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YWCA Malden

 54 Washington Street
 Malden, MA 02148
[P] (781) 322 3760
[F] (781) 324 3444
Laureen Scibinico
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 Printable Profile (Summary / Full)
EIN 04-2125009

LAST UPDATED: 12/04/2018
Organization DBA --
Former Names Malden YWCA (2008)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »


The YWCA Malden’s innovative programs serve as a catalyst for hundreds of at-risk girls, women and families, each year, enabling them to become self-sufficient and to develop into thriving contributors to their communities. The YWCA Malden has maintained its strong position in the community for 85 years by evolving to address the changing needs of one of the most diverse areas in Massachusetts.

Through collaborative efforts with other community leaders, the YWCA Malden fulfills its mission of eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.

Mission Statement


The YWCA Malden’s innovative programs serve as a catalyst for hundreds of at-risk girls, women and families, each year, enabling them to become self-sufficient and to develop into thriving contributors to their communities. The YWCA Malden has maintained its strong position in the community for 85 years by evolving to address the changing needs of one of the most diverse areas in Massachusetts.

Through collaborative efforts with other community leaders, the YWCA Malden fulfills its mission of eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $1,130,000.00
Projected Expense $1,130,000.00

ProgramsMORE »

  • Financial Education and Microenterprise Development for Women and Families
  • Success for Life Academic Enrichment Program
  • Teen Advocates Sharing Knowledge:TASK
  • YWCA Malden Women's Residency Program
  • YWCA Malden Women's Wellness: Encoreplus Breast Cancer Intiative

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


The YWCA Malden’s innovative programs serve as a catalyst for hundreds of at-risk girls, women and families, each year, enabling them to become self-sufficient and to develop into thriving contributors to their communities. The YWCA Malden has maintained its strong position in the community for 85 years by evolving to address the changing needs of one of the most diverse areas in Massachusetts.

Through collaborative efforts with other community leaders, the YWCA Malden fulfills its mission of eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all.

Background Statement

The YWCA Malden serves youth and families from Malden, (population 59,450), a densely settled urban community located on Boston’s northern rim. Malden’s per capita income of $27,202 and median household income of $56,347 are well below the state average. Not surprisingly, 12.8% of Malden’s residents are living below the poverty rate. Among students enrolled in the public school system, more than half (58.7%) are living in poverty, a rate significantly higher than the state rate of 34.2%. In addition to the financial challenges faced by so many, the population of Malden has become increasingly diverse over the past few decades. Close to 70% of Malden students are of color and 43% are non-native English speakers. More than 35% of Malden residents are foreign born, a rate significantly higher than the state average. According to the National Center for Education Statistics, the ELL population includes a significant proportion of learners characterized by low academic achievement and high rates of grade retention and school dropout. It is therefore critical that YWCA Malden develops programs and initiatives that aim to empower under-served and under-resourced populations, helping to eliminate existing disparities in health care, education and economic success.



Impact Statement

YWCA Malden Accomplishments 2012
  • Through a Homelessness Prevention and Financial Stability Initiative for families enrolled in YWCA Programs, 250 participants received access to emergency services, credit repair, debt reduction and financial literacy education. 95%  retained permanent housing.
  • YWCA Success for Life Academic Advancement program served 450 k-12 students through mentoring, tutoring and homework assistance.  94% of students advanced to the next grade; 98% of those who participated in the mentoring program reported feeling valued and empowered.
  • Youth Leadership through Civic Engagment serving 129 high school students. Projects included  advisory roles on the Mayor's Task Force to assess the feasibility of a new community teen center; and the design and implementation of a health series for middle schoool students. 92% of participants reported feeling more connected to their community. 


  • YWCA Malden's Top Goals 2013:
  •  Continuation with phase two implementation of community-wide inatiatives:  1) Active Living and Healthy Eating in partnership with City of Malden;  2) Family Financial Stablility and Microenterprise Development.
  • Implementation the YWCA Children's Services Multi-Cultural Art and Technolgy Center.
  • Advancement of agency-wide Fundraising/Sustainability Plan under the direction of  the Board of Directors.



Needs Statement

Most pressing needs for YWCA Malden:
  • Financial: Increase discretionary revenue reserves (cost: $300,000).
  • Management: Add part-time H.R. support/staff  (cost: $30,000 annually).
  • Program: Upgrade technology for Agency ($25,000)
  • Program:  Replace 15 passenger agency van - Children's Services (cost: $30,000).





CEO Statement

YWCA Malden  is a force for eliminating racism, a source for empowering women across generations, and a voice for peace, justice, freedom, and dignity for all.

 Each program within the YWCA creates opportunities for women and girls that encourage economic independence and reinforce healthy lifestyle choices. In addition, YWCA  Malden empowers each generation to become change agents among their peers and within their communities.

Board Chair Statement

The success of our organization starts and ends with the hard working, passionate staff, volunteers and board of directors. Our goal in everything we do is to make a connection; make a difference in each person's life and in the community as a whole.  With so much to accomplish, we recognize the value of team building and partnerships coming together and working wonders. We are a small organization with a huge heart.

Geographic Area Served

Northeast Massachusetts Region

The City of Malden, an urban rim community, six miles north of Boston is the primary site for YWCA Malden services.  Additional communities in the YWCA service area include  Everett, Medford, Stoneham and Melrose.
The YWCA Malden Women's Wellness Program for Breast Cancer Outreach, Education and Referral also provides service to cultural and ethnic groups in additional north subburban Boston communities.

Organization Categories

  1. Human Services - Young Men's or Women's Associations
  2. Youth Development - Girls Clubs
  3. Housing, Shelter - Temporary Housing

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



Financial Education and Microenterprise Development for Women and Families

The YWCA Malden Financial Education and Microenterprise Development Initiative was created to help participants achieve economic stability.  Youth and adults benefit from financial education, workshops, materials and on-line resources, as well as personalized financial support services for families struggling from escalating debt and lack of access to credit. In addition, the YWCA Malden provides a range of business skill-building services for emerging female entrepreneurs so they can generate increased income and strengthen microenterprise development.  Through this program clients are empowered as they learn new skills, increase their access to financial resources and then take action that will change their lives. They learn how to maximize  financial decisions. As they learn the basics of financial management, they are encouraged to set short-term and long term financial goals, repair credit, and to explore career options that will lead to financial stability.
Budget  $50,000
Category  Education, General/Other Adult Education
Population Served Females Families Immigrant, Newcomers, Refugees
Program Short-Term Success 
Short term goals include:  obtaining and applying personal financial management skills; improved access to banking resources and credit; management of debt; and development of microenterprise initiatives. Economic Security Indicators reveal 85% of all participants who complete the 20-hour group education program acquire and use new personal financial management skills. Consequently, program participants are encouraged to acquire 20-30 hours of financial education skill building.
Program Long-Term Success 
The long-term goal of this program is to improve economic stability for program participants, with an emphasis on family financial stability.  Program participants will:
set goals that move then from "protected" to "capable"; program participants set long-term career goals; program participants explore training options, as is appropriate,/and enroll in available programs; program participants are able to reduce reliance on public assistance, moving towards self-sufficiency; program participants/family are thriving. 
Program Success Monitored By 
Client progress is measured with the Economic Security Indicator, which assesses housing, employment and financial stability.  Clients report their status as in crisis, at risk, protected, capable and thriving.  Most clients come to the YWCA reporting "at risk" status, and as a result of one-to-one coaching and small group workshops, offered over a six-month period, 50% move to "protected" status.
Examples of Program Success 
The YWCA Malden Credit Repair Program worked intensively with 35 families at imminent risk of  homelessness to address their credit issues and educate them on sound financial principles. As a result, 85% of these clients were able to retain their housing.  The YWCA also supported 14 microenterprise initiatives in various stages of start-up, including, "Denise's" cleaning business. When she came to the YWCA, she had been working for a commercial cleaning company at a low wage and was having trouble meeting her expenses.  With technical assistance, a workable business plan and weekly coaching, Denise doubled her income.  Plans are underway to expand her profitable microenterprise.

Success for Life Academic Enrichment Program

The YWCA Malden Success for Life College and Career Readiness Program provides mentoring, academic coaching, homework assistance, career exploration and civic engagement/community service opportunities for 450 k-12 participants.
The program menu includes after-school care for younger students, and leadership development, community service  and internships for older youth.
All participants are provided with tools to encourage critical thinking,  enabling students to both exhibit their potential and take action in their communities. 


Budget  $200,000
Category  Education, General/Other Afterschool Enrichment
Population Served K-12 (5-19 years) Minorities At-Risk Populations
Program Short-Term Success 
Immediate short-term goals for participants:  
  • 100% of  participants will show improvement in  homework completion,  each quarter, as measured by report card data.
  • 90% of participants in mentoring program will report feeling valued and empowered as measured by Mentoring pre/post tests.
  • 85% of those students participating in Civic Engagement and Community Service leadership projects will report feeling more connected to their community.
Program Long-Term Success 
 The YWCA expects 90% of participants to advance to the next grade level, with an end goal of graduating from high school with options that lead to earning a living wage.
Program Success Monitored By 

Tools used to track success include:  progress reports and  quarterly report cards; the Technology Competency Inventory; participant self assessment;  and teacher feedback. By way of example, 100% of participants, completing the program, will demonstrate improved skill in using technology for project and homework completion.

Examples of Program Success 
  • Through the YWCA  Adobe Youth Voices Project, students  participated in the Institute of Contemporary Art Regional Showcase. The YWCA's program was honored as the only middle school program selected to participate.  One of the highlighted animation projects was "The Friendship Tree", a video developed by a team of YWCA students. 
  • The program gave "Robbie" a chance to excel and to find his voice, after years of being bullied and harassed by other students.  Using multimedia technology, Robbie was able to express himself and is now a successful  High School student.  His mother told us that this program, "changed her son's life" and she will be forever grateful.  
  •  Parenting teen, Robandana, was in jeopardy of failing high school. Through the YWCA Worksmart program, this young women transformed her life. Not only did she graduate, but she also became a board certified Nurses Assistant. Robandana is employed full-time and has her sites set on a career in nursing.

Teen Advocates Sharing Knowledge:TASK

TASK (Teen Advocates Sharing Knowledge) provides at-risk Malden teens with leadership training and opportunities to empower, inform and involve their peers (and adults)  in the vital issues that effect all teens. Topics include teen pregnancy, alcohol, substance abuse issues and violence prevention.  In addition, TASK has played an important role in identifying opportunities to affect systemic change, educating decision makers on policy options, and facilitating ordinance implementation.  This policy work has had a profound impact on local health officials, and is consistent with the trend experienced by many  health departments and organization. Building on past successes, TASK will now shift thier strategic directions upstream to more high-impact and sustainable approaches.

Budget  $100,000.00
Category  Youth Development, General/Other Youth Leadership
Population Served Females Adolescents Only (13-19 years) At-Risk Populations
Program Short-Term Success 
  • 100% of TASK leaders will have participated in a minimum of 30 hours of college/career readiness workshops.
  •  90% of participants will successfully advance to the next grade level.
  •  100% of Task leaders will engage in a minimum of 15 civically responsible projects.
Program Long-Term Success 
  • Participants will graduate from high school with a plan and skills necessary to succeed in college and/career.
  • Task leaders will have completed board and community governance training and assume positions of leadership within the agency and the community.
  • Participants will have graduated from the program, report the acquisition of strategies, skills and resources to avoid destructive decisions.
Program Success Monitored By 
The Civic Responsibility Survey is used to measaure outcomes for this project along with self-reporting by particpants.  
Examples of Program Success 
High School sophomore, J.J., a court involved youth who has been suspended from school multiple times and was failing academically, stopped by the YWCA,with a friend three years ago launching a slow and steady transformation.  Through a coordinated effort between J.J. and her family, the school department, the courts and the YWCA, J.J. began to benefit from the YWCA's youth programs, offered in combination with school-based tutoring and community-based anger-management.  Gradually her grades turned around and J.J. began participating in the TASK civic engagement program demonstrating her natural leadership abilities.  By the time she reached her senior year, J.J.'s resume and academic "turnaround" was impressive enough that she became one of the first Massachusetts students to be selected to participate in the Legacy Youth Leadership Summer Institute in Chicago.  J.J.
has graduated from High School and is attending Bunker Hill Community College.

YWCA Malden Women's Residency Program


YWCA Malden has addressed the need for affordable housing through its Women’s Residency Program. For close to twenty years our Residency Program has provided a safe, affordable and supportive place for women to call home. Residents have easy access to public transportation, employment opportunities, educational programs, and social service agencies. Each resident enjoys a private studio unit, as well as congregate kitchen and living space.

The affordable rent is calculated based on 30% of income. In an effort to better serve very low wage earners, and to address an increase in homelessness, the YWCA has partnered with the Malden Housing Authority through a Voucher Based  Project for six of our 20 of the YWCA housing units. 

Budget  $120,000.00
Category  Housing, General/Other Affordable Housing
Population Served Females Immigrant, Newcomers, Refugees At-Risk Populations
Program Short-Term Success 
Short term goals include interventions that will support clients in crisis, who are facing imminent risk of homelessness.
  • 100% of residents will be provided with affordable housing that is no more than 30% of their income. Their status will shift from "in crisis" to "at risk" or "protected".
  • 50% of residents will participate in a personal financial management program showing an increase in knowledge and skill in money management.


Program Long-Term Success 
  • Program participants will move from crisis to thriving in the areas of housing, employment and finance.
Program Success Monitored By 
Client progress is measured by a tool called the Economic Security Indicator (ECI), which assesses housing, employment and financial stability. Clients report their status as in  crisis, at risk, protected, capable  or thriving.
In addition, clients self-assess their progress..
  • 100% of clients will be assessed using the ECI upon intake. 90% of clients will be in crisis.
  • 50% of clients will participate in financial education programs.
  • 100% of clients will be reassessed at least two times per year.
  • Examples of Program Success 
    • Marli is an 18 year old high school student who came to this country several months ago, from Haiti to live with her father and his girl friend.  When that did not work out, Marli found herself homeless.  Working with the Marli, her Dad, the High School Guidance Department and the Justice Resource Institute, theYWCA accepted Marli's application for housing. She is doing well in school, has a  part-time job, and is grateful to be living at the YWCA. Now that she has moved from "crisis" to "at-risk."  her next step will include particpating in personal financial management training.
    • Najit,  a 28 year old Moroccan immigrant was living with friends and working at a local convenience store.  Two months ago her friends made a sudden decision to move to New York, leaving her without a place to live.  She applied to the YWCA for housing.  She is a wonderful addition to the house and has moved from crisis to at-risk and is now on her way to capable. 

    YWCA Malden Women's Wellness: Encoreplus Breast Cancer Intiative

    The essential goal of the YWCA Encoreplus Program is to increase screening among medically underserved women to reduce breast cancer mortality and morbidity using a multifaceted approach to: (1) educate women about the importance of breast health screening; (2) build relationships with other community organizations and individuals; and (3) develop and implement a highly effective referral services to the priority populations. Given its diverse, expert and multilingual leadership team; established community relationships; and history of carefully crafted evidence-based programming, Encoreplus has demonstrated its ability to reach women with the greatest need, a challenging task many other programs fail to achieve. These essential strategies ensure that women receive a continuum of care so breast cancer screening is supported as a life-long and life-saving habit.

    Budget  $90,000
    Category  Diseases, Disorders & Medical Disciplines, General/Other Cancer
    Population Served Females Minorities Immigrant, Newcomers, Refugees
    Program Short-Term Success   
    • Extend breast cancer education programs to reach a minimum of 8,000 women through targeted outreach to priority groups using practices that have proved successful in leading targeted women from education to breast cancer screening;
    • Refer 656 women annually for physical exams, clinical breast exams, and mammograms; a minimum of 300 women will receive free screening;
    • Conduct follow-up activities with 100% (500) of the referred women through telephone contact, reminder postcards, and face-to face encounters;
    • Assist women who are undergoing breast cancer treatment through emotional support and by providing wigs/wig care products, as well as undergarments for prosthesis.
    Program Long-Term Success   
    • Reduce breast cancer mortality and morbidity rate among women in Everett, Lynn, Malden, Medford, Melrose, Revere, Salem and Somerville (total pop. 571,148).
    • Strengthen relationships with its existing network of close to 40 grassroots and traditional organizations to enhance outreach efforts to homeless and transient women;
    • Cultivate relationships with 20 faith-based organization serving immigrant populations, including Haitian, Somali, Latina and Portuguese speaking women, who are more willing to receive services when referred by the church community.
    Program Success Monitored By 


    The YWCA collects demographic information about service recipients and maintains accurate and updated records through an enhanced computerized system developed by the Avon Breast Health Outreach Program; these Confidential Client Intake Forms also enable the YWCA to conduct timely and efficient follow-up and re-screening services. To determine the impact of the community interventions, the YWCA developed a pre-and post test, in collaboration with the Massachusetts Department of Public Health.



    Examples of Program Success   
    • YWCA Malden has demonstrated its success in implementing and strengthening its Encoreplus program through its capacity to build relationships with both organizations and individuals. The program has grown tremendously over the past two decades. In 1995, for example, the program screened 79 women and in 2010, the program screened 817 women, 92% of whom were re-screens; 817 women received clinical breast exams and 15,537 were educated about breast cancer. 
    • One of the strengths of Encoreplus is the emphasis the program places on personal relationship building. More than half (80%) of outreach volunteers are breast cancer survivors, and therefore have a personal stake in eradicating this disease. Their passion for the cause has contributed to the program’s success, as each woman understands the importance of life-saving education and the power of support.

    CEO/Executive Director/Board Comments

    YWCA Malden  programs are collaborative by design.  In addition, participants have a voice in the design and assessment of each new initiative.
    Through this process participants often become program leaders, advisors, and/or volunteers. Not only do they assist other program participants, but they also share their skills through community service.


    CEO/Executive Director Ms Laureen Scibinico
    CEO Term Start Dec 1983
    CEO Email
    CEO Experience
    Laureen Scibinico is the Executive Director of YWCA Malden. Laureen specializes in cultural diversity and economic empowerment of women and girls, working locally, regionally and nationally.  On behalf of YWCA Malden, Laureen continues to oversee the design of new program initiatives for low-income clients, including economic literacy initiatives. Laureen holds a Master Degree in Public Administration from Suffolk University and has served on numerous boards, advisory boards and committees including the Malden Chamber of Commerce, the Girls Coalition of Greater Boston and the Malden ABE Community Planning Partnership.  As the agency Executive Director Laureen is also actively involved with the network of YWCA's in the region and across the United States, advocating tirelessly for women and children.
    Co-CEO --
    Co-CEO Term Start Dec 1983
    Co-CEO Email
    Co-CEO Experience --

    Former CEOs and Terms

    Name Start End
    Margaret Brandt Jan 1979 Sept 1983
    Lydia Casavetes May 1977 Aug 1979

    Senior Staff

    Name Title Experience/Biography
    Peg Crowe Director of Teen Services and Community Relations --
    Joanne Lebeau Director of Womens Services --
    Kristine Williams Business Manager --
    Deborah Yunes Anzalone Director of Children's Services --


    Award Awarding Organization Year
    Malden Community Health Award given to YWCA Malden for tireless efforts toi improve the health and welllbeing of the Malden Community Cambridge Health Alliance 2012
    The 84 Movement Chapter of the Year Award given to YWCA Malden Teen Leaders for taking action towards building healthy, just and tobacco free communities Massachusetts Department of Public Health 2012
    YWCA Task Leader, Janet Johnathas selected to particiapte in the Legacy Youth Leadership Institute this was the first time anyone in Massachusetts was selected to participate). Legacy Foundation, Chicago, Il 2011
    YWCA Task Member, Alexandra Nathieu; Excellence in Academics, Athletics and Citizenship Northeastern University Center for the Study of Sports and Society 2010
    YWCA Task Member, Natascha Bernard:Black Acheivement Award Massachusetts Hall of Black Achievement 2009


    Affiliation Year
    Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter 2014
    United Way Member Agency 2012
    United Way Member Agency 2011
    Member of state association of nonprofits? No
    Name of state association --

    External Assessments and Accreditations

    External Assessment or Accreditation Year
    -- --


    YWCA Malden Center for Women and Families and the City of Malden Board of Health collaborate on a community-wide Mass in Motion initiative. This project addresses improved access to healthy eating and active living options for all residents.  
    YWCA Malden Afterschool Program and the Ferryway School have successfully written and implemented several  partnership grants.  The most recent project is a 21st Century After-School program for middle-school students. 
    YWCA Malden Women's Residency Program and the Malden Housing Authority have recently collaborated in order to provide Project Based Voucher services to YWCA clients, making rents affordable for very low wage earner.
    The Malden Police Department and YWCA Malden are now collaborating on Youth Violence and Substance Abuse Prevention Initiative through a MA Department of Public Safety project. 

    CEO/Executive Director/Board Comments

    Board Comments 

    The YWCA Board of Directors plays an active role in the management of the agency.Staff and board work together to plan and implement fund raising events for the benefit of agency programs faced with unexpected and sudden funding cuts. While recent events have been wonderful fundraisers, they also place a strain on both the staff and board. We see this as a capacity and planning issue. To address this concern, the Board has adopted a Capacity Assessment system (research, cost analysis and output measurement); By way of example, the board recently approved funding to purchase a three-year license for access to a corporate and foundation data base.  It was determined that in order for this data base to be useful, the agency would have to also allocate revenue for a part-time grant writer. The plan is to make certain that the necessary resources are in place before committing to new initiatives. Nanette Marchant, Board Secretary


    Foundation Comments


    Staff Information

    Number of Full Time Staff 5
    Number of Part Time Staff 18
    Number of Volunteers 15
    Number of Contract Staff 0
    Staff Retention Rate % 83%

    Staff Demographics

    Ethnicity African American/Black: 8
    Asian American/Pacific Islander: 3
    Caucasian: 9
    Hispanic/Latino: 3
    Native American/American Indian: 0
    Other: 0
    Other (if specified): 0
    Gender Female: 18
    Male: 5
    Not Specified 0

    Plans & Policies

    Organization has Fundraising Plan? Yes
    Organization has Strategic Plan? Yes
    Years Strategic Plan Considers 4
    Management Succession Plan Yes
    Business Continuity of Operations Plan Yes
    Organization Policies And Procedures Yes
    Nondiscrimination Policy Yes
    Whistle Blower Policy Yes
    Document Destruction Policy Yes
    Directors and Officers Insurance Policy Yes
    State Charitable Solicitations Permit Yes
    State Registration Yes

    Risk Management Provisions

    Accident and Injury Coverage
    Automobile Insurance
    Automobile Insurance and Umbrella or Excess Insurance
    Blanket Personal Property
    Boiler and Machinery
    Business Income
    Commercial General Insurance
    Commercial General Liability
    Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional

    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 Meelynn Wong
    Board Chair Company Affiliation Metro North Regional Employment Board
    Board Chair Term Oct 2014 - Sept 2017
    Board Co-Chair --
    Board Co-Chair Company Affiliation --
    Board Co-Chair Term -

    Board Members

    Name Company Affiliations Status
    Ms Marie Coulanges Community Advocate --
    Ms Donna Haynes Leader Bank Voting
    Ms Diana Jeong Commonweath of MA Dept. of Economic Development Voting
    Ms Karen Lynch NP; Community Volunteer Voting
    Ms Marylynn McWatters Rockland Trust Voting
    Ms Judy Seifert Malden VNA and Hospice Voting
    Ms Saratha Sivasithamparam Hallmark Health Voting
    Ms Anna Tse Senior Action Voting
    Ms Meelynn Wong Ethos Voting
    Ms Linsey Wyman Minuteman Press 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: 3
    Asian American/Pacific Islander: 3
    Caucasian: 4
    Hispanic/Latino: 0
    Native American/American Indian: 0
    Other: 0
    Other (if specified): 0
    Gender Female: 11
    Male: 0
    Not Specified 0

    Board Information

    Board Term Lengths 6
    Board Term Limits 2
    Board Meeting Attendance % 84%
    Written Board Selection Criteria Yes
    Written Conflict Of Interest Policy Yes
    Percentage of Monetary Contributions 100%
    Percentage of In-Kind Contributions 25%
    Constituency Includes Client Representation Yes

    Standing Committees

    • Executive
    • Housing and Community Development
    • Legislative
    • Nominating
    • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

    CEO/Executive Director/Board Comments

    Board Comments
    YWCA Malden Board members are recruited for:  1.) their strong commitment to the YWCA Malden Mission; and 2.) the skill sets they bring to enhance the effectiveness of a working Board.  As Board members become more involved with the programs and the workings of the YWCA Malden, they can call upon their own experiences to help resolve any issues/challenges the YWCA Malden may face.  The current slate of Board members consists of professional women who have succeeded in their work places and who bring that standard of excellence with them as Board members.  The Board works as a team with the staff of the YWCA, putting together detailed policies so that all operations run smoothly and efficiently.  The Board also works quickly to set up ad-hoc committees to seek resolution of immediate issues.  Board members work towards making the YWCA Malden a Center of Excellence because we believe this makes the YWCA Malden a leader in the Malden community and a leader in providing the services that help to fulfill its mission.
    Diana Jeong, Vice President
    YWCA Malden Board of Directors

    Foundation Comments



    Revenue vs. Expense ($000s)

    Expense Breakdown 2014 (%)

    Expense Breakdown 2013 (%)

    Expense Breakdown 2012 (%)

    Prior Three Years Total Revenue and Expense Totals

    Fiscal Year 2014 2013 2012
    Total Revenue $1,234,386 $1,168,430 $1,160,657
    Total Expenses $1,173,063 $1,122,607 $1,111,702

    Prior Three Years Revenue Sources

    Fiscal Year 2014 2013 2012
    Foundation and
    Corporation Contributions
    $183,600 $115,301 $200,927
    Government Contributions $0 $0 $0
        Federal -- -- --
        State -- -- --
        Local -- -- --
        Unspecified -- -- --
    Individual Contributions $24,067 $41,782 $32,638
    Indirect Public Support $106,593 $119,206 $124,343
    Earned Revenue $896,244 $875,728 $750,792
    Investment Income, Net of Losses $22,240 $14,741 $3,864
    Membership Dues $599 -- --
    Special Events -- -- --
    Revenue In-Kind -- -- --
    Other $1,043 $1,672 $48,093

    Prior Three Years Expense Allocations

    Fiscal Year 2014 2013 2012
    Program Expense $991,080 $933,350 $928,745
    Administration Expense $169,218 $168,312 $162,842
    Fundraising Expense $12,765 $20,945 $20,115
    Payments to Affiliates -- -- --
    Total Revenue/Total Expenses 1.05 1.04 1.04
    Program Expense/Total Expenses 84% 83% 84%
    Fundraising Expense/Contributed Revenue 4% 8% 6%

    Prior Three Years Assets and Liabilities

    Fiscal Year 2014 2013 2012
    Total Assets $1,297,446 $1,219,574 $1,178,737
    Current Assets $577,192 $839,714 $812,483
    Long-Term Liabilities $0 $0 $0
    Current Liabilities $80,113 $63,564 $68,551
    Total Net Assets $1,217,333 $1,156,010 $1,110,186

    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 $0.00
    Spending Policy N/A
    Percentage(If selected) --
    Credit Line No
    Reserve Fund Yes
    How many months does reserve cover? 5.00

    Capital Campaign

    Are you currently in a Capital Campaign? No
    Capital Campaign Purpose --
    Campaign Goal --
    Capital Campaign Dates -
    Capital Campaign Raised-to-Date Amount --
    Capital Campaign Anticipated in Next 5 Years? No

    Short Term Solvency

    Fiscal Year 2014 2013 2012
    Current Ratio: Current Assets/Current Liabilities 7.20 13.21 11.85

    Long Term Solvency

    Fiscal Year 2014 2013 2012
    Long-term Liabilities/Total Assets 0% 0% 0%

    CEO/Executive Director/Board Comments

    Through careful planning, strong governance and staff and volunteer dedication, the YWCA continues to set and follow high standards of service and financial management.  For the past four years, the agency has operated with a balanced budget and experienced modest growth, while providing outstanding service to program participants and the community. We believe that YWCA Malden is well-positioned for significant growth and look forward to serving local women and families for many years to come.

    Foundation Comments

    Financial summary data in the charts and graphs above are per the organization's IRS Form 990 for FY14 and per the audited financials for FY13 and FY12.


    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?


    2. What are your strategies for making this happen?


    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?