BOARD of DIRECTORS MEETING: Monday November 5, 2012, 8Am

BOARD OF DIRECTORS MEETING: Monday November 5, 2012, 8am

A G E N D A

7:45a Staff & Board Meet & Greet

8:00a Call to Order and Welcome Bruce Herron Guests: Dr. Jacquelyn McCroskey and James Simon, USC School of Social Work, Jeremy Davies/ Chair-Corporate Initiative, Robert Smith/Chair-Communications, Ruby Wood/Counsel for CASA, AJ Safavi, Morgan Stanley/prospective board member, Richard Van Horn/Mental Health America, Judge Michael Nash, Judge Margaret Henry Staff: Charissa Gonzalez/events manager Volunteers: Harriet Zaretsky

8:05a Consent Agenda Jean Youngquist Board Minutes for July 9, 2012 Board Minutes for September 15, 2012 Financial Policies and Procedures

8:10a A CASA Story and Volunteer Voice Harriet Zaretsky

8:15a Measuring CASA Impact Dr. Jacquelyn McCroskey Initial Case Assessment Survey Results James Simon

8:45a Finance Committee Update Ralph Walter FY2012 Year-end pre-audit financials FY2013 YTD Performance, Q1 Cash Flow Forecast

9:00a Governance Committee Anneli Stone Board Structure and Development Nomination of AJ Safavi

9:15a Development Plans for FY2013 Bill Jones Appeal Campaign Plan (Bill Jones) Foundation Report (Bill Jones) Gala Committee Report and Assignments (Jim Rishwain, Paul Deitch) Major Donor Initiative (Roger Ridlehoover) CASA Engagement Initiative (Bruce Herron) Communications Update (Robert Smith) Vision/Mission (Lori Kozak)

9:30a Executive Director Report Dilys Garcia Progress Report from Executive Director

9:45a President’s Remarks Bruce Herron

RECOGNITION

Cristine Reynaert & Counsel for CASA for Justice Jog Results

Staffer Linda Jones for Family Team at Justice Jog

CASA Harriet Zaretsky for Dillon Henry Team at Justice Jog

Dr. Anissa McNeil for Oct 6 Community Outreach Event

CASA Nancy Paul for Oct 7 Hillcrest Country Club Friend Raiser

Dr. Jacquelyn McCroskey and James Simon for contribution to CASA Impact Measurement

10:00a Announcements and Adjournment Bruce Herron Page 3 of 81

CONSENT AGENDA

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BOARD OF DIRECTORS MEETING: Monday, July 9, 2012 8:00am CASA of Los Angeles Conference Room

Minutes

Members Present: Bruce Herron, Ralph Walter, Jean Youngquist, Paul Deitch, Deborah Greaves, Lynn James, Dan Nabel, Ray Randall, Jim Rishwain Via Phone: Frank Addante, Daniel Silva, Anneli Stone

Guests: Jeremy Davies, Ruby Wood, Rosemary Hutton

Members Absent: Roger Ridlehoover, Jeff Biederman, Anissa McNeil, Cristine Reynaert, Jacqueline Dolan, Julie Elginer

Staff Present: Dilys Tosteson Garcia, Kurt Swanson, Lynne Gabriel, Monique Stevens, Tania Williams, Rosalee Villalobos

Call to Order and Welcome, Bruce Herron The meeting was called to order at 8:00 am by Bruce Herron. New staff members welcomed included Rosalee Villalobos as Program Director and Susan Bowers as Development Consultant.

CASA Story Dilys introduced CASA Volunteer, Rosemary Hutton, who shared her experience with her two cases. Rosemary discussed her opinion on the need for peer relationships among CASAs.

Staff Recognition On behalf of the Board, Dilys recognized Volunteer Services Director, Lynne Gabriel and Volunteer Services Outreach Manager, Louise Bieschke for implementing after hours and offsite locations for volunteer training. Operations Director, Kurt Swanson was recognized for successfully transitioning CASA from the court phone system. Assistant Program Director, Monique Stevens was also recognized for leading CASA to serve 632 children – a 10% increase – during her time as Interim Program Director.

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Consent Agenda: Approval of the Minutes

Following a discussion regarding cash flow analysis, it was agreed that by the end of August the analysis will be available and distributed prior to the September board retreat.

The minutes were approved subject to the egregious amendment that Ralph Walter is singular. It is duly noted that two previous Ralph Walters are deceased.

Finance Committee, Ralph Walter

1. There is $600,000 in the bank equal to 3 months of cash available. 2. The fiscal year closed with a $200,000 surplus. 3. About $400,000 will be needed in the first quarter. $125,000 will come from federal grants. 4. First quarter cash flow assumes that board contributions are front-ended and will need to be received by September 30, 2012. 5. In January, CASA will receive a $150,000 grant from Parsons. 6. After negotiations, it has been determined that the same audit firm as last year, Lodgen, Lacher, Golditch, Sardi, Saunders & Howard LLP.

Governance Committee, Anneli Stone

1. Board retreat will be held on September 15, 2012 from 8:30am – 5pm. Location to be determined. Please block out full day for retreat. 2. Anneli is continuing to search for a location. Please call her with any suggestions or ideas. 3. There were 3 prospective board members identified - Lori Kozak, Ben Gipson and Ed Nahmias. 4. The bylaws allow for 25 board members. The 7 new board members CASA is seeking are tied into the board contributions in the budget. 5. There was an appeal for board members to join the Governance Committee which currently consists of Anneli Stone, Bruce Herron, Ralph Walter and Lynn James.

Development Committee, Roger Ridlehoover

1. Dilys reviewed 12 month calendar layout which reflects CASA fundraising aspirations. 2. Jim reported that the Gala location has been determined. Several dates are being considered. CASA is still looking for honorees for the Gala.

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3. Jim made an appeal for every board members help. There will be a lot to do to ensure the Gala’s success and every board members’ participation will be needed. 4. Paul Deitch presented our capacity and concluded that each board member must achieve on average $30,000. The role of the board is key to the success of the Gala Event. 5. Paul explained his Gala Prospect List spreadsheet which will allow board members to create a list of prospects to approach for the Gala. At this time, these prospects will not be approached and will not be added to any CASA databases. We will review where there are duplicates and put together teams to synthesize efforts. 6. Paul presented fundraising information about competing organizations. 7. Jeremy Davies requested creating a one-pager for differentiating CASA from competing organizations. 8. Susan Bowers began her presentation with the quote “Be ye not afraid”. She assured board members that CASA is in a good place and is capable of reaching its goal. 9. Susan framed the parameters of a major gift campaign with major gifts being defined as gifts greater than $10,000. 10. Susan’s outline of securing individual gifts and timeline were included in the board packet. 11. Dan Nabel reported on the Counsel for CASA Mixer. There are currently greater than 60 attendees RSVP’d. Judge Nash will be speaking at 6:30pm. About 10 – 15 CASA’s will be in attendance. There will be a donation table setup at the event. 12. Ruby Wood reported on the Justice Jog which will take place on September 30th at the Century City Mall. GLA ALA amended their bylaws to honor CASA for the 2nd year. There will also be signup available at tomorrow’s Counsel for CASA Mixer. Last year there were 500 participants and 100 volunteers. New this year, will be individual fundraising pages for donations.

President’s Report, Bruce Herron

Funding discussions continue with the Board of Supervisors. We are going to engage volunteers in the need for funding now by offering an opportunity for them to become members of the $2,500 club.

Closing Remarks

Ray Randall asked if Rosemary Hutton’s issues with Senior Program Coordinators (formerly Program Supervisors) availability are being addressed. Monique Stevens responded that Senior Program Coordinators will be holding

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Share and Support Sessions with CASAs and that with the arrival of the new Program Director, Rosalee Villalobos, these concerns will be further addressed. Jeremy reiterated his request for Dilys to prepare one-pager on what differentiates CASA from other organizations. Ralph affirmed that the comments made by Rosemary Hutton confirmed the decision to become a volunteer-centric organization.

Adjournment and Announcements

The meeting was adjourned at 10:05am

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BOARD OF DIRECTORS RETREAT BOARD ACTION: Saturday, September 15, 2012 8:00am Jonathan Beach Club, Santa Monica

Minutes

Members Present: Bruce Herron, Ralph Walter, Jean Youngquist, Deborah Greaves, Lynn James, Dan Nabel, Ray Randall, Jim Rishwain, Anneli Stone, Anissa McNeil, Cristine Reynaert, Ed Nahmias, Lori Kozak, Peter Csato, Roger Ridlehoover

Members Absent: Jeff Biederman, Daniel Silva, Frank Addante, Paul Deitch

Staff Present: Dilys Tosteson Garcia, Kurt Swanson, Lynne Gabriel, Monique Stevens, Tania Williams, Rosalee Villalobos, Bill Jones, Charissa Gonzalez, Susan Bowers, Warren Riley

Call to Order and Welcome, Bruce Herron The meeting was called to order at 8:30 am by Bruce Herron.

Governance Committee, Anneli Stone

Prospective board members Peter Csato, Lori Kozak and Ed Nahmias were excused while new board member nominees were introduced and discussed.

ACTION: Upon a duly made and seconded motion, Peter Csato, Lori Kozak and Ed Nahmias were elected to their first term as board member.

Adjournment and Announcements

The meeting was adjourned at 8:42am

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CASA of Los Angeles Summary of Recommended Changes to the Financial Policies and Procedures October 18, 2012

Page 4: Board of Directors 4. Appoints authorized signers on the bank accounts 5. Approves all contracts over $25,000 6. Approves all non-budgeted expenditures over $10,000 Executive Director 4. Approves all contracts under $25,000

Page 8: All expenditures and online payments require a separate “payer” who must be an authorized board member, staff member or outside contract accountant; single payments in excess of $100,000 must have a board member as the second signer/payer.

Page 10: XI. Property and Equipment It is the organization’s policy to capitalize all items which have a unit cost greater than five thousand dollars ($5,000). Items purchased with a value or cost less than five thousand dollars ($5,000) will be expensed in the period purchased

Page 12 Item 7: 1. Paychecks will be distributed by the Operations Director or designee on the 6th and 20th of each month. If the 6th and/or the 20th fall on a weekend or holiday the paychecks will be distributed on the business day before.

Page 14: XVI. Fiscal Policy Statements 2. All capital expenditures which exceed $5,000 will be capitalized. 4. Salary advances will be made at the discretion of the Executive Director. 7. Any donated will be recorded and a letter acknowledging the donation will be sent to the donor within two weeks of the receipt of the donation. CASA will not provide an appraisal or assign a value to the donation. 8. All volunteer time shall be disclosed on financial statement or 990. 11. Correction fluid or tape will never be used in preparing timesheets or any accounting documents.

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ACCOUNTING POLICIES AND PROCEDURES MANUAL

For Board Approval November, 2012

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Table of Contents

I. Introduction ...... 3 II. Division of Responsibilities ...... 4 Board of Directors ...... 4 Executive Director ...... 4 Operations Director ...... 4 Outside Contract Accountant ...... 5 III. Chart of Accounts and General Ledger ...... 6 IV. Cash Receipts ...... 6 V. Inter-Account Bank Transfers ...... 7 VI. Cash Disbursements & Expense Allocations ...... 7 VII. Credit Card Policy and Charges ...... 8 VIII. Accruals ...... 8 IX. Bank Account Reconciliations ...... 9 X. Petty Cash Fund ...... 9 XI. Property and Equipment ...... 10 XII. Personnel Records ...... 11 XIII. Payroll Processing ...... 12 XIV. End of Month and Fiscal Year-End Close ...... 13 XV. Financial Reports ...... 13 XVI. Fiscal Policy Statements ...... 14

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I. Introduction

The purpose of this manual is to describe all accounting policies and procedures currently in use at CASA of Los Angeles and to ensure that: the financial statements conform to generally accepted accounting principles; assets are safeguarded; guidelines of grantors and donors are complied with; and finances are managed with accuracy, efficiency, and transparency.

All CASA of Los Angeles’ staff with a role in the management of fiscal and accounting operations are expected to comply with the policies and procedures in this manual.

These policies will be reviewed annually and revised as needed by the staff and will be approved by the Executive Director and Finance Committee of the Board of Directors.

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II. Division of Responsibilities

The following is a list of personnel who have fiscal and accounting responsibilities:

Board of Directors 1. Reviews and approves the annual budget 2. Reviews annual and periodic financial statements and information 3. Reviews Executive Director's performance annually and establishes the salary 4. Appoints authorized signers on the bank accounts 5. Approves all contracts over $25,000 6. Approves all non-budgeted expenditures over $10,000 7. Reviews and advises staff on internal controls and accounting policies and procedures 8. Chooses and contracts with the auditor annually 9. Reviews annual IRS Form 990 before submission

Executive Director 1. Reviews and approves all financial reports including cash flow projections 2. Develops draft of annual agency budget for board approval 3. Reviews and signs all issued checks and/or approves check signing procedures 4. Approves all contracts under $25,000 5. Reviews and approves all grant submissions 6. Approves inter-account bank transfers 7. Oversees the adherence to all internal controls 8. Approves all agency expenditures

Operations Director 1. Monitors agency budgets 2. Reviews all payrolls and is responsible for all personnel files 3. Reviews and manages cash flow 4. Reviews all reimbursements and fund requests 5. Processes all inter-account bank transfers 6. Assists Executive Director with the development of annual and program budgets 7. Reviews all incoming and outgoing invoices 8. Manages the petty cash fund 9. Receives and opens all incoming accounting department mail except bank statements 10. Monitors and manages all expenses to ensure most effective use of assets

Page 4 of 14 Page 14 of 81 11. Monitors grant reporting and appropriate release of temporarily restricted funds 12. Oversees expense allocations 13. Monitors and makes recommendations for asset retirement and replacement 14. Reviews, revises, and maintains internal accounting controls and procedures 15. Initiates donor thank you letter acknowledgements 16. Reviews all financial reports 17. Overall responsibility for data entry into accounting system and integrity of accounting system data 18. Processes invoices and prepares for approval in the online bill payment service (Bill.com) 19. Makes bank deposits 20. Processes payroll 21. Maintains general ledger 22. Manages Accounts Receivable

Outside Contract Accountant 1. Prepares monthly and year-end financial reports 2. Reconciles all bank accounts 3. Mails vendor checks (if needed) 4. Reconciles and enters monthly payroll into general ledger 5. Processes payments to vendors through bill payment service Bill.com 6. Processes end of fiscal year close of books

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III. Chart of Accounts and General Ledger

CASA of Los Angeles has designated a Chart of Accounts specific to its operational needs and the needs of its financial statements. The Chart of Accounts is structured so that financial statements can be shown by natural classification (expense type) as well as by functional classification (program vs. fundraising vs. administration). The Outside Contract Accountant is responsible for maintaining the Chart of Accounts and revising as necessary, with input from the Operations Director. The Chart of Accounts is attached to this manual as an addendum.

The general ledger is automated and maintained using our accounting software. Input and balancing is the responsibility of both the Operations Director and Outside Contract Accountant, with final approval by the Executive Director.

The Operations Director should review the general ledger on a periodic basis for any unusual transactions.

IV. Cash Receipts

Cash receipts generally arise from:

1. Contracts and Grants 2. Direct donor contributions 3. Fundraising activities

The principal steps in the cash receipts process are:

The Administrative Assistant or Program Assistant receives all incoming business office mail and forwards it unopened to the Operations Director. The Operations Director, along with the Administrative Assistant, open all business office mail. The Operations Director enters all checks into the accounting software, stamps all checks “for deposit only,” and makes a copy of each check and backup as necessary. The checks are kept in a locked cabinet until deposit by the Operations Director or designee.

Check copies and backup are given to the Administrative Assistant for entry into the donor database and processing of donor acknowledgements. Weekly, or more often as necessary, the Administrative Assistant compiles a deposit report from the donor database to reconcile with the bank deposit sheet, which is returned to the Operations Director before taking to the bank. A copy of the deposit slip is attached to the deposit. The deposits and backup are stored in the business office.

All cash received will be counted, verified, and signed off by the Operations Director and another available staff member. The cash will immediately be posted using the appropriate allocation. A receipt will be given to the paying party and a copy kept for internal purposes. The cash will be kept in a locked, secure location and deposited within 24 business hours.

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V. Inter-Account Bank Transfers

The Operations Director monitors the balances in the bank accounts to determine when there is a shortage or excess in the checking account. The Operations Director recommends to the Executive Director when a transfer should be made to maximize the potential for earning interest or draw on the Line of Credit. The Operations Director is directed by the Executive Director in writing when to make a transfer and in what amount.

VI. Cash Disbursements & Expense Allocations

Cash disbursements are generally made for:

1. Payments to vendors for goods and services 2. Taxes/license fees 3. Staff training and development 4. Memberships and subscriptions 5. Meeting expenses 6. Employee reimbursements 7. Marketing/promotional materials 8. Equipment and Supplies Contractors

Payments are processed semi-monthly (more frequently if determined to be necessary). Invoices are submitted to the Operations Director by the 15th and the last day of the month. Checks can be prepared manually within one day, but this should be limited to emergency situations.

Requests for cash disbursements are submitted to Accounting in three ways:

1. Original invoice (or email copy) 2. Purchase request (submitted on approved form) 3. Employee expense report or reimbursement request

Every employee reimbursement or purchase request must be documented on the approved form with travel authorization, receipts, nature of business, program allocation, and funding source (if applicable) before approving for reimbursement as follows:

Lodging - an itemized receipt from the hotel detailing all charges, the person(s) for whom the lodging was provided, and the specific business purpose.

Meals and Entertainment - a receipt must be provided showing the cost of food, beverage, and gratuities, including the names of every person for whom food or beverage was provided, and the specific business purpose.

Other Expenditures - a receipt from the vendor detailing all goods or services purchased (including the class of service for transportation) and the specific business purpose.

Page 7 of 14 Page 17 of 81 The Operations Director reviews all requests for payment and:

1. Verifies expenditure and amount 2. Processes for approval and payment if in accordance with budget 3. Provides or verifies appropriate allocation information 4. Determines dates of payment taking into account cash flow projections

The Operations Director processes all payments through the following procedure:

All invoices, employee expense reimbursements or purchase order requests are entered into the bill payment service, Bill.com. The Operations Director reviews the expenditure, and codes the payments to the appropriate GL account number and class. The Operations Director determines the appropriate approvals that are necessary and submits to the appropriate parties for approval. Once approved, the Operations Director notifies the Outside Contracted Account to process payment.

All expenditures and online payments require a separate “payer” who must be an authorized board member, staff member or outside contract accountant; single payments in excess of $100,000 must have a board member as the second signer/payer. Expense Allocations Most non-salary expenses that benefit more than one cost center (administration, fundraising, volunteer services and program) are spread across centers using a shared cost method. Under this method, the number of full-time equivalents (FTEs) within a department are divided by the total number of FTEs at the organization to determine the percentage of shared costs they should bear. This is done on a monthly basis by the Operations Director. Occupancy expenses may be split between departments based on the percentage of square footage that is used by each department. VII. Credit Card Policy and Charges

The Executive Director is the only staff member who is authorized to carry an organization credit card, and is held personally responsible in the event that any charge is deemed personal or unauthorized. Unauthorized use of the credit card includes: personal expenditures of any kind; expenditures which have not been properly authorized; meals, entertainment, gifts, or other expenditures which are prohibited by budgets, laws, and regulations, and the entities from which CASA of Los Angeles receives funds.

The receipts for all credit card charges will be given to the Operations Director within two (2) days of the purchase (if possible) along with proper documentation. The Operations Director will verify all credit card charges and enter them into the accounting software as they are received, along with appropriate account and class. When the monthly statement is received, it is reconciled in the accounting software.. The account reconciliation is then approved by the Executive Director. Once approved, it is given to the Treasurer for final approval. Once approved by the Treasurer, payment is processed by the Outside Contract Accountant.

The Executive Director's credit card usage will be provided to and approved by the Board Treasurer. VIII. Accruals

To ensure a timely close of the General Ledger, CASA of Los Angeles may book accrual entries. Some accruals will be made as recurring entries.

Accruals to consider:

1. Monthly interest earned on money market accounts, certificates of deposits, etc. 2. Recurring expenses, including employee vacation accrual, prepaid corporate insurance, depreciation, etc.

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IX. Bank Account Reconciliations

1. All bank statements are mailed directly to the organization’s Outside Contract Accountant. The Outside Contract Accountant reviews the statements for unusual balances and/or transactions. 2. The Outside Contract Accountant gives the statements his/her bookkeeper for timely reconciliation as follows: a comparison of dates and amounts of deposits as shown in the accounting system and on the statement, a comparison of inter-account transfers, an investigation of any rejected items, a comparison of cleared checks and payments with the accounting record including amount, payee, and sequential check numbers. 3. The Outside Contract Accountant’s bookkeeper will attach the completed bank reconciliation to the applicable bank statement, along with all documentation. 4. The reconciliation report will be reviewed, approved, dated, and initialed by the Outside Contract Accountant. 5. The Operations Director will verify that voided checks, if returned, are appropriately defaced and filed. 6. The Operations Director will investigate any checks that are outstanding over six months. X. Petty Cash Fund

Petty cash funds are maintained by the organization. The funds are to be used for miscellaneous or unexpected purchases and the same approval procedures apply as mentioned in the cash disbursement section. 1. The petty cash fund will not exceed $250 and is kept in a locked cabinet at all times. 2. The Operations Director oversees the petty cash fund. 3. All disbursements made from petty cash are acknowledged in writing by the receiving party. 4. All money returned to the petty cash fund is counted and verified by the Operations Director and another staff member. Receipts for items purchased with petty cash must be included with the return and should include appropriate account allocations as well as supervisor approval. 5. The Operations Director and the Executive Director together will periodically count the cash in the petty cash fund. 6. No checks will be cashed by the petty cash fund.

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XI. Property and Equipment

Property and equipment includes items such as:

1. Office furniture and equipment 2. Computer hardware 3. Computer software 4. Leasehold improvements

It is the organization’s policy to capitalize all items which have a unit cost greater than five thousand dollars ($5,000). Items purchased with a value or cost less than five thousand dollars ($5,000) will be expensed in the period purchased.

The depreciation period for capitalized assets is as follows:

Computer Hardware 36 months Office Equipment 60 months Office Furniture 60 months Computer Software 36 months Leasehold improvements Length of lease

1. A Fixed Asset Log is maintained by the Operations Director including date of purchase, asset description, purchase/donation information, cost/fair market value, donor/funding source, identification number, life of asset. 2. The Log will be reviewed by the Executive Director. 3. Annually, the Operations Director shall ensure that a physical inspection and inventory is taken of all fixed assets and reconciled to the general ledger balances. 4. The Operations Director shall be informed in writing of any change in status or condition of any property or equipment. 5. Depreciation is recorded at least annually. Depreciation is computed using the straight-line method over the estimated useful lives of the related assets. Any impaired assets discovered during the inventory will be written down to their actual value. 6. Equipment determined to be obsolete or unneeded shall be noted by the Operations Director and approved for disposition by the Executive Director.

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XII. Personnel Records

1. All personnel files contain the following documents: an application and/or resume, date of employment, position and pay rate, authorization of payroll deductions, W-4 withholding authorization, termination data where applicable, a signed confidentiality agreement, a signed acknowledgement of receipt of Employee Handbook, an emergency contact form, and other forms as deemed appropriate by the Operations Director. 2. All employees will fill out an I-9 form and submit the allowable forms of identification to the Operations Director. 3. The completed I-9 forms will be kept in a secure location separate from the personnel files. 4. All personnel files are to be kept in a secure, locked file cabinet and accessed only by authorized personnel.

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XIII. Payroll Processing

1. Timesheets are to be prepared by all staff on the approved form and submitted semi-monthly on the 15th and last date of the month. If the 15th and/or last date of the month fall on a weekend or holiday, the timesheets are to be submitted the day prior to the weekend or holiday. Exceptions to the submittal date may occur and will be communicated accordingly. 2. Timesheets are to be kept on a daily basis and completed in ink – unless prepared electronically. 3. Any corrections to timesheets are to be made by making a single line through the error and writing in the correction. Correction fluid and/or tape are not allowable. 4. Timesheets are to be signed and dated by the employee and the employee’s supervisor for submission to the Operations Director. 5. Any changes to the standing information of the payroll register from the prior period including addition of new employees, deletion of employees, or changes in base pay rate must be accompanied by an Employment Information Form and signed by the Executive Director before the change can be made. 6. The Operations Director will process payroll in a timely manner and record vacation time, holiday hours, sick time, and any other information deemed necessary to properly reflect time worked. 7. Paychecks will be distributed by the Operations Director or designee on the 6th and 20th of each month. If the 6th and/or the 20th fall on a weekend or holiday the paychecks will be distributed on the business day before. 8. If the employee requests that his/her check be turned over to a third party, the request must be made in writing prior to distribution. 9. Employees may choose direct deposit to a designated bank accounts. Their paychecks are deposited directly into the designated accounts on the payroll date. The employee will receive a verification stub. 10. The Outside Contract Accountant will review payroll expenditures and allocations monthly. 11. All quarterly federal and state payroll reports will be prepared and filed appropriately by the payroll vendor. 12. All W-2 statements are prepared and issued by the payroll vendor to employees prior to January 31st of the following year for the prior calendar year.

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XIV. End of Month and Fiscal Year-End Close

1. The Outside Contract Accountant will review and sign off on all month- and year-end journal entries. They will be printed and filed for audit trail purposes. 2. At the end of each month and fiscal year end, the Operations Director will review all balance sheet accounts including verification of the following balances: cash accounts match the bank reconciliations, fixed assets accounts reflect all purchases, write-downs and retirements, accounts receivable and payable accounts match outstanding amounts due and owed. 3. The income and expense accounts review will include reconciliation to amounts received and expended and verification that payroll expenses match the payroll reports including federal and state payroll tax filings. 4. Once the final monthly and fiscal year-end financial statements are run, reviewed, and approved by the Operations Director and Executive Director, no more entries or adjustments will be made into that month or year’s ledgers. 5. At the end of the fiscal year, the Outside Contract Accountant will prepare the annual Return for Organization Exempt from Income Tax (IRS Form 990). The return will be presented to the CEO, the Board Finance Committee, and the Board for their review and approval. The Outside Contract Accountant will then file the return with the Internal Revenue Service by the annual deadline. 6. All other appropriate government filings including those required by the state tax board and attorney general’s office will be completed and filed with the appropriate agency.

XV. Financial Reports

The Outside Contract Accountant will prepare the monthly and annual financial reports for distribution to the Finance Committee. The reports will include: balance sheet, statement of income and expenses, a budget versus actual report for the organization, and any other requested reports.

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XVI. Fiscal Policy Statements

1. All cash accounts (except petty cash) owned by CASA of Los Angeles will be held in financial institutions which are insured by the FDIC. Bank accounts may from time to time carry a balance over the FDIC insured amount. 2. All capital expenditures which exceed $5,000 will be capitalized. 3. Employee or public personal checks will not be cashed through the petty cash fund. 4. Salary advances will be made at the discretion of the Executive Director. 5. No travel cash advances will be made except under special conditions and pre-approved by the Executive Director. 6. Reimbursements will be paid upon complete expense reporting and approval using the CASA of Los Angeles form. Reimbursements to the Executive Director will be authorized by the Board Treasurer. 7. Any donated will be recorded and a letter acknowledging the donation will be sent to the donor within two weeks of the receipt of the donation. CASA will not provide an appraisal or assign a value to the donation. 8. All volunteer time shall be disclosed on financial statement or 990. 9. The board will designate the signatories on the organization’s bank accounts. All checks shall require the signature of two (2) authorized persons. 10. Bank statements will be reconciled monthly. All bank statements will be given unopened to the Outside Contract Accountant for review. 11. Correction fluid or tape will never be used in preparing timesheets or any accounting documents. 12. Accounting and personnel records will be kept in locked file cabinets in the finance office and only parties with financial and/or HR responsibility will have access to the keys.

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CASE ASSESSMENT SURVEY

Jacquelyn McCroskey | USC School of Social Work Page 1 of 2

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print (http://sowkweb.usc.edu/print/1218) Jacquelyn McCroskey share Professor

John Milner Professor of Child Welfare

Curriculum Vitae (http://sowkweb.usc.edu/sites/default/files/faculty_members/curriculum_vitae/mccroskeycv.pdf)

Education DSW, University of California, Los Angeles, 1980

MSW, San Diego State University, 1974

BA, University of California, Berkeley, 1969

JACQUELYN MCCROSKEY, who holds the John Milner Professorship in Download High-Resolution Child Welfare, was named the 2003 California Social Worker of the Year by (http://sowkweb.usc.edu/sites/default/files/f the California Chapter of the National Association of Social Workers. For aculty_members/portraits/fac-Jacquelyn% more than two decades, she has helped to create and evaluate systems change 20McCroskey.jpg) initiatives to improve outcomes for families and children in Los Angeles County.

Through her work with county, city and school district policy makers and philanthropists, she has investigated inter-agency collaboration and community Research Interest partnerships across a broad range of organizations, service areas and settings. Children & Families She uses data and scholarship, drawing on both qualitative and quantitative Contact Information methods, to inform policy and guide improvements to government systems Location University Park providing child welfare, juvenile justice, and early care and education services. Phone 213.740.2004 Her research focuses on financing and organization of services for children and families, utilization of results and performance measurement, and the E-mail [email protected] efficiency and effectiveness of services. (mailto:[email protected])

Currently, McCroskey co-leads the multi-university child welfare evaluation team funded by Casey Family Programs to support the Los Angeles Department of Children and Family Services in understanding the impact of a variety of community-based service initiatives, including the DCFS Family Preservation Program and Prevention Initiative Demonstration Project. She is a core team member responsible for creating the Los Angeles Children’s Data Network, a collaborative funded by First 5 LA to increase access to and utilization of timely accurate data on families with young children. She also leads a cross-disciplinary research roundtable of researchers from USC, UCLA and Cal State LA in the Los Angeles County Probation Data Project funded by the Keck Foundation under the auspices of the Advancement Project.

Through earlier efforts she helped to create the Family Assessment Form, working with the Children’s Bureau of Southern California to develop, test and disseminate a practice-based assessment instrument now used in child and family service settings across the country and abroad. Topics of recent publications include improving child and family outcomes through the LA Point of Engagement reform approach; using child and family indicators to influence communities and policy; evidence for family-centered community- based supports, services and capacity building; and the role of child welfare service systems in preventing child maltreatment.

McCroskey has held numerous appointments on commissions and committees that advise policy makers, including the Los Angeles County Board of Supervisors, the mayor of the city of Los Angeles, and the school board and superintendent of the Los Angeles Unified School District. She developed the

http://sowkweb.usc.edu/faculty/jacquelyn-mccroskey 10/30/2012 Jacquelyn McCroskey | USC School of Social Work Page 2 of 2

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Los Angeles County children’s budget and consulted with the county’s chief administrative office on its subsequent publication (1986 through 2006-07), and provided oversight on a series of Children’s Scorecards issued by the Children’s Planning Council (1994-2008). She helped to create and served on the Los Angeles County Children’s Planning Council (1992 through 2010), serving as its ex-officio commissioner on the First 5 LA Commission (1999 through 2009).

McCroskey was appointed to the Los Angeles County Policy Roundtable for Child Care by Supervisor Zev Yaroslavsky in 2000, served as its first chair and has been elected chair again for 2011-12 and 2012-13. Among other responsibilities, the roundtable developed Los Angeles' Child Care Policy Framework adopted by the Board of Supervisors to guide policy and practice around early childhood care and education services (originated in 2009 and updated in 2011). She continues to lead other countywide efforts around data- driven planning, distribution of resources, and analysis of impact on the lives of children and families. In addition, McCroskey serves on the board of Special Service for Groups, consults with various public and private child and family serving agencies, and serves on a number of local and national advisory committees.

Doctoral Faculty Profile (#)

Awards and Distinction

Social Workers Change Futures Award, SEIU Local 721 (Los Angeles County Department of Children and Family Services) (2011)

George D. Nickel Award for Outstanding Professional Services (2005)

John Milner Professor of Child Welfare, Endowed Professorship (2005)

California Social Worker of the Year, California Chapter, National Association of Social Workers (2003)

More awards (#)

Selected Publications

Mc Croskey, J., Pecora, P.J., Franke, T., Christie, C.A. & Lorthridge, J. (in press). Strengthening families and communities to prevent child abuse and neglect: Lessons from the Los Angeles Prevention Initiative Demonstration Project. Child Welfare.

Lorthridge, J., Mc Croskey, J., Pecora, P.J., Chambers, R. & Fatemi, M. (2012). Strategies for improving child welfare services for families of color: First findings of a community-based initiative in Los Angeles. Children and Youth Services Review, 34, 281-288.

Mc Croskey, J., Yoo, J., Lorthridge, J., Chambers, R., Carter-Williams, S. & Cienfuegos-Mercado, Y. (2010). Improving Child Welfare Practice in Los Angeles County: Implementing Point of Engagement and Other Title IV-E Waiver Strategies. A Technical Report Describing Implementation of Practice Changes in Department of Children and Family Services Regional Offices.

More publications (#)

http://sowkweb.usc.edu/faculty/jacquelyn-mccroskey 10/30/2012 Page 27 of 81

BIOGRAPHICAL SKETCH ______James Simon, L.C.S.W. University of Southern California [email protected] School of Social Work, Ph.D. Student ______EDUCATION/TRAINING ______

University of California, Los Angeles, CA M.S.W. 2006 Social Work Study Abroad Program Completed: Italy Summer 2005

California State University, Northridge, CA B.A.’s 2004 Psychology/German Study Abroad Programs Completed: Germany 08/01-07/02; France 8/03-06/04

Los Angeles Pierce College, Woodland Hills, CA A.A. 2000 Liberal Arts ______

Professional Experience:

08/06 – 07/11 Children’s Social Worker, Department of Children and Family Services, Los Angeles, CA 08/05 – 05/06 Therapist Intern, St. John’s Child and Family Development Center, Santa Monica, CA 06/00 – 06/03 Outreach Counselor, Los Angeles Pierce College, Woodland Hills, CA 06-00 – 07/01 Group Home Counselor, Children Are Our Future, Canoga Park, CA 10/96 – 06/00 Youth Employment Specialist, Employment Development Department, Canoga Park, CA

Honors and Other Skills:

CalSWEC Recipient-Full two-year scholarship in MSW program, University of California, Los Angeles Fluent in Spanish, Italian, French, and German.

Research Experience:

2010-present Research Assistant Working with Jacquelyn McCroskey on the development of a research component for the LA CASA program.

2010-present Research Assistant. Working with Devon Brooks on analyzing quantitative CPS recidivism data.

Publications/Academic Conferences:

Re-Report Rates and Risks: A Prospective Five-Year Study of Infants Reported for Maltreatment. (In Progress; to be submitted in 2012 as a co-author to Dr. Emily Putnam-Hornstein).

Case Advocacy & Policy Advocacy in the Child Welfare Sector. Book chapter In REFORMING AMERICAN SOCIAL POLICIES: Empowering Social Workers and their Clients in Eight Policy Sectors. (In Progress; to be submitted in 2012 with co-authors Dr. Bruce Jansson and Anamika Barman, MSW).

Do Post-Investigation Services after a Child Abuse Investigation Reduce Re-Referral? (In Progress; to be submitted in 2012 with co-author Dr. Devon Brooks and Jeremy Gibbs).

Poster Presentation (Presented): Post-Investigation Outcomes for At-Risk Children and Families: the Impact of Engagement in Community-Based Services on Child Safety and Permanency; 2012 Society for Social Work Research.

Poster Presentation (Presented): Do Post-Investigation Services after a Child Abuse Investigation Reduce Recidivism?; 2011 National Child Welfare Evaluation Summit.

Poster Presentation (Presented): Involving Front-Line Staff in Child Welfare Research; 2011 National Child Welfare Evaluation Summit. Page 28 of 81

Certifications/Professional Affiliations:

Licensed Clinical Social Worker (LCSW 21276), Board of Behavioral Sciences Member of the American Humane Association since 2010.

Mental Health America: Richard Van Horn Page 1 of 1

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Richard Van Horn

In his 29 years as chief executive, Richard Van Horn built Mental Health America of Los Angeles (MHA) into one of California's leading nonprofit mental health organizations. He is at the forefront of improving conditions for adults and young adults with mental illness through service innovation, systems design and public policy change.

Mr. Van Horn became the organization's president emeritus in 2009 and continues a commitment to advancing mental health systems change. Key among his leadership involvement, he is the state superintendent of school's appointee to the Mental Health Oversight and Accountability Commission.

Mr. Van Horn led the development of recovery-focused and client-run programs that reflect MHA's belief in recovery. His organization designed the MHA Village, which has earned recognition for its effectiveness and emerged as a national model for recovery-focused, integrated services. His commitment to client-run services is reflected in MHA's sponsorship of Project Return Peer Support Network, which has become an independent organization.

His long-lasting advocacy achievements include his organization's leading sponsorship of Proposition 63, which became the Mental Health Services Act. In 2005-06, Mr. Van Horn took a leave of absence from MHA during which he served as principal consultant to the Mental Health Services Oversight and Accountability Commission.

Among his honors, Mr. Van Horn received lifetime achievement honors from the National Council for Community Behavioral Healthcare and National Mental Health America. Other recognitions come from the American Psychiatric Association - Southern California affiliate, California Community Foundation, California Network of Mental Health Clients, Mental Health Advocacy Services and National Association of Social Workers - California.

http://www.mentalhealthamerica.net/go/about-us/who-we-are/executive-leadership/board... 10/30/2012

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Six Months Assessment and Outcomes Survey (SMAOS) Outcomes Achieved in Three Advocacy Goal Areas October 2012

Prepared by:

James Simon, LCSW University of Southern California School of Social Work

Jacquelyn McCroskey, DSW University of Southern California School of Social Work

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In March of 2011, CASA LA formally began an internal evaluation in collaboration with Jacquelyn McCroskey from the USC School of Social Work. Dr. McCroskey assigned one of her PhD students, James Simon, to begin work on the evaluation that is still ongoing. This report on outcomes achieved in three key advocacy goal areas provides a supplement to the initial report on Preliminary Findings.

The data collection period covered in this study was from March to June 2012, with CASAs reporting on progress made on cases during the previous six months. The sample size was 130 CASA volunteers (CASAs) out of a total of 258 CASAs working with the program during that time period.

Three Advocacy Goal Areas

In the initial analysis of data submitted by CASAs, three Advocacy Goal areas were identified as occurring most frequently — Placement Concerns (n=98 children), Educational Issues (n=102 children), and Mental Health/Psychiatric Medication (n=77 children). This analysis focuses on progress made in each of these domains as reported by CASAs ‐‐ including detail on responses to specific questions about each goal area and CASA comments about what kind of progress was made ‐‐ in order to illuminate the background and degree of difficulty involved in this work.

CASA “Advocacy Goals,” which can differ from the Court’s original “Reason for Referral,” represent the domain of work that CASAs engage in after they receive and assess a case. After evaluating the Reason for Referral and gathering additional information on the case, CASAs develop a plan of action that includes the Advocacy Goals they plan to address.

In this pilot test period, almost 40% of CASAs reported that they worked with children who had multiple Referral Reasons (n=48; 37% of the entire sample), while the remaining cases were referred by the Court for one single reason. The most common combinations of Referral Reasons included: Education combined with Other (n=9, 19% of the 48 children), Education and Mental Health/Psych Meds (n=9, 19%), and Placement, Education, and Mental Health/Psych Meds (n=6, 13%). The remaining cases had some other combination of Referral Reasons (n=24, 49%), many of which combined Education with other specific issues. The most common single Referral Reasons were: Education (n=33, 25% of the 130 children), Other (n=20, 15%), Medical Reasons (n=10, 8%), Mental Health/Psych Meds (n=6, 5%), and Placement (n=6, 5%). It is interesting to note that although the Advocacy Goals assigned to the majority of cases were related to Mental Health/Psych Meds and Placement issues, these were not the most frequent Referral Reasons listed by the court. 2

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As noted above, this report focuses on the Advocacy Goal areas determined by CASAs and their coordinators through assessment and analysis of the case. This report includes all cases reported by CASAs where one of the three top Advocacy Goals was selected ‐‐ whether it was the single goal or one of several goals. Thus, the degree of progress made in each area might not reflect progress in the case overall (e.g., a CASA may have made good progress in one area, but not in another). We first present the findings in the aggregate across the three Advocacy Goals and then look at each goal area individually.

CASAs were asked to report on progress made in each goal area and include an indication of “Goal Achieved,” “Some Progress Made,” or “No Progress” as well as responses to individual items related to each specific goal. Figure 1 displays the top rates of Goal Achievement across the top three Advocacy Goals, which indicate the following:

*Placement Concerns ‐‐ 45% (44 of the 98 CASAs) with goals in this area reported that the goal was achieved during this reporting period. *Educational Issues ‐‐ 25% (26 of the 102 CASAs) with goals in this area reported that the goal was achieved. *Mental Health/Psychiatric Medication ‐‐ 23% (18 of the 77 CASAs) of those with goals in this area reported that the goal was achieved.

The highest rates of CASAs reporting “Some Progress” also occurred (???) in the same top‐ranking goal areas:

*Placement Concerns – 40% (39 of the 98 CASAs) with goals in this area reported some progress. *Educational Issues – 63% (64 of the 102 CASAs) with goals in this area reported some progress *Mental Health/Psych Meds – 68% (52 of the 77 CASAs) with goals in this area reported some progress

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Figure 1: Progress across Top 3 Advocacy Goals

26 18 44

Goal achieved 64 52 Some progress 39 No progress

15 12 7 Frequency

Placement Education Mental Concerns, n=98 Issues, n=102 Health/Psych Meds, n=77

Please note that some CASAs reported more than one of these Advocacy Goals. Thus, cases may be counted in more than one Advocacy Goal. For example, 80 of the CASAs working on Education Issues also reported their progress on Placement Concerns and 70 of them reported progress in the area of Mental Health/Psychiatric Medication. Also, note that a number of CASAs did not fill out every single question, so the totals sometimes lower from item to item. In subsequent revisions of the survey, instructions will be changed so that CASAs are led to complete all of the applicable outcomes for the questions related to their Advocacy Goals.

Placement Concerns

As noted in Figure 2, Placement Concerns were indicated as an Advocacy Goal for 98 out of a total of 130 cases reported on during the initial data collection period. Of these, 7 CASAs identified Placement as the only Advocacy Goal and 91 CASAs reported that it was one of several goals. Of the total of 98 CASAs who reported that Placement Concerns were an issue in their case, 45% reported achieving their goals and 40% reported making some progress. Thus, a total of 85 % of CASAs reported that they

Page 34 of 81 DRAFT -PLEASE DO NOT DISSEMINATE OR CITE. made at least some progress on this goal during the six month time period. Only 15% reported making no progress at all.

Figure 2: Placement/Permancency Progress

44 45 45 39 40 40 35 30 25 Frequency 20 15 15 15 Valid 10 Percent 5 n=98 0 No progress Some progress Goal achieved

More than half of CASAs (n=52, 55%) indicated that they had been able to identify a placement for their child and most of these indicated that their child was now living in the identified home (n=45 or 87% of those needing a placement).

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Figure 3: Permanent Placement Identified?

44% N/A 55% No Yes

n=94

CASAs appear to be doing a good job of identifying placements and assisting with the placement of the children in the homes that they believe are best suited to meet the child’s needs. Twenty‐two percent (n= 20) of CASAs reported that the child they were working with had at least two or more placement changes in the prior 6 months, 43% (n=39) reported at least one placement change, and 35% (n=32) reported no placement changes. Figure 5 highlights that 57% of CASAs (n=96) indicated that their work had affected the child’s placement for the better (including stabilization of current placements).

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Figure 5: Was the childʹs placement affected for the better (include stabilization of current placement)?

16% 26%

No Yes N/A 58% n=96

The box below provides some examples of comments provided by CASAs to help illustrate the range of situations encountered in working to improve placement situations. Please note that the names have been excluded to protect confidentiality.

 After 18 months of re‐unifying with his father in a special Residentially Based Services program, the father stopped all connections with this child, and he was placed in foster home after 3+ years at a group home. Although he did very well in school & babysitterʹs, his foster family did not keep [him] after only 6 weeks there. He was then placed in a D‐rate foster home and did not do well there. However, a former teacher of his came forward and requested to foster him.  The child was living with potential adoptive parents and all prerequisites had been met, but his drug use led to placement in a group home.  Encouraged and counseled child about behavior in group home to avoid problems. Child improved somewhat but still had terrible outbursts.

As noted in Figures 6 and 7, 46% of CASAs (n=58) reported improving visitation with parents, and 23% of CASAs (n=28) reported that they had been able to help maintain a long‐term connection with non‐family members such as mentors and teachers.

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Figure 6: Were you involved in improving visitation with parents?

11% 36%

No Yes 53% N/A

n=97

Figure 7: Did you help to maintain other long‐term connections for the child?

19%

No 54% 27% Yes N/A

n=94

The box below provides some examples of comments provided by CASAs to help illustrate the work done to improve visitation.

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 Child was in level 14 group home before being arrested. CASA assisted in arranging joint counseling sessions between child and mother and arranged for financial assistance so mother could travel to the sessions.  CASA coordinated the first visits (after child ran away) with the child, her legal guardian, and the therapist. CASA continued to participate in family visits as much as possible.  Child has not been receiving visits from several immediate family members since his motherʹs death, which has been causing him a lot of distress. CASA has reached out on several occasions to his adult older sibling asking her to contact him. On one occasion, CASAʹs call resulted in older sibling calling him to wish him a happy birthday.  Child to remain in care of foster mother and not biological mother. At the last court hearing, the Commissioner was very thankful for my report and recommendation that the child should remain with the foster mother.  I am helping the mother participate in IEP meetings and regular visits with the grandparents and siblings.

The box below provides some examples of comments provided by CASAs to help illustrate the work done to improve placements:

 A mentor was assigned through 5 Acres. I have made it a point to stay in contact with her, and she has now taken over the educational rights from me.  Attempts were made to move the youth in May out of his home school district before the end of the school year. The CASA advocated for him to stay at the same district where he had rapport with his teachers and counselor and had made progress toward gaining credits toward graduation. The CASA was able to postpone the move until a less restrictive home could be found in his home school area. The CASA also sought out a previous mentor to contact the youth.  I brought wrap around in and he achieved the goals that were set. One of the men from wraparound is continuing to see him as a mentor.

The box below provides some examples of comments provided by CASAs to help illustrate the work done to improve long‐term connections for American‐Indian children:

 I tried to interest family in tribal connection but they are not interested. Tribe is involved in overview but does not take an active role.  We had found a family who wanted to adopt this child but they had no tribal connections and the tribe was not happy with this choice but finally found a

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family with tribal connections. Not the same tribe (Apache) but with the Navajo tribe in NM.  I meet with the Tribal Council and have been involved in all legal and social issues that come up with the Council and this child.

The box below provides some examples of comments provided by CASAs to help illustrate other kinds of work done in the area of improving placements:

 I have contact with his counselor at the current group home placement. I have also attended a status meeting at the home with all players in the childʹs development especially school.  Child is under the care of several specialists who work ʺonlyʺ with pediatric patients. I have asked them to continue providing care to child beyond his 18th birthday and they have agreed. It is important that the child work with healthcare providers who are familiar with him and his conditions.  I spoke by telephone and by email to the family. I sent pictures of the child. They sent me pictures of the family which I gave to the child and taught him to say the familyʹs names. I asked many questions of the potential adoptive family and they did of me in order to do the best for the child.

Education and Early Childhood Development

As noted in Figure 8, the Advocacy Goal in the area of Education also included a few specific items about Early Childhood Development. CASAs indicated that Education was an Advocacy Goal in more than three‐quarters (n=102) of the total of 130 cases reported on during the initial data collection period. Of these, three CASAs identified Education as the only Advocacy Goal for the case, and 99 CASAs reported that it was one of several Advocacy Goals. Of the 102 CASAs who reported in this area, 26% (n=26) reported achieving their goal and 63% (n=64) reported some progress. Only 12% (n=12) CASAs working on this goal reported “no progress”.

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Figure 8: Education Issues Progress

70 64 63 60 50 40 26 26 Frequency 30 20 12 12 Valid Percent 10 n=102 0 No progress Some progress Goal achieved

For children between the grades of Kindergarten and 12th grade, CASAs appear to excel in having children evaluated by the school, assisting with IEPs, and helping children improve their behavior. As noted in Figure 9, CASAs reported holding the educational rights in 55% of their cases (n=100).

Figure 9: Do you hold Educational Rights for the child?

5% 40% No

55% Yes N/A n=100

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Additional findings include:

*Children had been evaluated by the school 74% (n=93) of the time. *35% of the children (n=94) had improved attendance (refer to Figure 10). *53% (n=95) had improved performance at school.

Figure 10: How many absences were on the last report card?

8 or more 17%

4‐7 12%

0‐3 71% n=42

Many CASAs (n=73, 75% of the 97 working in this area) reported that they were involved in improving the children’s learning opportunities. Figure 11 display additional Educational Issues and Learning Opportunities reported by CASAs working on Education as an Advocacy Goal. In this area, more than half of CASAs assisted with IEPs (n=54 of 102 children, 53%), and about a third helped with enrollment in school or programs (n=33 of 102 children, 32%) and with tutoring or mentoring (32 of 102 children, 31%). Other important activities included planning for classes (n=21, 21%), obtaining educational records (n=20, 20%), attending Student Study Team or other meetings (n=16, 16%), and other unspecified activities (n=26, 26%).

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Figure 11: Which learning opportunities did you improve?

60 54

40 33 32 30 26 20 21 17 20 16 10 10 n=102 0 Frequency

The box below provides some examples of comments provided by CASAs to help illustrate other kinds of work done in the area of improving K‐12 education overall:

 Additional English classes are necessary and the child was enrolled in adult school enrolled to assist. We have also added non‐period classes to help student get caught up in credits.  Arranged & attended meeting with University officials at which they granted the child a waiver of holds on returning to school despite her outstanding debts.  He was not in school for almost 2 years and has now been in classes for the past year. He is looking forward to graduating high school in about a year.  Increased speech and language services; evaluation and addition of AAC device; testing and addition of hearing services.

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The small number of CASAs (n=4) working with children involved in Early Care and Education programs (ECE) reported that all of the children were benefitting from ECE and that they had met their goals for enrolling children in Head Start for three of the four children.

The box below provides some examples of comments provided by CASAs to help illustrate other kinds of work done in the area of early care and education for young children:

 Child is receiving 2 x per month therapy in his home.  Enrolled in a program for toddlers with special needs.  Therapeutic Behavioral Services initiated to help with behaviors at school.  This child is developmentally delayed and is receiving Regional Center Services.

The box below provides some examples of comments provided by CASAs to help illustrate other kinds of work done in the general area of education.

 Facilitated meetings between school and regional center transition, as well as provided documents for psychological evaluation.  His behavior continues to fluctuate. I am in contact with school counselor and have agreed to a behavior plan and a behavior assessment.  I hold education rights for this child. Previously, I requested tutoring, speech therapy etc. In his last school (Dec through Jan.) he did so well that he was transitioned from special education into general education. When he changed placements, he is now in a school below that level. I am currently fighting for the IEP and the services he should be provided.  Child has some issues with manners, comportment, speaking, and addressing authority respectfully. Since his placement at his group home these issues are being addressed. I also work to make him aware of these issues and how changing/improving them can only benefit him.  Child attends class when he feels like it or when he is provided with an incentive. There is no negative consequence for not attending class.

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Mental Health/Psychiatric Medication:

As noted in Figure 12, almost 60% of CASAs (n=77 out of a total of 130) reported that the area of Mental Health and Psychiatric Medication was an Advocacy Goal. Of these, not a single CASA identified Mental Health as the only Advocacy Goal; All CASAs reported that Mental Health was one of several goals being addressed in their case. Of the 77 CASAs who reported in this area, 23% (n=18) reported achieving their goal and 68% (n=52) reported some progress.

Figure 12: Mental Health/Psych Meds

68 70 60 52

50 n=77 40 Frequency 30 23 18 Valid Percent 20 7 9 10 0 No progress Some progress Goal achieved

Nineteen percent (n=14 of 77 CASAs) noted that there were unaddressed mental health concerns, and 53% (n=41 of 77 CASAs) reported improving the child’s access to or use of mental health services.

As noted in Figure 13, the most common issues that CASAs (n=77) reported on in this area included:

* 21% of CASAs (n=16) reported attaining help in screening, assessment, and diagnosis or on issues involving psychotropic medication, *13% of CASAs (n=10) reported that they assisted with finding a more appropriate mental health service provider,

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* A few CASAs also reported working on related issues: 10% (or n=8) reported working on “other” issues; 6% (or n=5) reported appointment of Therapeutic Behavioral Services, and 1 CASA worked on transportation.

Figure 13: How did you improve access to mental health?

Other 8 Appointment of TBS 5 Transportation 1 Psychotropic medication 16 More appropriate service provider 10 Screening assessment or diagnosis 16 Access to services 19 0 5 10 15 20 n=77, Frequency

The box below provides some examples of comments provided by CASAs to help illustrate the work they did in accessing and arranging for mental health services:

 After getting to know the child, I believe she was misdiagnosed and overmedicated so a second opinion led to taking her off all psychotropic meds and a psych evaluation is set up for her so we can obtain accurate baseline information.  As the result of last TDM, at which the CASA was a participant, child now receives in‐home counseling once a week.  CASA questions need for medication, working closely with therapist and psychiatrist to monitor efficacy of medication.  Ensure therapy continues when current therapist goes on maternity leave. Transition plan has been put in place and child has been informed of the transition.

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The box below provides some examples of comments provided by CASAs to help illustrate other kinds of work done in the area of improving mental health:

 Child is autistic, and at one time was diagnosed with Asperger’s. Prior to this six‐ month period, the CASA attempted to get him into Regional Center, and even went through the appeal process; however, they would not take him. Child responds very well to the CASA and shows signs of being able to communicate with others. The CASA worked with the school administration, and got child a school‐subsidized job at a Dollar Store, but during this six‐month period, he did not perform satisfactorily, and was fired. The CASA subsequently worked with the high school counselor, and the child was offered an after‐school job as a janitor. He would have received both school credit and pay for this job, but he chose to quit school.  CASA meets and confers regularly with childʹs therapy team to discuss his treatment plan and behavioral/mental health challenges. Following childʹs recent annual IEP, CASA also met with his psychiatrist to report on ongoing concerns about childʹs challenges with reading comprehension, impulsivity and morning drowsiness, leading to a change in his medications.  I helped to coordinate meetings held to address the concerns of the prospective adoptive parents regarding side effects of psychotropic medications and the importance of giving them a try.  There were concerns that she was being over medicated and that she was not receiving individual counseling. My involvement in helping to identify an MTFC home and work with the FFA worker has helped. Her medication is slowly being adjusted and she is in weekly counseling.

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Summary of Findings on Three Key Advocacy Goal Areas

 CASA cases are clearly complex and a large number involve working across a number of the Advocacy Goal areas. Education clearly emerged as the primary Advocacy Goal addressed by CASAs during this six‐month period (102 of the 130 cases reported on) followed by Placement Concerns (n=98) and Mental Health (n=77).

 It is noteworthy that CASAs reported making considerable progress in all of the top three Advocacy Goal areas most of the time. Thus, most CASAs reported either “goal achieved” or “some progress” in working on these top three advocacy goals.

1. Placement Concerns ‐‐ 45% (44 of the 98 CASAs) with goals in this area reported that the goal was achieved during this reporting period and 40% (39 cases) reported some progress.

2. Educational Issues ‐‐ 25% (26 of the 102 CASAs) with goals in this area reported that the goal was achieved and 63% (64 cases) reported some progress.

3. Mental Health/Psychiatric Medication ‐‐ 23% (18 of the 77 CASAs) of those with goals in this area reported that the goal was achieved and 68% (or 52 cases) reported some progress.

 This initial pilot test of the survey highlights the range of activities that CASAs engage in. However, there is still more work needed to fully understand aspects of CASA work. For example, 18% of CASAs (n=18 of 101) indicated that they provided “other services” to a child or caregiver and 27% (n=24 of 89) indicated that they were “other” efforts they made that had not been covered by specific items in the survey. These areas might be clarified through focus groups or telephone interviews with a sample of CASAs.

 Discussion with CASA staff and other researchers have identified several modifications needed in the pilot survey format, as well as changes to the software and analytic approaches used in this initial pilot test. It was assumed that once this pilot test is complete and necessary changes are made, the basics of the survey would stay the same for at least the next two reporting periods so 19

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that CASAs have time to get accustomed to reporting on progress made in each case in a structured way. The survey instrument developed jointly by researchers and CASA staff through this process will “belong” to CASA, so that the organization can refine and make needed modifications to the survey tool over time as conditions change. By the end of November, the next round of survey edits will be complete, and the survey will then be created in a format that is easier to use (Survey Monkey) in preparation for the second survey test period scheduled for January, 2013.

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FINANCE COMMITTEE

CASA LOS ANGELES DASHBOARD FY 2012 Page 51 of 81

Variance as Forecasted % of FY Totals Actual YTD YTD Variance Forecast 580,566 Revenues Foundation grants 900,782 Individual Contributions $ 311,299 $ 207,061 $ 104,238 50.3% 15% 736,180 Board Contributions $ 73,340 $ 44,650 $ 28,690 64.3% 175%Federal grants Business & Org Contributions 53,240 47,650 5,590 11.7% 111.7% 669,212 Foundation grants 900,782 820,345 80,437 9.8% 109.8% 119,360 Individual Contributions Federal grants 669,212 664,844 4,368 0.7% 100.7% 311,299 FY 2011 National CASA 53,345 50,000 3,345 6.7% 106.7% 62,857 FY 2012 Juror & parking fees State & Local grants 66,556 69,756 (3,200) -4.6% 95.4% 83,063

Juror & parking fees 83,063 71,093 11,970 16.8% 116.8% 39,325 Board Contributions In-Kind Donations 32,200 32,200 - 0.0% #DIV/0! 73,340 Other 684 - 684 97.2% 47,073 Business & Org Contributions Special events 55,614 57,198 (1,584) -2.8% #DIV/0! 53,240 Glamour Gowns (2,686) - (2,686) Total 2,296,649 2,064,797 231,853 11.2% FY Totals Expenses 1,032,169 Personnel 1,197,038 1,213,766 (16,728) -1.4% Personnel Fundraising & Outreach 84,027 249,807 (165,780) -66.4% 1,197,038 IT, Telecom & Occupancy 68,606 31,883 36,723 115.2% 288,471 Outside Services Office & Overhead 77,674 74,521 3,153 4.2% 524,050 Outside Services 524,050 241,625 282,425 116.9% 147,684 Program Expenses Program Expenses 92,783 101,028 (8,245) -8.2% 92,783 FY 2011 Total 2,044,178 1,912,630 131,548 6.9% 54,254 FY 2012 Fundraising/Outreach 84,027 Net $ 252,471 $ 152,167 $ 100,305 65.9% 86,772 Office/Overhead 77,674

54,214 IT/Telecom/Occupancy 68,606 KEY INDICATORS IN COMPARISON TO PRIOR YEAR FY Goal FY 2012 2012 2011 Program FY Totals CASA Expenses $ 2,044,178 $ 2,000,984 $ 1,670,364 Estimate of court overhead 32,000 32,000 32,000 569 Children Served $ 2,076,178 $ 2,032,984 $ 1,702,364 632 FTEs (exc. AmeriCorps) 19 20 15 56* Program Staff 9 9 9 Waitlisted Children Child Per Volunteer 1.68 1.73 86* Active Volunteers/FTE 19.84 21.93 329 FY 2011 New children served during the year 291 161 96 Active Volunteers 377 Total children served during the year 632 770 569 FY 2012 Cost per child served $3,285 $ 2,640 $ 2,992 122* On-Leave Volunteers New CASAs Trained 141 200 96 149* Volunteers active 377 329 15* Available Volunteers Note: Goal numbers exclude Comprehensive Fundraising Plan 20* *on 6/30/11 and 6/30/12 CASA LOS ANGELES DASHBOARD FY 2012 Page 52 of 81

Award Available for Expended to Remaining Federal Grant Expenditures Amount 2011-12 Date at 6/30/12 Percentage of Overall Revenue by Source 2008 DOJ Grant 2009 Lancaster 300,000 0 0 Individual Contributions Board Contributions 2009 Infant/Toddler 375,000 25,694 18,490 0 Business & Org Contributions Foundation grants 2009 SFV 110,000 0 0 * 2009 Minority Recruitment 200,000 0 0 Government Grants In-kind Donations 2010 Lancaster 300,000 196,377 196,947 0 Other Juror & parking fees 2010 Infant/Toddler 375,000 375,000 277,539 97,461 2010 38th District 200,000 169,059 169,059 0 Adjustment 1% 1,860,000 766,130 662,035 97,461 5% 4% 14% 3% Top Funders 2% 1 Ralph M. Parsons Foundation $ 150,000 2 Ahmanson Foundation 150,000 Technology 3 Anonymous Individual 100,000 32% 4 Carl & Roberta Deutch Foundation 80,000 Early Childhood Initiative 5 The Rose Hills Foundation 75,000 Volunteer Program (unrestricted) 6 The Atlas Family Foundation 50,000 Early Childhood Initiative 39% 7 BCM Foundation 50,000 Transition Age Youth 8 The Mark Hughes Foundation 35,000 Unrestricted 9 Anonymous Individual 25,000 10 The Thomas & Dorothy Leavey Fdn 25,000 Transition Age Youth 11 Bernard Given 25,000 12 Sacchi Foundation 20,000 Volunteer Program (unrestricted) $ 785,000 Percentage of contributed revenue 59% Percentage of total revenue 34% LIQUIDITY MEASURES 6/30/2012 6/30/2011 Fundraising % of Annual Goal Cash balances $ 632,968 $ 305,031 Months on hand 3.74 2.15

110% Current assets $ 719,511 $ 511,590 Current liabilities $ 145,810 $ 82,372 Current ratio 4.9 6.2

150%

Funds Remaining to Raise (incl. Comprehensive Fundraising) 175% Government Received 112% Additional committed Remaining needed to raise 0% 20% 40% 60% 80% 100% 120% 140% 160% 180% 200% $(500,000) $- $500,000 $1,000,000 $1,500,000 $2,000,000 CASA of Los Angeles Page 53 of 81 Balance Sheet Prev Year Comparison As of June 30, 2012

Jun 30, 12 Jun 30, 11 $ Change % Change

ASSETS Current Assets Checking/Savings Bill.com Money Out Clearing 5,531.08 0.00 5,531.08 100.0% A 10100 · CNB Petty Cash 101-982-254 0.00 322.93 -322.93 -100.0% 10300 · Cash - CNB Checking 112-016-562 632,968.03 304,441.24 328,526.79 107.91% B 10400 · Cash - Money Market 101-982-246 0.00 16.66 -16.66 -100.0% 10500 · Cash - Petty Cash 250.00 250.00 0.00 0.0% Total Checking/Savings 638,749.11 305,030.83 333,718.28 109.41%

Other Current Assets 11900 · Employee receivables 256.48 32.46 224.02 690.14% C 12200 · Government grants receivable 80,506.00 206,526.23 -126,020.23 -61.02% D 19999 · Suspense -0.87 0.00 -0.87 -100.0% Total Other Current Assets 80,761.61 206,558.69 -125,797.08 -60.9%

Total Current Assets 719,510.72 511,589.52 207,921.20 40.64%

Fixed Assets 16200 · Computer hardware 39,513.60 0.00 39,513.60 100.0% E 16100 · Furniture and Fixtures 52,915.20 52,915.20 0.00 0.0% 17900 · Accumulated Depreciation -54,149.20 -52,915.20 -1,234.00 2.33% E Total Fixed Assets 38,279.60 0.00 38,279.60 100.0%

Other Assets 11500 · Investments 103,615.89 103,615.89 0.00 0.0% 13100 · Prepaid Expenses 13110 · Prepaid Insurance 1,546.80 2,255.80 -709.00 -31.43% 13100 · Prepaid Expenses - Other 7,629.95 3,770.49 3,859.46 102.36% Total 13100 · Prepaid Expenses 9,176.75 6,026.29 3,150.46 52.28% F

Total Other Assets 112,792.64 109,642.18 3,150.46 2.87%

TOTAL ASSETS 870,582.96 621,231.70 249,351.26 40.14%

LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable 20000 · Accounts Payable 33,925.84 20,654.42 13,271.42 64.26% F Total Accounts Payable 33,925.84 20,654.42 13,271.42 64.26% Credit Cards City National Bank Credit Card 2,801.88 0.00 2,801.88 100.0% G Total Credit Cards 2,801.88 0.00 2,801.88 100.0%

Page 1 of 2 CASA of Los Angeles Page 54 of 81 Balance Sheet Prev Year Comparison As of June 30, 2012

Jun 30, 12 Jun 30, 11 $ Change % Change

Other Current Liabilities 21140 · Accrued Payroll 63,206.53 0.00 63,206.53 100.0% H 29900 · Credit card charges due back 298.41 3,001.50 -2,703.09 -90.06% 21100 · Payroll Withholding Payable 428.09 0.00 428.09 100.0% 21150 · Accrued Expenses 17,874.71 70,437.52 -52,562.81 -74.62% H 21200 · Accrued Vacation 24,083.98 35,372.07 -11,288.09 -31.91% I 21400 · Employee Benefits Withholdings 21401 · 403B Payable (TIAA-Cref) 450.00 675.00 -225.00 -33.33% 21402 · Aflac Payable 58.00 0.00 58.00 100.0% 21403 · Med125 Payable 2,682.38 2,617.54 64.84 2.48% Total 21400 · Employee Benefits Withholdings 3,190.38 3,292.54 -102.16 -3.1%

Total Other Current Liabilities 109,082.10 112,103.63 -3,021.53 -2.7%

Total Current Liabilities 145,809.82 132,758.05 13,051.77 9.83%

Total Liabilities 145,809.82 132,758.05 13,051.77 9.83%

Equity 32000 · Unrestricted Net Assets 335,319.93 239,060.61 96,259.32 40.27% 32100 · Glamour Gowns 28,861.72 28,861.72 0.00 0.0% 33000 · T/R Net Assets 0.00 0.00 0.00 0.0% J 33100 · Dillon's Special Needs Fund 59,973.24 67,984.00 -8,010.76 -11.78% K 35100 · Net Assets 64,318.76 56,308.00 8,010.76 14.23% J, K Net Income 236,299.49 96,259.32 140,040.17 145.48% Total Equity 724,773.14 488,473.65 236,299.49 48.38%

TOTAL LIABILITIES & EQUITY 870,582.96 621,231.70 249,351.26 40.14% A New account created as a result of implementation of Bill.com B Cash balance has been high throughout the year due to strong financial performance. C This was a mistaken charge that will be refunded in August. D All draws were made as of June 30 except May and June. In addition, only one grant remains active. E Network and telephone system included here. Partial depreciation recorded. F Prepaid and accounts payable have both increased due to increased activity. G New method of accounting for credit card now has separate account. H Accrued payroll and expenses were combined at 6/30/11. I Accrued vacation declined because of change in staffing mix (more with shorter tenure). J Net assets adjustment posted. K Dillon's Fund expenditures have been reclassified.

Page 2 of 2 3:55 PM CASA of Los Angeles 08/27/12 Page 55 of 81 Accrual Basis Profit & Loss Forecast vs. Actual July 2011 through June 2012

$ Over Jul '11 - Jun 12 Forecast Forecast % of Forecast

Income 40000 · Contributions 40100 · Contributions from Individuals 40105 · Board contributions 73,339.72 44,650.00 28,689.72 164% A 40100 · Contributions from Individuals - Other 311,299.40 207,061.00 104,238.40 150% A Total 40100 · Contributions from Individuals 384,639.12 251,711.00 132,928.12 153%

40200 · Contributions from Businesses 53,240.26 47,650.00 5,590.26 112% A 40300 · Contributions from Foundations 900,782.11 820,345.00 80,437.11 110% A 40500 · Other Contributions 5.97 40900 · In-Kind Contributions 32,200.00 Total 40000 · Contributions 1,370,867.46 1,119,706.00 251,161.46 122%

41000 · Government Grants 41400 · Direct federal funding 41403 · 38th District 169,059.00 169,098.00 -39.00 100% 41402 · Infant Toddler 303,206.00 298,339.00 4,867.00 102% 41401 · Antelope Valley 196,947.00 197,407.00 -460.00 100% Total 41400 · Direct federal funding 669,212.00 664,844.00 4,368.00 101%

41100 · National CASA 53,345.29 50,000.00 3,345.29 107% 41300 · AOC Grant 66,556.13 69,756.00 -3,199.87 95% B Total 41000 · Government Grants 789,113.42 784,600.00 4,513.42 101%

42000 · Juror Fees 63,062.90 51,092.54 11,970.36 123% C 42100 · Parking fees 20,000.00 20,000.00 0.00 100% 43100 · Special Events 55,613.61 57,198.00 -1,584.39 97% D 48100 · Miscellaneous Income 677.93 49000 · Glamour Gowns Contributions 49010 · Glamour Gowns - Storage Expense -5,790.41 49012 · Glamour Gowns - Jewelry Expense -3,028.42 49013 · Glamour Gowns - Event Expense -11,366.90 49000 · Glamour Gowns Contributions - Other 17,500.00 Total 49000 · Glamour Gowns Contributions -2,685.73 -2,685.73 100% E

Total Income 2,296,649.59 2,032,596.54 264,053.05 113%

Expense Fundraising and Outreach 61600 · Development Expense 61650 · Comprehensive Fundraising Plan 23,838.53 145,450.00 -121,611.47 16% F 61600 · Development Expense - Other 2,896.41 51,931.00 -49,034.59 6% Total 61600 · Development Expense 26,734.94 197,381.00 -170,646.06 14%

Page 1 of 5 3:55 PM CASA of Los Angeles 08/27/12 Page 56 of 81 Accrual Basis Profit & Loss Forecast vs. Actual July 2011 through June 2012

$ Over Jul '11 - Jun 12 Forecast Forecast % of Forecast

61900 · Publicity 28,100.00 30,250.00 -2,150.00 93% G 62250 · Outreach materials 8,194.10 6,854.00 1,340.10 120% 62260 · Marketing and mailing 13,716.37 15,053.00 -1,336.63 91% 63200 · Other Fundraisers Expense 980.56 269.00 711.56 365% Total Fundraising and Outreach 77,725.97 249,807.00 -172,081.03 31%

IT and Telecommunications Software - Volunteer Management 332.00 60500 · Telephone 11,168.53 7,150.00 4,018.53 156% 60501 · Internet 5,031.34 4,638.00 393.34 108% 60550 - Software - donor 1,134.00 60560 · Software - office 6,237.14 10,967.00 -4,729.86 57% 64600 · Computer Support 2,948.64 207.00 2,741.64 1424% Total IT and Telecommunications 26,851.65 22,962.00 3,889.65 117%

Occupancy and Risk Management 86000 · Depreciation 1,234.00 1,234.00 100% H 60400 - Occupancy 32,200.00 32,200.00 100% 62700 · Insurance Expense Director and officer insurance 2,828.21 3,600.00 -771.79 79% Liability insurance 2,896.80 5,460.00 -2,563.20 53% 62700 · Insurance Expense - Other 2,595.16 -139.00 2,734.16 -1867% Total 62700 · Insurance Expense 8,320.17 8,921.00 32,833.17 468%

Total Occupancy and Risk Management 41,754.17 8,921.00 34,067.17 5.68

Office and Overhead 60200 · Bank Charges 5,915.13 11,373.00 -5,457.87 52% 60300 · Supplies Expenses 21,753.24 21,346.00 407.24 102% 60600 · Printing 9,411.09 3,180.00 6,231.09 296% I 61200 · Equipment Rent 10,381.84 12,519.00 -2,137.16 83% 61700 · Postage 5,966.30 10,858.00 -4,891.70 55% 62000 · Board & Committee Meeting 16,639.23 11,401.00 5,238.23 146% 62900 · Small Equipment 759.25 673.00 86.25 113% 65000 · Miscellaneous 3,516.56 3,167.00 349.56 111% 62600 · Interest 263.83 4.00 259.83 6596% Office and Overhead - Other 3.78 3.78 100% Total Office and Overhead 74,610.25 74,521.00 89.25 100%

61400 · Repairs & Maintenance 64.00 128.00 -64.00 50% Outside Services 60901 · Payroll Processing Fees 3,321.58 3,582.00 -260.42 93% 61000 · Professional Services

Page 2 of 5 3:55 PM CASA of Los Angeles 08/27/12 Page 57 of 81 Accrual Basis Profit & Loss Forecast vs. Actual July 2011 through June 2012

$ Over Jul '11 - Jun 12 Forecast Forecast % of Forecast

61110 · Accounting Fees 112,457.53 115,965.00 -3,507.47 97% J 61150 · Outside Contract Services 291,904.17 211,291.00 80,613.17 138% K 61160 · Fundraising Consultant 10,759.66 5,978.00 4,781.66 180% L 61000 · Professional Services - Other 14,922.50 14,922.50 100% M Total 61000 · Professional Services 430,043.86 333,234.00 96,809.86 129%

64700 · Program-related consultants 90,684.50 140,441.00 -49,756.50 65% M Total Outside Services 524,049.94 477,257.00 46,792.94 110%

Personnel 60100 · Salaries 1,048,113.83 1,063,363.00 -15,249.17 99% N 60110 · Employee benefits 60111 · Health Insurance Benefits 45,489.51 59,458.00 -13,968.49 77% 60115 · Payroll Taxes 91,718.32 84,599.00 7,119.32 108% 60110 · Employee benefits - Other 11,716.57 6,346.00 5,370.57 185% Total 60110 · Employee benefits 148,924.40 150,403.00 -1,478.60 99%

Total Personnel 1,197,038.23 1,213,766.00 -16,727.77 99%

Program Expenses 62400 · Volunteer outreach 300.00 300.00 100% 61100 · Americorp 19,322.21 19,810.00 -487.79 98% 61500 · Dues & Subscriptions 2,506.97 560.00 1,946.97 448% 61800 · Travel & Entertainment 61820 · Meals 5,252.17 7,494.00 -2,241.83 70% O 61830 · Travel 11,597.26 15,411.00 -3,813.74 75% O 61800 · Travel & Entertainment - Other 348.84 -4,387.00 4,735.84 -8% O Total 61800 · Travel & Entertainment 17,198.27 18,518.00 -1,319.73 93%

62200 · Volunteer Recognition 14,166.82 18,283.00 -4,116.18 77% 62300 · Mileage Reimbursement - Staff 3,508.06 1,882.00 1,626.06 186% 62350 · Mileage Reimbursement-Volunteer 307.50 144.00 163.50 214% 64200 · Children Support - Restricted 8,010.76 19,029.00 -11,018.24 42% P 64300 · Background checks 294.80 360.00 -65.20 82% 64400 · Program stipends 8,000.00 7,000.00 1,000.00 114% 64900 · Training Expense 18,826.66 15,101.00 3,725.66 125% Program Expenses - Other 341.05 341.00 0.05 100% Total Program Expenses 92,783.10 101,028.00 -8,244.90 92%

63100 · Special Event Expense 4,691.21 4,691.21 100% Q 62100 · Conferences and Training 1,556.60 0.00 1,556.60 100% 61300 · Taxes & Licenses 52.98 43.00 9.98 123% Total Expense 2,041,178.10 2,148,433.00 -107,254.90 95%

Page 3 of 5 3:55 PM CASA of Los Angeles 08/27/12 Page 58 of 81 Accrual Basis Profit & Loss Forecast vs. Actual July 2011 through June 2012

$ Over Jul '11 - Jun 12 Forecast Forecast % of Forecast

Net Income 255,471.49 -115,836.46 371,307.95 -221%

A Year-end fundraising activity brought larger-than projected results. B AOC grant has not yet billed for training; amount may increase. C Donated fees from juror exceeded projections. Amount are unpredictable. D Mother's Day "Non-Event" E Glamour Gowns activity not included in CASA budget. F Full plan not yet implemented. Some costs will carry over to following year. Some are in outsourced services. G One invoice was not submitted until August, 2012. H Depreciation recorded on network costs. I Printing has run higher than in early months of the year. This is due to trainings and the holiday card. J Accounting fees consist of the following: RBZ 66,817.53 Contract accounting firm Lodgen Lacher, Golditch, Sardi LLP 39,400.00 Audit Karen Swanson 6,240.00 Temporary help 112,457.53 K Expenses by vendor are: Delta Prime Management Consulting 89,742.34 Human resources and recruiting McAllister & Quinn 30,000.00 Federal funding consultants Note: contract ended 12/31/11 NPO Solutions 34,239.80 Strategic organizational consulting OnTarget Fundraising 12,306.67 Special events Saenger & Associates 19,205.00 One time recruiting expense Lynne Gabriel 18,090.10 Interim Volunter Services Director Kurt Swanson 8,662.50 Interim Business Manager Robert Cooper 11,200.00 Online communications production and maintenance TechMD 8,226.00 Contract IT maintenance and support William Jones 47,485.00 Interim Development and Communications Director Wealth Engine, Inc. 2,450.00 Donor prospecting

Page 4 of 5 3:55 PM CASA of Los Angeles 08/27/12 Page 59 of 81 Accrual Basis Profit & Loss Forecast vs. Actual July 2011 through June 2012

$ Over Jul '11 - Jun 12 Forecast Forecast % of Forecast MK Partners, Inc. 2,400.00 Salesforce configuration Marie Pasnick 495.00 Data entry CSI Fullmer 2,029.61 Office reconfiguration TeamOne Employement 868.40 Temporary office - admin assistant Maher Technology Services 665.00 Data cable installation for AV office Data Net Communications 1,175.00 Data cable for MP office Ann Dilys Taylor 2,293.75 Grant Writing TCG Group 300.00 CCAT Assesment Melvy Murguia 250.00 Recuitment Expenses Dr. Tony Wu -180.00 Credit from double billing 291,904.17 L Marc Haupert contract development work M Expenses by vendor are: Child Development Institute 81,944.50 EC Program development and evaluation Dr. Tony Wu 7,620.00 EC Program evaluation EDP Management 720.00 CASA Tracker consulting Help Jim 400.00 Consulting with Program Director 90,684.50 M Child Development Institue N Salaries slightly lower primarily due to year-end vacation accrual adjustment. O Credit balance (which was the reversal of an accrual) allocated to the more specific accounts since prior version/month. P Dillon's Fund activity is below budget but consistent with prior year amounts. Q Mother's Day non-event mailing

Page 5 of 5 Page 60 of 81 CASA LOS ANGELES DASHBOARD -Q1 2013 Page 61 of 81

Var. as a % Q1 Revenue Totals ### 2013 Q1 2012 Q1 Variance of Q1 2012 Revenues Government grants 170,868 Individual Contributions $ 27,739 $ 14,722 $ 13,017 88.4% 80,830 Board Contributions 23,600 9,400 14,200 151.1% Juror & parking fees 31,093 Business & Org Contributions 13,399 3,804 9,596 252.3% 32,052 Foundation grants 30,108 170,345 (140,237) -82.3% Foundation grants 170,345 Government Grants 80,830 170,868 (90,038) -52.7% 30,108 2012 Q1 Juror & parking fees 32,052 31,093 959 3.1% 2013 Q1 Individual Contributions 14,722 State & Local grants - 556 (556) -100.0% 27,739 National CASA - 12,600 (12,600) -100.0% Board Contributions 9,400 Special events (121) - (121) 23,600 Glamour Gowns (2,079) (1,017) (1,062) 104.4% Business & Org Contributions 3,804 Total 205,528 412,370 (206,842) -50.2% 13,399

Q1 Expense Totals Var. as a % 2013 Q1 2012 Q1 Variance of Q1 2012 Expenses 290,239 Personnel 330,948 Personnel 330,948 290,239 40,709 14.0% 40,328 Fundraising & Outreach 9,818 1,664 8,154 490.2% Outside Services 117,535 IT, Telecom & Occupancy 19,383 8,603 10,780 125.3% 8,603 Office & Overhead 18,480 6,772 11,708 172.9% IT/Telecom/Occupancy 19,383 2012 Q1 Outside Services 117,535 40,328 77,207 191.4% 2013 Q1 Program Expenses 16,952 11,768 5,184 44.0% 6,772 Office/Overhead 18,480 Total 513,116 359,374 153,742 42.8% 11,768 Program Expenses 16,952 Net $ (307,588) $ 52,996 $ (360,584) -680.4% 1,664 Fundraising/Outreach 9,818 KEY INDICATORS IN COMPARISON TO Q1 Q1 2013 Q1 2012 Actual 2012 CASA Expenses $ 513,116 $ 359,374 $ 2,044,178 Program Q1 Totals Estimate of court overhead 32,000 32,000 32,000 $ 545,116 $ 391,374 $ 2,076,178 398 FTEs (exc. AmeriCorps) 19 19 19 Children Served 509 Program Staff 9 9 9 Children per Volunteer 1.48 1.52 1.68 106* Waitlisted Children Active Volunteers/FTE 18.16 13.74 19.84 84* New children served 81 57 291 509 398 632 261 2012 Q1 Total children served Active Volunteers Cost per child served $ 1,071 $ 983 $ 3,285 345 2013 Q1 New CASAs Trained 0 24 141 98* Volunteers active 345 261 377 On-Leave Volunteers 106* Shelter care volunteers 27 Shelter care children served 1295 20* Available Volunteers 17* *on 9/30/11 and 9/30/12 CASA LOS ANGELES DASHBOARD -Q1 2013 Page 62 of 81

Percentage of Overall Revenue by Source

Top Funders Individual Contributions Board Contributions Award Amount Business & Org Contributions Foundation grants 1 Federal -Infant Toddler $ 80,830 Federal Grant Government Grants Juror & parking fees 2 County of Los Angeles 32,052 Jury Fees 3 Dwight Stuart Youth Foundation 20,000 Foundation Active Network 9,546 Justice Jog 4 Bruce Herron 7,500 Board Contribution 15% 13% 5 Frank Addante 7,051 Board Contribution 6 Lynn James 5,000 Board Contribution 11% 7 Raymond P. Randall 5,000 Board Contribution 8 Creative Artists Agency 5,000 Major Donor 9 Nancy Wright 5,000 CASA Engagement 7% 10 Wells Fargo Foundation 5,000 Foundation $ 181,980 39% Percentage of total revenue 88.54% 15%

Fundraising % of Annual Goal

Foundation & Govt. Grants 14.30%

Individual Contributions 5.55%

LIQUIDITY MEASURES 9/30/2012 9/30/2011 Board Contributions 26.97% Cash balances $ 417,988 $ 353,377 Months on hand 2.04 2.06

Business & Org Contributions 26.80% Current assets $ 512,937 $ 640,227 Current liabilities $ 131,635 $ 108,459 Current ratio 3.9 5.9

Funds Remaining to Raise

Government Received Additional Committed

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Remaining Needed to Raise 2:05 PM CASA of Los Angeles 10/15/12 Page 63 of 81 Accrual Basis Balance Sheet As of September 30, 2012

Sep 30, 12 Jun 30, 12 $ Change % Change

ASSETS Current Assets Checking/Savings Bill.com Money Out Clearing -1,000.00 5,531.08 -6,531.08 -118.1% 10300 · Cash - CNB Checking 112-016-562 418,737.75 632,968.03 -214,230.28 -33.8% A 10500 · Cash - Petty Cash 250.00 250.00 0.00 0.0% Total Checking/Savings 417,987.75 638,749.11 -220,761.36 -34.6%

Other Current Assets 11900 · Employee receivables 256.48 256.48 0.00 0.0% 12200 · Government grants receivable 94,694.00 80,506.00 14,188.00 17.6% B 19999 · Suspense -0.87 -0.87 0.00 0.0% Total Other Current Assets 94,949.61 80,761.61 14,188.00 17.6%

Total Current Assets 512,937.36 719,510.72 -206,573.36 -28.7%

Fixed Assets 16200 · Computer hardware 39,513.60 39,513.60 0.00 0.0% 16100 · Furniture and Fixtures 52,915.20 52,915.20 0.00 0.0% 17900 · Accumulated Depreciation -54,149.20 -54,149.20 0.00 0.0% Total Fixed Assets 38,279.60 38,279.60 0.00 0.0%

Other Assets 11500 · Investments 0.00 103,615.89 -103,615.89 -100.0% A 13100 Prepaid Expenses 9,176.75 -9,176.75 -100.0% C Total Other Assets 0.00 112,792.64 -112,792.64 -100.0%

TOTAL ASSETS 551,216.96 870,582.96 -319,366.00 -36.7%

LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable 20000 · Accounts Payable 51,342.74 33,925.84 17,416.90 51.3% D Total Accounts Payable 51,342.74 33,925.84

Credit Card 0.00 2,801.88 -2,801.88 -100.0% E

Other Current Liabilities 21140 · Accrued Payroll 49,342.70 63,206.53 -13,863.83 -21.9% 29900 · Credit card charges due back 298.41 298.41 0.00 0.0% 21100 · Payroll Withholding Payable 428.09 428.09 0.00 0.0% 21150 · Accrued Expenses 454.46 17,874.71 -17,420.25 -97.5% 21200 · Accrued Vacation 24,083.98 24,083.98 0.00 0.0%

FOR MANAGEMENT USE ONLY Page 1 of 11 2:05 PM CASA of Los Angeles 10/15/12 Page 64 of 81 Accrual Basis Balance Sheet As of September 30, 2012

Sep 30, 12 Jun 30, 12 $ Change % Change

Total 21400 · Employee Benefits 5,684.24 3,190.38 2,493.86 78.2%

Total Other Current Liabilities 80,291.88 109,082.10 -28,790.22 -26.4%

Total Current Liabilities 131,634.62 145,809.82 -14,175.20 -9.7%

Total Liabilities 131,634.62 145,809.82 -14,175.20 -9.7%

Equity 32000 · Unrestricted Net Assets 571,619.42 335,319.93 236,299.49 70.5% F 32100 · Glamour Gowns 28,861.72 28,861.72 0.00 0.0% 33100 · Dillon's Special Needs Fund 60,060.24 59,973.24 87.00 0.1% 35100 · Net Assets 64,318.76 64,318.76 0.00 0.0% Net Income -305,277.80 236,299.49 -541,577.29 -229.2% F Total Equity 419,582.34 724,773.14 -305,190.80 -42.1%

TOTAL LIABILITIES & EQUITY 551,216.96 870,582.96 -319,366.00 -36.7%

A Cash expected to decline due to budgeted loss for first quarter. CD account closed and transferred to main cash account. B Draw has not yet been made for any of the first quarter activity. This will be collected in October. C Prepaid expenses recorded only at year-end. D Difference from last quarter primarily due to timing of payments. E Due to closing cycle for the month, credit card information not yet updated. F Unrestricted net assets increased due to prior year surplus. The organization budgeted a loss for the first quarter.

FOR MANAGEMENT USE ONLY Page 2 of 11 5:31 PM CASA of Los Angeles 10/15/12 Page 65 of 81 Accrual Basis Balance Sheet Prev Year Comparison As of September 30, 2012

Sep 30, 12 Sep 30, 11 $ Change % Change

ASSETS Current Assets Checking/Savings Bill.com Money Out Clearing -1,000.00 0.00 -1,000.00 -100.0% 10100 · CNB Petty Cash 101-982-254 0.00 322.93 -322.93 -100.0% 10300 · Cash - CNB Checking 112-016-562 418,737.75 352,787.06 65,950.69 18.69% A 10400 · Cash - Money Market 101-982-246 0.00 16.66 -16.66 -100.0% 10500 · Cash - Petty Cash 250.00 250.00 0.00 0.0% Total Checking/Savings 417,987.75 353,376.65 64,611.10 18.28%

Other Current Assets 11900 · Employee receivables 256.48 32.46 224.02 690.14% 12200 · Government grants receivable 94,694.00 180,945.71 -86,251.71 -47.67% B 19999 · Suspense -0.87 0.00 -0.87 -100.0% Total Other Current Assets 94,949.61 180,978.17 -86,028.56 -47.54%

Total Current Assets 512,937.36 534,354.82 -21,417.46 -4.01%

Fixed Assets 16200 · Computer hardware 39,513.60 0.00 39,513.60 100.0% C 16100 · Furniture and Fixtures 52,915.20 52,915.20 0.00 0.0% 17900 · Accumulated Depreciation -54,149.20 -52,915.20 -1,234.00 2.33% Total Fixed Assets 38,279.60 0.00 38,279.60 100.0%

Other Assets 11500 · Investments 0.00 103,615.89 -103,615.89 -100.0% A 13100 · Prepaid Expenses 13110 · Prepaid Insurance 0.00 2,255.80 -2,255.80 -100.0% Total 13100 · Prepaid Expenses 0.00 2,255.80 -2,255.80 -100.0%

Total Other Assets 0.00 105,871.69 -105,871.69 -100.0%

TOTAL ASSETS 551,216.96 640,226.51 -89,009.55 -13.9%

LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable 20000 · Accounts Payable 51,342.74 17,731.33 33,611.41 189.56% D Total Accounts Payable 51,342.74 17,731.33 33,611.41 189.56%

Other Current Liabilities 21140 · Accrued Payroll 49,342.70 0.00 49,342.70 100.0% E 29900 · Credit card charges due back 298.41 298.41 0.00 0.0%

FOR MANAGEMENT USE ONLY Page 3 of 11 5:31 PM CASA of Los Angeles 10/15/12 Page 66 of 81 Accrual Basis Balance Sheet Prev Year Comparison As of September 30, 2012

Sep 30, 12 Sep 30, 11 $ Change % Change

21100 · Payroll Withholding Payable 428.09 0.00 428.09 100.0% 21150 · Accrued Expenses 454.46 52,292.80 -51,838.34 -99.13% E 21200 · Accrued Vacation 24,083.98 35,372.07 -11,288.09 -31.91% F 21400 · Employee Benefits Withholdings 21401 · 403B Payable (TIAA-Cref) 375.00 450.00 -75.00 -16.67% 21402 · Aflac Payable 145.00 0.00 145.00 100.0% 21403 · Med125 Payable 5,164.24 2,350.39 2,813.85 119.72% Total 21400 · Employee Benefits Withholdings 5,684.24 2,800.39 2,883.85 102.98%

Total Other Current Liabilities 80,291.88 90,763.67 -10,471.79 -11.54%

Total Current Liabilities 131,634.62 108,495.00 23,139.62 21.33%

Total Liabilities 131,634.62 108,495.00 23,139.62 21.33%

Equity 32000 · Unrestricted Net Assets 571,619.42 335,319.93 236,299.49 70.47% 32100 · Glamour Gowns 28,861.72 28,861.72 0.00 0.0% 33100 · Dillon's Special Needs Fund 60,060.24 67,984.00 -7,923.76 -11.66% 35100 · Net Assets 64,318.76 56,308.00 8,010.76 14.23% Net Income -305,277.80 43,257.86 -348,535.66 -805.72% G Total Equity 419,582.34 531,731.51 -112,149.17 -21.09%

TOTAL LIABILITIES & EQUITY 551,216.96 640,226.51 -89,009.55 -13.9%

A Increase in cash is due primarily due to closing the certificate of deposit account and moving it into the main cash account. B Government grants receivable decreased since only one grant still utilized in this quarter, as opposed to three last year. C The organization undertook the network project last year utilizing funds provided by the Ahmanson Foundation. D Accounts payable increased due to increased use of outside contractors. E Accrued payroll separated from accrued expenses in most recent presentation. Actual amounts did not vary significantly. F Accrued vacation declined as a result of staff turnover. G Net income for first quarter budgeted at a loss.

FOR MANAGEMENT USE ONLY Page 4 of 11 3:28 PM CASA of Los Angeles 10/15/12 Page 67 of 81 Accrual Basis Profit & Loss Budget vs. Actual July through September 2012

Jul - Sep 12 Budget $ Over Budget % of Budget

Income 40000 · Contributions 40100 · Contributions from Individuals 40105 · Board contributions 23,599.98 23,600.00 -0.02 100.0% 40100 · Contributions from Individuals - Other 27,738.61 45,000.00 -17,261.39 61.64% Total 40100 · Contributions from Individuals 51,338.59 68,600.00 -17,261.41 74.84%

40200 · Contributions from Businesses 13,399.20 5,000.00 8,399.20 267.98% 40300 · Contributions from Foundations 30,108.08 120,000.00 -89,891.92 25.09% A 40600 · Child Special Needs restricted 2,310.00 18,750.00 -16,440.00 12.32% Total 40000 · Contributions 97,155.87 212,350.00 -115,194.13 45.75%

41000 · Government Grants 41400 · Direct federal funding 41402 · Infant Toddler 80,830.00 56,676.00 24,154.00 142.62% Total 41400 · Direct federal funding 80,830.00 56,676.00 24,154.00 142.62%

Total 41000 · Government Grants 80,830.00 56,676.00 24,154.00 142.62%

42000 · Juror Fees 32,052.18 18,750.00 13,302.18 170.95% B 43100 · Special Events -121.38 18,750.00 -18,871.38 -0.65% Total 49000 · Glamour Gowns Contributions -2,078.50 18,750.00 -20,828.50 -11.09% I

Total Income 207,838.17 325,276.00 -117,437.83 63.9%

Expense Fundraising and Outreach 61600 · Special Event Expenses 4,268.69 7,500.00 -3,231.31 56.92% 61900 · Publicity 5,000.00 7,500.00 -2,500.00 66.67% 62250 · Outreach materials 529.38 11,250.00 -10,720.62 4.71% 62260 · Marketing and mailing 0.00 15,000.00 -15,000.00 0.0% Total Fundraising and Outreach 9,798.07 41,250.00 -31,451.93 23.75%

IT and Telecommunications 60500 · Telephone 3,397.91 1,500.00 1,897.91 226.53% 60501 · Internet 0.00 1,500.00 -1,500.00 0.0% 60550 · Software - donor 0.00 3,124.97 -3,124.97 0.0% 60560 · Software - office 227.00 5,599.97 -5,372.97 4.05% 64600 · Computer Support 11,143.00 8,100.00 3,043.00 137.57% Total IT and Telecommunications 14,767.91 19,824.94 -5,057.03 74.49%

FOR MANAGEMENT USE ONLY. Page 5 of 11 3:28 PM CASA of Los Angeles 10/15/12 Page 68 of 81 Accrual Basis Profit & Loss Budget vs. Actual July through September 2012

Jul - Sep 12 Budget $ Over Budget % of Budget

Occupancy and Risk Management 62700 · Insurance Expense Director and officer insurance 1,125.60 18,750.00 -17,624.40 6.0% Liability insurance 3,489.62 18,750.00 -15,260.38 18.61% 62700 · Insurance Expense - Other 0.00 2,530.78 -2,530.78 0.0% Total 62700 · Insurance Expense 4,615.22 40,030.78 -35,415.56 11.53% C

Total Occupancy and Risk Management 4,615.22 40,030.78 -35,415.56 11.53%

Office and Overhead 60200 · Bank Charges 1,040.59 1,350.00 -309.41 77.08% 60300 · Supplies Expenses 5,552.88 5,912.53 -359.65 93.92% 60600 · Printing 4,796.36 2,250.00 2,546.36 213.17% 61200 · Equipment Rent 1,557.49 4,500.00 -2,942.51 34.61% 61700 · Postage 1,342.77 300.00 1,042.77 447.59% 62000 · Board & Committee Meeting 4,227.04 2,500.03 1,727.01 169.08% 62900 · Small Equipment -225.46 1,500.00 -1,725.46 -15.03% 65000 · Miscellaneous 188.00 250.03 -62.03 75.19% Total Office and Overhead 18,479.67 18,562.59 -82.92 99.55%

61400 · Repairs & Maintenance 0.00 600.00 -600.00 0.0% Outside Services 60901 · Payroll Processing Fees 760.00 720.00 40.00 105.56% 61000 · Professional Services 61110 · Accounting Fees 7,895.11 4,500.00 3,395.11 175.45% D 61150 · Outside Contract Services 39,977.35 15,000.00 24,977.35 266.52% E 61160 · Fundraising Consultant 64,020.50 2,500.03 61,520.47 2,560.79% F Total 61000 · Professional Services 111,892.96 22,000.03 89,892.93 508.6%

64700 · Program-related consultants 4,882.50 21,250.03 -16,367.53 22.98% Total Outside Services 117,535.46 43,970.06 73,565.40 267.31%

Personnel 60100 · Salaries 281,044.86 302,329.50 -21,284.64 92.96% F 60110 · Employee benefits 60112 · Workers' Compensation 6,241.70 18,750.00 -12,508.30 33.29% 60111 · Health Insurance Benefits 20,698.61 22,000.76 -1,302.15 94.08% 60115 · Payroll Taxes 22,962.76 24,186.24 -1,223.48 94.94% Total 60110 · Employee benefits 49,903.07 64,937.00 -15,033.93 76.85%

Total Personnel 330,947.93 367,266.50 -36,318.57 90.11%

FOR MANAGEMENT USE ONLY. Page 6 of 11 3:28 PM CASA of Los Angeles 10/15/12 Page 69 of 81 Accrual Basis Profit & Loss Budget vs. Actual July through September 2012

Jul - Sep 12 Budget $ Over Budget % of Budget

Program Expenses 62400 · Volunteer outreach 675.95 18,750.00 -18,074.05 3.61% 61100 · Americorp 10,156.25 4,999.97 5,156.28 203.13% G 61800 · Travel & Entertainment 61810 · Entertainment 167.20 18,750.00 -18,582.80 0.89% 61820 · Meals 218.19 1,000.03 -781.84 21.82% 61830 · Travel 155.89 3,194.53 -3,038.64 4.88% Total 61800 · Travel & Entertainment 541.28 22,944.56 -22,403.28 2.36%

62200 · Volunteer Recognition 78.63 4,250.01 -4,171.38 1.85% 62300 · Mileage Reimbursement - Staff 1,906.40 2,150.01 -243.61 88.67% 62350 · Mileage Reimbursement-Volunteer 0.00 343.77 -343.77 0.0% 64200 · Children Support - Restricted 967.60 3,125.01 -2,157.41 30.96% 64300 · Background checks 93.85 61.50 32.35 152.6% 64400 · Program stipends 0.00 7,500.00 -7,500.00 0.0% 64900 · Training Expense 2,531.75 57,715.26 -55,183.51 4.39% H Total Program Expenses 16,951.71 121,840.09 -104,888.38 13.91%

61300 · Taxes & Licenses 20.00 18,750.00 -18,730.00 0.11% Total Expense 513,115.97 672,094.96 -158,978.99 76.35%

Net Income -305,277.80 -346,818.96 41,541.16 88.02%

A Foundation revenue is "lumpy" and somewhat unpredictable. See separate grant report. B Juror fees are unpredictible and recorded on a cash basis. Amount received similar to PY. C Most insurance costs paid out over nine months; variance is primarily a timing difference. D Includes year-end activity and grant work. Without grants, amount will be lower. E Increase due to additional recrutiment costs incurred for vacation development positions. F A few vacant positions, including development director. Development director is currently staffed by an independent contractor, resulting in an increase in outside consultants ($37,675 for this role.) Other costs are also running ahead and budget may need to be reconsidered.

G Budgeted on a monthly basis, but paid in installments. This will end up at the annual budget amount. H New training program not yet implemented. I Storage expense

FOR MANAGEMENT USE ONLY. Page 7 of 11 3:54 PM CASA of Los Angeles 10/15/12 Page 70 of 81 Accrual Basis Profit & Loss Prev Year Comparison July through September 2012

Jul - Sep 12 Jul - Sep 11 $ Change % Change

Income 40000 · Contributions 40100 · Contributions from Individuals 40105 · Board contributions 23,599.98 9,400.00 14,199.98 151.06% 40100 · Contributions from Individuals - Other 27,738.61 14,721.78 13,016.83 88.42% Total 40100 · Contributions from Individuals 51,338.59 24,121.78 27,216.81 112.83%

40200 · Contributions from Businesses 13,399.20 3,803.64 9,595.56 252.27% 40300 · Contributions from Foundations 30,108.08 170,345.11 -140,237.03 -82.33% 40600 · Child Special Needs restricted 2,310.00 0.00 2,310.00 100.0% Total 40000 · Contributions 97,155.87 198,270.53 -101,114.66 -51.0%

41000 · Government Grants 41400 · Direct federal funding 41403 · 38th District 0.00 53,017.00 -53,017.00 -100.0% 41402 · Infant Toddler 80,830.00 53,325.00 27,505.00 51.58% 41401 · Antelope Valley 0.00 64,526.00 -64,526.00 -100.0% Total 41400 · Direct federal funding 80,830.00 170,868.00 -90,038.00 -52.69%

41100 · National CASA 0.00 12,600.00 -12,600.00 -100.0% 41300 · AOC Grant 0.00 556.13 -556.13 -100.0% Total 41000 · Government Grants 80,830.00 184,024.13 -103,194.13 -56.08%

42000 · Juror Fees 32,052.18 31,092.54 959.64 3.09% 43100 · Special Events -121.38 0.00 -121.38 -100.0% 49000 · Glamour Gowns Contributions 49010 · Glamour Gowns - Storage Expense -2,059.42 -1,017.00 -1,042.42 102.5% 49013 · Glamour Gowns - Event Expense -64.08 0.00 -64.08 -100.0% 49000 · Glamour Gowns Contributions - Other 45.00 0.00 45.00 100.0% Total 49000 · Glamour Gowns Contributions -2,078.50 -1,017.00 -1,061.50 104.38%

Total Income 207,838.17 412,370.20 -204,532.03 -49.6%

Expense Fundraising and Outreach 61600 · Special Event Expenses 4,268.69 709.62 3,559.07 501.55% 61900 · Publicity 5,000.00 5,250.00 -250.00 -4.76% 62250 · Outreach materials 529.38 1,978.92 -1,449.54 -73.25% 62260 · Marketing and mailing 0.00 1,800.00 -1,800.00 -100.0% Total Fundraising and Outreach 9,798.07 9,738.54 59.53 0.61%

FOR MANAGEMENT USE ONLY. Page 8 of 11 3:54 PM CASA of Los Angeles 10/15/12 Page 71 of 81 Accrual Basis Profit & Loss Prev Year Comparison July through September 2012

Jul - Sep 12 Jul - Sep 11 $ Change % Change

IT and Telecommunications 60500 · Telephone 2,969.94 1,253.71 1,716.23 136.89% 60501 · Internet 0.00 579.27 -579.27 -100.0% 60560 · Software - office 227.00 4,804.56 -4,577.56 -95.28% 64600 · Computer Support 11,143.00 26.64 11,116.36 41,728.08% Total IT and Telecommunications 14,339.94 6,664.18 7,675.76 115.18%

Occupancy and Risk Management 62700 · Insurance Expense Director and officer insurance 1,125.60 900.60 225.00 24.98% Liability insurance 3,489.62 1,365.60 2,124.02 155.54% 62700 · Insurance Expense - Other 0.00 -327.20 327.20 100.0% Total 62700 · Insurance Expense 4,615.22 1,939.00 2,676.22 138.02%

Total Occupancy and Risk Management 4,615.22 1,939.00 2,676.22 138.02%

Office and Overhead 60200 · Bank Charges 1,040.59 860.19 180.40 20.97% 60300 · Supplies Expenses 5,552.88 3,619.50 1,933.38 53.42% 60600 · Printing 4,796.36 255.53 4,540.83 1,777.02% 61200 · Equipment Rent 1,557.49 1,345.83 211.66 15.73% 61700 · Postage 1,342.77 362.60 980.17 270.32% 62000 · Board & Committee Meeting 4,227.04 -55.51 4,282.55 -7,714.92% 62900 · Small Equipment -225.46 120.00 -345.46 -287.88% 65000 · Miscellaneous 188.00 0.00 188.00 100.0% 62600 · Interest 0.00 263.83 -263.83 -100.0% Total Office and Overhead 18,479.67 6,771.97 11,707.70 172.89%

Outside Services 60901 · Payroll Processing Fees 760.00 765.99 -5.99 -0.78% 61000 · Professional Services 61110 · Accounting Fees 7,895.11 22,195.96 -14,300.85 -64.43% 61150 · Outside Contract Services 39,977.35 13,936.25 26,041.10 186.86% 61160 · Fundraising Consultant 64,020.50 3,430.00 60,590.50 1,766.49% Total 61000 · Professional Services 111,892.96 39,562.21 72,330.75 182.83%

64700 · Program-related consultants 4,882.50 0.00 4,882.50 100.0% Total Outside Services 117,535.46 40,328.20 77,207.26 191.45%

FOR MANAGEMENT USE ONLY. Page 9 of 11 3:54 PM CASA of Los Angeles 10/15/12 Page 72 of 81 Accrual Basis Profit & Loss Prev Year Comparison July through September 2012

Jul - Sep 12 Jul - Sep 11 $ Change % Change

Personnel 60100 · Salaries 281,044.86 253,417.66 27,627.20 10.9% 60110 · Employee benefits 60112 · Workers' Compensation 6,241.70 0.00 6,241.70 100.0% 60111 · Health Insurance Benefits 20,698.61 14,547.88 6,150.73 42.28% 60115 · Payroll Taxes 22,962.76 18,914.55 4,048.21 21.4% 60110 · Employee benefits - Other 0.00 3,358.77 -3,358.77 -100.0% Total 60110 · Employee benefits 49,903.07 36,821.20 13,081.87 35.53%

Total Personnel 330,947.93 290,238.86 40,709.07 14.03%

Program Expenses 62400 · Volunteer outreach 435.00 0.00 435.00 100.0% 61100 · Americorp 10,156.25 0.00 10,156.25 100.0% 61500 · Dues & Subscriptions 0.00 319.95 -319.95 -100.0% 61800 · Travel & Entertainment 61810 · Entertainment 167.20 0.00 167.20 100.0% 61820 · Meals 218.19 2,733.76 -2,515.57 -92.02% 61830 · Travel 155.89 3,858.72 -3,702.83 -95.96% 61800 · Travel & Entertainment - Other 0.00 -4,387.42 4,387.42 100.0% Total 61800 · Travel & Entertainment 541.28 2,205.06 -1,663.78 -75.45%

62200 · Volunteer Recognition 78.63 163.37 -84.74 -51.87% 62300 · Mileage Reimbursement - Staff 1,906.40 872.96 1,033.44 118.38% 62350 · Mileage Reimbursement-Volunteer 0.00 144.15 -144.15 -100.0% 64200 · Children Support - Restricted 967.60 4,452.02 -3,484.42 -78.27% 64300 · Background checks 93.85 23.90 69.95 292.68% 64900 · Training Expense 2,531.75 3,245.52 -713.77 -21.99% Program Expenses - Other 0.00 341.05 -341.05 -100.0% Total Program Expenses 16,710.76 11,767.98 4,942.78 42.0%

62100 · Conferences and Training 0.00 1,620.63 -1,620.63 -100.0% 61300 · Taxes & Licenses 20.00 42.98 -22.98 -53.47% Total Expense 512,447.05 369,112.34 143,334.71 38.83%

Net Income -304,608.88 43,257.86 -347,866.74 -804.17%

FOR MANAGEMENT USE ONLY. Page 10 of 11 10:17 AM CASA of Los Angeles 10/16/12 Page 73 of 81 Accrual Basis Profit & Loss July 2011 through September 2012

Jul - Sep 11 Oct - Dec 11 Jan - Mar 12 Apr - Jun 12 Jul - Sep 12

Income Total 40000 · Contributions 198,270.53 452,365.95 298,231.11 421,999.87 97,155.87 Total 41000 · Government Grants 184,024.13 245,653.00 226,061.00 133,375.29 80,830.00

42000 · Juror Fees 31,092.54 0.00 31,795.36 175.00 32,052.18 42100 · Parking fees 0.00 20,000.00 0.00 0.00 0.00 43100 · Special Events 0.00 0.00 2,419.65 53,193.96 -121.38 48100 · Miscellaneous Income 0.00 0.33 0.00 677.60 0.00 Total 49000 · Glamour Gowns Contributions -1,017.00 -1,656.00 -5,196.91 5,184.18 -2,078.50

Total Income 412,370.20 716,363.28 553,310.21 614,605.90 207,838.17

Expense Total Fundraising and Outreach 9,738.54 22,084.96 30,524.53 15,377.94 9,798.07 Total IT and Telecommunications 6,664.18 10,354.46 18,487.17 -8,654.16 14,767.91

Total Occupancy and Risk Management 1,939.00 2,545.56 75.00 37,194.61 4,615.22 Total Office and Overhead 6,771.97 24,308.26 18,299.68 25,230.34 18,479.67

61400 · Repairs & Maintenance 0.00 64.00 0.00 0.00 0.00 Total Outside Services 40,328.20 162,069.13 168,125.10 153,527.51 117,535.46

Total Personnel 290,238.86 275,584.32 324,496.58 325,890.47 330,947.93 Total Program Expenses 11,767.98 33,269.30 18,669.82 29,076.00 16,951.71

63100 · Special Event Expense 0.00 0.00 4,691.21 0.00 0.00 62100 · Conferences and Training 1,620.63 -1,620.63 100.00 1,456.60 0.00 61300 · Taxes & Licenses 42.98 0.00 10.00 0.00 20.00 Total Expense 369,112.34 528,659.36 583,479.09 579,099.31 513,115.97

Net Income 43,257.86 187,703.92 -30,168.88 35,506.59 -305,277.80

Rolling Five Quarters 800,000.00 700,000.00 600,000.00 500,000.00 400,000.00 300,000.00 200,000.00 100,000.00 0.00 Jul - Sep 11 Oct - Dec 11 Jan - Mar 12 Apr - Jun 12 Jul - Sep 12

Total Income Total Expense

FOR MANAGEMENT USE ONLY Page 11 of 11 Page 74 of 81 CASA of Los Angeles Rough Draft Cash FLow Forecast SeptemberPage 75 of 10, 81 2012 FY 2013 July August September October November December January February March April May June Total Actual Actual Actual Cash inflows Federal Grants 24,367 28,626 27,837 62,760 143,590 Parking - - - - 20,000 ------20,000 Juror fees 32,052 - - 500 500 500 40,000 - 500 500 500 75,052 Foundation grants 25,000 5,000 108 80,000 120,000 150,000 180,000 120,000 75,000 45,000 50,000 40,000 890,108 Businesses/organizations 2,082 350 10,967 1,500 5,500 15,000 15,000 4,500 1,000 500 500 1,500 58,399 Major/individual donors 3,347 3,991 20,401 15,000 65,000 125,000 45,000 55,000 35,000 30,000 30,000 55,000 482,739 Board contributions 10,966 7,343 5,291 - - 17,500 ------41,100 Special events, gross - - - 2,000 5,000 1,500 1,500 25,000 150,000 350,000 100,000 15,000 650,000 Investment income - Other income 2,500 2,500 CD move to CNB 103,145 103,145 - Total inflows 200,959 47,810 64,604 161,260 216,000 309,500 242,000 244,500 261,000 426,000 181,000 112,000 2,466,633 - Cash outflows - Run Rate 156,687 167,829 190,991 188,598 188,598 188,598 201,932 216,932 221,932 221,932 241,932 271,932 2,457,893

Total outflows 156,687 167,829 190,991 188,598 188,598 188,598 201,932 216,932 221,932 221,932 241,932 271,932 2,457,893

Net cash flows 44,272 (120,019) (126,387) (27,338) 27,402 120,902 40,068 27,568 39,068 204,068 ( 60,932) (159,932) 8,740

Beginning cash 632,968 677,240 557,221 430,834 403,496 430,898 551,800 591,868 619,436 658,504 862,572 801,640 641,708 Ending cash 632,968 677,240 557,221 430,834 403,496 430,898 551,800 591,868 619,436 658,504 862,572 801,640 641,708 650,448

Restricted cash 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

Page 76 of 81

GOVERNANCE COMMITTEE

Page 77 of 81

BOARD NOMINATIONS

1. AJ Safavi

AJ Safavi - Morgan Stanley Financial Advisor - SANTA MONICA, CA Page 1 of 2

Page 78 of 81

AJ Safavi, CRPC® Vice President Financial Advisor Direct: (310) 319-5280 Branch: (310) 319-5200 Fax: (310) 319-5275 Mail: 1453 THIRD STREET SUITE 200 , SANTA MONICA, CA 90401

Biography

AJ Safavi has been helping his clients accomplish their most cherished goals with respect to their financial lives for over 26 years. His philosophy evolves around a disciplined process designed around getting to know what matters most to individuals before offering any customized advice.

AJ's career in finance started in 1985 in the area of real estate, where he advised his clients on suitability and effective lending instruments for residential and commercial projects. He joined Merrill Lynch of Beverly Hills in 1996 as a Financial Advisor and was eventually promoted to the position of Vice President and Senior Wealth Management Advisor. In April of 2009, AJ joined Morgan Stanley* where he continues to provide sophisticated wealth planning services for his clients.

AJ is a Chartered Retirement Planning CounselorSM (CRPC®). He was recognized by Los Angeles Magazine as a "Five Star Wealth Management Advisor" for 2011. He enjoys tennis, golf, soccer and a glass of wine.

Years Registered: 16 Years At Morgan Stanley*: 3

Distinctions Chartered Retirement Planning CounselorSM (CRPC®)

This information, products and services described here are intended only for individuals residing in states where this Financial Advisor is registered as described in this site.

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http://www.morganstanleyfa.com/aj.safavi/biography.htm 10/26/2012

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DEVELOPMENT PLANS

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DEVELOPMENT AND COMMUNICATIONS UPDATE October 30, 2012

Foundation and Corporate Grants: CASA has recently received (or been advised of) the following grants: • BCM Foundation, $100,000, for Transition Age Youth services (an increase from $50,000 last year) • S. Mark Taper Foundation, $100,000, for conference room furniture and renovations • Kaiser Permanente West Los Angeles Medical Center: $14,000 (payable over two years) for mental health services • Kaiser Permanente Los Angeles Medical Center: $10,000 to sponsor volunteer recruitment activities • Beynon Foundation: $7,500 general support (an increase from $5,000 last year)

Requests are currently outstanding to approximately 30 foundations and corporations.

Events • The gala, “An Evening of Dreams,” has been scheduled for Wednesday, May 1, 2013 at the Four Seasons Beverly Wilshire Hotel in Beverly Hills. Allison and Frank Addante will be honored; additional honorees are being approached. Jim Rishwain is chairing and subcommittees have been meeting for several months to plan the event. Sponsorships and tickets are now available. Individual tickets are $400 each. We’re in the process of recruiting selected CASAs to assist us with these efforts. • Planning is underway for a fundraising event in the Antelope Valley, tentatively scheduled for Friday evening, March 8, 2013. Details forthcoming. Thank you to Dan Silva and Jean Youngquist for spearheading this, working with Monique Stevens. • The 2013 Justice Jog, an event of the Greater Los Angeles Legal Administrators Association benefiting CASA, was held on Sunday, September 30. Thank you to Cristine Reynaert, Ruby Wood, Lori Kozak, and Dan Nabel for their efforts, in conjunction with the GLALAA Justice Jog Steering Committee. • The Glamour Gowns Committee hosted a fundraising event at Santa Anita Park on Sunday, October 14. • We have received $10,000 in proceeds from the Kyle Rudow Memorial Fund Golf Tournament, which was held in June in Calabasas. CASA has been one of several beneficiaries of this event each year.

Direct Marketing • A direct mail appeal will be sent by November 15, signed by Roger Ridlehoover and telling the story of his CASA kid “George,” which he told at the Board retreat. • A holiday card-format will be mailed in December. Both appeals will be accompanied by e-mail blasts.

Communications • Sandy Banks of the LA Times published a column about CASA in conjunction with the early October volunteer recruitment event at Dorsey High, organized by Anissa McNeil. • We spread the link to the Sandy Banks article via postings on Facebook and an e-mail blast to our list. We posted it three times on our own Facebook page, plus posted it on more than 50 Page 81 of 81

other CASA-related Facebook pages (many of them being other local CASA organizations). It was reposted by the National CASA Association on their timeline (a big page with 32,000 likes), and by CASA organizations in San Diego, Ventura, Vigo County (Terre Haute, IN), Jefferson and Gilpin Counties (CO), Morris & Sussex Counties (NJ), Rowan County (NC), and Hall and Dawson Counties (GA), and by After 18, Foster Focus Magazine, and War Against Child Abuse (a large site with 19,000+ likes). Over all, more than 250 “likes” were placed on these stories and the approximately 50 “shares.” • A story about CASA was published in October in the Foothill News. • A press release was distributed about new Board member Ed Nahmias, and releases are being prepared for the other new Board members. A media advisory was distributed about funding of children’s services.

Major Gifts • Thank you to Nancy and Jeffrey Paul, who hosted a reception to introduce their friends to CASA at the Hillcrest Country Club on October 7. • Thank you to those who have made gifts of $5,000 or more so far this fiscal year: Abby & Alan Myerson ($10,000) Susan & Bruce Herron ($7,500) Alison & Frank Addante ($7,000) Deena & Ed Nahmias ($5,000) Anna & Ray Randall ($5,000) Judith Sweet & Eugene Friedlander ($5,000) Nancy & Al Wright ($5,000) Patricia & William Young ($5,000)

Vision/Mission Ballot

Mission

The idea is that the mission statement sets forth WHAT WE DO, and makes the reader/listener want to know more. It can always be followed by a paragraph explaining HOW we do it, but the idea was to find something that is powerful, simple and inspirational for the CASA staff and volunteers, the Board, potential donors and the community at large. Here are the committee proposals for mission statement:

VOTE FOR ONE MISSION STATEMENT CASA’s mission is to mobilize community volunteers to advocate for abused and neglected children. We are volunteers who stand up for abused and neglected children, giving them the opportunity to thrive We are an organization of caring and dedicated volunteers devoted to helping abused and neglected children.

Vision

Our vision sets forth what the world will look like once we’ve done our job. Again, it can always be followed by an explanatory paragraph, but we feel that the vision statement itself should be simple, straightforward, powerful and inspirational. Our proposals for vision statement are:

VOTE FOR ONE VISION STATEMENT CASA’s vision is a Los Angeles in which every foster child has an advocate and the opportunity to thrive. CASA’s vision to provide an advocate for every foster child who needs one.

CASA/LA EXECUTIVE DIRECTOR REPORT November 5, 2012

First Quarter Accomplishments

1. Outreach, Volunteer Recruitment and Training a. Volunteer Satisfaction Survey b. Dorsey High School Outreach Event c. Spanish-language TV and radio coverage d. Training classes in MP and AV with varied formats, 37 trainees

2. Strengthening Advocacy Program a. New program director in place, Rosalee Villalobos b. Caseload management to performance objectives c. CASA Peer Coordinators recruitment and training d. Case Assessment Survey refinements e. Early Childhood specialty training and court pilot continues

3. Improving Infrastructure and Operations a. Automation of bill payment system b. Installation of new phone system (Ahmanson funding) c. Completed annual reviews for all staff with merit bonus d. Updated financial policies and procedures e. Sales Force integration project (pro-bono consultants) f. CASA Tracker data clean-up g. Q1 Management Team Off-site meeting

4. Board Development and Activities a. Three new board members; Lori, Ed, Peter b. July Board Meeting, September Board Retreat c. Executive, Finance, Governance, Development committees

5. Building Sustainability a. Foundation requests and proposals b. Gala planning committee and subcommittees c. CASA Engagement initiative d. Major Donor cultivation activity e. Events: Justice Jog, Hillcrest Reception, GG Fundraiser f. Plans for Nov, Dec and Jan appeal mailings g. Publicity: KMEX, 1470AM, KPCC, Sandy Banks h. Search for Development Director, Foundation Manager

11/5/12 1 CASA/LA EXECUTIVE DIRECTOR REPORT November 5, 2012

6. Next 90 Days a. Volunteer Training and Recognition i. Pre-service training classes in MP and AV ii. Early Childhood training in MP and AV iii. In-service continuing education trainings iv. Dec 3 Volunteer Recognition Holiday Party

b. Refine Outreach Strategies i. Internet/Social Media Strategy Plan for Recruitment, 11/15 ii. Antelope Valley/Santa Clarita Outreach Strategy Plan, 11/2 iii. Faith Based Outreach Plan, 12/1

c. Infrastructure and Operations i. Process Mapping of volunteer applicant pipeline, 10/29 ii. Plan for automating volunteer application process iii. Prep for next Case Assessment Survey in January iv. Finalize plan for Taper Volunteer Center Refurbishing v. Preparation for AOC Site Visit in January vi. Recommendation on improvement to employee benefits vii. Planning for electronic document management viii. Complete audit and 990 for FY2012

d. Increased Development Activity i. Year-end appeal mailings ii. Gala sponsorship sales iii. CASA Engagement Initiative iv. Search for new Development Director

e. Board Development and Relations i. New Board Members; AJ ii. Board expansion plan iii. Board and committee meetings

f. Communications i. State of the Union Message/Presentation for Volunteers & Supporters

11/5/12 2 CASA of Los Angeles FY2013 Board of Directors

Primary Term of professional/ Board Member Office and/or Committee Preferred Mailing Address Email Phone service Community affiliation Retired Board President 2012-2014 4305 Via Pinzon Bruce Herron executive; CASA [email protected] 310-791-0206 h Volunteer (Susie) Governance Committee 2nd term Palos Verdes Estates, CA 90274 310-890-9942 c Economic President-Elect 2013-2015 950 S. Grand Avenue, 4th Floor Roger Ridlehoover Science [email protected] 213-748-3210 w Associates, LLC (Frances) Development Chair 2nd term Los Angeles, CA 90015 310-351-4307 c

Treasurer 2012-2014 Kayne Anderson 1800 Avenue of the Stars, 3rd Floor Ralph Walter Capital Advisors, [email protected] 310-470-0578 Finance/Audit Chair; L.P. (Dorothy) 2nd term Los Angeles, CA 90067 Governance Committee

Secretary 2012-2014 Retired Educator; 7011 West Avenue L-12 Jean Youngquist CASA Volunteer [email protected] 661-943-5197 h (Bob) Development Committee 1st term Lancaster, CA 93536

2012-2014 1801 Monterey Blvd. Frank Addante Rubicon Project [email protected] 310-998-7707 c (Allison) 1st term Hermosa Beach, CA 90254 Asst: [email protected]

2012-2014 Manatt, Phelps & 11355 West Olympic Blvd., #10 Jeff Biederman Phillips, LLP [email protected] 310-312-4000 w (Anna) 1st term Los Angeles, CA 90064 Frandzel Robins 2013-2015 6500 Wilshire Blvd., 17th Floor Peter Csato Bloom & Csato, [email protected] 323-852-1000 w L.C. (Cynthia) 1st term Los Angeles, CA 90048 Asst: [email protected] 310-717-3891 c

2012-2014 333 S. Grand Ave., 28th Floor Paul Deitch Development Subcommittee Oaktree Capital [email protected] 213-830-6867 w (Tama) 1st term Los Angeles, CA 90071 Asst: [email protected]

2012-2014 True Religion 2263 East Vernon Avenue Development Committee Deborah Greaves Apparel, Inc. [email protected] 323-244-6172 c 1st term Vernon, CA 90058 323-266-3072 w

2012-2014 Wells Fargo; 333 S. Grand Ave., 10th Floor Governance Committee Lynn James CASA Volunteer [email protected] 213-253-3617 w (Anne Madsen) 1st term Los Angeles, CA 90071 Blakely Sokoloff 2013-2015 12400 Wilshire Blvd., 7th Floor Lori Kozak Development Committee Taylor Zafman [email protected] 310.207.3800 w LLP 1st term Los Angeles, CA 90025 310-663-7333 c

10/30/2012 1 CASA of Los Angeles FY2013 Board of Directors

Primary Term of professional/ Board Member Office and/or Committee Preferred Mailing Address Email Phone service Community affiliation

Education 2012-2014 20852 Moonlake Street Anissa McNeil, Ed.D. Development Committee Consultant; [email protected] 909-594-9204 h CASA Volunteer 1st term Walnut, CA 91789 Greenberg, 2012-2014 Glusker, Fields, 1900 Avenue of the Starts, 21st Floor Development Committee Dan Nabel Claman & [email protected] 310-785-6855 c (Pamela) 1st term Machtinger LLP Los Angeles, CA 90067

2013-2015 4078 Sapphire Drive Edward Nahmias Retired executive [email protected] 818-783-6989 h (Deena) 1st term Encino, CA 91436 818-590-9271 c

2012-2014 1004 Via Zumaya Ray Randall Finance Committee Retired executive [email protected] 424-634-8457 c (Anna) 1st term Palos Verdes Estates, CA 90274 310-541-9681 h

2012-2014 1888 Century Park East, Suite 1850 Cristine Reynaert Development Committee Doll Amir & Eley [email protected] 310-461-3114 w (Greg) 1st term Los Angeles, CA 90067 323-496-2585 c

2012-2014 725 S. Figueroa Street, Suite 2800 Jim Rishwain Development Committee Pillsbury Law [email protected] 213-488-7111 w Asst: 1st term Los Angeles, CA 90017 [email protected] 213-608-3737 f

2011-2013 Associated 17275 Sierra Hwy Daniel Silva Services [email protected] 661-252-2600 w 1st term Santa Clarita, CA 93536 661-378-1073 c

Governance Chair; 2011-2013 W.M. Keck 16447 Shamhart Drive Anneli Stone Development Committee Foundation [email protected] 213-612-2013 w (Mark) 1st term Granada Hills, CA 91344 818-429-1533 c

Founding President; Ex-Officio Child Welfare 951 Laguna Road Jacqueline Dolan Development Committee Activist [email protected] 626-529-3554 h (Peter) Pasadena, CA 91105 818-799-7208 f

Ex-Officio Academic 3990 Prado Del Trigo Junior League Board Fellow Julie Elginer, Dr. P.H. Consultant [email protected] 818-523-5990 Calabasas, CA 91302

Ex-Officio Sandi Romero-Boada Glamour Gowns Chair [email protected]

10/30/2012 2 CASA of Los Angeles FY2013 Board of Directors

Primary Term of professional/ Board Member Office and/or Committee Preferred Mailing Address Email Phone service Community affiliation

CASA/LA Ex-Officio 201 Centre Plaza Drive, Suite 1100 323-859-2888 Dilys Tosteson Garcia Executive [email protected] x6325 w Director (Lola Jackson) Monterey Park, CA 91754 Asst: [email protected] 310-924-9258 c

10/30/2012 3

CASA/LA BOARD CALENDAR FY2013

November 5: Board Meeting, 8am

November 15: Gala Fundraising Committee Call, 7am

November 29: Gala Fundraising Committee Call, 7am

December 3: Holiday Party

January 8: Governance Committee Call, 8:30am

January 14: Executive/Finance Committee Meeting, 8am

Feb 4: Board Meeting, 8am

March 12: Governance Committee Call, 8:30am

March 18: Executive/Finance Committee Meeting, 8am

April 8: Board Meeting, 8am

May 14: Governance Committee Call, 8:30am

May 20: Executive/Finance Committee Meeting, 8am

June 3: Board Meeting, 8am

June 14: Annual Board Dinner

8/15/2012 1 CASA/LA BOARD CALENDAR FY2013

FY2013 DEVELOPMENT EVENTS Dec 3: Volunteer Recognition Holiday Party Jan TBD: House Party Feb TBD: House Party Mar 8: Antelope Valley Event April 6, 7: Glamour Gowns Event April 6-9: National CASA Conference, Anaheim, CA May 1: CASA/LA Spring Gala, Beverly Wilshire Hotel June 5: Volunteer Appreciation Luncheon, CA Endowment June 14: Annual Board Dinner June 15: Board Retreat

8/15/2012 2