Liabilities / Assets
59th percentile
Higher debt load relative to assets than 59% of similar nonprofits.
EIN 84-2431330 • 501(c)3 • Seattle, WA
Profile
Our mission is to provide holistic support to youth and families from marginalized communities through culturally responsive programs and services.
Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.
Liabilities / Assets
59th percentile
Higher debt load relative to assets than 59% of similar nonprofits.
Liabilities / Revenue
58th percentile
Higher debt load relative to revenue than 58% of similar nonprofits.
Net Margin
88th percentile
Higher net margin than 88% of similar nonprofits.
Top Officer Pay
89th percentile
Higher top officer pay than 89% of similar nonprofits.
Top officer pay equals 14.0% of source-year revenue.
Asset Growth
96th percentile
Faster asset growth than 96% of similar nonprofits.
Revenue Growth
86th percentile
Faster revenue growth than 86% of similar nonprofits.
Assets
Up$596,298
Up $389,009 (+188%) from 2023
Liabilities
Up$26,522
Up $5,787 (+28%) from 2023
Net Assets
Up$569,776
Up $383,222 (+205%) from 2023
Revenue
Up$798,174
Up $314,929 (+65%) from 2023
Expenses
Up$439,956
Up $382 (+0.1%) from 2023
Net Income
Up$358,218
Up $314,547 (+720%) from 2023
Most recent year
2024 • Form 990Detailed filing. Detailed filing data is available for this year.
Our mission is to provide holistic support to youth and families from marginalized communities through culturally responsive programs and services.
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Cash and Non-Interest-Bearing Accounts | $181,151 | $439,008 | ▲ $257,857 |
| Accounts Receivable | $25,483 | $156,635 | ▲ $131,152 |
| Land, Buildings, and Equipment, Net | $655 | $655 | → $0 |
| Total Assets | $207,289 | $596,298 | ▲ $389,009 |
| Liabilities | |||
| Other Liabilities | $4,994 | $15,653 | ▲ $10,659 |
| Accounts Payable and Accrued Expenses | $15,741 | $10,869 | ▼ $4,872 |
| Total Liabilities | $20,735 | $26,522 | ▲ $5,787 |
| Net Assets / Fund Balance | |||
| Net Assets Without Donor Restrictions | $186,554 | $569,776 | ▲ $383,222 |
| Total Net Assets Fund Balance | $186,554 | $569,776 | ▲ $383,222 |
| Total Liabilities and Net Assets / Fund Balance | $207,289 | $596,298 | ▲ $389,009 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Equipment | $655 | - | $655 |
| Name | Title | Full / Part Time | Base | Total |
|---|---|---|---|---|
| Yasmin Habib | Executive Director | FT | $111,600 | $111,600 |
| Name | Title |
|---|---|
| Mares Asfaha | President |
| Makda Seyoum | Secretary |
| Bettina Duncan | Treasurer |
| Line Item | Amount |
|---|---|
| Salaries, Compensation, and Employee Benefits | $318,608 |
| Other Expenses | $101,448 |
| Grants and Similar Amounts Paid | $19,900 |
| Professional Fundraising Fees | $0 |
| Total Fundraising Expense | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Other Salaries and Wages | $126,237 | $26,299 | - | $152,536 |
| Current Officers, Directors, Trustees, and Key Employees | $92,359 | $19,241 | - | $111,600 |
| Payroll Taxes | $23,964 | $4,992 | - | $28,956 |
| Other Employee Benefits | $21,117 | $4,399 | - | $25,516 |
| Occupancy | $24,618 | - | - | $24,618 |
| Grants to Domestic Individuals | $19,900 | - | - | $19,900 |
| Office Expenses | $19,024 | $453 | - | $19,477 |
| Other Expenses | $12,275 | $133 | - | $12,275 |
| Fees for Services Accounting | - | $11,597 | - | $11,597 |
| Advertising | $5,258 | - | - | $5,258 |
| Fees for Services Other | $4,442 | $159 | - | $4,601 |
| Information Technology | $4,192 | $360 | - | $4,552 |
| Insurance | $2,353 | - | - | $2,353 |
| Travel | $1,506 | - | - | $1,506 |
| Total Functional Expenses | $364,102 | $75,854 | $0 | $439,956 |
| Line Item | Amount |
|---|---|
| Professional Fundraising Fees | $0 |
| Liability | Amount |
|---|---|
| Payroll Liabilities | $15,653 |
“The 990 will be e-mailed to board members and members will be asked to respond back with questions or approve the 990 for filing.”
“Board members have a Duty to Disclose per the Conflict of Interest Policy. Please see: ARTICLE IV. PROCEDURES 1 Duty to Disclose In connection with any actual or possible conflict of interest, an interested person must disclose the existence of the financial interest or organizational affiliation and be given the opportunity to disclose all material facts to the directors and members of committees with governing board delegated powers considering the proposed transaction or arrangement.”
“Board members make compensation determination for the Executive Director independently without the presence of the Executive Director in the room. Board members pay the Executive Director a fair market value.”
“Documents are not made available.”
“PART III, LINE 4A: The goal for 2024 was to also provide 64 unique LAB sessions and instead we expanded our engagement by providing 68 sessions due to community demand. Beyond numbers, active engagement was evident with a commendable 80% attendance rate and a 100% completion rate during various challenging periods including Ramadan and summer sessions. The programs effectiveness is magnified by the positive outcomes reported by participants: -98% of girls reported an increased supportive community connection and sense of belonging.-100% mentioned an increase in opportunities leading to positive cultural identity development. -100% noticed an increase in their skills and confidence due participation in the program.-100% learned important skills they believe will aid in their future success.-100% reported an increase in communication skills facilitating healthier relationships and improved critical thinking. Participant feedback underscored the significance of our continuous quality improvement approach. Our mentors diligently incorporated participant feedback, affecting all steps of the program planning and implementation. Daily wellness check-ins and invitations to co-create aspects of the program cultivated a genuine sense of connection and trust. Highlighting our impact are the following comments from participants that affirm the programs welcoming and supportive environment: -Client LAB 94: I liked how the mentors are comforting and welcoming that really made me feel comfortable and also I liked that we had a lot of activities and fun. -When asked what to improve about the program, Client LAB 96 responded with: It should be longer than 8 weeks, highlighting a desire for extended engagement! -Client LAB 101: [I liked] learning about business because I want to have my own business. This [program] gave me a structure to start a business. -Client LAB 102 : When I go to LAB I feel included and respected. I like how understanding the group is and how nice they are. -Client LAB 116: I really liked the sense of community. I feel like everything clicked with one another and we found common interests. Everybody was from similar backgrounds which made it even more special and our bond strong.These testimonials are invaluable and speak directly to the inclusive environment fostered by our all BIPOC staffa place where young East African girls can feel represented and seen, which has been a key goal of the program. In summary, the LAB program has proven robust, with high recruitment and retention rates, and a clear, positive impact on its participants lives, making it a strong and highly valued part of our community. Our mentors persistent efforts using positive discipline strategies helped client 48, who initially struggled with emotional outbursts, significantly improve his emotional processing abilities. Furthermore, the students enthusiastically participated in various community-building activities, enhancing their appreciation of community-driven initiatives. On a heartwarming note, the deep impact the YCB program has had on students and their families extends beyond programming days. One such instance is reflected in our Program Coordinator experience outside of work at another community event, Over winter break I attended a kids event at my local Mosque. At the event they had a bouncy castle, popcorn machine, movies playing etc. Even though all these fun things were being offered, youth from the YCB program recognized me and came up to me to explain how much they missed the program and are excited to start again. Even though all these fun things were offered at the Mosque, the kids said they prefer the YCB program. This response underscore that the YCB program is more than leisure activities; it serves as a vital platform for connection and mentorship in the community.PART III, LINE 4B: While in the program, youth are provided with enrichment and team building opportunities while being engaged as leaders in the development of yout”
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
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| IRS990/ActivityOrMissionDesc | 0 | OUR MISSION IS TO PROVIDE HOLISTIC SUPPORT TO YOUTH AND FAMILIES FROM MARGINALIZED COMMUNITIES THROUGH CULTURALLY RESPONSIVE PROGRAMS AND SERVICES. |
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| IRS990/Desc | 0 | Leadership & Business Development Program- In 2024, the Leadership & Business Development (LAB) Program didnt just meet its set goals but substantially exceeded them. Initially aiming to engage 40 BIPOC girls from refugee and immigrant backgrounds, the program served 50 participants, reaching an exciting 125% of our intended capacity. Continued on Schedule O... |
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| IRS990/ProgSrvcAccomActy2Grp/Desc | 0 | Young Community Builders (YCB) 2024 marked seven successful years our after school and summer program serving low-income BIPOC refugee and immigrant youth in the South Seattle neighborhood of Rainier Vista. YCB serves youth ages 6-14 years old and provides them with a safe neighborhood space to build community with staff and peers who look like them, speak their languages and can relate to their unique lived experiences as refugees and immigrants/ the children of refugees and immigrants. Continued on Schedule O... |
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| IRS990ScheduleI/SupplementalInformationDetail/ExplanationTxt | 0 | STUDENTS IN THE LEADERSHIP & BUSINESS DEVELOPMENT PROGRAM RECEIVE $400 STIPENDS FOR COMPLETION OF THE PROGRAM. COMPLETION OF THE PROGRAM IS ALL THAT IS NEEDED TO BE AWARDED THE STIPEND. COMPLETION MEANS:1. ATTENDING AT LEAST 80% OF SESSIONS;2. PARTICIPANT MEETS THE TIME MANAGEMENT REQUIREMENT OF ON-TIME ARRIVAL FOR ALL SESSIONS;3. PARTICIPANT DEMONSTRATES AUTHENTIC ENGAGEMENT EFFORTS IN ALL ACTIVITIES AND PROJECTS (GROUP DISCUSSIONS AND GROUPMISSIONS, ETC.);4. PARTICIPANT COMPLETES THE END OF PROGRAM SURVEY;5. PARTICIPANT RECEIVES STIPENDS IN THE FORM OF CHECKS. CHECKS ARE VERIFIED BY AGENCY STAFF, TRACKED BY AGENCYS ACCOUNTING SYSTEM AND BOOKKEEPER ALONG WITH DOCUMENTATION OF BANK PROCESSED IMAGE OF EACH CHECK CASHED. |
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| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 0 | The 990 will be e-mailed to board members and members will be asked to respond back with questions or approve the 990 for filing. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 1 | Board members have a Duty to Disclose per the Conflict of Interest Policy. Please see: ARTICLE IV. PROCEDURES 1 Duty to Disclose In connection with any actual or possible conflict of interest, an interested person must disclose the existence of the financial interest or organizational affiliation and be given the opportunity to disclose all material facts to the directors and members of committees with governing board delegated powers considering the proposed transaction or arrangement. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 2 | Board members make compensation determination for the Executive Director independently without the presence of the Executive Director in the room. Board members pay the Executive Director a fair market value. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 3 | DOCUMENTS ARE NOT MADE AVAILABLE. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 4 | PART III, LINE 4A: The goal for 2024 was to also provide 64 unique LAB sessions and instead we expanded our engagement by providing 68 sessions due to community demand. Beyond numbers, active engagement was evident with a commendable 80% attendance rate and a 100% completion rate during various challenging periods including Ramadan and summer sessions. The programs effectiveness is magnified by the positive outcomes reported by participants: -98% of girls reported an increased supportive community connection and sense of belonging.-100% mentioned an increase in opportunities leading to positive cultural identity development. -100% noticed an increase in their skills and confidence due participation in the program.-100% learned important skills they believe will aid in their future success.-100% reported an increase in communication skills facilitating healthier relationships and improved critical thinking. Participant feedback underscored the significance of our continuous quality improvement approach. Our mentors diligently incorporated participant feedback, affecting all steps of the program planning and implementation. Daily wellness check-ins and invitations to co-create aspects of the program cultivated a genuine sense of connection and trust. Highlighting our impact are the following comments from participants that affirm the programs welcoming and supportive environment: -Client LAB 94: I liked how the mentors are comforting and welcoming that really made me feel comfortable and also I liked that we had a lot of activities and fun. -When asked what to improve about the program, Client LAB 96 responded with: It should be longer than 8 weeks, highlighting a desire for extended engagement! -Client LAB 101: [I liked] learning about business because I want to have my own business. This [program] gave me a structure to start a business. -Client LAB 102 : When I go to LAB I feel included and respected. I like how understanding the group is and how nice they are. -Client LAB 116: I really liked the sense of community. I feel like everything clicked with one another and we found common interests. Everybody was from similar backgrounds which made it even more special and our bond strong.These testimonials are invaluable and speak directly to the inclusive environment fostered by our all BIPOC staffa place where young East African girls can feel represented and seen, which has been a key goal of the program. In summary, the LAB program has proven robust, with high recruitment and retention rates, and a clear, positive impact on its participants lives, making it a strong and highly valued part of our community. Our mentors persistent efforts using positive discipline strategies helped client 48, who initially struggled with emotional outbursts, significantly improve his emotional processing abilities. Furthermore, the students enthusiastically participated in various community-building activities, enhancing their appreciation of community-driven initiatives. On a heartwarming note, the deep impact the YCB program has had on students and their families extends beyond programming days. One such instance is reflected in our Program Coordinator experience outside of work at another community event, Over winter break I attended a kids event at my local Mosque. At the event they had a bouncy castle, popcorn machine, movies playing etc. Even though all these fun things were being offered, youth from the YCB program recognized me and came up to me to explain how much they missed the program and are excited to start again. Even though all these fun things were offered at the Mosque, the kids said they prefer the YCB program. This response underscore that the YCB program is more than leisure activities; it serves as a vital platform for connection and mentorship in the community.PART III, LINE 4B: While in the program, youth are provided with enrichment and team building opportunities while being engaged as leaders in the development of yout |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 0 | Form 990 governing body review Part VI line 11 |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 1 | Conflict of interest policy compliance Part VI line 12c |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 2 | CEO executive director top management comp Part VI line 15a |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 3 | Governing documents etc available to public Part VI line 19 |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 4 | Part III response or note to any other line in Part III |
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