New Horizons House
EIN: 46-3904608
as of December 2022
as of December 12, 2022
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
There are more individuals enslaved today than at any time in human history. An average slave in the American South in 1850 cost the equivalent of $40,000 in today’s money; today the average cost of a slave is less than $90 (FreeTheSlaves.net). An estimated 400,000 people have been trafficked from the Indian State of Andhra Pradesh including 1,200 children in 4 red-light districts (Times of India, 3/15/18). The majority of these children are girls who have minimal education and/or life skills and, as a result, usually end up back in the sex trade in order to survive. New Horizons House was established to provide holistic aftercare services for girls which will allow them to re-enter mainstream society with dignity and hope.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Holistic after-care
New Horizons’ residential aftercare facility provides comprehensive restorative and rehabilitative services for girls aged 12-21 who have survived human trafficking and sexual abuse. Holistic services include medical care, trauma counseling, education and vocational training.
Where we work
External reviews

Photos
Videos
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
Population(s) Served
Young women, Adolescent girls, Economically disadvantaged people, Victims and oppressed people
Related Program
Holistic after-care
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
New Horizons operates a holistic residential aftercare facility in India which provides educational opportunities, medical care, trauma counseling and vocational training for girls 12-21 years of age.
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?
New Horizons goal is to provide high-quality, restoration and rehabilitative services to survivors of human trafficking and sexual abuse in a residential setting and to allow them to re-enter mainstream society with dignity and hope. These holistic services typically include medical care, trauma counseling, education and vocational training.
What are the organization's key strategies for making this happen?
Organizations involved in undercover rescue operations work together with local police authorities to rescue underage victims who are being held against their will and forced to work in brothels, dance bars, and other businesses that offer sex for money. When a sting operation is successfully executed, the rescued girls are taken to a government holding facility where a decision is made regarding the welfare of each child. The Indian Ministry of Women and Child Development's Integrated Child Protection Scheme (ICPS) and Child Welfare Committee (CWC) determine whether an aftercare home meets the necessary requirements to care for children who will be released into their care. Since New Horizons has been established as a qualified aftercare home by both ICPS and CWC, we become the legal guardian for minor girls (ages 12-18) who need a safe place to rebuild their lives.
Upon arrival, each girl goes through an intake process and then receives long-term, personalized restorative and rehabilitative care which includes (but is not necessarily limited to) the following elements:
• Medical treatment (including physical exams and vaccinations) administered by a licensed physician
• Psychological assessment administered by a licensed mental health worker (e.g., psychologist, social worker, etc.).
• Individual Trauma Focused - Cognitive Behavioral Therapy (TF-CBT)
• Group therapy
• Recreational therapy (e.g., dance therapy, art therapy, music therapy, etc.).
• Basic educational curriculum conducted by certified teachers
• Life-skills training (e.g., conflict resolution, basic financial skills, cooking, transportation, women's health & hygiene, nutrition, etc.) provided by one or more “house-mothers"
• Vocational training (e.g., tailoring, medical assistant, IT, etc.)
• Recreation and “free" time (including staff-led field trips and outings)
• Other opportunities for spiritual and emotional development
New Horizons delivers the aftercare services through a Joint Venture Agreement (JVA) with Helping Hands Social Action Society (Helping Hands), a registered Indian entity authorized to receive foreign funds. The formal Joint Venture Agreement (JVA) was signed by New Horizons and Helping Hands on July 31, 2014.
What are the organization's capabilities for doing this?
Several of New Horizons' Board members have had a long-term working relationship with members of Helping Hands' Board of Directors. For more than two decades they have worked together to implement a multi-faceted outreach / social welfare program providing educational services, vocational training and medical services in Andhra Pradesh through a separate NGO.
The joint venture capitalizes on our existing relationships and allow New Horizons to provide efficient, comprehensive restorative and rehabilitative services for minor girls using local, culturally relevant resources.
Under the terms of the JVA, New Horizons is responsible for:
• the overall direction, development and management of the Program and the facility, in collaboration with Helping Hands;
• facilitating the financing of the Joint Venture and the operation of the facility, through its own fundraising efforts;
• handling media and public relations inquiries and communications, in collaboration with Helping Hands; and
• supporting Helping Hands in answering any inquiries from the Government of India or its' local jurisdictions.
Under the terms of the JVA, Helping Hands is responsible for:
• identifying suitable properties for the construction of the facility, and actively participating in the negotiation and acquisition of the land, under the direction of New Horizons;
• developing architectural plans for the facility, which shall be submitted to New Horizons for approval and consent;
• meeting all Legal Requirements and file all regulatory applications with Governmental Authorities in India, under the supervision of and with the support of New Horizons; and
• managing and operating the facility in accordance with the terms of the New Horizons Program documents and applicable law.
What have they accomplished so far and what's next?
From 2013 - 2017 we raised over $500,000 to purchase a 2.3 acre parcel in the Indian State of Andhra Pradesh and to construct a state-of-the art dormitory, administration building and staff housing.
New Horizons opened our initial residential facility in the Indian state of Andhra Pradesh in 2018 and is currently providing comprehensive rehabilitative services (including trauma counseling, medical care, educational opportunities and vocational training) to 55 girls ages 12-18.
In 2021 we opened our Transition House for girls aged 18-21 who have graduated from our program and who are interested in additional vocational training, pursuing a university degree or participating in a formal entrepreneurial business training program.
Our program allows the girls to acquire the confidence and skills they need to be able to make alternate choices for themselves and their futures. Today a number of our girls are attending junior college and several recent graduates have started their own small businesses and are not only supporting themselves but their families as well.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
0.00
Months of cash in 2019 info
5.7
Fringe rate in 2019 info
0%
Funding sources info
Assets & liabilities info
New Horizons House
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
New Horizons House
Balance sheetFiscal Year: Jan 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: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of New Horizons House’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.
Created in partnership with
Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$130 | -$18,413 | -$75,428 | $56,286 |
As % of expenses | -0.1% | -9.0% | -25.5% | 23.6% |
Unrestricted surplus (deficit) after depreciation | -$130 | -$18,413 | -$75,428 | $56,286 |
As % of expenses | -0.1% | -9.0% | -25.5% | 23.6% |
Revenue composition info | ||||
---|---|---|---|---|
Total revenue (unrestricted & restricted) | $138,806 | $186,506 | $220,534 | $295,250 |
Total revenue, % change over prior year | 0.0% | 34.4% | 18.2% | 33.9% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | ||||
---|---|---|---|---|
Total expenses before depreciation | $138,936 | $204,919 | $295,962 | $238,964 |
Total expenses, % change over prior year | 0.0% | 47.5% | 44.4% | -19.3% |
Personnel | 0.0% | 0.0% | 0.0% | 0.0% |
Professional fees | 0.6% | 2.9% | 2.8% | 4.3% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 99.4% | 97.1% | 97.2% | 95.7% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Total expenses (after depreciation) | $138,936 | $204,919 | $295,962 | $238,964 |
One month of savings | $11,578 | $17,077 | $24,664 | $19,914 |
Debt principal payment | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $150,514 | $221,996 | $320,626 | $258,878 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Months of cash | 13.1 | 7.8 | 2.3 | 5.7 |
Months of cash and investments | 13.1 | 7.8 | 2.3 | 5.7 |
Months of estimated liquid unrestricted net assets | 13.0 | 7.8 | 2.3 | 5.7 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Cash | $152,066 | $132,663 | $57,235 | $113,521 |
Investments | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 0.7% | 0.0% | 0.0% | 0.0% |
Unrestricted net assets | $0 | $0 | $0 | $0 |
Temporarily restricted net assets | $0 | $0 | $0 | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 |
Total net assets | $151,076 | $132,663 | $57,235 | $113,521 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO / President
Mr. Jonathan Spencer
Jonathan established New Horizons House in 2013 to provide holistic restoration services for girls rescued from human trafficking and sexual abuse. After devoting 35 years to a successful career in environmental engineering, Jonathan served as Chief Operating Officer for Healing Waters International in Golden, CO from 2010 – 2013. He served as the Deacon of Missions for the Lakewood Church of Christ from 2005 – 2011 where he coordinated a variety of teams involved in international development and community outreach in India and Haiti. From 2008 – 2014 he also served on the Board of Dry Bones Denver, a non-profit committed to establishing relationships and providing restoration services to homeless teens in Denver, CO.
Vice-President
Steve Curtis
Steve currently serves as Senior Pastor with the Naples Church of Christ in Naples, TX. Steve has lived or worked in a number of cross-cultural missions settings such as India, Guatemala, Siberia, Haiti, England, Australia and New Zealand.He has a passion for changing the lives, circumstances, and environments of trafficked victims by promoting awareness of this crime and assisting with healing, hope, and a future for those who have been rescued.
Number of employees
Source: IRS Form 990
New Horizons House
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
New Horizons House
Board of directorsas of 01/19/2023
Board of directors data
Mr. Jonathan Spencer
Mike Graves
New Horizons House
Steve Curtis
New Horizons House
Christie Spencer
New Horizons House
Timothy Hillmer
New Horizons House
Andrew Smolen
New Horizons House
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
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? Not applicable -
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? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data