O'Hana Heritage Foundation, Inc. dba A Rosie Place

Where love, care and fun live

aka A Rosie Place   |   South Bend, IN   |
GuideStar Charity Check

O'Hana Heritage Foundation, Inc. dba A Rosie Place

EIN: 37-1523448


We create a world of "yes" for medically fragile children and their families; and we won't quit. A Rosie Place for Children provides a safe and nurturing haven for medically fragile children while giving family members periods of relief from the demands of full-time care giving. We are a "home" (licensed as a specialty hospital) where caring and supportive people celebrate the gift of life, embrace human diversity, and empower families of children who are medically fragile. A Rosie Place was created for children to have an experience like no other in the over 7,400 square foot facility perfectly located on 5 acres in South Bend, Indiana. A Rosie Place, where love, care, and fun live.

Ruling year info


Principal Officer

Tieal Bishop


Michaeleen Conlee

Main address

53131 Quince Road

South Bend, IN 46628 USA

Show more contact info



Subject area info

Specialty hospital care


Family disability resources

Population served info

Children and youth

People with disabilities

People with diseases and illnesses

NTEE code info

Hospital (Specialty) (E24)

Pediatrics (G98)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

As a result of technological advancements in medicine, children with previously fatal illnesses and injuries survive and live in medically fragile conditions that create unique challenges to the survival of their families. St. Joseph County and its six surrounding counties currently have over 2000 families with a medically fragile child in their home. Such families have an increased incidence of divorce, unemployment and financial hardship, caregiver depression, sibling truancy, sibling isolation and neglect. With a significant shortage of home-care nurses available to these families, they often go without the in-home support for which they have funds allocated. The resulting lack of support at home produces lost wages and exhausting stress and strain on the child's primary caregiver. O'Hana Heritage embarked on a journey to address the issues by building a "home" they could call their own where knowledge and support are abundant and caregivers receive a reprieve.

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?

A Rosie Place for Children Respite

Children who are medically fragile come to A Rosie Place for short breaks in order for their family to receive respite from the demands of the round the clock care these children require. The children are cared for in a home-like setting that is licensed by the State of Indiana. Here they are able to experience activities and friendships often not available to them due to their conditions and/or diseases.

Population(s) Served
People with diseases and illnesses
Children and youth

Where we work


Innovative & Exemplary Respite Service 2022

ARCH National Respite Network

Our results

SOURCE: Self-reported by organization

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

Total number of paid admissions

This metric is no longer tracked.
Totals By Year
Related Program

A Rosie Place for Children Respite

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


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.

A Rosie Place is a specialty hospital due to the complicated care required for complex children and is the only one in Indiana. The children we serve (birth-21) have chronic life-threatening conditions. Parents are physically, emotionally and financially depleted by the daily, overwhelming demands of providing the intense care required for a medically complex child. The divorce rate among this population is 84%. Without some type of relief, the stress of caring for these children 24/7, tears at the family unit.
Word of services offered at A Rosie Place for Children has spread, largely by one parent telling another. Statistically there are over 2000 families in our surrounding 6 counties alone that potentially could use our services. Looking forward, as medical advancements emerge and new health treatments improve, there will be more children in the years to come. Genetic illness and sickness does not discriminate and affects all socio-economic backgrounds.
A Rosie Place for Children provides a place for families to receive a reprieve, to be a part of a community that understands their circumstances, and is here as a support and resource for them. By providing respite stays, caregivers are able to attend to important matters, often their own self care. They are empowered by knowing that their community has created a special place for their child to be a child - in spite of conditions that create limitations everywhere else. Here they are a first and foremost, a child, and we strive to remove barriers to typical childhood and deliver those in a way that provides unique experience, companionship, and even independence. What children experience here, they cannot experience anywhere else. We know that when we serve the child, we serve the family, and by serving the family we serve the community.
In addition to the child and family, A Rosie Place provides clinical experiences for area college and university students who are pursuing degrees in fields related to pediatrics. Here they see a new way to deliver healthcare in a setting where the child (patient) is first of all a person, unique and understood, and full of life. They will leave here with a deeper appreciation for the children and families for whom they will be providing care in their future health care roles.

A Rosie Place has seen tremendous growth and expansion in the past year and as a result of the plans laid long ago when the organization first set out on this mission to serve families with fragile children. Families pay no out of pocket expenses for the service. All funds are secured through charitable giving, grants, and relationships with local business and providers.
As a result of strong relationships leading to investor support, A Rosie Place has a successful history of fundraising over the last 19 years. The facility was built and programs implemented solely on the generous support of our community and grants from amazing local foundations.
One of the largest challenges we faced is access to government funding that would allow children who have a Medicaid Waiver to utilize our respite service, and allow us to bill for those services. We applied for this new revenue stream in late 2018 through the state Medicaid Waiver program and were denied due to one licensing regulation. In January of 2019, we visited state officials who denied our application and made a case for financial support to pay for the skilled respite services for these children and remove outdated regulations that currently prohibit us from access to that funding. These same officials visited in March of 2019 to see our innovative approach. They unanimously agreed that our exemplary organization has served these children when they were not able. The officials submitted a request for funding and A Rosie Place has been awarded access to revenue for the first time in its history. This funding is extended to us while we tackle the challenge of changing government regulations. Funding began December 2019. With this funding we are able to serve more children, for more days, train more nurses and educate our community on this emerging population of fragile children, while we support and empower those who are caring for them.

Currently, we provide skilled respite care for periods of time that allow best for the families we serve. Our maximum capacity is 10 children over-night and our typical census is seven children per stay. A “stay” could be 3 days, 5 days, 7 or even 10 days, and is determined by what best fits the families we serve.
We expanded our our days of service from159 days offered in 2019 to 246 service days in 2023, a 64.6% growth.
We not only acknowledge, but embrace, that while children of A Rosie Place may be limited by their abilities, they should not be limited by their opportunities. We continue to grow and seek opportunities to fund our mission for the is extremely undeserved population here in Indiana.
Our intent when we built A Rosie Place for Children in 2011 was to make it a model for others to replicate. 2024 will make our 13th year of serving children and their families. Investors and donors who value our mission have begun to inquire about the opportunities to scale this model in different sates and across our country.

Our primary program and focus is to provide additional days of specialized respite care to children, birth to 21 years. Services remain at no cost to the families. While providing this skilled care, we also foster the child’s development in an integrated approach. Through gross and fine motor sensory play, exploration of their surroundings, and opportunities to build relationships with one another, we pride ourselves on the attention given to a child’s quality of life. A Rosie Place for Children has been recognized by ARCH National Respite Network for innovative and exemplary respite services. Only 11 organizations across the United States have been recognized as exemplary.
Of our registered children, 51% live in South Bend. Thus far, we have had children come and stay with us from lower Michigan and as far away as Indianapolis. We do access funding streams children may have (i.e. Medicaid Waiver) to support the costs in caring for them. Medicaid Waiver is a state funded program that allocates funding for skilled respite for children who qualify. We are currently in favorable discussions with state representatives to secure a second, and more effective reimbursement stream that would allow us increased access to further funds by January of 2020.
Another program to connect families is called H.A.V.E.N. (Here And Visible – Educational Networking) This program is a supportive service that provides an opportunity for families to connect with one another. Offered four times a year, its focus is on learning and connecting others to pass information from caregiver to caregiver. This networking among parents/caregivers empowers them to share resources and provides needed practical support (i.e. support groups in our community, wheelchair repair assistance, how to clean medical equipment, get extra supplies). Parents and caregivers trust and identify our "home" as theirs, and acknowledge that A Rosie Place gives them a lifeline, a connection, within our community.
The nursing training program is vital and our primary educational service. We have established formal relationships with area universities (i.e. St. Mary's College, Indiana University South Bend) and is another priority in our strategy moving forward. The lack of trained nurses available with the expertise required to care for children who are medically fragile is a community-wide issue. Student nurses are offered a clinical on-site experience (8 hour shift) in caring for the needs of fragile children with a trained nurse. This opportunity also provides students exposure to this niche of nursing allowing them to see firsthand the medical needs of these fragile children, and possibly peak their interest to serve here at A Rosie Place after graduation.

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 take steps to ensure people feel comfortable being honest with us, 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 share the feedback we received with the people we serve, 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?

    We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection


O'Hana Heritage Foundation, Inc. dba A Rosie Place
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 11.27 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 6.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 9% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of O'Hana Heritage Foundation, Inc. dba A Rosie Place’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$71,060 $50,703 $322,165 $1,305,542 $399,309
As % of expenses -8.6% 4.9% 32.5% 117.6% 33.3%
Unrestricted surplus (deficit) after depreciation -$165,970 -$17,785 $253,485 $1,234,872 $323,248
As % of expenses -18.1% -1.6% 23.9% 104.6% 25.3%
Revenue composition info
Total revenue (unrestricted & restricted) $803,744 $1,042,852 $1,322,119 $2,389,664 $1,600,594
Total revenue, % change over prior year -2.7% 29.7% 26.8% 80.7% -33.0%
Program services revenue 17.6% 18.7% 9.8% 6.8% 9.9%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.2%
Government grants 0.0% 20.0% 41.0% 22.6% 23.6%
All other grants and contributions 82.2% 60.6% 48.9% 70.3% 66.2%
Other revenue 0.2% 0.8% 0.3% 0.3% 0.0%
Expense composition info
Total expenses before depreciation $822,935 $1,030,807 $990,704 $1,110,364 $1,199,379
Total expenses, % change over prior year 55.4% 25.3% -3.9% 12.1% 8.0%
Personnel 80.9% 83.5% 83.9% 80.8% 81.6%
Professional fees 2.3% 2.3% 2.3% 1.8% 1.8%
Occupancy 4.4% 5.2% 4.9% 3.4% 3.1%
Interest 0.0% 0.2% 0.4% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 12.3% 8.7% 8.4% 14.0% 13.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $917,845 $1,099,295 $1,059,384 $1,181,034 $1,275,440
One month of savings $68,578 $85,901 $82,559 $92,530 $99,948
Debt principal payment $0 $0 $219,855 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $986,423 $1,185,196 $1,361,798 $1,273,564 $1,375,388

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.3 1.9 4.5 15.0 20.1
Months of cash and investments 2.3 1.9 4.5 15.0 20.1
Months of estimated liquid unrestricted net assets 1.6 4.4 5.8 18.6 21.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $156,237 $166,793 $370,519 $1,384,541 $2,008,714
Investments $328 $2 $0 $1 $1
Receivables $0 $208,177 $113,660 $337,588 $100,000
Gross land, buildings, equipment (LBE) $2,745,752 $2,749,131 $2,745,255 $2,805,878 $2,829,145
Accumulated depreciation (as a % of LBE) 23.5% 25.9% 28.1% 30.0% 32.5%
Liabilities (as a % of assets) 0.0% 9.1% 0.0% 0.7% 0.9%
Unrestricted net assets $2,213,307 $2,195,522 $2,449,007 $3,683,879 $4,007,127
Temporarily restricted net assets $51,869 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $51,869 $13,211 $24,062 $0 $0
Total net assets $2,265,176 $2,208,733 $2,473,069 $3,683,879 $4,007,127

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Principal Officer

Tieal Bishop

Tieal graduated from the University of Colorado at Boulder in 1996 with a degree in Sociology. From there, she began developing her relational skills while serving underprivileged children and people with disabilities. Today, her passion is evident. She knows firsthand the importance of excellent health care and management of a fragile child. At 27, Tieal gave birth to her son who became medically fragile. A healthy boy now, Max continues to motivate her to succeed on behalf of families who still struggle to keep their children and families healthy under extremely stressful circumstances. Tieal began with O'Hana in 2003 as the parent representative serving on the Board of Directors and was pursued by the organization to become the first paid employee in 2005. Her background in the disability field, her knowledge of reimbursement and state policy, and her personal experience convinced the Board she was the one to represent the mission. Her leadership to move the Foundations' ideas into a tangible reality for fragile children is remarkable as is demonstrated by the completion of A Rosie Place; the first specialty hospital in in the state of Indiana designed to serve medically fragile children. Her ability to fundraise the over 4 million dollars to date, with no formal training in fundraising or development, speaks to her character and leadership style. The relationships she has developed on behalf of O'Hana, and for the future of A Rosie Place, are respected and will allow for years of charitable giving.


Michaeleen Conlee

Michaeleen Conlee has 35 years of healthcare experience with 11 years in healthcare administration having worked as Executive Director for Woman’s and Children’s Services and registered nurse at Memorial Hospital of South Bend. Michaeleen was the Project Manager of the Beacon's Children's Hospital. There she initiated new programs, expanded upon previous programs, and was instrumental in the development of high quality and safety initiatives. Michaeleen is always looking for ways to provide guidance and direction to her leadership team to help them be more successful and strive for further opportunities. She is an active member of the American Nurses Association and The National Association of Children’s Hospitals in order to stay current and ready herself and her staff for improvement opportunities. Michaeleen's leadership and passion for the delivery of innovative, high quality care for fragile children insures the growth and viability of A Rosie Place for Children.

Number of employees

Source: IRS Form 990

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

O'Hana Heritage Foundation, Inc. dba A Rosie Place

Board of directors
as of 10/24/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Jim Martindale

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