Hope Reins
Hope Reins
EIN: 27-1074966
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?
One on One sessions
One-on-one sessions between a hurting child, a caring leader and an extraordinary 'equine counselor.
Boys and girls mentoring
Kids share a consistent mentor in small groups while building confidence and friendships with peers. These programs give kids the opportunity to grow in trust, understanding boundaries, communication, and leadership.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children served
This metric is no longer tracked.Totals By Year
Related Program
Boys and girls mentoring
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of one-on-one coaching sessions
This metric is no longer tracked.Totals By Year
Related Program
Boys and girls mentoring
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Position Hope Reins for Exponential Scale
Launch a Thought Leadership program to solidify Hope Reins as the leading provider of faith-based equine mentorship.
Maximize ranch infrastructure for greater effectiveness, increased impact and best-in-class modeling.
Ensure we have excellent and sufficient horses and staff ready to work for programs and Headquarters for Hope.
Maximize property and current facilities to support growth in local sessions, Pathway effectiveness and Headquarters for Hope.
Validate program effectiveness from the University of Kentucky study to improve the Pathway to drive continued positive outcomes and better serve our clients.
Build and launch the Headquarters for Hope (HQH) training model to exponentially scale impact worldwide, launching 200 similar ranches by 2033.
Develop impactful outcomes-driven training programs to support the replication of the Hope Reins’ model worldwide.
Bring HQH to market by activating the program among select participants for early adoption, feedback, and improvements.
Develop Alliance strategy to scale impact, share resources, key learnings, and provide encouragement and support to participants.
What are the organization's key strategies for making this happen?
Hope Reins is in the midst of a two-year process to receive 3rd-party expert validation of the Hope Reins Pathway Program effectiveness from the University of Kentucky (to be completed by the end of 2024).
Maximize ranch infrastructure for greater effectiveness, increased local impact and best-in-class modeling.
Build and launch Headquarters for Hope training model to exponentially scale impact worldwide launching 200 similar ranches by 2033.
What are the organization's capabilities for doing this?
Hope Reins has a track record of proven success serving over 23,000 free of charge sessions with thousands of kids and teens across the state of North Carolina. The University of Kentucky is in the midst of a 2-yr study to provide their 3rd party validation of our Pathway Program’s effectiveness. Our program and processes are replicable and we have developed the Hope Reins Headquarters for Hope in order to replicate our program worldwide. Our distinguished interviewing, onboarding, and perpetual training and development plan allows us to ensure our staff is the best and brightest, to preserve employee retention, and promote continued growth. We have a focused strategic plan and a path to achieve our goals.
What have they accomplished so far and what's next?
Hope Reins has, and will continue to provide access to hope and healing for kids in crisis. As of October, 2023 we have already served a record number of kids through 2780 90-minute program sessions, surpassing our 2023 goal of 2470 sessions.
Over the last year, we have built the first phase of our Headquarter for Hope training program, called The Essentials, to assist in the start-up of similar equine ministry across the United State. The Essentials is a self-paced, online training program, to include 22 videos outlining the Hope Reins’ founding Business, Leadership and Operations principles essential to starting a successful faith-based equine mentorship program.
The Hope Reins ranch will enter a phase of growth over the next few years in finalizing some key capital projects to not only serve more kids in crisis but support the build out and expansion of Headquarters for Hope, including phase two of this training academy, entitled The Masters.
We are on target with completing all phases of our organization’s strategic goals outlined above.
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 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 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
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.41
Months of cash in 2022 info
11.6
Fringe rate in 2022 info
10%
Funding sources info
Assets & liabilities info
Financial data
Hope Reins
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 Hope Reins’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 | $291,740 | $172,972 | $669,533 | $658,822 | $353,409 |
| As % of expenses | 30.4% | 14.1% | 60.0% | 47.3% | 19.7% |
| Unrestricted surplus (deficit) after depreciation | $232,344 | $108,287 | $606,190 | $588,541 | $280,214 |
| As % of expenses | 22.8% | 8.4% | 51.4% | 40.3% | 15.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,175,996 | $1,389,388 | $1,849,556 | $1,986,531 | $2,144,304 |
| Total revenue, % change over prior year | 6.0% | 18.1% | 33.1% | 7.4% | 7.9% |
| Program services revenue | 2.7% | 3.9% | 0.1% | 0.1% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.1% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 7.1% | 0.0% | 0.0% |
| All other grants and contributions | 96.5% | 95.8% | 92.8% | 99.9% | 100.2% |
| Other revenue | 0.8% | 0.1% | -0.1% | 0.0% | -0.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $960,198 | $1,223,354 | $1,116,182 | $1,391,550 | $1,790,895 |
| Total expenses, % change over prior year | 31.1% | 27.4% | -8.8% | 24.7% | 28.7% |
| Personnel | 53.5% | 55.6% | 68.5% | 62.6% | 66.3% |
| Professional fees | 1.2% | 1.1% | 1.1% | 1.0% | 5.2% |
| Occupancy | 0.9% | 1.3% | 1.3% | 6.1% | 0.0% |
| Interest | 3.6% | 2.8% | 3.0% | 2.8% | 2.2% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 40.7% | 39.1% | 26.1% | 27.5% | 26.3% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,019,594 | $1,288,039 | $1,179,525 | $1,461,831 | $1,864,090 |
| One month of savings | $80,017 | $101,946 | $93,015 | $115,963 | $149,241 |
| Debt principal payment | $19,981 | $19,047 | $0 | $26,023 | $25,067 |
| Fixed asset additions | $0 | $0 | $313,610 | $443,465 | $0 |
| Total full costs (estimated) | $1,119,592 | $1,409,032 | $1,586,150 | $2,047,282 | $2,038,398 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 6.4 | 5.9 | 11.9 | 12.2 | 11.6 |
| Months of cash and investments | 6.4 | 5.9 | 11.9 | 12.2 | 11.6 |
| Months of estimated liquid unrestricted net assets | 6.2 | 6.1 | 13.0 | 12.1 | 11.2 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $513,025 | $605,639 | $1,104,705 | $1,411,226 | $1,726,400 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $5,882 | $0 | $0 | $6,745 | $15,272 |
| Gross land, buildings, equipment (LBE) | $1,729,380 | $1,756,880 | $2,070,490 | $2,513,955 | $2,564,019 |
| Accumulated depreciation (as a % of LBE) | 10.8% | 14.2% | 15.1% | 15.3% | 17.8% |
| Liabilities (as a % of assets) | 49.5% | 46.9% | 40.7% | 34.4% | 32.0% |
| Unrestricted net assets | $1,042,450 | $1,150,737 | $1,756,927 | $2,345,468 | $2,625,682 |
| Temporarily restricted net assets | $6,938 | 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 | $6,938 | $0 | $63,841 | $0 | $0 |
| Total net assets | $1,049,388 | $1,150,737 | $1,820,768 | $2,345,468 | $2,625,682 |
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
Founder and CEO
Mrs. Kim Tschirret
I didn't even realize I was a session kid until we got father along in ministry. When I was a child, I didn't have a Hope Reins or Jesus, but I did have a horse where I continually found comfort and safety.
My father was successful in all his business endeavors but an alcoholic at home. My childhood was void of the unconditional love of a father and developed a performance-based mentality to earn my father's love. We shared a passion for horses but my dad always pushed me to show and all I ever wanted to do was be in the stall, take care of my horse and ride… I always wanted the relationship with my horse. This young desire has been nurtured into fruition at Hope Reins.
The founding hope for Hope Reins of Raleigh is Inspire True Hope and Real Healing. I believe in this. We want to help more people, help more kids and more than anything else glorify the Lord!
Number of employees
Source: IRS Form 990
Hope Reins
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Hope Reins
Board of directorsas of 10/30/2023
Board of directors data
Mr. Allin Foulkrod
CEO, Creative Visions
Jim DeJuneas
Retired, Boston Scientific
Allin Foulkrod
Founder, Creative Visions
Ruby Brown-Herri
Principal Consultant, Herring Training and Consulting, LLC
Keith Magnuson
Retired, Director, US Development, McDonald's Corporation
Jason McGinnis
President, SilverSky
Kami Recla
Hope Reins Client & military widow
Mike Sisco
Retired, Senior Project Manager, IBM
Kim Tschirret
Founder & CEO
Pam Winters
Owner, Leadership Team Development
Lori Accordini
Director of Strategic Partnerships, Radeas Labs
Stavien Harrison
Founder/CEO, FAITH OVER FEARS Homes
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
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/19/2023GuideStar 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 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 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
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- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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