ESF Dream Camp Foundation
ESF Dream Camp Foundation
EIN: 23-3045020
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
ESF Dream Camp provides innovative yearlong academic programming designed to meet the needs of under-served children. Through supplying services for mentoring, tutoring, and enrichment programs to low-income Philadelphia youth.
While demand for after school and summer programs has been found to be higher among lower-income and minority families, substantial barriers—like cost, availability, and safe travel—prevent these households from accessing these programs relative to higher-income Caucasian households (Afterschool Alliance 2014). Dream Camp seeks to break Philadelphia's cycle of generational poverty by offering educational and academic enrichment opportunities to underserved.
Each program aims to give continuous touch-points throughout the academic year, and through high school graduation and beyond. Working to establish life-long relationships that in turn offer continuous, holistic growth to the individual. Helping children improve academic and non-academic skills.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
After School Academy
Children enrolled in the Academy Experience, our after-school program, are teamed up with mentors who focus on both academic and non-academic skills. Students receive homework help, get specialized reading and writing tutoring, and participate in math enrichment activities. Students also experience a variety of enrichment activities that they may not always experience in the school day such as art, music, physical education, chess, martial arts and more.
Summer Program
Children enrolled in Dream Camp’s Summer Program, the Summer Experience, participate in a unique blend of educational and recreational activities. For five weeks, campers practice sports fundamentals, channel their inner artists with various visual arts, crafts and performing arts projects, and continue to hone their academic skills by taking part in the camp’s literacy curriculum.
Young Leaders Program (YLP)
Dream Camp’s YLP and MIT Program offer our older teens the opportunity to engage in leadership roles during the summer. Through this unique curriculum, students learn how positive behavior can have a tremendous impact on themselves and their younger counterparts. They also learn how to navigate through difficult situations in life outside of Dream Camp with conflict resolution strategies. Students are exposed to a variety of post-secondary options including post-secondary education, trades, military and work force options.
Where we work
External reviews

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Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Dream Camp programming goals are to engage, educate, and inspire students to make decisions. Through the establishment of
life-long relationships that allow continuous, holistic growth to the individual.
Recognizing that knowledge isn't gained solely in the classroom but that lessons are learned at lunch, performing on stage, playing music with friends, and in our everyday interactions.
Through the of the implementation of the program's goals, students result in students having higher rates of overall well-being and confidence leading to lower rates of truancy and drop-out. Through their time at Dream Camp and exposure to new areas of interest, we push for each student to achieve an increased high-school GPA, higher reading, and writing proficiency. Overall, providing an improved college acceptance and graduation rate.
In the end, their experience at Dream Camp will teach and guide each student to the career path and employment opportunities they work towards.
What are the organization's key strategies for making this happen?
Although at-risk groups often confront extensive barriers to attend programs like Dream Camp, at-risk students may have more to gain from attending. Dream Camp offers educational and academic enrichment opportunities to underserved communities in a comfortable and organized learning environment.
Dream Camp programs overview:
· After School Academy (ASA): Provided during the academic year at three locations in Philadelphia, ASA students are teamed with mentors who coach them on both academic and non-academic skills in the critical after-school hours. ASA provides homework help and tutoring twice weekly for 40 minutes per day, literacy development twice weekly for 30 minutes a day, and character development activities twice weekly for 40 minutes per day.
· Summer Program: Over five weeks campers practice sports fundamentals, participate in visual and performing arts programming, and partake in literacy curriculum to prevent summer slide.
· Young Leaders Program (YLP): Older teens are given the opportunity to experience leadership roles during the Summer Program. YLP students also participate in college and career-readiness workshops including interviewing skills, resume writing, SAT preparation, and public speaking. Through unique mentor-in-training courses, students learn how their positive behavior can have an impact on their younger counterparts.
What are the organization's capabilities for doing this?
To reach our goals, Dream Camp stays committed to providing a safe and structured learning environment for the underserved youth ages 5-18 during the out of the hours when children prove to be most vulnerable.
With the ability to provide free transportation for students from their homes or schools and back has allowed children from over 25 zip codes in the City of Philadelphia to attend Dream Camp programs. Dream Camp also provides employment opportunities and career pathways for young adults by providing training and hiring them to be camp counselors and ASA mentors.
By running this camp we aim to supply as many students with the materials to achieve their personal goals, educating the mind and inspiring the spirit.
What have they accomplished so far and what's next?
ESF Dream Camp's ability to provide these families and students with educational and academic enrichment has only continued to grow over the years.
First, the After School Academy is offered at three locations: Bache-Martin Elementary School in the Fairmount neighborhood, Cornerstone Christian Academy in the Kingsessing neighborhood of South Philadelphia, and Temple University in North Philadelphia. About 100 students, 30-40 per site, are enrolled in the program, which provides transportation from seven area schools
The Dream Camp Summer Program works with students grades 1-12, serving 69 schools and up to 180 students over five weeks at Temple University. Working with Temple University and other institutions of higher education to identify college students who are qualified and have a passion for working with youth.
The Young Leaders Program (YLP) provides older teens with leadership and career path experience during the Summer Program. Through unique mentor-in-training courses, students learn how their positive behavior can have an impact on their younger counterparts. They also participate in workshops that focus on college and career readiness.
In the future, we hope to continue to expand in various areas such as space, increased enrollment and program options, students, and growth in technology opportunity.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
30.08
Months of cash in 2021 info
8.2
Fringe rate in 2021 info
6%
Funding sources info
Assets & liabilities info
Financial data
ESF Dream Camp Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of ESF Dream Camp Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $229,362 | $140,321 | $185,749 | $258,589 | $120,566 |
As % of expenses | 37.7% | 21.3% | 27.2% | 44.3% | 13.2% |
Unrestricted surplus (deficit) after depreciation | $229,362 | $140,321 | $185,749 | $258,589 | $120,566 |
As % of expenses | 37.7% | 21.3% | 27.2% | 44.3% | 13.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $742,609 | $832,182 | $845,254 | $847,710 | $1,006,618 |
Total revenue, % change over prior year | -24.3% | 12.1% | 1.6% | 0.3% | 18.7% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 6.4% | 6.4% | 5.4% | 4.7% | 4.6% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 93.6% | 93.6% | 94.6% | 95.3% | 91.3% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 4.1% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $608,095 | $657,929 | $683,695 | $583,475 | $913,293 |
Total expenses, % change over prior year | -10.9% | 8.2% | 3.9% | -14.7% | 56.5% |
Personnel | 59.4% | 68.9% | 62.8% | 51.0% | 45.9% |
Professional fees | 7.5% | 5.3% | 10.2% | 23.7% | 15.3% |
Occupancy | 6.1% | 6.6% | 5.3% | 2.5% | 7.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 26.9% | 19.1% | 21.8% | 22.7% | 31.3% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $608,095 | $657,929 | $683,695 | $583,475 | $913,293 |
One month of savings | $50,675 | $54,827 | $56,975 | $48,623 | $76,108 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $658,770 | $712,756 | $740,670 | $632,098 | $989,401 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 13.7 | 15.3 | 17.1 | 25.0 | 8.2 |
Months of cash and investments | 35.3 | 34.7 | 37.8 | 50.6 | 33.2 |
Months of estimated liquid unrestricted net assets | 34.9 | 34.8 | 36.8 | 48.4 | 32.5 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $692,167 | $836,223 | $973,580 | $1,217,888 | $622,050 |
Investments | $1,096,409 | $1,067,195 | $1,180,845 | $1,244,605 | $1,907,742 |
Receivables | $52,500 | $17,350 | $0 | $40,000 | $30,000 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 0.3% | 0.0% | 0.4% | 2.8% | 1.9% |
Unrestricted net assets | $1,769,554 | $1,909,875 | $2,095,624 | $2,354,213 | $2,474,779 |
Temporarily restricted net assets | $66,150 | $11,500 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $66,150 | $11,500 | $50,101 | $78,476 | $36,404 |
Total net assets | $1,835,704 | $1,921,375 | $2,145,725 | $2,432,689 | $2,511,183 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Co-Founder / Executive Director
Michael Rouse
Michael Rouse is the Executive Director and co-founder of ESF Summer Camps and the ESF Dream Camp Foundation and oversees all operations. Michael is a graduate of Villanova University with a Bachelor of Science degree in Arts and Communication. He is also a graduate of the Disney Institute’s People Management, Customer Service, and Creative Leadership Programs. Michael and his brother, Bill, established the first Dream Camp at Trinity College in Hartford, CT. In 2002, he founded the second Dream Camp at Temple University (formerly Girard College) in Philadelphia, PA.
Number of employees
Source: IRS Form 990
ESF Dream Camp Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
ESF Dream Camp Foundation
Board of directorsas of 03/27/2023
Board of directors data
Roger Braunfeld
Mark Soloman
CMS
Steve Piltch
University of Pennsylvania
Dr. Jim Cornish
Perelman School of Medicine
Sylvia DiBona
Fred's Footsteps
Rhonda Cohen
Ballard Spahr, LLP
Bill Stewart
Alex.Brown
Dr. Nat Williams
HumanWorks Affiliates
Roger Braunfeld
Royer Cooper Cohen Braunfeld LLC
Adam Landau
Permit Capital LLC
Bryan Carter
Gesu School
Michael Rouse
ESF Summer Camps and Experiences
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? No -
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? No
Organizational demographics
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
Gender identity
Sexual orientation
No data