BRONZE2022

Knoxville Area Urban League

Knoxville, TN   |  http://www.thekaul.org/

Mission

OUR VISION is to be the recognized leader and premier non-profit organization in the greater Knoxville area promoting diversity, economic and social equity for all citizens.

OUR MISSION is to enable African Americans, other minority groups and the underserved to secure economic self-reliance, parity, power and civil rights.

Ruling year info

1968

President and CEO

Ms. Phyllis Young Nichols

Main address

1514 East Fifth Avenue

Knoxville, TN 37917 USA

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EIN

62-0797293

NTEE code info

Urban League (P22)

Civil Rights, Social Action, and Advocacy N.E.C. (R99)

Community, Neighborhood Development, Improvement (S20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

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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?

Education and Youth

Our program serves youth of all ages throughout our community. READ & RISe reaches our youngest citizens with early literacy and pre-reading skills. Digital Academy introduces middle school students to high-tech careers and gets them excited about learning. NULITES and National Achievers instill high school students with leadership and social development skills and offer initiatives that enhance their cultural, academic and college preparatory experience.

Population(s) Served

Our Workforce program provides students with computer skills, pre-testing to assess their skill levels and career interests, and job placement assistance. We also teach "soft" skills, such as workplace ethics, corporate culture, relating to coworkers, and appropriate dress and behavior. We are putting people to work, many of whom would not find help otherwise, such as those who are previously adjudicated.

Population(s) Served

Core Programs:

Homebuyer Education Classes
Foreclosure Prevention and Loss Mitigation Counseling
Post-Foreclosure Counseling
Budget and Credit Counseling

Population(s) Served
Adults

Core Programs:

Training and Technical Assistance
Entrepreneurship Courses
Urban League Micro-Lending Program

Population(s) Served
Adults

Where we work

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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.

We provide people we serve with the skills needed to navigate and overcome personal and professional obstacles. We are fully committed to investing in people, launching careers and businesses and transforming lives.

For some, it is buying their first home, for others; it is finding a good job or starting their own business. For our students, it is an equal-opportunity education that will prepare them for college, career and life and help them achieve their full potential.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • 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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    Our organization had to pivot during the COVID-19 pandemic from in-person meetings, classes and group counseling to a digital platform. We had to work with clients who lacked both technology and connectivity to continue meeting their needs.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    Receiving feedback from clients creates an environment of trust and respect. We value the perspective of clients.

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

    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 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 ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection,

Financials

Knoxville Area Urban League
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Knoxville Area Urban League

Board of directors
as of 07/05/2022
SOURCE: Self-reported by organization
Board co-chair

Mr. Al Pirie

Uster Technologies


Board co-chair

Mr. Sheldon Green

State Farm

Phyllis Nichols

President & CEO, Knoxville Area Urban League

Russell Byrd

Senior Director of Gov't & Community Affairs, Comcast

Dana Dorcas

US Cellular

Sheldon Green

Agency Field Executive, State Farm

Alan Hill

Regional Director - External Affairs, AT&T

Lonnie Jones

Principal, Allstate Insurance

Rosa Mar

Global Resourcing Dept., Levi Strauss

Alan Pirie

VP of Human Resources, Uster Technology

Tim Romero

Regional Vice President, Enterprise Holdings

Deborah Stevens

Shareholder, Lewis, King, Krieg & Waldrop

Avis Young

Operations Manager, UPS

Gwendolyn Brown

BPR

Jan Brown

TVA

Orlando Diaz

Partners Development

Joe DiPietro

University of Tennessee

Tamara Franklin

Scripps Networks Interactive

Ted Lewsi

Pellissippi State Community College

Andy Lorenz

Provision Health Partners

Jim McIntyre

Knox County Schools

Gwen McKenzie

CVS Caremark

Mims Cavanaugh

Visionary Solutions

Cynthia Moxley

Moxley Carmichael

Tyvi Small

University of Tennessee

Syreeta Vaughn

KAUL Young Professionals

Stanford Williams

Messer Construction

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