Transcript Support Center for Child Advocates Caseload History

Support Center for Child Advocates
Long-Range Plan
2008 to 2012
Board Retreat
January 12, 2008
Long-Range Plan
Contents
1. Section 1: Agenda and Opening
Expectations for Long-Range Plan (2008 to 2012) and
‘Good to Great’ Framework
Objectives for Retreat
2. Long Range Plan 2000 vs. 2007 - Status
3. Brutal Facts of the External Environment
4. SCCA Hedgehog and Brutal Facts of Direct Representation
5. Brutal Facts of SCCA Policy Work
6. Brutal Facts of SCCA Resource Engine
7. Summary of Recommendations and Implications
The Team
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Len Bernstein
Frank Cervone
Margie Gualtieri
Mary Ann Hearn
Chris Kenty
Paul Kupferschmidt
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Beth Reeves
Jodi Schatz
Cassie Solomon
Mark Stewart
Diane Sullivan
Tina Wright
Expectations for Long-Range Plan
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Develop plan that is realistic and operational
•
Ensure Plan has Strategies, Objectives, Measures, Tactics with
Milestones and Timing
•
Review the Plan regularly, e.g., milestones reported on by SCCA
Directors and Board
The Good to Great Framework
Hedgehog
• Brutal Facts
• Resource Engine
• Right People on the Bus
•
Good To Great studied the characteristics of
companies that were able to DRAMATICALLY
improve their performance.
What did they have in common?
Inflection Point
What principles
explain the
difference?
Good, not Great
Good, not Great
Comparison Cases
Matched-Pair Selection
(Comparable cases at the moment of inflection)
What is a “hedgehog?”
•
The essence of the “hedgehog concept” is a deep
understanding of three things:
1.
What are you deeply passionate about?
2. What can you be the best in the world at?
3.
What best drives your economic or resource
engine?
A resource engine has three components:
time, money and brand
Disciplined Thought: Why confront
the brutal facts?
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Confront the brutal facts: The Stockdale Paradox. Retain unwavering faith
that you can and will prevail in the end, regardless of the difficulties, and
at the same time have the discipline to confront the most brutal facts of
your current reality, whatever they might be.
This process relies heavily on data to learn what is working for SCCA now
and what needs to happen next.
What do we mean by great results?
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It doesn’t really matter whether you can quantify your results.
What matters is that you rigorously assemble evidence—
quantitative or qualitative—to track your progress.
One outcome of this process is a set of metrics that SCCA can
use to measure progress against the plan.
Hold yourself accountable for making progress
in outputs, even if those outputs defy easy
measurement.
The Good to Great Framework
The critical distinction is not between
business and the social (sectors) but
between great and good. We need to
reject the naïve imposition of the “language
of business” on the social sectors, and
instead jointly embrace a language of
greatness.
— Jim Collins
Devote planning years one and two
(FY2009 and FY2010) to institutional
capacity building
Strategy Implementation
Years 3-5 2011-2013
Build Capacity
Years 1-2
•Build SCCA capacity
•Infrastructure
•Board structure
•HR Practices
•Marketing and visibility
2000 Plan vs. 2007 Status
2000 vs. 2007 Status
2000 Strategies
1.
2.
3.
Expand the number of children it
serves (630) to make maximum
use of its experience and skills in
Philadelphia.
Hire an Associate Director to
strengthen its internal
organizational and focus on
management issues.
Expand its activities in areas other
than direct services to client
children.
2007 Status
•
Record high of 796 in 2007
•
First Associate Director recruited and
hired resulting in resolution of many
issues
•
Created Intake Attorney/Volunteer
Coordinator position resulting in
significant training accomplishments; it
is critical to the hedgehog and has not
become a revenue generators as
envisioned.
2000 vs. 2007 Status
2000 Strategies
2007 Status
4. Subsequent to the development of
the internal structure of the
organization, make SCCA skills
and experience available to
interested outside parties,
particularly insofar as they can be
generalized and applied to child
welfare systems outside of
Philadelphia and Pennsylvania.
•
Executive Director and Managing
Attorney participated in activities in
the ABA and consulted on the
development of programs in three
cities and established organization
as leaders.
•
As was intended in the plan, the
SCCA is well-known in the
community. Executive Director and
staff members were consistently
sought for consultation and
publications.
5. Develop a strategy to make SCCA
specific role better known in the
Philadelphia and Pennsylvania
legal communities and the
community at large.
2000 vs. 2007 Status
2000 Strategies
2007 Status
6. Pursue financial support from local
and national funders to support both
the increase in SCCA representation
of children as well as its expansion
into training and consultation.
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Federal VOCA funding has decreased
by 30% over the plan period.
Agency revenue rose from $840K in
2000 to $1.78m in 2007.
The costs of representing one child
increased from approximately $1,670
in 2000 to $2,400 in 2007.
Overview of the Environment
Risk Factors in Child Well-Being
Brutal Facts of the
Environment
Key Risk-Factors
to a Child’s Well-Being
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Living in poverty
Living in a single-parent household
Being a high school dropout
Having difficulty speaking English
Living in a high-poverty neighborhood
www.aecf.org
How Pennsylvania Measures Up
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14.7% of children live in poverty
23% of children live in single-parent
households
17.1% of 16-19 year olds are high school
dropouts
2.9% have difficulty speaking English
15.3% live in high-poverty neighborhoods
www.aecf.org
How Philadelphia Measures Up
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28.5% of Philadelphia’s children live in poverty
25.9% high school drop out rate
6,728 children are in dependency placements;
1,797 are in delinquency placements
www.philasafesound.org
Brutal Facts of Children & Crime in
Philadelphia
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4,433 children and young adults were victims of crime;
¾ of these crimes were violent (rape, homicide,
assault, robbery)
In 2005, there were 920 gunshot victims between the
ages of 7-24
In 2005, the number of assaults in public schools went
up for the eighth straight year
2,258 youths were arrested for drug related offenses
www.philasafesound.org
Education
Brutal Facts of the
Environment
Education in Pennsylvania
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31% of fourth graders score below basic reading level
(ranked 14th of the 50 states)
23% of eight graders score below basic reading level
(23/50)
46% of children live in homes without internet access
(52% nationally)
5% of teens are high school drop outs (8% nationally)
www.aecf.org
High School Drop Out in Phila.
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50% achieve on-time graduation 2000-05
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40% who do not transfer will drop out
8,000 middle & high school students drop out
5,000 attend less than 50%
30,000 youth out-of-school each day (3 of 8)
68% of pregnant girls dropped out
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More likely early in high school
www.pyninc.org
Education: Risks for Children
Charged as Delinquents
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Experience unaddressed health, mental health,
and learning problems
Suspended or expelled even if charges are
dismissed
Not permitted to return or re-enroll in home
school
Re-arrested if not in school
Do not receive adequate education while
incarcerated
www.pewreportfostercare.org
Hazard of Drop-Out
www.pyninc.org
Agency Youth
www.pyninc.org
Immigration and Children
Brutal Facts of the
Environment
Immigration in Pennsylvania
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4.1% of Pennsylvania’s population is foreign born
Children of immigrants are the fastest growing
segment of the child population nationwide
www.futureofchildren.org
Children of Immigrants
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More likely to be experience at least one of five key risk
factors
54% live in families with incomes of less than twice
federal poverty level
Less likely to receive food stamps, cash welfare,
housing assistance
Only 62% of 19 year olds with parents of South and
Central American descent have graduated high school
Nationwide, 26% live in linguistically isolated
households
www.urban.org
www.futureofchildren.org
Foster Care & Juvenile Justice
Brutal Facts of the
Environment
Foster Care
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In 2003, 523,062 children in America were living in
foster care
21,768 of Pennsylvania’s children were living in foster
care
Fifth highest number nationwide!
Foster children have to move to an average of three
different placements during their time in the system
www.pewreportfostercare.org
Foster Care in Pennsylvania
Compared with national average:
 7.5/1000 children are in foster care (v. 7.2)
 0.35% are maltreated in foster care (v. 0.49%)
 23.5% re-enter foster care (v. 11.40%)
 70.1% are reunited with their parent or caregiver within
12 months (v. 69.12%)
 16.8% are adopted within 12 months (v. 21.08%)
www.firststar.org
Racial Inequity and Foster Care
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Children in foster care are disproportionately children
of color; 33% of nationwide population, but 55% of
children in foster care system www.cwla.org
Children of color are more likely to stay in foster care
longer and leave at a slower rate; 61% of children
waiting to be adopted are children of color
Far less likely to reunite with their families
www.pewreportfostercare.org
Mental Disability and Foster Care
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30-40% of children in the foster care system
should receive special education
Because of frequent moves these needs often
go unmet or unidentified because special
education depends on careful tracking and
parental involvement to work successfully
Smith, JM. “Foster Care Children with Disabilities” Journal of Health
and Social Policy: 2002
Challenges for Children
in Foster Care: Emotional
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Most do not know whether they will rejoin their families
or become part of a new, permanent family
Some blame themselves because they do not
understand why they were removed from their
birthparents
As adults, they are more likely to experience
homelessness, unemployment, and other problems
www.pewreportfostercare.org
Challenges for Children
in Foster Care: Education
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Numerous school placements by age 18
Loss of academic progress with each move
Higher rates of grade retention
Lower scores on standardized tests
Higher absenteeism, tardiness, truancy, and dropout
rates
2x as likely to drop out
High rates of out of school suspension leading to
increased juvenile detention
www.pewreportfostercare.org
Profile of Children after
One Year in Foster Care
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45% African-American; 31% white; 17% Hispanic; 7%
other
Neglect was primary reason (60%) for placement; 41%
had experienced more than one of the four main
categories of maltreatment: physical abuse, sexual
abuse, failure to supervise, failure to provide
Average age of children: In traditional foster care: 6; In
kinship care: 7; in group care: 10
www.ndacan.cornell.edu
Kinship Care
Brutal Facts of the
Environment
Kinship Care
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In Pennsylvania, kinship care is defined as a
child living with “someone related in the first,
second, or third degree to the parent or
stepparent of that child who may be related
through blood or marriage and who is at least
21 years of age”
16.6% of PA’s children live in formal or informal
kinship care
www.casey.org
Kinship Care is a Rising Trend
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Number of available foster care placements
has not kept apace of the rise in children
needing out of home placements
Child welfare agencies taking a more positive
view of kinship care
Federal and state court rulings recognizing the
right of relatives to act as foster parents and be
financially compensated accordingly
www.casey.org
Characteristics of
Kinship-Care Givers
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Most caregivers are older than 60 and unmarried;
majority are grandparents
2/5 have incomes below the poverty level
Most take on responsibility during a crisis period
Encounter serious financial difficulties because of need
for housing, medical services, schooling etc.
www.casey.org
Characteristics of Children living in
Kinship Care: Emotional
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Tend to move fewer times than others in out-of-home
placements; Have more contact with siblings and birth
parents; Have higher self-esteem
However, also tend to have more intense and higher
rates of emotional and behavioral problems than the
general child population
Higher rate of intra-uterine drug and alcohol exposure
Lack access to medical and emotional health care
www.casey.org
Children with Disabilities
Brutal Facts of the
Environment
Children with Disabilities
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4.6% of non-institutionalized children in Pennsylvania
have one disability
3.7% of these children have a mental disability
1.1% of Pennsylvania’s children have more than one
disability
www.aecf.org
Risks for Children with Disabilities
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More likely to suffer sexual, physical, emotional abuse
and physical neglect
Children with a disability are 3.4 times more likely to
suffer maltreatment at home
Runaways are disproportionately likely to have a
mental disability
90% of youth who commit suicide have at least one
major psychiatric disorder
Sullivan, P.M. Knutson, J.F. “The Prevalence of Disabilities and
Maltreatment Among Runaway Children” Child Abuse and
Neglect: 2000.
Aging-Out Youth
Brutal Facts of the
Environment
Youth Aging Out of Foster Care
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Often do not have adequate education to
successfully transition
Finding housing and paying for healthcare are
particularly problematic
www.jlc.org
Environmental Factors affecting
SCCA Delivery of Service
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Demographic Changes
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Medical Issues
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Nationalities/Race
Religious Beliefs
Languages
Increase in Single Parent Households
Increase in Diseases/Conditions, e.g., HIV, STDs, Diabetes
Legal Issues
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Sexual Orientation – Adoption, Gay/Lesbian Foster Care
Immigration
PA Youth and Risky Behavior
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11.7% had attacked someone with the intent to harm
2.1% attempted to steal a vehicle
5.1% reported being arrested
9.6% reported being suspended
5.5% reported selling drugs
2.4% reported bringing a weapon to school
7.0% reported belonging to a gang with a name
www.pccd.state.pa.us
Child Well-Being in Philadelphia
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PHILADELPHIA IS 4TH HIGHEST RISK
COUNTY IN PA.
“Whole child” court reviews need at least 30
minutes of court time … but Block Schedule
provides 15 minutes per family of children
Child well-being representation have not yet
taken shape in PA or US
[SafeSound facts]
SCCA on Child Well-Being
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Three-year Fellowship on Child Well-Being to
shape attorney practice
Volunteer Training Workshop supports
multidisciplinary child advocacy
Outcomes in Behavioral Health Project
targeting caregivers
NCLN Policy Campaign In School, Right
School, Finish School
Risks for High School Drop-Outs
School dropouts are more likely to:
 Be unemployed
 Experience higher levels of early
pregnancy
 Experience substance abuse
 Require more social services
www.pewreportfostercare.org
Child Abuse and Neglect -- 2006
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23,181 reports of suspected child & student abuse
received, an increase of 327 reports from 2005
4,152 reports of suspected child and student abuse
were substantiated, 238 fewer than in 2005.
18 percent of reports of child abuse substantiated, one
percent less than in 2005.
Sexual abuse was involved in 59 percent of all
substantiated reports, down one percent from 2005.
www.dpw.state.pa.us
SCCA on Immigrant Children
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Special Immigrant Juvenile Status (SIJS) is
ONLY vehicle for most children to achieve visa
SCCA and HIAS collaborate on direct rep.
SCCA convenes Immigrant Children
Workgroup
2-year Equal Justice Fellowship ends 8/08
SCCA on Foster Care
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SCCA outcomes-based representation unique
in nation
Client Advisory Board advices SCCA on child
experiences
Court reform initiatives target improved
Dependency Court practice
Wm Penn Foundation supports leadership
work for court reform
SCCA on Aging-Out Youth
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SCCA participated in development & training
on O Court Protocol
[need some stats and info on aging out youth]
Wm Penn Foundation supports leadership
work for older youth
SCCA on Kinship Care
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Leadership since 1989
DHS funds Kids ‘n Kin Project collaboration
with PSSC
 appointments & child needs in Domestic
Relations custody cases … floodgate!
Increasing kinship issues in Dependency Court
SCCA on Children with Disabilities
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Medically Needy Children Project …
SCCA Golf Classic …
Physical and Emotional Well-Being
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90% were insured by Medicare and had adequate immunizations
and dental care
However, these children fell below national samples on every
measure of cognitive and social development
25-50% of those 2 years and older had behavioral problems v.
17% nationally
40% had social skills categorized as low v. 16% nationally
Over 50% of 11-17 had committed a delinquent act
Those children who had been sexually abused, were living in a
group home, or who were older than 7 were most at risk
www.nadacn.cornell.edu
Youth in the Juvenile Justice System
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Have substance abuse/dependency rates 2x that of the
general population
50-75% have a diagnosable mental health problem;
less than 1/3 have been diagnosed when incarcerated
4x the suicide rate of the general population
92% of young women report being emotionally,
physically, or mentally abused at some point in their
lives
www.promotementalhealth.org
Sources
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Annie E. Casey Foundation: Kids Count 2006
www.aecf.org
Child Abuse and Neglect State Profiles
www.firststar.org
Children of Immigrants: Facts and Figures May 2006
www.urban.org
Children of Immigrant Families
www.futureofchildren.org
Dependent Youth Aging Out of Foster Care in
Pennsylvania www.jlc.org
Sources
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DPW Child Abuse Report 2006 www.dpw.state.pa.us
Foster Care: Voices from the Inside
www.pewfostercare.org
Kinship Report: Assessing the Needs of Relative
Caregivers and the Children in their Care, 2003.
Casey Family Programs www.casey.org
National Survey of Child and Adolescent Well-Being,
Wave 1 www.ndacan.cornell.edu
National Data and Analysis System: Children of Color
in the Welfare System www.cwla.org
Sources
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Center for the Promotion of Mental Health in the
Juvenile Justice www.promotementalhealth.org
Smith, JM. “Foster Care Children with Disabilities”
Journal of Health and Social Policy: 2002
Sullivan, P.M. Knutson, J.F. “The Prevalence of
Disabilities and Maltreatment Among Runaway
Children” Child Abuse and Neglect: 2000.
Supporting Justice: A Report on the Pro Bono Work of
America’s Lawyers www.abanet.org
U.S. Census Bureau www.census.gov
Sources
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2005 Pennsylvania Youth Survey (PAYS)
www.pccd.state.pa.us
Report Card 2006: The Well-Being of Children
in Philadelphia www.philasafesound.org
Unfulfilled Promises: The Dimensions and
Characteristics of Philadelphia's Drop-out
Crisis, 2000-2005 (Philadelphia Youth Network
2006) www.pyninc.org
What is the SCCA Hedgehog?
The SCCA Hedgehog
Teaming dedicated and competent volunteer lawyers with experienced child
advocate social workers and staff attorney consultants to provide legal and social
work services to child victims of abuse and neglect through a “whole child”
representation model
Experienced child
advocate staff social
worker
Experienced
child
advocate
staff attorney
consultant
CHILD
Change the Story
Policy Work
Dedicated
and
competent
volunteer
lawyer
Brutal Facts and Recommendations
The Strategy
2008
2009
2010
2011
Direct Representation
Policy Work
Resource Engine
Out of Scope: Geographic Spread Strategies in which SCCA would replicate model.
2012
Brutal Facts of Direct Representation
Children: SCCA Appointments
Sources of SCCA Appointments
Private lawyers (approx. 100) appointed
new 3114 cases
Department of
Health and
Human Services
files 8700
dependent
petitions per year
Dependent Court
Operations
appoints Child
Advocacy Unit
(CAU) of Defender
Association
CAU conflicts out
of 3400 cases
SCCA appointed 250 new cases
Penn Legal Clinic appointed 23 new
cases.* When law semester ends, cases
move to SCCA
Juvenile Law Center appointed 3 cases
Criminal court/DA
prosecutes
unknown number
of caregivers for
crimes against
children
DA (or Judge)
determines
whether SCCA
should be
appointed (often
without SCCA
knowing it)
Domestic
Relations
Branch/PSSC
interacts with
approximately
10,000 children
Domestic
Relations Judge
Appoints SCCA
and PSSC refers
case
Walk-in/other
referral
SCCA initiates
dependency
proceedings
SCCA appointed 71 new cases
SCCA appointed 32 new cases
SCCA appointed 5 to 10 new cases
Brutal Fact #1:
There are 8700 new dependant cases in Philadelphia every year
Brutal Fact #2:
SCCA is appointed 250 new cases per year; 3114 dependent cases
are available to come to SCCA
Department of
Health and
Human Services
files 8700
dependent
petitions per year
Dependent Court
Operations
appoints Child
Advocacy Unit
(CAU) of Defender
Association
CAU conflicts out
of 3400 cases
Private lawyers (approx. 100) appointed
new 3114 cases
SCCA appointed 250 new cases
Penn Legal Clinic appointed 23 new
cases.* When law semester ends, cases
move to SCCA
Juvenile Law Center appointed 3 cases
Brutal Fact #3:
SCCA is virtually the only provider for crimes against
children cases in Philadelphia
SCCA is appointed 71 new cases per year and has no criminal case intake
Criminal cases are more difficult and SCCA has the least control, however
they fit the SCCA hedgehog and these children need SCCA badly
Criminal court/DA
prosecutes
unknown number
of caregivers for
crimes against
children
DA (or Judge)
determines
whether SCCA
should be
appointed (often
without SCCA
knowing it)
SCCA appointed 71 new cases
Brutal Fact #4:
In 2006/2007, SCCA served 40 domestic relations (PSSC)
children; cases which do not fit the SCCA hedgehog model
because they do not predominantly use SCCA social
workers; they do use SCCA staff and volunteer attorneys
Domestic
Relations
Branch/PSSC
interacts with
approximately
10,000 children
Domestic
Relations Judge
Appoints SCCA
and PSSC refers
case
SCCA appointed 32 new cases
Brutal Fact #5:
SCCA must raise approximately $2000 per child per year
or $1.6 million per year for current caseload of 800
SCCA spends:
$2400 per child per year ($1.6m)
Government pays:
$ 400 per child per year
Gap:
$2000 per child per year
Children: SCCA Caseload
Brutal Fact #6:
On average, SCCA manages a total of 800 cases. Each
year, 300 cases continue and 500 new cases are added.
300
Continue
+
500
New
800
SCCA Caseload by Ethnicity
Brutal Fact #7:
Philadelphia population is 44% African American but 68% of
SCCA cases. On a positive note, SCCA has improved
capturing ethnicity at intake.
Fiscal
Year
Clients by Ethnicity
2007
68% Afr-Amer;12% Cauc;13% Hispanic
2006
63% Afr-Amer;13% Cauc;13% Hispanic
2005
59% Afr-Amer;12% Cauc; 13% Hispanic
2004
59% Afr-Amer;13% Cauc; 10% Hispanic
2003
57% Afr-Amer;11% Cauc;11% Hispanic
2002
57% Afr-Amer;11% Cauc; 10% Hispanic
Staffing: SCCA Organization
Brutal Fact #8: 50% of SCCA staff are case handlers. Of
27 employees, 14 are and 13 are not case handlers
BOARD OF DIRECTORS
Executive Director
F Cervone
Assoc Dir
P Kupferschmidt
Network Mgr
B McHale
Accountant
X Chen
Front Desk Adm
M Browne
SW Suprvr
T Wright
SWs
AB Clarke
D Conner
C Palmer
S Smith
M Walley
D Wagner
OBH Project
A Modica
SW Suprv
(Vacant)
SWs
1. TBD
2. TBD
3. TBD
4. TBD
Mgng Attrny
M Gualtieri
Staff Attryns
C T-Dougherty
I J-Baptiste
B Kassel
R West
Intake/Vol Coord
J Schatz
Res/Eval
C Kenty
Dir Dev/PR
Maryann Hearn
DevDev
Officers
Officers
L Pangborn
L Pangborn
(Vacant)
(Vacant)
Dev Asst
L Watson
Dev Contractor
M Viggiano
Custodian
D Matkins
Case Handler
Non-Case Handler
Supports Case Handlers
Administrative Team
SCCA Roles and Responsibilities
Executive Director: CEO, with responsibility for fiscal, program, personnel, administration,
legal, contract and grant compliance, and external relations. Reports/liaisons/meets with BOD.
Perform other duties/projects related to mgmt of Child Advocates as required.
Managing Attorney: Responsible for legal mgmt of cases. Develop legal positions on key
issues in direct representation & appellate practice & oversee their implementation by
volunteers & staff. Sprv staff attorneys & consult with staff SWs. Conduct interviews, ee
performance reviews, training & new-hire orientation. Serve as liaison with outside agencies,
participating in committee work to improve the Philadelphia child welfare community. Assist the
agency in maintaining a national presence in the children’s rights arena. Serve as member of
the Admin Team.
SW Supervisor: Supervise Assist SW Sprvr and SW staff in their case mgmt & other activities.
Have a good working knowledge of the fundamentals of child welfare, legal system, community
resources and the ability to interface with such outside agencies, organizations, and legal
entities on behalf of staff and clients. Conduct interviews, ee performance reviews, training &
new-hire orientation. Serve as member of the Admin Team.
Staff Attorney: Provides direct legal representation, case management and other related legal
tasks to abused and neglected children in Court proceedings.
Case Handler
Non-Case Handler
Supports Case Handlers
SCCA Roles and Responsibilities
Assoc SW Supervisor: Reports to & assists SW Supervisor. Supervise 3 to 4 SW staff with
case mgmt & other activities. Good working knowledge of fundamentals of child welfare, legal
system, community resources & the ability to interface with outside agencies, organizations, &
legal entities on behalf of staff/clients. Conduct intrvs, ee performance reviews, trng & new-hire
orientation. Participate with the admin team as requested.
Social Worker: To provide direct service as a team member with volunteer attorneys to
represent children in dependency and criminal court proceedings and agency policies.
OBH Project: Serve as Project Director for the Outcomes in Behavioral Health Project.
Develop & present curriculum increasing awareness of the need for & content of treatment
programs that address child victimization, trauma & recovery, & ways to improve & facilitate
interagency planning personnel cooperation. Work with & assist SW Supervisor in supervision
of staff Child Advocate SWs, with emphasis on access to behavioral health services for client
children. Good working knowledge of the fundamentals of child welfare, legal system,
community resources & ability to interface with outside agencies, organizations, & legal entities
Dir, Development/PR: Responsible for strategy & implementation of the agency’s
development & PR efforts, incldg major gifts, corporate & foundation appeals, special events,
planned giving, & direct mail. The Director supervises the agency’s Dev staff & is the key
contact for BOD & Dev Committee members on matters related to development.
Case Handler
Non-Case Handler
Supports Case Handlers
SCCA Roles and Responsibilities
Development Officer: Fundraising with an emphasis on meeting revenue goals and building
significant unrestricted funding from corporate and law firm sources, including contributions
and sponsorships, corporate employee committee-directed contributions and SCCA events.
This position provides a full-range of support svcs associated with SCCA’s Corporate/Law Firm
portfolio to the Director of Development and the Dev Team.
Development Asst: Provide support services to the Development Director & Dev Team as
needed, incldg: entering gifts into RE db, generation of reports and thank you letters from RE,
management of mass mailings to constituencies, preparation of documents and reports for
Board and Com Mtgs, maintenance of Foundation and Corp files, maintenance of materials
needed for proposals, preparation of correspondence to foundations and other donors.
Network Manager: Daily operation of a local area network comprised of 6 servers - Domain
Controller, Alternate Domain controller, SQL Server, Exchange server, Exchange front end,
Novell Server (Novell and NT) and 38 workstations. System hardware maintenance and
monitoring, including implementing and monitoring network policies / procedures, initial and
ongoing diagnostics, parts ordering and machine repair. Long term planning for both software
and hardware. Administration and maintenance coordination of in-house telephone system.
Accountant: Monitor and input data relevant to cash receipts, cash disbursements and payroll
to generate monthly financial statements. Tracking of employee time-off schedules, benefits,
medical, life and disability insurance policies.
Case Handler
Non-Case Handler
Supports Case Handlers
SCCA Roles and Responsibilities
Front Desk Admin: Provide a full range of secretarial and information management support
functions for the Agency.
Custodian: Provide a full range of in-depth cleaning services to SCCA office building.
Assoc Director: Manage admin office Ops, communications, HR, bldg mgmt, and resource
mgmt/allocation. Provide guidance, decision-making support & supervision to mgmt team
w/regard to, resources, finances, etc. Manage staff mtgs/admin team mtgs. Act on behalf of the
Exe Dir as required. Serve on Ad Hoc BOD Committees.
Volunteer Coord & Intake Attorney: Maintain cadre of trained volunteer attorneys and
paralegals sufficient to serve the client children of the agency. Serve as agency person with
primary responsibility for recruiting, training and supporting volunteers. Receive and process
all new cases. Assign cases to staff member/volunteer attorney team. Serve as member of
the Admin Team.
Dir, Research & Evaluation: Combination of research, data management and general admin.
Conduct program evaluations of discreet projects and prepare results. Assist staff in computer
learning & designing client info data systems. Generate client & volunteer attorney data for
agency reports & proposals. Assist the development staff in database work. Serve as member
of the Admin Team.
Case Handler
Non-Case Handler
Supports Case Handlers
Staffing: SCCA Case Handling
Brutal Fact #9: SCCA doubled the number of new cases in
2007 vs. 2002…
Cases Opened In
Total Clients
Total
FY07
796
381
FY06
623
235
FY05
652
176
FY04
691
214
FY03
715
232
FY02
685
197
Brutal Fact #9a: …without increasing case handling staff
Fiscal
Year
Total
Caseload
Social
Worker
FTE
Staff
Attorney
FTE
Entire
Staff FTE
2007
796
7
4.6
21.5
2006
623
5.75
5.25
21.5
2005
652
7.5
5.3
23
2004
691
7.25
5.25
24.25
2003
715
8
5.5
24.25
2002
685
8
5
22.75
Staffing: Social Workers, Staff
Attorneys and Volunteer Attorneys
Activity Tracking Study:
April to June 2007
Calculation Method

Counted court hearings, home visits, agency meetings, case openings
and closings

Estimated and added up, via Time Estimate Key, each counted activity

Added in
Scheduled SCCA administrative block
 Staff attorney block, combination of scheduled and estimated for
attorneys only
Calculated
 Total scheduled time
 Total remaining unscheduled time/client for all other case and agency
activities
Assembled information from “Schedule” emails sent by staff, plus Next Court Date
calendar. Significant tendency to undercount.


•
Educated Guess based upon
Time Estimate Key





4.0 hours: Dependency Court, including paperwork
2.5 hours: Home visit
3.5 hours: Per family on opening a case, including meeting with
volunteer attorney
3.5 hours: Per family, closing a case
All the other case and SCCA activities (unscheduled)
 Acquiring records
 Training and consulting with volunteers
 Developing relationship with clients outside of court or home
visits
 Reacting to emergencies
 Ensuring that health, educational, safety needs are met
 Paperwork and filing
 Peer support, etc……..
To determine what Social Worker caseload
should be it is necessary to decide what
amount of unscheduled time is required to
accomplish the unscheduled
block of activities.
Brutal Fact #10: Social Workers were left with 32 minutes
per child per month for the whole range of unscheduled
activities.
Average
Social
Worker
case-load
88
children
F=40
Available
hours in 4
months
630
Scheduled
activities
used
448 hours
Average remaining for
all untimed activities
182 hours
2.8 hours per 32 minutes per child
family per
per month
month
Range: 18-53 m
Brutal Fact #11: Staff attorneys were left with 43 minutes
per child per month for the whole range of unscheduled
activities*
Average
staff
attorney
caseload
41 children
F=19
Available
hours in 4
months
630
Scheduled
activities
used
452 hours
Avg. remaining for all
untimed activities
178 hours
64 minutes per child per
month
43 minutes per child per
month*
Range: 34-188 mintues
*Removing one new law fellow from the average leaves staff attorneys 43 vs. 64
Brutal Fact #12: allowing 1.5 hours per child per month
for unscheduled activities
Standard
Social
Worker
caseload
Actual
cases
Unscheduled
at 1.5 hours
per child per
month
Scheduled
2.8 hours per
family per
month
Required
overtime
If 53
56 F=26
84 hrs
72.8 hrs
0
If 60
63 F=29
94.5 hrs
81.2 hrs
18.2 hrs
If 65
68 F=31
102 hrs
86.8 hrs
31.3 hrs
If 70
73 F=34
109.5
95.2
47.2
Brutal Fact #12a: allowing 2 hours per child per month for
unscheduled activities
Standard
Social
Worker
caseload
Actual
cases
Unschedule
Scheduled
d at 2 hours 2.8 hours per
per child
family per
per month
month
Required
overtime
If 53
56 F=26
112 hrs
72.8 hrs
27.3 hrs
If 60
63 F=29
126 hrs
81.2 hrs
49.7 hrs
If 65
68 F=31
136 hrs
86.8 hrs
65.3 hrs
If 70
73 F=34
146 hrs
95.2 hrs
83.7 hrs
Brutal Fact #12b: allowing 2.5 hours per client per month
for unscheduled activities
Standard
Social
Worker
caseload
Actual
cases
Unschedule
d at 2.5
hours per
child per
month
Scheduled
2.8 hours
per family
per month
Required
overtime
If 53
56 F=26
140 hrs
72.8 hrs
55.3 hrs
If 60
63 F=29
157.5 hrs
81.2 hrs
81.2 hrs
If 65
68 F=31
170 hrs
86.8 hrs
99.3 hrs
Brutal Fact #13: SCCA target for hedgehog is 50
children per social worker; 25 per staff attorney (50% of
social worker caseload)*
Total
Social
Worker
Staff
Attorney
796
113
173
Volunteer
Attorney
Total Staff
37
* As of January 2008, on average target is 65 children per
social worker
Brutal Fact #14: Social Worker caseload has been well
above hedgehog target of 50 children

Target is 70 children per social worker which will be achieved by
December 31, 2007 through:
–
–

Protocols established in June forced case closings immediately after
court closing, which increased pressure of new case openings.
Impact of case openings and closings on workload not yet
considered.
In 2007, SCCA opened 146 more new cases than in 2006. Within
4 months of June start,
–
–
Each social worker served an average of 88 children/40 families
One social worker served 101 cases
Brutal Fact #15:
Child Advocates relies on volunteer attorneys to provide
legal representation to its clients.




Child Advocates has trained over 3000 attorneys.
Each FY, Child Advocates has approximately 340 volunteer
attorneys with child clients.
Volunteer attorneys spend 2 – 10 hours per month Child
Advocates’ cases.
Each case lasts 2 – 3 years on average.
Brutal Fact #16:
Volunteer recruitment, training and nurturing is
a full time endeavor.
Recruit
Train
Nurture
Through
Case
Retain for
New Case
Brutal Fact #17:
Volunteer attorneys do not always consider their pro bono
cases priorities and Staff Attorneys are often called upon
to cover cases in court when volunteers are not available.



This is evidenced by attorneys not attending court hearings, home
visits, Family Service Plan meetings and the like.
Child Advocates Staff Attorneys cover for volunteer attorneys in
10% of all court hearings.
During a five month period in 2007, Staff Attorneys covered 64 of
637 hearings.
Brutal Fact #18:
The collaboration between volunteers attorneys and staff
social workers can be difficult because of status
differential and perceived ownership of cases.
•
•
More training is need for social workers to work with attorneys and
volunteers.
Some attorneys are hierarchical and treat social workers as their
assistants rather than as team members.
Brutal Fact #19: Volunteer attorneys need regular and
ongoing training and Child Advocates has no mechanism
and no dedicated staff for ongoing training and on-going
training is not a priority for volunteer attorneys.
•
•
•
•
Volunteers need periodic updates on the law,
procedural changes and service innovations.
Trainings require enormous effort to organize,
advertise, coordinate and evaluate.
Child Advocates offers advanced trainings for volunteer
attorneys throughout the year and very few attend.
Volunteer attorneys do not primarily practice in this
area of law. They are already giving up billable time for
our cases. Ongoing training takes a backseat to other
priorities.
Recommendations
1.
2.
Confirm the proposed SCCA hedgehog
Direct Representation
•
Reduce the social worker caseload from 80 to 50



•
•
•
2007/2008: 80 to 70
2008/2009: 70 to 60
2009/2010: 60 to 50
Change the staff attorney role and ensure caseload is 8 to 10 per;
latter to make sure ‘stay current’.
Hire spanish speaking social workers to support spanish speaking
families/children as clients
Improve volunteer model (recruit, train, nurture, retain) by



Allocating 1 FTE to role
Formalizing case opening meeting to be scheduled by social worker
Enhancing regular and on-going communications, e.g., e-newsletter
Improve intake process
Brutal Facts of Policy
Brutal Fact #1: Child Abuse and
Neglect in Pennsylvania

31 children died from abuse - nine fewer than
in 2005
–


90% of child deaths age 5 and under
400 (ten percent) substantiated reports
involved children who had been abused before.
2,673 (64 percent) substantiated reports
involved girls, 1,479 (36 percent) substantiated
reports involved boys.
www.dpw.state.pa.us
Brutal Fact #1a: Child Abuse and
Neglect in Pennsylvania

63% of substantiated injuries were the result
of sexual abuse
–

1,904 (78 percent) sexually abused children
were girls, 526 (22 percent) sexually abused
children were boys.
13 of the 31 fatalities were the result of
physical neglect; 9 of these deaths resulted
from a lack of supervision
–
Nationwide, physical neglect is the reason
59.9% of children in foster care enter the
system
Brutal Fact #2:



As agreed during the 2000 Long-Range Plan,
the SCCA has focused on policy. That said, a
resource plan was not created so the SCCA
has no dedicated policy resources.
Policy work is incremental to 100% allocated
time by the Executive Director and Managing
Attorney; each spend 25% of their time.
No Board involvement or support
Brutal Fact #3:


The SCCA does not have a criteria for
selecting and becoming involved in policy
initiatives.
The SCCA has a long list of policy
initiatives that need to be mapped against a
set of criteria.
Recommendations
1.
Agree criteria that supports “change the story”
hedgehog for direct representation
2.
Develop and fund resourcing plan including both
staff and Board
Brutal Facts of the SCCA
Resource Engine
What best drives our economic
or resource engine?


Today we would like to identify a few key drivers for SCCA that we
want to keep measuring. These “metrics” will give us a
snapshot of how our business is doing.
Over the next two to three years, SCCA can pay attention to
these metrics to see how we are performing against our plan.
Brutal Fact #1:
Contributed services represent 65 percent
of SCCA’s budget.
Total Revenue
Without Services:
$2,476,033
35%
Total Contributed
Services:
$4,506,613
65%
Volunteers drive the SCCA resource engine.
Brutal Fact #2: Over time, cost per child has been
increasing.
$3,500
2,772
$3,000
2,996
2,964
$2,500
$2,000
2,627
1,893
1,639
1,633
$1,500
2,321
1,848
1,678
1,459
$1,000
$500
$0
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
Why has cost per child increased?
FY
2006
FY
2007
A number of internal and external
forces affect SCCA’s cost per child.

Cases have become more difficult and more complex.

Volunteer attorneys have gotten busier at their law firms, and as a
result it takes more volunteers to manage SCCA’s caseload. The
increased number of volunteers has made volunteer management
more difficult.
SCCA’s expectations have increased as a result of implementing
“whole child representation.”


An expanded fundraising effort has been needed to keep up with
SCCA’s growth.
What are the implications of the
increased cost per child?
If we extrapolate the data*, SCAA’s cost per child will be $2,962 per
child in five years. This will put the budget at $2.4 million (an increase
of approximately $525,000) to serve the same number of children
served today.
*Data extrapolated at 5 percent increase per year which is the ten-year average.
Long Range Plan Cost
December 18, 2007
Salary & Benefits
4 SW's & 1 Paralegal/Admin Position
321,163
Communications
Website development
Website maintenance
Bar Run website development
E-newsletter template
55,600
3,000
1,300
16,000
Technology
Phone system
Cell phones
Security
Computer network system upgrade
Computer workstation upgrade
RE cleanup
New client management database/system
Grand Total
25,000
1,000
14,000
50,000
50,000
10,000
20,000
567,063
--- 42,000
--- 6,000
Total Additional Costs
Increased operating expenses
(cost per child)
$525,000
Cost of recommendations
contained in plan
$567,063
Total Additional Costs projected
2008-2012
$1,092,063
Brutal Fact #3: Most of SCCA’s budget is achieved
through zero-based fundraising every year.
-3.8K
2,500,000
-2.5K
7.6K
17.6K
35.4K
8.8K
15.7K
3.7K
376.5K
2,000,000
15.3K
402.5K
447.6K
460.7K
27.8K
11.3K
3.8K
285.2K
540K
522.9K
441.3K
649.4K
1,500,000
401.5K
1,000,000
1.1M
1.22M
302K
387.1K
897K
807.8K
674.1K
729K
500,000
254.8K
56.6K
0
FY2002
FY2003
286.8K
52K
FY2004
83.5K
55K
151K
65K
FY2005
FY2006
174.7K
63K
425.1K
126K
FY2007
Bar Foundation & IOLTA
Corporations (incl. law firms)
Foundations
Government
Direct Giving
Interest and Investment gain (loss)
Other
SCCA Direct Giving has Grown
Steadily
SCCA Direct Giv ing 2003-2007
6 0 0 ,0 0 0
5 2 2 ,8 9 6
5 0 0 ,0 0 0
4 0 1 ,4 4 7
Direct
4 0 0 ,0 0 0
3 0 0 ,0 0 0
3 8 7 ,1 0 8
3 0 1 ,9 6 9
2 8 5 ,1 8 9
S eries 1
2 0 0 ,0 0 0
1 0 0 ,0 0 0
0
S eries 1
1
2 8 5 ,1 8 9
2
3 0 1 ,9 6 9
3
4 0 1 ,4 4 7
Fiscal Year
4
3 8 7 ,1 0 8
5
5 2 2 ,8 9 6
SCCA has been highly successful in raising money
through special events, and net proceeds have
consistently increased.
$700,000.00
$261.K
$600,000.00
$217K
$500,000.00
$155.2K
$400,000.00
$300,000.00
$344.7K
$262.K
$70.9K
$64.5K
$200,000.00
$192.8K
$100,000.00
$83.7K
$98.4K
$87.4K
$112.7K
$97.3K
$0.00
ABR
Bar
2005
ABR
Bar
Golf
ABR
2006
Gross Income
$70.3K
$50.6K
Bar
2007
Net Income
Golf
$127.8K
SCCA Special-Event Margins
Margin:
.76
$700,000.00
Margin:
.87
Margin:
.80
$600,000.00
$500,000.00
Margin:
.74
$400,000.00
Margin:
.72
Margin:
.52
Margin:
.74
Margin:
.55
$300,000.00
$200,000.00
$100,000.00
$0.00
ABR
Bar
2005
ABR
Bar
Golf
ABR
2006
Gross Income
Net Income
Bar
2007
Golf
Brutal Fact #4: Special events are the least efficient
method of fundraising.



According to a recent report by Charity Navigator, the nation’s
largest charity evaluator, special events are far less efficient than
other forms of fundraising.
Taking into consideration staff and volunteer time, marketing, and
other costs, organizations spend on average $1.33 to raise $1.00
in contributions at special events, versus $0.15 to raise a dollar
otherwise.
The “margin” on SCAA events is very high, but this does not take
staff and volunteer time into account.
The question is: Does SCCA have
other sources of revenue that can
still grow substantially?
Brutal Fact #5: SCCA has not consistently tracked
individual giving from its volunteer attorneys as a
separate donor population.




SCCA has 1,820 volunteer lawyers; approximately 20 percent (or
340) are active each year.
Between 12 to 13 percent of total volunteers made a donation in
2006-2007.
These 231 donors gave $180,817, an average gift of $440.
As a contrast, good alumni participation rates for colleges and
universities range from 25 to 66 percent.
If 66% of SCCA’s 1,820 volunteer lawyer “alums” gave an
average gift of $440, they would contribute $528,000 annually.
Brutal Fact #6: Board giving was 17% of total
individual giving in 2007.
Board giving last year reached 87% participation, with 28 of
31 members contributing last year. These individuals gave a
total of $70,742. (This includes all special-event giving.)

Average gift: $2,500
$100,000
$90,000
$90,958
$80,000
$70,000
$70,742
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
$45,920
Brutal Fact #7: SCCA must first commit to grow and
STABILIZE its financial resources before it can consider
growing direct services to children.
Recommendations
1.
2.
Initially, SCCA needs to develop a strong annual fund which is a
source of renewable contributions, led by its board.
Ultimately, SCCA needs to create an endowment to fund
operations, which would provide the benefit of reliable annual
funding.
Resource Engine Back Up
New Hire Cost Breakdown
Salary: allocation of 24% of annual salary for FY08
Social Worker
Social Worker
Social Worker
Social Worker
Paralegal/Admin
Total Personnel
$
$
$
$
$
$
41,097
41,097
41,097
41,097
30,000
194,388
Health Insurance/LTD/STD/Life/401-K: 23% allocation of actual costs
Social Worker
Social Worker
Social Worker
Social Worker
Paralegal/Admin
Total Benefits
$
$
$
$
$
$
10,021
10,021
10,021
10,021
2,442
42,526
New Hire Cost Breakdown
December 18, 2007
FICA: pro rata allocation of actual costs = 7.65%
Social Worker
Social Worker
Social Worker
Social Worker
Paralegal/Admin
Total Benefits
$
$
$
$
$
$
3,144
3,144
3,144
3,144
2,295
14,871
UC/WC: pro rata allocation of actual costs
Social Worker
Social Worker
Social Worker
Social Worker
Paralegal/Admin
Total Benefits
$
$
$
$
$
$
545
545
545
545
318
2,498
SUPPLIES AND OTHER OPERATING EXPENSES
allocation of total agency overhead expenses including, i.e., business insurance, accounting, printing, travel, utilities, etc.
14.62%
TOTAL COSTS
$
66,880
$
321,163
Summary of Recommendations
and Implications
Recommendations
1.
2.
The SCCA hedgehog
Direct Representation
•
Reduce the social worker caseload from 80 to 50



•
•
•
Change the staff attorney role and ensure caseload is 8 to 10 per; latter to make sure ‘stay current’.
Hire spanish speaking social workers to support spanish speaking families/children as clients
Improve volunteer model (recruit, train, nurture, retain) by



3.
•
Agree criteria that supports “change the story” hedgehog for direct representation
Develop and fund resourcing plan including both staff and Board
Resource Engine
•
•
5.
Allocating 1 FTE to role
Formalizing case opening meeting to be scheduled by social worker
Enhancing regular and on-going communications, e.g., e-newsletter Improve intake process
Policy
•
4.
2007/2008: 80 to 70
2008/2009: 70 to 60
2009/2010: 60 to 50
Initially, SCCA needs to develop a strong annual fund which is a source of renewable contributions,
led by its board.
Ultimately, SCCA needs to create an endowment to fund operations, which would provide the
benefit of reliable annual funding.
Build infrastructure, over the first 1 to 2 years of the planning period, for direct
representation and policy
SCCA Infrastructure
Brutal Fact : Voice communications are outdated and
do not enhance productivity
Technology
Infrastructure
Phone
System
Service
Provider
Phone
System
Phone
Admin
Cell
Phones
Current Status
•Current ISP contract is for 1 year nopenalty for cancellation with competitive
monthly fee
•Flexible T-1 line and a few backup pots
lines
Recommendations
Immediate Need
Fortify Need
• Determine
if current internet
speed is sufficient
•20 + yr old - out of date & no tech
•Need new phone system either
support available
PBX (standard) or VOI (Voice over
•Periodic outages due to old age of
internet) system
system
•Very difficult to program features
•Administration of out dated system is
time consuming
•No more hand sets available
•Wireless router for visitor
access to internet
•Email notification of voice
mail
•State-of-the-art VOI system –
integrated voice & data system
that is reliable & cost efficient to
maintain - timeline 1 year
•Cisco powered switches
integrated for phone and
internet-data service providing
unlimited local/long distance
and high speed internet, etc.
•Receptionist handles every phone call
with live voice
•Staff have to check voice email versus
having immediate notification from a VOI
system link to their cell phone
•Automated phone answering
system
•Efficient system to process calls
•Fax transmission training from
individual desktop
•Increase in ee
productivity
•Hosted phone system
•No cell phone provided or
reimbursement for staff use
•Options
•Options
Brutal Facts of Infrastructure

















Case Management Software
Admin Support
Business Case for staff productivity
Lack of adequate case management software and no integration of current system software
No system software backup (currently only data backup for SQL server – fundraising & financial db, Word
processing & email traffic)
Nonexistent or poor remote access to SCCA data
Lack of access to fulltime IT consultant support services
Lack of desk top fax capability
No building security system (currently no burglar, fire, HVAC system monitoring and no video recording camera at
door locations)
Key entry only to building (no proximity readers, intercom system or electronic door release)
Repair basement foundation leaks
We are almost at the limit of staff space; increase in staff would require reconfiguring open spaces or basement;
insufficient space for files and few if any wall shelves
No office safe to secure $ or valuables nor can staff lock up purses or wallets (valuables in their office)
No bathroom facilities on the conference center level
Interior of building needs to be repainted
Cherry Street sidewalk needs to be repaired
Homeless people sleep on the front porch
STRATEGIC PLAN
Infrastructure: Technology / Technical Support Analysis
Technology
Infrastructure
Current Status
Immediate Need
Fortify Need
•In house Network Manager Bill McHale
•T Federwitz / NPower - IT consultants
•Computer/software training - NPower
•Technology & Facilities committee •Access to full-time
consultant support services
•Flexible T-1 line 768K minimum to a
maximum of 1g bandwidth
•Increase bandwidth
•6 servers - Domain Controller, Alternate
Domain controller, SQL Server,
Exchange server, Exchange front end,
Novell Server with 4-batterys for power
backup in case of power loss
Workstations
•27 for ee’s, 11 for students/volunteers
•CPUs are mix of Pentium 333 Mhz
Pentium II - 2.20 GHZ Pentium IV
•3 laptops
•Upgrade server farm
•Upgrade servers / or use
•Each server needs its own battery new server technology
power backup
platform
•Network disaster plan
• Fortify battery backup
•Upgrade data back-up system
• Hosted data back-up
system & network disaster
plan
•standardized 19” flat screen
•Upgrade to 20” monitors
monitors
•Laptops for case handlers
•Data transfer utility / flash drives •Upgrade all workstations
with standardized platform
Network
Switches
•Upgrade to an all switch environment
for faster internet access – timeline 6
months
•Upgrade switches for fast switch
interconnection from current 100
to 1000 mps
Technical
Support
Computer
Network
Network
Servers
•Maximize bandwidth
•Cisco powered switches that
are integrated for phone and
internet-data service –
STRATEGIC PLAN
Infrastructure: Technology / Technical Support Analysis
Technology
Infrastructure
Peripherals
- Printers /
Copiers
Software &
Licensing
Operating
System
Current Status
•1 copier with color capabilities
•1 Pitney Bowes envelope printer
•2 HP Laser Jet printers and 8
workstations have 6 HP ink jet printers
•2 Savin network copiers- printersscanners-outgoing fax
•1 Dedicated in coming fax machineprinter
•1 LCD projector
•Server licensing
-4 Windows ‘03 license users ct 45
-1 Windows 2000 license users ct 35
-1 Novel 3.11 license with user ct 100
-2 MS exchange license user ct 35
•Workstation
-10 XP operation systems
-1 Windows NT
-1 Windows 98
-2 Windows Office 2000
•Office 2000 Proffessional
Application
Immediate Need
•Ceiling mounted LCD with
automatic wall screen in basement
conference room
•Upgrade all software and
licensing Copy count match # of
users
•Upgrade back-up software
•Upgrade to Office 2003 Prof.
•Upgrade to Outlook 2003
Fortify Need
•Multimedia center for
basement conference room
•Specialized printers for
special labels
•Software & Upgrades
-Server ghosting software
-Workstation ghosting
software
-Project manager software
-Photo Shop software
-Visio software
-PDF file converter
-Smart phone
•Upgrade to Office 2006 Prof.
STRATEGIC PLAN
Infrastructure: Technology / Technical Support Analysis
Technology
Infrastructure
Development
HR & Fiscal
Case
Management
System
Current Status
Immediate Need
Fortify Need
•Raiser’s Edge db 7
•No project management software
available for Development team use
•Clean up RE db address
validation & codes
•Project management software
•PM software to track timelines
for grant proposals & events
•No HR management software
•ADP payroll processing
•Blackbaud Financial Edge
•HR management software to
•Standardize PTO policy to
track ee information
utilize ADP benefits tracking
•Utilize Blackbaud budget software
instead of integrated spreadsheets
•Dev software, RE is currently used for •Integrated client and volunteer
tracking Client/volunteer attorney data attorney data into a case
•MS Word is used for tracking client
management system outside of
paper work and data (Caseload
RE
•Stand alone case management
Directory system)
software
•Purchase custom stand alone
case management software –
timeline 1.5 years
STRATEGIC PLAN
Infrastructure: Technology / Technical Support Analysis
Technology
Infrastructure
Building
Security
System
Front &
Back
Doors
HVAC Link
Current Status
Immediate Need
Fortify Need
•No burglar or fire alarm system
•Burglar and fire alarm
•IP cameras and external PC
internet access of security
system
•Key entry only (no intercom or
electronic door release)
•Door bell detectible on 1st floor only
(receptionist/1st flr staff have to open
door to let ee’s into building)
•Intercom & electric door strikes door release controller from
reception desk for front and back
doors
Proximity card access
system
IP cameras (at front/back
doors and driveway)
•No ability to monitor HVAC system for
high/low water temperature problems
•Monitoring of HVAC system so
HVAC vendor and facilities staff
can be notified of a problem
•HVAC Link to security
access panel to transmit
high/low water temperature in
system
Critical Issues
1.
2.
3.
4.
5.
Retention of and Succession Plan for Executive Director
Retention and Productivity of SCCA Social Workers and Staff Attorneys
Attraction, retention and training of Volunteer Attorneys
Fund-raising resulting in $1.7m per year plus lump sum improvements
Focused Board/Staff alignment to Long-Range Plan and prioritization of
tactics, milestones and timing (minimize scope creep)
Strategy Cascade … Objectives,
Measures, Tactics with
Milestones and Timing
Sample
Strategy
1a. Direct Service
Objectives/Measures


3. Policy Work

Tactics
Improve ratio of social worker
to child
Improve volunteer attorney
performance
4 Social Workers
Admin Support
Paralegal Support
Change policy in x areas that
directly impact SCCA
children/clients
1 Policy Director
Admin Support
Milestones/
Timing
Next Steps
Area
Stakeholder Support
Actions


Owner(s)
Communicate draft long-range
plan to Committee Chairs
And in so doing, request
objectives (what) and strategies
(how) with milestones and timing
for January 12 meeting
Committees:
• Board Management – Bylaw Review (K Jaffari)
• Human Resources (B Reeves, D Fickler)
• Branding/Communications/PR(B Lev, S McGinley, S Krensel)
• Development (A Broad, A Stover)
• Child Policy (J Felix Colton)
• Volunteers (B Stassen)
Timing
Board – SCCA Board and Staff
Productivity is essential



As workload has been taken off of Frank’s plate, Board Members
are going directly to staff.
Board needs to back off of direct involvement and supervision
while SCCA Directors need to take a more pro-active role.
What decisions does Board need to make?
Staff ------------ Board
Strategy
Advisory
Project Support
Operations