Court Appointed Special Advocates of Santa Barbara County

Change a Child's Story

aka CASA of Santa Barbara County   |   Santa Maria, CA   |  http://www.sbcasa.org

Mission

The mission of Court Appointed Special Advocates (CASA) of Santa Barbara County is to assure a safe, permanent, nurturing home for every abused or neglected child by providing a highly trained volunteer to advocate for them in the dependency court system. Volunteers talk to foster parents, family members, social workers, attorneys, teachers, medical professionals, and therapists in an effort to learn as much as possible about the child's situation. CASA volunteers serve hundreds of court dependent children every year.

Ruling year info

1995

Principal Officer

Ms. Kim Colby Davis

Main address

2125 south broadway suite 106 Suite 106

Santa Maria, CA 93454 USA

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EIN

33-0662734

NTEE code info

Civil Rights, Advocacy for Specific Groups (R20)

Children's and Youth Services (P30)

Alliance/Advocacy Organizations (O01)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

CASA of Santa Barbara County

The CASA program has been providing services since 1993 under the umbrella of a local youth serving agency. In 1995 the organization was awarded 501(C)(3) status and became an independent organization. CASA recruits, trains, and supervises volunteer citizens who advocate for children assigned to the CASA program by the court. The advocates are sworn in as officers of the court and gather information from key people involved in the child's life such as Child Protective Services, foster parents, school personnel, therapists, and the child. The CASA presents a comprehensive, timely, and in-depth report to the court about the needs of the children and their best interests. The court uses the information to make decisions about placement and services and what is best for the child.

Population(s) Served

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Board of Directors of CASA Santa Barbara, in conjunction with the Executive Director and Administrative Staff, put together a Strategic Plan to provide a disciplined approach to management to ensure it reached its goal of providing an advocate to every child who needs one by 2018. We were successful in this effort. Now we must work to maintain the service level needed to provide advocacy for every child in need.

VISION

Our vision is for every child to have a safe, loving home and to be given the opportunity to thrive.

• Nationwide, CASA provides a 75 to 1 ratio of children served to paid staff position. On average funding for one staff supervisory position within a local CASA program supports 40 trained volunteer workers, assigned to 75+ children’s cases within a year.
• Children with CASA volunteers spend 7.5 months less in foster care, experience fewer out of home placements and have significantly improved educational performance.
• California spends $867 per month for each child in foster care, so the average child saves the state taxpayer over $6,500 while the CASA Operating Costs are less than $2,200 per child served.
• More than 90% of children with CASA volunteers never reenter the child welfare system, a significant difference compared to the general foster care population. This outcome also results in significant savings in child welfare expenses.

CURRENT CONDITIONS

In 2018, 254 CASA volunteers served a total of 467 children in Santa Barbara County. This represented nearly all children in need. We estimate that we will serve approximately 500 children in our FY19, and to do so we will need to recruit, screen, train, and support and additional 90 new volunteers, whild maintaining a retention rate of 70% of our existing volunteers.

Our goals for our volunteer advocate program include:
• Increase the number of foster children served from to include all those in need;
• Recruit, screen and train 90 new volunteers.
We achieved our growth goals in both volunteer recruitment and children served. Our goal moving forward is to continue to recruit new volunteers to maintain the organization at capacity to serve every child, and to respond quickly to changes in the child welfare system that could result in increased need for advocacy for children.

Financials

Court Appointed Special Advocates of Santa Barbara County
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Compare nonprofit financials to similar organizations

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Court Appointed Special Advocates of Santa Barbara County

Board of directors
as of 10/23/2019
SOURCE: Self-reported by organization
Board chair

James Burge

No Affiliation

Term: 2014 -

Tony Papa

Ciralta

Martin Lynch

Jim Burge

Jeff Hearn

Virginia Benson Wigle

Veronica Sandoval

Chumash Foundation

Nancy Iarossi

Julie Henley

Heather Aames

Montecito Bank and Trust

Jack Tiethof

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes