Civic Intelligence

Youth Empowerment Through Learning Leading and Serving Inc.

990 • Fiscal year 2025 • EIN 27-0900525

Jul 01, 2024 to Jun 30, 2025 • Filed on Mar 26, 2026

1156 Piedmont Avenue NE B6Atlanta, GA 30309

(678) 895-2854

Siviq Scores

Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.

Liabilities / Assets

51st percentile

0.07x

Higher debt load relative to assets than 51% of similar nonprofits.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2025

Liabilities / Revenue

39th percentile

0.04x

Higher debt load relative to revenue than 39% of similar nonprofits.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2025

Net Margin

60th percentile

9.9%

Higher net margin than 60% of similar nonprofits.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2025

Top Officer Pay

42nd percentile

$0

Higher top officer pay than 42% of similar nonprofits.

Top officer pay equals 0.0% of source-year revenue.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2025

Asset Growth

81st percentile

20%

Faster asset growth than 81% of similar nonprofits.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2024 to 2025

Revenue Growth

71st percentile

19%

Faster revenue growth than 71% of similar nonprofits.

2025 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2024 to 2025

Assets

Up

$799,889

Up $133,187 (+20%) from 2024

Net Assets

Up

$745,976

Up $139,313 (+23%) from 2024

Liabilities

Down

$53,913

Down $6,126 (-10%) from 2024

Revenue

Up

$1,405,462

Up $228,282 (+19%) from 2024

Expenses

Up

$1,266,149

Up $172,779 (+16%) from 2024

Net Income

Up

$139,313

Up $55,503 (+66%) from 2024

Historical Trend

Balance Sheet Trend

The highlighted filing sits inside the broader history for assets, liabilities, and net assets.

$800K$600K$400K$200K$0Assets 2014: $94,628Liabilities 2014: $4,853Net Assets 2014: $89,7752014Assets 2015: $207,547Liabilities 2015: $6,271Net Assets 2015: $201,2762015Assets 2016: $210,369Liabilities 2016: $6,271Net Assets 2016: $204,0982016Assets 2017: $181,988Liabilities 2017: $6,271Net Assets 2017: $175,7172017Assets 2018: $260,524Liabilities 2018: $68,284Net Assets 2018: $192,2402018Assets 2019: $259,605Liabilities 2019: $41,268Net Assets 2019: $218,3372019Assets 2021: $356,241Liabilities 2021: $103,838Net Assets 2021: $252,4032021Assets 2022: $414,961Liabilities 2022: $74,675Net Assets 2022: $340,2862022Assets 2023: $572,616Liabilities 2023: $49,763Net Assets 2023: $522,8532023Assets 2024: $666,702Liabilities 2024: $60,039Net Assets 2024: $606,6632024Assets 2025: $799,889Liabilities 2025: $53,913Net Assets 2025: $745,9762025

Highlighted filing

2025

Assets$799,889
Liabilities$53,913
Net Assets$745,976

Operations Trend

Revenue, expenses, and net income across loaded years, with this filing highlighted.

$1.5M$1.0M$500K$0-$500KRevenue 2014: $255,660Expenses 2014: $210,642Net Income 2014: $45,0182014Revenue 2015: $458,202Expenses 2015: $344,255Net Income 2015: $113,9472015Revenue 2016: $472,040Expenses 2016: $469,218Net Income 2016: $2,8222016Revenue 2017: $414,444Expenses 2017: $442,825Net Income 2017: -$28,3812017Revenue 2018: $540,707Expenses 2018: $524,184Net Income 2018: $16,5232018Revenue 2019: $596,939Expenses 2019: $570,842Net Income 2019: $26,0972019Revenue 2021: $588,074Expenses 2021: $565,381Net Income 2021: $22,6932021Revenue 2022: $695,100Expenses 2022: $663,719Net Income 2022: $31,3812022Revenue 2023: $988,275Expenses 2023: $805,708Net Income 2023: $182,5672023Revenue 2024: $1,177,180Expenses 2024: $1,093,370Net Income 2024: $83,8102024Revenue 2025: $1,405,462Expenses 2025: $1,266,149Net Income 2025: $139,3132025

Highlighted filing

2025

Revenue$1,405,462
Expenses$1,266,149
Net Income$139,313
Jump To
Filing Snapshot
Filing Period
Jul 1, 2024 to Jun 30, 2025
Signed
Mar 26, 2026
Return Version
2024v5.0
Gross Receipts
$1,405,462
Mission and Program Overview

Mission

The organization empowers youth to rise as active, healthy, and productive servant-leaders within thier communities.

Balance Sheet Detail
LineBeginningEndChange
Assets
Cash and Non-Interest-Bearing Accounts$412,511$608,681▲ $196,170
Pledges and Grants Receivable$175,950$115,374▼ $60,576
Land, Buildings, and Equipment, Net$78,241$75,834▼ $2,407
Total Assets$666,702$799,889▲ $133,187
Liabilities
Other Liabilities$53,936$47,813▼ $6,123
Accounts Payable and Accrued Expenses$6,103$6,100▼ $3
Total Liabilities$60,039$53,913▼ $6,126
Net Assets / Fund Balance
Net Assets With Donor Restrictions$344,463$382,441▲ $37,978
Net Assets Without Donor Restrictions$262,200$363,535▲ $101,335
Total Net Assets Fund Balance$606,663$745,976▲ $139,313
Total Liabilities and Net Assets / Fund Balance$666,702$799,889▲ $133,187

Asset Categories

AssetBook ValueDepreciationBasis
Leasehold Improvements$75,834$20,883$96,717
Compensation and Service Providers

Board Members and Trustees

NameTitle
Ana Bridget ReyesChairperson
GEORGE O'DONNELLBoard Member
M Lorena BeltranBoard Member
Richard LeonBoard Member
Dr Ruthie YowSecretary
Kevin KeefeTreasurer
Revenue and Support

Revenue Composition

Contributions and Grants
$1,405,462
Program Service Revenue
$0
Investment Income
$0
Other Revenue
$0
All Other Contributions
$1,168,555
Change in Net Assets
$139,313

Noncash Contribution Practices

Property subject to holding requirements
No
Reviewed unusual noncash gifts
No
Third parties used for noncash contributions
No

Noncash Contributions

Contribution TypeContribution CountReported Amount
Other Non Cash Contri Table5$475,356
Total Noncash Contributions5$475,356

Audited Revenue Reconciliation

Revenue per Audited Statements
$1,405,462
Total Revenue per Audited Statements
$1,405,462
Total Revenue per Form 990
$1,405,462
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Other Expenses$660,739
Salaries, Compensation, and Employee Benefits$605,410
Total Fundraising Expense$10,632
Grants and Similar Amounts Paid$0
Professional Fundraising Fees$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Other Salaries and Wages$491,312$54,119$9,486$554,917
Occupancy$82,439$1,100-$83,539
Payroll Taxes$28,711$3,616$646$32,973
All Other Expenses$9,492$8,302-$17,794
Other Employee Benefits$15,141$2,379-$17,520
Other Expenses$2,680$12,020$500$15,200
Insurance$8,024$2,013-$10,037
Office Expenses$7,462$1,169-$8,631
Travel$3,599--$3,599
Information Technology$2,831$687-$3,518
Depreciation Depletion$2,407--$2,407
Total Functional Expenses$1,165,102$90,415$10,632$1,266,149

Audited Expense Reconciliation

Line ItemAmount
Expenses per Audited Statements$1,266,149
Total Expenses per Audited Statements$1,266,149
Total Expenses per Form 990$1,266,149
Fundraising, Events, and Gaming
Fundraising activities
No
Gaming activities
No
Professional fundraiser used
No

Fundraising and Gaming Totals

Line ItemAmount
Professional Fundraising Fees$0
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
No
Subject to proxy tax
No
Insider Transactions and Loans

Interested-Person Transactions

Interested PartyRelationshipDescriptionShared RevenueAmount
Kevin KeefeOfficerMarriedNo-
Laura KeefeExecutive Direc-No-
Debt and Bond Financing

Other Reported Liabilities

LiabilityAmount
Accrued Payroll$47,813
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Audit committee
Yes
Business relationship with 35% controlled entity
No
Business relationship with family members
Yes
Business relationship with organization members
No
Material changes to governing documents
No
Compensation from other sources disclosed
No
CEO compensation reviewed
Yes
Other officer compensation reviewed
No
Conflict-of-interest policy
Yes
Audited financial statements prepared
No
Key decisions subject to board approval
No
Management duties delegated
No

Governance Explanations

Form 990, Page 6, Part VI, Line 2

Kevin keefe laura keefe officer executive di married

Form 990, Page 6, Part VI, Line 11B

Form 990 is distributed to board memebers to review prior to filing.

Form 990, Page 6, Part VI, Line 12C

In their capacity as directors, the members of the board of directors (the "board") of the organization must act at all times in the best interest of the organization. The purpose of the conflict of interest policy is to protect the interests of the organization as an exempt organization, when it is comtemplating entering into a transaction or arragnement that might benefit the private interests of an officer or director of the organization, or might result in a possible excess benefit transaction.

Form 990, Page 6, Part VI, Line 15A

The board of directors approves the salary for staff in accordance with a budget presented to and approved annually by the board of directors.

Form 990, Page 6, Part VI, Line 19

Governing documents available to the public upon request.

Filing and Contact Details

Filer

Filer Name
Youth Empowerment Through Learning
EIN
27-0900525
Phone
6788952854
Address
1156 PIEDMONT AVENUE NE B6, ATLANTA, GA 30309
Doing Business As
Yells Inc

Signing Officer

Name
Laura Keefe
Title
Executive Director
Phone
6788952854
Signed
2026-03-26
Discuss with paid preparer
Yes

Organization Details

Principal Officer
Laura Keefe
Formed
2010
Voting Board Members
6
Independent Board Members
6
Employees
31
Volunteers
167

Preparer

Firm
Christy L Reeves CPA LLC
Address
1216 DAWSON ROAD SUITE 212C, ALBANY, GA 31707
Preparer
Christy L Reeves CPA
Phone
2292556072
Supplemental Narrative

Additional Explanations

Form 990, Page 2, Part III, Line 4A

The yells afterschool program provided positive youth development, including leadership, art, recreation, character building, service learning, and academic support for 49 elementary youth daily. The yells model engages the entire family through parent volunteering and participation in educational and community-building workshops. Our work fills learning gaps, bolsters social-emotional development, supports mental health, prepares youth for career and life, and builds connections and social capital for families. Eighty-four percent (41/49) of yells afterschool program youth with data improved by one letter grade or more or maintained an a or b in math or language arts in 2024-2025. Additionally, 100% (49/49) were promoted on grade level. Parents noticed improvements in their children's academic success as well, with 85% reporting that yells is helping their child complete and turn in homework on time. Youth also demonstrated growth in self-esteem and confidence, with 85% of yells afterschool program youth reporting that they feel better about themselves because of the yells program. Furthermore, youth developed social emotional skills, with 89% saying that yells has helped them feel like a leader and 92% indicating a growth mindset after the yells program. Yells also made a difference for parents, with 94% reporting that their family's involvement in yells has increased their success as a parent.

Form 990, Page 2, Part III, Line 4B

Yells marked its first program expansion in the spring of 2024, bringing its proven place-based and asset-driven model to a new community through the launch of the fair oaks yells youth program, offering the first-ever afterschool program at the school. Yells grew this pilot of 9 youth to serve 46 students daily in the 2024-2025 school year. Our strong partnership with the school and teachers, allowed us to provide targeted academic interventions that resulted in 95% of our students being promoted on grade level and 85% improving by a letter grade or maintaining an a or b in math or english language arts. We saw incredible gains as youth were able to discover their skills and grow their leadership as they learned and applied skills to uplift their neighborhood. Youth developed project management skills, practiced projection and positive body language, wrote proposal letters, learned to network, and more as they led community outreach projects including spreading joy through giving handmade paper flowers out in their neighborhood, leading a free lemonade stand to unite neighbors, and organizing a family festival. Once shy students blossomed into confident community leaders. Youth surveys revealed that 91% of fair oaks yells youth reported feeling better about themselves because of the yells program and 88% said they made better choices because of yells. The program had incredible impact with parents as well, with 97% of parents reporting that the yells program helps them feel more connected to their community and 92% learning 3+ strategies to support their child at home.

Form 990, Page 2, Part III, Line 4C

In 2024-2025, the yells community action caf equipped 18 teens with real- world business and leadership skills as they managed their caf as a hub for community-wide education, engagement, and empowerment. Yells teens have become career-ready, developing resumes and applying business and life skills as they engaged neighbors in youth-led events and community- building. In 2024-2025 yells teens networked with local elected officials and community partners about the priorities for their community during a "community caravan" event, hosted and asked thoughtful questions during a police town hall, led a trunk or treat family event, and planned a "movies under the stars" outdoor movie night for the community. The youth's projects strengthen community bonds, foster a sense of neighborhood pride, and lead to long-term change as youth and their families believe in their ability to overcome challenges, develop support networks, achieve success in school, graduate ready for college and career, open the door to economic mobility, and continue to reinvest in their community. Through a partnership with cobbworks, we provided 11 teens and 8 college students with authentic job training through a paid work experience at yells. Teens excelled academically as well. One hundred percent (18/18) of teens enrolled during the school year were promoted on grade level, and 100% of yells seniors graduated. All this resulted in 94% of teens reporting that they believed they had made a positive impact on their community and 100% reporting that they had gained 3+ soft skills through yells. Additionally, parents saw the impact, with 82% saying yells is helping their teen to show more care and kindness and 100% reporting that they were satisfied or very satisfied with the yells program.

Form 990, Page 2, Part III, Line 4D

Yells offered a 45 hour/week, fully-day yells summer camp for elementary school youth. Youth enjoyed an engaging and educational summer with daily affirmations, steam activities, book clubs, sports, team challenges, and choice clubs. We kept youth moving and learning through fieldtrips to adventure air, barnes & noble, and a skating rink. Yells parents learned strategies for promoting literacy at home through our "books and breakfast" workshops for youth and parents hosted each morning before summer camp. Teens also enjoyed an action-packed summer with fieldtips, leadership workshops, and paid work experience as junior staff in the youth program. Expenses noted in this category included in-kind contributions used to support all yells programs and impact.

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IRS990/ProgSrvcAccomActy2Grp/Desc0YELLS MARKED ITS FIRST PROGRAM EXPANSION IN THE SPRING OF 2024, BRINGING ITS PROVEN PLACE-BASED AND ASSET-DRIVEN MODEL TO A NEW COMMUNITY THROUGH THE LAUNCH OF THE FAIR OAKS YELLS YOUTH PROGRAM, OFFERING THE FIRST-EVER AFTERSCHOOL PROGRAM AT THE SCHOOL. YELLS GREW THIS PILOT OF 9 YOUTH TO SERVE 46 STUDENTS DAILY IN THE 2024-2025 SCHOOL YEAR. OUR STRONG PARTNERSHIP WITH THE SCHOOL AND TEACHERS, ALLOWED US TO PROVIDE TARGETED ACADEMIC INTERVENTIONS THAT RESULTED IN 95% OF OUR STUDENTS BEING PROMOTED ON GRADE LEVEL AND 85% IMPROVING BY A LETTER GRADE OR MAINTAINING AN A OR B IN MATH OR ENGLISH LANGUAGE ARTS. WE SAW INCREDIBLE GAINS AS YOUTH WERE ABLE TO DISCOVER THEIR SKILLS AND GROW THEIR LEADERSHIP AS THEY LEARNED AND APPLIED SKILLS TO UPLIFT THEIR NEIGHBORHOOD. YOUTH DEVELOPED PROJECT MANAGEMENT SKILLS, PRACTICED PROJECTION AND POSITIVE BODY LANGUAGE, WROTE PROPOSAL LETTERS, LEARNED TO NETWORK, AND MORE AS THEY LED COMMUNITY OUTREACH PROJECTS INCLUDING SPREADING JOY THROUGH GIVING HANDMADE PAPER FLOWERS OUT IN THEIR NEIGHBORHOOD, LEADING A FREE LEMONADE STAND TO UNITE NEIGHBORS, AND ORGANIZING A FAMILY FESTIVAL. ONCE SHY STUDENTS BLOSSOMED INTO CONFIDENT COMMUNITY LEADERS. YOUTH SURVEYS REVEALED THAT 91% OF FAIR OAKS YELLS YOUTH REPORTED FEELING BETTER ABOUT THEMSELVES BECAUSE OF THE YELLS PROGRAM AND 88% SAID THEY MADE BETTER CHOICES BECAUSE OF YELLS. THE PROGRAM HAD INCREDIBLE IMPACT WITH PARENTS AS WELL, WITH 97% OF PARENTS REPORTING THAT THE YELLS PROGRAM HELPS THEM FEEL MORE CONNECTED TO THEIR COMMUNITY AND 92% LEARNING 3+ STRATEGIES TO SUPPORT THEIR CHILD AT HOME.
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IRS990/ProgSrvcAccomActy3Grp/Desc0IN 2024-2025, THE YELLS COMMUNITY ACTION CAF EQUIPPED 18 TEENS WITH REAL- WORLD BUSINESS AND LEADERSHIP SKILLS AS THEY MANAGED THEIR CAF AS A HUB FOR COMMUNITY-WIDE EDUCATION, ENGAGEMENT, AND EMPOWERMENT. YELLS TEENS HAVE BECOME CAREER-READY, DEVELOPING RESUMES AND APPLYING BUSINESS AND LIFE SKILLS AS THEY ENGAGED NEIGHBORS IN YOUTH-LED EVENTS AND COMMUNITY- BUILDING. IN 2024-2025 YELLS TEENS NETWORKED WITH LOCAL ELECTED OFFICIALS AND COMMUNITY PARTNERS ABOUT THE PRIORITIES FOR THEIR COMMUNITY DURING A "COMMUNITY CARAVAN" EVENT, HOSTED AND ASKED THOUGHTFUL QUESTIONS DURING A POLICE TOWN HALL, LED A TRUNK OR TREAT FAMILY EVENT, AND PLANNED A "MOVIES UNDER THE STARS" OUTDOOR MOVIE NIGHT FOR THE COMMUNITY. THE YOUTH'S PROJECTS STRENGTHEN COMMUNITY BONDS, FOSTER A SENSE OF NEIGHBORHOOD PRIDE, AND LEAD TO LONG-TERM CHANGE AS YOUTH AND THEIR FAMILIES BELIEVE IN THEIR ABILITY TO OVERCOME CHALLENGES, DEVELOP SUPPORT NETWORKS, ACHIEVE SUCCESS IN SCHOOL, GRADUATE READY FOR COLLEGE AND CAREER, OPEN THE DOOR TO ECONOMIC MOBILITY, AND CONTINUE TO REINVEST IN THEIR COMMUNITY. THROUGH A PARTNERSHIP WITH COBBWORKS, WE PROVIDED 11 TEENS AND 8 COLLEGE STUDENTS WITH AUTHENTIC JOB TRAINING THROUGH A PAID WORK EXPERIENCE AT YELLS. TEENS EXCELLED ACADEMICALLY AS WELL. ONE HUNDRED PERCENT (18/18) OF TEENS ENROLLED DURING THE SCHOOL YEAR WERE PROMOTED ON GRADE LEVEL, AND 100% OF YELLS SENIORS GRADUATED. ALL THIS RESULTED IN 94% OF TEENS REPORTING THAT THEY BELIEVED THEY HAD MADE A POSITIVE IMPACT ON THEIR COMMUNITY AND 100% REPORTING THAT THEY HAD GAINED 3+ SOFT SKILLS THROUGH YELLS. ADDITIONALLY, PARENTS SAW THE IMPACT, WITH 82% SAYING YELLS IS HELPING THEIR TEEN TO SHOW MORE CARE AND KINDNESS AND 100% REPORTING THAT THEY WERE SATISFIED OR VERY SATISFIED WITH THE YELLS PROGRAM.
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IRS990/ProgSrvcAccomActyOtherGrp/Desc0YELLS OFFERED A 45 HOUR/WEEK, FULLY-DAY YELLS SUMMER CAMP FOR ELEMENTARY SCHOOL YOUTH. YOUTH ENJOYED AN ENGAGING AND EDUCATIONAL SUMMER WITH DAILY AFFIRMATIONS, STEAM ACTIVITIES, BOOK CLUBS, SPORTS, TEAM CHALLENGES, AND CHOICE CLUBS. WE KEPT YOUTH MOVING AND LEARNING THROUGH FIELDTRIPS TO ADVENTURE AIR, BARNES & NOBLE, AND A SKATING RINK. YELLS PARENTS LEARNED STRATEGIES FOR PROMOTING LITERACY AT HOME THROUGH OUR "BOOKS AND BREAKFAST" WORKSHOPS FOR YOUTH AND PARENTS HOSTED EACH MORNING BEFORE SUMMER CAMP. TEENS ALSO ENJOYED AN ACTION-PACKED SUMMER WITH FIELDTIPS, LEADERSHIP WORKSHOPS, AND PAID WORK EXPERIENCE AS JUNIOR STAFF IN THE YOUTH PROGRAM. EXPENSES NOTED IN THIS CATEGORY INCLUDED IN-KIND CONTRIBUTIONS USED TO SUPPORT ALL YELLS PROGRAMS AND IMPACT.
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IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt0THE YELLS AFTERSCHOOL PROGRAM PROVIDED POSITIVE YOUTH DEVELOPMENT, INCLUDING LEADERSHIP, ART, RECREATION, CHARACTER BUILDING, SERVICE LEARNING, AND ACADEMIC SUPPORT FOR 49 ELEMENTARY YOUTH DAILY. THE YELLS MODEL ENGAGES THE ENTIRE FAMILY THROUGH PARENT VOLUNTEERING AND PARTICIPATION IN EDUCATIONAL AND COMMUNITY-BUILDING WORKSHOPS. OUR WORK FILLS LEARNING GAPS, BOLSTERS SOCIAL-EMOTIONAL DEVELOPMENT, SUPPORTS MENTAL HEALTH, PREPARES YOUTH FOR CAREER AND LIFE, AND BUILDS CONNECTIONS AND SOCIAL CAPITAL FOR FAMILIES. EIGHTY-FOUR PERCENT (41/49) OF YELLS AFTERSCHOOL PROGRAM YOUTH WITH DATA IMPROVED BY ONE LETTER GRADE OR MORE OR MAINTAINED AN A OR B IN MATH OR LANGUAGE ARTS IN 2024-2025. ADDITIONALLY, 100% (49/49) WERE PROMOTED ON GRADE LEVEL. PARENTS NOTICED IMPROVEMENTS IN THEIR CHILDREN'S ACADEMIC SUCCESS AS WELL, WITH 85% REPORTING THAT YELLS IS HELPING THEIR CHILD COMPLETE AND TURN IN HOMEWORK ON TIME. YOUTH ALSO DEMONSTRATED GROWTH IN SELF-ESTEEM AND CONFIDENCE, WITH 85% OF YELLS AFTERSCHOOL PROGRAM YOUTH REPORTING THAT THEY FEEL BETTER ABOUT THEMSELVES BECAUSE OF THE YELLS PROGRAM. FURTHERMORE, YOUTH DEVELOPED SOCIAL EMOTIONAL SKILLS, WITH 89% SAYING THAT YELLS HAS HELPED THEM FEEL LIKE A LEADER AND 92% INDICATING A GROWTH MINDSET AFTER THE YELLS PROGRAM. YELLS ALSO MADE A DIFFERENCE FOR PARENTS, WITH 94% REPORTING THAT THEIR FAMILY'S INVOLVEMENT IN YELLS HAS INCREASED THEIR SUCCESS AS A PARENT.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt1YELLS MARKED ITS FIRST PROGRAM EXPANSION IN THE SPRING OF 2024, BRINGING ITS PROVEN PLACE-BASED AND ASSET-DRIVEN MODEL TO A NEW COMMUNITY THROUGH THE LAUNCH OF THE FAIR OAKS YELLS YOUTH PROGRAM, OFFERING THE FIRST-EVER AFTERSCHOOL PROGRAM AT THE SCHOOL. YELLS GREW THIS PILOT OF 9 YOUTH TO SERVE 46 STUDENTS DAILY IN THE 2024-2025 SCHOOL YEAR. OUR STRONG PARTNERSHIP WITH THE SCHOOL AND TEACHERS, ALLOWED US TO PROVIDE TARGETED ACADEMIC INTERVENTIONS THAT RESULTED IN 95% OF OUR STUDENTS BEING PROMOTED ON GRADE LEVEL AND 85% IMPROVING BY A LETTER GRADE OR MAINTAINING AN A OR B IN MATH OR ENGLISH LANGUAGE ARTS. WE SAW INCREDIBLE GAINS AS YOUTH WERE ABLE TO DISCOVER THEIR SKILLS AND GROW THEIR LEADERSHIP AS THEY LEARNED AND APPLIED SKILLS TO UPLIFT THEIR NEIGHBORHOOD. YOUTH DEVELOPED PROJECT MANAGEMENT SKILLS, PRACTICED PROJECTION AND POSITIVE BODY LANGUAGE, WROTE PROPOSAL LETTERS, LEARNED TO NETWORK, AND MORE AS THEY LED COMMUNITY OUTREACH PROJECTS INCLUDING SPREADING JOY THROUGH GIVING HANDMADE PAPER FLOWERS OUT IN THEIR NEIGHBORHOOD, LEADING A FREE LEMONADE STAND TO UNITE NEIGHBORS, AND ORGANIZING A FAMILY FESTIVAL. ONCE SHY STUDENTS BLOSSOMED INTO CONFIDENT COMMUNITY LEADERS. YOUTH SURVEYS REVEALED THAT 91% OF FAIR OAKS YELLS YOUTH REPORTED FEELING BETTER ABOUT THEMSELVES BECAUSE OF THE YELLS PROGRAM AND 88% SAID THEY MADE BETTER CHOICES BECAUSE OF YELLS. THE PROGRAM HAD INCREDIBLE IMPACT WITH PARENTS AS WELL, WITH 97% OF PARENTS REPORTING THAT THE YELLS PROGRAM HELPS THEM FEEL MORE CONNECTED TO THEIR COMMUNITY AND 92% LEARNING 3+ STRATEGIES TO SUPPORT THEIR CHILD AT HOME.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt2IN 2024-2025, THE YELLS COMMUNITY ACTION CAF EQUIPPED 18 TEENS WITH REAL- WORLD BUSINESS AND LEADERSHIP SKILLS AS THEY MANAGED THEIR CAF AS A HUB FOR COMMUNITY-WIDE EDUCATION, ENGAGEMENT, AND EMPOWERMENT. YELLS TEENS HAVE BECOME CAREER-READY, DEVELOPING RESUMES AND APPLYING BUSINESS AND LIFE SKILLS AS THEY ENGAGED NEIGHBORS IN YOUTH-LED EVENTS AND COMMUNITY- BUILDING. IN 2024-2025 YELLS TEENS NETWORKED WITH LOCAL ELECTED OFFICIALS AND COMMUNITY PARTNERS ABOUT THE PRIORITIES FOR THEIR COMMUNITY DURING A "COMMUNITY CARAVAN" EVENT, HOSTED AND ASKED THOUGHTFUL QUESTIONS DURING A POLICE TOWN HALL, LED A TRUNK OR TREAT FAMILY EVENT, AND PLANNED A "MOVIES UNDER THE STARS" OUTDOOR MOVIE NIGHT FOR THE COMMUNITY. THE YOUTH'S PROJECTS STRENGTHEN COMMUNITY BONDS, FOSTER A SENSE OF NEIGHBORHOOD PRIDE, AND LEAD TO LONG-TERM CHANGE AS YOUTH AND THEIR FAMILIES BELIEVE IN THEIR ABILITY TO OVERCOME CHALLENGES, DEVELOP SUPPORT NETWORKS, ACHIEVE SUCCESS IN SCHOOL, GRADUATE READY FOR COLLEGE AND CAREER, OPEN THE DOOR TO ECONOMIC MOBILITY, AND CONTINUE TO REINVEST IN THEIR COMMUNITY. THROUGH A PARTNERSHIP WITH COBBWORKS, WE PROVIDED 11 TEENS AND 8 COLLEGE STUDENTS WITH AUTHENTIC JOB TRAINING THROUGH A PAID WORK EXPERIENCE AT YELLS. TEENS EXCELLED ACADEMICALLY AS WELL. ONE HUNDRED PERCENT (18/18) OF TEENS ENROLLED DURING THE SCHOOL YEAR WERE PROMOTED ON GRADE LEVEL, AND 100% OF YELLS SENIORS GRADUATED. ALL THIS RESULTED IN 94% OF TEENS REPORTING THAT THEY BELIEVED THEY HAD MADE A POSITIVE IMPACT ON THEIR COMMUNITY AND 100% REPORTING THAT THEY HAD GAINED 3+ SOFT SKILLS THROUGH YELLS. ADDITIONALLY, PARENTS SAW THE IMPACT, WITH 82% SAYING YELLS IS HELPING THEIR TEEN TO SHOW MORE CARE AND KINDNESS AND 100% REPORTING THAT THEY WERE SATISFIED OR VERY SATISFIED WITH THE YELLS PROGRAM.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt3YELLS OFFERED A 45 HOUR/WEEK, FULLY-DAY YELLS SUMMER CAMP FOR ELEMENTARY SCHOOL YOUTH. YOUTH ENJOYED AN ENGAGING AND EDUCATIONAL SUMMER WITH DAILY AFFIRMATIONS, STEAM ACTIVITIES, BOOK CLUBS, SPORTS, TEAM CHALLENGES, AND CHOICE CLUBS. WE KEPT YOUTH MOVING AND LEARNING THROUGH FIELDTRIPS TO ADVENTURE AIR, BARNES & NOBLE, AND A SKATING RINK. YELLS PARENTS LEARNED STRATEGIES FOR PROMOTING LITERACY AT HOME THROUGH OUR "BOOKS AND BREAKFAST" WORKSHOPS FOR YOUTH AND PARENTS HOSTED EACH MORNING BEFORE SUMMER CAMP. TEENS ALSO ENJOYED AN ACTION-PACKED SUMMER WITH FIELDTIPS, LEADERSHIP WORKSHOPS, AND PAID WORK EXPERIENCE AS JUNIOR STAFF IN THE YOUTH PROGRAM. EXPENSES NOTED IN THIS CATEGORY INCLUDED IN-KIND CONTRIBUTIONS USED TO SUPPORT ALL YELLS PROGRAMS AND IMPACT.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt4KEVIN KEEFE LAURA KEEFE OFFICER EXECUTIVE DI MARRIED
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt5FORM 990 IS DISTRIBUTED TO BOARD MEMEBERS TO REVIEW PRIOR TO FILING.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt6IN THEIR CAPACITY AS DIRECTORS, THE MEMBERS OF THE BOARD OF DIRECTORS (THE "BOARD") OF THE ORGANIZATION MUST ACT AT ALL TIMES IN THE BEST INTEREST OF THE ORGANIZATION. THE PURPOSE OF THE CONFLICT OF INTEREST POLICY IS TO PROTECT THE INTERESTS OF THE ORGANIZATION AS AN EXEMPT ORGANIZATION, WHEN IT IS COMTEMPLATING ENTERING INTO A TRANSACTION OR ARRAGNEMENT THAT MIGHT BENEFIT THE PRIVATE INTERESTS OF AN OFFICER OR DIRECTOR OF THE ORGANIZATION, OR MIGHT RESULT IN A POSSIBLE EXCESS BENEFIT TRANSACTION.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt7THE BOARD OF DIRECTORS APPROVES THE SALARY FOR STAFF IN ACCORDANCE WITH A BUDGET PRESENTED TO AND APPROVED ANNUALLY BY THE BOARD OF DIRECTORS.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt8GOVERNING DOCUMENTS AVAILABLE TO THE PUBLIC UPON REQUEST.
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