UP VALLEY FAMILY CENTERS
Creating a future of opportunity
UP VALLEY FAMILY CENTERS
EIN: 80-0023012
as of September 2024
as of September 09, 2024
Mission
UpValley Family Centers provide guidance, support and resources in the community, in the home and for the individual, so that everyone can achieve a better life. We serve the northern Napa County, with family resource centers in Calistoga and St. Helena. We serve children, youth, adults and seniors who live and work in the rural communities of Calistoga, St. Helena, Deer Park, Angwin, Pope Valley, Lake Berryessa, Oakville, and Rutherford.
Ruling year
2002
Executive Director
Ms. Jenny Ocon
Main address
1440 Spring Street
St. Helena, CA 94574 USA
Formerly known as
Calistoga Family Center
St. Helena Family Center
EIN
80-0023012
Health
Human services
Education
Population served
Children and youth
Adults
Economically disadvantaged people
Families
Immigrants and migrants
NTEE code
Family Services (P40)
Community Improvement, Capacity Building N.E.C. (S99)
Alliance/Advocacy Organizations (E01)
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
What we aim to solve
Local children, youth and seniors, immigrants, and low-wage workers experience reduced access to a variety of health and wellness resources in the rural, northern part of Napa County. Up Valley Family Centers seeks to address social inequities in our communities that show up as a result of issues such as language barriers, lack of formal education, insufficient living wage jobs or seasonal employment, immigration policies, and more.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Education
Education services for children, youth and adults. Kindergarten readiness, early literacy programs, parent/child playgroups, youth mentoring, parenting education, adult education (English as a Second Language, Spanish literacy).
Economic Success
Services are focused on increasing financial resilience and stability among low-income households. Emergency financial assistance for families in crisis, free tax preparation services year-round, employment assistance, assistance with family budgets, savings, reducing debt and building credit.
Family and Senior Wellness
This program provides holistic health and wellness prevention or intervention services including case management, domestic violence counseling, parenting education, connection to therapy or legal resources, and guided referrals, workshops and services for older adults.
Community Engagement
Services are focused on community building and engaging under-represented communities, and include: Promotoras Program, Immigrant Integration, coalition building (UpValley Partnership for Youth) and civic engagement.
Where we work
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Represents total clients served organization-wide, by at least one of our programs
Number of youth and families for whom a strengths-based assessment is completed
This metric is no longer tracked.Totals By Year
Related Program
Family and Senior Wellness
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
295 individuals (179 students, 116 parents) served by our Student Assistance Program received a strengths-based assessment and services on local school campuses.
Number of youth mentored
This metric is no longer tracked.Totals By Year
Related Program
Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Number of teen participants in CLARO/CLARA weekly youth mentoring program.
Number of families assisted with rent or mortgage to avoid eviction
This metric is no longer tracked.Totals By Year
Related Program
Family and Senior Wellness
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Context Notes
Total households assisted in FY21 with emergency financial assistance.
Number of people received immigration service
This metric is no longer tracked.Totals By Year
Related Program
Community Engagement
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Individuals received assistance with: immigration consultations, citizenship applications, Deferred Action for Childhood Arrivals (DACA) applications, and green card renewals.
Number of clients who have access to insurance
This metric is no longer tracked.Totals By Year
Related Program
Family and Senior Wellness
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Total number of clients receiving assistance in applying for or renewing Medi-Cal in FY21.
Number of tax returns completed by volunteers
This metric is no longer tracked.Totals By Year
Related Program
Economic Success
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Free tax preparation assistance was provided to households
Dollars saved in tax preparation fees
This metric is no longer tracked.Totals By Year
Related Program
Economic Success
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Estimated cost used was $200, multiplied by households served with free tax preparation services.
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?
We seek to increase the resiliency of families and individuals facing hardship by connecting them to resources and opportunities in the local community. We strive to increase the skills, education and leadership of upvalley residents through our programs and through collaborative partnerships. We aim to increase the connectivity of community members to one another to increase social support and decrease stress. We seek systems and policy changes to address root causes of social inequities.
What are the organization's key strategies for making this happen?
1. Link people of all ages to our programs and services, available in English and Spanish, to decrease stress and increase support.
2. Increase access to resources upvalley, working with partners who can advance our goals.
3. Support people during times of crisis, and help people acquire knowledge and skills to reduce and manage stress.
4. Build capacity for leadership across generations. Amplify unheard voices of the community and lead alongside others to create an environment for action and solutions.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
5.71
Months of cash in 2023 info
3.6
Fringe rate in 2023 info
20%
Funding sources info
Assets & liabilities info
Financial data
UP VALLEY FAMILY CENTERS
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.
Fiscal Year: Jul 01 - Jun 30
This snapshot of UP VALLEY FAMILY CENTERS’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $212,251 | $76,628 | $1,209,353 | -$119,487 | $125,738 |
| As % of expenses | 8.3% | 2.6% | 34.7% | -3.3% | 3.4% |
| Unrestricted surplus (deficit) after depreciation | $193,899 | $63,760 | $1,201,604 | -$122,560 | $122,495 |
| As % of expenses | 7.6% | 2.1% | 34.4% | -3.4% | 3.3% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,231,966 | $3,112,336 | $4,153,607 | $3,631,934 | $4,136,520 |
| Total revenue, % change over prior year | 4.5% | -3.7% | 33.5% | -12.6% | 13.9% |
| Program services revenue | 0.1% | 0.1% | 0.1% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.3% | 1.6% | 1.2% | 2.4% | 2.5% |
| Government grants | 24.3% | 33.5% | 37.5% | 42.4% | 37.1% |
| All other grants and contributions | 75.0% | 66.1% | 61.0% | 55.5% | 61.9% |
| Other revenue | -0.8% | -1.3% | 0.2% | -0.4% | -1.5% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,547,219 | $2,954,875 | $3,485,174 | $3,615,922 | $3,714,565 |
| Total expenses, % change over prior year | 17.5% | 16.0% | 17.9% | 3.8% | 2.7% |
| Personnel | 69.9% | 64.1% | 59.7% | 67.3% | 69.0% |
| Professional fees | 14.5% | 10.6% | 10.5% | 12.0% | 14.8% |
| Occupancy | 2.0% | 1.9% | 1.6% | 1.9% | 1.9% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 2.2% | 12.5% | 19.1% | 10.8% | 5.2% |
| All other expenses | 11.4% | 10.9% | 9.1% | 8.1% | 9.1% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,565,571 | $2,967,743 | $3,492,923 | $3,618,995 | $3,717,808 |
| One month of savings | $212,268 | $246,240 | $290,431 | $301,327 | $309,547 |
| Debt principal payment | $0 | $0 | $342,044 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $8,001 | $8,035 | $0 |
| Total full costs (estimated) | $2,777,839 | $3,213,983 | $4,133,399 | $3,928,357 | $4,027,355 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 6.7 | 8.7 | 7.3 | 4.7 | 3.6 |
| Months of cash and investments | 9.8 | 13.3 | 12.9 | 11.5 | 11.3 |
| Months of estimated liquid unrestricted net assets | 8.9 | 8.0 | 10.9 | 10.1 | 10.2 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $1,424,319 | $2,140,379 | $2,115,147 | $1,424,599 | $1,128,476 |
| Investments | $662,138 | $1,129,849 | $1,624,905 | $2,046,334 | $2,380,346 |
| Receivables | $1,180,319 | $1,045,404 | $1,187,083 | $741,894 | $1,174,311 |
| Gross land, buildings, equipment (LBE) | $110,296 | $110,296 | $118,298 | $126,333 | $128,452 |
| Accumulated depreciation (as a % of LBE) | 81.4% | 93.1% | 93.3% | 89.8% | 90.9% |
| Liabilities (as a % of assets) | 3.6% | 23.6% | 14.7% | 9.2% | 12.2% |
| Unrestricted net assets | $1,905,759 | $1,969,519 | $3,171,123 | $3,048,563 | $3,171,058 |
| Temporarily restricted net assets | $1,294,671 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $1,294,671 | $1,363,540 | $1,071,515 | $832,854 | $1,249,685 |
| Total net assets | $3,200,430 | $3,333,059 | $4,242,638 | $3,881,417 | $4,420,743 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Jenny Ocon
Jenny Ocon has been the Executive Director of UpValley Family Centers since January 2014. Prior to UpValley Family Centers, she was Executive Director of Parent Services Project in Marin County. She brings significant prevention-related experience, coordinating a network of family resource centers at the Children's Network of Solano County. She has over 25 years of experience working with nonprofits, family resource centers and schools in the areas of family support, family engagement, parent leadership, collaborative social service models, community organizing and immigrant rights. Jenny holds a Bachelor's Degree in Community Studies and Latin American Studies from the University of California Santa Cruz, and Master's Degree in Social Work from Washington University in St. Louis. She is bilingual English/Spanish. She serves on the Napa First 5 Children and Families Commission, Napa Valley Community Leaders Coalition, and the Blue Zones Upper Napa Valley steering committee.
Number of employees
Source: IRS Form 990
UP VALLEY FAMILY CENTERS
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
UP VALLEY FAMILY CENTERS
Board of directorsas of 03/12/2024
Board of directors data
Bonnie Schoch
Sam Martin
Terry Byrnes Fiddaman
Fred Hipp
Kristen Georges
Bonnie Schoch
Kathye Citron
Patricia Campoy
Julia Leza Gardner
Doug Boeschen
Ziggy Gutierrez
Caitlin Stuart
Braulio Munoz
Genevieve Welsh
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
Gender identity
Transgender Identity
Sexual orientation
Disability
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- Letter of Determination
- Officer and/or Employee data for 2023, 2022, 2021, 2020, 2019
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