Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
Change a Child's Story
Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
EIN: 52-1772617
Mission
Court Appointed Special Advocate (CASA)/ Prince George's County, Inc. is a volunteer-based organization that partners with the juvenile court to improve the lives of abused and neglected children living in foster care. With a strong commitment to diversity, CASA trains and supervises volunteers from the community who advocate for the best interest of children, recognizing and respecting each child's individual needs. By providing a voice to children in the foster care system, it is our goal to promote the timely placement of the children we serve in safe, permanent homes.
Ruling year
1992
Executive Director
Ms. Ann Marie Foley Binsner
Deputy Director
Kara Bundy
Main address
6811 Kenilworth Avenue Suite 402
Riverdale, MD 20737 USA
EIN
52-1772617
Abuse prevention
Child abuse
Legal services
Child advocacy
Child welfare
Population served
Children and youth
Adolescents
Victims of crime and abuse
NTEE code
Child Abuse, Prevention of (I72)
Protection Against and Prevention of Neglect, Abuse, Exploitation (I70)
Children's and Youth Services (P30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
When a child is so severely abused—left with bruises and broken bones after wetting the bed; neglected—left home alone for days to care for younger siblings; or molested someone they should have been able to trust, the County removes the child from their family. They are then thrust into the foster care system: sent to live with strangers and suddenly expected to trust unfamiliar lawyers, social workers and therapists. That’s where CASA comes in. CASA is a volunteer-based organization that partners with the Juvenile Court to improve the lives of abused and neglected children in foster care. Though it is the wealthiest African-American majority county in the country, Prince George’s County has high incidents of poverty and is troubled by one of the lowest ranked school systems in the state, and half of all households are run by single parents. Our work breaks the cycle of generational abuse and poverty through the stability we create for our County’s youth.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Child advocacy
CASA's primary work is to advocate for the best interests of abused and neglected children. Each case is assigned to a CASA volunteer, who takes on the case of only one child at a time, and gathers information used to develop an independent report containing recommendations to the Juvenile Court as to the child's best interest. CASA volunteers are trained and supervised by professional staff that each supervises the work of no more than 30 volunteers to ensure a high level of support and professional services to the children served by CASA volunteers.
Transition Aged Youth
CASA seeks to improve outcomes for older foster care youth preparing to transition out of care to independence by providing additional training and support to our volunteers and staff working with youth preparing for emancipation. Through this program, we are advocating for effective transition planning and ensuring that youth are stably housed and ready to live independently when their cases close.
Family Advocates for Permanency
Volunteers are matched with families for whom reunification is a realistic family and advocate for the entire family to receive appropriate services and supports. Volunteers help to expedite the reunification process while maintaining the child's best interest as paramount.
Cultural Competency
CASA is increasing our outreach and using new methods to recruit volunteers who can meet youths’ needs, including bilingual volunteers. CASA volunteers are members of the community who live throughout Prince George’s County and the DMV. Because we assign each volunteer to only one child or family, the only way we can serve all 500 youth in care is to recruit more volunteers and retain the volunteers we have.
The racial reckoning that has been taking place across our country has highlighted a need to critically examine the biased roots of the child welfare system. Disproportionality is the most obvious current byproduct of these roots and an aspect that CASA has always sought to bring attention to and address. However, we are working to dig deeper into the impact of the socioeconomic factors, visibility bias and implicit bias that cause disproportionality and the consequences of family removal on black and brown families. We seek to continue our efforts to reduce implicit bias among our staff and volunteers and go further in advocating for culturally competent care while in foster care as well as continuing to advocate for services that rebuild families and lead to permanency.
Where we work
Awards
Governor’s Citation for improving the lives of abused and neglected children 2004
Governor's Office
Governor’s Victim Assistance Award: Outstanding Volunteer Contribution to Victim Services 2006
Governor's Office
Diversity Leadership Award 2006
National CASA Association
Bridge Builder's Award 2009
Prince George's County Community Foundation
CASA Program Director of the Year 2013
National CASA Association
Certificate of Appreciation 2012
US Congress
Certificate of Appreciation 2012
US Congress
Affiliations & memberships
National CASA 1992
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children in foster care who have stable placements
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
Child advocacy
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This metric indicates the number of children and youth whose case closed to permanency which includes reunification, legal guardianship or independent housing at emancipation.
Number of youth who re-enter foster care
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
Child advocacy
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Nationally 16% of foster care cases re-open due to new abuse or neglect allegations. However, CASA Prince George's County's cases do not reopen.
Number of foster youth with housing arrangements
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents
Related Program
Transition Aged Youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
A goal of the transitioning youth program is to ensure that youth have stable housing when they age out of foster care to adulthood
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Ultimately, CASA's goal is to match a CASA volunteer with every child in need so that all children in foster care have a qualified, trained individual advocating for their best interest. Long-term outcomes include increasing the number of youth who graduate from high school; increasing the number of youth who enroll in and graduate from secondary education; increasing the percentage of youth who are employed at the time their case closes and eliminating homelessness among exiting foster youth who are served by CASA.
What are the organization's key strategies for making this happen?
CASA will continue to diversify its funding streams and build collaborative partnerships with stakeholders and other community organizations in order to both sustain the organization and grow our capacity to serve more children.
CASA provides 37 hours of pre-service training and 12 hours of in-service training per year to our volunteers. This training, along with intensive screening and supervision by professional staff ensures that only the most appropriate advocates are assigned to work with the abused and neglected children on our caseload.
To grow, CASA will increase its volunteer recruitment efforts, employ best practices to screen volunteers through a rigorous interview and background check process and train 80 volunteers using National CASA Association and local best practices. CASA will also provide specialized in-service training to prepare volunteers to address the needs of high-risk populations of youth. Case Supervisors will continue to supervise no more than 30 volunteers to ensure high quality service and will focus efforts to increase volunteer satisfaction and retention.
What are the organization's capabilities for doing this?
CASA is a volunteer-based organization that partners with the Juvenile Court to improve the lives of abused and neglected children living in foster care. With a strong commitment to diversity, CASA trains and supervises volunteers from the community who advocate for the best interest of children, recognizing and respecting each child's individual needs. By providing a voice to children in the foster care system, it is our goal to promote the timely placement of the children we serve in safe, permanent homes.
Since 2001, CASA has served more than 500 children; has expanded to serve at least 30 new children every year; has established an 84% permanent case closure rate; and has successfully planned and financed a rapidly growing organization. CASA is recognized in Prince George's County as a leader in child welfare transformation and in addressing the particular needs of special populations such as older foster youth and LGBTQ foster youth. CASA is committed to systemic reform to improve the handling of child maltreatment cases and is taking a leadership role on the Prince George's County Model Court Steering Committee. CASA and DSS co- founded the Prince George's County LGBTQ Youth Task Force. CASA is also a founding member of the Homeless Services Workgroup which works to reduce homelessness among former foster youth. Staff sit on a number of judicial committees including the Prince George's County CINA working group and the Child Welfare Permanency Planning. CASA received the 2015 Governor's Service Award for our Volunteer Program and 2016 Civic Leadership Award from the Community Foundation for Prince George's County. The organization's Executive Director serves on the Inclusiveness and Outreach Committee of the National CASA Association and the Board of the Human Services Coalition and was named the 2013 Kappa Alpha Theta CASA Program Director of the Year. CASA collaborates with nonprofit and government organizations to offer trainings and presentations on child abuse and the child welfare system. CASA staff are viewed as sought-after resources on child welfare best practices.
What have they accomplished so far and what's next?
Since 2001, CASA has served more than 600 children; has expanded to serve at least 35 new children every year; has established an 84% permanent case closure rate; and has successfully planned and financed a rapidly growing organization. We have established relationships with key stakeholders and community collaborators that result in our youth receiving appropriate services and our organization being a part of vital decision-making processes. CASA is a recognized leader in the child welfare community and is often consulted as an "expert."
We have laid much of the ground work necessary to support organizational growth. Now we need to secure investments that will allow the organization to grow to meet the needs of the community. CASA plans to grow to be able to match 100% of children in foster care with a CASA volunteer.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
6.43
Months of cash in 2022 info
6.9
Fringe rate in 2022 info
13%
Funding sources info
Assets & liabilities info
Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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 Advocate -CASA- Prince Georges County, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Court Appointed Special Advocate -CASA- Prince Georges County, Inc.’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 | $55,105 | $50,968 | $38,428 | $167,138 | $132,180 |
| As % of expenses | 8.2% | 6.6% | 4.3% | 16.6% | 10.7% |
| Unrestricted surplus (deficit) after depreciation | $51,415 | $46,358 | $35,300 | $165,039 | $131,030 |
| As % of expenses | 7.6% | 6.0% | 3.9% | 16.4% | 10.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $759,531 | $764,903 | $919,867 | $1,542,376 | $1,406,359 |
| Total revenue, % change over prior year | 10.9% | 0.7% | 20.3% | 67.7% | -8.8% |
| 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 | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 63.7% | 64.3% | 70.2% | 55.5% | 59.5% |
| All other grants and contributions | 35.8% | 35.3% | 28.8% | 43.9% | 40.5% |
| Other revenue | 0.5% | 0.3% | 1.0% | 0.6% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $674,494 | $768,521 | $891,134 | $1,004,582 | $1,239,236 |
| Total expenses, % change over prior year | 9.8% | 13.9% | 16.0% | 12.7% | 23.4% |
| Personnel | 82.5% | 80.9% | 78.6% | 77.4% | 80.3% |
| Professional fees | 4.3% | 5.5% | 5.1% | 4.9% | 3.5% |
| Occupancy | 6.0% | 4.9% | 6.3% | 6.0% | 5.5% |
| 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 | 7.2% | 8.6% | 10.0% | 11.6% | 10.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $678,184 | $773,131 | $894,262 | $1,006,681 | $1,240,386 |
| One month of savings | $56,208 | $64,043 | $74,261 | $83,715 | $103,270 |
| Debt principal payment | $0 | $0 | $0 | $120,700 | $0 |
| Fixed asset additions | $10,644 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $745,036 | $837,174 | $968,523 | $1,211,096 | $1,343,656 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.5 | 5.0 | 6.9 | 6.6 | 6.9 |
| Months of cash and investments | 4.5 | 5.0 | 6.9 | 6.6 | 6.9 |
| Months of estimated liquid unrestricted net assets | 5.5 | 5.7 | 5.4 | 6.8 | 6.8 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $255,393 | $321,740 | $513,745 | $552,310 | $710,561 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $235,767 | $175,788 | $145,421 | $544,096 | $563,165 |
| Gross land, buildings, equipment (LBE) | $26,907 | $26,907 | $22,715 | $16,247 | $13,233 |
| Accumulated depreciation (as a % of LBE) | 53.9% | 71.0% | 79.4% | 87.3% | 95.7% |
| Liabilities (as a % of assets) | 11.1% | 12.9% | 29.7% | 9.1% | 8.6% |
| Unrestricted net assets | $323,722 | $370,080 | $405,380 | $570,419 | $701,449 |
| Temporarily restricted net assets | $132,092 | $77,506 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $132,092 | $77,506 | $67,811 | $438,467 | $473,410 |
| Total net assets | $455,814 | $447,586 | $473,191 | $1,008,886 | $1,174,859 |
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
Executive Director
Ms. Ann Marie Foley Binsner
Ann Marie Foley Binsner has been the Executive Director since CASA/ Prince George's County began operations in 2001. In addition to her administrative duties, Ms. Foley Binsner is responsible for the supervision and oversight of all direct services staff. Ms. Foley Binsner's energy and dedication to CASA's mission is a driving force behind the early success CASA has enjoyed. Under her leadership, CASA renewed operations in 2001 and has brought together a dynamic staff that is a recognized partner in the child welfare community in Prince George's County. Ms. Foley Binsner was the recipient of the 2009 Prince George's County Community Foundations Bridge Builder Award for her advocacy and civic engagement on behalf of the county and was named the 2013 Kappa Alpha Theta CASA Program Director of the Year. Ms. Foley Binsner holds a bachelor's degree in psychology from Villanova University and a graduate certificate in Non-profit Management from the College of Notre Dame.
Deputy Director
Kara Bundy
Kara Bundy first came to CASA in 2002 as the program's first Case Supervisor and rejoined CASA in 2011 as a consultant; soliciting foundation, corporate and individual contributions for the organization as well as working with the Marketing and Recruitment Team. Ms. Bundy joined the staff as the Deputy Director in 2015 and is responsible for all development, marketing and recruitment activities and also provides management-level support of accounting and HR practices. Ms. Bundy has extensive marketing and communications experience. She has a BA in psychology, sociology, women's studies and Spanish from Goucher College; a Marketing Certificate from the University of Pennsylvania Wharton School of Business and a Leadership Principles Certificate from Harvard Business School.
Number of employees
Source: IRS Form 990
Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Court Appointed Special Advocate -CASA- Prince Georges County, Inc.
Board of directorsas of 09/27/2022
Board of directors data
Bruce Edwards
Advocates for Justice
Term: 2020 -
Bruce Edwards
Advocates for Justice
Randall Thomas
IRS
Shondriette Kelley
US Department of Veterans Affairs
Leslie Tolf
The Action Network
John Greene
URAC
Kamuzu Saunders
J. P. Morgan Private Bank
Zoe Cooper Thomas
DC Department of Human Resources
Darren Gibson
The Gibson Collective
Donnell Jackson
Department of the Treasury
Rhea Marshall
Pepco Holdings
Corzann Sailor
Renaissance Annandale
Gregory Vallach
Visa Consulting and Analytics
Cedric Wilson
Kaiser Permanente
Board leadership practices
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
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 09/27/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
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