URBAN STRATEGIES INC

As filed

Subsection

03

NTEE code

P80

Classification

1000

Street

100 N BROADWAY STE 1110

These codes are the IRS's own and are shown exactly as filed. What each one means is in the Business Master File documentation (opens in a new tab).

Mission and programs · 2024

• INTEGRATED SERVICE DELIVERY:HEALTHY LIVING - LIMITED ACCESS TO HEALTH INSURANCE AND TREATMENT FOR PHYSICAL AND MENTAL HEALTH ISSUES, AS WELL AS THE LACK OF HEALTH EDUCATION AND PREVENTION EFFORTS, IS A SIGNIFICANT BARRIER FOR LOW-INCOME FAMILIES ATTEMPTING TO ACHIEVE SELF-SUFFICIENCY. THE ORGANIZATION DESIGNS COMMUNITY HEALTH INITIATIVES THAT ARE DIRECTLY LINKED TO KEY PHYSICAL AND MENTAL HEALTH INDICATORS. ANECDOTAL AND QUANTITATIVE DATA ON THE IMPACT OF HEALTHY LIVING ON COMMUNITY VITALITY IS OFTEN A BASIS FOR RAISING NEW FUNDS TO SUPPORT HEALTHY LIVING INITIATIVES.(CONTINUED ON SCHEDULE O...)CHOICE NEIGHBORHOODS INITIATIVE "PEOPLE" COMPONENT - THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT'S CHOICE NEIGHBORHOOD INITIATIVE REQUIRES THAT A PLAN AND IMPLEMENTATION STRATEGY FOR COMMUNITY AND SUPPORTIVE SERVICES BE PUT IN PLACE TO HELP RESIDENTS OF REDEVELOPING NEIGHBORHOODS MAKE PROGRESS TOWARD SELF-RELIANCE. THE ORGANIZATION WORKS WITH PUBLIC HOUSING AGENCIES ACROSS THE COUNTRY TO CREATIVELY DESIGN AND IMPLEMENT SERVICES THAT ADDRESS THE SPECIALIZED NEEDS OF INDIVIDUALS AND FAMILIES AND LINK THEM TO A VARIETY OF RELOCATION SERVICES. THE ORGANIZATION ALSO DESIGNS COMPREHENSIVE PLANS IN COLLABORATION WITH THE COMMUNITY SO THAT THE PLAN REFLECTS A COMMUNITY'S VALUES AND VISION FOR FUTURE STRENGTH.SENIOR PROGRAMMING - SENIOR LIVING FACILITIES ARE ONLY AS SUCCESSFUL AS THE PROGRAMMING AND SERVICES PUT IN PLACE TO SUPPORT THEIR RESIDENTS, AND THE ORGANIZATION IS COMMITTED TO CONTINUOUSLY EXPANDING ITS KNOWLEDGE ABOUT AGING, IMPROVING THE DESIGN OF SENIOR FACILITIES AND MAKING SUPERIOR SERVICES AVAILABLE TO THE SENIOR RESIDENTS IT SERVES. THE ORGANIZATION WORKS WITH PROPERTY MANAGEMENT COMPANIES AND PUBLIC HOUSING AGENCIES ACROSS THE COUNTRY TO ASSIST IN THE PHYSICAL DESIGN OF SENIOR HOUSING FACILITIES AND THE DEVELOPMENT OF A NETWORK OF PROGRAMS THAT ENHANCE AND SUPPORT THE INDEPENDENT LIVING OF ELDERLY RESIDENTS. THE ORGANIZATION HAS CONDUCTED RESEARCH INTO SUCCESSFUL SENIOR LIVING AND HAS CONSIDERABLE EXPERIENCE CRAFTING AND IMPLEMENTING POLICY AFFECTING SENIORS.COMMUNITY CENTERS - AT SEVERAL MIXED-INCOME HOUSING SITES UNDER DEVELOPMENT BY PROPERTY MANAGEMENT COMPANIES, THE ORGANIZATION HAS BEEN CONTRACTED TO MANAGE AND COORDINATE PROGRAMMING IN A COMMUNITY CENTER BUILDING. THE ORGANIZATION IS RESPONSIBLE FOR STAFFING, OPERATING AND MAINTAINING THE FACILITY. THE ORGANIZATION RECRUITS SERVICE PARTNERS TO OFFER PROGRAMMING THAT MEETS THE NEEDS OF RESIDENTS AND TO MANAGE THOSE PARTNERSHIPS. THE ORGANIZATION ALSO ENGAGES IN OUTREACH AND MARKETING EFFORTS TO INFORM RESIDENTS AND THE LARGER COMMUNITY OF THE OPPORTUNITIES AVAILABLE AT THE COMMUNITY CENTER.POLICY DEVELOPMENT - THE POLICY DEVELOPMENT PROGRAM FOCUSES ON INFLUENCING LOCAL, STATE AND FEDERAL POLICIES ON ECONOMIC MOBILITY, HOUSING, EDUCATION AND HEALTH IN SERVICE OF THE ORGANIZATION'S MISSION. THE ORGANIZATION INFLUENCES POLICY THROUGH THE DEVELOPMENT OF WRITTEN POLICY SUGGESTIONS BASED ON BEST PRACTICES THAT THE ORGANIZATION HAS DEVELOPED, MEETING WITH LEADERS IN THE FIELD TO SHARE EXPERIENCE FROM OTHER PROJECTS AND PARTICIPATING IN COALITIONS WITH PARTNER ORGANIZATIONS SEEKING THE SAME RESULTS.

  Expenses $16,815,627 · Grants $5,934 · Revenue $5,465,467

• LEADERSHIP DEVELOPMENT & SUSTAINABILITY: CAPACITY BUILDING - THE ORGANIZATION PROVIDES TECHNICAL SUPPORT AND ASSISTANCE TO OTHER ORGANIZATIONS IN THE COMMUNITIES WHERE IT WORKS. THE GOAL OF THIS ASSISTANCE IS TO HELP BUILD THE CAPACITY OF THOSE SMALLER ORGANIZATIONS TO SERVE MORE RESIDENTS AND IMPROVE THE QUALITY OF THEIR PROGRAMS, MAKING THE COMMUNITY MORE SELF-SUSTAINING. EXAMPLES OF SUCH CAPACITY-BUILDING PROJECTS INCLUDE WORKING WITH SMALL SOCIAL SERVICE NOT-FOR-PROFIT ORGANIZATIONS TO HELP THEM INCREASE THE QUALITY OF THEIR PROGRAMS AND WORKING WITH A BUSINESS ENTERPRISE STARTED BY A GROUP OF RESIDENTS TO HELP THEM SCALE THAT BUSINESS UP.(CONTINUED ON SCHEDULE O...)COMMUNITY SERVICES LIAISONS - COMMUNITY SERVICES LIAISONS ARE THE ORGANIZATION'S SOCIAL SERVICE SPECIALISTS WHO SUPPORT RESIDENTS AND NEIGHBORHOODS ACROSS THE COUNTRY. LIAISONS WORK WITH RESIDENTS TO DEVELOP COMMUNITY AWARENESS AND PARTICIPATION IN ACTIVITIES ON THE PROPERTY AND WITHIN THE LARGER COMMUNITY. THEY ALSO ASSIST RESIDENTS IN SELF-IMPROVEMENT, SELF-SUFFICIENCY AND COMMUNITY BUILDING. THE ORGANIZATION DEVELOPED THE COMMUNITY SERVICES LIAISON POSITION TO SUPPORT THE SUCCESS OF RESIDENTS IN NEW MIXED-INCOME COMMUNITIES.FUND DEVELOPMENT - FUNDING IS CRITICAL TO THE WORK OF REBUILDING COMMUNITIES. IN CONJUNCTION WITH COMMUNITY PLANNING EFFORTS, THE ORGANIZATION DEVELOPS STRATEGIES FOR BUILDING HUMAN CAPITAL AND ECONOMIC DEVELOPMENT PLANS.THE ORGANIZATION ALSO DESIGNS INNOVATIVE FUNDING STRATEGIES THAT COMBINE PUBLIC AND PRIVATE RESOURCES. BY LEVERAGING AND REALLOCATING EXISTING RESOURCES, IDENTIFYING KEY PARTNERSHIPS AND LOCATING NEW SOURCES OF FUNDS, THE ORGANIZATION SEEKS TO IMPROVE THE ACCESS OF CHILDREN AND ADULTS TO HIGH-QUALITY FACILITIES AND PROGRAMS WITHOUT PLACING MAJOR NEW BURDENS ON CITIES THAT MAY BE FACING SCARCITIES OF RESOURCES.LITERACY INITIATIVES - STRONG READING SKILLS ARE VITAL TO SUCCESS IN SCHOOL AND THE WORKPLACE. THE ORGANIZATION HAS BEGUN TO DEVELOP AND IMPLEMENT SPECIALIZED PROGRAMS FOR CHILD AND ADULT LITERACY THAT ARE INTEGRATED WITH OTHER COMMUNITY SUPPORT SERVICES OR HUMAN CAPITAL PROGRAMMING.RESIDENT LEADERSHIP - A SUSTAINABLE COMMUNITY MUST HAVE EMPOWERED RESIDENTS WHO HAVE THE ABILITY TO ASSIST IN THE PLANNING AND IMPLEMENTATION PROCESS. THE ORGANIZATION WORKS DIRECTLY WITH RESIDENTS REPRESENTING PAST AND EMERGING COMMUNITY LEADERSHIP TO ENSURE THAT THE LOCAL VOICE IS BROAD AND DEEP. THE ORGANIZATION ENGAGES AND CULTIVATES PROSPECTIVE RESIDENT LEADERS TO BUILD THEIR CAPACITY TO LEAD THROUGH TARGETED TRAINING PROGRAMS, AND IT ACHIEVES ITS GOALS BY BUILDING RELATIONSHIPS WITH RESIDENTS, EARNING TRUST AND DEMONSTRATING EXCELLENCE IN ITS PRODUCT.WORKFORCE DEVELOPMENT - RESIDENTS OF LOW-INCOME COMMUNITIES OFTEN HAVE MULTIPLE BARRIERS TO EMPLOYMENT. THE ORGANIZATION WORKS DIRECTLY WITH RESIDENTS SEEKING TO RE-ENTER THE WORKFORCE, CONNECTING THEM TO APPROPRIATE JOB AND ENTREPRENEURIAL OPPORTUNITIES, SUPPORTING THE DEVELOPMENT OF GOOD WORK HABITS AND PROFESSIONAL CONDUCT AND PROVIDING A SET OF SUPPORTIVE SERVICES TO HELP THEM MANAGE OTHER AREAS OF THEIR LIVES THAT MAY IMPACT THEIR SUCCESS AT WORK.

  Expenses $1,350,559 · Revenue $1,267,921

• PLANNING:COMMUNITY PLANNING AND HUMAN CAPITAL DEVELOPMENT - THE ORGANIZATION WORKS WITH CURRENT AND FORMER RESIDENTS, PUBLIC HOUSING AUTHORITIES (PHA), CITY GOVERNMENT OFFICIALS, COMMUNITY ORGANIZATIONS, FOUNDATIONS AND OTHER STAKEHOLDERS TO FACILITATE COMMUNITY ENGAGEMENT PROCESSES AROUND NEIGHBORHOOD CONDITIONS AND HUMAN SERVICES NEEDS. THE PROCESS TYPICALLY INCLUDES GATHERING DATA FROM EXISTING SOURCES, BOTH FORMALLY AND INFORMALLY, SURVEYING RESIDENTS, ASSESSING SERVICE AND AMENITY NEEDS, HOLDING FACILITY TOWN HALL MEETINGS AND FACILITATING FOCUS GROUPS WITH KEY STAKEHOLDERS.(CONTINUED ON SCHEDULE O...)THROUGH THE COMMUNITY ENGAGEMENT PROCESS, STAKEHOLDERS' PRIORITIES ARE IDENTIFIED, AND THE ORGANIZATION DEVELOPS A HUMAN CAPITAL PLAN THAT IS INTEGRATED WITH THE PLANNED PHYSICAL REVITALIZATION BASED ON THE COMMUNITY'S VISION. BECAUSE THE ORGANIZATION IS MINDFUL OF THE EXISTING AND AUTHENTIC STRENGTHS OF A COMMUNITY, ITS HUMAN CAPITAL PLANS FOCUS ON COLLABORATION, BUILDING ON COMMUNITY ASSETS AND STRENGTHENING CAPACITY WHILE AVOIDING DUPLICATION OF SERVICES.EARLY PROJECT DEVELOPMENT - THE ORGANIZATION IS SOMETIMES ENGAGED BY ONE OF THE DEVELOPERS, MUNICIPALITIES AND HOUSING AUTHORITIES TO ASSIST WITH EARLY DEVELOPMENT OF PROJECTS. THIS WORK INCLUDES TRAVELING TO POTENTIAL PROJECT SITES TO ASSESS THE SUITABILITY OF THE COMMUNITY FOR A MIXED-INCOME REDEVELOPMENT, ASSESS THE HUMAN CAPITAL NEEDS THAT MUST BE ADDRESSED AS PART OF THAT REDEVELOPMENT, MEET WITH LOCAL OFFICIALS TO ENGAGE IN PRELIMINARY DISCUSSION ABOUT THE TYPE OF SCOPE OF THE POTENTIAL REDEVELOPMENT PROJECT AND PROJECT COSTS AND CONDUCT EARLY INVESTIGATION OF POTENTIAL FUNDING SOURCES.ECONOMIC DEVELOPMENT - RESIDENTS IN REVITALIZING COMMUNITIES DESIRE NEARBY NEIGHBORHOOD AMENITIES SUCH AS COMMERCIAL, GREEN, AND COMMUNAL SPACES FOR CONVENIENCE. THESE AMENITIES ALSO ATTRACT NEW RESIDENTS. COMMUNITIES ENGAGE THE ORGANIZATION TO DEVELOP NEIGHBORHOOD-BASED ECONOMIC DEVELOPMENT PLANS, INCLUDING NEW COMMERCIAL ENTERPRISES AND ENHANCEMENTS TO EXISTING COMMERCIAL AND RETAIL EFFORTS. THE ORGANIZATION HAS THE EXPERTISE TO DESIGN BUSINESS AND IMPLEMENTATION PLANS, CAPACITY STUDIES AND FUNDING/CAPITAL ACCESS PLANS TO HELP COMMUNITIES BUILD VIBRANT COMMERCIAL CORRIDORS. THE ORGANIZATION ALSO SUPPORTS THE DESIGN AND IMPLEMENTATION OF SOCIAL ENTERPRISES THAT EMPOWER RESIDENTS ECONOMICALLY BY CONNECTING THEM TO BUSINESS DEVELOPMENT OPPORTUNITIES.ENHANCED SCHOOLS - THE ORGANIZATION BELIEVES THAT IMPROVING SCHOOLS IS CENTRAL TO EVERY RE-EMERGING COMMUNITY. FOR MORE THAN 10 YEARS, THE ORGANIZATION HAS WORKED IN NEIGHBORHOOD ELEMENTARY SCHOOLS TO ESTABLISH AND MAINTAIN MIXED-INCOME COMMUNITIES AND SUPPORT SOCIAL, ECONOMIC AND RACIAL INTEGRATION. THE ORGANIZATION HAS WORKED IN PARTNERSHIP WITH ST. LOUIS, MEMPHIS, BALTIMORE, SAN FRANCISCO, SACRAMENTO, SAN ANTONIO, PITTSBURGH, COLUMBUS, MIAMI, LOUISVILLE, TULSA, AND MINNEAPOLIS TO LEAD IMPROVEMENTS IN PHYSICAL INFRASTRUCTURE, GOVERNANCE, CURRICULUM, TECHNOLOGY AND COMMUNITY ENGAGEMENT IN NEIGHBORHOOD SCHOOLS AND SUPPORT ACADEMIC ACHIEVEMENT AS A TOOL FOR ENSURING POSITIVE ECONOMIC MOBILITY. THE ORGANIZATION ALSO RECOGNIZES THAT SETTING OR CHANGING SCHOOL POLICY IS BEYOND ITS CONTROL, WHICH IS WHY IT IS CRITICAL THAT IT NOT ONLY SUPPORT SCHOOLS BY WORKING WITHIN THE SYSTEM, BUT ALSO SUPPORTING THE DEVELOPMENT OR IMPLEMENTATION OF ANCILLARY PROGRAMMING OUTSIDE OF SCHOOL HOURS TO SUPPORT HIGH ACADEMIC ACHIEVEMENT.SUPPORTIVE HOUSING - CERTAIN POPULATIONS REQUIRE ADDITIONAL SERVICES OR PHYSICAL ACCOMMODATIONS DUE TO PHYSICAL DISABILITY, DEVELOPMENTAL LIMITATIONS OR HOMELESSNESS, AND THE ORGANIZATION IS COMMITTED TO MAXIMIZING OPPORTUNITIES FOR ALL TO LIVE SUCCESSFULLY AND TO ACHIEVE THE GREATEST POSSIBLE DEGREE OF SELF-SUFFICIENCY WHERE THEY LIVE.THE ORGANIZATION WORKS WITH ORGANIZATIONS REPRESENTING POPULATIONS WITH SPECIAL HOUSING NEEDS TO DESIGN FRAMEWORKS AND FINANCIAL STRUCTURES THAT HELP RESIDENTS TO LIVE INDEPENDENTLY WITH BOTH PRIDE AND APPROPRIATE SUPPORT SYSTEMS.

  Expenses $505,576 · Revenue $1,361,775

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.

Officers and directors · 2024

As listed in Part VII of the 2024 return, in the order the filer printed them. Each return names its own; this is not a roster the organization keeps with us.

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us. Earlier years are each on their own filing page.

Filings

• 2024

  Revenue

  $23,356,074

  Expenses

  $22,405,746

  Contributions

  $15,246,882

  Grants paid

  $5,934

• 2023

  Revenue

  $16,584,843

  Expenses

  $17,705,310

  Contributions

  $8,553,416

  Grants paid

  $5,000

• 2022

  Revenue

  $18,211,417

  Expenses

  $15,662,552

  Contributions

  $2,695,903

  Grants paid

  $0

The four totals the IRS asks for on Part I of the Form 990, as filed. A dash means the figure was not present on the return — not that it was zero.

Other returns filed

• 2021 · 990

  Revenue

  $14,857,524

  Expenses

  $12,352,727

  Assets (EOY)

  $8,412,015

• 2020 · 990

  Revenue

  $13,620,861

  Expenses

  $9,463,241

  Assets (EOY)

  $21,916,746

• 2019 · 990

  Revenue

  $8,651,934

  Expenses

  $8,030,677

  Assets (EOY)

  $10,853,323

• 2018 · 990

  Revenue

  $7,056,207

  Expenses

  $6,666,512

  Assets (EOY)

  $9,690,063

• 2017 · 990

  Revenue

  $7,706,609

  Expenses

  $7,351,830

  Assets (EOY)

  $9,163,484

• 2016 · 990

  Revenue

  $11,163,708

  Expenses

  $7,449,001

  Assets (EOY)

  $8,425,664

• 2015 · 990

  Revenue

  $7,530,843

  Expenses

  $7,980,066

  Assets (EOY)

  $6,134,325

• 2014 · 990

  Revenue

  $7,880,803

  Expenses

  $7,834,537

  Assets (EOY)

  $6,443,820

• 2013 · 990

  Revenue

  $8,454,554

  Expenses

  $9,871,747

  Assets (EOY)

  $5,966,386

• 2012 · 990

  Revenue

  — not reported

  Expenses

  $7,404,643

  Assets (EOY)

  $6,612,555

Nonprofiteer parses Forms 990, 990-EZ and 990-PF, in a window of recent tax years. These returns are recorded from the IRS e-file index, so their figures were extracted by that index rather than read from the return here — treat them as a different source from the filings above, not as more of the same record. A dash means the index carries no figure; Form 990-T listings carry none at all. Showing the 10 most recent; the API carries the rest.

Grants made

No itemized grants to organizations. Schedule I is filed only by organizations that granted more than $5,000 to a recipient, so most filers have none.

Grants received

• THE COMMUNITY FOUNDATION FOR GREATER ATLANTA INC

  $500,000

  2023 · HOUSING AND SHELTER

• UNITED WAY OF SAN ANTONIO & BEXAR COUNTY

  $190,118

  2023 · RESTRICTED TO SPECIFIC PROGRAM

• UNITED WAY OF SAN ANTONIO & BEXAR COUNTY

  $178,768

  2022 · RESTRICTED TO SPECIFIC PROGRAM

• WOMENS FOUNDATION FOR A GREATER MEMPHIS

  $100,000

  2022 · VARIOUS

• GREATER TWIN CITIES UNITED WAY

  $100,000

  2023 · PROGRAM COSTS

• YOUTHPRISE

  $87,111

  2025 · African Immigrant Youth Career Development

• GREATER TWIN CITIES UNITED WAY

  $85,000

  2022 · PROGRAM COSTS

• ST JOHN MEDICAL CENTER INC

  $80,000

  2022 · to support the Choice Community As Medicine outreach and engagement project for residents of the River West/Eugene Field Neighborhood

• ST JOHN MEDICAL CENTER INC

  $80,000

  2023 · to support the Choice Community As Medicine outreach and engagement project for residents of the River West/Eugene Field Neighborhood

• WOMENS FOUNDATION FOR A GREATER MEMPHIS

  $75,000

  2023 · VARIOUS

The 10 largest by cash amount. The API serves every itemized grant.

Other IRS files