Court Appointed Special Advocates of Santa Cruz County
Court Appointed Special Advocates of Santa Cruz County
EIN: 77-0305354
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Court Appointed Special Advocates (CASA)
Our core program or recruiting, screening, training, and professionally supervising volunteers to work one-on-one with children in foster care and be their advocate to the dependency court judge and other service providers. Volunteers appear in court an average of twice annually and provide written Court Reports to the judge, as well as monthly status reports to their CASA case supervisor. CASAs also make sure that each child receives appropriate mental and physical healthcare and educational services. Additionally, children are frequently provided with enrichment activities tailored to their special interests. But the most important benefit to the child is their own CASA advocate, who will spend time them every week until their case is resolved and they are placed in a safe and permanent home, a process that can take several years.
Juvenile Justice Involved Youth
Our program provides each youth a court-appointed special advocate to provide guidance, support, and mentorship to these vulnerable young people. Our trained volunteers serve as a consistent presence in the lives of these youth, working to ensure that their needs are being met and their voices are being heard in court. Through our program, we aim to help these youth build the skills and resilience they need to overcome the challenges they face and to thrive in their communities. Our mission is to ensure that every juvenile justice-involved youth has a chance to reach their full potential and to build a brighter future for themselves and their families.
Where we work
Awards
Top-rated Nonprofit 2012
GreatNonprofits
"Best in America" Seal of Excellence 2013
Independent Charities of America (ICA, LICA)
Affiliations & memberships
National CASA 1992
External reviews

Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of youth who have a positive adult role model
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Children and youth, At-risk youth
Related Program
Court Appointed Special Advocates (CASA)
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
CASA matches trained volunteers, one on one, with children/youth from age birth to 21 years old.
Number of foster youth with housing arrangements
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
Court Appointed Special Advocates (CASA)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of youth service participants who have involvement in juvenile justice system
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents
Related Program
Court Appointed Special Advocates (CASA)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of volunteers
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Court Appointed Special Advocates (CASA)
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Children and youth
Related Program
Court Appointed Special Advocates (CASA)
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
We enter our 25th year of service to children in foster care in Santa Cruz County with the long-range goal of serving all 300 children identified by the local dependency court as needing a trained child Advocate. For fiscal year 2015/16, CASA served 254 children and youth in foster care.
Each year in Santa Cruz County, California, over 500 children are served by the dependency care system. Because of new state legislation adopted in 2012, services are now being extended to qualifying youth up to age 21. We know that a growing number of older and transition age youth will remain in care and be in need of Advocates. We expect that over the next two years, 24-26 of the older teens we are currently serving will remain in care past 18 and retain their Advocates. This means a minimum of 36 youth who would have previously aged out will remain in our program. We want to continue serving them while accommodating the steady flow of new children entering the system. In 2016, CASA added its Birth to 5 program. We are now serving children in foster care throughout the full age spectrum, from birth to age 21 years.
What are the organization's key strategies for making this happen?
Our strategy is to focus resources on the recruitment, screening, and training of 90 new volunteer Advocates in fy 2016-17. This would represent a more than 50% increase in new Advocates over the preceding year. While this is an admittedly aggressive goal, we have laid the organizational groundwork to achieve it and are confident in our ability to do so with the help of donors. Within our goal of recruiting 90 new volunteer Advocates is the goal to increase our percentage of both male and Latino volunteers by 10%. Of 900 new Advocates, our goal is to ensure that 28 will be men and 28 will be Latino.
Utilizing proven and new strategies, our Outreach Coordinator and other staff will carry out the following activities;
Frequency Total/Yr Advocates Recruited
Advocate Peer Referral Campaign Ongoing 4 events 18
Presentations and Orientations 6 x mo 72 35
Individual/small group appeals 4 x mo 48 22
General Outreach Monthly 12 15
Advocate Trainings 4 x year Total: 90 Advocates recruited and trained
What are the organization's capabilities for doing this?
Over the last two years we have built a foundation of readiness to increase our capacity to serve more children.
1) We hired a new Outreach Coordinator and re-focused her role on specific activities that will help reach our aggressive recruitment target, while increasing the number of male and bilingual/bi-cultural volunteers. (Forty-nine percent of our youth are Latino and 51% are male.)
2) We are identifying and utilizing broader methods of outreach to increase CASA visibility, including more extensive use of social media and technology.
3) We increased annual trainings from 3 to 4, with a capacity of 20 per class.
4) Our preparations to supervise more Advocates to serve more children have included: a) increasing Supervisory capacity from 3.5 to 4.3 FTE; b) hiring a full-time Volunteer Coordinator to handle tasks formerly done by Supervisors; c) using interns to take notes in court and manage our wait list and; d) developing a pilot program for experienced volunteers to serve as "team leaders/peer coordinators." These steps have increased the capacity of Supervisors to each support more than 30 Advocates.
What have they accomplished so far and what's next?
Our success will be judged according to whether we have recruited, trained and sworn in 80 new Advocates and increased the number of children we served from 220 to 260 this fiscal year. Progress against our demographic goal within the overall recruitment goal will be evaluated according to our degree of success in increasing the numbers of men and Latino volunteers by 10%.
The Outreach Coordinator, Program Manager, and Executive Director will participate in the design of the metrics tools, data collection, and final evaluation.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.10
Months of cash in 2022 info
2.8
Fringe rate in 2022 info
17%
Funding sources info
Assets & liabilities info
Financial data
Court Appointed Special Advocates of Santa Cruz County
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Court Appointed Special Advocates of Santa Cruz County
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Court Appointed Special Advocates of Santa Cruz County
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Court Appointed Special Advocates of Santa Cruz County’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$174,876 | $118,508 | $145,432 | $384,812 | -$481,622 |
As % of expenses | -15.9% | 10.4% | 11.3% | 25.4% | -30.6% |
Unrestricted surplus (deficit) after depreciation | -$200,747 | $92,912 | $109,806 | $349,422 | -$516,352 |
As % of expenses | -17.8% | 8.0% | 8.3% | 22.5% | -32.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $742,500 | $1,565,763 | $1,333,426 | $1,509,486 | $1,233,487 |
Total revenue, % change over prior year | -20.4% | 110.9% | -14.8% | 13.2% | -18.3% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.8% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 26.9% | 23.1% | 24.2% | 40.2% | 29.4% |
All other grants and contributions | 70.9% | 76.8% | 75.8% | 59.8% | 70.6% |
Other revenue | 1.4% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,102,540 | $1,137,371 | $1,288,653 | $1,514,608 | $1,575,843 |
Total expenses, % change over prior year | 3.7% | 3.2% | 13.3% | 17.5% | 4.0% |
Personnel | 79.7% | 78.1% | 78.4% | 78.2% | 81.6% |
Professional fees | 2.7% | 4.3% | 3.6% | 3.1% | 3.3% |
Occupancy | 1.9% | 2.4% | 2.2% | 1.5% | 1.6% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 15.7% | 15.2% | 15.9% | 17.2% | 13.6% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,128,411 | $1,162,967 | $1,324,279 | $1,549,998 | $1,610,573 |
One month of savings | $91,878 | $94,781 | $107,388 | $126,217 | $131,320 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $26,264 | $57,383 | $0 | $0 |
Total full costs (estimated) | $1,220,289 | $1,284,012 | $1,489,050 | $1,676,215 | $1,741,893 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 2.0 | 3.1 | 5.2 | 5.6 | 2.8 |
Months of cash and investments | 2.0 | 3.1 | 5.2 | 5.6 | 2.8 |
Months of estimated liquid unrestricted net assets | 12.1 | 12.7 | 12.0 | 13.3 | 9.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $187,380 | $296,380 | $558,448 | $702,498 | $365,430 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $127,326 | $465,192 | $237,437 | $121,462 | $139,162 |
Gross land, buildings, equipment (LBE) | $1,054,581 | $1,080,844 | $1,138,223 | $1,138,223 | $1,149,898 |
Accumulated depreciation (as a % of LBE) | 19.6% | 21.5% | 23.6% | 26.7% | 29.4% |
Liabilities (as a % of assets) | 6.4% | 6.1% | 5.1% | 5.5% | 7.4% |
Unrestricted net assets | $1,960,165 | $2,053,077 | $2,162,883 | $2,512,305 | $1,995,953 |
Temporarily restricted net assets | $67,335 | $415,193 | N/A | N/A | N/A |
Permanently restricted net assets | $58,262 | $58,262 | N/A | N/A | N/A |
Total restricted net assets | $125,597 | $473,455 | $360,523 | $160,542 | $178,347 |
Total net assets | $2,085,762 | $2,526,532 | $2,523,406 | $2,672,847 | $2,174,300 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Lynne Petrovic
As CASA's Executive Director, Lynne oversees the management of CASA, as defined by the California Rules of Court and National CASA standards, including all functional non-profit agency operations. With over 30 years experience working with children who have been abused, Lynne is passionate about the needs/rights of children who have experienced trauma.
Number of employees
Source: IRS Form 990
Court Appointed Special Advocates of Santa Cruz County
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Court Appointed Special Advocates of Santa Cruz County
Board of directorsas of 02/28/2023
Board of directors data
Sesario Escoto
Retired Dean of Student Services
Janis Ost
Special Education Teacher
Christopher Sheehy
Financial Planner
Sesario Escoto
Retired Dean of Student Services
Matt Gianelli
Assistant to Executive Director, Santa Cruz County Farm Bureau
Anna Rubalcava
Prosecutor with the County of Santa Cruz
Esther Sylvan
Retired Human Resources
Andrea Willy
Grant Writer, PVUSD
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data