

1. Does the program have a current MOU that defines the working relationship with CPS? How

often is the MOU reviewed?

2. Does the program regularly communicate with CPS staff regarding their satisfaction with the

program and solicit recommendations for improving program effectiveness?

3. Do staff members, volunteers or board members routinely participate in stakeholder forums

or trainings?

4. Do subject matter experts from the community assist in training volunteers?

5. Do CASA staff members provide training to stakeholders on the role of CASA?

6. Does CPS provide training to CASA staff?

7. Has the program engaged with its elected representatives? Staff, board, volunteers?


Critical Area: Diversified Board of Directors

Size

1. Is the current board membership large enough to accomplish its primary duties?

2. Is the current board membership large enough to support sub-committees within its standing

committees when appropriate?

3. Does the board have a quorum at every meeting?

Composition

1. Does the board include representation from key constituencies including past volunteers,

related professionals (attorneys, social workers, public relations) and business or corporate

sectors?

2. Is the board well diversified across demographics including race and ethnicity, age, gender

and geography?

3. Has the board completed a composition analysis in the past 12 months?

4. Has the board completed a board profile of areas of expertise in the past 12 months?

Culture

1. Rate the board’s passion for the program’s mission on a scale of one to five (one being very

low).

2. Rate the board’s ownership of the program’s mission on a scale of one to five (one being

very low).

3. Does every board meeting include a mission moment?

4. Do board members regularly hear from volunteers about the work they are doing?

5. Do board members attend court?

6. How often do board members prematurely leave the board?

7. Are board meetings well attended?

8. Is the work of the board done primarily through effective committee work?

Development

1. Does the board have a standing nominating committee that oversees the recruitment,

selection and training of new board members?

2. Does the board utilize a written application for membership? Has the application been

recently reviewed?


3. Does the board have a formal interview process for prospective members?

4. Does the board have a job description that explains the scope of work and responsibilities

expected of board members?

5. Does the program conduct board orientation for every new member?

6. Do new board members receive a board manual?

7. Does the board engage in ongoing training designed to improve their understanding of the

program’s mission and enhance the board’s governing capabilities?

8. Are board members regularly recognized for their commitment and service?

9. Does the board set aside time for strategic planning and regularly review the current strategic

plan?

Relationship with Staff

1. Do the executive director and the board president communicate in a consistent, meaningful

and positive manner?

2. Are the distinctions in roles and responsibilities between the board and staff made clear to

both?

3. Is the executive director included in identifying prospective new board members?

4. Is the executive director included in providing training and mission oriented education to the

board?

5. Does the program provide opportunities for board members and staff to meet and interact?

6. Are staff members given opportunities to serve on board committees?

7. Does the board provide an annual performance evaluation for the executive director?


Critical Area: Organizational Excellence

Diversity and Inclusion

1. Does the program utilize a diversification plan to ensure that staff, volunteers and board

members reflect the racial, ethnic, socioeconomic and full cultural mix of the community?

2. Does the program offer training on understanding racial and ethnic identity on both a

personal level and as it relates to advocacy for children?

3. Does the program’s public image reflect their commitment to diversity? Print materials,

office environment, media, website, etc?

Quality Advocacy

1. What is the annual volunteer to case ratio?

2. Have all volunteer trainers participated in National CASA’s Training of Facilitators class?

3. Is the program’s volunteer retention rate used as part of strategic planning around retaining

quality, tenured volunteers?

4. Are volunteers familiar with Minimum Expectations of Service on a Case?

5. Are volunteers trained and encouraged to advocate beyond minimum expectations?

6. Does the program have current non-compliance findings from either a Texas CASA or

National CASA quality assurance review?

7. Is a copy of the Texas CASA standards provided to every staff member? Board member?

8. Does the program conduct regular audits for minimum expectations, volunteer and case files

and statistical data?

9. Are program policies and procedures reviewed on a regular basis and updated when

necessary?

10. Does the program seek feedback from its constituents? Volunteers, judges, stakeholders,

parents, etc.

Statistical Reporting

1. What software is used to record and report case and volunteer statistical information?

2. Who is responsible for entering data? If only one position, are others trained as back-ups?

3. Does the program conduct regular statistical data audits?

4. Are quarterly statistics submitted to Texas CASA on a timely basis?

5. How often do quarterly statistics require revision due to error?


Office Operations

1. Are the human resources currently allocated to office administration adequate to meet the

needs?

2. Is the telephone routinely answered by administrative staff? If not, please describe

alternative.

3. Are visitors to the office routinely greeted by administrative staff? If not, please describe

alternative.

Financial

1. What staff position is currently responsible for financial recordkeeping?

2. Describe the oversight mechanisms in place designed to minimize risk in financial

management.

3. Has the program received a significant audit finding in the past 5 years?

Grant Management

1. Are grant applications, reports, budget documentation and RFR’s submitted on a timely

basis?

2. How often are grant documents returned due to error?

Human Resources

1. Does the program follow best practices in recruitment, screening and selection of new

employees?

2. Do new employees receive a formal orientation?

3. Describe how new employees are trained.

4. Are all new employees required to participate in volunteer pre-service training?

5. Are personnel files kept in a secured location and maintained with all necessary and

appropriate documentation?

6. Are HR policies and procedures reviewed annually, including an employee handbook?

Volunteer and Case Files

1. Does the program conduct routine volunteer and case file audits?

2. Does the program have a clear policy on the use of electronic communications, including

record retention, open records liability and confidentiality?


Sample - SWOT Analysis Session Agenda

Amarillo Area CASA SWOT Session July 27, 2011

AGENDA

12:00-12:30 Lunch, Introductions, Overview of Session-Facilitator

12:30-12:45 Review of Growth Planning Process-GPC Chair

12:45-1:15 Mission and Vision Statements-Facilitator and ED

1:15-1:30 Explanation of SWOT-Facilitator

1:30-2:30 Small Group SWOT by Critical Issue

2:30-2:40 Break

2:40-4:00 SWOT Presentations

4:00-4:15 SWOT Voting-Facilitator

4:15-5:00 Presentation of Goals-ED


Sample SWOT Analysis Session Presentation

Strategic Growth Planning

SWOT ANALYSIS SESSION

Sample Presentation

Growth Planning To Date

• Program leaders initiated process• Texas CASA provided resources for forming the

GPC and plan development• Committee members recruited and chairs

selected• Components 1-3 of Plan are completed and

approved by BOD

Components 1-3

1. Historical Overview2. Data Analysis3. Current Overview

-The Foundation-The Results-The Starting Point

Components 4-6

4. SWOT5. Goal Setting6. Action Plans

-The Honest Evaluation-The Way to our Vision-The Map to Success

Vision Statement

Defines the way an organization or enterprise will look in the future. Vision statements represent a long-term view, sometimes describing how the organization would like the world to be in which it operates. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."

Anytown CASA Vision Statement

Insert Your Local CASA Vision Statement Here


Mission Statement

A concise description of the purpose of the organization. It answers the question: Why does our organization exist? When answering this question, include the nature of your services, groups of clients that you serve and how you serve them.

Mission Statement Standards

Standard 1.A.1 – A CASA program has a mission statement that:• Is consistent with National CASA and Texas CASA standards

and mission• Is written• Is adopted by the program’s Board

Texas CASA and National CASA Mission Statements

Texas CASA partners with the CASA community to be a voice for abused or neglected children through the power of volunteer advocacy and change in the child protection system.

The mission of the National Court Appointed Special Advocate (CASA) Association, together with its state and local members, is to support and promote court-appointed volunteer advocacy so that every abused or neglected child can be safe, establish permanence and have the opportunity to thrive.

Anytown CASA Mission Statement

Insert Your Local CASA Mission Statement here.

Sample SWOT Analysis

Strengths

Opportunities

Weaknesses

Threats

• Existing external factors that can help the program but have not yet been seized

• Action: Seek, learn and leverage• Examples: Demographic changes, new

business development, new media outlets, a strong economy, etc.

• Existing or potential external factors that may negatively affect the program

• Action: Anticipate and plan• Examples: Poor economy, potential cuts

in funding, competing non-profit organizations, etc.

SWOT Analysis Description

• Existing internal factors that help the program

• Action: Leverage and Grow• General Examples: Good cash flow,

strong management team, engaged and knowledgeable staff, etc.

• Existing internal factors that hurt the program or limit the effectiveness of it

• Action: Stop and Fix• General Examples: High employee

turnover, cuts in funding, organizational dysfunction

JudicialEngagement

Fund Development



OrganizationalLeadership

Administrative Competency

Strengths Strengths Strengths Strengths Strengths Strengths

Weaknesses

Opportunities

Threats

Weaknesses Weaknesses Weaknesses Weaknesses Weaknesses

Opportunities Opportunities OpportunitiesOpportunities Opportunities

Threats Threats ThreatsThreats Threats

Anytown CASA SWOT Analysis


SWOT Analysis Template

Executive Leadership Judicial Engagement Fund Development Community Engagement




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Sample Completed SWOT Analysis Template

Fund Development Community Engagement Board Development Org. Leadership & Admin Judicial Support Strengths Strengths Strengths Strengths Strengths

Strong Executive Director: ability to write grants

Annual participation in almost 100 diverse community activities by staff, volunteers & board members

Board knows mission and takes ownership

Strong ED: knowledge of system, relationships in community, CASA history, grant-writing, etc.

CASA volunteers in two counties are appointed as Guardian Ad Litem (GAL)

CASA has strong and “marketable” cause: save taxes, positive impact for foster kids, clear mission

Positive, consistent communication with recognition of local political figures

The Board has past advocates: lawyers, social worker, accountants, business people, teachers, etc.

Executive Director, staff and key volunteers have strong relationships w/ TX CASA

Some judges acknowledge and get volunteer input in hearings; volunteers testify

There is unity toward mission within the entire organization

Committed staff; always willing to participate in community events when needed

Board always has a quorum Staff is committed to the CASA cause and has depth of experience

Some judges speak in support of CASA to media and other community groups

Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations No donor management tracking system – no single database of donors

Lose too many volunteers between 1) swearing-in and first case, and 2) after first case

Board does not have strong committees

Lack of working space in the CASA office

No consistent requests from CASA to judiciary for feedback on satisfaction and recommendations

Need a balance on profits; currently rely too much on Government funding verses Fund raising

Visible and recognizable branding; CASA logo s/b instant reminder of CASA’s mission for general public

Board is not ethnically diverse Need a more formalized employee performance management system

Volunteers in one county are not appointed as GALs

There is no board-adopted fund development plan

Improve consistency of uniform communications and monitoring of comm. by all CASA constituents

Not all members are active in terms of ownership and passion

Need for more administrative staff Some judges do not acknowledge volunteers during hearings

Opportunities Opportunities Opportunities Opportunities Opportunities Funding Plan – Map out targets for Major Donors

Leverage the unique talents and abilities of the volunteers

Members from the corporate/business sector

Dev. Director position (strong) Increase staff/board participation in other systems that strengthen the child protective system

More training on the “ask” for funds Increase the quality and current messaging on the website; track the website traffic

Stronger nominating committee for solicitation

Implementing a performance system that can include career development, rewards, team leaders

Influence change and reduce inconsistencies process: CASAs as GALs; judges assist in vol training

Fund development staff & more staff support

Increase number and quality of strategic alliances and venues for CASA recruitment messaging

Make board more attractive to high profile people in the county

TX CASA growth funding Judge participation in judicial training on child protection court best practices; CASA rep at training

Threats Threats Threats Threats Threats Economy Competition for volunteers,

donations and board members with other non-profit orgs

Average volunteers in the US are middle age plus Anglo women – need a more representative vol base

Liability – lack of knowledge of legal responsibilities and guidelines – risk

One judge directs CASA to provide services outside the scope of the mission

Too much funding in state & federal grants

May lose volunteers w/o a change to current post-training contact and strong social network for volunteers

Some members don’t like to ask for funds

Funding issues – liability – if Open Records training is not provided

Judges do not acknowledge volunteer, volunteers do not stand, and input is not solicited from CASAs

Competition from other organizations

Involvement in too many events (without knowing positive return on investment of time and $$$)

People are busy; ability to devote time to CASA activities limited

Poor economy – people need to work and not much time for volunteering

Changes in legislators, representatives or judges


Sa

mpl

e C

ompl

eted

SW

OT

Ana

lysis

Tem

plat

e

Fund

Dev

elop

men

t Co

mm

unit

y En

gage

men

t Bo

ard

Dev

elop

men

t O

rg.

Lead

ersh

ip &

Adm

in

Judi

cial

Sup

port

St

reng

ths

Stre

ngth

s St

reng

ths

Stre

ngth

s St

reng

ths

Stro

ng E

xecu

tive

Dir

ecto

r: a

bilit

y to

w

rite

gra

nts

Ann

ual p

artic

ipat

ion

in a

lmos

t 100

di

vers

e co

mm

unity

act

iviti

es b

y st

aff,

volu

ntee

rs &

boa

rd m

embe

rs

Boar

d kn

ows

mis

sion

and

take

s ow

ners

hip

Stro

ng E

D: k

now

ledg

e of

sys

tem

, re

latio

nshi

ps in

com

mun

ity, C

ASA

hi

stor

y, g

rant

-wri

ting,

etc

.

CASA

vol

unte

ers

in tw

o co

untie

s ar

e ap

poin

ted

as G

uard

ian

Ad

Lite

m

(GA

L)

CA

SA h

as s

tro

ng

and

“m

arke

tab

le”

caus

e: s

ave

taxe

s, p

ositi

ve im

pact

fo

r fos

ter

kids

, cle

ar m

issi

on

Posi

tive,

con

sist

ent c

omm

unic

atio

n w

ith r

ecog

nitio

n of

loca

l pol

itica

l fig

ures

The

Boar

d ha

s pa

st a

dvoc

ates

: la

wye

rs, s

ocia

l wor

ker,

acc

ount

ants

, bu

sine

ss p

eopl

e, te

ache

rs, e

tc.

Exec

utiv

e D

irec

tor,

sta

ff a

nd k

ey

volu

ntee

rs h

ave

stro

ng r

elat

ions

hips

w

/ TX

CA

SA

Som

e ju

dges

ack

now

ledg

e an

d ge

t vo

lunt

eer i

nput

in h

eari

ngs;

vo

lunt

eers

test

ify

Ther

e is

uni

ty to

war

d m

issi

on w

ithin

th

e en

tire

orga

niza

tion

Co

mm

itted

sta

ff; a

lway

s w

illin

g to

pa

rtic

ipat

e in

com

mun

ity e

vent

s w

hen

need

ed

Boar

d al

way

s ha

s a

quor

um

Staf

f is

com

mitt

ed to

the

CASA

ca

use

and

has

dept

h of

exp

erie

nce

Som

e ju

dges

spe

ak in

sup

port

of

CASA

to m

edia

and

oth

er c

omm

unity

gr

oups

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

N

o do

nor m

anag

emen

t tra

ckin

g sy

stem

– n

o si

ngle

dat

abas

e of

do

nors

Lose

too

man

y vo

lunt

eers

bet

wee

n 1)

sw

eari

ng-in

and

firs

t cas

e, a

nd 2

) af

ter f

irst

cas

e

Boar

d do

es n

ot h

ave

stro

ng

com

mitt

ees

Lack

of w

orki

ng s

pace

in th

e CA

SA

offic

e N

o co

nsis

tent

req

uest

s fr

om C

ASA

to

judi

ciar

y fo

r fee

dbac

k on

sat

isfa

ctio

n an

d re

com

men

dati

ons

Nee

d a

bala

nce

on p

rofit

s; c

urre

ntly

re

ly to

o m

uch

on G

over

nmen

t fu

ndin

g ve

rses

Fun

d ra

isin

g

Visi

ble

and

reco

gniz

able

bra

ndin

g;

CASA

logo

s/b

inst

ant r

emin

der o

f C

ASA

’s m

issi

on

fo

r ge

ner

al p

ub

lic

Boar

d is

not

eth

nica

lly d

iver

se

Nee

d a

mor

e fo

rmal

ized

em

ploy

ee

perf

orm

ance

man

agem

ent s

yste

m

Volu

ntee

rs in

one

cou

nty

are

not

appo

inte

d as

GA

Ls

Ther

e is

no

boar

d-ad

opte

d fu

nd

deve

lopm

ent p

lan

Impr

ove

cons

iste

ncy

of u

nifo

rm

com

mun

icat

ions

and

mon

itori

ng o

f co

mm

. by

all C

ASA

con

stitu

ents

Not

all

mem

bers

are

act

ive

in te

rms

of o

wne

rshi

p an

d pa

ssio

n N

eed

for

mor

e ad

min

istr

ativ

e st

aff

Som

e ju

dges

do

not a

ckno

wle

dge

volu

ntee

rs d

urin

g he

arin

gs

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Fund

ing

Plan

– M

ap o

ut ta

rget

s fo

r M

ajor

Don

ors

Le

vera

ge th

e un

ique

tale

nts

and

abili

ties

of th

e vo

lunt

eers

M

embe

rs fr

om th

e co

rpor

ate/

busi

ness

sec

tor

Dev

. Dir

ecto

r pos

itio

n (s

tron

g)

Incr

ease

sta

ff/b

oard

par

ticip

atio

n in

ot

her s

yste

ms

that

str

engt

hen

the

child

pro

tect

ive

syst

em

Mo

re t

rain

ing

on

th

e “a

sk”

for

fun

ds

Incr

ease

the

qual

ity a

nd c

urre

nt

mes

sagi

ng o

n th

e w

ebsi

te; t

rack

the

web

site

traf

fic

Stro

nger

nom

inat

ing

com

mitt

ee fo

r so

licita

tion

Impl

emen

ting

a pe

rfor

man

ce s

yste

m

that

can

incl

ude

care

er

deve

lopm

ent,

rew

ards

, tea

m le

ader

s

Influ

ence

cha

nge

and

redu

ce

inco

nsis

tenc

ies

proc

ess:

CA

SAs

as

GA

Ls;

judg

es a

ssis

t in

vol t

rain

ing

Fund

dev

elop

men

t sta

ff &

mor

e st

aff s

uppo

rt

Incr

ease

num

ber

and

qual

ity o

f st

rate

gic

allia

nces

and

ven

ues

for

CASA

rec

ruitm

ent m

essa

ging

Mak

e bo

ard

mor

e at

trac

tive

to h

igh

prof

ile p

eopl

e in

the

coun

ty

TX C

ASA

gro

wth

fund

ing

Judg

e pa

rtic

ipat

ion

in ju

dici

al tr

aini

ng

on c

hild

pro

tect

ion

cour

t bes

t pr

actic

es; C

ASA

rep

at t

rain

ing

Thre

ats

Thre

ats

Thre

ats

Thre

ats

Thre

ats

Econ

omy

Com

petit

ion

for v

olun

teer

s,

dona

tions

and

boa

rd m

embe

rs w

ith

othe

r non

-pro

fit o

rgs

Ave

rage

vol

unte

ers

in th

e U

S ar

e m

iddl

e ag

e pl

us A

nglo

wom

en –

nee

d a

mor

e re

pres

enta

tive

vol b

ase

Liab

ility

– la

ck o

f kno

wle

dge

of le

gal

resp

onsi

bilit

ies

and

guid

elin

es –

risk

O

ne ju

dge

dire

cts

CASA

to p

rovi

de

serv

ices

out

side

the

scop

e of

the

mis

sion

To

o m

uch

fund

ing

in s

tate

& fe

dera

l gr

ants

M

ay lo

se v

olun

teer

s w

/o a

cha

nge

to

curr

ent p

ost-

trai

ning

con

tact

and

st

rong

soc

ial n

etw

ork

for

volu

ntee

rs

Som

e m

emb

ers

do

n’t

like

to a

sk fo

r fu

nds

Fund

ing

issu

es –

liab

ility

– if

Ope

n Re

cord

s tr

aini

ng is

not

pro

vide

d Ju

dges

do

not a

ckno

wle

dge

volu

ntee

r, v

olun

teer

s do

not

sta

nd,

and

inpu

t is

not s

olic

ited

from

CA

SAs

Com

petit

ion

from

oth

er

orga

niza

tions

In

volv

emen

t in

too

man

y ev

ents

(w

ithou

t kno

win

g po

sitiv

e re

turn

on

inve

stm

ent o

f tim

e an

d $$

$)

Peop

le a

re b

usy;

abi

lity

to d

evot

e tim

e to

CA

SA a

ctiv

ities

lim

ited

Poor

eco

nom

y –

peop

le n

eed

to

wor

k an

d no

t muc

h tim

e fo

r vo

lunt

eeri

ng

Chan

ges

in le

gisl

ator

s,

repr

esen

tativ

es o

r ju

dges

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

69

Sample Completed SWOT Analysis Template

Fund Development Community Engagement Board Development Org. Leadership & Admin Judicial Support Strengths Strengths Strengths Strengths Strengths

Strong Executive Director: ability to write grants

Annual participation in almost 100 diverse community activities by staff, volunteers & board members

Board knows mission and takes ownership

Strong ED: knowledge of system, relationships in community, CASA history, grant-writing, etc.

CASA volunteers in two counties are appointed as Guardian Ad Litem (GAL)

CASA has strong and “marketable” cause: save taxes, positive impact for foster kids, clear mission

Positive, consistent communication with recognition of local political figures

The Board has past advocates: lawyers, social worker, accountants, business people, teachers, etc.

Executive Director, staff and key volunteers have strong relationships w/ TX CASA

Some judges acknowledge and get volunteer input in hearings; volunteers testify

There is unity toward mission within the entire organization

Committed staff; always willing to participate in community events when needed

Board always has a quorum Staff is committed to the CASA cause and has depth of experience

Some judges speak in support of CASA to media and other community groups

Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations Weaknesses / Limitations No donor management tracking system – no single database of donors

Lose too many volunteers between 1) swearing-in and first case, and 2) after first case

Board does not have strong committees

Lack of working space in the CASA office

No consistent requests from CASA to judiciary for feedback on satisfaction and recommendations

Need a balance on profits; currently rely too much on Government funding verses Fund raising

Visible and recognizable branding; CASA logo s/b instant reminder of CASA’s mission for general public

Board is not ethnically diverse Need a more formalized employee performance management system

Volunteers in one county are not appointed as GALs

There is no board-adopted fund development plan

Improve consistency of uniform communications and monitoring of comm. by all CASA constituents

Not all members are active in terms of ownership and passion

Need for more administrative staff Some judges do not acknowledge volunteers during hearings

Opportunities Opportunities Opportunities Opportunities Opportunities Funding Plan – Map out targets for Major Donors

Leverage the unique talents and abilities of the volunteers

Members from the corporate/business sector

Dev. Director position (strong) Increase staff/board participation in other systems that strengthen the child protective system

More training on the “ask” for funds Increase the quality and current messaging on the website; track the website traffic

Stronger nominating committee for solicitation

Implementing a performance system that can include career development, rewards, team leaders

Influence change and reduce inconsistencies process: CASAs as GALs; judges assist in vol training

Fund development staff & more staff support

Increase number and quality of strategic alliances and venues for CASA recruitment messaging

Make board more attractive to high profile people in the county

TX CASA growth funding Judge participation in judicial training on child protection court best practices; CASA rep at training

Threats Threats Threats Threats Threats Economy Competition for volunteers,

donations and board members with other non-profit orgs

Average volunteers in the US are middle age plus Anglo women – need a more representative vol base

Liability – lack of knowledge of legal responsibilities and guidelines – risk

One judge directs CASA to provide services outside the scope of the mission

Too much funding in state & federal grants

May lose volunteers w/o a change to current post-training contact and strong social network for volunteers

Some members don’t like to ask for funds

Funding issues – liability – if Open Records training is not provided

Judges do not acknowledge volunteer, volunteers do not stand, and input is not solicited from CASAs

Competition from other organizations

Involvement in too many events (without knowing positive return on investment of time and $$$)

People are busy; ability to devote time to CASA activities limited

Poor economy – people need to work and not much time for volunteering

Changes in legislators, representatives or judges


Sa

mpl

e C

ompl

eted

SW

OT

Ana

lysis

Tem

plat

e

Fund

Dev

elop

men

t Co

mm

unit

y En

gage

men

t Bo

ard

Dev

elop

men

t O

rg.

Lead

ersh

ip &

Adm

in

Judi

cial

Sup

port

St

reng

ths

Stre

ngth

s St

reng

ths

Stre

ngth

s St

reng

ths

Stro

ng E

xecu

tive

Dir

ecto

r: a

bilit

y to

w

rite

gra

nts

Ann

ual p

artic

ipat

ion

in a

lmos

t 100

di

vers

e co

mm

unity

act

iviti

es b

y st

aff,

volu

ntee

rs &

boa

rd m

embe

rs

Boar

d kn

ows

mis

sion

and

take

s ow

ners

hip

Stro

ng E

D: k

now

ledg

e of

sys

tem

, re

latio

nshi

ps in

com

mun

ity, C

ASA

hi

stor

y, g

rant

-wri

ting,

etc

.

CASA

vol

unte

ers

in tw

o co

untie

s ar

e ap

poin

ted

as G

uard

ian

Ad

Lite

m

(GA

L)

CA

SA h

as s

tro

ng

and

“m

arke

tab

le”

caus

e: s

ave

taxe

s, p

ositi

ve im

pact

fo

r fos

ter

kids

, cle

ar m

issi

on

Posi

tive,

con

sist

ent c

omm

unic

atio

n w

ith r

ecog

nitio

n of

loca

l pol

itica

l fig

ures

The

Boar

d ha

s pa

st a

dvoc

ates

: la

wye

rs, s

ocia

l wor

ker,

acc

ount

ants

, bu

sine

ss p

eopl

e, te

ache

rs, e

tc.

Exec

utiv

e D

irec

tor,

sta

ff a

nd k

ey

volu

ntee

rs h

ave

stro

ng r

elat

ions

hips

w

/ TX

CA

SA

Som

e ju

dges

ack

now

ledg

e an

d ge

t vo

lunt

eer i

nput

in h

eari

ngs;

vo

lunt

eers

test

ify

Ther

e is

uni

ty to

war

d m

issi

on w

ithin

th

e en

tire

orga

niza

tion

Co

mm

itted

sta

ff; a

lway

s w

illin

g to

pa

rtic

ipat

e in

com

mun

ity e

vent

s w

hen

need

ed

Boar

d al

way

s ha

s a

quor

um

Staf

f is

com

mitt

ed to

the

CASA

ca

use

and

has

dept

h of

exp

erie

nce

Som

e ju

dges

spe

ak in

sup

port

of

CASA

to m

edia

and

oth

er c

omm

unity

gr

oups

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

W

eakn

esse

s /

Lim

itat

ions

N

o do

nor m

anag

emen

t tra

ckin

g sy

stem

– n

o si

ngle

dat

abas

e of

do

nors

Lose

too

man

y vo

lunt

eers

bet

wee

n 1)

sw

eari

ng-in

and

firs

t cas

e, a

nd 2

) af

ter f

irst

cas

e

Boar

d do

es n

ot h

ave

stro

ng

com

mitt

ees

Lack

of w

orki

ng s

pace

in th

e CA

SA

offic

e N

o co

nsis

tent

req

uest

s fr

om C

ASA

to

judi

ciar

y fo

r fee

dbac

k on

sat

isfa

ctio

n an

d re

com

men

dati

ons

Nee

d a

bala

nce

on p

rofit

s; c

urre

ntly

re

ly to

o m

uch

on G

over

nmen

t fu

ndin

g ve

rses

Fun

d ra

isin

g

Visi

ble

and

reco

gniz

able

bra

ndin

g;

CASA

logo

s/b

inst

ant r

emin

der o

f C

ASA

’s m

issi

on

fo

r ge

ner

al p

ub

lic

Boar

d is

not

eth

nica

lly d

iver

se

Nee

d a

mor

e fo

rmal

ized

em

ploy

ee

perf

orm

ance

man

agem

ent s

yste

m

Volu

ntee

rs in

one

cou

nty

are

not

appo

inte

d as

GA

Ls

Ther

e is

no

boar

d-ad

opte

d fu

nd

deve

lopm

ent p

lan

Impr

ove

cons

iste

ncy

of u

nifo

rm

com

mun

icat

ions

and

mon

itori

ng o

f co

mm

. by

all C

ASA

con

stitu

ents

Not

all

mem

bers

are

act

ive

in te

rms

of o

wne

rshi

p an

d pa

ssio

n N

eed

for

mor

e ad

min

istr

ativ

e st

aff

Som

e ju

dges

do

not a

ckno

wle

dge

volu

ntee

rs d

urin

g he

arin

gs

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Opp

ortu

niti

es

Fund

ing

Plan

– M

ap o

ut ta

rget

s fo

r M

ajor

Don

ors

Le

vera

ge th

e un

ique

tale

nts

and

abili

ties

of th

e vo

lunt

eers

M

embe

rs fr

om th

e co

rpor

ate/

busi

ness

sec

tor

Dev

. Dir

ecto

r pos

itio

n (s

tron

g)

Incr

ease

sta

ff/b

oard

par

ticip

atio

n in

ot

her s

yste

ms

that

str

engt

hen

the

child

pro

tect

ive

syst

em

Mo

re t

rain

ing

on

th

e “a

sk”

for

fun

ds

Incr

ease

the

qual

ity a

nd c

urre

nt

mes

sagi

ng o

n th

e w

ebsi

te; t

rack

the

web

site

traf

fic

Stro

nger

nom

inat

ing

com

mitt

ee fo

r so

licita

tion

Impl

emen

ting

a pe

rfor

man

ce s

yste

m

that

can

incl

ude

care

er

deve

lopm

ent,

rew

ards

, tea

m le

ader

s

Influ

ence

cha

nge

and

redu

ce

inco

nsis

tenc

ies

proc

ess:

CA

SAs

as

GA

Ls;

judg

es a

ssis

t in

vol t

rain

ing

Fund

dev

elop

men

t sta

ff &

mor

e st

aff s

uppo

rt

Incr

ease

num

ber

and

qual

ity o

f st

rate

gic

allia

nces

and

ven

ues

for

CASA

rec

ruitm

ent m

essa

ging

Mak

e bo

ard

mor

e at

trac

tive

to h

igh

prof

ile p

eopl

e in

the

coun

ty

TX C

ASA

gro

wth

fund

ing

Judg

e pa

rtic

ipat

ion

in ju

dici

al tr

aini

ng

on c

hild

pro

tect

ion

cour

t bes

t pr

actic

es; C

ASA

rep

at t

rain

ing

Thre

ats

Thre

ats

Thre

ats

Thre

ats

Thre

ats

Econ

omy

Com

petit

ion

for v

olun

teer

s,

dona

tions

and

boa

rd m

embe

rs w

ith

othe

r non

-pro

fit o

rgs

Ave

rage

vol

unte

ers

in th

e U

S ar

e m

iddl

e ag

e pl

us A

nglo

wom

en –

nee

d a

mor

e re

pres

enta

tive

vol b

ase

Liab

ility

– la

ck o

f kno

wle

dge

of le

gal

resp

onsi

bilit

ies

and

guid

elin

es –

risk

O

ne ju

dge

dire

cts

CASA

to p

rovi

de

serv

ices

out

side

the

scop

e of

the

mis

sion

To

o m

uch

fund

ing

in s

tate

& fe

dera

l gr

ants

M

ay lo

se v

olun

teer

s w

/o a

cha

nge

to

curr

ent p

ost-

trai

ning

con

tact

and

st

rong

soc

ial n

etw

ork

for

volu

ntee

rs

Som

e m

emb

ers

do

n’t

like

to a

sk fo

r fu

nds

Fund

ing

issu

es –

liab

ility

– if

Ope

n Re

cord

s tr

aini

ng is

not

pro

vide

d Ju

dges

do

not a

ckno

wle

dge

volu

ntee

r, v

olun

teer

s do

not

sta

nd,

and

inpu

t is

not s

olic

ited

from

CA

SAs

Com

petit

ion

from

oth

er

orga

niza

tions

In

volv

emen

t in

too

man

y ev

ents

(w

ithou

t kno

win

g po

sitiv

e re

turn

on

inve

stm

ent o

f tim

e an

d $$

$)

Peop

le a

re b

usy;

abi

lity

to d

evot

e tim

e to

CA

SA a

ctiv

ities

lim

ited

Poor

eco

nom

y –

peop

le n

eed

to

wor

k an

d no

t muc

h tim

e fo

r vo

lunt

eeri

ng

Chan

ges

in le

gisl

ator

s,

repr

esen

tativ

es o

r ju

dges

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

69

Growth Projection Worksheet GROWTH PROJECTION FOR:

1. Number of children in legal custody of CPS in my counties each year:20082009201020112012

Average Change

2.a. Percentage of annual growth based on 7 year average from the DFPS databook: #DIV/0!

2.b. Percentage of annual growth as projected by the program (see instructions)

3. Goal by % of children to serve annually: FY 2012 FY 2013 FY 2014FY 2015 FY 2016 FY 2017

4. Goal by % of your cases served by staff: FY 2012 FY 2013 FY 2014FY 2015 FY 2016 FY 2017

5. Total Number of Assigned Volunteers in FY 2012:6. Total Number of Trained Volunteers in FY 2012:7. Average number of cases served per volunteer: FY 2012 #DIV/0! FY 2013 FY 2014

FY 2015 FY 2016 FY 20178. Your retention rate: FY 2012 FY 2013 FY 2014

FY 2015 FY 2016 FY 20179. Demographics of children served: Hispanic Afr. Am. Caucasian

Year

Estimated Children in State Care per Year

Estimated # of CPS

Cases per Year

Goal: # of CPS

Children served by

CASA Program Per Year

Goal: # of CPS

CasesServed

by CASA Program

Goal: Total # of Assigned

Volunteers Per Year

Minimum # of

Supervisors required

# of CasesServed

by CASA Staff

# of Volunteers needed to

replacestaff

# of Volunteers

to Train

# of Hispanic

Volunteers to recruit

# of African

American Volunteers to recruit

# of Caucasian Volunteers to recruit

Actual 2012 0 0 0 0 0 0.0 0 0 0 0 0 02013 0 0 0 0 0 02014 0 0 0 0 0 02015 0 0 0 0 0 02016 0 0 0 0 0 02017 0 0 0 0 0 0


G

row

th P

roje

ctio

n W

orks

heet

G

RO

WTH

PR

OJE

CTI

ON

FO

R:

1. N

umbe

r of c

hild

ren

in le

gal c

usto

dy o

f CP

S in

my

coun

ties

each

yea

r:20

0820

0920

1020

1120

12A

vera

ge

Cha

nge

2.a.

Per

cent

age

of a

nnua

l gro

wth

bas

ed o

n 7

year

av

erag

e fro

m th

e D

FPS

dat

aboo

k:#D

IV/0

!2.

b. P

erce

ntag

e of

ann

ual g

row

th a

s pr

ojec

ted

by th

e pr

ogra

m (s

ee in

stru

ctio

ns)

3. G

oal b

y %

of c

hild

ren

to s

erve

ann

ually

:FY

201

2FY

201

3FY

201

4FY

201

5FY

201

6FY

201

74.

Goa

l by

%of

you

r cas

es s

erve

d by

sta

ff:FY

201

2FY

201

3FY

201

4FY

201

5FY

201

6FY

201

75.

Tot

al N

umbe

r of A

ssig

ned

Vol

unte

ers

in F

Y 20

12:

6. T

otal

Num

ber o

f Tra

ined

Vol

unte

ers

in F

Y 20

12:

7. A

vera

ge n

umbe

r of c

ases

ser

ved

per v

olun

teer

:FY

201

2#D

IV/0

!FY

201

3FY

201

4FY

201

5FY

201

6FY

201

78.

You

r ret

entio

n ra

te:

FY 2

012

FY 2

013

FY 2

014

FY 2

015

FY 2

016

FY 2

017

9. D

emog

raph

ics

of c

hild

ren

serv

ed:

His

pani

cA

fr. A

m.

Cau

casi

an

Year

Estim

ated

C

hild

ren

in

Stat

e C

are

per Y

ear

Estim

ated

#

of C

PS

Cas

es p

er

Year

Goa

l: #

of

CPS

C

hild

ren

serv

ed b

y C

ASA

Pr

ogra

m

Per Y

ear

Goa

l: #

of

CPS

C

ases

Serv

ed

by C

ASA

Pr

ogra

m

Goa

l: To

tal #

of

Ass

igne

d Vo

lunt

eers

Pe

r Yea

r

Min

imum

#

ofSu

perv

isor

s re

quire

d

# of

C

ases

Serv

ed

by C

ASA

St

aff

# of

Vo

lunt

eers

ne

eded

to

repl

ace

staf

f

# of

Vo

lunt

eers

to

Tra

in

# of

H

ispa

nic

Volu

ntee

rs

to re

crui

t

# of

A

fric

an

Am

eric

an

Volu

ntee

rs

to re

crui

t

# of

C

auca

sian

Vo

lunt

eers

to

recr

uit

Act

ual

2012

00

00

00.

00

00

00

020

130

00

00

020

140

00

00

020

150

00

00

020

160

00

00

020

170

00

00

0

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

70

Growth Projection Worksheet GROWTH PROJECTION FOR:

1. Number of children in legal custody of CPS in my counties each year:20082009201020112012

Average Change

2.a. Percentage of annual growth based on 7 year average from the DFPS databook: #DIV/0!

2.b. Percentage of annual growth as projected by the program (see instructions)

3. Goal by % of children to serve annually: FY 2012 FY 2013 FY 2014FY 2015 FY 2016 FY 2017

4. Goal by % of your cases served by staff: FY 2012 FY 2013 FY 2014FY 2015 FY 2016 FY 2017

5. Total Number of Assigned Volunteers in FY 2012:6. Total Number of Trained Volunteers in FY 2012:7. Average number of cases served per volunteer: FY 2012 #DIV/0! FY 2013 FY 2014

FY 2015 FY 2016 FY 20178. Your retention rate: FY 2012 FY 2013 FY 2014

FY 2015 FY 2016 FY 20179. Demographics of children served: Hispanic Afr. Am. Caucasian

Year

Estimated Children in State Care per Year

Estimated # of CPS

Cases per Year

Goal: # of CPS

Children served by

CASA Program Per Year

Goal: # of CPS

CasesServed

by CASA Program

Goal: Total # of Assigned

Volunteers Per Year

Minimum # of

Supervisors required

# of CasesServed

by CASA Staff

# of Volunteers needed to

replacestaff

# of Volunteers

to Train

# of Hispanic

Volunteers to recruit

# of African

American Volunteers to recruit

# of Caucasian Volunteers to recruit

Actual 2012 0 0 0 0 0 0.0 0 0 0 0 0 02013 0 0 0 0 0 02014 0 0 0 0 0 02015 0 0 0 0 0 02016 0 0 0 0 0 02017 0 0 0 0 0 0


G

row

th P

roje

ctio

n W

orks

heet

G

RO

WTH

PR

OJE

CTI

ON

FO

R:

1. N

umbe

r of c

hild

ren

in le

gal c

usto

dy o

f CP

S in

my

coun

ties

each

yea

r:20

0820

0920

1020

1120

12A

vera

ge

Cha

nge

2.a.

Per

cent

age

of a

nnua

l gro

wth

bas

ed o

n 7

year

av

erag

e fro

m th

e D

FPS

dat

aboo

k:#D

IV/0

!2.

b. P

erce

ntag

e of

ann

ual g

row

th a

s pr

ojec

ted

by th

e pr

ogra

m (s

ee in

stru

ctio

ns)

3. G

oal b

y %

of c

hild

ren

to s

erve

ann

ually

:FY

201

2FY

201

3FY

201

4FY

201

5FY

201

6FY

201

74.

Goa

l by

%of

you

r cas

es s

erve

d by

sta

ff:FY

201

2FY

201

3FY

201

4FY

201

5FY

201

6FY

201

75.

Tot

al N

umbe

r of A

ssig

ned

Vol

unte

ers

in F

Y 20

12:

6. T

otal

Num

ber o

f Tra

ined

Vol

unte

ers

in F

Y 20

12:

7. A

vera

ge n

umbe

r of c

ases

ser

ved

per v

olun

teer

:FY

201

2#D

IV/0

!FY

201

3FY

201

4FY

201

5FY

201

6FY

201

78.

You

r ret

entio

n ra

te:

FY 2

012

FY 2

013

FY 2

014

FY 2

015

FY 2

016

FY 2

017

9. D

emog

raph

ics

of c

hild

ren

serv

ed:

His

pani

cA

fr. A

m.

Cau

casi

an

Year

Estim

ated

C

hild

ren

in

Stat

e C

are

per Y

ear

Estim

ated

#

of C

PS

Cas

es p

er

Year

Goa

l: #

of

CPS

C

hild

ren

serv

ed b

y C

ASA

Pr

ogra

m

Per Y

ear

Goa

l: #

of

CPS

C

ases

Serv

ed

by C

ASA

Pr

ogra

m

Goa

l: To

tal #

of

Ass

igne

d Vo

lunt

eers

Pe

r Yea

r

Min

imum

#

ofSu

perv

isor

s re

quire

d

# of

C

ases

Serv

ed

by C

ASA

St

aff

# of

Vo

lunt

eers

ne

eded

to

repl

ace

staf

f

# of

Vo

lunt

eers

to

Tra

in

# of

H

ispa

nic

Volu

ntee

rs

to re

crui

t

# of

A

fric

an

Am

eric

an

Volu

ntee

rs

to re

crui

t

# of

C

auca

sian

Vo

lunt

eers

to

recr

uit

Act

ual

2012

00

00

00.

00

00

00

020

130

00

00

020

140

00

00

020

150

00

00

020

160

00

00

020

170

00

00

0

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

70

Growth Projection Worksheet (Continued)

Using the Growth Projection Worksheet

The worksheet represents a simple formula for projecting the number of volunteers and volunteer supervisors needed to serve an increasing amount of children in any CASA program. It is not an exact calculation; rather it depends on averages, selected goals and known standards (volunteer to case ratio). It provides a picture of how many volunteers would need to be trained (based on your retention goals), how many cases currently served by staff that would need to be served by volunteers (based on your VCR goals) and helps identify targeted recruitment goals to maintain a racially diverse pool of volunteers reflective of the children served. It does not account for any additional hard costs of growth, such as other staff positions, space considerations or recruitment costs. It is meant to be used as a guide, and can be manipulated and tailored differently for each program.

1) Fill in actual numbers for 'Children in DFPS Legal Responsibility' for the counties served by your program. This information can be found on the DFPS website:http://www.dfps.state.tx.us/About/Data_Books_and_Annual_Reports/ This will calculate the average percentage of growth of children in care over time. The simple average may or may not be predictive of future growth. (See #2)

2) a. The average growth of children in care (percentage) over a 7 year period is autofilled here. b. Req'd field. If your program anticipates that growth will be higher or lower than the seven-year trend provided, enter the new, projected percentage here. If you believe the percentage of growth will match the seven year trend, re-enter the number from 2.a. You must enter a number in this box to complete the form. 3) Using the FY12 statistics as reported to Texas CASA, determine the actual percentage of children in care served by your program in FY12 and enter this number. For each of the remaining five grey boxes, fill in the percentage of children your CASA program would like to be serving (goals).

4) Using the FY12 statistics as reported to Texas CASA, determine the actual percentage of staff serving cases for the year and enter that number. For each of the remaining five grey boxes, fill in the percentage of cases your program would like to be serving with staff (goals). This should be a decreasing percentage overtime.

5) Using the FY12 statistics as reported to Texas CASA, enter the total Number of Assigned Volunteers in FY 2012.6) Using the FY12 statistics as reported to Texas CASA, enter the total Number of Volunteers Completing Pre-Service Training in FY12.

7) The FY12 average cases per volunteer will autofill based on the number of cases served by staff subtracted from the total number of cases served and divided by the total number of assigned volunteers. (Cases are calculated by multiplying total children by .55; you may adjust this formula up or down to more closely match your actual child to case ratio). Set your goals for the upcoming years based on your FY 2012 rate.

8) Retention RateTo calculate the 1- st of volunteers assigned cases on September 1, 2011 (List Two). The formula for the retention rate for the fiscal year 2012 is:Sum of volunteers that appear on both List One and List Two/Number of volunteers on List One*1009) Enter the percentage of your children that fall into each of the three listed demographic classifications.The chart will be autofilled based on the numbers entered, including actual data and projected goals.


G

row

th P

roje

ctio

n W

orks

heet

(Con

tinue

d)

Usi

ng th

e G

row

th P

roje

ctio

n W

orks

heet

The

wor

kshe

et re

pres

ents

a s

impl

e fo

rmul

a fo

r pro

ject

ing

the

num

ber o

f vol

unte

ers

and

volu

ntee

r sup

ervi

sors

nee

ded

to s

erve

an

incr

easi

ng a

mou

nt o

f chi

ldre

n in

any

CA

SA

pr

ogra

m.

It is

not

an

exac

t cal

cula

tion;

rath

er it

dep

ends

on

aver

ages

, sel

ecte

d go

als

and

know

n st

anda

rds

(vol

unte

er to

cas

e ra

tio).

It p

rovi

des

a pi

ctur

e of

how

man

y vo

lunt

eers

w

ould

nee

d to

be

train

ed(b

ased

on

your

rete

ntio

n go

als)

, how

man

y ca

ses

curre

ntly

ser

ved

by s

taff

that

wou

ld n

eed

to b

e se

rved

by

volu

ntee

rs (b

ased

on

your

VC

R g

oals

) and

he

lps

iden

tify

targ

eted

recr

uitm

ent g

oals

to m

aint

ain

a ra

cial

ly d

iver

se p

ool o

f vol

unte

ers

refle

ctiv

e of

the

child

ren

serv

ed.

It do

es n

ot a

ccou

nt fo

r any

add

ition

al h

ard

cost

s of

gro

wth

, su

ch a

s ot

her s

taff

posi

tions

, spa

ce c

onsi

dera

tions

or r

ecru

itmen

t cos

ts.

It is

mea

nt to

be

used

as

a gu

ide,

and

can

be

man

ipul

ated

and

tailo

red

diffe

rent

ly fo

r eac

h pr

ogra

m.

1) F

ill in

act

ual n

umbe

rs fo

r 'C

hild

ren

in D

FPS

Leg

al R

espo

nsib

ility

' fo

r the

cou

ntie

s se

rved

by

your

pro

gram

. Th

is in

form

atio

n ca

n be

foun

d on

the

DFP

S w

ebsi

te:

http

://w

ww

.dfp

s.st

ate.

tx.u

s/A

bout

/Dat

a_B

ooks

_and

_Ann

ual_

Rep

orts

/

Th

is w

ill c

alcu

late

the

aver

age

perc

enta

ge o

f gro

wth

of c

hild

ren

in c

are

over

tim

e. T

he s

impl

e av

erag

e m

ay o

r may

not

be

pred

ictiv

e of

futu

re g

row

th. (

See

#2)

2) a

. The

ave

rage

gro

wth

of c

hild

ren

in c

are

(per

cent

age)

ove

r a 7

yea

r per

iod

is a

utof

illed

her

e.

b.R

eq'd

fiel

d.If

your

pro

gram

ant

icip

ates

that

gro

wth

will

be

high

er o

r low

er th

an

the

seve

n-ye

ar tr

end

prov

ided

, ent

er th

e ne

w, p

roje

cted

perc

enta

ge h

ere.

If y

ou b

elie

ve th

e pe

rcen

tage

of g

row

th w

ill m

atch

the

seve

n ye

ar tr

end,

re-e

nter

the

num

ber f

rom

2.a

. Yo

u m

ust e

nter

a n

umbe

r in

this

box

to c

ompl

ete

the

form

. 3)

Usi

ng th

e FY

12 s

tatis

tics

as re

porte

d to

Tex

as C

AS

A, d

eter

min

e th

e ac

tual

per

cent

age

of c

hild

ren

in c

are

serv

ed b

y yo

ur p

rogr

am in

FY1

2 an

d en

ter t

his

num

ber.

For e

ach

of th

e re

mai

ning

five

gre

y bo

xes,

fill

in th

e pe

rcen

tage

of c

hild

ren

your

CA

SA

pro

gram

wou

ld li

ke to

be

serv

ing

(goa

ls).

4) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, det

erm

ine

the

actu

al p

erce

ntag

e of

sta

ff se

rvin

g ca

ses

for t

he y

ear a

nd e

nter

that

num

ber.

For e

ach

of th

e re

mai

ning

five

gr

ey b

oxes

, fill

in th

e pe

rcen

tage

of c

ases

you

r pro

gram

wou

ld li

ke to

be

serv

ing

with

sta

ff (g

oals

). T

his

shou

ld b

e a

decr

easi

ng p

erce

ntag

e ov

ertim

e.

5) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, ent

er th

e to

tal N

umbe

r of A

ssig

ned

Vol

unte

ers

in F

Y 20

12.

6) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, ent

er th

e to

tal N

umbe

r of V

olun

teer

s C

ompl

etin

g P

re-S

ervi

ce T

rain

ing

in F

Y12

.

7) T

he F

Y12

aver

age

case

s pe

r vol

unte

er w

ill a

utof

ill b

ased

on

the

num

ber o

f cas

es s

erve

d by

sta

ff su

btra

cted

from

the

tota

l num

ber o

f cas

es s

erve

d an

d di

vide

d by

the

tota

l nu

mbe

r of a

ssig

ned

volu

ntee

rs. (

Cas

es a

re c

alcu

late

dby

mul

tiply

ing

tota

l chi

ldre

n by

.55;

you

may

adj

ust t

his

form

ula

up o

r dow

n to

mor

e cl

osel

y m

atch

you

r act

ual c

hild

to c

ase

ratio

). S

et y

our g

oals

for t

he u

pcom

ing

year

s ba

sed

on y

our F

Y 20

12 ra

te.

8) R

eten

tion

Rat

e - E

nter

the

rete

ntio

n ra

te fo

r the

pre

viou

s fis

cal y

ear (

perc

enta

ge).

9) E

nter

the

perc

enta

ge o

f you

r chi

ldre

n th

at fa

ll in

to e

ach

of th

e th

ree

liste

d de

mog

raph

ic c

lass

ifica

tions

.Th

e ch

art w

ill b

e au

tofil

led

base

d on

the

num

bers

ent

ered

, inc

ludi

ng a

ctua

l dat

a an

d pr

ojec

ted

goal

s.

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

71

Growth Projection Worksheet (Continued)

Using the Growth Projection Worksheet

The worksheet represents a simple formula for projecting the number of volunteers and volunteer supervisors needed to serve an increasing amount of children in any CASA program. It is not an exact calculation; rather it depends on averages, selected goals and known standards (volunteer to case ratio). It provides a picture of how many volunteers would need to be trained (based on your retention goals), how many cases currently served by staff that would need to be served by volunteers (based on your VCR goals) and helps identify targeted recruitment goals to maintain a racially diverse pool of volunteers reflective of the children served. It does not account for any additional hard costs of growth, such as other staff positions, space considerations or recruitment costs. It is meant to be used as a guide, and can be manipulated and tailored differently for each program.

1) Fill in actual numbers for 'Children in DFPS Legal Responsibility' for the counties served by your program. This information can be found on the DFPS website:http://www.dfps.state.tx.us/About/Data_Books_and_Annual_Reports/ This will calculate the average percentage of growth of children in care over time. The simple average may or may not be predictive of future growth. (See #2)

2) a. The average growth of children in care (percentage) over a 7 year period is autofilled here. b. Req'd field. If your program anticipates that growth will be higher or lower than the seven-year trend provided, enter the new, projected percentage here. If you believe the percentage of growth will match the seven year trend, re-enter the number from 2.a. You must enter a number in this box to complete the form. 3) Using the FY12 statistics as reported to Texas CASA, determine the actual percentage of children in care served by your program in FY12 and enter this number. For each of the remaining five grey boxes, fill in the percentage of children your CASA program would like to be serving (goals).

4) Using the FY12 statistics as reported to Texas CASA, determine the actual percentage of staff serving cases for the year and enter that number. For each of the remaining five grey boxes, fill in the percentage of cases your program would like to be serving with staff (goals). This should be a decre

5) Using the FY12 statistics as reported to Texas CASA, enter the total Number of Assigned Volunteers in FY 2012.6) Using the FY12 statistics as reported to Texas CASA, enter the total Number of Volunteers Completing Pre-Service Training in FY12.

7) The FY12 average cases per volunteer will autofill based on the number of cases served by staff subtracted from the total number of cases served and divided by the total number of assigned volunteers. (Cases are calculated by multiplying total children by .55; you may adjust this formula up or down to more closely match your actual child to case ratio). Set your goals for the upcoming years based on your FY 2012 rate.

8) Retention RateTo calculate the 1-year retention rate for fiscal year 2011 compile a list of volunteers assigned cases on September 1, 2010 (List One) and a list of volunteers assigned cases on September 1, 2011 (List Two). The formula for the retention rate for the fiscal year 2012 is:Sum of volunteers that appear on both List One and List Two/Number of volunteers on List One*1009) Enter the percentage of your children that fall into each of the three listed demographic classifications.The chart will be autofilled based on the numbers entered, including actual data and projected goals.


Gro

wth

Pro

ject

ion

Wor

kshe

et (C

ontin

ued)

Usi

ng th

e G

row

th P

roje

ctio

n W

orks

heet

The

wor

kshe

et re

pres

ents

a s

impl

e fo

rmul

a fo

r pro

ject

ing

the

num

ber o

f vol

unte

ers

and

volu

ntee

r sup

ervi

sors

nee

ded

to s

erve

an

incr

easi

ng a

mou

nt o

f chi

ldre

n in

any

CA

SA

pr

ogra

m.

It is

not

an

exac

t cal

cula

tion;

rath

er it

dep

ends

on

aver

ages

, sel

ecte

d go

als

and

know

n st

anda

rds

(vol

unte

er to

cas

e ra

tio).

It p

rovi

des

a pi

ctur

e of

how

man

y vo

lunt

eers

w

ould

nee

d to

be

train

ed(b

ased

on

your

rete

ntio

n go

als)

, how

man

y ca

ses

curre

ntly

ser

ved

by s

taff

that

wou

ld n

eed

to b

e se

rved

by

volu

ntee

rs (b

ased

on

your

VC

R g

oals

) and

he

lps

iden

tify

targ

eted

recr

uitm

ent g

oals

to m

aint

ain

a ra

cial

ly d

iver

se p

ool o

f vol

unte

ers

refle

ctiv

e of

the

child

ren

serv

ed.

It do

es n

ot a

ccou

nt fo

r any

add

ition

al h

ard

cost

s of

gro

wth

, su

ch a

s ot

her s

taff

posi

tions

, spa

ce c

onsi

dera

tions

or r

ecru

itmen

t cos

ts.

It is

mea

nt to

be

used

as

a gu

ide,

and

can

be

man

ipul

ated

and

tailo

red

diffe

rent

ly fo

r eac

h pr

ogra

m.

1) F

ill in

act

ual n

umbe

rs fo

r 'C

hild

ren

in D

FPS

Leg

al R

espo

nsib

ility

' fo

r the

cou

ntie

s se

rved

by

your

pro

gram

. Th

is in

form

atio

n ca

n be

foun

d on

the

DFP

S w

ebsi

te:

http

://w

ww

.dfp

s.st

ate.

tx.u

s/A

bout

/Dat

a_B

ooks

_and

_Ann

ual_

Rep

orts

/

Th

is w

ill c

alcu

late

the

aver

age

perc

enta

ge o

f gro

wth

of c

hild

ren

in c

are

over

tim

e. T

he s

impl

e av

erag

e m

ay o

r may

not

be

pred

ictiv

e of

futu

re g

row

th. (

See

#2)

2) a

. The

ave

rage

gro

wth

of c

hild

ren

in c

are

(per

cent

age)

ove

r a 7

yea

r per

iod

is a

utof

illed

her

e.

b.R

eq'd

fiel

d.If

your

pro

gram

ant

icip

ates

that

gro

wth

will

be

high

er o

r low

er th

an

the

seve

n-ye

ar tr

end

prov

ided

, ent

er th

e ne

w, p

roje

cted

perc

enta

ge h

ere.

If y

ou b

elie

ve th

e pe

rcen

tage

of g

row

th w

ill m

atch

the

seve

n ye

ar tr

end,

re-e

nter

the

num

ber f

rom

2.a

. Yo

u m

ust e

nter

a n

umbe

r in

this

box

to c

ompl

ete

the

form

. 3)

Usi

ng th

e FY

12 s

tatis

tics

as re

porte

d to

Tex

as C

AS

A, d

eter

min

e th

e ac

tual

per

cent

age

of c

hild

ren

in c

are

serv

ed b

y yo

ur p

rogr

am in

FY1

2 an

d en

ter t

his

num

ber.

For e

ach

of th

e re

mai

ning

five

gre

y bo

xes,

fill

in th

e pe

rcen

tage

of c

hild

ren

your

CA

SA

pro

gram

wou

ld li

ke to

be

serv

ing

(goa

ls).

4) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, det

erm

ine

the

actu

al p

erce

ntag

e of

sta

ff se

rvin

g ca

ses

for t

he y

ear a

nd e

nter

that

num

ber.

For e

ach

of th

e re

mai

ning

five

gr

ey b

oxes

, fill

in th

e pe

rcen

tage

of c

ases

you

r pro

gram

wou

ld li

ke to

be

serv

ing

with

sta

ff (g

oals

). T

his

shou

ld b

e a

decr

easi

ng p

erce

ntag

e ov

ertim

e.

5) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, ent

er th

e to

tal N

umbe

r of A

ssig

ned

Vol

unte

ers

in F

Y 20

12.

6) U

sing

the

FY12

sta

tistic

s as

repo

rted

to T

exas

CA

SA

, ent

er th

e to

tal N

umbe

r of V

olun

teer

s C

ompl

etin

g P

re-S

ervi

ce T

rain

ing

in F

Y12

.

7) T

he F

Y12

aver

age

case

s pe

r vol

unte

er w

ill a

utof

ill b

ased

on

the

num

ber o

f cas

es s

erve

d by

sta

ff su

btra

cted

from

the

tota

l num

ber o

f cas

es s

erve

d an

d di

vide

d by

the

tota

l nu

mbe

r of a

ssig

ned

volu

ntee

rs. (

Cas

es a

re c

alcu

late

dby

mul

tiply

ing

tota

l chi

ldre

n by

.55;

you

may

adj

ust t

his

form

ula

up o

r dow

n to

mor

e cl

osel

y m

atch

you

r act

ual c

hild

to c

ase

ratio

). S

et y

our g

oals

for t

he u

pcom

ing

year

s ba

sed

on y

our F

Y 20

12 ra

te.

-S

epte

mbe

r 1, 2

011

(Lis

t Tw

o).

scal

yea

r 201

2 is

:S

um o

f vol

unte

ers

that

app

ear o

n bo

th L

ist O

ne a

nd L

ist T

wo/

Num

ber o

f vol

unte

ers

on L

ist O

ne*1

009)

Ent

er th

e pe

rcen

tage

of y

our c

hild

ren

that

fall

into

eac

h of

the

thre

e lis

ted

dem

ogra

phic

cla

ssifi

catio

ns.

The

char

t will

be

Texa

s CA

SA /

Gro

wth

To

olki

t

71

9) E

nter

the

perc

enta

ge o

f you

r chi

ldre

n th

at fa

ll in

to e

ach

of th

e th

ree

liste

d de

mog

raph

ic c

lass

ifica

tions

.Th

e ch

art w

ill b

e au

tofil

led

base

d on

the

num

bers

ent

ered

, inc

ludi

ng a

ctua

l dat

a an

d pr

ojec

ted

goal

s.

http://www.dfps.state.tx.us/About/Data_Books_and_Annual_Reports/

Budget Projection Worksheet

Budget Projection Worksheet Plan to Serve 100% of CPS Children by 2018

Year 2014 2015 2016 2017 2018Number of Children ServedNumber of Volunteers Assigned

REVENUE3 State 421 Fund4 State CVC Fund5 VOCA Fund6 OVAG from Atty Gen7 Fundraising Events8 Foundations9 Corporations/Businesses

10 Individual Gifts11 City/County/CDBG12 United Way13 National CASA15 Board Contributions16 Carry over from previous year

Total RevenueFunds required to meet expenses

EXPENSESSalary /Fringe Benefits:

17 Executive Director18 Fringe Benefits19 Case Supervisor/Volunteer Coordinator20 Fringe Benefits21 Other Staff22 Fringe Benefits

Total Salary/Fringe BenefitsOperating Expenses:

23 Rent24 Furniture/Equipment25 Postage26 Office Supplies27 Equipment/Maintenance


Bu

dget

Pro

ject

ion

Wor

kshe

et B

udge

t Pro

ject

ion

Wor

kshe

et

Plan

to S

erve

100

% o

f CPS

Chi

ldre

n by

201

8Ye

ar20

1420

1520

1620

1720

18N

umbe

r of C

hild

ren

Serv

edN

umbe

r of V

olun

teer

s A

ssig

ned

REV

ENU

E3

Sta

te 4

21 F

und

4S

tate

CV

C F

und

5V

OC

A F

und

6O

VA

G fr

om A

tty G

en7

Fund

rais

ing

Eve

nts

8Fo

unda

tions

9C

orpo

ratio

ns/B

usin

esse

s10

Indi

vidu

al G

ifts

11C

ity/C

ount

y/C

DB

G12

Uni

ted

Way

13N

atio

nal C

AS

A15

Boa

rd C

ontri

butio

ns16

Car

ry o

ver f

rom

pre

viou

s ye

arTo

tal R

even

ueFu

nds

requ

ired

to m

eet e

xpen

ses

EXPE

NSE

SSa

lary

/Frin

ge B

enef

its:

17E

xecu

tive

Dire

ctor

18Fr

inge

Ben

efits

19C

ase

Sup

ervi

sor/V

olun

teer

Coo

rdin

ator

20Fr

inge

Ben

efits

21O

ther

Sta

ff22

Frin

ge B

enef

itsTo

tal S

alar

y/Fr

inge

Ben

efits

Ope

ratin

g Ex

pens

es:

23R

ent

24Fu

rnitu

re/E

quip

men

t25

Pos

tage

26O

ffice

Sup

plie

s27

Equ

ipm

ent/M

aint

enan

ce

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

72

Budget Projection Worksheet

Budget Projection Worksheet Plan to Serve 100% of CPS Children by 2018

Year 2014 2015 2016 2017 2018Number of Children ServedNumber of Volunteers Assigned

REVENUE3 State 421 Fund4 State CVC Fund5 VOCA Fund6 OVAG from Atty Gen7 Fundraising Events8 Foundations9 Corporations/Businesses

10 Individual Gifts11 City/County/CDBG12 United Way13 National CASA15 Board Contributions16 Carry over from previous year

Total RevenueFunds required to meet expenses

EXPENSESSalary /Fringe Benefits:

17 Executive Director18 Fringe Benefits19 Case Supervisor/Volunteer Coordinator20 Fringe Benefits21 Other Staff22 Fringe Benefits

Total Salary/Fringe BenefitsOperating Expenses:

23 Rent24 Furniture/Equipment25 Postage26 Office Supplies27 Equipment/Maintenance


Bu

dget

Pro

ject

ion

Wor

kshe

et B

udge

t Pro

ject

ion

Wor

kshe

et

Plan

to S

erve

100

% o

f CPS

Chi

ldre

n by

201

8Ye

ar20

1420

1520

1620

1720

18N

umbe

r of C

hild

ren

Serv

edN

umbe

r of V

olun

teer

s A

ssig

ned

REV

ENU

E3

Sta

te 4

21 F

und

4S

tate

CV

C F

und

5V

OC

A F

und

6O

VA

G fr

om A

tty G

en7

Fund

rais

ing

Eve

nts

8Fo

unda

tions

9C

orpo

ratio

ns/B

usin

esse

s10

Indi

vidu

al G

ifts

11C

ity/C

ount

y/C

DB

G12

Uni

ted

Way

13N

atio

nal C

AS

A15

Boa

rd C

ontri

butio

ns16

Car

ry o

ver f

rom

pre

viou

s ye

arTo

tal R

even

ueFu

nds

requ

ired

to m

eet e

xpen

ses

EXPE

NSE

SSa

lary

/Frin

ge B

enef

its:

17E

xecu

tive

Dire

ctor

18Fr

inge

Ben

efits

19C

ase

Sup

ervi

sor/V

olun

teer

Coo

rdin

ator

20Fr

inge

Ben

efits

21O

ther

Sta

ff22

Frin

ge B

enef

itsTo

tal S

alar

y/Fr

inge

Ben

efits

Ope

ratin

g Ex

pens

es:

23R

ent

24Fu

rnitu

re/E

quip

men

t25

Pos

tage

26O

ffice

Sup

plie

s27

Equ

ipm

ent/M

aint

enan

ce

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

72

28 Printing/Advertising/Recruitment Materials29 Telecom/Internet, website30 Dues/Subscriptions, Library31 Accounting (Audit)/ Fees32 Miscellaneous

Total Operating ExpensesProfessional:

33 Travel/Local Mileage34 Fundraising Events/Meetings35 Volunteer Training36 General Liability & D &O Insurance37 Workshops/Conferences

Total Professional Expenses38 Reserve Funds

Total ExpensesNotes

Row Note3 State 421 fund (Reimbursement Grant)4 State CVC fund5 VOCA fund6 Apply to Office of Attorney General for two-year Grant 7 For example, the 5K Run, a gala, golf tournament, etc.8 List foundations9 Corporate support

10 Individual gifts11 City Government Support like a CDBG through HUD funds, county funds for GAL services, etc.12 United Way13 Apply for National CASA start-up or expansion funds15 Board member contributions16 Self explanatory

Amount to be raised to meet annual budget (Calculated field)17 FY 2014, future adjustments based on merit and availability of funds18 SS/FUTA (19%)19 Case Supervisors20 SS/FUTA (19%)21 Additional Staff including administrative support22 SS/FUTA (19%)23 Consider additional space as the organization grows24 Equipment and Furniture needs as organization grows


28P

rintin

g/A

dver

tisin

g/R

ecru

itmen

t Mat

eria

ls29

Tele

com

/Inte

rnet

, web

site

30D

ues/

Sub

scrip

tions

, Lib

rary

31A

ccou

ntin

g (A

udit)

/ Fee

s32

Mis

cella

neou

sTo

tal O

pera

ting

Expe

nses

Prof

essi

onal

:33

Trav

el/L

ocal

Mile

age

34Fu

ndra

isin

g E

vent

s/M

eetin

gs35

Vol

unte

er T

rain

ing

36G

ener

al L

iabi

lity

& D

&O

Insu

ranc

e37

Wor

ksho

ps/C

onfe

renc

esTo

tal P

rofe

ssio

nal E

xpen

ses

38R

eser

veFu

nds

Tota

l Exp

ense

sN

otes R

owN

ote

3S

tate

421

fund

(Rei

mbu

rsem

ent G

rant

)4

Sta

te C

VC

fund

5V

OC

A fu

nd6

App

ly to

Offi

ce o

f Atto

rney

Gen

eral

for t

wo-

year

Gra

nt

7Fo

r exa

mpl

e, th

e 5K

Run

, a g

ala,

gol

f tou

rnam

ent,

etc.

8Li

st fo

unda

tions

9C

orpo

rate

sup

port

10In

divi

dual

gift

s11

City

Gov

ernm

ent S

uppo

rt lik

e a

CD

BG

thro

ugh

HU

D fu

nds,

cou

nty

fund

s fo

r GA

L se

rvic

es, e

tc.

12U

nite

d W

ay13

App

ly fo

r Nat

iona

l CA

SA

star

t-up

or e

xpan

sion

fund

s15

Boa

rd m

embe

r con

tribu

tions

16S

elf e

xpla

nato

ryA

mou

nt to

be

rais

ed to

mee

t ann

ual b

udge

t (C

alcu

late

d fie

ld)

17FY

201

4, fu

ture

adj

ustm

ents

bas

ed o

n m

erit

and

avai

labi

lity

of fu

nds

18S

S/F

UTA

(19%

)19

Cas

e S

uper

viso

rs20

SS

/FU

TA (1

9%)

21A

dditi

onal

Sta

ff in

clud

ing

adm

inis

trativ

e su

ppor

t22

SS

/FU

TA (1

9%)

23C

onsi

der a

dditi

onal

spa

ce a

s th

e or

gani

zatio

n gr

ows

24E

quip

men

t and

Fur

nitu

re n

eeds

as

orga

niza

tion

grow

s

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

73

28 Printing/Advertising/Recruitment Materials29 Telecom/Internet, website30 Dues/Subscriptions, Library31 Accounting (Audit)/ Fees32 Miscellaneous

Total Operating ExpensesProfessional:

33 Travel/Local Mileage34 Fundraising Events/Meetings35 Volunteer Training36 General Liability & D &O Insurance37 Workshops/Conferences

Total Professional Expenses38 Reserve Funds

Total ExpensesNotes

Row Note3 State 421 fund (Reimbursement Grant)4 State CVC fund5 VOCA fund6 Apply to Office of Attorney General for two-year Grant 7 For example, the 5K Run, a gala, golf tournament, etc.8 List foundations9 Corporate support

10 Individual gifts11 City Government Support like a CDBG through HUD funds, county funds for GAL services, etc.12 United Way13 Apply for National CASA start-up or expansion funds15 Board member contributions16 Self explanatory

Amount to be raised to meet annual budget (Calculated field)17 FY 2014, future adjustments based on merit and availability of funds18 SS/FUTA (19%)19 Case Supervisors20 SS/FUTA (19%)21 Additional Staff including administrative support22 SS/FUTA (19%)23 Consider additional space as the organization grows24 Equipment and Furniture needs as organization grows


28P

rintin

g/A

dver

tisin

g/R

ecru

itmen

t Mat

eria

ls29

Tele

com

/Inte

rnet

, web

site

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Sample Action Plan

AACASA Strategic Plan – Judicial Engagement / Focus Area: Enhance communication and relationships with area judges

Objectives Responsible Person(s) Required Resources Timeframe Status

Schedule meetings with judges in courts where CASA does not have GAL status

GPC Chair, Board President and Executive Director

Create meeting schedule

Designate reps to attend

Complete

GAL in all counties but Potter

Schedule follow-up meetings with judges once GAL status is approved to review working agreements, provide judicial best practice resources, etc.

Executive Director Create meeting schedule Complete

Identify person(s) to serve as liaison between CASA and judges who do not acknowledge/utilize CASA in court (Kincaid – Swisher )

Linda Liaison – possibly Judge Self from Swisher Co.

By April 13


Sa

mpl

e A

ctio

n Pl

an

AA

CASA

Str

ateg

ic P

lan –

Judi

cial

Eng

agem

ent /

Foc

us A

rea:

Enh

ance

com

mun

icat

ion

and

rela

tion

ship

s w

ith

area

judg

es

Obj

ectiv

es

Resp

onsi

ble

Pers

on(s

) Re

quir

ed R

esou

rces

Ti

mef

ram

e St

atus

Sche

dule

mee

tings

with

ju

dges

in c

ourt

s w

here

CA

SA d

oes

not h

ave

GA

L st

atus

GPC

Cha

ir, B

oard

Pr

esid

ent a

nd E

xecu

tive

Dir

ecto

r

Crea

te m

eetin

g sc

hedu

le

Des

igna

te re

ps to

att

end

Co

mpl

ete

GA

L in

all

coun

ties

bu

t Po

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follo

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p m

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gs w

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dges

onc

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AL

stat

us is

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d to

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agr

eem

ents

, pr

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est

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tc.

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utiv

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mpl

ete

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tify

pers

on(s

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serv

e as

liai

son

betw

een

CASA

an

d ju

dges

who

do

not

ackn

owle

dge/

utili

ze C

ASA

in

cour

t (Ki

ncai

d –

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ishe

r )

Lind

a Li

aiso

n –

poss

ibly

Judg

e Se

lf fr

om S

wis

her

Co.

By A

pril

13

Texa

s CA

SA /

Gro

wth

Pla

nnin

g To

olki

t

74

Sample Action Plan

AACASA Strategic Plan – Judicial Engagement / Focus Area: Enhance communication and relationships with area judges

Objectives Responsible Person(s) Required Resources Timeframe Status

Schedule meetings with judges in courts where CASA does not have GAL status

GPC Chair, Board President and Executive Director

Create meeting schedule

Designate reps to attend

Complete

GAL in all counties but Potter

Schedule follow-up meetings with judges once GAL status is approved to review working agreements, provide judicial best practice resources, etc.

Executive Director Create meeting schedule Complete

Identify person(s) to serve as liaison between CASA and judges who do not acknowledge/utilize CASA in court (Kincaid – Swisher )

Linda Liaison – possibly Judge Self from Swisher Co.

By April 13


Sa

mpl

e A

ctio

n Pl

an

AA

CASA

Str

ateg

ic P

lan –

Judi

cial

Eng

agem

ent /

Foc

us A

rea:

Enh

ance

com

mun

icat

ion

and

rela

tion

ship

s w

ith

area

judg

es

Obj

ectiv

es

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onsi

ble

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on(s

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quir

ed R

esou

rces

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mef

ram

e St

atus

Sche

dule

mee

tings

with

ju

dges

in c

ourt

s w

here

CA

SA d

oes

not h

ave

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L st

atus

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oard

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r

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te m

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le

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74

Sample Growth Planning Committee Communications

Email following the initial growth planning meeting

To: Members of the Strategic Growth Planning Committee

From: Growth Planning Committee Chair Re: Strategic Growth Planning Meeting Follow-Up

Hello Dedicated CASA Volunteers, Staff and Board Members!

Thank you so much for your attendance, your wise input and your hard work at Saturday’s

strategic growth planning meeting!

When considering the impact of your individual contributions, please remember that every child who needs a CASA and does not have one is out there waiting -- alone in the child

welfare system. For many abused children, their CASA volunteer is the one constant in their

lives and often, the one adult who cares only for them. Reaching our goal means bridging a big gap in Nueces, San Pat and Aransas Counties. CASA of the Coastal Bend currently

serves just over 400 children. There are more than 1,000 in need of a CASA. In 2012, we intend to serve 600 children. In 2013, our goal is more than 750. We can only do that by

significantly increasing our volunteer base and our funding. And that’s where we all can play a big role. So, thank you for stepping up to make a difference.

The next meeting of the full SGP Committee will be on Tuesday, November 29th from

6:00p.m. – 8:00p.m.

Committee chairmen/women: Please arrive at the meeting ready to hold a brief

subcommittee discussion and vote on the top 3 Strengths, Weaknesses/Limitations, Opportunities and Threats within your Critical Area. (Ideally, your committee brainstorming

should produce about 10 items in each category. Use the SWOT questions to guide your input.) We’ll use your feedback to set our goals and create action plans for 2012-2013.

Thank you for making a difference!

Email following a growth planning meeting

To: Invited Members of the Strategic Growth Planning Committee


To the members of the CASA Strategic Growth Planning Committee:

Thank you so much for all the time and hard work you put in on Tuesday night. Please don’t

hesitate to reach out to me as you continue creating goals and action plans. If you can get


those to me by end of the day on Tuesday, December 6th, that would be great. If you’re

struggling with that deadline, just do your best.

I’ve included three items for you: 1) The presentation from our meeting on Tuesday evening, 2) A completed SWOT analysis for all critical areas, and 3) a template you can use

for the goals and action plans.

If you can, please take a little time to print and review the SWOT and feel free to share your questions or feedback about these priority items. As you scan it, perhaps you can think

about how the goals and action plans of your subcommittee might integrate and overlap

with those of other groups.

In creating action plans and assigning tasks to individuals or teams, let’s try to share the responsibility of the action plan items across our entire staff, board and volunteers. Think

about the fantastic pool of skills we have within our CASA team and reach out to those you know can help. If we all take on something, we can really put our plan in motion to secure

more active volunteers, solicit more funding and SERVE MANY MORE CHILDREN WHO NEED A CASA.

The kids are out there waiting . . . let’s make this a year when even more kids are able to say “My CASA has made a difference in my life.”

Email following the creation of the growth plan

To: Members of the Strategic Growth Planning Committee


Hello to the members of our dedicated growth planning committee!

Here is the first draft of the Strategic Growth Plan. It would be great to receive feedback

and suggestions from all of you on any or all of the goals and actions to accomplish those goals.

Although this plan is a living document and will certainly undergo additions and changes

throughout the coming year, the Board of Directors will approve the “final” plan next week on Tuesday, December 20th (by email).

Please share your feedback with me in any format that’s easiest for you, including calling

me on my cell phone. If possible, please share your feedback by Saturday, December 17th.

Thanks very much for all the time and energy you have given to work through this

important step in reaching our ultimate goal -- a CASA for every foster child in crisis.


Sample email for approval of the growth plan

To: Members of Board of Directors From: Growth Planning Committee Chair

Re: Strategic Growth Planning Meeting Follow-Up

Hello CASA of the Coastal Bend Board of Directors:

Attached is the completed Strategic Growth Plan for your approval. Also attached are items

relating to the plan: CASA of the Coastal Bend SWOT Analysis, CASA Growth Chart and 2012 Budget. Please review the document and if you approve this plan, please send your

electronic approval to the Executive Director no later than NOON on Wednesday, December 21st.

Thanks again for your valuable input into this important step in our future growth.

Email regarding the follow-up meeting to review progress on the growth plan

To: Chairs of the Strategic Growth Planning Subcommittees From: Growth Planning Committee Chair


Hello SGP Committee Chairs –

Our agenda will cover each of the co-chairs sharing goal and action plan progress reports on each of the 5 core areas: 1) Fund Development, 2) Community Engagement, 3) BoD

Development, 4) CASA Leadership / Admin, 5) Judicial Support.

If you have not already talked or met with the members of your committee, please try to

“fill in the blanks” on the status of the SGP actions. This meeting is our first opportunity to share how well things are going in executing the action plans. We can also discuss changes

and updates to the plan that was approved in December.

Please bring a copy of the most recent plan (attached) to the meeting. Final e-copy and paper copies will be distributed and sent to everyone at the Board Meeting on 2/21/12.


Email regarding action on the updated growth plan

To: Members of the Strategic Growth Planning Subcommittees From: Growth Planning Committee Chair


Hello Everyone –

Here’s the most recently updated copy of the CASA strategic plan. Please replace the

current one in your binder with this. There are many updates to the plan, so please take a little time to review it when you can.

Committee Chairs, please reach out to the members of your committee and try to schedule

some time over the next month to meet and discuss your goals and action plan progress. Look at it with a critical eye – questions, challenges and controversy is definitely more

valuable than a “rubber stamp.” Don’t be afraid to make significant changes if you think

current situations require it.


Sustaining Action on the Plan for Growth

The CASA Growth Planning Toolkit provides programs with the instructions, information and guidance for creating a growth plan and taking the first steps toward addressing the key areas related to growth. Once these critical steps have been taken, the real action of putting the plan into motion will begin. This is a very active and exciting time for any program and sometimes, getting people energized and ready to take action seems to come easy.

The second phase of implementing the newly created plan is a time when work must continue and envisioned results are still in the distance. It can be a very challenging period and may seem difficult to engage people and keep their interest high and their efforts focused. If left without strong committee leaders, the burden to execute the plan may fall to the executive director or another key leader. Often, this is the point where a new and aggressive plan falls to the wayside and things just go back to “normal”, the plan put on the shelf as an accomplishment in and of itself.

Two things are certain at this point in the process:

1) Strong leadership is needed by the executive director, program leaders, and SGP committee chairs. This is the group of people who must hold themselves and others accountable, initiate communication and see to it that the growth plan becomes a living document.

2) The broad scope of a growth plan requires that the actions be undertaken and executed by many people. All members of the staff, the board and others on the committees must follow through with their initial commitment to give of their time and talents. It is essential that communication continue and the leaders stay focused on making positive forward progress, using the new plan as their “treasure map”.

Thus, a very important part of the growth planning actually takes place at the very beginning of this big process. A discussion about the amount of work involved in growing a CASA program will naturally be a part of Making the Decision to Grow. Beyond the creation of the plan which takes a few months and the implementation of the first action steps, the work of growth must continue during Year 1 and into Year 2. It’s important to set reasonable expectations about the period when sustained follow-through on the actions and activities are needed to make growth happen.

Ask the Growth Planning Committee to read through the following tips as part of their early involvement. Discuss ways to uphold their enthusiasm and commitment. All strong leaders understand that their followers will struggle with some discouraging times. The best leaders understand that the time to combating stagnation is before it begins.

Make certain that all members of your growth planning team fully understand the level of commitment and time involved prior to serving. Use a written job description, or committee charter to clearly communicate what’s involved. Prevention can go a long way toward managing unrealistic expectations. Consider asking people to sign an informal growth


planning commitment form. Research shows that people will feel more committed to their actions if they’ve acknowledged it in writing.

Make sure your team is large enough for plan creation, plan implementation, and follow-through. It’s likely that some people will be unable to maintain their commitment to the process. For this reason, you may want to and begin with a bit larger group than you think might be needed.

Start large, but engage in smaller numbers. Sub-committees or sub-teams can take care of many tasks without the need for the entire group to meet. Use efficient structures within your larger committee and, as leaders, hold each other accountable for effective time management.

Match assignments with interests. The plan is designed to be tailored to the specific needs of each local program. Find out who is most interested or knowledgeable about each area and make assignments accordingly. Don’t put your outgoing community engagement person in charge of your data charts (unless they have dual interests!)

Inertia is the enemy of engagement. Not everyone needs to have a big area of responsibility, but everyone should have something they are directly contributing. When people question whether they are really needed due to inactivity, it is easy to slip off.

How Much Can We Ask?

Many of the people who will invest in creating and implementing a growth plan will be board members, CASA volunteers or interested community participants. These are individuals who may already have weighty professional and personal responsibilities outside their involvement with your CASA program. Prior to the implementation of a new growth plan, they are already serving the program in important ways. So how much can we ask of people?

Asking this question is a very good start to addressing any potential problems a program might have with overloading its dedicated volunteers. It is the job of the executive director and other staff leaders to be aware of the additional work and remain sensitive to individual limitations. As important as it is to have a diverse section of your program constituents involved in the growth planning process, the staff will still carry the largest share of tasks related to implementation.

If you sense the balance may have shifted for an individual contributor or with a particular sub-committee or work group, address the concerns up front. Ask if people are feeling overwhelmed. Ensure that the process is adequately supported with staff involvement. And as is always appropriate, express your authentic appreciation to volunteers in ways that are most meaningful to them.


Mission Focus

It is easy to get caught up in the details of any process. Growth doesn’t happen overnight and

sometimes there will be discouraging results to contend with. Not all actions will happen as

planned, not all goals will be met. It’s the nature of undertaking an aggressive plan.

However, it’s important to celebrate the successes that you do have along the way and link them

back to the reason for growth – the goal to serve more children in a high-quality way.

Leaders can help sustain their team through these times by maintaining a strong message of

mission focus. One way to do this is to include the mission and vision messages at the beginning

of every meeting and communication with the growth committee members. Remind everyone of

the reason why they have accepted this challenge and let them know that what they are doing

makes a positive difference in the lives of children. Share the stories of how CASA volunteers

continue to positively impact the lives of abused and neglected children in your community. And

let them know that you are grateful for their contributions.


Section II: Growth Planning Resources

This section of the toolkit provides resources to support each of the six critical

areas that will be a part of the strategic growth plan:

Executive Leadership

Judicial Engagement


Fund Development




Executive Director Assessment Tool

SECTION I

Vision, Mission and Strategies

DIRECTIONS: The executive director's role has both strategic and operational components. Working

with the board, the executive director must develop a shared vision for the future of the organization,

build understanding around the current mission, and develop appropriate goals and strategies to

advance that mission.

How satisfied are you that the executive

director:

Not Satisfied Satisfied Not Sure N/A

1-1 has worked with the board to develop a clear 1 2 3 4 NS NA

vision for the organization and understands

his or her own leadership role?

1-2 has worked with the board to translate the 1 2 3 4 NS NA

organization’s mission into realistic goals and

and objectives?

1-3 has worked with the board and staff to create 1 2 3 4 NS NA

an effective process for long-range or strategic

planning for the organization?

1-4 has a sense of what must change and what

must remain the same in order to accomplish 1 2 3 4 NS NA

the organization’s mission & realize its

vision?

What are the major strengths of the executive director in this area?

How can the executive director do better in this area?


SECTION II

Accomplishment of Management Objectives

DIRECTIONS: Working with the board, the executive director establishes operational objectives that

support the strategic plan. The executive director is responsible for leading the staff in the

implementation of the strategic plan and any annual plans.


director:


2-1 selects and cultivates qualified senior staff, 1 2 3 4 NS NA

models effective behaviors and skills, and

builds morale among staff and volunteers?

2-2 ensures that there are appropriate systems in

place to facilitate the day-to-day operations

of the organization in the areas of: 1 2 3 4 NS NA

a. development and delivery of programs?

1 2 3 4 NS NA

b. education and outreach?

1 2 3 4 NS NA

c. policy development?

1 2 3 4 NS NA

d. administration and operations?

1 2 3 4 NS NA

e. fund-raising and resource development?




SECTION III

Program Management

DIRECTIONS: A nonprofit organization carries out its mission by offering specific programs and services.

The executive director leads the staff in managing and administering these programs and services. This

requires a thorough knowledge of the organization's mission area as well as an understanding of

technical, operational, and ethical issues.


director:


3-1 demonstrates substantive knowledge regarding 1 2 3 4 NS NA

the organization’s programs and services?

3-2 works with the board to develop appropriate 1 2 3 4 NS NA

policies to ensure the efficiency and effective-

ness of programs?

3-3 sets high standards of quality for the 1 2 3 4 NS NA

organization’s programs?

3-4 recommends new programs and the 1 2 3 4 NS NA

modifications or discontinuance of current

programs, as appropriate, to the board?




SECTION IV

Effectiveness in Fund-Raising and Resource Development

DIRECTIONS: The executive director, in partnership with the board and appropriate staff, is responsible

for developing and implementing appropriate fund-raising and financial development strategies. The

executive director and board use their combined strengths, knowledge, and relationships to help the

organization achieve its objectives.


director:


4-1 has a clear understanding of the current and 1 2 3 4 NS NA

future financial resources needed to realize

the organization’s mission?

4-2 works in concert with the board and development1 2 3 4 NS NA

staff to implement a fund-raising program that

meets the goals established for the organization?

4-3 is innovative in the creation of partnerships with 1 2 3 4 NS NA

with businesses or other institutions that

contribute to the organization’s resources?

4-4 guides the revenue-generating activities in order 1 2 3 4 NS NA

to provide adequate income to the organization?

4-5 is an effective fund-raiser, working well with

staff, donors, and board members to secure 1 2 3 4 NS NA

adequate income and strong personal commit-

ments from those who have an interest in the

organization?




SECTION V

Fiscal Management

DIRECTIONS: Ensuring that income is managed wisely is especially important for a nonprofit

organization operating in the public trust. It is the role of the executive director to see that solid

planning and budgeting systems are in place and that the organization's goals and strategic plan serve as

the basis for sound financial planning. It is the executive director's responsibility to ensure that qualified

staff are hired to accurately monitor, assess, and manage the financial health of the nonprofit.


director:


5-1 is knowledgeable regarding financial planning,

budgeting and management of the organization’s 1 2 3 4 NS NA

investments and endowment, and understands

the place of each in the organization’s overall financial picture?

5-2 has established a system linking strategic and 1 2 3 4 NS NA

operational planning with the organization’s

budgeting process?

5-3 presents financial reports to the board on a 1 2 3 4 NS NA

regular basis and submits an annual budget

for board review, revision and approval?

5-4 ensures that a clear and accurate accounting

system is maintaining, allowing the board to

monitor the organization’s finances and 1 2 3 4 NS NA

operations in relation to the approved

budget and to make informed financial decisions?




SECTION VI

Operations Management

DIRECTIONS: The executive director is responsible for day-to-day management. The executive director

works with staff to develop, maintain, and use the systems and resources that facilitate the effective

operation of the organization.


director:


6-1 is knowledgeable regarding the operations of an 1 2 3 4 NS NA

effective office environment?

6-2 has ensured that the organization has in place:

1 2 3 4 NS NA

a. sound risk management policies, including

adequate insurance coverage?

b. appropriate personnel policies and systems 1 2 3 4 NS NA

for staffing?

c. plans for the appropriate use of technology 1 2 3 4 NS NA

and technological systems?

6-3 ensures compliance with all legal and regulatory 1 2 3 4 NS NA

requirements?




SECTION VII

The Executive Director/Board Partnership

DIRECTIONS: The executive director and the board must work together as partners. Each arm of

leadership draws upon its own unique strengths and abilities. The executive director and the board have

joint responsibility for developing and maintaining a strong working relationship and a system for

sharing information. The board is responsible for creating a written job description for the executive

director that is clear and agreed to by all parties.


director:


7-1 is clear about the differences between his or her 1 2 3 4 NS NA

role and that of the board?

7-2 is an effective partner with the board in leading 1 2 3 4 NS NA

the organization?

7-3 has been delegated the authority necessary to 1 2 3 4 NS NA

manage the organization effectively?

7-4 raises issues and questions and provides adequate1 2 3 4 NS NA

information to inform board discussions?

7-5 receives an annual review in a timely and 1 2 3 4 NS NA

thoughtful way that articulates specific strengths

and areas of improvement?




SECTION VIII

The Board/Staff Relationship

DIRECTIONS: Because many organizational issues require a partnership of board and staff to be

addressed effectively, it is important that the board, executive director, and staff members assigned to

assist the board in carrying out its work have a good and strong working relationship.


director:


8-1 has established appropriate systems for dialogue

and communication between the board and staff 1 2 3 4 NS NA

to ensure that the board maintains a good

knowledge of the organization?

8-2 and other appropriate staff members have built

effective working relationships with the members1 2 3 4 NS NA

of the board who are responsible for specific

aspects of organizational governance?

8-3 has a collegial working relationship with the 1 2 3 4 NS NA

staff and the board?




SECTION IX

External Liaison and Public Image

DIRECTIONS: The executive director and board members are key players in establishing and maintaining

positive relationships with the many groups that support the work of the nonprofit.


director:


9-1 maintains a positive professional reputation in 1 2 3 4 NS NA

the local community and is a good ambassador?

9-2 cultivates effective relationships with:

1 2 3 4 NS NA

a. community and business leaders?

1 2 3 4 NS NA

b. constituents?

1 2 3 4 NS NA

c. public officials?

1 2 3 4 NS NA

d. relevant professional organizations?

1 2 3 4 NS NA

e. potential funders?

9-3 is an articulate and knowledgeable spokesperson 1 2 3 4 NS NA

for the organization?

9-4 is knowledgeable about the public policy

dimension of the organization’s work, and 1 2 3 4 NS NA

provides strong advocacy for the organization’s

interests?


9-5 is well regarded by his or her professional peers 1 2 3 4 NS NA

in the organization’s areas of focus



Additional Questions:

1. What are the three major strengths of the executive director?

2. What are some limitations in the executive director's performance?

3. What have been the most significant achievements of the executive director over the past year?

4. What external factors have influenced the executive director's performance?

5. In the past year, what difficult issues have faced the organization, and how did the executive

director bring them to resolution?

6. Have any legal or ethical issues arisen with regard to the operations of the organization? How

were these brought to successful resolution?

7. What are areas in which the board could provide better support to the executive director?

8. What should be the organizational goals for the executive director for the coming year?

9. What should be the personal development goals for the executive director for the coming year?

10. Additional comments:


Core Competencies for Executive Directors

Provides Leadership—Fosters the development of a common vision for the agency among volunteers,

staff and the community; clear direction and sense of priorities; makes tough, courageous decisions;

creates energy and enthusiasm; guides the board and key committees in policy formulation and

interpretation; mobilizes for action.

Catalyst for Strategic Planning—Understands changing social, economic, philanthropic and political

climate; develops innovate approaches to meet trends; acts as catalyst for needed change and strategic

planning among staff, volunteers and the community.

Skilled at Resource Development—Able to develop and lead effective resource development strategies;

has personal ability to make fundraising appeals; adept at in-kind and planned giving resource

development.

Relationship Builder—Establishes open, trusting and candid working relationships with all stakeholders;

treats everyone fairly and with respect; demonstrates commitment to diversity objectives; deals

constructively with conflicts; builds consensus and a credible image to the community.

Encourages Volunteer Involvement—Understands and puts into action volunteer recruitment,

training and recognition strategies; skilled at bringing diverse people together and mobilizing them for

mission fulfillment; handles well the paradox of leading and being led by volunteers.

Effective Communicator—Articulates both verbally and in writing; listens well; encourages differing ideas

and opinions; presentations are well organized and understandable; promotes communication throughout

the organization.

Mature Self-Confidence—Has a positive outlook; able to handle stress constructively; knows own

strengths and weaknesses; clear sense of personal passion and direction; constant learner; seeks feedback;

high standards of personal integrity.

Provides Effective Staff Leadership—Attracts high caliber employees; creates effective organizational

structure; makes tough staffing decisions; supports and encourages staff; understands and implements

good, legal personnel strategies and policies; focuses on results and measures staff on outcomes; strives

to achieve staff diversity; coaches staff; provides a learning and personal growth environment; creates

passion in staff for mission achievement.

Financial and Resource Management Skills—Understands budget development and implementation;

manages resources wisely; develops and maintains strong financial controls.

Demonstrates Commitment to Agency's Values—Possesses a passion for serving people; committed to

the vision, mission and goals of the agency; understands and implements strategies to fulfill the vision,

mission and goals.

Skilled at Community Building and Collaboration—Understands and reacts to the wider community

issues; is a collaborator rather than believing the agency is the only way to address community resources

and needs.


Executive Director Performance Appraisal and

Development Plan Referring to the functional job description for this employee’s position, enter the critical job elements in the first

column. Special expectations, which have been identified, should also be noted in this column. Compare the

employee’s actual performance with the applicable standard and rate observed performance. Supporting comments

are to reflect to what extent the employee exceeded or fell below the standard.

Performance Standards, Critical Job Elements, and Special Expectations B=Below

M=Meets

E=Exceeds

Supporting

Comments

Administration:

Acts as the official staff representative for CASA of ____; reports to the

President of the Board; confers with such other Board officers or committee

chairs as is appropriate.

Recruits, hires, trains, supervises, and evaluates all staff.

Serves as liaison to Texas CASA and National CASA; and with appropriate

private and tax-supported agencies on the local and state levels.

Maintains all personnel files and records according to policy and the most recent

employment and nonprofit legal guidelines.

Maintains current knowledge of legislation affecting children, knowledge of the

local and state court system.

Assists the Board in forming and implementing policies, procedures, and

activities on the basis of their effect on the overall program.

Presents problems confronting the organization to the Board, including outlining

possible solutions.

Arranges and conducts an orientation for new Board members.

Notifies the Personnel/Executive Committee immediately of any criminal

charges.

Financial:

Forms and administers the budget as approved by the Board.

Prepares financial reports, i.e., monthly financial reports for the treasurer and

Board, monthly or quarterly financial reports to grantors.

Administers or supervises the payment of vouchers and accounts.

Reviews company insurance policies, assists with the annual audit, tax

statements and returns, initiating periodic reports to the Board.

Maintains accurate records and separate accounts for multiple grants.


Fundraising:

Assists with or prepares and submits all grant proposals.

Maximizes funds available from foundations, grants, state and federal agencies.

Participates with the Board in fundraising activities and special events.

Programs:

Oversee the recruitment, screening and training of Volunteer Advocates, ensures

each Volunteer Advocate is matched to the appropriate child case, and provides

supervision to Volunteer Advocates as needed.

Ensures that National CASA, Texas CASA and local program standards are met

and maintained.

Assures that appropriate communication is maintained among CASA of ____,

court personnel, child welfare agencies, and the legal community.

Makes community presentations re: child abuse and the role of CASA as well as

the need for volunteers and to raise community awareness.

Develops and oversees methods of program evaluation to ensure the quality of

services.

Supervises the development and administration of training through workshops,

seminars, symposiums for volunteers, staff and the Board.

Maintains current information about similar programs and agencies.

Provides statistical information to the Board and to funding sources.

Uses the expertise of the Advisory Board, Friends of CASA, and other

volunteers.

Planning and Development:

Develops long and short-term objectives annually as part of an annual report

made to the Board of Directors.

Reviews standards for Texas CASA and National CASA; assures compliance

with funding and regulatory entities.

Submits policy development or proposed changes for Board approval.

Oversee public relations for all facets of CASA of ____ programs including

volunteer recruitment, fundraising and public awareness.

Other Responsibilities:

Performs other functions as directed by the Board of Directors


Section II

Employee Development

A development plan must be provided for each employee. This development plan must address any critical job

element/performance standard rating that is below standard. Any employee meeting/exceeding all standards of

performance will have a development/enrichment plan provided. Enter any training activities, or other

experiences which are planned to improve this employee’s performance. Include the names of persons responsible

for the accomplishment of all aspects of this development plan. Also, include dates by which planned actions are to

be accomplished and cite training resources.

Performance Standard/

Development Plan Planned Activity/ies

Dates for

Completion

Progress

Dates Resources

Section III

Supervisor Comments

Supervisor’s comments will include additional observations and/or constructive criticisms regarding the individual’s

performance not covered in Section I, to include among other subjects the following:

Communication Skills (verbal, written, interacting)

Attendance/Usage of Leave (ability to use time wisely in the performance of job duties)

Attitude (toward supervision, extra assignments not included as a critical job element, relating to other

units/customers horizontally and vertically, employee initiative, coaching/mentoring, other)

Initiative (degree of independence, self-motivation and resourcefulness in performing job duties)

Commitment (loyalty and dedication to agency mission)


Section III (continued)

Employee Comments (optional)

Employee comments may include reactions, concerns, agreement or disagreement regarding the Performance

Appraisal/Development Plan. Each employee being appraised is strongly encouraged to reflect the following:

(1) Appraisal content;

(2) Resources to perform the job (positive/negative).

(3) Management support (positive/negative).

(4) Relevance of job description and proposed changes to current job description.

Employees must update their personnel files at this time, e.g., change of address, change of education levels, etc.

Section IV

Signature Blocks

I have discussed this performance plan with the

employee.

I have read, understand, and have received a copy of this

appraisal. I understand my signature does not

necessarily indicate agreement and I am free to respond

in writing within 5 workdays for my file.

Supervisor’s Signature Date Employee’s Signature Date

Supervisor’s Printed Name Employee’s Printed Name


Sample Memorandum of Understanding (MOU)

MEMORANDUM OF UNDERSTANDING

Re: Court Appointed Special Advocates

Between: The East Texas Cluster Court (Court)

Texas Department of Family and Protective Services, Brazos County (CPS)

Voices For Children, Inc., CASA of Brazos Valley (CASA)

Date: Revised Agreement – May 2007

I. PROCEDURES FOR REFERRAL AND ASSIGNMENT OF CASES

Objective - To establish the method by which cases are chosen and referred to the CASA

Program. The CASA Program, in cooperation with the court, retains the right to establish

priorities for service as well as to determine from among cases referred for appointment, those

it can serve appropriately, within the limits of its resources, capacities and mission. (Appendix

A: CASA Mission Statement) CASA assignment requires a court order. All referrals will be

forwarded to the Judge of record or the Presiding Judge for consideration. CASA shall be

assigned at the earliest possible stage of the court proceedings.

A. Priorities for Case Referral:

1. Children to be served are removed from the home and/or at imminent risk of being

removed from the home.

2. The case is complex, involving serious allegations of sexual or physical abuse

and/or neglect.

3. Permanency is an issue.

4. All ages up to eighteen are appropriate for referral.

B. Referring Parties Include:

1. A Judge - Direct Referral

The following parties to court proceedings may make a request to the court for referral of a

case for CASA appointment:

2. The Assistant District Attorney representing CPS

3. Personnel of CPS; including Director, Supervisor and Caseworker

4. An Attorney for the child – Attorney ad litem

5. An Attorney for the child's family


C. Method of Referral:

1. A Judge concludes that a CASA appointment and CASA assistance are appropriate.

A direct referral by court order may be initiated at any stage of the proceedings.

CASA assignment requires a court order, and a specific court order outlining the

appointment has been drafted for this purpose (Appendix B).

a. An "Order Appointing Guardian Ad Litem" order is completed and

signed by a judge and forwarded to the CASA office from the District

Attorney's office.

2. A referral to the CASA program will be accepted under the following conditions:

a. The referral for services is consistent with the CASA mission

b. A volunteer is available to serve as CASA

c. There is no excessive hardship (ex: the travel required to sufficiently

perform the CASA role is not greater than 6 hours one way)

D. Assignment of a CASA - Upon receipt in the CASA office of a Court Order of

appointment from the Judge:

1. CASA staff shall meet with the prospective volunteer to discuss the specifics of the

case and to determine if there are any areas of conflict of interest.

2. The CASA volunteer may sign a case acceptance form signifying assignment. If the

volunteer declines, subsequent volunteers will be approached until the case is

accepted.

3. CASA staff shall send letters of notification of volunteer assignment to all parties to

the case, including the natural parents and the foster parents. A copy of the court

order may also be sent to parties who have not previously been sent one.

II. ROLES AND RESPONSIBILITIES OF THE CASA VOLUNTEER, THE

CASEWORKER, AND THE ATTORNEY AD LITEM

Objective - To ensure quality representation for the best interest of the child, the

partnership between the CASA Volunteer, the Caseworker and the Attorney shall be

structured to facilitate communication, collaboration, and a commitment to teamwork.

At the same time, each is a parallel and independent resource for the Court to consider in its

decision to serve the best interest of each child.

A. Roles and Responsibilities of the CASA Volunteer (Guardian ad litem), under the

supervision of the CASA Volunteer Coordinator:

1. Provides the court with independent and objective information regarding children

involved in dependency and neglect cases.

2. Conducts an independent review, examines all relevant documents and may interview

all persons directly having knowledge of the child's and/or family's situation to

formulate an objective understanding of what is in the best interest of the child.


3. Assists the court in assuring that the best interests of the child are served at all times in

relation to his or her right to a safe and permanent home and to his or her needs.

4. Reviews issues of compliance and non-compliance with family service plans and court

orders.

5. Participates in team meetings or staffings involving the child.

6. Advocates for the child and for needed services in a timely manner.

7. Visits any potential caretaker.

8. Attends all court hearings and submits a written report to the court and the parties

outlining the findings and the advocate’s recommendations 5 days prior to the hearing.

9. Initiates and maintains regular contact with the child's caseworker and attorney.

10. May request a case conference if a goal change or placement change is indicated.

by all parties.

11. May request a placement hearing if placement recommendations are not agreed upon by

all parties.

12. Completes Home Assessments on potential caregivers.

13. Reports any incidents of suspected child abuse or neglect to the appropriate authorities

immediately.

14. Remains actively involved in the case until a permanent resolution is established for

the child and/or formal dismissal is ordered by the court.

15. Refrains from becoming inappropriately involved in a case by providing case

management or direct counseling services to the child or family.

16. Maintains confidentiality of all information obtained, with the exception of reporting

information to the court.

17. Accepts case supervision and maintains regular contact with the CASA volunteer

coordinator.

18. Upholds the Memorandum of Understanding (MOU) between TDFPS and Texas

CASA.

B. Roles and Responsibilities of the CPS Caseworker, under the supervision of the Casework

Supervisor:

1. Assumes responsibility for child protection; identifies problems or risk factors which

must be addressed in order for the child to remain/return home; plans a course for

treatment; initiates a Family Service Plan; and coordinates appropriate service

referrals.

2. Orients CASA to a new case by meeting with them, sharing case information and

providing access to the appropriate file(s).

3. Completes the Service Plans in a timely manner and provides copies of each

completed plan to CASA and the AAL.

4. Notifies the CASA and AAL of any changes in address, phone number, or

household composition of parents or child.

5. Maintains regular contact with CASA and AAL regarding all case issues.

6. Provides access to and copies as requested of all documentation on a case,

including family service plans, petitions to court, letters, reports to court, notices of

hearings, and court orders in a timely manner to CASA and AAL.


7. Ensures hearings are scheduled as mandated or ordered and that all parties are

notified 15 days in advance.

8. Attends all court hearings and submits a written report to the court and the parties

10 days prior to the hearing.

9. Informs the CASA and AAL of plans to change the goal or placement of a child and

requests a case conference as necessary.

10. Invites the CASA and AAL to attend team staffings held to discuss a child's case.

11. Upholds the Memorandum of Understanding (MOU) between TDFPS and Texas

CASA. (Appendix C: TDFPS and Texas CASA Memorandum of Understanding)

C. Roles and Responsibilities of the Attorney ad litem:

According to Texas Family Code 107.012, 107.014: (a) Appointment. – In a suit filed by a governmental entity requesting termination of the

parent-child relationship or to be named conservator of a child, the court shall appoint an

attorney at litem to represent the interests of the child immediately after the filing, but

before the full adversary hearing, to ensure adequate representation of the child.

(b) Powers and duties. - The Attorney ad litem shall:

Investigate to the extent the attorney ad litem considers appropriate to

determine the facts of the case;

Obtain and review copies of all of the child’s relevant medical, psychological, and

school records;

Call, examine, or cross-examine witnesses;

Become familiar with the American Bar Association’s standards of practice

for lawyers who represent children in abuse and neglect cases.

Interview the child if the child is four years of age or older;

Interview individuals with significant knowledge of the child’s history

and condition, including the child’s foster parents; and

Interview all parties to the suit.

Additional Responsibilities:

1. Makes time available for consultation with the CASA and the Caseworker

as circumstances require.

2. Maintains regular contact with CASA and CPS regarding all case issues.

3. Determines legal strategies for a case and files motions and petitions.

4. Participates in case conferences and team staffings as notified and available

to attend.

5. Determines and presents witnesses in a formal hearing.


III. EXPECTATIONS/FACILITATION OF POSITIVE WORKING

RELATIONSHIPS Objective - To delineate the joint and individual responsibilities of the

participating entities. A. Periodic evaluation of the program's effectiveness and operations and of this agreement

shall be conducted by the Presiding Judge, the CPS Director, and the CASA.

Revisions and changes shall be their joint responsibility.

B. Interactions between all participants shall be facilitated by the respective supervisors

with areas of disagreement communicated and resolved as early as possible.

C. CASA, CPS and the Court agree to work together toward the mutual goals of:

Providing maximum protection and representation for children who are

currently being physically, sexually, or emotionally abused; being neglected; or

being exploited; and protecting children who are at risk of harm;

Providing a full array of social and health services to help the child and family

and to prevent re-abuse of children;

Preserving the family as a unit when in the best interest of the child and

pursuing other permanency options when that is in the best interest of the child,

working towards a resolution within a framework of 12 months;

Carrying out these goals in a timely manner.

To this end, CASA shall:

Provide professional staff and recruit qualified volunteers for the CASA program;

Train volunteers to fulfill their role as Court Appointed Special Advocates;

Provide CASA Volunteers with professional supervision and consultation;

Assign a specific CASA Volunteer (based on availability) to cases referred to the

CASA program by the court;

Cooperate with CPS, the AAL and the Court, including providing them with

copies of CASA court reports prior to a scheduled hearing and upon request;

Provide training on the CASA program to CPS and other related or

involved service agencies;

Keep confidential all information about children and families referred to the CASA

program.

To this end, CPS shall:

Refer dependency cases to the Judge and CASA for CASA appointment at

the earliest possible stage of CPS involvement, according to the current

procedure worked out jointly;

Provide professional staff;


Participate in CASA volunteers pre-service training;

Cooperate with CASA upon court ordered assignment, including orientation of

the CASA to the case and providing access to the case files, provision of copies of

reports and documents as issued;

Notify CASA and the AAL of all hearings and team staffings on cases referred to

CASA.

To this end, the Court shall:

Refer appropriate cases to the CASA program at the earliest possible stage of

the court proceedings;

Issue court orders appointing and removing a CASA as Guardian ad litem to

represent the best interest of the child;

Appoint an Attorney ad litem in a timely manner to a child's case to represent

the legal interests of the child;

Participate in CASA volunteers pre-service training;

Support applications for CASA funding.

Presiding Judge, Brazos County CPS Program Director, Brazos County

East Texas Cluster Court Department of Family & Protective Services, Brazos

Executive Director Date of Signing

Voices For Children,

Inc. CASA of Brazos

Valley


Sample CASA Appointment Court Order

CAUSE NO.

IN THE INTEREST OF § IN THE DISTRICT

§

COURT OF

BRAZOS COUNTY, TEXAS

A CHILD/CHILDREN

§

JUDICIAL DISTRICT

ORDER TO APPOINT GUARDIAN AD LITEM

The Court finds that appointment of a guardian ad litem for the children is mandatory under

107.001(b), Tex Fam.Code.

IT IS THEREFORE ORDERED that any previously appointed guardian ad litem, if any, be dismissed

and that Voices for Children, CASA of Brazos Valley be appointed guardian ad litem to represent the interest of

the child/children the subject of this suit.

IT IS ORDERED that, upon request by the Guardian ad Litem of the child/children the subject of this

suit, the Department provide current records , home studies, and any unredacted copies of the complete CPS file

and other reports of the Department without editing the information pursuant to § 261.201(g) Texas Family Code.

IT IS ORDERED that the Guardian ad Litem not disclose to any other person the identity of a person

making a report or the identity of any other person whose life or safety may be endangered by such disclosure.

IT IS FURTHER ORDERED that the Guardian ad Litem shall have access to the medical, dental,

police, educational, psychiatric, and mental health records of the child/children and potential caretakers of the

children to the same extent as a parent or managing conservator, including inspecting and copying any records

and consulting with any provider of services. IT IS FURTHER ORDERED that the Guardian ad Litem shall not

disclose any confidential information received from any agency or individual, except to the court and the parties

in this case.

Name/ Date of Birth of parent:

Name/Date of Birth of parent:

Name/Date of Birth of parent:

SIGNED this day of , 20

Judge Presiding


Sample Working Agreement between CASA and the

Court

WORKING AGREEMENT BETWEEN THE COURT APPOINTED SPECIAL ADVOCATES

OF ANY COUNTY AND THE JUDICIAL DISTRICTS AND COUNTY COURTS OF ANY

COUNTY, TEXAS

I. The Judicial Districts and County Courts of Any County, Texas, agree to work with the Court

Appointed Special Advocates of Any County, Inc. (hereinafter referred to as CASA) in the

administration and operation of this agreement, pursuant to Section 107.031, subchapter C of

the Texas Family Code.

II. Responsibilities of Parties

A. Under the terms of this agreement, CASA will:

1. Recruit volunteers for the program. 2. Conduct all local, state and national screening and background checks for volunteers

serving as advocates, as required by National CASA and Texas CASA standards.

3. Provide 30 hours of initial training and 12 hours of continuing education for the volunteers in the necessary casework and legal skills so that each volunteer will be able to fulfill the CASA volunteer's role as the child's guardian ad litem advocate.

4. Assure that each volunteer, after completion of CASA's new volunteer training, will

be sworn in and given an oath of office by one of the Judges of Any County.

5. Make and maintain procedures for case referral and assignment of cases to specific CASA staff and volunteers.

6. Consult with the Attorney ad Litem throughout the case. The attorneys

representing other parties to the suit will also be contacted during the case fact finding as necessary.

7. Conduct an independent fact-finding investigation, monitor all court orders for

compliance by all parties, and make recommendations as to the best interest of the child(ren) involved in the suit.

8. Ensure that the CASA volunteer prepares written Court Reports with assistance

from the advocacy supervisor of the facts in the case. Reports shall include: information gained from the fact-finding investigation, names of persons contacted, compliance of court orders, and recommendations for the best interest of the child(ren) involved in the suit and, after approval by the Program Director or his/her designee, direct these Court Reports to the court clerk for filing.


9. All CASA Court Reports will be distributed to the appropriate parties involved in the suit.

10. Notify the court of the volunteer advocate assigned to the case, and any

reassignment throughout the life of the case.

11. The CASA volunteer and CASA staff will attend hearings to provide verbal information as requested by the judge.

12. A CASA staff will review all court orders and sign when in agreement.

13. Encourage and facilitate the cooperation of CASA staff and volunteers with court

staff and officers of the court. B. Under the terms of this agreement, the Judicial Districts and County Courts of Any

County will:

1. Direct the appointment of CASA to cases based on the primary criteria that the cases involve abused and neglected children in need of a permanent placement. The CASA staff will assign a specific CASA volunteer to each of these cases as available. The appointment of CASA may occur at any stage of the court process.

2. Ensure that the CASA program and CASA staff/volunteers will have reasonable

access to court records.

3. Formalize the appointment of CASA and subsequent assignment of a CASA volunteer via Order Authorizing Appointment of CASA of Any County. An attorney, a caseworker, the foster parents or a representative of a facility, etc may request CASA on a case. All cases that involve the Texas Department of Family Protective Services petition to secure Temporary Managing Conservatorship of a child will be "automatic", thus allowing for immediate service to these children, unless otherwise requested by either party (CASA or judiciary).

4. Encourage and facilitate the cooperation of court staff and officers of the court with

the CASA staff and CASA volunteers. Judicial Districts and County Courts of Any County, Texas

____________________________________________________________ (NAME), XXth Judicial District Court Judge ____________________________________________________________ (NAME), County Court at Law #xx - Judge

Court Appointed Special Advocates (CASA) of Any County, Texas

____________________________________________________________ (NAME), Executive Director of CASA of Any County, Texas Executed this _______ day of _______________, 20________.


Endorsement Letter from the Honorable Ronald Pope

328th DISTRICT

COURT Fort Bend County,

Texas

Ronald R. Pope

Judge Presiding March 24, 2009

(281) 341-4406

Fax 281-341-4426

The Honorable Abel Herrero

Vice-Chair, Human Services. Committee

Texas House of Representatives

P.O. Box 2910

Austin, Texas 78768-2910

Re: H.B. 1943

Dear Representative Herrero,

You have asked for my reasons for appointing CASA volunteers as guardian ad litems

("GAL") in my court room. I appoint CASA as GAL in my court room because GAL status

gives them all of the tools they need to effectively advocate for children and give me the

information I need to make better decisions.

I am a District Court Judge in Fort Bend County and have been for more than six (6)

years. I handle CPS cases regularly and I always appoint a CASA volunteer as the Guardian Ad

Litem. There are no exceptions to that appointment.

CASA volunteers have been invaluable in their pursuit of the "best interests" of the child

or children. Our CASA volunteers have many hours of training, expert supervision and guidance

by CASA staff, a commitment to the child or set of siblings I appoint them to advocate for.

Giving them the ability to act as guardian ad litem in every case, will give every

court in this state a strong, independent voice for children. Because they are volunteers, they are

beholding to no one except the best interests of the child.

As guardian ad litem, CASA's role and duties are clearly set out in Chapter 107 of the

Family Code and include:

• obtaining and reviewing all of the child's relevant records;

• visiting with the child and everyone involved in the case and the child's life;

·• receiving notice and attending each hearing and staffing on the case;

·• reviewing and signing, or declining to sign, agreed orders affecting the child;

• explaining the basis for their opposition to the agreed orders, if they disagree;

401Jackson. 3rd Floor • Richmond, TX 77469


The Honorable Abel Herrero Page Two

March 24, 2009

• testifying as witness at hearings and trials on the best interests of the child; and

·• submitting a report regarding the GAL's recommendations relating to the best interests of the child and the basis for those recommendations.

If CASA volunteers are not appointed as GAL, in my opinion, they lack the authority to secure and

present the information any judge would want to have in order to make the best decision about children.

I hope this information is helpful in your deliberations on HB 1943. Please feel free to call me should you or other members of the committee have questions.

Thank you.


Testimonial Memo from the Honorable Darlene Byrne

DARLENE BYRNE

Judge (512) 854-9313 ARLICE HARRIS

Court Clerk

KATY GALLAGHER PARKER

Staff Attorney

(512) 854-4915 126TH DISTRICT COURT RENE SALINAS

(512) 854-4308

MEANETTESALGADO

Official Court Reporter

Court Operations Officer

(512) 854-9870

TRAVIS COUNTY COURTHOUSE

P. 0. BOX 1748

AUSTIN, TEXAS 78767

FAX: (512) 854-9780

(512) 854-7848

Date: May 6, 2009

To: Members of the Senate Jurisprudence Committee

From: The Honorable Darlene Byrne, Judge, 126th Judicial District Court

Re: Written Testimony in Support of Senate Bill2434

I. Introduction

My name is Darlene Byrne, Judge of the 126th Judicial District Court in Travis County,

Texas. I preside over all the child abuse and neglect cases on the civil side of the docket

in Travis County. We have approximately 25 new child abuse and neglect cases filed

each month in Travis County by the Department of Family and Protective Services

("Department"). We have approximately 950 children in substitute care or foster care. I

am also the Chair of our Juvenile Justice Board in Travis County wherein we work with

over 1000 youth in the delinquency system daily in our county. I am honored to be on

the Board of Trustees for the National Council for Juvenile and Family Court Judges

("NCJFCJ") and preside over one of thirty-seven Child Victim's Act Model Courts in the

country designated by the NCJFCJ, which is a court that hears civil child abuse and

neglect cases. Finally, I am thrilled to work as the Vice Chair of the Supreme Court of

Texas Permanent Judicial Commission for Children, Youth and Families in Texas.

II. Position

Despite the many roles in which I serve, I am providing written testimony in support of

Senate Bill 2434 personally, based on my experiences as a district court judge and not on

behalf of any other entity or organization. In my jurisdiction, whenever I appoint a

CASA for a child, I always do so in the role of guardian ad litem for the child. In my

experience, I have seen CASAs work tirelessly, professionally, courageously, and

thoroughly in this role providing much needed best interest testimony, case investigation,


recommendations and resources to our youth. Although I am a strong advocate for

judicial discretion of individual judges across the state as they run their courtrooms in the

manner they best see fit, I support this legislation because, in Travis County, I have seen

numerous benefits to the routine appointment of CASA as guardians ad litem. I believe

that in Travis County these appointments improve the manner in which the entire child

welfare system supports the children we serve.

III. Overview

a. Travis County Perspective

As a District Court Judge in Travis County, I am obligated to make decisions

every day which reflect the "best interest" of children who have been victimized

by abuse and neglect. To assist me in this task, I often appoint CASA of Travis

County to represent the interests these children. We are fortunate in Travis

County to have the benefit of the fourth-oldest CASA program in the State of

Texas, operating since 1985. The program started with approximately 43

volunteers serving 85 young people. It has grown to the point where, today, the

program has around 400 volunteers serving 1,100 young people annually. Travis

County's program serves approximately 75% of all youth in Travis County in the

conservatorship of the Department.

I should point out, however, that I cannot speak to the manner in which cases are

handled in other jurisdictions in Texas and am unfamiliar with local CASA

organizations outside of Travis County. It is my understanding that some other

jurisdictions in Texas do not appoint CASA in the role of guardians ad litem, but

rather in the role of "next friend". I cannot speak to this role as it is not a practice

employed in my jurisdiction. I also understand that some jurisdictions routinely

appoint all attorneys in the "dual role" of attorney and guardian ad litem for the

pendency of the case. In Subsection (c) below, I will attempt to articulate why

this model has not been my preference in Travis County.

b. Practice of Routinely Appointing CASA as Guardians ad litem

Whenever I appoint a CASA for a child, I always do so in the role of guardian ad

litem for the child. My reasoning for this is that, while not a party to the suit, the

guardian ad litem has an established advocacy role in child welfare proceedings

with specific powers and duties enumerated under Section 107.002 of the Texas

Family Code. As the guardian ad litem, a CASA advocate may bring matters to

the attention of the court which otherwise might have gone unnoticed. CASA file

detailed reports with the Court in advance of each statutory hearing. CASA

appear at statutory hearings along with other parties. Additionally, in my

jurisdiction I have supported the authority of CASAs, as guardians ad litem, to

call hearings when such advocacy is necessary to bring matters to the attention of

the Court. I believe that the statutory framework of the guardian ad litem role

supports this type of child advocacy in the court setting.


c. Appointment of Independent Guardians ad litem May Help Avoid

Conflicts of Interest Inherent in the use of Dual-Role Attorneys

I understand that some other jurisdictions in Texas routinely appoint all attorneys

in the "dual role" of attorney and guardian ad litem for the pendency of the case.

While I recognize the benefit of legal advocacy in the courtroom, this stringent

use of the dual role model has not been my preference due to my legal and ethical

concerns regarding conflicts of interest. I am primarily concerned that the dual

role inherently requires the attorney to substitute their judgment for that of the

child's. When the dual role is utilized irrespective of the child's age and the

ability or willingness of the child to express preferences, conflicts of interest are

bound to exist. In fact, my reading of Section 107.008 of the Texas Family Code

is that it purports to limit the use of the dual role to avoid conflict situations. That

statute says that an attorney in the dual role may only substitute their judgment for

the child's judgment when the lawyer determines that the child cannot

meaningfully formulate the child's objectives of representation in a case because

the child: (1) lacks sufficient maturity to understand and form an attorney-client

relationship with the attorney; (2) despite appropriate legal counseling, continues

to express objectives of representation that would be seriously injurious to the

child; or (3) for any other reason is incapable of making reasonable judgments

and engaging in meaningful communication. Under this statute, I believe that, if

the child is sufficiently mature to understand and form an attorney-client

relationship and continues to express preferences which differ from what the

lawyer deems to be in the child's best interests despite the lawyer's counseling of

the child, it is inappropriate and, even, impossible for the attorney to continue to

serve in this dual role. In my opinion, unless the child is appointed a separate

attorney ad litem, the child will be effectively denied the benefit of the legal

representation they are statutorily entitled to. I strongly believe this is one of the

great benefits of using CASA as guardians ad litem. When CASA serves as an

independent guardian ad litem in the case, the attorney is free to advocate for the

child without risk of conflicts developing.

d. Benefit of High-Quality Child Advocacy at No Cost to the County

In my experience, CASA does a very effective job of investigating and

representing the best interests of children in court when appointed as guardian ad

litem. In general, I have observed CASA staff members and volunteer advocates

to be extremely dedicated, well-trained in investigation and child advocacy

techniques, and knowledgeable about the child welfare system. I believe it is an

incredible benefit to the taxpayers of Travis County that CASA provides such

quality services without any expense to the county. Additionally, in my view of

the laws and ethical rules relating to conflicts of interest, I believe the routine use

of CASAs as guardians ad litem saves Travis County thousands of dollars each

year which would otherwise be required to be spent on attorneys or social workers


to perform the independent investigatory and advocacy roles which CASAs provide as

guardians ad litem.

e. Response to Bill Opponents

Because of the unique nature of each case and fact scenario, I am a strong

advocate of judicial discretion of individual judges across the state to run their

courtrooms as they see fit in light of the case needs. I believe some opponents of

Senate Bill 2434 are opposed to the bill because they believe judicial discretion in the

manner of appointing CASA to a case will be impeded. Although I am sensitive to

this concern, I still support the bill because I believe that this legislation would

help to maximize the impact of a valuable resource across all jurisdictions in Texas.

As detailed above, I also believe opponents of the bill construe the law related to

the dual role appointment and substitute judgment quite differently than I do. On

this point, I respectfully disagree and can only respond that I believe that when a

mature child articulates their preferences, their perspective should be accurately

represented to the court. Youth deserve fair representation in court regarding their

lives, hopes, and dreams.

IV. Conclusion

I currently appoint CASA to represent approximately 75% of the children in Travis County

who are in the managing conservatorship of the Department. Based on my positive

experiences with CASA as guardians ad litem, I would choose to appoint CASA to represent

children in this capacity in all cases if enough CASA advocates were available in my

jurisdiction.

Sincerely,

Darlene Byrne

Judge, 126th District Court

Travis County, Texas


Judicial Perspectives

The following commentaries were excerpted from The Judges' Page newsletter, a publication of The

National CASA Association in partnership with The National Council of Juvenile and Family Court Judges.

Editor’s Page: The Role of CASA/GAL Programs and Volunteers in Achieving Successful Dependency Court Outcomes

J. Dean Lewis, Judge (retired) Former Member, National CASA Association Board of Directors Past President, National Council of Juvenile and Family Court Judges

Summary This issue of The Judges’ Page newsletter is dedicated to sharing the extraordinary achievements and replicable best practices of CASA and guardian ad litem programs across the nation.

The first CASA program was created in 1977 by Judge David Soukup in Seattle, WA. The program was established to provide court-based advocacy for abused and neglected children through the use of trained and supervised community volunteers. The CASA model spread quickly as judges and communities around the nation learned from the Seattle program. With the assistance of the National Council of Juvenile and Family Court Judges, the National CASA Association was founded in 1982.

Today over 950 state and local CASA/GAL program offices exist in 49 states. In 2007, nearly 250,000 children were served by the 60,000 volunteers affiliated with these programs. In 2007, the number of children served since the first CASA/GAL program was created reached 2 million. Research reveals that children who have a CASA/GAL volunteer are more likely than other foster children to achieve timely permanency. (See the National CASA Association’s website for a summary of independent research demonstrating the effectiveness of CASA volunteers - nationalcasa.org/about_us/studies.html.)

The National CASA Association and its member programs strive to provide abused and neglected children with the best possible advocacy. Programs are governed by the National CASA Association’s Standards for Local CASA/GAL Programs and are evaluated as to compliance on a regular basis. (casanet.org/program-management/standards/0605_standards_for_local_programs_0053.pdf) Volunteers are trained and monitored based upon the requirements of standards. Many programs have developed enhanced services and have expanded the role of the volunteers. This issue is dedicated to sharing with you, the readers, the extraordinary achievements of CASA/GAL programs across the nation and alert you to exemplary practices that can be replicated in your community.


http://www.nationalcasa.org/about_us/studies.html

The Role and Responsibilities of the CASA/GAL Volunteer: What Do Judges Think?

J. Dean Lewis, Judge (retired) Former Member, National CASA Association Board of Directors Past President, National Council of Juvenile and Family Court Judges

Summary Judges from CASA programs across the country share what they find to be most valuable about the role and responsibilities of the CASA/GAL volunteer and how that role affects the outcome in dependency court cases.

The first CASA program was established by a judge and judges continue to play a key role in developing new CASA/GAL programs, sustaining existing programs and expanding the CASA/GAL network. The role and responsibilities of the CASA/GAL volunteer are established by National CASA standards (nationalcasa.org/download/Judges_Page/0806_standards_7E_0119.pdf). There are four core CASA/GAL volunteer responsibilities:

To obtain firsthand a clear understanding of the needs and situation of the child through review

of records and personal interviews documenting the information gathered in a court report that establishes the volunteer’s recommendations

To identify and advocate for the child’s best interests

To seek cooperative solutions by acting as a facilitator among the parties

To monitor the child’s situation and implementation of court orders

In 2005, the National CASA Association conducted a national survey of over 550 dependency court judges (nationalcasa.org/JudgesPage/Article/judge value casa volunteers.htm). Judges surveyed indicated that the CASA/GAL volunteers’ activities are very useful, that their input in informing court decisions is valued and that volunteers are very effective in supporting court processes. In fact, the survey revealed that judges frequently incorporate CASA/GAL volunteer recommendations into the court’s order.

The Judges’ Page recently asked key judicial leaders from diverse jurisdictions what they find to be most valuable about the role and responsibilities of the CASA/GAL volunteer and how that role affects the outcome in dependency court cases. These judges, who sit in courts across the nation, share their personal observations and experiences below.

Judge Patricia A. Macias, 388th Judicial District, El Paso, TX President, National Council of Juvenile and Family Court Judges

Independence is what judges find most critical about the CASA volunteer’s role. The child’s voice demands an advocate who fulfills their role and who speaks clearly and with determination about what is best for the child, even if that position stands alone.

Judges listen carefully to each word, written and spoken, by a CASA volunteer. The judge depends on them to gather all the information, to facilitate communication among all the collaborative team members, to master the skill of advocacy, and to have commitment in monitoring the case progress to permanency. But for the judge to make a sound decision, it requires much more. While maintaining positive relationships with all individuals surrounding the child, the CASA volunteer is obliged to be self-determined and not swayed or influenced by others.


Upon taking the oath to serve, a volunteer commits to act as a principled participant in legal proceedings. This means offering a position on behalf of the child based on unbiased information and free from outside pressure or personal interests.

Judge Ernestine Gray, Orleans Parish Juvenile Court, New Orleans, LA President, National CASA Association

Past President, National Council of Juvenile and Family Court Judges

What I find most critical about the role of the CASA/GAL volunteer is the fulfilling of the core responsibilities of gathering information, advocating, facilitating and monitoring. What comes to mind is the CASA volunteer who drives 5-1/2 hours to attend a twenty minute staffing (the staffing was longer because he was there) and challenges everyone in attendance to say at least one positive thing about his CASA child; who ensures that his CASA child takes his meds, which have been appropriately prescribed; and who challenges his CASA child to live up to his potential. He is not afraid to let his CASA child know that he cares and wants him to do well.

Judge Michael Nash, Presiding Judge, Los Angeles Juvenile Court, CA 2006 National CASA Judge of the Year Secretary, National Council of Juvenile and Family Court Judges

To me, CASA volunteers are the most independent persons in our process. They are not beholden to anyone but the children each of them represents. When you combine that notion with their training, their desire to help one child at a time, and the lack of a caseload, it almost always results in information and recommendations that not only help me as the judge make better decisions, but also lead to better outcomes for each child. I have seen CASA volunteers help find services for children that I was told were not available and I have seen them find permanent placements for children when our system faltered in that regard. In many instances, the efforts of CASA volunteers were absolutely heroic.

Judge Lisa Jones, Juvenile Court Judge, Southwestern Judicial Circuit, GA

I rely on CASA volunteers to provide the court with an independent recommendation specific to each child. It is comforting to know the volunteers are meeting with these children, their families, their doctors and teachers—with all those who impact the children’s lives—and compiling all of this information in a report to the court.

Judge Douglas F. Johnson, Separate Juvenile Court of Douglas County, Omaha, NE President-Elect, National Council of Juvenile and Family Court Judges

Recently, I accepted a 12-year-old boy’s admission that he pointed a pistol at his 15-year-old friend’s head and pulled the trigger. Casey said he was only trying to scare his friend, Joe. Unfortunately, when the pistol fired, Joe was killed. At the dispositional hearing his advocate spoke eloquently through her tears about Joe whom she had come to know as his CASA volunteer.

The courtroom was absolutely still as Nancy spoke. She asked of Casey and I that Joe’s life not be forgotten nor in vain. Being Joe’s CASA volunteer, Nancy readily recounted that he was a wonderful young man, so talented, loving, caring and fun to be with. She could see the promising life Joe once had. She wanted Joe to be remembered as the victim in this case. She hoped that


somehow Casey would come to understand the senselessness of his actions and the resulting needless loss of a young life.

I received a probation officer’s predisposition report and an evaluation about Casey. But when the CASA volunteer spoke, I learned about the tragic loss of life and the promise of a remaining one. She gave heartfelt and personal reflections because she knew Joe so well. Trying to help yet another child, she asked that I help Casey take responsibility for his actions, improve and rehabilitate himself, make something positive out of his own life, and thereby honor Joe’s life.

A CASA volunteer speaks up as a strong advocate for a child, even when he is dead. And in this case, she even had the wherewithal to speak up and help the boy who killed his friend.

Judge Leonard Edwards (ret.), Judge in Residence, Center for Families, Children & the Courts, Santa Clara, CA 1992 National CASA Judge of the Year Past President, National Council of Juvenile and Family Court Judges

I have found that the most important aspect of the CASA volunteer’s role is the relationship that is formed between the volunteer and the child. When a volunteer has been appointed, I know that there is a person in the child’s life who will get to know that child personally, on a one-to-one basis. The advocate will be focusing on just one child and will give that child the feeling that at least one person is truly dedicated to her. When the child has an important matter to discuss or needs support, she is more likely to turn to the advocate than anyone else. In fact, children trust volunteers more than anyone else in the child protection system (our recent survey clearly demonstrated that fact) because they know that the volunteers are not paid (and everybody else is). So what courts are doing when they create, expand, and support CASA programs, is providing a significant relationship for each child for whom an advocate is appointed. It is a gift, the gift of an important person in a child’s life.

Judge Louis A. Trosch, District Court, Mecklenburg County, NC Board Member, National Council of Juvenile and Family Court Judges

CASA/GAL volunteers keep judges’ eyes on the prize. They make sure that abuse and neglect hearings focus upon the children, who are at the center of the proceedings and the most important people in the process. All too often the child's best interest gets lost in the shuffle of legal arguments, case plan monitoring, statutory requirements and budgetary constraints. Because CASA volunteers are the only people in the case unencumbered by county or state budget woes, bureaucratic red tape, policy restrictions or crippling caseloads, they can focus all of their energies upon the needs of the children. The resulting insights may range from a child's placement preference to a favorite toy being lost, but they always represent the voice of the child. That voice is paramount and it is also fragile. Unfortunately, without CASA volunteers, that voice is also, all too often, silent. To make sure that the needs of my children stay front and center I try to hear one last time from the CASA volunteer at the end of every hearing.

Judge Patricia M. Martin, Circuit Court of Cook County, Child Protection Division, Chicago, IL Treasurer, National Council of Juvenile and Family Court Judges

I remember my first experience with a CASA volunteer. I was a new judge and my initial reaction was, “Who is this person and what is CASA?” I quickly learned how valuable these dedicated volunteers are. I came to rely on them as my eyes and ears in child protection cases. Because of CASA volunteers, I was able to see numerous abused and neglected children leave the system to permanent homes to be raised by loving families, both biological and adoptive. As presiding judge of one of the largest child protection court systems in the nation, I have expanded my reliance on the CASA program, often asking the volunteers to help develop innovative solutions to the problems that confront the child


welfare system. The volunteer has always come through and has proven to be a valuable partner in numerous court programs.

Judge Leslie Kirkland Riddle, Family Court Judge, Fifth Judicial Circuit, Columbia, SC 2008 National CASA Judge of the Year

Be “the voice of reason” is what I enjoy telling new CASA guardians at each swearing-in ceremony. CASA guardians have the unique ability to bring a calming sense of reason in many volatile family court cases. I often share the dear lesson learned from my father: “You can catch more bees with honey!” Families who feel respected and heard are far more receptive to services and intervention resulting in expedited permanency for our children. The CASA volunteer is the child’s appointed voice in court, the eyes and ears of the court, and the arms of hope to a maltreated child.

I recently received a letter from a young man who is incarcerated. After reading a newspaper article about my selection as the 2008 National CASA Judge of the Year, this young man wrote to me. In his letter of congratulations, he stated that I was the judge who had first sentenced him to incarceration at Department of Juvenile Justice. He recalled the words I said to him and shared “how much he wished he had listened.” I have difficulty expressing the heartfelt emotions I experienced reading this letter. Since that time, the two of us have exchanged mail and I frequently read his letters to troubled youth and families before me. Needless to say, the message from this young man has a tremendous impact on them. I share this story to illustrate the power of CASA’s voice!

My guardians provide heightened advocacy for children, and I depend on them in all child maltreatment cases. And through the CASA network, winning the 2008 Judge of the Year Award was a great honor and one that led to a reconnection with a young man whose story has since helped many troubled youth.

Judge R. Michael Key, Juvenile Court of Troup County, LaGrange, GA Vice President, National Council of Juvenile and Family Court Judges

There are millions of good, caring, well-intended people in this world who never make a meaningful difference in the life of a child outside their family or circle of friends. Not so with CASA volunteers, who, on an average day, change for the good the lives of children with whom they had no previous connection and, on many extraordinary days, literally save children’s lives. While the later statement might sound like an overstatement, it is fact. Not long after we started our CASA program, we had a case where we had removed a child because of physical abuse, but we were planning on returning the child at an upcoming hearing. Even after the CASA volunteer filed her report, she continued to work the case. On a hunch, she checked with the local hospital and found out the child had been taken to the emergency room within the last few days with injuries that, standing alone might not justify a mandatory report (hence, none was made), but given the history of the case, confirmed that the child would have been at risk of serious injury or even death had we not had that information and had we returned the child home, which we surely would have done without that information. There are many other perhaps less dramatic, but equally important, examples of CASA volunteers providing information that keeps children safe.

CASA volunteers plug gaps in the safety net that should protect the children who come into the child welfare system, specifically those children who are in foster care. Having been found to be vulnerable in their own homes, we owe these children a duty to protect and nurture them. And that cannot be left just to the foster parents with whom we place these children, however committed and capable they might be. Nor can it be left to an over-burdened child services agency where the case is passed from case worker to case worker, sometimes due to turnover and sometimes due to established protocol. Except for those fortunate courts, like ours, where we have an attorney child advocate for each child in foster care, the volunteer is the only consistent source of information and advocacy for the child.


CASA volunteers benefit the court in fulfilling its role in two ways, one in court and one out of court. The decisions judges make are only as good as the information on which the decisions are based. It is absolutely critical that the court has information that is current, complete, accurate and relevant. In my court, CASA volunteers, more than any other participants, provide that kind of information. Even the attorney child advocate, because of significant case loads, cannot generally provide that kind of information without the help of the volunteer, who helps the court fulfill its role by ensuring that the child’s needs are being met. I think that CASA volunteers generally do a better job of improving child well-being than the rest of us.

Judge Elise Givhan Spainhour, Family Court Judge, Bullitt County, KY

I am so fortunate to be in a place with a CASA program. I know I can rely on the information I receive from a CASA volunteer in our program. The quality of my decision making is improved by every point of view and bit of information I know about a child and his or her situation. The quality of services received by a child is improved by the presence of a CASA volunteer. CASA participation lowers the chance I will make a mistake with a child and improves the odds I will catch the mistake if I make it. I know I am a better judge because I have CASA volunteers in my courtroom, and my county is a better place for children because of CASA volunteers.

Judge Susan B. Carbon, Supervisory Judge, Concord Family Division, NH Past President, National Council of Juvenile and Family Court Judges

What do I expect from the CASA/GAL volunteer in fulfilling his/her role?

1. I want a CASA volunteer who really knows the child/teen. This means developing a level of

trust and respect, something which isn’t done easily, nor quickly. 2. I want the volunteer to know what the child wants and what may be in the child’s best interests;

to clearly understand if there is a difference, and if so to articulate it. 3. I want the volunteer to understand the parents, their limitations, their potential, and how they

are progressing towards reunification (assuming the child has been removed). This helps put the child’s wishes and needs in context.

4. I want the volunteer to have spoken with the child protection agency, school and service providers to be able to make independent assessments of progress all around. This enables them to identify gaps, and commend progress.

5. I want the volunteer to be well prepared for the hearing, meaning his/her report is filed on time, and he/she has reviewed all other reports and is prepared to comment in court.

6. I want the volunteer to feel free to speak her/his voice, independent of anyone else. The CASA volunteer needs to be free to, and must, voice his/her opinions.

7. I want the volunteer to be confident enough to compliment those who are doing well (parents, child protection agency, service providers, child), and offer constructive criticism for those who are not.

8. I want the volunteer to understand what needs to happen at each hearing so that reports and remarks are tailored to the decisions that must be made. Understanding the legal process is important, although the CASA volunteer certainly does not need to be an attorney.

9. I want the volunteer to empower the child/teen to speak for her/himself; even though the CASA volunteer is the voice of the child, the child’s voice should be heard directly if the child so wishes.

10. I want the volunteer to be there for the child from start to finish, so that the child will know he/she is not expendable, and that reliance and consistency mean something.

11. I want the volunteer to hold everyone, including the judge, accountable so that every hearing has a purpose and is time well spent.

12. Finally, I really like it when the volunteer brings a new photo to each hearing. It reminds me that the child’s life is ticking by so quickly.


As I write and reflect, this seems to be a huge load, and yet time and again, our very well trained CASA volunteers come through. We have an amazing group here, all of whom are respectful, courteous, knowledgeable, compassionate and well-grounded. Our kids benefit from their competence and preparation. We rarely have a hearing that was not helpful in moving issues forward. To the contrary, they are purposeful and productive due in part to the CASA volunteers. They support the kids in ways some parents never have, and they never give up on the kids. They guide them, support them, and stand by them, allowing the kids to flex their wings, but they are there to make sure they won’t be hurt in the process; most have suffered enough hurt already.

One of my CASA volunteers told me that the child he was assigned told him he thought the CASA volunteer was the judge. Given all that I expect, and receive, from my CASA volunteers, I took this remark as a compliment! So did he.

Working Together to Support Children in Need Hon. Ernestine Gray, Orleans Parish Juvenile Court, New Orleans, LA President, National CASA Association Board of Trustees

Summary My involvement with CASA has grown over the years because I believe in what CASA and guardian ad litem volunteers do: serve as the voice of children, making a positive, lasting difference in their lives.

Shortly after I became a judge in New Orleans 24 years ago, one of my colleagues asked for the support of the other judges in establishing a new CASA program. From that point on, I have been involved with CASA New Orleans: doing public service announcements to recruit volunteers, participating in training and swearing in new advocates.

I became involved with the National CASA Association in 2001 when I was president of the National Council of Juvenile and Family Court Judges (NCJFCJ). As you may know, the NCJFCJ president also serves on the National CASA board. After my year as president of the Council, I was happy to be asked to stay on as a National CASA trustee. Since that time, I have been proud to contribute as an active member of the Standards Committee, the Education and Public Awareness Committee and the Inclusion and Outreach Committee. In June 2008 I assumed the presidency of the National CASA Association.

My involvement with CASA has grown over the years because I believe in what CASA and guardian ad litem volunteers do: serve as the voice of children, making a positive, lasting difference in their lives. I think our advocates’ work with children is critically important. Advocates speak on behalf of children when others cannot or do not. They bring their recommendations for what is in the child’s best interest. And they are able to focus on supporting an individual child because they normally have one case or a maximum of two, in stark contrast to social workers or attorneys.

I will give just one example of a case where I saw a CASA volunteer make a difference. We have a pilot program in my court working with infants and toddlers. One case involved a mother who was initially a bit hostile. I told her on the first day she came into court: “It is very important for you to show me by your actions that you want to have your children back. And you do that best by working your case plan. What we ask you to do, you try to do it.” In the beginning, she was not willing to cooperate. I assigned a CASA volunteer to her case, and the volunteer was able to establish a


rapport with the mother. I imagine the volunteer said to her something like: “If you care about your children, which I don’t doubt that you do, these are the things you need to do. And while you’re being upset with the agency and not complying, not going to visit, it is your children who are suffering.” Talking that through with her, the volunteer was able to get the mother to turn around and start working the case plan. She is making good progress now and is on her way to reuniting with her children Over the last few years, the National CASA Board of Trustees has focused on creating an ambitious strategic plan. In this roadmap, we set out a few important goals for ourselves. I think the two most important are increasing the number of volunteers to serve more children and being more inclusive by developing the diversity of our network—program staff, volunteers and board members—and our National CASA staff and board. These are not activities that can succeed in just one or two years. So I want to make sure we do everything we can to push our strategic plan further along. I hope that you, as judges, volunteers, attorneys and child advocates, are willing to help me fulfill these two important objectives to improve advocacy for children in our courtrooms.


Sample Judge and Attorney Survey of Volunteer

CASA/GALs

Judge and Attorney Survey of Volunteer CASA/GALs

Please try and give a general rating of your experience with CASA/GALs and not a specific volunteer.

Please circle the number that best corresponds with your response to the following statements.

Strongly

Agree

Agree

Disagree

Strongly Disagree

1. I understand the role of the CASA GAL/volunteers.

4 3 2 1

2. Volunteer CASA/GALs act professionally. 4 3 2 1

3. Volunteer CASA/GALs understand the court system.

4 3 2 1

4. Volunteer CASA/GALs understand the child welfare system.

4 3 2 1

5. Volunteer CASA/GALs have an understanding of the needs of the children.

4 3 2 1

6. Volunteer CASA/GALs respect my opinion. 4 3 2 1

7. Volunteer CASA/GALs are working for the best interests of the children.

4 3 2 1

8. I find CASA/GALs helpful. 4 3 2 1

9. Volunteer CASA/GALs make a difference with the children they serve.

4 3 2 1

10. I would like to see more children served with the CASA/GAL program.

4 3 2 1

11. Volunteer CASA/GALs provide an objective opinion.

4 3 2 1

12. Volunteer CASA/GALs influence court decisions.

4 3 2 1

13. Volunteer CASA/GALs are prepared for court hearings.

4 3 2 1

14. Volunteer CASA/GALs make appropriate recommendations.

4 3 2 1

15. Volunteer CASA/GALs are valuable to the courts.

4 3 2 1

16. It is important for CASA/GALs to attend court hearings.

4 3 2 1

17. Volunteer CASA/GALs have a positive reputation in my community.

4 3 2 1

18. Volunteer CASA/GALs have a good working relationship with others involved in the case.

4 3 2 1

19. What is your role? (i.e., judge, Attorney for the Child, Attorney for the Parent, Other) _____________

20. In what ways could CASA/GALs better serve children?

21. In what ways could CASA/GALs better work with you?

22. Do you have any other comments about CASA/GALs?


Fund Development Readiness Assessment

The purpose of this exercise is to assess and uncover your fund development achievements and

challenges. It is meant to be used as a tool to stimulate productive discussions that shed light on

what is needed for your organization to achieve its fund development goals as part of the growth

planning process.

Depending on your organizational structure, the likely participants will include the executive

director, any staff who are/were involved directly in fundraising, the board, and any additional

individuals involved in helping your program in the area of fund development.

Completing the Assessment

Individually, rank your perception of organizational readiness in each of the twenty-two questions

related to fund development leadership/support, finances and planning. Thoughtfully consider the

current state of your organization and evaluate the overall performance over the last 1-2 years

rather than singling out one fund-raising event. Make notes regarding areas that you would like to

explore in group discussion.

Keep in mind that there no “wrong” answers. What is most important is thoughtful rating and

open group discussion. Although consensus may result regarding certain points of discussion,

consensus-building is not the main purpose of completing this assessment.

Following the Completion of the Assessment

Ideally, the meeting leader will conduct a group discussion following the individual completion

of the assessment. Review each question and poll the group for ratings on each question. If

there are wide variations on the response to a question, explore the topic with the group. Note

where there is general consensus in areas of strength or weakness. Share with the group that it is

very common for organizations to engage in boosting their readiness before expanding their fund

development activities. Essentially, this assessment “takes the pulse” of your current fund

development health. Preparing to successfully engage in expanded fund-raising actions is

essential to successfully undertaking new and aggressive fund development activity. Taking this

assessment is the first step to understanding your program’s strengths and areas for

improvement.

Consider the results of this Fund Development Readiness Assessment as it relates to achieving

and sustaining growth. How will your Fund Development Action Plan address these areas?


Fund Development Readiness Assessment

Rating 1 - 10

Rating Scale: Please use any numerical score between 1 and 10 where: 1 = NO readiness / support / experience / success / understanding 5 = SOME readiness / support / experience / success / understanding 10 = COMPLETE readiness / support / experience / success / understanding

Question

1. Our local CASA program has a strong, positive image and reputation within the community.

2. We have documented evidence of community support (i.e., consistent financial contributions from individuals and local businesses, community leaders on the board, recognition by the press and local government, an active volunteer base).

3. Our constituencies understand and support our mission and vision. (And may understand our purpose and need for fund expansion.)

4. Our record of service to the local communities is above reproach.

5. We have an annual budget that is approved, understood and monitored by the board. This budget includes all program and administrative/management expenses and all sources and uses of funds.

6. We have a clear understanding of the programs that run at a surplus/deficit and have identified ways to capitalize on and address these programs.

7. We have a written statement of our financial position that is immediately available to potential individual and organizational donors.

8. We have a solid history of fund -raising success and our constituents have responded positively in the past to our fund development efforts.

9. We currently have strong financial stability (i.e., our funding & donations are identifiable and stable for the next few years, we have good diversity of funds -- <30% from one source, we work collaboratively with other agencies, etc.).

10. The funding we seek is available in our community and/or from our constituents.

11. We have an adequate number of active board members.

12. The board provides clear leadership within our organization.

13. The board actively participates in fundraising.

14. We have, among our staff, board members and volunteers, well informed, influential, and experienced leaders.

15. We have one or more staff dedicated to fund development, excluding the Executive Director.


16.

Beyond

this

inner

circle of leaders,

we have

available

to

us a

substantial

body of additional

staff and volunteers who are willing to assist in fundraising planning and activities.

17. Comprehensive planning has been completed, involving board and staff, resulting in up-to-date written strategic plans.

18. Our identified funding needs and case-for-support are a logical outgrowth of our strategic plan (for growth).

19. We have prepared credible documentation of the funding needs and opportunities that explain the details, the project(s), and the history. Our plan focuses on positive outcomes, benefits, and people served.

20. We have a process in place to address significant obstacles that may be uncovered before or during the fund development campaign.

21. We are internally ready to undertake one or more fund development projects. We have in place or can recruit experienced development staff, board members, volunteers, highly accurate and retrievable donor/prospect and financial records, appropriate policies and procedures (gift processing and acceptance, donor and volunteer recognition, investment, and adequate support personnel and technology).

22. The organization has the financial resources necessary to plan and conduct a fund-raising campaign, and the leadership is unanimously committed to the project.

Notes:


Donor Funding Development Pyramid

The Donor Funding Development Pyramid represents a deliberate progression in gift giving, beginning first with an awareness of CASA and the mission we have to serve ALL foster children with a CASA volunteer. This concept of fund development utilizes a bottom-up approach, with funding progressively sought from a broad target base to a select group of donors whose commitment and loyalty to CASA is directly proportional to the size of the contribution. Ideally, the vast majority of program funding will transition from one-time incidental giving (e.g., special event donation) to substantial outright gifts and planned gifts (those that will be realized after the individual donor’s lifetime). As your program matures, the relative individual giving should move up the pyramid until a program can preferably sustain itself in tough economic situations based on the peak level of the pyramid.

Just as the ideal movement and weight of individual giving shifts over time from bottom to top, your funding plan should also include a transition from left to right. The annual program budget should move away from heavy reliance on federal, state and county funding toward financial program independence, supported by individual gift-giving.

While this funding structure is not a transition that happens quickly, it is a transition that is possible for most programs when a practical and aggressive fund development plan is executed consistently over time. To learn more about moving up the pyramid, see Making the Move from Fundraisers to Fund Development in Fund Development Resources, Section II.

• 80% of Individual Gift Funding

Endowment Fund

Planned Individual Gifts

Individual Bequeaths

Major Gifts: Annual Campaign Gifts, Capital Campaign Donors, Major Event

Sponsorships, Commited Monthly Donors

•20% of Individual Gift Funding Incidental or Special Event Donors

Awareness of CASA / Knowledge of the Mission

MAKING THE FUNDING TRANSITION

Federal Funding

State Funding

County Funding


Making the Move from Fundraisers to Fund Development

We all know that special events are generally the least effective way to raise money. While they can be useful for increasing awareness, gaining public recognition for corporate sponsors, and recruiting volunteers, they typically represent – or should – a relatively small amount (20%) of what aprogram depends upon from individual donor gifts. If your program does not reflect this, it’s time to consider an aggressive move up the donor pyramid. (See the Donor Funding Development Pyramid in Fund Development Resources, Section II.)

So how do we make the transition from relying on event-based fundraisers and “friendraisers” to securing major gifts and planned giving in order to ensure the long-term financial stability of our programs?

Sophisticated funding development and growth from individual donations requires a plan within a plan. In other words, there must be a systematic way to move donors from being new adopters of CASA to being loyalists and lifetime donors. Financial security does not reside in moderate first and second-time donations. It’s created with broad annual donation commitments, significant capital gifts, and planned giving arrangements. And to get to that point, a donor must not only be a loyal, if not vocal, advocate of CASA, but truly identify personally with CASA and our mission to serve abused and neglected children.

As you complete the Fund Development Readiness Assessment, think about the system youwill use to both plan and track donor growth. Cultivating donors from the first-time, one-time donor to a committed lifetime donor does not happen by accident. The very first step is really changing our own mindset from a focus on the program and our goals, to genuinely being focused on the donor and his/her needs. In reality, it is the intersection of a donor’s needs with our CASA mission that will result in consistent and significant gifts. The idea of relationship-based fundraising is not a new concept, but it’s one that requires planning, time, and adopting a new set of expectations. Just as any relationship develops over time, the donor relationship generally has a life cycle.

The relationship typically begins with a general awareness of CASA, directly or indirectly. The individual makes what begins as a one-time contribution. Perhaps the donor learns of CASA at an event or through advertising. They may have a friend involved with CASA who asks for a contribution. Whatever the method, the cycle begins. Where it stops is up to you. Cultivating relationships is up to you, not the donor.

Research shows that the vast majority of donors target 1-2 charitable non-profit organizations for their donations. More than 90% of donors indicate that they never get contacted by the selected organizations without being asked for another donation. In addition, 90% stop giving to the organization by the 5th anniversary of their first donation. Considering the time, energy and money it takes to secure donors, what does this mean?


While it’s often difficult to uncover the reasons why any particular individual stops giving, research shows that, aside from financial inability, the reasons stem from a lack of communication and a failure of the nonprofit organization to cultivate the bond between it and the donor. Thus, most organizations are missing the critical imperative of consistently and correctly focusing on the all-important donor relationship. They remain program-centered instead of donor-centered. Getting major contributions is a two-way street and the most important direction to drive is toward the donor’s needs and interests.

CASA Program Donor Life Cycle

Developing Your Major Gifts Program

When we think of growing a program financially, it is the major gifts that will be the platform for solidifying our financial base and transforming our ability to serve some to the ability to serve all.

Begin to make the most of the time and energy devoted to fundraising by moving away from fundraising events or campaigns to securing the financial future of your CASA program. Doing this requires a long-term approach and a plan for cultivating a strong and permanent donor base. Take the following steps to create the basis for your major gifts plan:

Gains Interest and Awareness of CASA

First-Time Donor

Second Gift

or Attendee/Gifting at

Special Event

Loyal Donor

Multi-Year/Annual Donor

Volunteer / Board Member

Higher-Committment Contributions

from Loyal Donors

CASA Advocate

Major Gift or Capital Campaign Contribution

Self-Identification with CASA

Planned Gift Giving

CASA included in donor's future financial plans

Donor Needs

and Interests


1. Create a fund development team.

Begin by selecting a group of individuals who are united in their long-term (3 years +)

commitment to realizing the CASA vision. Confirm each person’s individual commitment

before moving forward. Select a group of people with diverse skills, knowledge and roles within

CASA. The team should consist of the ED, any staff directly involved in fundraising and fund

development, and a few key board members. Think about the member skill set as it relates to the

team goals: identifying potential donors, planning and strategizing, getting in the doors, hosting

meetings and events, making “the ask”, sustaining the relationships. The members of this team

may change slightly over time, but it is this key group of individuals (perhaps with outside expert

assistance) that will create and execute the plan for a dynamic financial future for your program.

The leadership of your program must lead by example, becoming actively engaged in the drive

toward establishing relationships to acquire major donors, garner higher-level gifts and secure

larger foundation grants.

2. Review the commitment to the mission and vision.

This step simply requires a clear understanding of the reason for growth and an overall

assessment of the reason for the future financial needs of the program. Individually and as a

team, review and renew your commitment to the Mission and Vision for your CASA program.

Take time to first consider the shift in expectations – from a primary reliance on government

funds to self-sufficiency in funding. What kind of change will this require in thought for the ED,

the staff, the board? What new dedicated roles are needed? What challenges does it

immediately bring to mind? What are the benefits upon realizing this goal? What would it mean

to the children you serve to be financially independent – removing the concern about “next

year’s funding”? Begin exploring these ideas about the future and, as a group, reaffirm your

commitment to the vision you have. Your vision will fuel your actions.

As you revisit your own commitment to the mission and vision, keep in mind that major donors

and foundations are usually viewed as investing in the mission, vision and leadership of an

organization. Put yourself in their shoes. Why would someone choose to invest in CASA and

make it an important part of their charitable contributions plan? Why not? What other

organizations are your key “competitors”? What are they doing to successfully attract major

donors? At every turn during the fund development process, keep the donor at the forefront of

your thinking.

3. Understand your starting point.

As part of the strategic plan development, you will complete a historical overview, data analysis

and current overview. (See Developing a Strategic Plan for Growth in Section I.) This

information is essential not only to understand the organizational structure, but a financial

assessment of where you’ve been, where you are, and where you plan to go. It is a basic part of

your fund development plan.


In reviewing this information, determine the relative balance of your funding. Does your program currently have a diverse funding base? Do you really know where your money comes from and in what proportion to your total budget? What is your donor retention rate?

According to the Giving USA Foundation, total estimated charitable giving in the U.S. reached $298.42 billion in 2011, an increase of 4% from 2010 (0.9% adjusted for inflation.) The greatest portion of this ($217.79 billion) was given by individual donors, representing 73% of total estimated giving.

Your program’s funding plan should incorporate four targeted areas of development, from greatest to least: 1) individual donors – large and small, 2) foundations, 3) corporate donors, and 4) government funding. Consider the current proportion of your funding for these key areas. The average current CASA program – large or small – receives 50% or more of its funding from government sources. What does your “pie” look like now? What would you like it to look like a year from now? 3 years? 5 years? 10 years? What does your definition of self-sustaining look like?

73%

14%

8% 5% Individuals

Foundations

Bequests

Corporations

Giving USA Foundation, 2012 Giving USA. The Annual Report on Philanthropy for the Year 2011


Currently, the majority of CASA programs rely heavily on government funding. That is the

nature of our history and we are grateful to have received such strong governmental support for

the good work we do. But to thrive and grow, it is essential to change the expectations to a

picture of greater self-sufficiency and reliance on major individual donor support.

Gaining clarity at the beginning of the transformation is invaluable. As you assess your starting

point, ask and answer these tough questions. How are we currently cultivating individual donor

relationships? How many appointments are being made every week/month with new/existing

donors to strengthen relationships and ask for support? When we lose donors, what are the

reasons? What are we doing to consistently thank our donors for their gifts? What are we

consistently doing to report to our donors how their gifts are being used? What are we

consistently doing to report to our donors the achievements we are making in serving children?

What are we consistently doing to ask our donors for their input and feedback?

4. Set the funding goals.

After you have a clear sense of where you are and where you’ve been, it’s time to set goals for

where you plan to go. When it comes to fund development, most of these goals will be

numerical, but keep in mind that goals should aim for both quantity and quality. This is a long-

term plan and its realization will result from many incremental “wins” along the way. Like the

first three steps, setting goals is a team effort and a specific time should be set aside to meet and

define the goals.

One thing to do is to define what your CASA program defines as a “major gift”. Since the

definition depends only on the interpretation of your key stakeholders and is an internal term,

held confidentially by the members of the organization, there’s really no reason not to put this

definition in terms of dollars. Remember, the definition of “major gift” should be relative to the

10%

5%

30%

20%

30%

5%

Current Funding Sample

Local CASA Program Fund Allocation

Annual Budget $500,000+

Texas CASA

NCASAA

Foundations

Corporations

Special Events

Individuals

55%

5%

15%

10%

12% 3%

Current Funding Sample

Local CASA Program Fund Allocation

Annual Budget $100,000-$250,000

Texas CASA

NCASAA

Foundations

Corporations

Special Events

Individuals


program, not to the wide list of potential donors. Think of the amount in an annual timeframe

(e.g., $1,000 one-time-gift, or $200 monthly donations, etc.) It may make sense to define gifts in

categories based on the current fundraising budget. For example:

Foundation or Corporate Donation Individual Donation

Total Current

Fundraising

Income

Goals

Modest Mid-Range Major Modest Mid-

Range

Major

Low - $100K -

$199K

$100 - $999 $1,000 -

$3,499

$3,500 + $1 – 149 $150 -

$299

$300 +

Med - $200K -

$299K

$100 - $1,999 $2,000 -

$4,999

$5,000 + $1 – $399 $400 -

$749

$750 +

High - $300K

+

$100 - $3,999 $4,000 –

$8,999

$9,000 + $1 - $699 $700-

$1,499

$1,500 +

While the concept of a bequeathed amount may not necessarily be defined in dollars, it’s

possible to set a goal for the number of bequeath commitments to gain each year.

Having defined goals is essential to assessing results and levels of success in your fund

development progress.

A well-known way to set goals is by using the SMART method. For our purposes, SMART will

stand for Specific, Measurable, Aligned with values, vision and mission, Realistic, and Time

Bound. Using this may help you in creating a complete set of written goals.

Specific – Define, in writing, the annual financial goals for years 1-5 based on target source and

dollar amount. If your goals include overall increases in funding, shift in your “pie”, key

funding targets, make this clear. Consider whether the amounts sought will be for unrestricted or

restricted funding. Creating an action plan is part of being specific. Define and write not only

the goals but the ways that you intend to achieve the goals. The focus of specificity is making

certain that everyone has exactly the same understanding of the parameters and definition of the

goal.

Measurable – Measuring the goal simply means understanding when the goal has been met. It’s

answering questions like “how much?” and “how many?” Set goals that define funding in terms

of amounts, ratios, and frequency of things like dollars, donors, time, and costs-to-obtain. Keep

both quantity and quality in mind with funding. Quality in fund development is really a

measurement of the relationships with your constituents. Surveys to donors, staff, volunteers and

the board can provide a picture of the experience that these people have with your program and

measure the quality of your fund development actions.

Aligned with values, vision and mission – Consider the donor when evaluating your goals. If the

financial goals do not clearly support the mission and cut a straight path to serving children,

make sure that you re-evaluate the goal. Remember that donors are not giving to CASA, they’re

giving to the children we serve. Many non-profits have lost crucial funding sources when they


became too focused on serving those within the organization rather than those being served bythe organization.

Realistic – Goals should be reasonable and achievable. Setting aggressive financial goals that can be achieved over time with skill and hard work is a good idea. Reaching new heights is certainly possible with greater levels of consistent effort, effectiveness and efficiency. However, make sure that what you want to do is within the realm of the possible, not the impossible. Consider your funding, human resources, environment, geography, demographics, etc. Determine what is possible for you to change and what is not. As you set the goals, ask “is this realistic given our history, current situation, resources and commitment?”

Time bound – When setting goals and action steps, make sure that timetables, deadlines and accountability are all a part of the plan. Determine the “who, what and when” to keep the fund development team on track. Divide the work across the entire team and solicit others to help with carrying out the plan. Communicate frequently. Schedule meeting dates, in advance, to help stay on track and complete tasks in a timely manner. Hold each other accountable for making continuous forward progress. And again, keep your donor in mind. If you’re asking for their money to accomplish a goal, be clear about when you intend to achieve that goal.

5. Craft the CASA message and create the presentation.

Are you ready today to share a well-written and well-rehearsed presentation to an individual donor, a small group of donors or a large group of donors? What are the differences in the type of venues you may have for these presentations? How will this dictate the length and type of presentation you make? Where are these people in the donor life cycle? How might this change your message?

Preparing a personal, yet professional presentation is a critical first step in the transition to your focus on major donors. It is vitally important to know your message and maintain unified, cohesive communication when it comes to fund development. Always begin with the donor in mind and prepare a compelling case based on how someone who is unfamiliar with CASA might need to become familiar with the history, the people, and the tremendous positive impact that CASA has on abused and neglected children and the community as a whole.

Include in your presentation the mission, vision and historical success of your CASA program. Include past results and share how results are measured, making sure to use the kind of language that will resonate with your potential donors. Include the future goals and the strategies with which you intend to accomplish these goals. Be sure that your strategic plan is available to potential donors. Plans with clearly articulated multi-year measures for results, timelines and key milestones are much more likely to impress a potential donor that you will be responsible in putting their money to good use.

Before finalizing the presentation, ask a few skilled business people from outside CASA to listen to and objectively review the presentation. Ask for constructive feedback on how the


presentation could be improved. It can be extremely valuable to get an objective outside

perspective to build a more comprehensive and compelling case for securing financial support.

Last, make sure everyone who will deliver these messages has a complete grasp of the materials.

An unprepared or poorly executed delivery can actually do your program more harm than good.

Unless a potential donor has a comprehensive understanding of CASA, it’s the delivery of the

presentation, one-on-one or in a group setting, that will define CASA for that potential donor.

Set up times when the funding team members can present the information to the staff, board and

volunteers. This is good practice for the team and creates the message consistency that the other

CASA constituents should hear and repeat to their family, friends and co-workers.

6. Create the prospect list.

This step requires both internal and external research. If you do not already have some type of

donor management/tracking software, now’s the time to strongly consider investing the time

and/or money into an electronic way to plan and track for donor growth. Part of good fund

development is simply good data organization. Developing donor relationships is essential.

Keeping track of information about your key donors and prospects will help you cultivate these

relationships by staying aware of your individual donors’ needs, interests, and donation trends.

Consider your prospect list a fundamental tool for creating a major gifts program. Begin by

listing the donors you already have, assessing their commitment to CASA and their financial

capability. (It’s essential to tailor your solicitation to someone’s ability to give.) There are many

ways to organize the data and highlight the information you have - and don’t have - about your

current donors. Select a method that all members of the fund development team agree will work,

allowing the member(s) responsible for maintaining the system to have a significant vote in the

decision.

Next, begin creating a list of individuals and foundations that are not currently donors, but whose

future support you desire. Think about prominent members of the community, leaders within

local businesses, those who’ve been recognized for philanthropic funding, etc. Place them in

priority order and, as a group, determine what you know about them. Determine pathways to

them and discuss opportunities to engage them in discussion. Your goal here is first to

understand them and understand their interests and needs. Only by uncovering your future

donors’ interests and unmet needs can you determine whether a genuine affinity for CASA will

exist and lead to financial support.

Regardless of the method you use to create and track donor information and activities related to

developing those relationships, be systematic and organized in your approach. Begin with a

select group of prospective donors and continue adding to it as you become more comfortable

with the process. (Once you begin communication with a prospect, it’s very important to

maintain consistency. This is difficult to do if you’ve got more prospects than your team can

reasonably handle.)


It may help to create a chart that matches your financial goals with the prospects and level of

giving needed to reach those goals. There are many tools on the internet available to do this.

One such tool, made available free of charge by Blackbaud, Inc., is available online at

www.blackbaud.com/company/resources/giftrange/giftcalc.aspx.

Charting your financial needs and determining how many gifts and in what amounts are needed

to reach your goals will create a structured and visual picture to add to your plan. Again, start

with reasonable goals that can be attained by hard work. Plan to grow your donor base along

with growing the amount of the individual donations. If possible, create charts for years 1-5,

knowing that they can be modified to accommodate your pace of growth.

7. Focus on the relationships.

By now you’ve selected your team, confirmed your mission, determined your starting point,

created your goals, crafted your message and decided on your targets. All of this is simply the

pre-work for the most important step – building and sustaining the donor relationship.

Training people how to create strong donor relationships is a bit like teaching someone to ride

bikes – it can’t be done well on paper. Ideally, all members of the team should be interested in

personally building the long-term donor relationships. But this doesn’t mean that everyone

needs to have an extroverted, people-oriented style of behavior. Quite the contrary. Because

your potential donor pool will consist of all types of individuals, your team should also contain

members with differing behavioral styles. People are generally most comfortable

communicating with others who “match” their style. Think about this as you start getting to

know your potential donors. When cultivating relationships, the keys to communicating should

be to project your genuine self, represent the core values of CASA, and consider the donor first.

To build good relationships, focus on the donor. It can’t be said enough. Donors don’t give to

CASA. They give to fulfill their own emotional desire to help children in need. Take time to

learn about this topic. Become a student in the art of initiating, cultivating and stewarding donor

relationships. Two excellent resources to get you started on this include Ken Burnett’s books

Relationship Fundraising: A Donor Based Approach to the Business of Raising Money and The

Zen of Fundraising: 89 Timeless Ideas to Strengthen and Develop Your Donor Relationships.

As you move forward, it will quickly become clear that making the request to give is a matter of

timing. Resist the urge to solicit a major gift before the time is right. Cultivating relationships

and securing major gifts from new donors is like having a prize-winning flower garden – it takes

attention, time and patience! Appreciate the unique beauty in each donor as you would each

flower, and realize that not all donors will “bloom” at the same rate or time.

Ultimately, each CASA program will uncover unique ways to develop a major gifts program that

accommodates the program, the community and the prospective donors. As you move forward,

keep in mind that this is a marathon, not a sprint. Embrace this challenge with confidence,

knowing that effectively transitioning your program to a primary reliance on individual

donations will undoubtedly yield the best long-term return on your efforts.


Sample Annual Fund Development Plan

2012 FUND DEVELOPMENT PLAN

I. 2012 FINANCIAL GOALS

PROJECTED OPERATING BUDGET: $618,118.00

Income Categories FY 2011 Income

Actual

FY 2012 Income

Projections

% of Total 2009

Income

Government (Fed/State/County) $385,972.00* $380,851.00 62%

Foundations 37,003.00 27,000.00 4%

Individuals/Family Trusts 62,033.00 53,000.00 9%

Service Organizations 2,045.00 2,000.00 .3%

Federated Campaigns

(i.e., indirect public support

such as United Way, CFC, etc.)

89,692.00 107,000.00 17%

Special Events 32,155.00 32,000.00 5%

Other (Unsolicited Income) 17,955.00* 3,000.00 .5%

Interest Income 1,800.00 2,500.00 .4%

1998 Audited Excess Revenues 10,767.00 1.8%

TOTAL INCOME $628,655.00 $618,118.00 100%

*(including approximately $13,000 in one-time gifts)

II. STRATEGIC GOALS (non-monetary goals impacting success of plan)

- 100% giving by the board of directors, executive director, and key staff (92%

giving was achieved in previous FY).

- 100% participation by board in some fundraising task, including cultivation of donors

(65% participation was achieved in previous FY).

- Enhanced communications re: fund development within the board and with prospects,

including regular presentations at board meetings by fund development chair.


- Develop plan for ongoing recruitment/training of fundraising volunteers.

Recruit a minimum of ten non-board volunteers to work in fund development.

- Develop new prospects for both personal solicitation campaign and direct

mail solicitation; cultivate family foundations/trusts.

- Strengthen donor cultivation program and board and staff understanding of the

purpose and process of cultivation.

- Actively involve staff, volunteers and board in special events and fundraising activities

(e.g., direct mail-outs, 5K, Mardi Gras, volunteer recognition evening, Birdies for

Charity, in-kind contributions such as graphic design/print work for direct mail and

publications, etc.)

- Strengthen coordination between the community relations and fund development

committees to further support fundraising efforts.

- Maintain systems for ongoing monitoring/evaluation of progress in all areas of

fund development.

III. SOLICITATION STRATEGIES

A. Annual Campaign and Major Donations Activities

1. Board and Staff Solicitation (Chairs: Board Pres, Fund Dev.Chair)

Time Frame: Annual Campaign - September-December, 2012

# of Prospects: 32

Goal: 100% giving; $7,000 (Amount raised in previous FY: $7,800)

Method: Personal solicitation. Request amounts based on donor history

(one-time annual giving in lieu of multiple direct mail solicitations; these

individuals will, however, get notice of special events.) Solicitors: President and Fund Development Chair

2. Individual Solicitation (Chair(s): Name(s), with 12 team solicitors)

Time Frame: Annual Campaign - September-December, 2012; major donor

relationship-building activities throughout the year

# of Prospects: 250-275 top individual donors, Advisory Board,

family trusts/foundations

Goal: $30,000; 60% renewals, 15% gift upgrades ($28,500

received/pledged for FY 2011)

Method: Personal solicitation by board and non-board volunteers (one- time

annual giving in lieu of multiple solicitations.)

Solicitors: (names)


B. Special Events

1. CASA 5K (Walk Chair: Name)

Time Frame: May 6, 2013

Targeted # of Walkers: 100

Goal: $16,000 gross/$14,800 net (FY 2011 Walk grossed $16,100)

Method: WOM by staff, board and volunteers, news articles in

local/regional papers, advertisement, radio spot and TV PSAs, post on

website and Facebook page

2. Mardi Gras Ball (Chair(s): to be named)

Time Frame: February 2013

# of Prospects: 50 individuals (previous attendees/invitees, new)

Goal: $17,000 gross/$9,500 net; 350 guests, volunteers, and board

($14,000 raised by 2011 Mardi Gras Ball)

Method: Personal requests from staff and board, close interaction with

SCBTS coordinators, monthly newsletter announcement.

C. Direct Mail

Each direct mailing will have a different theme to encourage multiple gifts

and to reach individuals with varied interests. Direct mailing is

responsibility of fund development chair.

Federated Campaign Mailings: Letter to previous donors through United Way, Day of Giving, and CFC

campaigns to encouraging renewal in the 2012 campaign and possible gift

upgrade.

Time Frame: August-November 2012

# of Prospects: 500 previous donors (including board members who choose

to contribute through the donor option program)

Goal: United Way: $35,000; 75% renewal, 15% upgraded gifts ($34,000

raised in most recent campaign) DoG & CFC:$7,000 ($7,300 raised in most

recent campaign)

Method: Mailings; newsletter articles, publicity in workplaces.

Direct Mail


Time Frame: December, 2012

# of Prospects: 2,500 (1,000 new)

# of Donors: 200

Goal: $8,000; 60% renewal, 15% gift upgrades, 5% new donors ($8,000

raised in most recent CASA holiday drive)

Method: Mailing with remit enclosure; follow-up articles in newsletter;

holiday mailing possibly signed by board members/staff/volunteers. Follow-

up mailing to major donors in previous campaign who have not renewed

their gift.

Direct Mail Time Frame: April-May, 2013

# of Prospects: 3,000 (1,000 new)

# of Donors: 200

Goal: $8,000; 60% renewal, 15% gift upgrades, 5% new donors ($6,000

raised in 2011 friends of CASA drive)

Method: Mailing with remit enclosure; follow-up articles in newsletter; and

follow-up letter within one month to non-respondents (if staff resources

permit). Mailing possibly signed by selected board members and volunteers.

Follow-up mailing to major donors in previous campaign who have not

renewed their gift.

D. Government and Foundation Grants

Time Frame: On-going throughout the year

# of Reports: 165

# of New Prospects: at least 10

Goal: $365,528: 9 government applications; $30,000: 15 foundation

proposals; $65,000: United Way Grant (include in Fed. Campaign Total)

Method: Finance Director and relevant program staff prepare grant applications.

IV. Cultivation Strategies (Making "Friends")

The purpose of cultivation is:

1) To add prospects to our donor base and develop them to become active supporters

and regular donors; and

2) To improve relationships with current board members, donors, volunteers, and other

friends of CASA to build a greater understanding of how they can help us achieve

our mission.


Donor and volunteer recognition are critical to the cultivation process. Cultivation

needs to be discussed regularly at board meetings to encourage each board member

to become part of the cultivation process.

A. Open Houses:

This is a responsibility of the P.R. Committee; chair(s) to be named through that

committee.

Time: Twice per year: December, 2008 (Donor Recognition)

and April, 2009 (Volunteer Recognition)

Goal: Appreciation evenings at CASA for donors and volunteers;

opportunity to see facilities, meet staff, volunteers and board; recruitment

of potential volunteers; and cultivation of potential donors.

Method: Special mailings with invitations; newsletter articles;

public announcements; personal invitations by board.

Responsible: staff, board and volunteers

B. Communications

Holiday Card: Holiday card to 300 friends and major donors (not a solicitation)

E-Newsletter: 6x per year. Sent to agency mailing list (3,500+) provides

regular updates on agency programs, legislature updates, activities, and

special events. Mailing list includes funders, donors, volunteers, local

colleges/universities, elected officials, other agency executives, and service

providers.

Annual Report: Annually to coincide with September 1 fiscal year. Mail in

September. This is a major communications tool sent to government and private

funding sources, large donors, agency executives, and public officials, and is

submitted with most proposals and requests to large donor prospects.

CASA Yearbook: Another major communications tool featuring success stories.

Distributed at annual Recognition Evening and mailed to major corporate

sponsors of event and major ad-takers, major funding sources as well as new

prospects.

Other Publicity/Public Relations: A separate public relations

plan will be developed by P.R. Committee to help reinforce cultivation efforts

of this Fund Development Plan. A close communications linkage between the

Fund Development and P.R. Committees needs to be maintained to adequately

support the objectives of the Fund Development Plan.

V. Monitoring the Fund Development Plan and Process

- The Development Committee will meet 6 times a year to review the progress

of the plan and, with development staff, will identify problems and solutions.


- Development staff and committee chair will discuss development issues

on a regular basis.

- Committee chair and development staff will monitor sub-committee chairs;

committee chair will follow-up re: problems.

-- Development Committee will discuss fund development plan and progress

at monthly board meetings.

- Development staff will provide financial and statistical data with which to

help evaluate progress of the plan.

VI. 2012 Fund Development Calendar

NOTE: Include a fund development calendar with specific monthly meeting agenda

items that include future event planning , donor updates and plans, action steps, fund

development goal attainment and review of completed actions/events


Values of a Volunteer-Centered Culture

1. Our mission is volunteer dependent. Staff-provided advocacy is inherently less valuable than

advocacy provided by volunteers and our program reflects this value through our engagement with

volunteers, our policies and procedures, regular measures of volunteer satisfaction and by adherence

to related standards.

2. We create a welcoming and supportive environment for our volunteers through positive interaction

with all staff and board members. We have a well maintained office with space and equipment

dedicated to volunteer use. We respect and value the time our volunteers dedicate to our program

and offer our assistance wherever and whenever needed.

3. Our recruitment plan is team-developed and implemented by many. Recruitment training is

incorporated into staff time, board meetings and volunteer in-service. Care and consideration of the

needs of prospective volunteers provide the foundation of our recruitment activities.

4. Pre-Service training is conducted regularly, and at times and locations convenient to participants.

Staff members who work directly with volunteers participate in pre-service training. Our trainers have

completed National CASA’s Training of Facilitators for the National CASA Pre-Service Curriculum.

Volunteers completing our pre-service training are prepared for the work of advocacy.

5. Volunteers are coached by staff members who are competent in areas related to advocacy and

volunteer management skills. Staff members regularly consult with supervisors regarding their work

with volunteers. Coaching includes guiding volunteers toward effective advocacy at every level,

constructive methods of addressing conflict with volunteers, assessing performance and assuming

ownership of a volunteer’s tenure.

6. Our leaders work proactively with stakeholders to assure volunteers are able to perform their duties

without undue interference and are treated with respect.

7. We regularly solicit feedback from our volunteers regarding their experiences with our program. We

utilize this feedback to improve practice whenever possible.

8. We understand the dynamics of secondary trauma when working with abused or neglected children

and we offer support to our volunteers as appropriate, including periods without a case, when

requested.

9. We invest in our volunteers by encouraging them to play an increasing role in the success of our

program through legislative advocacy, specialized advocacy service, advisory committees, mentoring

roles and other non-advocacy opportunities.

10. We continuously recognize and extend our appreciation for the work of volunteers through our

every day interactions and special celebrations. We understand that our program would not serve

children without them.


Volunteer-Centered Culture Assessment

Volunteer-Centered Culture

Volunteers represent the critical means by which every CASA program’s mission is best realized.

Ensuring a program culture that clearly communicates the value of volunteers is the

responsibility of every CASA program staff member. A volunteer-centered culture isn’t just a

best practice for recruitment and retention, but the very basis for quality advocacy and a

healthy, growing program.

There are many different ways to go about conducting an assessment of your program’s culture.

It’s important to look at all aspects of program functioning in light of the messages conveyed to

potential and current volunteers. And because culture in any organization tends to change and

shift over time, assessing and enhancing volunteer-centered culture should be an ongoing and

ever present process.

The following ideas are not meant to represent an exhaustive list. Develop your own

assessments as a staff team, with board members and with your volunteers.

Assessing/Enhancing Volunteer-Centered Culture in Your CASA Program

□ Advocacy Impact

Do your program policies and procedures reflect the significance you place on volunteer

advocacy related to:

CASA/GAL appointment (GAL) case assignment (policies allow for matching of volunteer to case,

timely appointment) court appearances (court schedule makes appropriate use of volunteer

time, volunteers actively participate) court reports (changes aren’t made without volunteer

notice and discussion, CASA reports are referenced in court) stakeholder interaction (volunteers

initiate conversations/meetings as appropriate)

Seek regular input from volunteers regarding the difference they feel they make on their cases

and ways program staff and/or policies can promote or enhance the impact of their advocacy

efforts.

□ Staff

Seek volunteer feedback regarding the engagement, friendliness and comfort level when

interacting with various CASA staff members.


Include a focus on volunteer-centered culture in employee orientations.

Help all staff members understand their important role in contributing to the volunteer-centered

culture.

Provide regular professional development for staff who work directly with volunteers in effective

advocacy coaching, communication, support and conflict resolution.

□ Data

Compile and analyze statistical data that shows your program’s growth in volunteers assigned

for the previous 3-5 years. Include retention, volunteer demographics and volunteer to case

ratio averages. What may the numbers tell you about your program’s volunteer culture?

□ Phone

Often times, the phone is the first personal contact between your program and a potential

volunteer. Use the attached Recruitment 360° (R360°) Telephone Assessment at least 2 times

annually.

□ Website

Seek regular outside feedback on the user-friendliness of your website, particularly as it applies

to potential volunteers. Use the attached R360° Website Assessment Tool. Use technology to

help current volunteers with ongoing program requirements, such as contact forms or tracking

in-service hours. Use social media to keep volunteers engaged and invested.

□ Office Space

Ask several people to complete the R360° Virtual Office Tour. What stands out as a potential

barrier to volunteers feeling comfortable at your office? What can you to do to address such

barriers? Do you provide dedicated space for volunteers to use when working in the office?

□ Communication

Assess all program communication (print, newsletters, volunteer application, pre-service

information, business forms, email signatures, etc.), paid and earned media coverage, event and

themed PR (child abuse awareness month, 5K, etc.), and other forms of communication to

volunteers, staff, board members, stakeholders and the community. How do you communicate

the value of CASA volunteers?


□ Inclusion

In what ways does your culture reflect the value of inclusion and diversity to volunteers,

including diversity in race and ethnicity, gender, age, socioeconomic status and education? Has

your volunteer recruitment process been evaluated from these different perspectives?

□ Training

Through regular evaluations of both pre-service and in-service training, programs have the

opportunity to continually improve and enhance the volunteers’ learning experience, leading to

both an increase in quality advocacy for children and retention of the tenured volunteer. Use

end of training evaluations provided by volunteers to collect this information and make regular

tweaks to times, places, modes and formats of required training.

□ Volunteer Exit

As volunteers leave your program, regardless of the reason, you are presented with a rich

opportunity to gain insight and feedback about their experience. Develop an exit survey,

conduct one on one interviews when possible and make it easy for volunteers “moving on” to

tell you the real reasons they are leaving your program.


Sample Volunteer Survey of CASA Program

A primary goal of our CASA program is to support all volunteers in the best way possible as they advocate for the children they are assigned. This brief survey will allow you to give valuable feedback to our program staff and board and will help us improve our overall service to children. Your answers are confidential and you will not be asked to provide your name with the survey. Thank you again for helping to strengthen our program and for the critical role you play in the lives of abused children.

1. How long have you served as a CASA Volunteer?

Less than 1 year

1-2 years

3-4 years

More than 4 years

2. Please rate the following elements of the CASA program:

Strongly Agree

Agree

Disagree

Strongly Disagree

I feel adequately trained to serve as a CASA volunteer.

I receive adequate supervision and support from CASA staff

My CASA supervisor respects my role and knowledge of my case.

I am comfortable making recommendations about my case.

I feel prepared to write court reports and testify at court hearings.

I believe the judge reads and considers my court reports.

I feel like my opinions are taken seriously by parties to the case.

I am able to work well with CPS staff.

I feel I am making a difference for the children I work with.

Comments:


3. Please rate the following elements of the CASA program:

Strongly Agree

Agree

Disagree

Strongly Disagree

CASA staff are responsive to my needs as a volunteer.

Communication with CASA staff is timely and professional.

I feel comfortable bringing a problem or concern about the program to CASA staff.

CASA staff keeps me informed of resources and information that may be helpful to me.

I feel challenged to grow and develop further within my CASA program.

I feel valued by my CASA program staff.

I feel valued by my CASA program board of directors.

Comments:

4. What changes or improvements would you like to see in the CASA program?

5. Please indicate your overall satisfaction with the CASA program:

Very Satisfied

Satisfied

Somewhat Dissatisfied

Very Dissatisfied

Comments:


Recruitment 360° Assessments

RECRUITMENT 360°

Telephone Assessment

Exchange program phone numbers with another team. One person on each team will place a

phone call to each other’s program. If the phone has speakerphone capability, use it so your

team can listen.

If you are able to speak directly with someone, tell them you heard about CASA from an AARP

magazine article and you were interested in getting some information about becoming a CASA

volunteer. Please note the following during the call:

1. How many rings until the phone was answered?

2. Was the phone answered by a person or a machine? (If person, skip to question number 7.

If machine, answer the following four questions.)

3. Were you able to clearly understand the voice message?

4. Would you rate the message as short, medium or long in length?

5. Was it easy for you to reach the extension you wanted?

6. If the message directed you to leave a message because no one was able to answer the

call, did it give you a website address for more information?

7. If the message directed you to leave a message, did it indicate when your call would be

returned? (If the machine directed you to leave a message, hang up and skip to question)

8. Was the voice answering the call warm, friendly and easy to understand?

9. Were you directed to another person after your request?

10. Describe what happened next:

11. Thank them and tell them you will be in touch. Do not ask for anything to be mailed to

you.

12. What was your overall impression of the call? Would you be willing to take another step

with this program?


RECRUITMENT 360°

Website Assessment Content

Logo/Name Recognition

Does the website use the new logo (blue man with heart)? Yes No

Is the word CASA used on the website? Yes No

Mission Statement

Is a mission statement on the homepage? Yes No

If present, is the mission statement clear and easy to understand? Yes No

If present, is the mission statement on the home page? Yes No

Donations/Fundraising

Does the website provide easily accessible donation information? Yes No

Contact Info

Is contact information, including telephone and email listed and highly visible? Yes No

Facebook Accounts

Does the website link to a Facebook page? Yes No

Volunteer Information

Is information for potential volunteers prominent on the website? Yes No

Does the website include a job description or roles and responsibilities for volunteers?

Yes No

Does the website include a downloadable application for volunteers? Yes No

Does the website clearly identify the next steps a potential volunteer should take?

Yes No

Volunteer Training

Does the website describe pre-service training for volunteers? Yes No

Does the website include a training calendar or dates of upcoming training? Yes No

Does the website have information about in-service training? Yes No

Resources

Does the website include a resource section for current volunteers? Yes No


“Real Life” Features

Does the website feature actual volunteer stories or children’s stories? Yes No

Does the website feature actual stories via video? Yes No

Usability

Navigation

Does the website have a search feature? Yes No

Does the website include links to National CASA and Texas CASA? Yes No

Are links on the website all working and appropriately named? Yes No

User Control

Does the website have easy to load pages, with limited large pictures or graphics?

Yes No

Web Accessibility

Does the website offer both PDF and Microsoft Word versions of any downloadable

documents?

Yes No

Language and Content

Does the website avoid the use of organizational jargon? Yes No

User Feedback

Does the website include a way for users to provide feedback via the internet?

Yes No

Does the website have automatic emails to staff? Yes No

Website Architecture and Visual Clarity

Are pages on the website easy to read, with appropriate text divisions and appropriate breaks

in text to increase readability? Yes No

Number of Boxes Marked Yes

Number of Boxes Marked No


Recruitment 360° Virtual Office Visit

People make judgments about your program based on many things. But one very important and often overlooked thing is your office space. We are trained to think with our eyes, ears and nose.

Visualize your CASA office. If you have more than one, split them up within your team. Imagine approaching your office from a parked car to your office door and then inside. Include individual offices, volunteer space, kitchen, training area and restrooms. Identify 5 positive things you see and 5 things that could be perceived negatively.

Positive 1.2.3.4.5.

Negative 1.2.3.4.5.

Questions to Consider:

Is your office easy to find? If not, can you make it easier? Include a prominent landmark, or directions with every communication. When someone parks their car, is it very clear where they are supposed to go next? If you asked 10 strangers to rate the safety of the location of your office between 1-10, what do you think your average rating would be? What is the first thing someone sees when they enter your offices? Non-profits typically office in old and run-down spaces. If that describes your office,is it at least clean? Does it smell inviting? What do the individual offices and desks say about the professionalism of your organization?

List 3 things your team could do in the next 30 days to improve your office space.

1.2.3.


•

••

••

•

Volunteer Recruitment Team Considerations

Forming a Volunteer Recruitment Team or Committee is one way to accomplish a great deal with limited

resources. Recruitment plans are best created by teams of people who understand the CASA role, the

desired attributes of the CASA volunteer and creative ways to reach their audience. Even in programs

where paid recruitment positions exist, recruitment planning can and should occur within the context of a

team. The team dynamic further emphasizes the concept that recruitment isn’t a “job” within a CASA

program, but an integrated, shared and ongoing set of strategies, practices within a volunteer-centered

culture that’s critical for finding and keeping the very best CASA volunteers.

Team Formation-Who

Team members can include the ED, PD or recruitment staff, board members and volunteers. You can also

consider members of your community that might be able to assist; a representative from a faith

community, media or PR people and perhaps others who can’t be a CASA volunteer or board member but

are interested in seeing your program grow. Your board may be able to generate ideas for members.

Programs engaged in growth planning will already have assembled such a team for the purpose of

planning for growth in the critical area of Community Engagement. These same people may be the

perfect team members for the ongoing Recruitment Team, or you may need to recruit additional people

for this longer commitment.

Team Formation-How

Forming a Recruitment Team can happen in a number of ways. The board may choose to appoint a board

committee to this task, and invite additional outside members to serve. Or they may create an advisory

committee, with board membership, but without the structure of a formal board committee. An ED may

choose to convene the Recruitment Team and recruit members, including staff, board and volunteers.

Regardless of how the team is formed, it will require clarity in purpose, expectations of service and lines of

authority for the work to be valued and effective in achieving recruitment success.

Note – Some programs may choose to convene one team for both recruitment and retention, as there are

many activities that can serve both purposes. Consider the amount of work needed in the area of

recruitment alone as part this decision. Programs with ambitious recruitment goals may be better served by

maintaining the recruitment only objective of the team.

Recruitment Team Charter

As with any committee of team formation, a clear scope of work and responsibility is important. A charter

serves to outline the objectives, roles, responsibilities and accountability for the Recruitment Team. The

charter should include:

Purpose statement- what is the primary purpose of the team?

Expectations of membership- time and effort expectations including length of service, time

commitment per month/frequency of meetings, sample activities and actions

Team structure- size, leadership


Commitment statement Clear definition of time commitment, including the number and frequency of meetings Texas CASA Strategic Growth Planning Assistance Timeline

The charter or scope of work document should also include reporting expectations and a statement clarifying the interaction between the GPC, staff members and the board as they carry out their work. Sample Charter Language Purpose: The Recruitment Team of CASA of XYZ is formed for the purpose of planning and implementing effective recruitment strategies, designed to increase the number of volunteers serving children in our community. Membership: The Recruitment Team is made up of CASA of XYZ staff members, board members, volunteers and outside stakeholders, as selected by _______. Members commit to serving on the team for a period of 12 months, at which time members may opt to serve an additional 12 month term. Responsibilities: The Recruitment Team will be responsible for the following activities:

1. Provide ongoing assessment of organizational functions as they impact recruitment 2. Using the training and organizational event calendar, select and recommend effective recruitment

strategies to support the annual recruitment goals (i.e. word of mouth, media, events, advertising) 3. Assist with implementation of approved recruitment plan activities


50 Recruitment Best Practices from R360°

1. Annual training calendar

2. Next training date on everything; email signature, voicemail, newsletters, Facebook

3. Review and update all print materials-are they professional looking? Enough but not too

much information?

4. Earned media; letters to the editor, news hooks, events, human interest stories

5. Don’t just speak to groups- become a member, or find a member who will do the speaking

6. Recruitment and retention team that meets regularly and includes staff, volunteers and

board members

7. Task oriented planning

8. Targeted recruitment strategies; identify what you are looking for versus warm body

9. Kappa Alpha Theta

10. State agencies

11. CEUs for teachers and education professionals

12. Omega Delta Phi

13. Texas Nurses Association

14. Corporate partners of CASA in Texas: Blue Cross Blue Shield, Time Warner, Grande

Communications, Wells Fargo, Southwest Airlines, IBM, AT&T Pioneers, Superior Healthplan

15. Train on WOM every year

16. Conduct a different 360° assessment every month and make changes

17. Signage!

18. Review and update your website

19. Use social media to its fullest

20. Bill inserts

21. Bright, eye catching t-shirts with website in large letters

22. WOM cards

23. WOM practice sessions for board members

24. Engage board members in recruiting!


25. Large group orientation sessions to thin the herd

26. Track every recruitment contact; ask how they heard; follow-up

27. Review and update your recruitment packet -application, info sheet, forms

28. Host an open house and invite the “neighbors”

29. Party with a purpose, and invite others to do so

30. Incentivize recruitment! Hold contests, have prizes, keep tallies, publish winners

31. Develop non-advocacy volunteer opportunities within your program

32. Evaluate your training; attend TOF; survey for effectiveness

33. Offer training at different times, places, length

34. Ask your judge to recruit volunteers

35. Invite everyone to swearing-in ceremonies

36. Have “bring a friend” night to an interesting in-service training

37. Co-CASAs

38. Mentoring or support programs for new volunteers

39. Recognize employers of current volunteers with certificates, awards

40. Pre-stamped postcards

41. Send out DVD with info packet

42. Coffee talks

43. Street banners

44. Local airing of PSAs

45. Do a live radio segment each week/month

46. Develop a CASA story to tell

47. Review and revamp your pre-training interview process

48. Strive for professionalism in your program-it’s attractive to those choosing among many

worthy organizations

49. Get your board members busy recruiting

50. Share and discover best practices within the CASA network


Targeted Volunteer Recruitment Campaign

Note: This campaign includes a variety of samples and tips as part of a targeted volunteer

recruitment campaign designed to increase volunteer recruitment within the African American

populace. It can be tailored to any demographic group as your program determines its needs.

Step 1: Identifying Your Need

Determine a specific demographic to target by first examining your program’s data. Take the

necessary time to analyze and compare the children in care in your community and your CASA

volunteers.

1. How many CHILDREN is your program currently serving? ###

Male: ###, Female: ###

a. Hispanic: ###

b. African-American: ###

c. Caucasian: ###

d. Asian: ###

e. Other: ###

2. How many VOLUNTEERS are in your program? ###

Male: ###, Female: ###

a. Hispanic: ###

b. African-American: ###

c. Caucasian: ###

d. Asian: ###

e. Other: ###

Compare the numbers and percentages to see where your program struggles the most. It’s most effective to focus on volunteer recruitment in only one ethnic group, as this type of targeted recruitment involves a great deal of unique strategizing. However, targeting both an ethnic group AND males is encouraged.


Sample Statewide Demographic Analysis

Children in Care CASA Volunteers % in Care % in CASA Ratio (child/advocate)

Hispanic 6,545 928 38% 13% 7.05

African-American 5,199 588 30% 8% 8.84

Caucasian 5,044 5,339 29% 75% 0.94

Asian 59 69 0% 1% 0.86

Native American 51 25 0% 0% 2.04

Other 285 72 2% 1%

Unknown 0 56 0% 1%

Total 17,183 7,077 100% 100%

For every 1 Hispanic Advocate, there are 7.05 Hispanic children in care.

For every 1 African-American Advocate, there are 8.8 African-American children in care

For every 1 Caucasian Advocate, there are .94 Caucasian children in care. For every 1 Asian Advocate, there are .85 Asian children in care.

For every 1 Native American Advocate, there are 2 Native American children in care.

Step 2: Target Market Research Once you have identified the target market, you need to gain a better understanding of the audience. You will want to understand their current perceptions of the CPS system, CASA children and families. You also want to gain more insight into the best approaches to engaging with the community. There are two approaches to gaining more insight into your target audience. For both, you must first identify influential leaders and active members in the community. These are the people you want to connect with first. Remember you are only LISTENING right now. You are not trying to recruit volunteers yet. However, you are still trying to build relationships and put your best foot forward. In-Depth Interviews

These can be done by phone or in-person, although in-person is preferable. Even though you are not trying to pitch CASA yet, you are trying to build relationships. In-person interviews allow for you to really get to know the person and engage with them. Over the phone is fine if the person is unable to meet in person. In-depth interviews are one-on-one and best if you have personal questions to ask. Respondents may be more honest and open when they are just talking to one person. The more interviews you do the more perspectives you gain. Aim for at least nine individual, in-depth interviews if this is the only form of research you are using.


Ask open ended questions about their opinions of CPS, if they have heard of CASA, what was said about the program and so on. A script is provided but interviews are flexible. A participant may answer multiple questions before you even ask them. Also be an active listener. Ask follow up questions to their answers. Interviews often veer from the script but this is a good thing as long as you are gaining insights about the community. It means you are having an actual conversation with the participant and learning more about their community. Focus Groups

The purpose of focus group is to bring many of the leaders and members of the community together to discuss their opinions. This approach is beneficial because you get many insights in a short amount of time. Also, the members of the focus group often feed off of each other and may become more open and comfortable in a group setting of their peers. Keep questions general and open to everyone. Focus groups sometimes require more effort. Make sure that all participants are actually participating. Occasionally there is one person who becomes a dominator of the conversation. Do not let this person become the only one to respond as they may force their opinions onto the others. It is fine to ask direct follow up questions like “do you agree?” or “what is your take on the suggestion?” to certain people. Pay attention to those who are more reserved and try to engage with them. Focus groups should have at least five participants but no more than ten. It is best to have at least two separate focus groups but you can mix and match strategies: one focus group of six people with one or two in-depth interviews. Because you are interviewing multiple people at one time, you need to ask fewer questions than in an in-depth interview. Try to pick the most important questions. For an in-depth interview, 30-45 minutes is a good time frame. For a focus group with more people, you should aim for an hour. Make sure all interviewees sign a release form but let them know their names will not be reported or released. The sessions are strictly for the program’s benefit. Tip: Come prepared with a long list of questions but mark or rank them from most important to least important to ask. This allows you to be more flexible. If you start running out of time, you know which questions you can skip and which to focus on. Tip: For both types of interviews, it is best to record the discussion. Any recording device is fine but make sure you tell the interviewees that the session will be recorded.


Focus Group Script

Hello, my name is your name and I am the your position at your CASA program. I will be leading today’s focus group. To start off, I want to thank all of you for donating your time. Your insights and opinions will help us gain a better understanding of the African-American (or other demographic) community. At CASA program, we are developing a new outreach campaign to reach the African-American community. We are trying to gain more insights into the best methods and channels we need to use to effectively reach this audience. We will be asking open ended questions to the group. Please feel free to add on to other people’s answers or to ask your own questions. This is an informal discussion and all contributions are welcome. Also, if at any time you feel uncomfortable by a particular question you are free to refuse to answer it. We estimate that the session will last 45 minutes to an hour. The session is also being recorded. This is for our program’s use only and will not be released. Now I would like to start by having everyone introduce themselves. Please state your name, occupation and organization you are a part of. Thank you again for joining us. I will now open up the discussion. I will start with a question and you are free to answer however you wish, whether it is fact or opinion, and we will let the conversation start from there. Questions:

1. Outside of your home and work, where do you spend most of your time?

a. Why that place?

b. How did you find out about this place?

2. What is your main news source? (newspaper, TV, online, magazines, etc.)

a. Where/when do you most often look at the news?

b. Are you more interested in local, state or national news?

c. What kind of stories are you most likely to read all the way through?

3. Whose recommendations/opinions do you most listen to? (co-worker, boss, neighbor,

spouse, reverend, etc.)

a. Why do you trust their recommendations?

4. Have you ever been approached by a nonprofit organization?

a. Were they seeking donations or volunteers?

b. Did you participate? Why or why not?

5. Have you ever participated in volunteer work?


a. When? For how long? Why that organization? Are you still there? Why or why

not?

b. How did you find out about the volunteer work?

6. How would you like for an organization to approach you? (more than just by the phone,

in-person or through the mail; looking to see what channels appeal to the audience the

most)

7. Where would you like an organization to approach you?

8. In your opinion, what is the most effective way for an organization to spread their

message?

a. Why?

9. Have you ever heard of Court Appointed Special Advocates before this focus group?

a. What do you know?

b. Where did you hear about it?

c. Based on what you know, what do you think the organization’s strengths and

weaknesses are?

10. What are your opinions on Child Protective Services (CPS)?

a. Why?

b. How did you come to those opinions?

In-Depth Interview Follow script above but make it more conversational since this a one on one discussion. If you are doing the interview by phone, condense the interview to 20-30 minutes. Also since this is one on one, you may ask more personal questions but do not make them direct. Examples:

1. Do you know of anyone who has been involved with CPS?

a. What do you know of their story?

2. When you hear about CPS, what emotions/attitudes/thoughts come to mind?

Evaluation

For both in-depth interviews and focus groups, the evaluation process is relatively the same. Look over the transcripts and pull any information that you feel is important. These become your key insights. These insights are specific observations from the interviews that may impact the campaign. Insights can be new information or act as support for your own preconceived notions. There is no limit to the number of insights you identify.


From your list of key insights, look for trends or general statements that have a big impact. These become your critical issues. Critical issues act as barriers that keep you from attaining your goals. Later on, we will use different strategies to overcome these barriers. Sample Evaluation

Key Insights:

1. Many of the interviewees knew of someone who had been involved with CPS.

2. When discussing CPS, the interviewees expressed negative opinions.

3. Few of the participants previously knew of CASA and the program’s mission.

4. Many of the interviewees are active members of churches.

Critical Issues:

1. The African-American community knows very little about CASA and their mission.

2. The African-American community values recommendations from close friends and

family above other channels.

Step 3: Develop Goals and Objectives You need to decide what you are trying to achieve through this campaign. This will help you benchmark where you currently are so that you can see if the campaign is effective. To do this you will set goals and objectives for the campaign.

Goals:

Goals are more overarching with a unifying aim. They ask, “What do you want to achieve?” These are often more general but act as the base of the campaign. You want to have 2-3 goals and everything you do within the campaign should relate to your goals. Examples:

1. Spread awareness about CASA among the African-American community and leaders.

2. Recruit more volunteers for CASA that better reflect the children served.

Objectives:

Objectives relate back to goals but are quantifiable and can be short term or long term. Don’t be afraid to set high objectives. It is better to aim higher than to aim low.


Examples:

Short Term:

1. Recruit 30 new volunteers by end of campaign.

2. Increase percentage of African-American volunteers by 10 percent by end of

campaign.

Long Term:

3. Retain 50 percent of our new volunteers for a second year.

4. Balance percentage of male and female volunteers over next 3 years.

Step 4: Strategies Strategies are how you will achieve your goals and objectives. Some can be quick and simple while others will be more detailed and time consuming. We encourage you to use as many of the following, as well as developing your own. Make sure your strategies are working towards your goals and objectives. Strategy 1: Publicize CASA’s need for volunteers through media outlets that target our audiences.

Types of Media:

Print: Community Newspapers and Magazines

Online Media: Community news pages, organizational websites, community event

pages

Radio: Most effective with Hispanic community, but great way to share PSAs and stories

Newspapers:

The following tips come from an African American owned newspaper in Dallas called Elite News:

Send information in e-mail form.

Reciprocity: If you are trying to get your message into an African-American community

you will need to be supportive of the community. This includes the newspaper.

Be very clear of who you are - person telling the story needs to know the history of your

organization.

Remember: Who, What, When & How.


If making announcements, make the story personal.

Radio:

Be Persistent, Be Smart & above all, Be Nice.

Be very creative – Remember this is radio so sound is very important.

You need to be the expert on what your organization does.

Know who to contact (radio editors will assign events).

- Don’t call the General Manager

- Find out the best way to correspond (phone, e-mail, fax, etc.)

- Be timely – Notify radio stations at least 2 months in advance of an event.

News coverage stations may be easier to get on.

You will receive the most coverage during the hours of 5a-1p. You will have to get up

early!!!

If you see something in the news that relates to your organization – CALL. For example,

if there is recent coverage about abuse in your city.

Know what press releases attract attention- submit press releases at least 3 weeks in

advance for the radio station to research.

PSA’s – radio station may do interview or even cover the event.

Develop relationships-make a list of contact people.

Tactics for Reaching Media:

News releases: Use the template provided and add your CASA’s information. The focus should be on volunteer recruitment and your launch of the campaign.

o Stay away from biased language and adjectives. Often news releases get ran “as is” so you want to make the reporter’s job as easy as possible.

o Use this to announce the launch of the campaign or for hosting an event.

Pitch Letters are used if you have a story you want the media to use. Make sure the CASA volunteer and people involved in the story provide release forms before you pitch the story.

o Use for a story or for your event. o Offer the media something of value like an interview with the volunteer.

suggest photos. They do not have to be the real children from the case.

TIP: With both the news release and pitch letter, also send a media facts sheet. It shows the problems in your community and offers information to the journalist in a fast, easy read instead of taking away from your story.


Phone Calls are also a great substitute to news releases and pitches. This way you can give the reporter options on what they want to write about. This also helps build a relationship so that you can continue to work with them in the future.


Sample News Release FOR IMMEDIATE RELEASE CONTACT INFORMATION: (DATE SENDING OUT) YOUR NAME Executive Director YOUR Phone number YOUR email

(NAME) recruiting African-American volunteers to serve abuse and neglected children City, State --- (Your CASA Program name), a local nonprofit that speaks up for abused and neglected children in foster care, is launching a new campaign to reach more volunteers to help African-American children in care. (Your CASA name) will be launching a new campaign to recruit African-American and male volunteers in an effort to provide each child with a Court Appointed Special Advocate or CASA that they can connect and relate to on a better level. A CASA or Court Appointed Special Advocate is a volunteer who serves the child by providing the judge with information about what is in the very best interest of the child. Each CASA acts as the eyes and ears for the judge but also provides a voice for the child. “We want each child to have a voice and solid role models they can relate to. Right now, the numbers are not on our side, especially when it comes to the African-American children in the system,” says (executive director’s name), the executive director of (CASA name). Statewide, of the children in foster care, 21.3 percent are African-American and 50.9 percent are male. Of the 7,000 CASA volunteers, only 8 percent are African-American and 18 percent are male, numbers that the program would like to improve over the next year. “The impact of being in the system without a CASA is devastating for these children,” said (E.D.’s last name). “Studies have shown that African-American children in the system are at a huge disadvantage compared to their Caucasian peers.” These disadvantages include: being in foster care longer, having more placements and fewer services when in care, lower graduation rates and overall, being less prepared for adulthood. (CASA name) is currently reaching out to influential leaders and groups in the African-American community as well as to churches and parishes within the county. The organization will be kicking off their year-long campaign with a recruitment event to be held **DATE and TIME** and XXXX (location). “We at (CASA name) know we can make a difference in these children’s lives so we need more volunteers to make that a reality,” said (E.D.’s last name). For more information about the CASA program and about becoming a volunteer, please visit: (your program website and number) and BecomeACASA.org.


SAMPLE PITCH LETTER

YOUR CASA PROGRAM ADDRESS

CONTACT INFORMATION

DATE Media Contact’s Name (John Smith) Title (Editor) Publication (The Daily) Address Dear Mr. Smith: A happy moment for one mother turned into a nightmare when her newborn daughter was taken by Child Protective Services, but through the support of a Court Appointed Special Advocate (CASA), the mother and child’s life were forever changed. The mother had previously lost custody of her three children before turning her life around. Years after overcoming her addictions and finding a stable job and home, she found herself pregnant once again. During her delivery, she mentioned her history with CPS who was then called by a nurse. The newborn baby was taken into custody and place with a foster family. The baby was assigned a CASA named Linda Brown who became a support system for the mother. Brown was there to offer encouragement to the mother as she worked to meet every requirement set by CPS. After several months, the mother was reunited with her baby. She still remains in contact with the CASA and CASA program. She is now is college and has even reconnected with her other children. This story of reuniting a family is just one story of how a CASA can make a difference in a child’s life. I strongly believe this story will resonate with your readers for its heartfelt struggle and happy ending. CASA of ___ is proud of the work we have done to help more families like the one above. In 2011, we served XXX children in our community. At CASA we are the eyes and ears for the judge but most importantly the voice for the child. Your paper centers on community news and CASA is a perfect fit. I can arrange an interview with Linda Brown or another CASA volunteer to discuss some of their experiences with the program. Please contact me if you need any assistance. My phone number is ###-###-####. I will call you on (Date and time) to see if I might be of any help on a possible CASA of ___ story. Thank you for your time and consideration. For more information on CASA, please visit our website XXXX and BecomeACASA.org. Sincerely, Your name Title


For the above pitch letter, use a story from your own CASA program but follow the highlighted sections. It is important to offer them an interview or some access to the program so they can make the story their own. Also mention that you are aware of the paper and its audience. Make sure it is a good fit. We do not want to send this to a sports writer or a hard news journalist. This is soft news that needs to go to the right journalist with the right audience. Tip: Ask your volunteers what local papers or magazines they read to get an idea of what fits with CASA. You can also write the pitch letter about the volunteer recruitment event. This would be similar to a news release but more personal and casual. Tip: Shape the event into a story and again offer them interviews with the speakers after the event. Example: This Wednesday, CASA of ___ County will be hosting an event to recruit more volunteers to help African-American children in care. The event will bring together influential African-American leaders in the community to discuss the issues of child abuse in our own county. I would like to invite you to the event to learn more about the CASA program and what we are doing locally to help children in care. At the event, we will have such speakers as ___ and ___ but the real story comes from Jane, who was in foster care and had a CASA. Jane will tell her story of how having a CASA made an impact in her life for the better. After the event, I can arrange for an interview and photographs with Jane. It is best to know who your speakers are, especially the CASA volunteers and former youth. These are the interviews that have a real story in them so be sure to highlight that in the pitch. Give enough details to make them interested and then follow up with them a few days after you send the pitch.


43%

21%

32%

1% 3%

Any County Children Removed in 2011

African-American Anglo Hispanic Native American Other

Sample Media Fact Sheet

Last year 65,948 children were confirmed as victims of abuse and neglect. 60 percent of those children were under the age of 6.

More than 46,000 were in the care and custody of the state of Texas.

That means every 8 minutes in the state of Texas, a child was a victim of abuse and neglect. By the end of the day, that is 180 children abused and neglected.

Last year, 239 children died from abuse or neglect in Texas. That means every day and a half (or 36 hours) a child in Texas dies from abuse or neglect. There were ### deaths in Your County.

Any County Facts

3,716 children in state’s care 1,478 children served by Any CASA–699 are African-American Leaves 60% of the children without a CASA Children were served by 540 Any County volunteers – 98 are African-American

African-American Numbers

In Any CountyAmerican.

Fact sheets were created using DFPS Databook FY 2011 and FY 2011 Texas CASA Report Using the numbers provided, we enhanced them to show the true impact. Numbers stick with people better when placed in context. Saying over 65,000 children were confirmed victims of abuse and neglect sounds like a lot but what does it really mean? It means that every 8 minutes last year, a child in Texas became a victim of abuse and neglect. That is 180 children each day. Putting numbers into context this way makes the numbers more effective and memorable. The example was based on state wide numbers. It is possible to do similar facts with your county’s numbers. **Be sure to add your information and CASA logo to the data sheet before sending to the media.


, 1,586 children were removed from their homes. 677 of these children were African-

Strategy 2: Reach out to organizations and groups that are made up of your audiences.

Building a relationship with an organization helps the program create a stronger network. With the African-American community, you cannot approach them and immediately start pitching CASA. By creating a relationship with the organization, you will gain more than a few volunteers in the short term by instead looking to the long term. You can continue to gain support from the organization for events, promotions and continue volunteer recruitment after the campaign. There are various professional groups, nonprofits and organizations in each county that you can reach out to. The challenge is identifying these potential networks. Start by first making contact with the head of the organization and making a connection with him/her before speaking with the entire group. This allows you to get to know the organization better so you can cater your presentation to them. Tip: Never go in empty handed. Bring lots of informational handouts like brochures and fact cards to distribute. Professional Groups: These are various groups within the community or region that bring together professionals. There are different professions as well as ethnicities among groups. The members are often ideal volunteers because they are successful and established in their careers while being active in the community. Some organizations pick various nonprofits and charities to work and fundraise with. To identify groups, start by creating a list of professions: engineers, nurses, lawyers, and so on. From there, search online or through another source for groups within the professions. Often the searches may take you to national organizations but many will have state and local chapters. Nonprofits: Other nonprofits are a great resource for recruiting volunteers and combining efforts. Look for organizations that work with the same demographic you are attempting to recruit volunteers. Organizations that also work with children are good contacts when spreading general awareness. Organizations that are community focused are also good candidates for volunteer recruitment. Strategy 3: Connect with community churches. The best way to assert your program into the African-American community is through churches. Churches are their own communities with a wide variation of people, unlike the groups and


organizations that were formed with a common interest or purpose. We will need to reach out on a personal level first. Call the pastor and set up a meeting with just him/her. This is not the time to show the power point or give a lecture on CASA. This is about making a new connection. Tip: If the head pastor is not available, make an appointment with another pastor at the church. Most churches have more than one pastor and the bigger churches may have an outreach pastor. Do not limit yourself by only wanting to speak with the head pastor. Relationships take time to build and cultivate from the ground up. When meeting with the pastor, make it a conversation. Do not show up with a sales pitch. Be sincere and passionate about your program. Also be sure to bring along brochures and rack cards. Let these tools show the facts while you speak from the heart. Bring enough for the pastor to share with the congregation if she/he so chooses. After speaking with the pastor, ask if you can speak with the congregation. It is recommended to bring along an African-American volunteer to speak at the end of the presentation. The Chadwick PSA and video are also good tools to use. Tip: If you have a volunteer speak, do not have them focus on their cases but instead discuss how they became a CASA and the process they went through from interviewing to training to being sworn in. Identifying Churches: Start by talking with your volunteers and seeing if they are already members of a certain church. This will make it easier to reach out to the pastors and congregations. Additional Tips:

Know protocol

Respect beliefs

Build relationships

Follow up and follow through

Maintain visibility

Strategy 4: Social Media

Start by selecting the main social media platforms you want to utilize: Facebook, Twitter, Google+, Pinterest, YouTube, PhotoBucket and so on. If you are already on these sites then you need to make sure they are up to date, consistent and engaging. Just posting announcements is not enough to raise awareness.


Key Elements: Engagement: You want to share with the public information that they can use. Publicizing events and fundraisers only work if you are bring in viewers first. Posting open ended questions are a good way to get people involved. People want to interact and share their opinions, so stay away from controversial topics. The main goal is to get people talking.

Tip: In the beginning, post questions on different days and track the number of responses. This may show that you get more responses on a certain day at a certain time. Consistency: It is important to be consistent with your content. Not posting anything for a week or two and then suddenly posting five different topics in one day can be confusing to viewers. They need to know when the best time to check your site instead of randomly trying. If your content is engaging and consistent then your viewers will also be consistent. Responding: Viewers will post comments about your program, so be prepared. Comments can be negative and positive or just simple questions. No matter what, it is important to respond, especially if there is a negative comment. Social media is about being open and transparent with your audiences so you need to be willing to address any complaints. This way you show other viewers that you are involved and you are here to listen. Tactics: Facebook: The fastest growing demographic on Facebook is men and women ages 45 and older. When posting, make sure you keep your audience and demographic in mind. Link to interesting articles, ask for people’s thoughts on the article or a new statistic, share pictures and possible stories. Also look for other organizations and groups that you can “like.” Comment on their posts and engage with them as well. Twitter: This platform can be difficult to use if you do not have a specific approach. If you are interested in sharing stories, then focus on Facebook. With Twitter, you are limited to 140 characters so use it to link back to your Facebook page. Pinterest: This is a new but growing platform. You start by creating boards that focus on a certain topic. Then you “pin” links to your boards. Pinterest is largely used by the female demographic of all ages. Be creative! Look at other boards and use them for inspiration.


Step 5: Record/Report

Recording and reporting the outcomes is important so that you can move forward and make adjustments to better recruit and retain volunteers. Keep track of when your program appears in the media. Look to see if there is an increase in calls or visits to the program’s website in the days following the story. The most basic way to start reporting is during presentations and meetings with organizations and churches. Instead of having a sign in sheet, bring a large bowl or box for people to drop business cards into. This way, we know that they are interested in learning more about CASA. Tip: Some people, especially at churches may not have business cards with them. Set out stacks of basic note cards for people to write down their names and contact information. Social media sites have tracking analysis for businesses and organizations. It is up to you to keep up with these sites and see who and how many are engaging with your program. Additional Reporting:

It is important to track people as they move through the process of becoming a volunteer. This can be crucial if a pattern starts to develop. If you have 10 people training to become a CASA volunteer but in the end only 4 are sworn in, it is important to see the demographics. Looking at the gender and ethnicity of the people who did or did not complete the process can show insight into the volunteer process itself.


Sample Plan with Strategies, Goals, Objectives and Critical Issues

1. Publicize CASA’s need for volunteers through media outlets that target the audiences.

Why: There are newspapers, magazine, radio stations, etc. that cater to specific demographics. If you are reaching out to African-Americans, look into newspapers or weekly distributions.

Goal 1: We are building overall awareness of CASA among our chosen target market through the media.

Critical Issue 2: Awareness is low among our chosen target.

2. Reach out to organizations and groups that are made up of the audiences. Why: Similar purpose as number 1. Reaching out to other organizations, helps

you connect with potential volunteers and donors. Most groups are going to consist of ideal volunteers who are community leaders.

Goal 1 and Objectives 1, 2: We are specifically trying to recruit from these groups, not just building awareness.

Critical Issue 3: The African-American community can be very connected. We need to build relationships with groups instead of trying to reach individuals. By reaching the groups, we gain more credibility and have more people to speak on our behalf.

3. Connect with community churches. **This strategy is more specifically targeted to

African-American recruitment** Why: Connecting with churches is a great way to recruit volunteers. Make sure

you reach out to the pastors first and then they can introduce you to their church. Goal 1 and 2: Pastors are often influential community leaders. We need to gain

their support before reaching out to the community as a whole. This gives us more credibility and allows for us to be more effective in recruiting volunteers.

Critical Issue 1 and 3: By associating the program with churches, we can distance the program from the community’s negative perception of CPS. Also, church members may be more likely to want to volunteer and help children in the community.

4. Social Media

Why: Social media sites are a great way to showcase your program while engaging with volunteers, potential volunteers and the general public. Goal 1: We are using the sites to spread our message and the CASA mission.

5. Host a recruitment event for your area. Why: An event is a great way to bring in community leaders as well as the media.


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Sample Annual Community Engagement Planning Calendar

Annual Community Engagement Planning Calendar Annual Events 2013 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2014

Pre-Service Training Fundraisers Other

Communications Paid Print Advertising Radio/TV PSA Earned Media Billboards Social Media Outreach Print Marketing Website Newsletter Other

Recruitment Strategies Annual Assessment-initial contact, interview, office space, written materials, follow-up WOM Targeted Community Presentations Online Recruitment Partnership Recruitment (teachers, state workers, nurses, business groups, churches) House Parties Contest/Incentive Open House events Board involvement Other


Sample State Agency Service Letter

March 22, 2011

Susan Jones

Director

Texas Water Development Board

Dear Ms. Jones:

I am writing to let you know about a new state law that could give your employees a unique

opportunity to make a meaningful difference in the lives of abused and neglected children, and in

their own lives. Many state agencies, including the University of Texas, Texas A&M, Texas State,

and Texas Tech have made this available for their employees and we are hoping you will join them.

The 2009 Texas Legislature passed a law that provides: “A state employee may be

granted leave not to exceed five hours each month to participate in mandatory training or

perform volunteer services for Court Appointed Special Advocates (CASA) without a

deduction in salary or loss of vacation time, sick leave, earned overtime credit, or state

compensatory time.” HB 1462 of the 81st Legislative Session; Tex. Gov't Code § 661.921.

CASA volunteers can do most of their work during non-work hours (visiting the child and

family, writing court reports, talking to other parties in the case). However, some of their duties

necessarily take place during the workday. These include going to court, mediation, and meetings

at school, the doctor’s office, and Child Protective Services. These are the kinds of activities for

which we are asking you to consider giving your employees limited leave.

We appreciate you considering this new opportunity to assist CASA in its mission to help

abused and neglected children find safe, permanent homes. Attached is more information on the

difference your employees can make as CASA volunteers. Please don’t hesitate to contact me if

you have any questions about CASA or this law.

Sincerely,


Facebook Recruitment Advertising Sample

Speak up for a Child

Become a Volunteer Advocate - Be

the Difference for an Abused Child.

speakupforachild.org/volunteer

Lost in the System

Help an Abused and & Neglected Kid Find

A Loving Home. Volunteer with CASA.


Help Abused Children

Become a Volunteer Advocate: Become

The difference for Tarrant Children.


Abused in Tarrant County

Help Abused Kids Find Safe Homes.

Become a CASA volunteer Advocate.


400 Kids Are Waiting

Make a Difference for Abused and

Neglected Kids in Tarrant County.


Can’t Be a Foster Parent?

Help Foster Kids Find Loving Homes

As a Volunteer Advocated for CASA.


Can’t Adopt or Foster?

We Still Need You Desperately.

Become a CASA Volunteer Advocate

cpeakupforachild.org/volunteer

You Can Help An Abused Child

Become a volunteer Advocate for CASA

of Tarrant County.



Google Recruitment Advertising Sample

CASA of Tarrant County

We speak up for abused and neglected kids in Tarrant County.

Help us find them safe homes.


Support CASA of Tarrant County

to help abused and neglected kids

find loving homes.


Help other Tarrant County Kids find homes as loving As yours. 400 abused kids Are waiting.


Board Member Matrix

Use this tool to analyze your current board and needs for recruitment. Indicate whether current representation, importance, and priority in each area is high, medium, or low.

AREA or TRAIT

Current Board

Representation

Importance of

Area or Trait for

our Board

Priority for

Recruitment Based

on Need

(H, M,L) (H,M,L) (H,M,L)

DEMOGRAPHICS

AGE Under 30

30 - 44

45 - 59

60 - 70

Over 70

GENDER: Male

Female

ETHNICITY African American/Black

Asian/Pacific Islander

Caucasian

Hispanic/Latino

Native American/Indian

Other:

GEOGRAPHY Central

East

West

North

South

Rural

SKILLS

Fundraising

Advocacy

Financial Management

Gov/Public Sector Relations

Law/Legal

Marketing/PR

Graphic Design


Grant Writing

Technology

Real Estate

Event Planning

Mission Specific 1:

Mission Specific 2:

FUNDRAISING/RESOURCES

Personal Contributions

Personal Major Gift Contacts

Foundation Contacts

Time available for Fundraising

Time available for Volunteering

In Kind Services

Special Events Experience

Grantwriting Experience

Capital Campaign Experience

COMMUNITY CONNECTIONS

Foundations

Corporations

Small Business

Media

Nonprofit

Faith-based

Academic

Government

Political/ Government

Social Services

Other:

Other:


Board Member Brief Self-Assessment Tool

To complete this assessment, review the key board responsibilities listed below and rate your performance in each.

Responsibilities Strong Adequate Weak Don’t Know

Participate in Board discussions to determine

organization mission and purpose(s)

Support the Executive Director and review his/her

performance

Provide proper financial oversight

Act as an ambassador for the organization

Periodically assess Board’s performance

Make a personal financial contribution to the

organization

Actively participate in the Board's annual evaluation

and planning efforts

Monitor programs and services

Volunteer for and willingly accept assignments and

complete them thoroughly and on time

Ensure organization has adequate financial

resources

Raise funds to support organization (secure

sponsors, solicit donations, etc.)

Ensure legal and ethical integrity and maintain

accountability

Recruit and orient new board members

Regularly attend scheduled Board meetings

Actively participate on at least one Board

committee


Sample Board Self-Evaluation Questionnaire

Board Self-Evaluation Questionnaire

Guidelines on How to Best to Use This Tool

This tool is designed to be used as an annual board evaluation. It seeks to help a board answer the question: what are we as a board now doing well and what can be do better?

The tool is designed for organizations large enough to employ staff, those with someone in an executive director or CEO role. The concept and many of the questions may also be of value to totally volunteer-run organizations.

Section D on the Performance of Individual Directors provides an opportunity for board members to personally reflect on their own performance. This portion of the questionnaire, once completed, should be retained by each board member, although board members may feel comfortable sharing their overall rating for this section at the bottom of the page or what one of the issues identified they most want to improve upon

This version (Version II) includes a new but optional section, Section E, that seeks to provide feedback to the Chair of the board.

The rating scale at the bottom of each page (“My Overall Rating”) asks that board members add up the total of the numbers circled on the page. This number is intended as a rough interpretation of the results of each section. The range of numbers will changewith the number of questions asked and answered in the section.

We would encourage boards to use this as a source of ideas to inform the development of their own board self-evaluation tool. Your board can complete this assessment as an “experiment” and then develop a customized version based this experience.

Remember that this tool is best used to stimulate reflection and discussion; it is not a scientific survey instrument that has been tested on a large number of boards and for which there are average results.

Boards should consider bringing in an independent person to conduct the evaluation and compile, summarize and report on the results. This will insure that individual responsesare kept confidential and may result in more honest answers. If you choose to do this then completed copies of Section D could be passed on for that person to compile.

Ask that board members complete the questionnaire at home before bringing it to a meeting. The space for a board member’s name on the front cover is meant for distributing the questionnaire rather than for collecting it and compiling the results. Directors may want to hand back only Sections A, B, C and E.


Consider evaluating other things such as the effectiveness of committees or board “follow-

through”. Avoid questions that compare individual board member performance; keep the

focus on the whole board.

If your board relies on an Executive Committee which meets between full board meetings

a separate section might be needed to assess its relationship to the board (to be answered

by everyone), its relationship to the Executive Director and the conduct of Executive

Committee meetings. Questions for such a section could be drawn from the other sections.

Section C on the Board’s Relationship with the Executive Director is not intended as an

evaluation of the Executive Director but rather an evaluation of the quality of the board’ s

relationship with the Executive Director as judged both by the board and by the Executive

Director. The items evaluated here should focus on matters that the board can change

about its performance.

Board evaluation can be done at any time of the year and should be put on the board’s

annual agenda. It may be best not to schedule it at the same time of the year that the

board is conducting an evaluation of the Executive Director or preparing for the AGM.

Profit Sector Leadership Program College of Continuing Education

VERSION II


Board Self-Evaluation Questionnaire

Questions should be answered by all board members. When completed individually the results of

Sections A, B and C should be compiled, shared and discussed by the whole board to determine an

average group answer to each question and an overall section rating. Section D should be answered

by board members alone but not shared with the group. Sections A, B and C should also be

completed by the Executive Director or CEO. This version also includes Section E, which

provides feedback to the Chair of the Board.

Circle the response that best reflects your opinion. The rating scale for each statement is: Strongly

Disagree (1); Disagree (2); Maybe or Not Sure (3); Agree (4); Strongly Agree (5).

A. How Well Has the Board Done Its Job?

1. Our organization has a three to five-year strategic plan

or a set of clear long range goals and priorities.

1

2

3

4

5

2.

The board’s meeting agenda clearly reflects our

strategic plan or priorities.

1

2

3

4

5

3.

The board has insured that the organization also has a

one-year operational or business plan.

1

2

3

4

5

4.

The board gives direction to staff on how to achieve the goals

primarily by setting or referring to policies.

1

2

3

4

5

5.

The board ensures that the organization’s accomplishments

and challenges are communicated to members and

stakeholders.

1

2

3

4

5

6.

The board has ensured that members and stakeholders

have received reports on how our organization has used its

financial and human resources.

1

2

3

4

5

7.

1

2

3

4

5

My overall rating (add together the total of the numbers circled):

0 Excellent (28+) 0 Very Good (20-27) 0 Good (15-19)

0 Satisfactory (12-18) 0 Poor (7-11)


B. How Well Has the Board Conducted Itself?



1. Board members are aware of what is expected of them. 1 2 3 4 5

2.

The agenda of board meetings is well planned

so that we are able to get through all necessary board

business.

1

2

3

4

5

3.

It seems like most board members come to meetings

prepared.

1

2

3

4

5

4.

We receive written reports to the board in

advance of our meetings.

1

2

3

4

5

5.

All board members participate in important board

discussions.

1

2

3

4

5

6.

We do a good job encouraging and dealing with

different points of view.

1

2

3

4

5

7.

We all support the decisions we make.

1

2

3

4

5

8.

The board has taken responsibility for recruiting new board

members.

1

2

3

4

5

9.

The board has planned and led the orientation process for new

board members.

1

2

3

4

5

10. The board has a plan for director education and further board

development. 1 2 3 4 5

11. Our board meetings are always interesting.

1

2

3

4

5

12. Our board meetings are frequently fun.

1

2

3

4

5

My overall rating:

0 Excellent (50+) 0Very Good (40-49)


0Good (30-49)


C. Board’s Relationship with Executive Director



1. There is a clear understanding of where the board’s role

ends and the Executive Director’s begins.

1

2

3

4

5

2.

There is good two-way communication between the

board and the Executive Director.

1

2

3

4

5

3.

The board trusts the judgment of the Executive Director 1

2

3

4

5

4.

The Board provides direction to the Executive Director by

setting new policies or clarifying existing ones.

1

2

3

4

5

5.

The board has discussed as communicated the kinds of

information and level of detail it requires from the Executive

Director on what is happening in the organization.

1

2

3

4

5

6.

The board has developed formal criteria and a process

for evaluating the Executive Director

1

2

3

4

5

7.

The board, or a committee of the board, has formally

evaluated the Executive Director within the past 12 months.

1

2

3

4

5

8.

The board evaluates the Executive Director primarily on the

accomplishment of the organization’s strategic goals

and priorities and adherence to policy.

1

2

3

4

5

9.

The board provides feedback and shows its appreciation

to the Executive Director on a regular basis.

1

2

3

4

5

10. The board ensures that the Executive Director

is able to take advantage of professional development

opportunities. 1 2 3 4 5

11. 1 2 3 4 5

My overall rating:




D. Performance of Individual Board Members (Not to be shared)



1. I am aware of what is expected of me as a board member. 1 2 3 4 5

2.

I have a good record of meeting attendance.

1

2

3

4

5

3.

I read the minutes, reports and other materials in advance

of our board meetings.

1

2

3

4

5

4.

I am familiar with what is in the organization’s by-laws

and governing policies

1

2

3

4

5

5.

I frequently encourage other board members

to express their opinions at board meetings.

1

2

3

4

5

6.

I am encouraged by other board members to express

my opinions at board meetings.

1

2

3

4

5

7.

I am a good listener at board meetings.

1

2

3

4

5

8.

I follow through on things I have said I would do.

1

2

3

4

5

9.

I maintain the confidentiality of all board decisions.

1

2

3

4

5

10. When I have a different opinion than the majority,

I raise it. 1 2 3 4 5

11. I support board decisions once they are made even

if I do not agree with them. 1 2 3 4 5

12. I promote the work of our organization in the

community whenever I had a chance to do so. 1 2 3 4 5

13. I stay informed about issues relevant to our mission

and bring information to the attention of the board. 1 2 3 4 5

My overall rating:




E. Feedback to the Chair of the Board (Optional)

Circle the response that best reflects your opinion. The rating scale for each statement is:

Strongly


1. The board has discussed the role and responsibilities

of the Chair.

1

2

3

4

5

2.

The Chair is well prepared for board meetings.

1

2

3

4

5

3.

The Chair helps the board to stick to the agenda.

1

2

3

4

5

4.

The Chair ensures that every board member has an

opportunity to be heard.

1

2

3

4

5

5.

The Chair is skilled at managing different points of

view.

1

2

3

4

5

6.

The Chair can be tough on us as a group when we get

out-of-line.

1

2

3

4

5

7.

The Chair knows how to be direct with an individual board

member when their behavior needs to change.

1

2

3

4

5

8.

The Chair helps the board work well together.

1

2

3

4

5

9.

The Chair demonstrates good listening skills.

1

2

3

4

5

10.

The board supports the Chair.

1

2

3

4

5

11.

The Chair is effective in delegating responsibility

amongst board members.

1

2

3

4

5

12.

1

2

3

4

5

My overall rating:




Sample: Strategic Diversity Plan

Mission:

To expand the volunteer pool by recruiting and retaining a diverse population of advocates

through increasing the knowledge and awareness of, and appreciation for, cultural

differences among our board, staff, and advocates.

RECRUITMENT

Goal 1: To develop recruitment materials that reflect community diversity.

Objective A: Identify community population demographics.

Action Step 1: Assign someone in your office to gather county demographics.

Primary Responsibility:

Deadline:

Action Step 2: Compare community population demographics to volunteer advocate

demographics.


Deadline:

Objective B: Identify demographics of children served.

Action Step 1: Document demographics of children served on a quarterly basis.


Deadline:


Objective C: Identify community leaders of underrepresented populations, including

representatives of civic groups, businesses, religious groups, associations, and mass

communication outlets (i.e. newspapers, radio stations, etc.).

Action Step 1: Brainstorm with staff members and/or volunteer advocates from different groups

to identify these representatives.


Deadline:

Action Step 2: Put together a plan on how to address/or meet individuals from these groups. For

example, what can be done in 24 hours; 72 hours; 30 days; etc.


Deadline:

Objective D: Create brochures, pamphlets, flyers, banners, billboards, displays, etc. that mirror

our community population.

Action Step 1: In a community with a large Spanish speaking population, create brochures, PSA’s,

and other materials that are bi-lingual (Spanish and English); include pictures of children and

volunteers that are representative of the targeted population.


Deadline:

Action Step 2: Ensure that someone in the CASA office can communicate with Spanish speaking

individuals. (Although, a person may be bi-lingual, sometimes it is easier to understand in their


primary language.)


Deadline:

Goal 2: To promote a culturally diverse agency.

Objective A: Identify cultural biases and “hot buttons” that exist among your program staff,

board, and advocates.

Action Step 1: Conduct pre- and post- tests as part of training to staff, board members and

advocates to assess cultural competency.


Deadline:

Objective B: Help address these identified cultural biases and “hot buttons”.

Action Step 1: Provide cultural competency training opportunities on a routine basis.


Deadline:

Objective C: Review agency anti-discrimination and harassment policies to ensure they

appropriately protect individuals against biases, for example, race, color, national origin, age,

disability, gender, religion, political affiliation, sexual orientation, and socio-economic status.

Action Step 1: Develop, review or revise policies as needed.


Deadline:


Action Step 2: Promote diversity through hiring practices.


Deadline:

Objective D: Establish a visually diverse agency environment.

Action Step 1: Hang pictures that are representative of community demographics and/or

targeted groups.


Deadline:

Goal 3: To build alliances with diverse groups.

Action Step 1: Arrange a reception (i.e., “Meet and Greet”) inviting individuals from different

groups to provide an introduction to CASA and volunteer information.

Primary Responsibility

Deadline:

Action Step 2: Design and implement a plan to conduct public speaking engagements to

targeted audiences at a minimum of once a month.

Primary Responsibility

Deadline:

Objective B: Identify, collaborate and/or participate in organizations, agencies, and coalitions of

underrepresented groups.

Action Step 1: Request to post recruitment messages in church bulletins.



Deadline:

Action Step 2: Reciprocate with participating churches by encouraging program supporters to

participate in the church’s community activities, for example, donating coats to their annual coat

drive.


Deadline:

Objective C: Collaborate and participate in culturally-oriented community activities, festivals,

holidays, fairs, etc. For example, Juneteenth and Cinco de Mayo celebrations, gay and lesbian

pride events.

Action Step 1: Develop a diversity calendar to track these community activities.


Deadline:

Action Step 2: Provide a display booth at events that is relevant to the targeted population.


Deadline:

Objective D: Develop targeted public awareness messages for individual groups.

Action Step 1: Provide statistics, information, personal stories, etc., that relate to and reflect the

needs, concerns and interests of groups targeted for recruitment. For example, pieces targeting

a predominantly male group should tell the CASA story from the perspective of a male advocate.



Deadline:

EVALUATION

Goal 1: To identify increases or decreases of diversity within the volunteer pool.

Objective A: Compare and document demographics after one year of diversity recruitment.

Action Step 1: Establish demographic baseline.


Deadline:

Action Step 2: Establish quarterly tracking of new volunteer advocate demographics.


Deadline:

Action Step 3: Design a check list to determine best response to recruitment efforts.


Deadline:

Goal 2: To evaluate retention of diverse volunteer advocates.

Objective A: Document and compare retention rates of new volunteer advocates.

Action Step 1: Compare retention of diverse volunteer advocates over time to an established

baseline.



Deadline:

Action Step 2: Compare newly established retention efforts to previous efforts to determine

their efficacy.


Due Date:


50 Retention Best Practices from R360°

1. Cards and letters from everyone; staff, ED, board, judge, CPS

2. Ongoing volunteer management and coaching training for staff

3. CASA 201

4. Food at every training, gathering or event

5. Incentivize mundane (but critical) reporting duties

6. Provide dedicated space in the office for volunteers to work

7. Movie night

8. Design an individual plan for professional growth for every volunteer

9. Volunteer surveys; annual, case closure, exiting the program

10. Take pictures of volunteers often and share them on your website, newsletter, around the office

11. Closed case celebrations

12. Name badge for court with cases closed markers (stars, number, etc.)

13. Regular program related communication

14. Professional, interesting e-newsletters with volunteer pictures, bios, etc.

15. Simplify routine tasks as appropriate (online submission)

16. Ask and train volunteers to help with pre-service and in-service training

17. Use volunteers to speak to groups or to sit at a booth for CASA

18. Have volunteers on your recruitment and retention team

19. Offer advocacy tracks- PMC, 0-3

20. Earned media- volunteers like reading about the program they support

21. State agencies-make sure your current volunteers employed by the state know about policy

22. CEUs for teachers and education professionals

23. Train volunteers on WOM every year

24. Conduct a different 360° assessment every month and make changes

25. Acknowledge special achievements: testifying, travel, adoption

26. Use social media to stay in touch

27. Bright, eye catching t-shirts with website in large letters and other branded giveaways

28. Develop goals with volunteers related to tenure- one plus one more (1 case plus 1 more when that

one closes)

29. Give permission for “break” in serving and keep your work


30. Connect with volunteers who have left your program

31. WOM practice sessions for board members

32. Provide skill building education in valued areas- conversational Spanish, public speaking, Microsoft

Office

33. Regular and spontaneous demonstrations of appreciation; mix it up and be authentic

34. Recognize the employers of volunteers with certificates, awards, letters

35. Ask a massage therapist to provide discounted or free services at next in-service

36. Candy thank-you (kisses, grand bars, mints, milky way)

37. Honor your tenured volunteers in a special way

38. Start a mileage reimbursement program

39. Offer non-advocacy volunteer opportunities within your program

40. Texas CASA Annual Conference scholarships

41. Ask your judge to help with retention; in court, court practices, out of court

42. Develop an annual in-service calendar

43. Offer interesting in-service opportunities at a variety of times, and in a variety of places

44. Co-CASAs

45. Resume builder-provide volunteers with a cut and paste description of CASA responsibilities for their

resume

46. Provide in-service credit for appropriate reading, online study, films and regularly provide list of

resources

47. Coffee talks

48. Volunteer business cards

49. Strive for professionalism in your program-it tells your volunteers they picked a great organization

50. Share and discover best practices within the CASA network


Volunteer Supervisor Self-Assessment

Listed below are statements that describe the attitudes and actions of effective supervisors of CASA

volunteers. Please rate yourself on each of the statements using the following scale:

4 = always 3 = frequently 2 = occasionally 1 = rarely or never

Attitudes and Beliefs

1. I fully understand and embrace the CASA mission as it relates to volunteers advocating on behalf ______

of abused and neglected children.

2. I believe volunteers can make a real difference in a child’s life. ______

3. I understand that my relationship with volunteers is a key component of their experience with our

program and the advocacy they provide children. ______

4. I want to improve my skills and understanding of how best to work with volunteers. ______

5. I believe my job is to work with the volunteer and the volunteer’s job is to work the case. ______

Supervisor/Volunteer Relationship

6. I express my passion and commitment to the CASA mission with volunteers. ______

7. I reflect a caring attitude toward the volunteers I supervise, individually as well as collectively. ______

8. I am accessible to the volunteers I work with. ______

9. The volunteers I work with would describe me as approachable. ______

10. I provide volunteers with frequent feedback regarding their work. ______

11. I understand my influence over volunteer performance, satisfaction and tenure. ______

12. I am comfortable with volunteers with different backgrounds than myself (age, gender, race

and ethnicity, experience) ______

13. I make an effort to get to know each volunteer and allow them to get to know me. ______

Expectations

14. Volunteers I work with would say they understand completely what is expected of them. ______

15. I utilize our program’s policies and procedures related to supervising volunteers. ______

16. I assume responsibility for advocacy outcomes at the same time I empower volunteers to

lead advocacy efforts. ______

17. I demonstrate competency in all areas of child advocacy.

Training

18. I have completed the same pre-service training curriculum as the volunteers. ______

19. I play a role in my program’s pre-service training as a way to get to know incoming volunteers. ______

20. I participate in periodic reviews of our pre-service training to ensure new volunteers

receive the information they need to successfully advocate for children. ______

21. I assume responsibility for providing ongoing training resources as appropriate for the

needs of the volunteers. ______

22. I keep a copy of the professional development plan (continuing education) for each of the

volunteers. ______

Effective Coaching/Supervision

23. The caseload I am required to supervise allows me enough time to provide excellent advocacy

coaching to volunteers. ______

24. I view advocacy decision making as a collaborative process between myself and the volunteer. ______


25. I utilize advocacy planning tools (case reviews, contact logs, decision trees) to guide the work

of volunteers. ______

26. I allow volunteers to work independently; I do not need to accompany volunteers to every

meeting or visit. ______

27. I understand volunteers differ in their need for supervision and I adapt accordingly. ______

28. I share case pertinent information with volunteers in a timely manner. ______

29. Volunteers communicate directly with case stakeholders; I do not step in unless appropriate. ______

30. I am prepared when I have contact with volunteers; I act with awareness of their time. ______

31. I ask volunteers to go beyond the Minimum Expectations of Service to a Case. ______

32. I provide volunteers with case specific resources to enhance their knowledge and understanding

of advanced advocacy issues. ______

33. I work with volunteers to submit effective reports to the court; I do not re-write them. ______

Effective Communication

34. I respond promptly to all written, telephone and email messages from volunteers. ______

35. I have a system for sending reminders to volunteers for court dates, reports, and meetings. ______

36. I respect the volunteer’s preferred mode of communication whenever appropriate. ______

37. I make a point to engage volunteers at events, trainings and program meetings. ______

38. I don’t rely on email to communicate sensitive or performance related messages. ______

Performance Problems

39. When working with new volunteers, I discuss my approach to dealing with performance issues. ______

40. I deal promptly and directly with all concerns about volunteer performance. ______

41. I understand program policies and state and national standards as they relate to performance. ______

42. I approach performance problems with professionalism and fairness. ______

43. I seek consultation with my supervisor if I am uncertain about a performance related issue. ______

44. I maintain professional documentation of all performance related issues as program policy directs. ______

Evaluation

45. I consider volunteer retention to be a critical responsibility and measure and track my own

performance and effectiveness by retention goals. ______

46. I perform evaluations on the work of volunteers in accordance with program policy. ______

47. I provide volunteers a way to evaluate their satisfaction in accordance with program policy. ______

48. I provide tools and resources based on needs identified in the performance evaluation of volunteers. ______

49. I seek additional education and training based on needs identified in the performance evaluations

by volunteers. ______

50. I include impact stories in the evaluations of volunteers. ______

Appreciation and Ongoing Support

51. I am authentic and varied in how I express appreciation to volunteers. ______

52. I emphasize both actions (effective testimony, frequent contact with child) and characteristics

(perseverance, calm under fire) when acknowledging volunteers. ______

53. I participate in organized appreciation events in our program. ______

54. I understand and respect the differing needs for appreciation of volunteers. ______

55. I “check-in” regularly with volunteers regarding their experience, paying attention to signs of

struggle or difficulty. ______

56. I offer support when volunteers are experiencing particular difficulties in a case, or in their

personal lives. ______

57. I work to problem solve with volunteers who ask for time-off or ask to be dismissed from a case. ______

58. I understand the effect of secondary trauma on volunteers and provide resources to assist. ______

59. I respect that volunteers may ultimately choose to leave a case early; I work to minimize this loss

on both the child(ren) and the volunteer. ______


Sample CASA Job Descriptions

The following pages include sample job descriptions for the additional staff that may need to be

added during program expansion and growth:

Team Leader

Team Manager

Development Director

Recruitment and Training Director

Volunteer Recruitment Specialist

Volunteer Recruiter

Special Events and Marketing Coordinator


CASA of Travis County Job Description

Job Title: Team Leader Child Advocacy Specialist

Date: January 1, 2010

Reports To: Program Director

General Summary:

The Team Leader is a member of the Leadership Team for CASA of Travis County’s Program Services staff. Team Leaders will lead a team of Child Advocacy Specialists, providing supervision on cases, support, guidance and ensuring accountability. Additionally, the Team Leader will motivate, empower, guide and supervise CASA volunteers as they advocate in the best interest of abused and neglected children in protective care. The Team Leader will ensure that the mission of CASA of Travis County is carried out, in accordance with CASA’s values, policies, and standards.

Essential Responsibilities and Duties

As a member of the Leadership Team the Team Leader will share the responsibility to ensure that the CASA program is carried out in an efficient, thorough and responsible manner that reflects the mission, values, policies and standards of CASA of Travis County. Those responsibilities include, but are not limited to the following:

Providing leadership by reflecting the goals and values of the agency with the staff, demonstrating productive cooperation with all parts of the organization

Working collaboratively as part of the Team, helping other Team members when needed

Participating actively as needed in decision-making that affects the organization and/or the staff

Assuming responsibility for making decisions and solving problems in the absence ofother members of the Leadership Team

Taking initiative to identify organizational and/or staff needs or challenges and to develop ideas for solutions

Contributing to a positive morale and work environment and serving as a positive role model for others

Supporting the work of the Program Director and Executive Director when asked Being familiar with the CASA annual budget, the personnel policies and other

policies and practices so as to be able to assist the Program Director and Executive Director in responding to agency or staff needs or questions

Responsibilities unique to the Team Leader role are as follows:

1. Assumes responsibility for the training, supervision and reporting for a team of Child Advocacy Specialists


Provides and/or coordinates the training and orientation for Child Advocacy Specialists assigned to Team

Ensures completion of Child Advocacy Specialist training within three months, by completing CASA training check list and submitting a copy to the Program Director to be filed in the Child Advocacy Specialist’s personnel file

Ensures availability for supervision of Team members monthly as scheduled and documented and as needed by Child Advocacy Specialists

Assumes responsibility for ensuring coverage at specific hearings, meetings, etc., when the Child Advocacy Specialist has conflicts or is absent

Monitors and signs all timesheets of Team member and request for vacation or other leave, ensuring timely submission

Monitors and signs all mileage and expense reimbursements, ensuring timely submission

Conducts periodic audits of files of Team members for the purpose of quality control, ensuring that each Team member has a selection of their files audited annually

2. Assists the Program Director in the planning for and execution of the mission of CASA of Travis County

Attends regularly scheduled Leadership Team meetings with the Program Director

Communicates program issues directly to Team members individually and through meetings

Assists Program Director with program development and evaluation

Reads and signs court reports in conjunction with other Team Leaders and the Program Director for the purpose of training Child Advocacy Specialists and ensuring the consistent quality of the CASA court report

Assists Program Director with monitoring dockets that effect CASA’s assignment to cases

Communicates with the presiding judges concerning CASA’s ability to accept new assignments each week

Assigns new cases to Child Advocacy Specialists

Observes the courtroom presentations of CASA Advocates and Supervisors. Records feedback as needed and communicates with the appropriate Child Advocacy Specialist.

3. Participates with the Program Director in hiring and evaluations of Child Advocacy Specialists

Reviews applications and resumes of applicants for the position of Child Advocacy Specialist

Participates in interviews and in the process of selection for Child Advocacy Specialist position

Regularly communicates with the Program Director regarding the performance of Team members.

Prepares employee evaluations for Team members and conducts annual reviews with the Team members and the Program Director


Other Responsibilities

1. Assists with volunteer recruitment efforts and events, as needed. 2. Assists with fund-raising events and with marketing activities, as needed. 3. Attends and participates in community meetings as needed by Program Director

or Executive Director

The Team Leader shares the following responsibilities of the Child Advocacy

Specialist, with a reduced caseload:

1. Supervises Advocates in their role as “Court Appointed Special Advocates” (CASA) and GAL for the children to whom CASA of Travis County is appointed

Attends and participates in staff and case-related meetings including, but not limited to, Permanency Conferences, Treatment Meetings and ARD’s

Attends and participates in all related court hearings, providing assistance and supervision of Advocate court reports, court attendance and testimony

Provides to the Advocate information and professional contacts regarding community resources and placements

Participates in placement selections by reading home placement studies and consulting as decisions are made

Assists the Advocate in identifying permanency planning issues for children while steadily moving the case forward toward the goal of a safe and permanent placement

2. Provides informed and consistent guidance to Advocates as well as encouragement and praise

Provides timely notification of staffings, meetings, and court hearings to Advocates

Provides guidance, assistance and review of Advocate reports to the court

Participates in and assists with new Advocate training and Advocate continuing education, as needed with Team Leaders specifically teaching Lesson 9

Provides consistent contact in the process of maintaining and fostering relationships with the Advocate, clients and other professionals in legal, social welfare, educational and therapeutic areas/organizations

Enhances the opportunity for retention of the Advocate for other cases, by coaching new skills, evaluating the Advocate’s experience, and by matching the Advocate with future cases that are matched to his interests and skills

3. Ensures the high standard of performance of services of CASA of Travis County

Participates in regular and periodic supervision with the Program Director

Supports Team members, by providing backup for meetings and court hearings and with their Advocates as needed

Maintains accurate and complete client case records

Maintains accurate case and Advocate statistical data according to state and national standards for CASA

Maintains a professional, organized environment

Assists with office and program demands as needed

Attends and participates in continuing education opportunities


Knowledge, Skills and Experience

1. Education

A minimum of a Bachelor’s Social Work or related field required

Master’s Degree in Social Work or related field is preferred

2. Critical areas of qualifications include the following:

Knowledge of the mission of CASA

Proven ability to lead calmly with knowledge and compassion for the stress of the job

Experience in providing staff or volunteer supervision and ability to manage people

Understanding of child and family advocacy issues that include child placement options, therapeutic intervention/assessment/needs for children and families, legal intervention and rights regarding children and families, permanency planning, adoption issues and systems, advocacy in child protection cases and in social, medical and mental health fields

The ability to concisely and clearly convey and interpret information to and from others orally and in writing

The ability to clearly identify permanency planning issues for children and provide effective advocacy to move a case through the system

The ability to work under time constraints, be goal-oriented and maintain productive and effective performance and interaction with the Child Advocacy Specialists, Advocates and clients

Has strong interpersonal skills

3. Spanish/English fluency is considered an advantage.

4. Experience at CASA of Travis County and the support and trust of Child Advocacy Specialists are considered a plus.

Physical Requirements and Work Environment

The Team Leader will be expected to have daily transportation to attend court hearings,

staffings, visitations, fundraising events, etc. The position requires a flexible schedule as

visits with Advocates may occur in the evenings or on weekends. He/she will spend

some time in the office that could involve intermittent physical activities including

bending, reaching, sitting and walking during working hours. Additionally it is anticipated

that the person may spend several hours of each day seated at a PC. Reasonable

accommodations may be made to enable a person with physical disabilities to perform

the job.


Team Manager

Location: CASA, San Antonio, TX 78212

Employment Type: Full time

Pay Rate: TBD

Reports to: Vice President of Programs

Supervises: Volunteer Coordinators

FLSA: Exempt

Job Description

The Team Manager implements CASA’s strategic plan by translating the broad goals and

objectives into specific goals and action plans. Managers ensure adherence to National and

Texas CASA standards. Provides clear directions, motivates and challenges direct reports and

volunteers. The Team Manager keeps abreast of community resources available to foster

children and knowledge about current foster care, child abuse, and child advocacy issues.

Delegates effectively. Applies clear and consistent performance standards. Supervises

volunteers in their role as advocates for children. Demonstrates and champions alignment with

company’s vision, mission, and values in daily work actions. Demonstrates a commitment to

and support of diversity by complying with CASA’s EEO policies, regulations, and procedures.

Participates in community awareness efforts to include fundraising and volunteer recruiting.

Accepts all other duties, as assigned.

Leadership

Provides staff with a clear map to follow in their activities. Plans, implements and leads change management initiatives to facilitate attainment of

CASA’s goals. Inspires a shared vision, appeals to employee’s values and motivates them to execute

CASA’s mission. Promotes the alignment of all staff and volunteers with CASA mission, vision, values and

strategic plan. Conducts weekly meetings with staff. Develops and guides staff to ensure organizational goals and outcomes are achieved. Monitors employee development goals and addresses as needed for the improvement of the

individual and team. Sets a personal example of what is expected from others, identifies and celebrates

accomplishments, and shares technical knowledge with others. Creates an encouraging environment that results in employee retention and growth. Recognizes the positive influence of diversity and proactively builds a diverse and inclusive

team.


Encourages employees to learn and grow by challenging them to try new and innovative approaches to their work.

Ensures strong interpersonal relationships between coordinators and volunteers.

Management

Collaborates with Development Department and demonstrates a willingness to procure participants for Tour of Champions presentations.

Defines tactical tasks to help staff understand how they contribute to CASA, including redefining relationships between agency departments.

Plans and coordinates program initiatives, including external communication and relationship building with key program stakeholders.

Requests/accepts assignment of cases from court. Regulates the number of new cases accepted to ensure the optimum efficiency of staff and

volunteers. Conducts monthly team case conferences. Clearly communicates job expectations and changes that affect employees’ work. Ensures employees have the materials, equipment and development opportunities and

other resources to learn, grow, and be successful. Effectively handle and documents employee disciplinary issues in an effective manner.

Focuses on coaching for improved performance. Completes employee performance evaluations, conducts performance discussions and

submits required paperwork to HR on time. Effectively and efficiently use of limited organizational resources to achieve organizational

goals and increase productivity.

Supervises Volunteer coordinators to ensure the following:

Appropriate, timely, and professional work in the best interests of the children. Monthly contact with assigned volunteers, at minimum. Continuous support and monitoring of active volunteers. Ensures appropriate coaching of volunteers in preparation for court. Accompany volunteers, or ensure supervisor coverage when they cannot attend court

hearings, home visits, staffings, and meetings. Monitors court report process, including timeliness of emails to Assistant District Attorney’s

and caseworkers, tracks numbers of reports submitted. Executes external communication (with current and potential stakeholders and partners) to

promote the achievement of program objectives. Knowledgeable of all program statistical reporting, including data needed for grant reports or

requests. Monitors and documents progress on relationship building efforts with program

stakeholders: courts, the Texas Department of Family and Protective Services (TDFPS), and Ad Litems.

Training and Development


Selects, evaluates and develops CASA staff in order to maintain a competent, committed, highly productive staff.

Develops direct reports to ensure program activities are executed with effectiveness, reporting standards are met through the monitoring of quality assurance and other internal data gathering processes and program administration priorities (filing systems, database use, etc.) are effectively managed.

Collaborates with Volunteer Recruiting/Training Manager to assist in achievement of the following:

o Ensures development and implementation of training materials and programs for new volunteer training within the guidelines set by Texas and National CASA programs.

o Ensures development and implementation of ongoing training materials for staff, board, and volunteers within the guidelines set by Texas and National CASA programs.

Recruitment

Participates in recruitment strategies and monitors effectiveness of those strategies. Makes necessary adjustments to those strategies as necessary

Participates in applicant interviews.

Volunteer Retention

See Volunteer Coordinator job description.

Quality Assurance

Ensures compliance with National and Texas CASA, OVAG, VOCA, United Way, and Kronkosky grant reporting, as well as, other grants received, as necessary.

Establishes, improves, and refines as necessary, CASA internal control procedures, including compliance with established procedures and best practices.

Conducts and participates in quality assurance on a quarterly basis.

Volunteer Coordination

See Volunteer Coordinator job description.

External Contacts

Collaborates with the TDFPS to facilitate a smooth relationship between TDFPS personnel, CASA staff and volunteers.

Maintains and enhances relationships with judges and court personnel. Participates in Family Group Decision making and Circles of Support, as necessary. Maintains and enhances relationships with Child placement agency personnel, parents, and

service providers.


Self Development

Participates in a minimum of 12 hours of on-going self development training per year.

Physical Effort

Position routinely requires lifting of moderately heavy items such as laptop, training manuals, or arranging tables for training classes (up to 40 pounds) and/or very long periods of standing for training and recruiting on a routine basis.

Additional Duties

Collaborates on writing the monthly newsletter.

Tracks referred and non-referred cases.

Assists with new volunteer orientation and on-going training.

Represents CASA at TDFPS trainings.

Provides information for grant request purposes.

Brainstorms on procedural modifications in an effort to increase efficiency.

Covers the telephones when the support staff is otherwise occupied.

Responds to complex telephone and walk-in requests that require more skill or information than the support staff is equipped to handle.

Qualifications

Bachelor's Degree from an accredited institution of higher learning in Social Work, Social Welfare, Social Services, Psychology, Sociology, Education, Criminal Justice, or Law Enforcement or related transferable work experience.

Five years of experience in a private or public agency in the field of human services with experience in providing services to children and their families.

One year of supervisory/managerial experience. Strong ability to build and maintain effective working relationships. Excellent communication and organizational skills required. Effective problem solving and decision making skills. Ability to multi-task, prioritize work, and meet deadlines. Demonstrated leadership qualities a must. Personable professional whose strengths include cultural sensitivity and an ability to build

rapport with a diverse workforce in multicultural settings. Solid working knowledge of MS Office applications.

Knowledge, Skills, and Attitude

Problem Solving Expertise – This area focuses on the rational approach to the processes involved in identifying and defining problems, generating and selecting solution strategies, and reducing performance gaps through implementation and problems prevention. It includes theoretical, complex, longer-term problem solving and operational, shorter-term problem solving methodologies as well as effective decision making skills. (E.g. problem identification, risk analysis, solution generation, prioritization, goal setting, conflict resolution, data gathering, problem prevention).


Planning Skills- Analyzes current strategies for effectiveness and creates new strategies if necessary to achieve goals. Monitors the effectiveness of current planning methods and revises methods as needed. This area focuses on the skills used to establish, monitor and schedule short-term and long-term plans including realistic goal setting for volunteers individually or for the agency as a whole as well as assisting volunteers in setting realistic goals for their cases. This area also includes being able to set and meet deadlines for self and for volunteers; envisioning ways to improve what we do as an agency and collaborating on steps to arrive at these goals. Knowledge of volunteers, their particular strengths and weaknesses and issues involved with the cases are to be considered when matching volunteers with cases.

Influencing Capabilities- Initiates, facilitates and engages in open, productive communication to advance the mission and promote values alignment. This area deals with the skills involved in accomplishing work results by interacting and having positive influence on colleagues and supervisees. It includes: managing and developing supervisees on a day-to-day basis; providing supportive skills and methods, including listening, asking open-ended questions, ensuring reinforcement of behaviors such as role clarification, demonstrating, establishing timelines, praising, coaching, asking for in-put, team building, delegating, and collaborating.

Technical Expertise- Demonstrates leadership capability through job performance and values alignment. This area focuses on the specific technical expertise required to be a supervisor. This includes knowledge about the field of child protection and the issue surrounding the various forms of abuse. It also includes experience and up to date information about the Texas Dept. of Family and Protective Services policies, procedures, agency structure, and key personnel. It requires knowledge of the Abuse and Neglect court systems, procedures, and processes. It requires awareness of community resources. It also requires training and experience dealing with issues of basic human development and psychology as well as with the typical population with whom Child Advocate volunteers will be interacting.

Self Management Capabilities- Exhibits behavior on a daily basis that reflects professionalism, maturity and overall alignment with values. This area focuses on the degree to which an individual appropriately modifies their natural behaviors and actions to most effectively fit the situation they are dealing with. It includes; “Fitting ourselves to the Job” versus “fitting the job to ourselves”; taking the self initiative to continuously improve ourselves (e.g. How you adapt, listen, speak, question, seek feedback, manage time and take initiative).

_________________________________________________________________________

Employee’s signature Date


CASA OF THE SOUTH PLAINS, INC.

JOB DESCRIPTION – Development Director

TITLE: Development Director

CLASSIFICATION AND STATUS: Exempt- Full Time

REPORTS TO: Executive Director

PRIMARY RESPONSIBILITY: Leadership to ensure a sustained effort of identifying, soliciting, cultivating,

and retaining individual, corporate, and foundation donors. The Development Director will implement a

major gifts program, conduct an annual giving campaign, and solicit capital and planned gifts.

JOB ACTIVITIES:

1. Responsible for all donor relations, acknowledgement, and stewardship. 2. Cultivate, train and support the Board and other volunteers in fundraising. 3. Plan and lead an annual fund development retreat with the Board and Executive Director. 4. Attend Board of Directors meetings and present monthly reports to the Board of Directors. 5. Establish and maintain relationships with individuals, foundations, and corporate donors and

prospects. 6. Research and develop diversified fundraising strategies to meet defined financial goals. 7. Develop and manage a portfolio of major gift prospects. Assist in the monitoring of portfolios

for the Executive Director and the Board to steward. 8. Meet individual, foundation and corporate donors and prospects in face-to-face visits to

cultivate, solicit and steward support for CASA. 9. Oversee the management, accountability and reporting of all donor information; ensure that

donors’ records are up-to-date and secure. 10. Supervise the planning and execution of fundraising events and donor recognition. 11. Supervise all event sponsorship solicitation. 12. Supervise the development and implementation of all public awareness and marketing

campaigns. 13. Assist the Executive Director in the development of branding and marketing guidelines. 14. Assist the Executive Director in all grant requests and reporting. 15. Recommend fund development policies and procedures based on best practices. 16. Assist the Executive Director in establishing performance measurements for all fund

development and evaluate the effectiveness and results for all fund development activities including fundraising events.

17. Additional duties as required.

QUALIFICATIONS:

1. Mature with a great ability to lead. 2. Excellent attention to detail. 3. Prior experience in the fundraising profession preferred. 4. Prior staff supervision experienced preferred.


5. Excellent oral and written communication skills with previous experience writing successful proposals, grant applications, and in delivering presentations to groups of various sizes.

6. Persistent and diplomatic in encouraging volunteers to reach fundraising goals. 7. Self starter with minimal guidance. 8. Bachelor’s degree in public relations, marketing and/or related field required. 9. Clear criminal background check. 10. Highly organized. 11. Vision and skill to see potential and opportunity. 12. Able to work collaboratively in a team environment.

Revised October 25, 2011 by JAH


Development Director

Classification: Exempt

Reports To: Executive Director

Qualifications:

The Development Director will demonstrate strong communication skills and expertise in

managing, directing and implementing development strategies. The Development Director

supports the Executive Director in implementing a major gifts program, conducting the annual

giving campaign and in soliciting capital and planned gifts. This position provides leadership

ensures a sustained effort of identifying, soliciting, cultivating, and retaining individual, corporate,

and foundation donors. The Development Director must believe in and promote the CASA’s mission and act in accordance

with the CASA’s policies and procedures. Reporting to the Executive Director, Development

Director is a member of the agency’s senior leadership team.

Essential duties and responsibilities of the Director of Development are to:

Responsible for all donor relations, acknowledgement, and stewardship. In conjunction with the Executive Director, provide leadership to the Board. Cultivate, train

and support the Board and other volunteers in fundraising. Establish and maintain relationships with individuals, foundations and corporate donors

and prospects. Research and develop diversified fundraising strategies to meet defined financial goals. Maintain and manage a portfolio of major gifts prospects. Assist in the monitoring of

portfolios for the Executive Director and the Board. Set up and coordinate with Executive Directors meetings for individual, foundation and

corporate donors and prospects in face-to-face visits to cultivate, solicit and steward support for the CASA.

Oversee the management, accountability and reporting of all donor information; ensure that donors' records are up-to-date and secure

Participate in the planning and execution of fundraising events and donor recognition and seek sponsorships for these events.

Maintain an annual calendar of fundraising and grant-management including submission of grant requests and grant reporting.

Recommend fund development policies and procedures based on best practices. Implement donor tracking software system. Write existing foundation grants and seek out new foundation sources. Establish performance measurements that monitor results and evaluate the effectiveness of

the CASA’s fund development program.


Requirements: Minimum of 3 years comprehensive experience in the fundraising profession or 5 years

comprehensive experience in the sales profession. Demonstrated supervisory skills in a nonprofit organization: interviewing, hiring, and

training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints and resolving problems.

Demonstrated track record in essential development skills: annual fund, capital campaigns, planned giving, foundation grants, corporate sponsorships and special events.

Enjoy working with many different types of individuals and projects simultaneously. Able to work collaboratively in a team environment. Experienced at prospect research and developing contact/networking strategies. Proven track record of increasing donations, longevity and motivation of donors and

candidate’s specific responsibility in that effort Vision and skill to see potential and opportunity. Extremely organized and motivated problem solver with solid execution Creative thinking with a willingness to examine current strategies and consider the

potential for new and updated fundraising programs and events Highly developed interpersonal skills that include meeting people with ease, integrity,

assertiveness, confidence, and an ability to thrive on challenges while retaining a sense of humor under pressure.

Persistent and diplomatic in encouraging volunteers to reach fundraising goals. Knowledge regarding social media in relation to fundraising and marketing. Experience with strategic planning. Strong understanding of basic nonprofit accounting and financial management, including

planning and budgeting. Ability to capitalize on marketing efforts for both funding and recruitment of CASA

volunteer advocates. Excellent written and oral skills with direct experience writing successful correspondence,

proposals, and grant applications and in delivering presentations to groups of various sizes. Ability to work in Microsoft Office Suite applications. Ability and experience in using donor or client tracking software. Proven ability to work independently.

Preferred Qualifications:

Bachelor’s degree (B. A., B. S, BBA) preferred, but not required. Certified Fund Raising Executive. Knowledge of the philanthropic community in the Corpus Christi area. Mathematical skills necessary for preparing budgets, analyzing financial reports, projecting

revenues and expenses, and reviewing grant reports. Experience working with Board committees and volunteers.

This position is a 30 hour per week position with potential to grow to full time. Benefits are

provided as follows: health insurance, retirement at 3 years vested, paid holidays and paid leave.

Position to start mid January 2012.

EQUAL OPPORTUNITY STATEMENT – It is the policy of CASA of the Coastal Bend to implement

affirmatively equal service to applicants without regard to race, religion, sexual orientation,

group, age, gender, or national origin.



JOB DESCRIPTION – Recruitment and Training Director

TITLE: Recruitment and Training Director

CLASSIFICATION AND STATUS: Exempt – Full Time


PRIMARY RESPONSIBILITY: Responsible for the recruitment and training of Lubbock County volunteers

and the coordination of all agency recruitment activities.

JOB ACTIVITIES:

A. Recruitment: 1. Serve as the leader for CASA’s Recruitment Team composed of board, staff, and volunteers; 2. Work with the Recruitment Team to create an annual volunteer recruitment and retention plan

for the agency based upon strategies created in the agency’s strategic plan; 3. Responsible for the implementation of all recruitment and retention strategies developed by the

Recruitment Team for Lubbock County; 4. Ensure the Recruitment Team meets quarterly to evaluate the agency’s recruitment and

retention strategies; 5. Serve as the point of contact for all Lubbock county prospective volunteers by providing

information on a one to one basis, answering any questions, and providing information on upcoming trainings;

6. Maintain a volunteer database documenting all volunteer inquiries and follow-up; 7. Develop recruitment materials that are distributed to all prospective volunteers; 8. Ensure all prospective volunteers are notified of upcoming volunteer trainings and other agency

events; B. Preservice Training: 9. In coordination with the Volunteer Recruitment Specialist, create and implement a volunteer

application, background screening materials, and preservice interview questions that adhere to agency and Texas CASA standards;

10. Conduct all required preservice screening on all Lubbock County prospective volunteers and determine if they meet agency qualifications;

11. Schedule and facilitate all Lubbock County preservice volunteer trainings; 12. Ensure all prospective volunteers have completed the necessary preservice training and

screening prior to case assignment; 13. Assist the Administrative Coordinator in obtaining all necessary information for each volunteer’s

agency file; C. Inservice Training: 14. In coordination with the Volunteer Recruitment Specialist, develop an annual inservice training

schedule; 15. Coordinate and facilitate all Lubbock County inservice trainings; D. Other Duties:


16. Responsible for the maintenance of volunteer specific materials on CASA’s website; 17. Provide the Executive Director with monthly progress reports on volunteer recruitment

activities; 18. Assist in the development of CASA’s Volunteer Manual and ensure its compliance with agency

policies and Texas and National CASA standards; 19. Promote and maintain congenial relationships with other professionals; 20. Perform additional duties as requested.

QUALIFICATIONS:

1. Mature with a great ability to lead. 2. Strong organizational skills and administrative skills. 3. Great relationship skills. 4. Good communication skills both verbal and written. 5. Self starter with minimal guidance. 6. Bachelor’s degree in social work and/or related field required. 7. Prior experience in volunteer recruitment, screening, and management preferred. 8. Prior experience in facilitation or course instruction preferred. 9. Ability to work with a variety of individuals.

Prepared November 17, 2011 by JAH



JOB DESCRIPTION – Volunteer Recruitment Specialist

TITLE: Volunteer Recruitment Specialist

CLASSIFICATION AND STATUS: Exempt – Full Time


PRIMARY RESPONSIBILITY: Responsible for the recruitment and training of Hale, Hockley, Terry,

Yoakum, and Cochran volunteers.

JOB ACTIVITIES:

A. Recruitment: 1. Work with the Recruitment Team to create an annual volunteer recruitment and retention plan

for the agency based upon strategies created in the agency’s strategic plan; 2. Assist the Recruitment and Training Director in the implementation of all recruitment and

retention strategies developed by the Recruitment Team for Hale, Hockley, Terry, Yoakum, and Cochran counties;

3. Serve as the point of contact for all Hale, Hockley, Terry, Yoakum, and Cochran county prospective volunteers by providing information on a one to one basis, answering any questions, and providing information on upcoming trainings;

4. Maintain a volunteer database documenting all volunteer inquiries and follow-up for Hale, Hockley, Terry, Yoakum, and Cochran county prospects;

5. Assist the Recruitment and Training Director in the development of recruitment materials that are distributed to all prospective volunteers;

6. Ensure all prospective volunteers are notified of upcoming volunteer trainings and other agency events;

B. Preservice Training: 7. In coordination with the Recruitment and Training Director, create and implement a volunteer

application, background screening materials, and preservice interview questions that adhere to agency and Texas CASA standards;

8. Conduct all required preservice screening on all Hale, Hockley, Terry, Yoakum, and Cochran county prospective volunteers and determine if they meet agency qualifications;

9. Schedule and facilitate all Hale, Hockley, Terry, Yoakum, and Cochran county preservice volunteer trainings;

10. Ensure all prospective volunteers have completed the necessary preservice training and screening prior to case assignment;

11. Assist the Administrative Coordinator in obtaining all necessary information for each volunteer’s agency file;

C. Inservice Training: 12. In coordination with the Recruitment and Training Director, develop an annual inservice training

schedule;


13. Coordinate and facilitate all Hale, Hockley, Terry, Yoakum, and Cochran county inservice trainings;

D. Other Duties: 14. Assist in the maintenance of volunteer specific materials on CASA’s website; 15. Provide the Executive Director with monthly progress reports on volunteer recruitment

activities; 16. Assist in the development of CASA’s Volunteer Manual and ensure its compliance with agency

policies and Texas and National CASA standards; 17. Facilitate all necessary background screening for CASA staff, volunteers, and board members; 18. Promote and maintain congenial relationships with other professionals; 19. Perform additional duties as requested.

QUALIFICATIONS:

1. Mature with a great ability to lead. 2. Strong organizational skills and administrative skills. 3. Great relationship skills. 4. Good communication skills both verbal and written. 5. Self starter with minimal guidance. 6. Bachelor’s degree in social work and/or related field preferred, Associate’s degree required. 7. Prior experience in volunteer recruitment, screening, and management preferred. 8. Prior experience in facilitation or course instruction preferred. 9. Ability to work with a variety of individuals.

Prepared November 17, 2011 by JAH


CASA of El Paso, Inc. VOLUNTEER RECRUITER

JOB DESCRIPTION

Job Summary In a manner consistent with the mission and values of CASA of El Paso, Inc., the Volunteer Recruiter/Supervisor engages in community outreach activities and recruits prospective highly qualified volunteers to serve as Child Advocates.

Qualifications/Skills Undergraduate degree or commensurate education and work experience combination will be considered in lieu of an undergraduate degree 2-3 years experience in sales or marketing. Creative thinker with innovative recruitment ideas Experience with nonprofit and working with volunteers Measurable experience in cold calling and initiating contacts Experience coordinating presentations and booking special events Proven skills in organizing and managing information, events and meetings Outstanding written and verbal skills Proven ability to speak to groups of all sizes Proven experience in juggling multiple tasks and prioritizing deadlines Needs to be confident, flexible and responsible Computer and collection of data experience General knowledge of children services

Responsibilities and Duties

Responsible for development of Annual Recruitment Plan. Achieves stated strategic planning for the recruitment of a diverse array of volunteers by using a pro-active and innovative approach to educating interested persons and companies about CASA of El Paso, Inc. Actively recruits potential volunteers outside of the CASA office. Assists with the development of creative pieces that target potential volunteers. (Website, postcards, direct mail pieces, flyers etc.). Completes screening procedures on all potential and active volunteers. Researches and implements creative ways to promote the mission of CASA of El Paso, Inc. and implement a soft-sell recruitment approach at all appropriate CASA of El Paso, Inc. special events. Coordinates the CASA of El Paso, Inc.' Speakers Bureau. This includes speaker's training, and securing speaking engagements. Coordinates all media activities including print, television and radio. Develop and maintain database of volunteers, donors and staff as well as Texas CASA master list. Provides the Executive Director monthly progress reports on recruitment and public relations activities and Evaluates the impact of outreach and recruiting efforts. Assists in developing agency goals. Follows procedures as set out in the agency’s casework manual of policies and procedures. Participates in the staff meetings, providing appropriate recruitment and public relations data and information.


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JOB DESCRIPTION – Special Events and Marketing Coordinator

TITLE: Special Events and Marketing Coordinator

CLASSIFICATION AND STATUS: Nonexempt – Part Time (20 hrs/wk)

REPORTS TO: Development Director

PRIMARY RESPONSIBILITY: Organize and manage all fundraising events for CASA of the South Plains

with guidance from the Development Director. The position is responsible for diversifying and

expanding current fundraising strategies with an emphasis on third party and special events

coordination.

JOB ACTIVITIES:

1. Coordinate and oversee special events and third-party fundraising programs serving as the main point of contact for all event inquiries.

2. Negotiate and maintain special event and third party contracts, ensuring compliance with CASA guidelines and applicable laws.

3. Organize and coordinate planning meetings for committees and volunteers involved in events. Attend all committee meetings and keep committees apprised of event status.

4. Assist with publishing a fundraising newsletter on a bi-annual basis. 5. Assist the Development Director in securing corporate sponsorships for all fundraising events. 6. Prepare and monitor event expense and income budgets for fundraising events. 7. Provide accounting for fundraising events to the Development Director. 8. Maintain event and other fundraising related items on the CASA website. 9. Coordinate volunteers for all special events. 10. Work with the Development Director on public relations and media for all events. 11. Work with the Executive Director and Development Director to establish CASA of the South

Plains branding guidelines and develop print materials that adhere to these guidelines. 12. Secure in-kind donations for events as well as CASA operations. 13. Assist the Development Director in the maintenance of CASA’s donor database including all

donor data entry. 14. Assist the Development Director in all donor correspondence and accounting of received

donations including processing donation receipts, end of year tax acknowledgements, and bank deposits.

15. Identify and present the Development Director with new events for diversification of fundraising.

16. Additional duties as required.

QUALIFICATIONS:

1. Bachelor’s degree in public relations, marketing, and/or related field preferred. 2. Strong organizational skills to plan, implement, and administer fundraising events. 3. Strong interpersonal communication skills.


4. Prior experience with public relations or marketing preferred. 5. Preferred experience with event management. 6. Clear criminal background check. 7. Ability to work with a variety of individuals.

Created October 25, 2011 by JAH


Sample New Employee Orientation Checklist

EMPLOYEE INFORMATION

Name: Start date:

Position: Manager:

FIRST DAY

Provide employee with New Employee Handbook.

Assign "buddy" employee(s) to answer general questions.

POLICIES

Review key policies. Anti-harassment

Vacation and sick leave

FMLA/leaves of absence

Holidays

Time and leave reporting

Overtime

Performance reviews

Dress code

Personal conduct standards

Progressive disciplinary actions

Security

Confidentiality

Safety

Emergency procedures

Visitors

E-mail and Internet use

ADMINISTRATIVE PROCEDURES

Review general administrative

procedures.

Office/desk/work station

Keys

Mail (incoming and outgoing)

Shipping (FedEx, DHL, and UPS)

Business cards

Purchase requests

Telephones

Building access cards

Conference rooms

Picture ID badges

Expense reports

Office supplies

ADMINISTRATIVE FORMS

Process administrative forms: payroll, tax, status, eligibility, benefits (health, 401(k), life and disability).

INTRODUCTIONS AND TOURS

Give introductions to department staff and key personnel during tour.

Tour of facility, including: Restrooms

Mail rooms

Copy centers

Fax machines

Bulletin board

Parking

Printers

Office supplies

Kitchen

Coffee/vending machines

Cafeteria

Emergency exits and supplies

POSITION INFORMATION

Introductions to team.

Review initial job assignments and training plans.

Review job description and performance expectations and standards.

Review job schedule and hours.

Review payroll timing, time cards (if applicable), and policies and procedures.

COMPUTERS

Hardware and software reviews, including: E-mail

Intranet

Microsoft Office System

Data on shared drives

Databases

Internet


Administrative Competency Self-Assessment

Understanding the range of administrative competencies needed will help prepare your program for

change. It is important to thoroughly assess the current competencies and strengthen where needed.

This ensures that growth is managed well, and that the needed structures, policies and procedures are in

place. Use the following checklist to assess your current administrative capacity and use the results to

inform staffing and structure changes that may be needed for successful and sustained growth.

Accounting and Budget

Who Does This Always Sometimes Rarely Never

Payroll processing and payroll taxes

Receivables/Payables

Accounting software

Regular reports

Accounting policies and procedures, including

separation of duties

Grant Management


Timely submission of RFRs

Grant related spend down occurs as required

Grant applications and grant budgets

Time sheets for staff and volunteers

VOCA statistics submitted as required

Human Resources


Employee handbook reviewed annually

Current job descriptions

Performance management process

Personnel files

Hiring and selection process

Employee orientation

Risk Management


Program insurance (fidelity bond) needs reviewed

annually

Document retention policy

Crisis planning

Open records review annually with staff and board


Building Operations


Conduct office inventory annually

Routine building maintenance

Vendors

Clean office space

Safety

Case and Volunteer Data


Quarterly statistical data is submitted to Texas

CASA on time

Quarterly statistical data is accurate, has supporting

documentation and does not require correction

Cross-training in data submission

Case management database

Volunteer files

Case files

Information Technology


IT equipment (both hardware and software) are

adequate for our needs

IT problems are remedied in a timely manner with

minimal disruption of work

IT security and backup

General Administration


Office and phones are staffed during office hours

General correspondence


Sample Organization Self-Evaluation Checklist

Board of Directors

0 The Board of Directors is elected by a membership that represents the community that the

organization serves.

0 The Board of Directors is elected by a membership that represents the people who use or benefit

from the programs and services of the organization.

0 New Board members are given an information package on assuming their position that includes:

0 Board minutes from the previous two years

0 Financial statements from the previous two years

0 Annual report and Auditor’s report for the previous two years

0 A copy of the Constitution and By-Laws

0 An organization chart

0 Summaries of all programs/services

0 Copies of any program/service evaluations from the previous two years

0 A list of key staff and their positions

0 Brief biographies of all Board Members.

0 New Board members are given an orientation to the organization within their first month on the

Board.

0 Board job descriptions covering all Board positions are provided to all Board members.

0 The Board meets at least quarterly.

0 Written agendas are sent out before meetings.

0 Minutes are sent out shortly after Board meetings.

0 The Board sets annual goals for its own work.

0 The Board evaluates its performance annually.

0 The Board evaluates the C.E.O. annually.

0 The Board has a process for handling emergencies between meetings.

Policy Management

0 The organization has a Values Statement that is reviewed regularly.

0 The Mission Statement is reviewed by the Board at least every two years.

0 The Constitution and By-Laws are reviewed by the Board at least every three years.

0 In addition to the standard sections, the By-Laws have policies covering Board member conflict of

interest, Board members who apply for jobs with the organization, Board member absenteeism, and

Board member liability.

0 The Board sets annual goals for the organization.

0 The organization has a Strategic Plan that is reviewed regularly.


0 Every program/service that the organization provides has a set of measurable objectives/outcomes

that are approved by the Board or its delegate committee.

0 The Board controls signing authority

Financial Management

0 The organization has a realistic annual budget and a plan for achieving it.

0 Financial statements are presented to the Board at least quarterly.

0 Financial statements provide comparative information for the previous year and for the current

budget.

0 The Board Treasurer is skilled at financial analysis.

0 The organization has unrestricted operating reserves to cover a minimum of three months’ operating

costs.

0 The cost of fund raising does not exceed 25% of funds raised.

0 At least 75% of all expenses are directed to the Charitable Objects of the organization.

0 The organization has an annual independent audit.

Risk Management

0 Limits are put on over-spending without Board approval.

0 All staff/volunteers who are in regular contact with vulnerable people or who are in a position of

authority over vulnerable people are screened by police.

0 The organization carries Directors and Officers liability insurance.

0 The organization carries a minimum of $2 million liability insurance.

0 The organization has, regularly educates its staff and volunteers on, and enforces policies on

discrimination and harassment.

0 The organization has, and enforces policies on, confidentiality where appropriate.

0 The organization has policies on the use of office equipment.

0 The organization makes all mandatory government filings and payments on time.

0 Fund raising activities follow the ethical guidelines set out by the Canadian Society of Fund Raising

Executives and/or the Canadian Centre for Philanthropy.

0 Independent contractors meet all the requirements of the Canada Revenue and Customs Agency for

independent contractors.

Human Resources Management

0 Staff are hired on a competitive basis through a formal process.

0 The organization has a written personnel policy.

0 The personnel policy is provided to all staff.


0 The organization has a written volunteer policy.

0 The volunteer policy is provided to all volunteers.

0 Every staff person and volunteer has an up-do-date job description.

0 Staff/volunteers are provided with a comprehensive orientation to the organization within one week

of arriving.

0 Staff/volunteers are evaluated annually.

0 Evaluations are growth oriented.

0 Staff/volunteers are provided with opportunities to upgrade their skills.

0 Staff/volunteers are provided opportunities for promotion and/or change in assignment.

0 The organization recognizes staff and volunteer achievement.

0 Administrative staff turnover is under 15% annually.

0 Program staff turnover is under 15% annually.

Program Delivery

0 Programs are delivered to meet identified needs.

0 Goals that cover output and outcome are set for every program/service.

0 Individuals from all levels of the organization participate in planning processes.

0 Programs are physically accessible.

0 Programs are culturally accessible.

0 Programs are provided by staff and volunteers with appropriate training and expertise.

0 The organization communicates regularly with its stakeholders.

Evaluation

0 Every program is evaluated against its output and outcome goals annually.

0 Program and administrative evaluations are compiled and published annually.

0 The results of all evaluations are used in annual planning.

0 Service users are involved in evaluations.

Adapted from The Non-Profit Organization Self-Evaluation Checklist by Ginsler and Associates Inc.


References

Association of Fundraising Professionals. Sample Annual Fund Development Plan. www.LoriJacobwith.com. Retrieved from http://www.lorijacobwith.com/free-resources/downloadable-materials.htm

Blackbaud, Inc. (2012). Gift Range Calculator for Nonprofits. Blackbaud.com.https://www.blackbaud.com/nonprofit-resources/gift-range-calculator.aspx

BoardSource (1999). Perspectives on Nonprofit Board Diversity. BoardSource.org. Retrieved from http://www.boardsource.org/dl.asp?document_id=511

Dalhousie University, College of Continuing Education, Non-Profit Sector Leadership Program (2005). Board Self-Evaluation Questionnaire, Version II. Collegeofcontinuinged.dal.ca. Retrieved from http://collegeofcontinuinged.dal.ca/Files/NP_Board_SelfEval_Tool.pdf

Giving USA Foundation (2012). Giving USA 2012: The Annual Report on Philanthropy.GivingUSAReports.org. Retrieved from http://store.givingusareports.org/2012-Giving-USA-The-Annual-Report-on-Philanthropy-for-the-Year-2011-Executive-Summary-P43.aspx

Kouzes, J. & Pousner B. (2007). The Leadership Challenge, 4th Edition. San Francisco, CA: Jossey-Bass.

National Council of Juvenile and Family Court Judges (2005). Juvenile and Family Justice Today(Spring 2005).

National Council of Juvenile and Family Court Judges. Model Court for CPS, 126th District Court, Austin, Texas.

Rath, T. & Conchie, B. (2009). Strengths-Based Leadership. New York, NY: Gallup Press.

Sargeant, A. (2001). Managing donor defection: Why should donors stop giving? Philanthropic Fundraising, 2001: 59-74. doi: 10.1002/pf.3204. Retrieved from http://www.campbellrinker.com/Managing_donor_defection.pdf

Williams, S. & McGinnis, K (2007). Getting the Best from Your Board: An Executive’s Guide to a Successful Partnership. Washington, DC: BoardSource. http://www.boardsource.org/UserFiles/File/Intros/350_Intro.pdf


Ginsler and Associates, Inc (2000). The Non-Profit Organization Self-Evaluation Checklist.Serve.Nebraska.gov. Retrieved from http://www.serve.nebraska.gov/library/resource_library_org.htm,http://www.serve.nebraska.gov/pdf/resources/self_evaluation_checklist.pdf

Texas CASA Growth Planning Toolkit

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Transcript of Texas CASA Growth Planning Toolkit