Right Moves for Youth, Inc.
Building better lives through extraordinary relationships!
Right Moves for Youth, Inc.
EIN: 56-1834718
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
As identified by the City of Charlotte Opportunity Task Force, many schools in CMS are lacking in resources and support services to ensure positive outcomes for all their students. This lessening of social mobility also comes with factors that inhibit the development of social and emotional learning. RMFY is committed to serve as many of these schools as possible to provide these students with an opportunity to make a better life for all, by focusing on promoting group work and community-building efforts to combat many of these inhibiting factors.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Primary Program
RMFY bases its curriculum around a psycho-educational form of group facilitation to achieve our goals. Through consistency, empathy, and a safe environment, we help students grow together; with a group counseling model they develop strong communication skills, with accountability to each other. We seek to empower youth through the acquirement of new skills, building a peer support group that encourages everyone to be their best selves, and developing a road map that will help guide students through high school graduation into whatever they choose to do next. We measure the success of our program in several ways, including academic performance (did the majority of students improve or maintain their grades), absenteeism (did the majority of students improve or maintain their attendance), and promotion (did the majority of students pass into the next grade?). Furthermore, we measure student’s social emotional growth using formal and reputable assessments.
Ambassadors Youth Leadership Program
The Ambassadors Program is an adjunct, youth leadership program that works with a sub-group of RMFY students who have shown marked acquisition of the life skills emphasized in the regular RMFY group meetings, and who are ready to put those skills into action through intentional, youth-driven, youth-led initiatives. Emphasizing communication, problem-solving, leadership, and vocational development and career exploration, the RMFY Ambassadors Program includes increased educational exposure through training, field trips, and service learning throughout the year. These activities will support students as they continue to practice their newly acquired and enhanced skills. This empowers students to be effective leaders both in and out of school, and creates a myriad of opportunities for community engagement.
Cultural Enrichment: Adjunct
Through generous donations and partnerships, Right Moves has given our students the opportunities to immerse themselves in activities and experiences they may not otherwise enjoy. From seeing productions of Phantom of the Opera at Charlotte’s local Blumenthal Performing Arts Center to participating in events with the Charlotte Hornets, we set out to show our students that Charlotte has a lot.
College Tours: Adjunct
RMFY makes a commitment to bring as many of our students as possible on tours of local state universities, giving students the opportunity to explore post-graduation options. Many of these tours are guided by RMFY alumni who are able to make a connection with our students.
March Madness: Adjunct
March Madness is offered around the same time that the college tournament occurs (mid-February through late-March), and is available to any RMFY student that is in good academic standing. In addition to forming basketball teams at each school, students can also make cheerleading and step teams that do an exhibition at the final day of the tournament. This program is offered as a reward to our students and a way to incentivize them to show up to school and do their best.
Where we work
Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
RMFY’s vision is one of reducing the barriers to social mobility while promoting positive youth development, accomplished by providing resources and teaching skills that increase the odds of getting into – and succeeding – in college and/or the workforce. We accomplish this by focusing on five key areas of youth development: school accountability, life skills development, civic engagement and community service, college and career readiness, and leadership development.
What are the organization's key strategies for making this happen?
RMFY seeks to achieve its vision in multiple ways. The first of these is an emphasis on our unique model of service delivery. Whereas many educational and mentoring agencies focus on individual mentoring, RMFY is patterned after group counseling theories and techniques. This enables us to leverage the power of positive group dynamics while imparting life skills-based knowledge focused on the needs identified through our outcome measurements. In addition, students are given positive reinforcement through incentivize programs, leveraging the resources of RMFY in a way that galvanizes positive behavior in the community and school. Finally, RMFY keeps track of its vision through a three year strategic plan which identifies mid-term goals and objectives; this plan is reviewed quarterly by our Board of Directors and Executive-level staff members to ensure fidelity in RMFY’s actions.
What are the organization's capabilities for doing this?
We are able to accomplish our strategies through several avenues. One of these is regular staff training and modeling. Our organization is run by licensed therapists who successfully incorporate their education into the development of a program which leverages positive peer pressure, training specialists to deliver this program successfully along the way. In addition to trained specialists, RMFY also partners with community members to supplement the facilitation of our program. RMFY’s origin as an offshoot program started by a local community leader and a local law enforcement officer has put it in the unique position to collaborate equally with local law enforcement agencies, corporate partners, Charlotte-Mecklenburg Schools, and community members. Finally, RMFY generates funding from a multitude of sources. We are a United Way agency, and also receive funding from individual donations, grants, and fundraisers.
What have they accomplished so far and what's next?
Since 2012, RMFY’s strategic plan has guided our staff and stakeholders on a journey to enrich our group-based model of life-skill instruction, developing and implementing an online database to compile best practices, increase continuity, and assist in the overall communication of our mission and vision. In addition, RMFY refined staff roles designed to solidify organizational infrastructure.
Going forward, RMFY will continue to expand our student impact, expand our outreach efforts with focused marketing campaigns on social media, and continue to refine our internal workings by establishing succession plans for our Director and staff members. We will also explore staff recruitment, and continue the training and cultivation of current staff members to improve each individual’s capabilities. We will also increase our base of Law Enforcement volunteers and Community Mentors, while adding 72 community volunteers that assist with special events and support functions.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
4.90
Months of cash in 2023 info
8.6
Fringe rate in 2023 info
16%
Funding sources info
Assets & liabilities info
Financial data
Right Moves for Youth, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of Right Moves for Youth, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $327,275 | $50,492 | $168,269 | $20,557 | -$32,896 |
As % of expenses | 45.8% | 7.2% | 25.2% | 2.4% | -3.3% |
Unrestricted surplus (deficit) after depreciation | $321,711 | $47,228 | $167,451 | $15,629 | -$37,006 |
As % of expenses | 44.7% | 6.7% | 25.1% | 1.8% | -3.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,085,535 | $618,005 | $779,547 | $888,841 | $1,047,477 |
Total revenue, % change over prior year | 50.6% | -43.1% | 26.1% | 14.0% | 17.8% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.1% | 0.1% | 1.3% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 99.8% | 100.2% | 98.5% |
Other revenue | 0.0% | 0.0% | 0.1% | -0.4% | 0.2% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $714,119 | $705,404 | $667,528 | $847,284 | $987,855 |
Total expenses, % change over prior year | -4.1% | -1.2% | -5.4% | 26.9% | 16.6% |
Personnel | 70.7% | 72.3% | 69.9% | 62.6% | 66.4% |
Professional fees | 1.5% | 1.5% | 1.8% | 1.4% | 1.5% |
Occupancy | 4.0% | 4.2% | 5.4% | 5.9% | 4.2% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 23.8% | 22.0% | 22.9% | 30.0% | 27.9% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $719,683 | $708,668 | $668,346 | $852,212 | $991,965 |
One month of savings | $59,510 | $58,784 | $55,627 | $70,607 | $82,321 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $37,827 | $0 |
Total full costs (estimated) | $779,193 | $767,452 | $723,973 | $960,646 | $1,074,286 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 9.7 | 10.0 | 13.7 | 11.4 | 8.6 |
Months of cash and investments | 9.7 | 10.0 | 13.7 | 11.4 | 8.6 |
Months of estimated liquid unrestricted net assets | 9.2 | 10.1 | 13.7 | 10.6 | 8.7 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $578,462 | $588,106 | $760,647 | $807,039 | $709,116 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $168,750 | $66,250 | $9,004 | $43,372 | $171,539 |
Gross land, buildings, equipment (LBE) | $35,429 | $35,429 | $35,429 | $68,349 | $41,097 |
Accumulated depreciation (as a % of LBE) | 76.9% | 86.1% | 88.5% | 45.9% | 20.0% |
Liabilities (as a % of assets) | 2.1% | 1.7% | 1.9% | 10.7% | 14.6% |
Unrestricted net assets | $552,717 | $599,945 | $767,396 | $783,025 | $746,019 |
Temporarily restricted net assets | $194,141 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $194,141 | $56,250 | $0 | $21,000 | $100,468 |
Total net assets | $746,858 | $656,195 | $767,396 | $804,025 | $846,487 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Sabrina N. Gilchrist
After serving 10 years with RMFY, Sabrina N. Gilchrist became Executive Director on July 1, 2020. Gilchrist, who first began working with RMFY in 2010, had previously served as both Program Director and Operations Director.
A graduate of Winston-Salem State University, one of the country’s top Historically Black Universities and Colleges (HBCU’s), Sabrina graduated summa cum laude. She also has dual master’s degrees from Wake Forest University in Divinity and Counseling. In addition, Sabrina brings to RMFY such highly respected credentials of being a Licensed Clinical Mental Health Counselor and a Nationally Certified Counselor.
Number of employees
Source: IRS Form 990
Right Moves for Youth, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Right Moves for Youth, Inc.
Board of directorsas of 04/25/2024
Board of directors data
Mr. Ethan Smith
City of Charlotte
Term: 2022 - 2024
Chief Deputy Rodney Collins
Mecklenburg County Sheriff's Office
Sgt. Crystal Figaro
Charlotte-Mecklenburg Police Department
Caity Donovan
Red Ventures
Dr. James Freeman
Johnson C. Smith University
Stephanie Daniel
Shumaker Law
Kevin Knight
PWC
Brian Maxwell
PWC
Tanya Karpeh
Crystal Dunham
Brighthouse Financial
Lt. Stephen Flatt
Charlotte-Mecklenburg Police Department
Ethan Smith
City of Charlotte
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Yes -
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? Yes -
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
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
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/13/2022GuideStar 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
- 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.