Hudson County Court Appointed Special Advocates Strategic Plan
Hudson County Court Appointed Special Advocates (CASA) is an independent, non -profit organization committed to advocating for the best interests of abused and neglected children. CASA works through trained community volunteers to ensure that needed services and assistance are made available to children while helping to move them toward safe and permanent homes.
Under the guidance of the Executive Director, the Board of Directors of Hudson County CASA has developed this Strategic Plan to serve as a guideline for further stabilizing and increasing the capacity of the organization to advocate for the needs of foster children in Hudson County. The Board has identified five key Strategic Objectives which summarize priority areas for organizational development to be pursued in FY13 – FY15. Goals have been identified for each of the five Strategic Objectives. The Goals represent specific steps the Board has identified which, together, will result in meeting the Strategic Objectives over time.
Progress toward Goals will be reviewed throughout each Fiscal Year and Goals for each subsequent year will be set under each Strategic Objective.
For this plan, the Strategic Objectives fall into three primary categories: Organizational Governance, Operations and Fundraising.
Strategic Goal 1: Strengthen the organization by more effectively utilizing Board resources and skills.
Objective 1: Re-establish and formalize Board Committee structure.
Action Item 1: Amend By-Laws to re-establish committee structure.
Action Item 2: Amend By-Laws to define Committees where appropriate.
Action Item 3: Amend By-Laws to establish how committee chairs are appointed.
Objective 2: Define roles & responsibilities, appointment procedures and Board and Committee term lengths.
Action Item 1: Review By-Laws and research best practices as to definition of roles and responsibilities.
Action Item 2: Amend By-Laws where appropriate based on Action Item 1.
Objective 3: Increase size of Board to a range of 15 – 25 members.
Action Item 1: Identify gaps in Board knowledge. Create a “wish list” for future members.
Action Item 2: Identify prospective Board members based on Action Item 1. Action Item 3: Recruit new Members.
Objective 4: Create and implement formal on boarding procedures for new Board Members. Action Item 1: Decide on yearly date to add new Board Members.
Action Item 2: Identify topics for inclusion in an orientation program.
Action Item 3: Create orientation program to be implemented on a yearly basis for new Members.
Strategic Goal 2: Improve succession planning and transitions.
Objective 1: Expand the number of Board Officers and define appointment procedures and term lengths.
Action Item 1: Amend By-Laws to define term limits for all Board Members. Action Item 2: Amend By-laws to define appointment procedure for Officers. Action Item 3: Create program for identifying and grooming future officers.
Objective 2: Develop written descriptions of the roles and responsibilities of all Board Officers, including any responsibilities for helping to train successors.
Action Item 1: Review and amend By-Laws to further define the roles of Officers.
Strategic Objective 3: Increase Board engagement in ensuring strong mission delivery.
Goal 1: Establish an Operations Committee and identify the parameters under which the Committee can best provide support to the Executive Director and Staff in matters of organizational operation, such as program delivery and technology use.
Goal 2: Establish a process through which the Operations Committee can work with the Finance and Fundraising Committees to provide information on operational needs and priorities, so that the Board can accurately determine annual budget requirements and fundraising goals.
Strategic Goal 4: Refine the role and increase the effectiveness of the standing Fundraising Committee as an entity whose primary focus is to increase the capacity of th e organization to raise money.
Objective 1: Define and document structure, roles and responsibilities for Fundraising Committee.
Action 1 – Document role of a Committee Chair and members at large, as well as any subcommittees that might be established (i.e. Wine Tasting / Events, etc.).
Objective 2: Establish a process for the Fundraising Committee to set annual fundraising goals. Action 1 – Explore and Identify new fundraising vehicles to be presented prior to the September board meeting to coincide with development of calendar for upcoming year.
Action 2 – Set meeting schedule for upcoming year including development of financial goals.
Action 3—Engage board members in fundraising by providing notice of events and initiatives and by asking for specific support.
Objective 3: Increase engagement of full Board of Trustees by providing a committee report at every meeting of the Board of Trustees.
Action 1 – Create list of items that Board can do to increase fundraising and CASA awareness (e.g. wear CASA pins; hold small cocktail parties, promote Amazon Smile, etc);
Objective 4: Develop a plan for recruiting new members of the fundraising committee including a target size and processes for on-boarding new members.
Action 1 – Remind board members at each meeting about the need for new fundraising volunteers as well as asking committee members.
Strategic Goal 5: Hire a part-time development associate to help with grants, grant reporting, donor research and events
Objective 1: Review Hudson County demographics to assess available donor pool and create plan with development associate to develop strategies for outreach