RISE UP INDUSTRIES
A place to belong
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RISE UP INDUSTRIES
EIN: 80-0908912
as of September 2024
as of September 09, 2024
Mission
Rise Up Industries minimizes gang involvement by providing integrated gang prevention, gang intervention, and post-detention reentry services.
Ruling year
2014
Executive Director
Joe Gilbreath
Deputy Executive Director
Jonathan Yackley
Main address
8530 Roland Acres Drive
Santee, CA 92071 USA
EIN
80-0908912
Crime prevention
Offender re-entry
Job training
Mental health counseling
Youth development
Population served
Adults
Economically disadvantaged people
Ex-offenders
At-risk youth
NTEE code
Single Organization Support (P11)
Employment Training (J22)
Public, Society Benefit - Multipurpose and Other N.E.C. (W99)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
According to the Attorney General’s CalGang 2023 Dataset, there are 1,097 gang members in the City of San Diego. San Diego street gangs are increasingly connected with Mexican drug cartels, and drug trafficking generates $4.76 billion of revenue per year in San Diego County. Gang members also facilitate 85% of sex trafficking in San Diego County, which produces $810 million and claims 8,000-11,000 victims/survivors annually. The greatest tragedy is the impact on youth. Recruitment into gangs starts as early as ten years of age and begins a cycle of entrenchment: gang affiliation often leads to criminality, which leads to incarceration, which reinforces gang affiliation. By the time someone has gone through this cycle once, there is a 66% chance they will be arrested again within three years. The cycle is also multigenerational, as youth with gang-affiliated relatives are more likely to join gangs themselves. RUI works to break this cycle.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Reentry Program
RUI operates a full-time, 18-month Reentry Program for formerly gang-involved individuals recently released from incarceration. The program is in its ninth year of operation and provides comprehensive services including employment, job-training, case management, tattoo removal, counseling, mentoring, education assistance, financial literacy, life skills training, and work ethic development. Each member receives over 3,000 hours of service, and RUI pays full-time wages to members as they work their way through the program.
A key program component is the Machine Shop Social Enterprise, where members are trained for careers as Computer Numeric Control (CNC) machine operators. This is a well-paid trade that is in high demand. The social enterprise provides members with classroom instruction and on-the-job-training in a DOL-approved apprenticeship program.
100% of graduates are immediately employed at manufacturing companies. Only 5% have returned to incarceration.
Prevention Program
Rise Up Leadership Academy (RULA) is a dynamic, year-round program dedicated to empowering at-risk youth and assisting them in avoiding gang involvement. Because San Diego gangs recruit youth as early as age 12, RULA engages students early, starting with 5th graders and providing ongoing support through high school graduation.
RULA offers a safe and nurturing environment enriched with sports, academic tutoring, guest speakers, and skill-building workshops, providing over 1,300 hours of support annually.
Launching in August 2024 at the City Heights Recreation Center, RULA will initially enroll up to twenty 5th graders from Rosa Parks Elementary. The program is designed to help these students excel academically and personally, paving the way for high school graduation and success in college or vocational training.
Where we work
Awards
Nonprofit of the Year 2020
California Association of Nonprofits
Impact Prize for Workforce Innovation Awardee 2024
Tom Iovino and the Iovino Family Foundation in partnership with Rockefeller Philanthropy Advisors
Affiliations & memberships
Global Homeboy Network 2014
REDF Growth Portfolio 2024-2026 2024
CA-RISE 2024-2025 2024
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsPercentage of graduates who have not returned to incarceration
This metric is no longer tracked.Totals By Year
Population(s) Served
Incarcerated people, Low-income people
Related Program
Reentry Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
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?
ORGANIZATIONAL AIM
RUI’s goal is to minimize gang activity through a three-pronged approach of gang prevention, gang intervention, and post-detention reentry services.
REENTRY PROGRAM AIM
The Reentry Program is the first step in RUI’s three-pronged approach (prevention, intervention, reentry). The program’s goal is the successful reentry of individuals recently released from incarceration and their departure from gang involvement. Successful reentry and reduction in gang involvement leads to safer and stronger neighborhoods and a reduction in the social and economic costs of re-incarceration.
The overall Reentry Program effectiveness is measured by tracking the following data, which is collected by the Case Manager:
1. Number of members successfully leaving gang life,
2. Number of members completing the full, 18-month program,
3. Recidivism rate among alumni (tracked for 3 years),
4. Percentage of alumni employed upon graduation, and
5. Percentage of alumni retaining employment (tracked for 3 years)
PREVENTION PROGRAM AIM
Rise Up Leadership Academy (RULA) is the second step in RUI’s three-pronged approach (prevention, intervention, reentry). The program aims to support students in excelling academically and personally, setting the stage for high school graduation and success in college or vocational training.
RULA’s overall effectiveness is measured by tracking the following data, which is collected by the Program Director:
1. Number of students enrolled,
2. Number of students completing each grade,
3. Increased levels of hope (measured each semester using the Children’s Hope Scale),
4. Academic grades, citizenship grades, and attendance (provided by Rosa Parks Elementary School each semester), and
5. Number of RULA students graduating high school and going to college/vocational training/securing employment.
What are the organization's key strategies for making this happen?
The Reentry Program is guided by the following six principles:
1. Kinship First: We believe that a key factor that drives youth towards gang involvement is a need to belong. The Reentry Program offers a safe place to participate in a community grounded in mutuality and care.
2. Depth Over Breadth: The Reentry Program is 40 hours/week for 18 months. Each member receives over 3,000 hours of wraparound services that include job training and healing components. This provides each member the space for self-discovery and personal transformation.
3. Interim, Full-Time Employment: RUI provides interim, full-time paid employment in our Machine Shop Social Enterprise. This gives program members the opportunity to develop experience, confidence, and a strong work ethic that supports them in retaining employment upon graduation.
4. Spirituality: Many formerly incarcerated, previously gang-involved individuals who have successfully turned their lives around have indicated that faith was instrumental in their process. RUI is religiously inclusive and has graduated Christian, Buddhist, and non-religious members.
5. Education: Education increases opportunities for career development and economic mobility. RUI encourages and assists our members to, at a minimum, obtain high school dipomas/GEDs. Some members are also enrolled in night classes to complete their AA degree in Advanced Manufacturing.
6. Collaboration: We all benefit when we work together. RUI collaborates with the District Attorney, police department, parole and probation officers, educational institutions, local businesses, faith communities, and related nonprofits.
What are the organization's capabilities for doing this?
MANAGEMENT
RUI’s management brings decades of leadership experience. Joe Gilbreath, co-founder and Executive Director, is a retired U.S Army Corps of Engineers Colonel. He is an established leader with experience overseeing large operations and numerous personnel. Jonathan Yackley, Deputy Executive Director, brings a decade of international business and development experience. Jonathan previously founded and operated a successful social enterprise that employed at-risk populations from an informal settlement in India. Dustin Greeves, Machine Shop Manager, oversees day to day MSSE operations. He has 27 years of experience in the tool and die/mold making industry.
FINANCIALS
RUI has cultivated diverse revenue streams to support the organization’s sustainable growth. In 2023, the organization’s primary revenue sources were government grants (34%), non-government grants (22%), donations (19%), social enterprise revenue (13%), and other (12%). Grants/donations have increased an average of $182,000/year since 2014 as public awareness of our program increases and program results are demonstrated.
Here is a sampling of RUI’s government funding:
•HUD’s Community Development Block Grant (CDBG) for $1.2M in 2024
•DOL’s Building Pathways to Infrastructure Jobs Grant for $300,000 (2023-2028)
•CA Community Reinvestment Grant for $450,000 (2022-2025)
•CA Violence Intervention and Prevention Program for $400,000 (2022-2025)
In 2024, the Reentry Program’s Machine Shop Social Enterprise (MSSE) gross lifetime revenue surpassed $2M. RUI’s business plan projects that as the MSSE grows, earned revenue will become an increasingly larger percentage of the organization’s annual revenue. Assuming prices continue to increase as they have historically, and that RUI moves to a 50 hour/week split shift, RUI projects to increase annual earned revenue to over $3M by 2027.
PARTNERSHIPS
RUI partners with numerous community organizations to strengthen its services. Here is a sampling of key partnerships that will support RUI’s organizational growth:
•REDF: Based in Sacramento, REDF invests in employment social enterprises nationally. RUI joined REDF’s Growth Portfolio in 2024 and will receive three years of tailored capacity building support.
•CA Talent Pipeline Program (TPP): The TPP exists to support Navy suppliers in improving their recruiting and hiring processes to better retain talent. RUI is an educational provider in the network, working with suppliers for Reentry Program graduate placements.
•San Diego businesses: RUI does contract work for local businesses such as Brian Crower, Inc., INOVATIV, and Cardinal Precision Metals. Local manufacturers like Solar Turbines, Quality Controlled Manufacturing Inc, and S&S Carbide also hire program graduates.
•Rosa Parks Elementary School: Rosa Parks is a RULA referral provider.
•Division of Adult Parole Operations (DAPO) – Southern Region: Parole officers in Chula Vista and Escondido are sources of Reentry Program referrals.
What have they accomplished so far and what's next?
IMPACT
The primary metrics used for assessing the Reentry Program’s impact in the community are employment and recidivism. Graduates of the 18-month Reentry Program have a 5% recidivism rate, while 100% were hired by local manufacturing companies immediately upon graduation. This significantly outperforms the national averages of 66% recidivism within three years of release and only 55% employment within one year of release. Additionally, 2023 alumni earned an average starting wage of $26.75/hour. Within 6 months of graduation, promotions led to an average wage of $34/hour. Since RUI began tracking retention data in 2020, 85% of graduates have maintained employment for at least one year.
In addition to departing gang life and obtaining gainful employment, RUI members and graduates engage relevant community stakeholders through speaking engagements. We raise awareness about gang activity in San Diego County and speak to the systemic conditions that foster gang involvement and recidivism. Examples of 2023 speaking engagements include quarterly presentations with the District Attorney’s San Diego County Regional Leadership Institute, as well as participation in a panel discussion hosted by the East County Economic Development Council advocating for employing individuals with records. Program participants have also spoken at over 100 gatherings with vulnerable youth in schools and juvenile detention centers, encouraging them to make positive life choices.
Finally, RUI’s Reentry Program advocates for economic equity among employers. Some employers in the manufacturing industry are reluctant to hire individuals with records. In June 2022, RUI launched a partnership with Practical Machinist, the largest manufacturing network in the US. RUI produced a five-episode YouTube series called “Breaking the Cycle.” The series features participants demonstrating shop projects and sharing personal stories of reentry. Through sharing their stories in the video series, featured participants aim to humanize people with criminal records and encourage employers to reconsider these individuals as potential stellar employees.
WHAT’S NEXT
In 2024-2025, RUI is expanding the Reentry Program and launching Rise Up Leadership Academy, a gang prevention program for youth.
• Reentry Program Expansion: In 2024, RUI is relocating to a 20,000 sf facility that will double the Reentry Program’s capacity from 12 to 24 members by 2025. This will allow RUI to serve up to 40 members/year with comprehensive, full-time reentry services.
• Prevention Program Launch: RUI is launching Rise Up Leadership Academy (RULA), a gang prevention program for at-risk youth in August 2024. This is the second step in RUI’s three-pronged approach to minimize gang involvement (prevention, intervention, post-detention reentry).
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 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
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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 take steps to get feedback from marginalized or under-represented people, 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 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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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 2022 info
0.79
Months of cash in 2022 info
10.8
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
RISE UP INDUSTRIES
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 RISE UP INDUSTRIES’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.
Created in partnership with
Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$11,375 | $118,723 | $32,783 | $638,389 | $449,150 |
| As % of expenses | -3.1% | 17.5% | 4.6% | 57.4% | 40.3% |
| Unrestricted surplus (deficit) after depreciation | -$53,906 | $72,898 | -$16,273 | $560,585 | $397,595 |
| As % of expenses | -13.3% | 10.1% | -2.1% | 47.1% | 34.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $338,115 | $758,634 | $916,549 | $1,804,347 | $1,709,730 |
| Total revenue, % change over prior year | 6.9% | 124.4% | 20.8% | 96.9% | -5.2% |
| 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% | 0.0% | 0.0% | 0.1% |
| Government grants | 0.0% | 0.0% | 8.5% | 29.2% | 16.1% |
| All other grants and contributions | 160.1% | 83.9% | 84.9% | 54.1% | 70.6% |
| Other revenue | -60.2% | 16.1% | 6.6% | 16.7% | 13.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $361,702 | $677,699 | $715,584 | $1,111,837 | $1,114,044 |
| Total expenses, % change over prior year | 142.2% | 87.4% | 5.6% | 55.4% | 0.2% |
| Personnel | 64.1% | 73.5% | 79.6% | 78.2% | 76.4% |
| Professional fees | 5.5% | 3.0% | 0.9% | 0.2% | 2.4% |
| Occupancy | 13.5% | 5.4% | 5.9% | 4.3% | 4.6% |
| Interest | 0.0% | 0.0% | 0.3% | 1.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 16.8% | 18.2% | 13.4% | 16.4% | 16.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $404,233 | $723,524 | $764,640 | $1,189,641 | $1,165,599 |
| One month of savings | $30,142 | $56,475 | $59,632 | $92,653 | $92,837 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $83,207 | $91,426 | $0 | $1,772,206 |
| Total full costs (estimated) | $434,375 | $863,206 | $915,698 | $1,282,294 | $3,030,642 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 8.6 | 5.0 | 10.2 | 11.5 | 10.8 |
| Months of cash and investments | 8.6 | 5.0 | 10.2 | 11.5 | 10.8 |
| Months of estimated liquid unrestricted net assets | 8.2 | 5.0 | 6.1 | 11.6 | 9.4 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $259,160 | $280,165 | $608,797 | $1,066,476 | $1,004,937 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $41,079 | $7,477 | $19,061 | $218,805 | $166,420 |
| Gross land, buildings, equipment (LBE) | $411,586 | $494,793 | $584,190 | $611,973 | $2,359,590 |
| Accumulated depreciation (as a % of LBE) | 15.2% | 21.9% | 26.6% | 38.1% | 11.0% |
| Liabilities (as a % of assets) | 4.2% | 2.0% | 25.9% | 17.4% | 41.8% |
| Unrestricted net assets | $594,802 | $667,700 | $651,427 | $1,212,012 | $1,609,607 |
| Temporarily restricted net assets | $37,788 | 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 | $37,788 | $0 | $168,182 | $218,880 | $380,217 |
| Total net assets | $632,590 | $667,700 | $819,609 | $1,430,892 | $1,989,824 |
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
Executive Director
Joe Gilbreath
Joe Gilbreath, co-founder and Executive Director, retired as an Army Corps of Engineers Colonel in 2000. Throughout his 26-year career in the Army, he served in numerous leadership positions. After retiring, Joe used his leadership experience in service of multiple nonprofits, including Habitat for Humanity and Kairos Prison Ministry at Richard J. Donovan Correctional Facility. Joe's experience with Kairos led him to understand that most incarcerated individuals did not start life on a level playing field. This led him and other Kairos volunteers to research the needs of this community, which ultimately led to the founding of Rise Up Industries.
Deputy Executive Director
Jonathan Yackley
Jonathan Yackley, Deputy Executive Director, collaborates with Joe for overall organizational leadership. Jonathan brings ten years of international business and development experience. Jonathan first became interested in working with formerly incarcerated, previously gang involved individuals after experiencing Homeboy Industries in Los Angeles.
Jonathan has served in his current role since January 2020. Among other duties, Jonathan assists in the following: manage staff members, oversee contracts (e.g., Apprenticeship), interview/hire staff and program members, provide performance reviews, review financials statements and audits, participate in various committees, ensure organizational compliance (e.g., tax and corporate filings, HR related issues), strengthen and maintain community partnerships.
Number of employees
Source: IRS Form 990
RISE UP INDUSTRIES
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
RISE UP INDUSTRIES
Highest paid employeesSOURCE: IRS Form 990
Compensation data
RISE UP INDUSTRIES
Board of directorsas of 08/02/2024
Board of directors data
Ross Provenzano
Provenzano Resources, Inc.
Steve Spooner
Spooner's Woodworks Inc.
Steve Boyle
Cajon Valley Union School District (Retired)
Gary Lynn
Casa Cornelia Law Center
Jackie Bendix
Real Estate Agent
Joey Nunez Estrada, Jr.
San Diego State University
Gilbert Gentile
Roman Catholic Jesuit Priest
Joseph Gilbreath
Army Corps of Engineers Colonel (Retired)
Annie Korn
Glen Abbey Memorial Park and Mortuary
Keegan McNamara
McNamara Ventures
Ben Varghese
Product Manager, Magic Leap
Steve Avalos
Homeboy Industries
George Chappell
Restoring Citizens
Alan Colton
SDG&E
Emilie Proteau Mastro
S&S Carbide Tool
Ron Baza
Retired President of Ron Baza & Associates
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/31/2024GuideStar 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 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.
- 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.
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- Financial statements for 2022
- Letter of Determination
- Form 1023 / 1024
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
- Contractor and/or Paid Preparer data for 2022, 2021, 2020
- Board of Directors data for 2024
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