PLATINUM2023

Casa Pacifica Centers for Children & Families

Providing Hope & Help

aka Casa Pacifica   |   Camarillo, CA   |  www.casapacifica.org
GuideStar Charity Check

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 info

1992

CEO

Shawna Morris

Main address

1722 South Lewis Rd

Camarillo, CA 93012 USA

Show more contact info

Formerly known as

Youth Connection of Ventura County

EIN

77-0195022

Subject area info

Special needs education

Mental health care

Child welfare

Youth services

Shelter and residential care

Population served info

Children and youth

Young adults

Ethnic and racial groups

Low-income people

At-risk youth

Show more populations served

NTEE code info

Children's and Youth Services (P30)

Mental Health Treatment (F30)

Specialized Education Institutions/Schools for Visually or Hearing Impaired, Learning Disabled (B28)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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.

Population(s) Served
At-risk youth

A fully certified special education school with low teacher/student ratio that helps students regain grade level, build classroom skills, and grow socially.

Population(s) Served
At-risk youth

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.

Population(s) Served
Young adults

Short term residential intensive therapeutic intervention program for youth heading into or being discharged from psychiatric hospitalization.

Population(s) Served
At-risk youth

Health Clinic - A fully certified primary care clinic specializing in the physical and emotional issues presented by foster and at-risk youth.

Population(s) Served
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

Our results

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

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.

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.

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.

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%.

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

1.03

Average of 1.09 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

1.3

Average of 2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

23%

Average of 24% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Casa Pacifica Centers for Children & Families

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Casa Pacifica Centers for Children & Families

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Casa Pacifica Centers for Children & Families

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $7,683,937 $2,791,979 -$1,230,712 $3,514,358 $337,998
As % of expenses 26.3% 9.7% -4.2% 11.9% 1.2%
Unrestricted surplus (deficit) after depreciation $7,354,649 $2,331,622 -$1,996,246 $2,842,104 -$354,050
As % of expenses 24.9% 7.9% -6.6% 9.4% -1.3%
Revenue composition info
Total revenue (unrestricted & restricted) $30,194,903 $29,906,705 $28,580,913 $33,066,027 $27,970,986
Total revenue, % change over prior year -3.7% -1.0% -4.4% 15.7% -15.4%
Program services revenue 13.6% 14.3% 17.9% 16.8% 19.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.3% 0.1% 0.1% 0.1% 0.1%
Government grants 73.7% 71.9% 72.6% 73.5% 62.6%
All other grants and contributions 12.2% 13.6% 9.3% 9.5% 14.1%
Other revenue 0.3% 0.0% 0.0% 0.1% 4.2%
Expense composition info
Total expenses before depreciation $29,240,154 $28,868,759 $29,506,523 $29,613,527 $27,187,695
Total expenses, % change over prior year 1.5% -1.3% 2.2% 0.4% -8.2%
Personnel 75.7% 75.5% 77.5% 78.6% 76.5%
Professional fees 4.1% 4.1% 4.0% 4.7% 0.3%
Occupancy 3.3% 3.5% 3.2% 3.1% 2.0%
Interest 0.3% 0.4% 0.2% 0.4% 0.0%
Pass-through 1.3% 4.0% 4.1% 3.0% 0.0%
All other expenses 15.2% 12.6% 10.9% 10.3% 21.1%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $29,569,442 $29,329,116 $30,272,057 $30,285,781 $27,879,743
One month of savings $2,436,680 $2,405,730 $2,458,877 $2,467,794 $2,265,641
Debt principal payment $0 $1,400,000 $0 $5,582,178 $0
Fixed asset additions $7,886,612 $2,819,899 $0 $0 $0
Total full costs (estimated) $39,892,734 $35,954,745 $32,730,934 $38,335,753 $30,145,384

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.1 0.2 1.9 1.3 1.3
Months of cash and investments 2.6 0.6 2.4 1.9 1.8
Months of estimated liquid unrestricted net assets 0.9 0.3 0.1 1.1 1.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $5,145,593 $375,339 $4,725,104 $3,267,426 $2,987,984
Investments $1,112,747 $1,070,470 $1,101,465 $1,315,497 $1,137,478
Receivables $4,390,642 $4,271,015 $3,307,153 $2,438,941 $2,683,625
Gross land, buildings, equipment (LBE) $25,052,744 $27,872,644 $28,070,116 $28,214,185 $27,914,385
Accumulated depreciation (as a % of LBE) 42.9% 40.2% 42.7% 44.9% 46.7%
Liabilities (as a % of assets) 32.9% 22.6% 39.0% 20.6% 17.8%
Unrestricted net assets $15,084,722 $17,416,344 $15,420,098 $18,262,202 $17,908,152
Temporarily restricted net assets $2,044,340 $247,801 N/A N/A N/A
Permanently restricted net assets $13,775 $0 N/A N/A N/A
Total restricted net assets $2,058,115 $247,801 $436,918 $502,868 $705,515
Total net assets $17,142,837 $17,664,145 $15,857,016 $18,765,070 $18,613,667

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
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

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 employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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Casa Pacifica Centers for Children & Families

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Casa Pacifica Centers for Children & Families

Board of directors
as of 03/03/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

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

SOURCE: Self-reported; last updated 2/17/2021

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser