GOLD2024

Ocj Kids

Changing the Culture of Foster Care

Phoenix, AZ   |  http://www.ocjkids.org
GuideStar Charity Check

Ocj Kids

EIN: 86-1040833


Mission

OCJ Kids Mission is to Provide Opportunity, create Community, and fight for Justice for foster and at-risk kids. Our Vision - connect and create purposeful futures for foster and at-risk kids.

Ruling year info

2004

President/ Founder

Mr. Gary Paul Webb

Co-Founder / Director of Operations

Tamara Webb

Main address

524 W Wescott Dr

Phoenix, AZ 85027 USA

Show more contact info

EIN

86-1040833

Subject area info

Foster care

Youth services

Youth mentoring

Youth organizing

Community service for youth

Population served info

Children and youth

Ethnic and racial groups

Immigrants and migrants

Low-income people

NTEE code info

Youth Development Programs (O50)

Group Home, Residential Treatment Facility - Mental Health Related (F33)

Foster Care (P32)

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

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Arizona Division of Child Safety (DCS) reports that more than 16,000 Arizona youth currently are in the foster care system. Of these, over 5,000 live without families or a family support system in temporary residential housing facilities (known as group homes) due to leaving an abusive home situation or being orphaned. Every year, more than 700 Arizona foster youth turn 18 and are asked to leave the only home they know when they "age out" of the system. They often are given a couple hundred dollars and a plastic trash bag in which to place their precious few possessions and walk out the door to face a world for which many are woefully unprepared. They have no idea how to find housing, a job or a supportive community. Tragically, one-third of these youth soon become homeless, one-third cannot secure employment or higher education, and one-third never complete their high school education or GED.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Adulting Summit

Providing foster group home youth with job readiness tools and resources to compete in the job market

Population(s) Served
Children and youth

OCJ Kids provides suitcases to youth aging out of foster care. Each youth is given 2 empty suitcases for their personal belongings. They also receive a duffle bag filled with a blow up air mattress w/ built in pump, sheets, blanket, pillow and many other resources. The bag comes with a resource folder containing a $100 Target gift card, $100 Walmart gift card and 31 day bus pass. The young adult has the opportunity to call OCJ Kids once a month to check in for 12 months. Each month that they call in, they will receive a Little Caesar's pizza card. This allows OCJ Kids the opportunity to be a resource as they journey through the transition of independent living, creating opportunities for us assist with housing, employment, education, etc as they need assistance.

Population(s) Served
Young adults
At-risk youth

As children are removed from a neglectful or dangerous situation, they often are removed with little or not appropriate clothing for the removal. These children are often hungry and have little available to eat in the home. OCJ Kids provides case workers with new pajamas, diapers or underpants, and wipes so that the children being removed can be cleaned up and placed into new, clean pajamas at the moment of removal. We include emergency food cards with the pajamas so that the case workers can purchase a meal for them while they work to place the children in a safe environment. OCJ Kids provides and average of 3,000 pair of pajamas to case workers each year.

Population(s) Served

Youth who age out of foster care are eligible to receive a free cell phone from OCJ Kids. They are required to check in once a month to add the additional month's minutes for up to 6 months. Each month when they check in a member of our staff will receive updates on housing, work, education, community connections etc. and provide resources to assist the youth in their journey as needed. At the end of the six month time period, the young adult may keep their phone and transfer to a pre-paid phone plan or an account with T-Mobile if the have the established credit necessary.

Population(s) Served
Young adults
Out-of-home youth
Young adults
Out-of-home youth

OCJ Kids has partnered with Northern Arizona University's Occupational Therapy students for the past 4 years. Out of this relationship we have developed the Interact Project. The project provides a resource for volunteers, foster group home staff, foster parents and those working with children in foster care, to address the trauma based delays often seen in children in foster care. These tools focus on improving gross motor skills, fine motor skills, cognitive awareness, and self regulation.

Population(s) Served

OCJ Kids provides an exciting and positive memory filled Christmas celebration at a bowling alley each year. Every participating foster child/teen has the opportunity to bowl, hang out with Santa, and receives gifts from a specific wish list given to us by the child/teen.

Population(s) Served

Foster children living in local group homes are invited to a celebration for back to school. They experience team building games and crafts, participate in a session with a motivational speaker and have the opportunity to choose their own backpack from hundreds of backpacks. Each child receives a bag filled with age appropriate supplies to begin the school year and increase their chances of success.

Population(s) Served
Children and youth
Young adults
Out-of-home youth

When a child enters foster care, they often come with only the clothing on their back. As the teens enter the foster group homes, OCJ Kids provides the homes with a hygiene supply kit (Welcome Kit) for the teens. These kits are placed into the group homes each month and are already at the house before the teen arrives. We have also modified this Welcome Kit and have an infant/toddler and elementary version. These kits are available to the group homes and to any case worker across Arizona for the children they work with.

Population(s) Served
Young adults
Children and youth
Out-of-home youth
Young adults
Children and youth
Out-of-home youth
Young adults
Children and youth
Out-of-home youth
Young adults
Children and youth
Out-of-home youth

The Restoring Dignity Room is a safe place where foster teen girls are empowered to care for their personal needs. In the Restoring Dignity Room, the girls are trained on how to properly size and fit themselves for a bra. Once discovering the proper size, they choose 2 new bras along with other person undergarments. The girls receive resources to allow them to begin the process of healing from trauma and abuse.

Population(s) Served
At-risk youth

Foster youth ages 15-18 are invited to join OCJ Kids as we tour facilities and job sites within the trades industries. As the youth are exposed to a variety of career options throughout the trades, they can apply to participate in mentoring and internships with the partnering companies. The tours provide an insight into several career options that the youth may not be aware exist.
This program works in partnership with the Adulting Summit hosted every spring by OCJ Kids.

Population(s) Served
Children and youth
Children and youth

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

GOAL 1:
The first goal of the project is to create a community network team. During the first phase, OCJ Kids will form a network of regional community leaders, pastors, businesses, and CPS area supervisors in each targeted city. Project leaders will exchange contact information, identify location point persons, and center hours of operation for product distribution and visitation. As a result of this network partnership, we will be able to assess individual community and foster care needs, and establish strategies to meet and exceed identified needs. The second phase will establish community collection sites and financial partners to ensure a long term supply of products to stock and replenish hygiene products, suitcases, clothing items, and baby diapers at the resource center.

Outcome: Create a long term network of community support to replenish hygiene Welcome Kits, Transitional Suitcases, diapers, and clothing items at each transition Success Center for foster children and foster families in the local community.

GOAL 2:
The second goal of the project is to enlist, train, and equip volunteers to coordinate product distribution and oversee parent/family supervised visitation dates. Each church or business will assign a Point Person to coordinate their volunteers participating in the program. Special training will be provided for volunteers who will advance to visitation supervisors or parent transport workers. All Volunteers will be fingerprinted and required to pass a background check and self disclosure form.

GOAL 3:
The third goal is to offer family life skills training classes to estranged parents and family members (to increase the rate of child-parent reunification), and offer youth ages 16-18 a Transition Coach to create a life plan and exit strategy in preparation for aging out of the system.
The first objective of this goal is to provide preventative education to teen girls in the foster care system with safe sex options, and healthy relationships development, as well as training for teen mothers in the birth and proper development of her child. The second objective is to provide estranged parents with tools, skills, and resources to address and correct deficient areas in their lives to increase the percentage of parent/child reunifications. The third objective will increase the successful transitioning of foster youth into independent living with the assistance of a life coach and an individual life plan and exit strategy

Strategy #1:
We recruit, train, and equip House Mentors and Transition Mentors on a monthly basis to work with youth living in foster group homes and preparing to transition into independent living.

Strategy#2:
We provide training and resource tool boxes to aid trained volunteers to provide Trauma Informed care to help foster children with developmental delays due to trauma and abuse gain fine and gross motor skill, and learn self regulation techniques.

Strategy#3:
We provide seasonal outreach events to help build relationships, provide resources for essential living items, and promote social skills

Strategy #4:
Provide ALL essential resources to DCS and foster children from the time of emergency removals to aging out of the system... statewide

Our annual impact is over 8,000 foster youth in the state of Arizona. We have 12 Transition Success Centers throughout Arizona, and we have expanded our services in Oregon, Mississippi, Louisiana, and Alabama. We also created a Journey Into Adulthood manual for youth again out, and a tracking system to monitor the progress of each youth as they age out of care.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

Ocj Kids
Fiscal year: Jun 01 - May 31
Financial documents
2023 Issued Financial Statements 2022 OCJ Kids
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

1.57

Average of 14.91 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

5.9

Average of 6.6 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

6%

Average of 19% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Ocj Kids

Revenue & expenses

Fiscal Year: Jun 01 - May 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Ocj Kids

Balance sheet

Fiscal Year: Jun 01 - May 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Ocj Kids

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jun 01 - May 31

SOURCE: IRS Form 990 info

This snapshot of Ocj Kids’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 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation -$74,592 $101,631 $136,551 $71,628 $325,264
As % of expenses -10.8% 15.0% 16.2% 6.5% 25.0%
Unrestricted surplus (deficit) after depreciation -$74,592 $90,337 $131,207 $63,289 $315,822
As % of expenses -10.8% 13.1% 15.5% 5.7% 24.1%
Revenue composition info
Total revenue (unrestricted & restricted) $609,260 $779,781 $978,107 $1,116,283 $1,470,097
Total revenue, % change over prior year -4.4% 28.0% 25.4% 14.1% 31.7%
Program services revenue 0.0% 0.0% 5.6% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.3% 0.2% 0.2% 0.2% 0.3%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 99.7% 99.8% 94.2% 99.8% 99.5%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.2%
Expense composition info
Total expenses before depreciation $687,524 $678,150 $841,556 $1,097,000 $1,300,605
Total expenses, % change over prior year 16.4% -1.4% 24.1% 30.4% 18.6%
Personnel 42.5% 40.5% 35.1% 33.9% 41.0%
Professional fees 6.0% 6.1% 4.5% 3.6% 4.2%
Occupancy 6.3% 10.1% 8.2% 7.1% 8.1%
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 45.2% 43.3% 52.2% 55.3% 46.6%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $687,524 $689,444 $846,900 $1,105,339 $1,310,047
One month of savings $57,294 $56,513 $70,130 $91,417 $108,384
Debt principal payment $0 $0 $54,800 $0 $0
Fixed asset additions $10 $42,753 $0 $0 $0
Total full costs (estimated) $744,828 $788,710 $971,830 $1,196,756 $1,418,431

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 5.1 9.4 9.8 7.6 5.9
Months of cash and investments 5.1 9.4 9.8 8.0 6.3
Months of estimated liquid unrestricted net assets 5.6 6.7 7.4 6.4 8.4
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $291,655 $530,174 $688,392 $690,383 $636,923
Investments $0 $0 $0 $44,907 $44,370
Receivables $0 $0 $0 $2,522 $2,842
Gross land, buildings, equipment (LBE) $10 $42,763 $42,763 $46,753 $51,033
Accumulated depreciation (as a % of LBE) 0.0% 26.4% 38.9% 59.3% 72.8%
Liabilities (as a % of assets) 4.0% 31.8% 26.7% 6.5% 28.2%
Unrestricted net assets $320,268 $410,605 $541,812 $605,101 $920,923
Temporarily restricted net assets $0 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 $0 $0 $0 $342,030 $185,498
Total net assets $320,268 $410,605 $541,812 $947,131 $1,106,421

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

President/ Founder

Mr. Gary Paul Webb

Gary is the President and founder of a youth non-profit organization, OCJ Kids (Opportunity, Community, and Justice for Kids). OCJ Kids currently reaches out to over 15,000 foster children in the State of Arizona through in home mentor visits, season outreach events, field trips, and Transition Success Centers. OCJ has been serving at-risk and foster care children and youth in Arizona since 1996. Gary published his first book in October of 2009 entitled 150 Ways to Connect.. Gary's second book, “Connecting with the Faceless Generation” was released in April of 2013. Gary has spoken for conferences, youth camps, school assemblies and city wide youth outreaches locally and overseas in the Philippines, Tanzania Africa, India, and New Zealand.

Co-Founder / Director of Operations

Tamara Webb

Tamara is the Co-Founder of OCJ Kids, alongside of her husband, Gary. Tamara has been working with youth since 1983. She served alongside of her husband as youth pastors for more than 20 years, and has been certified as a chaplain, a birth doula, and is a licensed minister. Tamara's impact has reached to parts of the United States, India, Africa, and New Zealand. She is the creator of the vision for the Restoring Dignity Room, a safe place where foster teen girls can learn to size and fit themselves for bras while receiving tools and resources to begin the process of healing from trauma and abuse. Tamara's goal is to take this 'brick and mortar' resource mobile in 2025 to impact even more foster youth. Tamara is currently co-authoring a book with her husband, Gary, and speaks to network, social groups and churches advocating for increased awareness of the foster youth in our communities.

Number of employees

Source: IRS Form 990

Ocj Kids

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Ocj Kids

Board of directors
as of 01/18/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Jerry Owen

Retired/Insurance Agency

Term: 2011 - 2024

Mark Johnson

B2B CFO

Jerry Owen

Retired/ Insurance

Gary Webb

OCJ Kids / Founder

Shevaun Sullivan

OCJ Kids

Tamara Webb

OCJ Kids / Co-Founder

Jason Brown

Cornerstone Christian Center

Malia Wycoff

Compassion International

Board leadership practices

SOURCE: Self-reported by organization

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? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • 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? No
  • 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

SOURCE: Self-reported; last updated 6/26/2023

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
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 01/18/2024

GuideStar 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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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.
Policies and processes
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.