Organizational Profile

CASA Kane County – Strategic Planning
2010 – 2013

Mission:

CASA Kane County completed its three year strategic planning with the Board of Directors, Chairman's Advisory Panel and CASA staff, along with incorporating response from our CASA/GAL volunteers. Our strategic planning process and implementation defined external and internal objectives and goals that will maintain and enhance a comprehensive and integrated mission focused organization.

The strategic planning process and forward thinking defined specific timeframes and substantive support in the form of methods, priorities and resources. It took several months with first establishing a planning committee that consisted of board members, the executive director, along with a motivational and experienced consultant. The implementation to our strategic planning covered all aspects of the program, finance, facilities, marketing, leadership and development.

The three goals for each of the six committees was a specific measurable occurrence that CASA Kane County organization will thrive to obtain in the future. Our goals where defined towards where we vision ourselves to be in the future. The objectives will need to be measurable, attainable and specific to the needs of these committees. The implementation of all of our resources and motivation of the CASA Board, CAP, staff and volunteers was a collaborative effort to mobilize the knowledge and energy that is so abundant in our organization. Our leadership will have a significant impact for a successful execution, while maintaining and enhancing employee and volunteer morale.

Each of the committees will continue to develop and maintain their action plan, which includes timelines, budgets and responsibilities. The implementation of the plan will have several accountability tools along with who is responsible and when it will be completed. The plan will continually be evaluated and measured at each of the committees and staff meetings with the executive director and executive committee of the board of directors and will remain dynamic and flexible.

CASA Kane County has a compassionate and compelling mission, vision and values of the organization and our unique service that's provided for all abused/neglected and probate cases involving a minor is unique and cannot compare to another nonprofit in our area.

CASA Kane County has developed and implemented a comprehensive and high quality advocacy group of volunteers who have been screened, trained and supported by our professional staff. We have a strong case for support that describes the organization and our impact on child abuse and neglect, while defining the need for quality volunteerism and on-going financial support. Our annual evaluations are conducted for the continual growth of our organizational effectiveness by our volunteers, staff, special committees and board leadership.

The executive director and board and staff leadership have created an ethical atmosphere that has begun with effective and monitored integral controls. By establishing clear policies and procedures with our executive committee, board of directors, staff and volunteers we have developed a culture that promulgate an effective tone for the organization. The foundation has been created and our caring and giving environment embraces our teams, stakeholders and community that serves our mission.

Our Measures of Success:

1. Strong governance structure and visionary board of directors with the right skills and access to resources.
2. Sufficient and flexible funding with an aggressive fundraising initiative.
3. Our defined best practices in service and management functions and the measurement performance against our programs benchmarks.
4. A skilled and educated staff that operates in a culture that facilitates opportunities for innovation and growth.
5. Effective community relationships that include collaborative partnerships with our agencies, judicial partners and other organizations and people.
6. The capacity to support our services, including accounting, human resources, technology and marketing/development functions.

Summary of CASA Kane County's Measurement to this Success:

1. Implemented an organizational strategic plan and addressing capacity deficits.
2. Engaged board members and staff to ensure quality governance structures, practices and oversight.
3. Implementing a more comprehensive marketing campaign and communications strategy.
4. Building more efficient business skills and integrating basic business practices and tools.
5. Identifying and utilizing appropriate metrics with our volunteer and donor software to enable evaluation of the success and impact of delivery of services and programs as well as our internal controls.
6. Always defining and working on progressive human resources/team building that focuses on skills and tools to do the job.

COMMITTEES & GOALS:

BOARD DEVELOPMENT:

The board development committee has evolved with a stronger understanding of expectations in their fiduciary role as a leader of the organization. The organization's board increased with new members by over half since March of 2007. We have 14 board of directors and the board is comprised of diverse, committed, collaborative and responsible individuals that lead the organization.

A yearly orientation will be implemented for CAP, Staff and Board members so they may get to know each other better and have educational opportunities to learn more about the organization. There were additional recommendations to increase our diversity strategy with the right mix of people, talents and treasures. Furthermore it was recommended to have shorter elevator speech material printed to share and articulate with new prospects.

MARKETING:

The organizations marketing, public relations, community outreach and awareness has increased considerably through the years of good cultivation, reputation and unbelievable mission. Our case for support is clear and concise and our marketing materials are professional, educational and emotionally connected to the organization. With such growth and visibility created the need to raise the bar, collaborate with other programs and formalize a comprehensive outreach/speakers bureau.

Additional fairs and outreach events were suggested to increase the education, awareness and cultivation needed to thrive. More signage, banners and marketing material was recommended for the continuance of our branding and marketing efforts. Additional PSA's, television interviews, banners and regular articles wiill published for more visibility and brand recognition. An additional event was recommended to bring family and constituents together for further outreach and education about the organization at a low cost. The on-going and proper alignment, education and branding strategies with our National CASA Organization will be a priority.

EXECUTIVE COMMITTEE:

The executive committee helps set the tone and ensures best practices for the organization. They have implemented the organization's strategy and policies and monitor the activities, operations and special projects. This committee reviews reports and draft budgets and makes recommendations to the executive director and board. The increase responsibilities and vision with the growth of the organization has been a positively strong influence with the overall health of the program.

It was recommended that the executive committee look beyond Kane County to serve abused and neglected children and to appeal to legislators to receive further and permanent funding. There were many suggestions given that the executive committee meets more with the staff, volunteers and the community to encourage the thinking out of the box approach to improve the program and child welfare system. Interfacing with other committees was also recommended to provide guidance and to ensure they are meeting their goals. An organizational succession plan was discussed to be implemented with all people of the organization that identifies gaps with current talents and how we will secure the right people if and when they leave.

The executive director will lead the efforts of the Grow a Healthy Child Campaign with addiitonal volunteer leadership and executive committee. On-going communication and education about the endowment and the organization's future will remain in the forefront.

FINANCE AND LEGAL:

This committee has effectively been monitoring and evaluating the financial, legal and technical and risk management operations of the organization. Every policy and procedure has been rewritten and professionally presented to the public and CASA constituents. The overall transparency and accountability that this committee provides ensures best practices are in the forefront. It was recommended that the committee grow in membership and an additional investment committee be established since there's a great amount of responsibility that needs to be adhered to for success and transparency. The on-going review and implementation of policy changes and coverage remain dynamic.

PROGRAMS , SERVICES and OPERATIONS:

Provides support in education, stewardship and program accountability. This committee has grown tremendously through its increase of CASA volunteers, relationships with the judicial partners and long term relationships and credibility of the program. With the implementation and defined roles and responsibilities of the staff, the recruitment and in-service training and education the volunteers and staff have the tools to do their jobs and the support to do it well.

The recommendations to increase diversity among the volunteers sworn in to advocate for children was discussed multiple times. More presentations and education among churches, Hispanic groups and businesses was another highly recommended suggestion. With the additional advocate advisory panel, the suggestion to integrate more people often to continually challenge ourselves to ensure we are fulfilling our mission. Continue to communicate more effectively with the legal partners in our county as they can relate and identify with our program.

RESOURCE DEVELOPMENT:

Gives strategic guidance and cultivates relationships, stewardship and helps raise philanthropic dollars to fulfill the mission. The increase of our annual budget has doubled since 2007 from $400,000 to $800,000 in 2011. This is largely due to increase in job roles and responsibilities, board leadership, stewardship and program and outreach initiatives. The program is effectively operating a healthy and growing organization that employs 11 people to case manage, train and educate over 200 volunteers. Benchmarking best practices and the current ratio of the organization is exemplary at 14.1. Events are at a 4.1 ratio which is twice as good as the national average of 2.1.

The development and implementation of our annual fund, special events, major gifts and Grow a Healthy Child Campaign has been the priority for the past few years. To ensure the longevity of the organization a comprehensive campaign has been established and advancing forward. Additional 3rd party events needed to be implemented with less work from the CASA staff/office. Challenging corporations to match giving and provide financial support on an annual basis was discussed often. Identify the right people and the right organizations with linkage and capacity building. Ongoing relationships and grant writing opportunities need to be explored and is currently being advanced among staff and leadership. Small business opportunities should not be over looked and further research should be conducted.

Chairman's and Advocate Advisory Panels: These committees will continue to be integrated through the organizations goals, objectives and new strategies that will incorporate current and future best practices for the overall health and long term existence of the program.

The overall Strategic Plan of CASA Kane County is intended to be a "living" document that will be updated periodically as progress is achieved, new challenges emerge, and we gain feedback from the committees.

Thank you,

Gloria Bunce, Executive Director