Urban Youth Impact 
The information on this page was last updated 5/29/2023. If you see errors or omissions, please email: [email protected]
Summary
Urban Youth Impact is on a mission to love, equip, and empower inner-city youth to fulfill their God-given purpose. With your help, we are able to provide a continuum of services in literacy, leadership, and the Lord to inner-city youth in our local community.
Contact information
Mailing address:
Urban Youth Impact
2823 N Australian Ave
West Palm Beach, FL 33407
Website: urbanyouthimpact.com
Phone: 561-832-9220
Email: [email protected]
Organization details
EIN: 911901103
CEO/President: Chris Tress
Chairman: Brian McPherson / Rob Morris
Board size: 8
Founder: Bill Hobbs
Ruling year: 1998
Tax deductible: Yes
Fiscal year end: 08/31
Member of ECFA: Yes
Member of ECFA since: 2009
Purpose
Founded in 1997, Urban Youth Impact is the only faith-based organization serving the most at-risk inner-city youth in Palm Beach County, primarily through an award-winning after-school program. They are loved through trusting relationships, equipped with academics to succeed in school, empowered with leadership skills to begin successful careers, their potential is expanded by discovering artistic and creative talents, and they are guided to discover their purpose in life.
Each week more than 300 inner-city youth are loved, equipped and empowered by this ministry and its funding partners through award-winning signature programs The Leadership Academy (TLA),
Reframe and CREATE.
The primary focus is in neighborhoods identified by Children's Services Council as areas with the most at-risk children based on indicators such as poverty levels, school readiness, graduation rates, teen birth rates, percent of children on free/reduced lunch and the evidence of fatherlessness. Areas include West Palm Beach's Tamarind Avenue corridor and sections of Riviera Beach.
Mission statement
We exist to love, equip and empower inner-city youth to fulfill their God-given purpose.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 879 of 1104 | 100 of 122 |
| Fund acquisition rating | | 928 of 1105 | 93 of 122 |
| Resource allocation rating | | 213 of 1105 | 47 of 122 |
| Asset utilization rating | | 1094 of 1104 | 119 of 122 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 11% | 8% | 15% | 14% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 10% | 7% | 14% | 12% | 11% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 87% | 92% | 93% | 82% | 89% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 9% | 8% | 16% | 14% | 13% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 13% | 8% | 7% | 18% | 11% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 84% | 87% | 69% | 67% | 74% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 110% | 97% | 89% | 85% | 82% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 92% | 85% | 61% | 57% | 61% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | -10% | 3% | 11% | 15% | 18% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | -5% | 1% | 5% | 6% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 7% | 5% | 16% | 20% | 13% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.84 | 0.51 | 0.42 | 0.37 | 0.36 | 0.33 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.76 | 16.63 | 7.55 | 4.44 | 6.62 | 6.37 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.77 | 8.41 | 3.14 | 1.65 | 2.35 | 2.13 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.67 | 13.57 | 12.20 | 12.94 | 34.30 | 5726.26 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.07 | 0.08 | 0.08 | 0.03 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.08 | 1.32 | 3.50 | 6.71 | 4.95 | 5.63 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 3% | 6% | 6% | 1% | 8% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 1% | 2% | 0% | 0% | 7% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 101% | 191% | 225% | 252% | 279% | 276% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $325,527 | $769,812 | $1,510,999 | $884,186 | $1,117,175 |
| Receivables, inventories, prepaids | $103,894 | $263,506 | $216,660 | $200,000 | $16,625 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $429,421 | $1,033,318 | $1,727,659 | $1,084,186 | $1,133,800 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $6,712,357 | $6,769,893 | $5,940,545 | $6,088,691 | $6,084,458 |
| Other long-term assets | $0 | $0 | $0 | $2,252 | $2,368 |
| Total long-term assets | $6,712,357 | $6,769,893 | $5,940,545 | $6,090,943 | $6,086,826 |
| Total assets | $7,141,778 | $7,803,211 | $7,668,204 | $7,175,129 | $7,220,626 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $31,647 | $84,675 | $133,539 | $31,610 | $198 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $31,647 | $84,675 | $133,539 | $31,610 | $198 |
| Debt | $100,104 | $150,000 | $0 | $0 | $485,305 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $92,974 | $270,587 | $332,293 | $33,443 | $58,692 |
| Total long-term liabilities | $193,078 | $420,587 | $332,293 | $33,443 | $543,997 |
| Total liabilities | $224,725 | $505,262 | $465,832 | $65,053 | $544,195 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $6,653,809 | $6,480,681 | $5,779,551 | $6,277,274 | $5,713,016 |
| With donor restrictions | $263,244 | $817,268 | $1,422,821 | $832,802 | $963,415 |
| Net assets | $6,917,053 | $7,297,949 | $7,202,372 | $7,110,076 | $6,676,431 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $2,873,747 | $3,082,296 | $2,962,225 | $2,442,543 | $2,619,523 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $157 | $3,599 | $0 | $687 | $489 |
| Other revenue | $423,395 | $259,006 | $234,931 | $542,462 | $336,172 |
| Total other revenue | $423,552 | $262,605 | $234,931 | $543,149 | $336,661 |
| Total revenue | $3,297,299 | $3,344,901 | $3,197,156 | $2,985,692 | $2,956,184 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $3,045,996 | $2,834,107 | $1,955,622 | $1,700,387 | $1,794,974 |
| Management and general | $241,243 | $165,367 | $449,491 | $503,520 | $306,685 |
| Fundraising | $325,960 | $249,850 | $447,384 | $348,140 | $315,142 |
| Total expenses | $3,613,199 | $3,249,324 | $2,852,497 | $2,552,047 | $2,416,801 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($315,900) | $95,577 | $344,659 | $433,645 | $539,383 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($315,900) | $95,577 | $344,659 | $433,645 | $539,383 |
Compensation
| Name | Title | Compensation |
| Christopher Tress | President | $55,350 |
| Williams Hobbs | Founder | $44,169 |
Compensation data as of: 8/31/2022
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 5/29/2023. To update the information below, please email: [email protected]
History
Knowing God was calling him to minister to inner-city youth, Founder Bill Hobbs left his professional golf career in 1988, which included working for Jack Nicklaus, to work with at-risk youth in Palm Beach County. In 1997, he and his wife, Kerry, took another leap of faith by starting Urban Youth Impact.
It all began with Bill simply loading up his old station wagon with food and sports equipment, finding an empty lot in the inner-city of West Palm Beach, and inviting neighborhood boys to play ball. Overtime Bill found himself with the same 25 boys every week who would ask each other, "I'm going 'to Bill,' are you going 'to Bill?" Pick-up games led to camping trips and home visits, and many opportunities to share God's love. Because of his consistent compassion for the community, Bill became a trusted friend and father figure to the residents of Tamarind Avenue - one of the highest crime-ridden neighborhoods in the county.
Because of Bill's heart for these kids, his vision for how to reach them, a faithful group of committed supporters and God's faithfulness, Urban Youth Impact has grown into a highly respected and trusted faith-based non-profit ministry. "Mr. Bill," as he is known to thousands of urban youth, remains committed today to help raise necessary funds to support the leadership and vision of President/CEO Chris Tress.
Program accomplishments
2019 - Nonprofits First renewed Urban Youth Impact's Excellence in Nonprofit Management accreditation for the next 2 years, one of only 25 nonprofits in Palm Beach County to receive this accreditation out of approximately 6,000 nonprofits county-wide.
2019 - A City Proclamation was awarded by West Palm Beach Mayor Muoio to Urban Youth Impact for its 22+ year commitment and dedication to the Tamarind Avenue community.
2015 - Chick-fil-A chose Urban Youth Impact as the True Inspiration Award winner.
2013 - Extraordinary Charities of Palm Beach County recognized Urban Youth Impact for its excellent work among inner-city youth.
2012 - Bank of America presented Urban Youth Impact with the Neighborhood Builders Program award.
2010 - The Town of Palm Beach United Way and the United Way of Palm Beach County declared Urban Youth Impact a member agency.
2009 - The Evangelical Council for Financial Accountability (ECFA) accredited Urban Youth Impact's ongoing status as a trusted Christian ministry.
2006 - The City of West Palm Beach and Mayor Lois Frankel honored Urban Youth Impact with the City's Best Faith-Based/Nonprofit Outreach award.
2002 - The Nonprofit Resource Institute awarded Urban Youth Impact the Crystal Palm Award for Outstanding Emerging Nonprofit Organization.