OKC Dream Center
Unleashing Hope...Disrupting Poverty
OKC Dream Center
EIN: 30-0709938
Mission
OKC Dream Center exists to reach, rescue, and restore people isolated by poverty in Oklahoma City. We achieve our mission by investing in programs for at-risk youth, a community resource center offering food, clothing, employment assistance, and referrals, Dream Center Living, a transitional program for men, and partnering with other local agencies.
Ruling year
2023
Executive Director/Co-Founder
Chase Dee Parsons
Assistant Director
Cory Babcock
Main address
2212 SW 55th St
Oklahoma City, OK 73119 USA
Formerly known as
Inner-City Action Group
EIN
30-0709938
Human services
Population served
Children and youth
At-risk youth
Men and boys
Economically disadvantaged people
Families
NTEE code
Human Services - Multipurpose and Other N.E.C. (P99)
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
We aim to solve lack of connection to resources for basic and complex needs due to poverty in communities in Oklahoma City, OK. 73119 stats home to the apartment complex (Creek Side Apartments) with the highest number of police calls for a residential site in OKC where gangs are on the rise in neighborhoods produces the highest number of referrals to the Oklahoma Office of Juvenile Affairs where 38 percent of residents are under the age of 19 (compared to 33 percent in 2010) home to around 2,000 single-parent households according to 2010 census (that’s almost the same number in the entire suburb of Edmond, which has a population nearly three times larger than the 73119 zip code)
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Nourish Feeding & Enrichment Program
Nourish is a summer and afterschool program providing free meals and enrichment activities to at-risk youth. Nourish is offered four days a week. During the school year, dinner is served, kids access a learning lab and outdoor enrichment area, and volunteers mentor youth. Over the summer, breakfast and lunch is served and kids participate in art, sports, science, and other day camps.
Warriors Wrestling
Warriors mentors at-risk youth through the sport of wrestling. Free uniforms, meals, transportation, and tournament entry fees make the sport possible for any at-risk youth. More than 60 wrestlers participate annually. Wrestlers are paired with mentors who encourage excellence in school and positive character development.
Community Resource Center
The Community Resource Center includes a food pantry, clothing closet, and resources and referrals. The food pantry serves more than 100 families at a monthly distribution, and emergency food is distributed daily to clients in need. The clothing closet distributes more than 5,000 free items every month. In addition, complex needs such as housing, employment, and foster care intervention are provided through relationships, resources, and referrals. A rental assistance program prevents homelessness, and assistance and computers are available for job-seekers. Foster care intervention supports keeping children in their families of origin and provides resources for children when they are placed in foster care. The emphasis in the Resource Center is building relationships with clients so they can belong to a supportive community.
Dream Center Living
Dream Center Living provides safe, structured housing to men leaving prison or drug rehab. Residents are empowered to develop the skills and relationships they need to be productive members of society.
Events
Super Saturdays are monthly events through which the community engages in volunteer projects. Food is distributed to clients, and community service projects are completed at neighborhood schools and other venues.
An annual Back-to-School Splash provides school uniforms, school supplies, vaccinations, haircuts, and other services to low-income children prior to the start of school. A Christmas Block Party lets children enjoy the holiday through activities and free gifts. Easter, Valentine's, Halloween, and other events connect children, families, and volunteers and build positive community in a low-income, high-crime neighborhood.
Where we work
Affiliations & memberships
Dreamcenter Network 2023
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people within the organization's service area accessing food aid
This metric is no longer tracked.Totals By Year
Related Program
Community Resource Center
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
2022 Reports: Food Pantry: (Emergency & 4th Saturday) Individuals Served: 8,164 Families Served: 2,483 Pounds Of Food: 81,454 Dinner On Us: 3,420 hot meals served
Number of products distributed
This metric is no longer tracked.Totals By Year
Related Program
Community Resource Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
2022 Clothing Closet: Individuals served: 3,296, Articles of clothing: 19,915, Misc. Items: 5,012 Adopt A Block Hope Boxes: 101 Hygiene boxes given out “Christmas For The City” Event: 1,398 gifts
Number of meals delivered
This metric is no longer tracked.Totals By Year
Related Program
Community Resource Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
2022 Dinner On Us: 3,420 hot meals served
Number of clients living independently
This metric is no longer tracked.Totals By Year
Related Program
Dream Center Living
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth mentored
This metric is no longer tracked.Totals By Year
Related Program
Nourish Feeding & Enrichment Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Decreasing
Context Notes
A total of 92 kids lives touched by the programs of OKC Dream Center
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?
We achieve our mission by building relationships with people through four primary strategies:
1. Meeting basic needs
• Food pantry
• Clothing closet
• Seasonal drives (coats, Christmas toys, school supplies)
2. Preventative programs for at-risk kids and youth
• Warriors Wrestling
• Afterschool
• Year-round and summer Feeding Program and Daycamp
3. Community Resource Center
• Computer lab for job searches and applications
• Volunteers assist people applying for employment, housing subsidies, scholarships, and other resources
• Foster care intervention – mentoring parents, providing transportation to appointments
4. Dream Center Living
• Transitional Living Center for men coming out of prison or rehab and connecting them to resources to help them make successful transitions into society.
What are the organization's key strategies for making this happen?
We achieve our mission by building relationships with people through four primary strategies:
1. Meeting basic needs
• Food pantry
• Clothing closet
• Seasonal drives (coats, Christmas toys, school supplies)
2. Preventative programs for at-risk kids and youth
• Warriors Wrestling
• Afterschool
• Year-round and summer Feeding Program and Daycamp
3. Community Resource Center
• Computer lab for job searches and applications
• Volunteers assist people applying for employment, housing subsidies, scholarships, and other resources
• Foster care intervention – mentoring parents, providing transportation to appointments
4. Dream Center Living
• Transitional Living Center for men coming out of prison or rehab and connecting them to resources to help them make successful transitions into society.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
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
-
What challenges does the organization face when collecting feedback?
The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
4.22
Months of cash in 2022 info
1
Fringe rate in 2022 info
7%
Funding sources info
Assets & liabilities info
Financial data
OKC Dream Center
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 OKC Dream Center’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 | 2016 | 2017 | 2018 | 2022 |
|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $27,149 | -$42,667 | $12,592 | $31,251 |
| As % of expenses | 15.5% | -16.3% | 4.2% | 11.3% |
| Unrestricted surplus (deficit) after depreciation | $27,149 | -$42,667 | $12,592 | $31,251 |
| As % of expenses | 15.5% | -16.3% | 4.2% | 11.3% |
| Revenue composition info | ||||
|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $202,181 | $234,486 | $293,824 | $307,184 |
| Total revenue, % change over prior year | 0.0% | 16.0% | 25.3% | 0.0% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 5.4% | 5.8% |
| All other grants and contributions | 100.0% | 100.0% | 94.6% | 94.2% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | ||||
|---|---|---|---|---|
| Total expenses before depreciation | $175,032 | $262,174 | $297,949 | $275,932 |
| Total expenses, % change over prior year | 0.0% | 49.8% | 13.6% | 0.0% |
| Personnel | 52.8% | 56.1% | 46.7% | 26.3% |
| Professional fees | 0.0% | 0.0% | 0.0% | 10.1% |
| Occupancy | 2.0% | 1.5% | 12.1% | 10.6% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 45.2% | 42.4% | 41.2% | 53.0% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2022 |
|---|---|---|---|---|
| Total expenses (after depreciation) | $175,032 | $262,174 | $297,949 | $275,932 |
| One month of savings | $14,586 | $21,848 | $24,829 | $22,994 |
| Debt principal payment | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $189,618 | $284,022 | $322,778 | $298,926 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2022 |
|---|---|---|---|---|
| Months of cash | 2.6 | 0.4 | 0.6 | 1.0 |
| Months of cash and investments | 2.6 | 0.4 | 0.6 | 1.0 |
| Months of estimated liquid unrestricted net assets | 2.7 | -0.1 | 0.4 | 0.7 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2022 |
|---|---|---|---|---|
| Cash | $38,103 | $8,159 | $13,769 | $22,206 |
| Investments | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | -4.2% | 136.4% | 30.1% | 23.7% |
| Unrestricted net assets | $39,700 | -$2,967 | $9,625 | $0 |
| Temporarily restricted net assets | $0 | $0 | $0 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 |
| Total net assets | $39,700 | -$2,967 | $9,625 | $16,943 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2022 |
|---|---|---|---|---|
| Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director/Co-Founder
Chase Dee Parsons
Assistant Director
Cory Babcock
Number of employees
Source: IRS Form 990
OKC Dream Center
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
OKC Dream Center
Board of directorsas of 08/24/2024
Board of directors data
Ed Murray
Melissa Ammons
Eldon Overstreet
Tinker Federal Credit Union
Arlie Eddie Crase
Crase Enterprises
Kevin Khoury
Don Soard
Soard Financial
Mike Darrah
Melissa Ammons
Ed Murray
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:
The organization's co-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.
Equity strategies
Last updated: 04/06/2023GuideStar 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.
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- Contractor and/or Paid Preparer data for 2016
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