Good Samaritan Shelter
for those in need... our door is open.
Good Samaritan Shelter
EIN: 77-0133375
as of October 2024
as of October 15, 2024
Programs and results
What we aim to solve
Our organization, Good Samaritan Shelter (GSS), is dedicated to addressing the pressing issue of homelessness and supporting individuals in recovery on the California Central Coast. We recognize that homelessness and recovery present multifaceted challenges, impacting vulnerable individuals throughout the region. With a steadfast commitment spanning over 30 years, GSS has been at the forefront of providing comprehensive solutions.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Another Road Detox
Another Road Detox is a Residential Treatment program designed to provide SUD treatment services for Men in the Lompoc Valley. This program specializes in detoxification, withdrawal management, and services for men who require more supportive services to manage withdrawal symptoms. Residential Treatment offers daily in-house groups using Evidenced Based Curriculum, provides transportation to self-help groups within the community, and provides care coordination to link clients to other ancillary services. Additionally, residents will learn life skills, health and wellness, and other skills in order to sustain a drug-free lifestyle.
Recovery Point Acute Care Detox
Recovery Point Acute Care Detox is a Residential Treatment program designed to provide SUD treatment services for Men. This program specializes in detoxification, withdrawal management, and services for men who require a little more supportive services to manage withdrawal symptoms. Residential Treatment offers daily In-house groups using Evidenced Based Curriculum, provides transportation to self-help groups within the community, and provides care coordination to link clients to other ancillary services. Additionally, residents will learn Life Skills, Health and Wellness, and other skills in order to sustain a drug-free lifestyle.
Housing Disability Advocacy Program
The vision of Good Samaritan's Housing Disability and Advocacy Program (HDAP) is to empower the most vulnerable community members who are experiencing complex barriers hindering their ability to access and maintain adequate housing and income. The HDAP team strives to do this by prioritizing housing navigation and providing rental assistance, supporting clients in increasing income, collaborating with The Legal Aid Foundation to submit Social Security benefit applications, connecting clients to wrap-around services in the community, equipping clients to reach self-sufficiency by providing enhanced case management and housing retention services.
Emergency Housing Voucher Supportive Services
The vision of the EHV Supportive Services program is to support and strengthen vulnerable persons in our society who are housed through the Emergency Housing Voucher Program. The team strives to do this by providing meaningful connections, empowering our clients with new ideas, and the hope that they can change their circumstances while leaving limitations behind. The team works collectively with each other through a lens and awareness of intersectionality with the goal of helping clients build safety, sustain housing, and thrive in our community.
Lompoc Recovery Center
Lompoc Recovery Center Outpatient Program provides SUD treatment to men and women in the Lompoc Valley. Treatment services include screening/assessments, intakes, groups, individual counseling, telehealth services, care coordination, discharge planning, and aftercare. LRC specializes in a robust Intensive Outpatient Treatment modality for those who are experiencing co-occurring disorder issues and/or just need extra support from our certified counselors. Clients are often referred by the Criminal Justice System, Child Welfare System, or self-referral. Clients will be required to provide a urine screen to GSS staff at intake and periodically to promote abstinence and validate sobriety. Lompoc Recovery Center accepts Santa Barbara County Medi-Cal and self-pay clients.
Turning Point
Turning Point Outpatient Program provides SUD treatment to women in the Lompoc Valley. Treatment services include screening/assessments, intakes, groups, individual counseling, telehealth services, care coordination, discharge planning, and aftercare. Clients are often referred by the Criminal Justice System, Child Welfare System, or self-referral. Clients will be required to provide a urine screen to GSS staff at intake and periodically to promote abstinence and validate sobriety. Turning Point accepts Santa Barbara County Medi-Cal and self-pay clients. Turning Point utilizes an evidenced-based curriculum approach along with the Twelve Steps of Recovery. Women who have children aged 5 years and younger, may take advantage of our onsite daycare and transportation services as well.
Project PREMIE Program
Project PREMIE Outpatient Program provides SUD treatment to women in the Santa Maria Valley. Treatment services include screening/assessments, intakes, groups, individual counseling, telehealth services, care coordination, discharge planning, and aftercare. Clients are often referred by the Criminal Justice System, Child Welfare System, or self-referral. Clients will be required to provide a urine screen to GSS staff at intake and periodically to promote abstinence and validate sobriety. Project PREMIE accepts Santa Barbara County Medi-Cal and self-pay clients. Project PREMIE utilizes an evidenced-based curriculum approach along with the Twelve Steps of Recovery. Women who have children aged 5 years and younger, may take advantage of our onsite daycare and transportation services as well.
Recovery Way Home
Recovery Way Home is a Residential Treatment program that is designed to provide SUD treatment services for women. This program specializes in perinatal services for women who are pregnant and/or parenting with SUD issues. The objective of the program is to deliver drug-free babies and assist in the healing process of women and their children who have been affected by substance abuse. Recovery Way Home offers daily In-house groups using Evidenced Based Curriculum. Additionally, residents will learn Life Skills, Health, and Wellness, attend the 12 steps of Recovery, and receive Case Management Services. Children, aged 5 years and younger, may reside with their mom.
Transitional Center for Women and Children
Transitional Center for Women and Children (TCWC) is a Residential Treatment program designed to provide SUD treatment services for women. This program specializes in perinatal services for women who are pregnant and/or parenting with SUD issues. The objective of the program is to deliver drug-free babies and assist in the healing process of women and their children who have been affected by substance abuse. TCWC offers daily In-house groups using Evidenced Based Curriculum. Additionally, residents will learn Life Skills, Health and Wellness, attend the 12 steps of Recovery, and receive Case Management Services.
Sobering Centers
The Stabilization Centers are short-term (up to 72 hours) programs that provide a structured environment for homeless individuals under the influence of drugs and alcohol to sober up and be linked to support services. The main objective of the Stabilization Center is rerouting individuals under the influence away from arrest and incarceration to a safe place to sober up and stabilize. Core services provided include transportation, shelter, nourishment, clothing, psychoeducation to individuals, referrals to mental health and substance use treatment programs, and linkage to emergency housing opportunities.
Where we work
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Hours of volunteer service
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
GSS utilizes the services of over 500 volunteers, 40 area churches, and service organizations with a total number of volunteer hours per year of around 15,000+.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Substance abusers, Economically disadvantaged people, Victims and oppressed people, Incarcerated people
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
unduplicated clients served
Number of program sites
This metric is no longer tracked.Totals By Year
Population(s) Served
Families, Substance abusers, Homeless people, Veterans, Women and girls
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
programs currently in operation
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?
Our mission is to provide emergency, transitional, and affordable housing with supportive services for the homeless and those in recovery throughout the Central Coast. GSS operates more than 40 locations, offering over 800 beds, making us the largest homeless shelter provider in the region. Our approach encompasses a continuum of care, from street outreach to residential treatment, ensuring that individuals receive the necessary support at every stage of their journey.
We understand that homelessness is not a one-size-fits-all issue. Therefore, GSS offers a spectrum of housing components, ranging from emergency shelter to permanent housing. By providing a holistic support system, we aim to empower individuals, fostering their journey towards stability and independence.
Through our efforts, we strive to address the immediate needs of those experiencing homelessness while simultaneously offering a pathway to recovery. Ultimately, our goal is to create positive, lasting change in the lives of individuals facing homelessness and recovery challenges on the California Central Coast.
What are the organization's key strategies for making this happen?
At Good Samaritan Shelter, we employ a comprehensive set of strategies to realize our mission of providing emergency, transitional, and affordable housing with supportive services for the homeless and those in recovery on the California Central Coast. Our strategies include:
Multi-tiered Housing Solutions: We offer a continuum of care, ranging from emergency shelter to permanent housing, addressing the diverse needs of individuals at various stages of homelessness and recovery.
Outreach and Engagement: GSS conducts proactive street outreach programs to connect with individuals experiencing homelessness, building relationships and providing immediate assistance.
Collaborative Partnerships: We actively collaborate with local governments, community organizations, businesses, and volunteers to maximize our impact. These partnerships enable us to leverage resources, share expertise, and create a unified approach to addressing homelessness.
Holistic Support Services: Our organization provides a range of support services, including counseling, job training, and substance abuse treatment, to address the root causes of homelessness and support individuals in their journey to recovery.
Capacity Building: GSS focuses on expanding its capacity to provide shelter and support by continuously identifying opportunities for growth, securing funding, and optimizing operational efficiency.
Advocacy and Awareness: We advocate for policies and initiatives that address the systemic issues contributing to homelessness. Additionally, we raise awareness in the community to foster empathy and understanding about the challenges faced by individuals experiencing homelessness.
Data-Driven Decision-Making: We utilize data and feedback to assess the effectiveness of our programs, identify areas for improvement, and ensure that our resources are allocated efficiently to meet the evolving needs of the community.
By implementing these strategies, Good Samaritan Shelter aims to create a lasting impact on the lives of those we serve, moving them from crisis to stability and, ultimately, to independence.
What are the organization's capabilities for doing this?
At Good Samaritan Shelter, our organization possesses a robust set of capabilities that empower us to fulfill our mission of providing emergency, transitional, and affordable housing with supportive services for the homeless and those in recovery on the California Central Coast. Our key capabilities include:
Extensive Experience: With over 30 years of dedicated service, Good Samaritan Shelter has accumulated valuable experience in addressing homelessness and recovery. This longevity demonstrates our enduring commitment to the community and our ability to adapt to evolving challenges.
Comprehensive Infrastructure: We operate more than 40 locations, offering over 800 beds, making us the largest homeless shelter provider in the region. This extensive infrastructure allows us to reach a wide audience and provide varied housing solutions.
Skilled and Compassionate Staff: Our team comprises skilled professionals, including counselors, social workers, and outreach specialists, who bring a wealth of experience and compassion to the services we provide. Their dedication is instrumental in supporting individuals through their journey from homelessness to recovery.
Strategic Partnerships: Good Samaritan Shelter has cultivated strong partnerships with local governments, community organizations, businesses, and volunteers. These collaborations enhance our ability to leverage resources, access diverse expertise, and create a unified approach to addressing homelessness.
Holistic Support Services: We offer a range of support services, including counseling, job training, and substance abuse treatment. This comprehensive approach addresses the multifaceted needs of individuals, contributing to their overall well-being and recovery.
Adaptive Programs: Our organization continually adapts to the changing landscape of homelessness and recovery. We identify emerging needs, refine our programs, and incorporate evidence-based practices to ensure our services remain effective and relevant.
Financial Sustainability: Good Samaritan Shelter maintains financial sustainability through strategic fundraising efforts, grant applications, and community support. This stability allows us to consistently provide quality services and respond to emerging challenges.
By leveraging these capabilities, Good Samaritan Shelter remains at the forefront of addressing homelessness and recovery, fostering positive change in the lives of those we serve.
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.57
Months of cash in 2023 info
1.1
Fringe rate in 2023 info
19%
Funding sources info
Assets & liabilities info
Financial data
Good Samaritan Shelter
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 Good Samaritan Shelter’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 | $1,530,406 | $1,070,433 | $4,803,631 | $937,798 | $692,003 |
As % of expenses | 26.6% | 14.1% | 43.8% | 6.9% | 3.5% |
Unrestricted surplus (deficit) after depreciation | $1,079,648 | $623,240 | $4,274,050 | $341,981 | -$103,972 |
As % of expenses | 17.4% | 7.8% | 37.1% | 2.4% | -0.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $7,423,895 | $8,719,521 | $13,355,686 | $15,696,453 | $20,426,643 |
Total revenue, % change over prior year | 34.1% | 17.5% | 53.2% | 17.5% | 30.1% |
Program services revenue | 8.2% | 7.3% | 4.4% | 31.9% | 29.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 1.1% | 0.7% | 0.2% | 0.2% | 0.1% |
Government grants | 78.5% | 89.3% | 83.6% | 52.7% | 64.2% |
All other grants and contributions | 11.9% | 2.6% | 2.1% | 9.5% | 2.0% |
Other revenue | 0.3% | 0.1% | 9.7% | 5.7% | 4.2% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $5,751,496 | $7,573,623 | $10,979,722 | $13,620,978 | $19,711,260 |
Total expenses, % change over prior year | 18.7% | 31.7% | 45.0% | 24.1% | 44.7% |
Personnel | 72.3% | 67.9% | 62.4% | 66.8% | 62.4% |
Professional fees | 0.1% | 0.4% | 0.2% | 1.0% | 2.0% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 1.8% | 1.2% | 0.8% | 0.6% | 0.4% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 25.7% | 30.5% | 36.6% | 31.6% | 35.2% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $6,202,254 | $8,020,816 | $11,509,303 | $14,216,795 | $20,507,235 |
One month of savings | $479,291 | $631,135 | $914,977 | $1,135,082 | $1,642,605 |
Debt principal payment | $74,301 | $0 | $2,461,062 | $475,380 | $0 |
Fixed asset additions | $0 | $754,615 | $1,749,464 | $1,180,777 | $1,851,789 |
Total full costs (estimated) | $6,755,846 | $9,406,566 | $16,634,806 | $17,008,034 | $24,001,629 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 3.6 | 5.1 | 2.0 | 2.3 | 1.1 |
Months of cash and investments | 3.6 | 5.1 | 2.0 | 2.3 | 1.1 |
Months of estimated liquid unrestricted net assets | 7.0 | 7.7 | 5.9 | 4.2 | 2.6 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $1,722,175 | $3,225,563 | $1,852,088 | $2,640,591 | $1,816,572 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,490,517 | $1,469,048 | $2,460,625 | $2,580,604 | $4,086,187 |
Gross land, buildings, equipment (LBE) | $15,506,938 | $16,246,010 | $17,968,975 | $19,149,749 | $20,996,541 |
Accumulated depreciation (as a % of LBE) | 24.6% | 26.1% | 26.4% | 27.9% | 29.2% |
Liabilities (as a % of assets) | 53.3% | 54.3% | 43.3% | 40.5% | 45.1% |
Unrestricted net assets | $5,781,602 | $6,404,842 | $10,678,892 | $11,020,873 | $10,916,901 |
Temporarily restricted net assets | $2,763,175 | 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 | $2,763,175 | $2,838,640 | $667,688 | $1,467,099 | $1,603,710 |
Total net assets | $8,544,777 | $9,243,482 | $11,346,580 | $12,487,972 | $12,520,611 |
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
Sylvia Barnard
Number of employees
Source: IRS Form 990
Good Samaritan Shelter
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Good Samaritan Shelter
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Good Samaritan Shelter
Board of directorsas of 12/14/2023
Board of directors data
Tom Jenkins
Retired Commander SB Sheriff's Department
Michael Sachs
Retired Engineer
Michael Camacho-Craft
SB County Public Health
Jill Stivers
Pacific Premier Bank
Hans Kardel
Kardel Insurance
Craig Hamlin
Retired Chief Probation Officer
Patrick Weimiller
Retired City Administrator
Roderick Board
Airforce Project Manager
Tom Jenkins
Retired Commander Co. of SB Sheriffs Department
Elizabeth Gonzales
Coast Hills Credit Union
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? No
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: 10/19/2023GuideStar 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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.