Urban League of Broward County, Inc.

Empowering Communities. Changing Lives.

aka ULBC   |   Fort Lauderdale, FL   |
GuideStar Charity Check

Urban League of Broward County, Inc.

EIN: 59-1564384


The Urban League of Broward County's mission is to assist African Americans in the achievement of social and economic equality.

Ruling year info


President and CEO

Dr. Germaine Smith Baugh

Main address

560 NW 27th Avenue

Fort Lauderdale, FL 33311 USA

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Subject area info

Human services

Population served info


Single parents

People of African descent

People of Caribbean descent

Low-income people

Show more populations served

NTEE code info

Employment Procurement Assistance and Job Training (J20)

Youth Development Programs (O50)

Community Improvement, Capacity Building N.E.C. (S99)

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



See related organizations info

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Our goal is to enable individuals and families to enhance their financial resilience. Through various means, such as education, access to resources, and support, we strive to empower people to manage their finances effectively, withstand economic challenges, and achieve long-term stability. By fostering financial literacy and providing tools for informed decision-making, we aim to build stronger communities and promote economic well-being for all.

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?


Asset Building Leads to Excellence (ABLE) is designed to increase positive decision-making in middle school students in an effort to reduce risk factors associated with substance abuse, teen pregnancy, delinquency, and school failure. Youth are provided with tutoring and homework assistance after school and on non-school days, employability skills training, physical fitness, life skills, and cultural and leadership activities.

Atlantic Coast Center of Excellence (COE) is a patron of the National Achievers Society (NAS) and is designed to enhance the number of students that are prepared, qualified, and motivated to enter institutions of higher education. Program activities include college readiness workshops, conferences, regional and state academic competitions, and cultural events. Monthly board meetings are held for both parents and students. Formal induction ceremonies are held in the winter and spring of each year.

College Tour Program promotes academic achievement and college

Population(s) Served

Where we work

Affiliations & memberships

National Urban League 2023

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.

By the end of the fiscal year, our organization aims to increase the financial resilience of 500 individuals and families within our community through comprehensive financial education programs, personalized coaching, and access to resources. We will measure success by tracking the number of participants who demonstrate improved financial knowledge, implement sustainable budgeting strategies, establish emergency savings, and demonstrate resilience in the face of economic uncertainties. Through this initiative, we aspire to create a more financially empowered and resilient community, fostering long-term economic stability and prosperity for all members.

We launch this strategy by implementing community navigators that lead individuals and families through an integrated service and coaching model that presents a path toward social and economic resilience for families in underserved communities. LYNX, powered by TD Bank, leverages program services, artificial intelligence, data science, and strategic partnerships to influence policies that impact low-to-moderate-income households.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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

  • Which of the following feedback practices does your organization routinely carry out?

    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.)

  • What challenges does the organization face when collecting feedback?



Urban League of Broward County, Inc.
Fiscal year: Jul 01 - Jun 30
Financial documents
2019 A-133 Single Audit 2018 A-133 Single Audit 2017 A-133 Single Audit
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

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

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 2.14 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 10.4 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Urban League of Broward County, Inc.

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Urban League of Broward County, Inc.

Balance sheet

Fiscal Year: Jul 01 - Jun 30

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

Urban League of Broward County, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Urban League of Broward County, 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.

Created in partnership with

Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $863,627 $326,011 $390,782 $1,053,046 $352,444
As % of expenses 11.8% 4.2% 4.7% 11.3% 2.9%
Unrestricted surplus (deficit) after depreciation $814,494 $326,011 $390,782 $1,053,046 $352,444
As % of expenses 11.1% 4.2% 4.7% 11.3% 2.9%
Revenue composition info
Total revenue (unrestricted & restricted) $7,921,652 $7,989,289 $8,360,194 $10,746,514 $12,340,445
Total revenue, % change over prior year -12.2% 0.9% 4.6% 28.5% 14.8%
Program services revenue 0.0% 0.0% 0.0% 0.4% 0.3%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.7% 1.3% 0.8% 0.5% 0.8%
Government grants 61.0% 93.7% 89.8% 86.3% 94.9%
All other grants and contributions 36.9% 5.0% 8.7% 4.2% 3.9%
Other revenue 1.4% 0.0% 0.6% 8.5% 0.0%
Expense composition info
Total expenses before depreciation $7,319,568 $7,755,415 $8,363,218 $9,349,312 $12,158,730
Total expenses, % change over prior year -15.0% 6.0% 7.8% 11.8% 30.0%
Personnel 50.6% 47.9% 41.9% 43.7% 37.3%
Professional fees 3.4% 3.0% 3.7% 6.5% 9.9%
Occupancy 4.3% 4.1% 3.6% 3.7% 4.7%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 26.9% 32.0% 35.6% 33.5% 36.1%
All other expenses 14.8% 13.0% 15.2% 12.6% 12.1%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $7,368,701 $7,755,415 $8,363,218 $9,349,312 $12,158,730
One month of savings $609,964 $646,285 $696,935 $779,109 $1,013,228
Debt principal payment $0 $0 $0 $782,884 $0
Fixed asset additions $0 $0 $0 $0 $192
Total full costs (estimated) $7,978,665 $8,401,700 $9,060,153 $10,911,305 $13,172,150

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 9.0 9.8 11.2 11.1 7.2
Months of cash and investments 9.2 9.9 11.3 11.2 7.2
Months of estimated liquid unrestricted net assets 9.0 9.7 9.6 9.3 7.5
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $5,496,941 $6,324,054 $7,794,142 $8,640,867 $7,250,847
Investments $92,566 $87,326 $111,334 $89,333 $93,225
Receivables $753,216 $1,268,137 $2,116,828 $1,234,205 $2,045,558
Gross land, buildings, equipment (LBE) $451,425 $451,425 $451,425 $451,425 $451,617
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 17.9% 26.5% 37.3% 35.1% 41.2%
Unrestricted net assets $5,955,659 $6,281,670 $6,672,452 $7,725,498 $8,077,942
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $92,566 N/A N/A N/A N/A
Total restricted net assets $92,566 $87,326 $111,334 $89,333 $93,225
Total net assets $6,048,225 $6,368,996 $6,783,786 $7,814,831 $8,171,167

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

President and CEO

Dr. Germaine Smith Baugh

Dr. Germaine Smith-Baugh is a visionary leader who has dedicated more than two decades of service to the Urban League Movement and is currently the only female CEO to lead a National Urban League affiliate in Florida. Since being named President and CEO in 2006, Dr. Baugh has elevated the profile of the Urban League of Broward County to a premier nonprofit organization dedicated to promoting social and economic advancement for more than 14,000 people each year.

Number of employees

Source: IRS Form 990

Urban League of Broward County, Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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

Urban League of Broward County, Inc.

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Urban League of Broward County, Inc.

Board of directors
as of 06/05/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Timothy Hogans

Maria Waugh

Pablo Pino

James Malone

Giselle Cushing

Ralph Renzi

Shawn Sackman

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 4/9/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 06/05/2024

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

  • 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.
Policies and processes
  • 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 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.


Fiscal year ending
There are no fundraisers recorded for this organization.