PLATINUM2024

Camp Fire National Headquarters HQ

Light the Fire within

aka Camp Fire National Headquarters   |   Kansas City, MO   |  www.campfire.org

Mission

Camp Fire connects young people to the outdoors, to others, and to themselves

Ruling year info

1958

President and CEO

Mr. Greg Zweber

Chief Strategy Officer

Ms. Shawna Rosenzweig

Main address

1801 Main Street Suite 200

Kansas City, MO 64108 USA

Show more contact info

Formerly known as

Camp Fire Boys and Girls

Camp Fire Girls

Camp Fire USA

EIN

13-1623921

NTEE code info

Camp Fire (O43)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

It’s hard growing up today. Young people spend more than 50 hours per week on screens and 90% of their time indoors. Bullying, anxiety, and suicide rates are soaring. The COVID-19 pandemic exacerbated many of these problems and highlighted new ones as millions of youth became more isolated and were stuck at home. In a world where so many feel disconnected, Camp Fire connects young people to themselves, to each other, to supportive adults, and to the outdoors. Camp Fire intentionally creates safe, inclusive spaces where young people can have fun and be themselves. We do this through a variety of programs (camps, afterschool, in-school, and virtual), customized to meet the needs of youth, their families, and their local community. But the common thread woven through all our programs is a commitment to helping young people navigate the challenges of growing up in the world today.

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?

Teen Service and Leadership

Youth want to shape the world, especially teens! Teen service and leadership programs are vital to building robust communities and creating a better world. To develop this important resource, Camp Fire guides teens through impactful community service and leadership experiences.Teen Service and Leadership provides opportunities for teens learn to develop as effective and engaged citizens.Teens in Action is a youth-led/driven program, guided by trained adults. Through Camp Fire’s service learning program structure, teens learn to identify community needs, decide issues needing advocacy, then take action to make a difference.The National Youth Advisory Cabinet ensures the youth voice is heard, and has weight in policy and decision making within Camp Fire.Camp Fire’s Counselor-in-Training program prepares young people to serve in leadership roles at -Camp Fire camps. This program provides significant personal development and early professional development for participants.

Population(s) Served
Adolescents

Deep appreciation of nature and environmental stewardship, have been core to Camp Fire as an organization since our founding in 1910. Camp Fire provides opportunities for youth to be outside to learn, explore and grow together while developing a lifelong appreciation of and respect for the nature and the environment. Camp Fire's environmental and camp programs connect young people with power of nature, awakening their senses and sparking their desire to learn. Through Camp Fire's outdoor programs, youth from different backgrounds develop vital skills such as socialization, self-reliance, problem solving, and an appreciation of and commitment to the natural environment. Participants make their own decisions, have fun, and seek adventures. Examples of outdoor programs include: day camp, resident camp, environmental education, summer learning programs, and short-term outdoor programs which include day trips.

Population(s) Served
Children and youth

Camp Fire's school year programs are delivered during the school year, primarily serving ages 5–17. Across the country, youth participate in indoor and outdoor age-appropriate small group activities in which they can explore personal interests, learn to make healthy choices, develop social skills, and have fun.A typical after-school program starts with the entire group together, so youth interact with all ages and are not segregated by grade. After a large group activity, the youth participate in small group experiences. These experiences typically include games, arts and crafts, STEM (science, technology, engineering, and math) activities, outdoor experiences, and more. After-school programs are participant-led and end with reflection.After-school programs are offered 3–5 days a week during the school year to meet the needs of youth and their families.

Population(s) Served
Children and youth

Where we work

Awards

Affiliations & memberships

American Camp Association - Member 2013

American Camp Association - Member 2014

American Camp Association - Member 2015

American Camp Association - Member 2016

American Camp Association - Member 2020

American Camp Association - Member 2021

National AfterSchool Association 2021

National AfterSchool Association 2020

National AfterSchool Association 2022

LEAD (Let’s Empower, Advocate and Do) 2021

Outdoors Alliance for Kids 2024

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students who demonstrate the desire to succeed in the academic setting

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

The numbers represent the percentage, not the total number of participants. This number represents the percentage of youth in programs grades 6th -12th , 2023 metric, "I am able to look at problems

Number of students with good social and leadership skills and self-discipline

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

This number represents the percentage of youth in programs grades 6th -12th , 2023, not the total number of participants, metric: "I offer help and support to others when I think they need it."

Number of students who value social harmony

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

The number represents the percentage of youth in our programs grades 6th-12th. This number represents the percentage of youth in programs grades 6th -12th , 2023 metric, "I get along well

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Camp Fire is committed to creating a sustainable organization to serve the youth and families of the present and future. We will do this by offering programs where every young person can be their whole self and connect with others and nature in a safe, affirming environment. We will strive to break down structural barriers and increase access to opportunities that allow youth, families, and whole communities to thrive.

To work towards this vision, we believe in becoming an equity-focused organization. We will act and hold ourselves accountable to five strategic commitments.

• Increase outreach to and engagement opportunities for Camp Fire alumni.
• Develop professional learning communities for program staff to share high-quality program curriculum, resources, and practices
• Build and expand relationships with partner organizations with shared commitment to expanding access to nature-based experiences
• Invest in Camp Fire program professionals via high-quality professional development, certifications programs, and job opportunities
• Promote environmental stewardship and action through Camp Fire programs and partnerships
• Demonstrate Camp Fire’s commitment to inclusion from first point of contact across all platforms
• Increase network engagement in brand campaigns, including Absolutely Incredible Kid Day, to expand audience publicly engaging with brand
• Evaluate Camp Fire programs through an impact study to publicly communicate the benefits of Camp Fire for young people
• Expand Camp Fire’s visibility as a thought leader on pressing issues for young people growing up today
• Communicate brand value to stakeholders, including alumni, community partners, program participants and their families
• Grow philanthropic revenue from corporations, individuals, and foundations, to expand access and investment in Camp Fire programs
• Expand Camp Fire programming through outreach to new markets
• Communicate benefits of affiliation and expansion of financial benefits in a collective and reciprocal way to Camp Fire affiliates
• Establish mission-driven public-private partnerships
• Grow philanthropic revenue from corporations, individuals, and foundations, to expand access and investment in Camp Fire programs
• Expand Camp Fire programming through outreach to new markets
• Communicate benefits of affiliation and expansion of financial benefits in a collective and reciprocal way to Camp Fire affiliates
• Establish mission-driven public private partnerships
• Engage and motivate Camp Fire affiliates through recognition and reward of innovative and inclusive practices.
• Break down barriers to increase program participation of young people with historically excluded identities.
• Build and expand relationships with community-based organizations with a shared commitment to advancing equity and justice.
• Continue to deepen a culture of inclusion and belonging in Camp Fire workplaces and program spaces
• Invest in professional development to further Camp Fire professionals’ diversity, equity, and inclusion (DEI) learning journeys
• Advocate in partnership with young people on issues of equity and justice

Camp Fire has been an inclusive, innovative leader in youth development since 1910. Camp Fire utilizes a comprehensive program framework that identifies the powerful youth experiences we create, the long-term benefits to young people, and positive societal impact they will have. While we measure the essential skills and mindsets gained in our programs, we know from research that developing these skills leads to greater outcomes that last a lifetime. Our proven, research-based social emotional learning framework is called Thrive{ology}, and is the method we use to teach key life skills young people need to thrive: 1) Identify sparks, 2) Develop a growth mindset, 3) Set and manage their goals, and 4) Take time to reflect.

FY23-25 strategic focus areas represent collaboratively identified priorities from Camp Fire’s Youth Advisory Cabinet, alumni, affiliate staff members, and National Headquarters. It builds on the foundational strategic priorities identified in FY21 and represents the next chapter and ongoing desire to respond to the needs of young people coupled with operating a sustainable organization in an ever-changing environment. Each goal identifies an area of focus as well as specific strategies to be employed and act as measures of accountability.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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 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 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome

Financials

Camp Fire National Headquarters
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Operations

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

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Connect with nonprofit leaders

Subscribe

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 Fire National Headquarters

Board of directors
as of 05/02/2024
SOURCE: Self-reported by organization
Board co-chair

Ms. Danette Andley

3M Health Care

Term: 2026 - 2024


Board co-chair

Ms. Andrea Woods

Compass Group NA/TouchPoint Support Services

Term: 2024 - 2026

Kenneth Schoeneck

Trane Commercial HVAC, NA & EMEA SBU

Andrea Woods

Compass Group NA/Morrison Living

Amber Grundy

Camp Fire River Bend

Madison Green

US Airforce

Cheryl Kreindler

Renee Meek

Camp Fire Green Country

Maggie Bailey

Student

Danette Andley

3M

Ann Sheets

Matt Egan

Siegel+Gale

Terri Ferinde

Collaborative Communications

Quincy Henry

Campfire Coffee

Chris Moore

First Robotics

Jason Peterson

Entrust

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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 5/2/2024

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
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 04/25/2024

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 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • 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 disaggregate data by demographics, including race, in every policy and program measured.
  • 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.