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CAMP HIGH HOPES

Where Smiles Happen

Sioux City, IA   |  www.camphighhopes.com

Mission

The mission of Camp High Hopes is to provide a fun, safe, and adaptive recreational experience for children, teens, and adults with disabilities and special needs.

Ruling year info

2006

Executive Director

Mrs. Sarah Morgan

Main address

5804 Correctionville Rd

Sioux City, IA 51106 USA

Show more contact info

EIN

20-1314342

NTEE code info

Recreational and Sporting Camps (Day, Overnight, etc.) (N20)

Developmentally Disabled Services/Centers (P82)

Blind/Visually Impaired Centers, Services (P86)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

For persons with disabilities and their families, prospects for recreational activities can be bleak. US Census statistics (2006-2008) show there are more than 80,000 people with disabilities living within a 2-hour radius of Sioux City, Iowa. Many of these individuals have little or no opportunities to experience outdoor activities, sporting events and socialization.

Many of our campers have extreme medical needs, behavior issues, or require intense care, which is usually the reason they cannot successfully attend camps for "normal" children. We find that an overwhelming majority, about 95%, successfully complete a Summer Sleep Away Camp session. This is extremely positive because it shows our campers are able to adapt, enjoy themselves, and relax while being away from their familiar surroundings. Our campers often refer to Camp High Hopes as their second home and every time they come to camp, it feels like they are coming home.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Sleep Away Weeks

Weeks: A Sunday 3pm to Friday 10am sleep-away session offering a variety of fun, adaptive activities geared towards the needs of the campers. These sessions offer a base support ratio of 1:3 unless otherwise specified as a One-to-One session or arrange with Camp Program Director at time of inquiry.

Population(s) Served
People with disabilities
People with diseases and illnesses

Weekends (All): Weekends run from Friday 7pm to Sunday 4pm for both youth and adults. These sessions offer a 1:3 base support ratio, a wide variety of adapted seasonal activities and fun for campers of all ages.

Population(s) Served
People with disabilities
People with intellectual disabilities

Day Camp: A weekday session offered Monday-Friday from 8am to 5pm during specific school breaks and throughout the summer for campers with various disabilities. Base support ratio of 1:3. One-to-one arranged as available with the Camp Program Director.

Population(s) Served
People with disabilities

Travel camp allows campers to explore their independence and the region. This program is meant for adults who are more independent.

Population(s) Served
Adults
People with disabilities

Where we work

Affiliations & memberships

American Camp Association - Member 2012

American Camp Association - Member 2013

American Camp Association - Member 2014

American Camp Association - Member 2015

Chamber of Commerce 2015

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

-Develop and manage within a balanced budget in each of the next three years. Growth of camper revenue increase over the next three years is targeted at:
o Increase camper revenue by 20% in 2018
o Increase camper revenue by 25% in 2018
o Increase camper revenue by 30% in 2018
-Determine the best approach for CHH to aggressively pursue potential grants that may be available for scholarships, amenities, and other CHH needs.
-Identify and grow relationships with past, present, and future donors
-Develop a Board Succession Plan and Orientation Process for New members
-Gain additional data regarding the potential of marketing to large “sponsor" groups and/or potentially meeting the needs currently of smaller sponsor groups without additional sleeping facilities. This information will be used to evaluate the importance of an additional sleeping facility.
-Develop and implement a thorough process for obtaining data from customers and prospective customers
-Determine what new amenities (in order of priority) will provide the greatest leverage for CHH to grow.
-Develop maintenance reporting process and schedule. Assign or contract.

o Marketing sponsor enrollment to small groups (if possible)
o Grow, develop, and expand the three current annual fundraising events
o Grow enrollment through a well-planned marketing campaign
o Research and receive new grant opportunities
o Grow respite program (funding linked to Medicaid)
o Participate in small community fundraisers (i.e. Awesome Biker Night, autism walk, HyVee non-profit program, etc.)
o Contact other like organizations and determine how they handle grant writing needs
o Identify outsourcing opportunities and evaluate outsource vs. internal
o If outsourced, evaluate potential providers and determine best applicant, set specific goals, contract and move forward.
o If internal, determine where duties should be assigned and what duties may shift. These duties could be assigned to marketing/development position so this issue may need to be discussed in conjunction with that.

o Option 1 - Clearly identify roles and responsibilities for the current position
o Establish a job description and measurable goals for the position
o Determine where the individual will be placed (office space is limited) – logistics issue
o Option 2 - Clearly identify roles and responsibilities for the current position
o Determine whether this will be a sole focus or blended with current responsibilities
o Determine what current responsibilities could shift away from the individual and to whom
o Establish a job description or amend current job descriptions of existing positions if duties are shifted
o Determine whether all responsibilities can still be covered internally or additional operations manager or another support staff is required

o Clearly define the roles and responsibilities of a CHH Board member prior to recruiting new Board members. The executive committee to discuss and make a recommendation to the Board during May Board meetings.
o Develop list of particular skills/attributes needed for a robust and effective Board.
o Review current Board attributes including individuals who may be leaving Board (to determine where new holes may exist).
o Identify list of potential new Board members and assign contact responsibilities.
o Evaluate optimum number of Board slots moving forward.
o Secure necessary new Board members.
o Create well thought out Board orientation including a clear set of responsibilities expected of Board members.

o Identify groups (20 of varying sizes) that may potentially come to the camp under a “Sponsor" arrangement no later than May of each year.
o Create feedback process with focused questions that help us to understand their commitment to using CHH in the future, gain an understanding of their needs, and how much lead time they need in order to use CHH.
o Make personal contact with the groups.
o Analyze information and make decision regarding new sleeping facility.

Since Camp High Hopes opened its doors in 2012, the camp has seen tremendous growth. The programs and sessions the camp offers are full and in demand. There are often wait lists for many of the planned sessions. The camp program staff is currently looking at how to grow and expand services, while keeping costs to camp and fees to campers low. The camp staff is very aware that the cost of camp is an important factor for most campers and everything is done with campers and affordability in mind.

Since 2012, the camp has expanded from a few full-time positions to eight. As the camp grows and expands, and more qualified staff members are hired, the camp is able to achieve yearly goals set forth by the executive director and board members. The camp believes that by hiring capable, qualified, and passionate individuals, the camp will continue to meet the needs of its campers, their families, and the community.

Through relationships with individuals and businesses and following the example set forth by similar camps, Camp High Hopes is able to successfully achieve a high standard of excellence through effective programming, fundraising, and marketing.

-Put on three successful fundraisers each year
-Grown camper enrollment from 40 to 500 each year
-Grown full-time staff members from three to eight
-Built a Welcome Center for visitors and staff offices
-Increased endowment fund
-Built new cabins
-Added additional recreation space and adapted activities
-Created an inclusive internship program
-Developed a detailed and successful marketing plan
-Implemented a specific development plan
-Built lasting relationships with caring and dedicated donors
-Provided unique, fun, awesome, and safe therapeutic recreational experiences to people in the South Dakota, Iowa, and Nebraska region who need these life-changing services

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • 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 act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback, The people we directly serve can't always answer feedback, so it comes from parents and/or caregiver

Financials

CAMP HIGH HOPES
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

CAMP HIGH HOPES

Board of directors
as of 03/04/2024
SOURCE: Self-reported by organization
Board chair

Mr. Dan Myers

Community Volunteer

Term: 2023 - 2025

Gary Turbes

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Todd Rand

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Mark Porter

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Marva McMillen

Midwest Alarms

Jeanie Hohenstein

Kevin Hohenstein Construction

Jill Foley

KCAU TV

Lindsey Buchheit

Buchheit Law

Ken Beekley

Siouxland Economic Development

Jim Malek

Natural Food Holdings

Larry Den Herder

Interstates

Dan Myers

Community Volunteer

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 4/6/2022

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 03/04/2024

GuideStar 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

Data
  • 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 have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.