YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
EIN: 94-2347428
as of November 2023
as of November 13, 2023
Mission
YWCA USA is dedicated to eliminating racism, empowering women and promoting peace, justice, freedom and dignity for all. Locally, these goals are manifested in YWCA Sonoma County's mission to end domestic violence through awareness, education and empowerment.
Ruling year
1977
Chief Executive Officer
Ms. Madeleine O'Connell
Main address
PO Box 3506
Santa Rosa, CA 95402 USA
EIN
94-2347428
Early childhood education
Mental health care
Domestic violence
Women's rights
Human services
Population served
Children and youth
Women and girls
NTEE code
YMCA, YWCA, YWHA, YMHA (P27)
Women's Rights (R24)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
YWCA Sonoma County Programs and Services
YWCA Sonoma County is the leading organization in our community serving the needs of families torn apart by domestic violence, abuse, trauma, homelessness and chronic poverty. Our programs assist families with both short-term and long-term services who experience hardships and mental health crises due to exposure to domestic violence, prolonged homelessness, abuse, and other trauma.
YWCA's services are trauma-informed, community focused and merited as the best practice. We give special consideration to potential barriers to participation such as cultural sensitivity, inclusion, and access challenges, and follow evidence-based practices.
Safe House: Opened in 1975, the YWCA's 32-bed Safe House is the ONLY state-designated, confidential domestic violence shelter in Sonoma County for families fleeing domestic violence. Survivors become empowered through intervention, prevention, and treatment services, and discover their own internal resources for making positive changes in their lives.
Encore Program: YWCA's Encore Program assists families who have exited the Safe House by providing long-term case management and an array of services to help them work towards self-sufficiency.
Moving into Safety (Rapid Re-housing): This program implements 3-tier model of housing assistance with comprehensive services. Services may include housing relocation and placement, housing stabilization, financial assistance and other support based on clients' needs.
A Special Place (ASP) Therapeutic Pre-School: Founded in 1978, ASP is a full-time, year-round therapeutic pre-school and childcare program for children who have been impacted by trauma such as abuse & neglect, domestic violence and/or homelessness.
Counseling & Therapy Program: Our licensed therapists are dedicated to providing comprehensive and specialized mental health services for victims of domestic violence, abuse and trauma.
Outreach & Prevention Programs:
-Crisis Hotline - 24/7 Domestic Violence Hotline fielding crisis calls and referrals
-Family Justice Center - Navigation and advocacy services for victims of violence through a single point of access.
Where we work
External reviews
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.48
Months of cash in 2022 info
7.5
Fringe rate in 2022 info
24%
Funding sources info
Assets & liabilities info
Financial data
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
Revenue & expensesFiscal Year: Jul 01 - Jun 30
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $146,501 | $662,587 | -$69,853 | $586,306 | $583,992 |
| As % of expenses | 7.5% | 32.1% | -2.8% | 21.6% | 19.1% |
| Unrestricted surplus (deficit) after depreciation | $85,132 | $563,181 | -$187,691 | $472,080 | $453,573 |
| As % of expenses | 4.2% | 26.1% | -7.1% | 16.7% | 14.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $2,123,682 | $2,691,422 | $2,459,419 | $3,212,587 | $3,796,189 |
| Total revenue, % change over prior year | -6.3% | 26.7% | -8.6% | 30.6% | 18.2% |
| Program services revenue | 3.4% | 2.4% | 4.1% | 0.0% | 3.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.4% | 1.8% | 1.1% | 1.2% | 1.6% |
| Government grants | 56.7% | 38.7% | 70.1% | 67.8% | 56.4% |
| All other grants and contributions | 36.7% | 56.1% | 22.5% | 25.4% | 31.9% |
| Other revenue | 1.7% | 1.1% | 2.2% | 5.7% | 6.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,951,934 | $2,061,808 | $2,516,630 | $2,719,736 | $3,055,730 |
| Total expenses, % change over prior year | 6.4% | 5.6% | 22.1% | 8.1% | 12.4% |
| Personnel | 73.8% | 76.7% | 79.2% | 82.5% | 79.1% |
| Professional fees | 5.6% | 3.6% | 3.2% | 1.9% | 2.6% |
| Occupancy | 1.6% | 1.6% | 4.0% | 4.1% | 2.5% |
| Interest | 2.3% | 2.4% | 1.9% | 1.7% | 1.5% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 16.8% | 15.7% | 11.7% | 9.8% | 14.3% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,013,303 | $2,161,214 | $2,634,468 | $2,833,962 | $3,186,149 |
| One month of savings | $162,661 | $171,817 | $209,719 | $226,645 | $254,644 |
| Debt principal payment | $34,880 | $0 | $0 | $342,130 | $22,366 |
| Fixed asset additions | $74,716 | $958,561 | $0 | $0 | $0 |
| Total full costs (estimated) | $2,285,560 | $3,291,592 | $2,844,187 | $3,402,737 | $3,463,159 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.3 | 2.1 | 3.3 | 2.0 | 7.5 |
| Months of cash and investments | 8.4 | 6.2 | 6.4 | 6.4 | 7.5 |
| Months of estimated liquid unrestricted net assets | 8.4 | 6.8 | 5.1 | 6.9 | 8.1 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $693,814 | $363,798 | $685,819 | $443,228 | $1,898,670 |
| Investments | $674,336 | $698,471 | $646,777 | $1,008,127 | $0 |
| Receivables | $178,855 | $181,626 | $175,798 | $281,461 | $427,056 |
| Gross land, buildings, equipment (LBE) | $2,565,566 | $3,524,127 | $3,506,990 | $3,582,596 | $3,638,290 |
| Accumulated depreciation (as a % of LBE) | 24.1% | 20.4% | 23.4% | 26.0% | 29.2% |
| Liabilities (as a % of assets) | 30.6% | 27.5% | 34.5% | 26.6% | 26.1% |
| Unrestricted net assets | $2,351,126 | $2,914,307 | $2,726,616 | $3,198,696 | $3,652,269 |
| Temporarily restricted net assets | $83,664 | $32,200 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $83,664 | $32,200 | $32,200 | $32,215 | $0 |
| Total net assets | $2,434,790 | $2,946,507 | $2,758,816 | $3,230,911 | $3,652,269 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Ms. Madeleine O'Connell
Ms. O’Connell joined the organization in the spring of 2012, assuming the leadership role of managing 40 staff members and maintaining a $2.9 million dollar budget. She has made it her personal mission to raise awareness of YWCA’s work in the community by cultivating editorial opportunities in local print media along with marketing delivery channels such as billboard, radio, speaking engagements, marketing communications tools and fundraising events. She brings to her team a unique for-profit business acumen forged over her 28-year career in the marketing and public relations arena of community banking which spans two coasts.
For over 10 years she served on the Advisory Board as Chair of PR/Media for The Salvation Army of Santa Rosa's capital campaign, where she was awarded “Volunteer of the Year” in 2009. Ms. O’Connell holds a Bachelor’s Degree in Organizational Behavior from the University of San Francisco. She and her husband Kevin reside in Santa Rosa along with their two sons.
Number of employees
Source: IRS Form 990
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
YOUNG WOMENS CHRISTIAN ASSOCIATION OF SONOMA COUNTY
Board of directorsas of 11/17/2023
Board of directors data
Mr. Gary Leopold
Business Consultant
Renee Amochaev
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Ingred Mathews
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Alison Abbott
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Stephanie Barlin
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Brenda Christopherson
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Kenn Cunningham
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Christine Rodman
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Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
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