Casa Pacifica Centers for Children & Families
Providing Hope & Help
Casa Pacifica Centers for Children & Families
EIN: 77-0195022
Mission
A Life Worth Living - Casa Pacifica inspires hope and nurtures mental health and well-being of children, young adults, and families to realize their full potential
Ruling year
1992
CEO
Shawna Morris
Main address
1722 South Lewis Rd
Camarillo, CA 93012 USA
Formerly known as
Youth Connection of Ventura County
EIN
77-0195022
Special needs education
Mental health care
Child welfare
Youth services
Shelter and residential care
Population served
Children and youth
Young adults
Ethnic and racial groups
Low-income people
At-risk youth
NTEE code
Children's and Youth Services (P30)
Mental Health Treatment (F30)
Specialized Education Institutions/Schools for Visually or Hearing Impaired, Learning Disabled (B28)
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
Recognizing the dignity of each individual and the importance of family, Casa Pacifica seeks to foster growth and development of foster and at-risk children and their families, accomplished through a broad range of high-quality diagnostic, educational, and treatment programs. Casa Pacifica's comprehensive and intensive interventions are essential to helping foster and at-risk youth overcome mental health challenges. While varied in their goals, design, and delivery model, each of Casa Pacifica's programs center around bringing the right expertise and appropriate resources to facilitate positive changes in the lives of these youth. These efforts enable youth to succeed in a lower level of care - back home with their families, or in a foster or group home in the community, or to emancipate and live successful, independent lives in the community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Residential Treatment Center
The Residential Treatment Center provides 48 beds to youth with complex emotional and behavioral problems who are either entering the foster care system, or are already in the system but have failed a foster/group home placement.
NonPublic School
A fully certified special education school with low teacher/student ratio that helps students regain grade level, build classroom skills, and grow socially.
Transitional Youth Services
Provides transitional (16-18 years) and emancipated (18-24 years) foster youth support services including housing, employment, living skills, clinical services, and educational assistance, among others.
Camino a Casa Program
Short term residential intensive therapeutic intervention program for youth heading into or being discharged from psychiatric hospitalization.
Health Clinic
Health Clinic - A fully certified primary care clinic specializing in the physical and emotional issues presented by foster and at-risk youth.
Where we work
Awards
Program of The Year 2009
California Mental Health Advocates for Children & Youth
Best Non-Profit Web Site 2012
Web Marketing Association
People's Choice Award for Best Non-Profit 2012
Ventura County Reporter
People's Choice Award for Best Charity Event 2012
Ventura County Reporter
People's Choice for Best Cultural Event 2012
Ventura County Reporter
Exemplary Program Award 2019
California State University, Northridge - Child & Adolescent Development Alumni Chapter
Affiliations & memberships
Alliance for Children and Families - Member 2006
Chamber of Commerce 1995
Council of Accreditation of Child and Family Services, Inc. 1998
Coalition on Residential Education (CORE) 2003
National Council of Community Behavioral Health Organizations 2000
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients who are discharged when planned
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of direct care staff who received training in primary prevention strategies and other techniques to avoid the need for restraint and seclusion
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of direct care staff who received training in trauma informed care
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of clients served
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The closure of our Children Intensive Responsive Team (CIRT) program in 2016 impacted our numbers of total clients served.
Number of new clients within the past 12 months
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of people who received clinical mental health care
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Clients that received mental health services is estimated based on clients that have a diagnosis.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Casa Pacifica's mission is to inspire hope and nurture mental health and well-being of children, young adults, and families to realize their full potential; and our vision is of a world where all children, young adults and their families benefit from mental health services to achieve their full potential. We do this by removing the stigma related to mental health services and providing easy access to them. As the largest nonprofit provider of children/youths' mental health services in Ventura and Santa Barbara Counties, our programs are organized into a full spectrum of care geared toward keeping children safe, out of trouble, and in their homes, schools and communities; helping youth and families learn strategies and skills to cope with complex mental health issues; assisting adolescents to break free from substance dependence; and preparing and supporting transitional and emancipated foster youth to become self-sufficient as they begin their independent lives in the community.
What are the organization's key strategies for making this happen?
Casa Pacifica provides 14 cutting-edge, evidence-based, therapeutic (campus and community-based) programs, that include assessment, clinical/medical services, educational and residential services. Each of Casa Pacifica's programs brings together the right expertise and appropriate resources to facilitate positive changes in the lives of children and youth by building on their inherent strengths and resilience, developing healthy and vital coping and self-regulatory skills, keeping them engaged with their educations, and creating essential life and learning experiences that are critical for healthy human development. The agency serves approximately 425 children/youth daily; 2,100 children yearly, not including work with parents, foster families, group home staff, schools, and community organizations.
What are the organization's capabilities for doing this?
In addition to Casa Pacifica's beautiful campus located in the farmlands of Camarillo, the agency has three satellite offices located in Camarillo, Santa Barbara, and Santa Maria, from which community-based programs serve youth in their homes, schools, and communities. Additionally, the agency's Transitional Youth Services program maintains transitional living houses for emancipated foster youth – including semi-independent living on Casa Pacifica's campus and fully independent living in Ventura. Casa Pacifica maintains a staff of 313 employees.
What have they accomplished so far and what's next?
ACCOMPLISHMENTS 2021-2022
• More than 47,000 children have now been admitted to one of our programs since opening in 1994.
• Casa Pacifica provided 14,555 days of care (bed days) this past fiscal year.
• Since opening in 1994 Casa Pacifica has provided nearly 550,000 days of care (bed days).
• Over ten years ago more kids were served on-campus than in the community - today one in seven kids are served
on campus.
• Of the over 425 children and youth served each day, 22% are enrolled in a campus program.
• Every 3.4 hours we admitted a child into one of our programs, on average 7 youth a day.
• Casa Pacifica worked with over 2,161 children and their families in 2,914 service episodes.
• We provided over 7,500 student days in our on-campus, special education school.
• We delivered an average of 2.4 hours of mental health services per child per week.
• Agency-wide ages of children served were: 2% under 5 years old; 12% between 6-11 years; 39% between 12-15
years; 39% between 16-18 years; and 8% between 19-24 years.
• In both our community-based and on-campus services 38% were male, 61% female, and 1% other.
• 90% of children/youth discharged from our bed-based programs moved to lower levels of care.
• 91% of children/youth enrolled throughout all our programs were successful in meeting their treatment goals.
• We handled an average of 194 crisis calls a month in Santa Barbara counties. 24% on average are handled in person.
• We delivered 51,902 hours of Mental Health Service (142 hrs./day); 684 hours of Social Service (2 hrs./day); 4,710 hours of Educational Service (13 hrs./day) - a total of 57,296 hours of services provided for the year (157 hrs./day).
• We worked with kids and families from every community in both Ventura and Santa Barbara Counties.
• Post discharge data shows 97% of clients are not psychiatrically hospitalized, 99% have not had involvement with law enforcement, 92% are still in school and 98% live in a home environment.
• We saw a 5% increase over last year in clients served by our Private Insurance outpatient services. We added Private Insurance Outpatient Services in Santa Barbara County.
• Private Insurance clients were served from Ventura County (40%), Los Angeles County (22%), Santa Barbara County (12%), Orange County (5%), San Bernadino County (5%), Riverside County (4%), Kern County (3%), San Diego County (2%), San Luis Obispo County (2%), and less than 1% in Solano, Kings, San Mateo, Santa Clara, Monterey & Sacramento Counties..
• Private Insurance programs show a success rate of 84%.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
0.58
Months of cash in 2020 info
1.9
Fringe rate in 2020 info
23%
Funding sources info
Assets & liabilities info
Casa Pacifica Centers for Children & Families
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Casa Pacifica Centers for Children & Families
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.
Casa Pacifica Centers for Children & Families
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Casa Pacifica Centers for Children & Families’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $353,053 | $1,420,483 | $7,683,937 | $2,791,979 | -$1,230,712 |
| As % of expenses | 1.3% | 4.9% | 26.3% | 9.7% | -4.2% |
| Unrestricted surplus (deficit) after depreciation | -$56,405 | $1,046,268 | $7,354,649 | $2,331,622 | -$1,996,246 |
| As % of expenses | -0.2% | 3.6% | 24.9% | 7.9% | -6.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $28,433,054 | $31,351,583 | $30,194,903 | $29,906,705 | $28,580,913 |
| Total revenue, % change over prior year | -3.9% | 10.3% | -3.7% | -1.0% | -4.4% |
| Program services revenue | 4.4% | 11.2% | 13.6% | 14.3% | 17.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.3% | 0.1% | 0.1% |
| Government grants | 84.1% | 72.1% | 73.7% | 71.9% | 72.6% |
| All other grants and contributions | 11.5% | 16.4% | 12.2% | 13.6% | 9.3% |
| Other revenue | -0.1% | 0.1% | 0.3% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $27,631,025 | $28,809,624 | $29,240,154 | $28,868,759 | $29,506,523 |
| Total expenses, % change over prior year | 2.2% | 4.3% | 1.5% | -1.3% | 2.2% |
| Personnel | 77.6% | 75.4% | 75.7% | 75.5% | 77.5% |
| Professional fees | 1.0% | 1.4% | 4.1% | 4.1% | 4.0% |
| Occupancy | 2.8% | 2.6% | 3.3% | 3.5% | 3.2% |
| Interest | 0.3% | 0.2% | 0.3% | 0.4% | 0.2% |
| Pass-through | 0.0% | 0.0% | 1.3% | 4.0% | 4.1% |
| All other expenses | 18.3% | 20.5% | 15.2% | 12.6% | 10.9% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $28,040,483 | $29,183,839 | $29,569,442 | $29,329,116 | $30,272,057 |
| One month of savings | $2,302,585 | $2,400,802 | $2,436,680 | $2,405,730 | $2,458,877 |
| Debt principal payment | $474,000 | $0 | $0 | $1,400,000 | $0 |
| Fixed asset additions | $0 | $1,294,454 | $7,886,612 | $2,819,899 | $0 |
| Total full costs (estimated) | $30,817,068 | $32,879,095 | $39,892,734 | $35,954,745 | $32,730,934 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 3.0 | 4.0 | 2.1 | 0.2 | 1.9 |
| Months of cash and investments | 3.6 | 4.6 | 2.6 | 0.6 | 2.4 |
| Months of estimated liquid unrestricted net assets | 0.7 | 1.1 | 0.9 | 0.3 | 0.1 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $7,020,380 | $9,602,628 | $5,145,593 | $375,339 | $4,725,104 |
| Investments | $1,377,704 | $1,520,507 | $1,112,747 | $1,070,470 | $1,101,465 |
| Receivables | $3,843,745 | $4,256,667 | $4,390,642 | $4,271,015 | $3,307,153 |
| Gross land, buildings, equipment (LBE) | $15,977,166 | $17,189,976 | $25,052,744 | $27,872,644 | $28,070,116 |
| Accumulated depreciation (as a % of LBE) | 63.6% | 60.8% | 42.9% | 40.2% | 42.7% |
| Liabilities (as a % of assets) | 27.0% | 28.3% | 32.9% | 22.6% | 39.0% |
| Unrestricted net assets | $6,683,805 | $7,730,073 | $15,084,722 | $17,416,344 | $15,420,098 |
| Temporarily restricted net assets | $7,016,536 | $8,451,158 | $2,044,340 | $247,801 | N/A |
| Permanently restricted net assets | $13,922 | $13,775 | $13,775 | $0 | N/A |
| Total restricted net assets | $7,030,458 | $8,464,933 | $2,058,115 | $247,801 | $436,918 |
| Total net assets | $13,714,263 | $16,195,006 | $17,142,837 | $17,664,145 | $15,857,016 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Shawna Morris
Shawna earned her MPA at the University of Kansas. She was senior vice president and chief operating officer at the Menninger Clinic for 18 years before taking over as president and CEO of the Phoenix House California and Texas. During her time at Phoenix House, Morris was overseeing a chain of six in-patient facilities along with a number of outpatient addiction and mental health treatment programs. She improved financial performance, reduced staff turnover and developed a positive corporate culture.
She also led an effort to separate the Texas and California “branches” of Phoenix House from the national Phoenix House Foundation in New York City. Phoenix House California and Texas is now established as an independent corporation. Over 17 years at the Menninger Clinic in Topeka, Kansas, she worked her way up to become senior vice president and chief operating officer. She managed a successful merger with Baylor University College of Medicine, relocating the Menniger Clinic to Houston
Number of employees
Source: IRS Form 990
Casa Pacifica Centers for Children & Families
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Casa Pacifica Centers for Children & Families
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Casa Pacifica Centers for Children & Families
Board of directorsas of 03/03/2023
Board of directors data
Robert Wynner
Nevers, Palazzo, Packard, Wildermuth, & Wynner
Term: 2021 - 2023
David E. Wood, Esq.
Barnes & Thornburg
Keets Cassar
Community Advocate
Rosalind Warner, M.D.
Physician, Private Practice
Marni Brook
Women's Economic Ventures
John S. Broome
Broome Management, LLC
Charles W. Cohen, Esq.
Cohen Land Use Law
Robert Wynner, Esq.
Nevers, Palazzo, Packard, Wildermuth & Wynner, PC
Brenda Allison
Owner, Coast General Insurance Brokers
John Kearney
Merrill Lynch - Kearney Group
Terri Parks
Amgen, Inc. (Retired)
Ellen F. Smith
Moorpark Unified School District (Retired)
Heidi Whitcomb
Ventura Rental Center, Inc.
Eric Shain
Disney ABC Television Group
Adam Thunell
Community Memorial Health System
Brick Conners
Port Hueneme City Manager
Daniel Friedlander, Esq.
The Law Offices of Daniel Friedlander
Melissa Livingston
Ventura County Human Services Agency
John Mallett
Mainstreet Mortgage
Patrick Nygren
Union Bank
Sean Leonard
S.L. Leonard & Associates
Celina Zacarias
CSU Channel Islands
William Ayub
Ventura County Sheriff
Hernandez Richard
Bank of Southern California
Michael W. Case, Esq.
Ferguson Case Orr Paterson LLP
Beth deHamel
Conrad N. Hilton Foundation
Richard Hernandez
Bank of Southern California
Ayla Kalani
JP Morgan Private Banking
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
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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