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YWCA Northeastern Massachusetts

 YWCA Northeastern Massaachusetts, Inc., 38 Lawrence Street
 Lawrence, MA 01840
[P] (978) 687-0331 x 1045
[F] (978) 689-4080
Janice Valverde
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 Printable Profile (Summary / Full)
EIN 04-2130847

LAST UPDATED: 01/03/2019
Organization DBA --
Former Names YWCA of Greater Lawrence (2017)
YWCA Haverhill (2017)
North Shore Rape Crisis Center (2017)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The mission of YWCA Northeastern Massachusetts is "to eliminate racism, empower women, and promote peace, justice, freedom and dignity for all people." 

Mission Statement

The mission of YWCA Northeastern Massachusetts is "to eliminate racism, empower women, and promote peace, justice, freedom and dignity for all people." 

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $7,214,790.00
Projected Expense $7,214,790.00

ProgramsMORE »

  • Co-Ed School-Age Centers
  • Domestic Violence/Sexual Abuse Survivor Programs
  • Early Learning Center
  • Health Promotion Services
  • Transitional and Permanent Housing
  • Women's Health Advocacy

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

The mission of YWCA Northeastern Massachusetts is "to eliminate racism, empower women, and promote peace, justice, freedom and dignity for all people." 

Background Statement

YWCA Northeastern Massachusetts is a multi-service, multi-site agency. Its Children & Families Services serve the Merrimack Valley from sites in Lawrence and Haverhill. Its domestic violence and sexual assault services are available to all Essex County residents from sites in Lawrence, Haverhill and Lynn, and satellite sites in Salem and Newburyport.
YWCA of Greater Lawrence was founded in 1892 to provide social services and safe affordable housing to immigrant women working in the mills. Its first effort was creating a boarding house as an alternative to the unsafe overcrowded and unsanitary conditions many immigrants lived in. Lawrence is the "Immigrant City" and the YWCA remains a lifeline organization for immigrant women and families. Currently Latinos make are 77% of the city's population. YWCA Haverhill, founded in 1891, also created a boarding house for single immigrant women. The two YWCAs merged in 2013. The North Shore Rape Crisis Center, in Lynn, merged with the YWCA in 2013. Now called YWCA North Shore Rape Crisis Center, it has provided sexual assault services for Essex County since the mid '90s.
YWCA Children & Families Services includes year-round, subsidized childcare for over 300 infants-toddlers, preschoolers, and school-age children; recreational swimming and Red Cross swimming classes for the community; rentals of an Olympic size pool and gym in Lawrence; a summer day camp  in Salem, N.H.
YWCA Women's Services is a continuum of services for victims/survivors of domestic violence and sexual assault. In addition to crisis services (24-hour hotlines for domestic violence and sexual assault, plus accompaniment to hospital, police or court), YWCA staff carry out a robust program of violence prevention education at schools and communities in the Merrimack Valley and North Shore. Other services include: an Emergency Shelter; court advocacy services at Lawrence and Haverhill District Courts: individual and group counseling; a Housing Stabilization (transitional housing) program, a residential Teen Parenting Program, and permanent single-room-occupancy (SRO) housing in Lawrence and Haverhill. 
YWCA Women's Health Services partners with Lawrence General Hospital in a Breast Health Outreach and Education Program for Latina immigrants in Lawrence. It educates about breast health screenings and breast cancer; makes warm referrals for mammograms to LGH; and offers supportive services such as appointment reminders and translation.


Impact Statement

After the 2013 merger of YWCA Haverhill and YWCA of Greater Lawrence, renovating and re-opening the old Haverhill residence was a top priority. Work began in Dec. 2015, was completed in Nov.  2017, and residents moved in in early 2018. The $2+ million project added 4 rooms to make ten, and it made the Residence fully ADA-compliant for the first time. The project made an impact on homelessness in Haverhill.

The YWCA improved use of space and added childcare capacity at its 38 Lawrence Street site. Resourcefulness, careful planning and use of in-house labor helped to move two infant-toddler classrooms from basement rooms with minimal daylight, up to bigger and brighter 1st floor space. Then, the Girls Center (a gender-specific year-round program for girls) moved to the basement rooms once they were renovated. They were furnished by grant funds from a local foundation. The improved use of space resulted in added slots in both programs.
Storm damage prevented the YWCA from opening Camp Y-Wood in 2018. The YWCA created a new targeted annual fundraiser to raise funds to repair and improve camp facilities. Fall Fest was held at the camp in Salem, NH. It raised enough funds to repair all storm damage and make improvements to the waterfront and outdoor activities centers.  Work will be done by summer 2019 so camp can re-open. 
The YWCA year-round childcare program for children 5-13 has a strong educational enrichment component, but it lacked a STEM component. After contacting the Latino STEM Alliance in Boston, they chose the YWCA as a pilot site for their program and provided the YWCA with equipment, teaching training and support for a STEM curriculum.

2019 GOALS
The YWCA will revamp its Health Promotion Services services programming, upgrade old locker rooms, refinish the gym floor, and install a dedicated pool heater in order to take better advantage of underutilized assets, improve energy efficiency, better serve the community, and generate needed income. 

Needs Statement

1.A pressing need is a new HVAC system for the YWCA Fina House, the four-story building that houses around 50 residents who live in one of three YWCA residential programs.  The first floor of the building serves as offices for the Lawrence domestic violence and sexual assault services staff. The building was constructed in 2005. The HVAC system failed the year after its warranty expired. The heating components work, but the AC does not due to leakages and suspected faulty parts or installation. Stop-gap measures have kept it operating, but it is inevitable that the system will fail. Up to 50 women and children will be left without AC when that happens.
2. Since the YWCA operates residential programs in four locations, the YWCA Fina House, the Lawrence Residence, the Haverhill Residence and the YWCA Emergency Shelter, there is a constant need for household items as well as for regular repairs and improvements to these properties.
Women typically arrive at the Shelter with nothing more than what they are wearing and carrying, and often with no money. Once they are ready to leave the Shelter, they are provided with some basics such as bedding and kitchenware. Therefore, there is turnover in all of these items, creating an ongoing need. 
The need to replace furniture as it is worn out or broken, to upgrade electronics, to provide children with suitable age-appropriate toys and games and riding toys, etc. is constant.  

CEO Statement

The YWCA provide programs that address the critical social and economic needs of women, children and families in the communities it serves. YWCA services are life-changing and in some cases, even life-saving. They address basic needs for safety and housing. They help to alleviate poverty and health disparities, to prevent violence, and they address disenfranchisement and advocate for women's rights in the workplace and in the world. For working parents, YWCA affordable (subsidized) child care programs make the difference between working to support a family and improving its economic status, or not working and remaining in poverty. 
The YWCA remains committed to acting as an agent of change within our immediate community and to broaden our funding sources to ensure a wide range of quality, affordable and relevant programming. 

Board Chair Statement


Geographic Area Served

Northeast Massachusetts Region

YWCA Children and Families Services are available in the Merrimack Valley, with two childcare sites in Lawrence, and one in Haverhill, plus the YWCA summer day camp, Camp Y-Wood in Salem, N.H. 
YWCA permanent housing Residences are located in Lawrence and Haverhill. 
YWCA Domestic Violence Services are available to all Merrimack Valley communities, included Andover, Bradford, Boxford, Groveland, Georgetown, North Andover, North Reading, Methuen, Lawrence,  and others. 
YWCA Sexual Assault Services are available to all Essex County communities from sites in Lawrence, Haverhill, Lynn and two satellite locations in Newburyport and Salem.

Organization Categories

  1. Human Services - Child Day Care
  2. Human Services - Family Violence Shelters and Services
  3. Human Services - Young Men's or Women's Associations

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



Co-Ed School-Age Centers

Year-round, licensed after-school and out-of-school-time programs at the YWCA and in Lawrence schools that include tutoring, homework assistance, recreational activities, special workshops, fitness programs, field trips, Girls Center gender-specific programming and a unique Spanish language instruction opportunity to increase proficiency in writing and reading Spanish. Youth also have the opportunity to participate in Urban Explorers, a wilderness adventure program offering hiking and camping experiences throughout New England. New in 2012: Girls Lead, a self-leadership program for 7th-grade girls attending South Lawrence East Middle School that will soon expand to other schools and provides opportunities for engagement throughout a girl's school career.
Budget  $1,288,092.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Hispanic, Latino Heritage Hispanic, Latino Heritage Children Only (5 - 14 years)
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Domestic Violence/Sexual Abuse Survivor Programs

Provides comprehensive support for battered women and their children including emergency shelter, transitional housing, legal, medical, court and police advocacy, counseling referrals and ongoing support. YWCA Domestic violence staff visit area high schools to talk about the issue of teen dating violence and provide workshops and awareness programs throughout the community. The YWCA also maintains a 24/7 victim hotline and assists women and children who are victims of sexual abuse. Our Child Advocacy Project is the only program in Essex County providing child victims of sexual abuse and non-offending family members or caregivers with comprehensive victim services. Began offering services on the North Shore through the YWCA North Shore Rape Crisis Center in July of 2013.
Budget  $358,757.00
Category  Human Services, General/Other Residential Care
Population Served Victims Families Hispanic, Latino Heritage
Program Short-Term Success  In the short term, we anticipate that 85% of women completing the OASIS Project, a transitional housing program for survivors of domestic violence and their families, will obtain and keep permanent housing after program completion. We also anticipate that 90% of the women YWCA transitional housing will attend three or more workshops or trainings designed to promote self-sufficiency.
Program Long-Term Success 
We envision a community free of sexual and domestic violence.
Program Success Monitored By  --
Examples of Program Success 
All women in transitional housing receive one-to-one case management and complete an individualized plan for meeting goals determined by the woman herself. These are reviewed regularly. In addition, the YWCA provides after care to support women exiting transitional housing in the transitional to living on their own.

Early Learning Center

Affordable, licensed, year-round child care for infants through pre-school with a strong focus on literacy and learning. We provide small group sizes and individualized growth and literacy based learning opportunities along with many opportunities for parent participation. Designated as a Center of Excellence by the U.S. Dept. of Education and one of the top 10 early learning centers in Massachusetts by the nonprofit advocacy organization Root Cause.
Budget  $1,056,033.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Infants to Preschool (under age 5) Hispanic, Latino Heritage At-Risk Populations
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Health Promotion Services

The YWCA offers numerous fitness and recreation programs for children, teens, women and families including:
  • Swim lessons (individual and group), life guard certification classes, family swim and water safety classes in our Olympic-size pool.
  • Camp Y-Wood summer day camp on Captain's Pond in rural Salem, NH
  • Women's health, fitness and recreation opportunities in our gym and pool, including programs for survivors of breast cancer and those at risk for diabetes and cardiovascular disease.
  • Family nights and celebrations.
Budget  $113,494.00
Category  Youth Development, General/Other Youth Leadership
Population Served Children and Youth (0 - 19 years) Hispanic, Latino Heritage Families
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Transitional and Permanent Housing

The YWCA offers a four-bedroom emergency shelter in a safe location for women and their children fleeing domestic violence. We also offer supported, transitional housing to formerly homeless pregnant and parenting teens and survivors of domestic abuse and their children at YWCA Fina House, which was constructed in 2005 and also offers permanent housing options. Transitional services include workshops on economic self-sufficiency, parenting and anger management, as well as individual case management. All girls in the Teen Parenting Program attend school or are working toward a GED. Women in the OASIS Domestic Violence Program either attend school or are employed. 80% of participants obtain permanent housing after completing the transitional program, with follow-up support provided by the YWCA for up to 2 years. In addition, YWCA Single-Room Occupancy apartments house 10 formerly homeless women, most of whom have physical, intellectual or mental disabilities.
Budget  $963,046.00
Category  Housing, General/Other Emergency Shelter
Population Served Families Females Homeless
Program Short-Term Success 
Women gain the skills they need to obtain jobs, become economically self-sufficient and obtain and maintain permanent housing.
Program Long-Term Success 
Long-term success is measured by the number of women obtaining and maintaining permanent, affordable housing or, in the case of emergency shelter residents, moving to a safe location, preferably one that allows them to continue to work toward self-sufficiency.
Program Success Monitored By 
For transitional housing, we track housing data electronically to measure increases in income and moves to permanent housing. Last year, 100% of those exiting the YWCA OASIS Project for domestic violence survivors obtained and maintained permanent housing for at least one year. We follow residents for up to 18 months after exiting our programs to track housing status and provide support to help them maintain that status.
In transitional housing, women and girls work with individual case managers to create long-term goals, then break down the steps they must take to achieve those goals. Individual plans are reviewed monthly to measure progress assess where additional support or instruction is needed.
Examples of Program Success 
Ada (not her real name) fled her abusive husband and would up living on a friend's couch in Lawrence, where she immediately accessed domestic violence services through the YWCA. The mother of a five-year-old daughter, Ada was also pregnant at the time. Her abusive spouse tracked her down and showed up on the friend's doorstep, at which point the friend, fearing for her own safety, asked Ada to leave. Ada and her daughter wound up at a shelter, where she was living when her baby boy was born. She continued to work with the YWCA and, when an apartment became available in the YWCA OASIS Project, transitional housing for domestic violence survivors, she and her children finally were able to have a home. While at OASIS, Ada began volunteering in the YWCA childcare program, which made her eligible for a special workforce program at Northern Essex Community College for women wishing to become licensed childcare providers. Recognizing her strong aptitude for the job, the YWCA offered Ada a full-time, benefitted position. She now works at the YWCA and will soon complete her program at NECC and become a licensed childcare provider. Meanwhile, her son is enrolled in licensed day care and her daughter is in school fulltime. Both are thriving.

Women's Health Advocacy

This grass-roots program serves more than 1,000 people annually, offering resources, education, screening and support services linking low-income, medically underserved women and families to breast cancer and cervical cancer screening, health education services, the highly regarded Stanford Chronic Disease Self-Management Program, and cardiovascular disease and diabetes prevention education and screening, as well as fitness and lifestyle change programs. We have a staff of 2 full-time health advocates supported by 5 part-time, bilingual Health Ambassadors who work tirelessly to increase health literacy and link individuals to services and supports that improve overall health among Lawrence's majority Latino population. The YWCA also coordinates the City of Lawrence Mayor's Health Task Force, an active coalition of nearly 90 nonprofit agencies, health care providers, government agencies and concerned citizens with a focus on improving community health outcomes. Over the past year, we have also spearheaded the Greater Lawrence Health & Welfare Alliance, which convenes grant seekers from health-related organizations in Greater Lawrence to coordinate large-scale, collaborative public health grants.
Budget  $274,763.00
Category  Health Care, General/Other Health Care Issues
Population Served Hispanic, Latino Heritage Immigrant, Newcomers, Refugees Families
Program Short-Term Success  Short-term success will include an increase in chronic disease self-management classes through the YWCA and throughout Lawrence, with a focus on Spanish-language programming, with 75% of participants demonstrating an increase is their ability to manage their condition(s). It will also include increasing the ability of healthcare charlas (small groups in familiar settings such as churches, homes or beauty salons) as a first step in linking recent immigrants to health insurance, primary care doctors, screenings such as mammograms, and disease self-management classes. Finally, we will work with Lawrence General Hospital to link  more than 150 Latinas to mammograms and follow-up care by providing Spanish-language support, appointment reminders and ongoing follow up. This is triple the number of women linked prior to this collaboration.
Program Long-Term Success  Ideally, this program will decrease health disparities, which are differences in health and healthcare quality due to socio-economic, racial, ethnic or educational status, while increasing health equity. Although this is difficult to track, we use health data and needs assessments provided by the local hospitals and federally qualified health center to track progress. For instance, when we began collaborating on work to improve health outcomes for diabetics, the health center's statistics put its Medicaid patients in the bottom 15% in terms of achieving desirable health outcomes. That was in 1999; 16 years later, through a concerted community focus on chronic disease self-management, Medicaid patients are now in the top 15% in terms of outcomes. 
Program Success Monitored By 

All contacts and activities, along with demographic and other data logged in excel spread sheets by the YWCA. In addition, local hospitals and the Greater Lawrence Family Health Center maintain detailed patient records and also conduct health needs assessments. The YWCA collects client feedback through pre and post tests and follow-up phone calls.

Examples of Program Success 

 We were  able to convince Lawrence General Hospital to allow walk-in mammogram appointments without a referral from a primary care doctor, to increase access to screenings and reduce missed appointments. This is essential because, breast cancer is a leading cause of death among Latinas, not because of prevalence, but because of delayed detection and treatment.

YWCA Health Ambassadors have worked to catalogue the large number of faith communities in Lawrence, many of which are storefront or itinerant. Churches are often the first place that recent immigrants go seeking supporting and information. To our knowledge, we are the first to do so, and that list has helped to expand the reach of the Health Advocacy Program by partnering with faith communities to offer charlas and chronic disease self-management classes.We also know that our charlas can save lives. One woman who attended a charla at her church was convinced to get her first mammogram, which showed she had early stage breast cancer. She was able to get treatment and now looks forward to joining the YWCA Cancer Survivors group.

CEO/Executive Director/Board Comments

The YWCA maintains flexibility in programming in order to meet the changing needs of the community and to address social, health and family issues as they arise.


CEO/Executive Director Ms. Susan Staples
CEO Term Start July 1994
CEO Email
CEO Experience

Susan Staples became Executive Director on July 1, 2017 after serving for five years as Director of Program Operations. Susan's tenure as Executive Director coincidentally began the same day that the agency legally adopted its new name. (The former YWCA of Greater Lawrence became YWCA Northeastern Massachusetts.) As the chief executive officer of the YWCA, Susan is responsible to the Board of Directors for leadership and administration of the YWCA. She was chosen for the position based on her significant accomplishments as Director of Program Operations over the prior five years, a period of tremendous change for the agency. Susan was instrumental in managing the agency as it expanded rapidly in one year, adding the YWCA Haverhill, the YWCA Enrichment Center, and the North Shore Rape Crisis Center to its existing sites in 2015. She played a critical role in renovating and re-opening an Emergency Shelter in 2015, and ing the renovation, expansion and re-opening of a 10-unit residence for low income women in Haverhill over 2016-2017. In her earlier role as Director of Program Operations, she was responsible for domestic violence and sexual assault programs at three sites, and also oversaw the program provided by the YWCA Children and FAmilies Services. She has held progressively responsible positions at the YWCA of Greater Lawrence since 2005, when she joined the YWCA as Interim Director of Sexual Assault/Domestic Violence Services. She has facilitated training regionally for SA/DV professionals, was selected to serve on the Department of Public Health's DV Procurement Team, contributing to the development of the 2016 statewide contract procurement process, and she has been recognized as  leader in the SDV field in Eastern Massachusetts for many years. 

Susan has over 25 years in the SDV field. Prior to joining the YWCA, Susan was a Director for twelve years at Help for Abused Women and Children (HAWC), now knowns as Healing Abuse Working for Change.

Susan earned a Masters of Education in Counseling Psychology in 1993.


Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mary B O'Brien July 1994 June 2016
Rebecca Hall July 1994 June 2014

Senior Staff

Name Title Experience/Biography
Susan Staples Executive Director --


Award Awarding Organization Year
Above and Beyond Award Women's Fund (Essex County Community Fund) 2016
Business of the Year Greater Haverhill Chamber of Commerce 2016
Community Spirit Award Merrimack Valley Chamber of Commerce 2014
Community Partner Award El Mundo Boston 2012
Center of Excellence/ Early Learning Center U.S. Department of Education 2011
Designated one of the top 10 early learning centers in MA Root Cause/SSI 2010


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --
National Association for the Education of Young Children (NAEYC) - 3 Year Accreditation --
National Association for the Education of Young Children (NAEYC) - 5 Year Accreditation --
US Department of Housing and Urban Development --


  • HUD Continuum of Care; Participant, Federal Wrap-Around Schools Grant (5-year collaborative grant through Greater Lawrence Community Action Council)
  • Lawrence Working Cities Challenge Initiative partner (3-year grant from Boston Federal Reserve to improve employment/educational outcomes in Lawrence)
  • Lawrence Public Schools: YWCA offers year-round child care services in 2 schools
  • Greater Lawrence Family Health Center: collaborate to eliminate health disparities and increase access to underserved populations
  • Merrimack College: interns in our Child Advocacy Project serving child victims of sexual abuse and non-offending family members
  • Harvard School of Public Health on health disparities issues
  • Centers for Disease Control, Latino CEED, REACH New England The Latino Center of Excellence for Eliminating Disparities: Racial and Ethnic Approaches to Community Health New England
  • Contracted to coordinate and steer the City of Lawrence Mayor's Health Task Force, a colaition of nearly 90 nonprofits, health care providers, government agencies and other concerned citizens and groups. 
  • Working closely with Essex County District Attorney and Lawrence and Haverhill District Courts to address issues related to Domestic Violence
  • Jericho Road Lawrence: Working together to increase Latino participation on Lawrence nonprofit boards through the Cultural Inclusion Board Pilot.
  • City of Lawrence: The YWCA coordinates the Mayor's Health Task Force, a coalition of nonprofits, health care providers, government agencies, businesses and citizens focused on enhancing health and wellbeing in the City of Lawrence.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 73
Number of Part Time Staff 54
Number of Volunteers 6
Number of Contract Staff 1
Staff Retention Rate % 60%

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 3
Caucasian: 20
Hispanic/Latino: 98
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 107
Male: 20
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Under Development
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


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. Emma Campbell
Board Chair Company Affiliation Community Volunteer
Board Chair Term Nov 2018 - Nov 2020
Board Co-Chair Ms. Patty Lofaro Wilson
Board Co-Chair Company Affiliation Enterprise Bank
Board Co-Chair Term Nov 2012 - Oct 2015

Board Members

Name Company Affiliations Status
Naomi Andon CPA Shaheen, Pallone & Associates PC Voting
Joyce Bergeron Pentucket Bank Voting
Emma Campbell Community Volunteer Voting
Justine Caron Northern Essex Community College Voting
Katherine Castro Mortgage Network Voting
Margaret Crockett Esq Goodwin Procter, LLP Voting
Jessica Finocchiaro Century 21, McLennan & Co. Voting
Loubna Garozzo SNI Companies Voting
Arielle Garufi Salem Five Bank Voting
Denise Molina-Capers Esq. DMC Diversified Consulting, Inc. Voting
Elizabeth Rose Esq. Law Office of Elizabeth Rose Voting
Pam Sintros CPA Consultant Voting
Jean Tabit M.D. Greater Lawrence Family Health Center Voting
Laura Wante Merrimack Valley Credit Union Voting
Eunice Zeigler City of Lowell Housing Authority 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: 1
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 15
Male: 0
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 75%
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 Yes

Standing Committees

  • --
  • Board Development / Board Orientation
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Diversity & Inclusion
  • Executive
  • Executive
  • Finance
  • Nominating
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $6,765,183 $6,397,520 $5,925,854
Total Expenses $6,869,621 $6,385,180 $5,879,871

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $300,644 $275,804 $219,590
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $300,644 $275,804 $219,590
Individual Contributions $770,923 $534,030 $316,515
Indirect Public Support $66,908 $73,177 $75,743
Earned Revenue $5,598,210 $5,455,438 $5,230,353
Investment Income, Net of Losses $23,454 $15,975 $19,250
Membership Dues $0 $0 $0
Special Events $0 $0 $0
Revenue In-Kind -- -- --
Other $5,044 $43,096 $64,403

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $6,006,761 $5,635,521 $5,312,673
Administration Expense $862,860 $749,659 $567,198
Fundraising Expense $0 $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.98 1.00 1.01
Program Expense/Total Expenses 87% 88% 90%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $6,239,398 $5,916,515 $5,220,609
Current Assets $1,591,291 $1,688,963 $1,795,129
Long-Term Liabilities $1,490,358 $1,185,635 $505,569
Current Liabilities $1,350,414 $1,236,152 $1,300,759
Total Net Assets $3,398,626 $3,494,728 $3,414,281

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income plus capital appreciation
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

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? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 1.18 1.37 1.38

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 24% 20% 10%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not 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?