CASA DE LOS NINOS
Mission Statement
The mission of Casa de los Niños is to promote child well-being and family stability in our community. Almost four decades ago, Casa de los Niños was founded as one of the first crisis nurseries in the U.S. After caring for vulnerable children who suffered from the devastating effects of child maltreatment as an emergency room nurse, Sister Mary Kathleen Clark created a safe haven for children whose parents were experiencing crisis. Today, the Agency has evolved into a full service child welfare and behavioral health agency offering a spectrum of wrap-around child and family support services and programs. The breadth of programs/services offered allows our Agency to provide a seamless continuum of services designed to remediate the effects of child abuse/neglect and maximize family strengths and protective factors toward long-term family stability. Evidenced-based and best practice models meld together prevention, intervention, and treatment strategies to effectively address the needs of at-risk children and their families within our community. Strength-based approaches are the foundation to promoting child and family empowerment and stability. Casa de los Niños, located in Tucson, Arizona, is a community-based, nonprofit organization possessing an extensive history serving victims of child abuse, domestic violence, children with developmental delays, special health care needs, and early childhood mental health concerns. Current programs include: Child Abuse Prevention Programs; Great Beginnings Infant and Early Childhood Mental Health Clinic; Foster Care; Behavioral Health Services; In Home Services; Nurse-Family Partnership; Parents as Teachers; Family Visitation; Parent Aide; and the Crisis Shelter Program. In FY2012 (July 1, 2011-June 30, 2012), our programs served 4,472 children and 2,740 families.
Financial Overview — FY 2025
Compared with Peers
FY 2025| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
81.5% | 83.1% |
P10P90
|
Below median |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
13.6% | 11.1% |
P10P90
|
Below median |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
4.8% | 4.7% |
P10P90
|
Below median |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
11.0 mo | 13.1 mo |
P10P90
|
Below median |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
6.8% | 13.3% |
P10P90
|
Above median |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
58.9% | 85.3% |
P10P90
|
Top quarter |
|
Revenue growth
Year over year revenue growth
|
-16.7% | 0.1% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
-7.3% | 2.8% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
-4.2% | -4.0% |
P10P90
|
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2025 | $16.9M | $17.6M | $16.1M | 81.5% | 209 |
| 2024 | $20.3M | $19.0M | $16.8M | 81.5% | 303 |
| 2023 | $22.9M | $21.4M | $15.5M | 81.1% | 321 |
| 2022 | $18.3M | $21.6M | $14.0M | 82.4% | 356 |
| 2021 | $35.5M | $23.1M | N/A | — | 381 |
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