Center for Adoption Support and Education
nurture. inspire. empower.
Center for Adoption Support and Education
EIN: 52-2100734
as of September 2024
as of September 09, 2024
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?
Adoption-Competent Mental Health Counseling Services
Each year, C.A.S.E. provides culturally-sensitive, trauma-informed, adoption-competent mental health services to over 600 adoptive, foster and kinship families.
National Adoption Competency Mental Health Training Initiative (NTI)
Through a cooperative agreement (#90CO1145) with the U.S. Department of Health and Human Services, Administration for Children and Families, Children’s Bureau, C.A.S.E. reaches child welfare and mental health professionals nationwide through web-based training. As of 2023, more than 25,000 professionals in 32 states have enrolled.
Education, Training & Research
C.A.S.E. workshops, webinars, and publications are highly-effective in helping adoptive, foster and kinship families, and the child welfare, mental health, and school-based professionals who support them, navigate the unique challenges they face. C.A.S.E. offers more than 20 trainings which can be customized for families or professionals and delivered remotely or in-person. C.A.S.E. is authorized by the National Association of Social Workers to offer continuing education credits to child welfare and mental health professionals.
Jockey Being Family Backpack Program
C.A.S.E. partners with Jockey International, Inc. and Jockey Being Family to distribute backpacks, teddy bears and blankets to children newly-adopted through foster care. C.A.S.E. is proud to include resources for parents in the backpacks including the 52 Ways to Talk about Adoption card game, Beneath the Mask book for teens, W.I.S.E. Up! workbooks and free access to our Strengthening Your Family online webinars.
Wendy's Wonderful Kids Adoption Recruitment
Through a grant from the Dave Thomas Foundation for Adoption, C.A.S.E. has two Wendy’s Wonderful Kids recruiters on staff who implement a proactive, child-focused recruitment model targeted exclusively on moving Maryland’s longest-waiting children from foster care into adoptive families.
Where we work
Awards
Career Achievement Award 2022
American Public Human Services Association (APHSA)
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants attending course/session/workshop
This metric is no longer tracked.Totals By Year
Related Program
Education, Training & Research
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of Facebook followers
This metric is no longer tracked.Totals By Year
Related Program
Education, Training & Research
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
Related Program
Adoption-Competent Mental Health Counseling Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of presenting clients engaging in individual/family therapy.
Total number of counseling sessions performed
This metric is no longer tracked.Totals By Year
Related Program
Adoption-Competent Mental Health Counseling Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Starting in 2022, the number reflects "billable events."
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?
C.A.S.E. is a national leader in mental health services for the adoption, foster, and kinship care community. We improve the improve the lives of children who have been adopted or in foster care and their families through counseling, lifelong education, and a growing national network of trained professionals. While every family encounters challenges, families formed through adoption, guardianship and kinship face special issues related to their unique experience. These families often struggle to find mental health professionals who understand the complex loss, grief, attachment and identity issues they may face. C.A.S.E.'s strategic plan completed in May 2021 has two primary goals:
(1) to grow into a national best-in-class demonstration and teaching clinic that provides the very best in adoption-competent mental health therapy while developing C.A.S.E. practices and people.
(2) Expand C.A.S.E.’s National Training Institute into a knowledge center that produces industry-shaping research that improves the practice of adoption competent mental health therapy and advocates for legislation that institutionalizes post-adoption funding, recognizes adoption competence as a sub-specialty, and requires the mental health and child welfare workforce have adoption competent training.
What are the organization's key strategies for making this happen?
From December 2020 to May 2021, C.A.S.E. completed a comprehensive strategic assessment that looked internally, and externally with participatory input from stakeholders, particularly clients and funders, assessing the organization’s Strategy, Structure, Systems, Staff, Skills, Style (culture), and Shared Values. The board of
directors approved a new strategic direction in May 2021 to grow C.A.S.E.’s clinical and training programs into a National Demonstration and Teaching Clinic and Knowledge Center. To achieve this vision, C.A.S.E. is focused on a two-year transformational plan from 2022-2023 to:
(1) Define and integrate the values of compassion, integrity, excellence, and innovation as the mainstay of
C.A.S.E. culture, decision-making, and style.
(2) Establish a continuous improvement strategy and cycle that applies metrics and high-performance standards to grow C.A.S.E.’s "best-in-class" model and mindset.
(3) Refine, codify, and institutionalize business processes and systems so that C.A.S.E. has superior execution
of programmatic and administrative work, sustainable results, and fidelity in practices over time.
(4) Invest in structural changes, staff, and skills to address organizational challenges due to rapid growth.
What are the organization's capabilities for doing this?
Since our founding in 1998, C.A.S.E. has grown and developed a national reputation for excellence as a provider of unique and specialized products and services to meet the mental health needs of the adoptive, foster, and kinship care community. We are guided by a caring, passionate 19-member Board of Directors. With 9 offices and 53 staff, we are the leading provider of adoption competent therapy, education, and training in Washington, D.C., Maryland and Virginia. We have served more than 6,800 clinical clients and their families to date.
C.A.S.E.'s capabilities are augmented by our national network of partners and excellent relationships with key stakeholders including families, government organizations, private service providers, research institutes, universities, and donors. Launched in 2009, our nationally-recognized Training for Adoption Competency™ (TAC) Program is the only accredited, assessment-based certificate program for mental health professionals on adoption competency in the country. TAC™ includes 72 hours of training with follow-up case consultation to help practitioners apply what they have learned. C.A.S.E. has 17 partners delivering TAC™ to clinicians in 20 states. Our National Adoption Competency Mental Health Training Initiative, funded by the U.S. Department of Health and Human Services, Administration for Children and Families, has trained more than 18,000 child welfare and mental health professionals through specialized web-based curricula.
What have they accomplished so far and what's next?
The adoptive, foster and kinship families C.A.S.E. serves already face complex mental health challenges, but they worsened due to the pandemic. Never before in our history have we seen such a dramatic rise in the severity of symptoms, particularly the increase in depression and suicidal thoughts and attempts in children and teens. We continue to meet families’ needs for more frequent therapy sessions – with 12% more former clients returning to C.A.S.E. for services in 2020 than the year before. We are also offering more group therapy and support groups as caregivers and teens continue to struggle with the isolation of COVID-19. We saw nearly a doubling in demand for financial assistance from clients struggling to cover the cost of therapy due. In 2021, we provided financial assistance to 76 clients and family members.
More organizations and professionals turned to C.A.S.E. for support as we launched our National Training Institute to better promote permanency and well-being for children, provide support across the family life cycle, and enhance the knowledge and skills of professionals. We received accreditation from the Institute for Credentialing Excellence for our Training for Adoption Competency Program. We invite you to join us on our journey to nurture, inspire and empower adoptive, foster and kinship families and the professionals who serve them!
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.65
Months of cash in 2023 info
1.1
Fringe rate in 2023 info
18%
Funding sources info
Assets & liabilities info
Financial data
Center for Adoption Support and Education
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Center for Adoption Support and Education
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Center for Adoption Support and Education’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 | -$9,713 | $406,032 | $523,509 | -$583,766 | $126,891 |
As % of expenses | -0.1% | 6.5% | 11.6% | -8.8% | 1.4% |
Unrestricted surplus (deficit) after depreciation | -$67,435 | $335,083 | $459,871 | -$654,003 | $60,094 |
As % of expenses | -0.9% | 5.3% | 10.1% | -9.7% | 0.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $7,305,177 | $7,363,946 | $6,834,495 | $5,802,947 | $8,857,534 |
Total revenue, % change over prior year | -5.0% | 0.8% | -7.2% | -15.1% | 52.6% |
Program services revenue | 12.5% | 14.7% | 18.4% | 16.2% | 10.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.2% | 0.3% | 0.7% | 0.7% |
Government grants | 68.2% | 65.3% | 52.5% | 54.7% | 64.4% |
All other grants and contributions | 18.4% | 17.3% | 27.6% | 25.5% | 22.5% |
Other revenue | 0.7% | 2.5% | 1.1% | 3.0% | 1.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $7,162,704 | $6,215,949 | $4,495,437 | $6,666,384 | $8,803,108 |
Total expenses, % change over prior year | 13.4% | -13.2% | -27.7% | 48.3% | 32.1% |
Personnel | 48.4% | 60.3% | 93.0% | 66.9% | 60.3% |
Professional fees | 35.8% | 22.9% | 23.1% | 15.4% | 22.1% |
Occupancy | 4.3% | 5.8% | 6.5% | 5.0% | 4.1% |
Interest | 0.1% | 0.0% | 0.0% | 0.3% | 0.3% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 11.4% | 11.0% | 147.4% | 12.4% | 13.1% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $7,220,426 | $6,286,898 | $4,559,075 | $6,736,621 | $8,869,905 |
One month of savings | $596,892 | $517,996 | $374,620 | $555,532 | $733,592 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $135,625 | $82,768 | $0 | $118,364 | $68,726 |
Total full costs (estimated) | $7,952,943 | $6,887,662 | $4,933,695 | $7,410,517 | $9,672,223 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 1.4 | 1.5 | 2.9 | 1.9 | 1.1 |
Months of cash and investments | 3.2 | 6.0 | 9.1 | 5.8 | 4.1 |
Months of estimated liquid unrestricted net assets | 0.7 | 1.5 | 3.3 | 1.0 | 0.8 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $832,643 | $751,436 | $1,073,374 | $1,073,580 | $771,346 |
Investments | $1,058,592 | $2,377,204 | $2,353,559 | $2,172,350 | $2,214,873 |
Receivables | $923,285 | $700,166 | $1,096,618 | $856,615 | $1,680,711 |
Gross land, buildings, equipment (LBE) | $461,703 | $432,968 | $438,910 | $531,039 | $467,125 |
Accumulated depreciation (as a % of LBE) | 54.2% | 48.4% | 53.3% | 52.4% | 45.4% |
Liabilities (as a % of assets) | 26.3% | 18.3% | 14.3% | 47.8% | 46.6% |
Unrestricted net assets | $643,949 | $979,032 | $1,438,903 | $784,900 | $844,994 |
Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
Total restricted net assets | $1,643,602 | $2,413,350 | $2,729,627 | $2,229,573 | $2,363,179 |
Total net assets | $2,287,551 | $3,392,382 | $4,168,530 | $3,014,473 | $3,208,173 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | Yes | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Ms. Debbie B. Riley LCMFT
Debbie holds a Master's in Marriage and Family Therapy from the University of Maryland. For the first 15 years of her career, she focused on adolescent mental health in outpatient, inpatient and community mental health settings. Since co-founding C.A.S.E. in 1998, Debbie has specialized in treating the complexities of adoption that surface in adolescence, as well as children adopted internationally with post-trauma stress and adjustment challenges. She co-authored the widely acclaimed book, Beneath the Mask: Understanding Adopted Teens. Debbie founded the Training for Adoption Competency™ (TAC) program taught in 20 states and leads the Dept. of Health & Human Services National Adoption Competency Mental Health Training Initiative to build the adoption competency of child welfare and mental health professionals. She received the American Public Human Services 2021 Career Achievement Award and the Children's Bureau 2015 Adoption Excellence Award.
Number of employees
Source: IRS Form 990
Center for Adoption Support and Education
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Center for Adoption Support and Education
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Center for Adoption Support and Education
Board of directorsas of 06/03/2024
Board of directors data
Mr. Richard Devaney
EagleBank
Term: 2026 - 2020
Mr. Rick Powell
PMG
Term: 2020 - 2026
Michael Dugan
Freestate Electrical Companies
Pamela Krooth, LCSW-C
Adoption Competent Therapist
Kathleen Dugan
C.A.S.E. Founder
Aaron Schuham
U.S. Dept of Health and Human Services
Beverly J. Woodard
Prince George's County Circuit Court
Uma Ahluwalia
Health Management Associates
Sara van Geertruyden
Thorn Run Partners
Collen Cordova
STAR Turbine
Alex Hendricks
T. Rowe Price Associates, Inc.
Michaela Battle
Consonous Healthcare Services
David Bulitt
Joseph, Greenwald & Laake, PA
Dara Busman
Bluemercury, Inc.
Barbara Gertzog
Retired Banking Executive
Heather Hostetter
Hostetter Strent, LLC
Anna Koehle
Abt Global
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? 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:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 06/03/2024GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G