Urban Youth Impact 
The information on this page was last updated 10/27/2025. 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: Joe Morrison/Andrew Cornell
Board size: 11
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 (UYI) is the only faith-based organization dedicated to serving the most at-risk inner-city youth in Palm Beach County. Through its private school, after-school programs, and community outreaches, UYI helps children rise out of disadvantage, develop a relationship with the Lord, see new possibilities for their lives, commit to their education, and gain career readiness skills.
Carver Christian Academy (CCA), UYI's private school, emphasizes both academic excellence and character growth. The Leadership Academy (TLA), UYI's after-school program, extends this work by offering experiential electives in music, cooking, science, technology, arts, sports, and math through its signature CREATE initiative (Connecting, Restoring, Empowering Artists through Experiences). Reframe supports students from 8th grade through college freshmen with post-secondary planning, leadership development, life and job skills, and internships.
Each week, inner-city youth are supported through trusting relationships, equipped academically to succeed in school, empowered with leadership skills for future careers, and guided to discover their purpose in life.
UYI focuses its efforts on neighborhoods identified by the Children's Services Council as having the highest concentrations of at-risk children, based on indicators such as poverty, school readiness, graduation rates, teen birth rates, percent of children on free/reduced lunch, and fatherlessness. These areas include West Palm Beach's Tamarind Avenue corridor and parts of Riviera Beach.
Mission statement
We exist to love, equip and empower inner-city youth to fulfill their God-given purpose.
Statement of faith
We believe the Bible to be the inspired, inerrant, and infallible authoritative Word of God.
We believe that there is one God, eternally existent in the three persons, Father, Son, and Holy Spirit.
We believe in the deity of our Lord Jesus Christ, in His virgin birth, in His sinless life, in His miracles, in His vicarious and atoning death through His shed blood, in His bodily resurrection, in His ascension to the right hand of the Father, and His personal return to power and glory.
We believe that for the salvation of the lost and sinful man, regeneration by the Holy Spirit is absolutely essential.
We believe it is through the indwelling Ministry of the Holy Spirit that the Christian is enabled to live a godly life.
We believe in the resurrection of both the saved and lost; they that are saved unto the resurrection of life and they that are lost unto the resurrection of damnation.
We believe in the spiritual unity of believers in Christ.
We believe God created the human race genders as male and female, established by physical birth, and marriage is a relationship between one male and one female.
Articles
| 7/10/2026 | Leading the Way, Fellowship Christian School Resign from ECFA |
| 12/5/2025 | What Matters Ministries & Missions, Your Move Collective Drop to Zero Stars |
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 474 of 1420 | 68 of 183 |
| Fund acquisition rating | | 13 of 1420 | 7 of 183 |
| Resource allocation rating | | 492 of 1420 | 70 of 183 |
| Asset utilization rating | | 1248 of 1421 | 171 of 183 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 5% | 6% | 10% | 11% | 8% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 4% | 6% | 9% | 10% | 7% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 91% | 93% | 93% | 87% | 92% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 5% | 8% | 9% | 9% | 8% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 9% | 7% | 7% | 13% | 8% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 85% | 82% | 82% | 84% | 87% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 89% | 72% | 108% | 110% | 97% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 76% | 59% | 88% | 92% | 85% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 11% | 28% | -8% | -10% | 3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 7% | 5% | 16% | -4% | -5% | 1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 10% | 10% | 10% | 7% | 5% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.53 | 0.38 | 0.39 | 0.49 | 0.51 | 0.42 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.06 | 7.97 | 13.70 | 23.86 | 16.63 | 7.55 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.80 | 2.99 | 5.29 | 11.58 | 8.41 | 3.14 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 2.80 | 161.80 | 2.73 | 7.44 | 13.57 | 12.20 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.35 | 0.01 | 0.37 | 0.13 | 0.07 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 3.98 | 1.44 | 0.90 | 1.32 | 3.50 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 29% | 5% | 6% | 5% | 3% | 6% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 3% | 2% | 2% | 1% | 2% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 118% | 253% | 243% | 195% | 191% | 225% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $664,022 | $560,043 | $224,609 | $325,527 | $769,812 |
| Receivables, inventories, prepaids | $440,429 | $62,393 | $71,037 | $103,894 | $263,506 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,104,451 | $622,436 | $295,646 | $429,421 | $1,033,318 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $7,702,586 | $7,905,561 | $6,759,241 | $6,712,357 | $6,769,893 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $7,702,586 | $7,905,561 | $6,759,241 | $6,712,357 | $6,769,893 |
| Total assets | $8,807,037 | $8,527,997 | $7,054,887 | $7,141,778 | $7,803,211 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $6,826 | $227,963 | $39,719 | $31,647 | $84,675 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $6,826 | $227,963 | $39,719 | $31,647 | $84,675 |
| Debt | $300,000 | $173,264 | $151,230 | $100,104 | $150,000 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $125,673 | $142,436 | $186,828 | $92,974 | $270,587 |
| Total long-term liabilities | $425,673 | $315,700 | $338,058 | $193,078 | $420,587 |
| Total liabilities | $432,499 | $543,663 | $377,777 | $224,725 | $505,262 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $7,478,285 | $7,469,190 | $6,112,903 | $6,653,809 | $6,480,681 |
| With donor restrictions | $896,253 | $515,144 | $564,207 | $263,244 | $817,268 |
| Net assets | $8,374,538 | $7,984,334 | $6,677,110 | $6,917,053 | $7,297,949 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $3,367,120 | $4,284,659 | $2,953,967 | $2,873,747 | $3,082,296 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $12,296 | $4,081 | ($795) | $157 | $3,599 |
| Other revenue | $317,928 | $310,060 | $230,920 | $423,395 | $259,006 |
| Total other revenue | $330,224 | $314,141 | $230,125 | $423,552 | $262,605 |
| Total revenue | $3,697,344 | $4,598,800 | $3,184,092 | $3,297,299 | $3,344,901 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $2,815,502 | $2,693,021 | $2,793,887 | $3,045,996 | $2,834,107 |
| Management and general | $325,973 | $321,092 | $333,215 | $241,243 | $165,367 |
| Fundraising | $165,665 | $277,463 | $296,933 | $325,960 | $249,850 |
| Total expenses | $3,307,140 | $3,291,576 | $3,424,035 | $3,613,199 | $3,249,324 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $390,204 | $1,307,224 | ($239,943) | ($315,900) | $95,577 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $390,204 | $1,307,224 | ($239,943) | ($315,900) | $95,577 |
Compensation
| Name | Title | Compensation |
| Christopher Tress | President | $63,296 |
Compensation data as of: 8/31/2025
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 10/27/2025. 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.