Casa De Las Amigas DBA Casa Treatment Center

“The finance committee of the board of directors, together with senior management and board leadership, undertake a comprehensive review of the form 990. The board is informed that the 990 is available for review upon request.”

“The board has a formal conflict of interest policy requiring, among other things, disclosure or potential conflicts and abstaining from voting on any matter in which a member has personal financial interest. The policy is acknowledged by all board members annually and monitored by the board of directors.”

“The Personnel Committee of the organization's Board of Directors conducts an annual performance review of the executive director, and makes performance based recommendations to the Board of Directors as to compensation adjustments taking into account comparability data. The organization has no other key employees.”

“The Personnel Committee of the organization's Board of Directors conducts an annual performance review and approval of the officers or key employees compensation.”

“Upon request.”

“Between 2015 - 2020, casa embarked on an agency-wide evaluation to address the changes in addiction treatment and the challenge of unethical practices that were becoming increasingly prevalent. Casa made the strategic decision to undertake a restructuring of its treatment facilities to, among things, better utilize existing facilities and improve agency-wide efficiency. It recognized that it would run into deficit spending but calculated that it was necessary to make long-term infrastructure changes that would ultimately strengthen the agency, improve service delivery and continue to hold down the cost of treatment. In fiscal year 2017-18, casas budget ran a deficit that was greater than anticipated but was manageable because of its reserves. In fiscal year 2018-19, casa conducted a full-scale analysis of its billing and collection practices and procedures, casa instituted a broad corrective action plan to overhaul practices and procedures to minimize the potential for human error and ensure consistent reporting internally and with outsourced billing and collection vendors. To further address its ongoing census challenges, in fiscal year 2018-19, casa undertook a comprehensive analysis of its revenue and referral sources and adopted strategic action plans to diversify its referral base and revenue sources. Among the action plans undertaken, casa initiated and is in the approval process of becoming an approved medi-cal provider. Not only will becoming an approved drug medi-cal provider diversify casas existing revenue sources, it will enable casa to serve more women in need and to serve a segment of the population it is not currently serving, in furtherance of its mission.however, in fiscal year 2019-20, two unexpected events delayed casas financial recovery: the coronavirus disease and the change in senior leadership. The unexpected happened worldwide. An outbreak of respiratory disease caused by a novel (new) coronavirus was first detected in china and now been detected in more than 100 locations internationally, including in the united states. The virus has been named sars-cov-2 and the disease it causes has been named coronavirus disease 2019 (abbreviated covid-19). On march 11, 2020, the world health organization publicly characterized covid-19 as a pandemic.on march 16, 2020, the individual governments of the los angeles county and city of pasadena announced a mandatory shelter in place order for all residents in the area due to the covid-19 pandemic. The orders required that all non-essential businesses close until the orders are lifted. Casa treatment center was forced to limit its admissions of new clients having an immediate impact on our revenue. Casa is currently evaluating on-going and long-term recovery plans and adaptations to correct business plans to help casa treatment center recover from the circumstances and adhere to any continuing health department orders. On march 27, 2020, the coronavirus aid, relief, and economic security act (cares act) was enacted to amongst other provisions, provide emergency assistance for individuals, families and businesses affected by the coronavirus pandemic. Casa treatment center was provided with a $269,800 loan through the cares act. The majority of casa treatment centers revenue is derived from payor contract fees. As such, it is reasonably possible that it is vulnerable to the risk of a near-term decline in contract fees which may impact future programs. As of june 30, 2020, drug medi-cal has not been approved further stressing the organization.”

“BANK FEES: Column (A) - Total = $3663; Column (B) - Program Services = $0; Column (C) - Management & General = $3663; Column (D) - Fundraising = $0”

“Billing Service Fees: Column (A) - Total = $38827; Column (B) - Program Services = $37328; Column (C) - Management & General = $458; Column (D) - Fundraising = $1041”

“CONTRACTED SERVICES: Column (A) - Total = $2131; Column (B) - Program Services = $1551; Column (C) - Management & General = $241; Column (D) - Fundraising = $339”

“Copier Lease: Column (A) - Total = $8254; Column (B) - Program Services = $6276; Column (C) - Management & General = $605; Column (D) - Fundraising = $1373”

“CREDIT CARD PROCESSING FEES: Column (A) - Total = $18882; Column (B) - Program Services = $0; Column (C) - Management & General = $18882; Column (D) - Fundraising = $0”

“DUES & SUBSCRIPTIONS: Column (A) - Total = $9356; Column (B) - Program Services = $4130; Column (C) - Management & General = $3886; Column (D) - Fundraising = $1340”

“EMPLOYEE SCREENING COSTS: Column (A) - Total = $1634; Column (B) - Program Services = $97; Column (C) - Management & General = $1537; Column (D) - Fundraising = $0”

“Gardening: Column (A) - Total = $17085; Column (B) - Program Services = $12992; Column (C) - Management & General = $1252; Column (D) - Fundraising = $2841”

“HOUSEHOLD EXPENSE: Column (A) - Total = $28108; Column (B) - Program Services = $22796; Column (C) - Management & General = $1961; Column (D) - Fundraising = $3351”

“LIKE KIND EXPENSES: Column (A) - Total = $21000; Column (B) - Program Services = $0; Column (C) - Management & General = $0; Column (D) - Fundraising = $21000”

“MEDICAL SCREENING/DRUG TESTS: Column (A) - Total = $19645; Column (B) - Program Services = $15405; Column (C) - Management & General = $1297; Column (D) - Fundraising = $2943”

“OTHER FUNDRAISING EXPENSES: Column (A) - Total = $3425; Column (B) - Program Services = $2604; Column (C) - Management & General = $251; Column (D) - Fundraising = $570”

“PARKING LOT EXPENSE: Column (A) - Total = $10129; Column (B) - Program Services = $7713; Column (C) - Management & General = $755; Column (D) - Fundraising = $1661”

“PAYROLL PROCESSING FEES: Column (A) - Total = $3945; Column (B) - Program Services = $0; Column (C) - Management & General = $3945; Column (D) - Fundraising = $0”

“PROGRAM SUPPLIES: Column (A) - Total = $2597; Column (B) - Program Services = $1970; Column (C) - Management & General = $539; Column (D) - Fundraising = $88”

“property taxes: Column (A) - Total = $5417; Column (B) - Program Services = $4119; Column (C) - Management & General = $397; Column (D) - Fundraising = $901”

“PUBLIC RELATIONS: Column (A) - Total = $2502; Column (B) - Program Services = $317; Column (C) - Management & General = $1681; Column (D) - Fundraising = $504”

“STAFF TRAINING: Column (A) - Total = $10455; Column (B) - Program Services = $8864; Column (C) - Management & General = $598; Column (D) - Fundraising = $993”

“TAXES & LICENSES: Column (A) - Total = $15237; Column (B) - Program Services = $4666; Column (C) - Management & General = $10456; Column (D) - Fundraising = $115”

“TELEPHONE & INTERNET: Column (A) - Total = $45120; Column (B) - Program Services = $30812; Column (C) - Management & General = $7646; Column (D) - Fundraising = $6662”