Camp Aranzazu
EIN: 74-3032285
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
Attending camp can have numerous benefits for those with special needs and chronic illnesses, including increased interest in social activities, confidence, self-esteem, and sense of belonging. Camp provides a unique opportunity for our campers to finally be just like everyone else. For once, these children and adults are not the only one who is “different.” According to a study by the Yale Child Study Center, not only does camp afford children a positive respite from the daily reminders of their illnesses, it may also build children’s capacities for resilience. Developing a resilient spirit is especially important to those facing illnesses and other special needs, as they experience challenges vastly different from the normal childhood and teen challenges.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Therapeutic Recreation
Helping children and adults with special needs and chronic illnesses gain self-confidence and self-esteem by allowing them a safe place to challenge themselves through camp activities.
Where we work
Awards
Community Leadership Award 2008
Mental Health Mental Retardation Organization
Chamber Business of the Month 2009
Rockport Chamber of Commerce
Thomas Jefferson Award-Tom Forney 2010
Jefferson Awards for Public Service
Certified Wildlife Habitat 2011
National Wildlife Federation
Workplace Safety First Award 2015
Markel Insurance Company
Affiliations & memberships
Children's Oncology Camping Association - COCA 2006
ACT American Challenge Course Training 2008
Association of Fundraising Professionals 2009
External reviews

Photos
Videos
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?
Camp Aranzazu developed a unique approach called “intentional camping,” which is the purposeful design of a camping experience to nurture the physical, social, emotional, and mental development of each child. In short, every activity is designed with a specific goal in mind. We seek to do the following:
1. Challenge campers’ beliefs about themselves and their capabilities;
2. Help campers gain confidence, have fun, and explore exciting new activities; and
3. Give campers the opportunity to develop a social support network.
What are the organization's key strategies for making this happen?
Each year, Camp Aranzazu partners with dozens of non-profit organizations throughout Texas to provide our unique form of recreational therapy to approx. 1,500 children and adults. Approximately 52% of our campers come from the Coastal Bend, 28% from the San Antonio area, and the remaining 20% come from the Houston area.
Camp Aranzazu serves as a host facility, providing meals and lodging; customizing each camping experience to meet our partners’ goals and objectives; and facilitating all activities under the guidance of our experienced program team members. Our camping partners bring the campers, as well medical and other support staff as needed.
If it weren’t for Camp Aranzazu, many of the children and adults we serve would never be able to attend c however, our highly skilled and experienced staff, barrier-free campus, and on-site health center make it possible for everyone to enjoy all the traditional camping activities, plus waterfront activities like sailing, birding, and saltwater fishing.
What are the organization's capabilities for doing this?
The Unlimited Horizons Capital Campaign, completed in June 2018, expanded the camp's facilities. We now have 135 beds, plus an additional 20 beds for staff, as well as a state-of-the-art health center and a dining hall that seats 350 people. In addition, we have two pools, a dedicated art center, sanctuary, Ropes Challenge Course, archery range, kayaking and fishing ponds, and an open air pavilion for activities. The most unique feature of the camp, however, is our 27 acres of waterfront and wetlands on Copano Bay that are accessible via a bridge from the main campus. This area includes a nature education center, boardwalks, bird blind, sailing dock, and fishing pier.
The camp has 11 full-time staff. Our program staff members have backgrounds in therapeutic recreation, special education, and camping. They are led by a Certified Therapeutic Recreational Specialist and work in conjunction with each partner organization to customize our camp curricula. Each of our programs support campers as they work toward therapeutic goals specific to their unique medical needs. In the summer, we hire 18 activity leaders from various universities, as well as six kitchen staff.
What have they accomplished so far and what's next?
Currently, our highest priority is to serve more of the children and adults with special needs and chronic illnesses who could benefit from our services. With approximately 385,000 school-age children in Texas who have some type of disability, Texas has the second-largest number of individuals with disabilities, at approximately 12% of the general population.
While there is a significant demand for the unique form of recreational therapy we provide, the people who know us best and who value us the most – our campers and their families – are often the least able to afford camp. Thus, in order to ensure that as many children and adults as possible can attend camp, we underwrite as much as two-thirds of the actual cost of camp. We seek support from the community to underwrite this amount, which continues to grow as we seek to serve more campers.
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 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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
4.87
Months of cash in 2021 info
14
Fringe rate in 2021 info
19%
Funding sources info
Assets & liabilities info
Financial data
Camp Aranzazu
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 Aranzazu’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $2,907,560 | $1,258,676 | $2,158,949 | $1,199,626 | $215,761 |
As % of expenses | 223.8% | 77.8% | 147.8% | 105.5% | 14.1% |
Unrestricted surplus (deficit) after depreciation | $2,599,163 | $884,674 | $1,751,214 | $766,310 | -$235,738 |
As % of expenses | 161.7% | 44.4% | 93.7% | 48.8% | -11.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,385,036 | $2,407,995 | $2,902,303 | $1,983,411 | $1,613,233 |
Total revenue, % change over prior year | 4.3% | 1.0% | 20.5% | -31.7% | -18.7% |
Program services revenue | 13.3% | 16.5% | 14.8% | 1.9% | 13.7% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.1% | 0.1% | 0.1% | 0.1% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 16.2% |
All other grants and contributions | 86.2% | 82.6% | 46.4% | 98.3% | 70.5% |
Other revenue | 0.3% | 0.8% | 38.6% | -0.3% | -0.4% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,298,991 | $1,618,776 | $1,461,185 | $1,137,204 | $1,525,860 |
Total expenses, % change over prior year | 0.2% | 24.6% | -9.7% | -22.2% | 34.2% |
Personnel | 55.7% | 53.8% | 58.3% | 60.6% | 56.1% |
Professional fees | 0.8% | 0.6% | 1.3% | 0.9% | 4.3% |
Occupancy | 9.6% | 9.6% | 8.2% | 7.9% | 6.3% |
Interest | 0.1% | 1.8% | 1.5% | 0.8% | 0.3% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 33.9% | 34.2% | 30.7% | 29.8% | 33.0% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $1,607,388 | $1,992,778 | $1,868,920 | $1,570,520 | $1,977,359 |
One month of savings | $108,249 | $134,898 | $121,765 | $94,767 | $127,155 |
Debt principal payment | $2,000,000 | $66,732 | $559,486 | $161,008 | $55,802 |
Fixed asset additions | $0 | $1,201,706 | $747,222 | $905,644 | $0 |
Total full costs (estimated) | $3,715,637 | $3,396,114 | $3,297,393 | $2,731,939 | $2,160,316 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 15.7 | 13.2 | 18.3 | 21.8 | 14.0 |
Months of cash and investments | 15.7 | 13.2 | 18.3 | 21.8 | 14.0 |
Months of estimated liquid unrestricted net assets | 7.5 | 6.0 | 13.6 | 18.8 | 14.1 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $1,694,238 | $1,779,379 | $2,225,823 | $2,065,436 | $1,776,926 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,072,892 | $418,330 | $241,397 | $91,532 | $95,249 |
Gross land, buildings, equipment (LBE) | $13,697,596 | $14,826,680 | $15,538,993 | $16,465,598 | $16,590,525 |
Accumulated depreciation (as a % of LBE) | 9.8% | 11.1% | 13.0% | 15.0% | 17.5% |
Liabilities (as a % of assets) | 7.9% | 7.0% | 4.2% | 2.9% | 2.3% |
Unrestricted net assets | $12,166,077 | $13,050,751 | $14,801,965 | $15,568,275 | $15,332,537 |
Temporarily restricted net assets | $1,818,519 | $1,299,062 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $1,818,519 | $1,299,062 | $581,231 | $227,812 | $99,424 |
Total net assets | $13,984,596 | $14,349,813 | $15,383,196 | $15,796,087 | $15,431,961 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President/CEO
Mr. Kurt R. Podeszwa
Kurt Podeszwa is a camping professional, speaker and educator. He has a bachelor’s degree in Education and has spent much of his adult life working in outdoor and adventure education, with 30 years of professional youth development and nonprofit management experience. He credits his leadership to the 4 years he spent in the United States Marine Corps.
Kurt has been a Camp Director for over 20 years leading growth in two different special needs camps. He has had the opportunity to work with a variety of special populations including traumatic brain injury, spina bifida, down syndrome, muscular dystrophy, cancer, kidney disease, autism, at risk youth, cerebral palsy and more.
Kurt is an accomplished presenter and has written articles for Camping Magazine and Camp Business. Kurt has held various positions within the American Camp Association, including the national board, and is currently on the National Standards Commission.
Number of employees
Source: IRS Form 990
Camp Aranzazu
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Camp Aranzazu
Board of directorsas of 07/10/2023
Board of directors data
Mr. Keith Little
Retired Energy Industry Executive
Daryl Allen
Atlantic Trust Private Wealth
Tom Forney
Forney Construction
Robert Hatcher
Cockrell Interests, Inc.
Joanne Taylor
PDR Corporation
Bryan Phillips
Ytterberg Deery Knull LLP
Fields Alexander
Beck Redden
Traci Arellano
Frost Bank
John Guill
CADENCE Bank
Denise Hazen
Aspire Accessories
Keith Little
Cheniere Energy
Blake Finger
Hazel Smyth Jewelry
Casey Cullen
Cullen, Carsner, Seerden & Cullen, LLP
Hunter Hawkins
Marsh Wortham
Greg Watson
McNair Interests
Kathie Forney
Forney Search
Mary Margaret Ara, M.D.
CHRISTUS Spohn Hospital in Corpus Christi
Marks Moore
Marks Moore Photography
Sara A. Baldwin, Ph.D., RN, APHN-BC
Texas A&M University – Corpus Christi Emeritus Professor, Retired
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