Omaha Home for Boys (OHB)
Transform a Life. Strengthen a Community.
Omaha Home for Boys (OHB)
EIN: 47-0376529
Mission
The mission of the Omaha Home for Boys is to support and strengthen youth, young adults, and families through services that inspire and equip them to lead independent and productive lives.
Ruling year
1939
President & CEO
Mr. Jeff DeWispelare
Main address
4343 N 52nd St
Omaha, NE 68104 USA
EIN
47-0376529
Mental health care
Supportive housing
Group homes
Population served
Adolescent boys
At-risk youth
Victims of crime and abuse
People with psychosocial disabilities
Substance abusers
NTEE code
Residential, Custodial Care (Group Home) (P70)
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
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Residential Care Program
OHB's Residential Living Program provides a safe, stable environment where youth live, learn and grow to become productive, responsible young adults. The program services high-school-age youth who live on our main campus and attend the OHB High School while also having access to therapy, employment opportunities, recreation and other support services.
Jacobs' Place Transitional Living Program
Jacobs’ Place is OHB's Transitional Living Program that serves as a resource for young adults ages 17 to 21 who struggle with a lack of housing, support, education and independent living skills. The program provides safe, secure housing and trusted mentors who guide youth in developing the skills needed to transition to independent living.
Branching Out Independent Living Program
Providing support to current and former foster care youth who live independently in the community, Branching Out helps young adults develop the skills and confidence needed to live self-sufficient, productive lives. The program focuses on life skills development, education, employment and housing, and offers youth a community of supportive peers and mentors.
Educational Services
Students have the opportunity to continue their high school studies while in our Residential Care Program. Our students are also given a chance to have different experiential learning experiences in our 4-H program, various wellness programs, and workforce readiness opportunities. The vast majority of our Residential Care clients come to OHB extremely credit-deficient in their home school. The OHB school has developed a program to focus on quality credit recovery for the time the student is in our care. The OHB School academic curriculum is two-fold utilizing both the Portable Assisted Study Sequence (PASS) program and Acellus. PASS courses offer great flexibility, allowing the client to progress through five activity books and accompanying tests at their own pace. Acellus is an online, interactive learning system. Students work closely with their home school district to develop an academic path that will satisfy their school district graduation requirements.
Clinical Services
Clinical Services provides a number of behavioral health, mental health and substance abuse services that address the needs of both individuals and families. Youth in the midst of a crisis situation may be referred to our Crisis Stabilization Program where their entire family unit will receive therapy, education and support.
Supportive Housing
The Supportive Housing Program provides affordable, safe, temporary housing to young adults ages 18 to 26. Young adults in the program are surrounded by on-site support services to help them advance their careers, achieve their academic goals and develop the necessary skills to be independent.
Where we work
Accreditations
Council on Accreditation (COA) 2022
External assessments
Affiliations & memberships
The Alliance for Children & Families/Social Current 2022
Nonprofit Association of the Midlands (NAM) 2022
External reviews
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?
The 2022 Organizational Goals for the Omaha Home for Boys are:
1. Measure program effectiveness and efficiency to determine long term strategies.
2. Work with a newly re-constructed Board to define a future vision for OHB and its programs.
3. Re-imagine the overall usage of our farm and campus facilities.
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
The Leadership Team of the Omaha Home for Boys is comprised of the President & CEO, Chief Operating Officer, Chief Strategy Officer, Senior Director of Finance, and Senior Director of Development.
One year ago in January 2021 at our Board of Directors meeting, incoming Board Chair, Allen Straub, proposed a restructuring of our governing body. In January 2022, that goal came to fruition when our Board’s restructure was unanimously approved by the Directors and Trustees.
The need to restructure our Board came about for several reasons. Our previous dual governance Board structure was often confusing, wasn’t in line with best practices, and has in the past over complicated timelines for getting work accomplished. To remedy these pitfalls, Allen proposed a singular governance structure, reduced board size and a reduction of committees. OHB’s Board of Directors and Trustees proceeded to approve a restructure in line with nonprofit best practices. Restated Articles of Incorporation and revised Bylaws were approved in September 2021, and at our most recent meeting earlier this month, the restructure was completed.
The restructure transitioned the Board to a singular governance and reduced the number of members from 22 to 11. Most importantly, the new board structure makes the governing body nimbler and more effective.
The Leadership Team and Board of Directors are the key players and partners who are now uniquely situated to complete a long-term Master Plan, and to implement strategies to achieve it.
What have they accomplished so far and what's next?
Please see the uploaded interim Master Planning Report.
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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Who are the people you serve with your mission?
At-risk youth and young adults, and their families, and the Omaha community at-large.
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Case management notes, Constituent (client or resident, etc.) advisory committees,
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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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What significant change resulted from feedback?
Our clients are vital voices to making change at OHB; we recently finalized and formed a Youth Advisory Council. This group of clients has asked for more interaction with staff as a whole and created events on their own to achieve that goal!
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With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
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How has asking for feedback from the people you serve changed your relationship?
Allowing a voice to young people empowers them - one of the things we are trying to teach is independence; teaching them they have agency over their own experience is truly amazing to witness!
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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 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,
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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, It is difficult to find the ongoing funding to support feedback collection, It is difficult to identify actionable feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
21.41
Months of cash in 2019 info
10.2
Fringe rate in 2019 info
45%
Funding sources info
Assets & liabilities info
Omaha Home for Boys (OHB)
Revenue & expensesFiscal Year: Nov 01 - Dec 31
SOURCE: IRS Form 990
Omaha Home for Boys (OHB)
Balance sheetFiscal Year: Nov 01 - Dec 31
SOURCE: IRS Form 990
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: Nov 01 - Oct 31
SOURCE: IRS Form 990
This snapshot of Omaha Home for Boys (OHB)’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 | 2015 | 2016 | 2017 | 2018 | 2019 * |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$3,948,218 | -$1,394,418 | $6,775,869 | -$640,542 | $1,868,799 |
| As % of expenses | -44.3% | -16.2% | 77.1% | -7.4% | 23.1% |
| Unrestricted surplus (deficit) after depreciation | -$5,112,533 | -$2,531,222 | $5,678,245 | -$1,621,337 | $933,999 |
| As % of expenses | -50.7% | -25.9% | 57.4% | -16.9% | 10.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $7,178,666 | $11,152,406 | $11,235,421 | $18,623,237 | $8,850,573 |
| Total revenue, % change over prior year | -19.1% | 55.4% | 0.7% | 65.8% | -52.5% |
| Program services revenue | 29.8% | 20.9% | 17.0% | 7.9% | 16.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 25.2% | 15.3% | 11.7% | 12.0% | 21.7% |
| Government grants | 0.8% | 0.6% | 0.5% | 0.2% | 0.4% |
| All other grants and contributions | 40.7% | 38.5% | 44.4% | 16.1% | 35.6% |
| Other revenue | 3.6% | 24.7% | 26.3% | 63.7% | 26.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $8,910,214 | $8,619,551 | $8,792,468 | $8,637,893 | $8,076,878 |
| Total expenses, % change over prior year | -5.6% | -3.3% | 2.0% | -1.8% | -6.5% |
| Personnel | 60.1% | 60.6% | 58.1% | 57.3% | 61.0% |
| Professional fees | 7.6% | 7.2% | 12.4% | 12.3% | 9.8% |
| Occupancy | 6.0% | 6.0% | 6.0% | 6.1% | 5.8% |
| Interest | 0.0% | 0.0% | 0.1% | 0.1% | 0.1% |
| Pass-through | 0.4% | 0.6% | 0.7% | 0.8% | 0.9% |
| All other expenses | 25.9% | 25.6% | 22.8% | 23.4% | 22.5% |
| Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $10,074,529 | $9,756,355 | $9,890,092 | $9,618,688 | $9,011,678 |
| One month of savings | $742,518 | $718,296 | $732,706 | $719,824 | $673,073 |
| Debt principal payment | $0 | $37,951 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $1,541,020 | $4,673,507 |
| Total full costs (estimated) | $10,817,047 | $10,512,602 | $10,622,798 | $11,879,532 | $14,358,258 |
Capital structure indicators
| Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 1.5 | 2.6 | 2.8 | 1.8 | 1.1 |
| Months of cash and investments | 78.4 | 79.9 | 89.7 | 90.0 | 89.7 |
| Months of estimated liquid unrestricted net assets | 73.8 | 73.7 | 83.6 | 82.2 | 83.7 |
| Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $1,117,874 | $1,857,870 | $2,015,022 | $1,283,681 | $739,966 |
| Investments | $57,095,880 | $55,568,179 | $63,707,657 | $63,504,825 | $59,622,743 |
| Receivables | $841,713 | $916,388 | $848,883 | $744,102 | $242,172 |
| Gross land, buildings, equipment (LBE) | $41,825,927 | $42,122,533 | $37,556,673 | $38,522,154 | $43,195,661 |
| Accumulated depreciation (as a % of LBE) | 52.6% | 54.7% | 56.3% | 55.9% | 52.0% |
| Liabilities (as a % of assets) | 2.2% | 3.0% | 2.6% | 3.7% | 4.0% |
| Unrestricted net assets | $74,478,255 | $71,947,033 | $77,625,278 | $76,003,941 | $76,937,940 |
| Temporarily restricted net assets | $3,442,876 | $3,813,620 | $4,082,014 | $4,110,083 | $3,782,106 |
| Permanently restricted net assets | $2,146,494 | $2,146,494 | $2,146,494 | $2,246,494 | $2,246,494 |
| Total restricted net assets | $5,589,370 | $5,960,114 | $6,228,508 | $6,356,577 | $6,028,600 |
| Total net assets | $80,067,625 | $77,907,147 | $83,853,786 | $82,360,518 | $82,966,540 |
Key data checks
| Key data checks info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President & CEO
Mr. Jeff DeWispelare
Ask anyone around OHB what Jeff is best known for and they might say talking fast and doodling, and Jeff wouldn’t disagree! As the President & CEO at OHB, Jeff is responsible for the overall operation and strategic planning for the organization. He also builds relationships with funders and donors that grow into partnerships, ultimately creating long term sustainability for OHB.
Jeff has been with OHB since April of 2012 and loves working here because of the people he gets to interact with every day. “We have a great time but also work very hard to make OHB a better place to work for all,” said Jeff. “I am so appreciative of the opportunity to work in an environment with so many resources at our disposal. It’s such a blessing.”
Number of employees
Source: IRS Form 990
Omaha Home for Boys (OHB)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Omaha Home for Boys (OHB)
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Omaha Home for Boys (OHB)
Board of directorsas of 01/25/2023
Board of directors data
Rebecca Atkins
Victor Baez
Randy Behounek
Freddie Clopton
Serenna Russell
Mark Seip
Rebecca Atkins
Jason Gustafson
Micah Evans
Janis Yergan
David Gibbs
Michael Wilcoxon
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? Yes
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
Disability
Equity strategies
Last updated: 01/25/2023GuideStar 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 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.
- 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.
Contractors
Fiscal year endingGuideStar Pro Reports
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- Email contact information
- Financial trends metrics for five most recent years 2019, 2019, 2018, 2017, 2016*
- Financial statements for 2021
- Letter of Determination
- Officer and/or Employee data for 2019, 2019, 2018, 2017, 2016
- Contractor and/or Paid Preparer data for 2019, 2019, 2018
- Board of Directors data for 2023
- *with the ability to download the data for 2019, 2019, 2018, 2017, 2016
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