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Cambridge Young Womens Christian Association (YWCA Cambridge)

 7 Temple Street
 Cambridge, MA 02139
[P] (617) 491-6050
[F] (617) 491-4108
[email protected]
Eva Martin Blythe
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 Printable Profile (Summary / Full)
EIN 04-2103968

LAST UPDATED: 12/17/2018
Organization DBA YWCA Cambridge
Cambridge YWCA
Young Women's Christian Association of Cambridge
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

YWCA Cambridge is a social justice organization dedicated to eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.  

Mission Statement

YWCA Cambridge is a social justice organization dedicated to eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.  

FinancialsMORE »

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $1,621,815.00
Projected Expense $1,434,021.00

ProgramsMORE »

  • 1. Tanner Residence
  • 2. Youth Programs
  • 3. Family Shelter

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

YWCA Cambridge is a social justice organization dedicated to eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.  

Background Statement

Since our founding in 1891 the YWCA Cambridge has been an advocate for human rights and a provider of safe, affordable housing and support services for women and girls. As young women relocated to urban Cambridge to work and live in what were inhumane conditions, the YWCA responded in 1911 by opening the area's first boarding house for women. Our founders created a safe environment in which young, female factory workers could live and learn essential professional and daily living skills that would enable them to be self-sustaining and independent.YWCA Cambridge founders also participated actively in the labor movement advocating for safer, more humane working conditions for women employed in factories. The original building contained a library and a gymnasium, areas where the women could exercise their minds and their bodies. Later a Health Education Wing with an indoor swimming pool was constructed on the Cambridge site to encourage women to become even more health conscious.  Today we continue to provide quality housing and programs for women, girls and families and to advocate on behalf of women and people of color.  

The Marshfield Branch began by providing summer programs that offered respite from the city's heat for teens and young adults from Cambridge. Today the branch hosts 100+ campers each week during the summer months at a traditional day camp that emphasizes outdoor activities and exercise.  A collaboration with Second Nature Social Skills, provides a day camp program specifically designed for special needs children.  The branch also offers seasonal programs to meet the interests of Marshfield area residents.
In the 1950s when it became apparent that there was not enough affordable housing available for women experiencing difficulty living independently, the YWCA responded by raising funds to build Tanner Residence. That building and the third and fourth floors of the Main Building comprise 103 units of Single Room Occupancy housing for single women, most of whom have been homeless. Similarly, our Homeless Family Shelter, which provides safe housing for 10 families, was started because increasing numbers of families were unable to maintain their housing and found themselves homeless and on the street. Today the YWCA Cambridge is one of the Cambridge area’s largest providers of housing for women and hosts a variety of programs designed to appeal to a broad range of community needs and interests in Cambridge and Marshfield.

Impact Statement

1.Successfully responded to and recovered from a flood that decimated the boiler room that contains all the mechanical operating systems for the Main Building and Tanner Residence.
2. Enhanced our administrative capacity by researching and purchasing Customer Relations Management (CRM) software to help us track, retrieve and manage donor, member and participant data more effectively.
3.Set up a rotating, monthly art gallery in the lobby of the Main Building for area women artists to showcase their works.
4. Partnered with City Councilor Simmons to pilot GOLD, Girls Only Leadership Development, a program designed to develop, nurture, and support leadership and advocacy skills to help 8th grade girls prepare for
high school and beyond. 
5. Budgeted for, created a position and hired an Administrative Assistant 
1. Completing and implementing a strategic plan that will reflect our organizational commitment to mission-driven, social justice programming to benefit women and girls.  
2. Rebuilding our programs and services component that was deconstructed as a result of 3+ years of building renovations, during which administrative and non-capital support staff resources were reassigned to oversee the renovations project.  
3. Increasing our organization's financial stability by reallocating resources away from administration and back to fundraising and programs and service delivery. 
4. Improving our development/fundraising success rate with private, corporate, public and foundation sources.
5. Partnering with other service providers to develop and implement a comprehensive response to address health disparities among women of color and low income women. 

Needs Statement

1. Completing and implementing a strategic plan that will guide the organization for the next three to five years.
2. Hiring development/fundraising staff in order to maximize use of Neon, recently-acquired CRM software, that will help us build a larger, deeper, and more diverse base of donors and funders, thus, enabling us to enhance our fundraising capacity.
3. Renovating the Homeless Family Shelter and the Marshfield Branch. 
4. Securing funding for programs and services to teach life skills to our residents that will enable them to live independently and be self-sufficient. 
5. Developing a complement of activities, programs and services that fulfill the "eliminating racism" portion of our mission.    

CEO Statement

The YWCA Cambridge has faced significant challenges in recent years, ranging from budget deficits to a disabling flood in the dead of winter. Nevertheless, we remain unfailingly committed to delivering the best programs and services possible to the Cambridge and Marshfield communities with the resources we have available.  We also are committed to taking advantage of new opportunities that will help us grow and develop our capacity to "empower women" and "eliminate racism".  Our YWCA is strategically positioned to play an important role in the lives of many women, children and families, serving as a "hub" of information and access to services.  

Board Chair Statement

One of the challenges the YWCA Cambridge faces is getting the financial support of large corporations located within the City. The YWCA Cambridge is the largest housing provider for women that without our shelters would be homeless. Financial assistance is necessary to keep our doors open.
One of our successes has been the ability to attract engaged and hardworking board members that are skilled in various areas that compliment the work of the YWCA Cambridge. One other success has been our ability to collaborate with other associations and non-profits to engage a wider audience in common themes of social awareness.
I choose to volunteer my time with the YWCA Cambridge because I believe in the mission of empowering women and eliminating racism. I grew up and spent time at the YWCA Cambridge as a child. I grew up with some of the residents of the YWCA Cambridge that I know have had a difficult time in life. I want to be able to give back and help these women have a safe home and provide them with skills to survive.

Geographic Area Served

Greater Boston Region-All Neighborhoods
The YWCA Cambridge serves women and families in the city of Cambridge as well as surrounding areas.  The YWCA Cambridge also serves children, adults and families in the Marshfield area.

Organization Categories

  1. Human Services - Young Men's or Women's Associations
  2. Housing, Shelter - Homeless Shelters
  3. Civil Rights, Social Action, Advocacy - Civil Rights, Social Action, & Advocacy N.E.C.

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



1. Tanner Residence

Tanner Residence provides safe, affordable accommodations for single women, many of whom have been homeless, and who also have experienced physical, emotional or financial trauma. Tanner Residence offers 103 units of single room occupancy housing with round-the-clock staffing. 40% of the residents receive case management and supportive services from other service providers such as Heading Home, AIDS Action and VinFen. Frequently those residents stay at Tanner Residence for a period of time predetermined by the external service provider.

YWCA Cambridge provides an on-site Case Manager who works with the other 60% of the residents who do not have other supportive services.

Current residents range in age from 18 - 82 years. Women are referred through the Cambridge Housing Authority or other service providers, or apply for a very limited number of market rate units. The length of each resident’s stay depends upon her personal circumstance.

Budget  $888,295.00
Category  Housing, General/Other Affordable Housing
Population Served Females
Program Short-Term Success  Short term success at Tanner often is measured anecdotally.  Staff obtain information and feedback through informal interactions with the residents. Much of the success for Tanner residents is in their successes with daily living.  For example, Resident A might report to staff that she does not like the smell or the appearance of something that Resident B cooks frequently.  During an informal conversation staff might offer suggestions, but not know the outcome until the resident just happens to report back.  Staff frequently suggest to residents activities such as participation in an in-house writer's group, but not know that a particular resident found the activity therapeutic until some time later.  Residents currently have the opportunity to participate in a weekly session intended to help them make informed decisions about their own health. However, experience has taught us that making such sessions mandatory almost dooms them to failure.  We simply take the majority of our residents where they are and try to initiate small steps that will help them learn to improve their own life skills.  Each woman is different and we try to treat each one as an individual.  
Program Long-Term Success  According to the City of Cambridge 2015 Census of Homeless Persons, 153 or 33% of the persons counted on February 25 were homeless women.  Although the count was down from 2014, the fact remains that there is a need for housing for homeless and under-housed women. Therefore, the ultimate success of Tanner Residence is that at any given time 103 women have safe, affordable accommodations, who otherwise would be homeless or under housed. Since renovations were completed in 2014, the occupancy rate at Tanner has averaged between 90 - 100%. When vacancies occur they usually result from a timing issue, i.e., the lag between the time that a resident moves out and another moves in.  Another measure of success at Tanner is the number of women who are engaged in programs and activities to improve their mental health.  From 2013 - to June 2015, an average of 81% of Tanner residents were engaged in such programs. The on-going objective is to ensure that those who need those services obtain them.     
Program Success Monitored By 
Tanner Residence staff, particularly the case manager and the property manager, keep case notes and as-needed basis they are in contact with other supporting service providers to determine ways to be most helpful to the residents and to seek interventions when necessary. Staff also use self-sufficiency plans and/or contracts to assist and guide residents toward successful behavior. The case manager and the property manager have open door policies to help residents establish trusting relationships with staff so that they are willing to disclose difficulties and seek help. Residents are encouraged to participate in daily facilitated, coffee hours that help them identify problems and share successes. The process is designed to help residents be pro-active in problem solving. Periodic surveys or similar documents are distributed to the residents to help determine their interests, levels of satisfaction/dissatisfaction with services and any unidentified problem areas.
Examples of Program Success 

A 45-year old female referred to Tanner had experienced severe domestic violence and homelessness. Often incoherent from alcohol or drugs, she hallucinated and demonstrated extreme paranoia. She fell behind in her geared to income rent. Staff finally convinced her to get help. She currently is clean, sober, on medication and is a model resident. Three years ago an 18-year old woman arrived at Tanner, having traveled over 7,000 miles to attend school in this area. Upon arrival, she discovered that she had no housing. Fortunately, one of the few Tanner market-rate units was available; she rented it and has been a resident since. She has continued her studies and will graduate in June 2015. A veteran in her 50s with a history of drug and alcohol abuse came to live at Tanner. She had served time in state prison. Tanner staff triaged with others to get her into a VA rehab program. She has attended school, and secured work and permanent housing. She still visits to report her progress.

2. Youth Programs

Provides programs for young individuals.
Budget  $132,235.00
Category  Community Development, General/Other Community Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

3. Family Shelter

Provides shelter for homeless individuals and families.
Budget  $296,446.00
Category  Housing, General/Other Emergency Shelter
Population Served Families Females
Program Short-Term Success  .
Program Long-Term Success  The shelter began as a few rooms in the Tanner Residence and is now in a large house in Cambridge.  The Family Shelter serves up to 10 families. 
Program Success Monitored By  .
Examples of Program Success  .

CEO/Executive Director/Board Comments



CEO/Executive Director Ms Eva Martin Blythe
CEO Term Start Oct 2007
CEO Email [email protected]
CEO Experience
Eva Martin Blythe is celebrating her 26th year as a YWCA Executive Director. Prior to joining the YWCA Cambridge staff in October of 2007, she was Executive Director of the YWCA Durham, Ontario, Canada for 15 years. Ms. Martin Blythe began her YWCA career as Executive Director of the YWCA in Kansas City, Missouri.  
A graduate of the University of Kansas, Eva worked on both the Congressional and campaign staffs of a former member of the U.S. House of Representatives, and as Director of the Housing Assistance Staff at the U.S. Conference of Mayors in Washington, D.C.
Eva has received numerous citations and awards for her volunteer and professional work,  She is one of the only non-union members ever to have received the Canadian Auto Workers Eastern Women’s Network Award for Outstanding Community Service. Locally, she is the recipient of a 2012 Peace & Justice Award from the Cambridge Peace Commission for “A Lifetime of Peacemaking” and a 2014 "Cammy"  (Outstanding Person) Award from the Cambridge Jazz Festival. 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Julia Perez Kennedy -- --
Susan Smith -- --

Senior Staff

Name Title Experience/Biography
Trudy Bartlett Director, Family Shelter --
Lem Lanier Director of Finance --
Carol Lyons Financial/HR Manager --
Stephanie Maggiore Property Manager, Tanner Residence --
Kim Nashawaty Branch Director, Marshfield Branch --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 15
Number of Volunteers 0
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 7
Asian American/Pacific Islander: 3
Caucasian: 7
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 18
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Andrea Spears Jackson
Board Chair Company Affiliation Community Volunteer
Board Chair Term July 2015 - June 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Elizabeth Baldwin Notre Dame Education Center Voting
Reverend Manikka Bowman Community Volunteer Voting
Ms. Lauren Curry Just-a-Start Corporation Voting
Ms. Darlene Ellis-Donahue Eastern Bank Voting
Ms. Esther Hanig Union Square Main Street Voting
Ms. Pam Howard Volunteer Voting
Ms. Nancy Hurlbut Community Volunteer Voting
Reverend Dr. Lynda Jordan Volunteer Community Voting
Ms. Dale Kaiser Kaiser Law Group Voting
Ms. Cynthia Kuppens O'Brien Management Voting
Ms. Arielle Levy Health Resources in Action Voting
Ms. Priscilla Lopes City of Cambridge Voting
Ms. Eva Martin Blythe YWCA Cambridge Exofficio
Ms. Beth Milkovits Atwater Wealth Management Voting
Ms. Joanna Morris JA Morris & Associates, PC Voting
Ms. Molly Moulton MIT Sloan School of Management Voting
Ms. Sarah O'Toole Century Bank Voting
Ms. Nancy Phillips Community Volunteer Voting
Ms. Andrea Spears Jackson Community Volunteer Voting
Ms. Donna Tesiero Self-employed Writer Voting
Reverend Lorraine Thornhill First Holiness Church Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 7
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 1 Indian
Gender Female: 21
Male: 0
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Governance and Nominating

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $1,621,815.00
Projected Expense $1,434,021.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $1,624,961 $1,214,483 $2,783,114
Total Expenses $1,458,362 $1,313,237 $1,626,029

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $55,306 $111,754 $489,287
Indirect Public Support -- -- --
Earned Revenue $1,399,702 $888,683 $1,215,191
Investment Income, Net of Losses $57,889 $107,389 $41,278
Membership Dues $2,730 $4,460 $5,675
Special Events $57,068 $45,216 $50,562
Revenue In-Kind -- -- $8,156
Other $52,266 $56,981 $972,965

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $1,201,365 $697,571 $981,411
Administration Expense $180,692 $540,494 $552,910
Fundraising Expense $76,305 $75,172 $91,708
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.11 0.92 1.71
Program Expense/Total Expenses 82% 53% 60%
Fundraising Expense/Contributed Revenue 68% 48% 17%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $13,431,494 $14,190,851 $11,544,198
Current Assets $1,382,469 $1,612,030 $1,194,414
Long-Term Liabilities $13,008,875 $14,067,792 $10,526,313
Current Liabilities $534,155 $560,402 $1,356,474
Total Net Assets $-111,536 $-437,343 $-338,589

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $195,657.00
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 12.00

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose Major renovations to Marshfield Branch facility used for children's summer day camp and
Campaign Goal --
Capital Campaign Dates 2018 -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 2.59 2.88 0.88

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 97% 99% 91%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's consolidated audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
The Other revenue category for FY12 includes debt forgiveness.
Please note, the net assets for FY12 are per the FY13 audit document, as the amount was restated. 


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

Our success will be measured by the extent to which our programs and services fulfill our mission. i.e., empowering women and/or eliminating racism, and respond directly to identified needs in the communities we serve; and by the extent to which we are able to reallocate our current resources to those programs and services.
One of our overarching goals is to be a "hub" of information for women, i.e., a place where women and girls of all ages can seek and find timely, correct information about programs, services and resources available to them in areas of interest or concern.
We aim to engage our staff and volunteer leadership, along with former clients and residents who have successfully reengaged in the community, in the process of developing a comprehensive response system to meet the needs of our residents and other marginalized women.  That system is grounded in the availability of quality, safe, affordable housing that includes direct referrals with consistent follow-up to life skills building resources that address the women's emotional, educational and economic needs, and enhances their quality of life.  To that end, we also will continue to be an outspoken advocate for more affordable housing.
Our long term "empowerment" success will be determined by:
1)  The number of women who leave our Family Shelter each year with full-time, permanent employment paid at no less than minimum wage.
2)  The number of  women that transition through our Family Shelter each year into permanent housing and remain stable for at least one year.
3)  The number of single women living at Tanner Residence each year who do not have pre-existing external supports, i.e., Aids Action, Heading Home, etc. but who secure the help they need to overcome limiting factors in their lives.  
4) The number of girls (8th graders in Cambridge and 9 - 12 year olds in the Marshfield area) that participate in our girls leadership programs and who, when surveyed a year later, demonstrate leadership capacity and refer to the YWCA program as a source for that characteristic.  
5) The creation of a collaborative system that addresses the disparities women of color and low income women encounter in the health care system. 
6) The amount of additional, affordable housing that is being made available and/or planned for low-income residents in the Cambridge area.
Our "eliminating racism" success will be measured by:
1) The extent to which we are able to foster community-wide dialogues and activities intended to build community collaborations focused on ending racism.  
2) The number of community forums and activities that YWCA Cambridge sponsors and/or collaborates on to encourage public discussion on ending racism.
3) The creation of a comprehensive system that provides timely information to the community on social justice-related events and activities.
4) The incorporation of an anti-racism component into the training that training we provide to YWCA Cambridge staff and volunteers.   

2. What are your strategies for making this happen?

Through the strategic planning process scheduled to begin in September, 2015, we will review and evaluate our current financial, organizational and operational structures to ensure that we are utilizing/applying best practices and making best use of our available resources. That process also will include reallocating our staff resources, returning to a service delivery model. Additional changes, modifications and adjustments will be made to ensure success in that regard.
In order to meet our goals, we plan to to hire development staff that will help us maximize the use of Neon, a Customer Relationship Management (CRM) software system that we recently purchased and implemented.  Meeting that objective will help us to develop a wider, stronger network of financial support.  We will use that financial support, specifically, to pilot a series of life skills workshops to comprehensively address the needs of our residents, women who have been homeless and/or marginalized because of their emotional, educational or economic.  We also plan a renewed focus on prevention, with particular attention to assisting adolescent girls to explore long-term education and career options, as well as to develop leadership skills.        
In addition we will develop internal training and procedures that will enable staff to better measure outcomes of our mission-driven service programs, particularly through the use of digital tools and tracking methods.  

3. What are your organization’s capabilities for doing this?


4. How will your organization know if you are making progress?


5. What have and haven’t you accomplished so far?