Civic Intelligence

Prevent Child Abuse Oregon

EIN 82-2036220 • 501(c)3 • Salem, OR

Profile

Prevent Child Abuse Oregon's mission is strengthening families to prevent child abuse and neglect. We envision an Oregon where all children live in safe, nurturing homes and supportive communities, regardless of race, class, culture or geography. Prevent Child Abuse Oregon (PCAO) has been certified as Oregon's State Chapter of Prevent Child Abuse America (PCAA). This certification recognizes PCAOs comprehensive efforts to promote healthy, nurturing environments for children and their families thereby preventing child abuse and neglect. PCAO has adopted a policy framework with goals and strategies to guide our work. The four goals include: Oregon's investment in primary prevention of child abuse and neglect is a top budget priority; Engaged and mobilized Oregon communities are are actively solving the challenges of abuse and neglect; All prevention partners support and drive a common strategic direction for comprehensive prevention; and Shared measurements align systems with communities

PO Box 185Salem, OR 97308

www.preventchildabuseoregon.org

Siviq Scores

Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.

Liabilities / Assets

69th percentile

0.02x

Higher debt load relative to assets than 69% of similar nonprofits.

501(c)3 • <$500k nonprofits • Source year 2024

Liabilities / Revenue

67th percentile

0.01x

Higher debt load relative to revenue than 67% of similar nonprofits.

501(c)3 • <$500k nonprofits • Source year 2024

Net Margin

16th percentile

-39%

Higher net margin than 16% of similar nonprofits.

501(c)3 • <$500k nonprofits • Source year 2024

Top Officer Pay

98th percentile

$95,708

Higher top officer pay than 98% of similar nonprofits.

Top officer pay equals 33.5% of source-year revenue.

501(c)3 • <$500k nonprofits • Source year 2024

Asset Growth

18th percentile

-55%

Faster asset growth than 18% of similar nonprofits.

501(c)3 • <$500k nonprofits • Annualized from 2023 to 2024

Revenue Growth

72nd percentile

21%

Faster revenue growth than 72% of similar nonprofits.

501(c)3 • <$500k nonprofits • Annualized from 2023 to 2024

Assets

Down

$88,393

Down $109,442 (-55%) from 2023

Liabilities

Up

$1,530

Up $1,530 from 2023

Net Assets

Down

$86,863

Down $110,972 (-56%) from 2023

Revenue

Up

$285,797

Up $48,711 (+21%) from 2023

Expenses

Up

$396,769

Up $147,469 (+59%) from 2023

Net Income

Down

-$110,972

Down $98,758 (-809%) from 2023

Trend Graphs

Balance Sheet Trend

Grouped bars show assets, liabilities, and net assets across loaded filings.

$300K$200K$100K$0Assets 2017: $4,980Liabilities 2017: $0Net Assets 2017: $4,9802017Assets 2018: $15,934Liabilities 2018: $2,141Net Assets 2018: $13,7932018Assets 2019: $61,865Liabilities 2019: $2,208Net Assets 2019: $59,6572019Assets 2020: $95,094Liabilities 2020: $35,312Net Assets 2020: $59,7822020Assets 2021: $192,096Liabilities 2021: $0Net Assets 2021: $192,0962021Assets 2022: $210,049Liabilities 2022: $0Net Assets 2022: $210,0492022Assets 2023: $197,835Liabilities 2023: $0Net Assets 2023: $197,8352023Assets 2024: $88,393Liabilities 2024: $1,530Net Assets 2024: $86,8632024

Highlighted filing

2024

Assets$88,393
Liabilities$1,530
Net Assets$86,863

Operations Trend

Revenue, expenses, and net income by year, with the latest filing highlighted.

$400K$200K$0-$200KRevenue 2017: $35,590Expenses 2017: $30,610Net Income 2017: $4,9802017Revenue 2018: $138,052Expenses 2018: $129,239Net Income 2018: $8,8132018Revenue 2019: $190,267Expenses 2019: $144,403Net Income 2019: $45,8642019Revenue 2020: $148,370Expenses 2020: $148,245Net Income 2020: $1252020Revenue 2021: $308,218Expenses 2021: $175,904Net Income 2021: $132,3142021Revenue 2022: $303,552Expenses 2022: $285,599Net Income 2022: $17,9532022Revenue 2023: $237,086Expenses 2023: $249,300Net Income 2023: -$12,2142023Revenue 2024: $285,797Expenses 2024: $396,769Net Income 2024: -$110,9722024

Highlighted filing

2024

Revenue$285,797
Expenses$396,769
Net Income-$110,972

Filings

Latest Filing Detail
Jump To
Filing Snapshot
Filing Period
Jan 1, 2024 to Dec 31, 2024
Signed
Sep 25, 2025
Return Version
2024v5.2
Gross Receipts
$285,797
Mission and Program Overview

Mission

Prevent Child Abuse Oregon's mission is strengthening families to prevent child abuse and neglect. We envision an Oregon where all children live in safe, nurturing homes and supportive communities, regardless of race, class, culture or geography. Prevent Child Abuse Oregon PCAO has been certified as Oregon's State Chapter of Prevent Child Abuse America PCAA. This certification recognizes PCAOs comprehensive efforts to promote healthy, nurturing environments for children and their families thereby preventing child abuse and neglect. PCAO has adopted a policy framework with goals and strategies to guide our work. The four goals include: Oregon's investment in primary prevention of child abuse and neglect is a top budget priority Engaged and mobilized Oregon communities are are actively solving the challenges of abuse and neglect All prevention partners support and drive a common strategic direction for comprehensive prevention and Shared measurements align systems with communities to adv

Form 990, Part 1, Line 1 Organization Mission or Significant ActivitiesPrevent Child Abuse Oregon (PCAO) is a statewide 501(c)(3) organization uniquely focused on violence & abuse prevention. Our work focuses on systems change, advancing capacity for prevention before crisis, and support for the providers who are ensuring Oregon's children and families thrive.PCAO's mission is strengthening families to prevent child abuse and neglect. We envision an Oregon where all children live in safe, nurturing homes and supportive communities. PCAO has been fully chartered as a chapter of Prevent Child Abuse America (PCAA), the nations oldest and largest nonprofit focused on child abuse prevention. This certification recognizes PCAOs comprehensive efforts to promote healthy, nurturing environments for children and their families, thereby preventing child abuse and neglect.(Please see the next section for more details about PCAO's mission.)Form 990, Part III, Line 1 - Organization MissionPrevent Ch

Balance Sheet Detail
LineBeginningEndChange
Assets
Cash and Non-Interest-Bearing Accounts$176,589$85,384▼ $91,205
Savings and Temporary Cash Investments$21,246$3,009▼ $18,237
Accounts Receivable-$0-
Other Notes and Loans Receivable, Net-$0-
Pledges and Grants Receivable-$0-
Receivable From Disqualified Prsn-$0-
Receivables From Officers Etc-$0-
Investments Other Securities-$0-
Investments Program Related-$0-
Investments in Publicly Traded Securities-$0-
Land, Buildings, and Equipment, Net-$0-
Intangible Assets-$0-
Inventories for Sale or Use-$0-
Prepaid Expenses and Deferred Charges-$0-
Total Assets$197,835$88,393▼ $109,442
Other Assets Total-$0-
Liabilities
Accounts Payable and Accrued Expenses-$1,530-
Total Liabilities$0$1,530▲ $1,530
Net Assets / Fund Balance
Net Assets Without Donor Restrictions$197,835$86,863▼ $110,972
Total Net Assets Fund Balance$197,835$86,863▼ $110,972
Total Liabilities and Net Assets / Fund Balance$197,835$88,393▼ $109,442
Compensation and Service Providers

Employees

NameTitleFull / Part TimeBaseTotal
Nicole CunninghamExecutive DirectorFT$95,708$95,708
Natalie GordonDirectorPT$44,318$44,318

Board Members and Trustees

Revenue and Support

Revenue Composition

Contributions and Grants
$285,762
Program Service Revenue
$0
Investment Income
$35
Other Revenue
$0
All Other Contributions
$285,762
Change in Net Assets
$-110,972
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Salaries, Compensation, and Employee Benefits$220,267
Other Expenses$176,502
Grants and Similar Amounts Paid$0
Professional Fundraising Fees$0
Total Fundraising Expense$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Current Officers, Directors, Trustees, and Key Employees$126,023$14,003-$140,026
Fees for Services Other$75,628$8,403-$84,031
Other Salaries and Wages$39,886$4,432-$44,318
Fees for Services Management$35,316$3,924-$39,240
Other Employee Benefits$15,700$1,744-$17,444
Payroll Taxes$14,047$1,561-$15,608
Travel$12,016$1,335-$13,351
Fees for Services Accounting$10,787$1,199-$11,986
Insurance$3,143$349-$3,492
Pension Plan Contributions$2,584$287-$2,871
Conferences and Meetings$1,751$194-$1,945
All Other Expenses$1,535$170-$1,705
Other Expenses$1,229$137-$1,366
Office Expenses$1,015$113-$1,128
Advertising$657$73-$730
Total Functional Expenses$357,092$39,677$0$396,769
Fundraising, Events, and Gaming
Fundraising activities
No
Gaming activities
No
Professional fundraiser used
No

Fundraising and Gaming Totals

Line ItemAmount
Professional Fundraising Fees$0
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
No
Subject to proxy tax
No
Insider Transactions and Loans

Loans and Receivables

Line ItemBeginningEndChange
Receivables from Disqualified Persons-$0-
Receivables from Officers, Directors, Trustees, and Key Employees-$0-
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Backup withholding compliance
Yes
Business relationship with 35% controlled entity
No
Business relationship with family members
No
Business relationship with organization members
No
Material changes to governing documents
No
Compensation from other sources disclosed
No
CEO compensation reviewed
No
Other officer compensation reviewed
No
Conflict-of-interest policy
Yes
Audited financial statements prepared
No
Key decisions subject to board approval
No
Management duties delegated
No

Governance Explanations

Form 990, Part VI, Section B, Line 11B

Form 990, Part VI, Line 11b Form 990 Review ProcessUpon submission of Tax return and Form 990, both documents are placed in shared files which are accessible to all Board Members. Links to those specific documents are then shared with each Board Members via email following the filing of documents.Form 990, Part VI, Line 12c Explanation of Monitoring or Enforcement of ConflictsPCAO has a Conflict of Interest Policy, and is developing a Whistle Blower Policy.When employees have concerns, they should first approach their direct supervisor for an informal discussion and attempt at resolution. Any grievance should be communicated verbally or in writing with the supervisor or Executive Direct

Form 990, Part VI, Section B, Line 12C

The Organization has a Conflict of Interest Policy and is developing a Whistle Blower Policy.When employees have concerns, they should first approach their direct supervisor for an informal discussion and attempt at resolution. Any grievance should be communicated verbally or in writing with the supervisor or Executive Director within fifteen (15) days of the event. If this discussion does not resolve the concern to the employees satisfaction, the employee should write a formal complaint which the supervisor is obligated to share with the next level of management. Employees are encouraged to submit as much detail as possible regarding their concern and desired resolution. The member of management involved in responding to the grievance may request additional information from those involved in order to make a determination and respond.1)Employees shall submit their concerns or grievances in a timely manner, in most cases during the week in which the concern arises.2)If informal discussion with the supervisor does not resolve the dispute, a formal written complaint shall be submitted to the Executive Director. If the concern involves the Executive Director, the complaint shall be submitted to the Board Chair. In addition to written or printed letters, email is an acceptable medium for a written complaint.3)The director receiving the grievance will make a determination and respond within one week or sooner if possible.4)Retaliation is prohibited against any employee who files a grievance in good faith and will subject the retaliator to discipline up to and including termination.5)When advisable, PCAO may request a board member or an appropriate outside party to serve as a neutral and unbiased reviewer of grievances.6)Employees shall submit their concerns or grievances in a timely manner, in most cases during the week in which the concern arises. In addition to written or printed letters, email is an acceptable medium for a written complaint.7)If informal discussion with the supervisor does not resolve the dispute, a formal written complaint shall be submitted to the Executive Director. If the concern involves the Executive Director, the complaint shall be submitted to the Board Chair.

Form 990, Part VI, Section C, Line 19

No documents available to the public.

Filing and Contact Details

Filer

Filer Name
Prevent Child Abuse Oregon
EIN
82-2036220
Phone
7203523658
Address
PO BOX 185, Salem, OR 97308

Signing Officer

Name
Kevin Campell
Title
Treasurer
Signed
2025-09-25
Discuss with paid preparer
Yes

Organization Details

Principal Officer
Kevin Campbell
Legal Domicile
Or
Voting Board Members
11
Independent Board Members
0
Employees
3

Preparer

Firm
K & B Business Service
Address
721 NE 82nd Avenue, Portland, OR 97220
Preparer
Mark E Supplee
Phone
5032553526
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IRS990/ActivityOrMissionDesc0Form 990, Part 1, Line 1 Organization Mission or Significant ActivitiesPrevent Child Abuse Oregon (PCAO) is a statewide 501(c)(3) organization uniquely focused on violence & abuse prevention. Our work focuses on systems change, advancing capacity for prevention before crisis, and support for the providers who are ensuring Oregon's children and families thrive.PCAO's mission is strengthening families to prevent child abuse and neglect. We envision an Oregon where all children live in safe, nurturing homes and supportive communities. PCAO has been fully chartered as a chapter of Prevent Child Abuse America (PCAA), the nations oldest and largest nonprofit focused on child abuse prevention. This certification recognizes PCAOs comprehensive efforts to promote healthy, nurturing environments for children and their families, thereby preventing child abuse and neglect.(Please see the next section for more details about PCAO's mission.)Form 990, Part III, Line 1 - Organization MissionPrevent Ch
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IRS990/Desc0Form 990, Part III, Line 4a Program Service AccomplishmentsPCAO's 2024 programmatic investments increased by 50% over 2023, providing the opportunity for the following accomplishments:Increased Staffing: Two additional staff were hired mid-year - Collaborations Coordinator and Strategic Initiatives Coordinator. This tripled PCAO staff bandwidth, greatly increasing our capacity.Our Strategic Initiatives Coordinator is focused on co-designing, implementing, and evaluating programmatic and policy initiatives that are aligned with PCAOs mission, vision, and values. They hold a Masters in Social Work and bring experience from mental health and substance use treatment, suicide prevention, harm reduction, and transformative justice.Our Collaboration Coordinator is focused on managing, supporting and growing our statewide Child Abuse Prevention (CAP) Collaborative. They hold a Masters in Education and bring experience from Early Childhood and Child Care Resource & Referral, where they developed and delivered education for children, adults, and childcare providers.Child Abuse Prevention (CAP) Collaborative: PCAOs CAP Collaborative Coordinator convenes statewide partners to support Oregons cross-sector Ecosystem of Prevention. PCAO has expanded this group to include more than 60 diverse statewide members, representing 49 organizations as well as 7 individuals who participate outside their professional role. Our CAP Collaborative includes a wide array of perspectives and people doing this important work across sectors, geography and more. With the onboarding of our Collaboration Coordinator in 2024, the CAP Collaborative underwent a revamp to align more intentionally with the Theory of Change from Prevent Child Abuse America. We are utilizing the Ecosystems of Prevention framework in this space to help shape our efforts to center learning, connection, partnership and care in our collaborative work. The focus of this work in 2024 was to steep our new Coordinator in the group - building important relationships, expanding this group, and creating new structures for information sharing and collaboration within the group.Emerging Family Resource Network: In collaboration with a private funder, Prevent Child Abuse Oregon (PCAO) launched an exploratory effort to adapt the nationally recognized Family Resource Center Network (FRCN) model to Oregons needs. Director and staff conducted extensive research into the National Family Support Networks (NFSN) Standards of Quality for Family Strengthening & Support and examined how the FRC model has been adapted across different states and communities.This work is part of a broader, innovative effort to coordinate and streamline local primary prevention services, with the goal of building a cohesive Ecosystem of Prevention across Oregon.In 2024, PCAO engaged with key partners across the country to assess the models effectiveness and flexibility. This included (but was not limited to):1)Meeting with leadership at the National Family Support Network (NFSN) to deepen understanding of the models core principles and infrastructure;2)Visiting and touring Family Resource Centers in Colorado to observe diverse implementation strategies;3)Consulting with Prevent Child Abuse Arizona to learn from their experience building and sustaining a statewide FRC network;4)Connecting with leaders from Washingtons FRC Network to understand how their FRCs programmatic efforts are linked to broader policy advocacy in their state.In Summer 2024, we reconnected with several Oregon-based leaders who were instrumental in shaping the national FRC model and who are eager to collaborate on adapting this approach to Oregons unique context. Their involvement represents a valuable bridge between national expertise and local relevance.To support the design and early implementation phases, the project team engaged a consultant in late 2024 who has deep experience leading state agencies and foundations in Oregon. This strategic support has h
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IRS990/MissionDesc0Form 990, Part 1, Line 1 Organization Mission or Significant ActivitiesPrevent Child Abuse Oregon (PCAO) is a statewide 501(c)(3) organization uniquely focused on violence & abuse prevention. Our work focuses on systems change, advancing capacity for prevention before crisis, and support for the providers who are ensuring Oregon's children and families thrive.PCAO's mission is strengthening families to prevent child abuse and neglect. We envision an Oregon where all children live in safe, nurturing homes and supportive communities. PCAO has been fully chartered as a chapter of Prevent Child Abuse America (PCAA), the nations oldest and largest nonprofit focused on child abuse prevention. This certification recognizes PCAOs comprehensive efforts to promote healthy, nurturing environments for children and their families, thereby preventing child abuse and neglect.(Please see the next section for more details about PCAO's mission.)Form 990, Part III, Line 1 - Organization MissionPrevent Ch
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IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt0Form 990, Part VI, Line 11b Form 990 Review ProcessUpon submission of Tax return and Form 990, both documents are placed in shared files which are accessible to all Board Members. Links to those specific documents are then shared with each Board Members via email following the filing of documents.Form 990, Part VI, Line 12c Explanation of Monitoring or Enforcement of ConflictsPCAO has a Conflict of Interest Policy, and is developing a Whistle Blower Policy.When employees have concerns, they should first approach their direct supervisor for an informal discussion and attempt at resolution. Any grievance should be communicated verbally or in writing with the supervisor or Executive Direct
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt1The Organization has a Conflict of Interest Policy and is developing a Whistle Blower Policy.When employees have concerns, they should first approach their direct supervisor for an informal discussion and attempt at resolution. Any grievance should be communicated verbally or in writing with the supervisor or Executive Director within fifteen (15) days of the event. If this discussion does not resolve the concern to the employees satisfaction, the employee should write a formal complaint which the supervisor is obligated to share with the next level of management. Employees are encouraged to submit as much detail as possible regarding their concern and desired resolution. The member of management involved in responding to the grievance may request additional information from those involved in order to make a determination and respond.1)Employees shall submit their concerns or grievances in a timely manner, in most cases during the week in which the concern arises.2)If informal discussion with the supervisor does not resolve the dispute, a formal written complaint shall be submitted to the Executive Director. If the concern involves the Executive Director, the complaint shall be submitted to the Board Chair. In addition to written or printed letters, email is an acceptable medium for a written complaint.3)The director receiving the grievance will make a determination and respond within one week or sooner if possible.4)Retaliation is prohibited against any employee who files a grievance in good faith and will subject the retaliator to discipline up to and including termination.5)When advisable, PCAO may request a board member or an appropriate outside party to serve as a neutral and unbiased reviewer of grievances.6)Employees shall submit their concerns or grievances in a timely manner, in most cases during the week in which the concern arises. In addition to written or printed letters, email is an acceptable medium for a written complaint.7)If informal discussion with the supervisor does not resolve the dispute, a formal written complaint shall be submitted to the Executive Director. If the concern involves the Executive Director, the complaint shall be submitted to the Board Chair.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt2No documents available to the public.
IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc0Form 990, Part VI, Section B, Line 11b
IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc1Form 990, Part VI, Section B, Line 12c
IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc2Form 990, Part VI, Section C, Line 19
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