Youthentity

Money Smart. Career Ready.

aka Youthentity   |   carbondale, CO   |  www.youthentity.org

Mission

To empower youth to build successful futures through financial education and career readiness.

Notes from the nonprofit

I am happy to provide additional information to supporters who would like to learn more about our organization and can be reached by phone at 970.963.4055

Ruling year info

2002

Founder, Executive Director, Board of Directors

Kirsten Petre McDaniel

Main address

572 highway 133

carbondale, CO 81623 USA

Show more contact info

Formerly known as

Computers for Kids Foundation

EIN

84-1601705

NTEE code info

Youth Development Programs (O50)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

By 2025, Colorado will need an additional 73,500 certificates and degrees which means 66% certificate/degree attainment. Today, attainment level percentages are 29% for Hispanics, 64% for Whites, and 55% across all races. Our Latino community lags in economic prosperity and we need to help change this disparity. Regardless of one’s post-secondary education and work experience, financial illiteracy is prevalent in our society and harms our community. Our personal financial literacy programs help youth to become responsible borrowers, have smart budgets, and make informed financial decisions about their future. They also learn how to pay themselves first by saving for emergencies and set goals for saving and investing. Youth will graduate from high school connected to industry, have specific technical skills, earn industry certificates and earn college credits. They will have a comprehensive plan and budget for education, training, and work after high school.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Personal Financial Literacy Workshops

We provide personal financial literacy workshops to 5th and 8th graders and high school students including cash awards based on their post test score.

Population(s) Served
Children and youth

We provide career exposure programs to middle school students and in-depth career development programs for high school students to help them discover what motivates them intrinsically so that they may chase after their dreams with determination.

Population(s) Served
Adolescents

Where we work

Awards

Spencer & Julie Penrose Award for Outstanding Not for Profit in Colorado 2007

El Pomar Foundation

Top 50 Hospitality Program for High School Students Nationally 2017

Sullivan University

Affiliations & memberships

Spencer & Julie Penrose Award for Outstanding Not for Profit in Colorado 2007

Metropolitan State University Concurrent Enrollment Program 2018

Commendation from the Colorado State Senate for service to the state 2008

Colorado Mountain College Concurrent Enrollment Program 2021

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students enrolled

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

The total number of students served by our programs. The number of youth declined during the COVID pandemic as schools were shut down.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

In the context of our mission that youth are both money smart and career ready, we are aiming to accomplish the following with our programs through our three pathways from our Theory of Change:

Career Pathway:
Growing evidence suggests that choosing a specific degree pathway early in students’ academic careers can help ensure they complete their post-secondary education. At Youthentity, we have experienced this first-hand with our students. Research also shows that engagement in school declines yearly between 5th and 12th grades. As early as 5th grade, students participate in a variety of mini- internships where they receive hands-on experience in several career areas. During high school, we offer intensive career development programs working directly with industry professionals. Students can receive industry certifications and college credit before graduating from high school.

Life Plan Pathway:
Through assessments that support our Career Pathways programming, students learn about their personalities and “superpowers” and how this knowledge supports career exploration, selection, and satisfaction. The ultimate outcome is students successfully combine their career and industry experience with personal financial literacy knowledge to develop a life plan for their first 5 years after high school graduation. This way, students make informed decisions about the costs and benefits of several career path options of interest to them so that they can make an informed decision about their next steps, chasing their dreams with determination and clarity.

Financial Literacy Pathway: Regardless of one’s post-secondary education and work experience, financial illiteracy is prevalent in our society and harms our community. For people under 30, student debt is their #1 liability. Student loans are now the second-highest household liability.
Student debt is the most common form of consumer debt to become delinquent. Nearly 60% of American households are technically insolvent and adding to their debt each year; 50% of Americans wouldn’t be able to come up with $2,000 in 30 days. Our three programs address healthy financial behaviors such as saving, budgeting, and financing post- secondary education in the context of informed decision-making and return on investment.

Our long-term outcomes are: The pathways culminate in these long-term outcomes: students complete post-secondary education on time instead of 150% time; students do not take on more student debt than is reasonable given their career choice and projected future earnings; all students enrolled in our Career Academy compete high school with college credit and/or industry certifications compared to the state average 3.4%; students begin their adult life with a sound budget which includes healthy habits such as paying themselves first to fund their savings and investing initiatives and paying their credit cards in full each month.





From 2015 to 2020 our annual revenue grew from $423K to $671K, an average of 12% per year, and the number of students served grew from 1,400 in 2015 to 3,451 in 2019, an average of 37% growth per year; this academic year we expect to serve over 5,000 students. Participation numbers dropped in 2020 due to the COVID-19 shutdown and its impact on high school instruction. We project this academic year to serve over 5,000 students. For 2021-2024, we must grow annual revenue from $808,677 to over $1,234,000 to fund additions to the reserve at 10% of income and allocate $50,000 per year for staffing additions. 1-2 additional FTE’s will be needed.
For the next four years, our personal financial literacy programs will serve the most youth. We will emphasize expanding our 5th and 8th-grade programs. We continue to work on creating a sustainable growth model based on self-facilitation by teachers in addition to our current model of sending paid facilitators to schools. We also introduced an online curriculum for remote learning.
We will evaluate shifting our career exposure program (Jr. Career Academy) for middle school students to 9th or 10th graders and expanding our intensive career development programs for high school students. In Career Academy for high school students, we continue to build credentials such as concurrent enrollment and industry certificates. A new component of career planning and financial literacy is our 5-year life plan, a comprehensive tool to help students plan their next steps including the financial pros and cons of additional education compared to future income projections based on the careers they are interested in. We see the potential for the 5-year life plan to become a self-standing offering across the community.
Our marketing and branding efforts will be targeted toward increased community awareness and understanding including positioning YE as a community capacity builder in the areas of personal financial literacy and career development including matriculation of youth to college, certificate programs, or the workforce. Through career development, we can contribute to building community and economic development. Internally our organization is built around enterprises, giving everyone the opportunity and responsibility to participate in fundraising.
At YE we are fortunate to have built many organizational strengths such as our quality of programming, quality and professionalism of staff and our board, and our efficiency and entrepreneurial attitude. For many years we have decreased our cost-to-serve which continues to be well below other youth programs in the valley; going forward we must grow revenues to serve more youth and add staffing for longer-term capacity building. During the plan period, we will continue to increase our awareness profile in the communities we serve with students, parents, and employers.

From our SWOT analysis, our key capabilities are as follows:

• Highly effective and efficient entrepreneurial organization
• Quality and professionalism of our staff
• Quality of programs for both career and personal financial literacy
• An adaptive and flexible organization that focuses on community needs and fills them; actively restructures as needed to meet its objectives
• Track record of success
• Volume growth (students served) and cost-to-serve
• Volunteerism
• Foundation grant funding
• Forming mutually beneficial partnerships with colleges and industry associations


The Youthentity Story: History, Evolution, Changes

Youthentity was founded in 2001 as the Computers for Kids Foundation to bridge the digital divide by providing computers and low-cost internet access to families in the Roaring Fork Valley to support students in their education. We began our journey into experiential learning in 2006 with our first “Build Your Own” workshop with students teaching other kids how to build their own desktop computers. In 2009, we changed our name to Youthentity to reflect our growing breadth of programming: real-life learning experiences in the areas of financial knowledge, business, and technology. In 2010, our computer refurbishment program ended. We changed course by increasing partnering with school districts, Alpine Bank, volunteers, and business members on a greater level to increase our impact in youth development in the areas of career development and financial literacy. In 2014, we expanded our financial literacy programming beyond the Roaring Fork Valley. We have also built a variety of opportunities for youth to explore and prepare for future jobs and careers while they develop their character, leadership skills, and social capital.

What We Do

Youthentity provides personal financial literacy workshops for 5th & 8th graders and high school students, career exposure programs for elementary and middle school students, and career development programs for high school students serving over 5,200 students per year. Currently, we have a presence across the state of Colorado with our personal financial literacy program for youth.

What Makes Us Different

According to our alumni, the key areas where Youthentity is different include student commitment, demonstrating and providing career pathways, and adult support. Youthentity is the only career development program held during the school day that requires a large commitment on the part of the high school student. Because our programs take place off school property, the students get an experience of what it is like to commute to and from work. Because our programs are interest-based, we do not target segments of the youth population based on ethnicity, socio-economic status, or grade point average. This provides students with a peer group beyond existing friendships as found in the workplace.

The second area where Youthentity stands out is our ability to demonstrate and provide career pathways to high school students. Our programs provide exposure to and experience with a variety of opportunities that can lead to meaningful careers without moving out of the valley. More and more we are demonstrating to youth that college isn’t the only option for a path to success, empowering them to take ownership of their lives and be proud of their chosen pursuit.

Awards

Outstanding Colorado Not for Profit, El Pomar Foundation
Commendation from Colorado State Senate for service to the state

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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

  • Which of the following feedback practices does your organization routinely carry out?

    We take steps to get feedback from marginalized or under-represented people, 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 act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    Staff find it hard to prioritize feedback collection and review due to lack of time, many of the students we engage with are served during the school day as part of their classroom

Financials

Youthentity
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Youthentity

Board of directors
as of 04/13/2022
SOURCE: Self-reported by organization
Board chair

Jan Koorn

Controller, Aspen Ski Company

Lucas Warth

Self-employed

Tom Kenning

Alpine Bank

Jan Koorn

Aspen Ski Company

Mark Gould Jr.

Gould Construction

Dick Kipper

Matt Owings

Equus Private Wealth

Roger Sheffield

Ming Springs Health

Gerry McDaniel

Formerly Dow Chemcial

Kirsten Petre McDaniel

Youthentity

Robert Blattberg

Professor of Marketing at Carnegie Mellon University

Barbara Gold

Retired

Marianne Virgilli

Colorado Mountain College

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? No
  • 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? No
  • 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

SOURCE: Self-reported; last updated 4/13/2022

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
White/Caucasian/European
Gender identity
Female
Sexual orientation
Decline to state
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/13/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.