The Family Y Young Men's Christian Association/ywco of the Csra Inc

Nonprofit profile at a glance

EIN
580566254
IRS 990 coverage
2010–2025
Forms available
Form 990 2025
Location
Augusta, GA, USA
Phone
7069229603
Rating
85
Verdict
STRONG
Rating confidence
Moderate
Affiliation
Christianity

Official website

Reported finances

Revenue
$20,744,608
Expenses
$21,587,126
Assets
$35,216,080
Liabilities
$11,549,549

Source: IRS Form 990. Selected filing: tax year 2025. Amounts in USD.

Leadership & pay

36 people listed

Executive titles in this filing

  • DR GREGORY FRANCISCO (PRESIDENT/CV)

Highest reported compensation

  • CATIE MCCAULEY (PRESDIENT AN): $273,507 total reported compensation
  • CHERYL WIRT (CFO): $185,654 total reported compensation
  • CRAIG MIRACLE (SENIOR VP): $109,117 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

Our mission is to serve individuals and families in the csra through programs designed to build healthy spirit, mind, and body, reflecting the values of the judeo-christian tradition while maintaining respect for all people.

What it reported doing in 2025

Early care, afterschool & day camp: youth development encompasses all youth, including babies, adolescents, and teenagers. Our early care and learning center, the child development academy (cda), is a 2 of 3-star quality rated licensed program that accepts babies as young as 2-weeks old through the age of 5 years old. Our philosophy for the cda is to ensure children are regularly meeting their milestones and are prepared for kindergarten upon graduation from our program. We use an evidenced based curriculum that supports learning, growth, and development. The cda is also one of very few early care and learning facilities in the csra that provides a sliding scale tuition to ensure affordability for all families. Typically, once families transition to elementary school they seek our primetime before and after school program for the next level of care. The y has provided high-quality before and after-school programs since the late 1980s. These programs began as a safe place for children to go during the critical hours between when the school day ends and when the typical workday ends. We are currently serving more than 30 elementary and middle schools across 7 school systems. The ymca of greater augusta works closely with school personnel and school district leadership to ensure our before- after-school programs meet the unique needs of our students. This includes providing programming that is additive, not duplicative, with the school day curriculum. All our out-of-school-time activities have an intentional focus of fostering social emotional development, impacting learning acceleration, physical activity, and project-based learning with s.t.e.a.m (science, technology, engineering, art, and math). Our after school and day camp curriculum is aligned with the Georgia standards of excellence for Georgia locations and the South Carolina college and career standards for the South Carolina locations. For example, s.t.e.a.m projects support student learning by offering career exploration and practicing concepts of ela and math. Through social-emotional development activities, our youth build self-awareness, improve communication skills, and learn critical relationship skills as well as behavior management. Our youth also have access to enriching opportunities (dance, art, drama, financial literacy, etc.) to find their passion and interest, experience new activities and explore ideas in a safe environment. Our programs encourage youth to set and manage goals and build upon their developing passions. Our youth also receive safety around water instruction, due to y's belief that learning to be safe in any body of water is a life necessity, especially given our region filled with lakes, rivers, and pools. Children, and teens in y out-of-school time programs gain the knowledge and skills to develop healthy identities, manage emotions, show empathy for others, establish and maintain supportive relationships, and make responsible and caring decisions. The family y of greater augusta served nearly 2,000 children and teens during before and after school programs. In that same year the y had about 20 summer day camp sites and one resident camp that reached nearly 8,000 youth. During day camps our camp counselors are engaging youth in fun activities that reflect the y core values, leadership skills, life skills, all while creating lasting friendships and memories. As we focus on social emotional development, ymca of greater augusta day camp also provides an exciting, safe community for young people to explore the outdoors and build confidence and self-esteem while giving working parents an ease of mind that their children are in a safe and caring environment during the summer. Scholarships to attend the programs are always available to eliminate costs as a barrier. Approx 50% of participants in all programs, early care, after school and day camp received financial assistance.

Operating model

Revenue model
Earned-program. 71% of the money available for current operations came from fees and other program revenue.
Distribution model
Direct operator. The filing allocates 89% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Expenses are high relative to revenue and program spending has declined or grown slowly.

Rating breakdown

  • Financial Efficiency: 84
  • Transparency & Controls: 89
  • Accountability: 100
  • Sustainability: 32
  • Growth: 60

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 86.2%; rating input score 86
  • Program expense ratio: 82.7%; rating input score 83
  • Fundraising efficiency: $51.3 raised per $1 spent on fundraising; rating input score 75; 75th percentile among comparable filings

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
  • Pay-setting controls: 5 of 6 controls in place; rating input score 83
    • Compensation committee: Pass
    • Independent consultant: Pass
    • Other Form 990s reviewed: Pass
    • Written employment contract: Missing
    • Compensation survey or study: Pass
    • Board or committee approval: Pass
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Yes; rating input score 100
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
  • Governance controls: 8 of 8 controls in place; rating input score 100
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: NotApplicable
    • Other executive compensation review process: Pass
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Pass
    • Independent financial-statement audit: Pass

Sustainability

  • Operating margin: -4.1%; rating input score 12; 12th percentile among comparable filings
  • Total-asset coverage ratio: 1.63; rating input score 44; 44th percentile among comparable filings
  • Liabilities to assets ratio: 0.33; rating input score 38; 38th percentile among comparable filings
  • Officer compensation ratio: 3.1%; rating input score 72; 72nd percentile among comparable filings

Growth

  • Program expense growth: -0% per year; rating input score 0; 10th percentile among comparable filings
  • Revenue growth: 1.4% per year; rating input score 100; 11th percentile among comparable filings
  • Asset growth: 3.4% per year; rating input score 100; 22nd percentile among comparable filings

Details

  • Where the money goes: 86.2% of revenue deployed · 82.7% of spending went to programs
  • Governance: 32 of 32 board members independent · 8 of 8 filing controls reported
  • Programs: 3 filed program accomplishments · $17.8M in reported program spending
  • Leadership: top reported pay $274K · 36 people listed · 5 of 6 pay-setting controls reported
  • Highest-paid contractors: 5 contractors listed · $1.2M reported
  • Consistency: 30 of 30 current checks pass
  • Schedules: 5 filed schedules · includes major donors and executive pay
  • Filing history: 15 filing years from 2010 to 2025
  • Contacts: How to reach this organization
  • Money network: 4 filed money-flow records
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • High — Sustainability: Operating margin scored 12/100.
  • High — Growth: Program expense growth scored 0/100.
  • Moderate — Sustainability: Total-asset coverage ratio scored 44/100.
  • Moderate — Sustainability: Liabilities to assets ratio scored 38/100.