CAMP HOBE INC
Letting Kids Be KIDS!
CAMP HOBE INC
EIN: 57-1149391
as of September 2023
as of September 18, 2023
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Kids being treated for cancer and similarly-treated disorders are often socially isolated from other kids. They and their families miss out on common social and childhood experiences that help build resiliency and boost self-confidence. Our summer camps, virtual camps, and family outings try to counteract this by giving the patients and their families a community where they can build connections and have fun!
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Camp Hobe' Summer camp for kids with cancer (& similar disorders) and their siblings
Camp Hobe' offers in-person summer camp programs in June of each year. We run 3 in-person sessions, including a 5-day overnight for ages 7-11 years, a 5-day overnight for ages 12-19 years, and a 2-day program for ages 4-7 years.
Family outings
We provide 4 free outings each year for families of children and teens being treated for cancer (and similarly-treated disorders). Past family outings have included hockey nights, movie premieres, professional basketball games, and carnivals.
Virtual Camp Program
Our virtual summer camp program began in June 2020 and will continue during AND after the COVID-19 pandemic. We run interactive virtual activities for ages 6-19 years.
Where we work
Awards
Gold Ribbon Camp Designation 2019
Childrens Oncology Camp Association International
Award of Excellence as Community Health Charities of Utah’s Outstanding Member Charity – (local) 2014
Community Health Charities
Affiliations & memberships
American Camp Association - Member 1985
Children's Oncology Camp Association International - Member 1995
Utah Nonprofits Association - member 2014
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of free participants in conferences
This metric is no longer tracked.Totals By Year
Population(s) Served
Health, Family relationships
Related Program
Family outings
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of participants engaged in programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Preteens, Health
Related Program
Camp Hobe' Summer camp for kids with cancer (& similar disorders) and their siblings
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Applies to in-person summer camps, which were not offered in 2020 due to the COVID-19 pandemic.
Number of free participants on field trips
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Preteens, People with disabilities, People with diseases and illnesses
Related Program
Virtual Camp Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Applies to our virtual summer camp program, which was first offered in 2020 due to the COVID-19 pandemic.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Camp Hobé is committed to kids with cancer (& similar disorders) & their families. We set specific goals for how we want camp to help them grow:
Goal #1: Our primary goal is to get every eligible kid to camp and every eligible family member to our outings, regardless of their ability to pay. We do not wish to ever turn anyone away because of finances. Families dealing with the expenses of cancer (or similar disorders) may be unable to afford the luxury of sending their kids to a camp that would cost almost $150 per camper-day for in-person camps prior to the COVID-19 pandemic or to a family outing that would cost $15 to $40 per person. During the COVID-19 pandemic, our costs to provide in-person programs are closer to $200 per camper-day for in-person camps.
Goal #2: Provide kids with cancer (& similar disorders) and their siblings a place to “just be kids," while also giving their parents a break from caregiving.
Goal #3: Provide an opportunity to develop support systems with others dealing with serious illness.
Goal #4: Encourage each participant to learn new skills and leisure activities by participating in small group & large group activities.
Goal #5: Offer participants opportunities to learn about nature, ecology and their part in preserving the environment during recreation and outdoor living.
Goal #6: Help each participant develop socialization skills and new interests.
Goal #7: Facilitate opportunities to develop leadership skills.
What are the organization's key strategies for making this happen?
Goal #1: Charge minimal registration fees and provide fee waivers (ie, camperships) to families in need.
Goal #2: Participants have the opportunity to participate in activities just like kids whose families are not affected by cancer (and similar disorders). Our program provides a high level of medical & psychosocial supervision to ensure that participants are safe both mentally & physically.
Goal #3: Using recreation & leisure skills, staff provide activities for kids who would otherwise not have these group experiences.
Siblings find support in knowing that others deal with the same issues that they do. During the calendar year, other local organizations provide opportunities for these kids to learn about the disease & to talk about it. Camp Hobé activities provide a break from illness, surgery, chemotherapy, radiation, hospitals, & illness. Participants are not expected to talk about their disease experience during our programs, although we are supportive should they wish to do so. Discussions on these topics are facilitated when participants initiate the conversations. Hobé Forever is an optional “guided” activity offered during the summer camp session where campers have time to remember friends who are not present that year. This activity allows campers to express feelings of grief & loss if they desire. Staff members respect any requests for further counseling or discussion.
Goal #4: Participants rotate through activities such as arts / crafts, drama, archery, challenge course, swimming, & nature. They may also take part in hikes, carnivals, and outdoor performances.
Goal #5: Specific topics about nature are offered during the summer camp. Each cabin group is assigned chores, including cleaning the dining hall, shower/restrooms, grounds, & cabins. In addition, staff discuss reducing food wastage & proper disposal of food. Campers directly participate in recycling.
Goal #6: In addition to other activities, each participant works with their group to create & perform skits & cheers. They sit together for meals & use the “buddy system” during activities & when moving between locations.
Goal #7: Some activities give participants the chance to volunteer to be the “first” one to try it. Campers can also lead by following camp rules & contributing to & participating in all activities. After campers reach the age of 16 they are eligible to be Counselors-in-Training & help staff with program activities or with a group of kids.
What are the organization's capabilities for doing this?
The summer camp programs are able to serve almost 300 campers each year, and camper registrations increase annually. During the fall and winter, our family outings serve another 170 to 180 children and family members. Between the summer camp and the family outings, the number of people we serve typically increases by 8%-10% each year. In addition, in 2020, we implemented a virtual camp program so that we could continue to serve our campers throughout the COVID-19 pandemic and to better serve more seriously ill (eg, hospitalized) campers in future years.
Fundraising: We have a strong fundraising program in place, with a tremendous amount of local support. We are always looking for and introducing new fundraising efforts in order to keep the cost low to our families. Our Board members are committed to giving and to supporting our fundraising efforts.
Other available resources include a dedicated group of more than 30 board and planning committee members, which currently includes 9 part-time staff members (2 year-round, 8 seasonal). We use more than 200 volunteers annually to provide the in-person camp programs. We have strong relationships with the local adult cancer center (Huntsman Cancer Hospital), the local pediatric hospital (Primary Children's Hospital), Utah's premier academic medical center (University of Utah Health), and other local cancer organizations.
We work closely with the campsite owners to further refine and expand the campsite each year to meet the needs of our campers and their families.
What have they accomplished so far and what's next?
We have kept our summer camp registration fees low, at $35 per camper for the 5-day in-person camps, and $15 per camper for the 2-day in-person camps, although the cost of running the program has increased with time. In addition, we are able to provide fee waivers to those in need. Over the last several years we saw an increase in requests for financial assistance, from 13% – 18% of our campers prior to 2010, to 22% – 26% of campers from 2010 – 2013. This trend has only just now reversed. From 2014 to 2019, 11% – 18% of campers requested and received fee waivers. Based on these numbers, we know that the need exists in our community for low-cost support programs and that we are getting those kids to camp and to our family outings..
Our progress on other goals is also great based on positive evaluations from parents, campers, volunteers, and reports from our local hospital. We successfully renewed our ACA accreditation for another 5 years, based on our 2018 campsite visit and evaluation. In addition, in 2019, we successfully renewed our COCAI Gold Ribbon status for another 5 years, which reflects compliance with additional standards for excellence in children's oncology programs.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, 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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
504.16
Months of cash in 2022 info
16.9
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
CAMP HOBE INC
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 CAMP HOBE INC’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 | $10,826 | $130,049 | $83,713 | $76,210 | -$24,071 |
As % of expenses | 5.5% | 68.4% | 41.7% | 29.9% | -9.1% |
Unrestricted surplus (deficit) after depreciation | $10,826 | $130,049 | $83,713 | $76,210 | -$24,071 |
As % of expenses | 5.5% | 68.4% | 41.7% | 29.9% | -9.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $236,067 | $271,382 | $249,628 | $289,521 | $334,339 |
Total revenue, % change over prior year | 5.1% | 15.0% | -8.0% | 16.0% | 15.5% |
Program services revenue | 2.6% | 2.1% | 0.1% | 1.5% | 1.6% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 5.7% | 7.5% | 8.9% | 7.6% | 6.3% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 89.8% | 90.5% | 100.9% | 90.9% | 93.4% |
Other revenue | 1.8% | -0.1% | -9.8% | 0.0% | -1.3% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $195,369 | $189,998 | $200,712 | $254,556 | $265,657 |
Total expenses, % change over prior year | -4.8% | -2.7% | 5.6% | 26.8% | 4.4% |
Personnel | 20.6% | 24.4% | 25.5% | 27.3% | 29.6% |
Professional fees | 5.5% | 6.8% | 5.5% | 6.7% | 5.7% |
Occupancy | 11.9% | 12.0% | 0.0% | 5.0% | 4.9% |
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 | 62.0% | 56.8% | 69.0% | 61.1% | 59.8% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $195,369 | $189,998 | $200,712 | $254,556 | $265,657 |
One month of savings | $16,281 | $15,833 | $16,726 | $21,213 | $22,138 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $211,650 | $205,831 | $217,438 | $275,769 | $287,795 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 11.4 | 16.3 | 17.8 | 15.2 | 16.9 |
Months of cash and investments | 37.2 | 46.2 | 47.0 | 42.3 | 39.1 |
Months of estimated liquid unrestricted net assets | 37.0 | 46.3 | 48.8 | 42.1 | 39.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $185,877 | $258,748 | $297,109 | $323,286 | $374,119 |
Investments | $420,460 | $473,221 | $489,257 | $573,612 | $492,534 |
Receivables | $5,467 | $10,081 | $34,344 | $846 | $2,550 |
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) | 0.4% | 0.4% | 0.5% | 0.5% | 0.2% |
Unrestricted net assets | $603,055 | $733,104 | $816,817 | $893,027 | $868,956 |
Temporarily restricted net assets | $11,000 | 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 | $11,000 | $13,000 | $5,000 | $5,000 | $5,000 |
Total net assets | $614,055 | $746,104 | $821,817 | $898,027 | $873,956 |
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
Executive Director
Christina Beckwith
Christina Beckwith (also known as Wapiti Mama) has been with Camp Hobé since 1988. She has done practically every job there is at Camp Hobé, from Field Games to cabin counselor to kitchen staff. She oversees all Camp Hobé operations and programs. Camp is the favorite part of her year. She has also volunteered with the Red Cross, University Hospital, the 1996 Summer Games and 2002 Winter Games, and at camps for kids with asthma and muscular dystrophy.
* Executive Director, Camp Hobé, 1995-present; Volunteer, Camp Hobé, 1989-1994; Board of Directors, Children's Oncology Camps Association International, 2003-2007; Board of Directors, Utah Elks Camp Wapiti, 2005-2008
* Daughter of cancer survivor
* PharmD, University of Utah, 1992; BS, Pharmacy, University of Utah, 1990; Specialty Residency, Drug Information, University of Utah Hospital, 1992-1993
Number of employees
Source: IRS Form 990
CAMP HOBE INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
CAMP HOBE INC
Board of directorsas of 06/26/2023
Board of directors data
Cory Wright
Long Building Technologies
Term: 2019 - 2024
Christina Beckwith
University of Utah Health Care, Pharmacy Department / Informatics
Mary Ann Owens
Selecthealth / Intermountain Health, Government Programs
Rebecca Smyrniotopoulous
State of Utah, Utah State Legislature / Human Resources
Cory Wright
Long Building Technologies
Kameron Leon
Primary Children’s Hospital, Hematology/Oncology Service Line
Stephanie Wilkins
Springbuk Inc, Legal Affairs and Counsel
Belinda Thayn
Castleview Hospital, Child Life
Ben Moresco
Primary Children's Hospital, Rainbow Kids Pediatric Palliative Care Team
Phil Parsons
Law Offices of Philip A. Parsons
Andrew Halliburton
Black Mountain Creative
Amy Haran
USANA Health Sciences, Communications
Malis Rasmussen
State of Utah, Insurance Department
Drey Bigney
Nerd United, Engineering
Zain Siddiqui
PricewaterhouseCoopers, Intelligence
Shane Miller
Sportsmans Warehouse, Store Operations
Emily McMillan
Unified Purchasing Group, Marketing and External Relations
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 ? 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? 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
Disability
Equity strategies
Last updated: 08/31/2019GuideStar 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 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 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.