YWCA West Central Michigan

Where racism and sexism give rise to domestic and sexual violence, we transform lives with expert services for victims, education to end those things that fuel abuse, and public policy that translates our mission into law.

Grand Rapids, MI   |  www.ywcawcmi.org
GuideStar Charity Check

YWCA West Central Michigan

EIN: 38-1359578


Mission

MISSION: Eliminating racism; Empowering women and girls; Promoting peace, justice, freedom, and dignity for all. SERVICES: Where racism and sexism give rise to domestic and sexual violence, the YWCA West Central Michigan transforms lives through public policy that translates our mission into law, and expert, on-the-ground programming that represents our community's most comprehensive response to domestic and dating abuse, sexual assault, stalking, and child sexual abuse.

Ruling year info

1942

CEO

Charisse Mitchell

Main address

25 Sheldon Ave., SE

Grand Rapids, MI 49503 USA

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Formerly known as

YWCA of Grand Rapids

EIN

38-1359578

Subject area info

Community mental health care

Crisis intervention

Mental health counseling

Domestic violence

Sexual abuse

Show more subject areas

Population served info

Children and youth

Adults

LGBTQ people

Women and girls

Men and boys

Show more populations served

NTEE code info

Counseling Support Groups (F60)

Family Violence Shelters and Services (P43)

Other Youth Development N.E.C. (O99)

What we aim to solve

SOURCE: Self-reported by organization

Domestic and sexual violence are at epidemic levels. Law enforcement agencies within Kent County each year report more than 1,000 cases of sexual abuse of children. A 2011 report by the Centers for Disease Control (CDC) underscores the scope of the problem. One in four women has suffered severe physcial violence by an intimate partner. Nearly 1 in 5 women has been raped at some time in her life, almost half as teenagers. More than 25 percent of men who were raped were attacked when they were younger than 11 years old. Yet, the vulnerability experienced by individuals with disabilities is especially startling. Children with disabilities are more than twice as likely to be victimized. CDC researchers found that 12 percent of adults with a disability were victims of sexual assault; an additional 13 percent were victims of attempted assault.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Services for Domestic and Dating Abuse, Sexual Assault, Stalking, and Child Sexual Abuse

* 24-Hour Confidential Hotline
* Domestic Abuse Emergency Shelter
* Domestic Abuse Transitional Housing
* Nurse Examiner Program (medical-forensic exams for child and adult victims of sexual assault; for adult victims of domestic violence)
* Therapy, Counseling and Support Groups (with additional specializations for LGBTQ+ and individuals with intellectual/ developmental disabilities)
* Domestic Abuse Assailants Counseling
* Advocacy Resource Services (Safety planning and developing safe exit strategies, legal help, crisis services for friends and family of victims, and individual supports such as education, resources, help with law enforcement, and more)
* Safe Connections (Supervised Parenting Time and Safe Child Exchange)
* Childcare for clients on-site and in emergency shelter

Population(s) Served
Adults
Families
Children and youth

The YWCA's Prevention and Empowerment Services seeks to provide individuals and the community with evidenced based approaches to prevent domestic abuse and sexual assault.

Population(s) Served
Women and girls
Men and boys
Children and youth
Adults

Where we work

Accreditations

Council on Accreditation (COA) [for Children and Family Services] - Accreditation 1999

Council on Accreditation (COA) 2002

Council on Accreditation (COA) 2005

Council on Accreditation (COA) 2008

Council on Accreditation (COA) 2011

Council on Accreditation (COA) 2014

Council on Accreditation (COA) 2017

Better Business Bureau Accredited Charity 2014

Better Business Bureau Accredited Charity 2016

Better Business Bureau Accredited Charity 2018

Better Business Bureau Accredited Charity 2019

Better Business Bureau Accredited Charity 2020

Better Business Bureau Accredited Charity 2021

Better Business Bureau Accredited Charity 2022

Council on Accreditation (COA) 2022

Awards

First Agency Partner of the Year Award Recipient 2014

Heart of West Michigan United Way

Full Partner 2014

Partners for a Racism Free Community

first-ever domestic and sexual violence service provider in Michigan to fully meet 100 percent of the state’s core and best practice standards 2014

Michigan Domestic and Sexual Violence Treatment Board

Torch Awards for Ethics 2016

BBB

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The YWCA West Central Michigan has been a place of hope, healing, and renewal for more than 100 years. We believe that economically, socially, and politically empowering everyone requires the elimination of racism and an equal, just, and sustainable society.

We realize our mission by addressing the public health issues surrounding domestic abuse and sexual violence. We envision a community that embraces diversity, creates a safe and empowering environment for all women and children, and celebrates peace, justice, freedom, and dignity for all people. The YWCA West Central Michigan will be a leader in building and sustaining that community, working to empower women and girls by eliminating racism, confronting the issues of relationship abuse and sexual violence, and addressing social, political, and economic inequities.

The YWCA’s approach to improving performance involves multiple community partners and disciplines in establishing the plans, processes and mechanisms that comprise performance and quality improvement activities.

With culturally competent staff, more than a century of work to benefit women, over forty years addressing issues of violence against women and children, and our community's deepest level of expertise and experience in these areas, the YWCA has the capacity and ability to do this work.

Annual reports for the YWCA West Central Michigan are located at ywcawcmi.org/who-we-are/performance/

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Survivors of domestic and dating violence, sexual assault, child sexual abuse, and stalking. Individuals who have been referred to the YWCA for abusing an intimate partner.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    Although, pandemic-related health recommendations have eased which allows us to bring clients into the building, we have continued to provide some services online based on feedback from clients who find the virtual option preferable from a safety, confidentiality, and travel standpoint.

  • With whom is the organization sharing feedback?

    Our staff, Our board,

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

    Based on our organization's empowerment philosophy, gathering input from clients (primarily, survivors) has been a long-standing practice. Clients are made aware that their feedback is a meaningful part of performance, quality improvement efforts. The ability to provide feedback and know that they are heard can be a healing experience.

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

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2019 info

SOURCE: IRS Form 990

2.67

Average of 2.16 over 10 years

Months of cash in 2019 info

SOURCE: IRS Form 990

2

Average of 2.7 over 10 years

Fringe rate in 2019 info

SOURCE: IRS Form 990

24%

Average of 22% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

YWCA West Central Michigan

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

YWCA West Central Michigan

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

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.

Fiscal year ending: cloud_download Download Data

YWCA West Central Michigan

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

This snapshot of YWCA West Central Michigan’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 2015 2016 2017 2018 2019
Unrestricted surplus (deficit) before depreciation $315,421 $4,586,556 $78,528 -$12,130 $163,526
As % of expenses 8.1% 115.1% 1.8% -0.3% 3.3%
Unrestricted surplus (deficit) after depreciation $160,570 $4,503,560 $10,393 -$69,119 $106,547
As % of expenses 3.9% 110.8% 0.2% -1.5% 2.1%
Revenue composition info
Total revenue (unrestricted & restricted) $4,097,397 $6,299,667 $4,668,482 $4,542,157 $5,123,015
Total revenue, % change over prior year -28.0% 53.7% -25.9% -2.7% 12.8%
Program services revenue 9.1% 6.1% 8.7% 9.1% 8.2%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.9% 0.5% 1.0% 1.0% 1.0%
Government grants 60.3% 40.1% 62.7% 67.3% 64.9%
All other grants and contributions 29.8% 16.4% 25.1% 21.6% 25.2%
Other revenue 0.0% 36.9% 2.6% 1.0% 0.7%
Expense composition info
Total expenses before depreciation $3,916,001 $3,983,406 $4,413,972 $4,578,101 $5,012,468
Total expenses, % change over prior year 6.2% 1.7% 10.8% 3.7% 9.5%
Personnel 66.5% 69.3% 69.5% 69.4% 70.2%
Professional fees 3.4% 3.7% 4.5% 5.2% 4.4%
Occupancy 7.0% 5.4% 7.0% 8.6% 8.0%
Interest 0.0% 0.5% 0.2% 0.0% 0.0%
Pass-through 12.3% 9.2% 9.6% 9.2% 9.2%
All other expenses 10.7% 11.9% 9.2% 7.6% 8.2%
Full cost components (estimated) info 2015 2016 2017 2018 2019
Total expenses (after depreciation) $4,070,852 $4,066,402 $4,482,107 $4,635,090 $5,069,447
One month of savings $326,333 $331,951 $367,831 $381,508 $417,706
Debt principal payment $0 $0 $443,500 $0 $0
Fixed asset additions $973,304 $0 $0 $0 $0
Total full costs (estimated) $5,370,489 $4,398,353 $5,293,438 $5,016,598 $5,487,153

Capital structure indicators

Liquidity info 2015 2016 2017 2018 2019
Months of cash 6.3 1.7 1.7 1.8 2.0
Months of cash and investments 9.3 4.9 5.0 5.4 5.3
Months of estimated liquid unrestricted net assets -0.9 20.6 17.5 16.9 15.8
Balance sheet composition info 2015 2016 2017 2018 2019
Cash $2,051,597 $568,568 $615,376 $704,635 $833,606
Investments $999,437 $1,041,540 $1,225,612 $1,350,883 $1,378,664
Receivables $1,595,891 $7,082,672 $6,807,119 $6,644,797 $6,696,528
Gross land, buildings, equipment (LBE) $7,239,406 $2,281,936 $2,286,483 $2,286,483 $2,299,893
Accumulated depreciation (as a % of LBE) 51.0% 39.9% 41.7% 44.2% 46.4%
Liabilities (as a % of assets) 12.1% 10.6% 6.9% 7.2% 7.7%
Unrestricted net assets $2,689,763 $7,193,323 $7,203,716 $7,134,597 $7,241,144
Temporarily restricted net assets $4,286,177 $1,567,340 $1,817,840 $1,766,637 $1,656,939
Permanently restricted net assets $1,240,267 $1,273,459 $1,321,683 $1,412,508 $1,429,274
Total restricted net assets $5,526,444 $2,840,799 $3,139,523 $3,179,145 $3,086,213
Total net assets $8,216,207 $10,034,122 $10,343,239 $10,313,742 $10,327,357

Key data checks

Key data checks info 2015 2016 2017 2018 2019
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

CEO

Charisse Mitchell

Charisse spent more than a decade in Washington D.C. improving the systemic infrastructure needed by agencies which serve children and families. At The Center for Excellence in Municipal Management, she oversaw a $1.8 million budget and the development of a leadership and management curricula for D.C.’s government managers and public school principals. At the American Public Human Services Associations, she led new project development, and directed administrative services, finance, and fund development. In Holland, Michigan, she was Executive Director for the Center for Women in Transition for 8 years, and joined the YWCA as CEO in 2017. Charisse served as President of the Michigan Coalition to End Domestic and Sexual Violence, Co-Chair of the Lakeshore Alliance Against Domestic and Sexual Violence, and on the Lakeshore Non-Profit Alliance Board of Directors. She earned Bachelor of Arts and Master of Public Administration degrees from The George Washington University.

Number of employees

Source: IRS Form 990

YWCA West Central Michigan

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

YWCA West Central Michigan

Board of directors
as of 09/30/2022
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Michelle Rabideau

Saint Mary's Foundation, a member of Mercy Health

Term: 2022 - 2025

Doug Wilterdink

DWH, LLC

Meg Hackett

Thrun Law Firm P.C.

India Manns

Community Volunteer

Peggy Bishop

Beene Garter LLP

Cindy Rogowski

Meijer

Jessie Jones

Spectrum Health

Sara Hendrix

BDO

Lauren Davis

TCF Bank

Michelle LaJoye-Young

Kent County Sheriff's Office

Lisa Kreager

Crowe

Veronica Bradford

Spectrum Health

Lisa Knight

DV Apple Logistics

Michelle Rabideau

Saint Mary's Foundation, a member of Mercy Health

Shateka Abbott

West MI Partnership for Children

Jath Austin

Bethel Empowerment Church

Matthew Cook

Lake Michigan Credit Union

Janina Kreider

Mercantile Bank

M. Paola Leon

Grand Valley State University

Gretchen Murphy

Service Express

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/30/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Female

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 09/30/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
Policies and processes
  • We have community representation at the board level, either on the board itself or through a community advisory board.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser