Camp Laurel Foundation
Empowering At-Risk Children, Youth and Families
Camp Laurel Foundation
EIN: 95-4429260
Mission
The Laurel Foundation\\u0027s mission is to empower children, youth and families living with HIV/AIDS and trans/gender diverse youth by providing educational and support programs in a safe and trusting environment.
Ruling year
1993
CEO
Ms. Margot Anderson
Main address
75 S. Grand Ave
Pasadeana, CA 91105 USA
EIN
95-4429260
HIV/AIDS
Camps
Youth organizing
Population served
Children and youth
Adults
LGBTQ people
Families
Non-adult children
NTEE code
Youth Development Programs (O50)
Recreational and Sporting Camps (Day, Overnight, etc.) (N20)
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
Reports and documents
Download annual reportsWhat we aim to solve
While improved medical treatments now allow HIV+ individuals to live a normal life expectancy, children and youth affected by HIV/AIDS still experience significant detriments to their mental health and well-being, as do transgender / gender-diverse youth. The social stigma associated with both populations is significant and can have a long-term, negative impact on the mental health, self-esteem, and sense\\nof self-worth of these children and youth. As a result, many children are living under immense stress,\\ suffer from extreme anxiety and depression, and are less likely to seek social support from friends and family for fear of rejection and isolation. This can lead to mental illness, risky behavior, and self-harm. Among transgender youth, there is a 41% self-harm rate and it rises to 57% if the parent is not accepting of the youth\\u2019s gender identity.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Camp Laurel
Camp Laurel strives to develop in each child and youth, increased self-esteem, leadership skills and the ability to work as a team. Programs are designed to be medically and physically safe, challenging and lots of fun. Programs include Family Winter Camp, Summer Camp, Teen Adventure Camp, Leadership Challenge Camp and year round mentorship programs.
Winter Family Camp
Winter Family Camp is unique because it is the one opportunity that parents/guardians of our campers get to experience what Camp Laurel is all about. Winter Family Camp is held over a long four day weekend in February. Campers are separated into cabins by age and gender, with cabin groups for moms and cabin groups for dads. Each cabin group attends a number of their activity periods together as a cabin in the morning. In the afternoon, each family travels to activities together. While we encourage parents/guardians to attend it is not mandatory. For campers who do not have their parents/guardians in attendance we make “family” groups that include campers and two counselors so they do not feel left out during these periods.
This program focuses on building a strong family unit and creating support groups with peers.
Summer Camp
p { margin: 0in 0in 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }Summer Camp is a session designed to meet the needs of younger campers, ages 6-1. Campers participate in traditional Summer Camp activities, including arts and crafts, swimming, archery, high and low ropes, nature studies, mountain biking, and canoeing. While these activities are fun, participants are also challenged to develop life skills, such as teamwork, communication, independence and perseverance, needed to become leaders through special challenges. Campers set personal goals throughout the week while being supported by counselors and peers in achieving them. An important component is the Counselor-in-Training (CIT) program for teens ages 15-17. The CIT program was developed for older teens to learn and develop the skills needed to become volunteer counselors.
Teen Adventure Camp
In an effort to develop new leadership potential in all of our teens, this seven day program focuses on programs that challenge campers to become self-motivated leaders with their peers. The design of the program helps quieter, less self-assured teens to step outside of their comfort zone to share new ideas and thoughts. Program activities strive to teach youth the importance of medication adherence, HIV/AIDS basics, safer sex, and healthy life style practices.Since the need for guidance and support in dealing with HIV/AIDS is considerable, Teen Adventure Camp offers ongoing support groups every evening of the program. Led by our on-site licensed social workers, campers can delve into issues of importance in their lives, including the struggle living with HIV/AIDS and the loss of a parent or other loved one. For many, this is the first time they have felt comfortable discussing these issues with anyone. Crucial lifelong peer support groups are formed through participation in these groups and are an important source of assistance for campers.
Where we work
Affiliations & memberships
ACA Accredited 2022
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsTotal number of fields trips
This metric is no longer tracked.Totals By Year
Population(s) Served
LGBTQ people, Children and youth, Ethnic and racial groups
Related Program
Camp Laurel
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Field Trips are classified as Day and Resident camp programs.
Number of free participants in conferences
This metric is no longer tracked.Totals By Year
Population(s) Served
LGBTQ people, Children and youth, Ethnic and racial groups
Related Program
Camp Laurel
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Maximum number of participants allowed to attend conferences
This metric is no longer tracked.Totals By Year
Population(s) Served
LGBTQ people, Children and youth, Ethnic and racial groups
Related Program
Camp Laurel
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of children who have knowledge of quantitative concepts, spatial relationships, and sequencing. Children show interest and the ability to apply measuring, categorizing, and sequencing in real-life situations.
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of students per teacher during the reporting period
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of program participants who receive a secondary school diploma or GED
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
Number of new grants received
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
Number of health outcomes improved
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
Median grant amount
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of students demonstrating responsible behaviors and work habits
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
Number of participants who would recommend program to others
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of participants changing undesirable behavior, as reported by experts
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
Number of students who demonstrate the desire to succeed in the academic setting
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Estimate
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?
Our programs meet the community need for mental health care and education while helping tackle\\nthe social challenges of HIV/AIDS and gender identity, ultimately enhancing positive youth\\ndevelopment. This then leads to empowered youth who prevent new HIV infections by educating\\npeers and practicing health behaviors. Youth have increased self-worth and non-longer want to\\nparticipate in at-risk behaviors.\\nOur unique program removes the youth from their daily routine and creates a safe space with peers,\\nsupported by mental health volunteers to just be themselves. Surrounded by nature, they are taught\\nimportant life skills, challenged to push perceived limitations, and ultimately growing in ways they\\nnever would have otherwise. The program helps to empower the youth to make positive life choices,\\neducate them on HIV and trans rights, empowering them to teach their peers and community about\\nHIV/AIDS and gender identity.
What are the organization's key strategies for making this happen?
The Laurel Foundation programs are tailored to the unique social, emotional and physical needs of\\nchildren and youth affected by HIV/AIDS and transgender youth, meshing a strong support system\\nwith the development of concrete skill building that puts them on the path to becoming independent,\\nself-sufficient, productive citizens of society. We create educational and emotionally safe\\nenvironments that support the mental and physical welfare of participants helping them to cultivate\\nstrong peer support networks while building the key life-skills they need to succeed. Our funding\\nrequest is for the implementation of our year-round resident and day camp programs for 500 youth\\nliving with HIV (3-17) and transgender youth (10-17).
What are the organization's capabilities for doing this?
The Laurel Foundation has over 45 years of combined resident camp experience working with youth with special needs. With over 250 volunteers annually, our strength is listening to the changing needs of our population served and supporting them through impactful, intentional programming.
What have they accomplished so far and what's next?
Founded in 1993, The Laurel Foundation has grown from a small summer camp program for 14 HIV/AIDS children to a year-round camp program serving over 736 children, youth, and families affected by HIV/AIDS\\nand transgender/gender diverse youth. \\n\\nOur goals are to continue serving youth affected by HIV/AIDS and transgender/gender diverse youth, expanding our programs and partnerships with community leaders.
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?
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, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
5.17
Months of cash in 2021 info
1.9
Fringe rate in 2021 info
19%
Funding sources info
Assets & liabilities info
Camp Laurel Foundation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Camp Laurel Foundation
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 Camp Laurel Foundation’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 | -$8,759 | $45,097 | -$10,986 | $48,452 | $65,554 |
| As % of expenses | -0.9% | 6.2% | -1.1% | 7.7% | 7.5% |
| Unrestricted surplus (deficit) after depreciation | -$9,374 | $44,604 | -$11,417 | $48,452 | $65,554 |
| As % of expenses | -1.0% | 6.1% | -1.1% | 7.7% | 7.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $964,240 | $777,305 | $1,000,832 | $680,808 | $943,578 |
| Total revenue, % change over prior year | 8.9% | -19.4% | 28.8% | -32.0% | 38.6% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $972,956 | $732,208 | $1,011,818 | $632,357 | $876,775 |
| Total expenses, % change over prior year | 10.5% | -24.7% | 38.2% | -37.5% | 38.7% |
| Personnel | 23.2% | 26.7% | 20.6% | 42.9% | 30.8% |
| Professional fees | 2.5% | 1.9% | 1.4% | 28.8% | 21.7% |
| Occupancy | 0.0% | 0.0% | 0.0% | 2.9% | 2.3% |
| 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 | 74.3% | 71.4% | 78.0% | 25.5% | 45.2% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $973,571 | $732,701 | $1,012,249 | $632,357 | $876,775 |
| One month of savings | $81,080 | $61,017 | $84,318 | $52,696 | $73,065 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,054,651 | $793,718 | $1,096,567 | $685,053 | $949,840 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.6 | 2.0 | 1.4 | 2.9 | 1.9 |
| Months of cash and investments | 1.6 | 2.0 | 1.4 | 2.9 | 1.9 |
| Months of estimated liquid unrestricted net assets | 1.2 | 2.4 | 1.6 | 3.5 | 3.4 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $128,840 | $120,567 | $115,539 | $151,179 | $137,087 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $1,168 | $58,332 | $45,000 | $46,000 | $137,000 |
| Gross land, buildings, equipment (LBE) | $41,788 | $41,788 | $41,788 | $41,788 | $41,788 |
| Accumulated depreciation (as a % of LBE) | 97.8% | 99.0% | 100.0% | 100.0% | 100.0% |
| Liabilities (as a % of assets) | 23.3% | 19.2% | 16.8% | 9.6% | 9.7% |
| Unrestricted net assets | $100,359 | $144,963 | $133,546 | $181,998 | $247,552 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $100,359 | $144,963 | $133,546 | $181,998 | $247,552 |
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
CEO
Ms. Margot Anderson
Margot Anderson brings to the Board of Directors over 20 years of business management, 27 years of camp management (27 of which are specifically in HIV and AIDS and three working with transgender / gender diverse youht). Ms. Anderson has been honored with numerous awards, such as the City of Hope Hero Award, The Los Angeles Treasure Award, Being Alive Spirt of Hope Award, and the American Hero Award.\\nMs. Anderson is the Founder and President of Camp Laurel and has been featured on the Oprah Show, NBC News, ABC News, and in Kiplingers Business Magazine, BUZZ Magazine, Los Angeles Magazine, In Style Magazine, and Parenting Magazine.
Number of employees
Source: IRS Form 990
Camp Laurel Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Camp Laurel Foundation
Board of directorsas of 05/04/2023
Board of directors data
Mr. Sam Leslie
LEA Accountancy
Term: 2014 - 2025
Sam Leslie
LEA Accountancy
Margot Anderson
Founder/CEO - The Laurel Foundation
Lisa Stangl
UCSD Treatment Center, HIV Specialist
Luis Gonzalez
DirectedLink
Natalie Sofer
Natalie Sofer Events
Jordan Held
LCSW
Mark Moralez
Printing Palace
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
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 08/27/2020GuideStar 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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