San Diego Therapy Center
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San Diego Therapy Center
EIN: 45-2060520
as of September 2024
as of September 09, 2024
Mission
San Diego Therapy Center's mission is to improve the life circumstances of victims of trauma, especially children and their families, and stop the cycle of abuse and victimization, through providing specialized, trauma-informed counseling and neurofeedback services in a safe and caring environment at low-cost in order to increase mental health care access for the underserved and disenfranchised.
Notes from the nonprofit
Our plans include development and expansion of our board with established whistleblower, document retention and conflicts of ethics and interest policies, trauma recovery programs for those in our community and development of a DEI team lead and division to analyze and increase DEI at SDTC for our staff, board, and community.
Ruling year
2012
Executive Director
Dr. Christiana Silva
Main address
2271 Alpine Blvd Suite A
Alpine, CA 92101 USA
EIN
45-2060520
Adolescent parenting
Family counseling
Psychology and behavioral science
Mental health care
Health care access
Population served
Children and youth
Victims of crime and abuse
Economically disadvantaged people
NTEE code
Elementary, Secondary Ed (B20)
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
Reports and documents
Download other documentsWhat we aim to solve
Development and expansion of our Board, Development and marketing to those in our community, and strategies for grant and fundraising development.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Trauma Recovery
The Trauma Recovery Program helps children recover from enduring physical and/or sexual abuse, family violence or parental substance abuse and/or mental illness through individual and family therapy services. SDCC provides a specialized therapeutic program for children who have experienced physical or sexual abuse or have witnessed family violence. In order to begin the healing process, a safe, supportive and nurturing place must be available to help children recover from these traumatic experiences.
Through individualized, child-friendly and child-focused counseling sessions, the clinician helps children to more effectively understand and manage their emotions. Most children in our program have never received the mental health counseling needed to help them develop coping skills and recover. SDCC clinicians have found that individual sessions with the child’s caretaker, in addition, to family therapy sessions, improves therapeutic outcomes in all cases where family violence, including sexual abuse, physical abuse and domestic violence, has occurred.
Over time, our services have increasingly focused on the mental health care needs of the City’s most vulnerable populations, including homeless children and families, and children served by child protective services (CPS) and or the foster care systems.
Where we work
Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
SDCC hopes to provide thousands of children, adults and families with free or low-cost trauma informed counseling services. SDCC believes that individuals with monetary means are able to get quality counseling care and Neurofeedback services to help them recover more quickly from traumatic events, whereas individuals who do not have the financial means, are left untreated and continue to endure the cycle of abuse from domestic violence and other such traumatic events. SDCC wishes to provide these clients with 1. high quality therapy services via trauma informed therapists 2. train future therapists to be able to competently work with trauma 3. provide neurofeedback services to assist with physiological recovery from traumatic events and 4. psychoeducation for clients about how trauma impacts one's symptoms and behaviors and providing education of how to recover and not maintain the cycle of abuse and 5. providing beautiful office environments for clients to be able to feel supported and comfortable during their therapeutic process.
What are the organization's key strategies for making this happen?
1. We have created partnerships with USD, Alliant University, Pepperdine, SDSU, Point Loma Nazarene and National University to become training sites for their interns.
2. We have opened up 2 Neurofeedback offices and hope to start 3 more within the 2 years to provide physiological recovery from traumatic events, as well as 5 therapy offices throughout San Diego county for access to quality in-person services, and provide easy telehealth/video services throughout the state of California.
3. We have provided hundreds of families and children with pro bono services so that money does not become a barrier to treatment
4. We are working with community partners to increase the word through the community about our services.
What are the organization's capabilities for doing this?
We have obtained funding to hire a contractor to develop our strategy and development plan. Our current board is recruiting members and are motivated to support the next steps in our strategy.
What have they accomplished so far and what's next?
We have submitted grant applications and proposals to obtain funding in order to provide quality services children, teens, and veterans. We have started recruiting board members, and specifically those who may be able to expand our board member skills and diversity. We have begun a marketing development plan for our community.
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, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.24
Months of cash in 2023 info
2.4
Fringe rate in 2023 info
9%
Funding sources info
Assets & liabilities info
Financial data
San Diego Therapy Center
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 San Diego Therapy Center’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 | $81,867 | -$203,988 | -$84,782 | -$56,078 | -$123,143 |
| As % of expenses | 25.6% | -50.9% | -21.1% | -9.4% | -19.2% |
| Unrestricted surplus (deficit) after depreciation | $81,867 | -$203,988 | -$84,782 | -$56,078 | -$123,143 |
| As % of expenses | 25.6% | -50.9% | -21.1% | -9.4% | -19.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $401,141 | $258,730 | $316,692 | $543,025 | $517,601 |
| Total revenue, % change over prior year | 27.0% | -35.5% | 22.4% | 71.5% | -4.7% |
| Program services revenue | 100.0% | 100.0% | 67.0% | 74.4% | 95.5% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 28.2% | 25.5% | 0.0% |
| All other grants and contributions | 0.0% | 0.0% | 4.7% | 0.1% | 4.5% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $319,274 | $401,154 | $401,474 | $599,103 | $640,690 |
| Total expenses, % change over prior year | 6.0% | 25.6% | 0.1% | 49.2% | 6.9% |
| Personnel | 70.7% | 78.6% | 80.3% | 73.9% | 71.5% |
| Professional fees | 20.6% | 14.5% | 3.5% | 12.2% | 9.2% |
| Occupancy | 0.0% | 2.0% | 7.7% | 5.3% | 6.2% |
| Interest | 1.0% | 0.1% | 0.0% | 0.2% | 4.2% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 7.8% | 4.8% | 8.4% | 8.4% | 9.0% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $319,274 | $401,154 | $401,474 | $599,103 | $640,690 |
| One month of savings | $26,606 | $33,430 | $33,456 | $49,925 | $53,391 |
| Debt principal payment | $0 | $0 | $0 | $2,206 | $0 |
| Fixed asset additions | $69,023 | $0 | $3,078 | $28,072 | $0 |
| Total full costs (estimated) | $414,903 | $434,584 | $438,008 | $679,306 | $694,081 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 1.1 | 4.3 | 9.1 | 4.7 | 2.4 |
| Months of cash and investments | 1.1 | 4.3 | 9.1 | 4.7 | 2.4 |
| Months of estimated liquid unrestricted net assets | 1.5 | -3.1 | -5.7 | -5.5 | -7.5 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $29,675 | $144,973 | $305,299 | $233,303 | $130,169 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $75,258 | $13,693 | $16,771 | $44,843 | $44,843 |
| Accumulated depreciation (as a % of LBE) | 8.3% | 45.5% | 37.2% | 13.9% | 13.9% |
| Liabilities (as a % of assets) | 1.0% | 161.5% | 156.6% | 185.0% | 305.2% |
| Unrestricted net assets | $108,154 | -$95,834 | -$180,616 | -$236,694 | -$359,837 |
| 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 | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $108,154 | -$95,834 | -$180,616 | -$236,694 | -$359,837 |
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
Dr. Christiana Silva
In 2011, Dr. Silva founded SD Center for Counseling, a non-profit, 501(c)3 organization developed to provide no cost therapy services to children who are impacted by traumatic events. SDCC’s mission is to help children and their families heal from traumatic events so that the cycle of abuse can end and the path of healing can begin. SDCC integrated San Diego Center for Neurofeedback (established in 2013) and became San Diego Therapy Center in 2022 to provide counseling and neurofeedback. Neurofeedback is a non medication based treatment to assist with physiological self-regulation, psychological resolution, decreasing symptoms, and increasing your functioning for better quality of life.
Dr. Silva is the Chief Behavioral Health Officer of Fusion Care Group. Fusion Care Group (formerly SD Psychological Services) was opened in 2007 as a group private practice that provides therapy to children, adolescents, and adults to enable them to work through, and grow from, difficult life events.
Number of employees
Source: IRS Form 990
San Diego Therapy Center
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
San Diego Therapy Center
Board of directorsas of 10/27/2023
Board of directors data
Dr. Christiana Silva
San Diego Therapy Center
Term: 2012 - 2025
Diane Lass
Dr. Lass
Josephine Pemberton
Pemberton Financial and Insurance Services
Tanya Hilber
Hilber Psychological Services
Ajay Rai
David Spells
Susan Lin
Nancy Snipes
Diane Stumpf
Mike Vasquez
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: 10/10/2023GuideStar 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 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- 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 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.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2015
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