URBAN STRATEGIES INC

Financials

From the e-filed returns the IRS publishes as XML (latest three processing years; amended returns replace the original). PDF copies at the IRS.

Officers, directors and key employees

As listed on the 990 for the year ended December 31, 2024, highest compensation first.

Address and contacts

Address (IRS master file)

100 N BROADWAY STE 1110, SAINT LOUIS, MO 63102-2773

In care of

% URBA

Principal officer (990 for 2024)

ESTHER SHIN, 100 NORTH BROADWAY 1110, SAINT LOUIS, MO 63102

Signed the 990

ESTHER SHIN, PRESIDENT

Phone

(314) 421-4200

Website

WWW.URBANSTRATEGIESINC.ORG

Return prepared by

RUBINBROWN LLP

Mission

TO ENSURE THAT ALL CHILDREN AND FAMILIES ARE STABLE AND THRIVING.

Program accomplishments

• 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

What it must file and when

IRS records say it files Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N. Its accounting year ends in December, so each return is due on the 15th day of the 5th month after that.

IRS record

EIN

43-1141027

Tax-exempt status

501(c)(3): Charitable, religious, educational or scientific organization

Foundation status

Publicly supported organization (509(a)(2))

Donations deductible (Pub 78)

Public charity, 50% deduction limit

Exempt since

1980

Accounting year ends

December

Files

Form 990 or 990-EZ

Category (NTEE)

Human services (P80)

Assets (IRS master file)

$9,281,655

Income (IRS master file)

$23,356,074

Filing history

990-N: the IRS bulk file holds only the latest e-Postcard per organization; earlier years come from archived copies of that file since 2020 and can have gaps (the IRS e-Postcard search lists every one). 990, 990-EZ, 990-PF, 990-T: every e-filed return in the IRS e-file index since 2019; XML for the latest three processing years, amounts from the IRS Statistics of Income extracts before that. PDF copies and determination letters at the IRS (search EIN 43-1141027).

Questions about URBAN STRATEGIES INC

What is the EIN of URBAN STRATEGIES INC?

The employer identification number (EIN) of URBAN STRATEGIES INC is 43-1141027.

Is URBAN STRATEGIES INC tax-exempt?

Yes. The IRS lists it as tax-exempt under section 501(c)(3) since 1980.

Are donations to URBAN STRATEGIES INC tax-deductible?

Yes. It is listed in IRS Publication 78 (Public charity, 50% deduction limit).

Which annual return does URBAN STRATEGIES INC file?

Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N.

When is the next return of URBAN STRATEGIES INC due?

The return for tax year 2025 (the year ending December 31, 2025) is due May 15, 2026. Form 8868 extends it by six months; the 990-N cannot be extended.

When did URBAN STRATEGIES INC last file with the IRS?

The latest return in the IRS public files is the 990 for the year ended December 2024.

Who is the principal officer of URBAN STRATEGIES INC?

The 990 for the year ended December 31, 2024 names ESTHER SHIN.

Who are the officers and directors of URBAN STRATEGIES INC?

The 990 for the year ended December 31, 2024 lists 16 people; 8 received compensation from the organization, the highest $344,601 (ESTHER SHIN, PRESIDENT).

How much revenue does URBAN STRATEGIES INC have?

On its 990 for the year ended December 31, 2024 it reported revenue of $23,356,074, expenses of $22,405,746 and total assets of $9,281,655 at year end.

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