CASA STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)Master with scores established by

HUMAN RESOURCE: BOARD OF DIRECTORS CASA Board Committees

Topic Summary / Developing / Operational / Advancing / Excelling
A. / BOARD
DEVELOPMENT
PROCESS / There is an informal process for identifying and recruiting board members, not necessarily based on the organization’s goals and objectives. / The organization has and utilizes a process for the identification, selection, recruitment and orientation of board members based on its goals and objectives. / The organization utilizes a written, ongoing board development process which includes identification, recruitment, selection, orientation, ongoing evaluation and recognition.
B. / BOARD
MEMBERSHIP / The board has few, if any, active community leaders who influence community decisions and finances. There is little board involvement which fulfills the organization’s needs. / The board has some recognized business and public leaders who influence community decisions and finances. There is a moderate level of board involvement in the organization and the board has begun to establish a good relationship with local, state, and federal government officials. / The board consists mainly of business and public leaders who influence decisions and finances and who are involved in meeting most of the organizations’ needs. The board has good relationships with local, state and federal government officials who understand the value of CASA. / The board consists of business and public leaders who influence decisions and finances, provide effective governance, generate needed resources and who are actively involved in meeting the organization’s needs. The board has excellent relationships with local, state and federal officials.
C. / COMMITTEE
STRUCTURE / The board has no functioning committees. There is little structure and minimum officer involvement. No board governance evident. / There are appointed committees with chairs that occasionally meet and act on responsibilities. Officers are elected and involved in assigned roles. A board-driven strategic plan is in place. / The board has organized, functioning committees with chairs that make written recommendations for board action. Officers are functioning following written leadership roles. A board-driven strategic plan is in place. / Committees have defined written objectives consistent with the organization’s written strategic plan. Offices are driving board member involvement. A written strategic plan is updated and reviewed annually, with clear benchmarks and outcomes in place using external and community stakeholders and completing an evaluation of effectiveness.
D. / BOARD FINANCIAL GIVING / Fewer than 50% of the organization’s board members contribute personally. / Not less than 50% of the board members contribute personally / Not less than 75% of board members contribute personally. All board members have an annual personal giving plan. / Not less than 100% of board members contribute personally. 90% of all board members achieve their personal giving plans.
E. / ATTENDANCE AT BOARD MEETINGS and CASA EVENTS / Board meetings are not held on a regular basis; attendance is less then 50%; agenda is dominated by problems and crises, preventing board from dealing with substantive policy issues. Board Member attendance at CASA events is poor. / There are regular board meetings attended by not less than 50% of the members; strong domination by one or two members; agenda mostly consists of reports; few substantive decisions are made. At least one or two Board Members attend events such as CASA Graduations, Advocate recognition events, parties. / The board has regular meetings with not less than 65% attendance and with a clear focus on policy issues and decisions. A significant number of Board Members attend CASA events. At least 75% of the Board Members attend at least 2 CASA events per year. / The board has regular, duly constituted meetings with not less than 75% attendance, active participation and a clear focus on policy issues and decisions. A plan is in place to ensure that every CASA event is attended by an appropriate number of Board Members. Each Board Member attends at least 3 CASA events per year.
F. / BOARD DIVERSITY / The board is not diverse in its make-up in respects to its community. / The board has some diversity in its makeup reflective of the community, as well as a plan to expand this diversity. / The board has some diversity in its makeup reflective of its community and a written plan is underway to expand this diversity. / The board is diverse in its makeup, reflective of its community and has a written plan underway to maintain diversity.
G. / HUMAN RESOURCE POLICIES / The organization has written human resource policies that are reviewed annually. / The organization complies with equal employment opportunity regulations based on appropriate federal and state regulations. The regulations are consistently applied throughout the organization. / The organization has comprehensive, written human resource policies that are reviewed and revised annually by internal human resource professionals and internal legal counsel. / The organization has comprehensive, written human resource policies that are reviewed and revised by external legal counsel not less than every two years.
H. / STAFF/
ADVOCATE DIVERSITY / The organization’s staff/volunteer makeup does not reflect community diversity and there are no plans in place to change the situation. / The board is supportive and recognizes the importance of diversity. The organization has plans to address identifiable gaps regarding diversity and has an increased awareness about the value of a diverse staff/group of Advocates. / The organization conducts a formal assessment and develops written plans based upon assessment results. The board approves written strategies and action plans in support of the organization’s diversity initiative, monitoring progress and results. / The diversity plan is monitored by the board and updated continuously to reflect emerging trends, opinions and feedback from staff, volunteers and community.
CASA STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
HUMAN RESOURCE: STAFF
Topic Summary / Developing / Operational / Advancing / Excelling
A. / COMPENSATION MANAGEMENT PROGRAM / The organization has an informal salary administration program and is committed to improving salaries. Salaries are not within established ranges. / All salaries are in range of the recommended Job Classification and Compensation Management Program. The organization has current written job descriptions for all staff and is working toward development of a formal job classification and compensation program. / The organization has a written job classification and compensation management program, revised every two years, which includes up-to-date job descriptions, performance profiles and reviews. The board has approved the salary plan with appropriate funding for merit increases and equity adjustments. / The organization has a written job classification and compensation management program, revised every two years, which includes up-to-date job descriptions, performance profiles and reviews. The board has approved the salary plan with appropriate funding for merit increases and equity adjustments. The organization provides monetary and non-monetary reward systems.
B. / PROFESSIONAL DEVELOPMENT PROCESS / There is no identifiable, consistent orientation and training for staff. / A “professional orientation program” is in place for all staff as well as a staff development plan. The organization assures a budget allocation and a plan of action to support the staff development plan. / The organization utilizes a formal written professional orientation and training program and a written professional development career plan. The organization assures a budget allocation and a plan of action to support the staff development plan. Training opportunities are identified that address the gap in staff development. Annually, each part-time staff member participates in a minimum of 4 hours of training, each full-time non-exempt staff member participates in a minimum of 8 hours of training, and each full- time exempt staff member participates in a minimum of 16 hours of training. The organization ensures that the appropriate tools, resources, and professional memberships to support and train staff are in place. (Professional Development System). The organization maintains records for all staff attending training. / The organization utilizes a formal written professional orientation and training program and a written professional development career plan. The organization assures a budget allocation and a plan of action to support the staff development plan. Training opportunities are identified that address the gap in staff development. Annually, each part-time staff member participates in a minimum of 8 hours of training, each full time non-exempt staff member participates in 16 hours of training, and each full-time exempt staff member participates in a minimum of 32 hours of training. The organization ensures that the appropriate tools, resources, and professional membership are in place to support and train staff. (professional development system).
C. / COMPETITIVE BENEFITS / The organization pays 50% of the cost of minimum and essential benefits. (Except for the payment of health premiums for 2 employees). / The organization pays at least 50% of minimum and essential benefits. / The organization pays 75% of the costs for minimum and essential benefits. / The organization pays 90% of the costs for minimum and essential benefits for staff and dependents and offers other incentives such as dental/ vision and personal leave.
CASA STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
FUND DEVELOPMENT
Topic Summary / Developing / Operational / Advancing / Excelling
A. / DIVERSIFIED FINANCIAL SUPPORT / The Organization’s funding base is erratic, characterized by a great amount of experimentation, usually with poor results. Dependent on a single source of unstable funding. / Funding meets needs for the current year, but lacks diversification and is highly dependent on one source. No more that 40% of funding comes from a single source. / The board of directors has implemented a plan that secures a broad base of diversified financial support adequate to achieve present goals and objectives of the organization. No more than 30% of support comes from a single source. / The board of directors has implemented a plan which secures a broad base of diversified financial support adequate to achieve the present and future goals and objectives of the organization. No more that 20% of support comes from a single source.
B. / RESOURCE DEVELOPMENT STRATEGY / Financial development activities are staff driven or dispersed among various committees and individuals with minimal coordination and direction. / There is a standing fund development committee that coordinates an annual funding plan, adequate to meet current year needs. / Fund development committee coordinates a 3-year funding plan that includes total board involvement in fund development. Fund development plan is integrated with organization’s strategic plan. / Fund development committee coordinates a 3-to-5 year funding plan that includes total board involvement in fund development. Fund development plan is integrated with organization’s strategic plan and includes multi-year funding, major gifts, planned giving, individual giving, and endowment development.
C. / INDIVIDUAL
GIVING / The organization receives support from individuals but does not have a comprehensive plan to ensure that requests to individuals are coordinated and strategic. / Comprehensive plan for individual support includes an annual giving program that recognizes and celebrates individuals. / A written comprehensive plan for individual support includes a multi-year, annual giving strategy that ensures strong individual support. A minimum of 10% of budget should come from individuals. / The organization has a comprehensive strategy for cultivating support from individuals that includes an annual campaign, and other measures to increase giving from individuals. A minimum of 15% of budget should come from individuals.
D. / MAJOR GIFTS, PLANNED GIVING AND ENDOWMENT ACQUISITION / There are no formal programs for the development of major gifts, planned gifts or endowment. / The organization has established a program for major gifts, planned giving and endowment but with limited efforts to actively seek gifts. / The organization has a formalized endowment (or similar vehicle) including promotion and acquisition efforts. 5% of CASA’s annual operating income comes from endowment income, planned giving and major gifts. / The organization has a formalized endowment plan which generates a minimum of 5% of its annual operating income. Major gift prospects are identified with written cultivation strategies for each prospect, generating an additional 5% of operation income.
Topic Summary / Developing / Operational / Advancing / Excelling
E. / BUSINESS SUPPORT / The organization receives little or no support from business. / The organization derives a minimum of 5% of its annual operating income from business. / The organization receives 10% of its annual operating income from the business campaign. / The organization has an integrated campaign. The organization receives 15% of its annual operating income from the business campaign.
F. / SPECIAL EVENTS / The organization conducts no special events. / The organization conducts special events, but planning is limited, committee roles are not clearly defined and the events are staff driven. / The organization conducts well-planned special events that maximize return on investment. The committee roles are well defined and strategies regarding leadership recruitment, cultivation, and fund-raising are written and well-defined. / The organization conducts well-planned special events generating 15% of the organization’s annual operating budget. The visibility of the organization is enhanced by the event and high profile volunteers fill the committee’s membership.
G. / FOUNDATIONS / The organization does not have a plan for securing grants or for proposal writing and is unable to consistently deliver program outcomes. / The organization receives funding from various foundations. There is an informal effort to attract foundation funding. / The organization has a written plan for attracting foundation funding. The plan includes annual solicitations and it’s incorporated as part of the organization’s strategic plan. Program outcomes are delivered as called for in foundation proposals. 5% of CASA’s annual operating income comes from foundations. / The organization has a plan for securing grants from private and corporate foundations and does an excellent job of delivering the program outcomes promised in its proposals. Board members have relationships with key funding sources and are able to leverage resources for the organization with a minimum of 10% of CASA’s annual operating income generated from foundations.
H. / GOVERNMENT FUNDING / The organization does not receive government funds, nor does it have the knowledge or contact base to pursue such funding. Members of the board have little if any access to key individuals with government resources at their disposal. / The organization has an understanding about the availability of government funding and has inquired about strategies to access such funding. Understands the need to improve in this area, but with little success to date. Members of the board have some access to those controlling government resources. / The organization actively pursues local, state, and federal funding opportunities. Has good knowledge of grant writing and knows how to sell its services. CASA is using government funds to leverage additional private funding. Members of the board have developed relationships with those controlling government resources. / The organization has a keen understanding about the potential of government funding. Does an excellent job of leveraging government dollars to match private dollars. Members of the board have a wide range of contacts within key government offices and have used such contacts to secure government funding for the organization.
CASA STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
MARKETING AND COMMUNICATIONS
Topic Summary / Developing / Operational / Advancing / Excelling
A. / MARKETING STRATEGY / The organization has no Marketing & Communications Committee and little, if any, activity underway to promote awareness of and support for the organization. / The organization has a Public Relations Committee that meets occasionally to plan and implement efforts to gain recognition and support for CASA. / The organization has a Public Relations Committee which has developed and implemented a written strategy to gain recognition and support for CASA including a written plan targeting appropriate publics. / The organization has an active Public Relations Committee leveraging outside resources who assist in developing and implementing an aggressive written strategy and plan for positioning CASA for community/ brand recognition and support with written outcome measures resulting in income streams for the organization.
B. / COMMUNICATIONS/ PUBLIC RELATIONS CAMPAIGN / The organization does a poor job in public relations and communications with its various publics. / There is communications/public relations program but it lacks one or more of the criteria which characterizes an Advancing organization / The organization implements a year-round written communications/ public relations program including: utilization of appropriate media to reach each public; and evaluation of total program. / The organization implements a comprehensive written communication/ public relations program including utilization of appropriate media to reach each public, and evaluation of total program.
C. / BOARD INFLUENCE AND INVOLVEMENT / There is no involvement of the organization’s leadership on other community boards or groups. / There is limited involvement by CASA leaders on other community boards and groups / The organization has representation on community boards, commissions, and in civic affairs on issues affecting youth. / The organization has active representation on various community boards, commissions and civic organizations, affecting decisions and influencing/ advocating for youth issues.
D. / MEDIA RELATIONS / There is little or no attempt to maintain contact with media representatives. / The organization has periodic or occasional contact with local media representatives for publicity and advertising purposes. / The organization has planned regular contact with local media representatives for publicity and advertising purposes. / The organization maintains and reviews a written plan for ongoing contact with local print and broadcast media representatives, both for publicity and advertising maximizing media exposure, resulting in a published quarterly report to the board.
E. / CRISIS MANAGEMENT PLAN / There is uncertainty as to who speaks for the organization and with what message. / There is no formal written plan. The executive director usually speaks for the organization. / The organization has a dedicated spokesperson with written guidelines for responding to the crisis that are clearly understood by board and staff. / The organization has a written crisis management plan approved by the board that is clearly understood by board and staff and is reviewed and rehearsed at least quarterly.

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