PLATINUM2023

Youth Volunteer Corps

Kansas City, MO   |  www.yvc.org
GuideStar Charity Check

Youth Volunteer Corps

EIN: 43-1597582


Mission

We engage youth in team-based service experiences that build life and work skills while inspiring a lifetime ethic of service.

Ruling year info

1992

Principal Officer

Tracy Hale

Main address

1025 Jefferson Street

Kansas City, MO 64105 USA

Show more contact info

Formerly known as

Youth Volunteer Corps of America

EIN

43-1597582

Subject area info

Community improvement

Youth development

Youth organizing

Population served info

Children and youth

NTEE code info

Youth Development Programs (O50)

Youth Centers, Clubs, (includes Boys/Girls Clubs)- Multipurpose (O20)

Community, Neighborhood Development, Improvement (S20)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

It’s hard to be alone in today’s world. The rise in teen stress and anxiety is a growing epidemic. In fact, according to the American Psychological Association, the rate of depression among youth increased by more than 40% between in the 10 years before the COVID-19 pandemic. In October 2021, a multiple organizations of healthcare professionals declared youth mental health to be in crisis. Youth need support. To be part of an environment where someone is checking on them, making sure that everything is ok. Our youth development organization’s team-based, service-learning model serves as protection from the isolation and pressure that today’s youth face. Studies show that volunteering has positive impacts on mental health. YVC provides a way to cope with issues like low self-esteem, bullying, insecurity, and worries about school, while bonding with peers through meaningful service.

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?

Year-Round Service Opportunities

Throughout the year, we offer service opportunities open to any youth ages 11-18 at each of our affiliate locations. YVC program staff work with youth to develop high-quality service projects, recruit youth volunteers to serve on those projects, provide youth with additional leadership opportunities, and work to promote the cause of youth service. Most affiliates have a Youth Advisory Board that helps to guide programming and offers further leadership development. During the summer, many of our affiliates provide an intense program with multi-day projects structured like a day camp. During the school year, projects are offered evenings and weekends or during the school day as part of our in-school programming.

Population(s) Served
Adolescents

Our in-school service-learning programs are as unique as the buildings that host them. Many of our school programs are run by teachers, others by YVC staff, some in collaboration with other youth organizations like Jobs for America’s Graduates (JAG), but all focus on delivering Common Core aligned service-learning lessons and career exploration reinforced and enhanced by service projects in each school’s community. In these programs, students in middle- and high-school are given the chance to make connections between disparate subject areas and apply their learning to addressing the real world problems facing their communities.

Population(s) Served
Adolescents

YVC offers youth volunteers the opportunity to serve on YVC’s International Youth Advisory Board (IYAB). IYAB is a group of 25-30 YVC members who focus on increasing youth service opportunities in their local communities and throughout the YVC network. More than 6,000 youth volunteers serve with YVC each year, and these IYAB members represent them.

Population(s) Served
Adolescents

YVC Headquarters provides comprehensive training to all new and ongoing affiliates. Training is provided virtually, at affiliate sites, and in Kansas City at YVC Headquarters. An annual evaluation of each program is completed by YVCHQ staff. This critical component of our service delivery ensures fidelity to program standards across the network and that youth volunteers are experiencing high-quality service-learning when they participate in YVC.

Population(s) Served
Adolescents

Where we work

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 youth who volunteer/participate in community service

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

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of service hours that youth contribute to their local communities.

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

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of youth-led community service projects

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

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

Youth Volunte
Youth Volunteer Corps’ (YVC) vision is communities defined by compassion, selflessness, and respect for others. YVC proudly delivers programming in nearly 40 locations across the US and Canada, from Terrace, British Columbia to Baton Rouge, Louisiana and Corvallis, Oregon to Queens, New York. The long-term goal of YVC Headquarters (YVCHQ) is to provide the support necessary to position YVC programs to act as facilitators of youth change agents in their local communities, while developing an appreciation for and understanding of diversity and cross-cultural skills.   

This vision is supported by a set of identified, long-term outcomes. Identified outcomes for youth volunteers align with the life and career skills in the Framework for 21st Century Learning set forth by the Partnership for 21st Century Learning (www.P21.org). These skills include flexibility and adaptability, initiative and self-direction, social and cultural skills, productivity, leadership, and more. Additional outcomes include increased confidence in the ability to affect positive change in the community and beyond, a decrease in self-focus, and ongoing program participation.  Programs activities are designed to provide youth with the experiences foundational to these identified, long-term outcomes. Through volunteer projects rooted in service-learning best practices that include team building and reflection opportunities, youth have the opportunity to build communication skills, lend their voice to leadership decisions, have fun and develop new friendships while increasing awareness of and appreciation for diversity.

These experiences support development of social and emotional learning, capacities which are evidenced to be influential long-term life success.  Indeed, programs that prioritize youth engagement, facilitate peer-to-peer engagement, coach youth through goal management, and encourage staff engagement enjoy twice the social and emotional outcome gains than other youth programs (The Art and Science of Creating Effective Youth Programs, www.algorhythm.io). 

The goals of YVC bear in mind a desire to facilitate programming that more effectively provides the context in which social and emotional learning can thrive through volunteer service: · Annually in September, YVCHQ collects quantitative data from every program. This data allows YVC to track the cumulative reach of programming through total number of youth engaged, total number hours served, and total projects completed.

Our annual report can be viewed on our website.

YVC meets its mission through partnerships with youth-serving nonprofit organizations in the US and Canada, including YMCAs, United Ways, volunteer centers, parks and recreation departments, and local nonprofits. These partners, called affiliates, carry out programming that reflects the local host community and provide the organizational resources necessary to carry out programming such as staff, facilities, and transportation. Each YVC program undertakes three primary activities: youth recruitment, project planning and execution, and youth advisory board meetings. These activities create a scaffolding that encourages development of short-term outcomes that influence YVC’s broad, far-reaching goal to create 21st century-equipped young community leaders.

 Youth are recruited by affiliates from a variety of sources to support a diverse, team-based volunteer experience. Recruitment occurs at local middle and high schools and through partnerships with other youth-serving organizations, both formally and informally. Affiliates report demographic information annually to monitor the diversity of the program. This deliberate design supports the development of cross-cultural social skills in youth volunteers, allowing young people to set, work toward, and achieve common goals at each service project. Greater diversity in service-learning programming is linked to academic engagement, valuing school, and civic engagements (Billig, Root, & Jesse, 2005). Students who socialize with individuals from diverse cultural backgrounds are more tolerant of diverse ideas, more accepting of people unlike themselves, and more likely to be culturally aware (Hurtado, Milem, Clayton-Peterson, & Allen, 1999).  

Service projects are developed to meet local community needs and are designed with a learning-objective in mind which might be career exploration, a STEM focus, a current event, or other educational theme. These service-learning projects expose volunteers to real community needs as well as the local agencies that often rely on volunteer support to meet these needs. This exposure allows youth to develop an appreciation for and understanding of diversity in their communities, while empowering them to act. Community-based learning such as YVC helps youth to draw on prior knowledge and gives them structure to explore their communities and interact with local experts (Melaville, Berg, & Blank, n.d.).

Identifying and developing meaningful service is a critical aspect of programming as students are more committed and acquire greater skills when service is perceived as meaningful, and outcomes are maximized when youth interact with others, develop skills, and feel rewarded upon project completion (Billig, Root, & Jesse, 2005; Catalano, Haggerty, Oesterle, Fleming, & Hawkins, 2004).

Youth Volunteer Corps (YVC) was founded in 1987 as a summer-only program to provide 79 Kansas City-area high school students an opportunity to volunteer in their communities.

Since its founding, YVC has expanded to an international network of youth service programs with 31affiliates in three countries, reaching between 5,000 – 7,000 youth annually.  The affiliate network structure uniquely positions YVC to serve diverse youth, diverse communities, and diverse needs. YVC affiliates include YMCAs, United Ways, Parks and Recreation Departments, civic organizations such as mayor’s offices and county coalitions, Boys and Girls Clubs, and local nonprofits. This network allows YVC to access the latest trends in youth development research and work with a wide-range of practitioners to provide a wider scope of resources to program staff in the field.

While each program is faithful to the mission and model of YVC by upholding eight program standards, much latitude is provided in program design in order that each YVC is reflective of the host community. Youth are recruited locally, programs are planned in response to local needs and local demand, and resources are frequently shared vertically from the field to the international headquarters team.  

The international headquarters team is comprised of eight permanent staff members including the president and founder of YVC, David Battey. Members of the YVCHQ team have backgrounds in education, fundraising, grant writing, sales, journalism, marketing, human resources, and nonprofit management. Staff draw upon these skills to support YVC affiliates and are committed to continued professional development and learning.
A culture of evaluation thrives at YVC – in addition to periodic external evaluations and annual program evaluations, staff retreats and regular brainstorming sessions are held to promote evaluative thinking. In addition to the nine HQ staff members, YVC operates under the direction of a national Board of Directors. Legacy board chairs include the Dr. Rich Davis, who successfully implemented YVC’s growth strategy launched by a $1 million grant from the W.K. Kellogg Foundation; Don Sloan, YVC’s longest serving board chair; Adele Hall, community volunteer and matriarch of Hallmark Cards; and Audrey Langworthy, retired Kansas state senator.  

YVC also receives direction from the International Youth Advisory Board (IYAB), a group of 25 outstanding youth volunteers representing 16 affiliate communities. Members of IYAB provide YVCHQ with the youth voice so crucial to quality programming while receiving the opportunity to serve in a distinguished leadership role within the YVC network. The presence of youth volunteers at YVC’s strategic “table” allows the organization valuable insight and creates a culture of buy-in, inclusion, and respect.

YVCHQ aims to achieve goals in five categories: increase funding at the headquarters and affiliate-level, strengthen existing affiliates through training and improved outcomes, grow the network through new affiliates, market YVC and increase brand awareness, and improve infrastructure through recruitment and retention of excellent staff and board members. Growth is a particular focus of YVCHQ and the goals set are reflective of the desire to position the network to reach 100 sites, while increasing the number of overall youth volunteers and hours served. YVC’s desires to increase the number of affiliates receiving gold-level status on annual evaluations and the overall number of affiliates reporting model fidelity, while growing the network strategically. Mindful of the long-term vision, YVC’s goal is to leverage existing resources, strengths, and strategic assets to steer the network toward success. While the results of our recent independent evaluation are encouraging, they merit deeper exploration. YVC can support local programs as they create contexts in which factors that positively influence outcomes are present. Outcomes are positively affected when youth serve at least 30 hours with YVC, pointing to the need for retention as a strategic focus. Serving in leadership roles has a clear positive impact and YVC program directors should therefore seek opportunities beyond youth advisory boards to encourage leadership. While service partners, parents, schools, and other agencies play a crucial role in YVC programming and maintain unique perspectives, the overall purpose of the 2018 evaluation did not explore outcomes related these stakeholders beyond an understanding of their fidelity to the YVC model. Assessment of these areas is currently beyond the scope and resources of this evaluation.

Data analysis from program director measures revealed while the majority of programs are faithful to the YVC model always or most of the time, some programs still struggle to consistently incorporate service-learning and quality reflection, allow youth to help plan projects or serve in leadership roles, and plan projects that keep youth engaged. Program directors also offered feedback on ways in which YVCHQ can be more beneficial to their roles, organizations, and communities at large which include fundraising support (both tools and grant opportunities), awards and scholarships for youth, growing brand recognition, and connecting youth across programs.

Financials

Youth Volunteer Corps
Fiscal year: Apr 01 - Mar 31
Financial documents
YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit YVC Audit 2022 Youth Volunteer Corps
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

10.25

Average of 19.91 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

6.2

Average of 10.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

14%

Average of 14% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Youth Volunteer Corps

Revenue & expenses

Fiscal Year: Apr 01 - Mar 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Youth Volunteer Corps

Balance sheet

Fiscal Year: Apr 01 - Mar 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Youth Volunteer Corps

Financial trends analysis Glossary & formula definitions

Fiscal Year: Apr 01 - Mar 31

SOURCE: IRS Form 990 info

This snapshot of Youth Volunteer Corps’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$186,559 $60,773 $13,842 $561,343 $87,439
As % of expenses -20.3% 6.4% 1.4% 57.0% 8.7%
Unrestricted surplus (deficit) after depreciation -$196,320 $45,736 -$10,558 $538,222 $73,496
As % of expenses -21.2% 4.7% -1.1% 53.4% 7.2%
Revenue composition info
Total revenue (unrestricted & restricted) $283,123 $855,011 $973,707 $2,146,917 $578,133
Total revenue, % change over prior year -82.1% 202.0% 13.9% 120.5% -73.1%
Program services revenue 12.6% 6.0% 6.5% 1.3% 5.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 2.2% 0.9% 0.8% 0.3% 1.7%
Government grants 15.4% 0.0% 0.0% 5.5% 27.0%
All other grants and contributions 69.1% 89.9% 91.2% 90.8% 60.3%
Other revenue 0.7% 3.1% 1.5% 2.1% 5.4%
Expense composition info
Total expenses before depreciation $917,255 $951,979 $957,659 $985,017 $1,003,532
Total expenses, % change over prior year 27.9% 3.8% 0.6% 2.9% 1.9%
Personnel 49.4% 49.2% 66.2% 67.9% 68.5%
Professional fees 2.0% 2.4% 2.2% 2.3% 2.9%
Occupancy 4.0% 5.3% 7.2% 5.7% 6.8%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 35.3% 21.6% 11.6% 17.2% 14.0%
All other expenses 9.3% 21.5% 12.8% 6.9% 7.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $927,016 $967,016 $982,059 $1,008,138 $1,017,475
One month of savings $76,438 $79,332 $79,805 $82,085 $83,628
Debt principal payment $0 $0 $0 $0 $125,500
Fixed asset additions $20,955 $39,158 $0 $0 $0
Total full costs (estimated) $1,024,409 $1,085,506 $1,061,864 $1,090,223 $1,226,603

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 9.4 5.6 8.0 10.2 6.2
Months of cash and investments 13.4 9.2 10.9 15.8 14.8
Months of estimated liquid unrestricted net assets 5.2 5.3 5.2 11.9 12.7
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $719,230 $446,290 $636,205 $837,423 $515,315
Investments $308,097 $285,884 $230,210 $457,770 $721,221
Receivables $19,520 $253,006 $53,100 $1,041,097 $534,746
Gross land, buildings, equipment (LBE) $98,916 $133,385 $150,586 $150,586 $150,586
Accumulated depreciation (as a % of LBE) 63.9% 55.2% 62.8% 78.2% 87.4%
Liabilities (as a % of assets) 2.6% 8.6% 6.9% 10.3% 6.7%
Unrestricted net assets $434,852 $480,588 $470,030 $1,008,252 $1,081,748
Temporarily restricted net assets $631,316 $483,357 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $631,316 $483,357 $452,324 $1,125,995 $596,627
Total net assets $1,066,168 $963,945 $922,354 $2,134,247 $1,678,375

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

Principal Officer

Tracy Hale

As CEO of Youth Volunteer Corps, Tracy develops the overall organizational strategy for YVC. She directs affiliate relations and support, financial activities, fund development, marketing, and public relations. Tracy is passionate about the mission of YVC and has a strong desire to assist our YVC affiliates to ensure sustained programs and growth. Before joining the YVC team, Tracy served seven years as Vice President for Miller Management, which serves over 400 nonprofit organizations. For 11 years prior to that she held various management positions at the Federal Reserve Bank of Kansas City. Tracy holds a B.S. in International Business from Northwest Missouri State University. She and her husband Kendell have two children.

Number of employees

Source: IRS Form 990

Youth Volunteer Corps

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Youth Volunteer Corps

Board of directors
as of 11/08/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Melanie Tucker

JE Dunn

Term: 2025 - 2022

David Battey

President and Founder, Youth Volunteer Corps

Jim Hise

Merrill Lynch

Margi Pence

Community Volunteer

Cathi Duchon

President and CEO of Ann Arbor YMCA

Vicki Clark

Building the Capacity of Organizations

Stephanie O'Connell

Google

Tristen Caudle

Blue Cross Blue Shield

Alex Smith

Facebook

Dante Diggs

Student

Penny Hume

Youth Central

Aarav Yarlagadda

Student

Rahul Balakrishnan

Student

Dante Diggs

Estée Lauder

Cathi Duchon

President and CEO - YMCA of Ann Arbor, MI

Holly Kulka

S&P Global Ratings

Matthew Laborde

The Rapides Foundation

Marqueta Mansion

Community Volunteer

Christi Terefenko

Co-founder, VOiCEup Berks

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? 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

SOURCE: Self-reported; last updated 7/5/2023

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, Not transgender (cisgender)
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 11/30/2020

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 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser