WARRIOR BONFIRE PROJECT
PAIN SHARED IS PAIN DIVIDED, JOY SHARED IS JOY MULTIPLIED
WARRIOR BONFIRE PROJECT
EIN: 46-2327986
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Currently, a newly registered combat-wounded Purple Heart recipient must wait an average of four to five months before being placed on a retreat event due to a lack of retreat opportunities. This inability to respond quickly can negatively impact the mental and emotional status of those we serve. The perception of our lack of ability to support also increases their recognition of the lack of support from the civilian community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Purple Heart Bonfire Trips
The trips are muliti day excursions that are designed to group Purple Heart Veterans to experience the camaraderie of the military brotherhood and encourage healing from the scars of war. The signature bonfire on each trip is an opportunity for them to respectfully honor their brothers that have fallen by retiring the American Flag in their name.
Jammin at the Bonfire
We gather local musicians to play a free concert once a month at a VA and encourage veterans to get up and play/sing along.
Bonfire Leader Program
Bonfire Ambassadors are those Purple Hearts that have attended our Bonfire Adventures and have identified to us that they want to help their military brothers that are struggling in various ways. It is our mission to save as many as possible from falling into hopeless despair in which they look to suicide as the answer for their pain. When we learn of a veteran that is struggling we will do everything in our power to help. The best people to hear their struggle are those that can fully understand the struggle. Those that have attempted suicide have a 40% chance of attempting it again. Our Ambassadors see this as a new way to serve their country and fellow service members.
Couples Program
Retreats designed exactly like our Bonfire retreats but with Purple Heart Couples
Spouses Bonfires
Retreat events designed exactly like our signature Bonfire retreat events but for the spouses of our Purple Heart members.
Where we work
Affiliations & memberships
Great Non Profits Top Rated Non Profit 2021
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of fields trips
This metric is no longer tracked.Totals By Year
Population(s) Served
Older adults, Multiracial people, Caregivers, Families, People with disabilities
Related Program
Purple Heart Bonfire Trips
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of free participants on field trips
This metric is no longer tracked.Totals By Year
Related Program
Purple Heart Bonfire Trips
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of client suicides
This metric is no longer tracked.Totals By Year
Related Program
Purple Heart Bonfire Trips
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
A WBP goal is to have enough opportunities in place at least six to nine months in advance to allow for immediate placement on an event when a new member registers for the program. Multiple financial obstacles impede our abilities to reach this goal. With proper funding, the following areas would create for the veteran greater trust in our team, program and overall civilian support. One, WBP would consistently have scheduled and funded events in place to provide an immediate commitment of support to the Veteran in need. Two, WBP would have the ability to secure air travel reservations at the moment the Veteran commits to attending the retreats. Three, WBP would be able to add additional programs to support spouse retreats to assist in reinforcing support for our Veteran members when at home.
What are the organization's key strategies for making this happen?
Actively developing and implementing a strategic fundraising campaign, by the Board of Directors, to address the financial needs of a five-year plan.
Increase grant application submissions by recruiting more volunteer grant writers.
Continue and increase rigorous efforts in building relationships with individuals within large corporations to acquire large annual donations.
Advertise the importance and need for recurring monthly donations.
Continue grassroots efforts to attract individual and community support for In-Kind donations of property usage, lodging, recreational activities and meals to support the additional retreat services.
Continue to work directly with other Veteran Care Organizations to supplement components of program services and combine resources to increase numbers of opportunities.
Recruit partner organizations and entities to organize and host fundraising events to benefit the Warrior Bonfire Program.
Continue development of our all-volunteer Operations Board to supplement the need for paid administrative positions.
Improve survey questions and increase touchpoints to gather additional data to track measurables of success.
What are the organization's capabilities for doing this?
A recently revamped and energized Board of Directors along with a newly developed Operations Board, the organization is actively implementing the planned strategies in all areas of fundraising, marketing, and community development.
What have they accomplished so far and what's next?
Following the strategic plan listed above, the organization has continued to increase service opportunities every year since the organization was founded in 2012. This is largely due to approaching retreat area businesses and individuals for In-Kind donations to support specific retreat events.
Board recruitment has been completed and the Board of Directors' committees, planning sessions, and involvement have increased and begun to produce results.
Additional fundraisers hosted by outside organizations of which the WBP organization benefits, have consistently been added to the calendar year.
Additional steps and efforts have been implemented to create and build confidence for the Veteran during their initial registration period. A volunteer mental health professional has joined our team to perform immediate initial phone contact with the registering veteran. This is followed by a gift offer of a toolbox of new tools shipped directly to the veteran through a partnership with another Veteran Care Organization whose services include providing toolboxes for combat-wounded veterans. These have been welcoming additions that instill trust and a feeling for the Veteran that we truly care and desire to serve them in return for their sacrifices.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.00
Months of cash in 2022 info
8.7
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
WARRIOR BONFIRE PROJECT
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 WARRIOR BONFIRE PROJECT’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 | -$9,464 | -$31,162 | $16,330 | $287,380 | $229,914 |
As % of expenses | -2.6% | -11.5% | 5.3% | 90.6% | 48.4% |
Unrestricted surplus (deficit) after depreciation | -$9,464 | -$31,162 | $16,330 | $287,380 | $229,914 |
As % of expenses | -2.6% | -11.5% | 5.3% | 90.6% | 48.4% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $358,303 | $239,550 | $323,462 | $604,636 | $713,625 |
Total revenue, % change over prior year | -16.7% | -33.1% | 35.0% | 86.9% | 18.0% |
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 | 0.0% | 0.0% | 0.0% | 0.0% | 1.1% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 98.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $367,767 | $270,712 | $307,132 | $317,256 | $475,388 |
Total expenses, % change over prior year | -15.5% | -26.4% | 13.5% | 3.3% | 49.8% |
Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Professional fees | 38.7% | 47.9% | 56.4% | 56.2% | 50.6% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
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 | 61.3% | 52.1% | 43.6% | 43.8% | 49.4% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $367,767 | $270,712 | $307,132 | $317,256 | $475,388 |
One month of savings | $30,647 | $22,559 | $25,594 | $26,438 | $39,616 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $398,414 | $293,271 | $332,726 | $343,694 | $515,004 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 2.9 | 2.5 | 1.9 | 12.7 | 8.7 |
Months of cash and investments | 2.9 | 2.5 | 1.9 | 12.7 | 14.3 |
Months of estimated liquid unrestricted net assets | 2.1 | 1.4 | 1.9 | 12.7 | 14.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $88,115 | $56,953 | $48,283 | $335,663 | $344,383 |
Investments | $0 | $0 | $0 | $0 | $221,194 |
Receivables | $0 | $0 | $0 | $0 | $0 |
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) | 28.4% | 43.9% | 0.0% | 0.0% | 0.0% |
Unrestricted net assets | $63,115 | $31,953 | $48,283 | $335,663 | $565,577 |
Temporarily restricted net assets | $0 | 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 | $0 | $0 | $0 | $0 | $0 |
Total net assets | $63,115 | $31,953 | $48,283 | $335,663 | $565,577 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Mike Foss
Mike Foss is a retired US Army Lieutenant Colonel, Engineer. Foss served as a Squad Leader and Platoon Sergeant, 132nd Engineer Battalion; Platoon Leader and Executive Officer, 4th Engineer Battalion; Commander, 994th Engineer Company (Bailey Bridge) and the 409th Engineer Company (MGB); Executive Officer, 244th Engineer Battalion (Combat Heavy); Collection Manager, G2, SMDC/ARSTRAT; Commander, 3/361st TSBN; Deputy Commander, 5th Armor Brigade; and Military Executive, National Geospatial Intelligence Agency.
As the President, Mike is implementing a five year plan to build our services and define a structure of regions. This plan includes a solid base of ongoing fundraising efforts, growth of efficient operations, member services and members served. Through personal and professional experiences, Mikes understanding of those we serve and their needs, due to his military service, energizes his desire to build the Bonfire to its fullest potential in order to help all those that need it.
Vice President
Helen Phillips
Helen is the Director of Veteran Services and Marketing for the Warrior Bonfire Program, a non-profit organization dedicated to improving the lives of Purple Heart veterans on their life long journey of recovery and healing, with focus on creating active based, stress free environments that promote camaraderie and therapeutic healing.
Helen’s extensive experience with startup organizations, entrepreneurial projects, process systems development, customer relationship management, marketing collaboration and network coordination offers a platform to think creatively for the intent to grow entities, their networks, products, services and brand.
Helen’s passion is to help others learn their strengths, discover their purpose and execute a plan to achieve that purpose. Helen has a natural tendency to serve, collaborate, network and build which is the foundation of everything she promotes.
Number of employees
Source: IRS Form 990
WARRIOR BONFIRE PROJECT
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
WARRIOR BONFIRE PROJECT
Board of directorsas of 06/09/2023
Board of directors data
Eric Zeek
Dell EMC
Term: 2019 - 2023
Dan Fordice
Fordice Construction Company
George Shepard
US Army Corps of Engineers
Allen Pugh
Patriot Motor Sports
Keestan Cole
Arceneaux Wilson & Cole LLC
Lloyd Munn
BXS Insurance
Dave Parker
Edward Jones Company
Renee Chapman
Active Duty Army Spouse & Founder Deploy Your Dress
Emily Fordice
Fordice Construction Company
Mike Foss
President
Helen Phillips
Vice President
Jeremy Rawls
Marketing
Kevin Brown
President Norwich Community Development Corp
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? No -
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 12/08/2021GuideStar 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
- 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.