Youthcast Media Group, Inc.
EDUCATE. EMPOWER. PUBLISH.
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Youthcast Media Group, Inc.
EIN: 84-2012900
as of November 2025
as of November 14, 2025
Programs and results
What we aim to solve
Teens in under-resourced communities face a host of health, safety and social disparities - including access to quality education, college and career/vocational prep. The best public health and safety solutions are community generated and should include youth voices. The public schools these youth attend don't prepare them well as written and visual communicators, especially about health and safety problems.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
High school partnerships
As of July 2024, we are partnering with the journalism classes at Annandale High School in Virginia and Bard High School Early College in DC to enhance the curricula and training and get students published outside of their school newspapers. We are also partnering with the Arlington Public Schools in Virginia to offer extracurricular Canva and CapCut training. We are open to discussing more in-school partnerships, especially in the DC area, Baltimore, New England and Philadelphia.
Independent Storytelling
High school students and college interns who successfully complete one or more of our training programs are paid either per social media post ($45) or per article (priced depending on length and complexity) for work that is overseen by professional journalists.
Journalism bootcamps and workshops
We focus our recruiting on high school students from low socioeconomic backgrounds and work with high schools where a majority of students are eligible for free or reduced lunch. Our two to six-week boot camps and workshops pay middle and high school students to create multimedia content about health, road safety and social issues and solutions in their communities. The work is published on our social media accounts and offered for free to media outlets and has been published in USA TODAY, the Indianapolis Star, the Washington Blade, Providence Journal, MindSite News, The DC Line, Washington and Baltimore Afro, the Miami Herald and Philadelphia Tribune.
Where we work
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Baltimore (Maryland, United States)
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Baltimore County (Maryland, United States)
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Hartford County (Connecticut, United States)
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Miami (Florida, United States)
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Miami-Dade County (Florida, United States)
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Philadelphia (Pennsylvania, United States)
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Providence (Rhode Island, United States)
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Washington (Washington, D.C., United States)
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children served
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Context Notes
We chose children because youth wasn't available. YMG only trains high school students/graduates and college interns. These youth were paid to participate in one or more of our 3 training programs.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
Our main goal is to prepare high school students from under-resourced communities so they can amplify the health, safety and social challenges and solutions in their communities. We train them to produce multimedia journalism that highlights solutions to health and safety disparities where they live. They harness the power of their voices to creatively reflect, engage and empower their communities. In doing so, they also increase their college and career readiness and their agency. We're working to add more partnerships with local and national media organizations to have these multimedia projects published online and/or in print, as well as on our site.
We aim to develop young journalists and communicators whose work informs and educates their communities - including their families - about health disparities and solutions for those problems. YMG also helps reduce (at least by a little) the biggest disparity of all - poverty - by paying stipends to all of the high school and college students who work with us. Our on-the-job training gives them career-bolstering journalism, communications, health, safety and policy experience that few, if any, get in high school. That’s especially true if they have to work in retail or restaurants to pay for their education. These students are reporting, writing, doing multimedia production and editing, and creating social media posts, often under the deadline pressure of a newsroom.
We want to grow our program by building what we think of as a “path to success” for promising high school student journalists.
Our goal is to get our information “seen” by as many people as possible in the communities where the people live and work. Not everyone reads The Washington Post! We want to reach people online, through social media, in person, and in publications and media outlets they trust and read. Our goal is to get our content out where it is needed and can be seen and impact how people learn about and address their own health issues.
What are the organization's key strategies for making this happen?
Train youth in multimedia journalism. They start in our journalism boot camps, then are funneled into our more advanced workshops, and then into paid YMG internships before or during college. We stay in touch with our most engaged students before and during the college application process and track their progress, offering guidance and connections when we can. When possible, we help the families of these often first-generation college students to navigate the financial aid process and to reach out to colleges for them, as we’ve done with great success in the past. We stay with them as they move on to other internships and ultimately into post-graduation jobs with media and communications companies across the country.
Teach professional and life skills. We are increasingly teaching some of the “softer” skills that many of our students lack. We want our students to know and understand the power of teamwork, the importance of turning up on time, respect for others, and their ethical responsibilities as journalists and professionals of the future.
Expand and deepen our relationships with students. We will continue to expand our reach to students in new schools and areas of the country but will work equally as hard to maintain and deepen our relationships with our alums. Students will be encouraged to complete multiple programs, take on increasing responsibility and develop skills that are valuable to the organization as well as other potential employers.
Broaden our national reach. Our virtual training opportunities allow students from across the country to connect with and learn from each other. Student-journalist teams from Cleveland, Miami, Philadelphia and other parts of the country offer different perspectives on problems and solutions to the health, safety and social issues facing their communities.
What are the organization's capabilities for doing this?
Our greatest strength is our creativity, connections to professional media companies, a network of current and former journalists to help us, and our access to local high schools and organizations. We’ve had phenomenal success in raising initial funding and getting support from major foundations. We know that is because we have a great idea that affects the lives of real people and boosts young people out of poverty and on the road to success.
We were at the right place at the right time. We were established and operating right as Black Lives Matter, racial protests, and COVID-19 hit the Black and white communities, and we bring solutions and hope. That timing helped scaleus much faster than we could have otherwise.
Our goals include the long-term success of our students, and we’re very proud of the fact that every one of YMG’s high school students from our first two years is now in college, majoring or planning to major in journalism or related fields such as photography, film or political science. Antonio Hardy, our oldest alumnus and a former intern who designed our logo, began working in Los Angeles in 2019 doing video editing, graphic design, and social media marketing for fashion, music and podcast influencers after earning an associate’s degree from Morgan State University. He now runs ACW Worldwide, an arts organization he modeled on YMG. Our alumni also include an intern who earned a full Posse Foundation scholarship to attend the University of Wisconsin-Madison where he studied environmental communications. Other Black and Hispanic alumni got considerable financial aid to attend Syracuse University, New York University’s Tisch School of the Arts, Pomona College and University of Maryland’s honors colleges: one to study journalism and the other to begin work to become a physician’s assistant.
Our goals are ambitious, and we anticipate a continued brisk growth in the next two years. We’re planning to do more workshops, boot camps, live events, media partnerships, and to continue to grow the number of students we train. We're working to stay connected with alumni through events and outreach that keeps them “in the fold” and working with our current students as mentors.
We will hire and build our professional staff as funding allows to help us manage our growth. This will likely include staff members and contractors with program and human resources management experience.
What have they accomplished so far and what's next?
Since 2017, YMG (formerly known as Urban Health Media Project), has trained about 400 students - 90% of whom are of color - to create multimedia journalism content about health, road safety and social issues and challenges. About 90 of these students have been published in media outlets, including USA Today, the Miami Herald, The AFRO and MindSite News. Our work has been published in 28 different media outlets. We've helped students get into top colleges, including NYU, Syracuse and Harvard, with generous financial aid package or full rides. And our virtual training has maintained a near-100% approval rating across all categories.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people’s needs and how we can help them achieve their goals,
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, 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, We share the feedback we received with the people we serve,
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What challenges does the organization face when collecting feedback?
We don’t have any major challenges to collecting feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.00
Months of cash in 2023 info
5
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
Youthcast Media Group, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Youthcast Media Group, 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 | 2021 | 2022 * | 2023 |
|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $148,243 | -$169,092 | -$30,598 |
| As % of expenses | 52.5% | -20.0% | -4.9% |
| Unrestricted surplus (deficit) after depreciation | $148,243 | -$169,646 | -$31,460 |
| As % of expenses | 52.5% | -20.1% | -5.0% |
| Revenue composition info | |||
|---|---|---|---|
| Total revenue (unrestricted & restricted) | $758,897 | $471,866 | $423,891 |
| Total revenue, % change over prior year | 0.0% | -37.8% | -10.2% |
| Program services revenue | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.7% |
| Government grants | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 99.3% |
| Other revenue | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||
|---|---|---|---|
| Total expenses before depreciation | $282,262 | $845,506 | $624,204 |
| Total expenses, % change over prior year | 0.0% | 199.5% | -26.2% |
| Personnel | 15.9% | 62.3% | 69.4% |
| Professional fees | 39.1% | 22.1% | 11.2% |
| Occupancy | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% |
| All other expenses | 44.9% | 15.6% | 19.3% |
| Full cost components (estimated) info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Total expenses (after depreciation) | $282,262 | $846,060 | $625,066 |
| One month of savings | $23,522 | $70,459 | $52,017 |
| Debt principal payment | $0 | $0 | $0 |
| Fixed asset additions | $0 | $6,035 | $0 |
| Total full costs (estimated) | $305,784 | $922,554 | $677,083 |
Capital structure indicators
| Liquidity info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Months of cash | 21.4 | 1.8 | 5.0 |
| Months of cash and investments | 21.4 | 1.8 | 5.0 |
| Months of estimated liquid unrestricted net assets | 7.4 | 0.0 | 0.7 |
| Balance sheet composition info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Cash | $502,907 | $125,570 | $259,095 |
| Investments | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $6,035 | $6,035 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 9.2% | 31.8% |
| Liabilities (as a % of assets) | 0.1% | 2.2% | 0.0% |
| Unrestricted net assets | $173,979 | $4,333 | $42,266 |
| Temporarily restricted net assets | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A |
| Total restricted net assets | $328,392 | $123,844 | $221,896 |
| Total net assets | $502,371 | $128,177 | $264,162 |
Key data checks
| Key data checks info | 2021 | 2022 | 2023 |
|---|---|---|---|
| Material data errors | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Board Chair
Rosalyn Overstreet Gonzalezesq
Number of employees
Source: IRS Form 990
Youthcast Media Group, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Youthcast Media Group, Inc.
Board of directorsas of 4/1/2025
Board of directors data
Rosalyn Gonzalezesq
Anna Durand Kraus
Covington & Burling LLP
Carmen Ramos-Watson
B/Adaptable
Dan D'Agostino
CPA, retired finance professional
Danzell Bussey DIRECTOR
Jayne O'Donnell Founder & CEO
Youthcast Media Group
Jonathan Adkins
Governors Highway Safety Association (GHSA)
Marcy Oppenheimer
Providence Family Medicine Group
Myles Caggins
Words Warriors
Rosalyn Overstreet Gonzalezesq Board Chair
Torine Creppy
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 ? No -
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? No
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
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.