Human Services

YWCA of St. Paul Minnesota

  • St. Paul, MN

Mission Statement

YWCA St. Paul is dedicated to eliminating racism, empowering women and promoting peace, justice, freedom and dignity for all.

Main Programs

  1. Housing & Supportive Services
  2. Health & Wellness
  3. Youth Development
  4. Employment & Economic Development
Service Areas



Collaborating with a broad east metro referral network, YWCA St. Paul anchors the Summit Univeristy community and reaches out its neighbors in Greater St. Paul.

ruling year


Chief Executive Officer since 2015


Ms. Gaye Adams Massey



women, girls, families, youth, child care, homelessness, social service, mentors, housing, fitness, employment, training, academic enrichment

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Also Known As

YWCA St Paul






Cause Area (NTEE Code)


Other Housing, Shelter N.E.C. (L99)

Children's and Youth Services (P30)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?


Self-reported by organization

For more than 100 years, YWCA St. Paul has been changing minds, bodies and lives.

You might know us best for our Health & Fitness Center, but we also work to help:

•Families to fight homelessness
•At-risk youth to reach their full potential
•The unemployed and underemployed to find their place in the workforce

Addressing community needs in four core areas: Housing & Supportive Services, Youth Development, Health & Wellness and Employment & Economic Development, last year our programs and services helped more than 6,300 people to reach their goals and improve their quality of life.


Self-reported by organization

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

Program 1

Housing & Supportive Services

More than simply providing a safe place to live, programs and services empower families to navigate crisis, stabilize their lives, build skills, decrease their dependency on emergency shelters and work to keep their children safe and families united. Core programs include: Transitional Housing Program (THP), Permanent Supportive Housing (PSH) and Rapid Re-Housing (RRH).


Housing Support

Population(s) Served






Program 2

Health & Wellness

Offering a wide variety of individual and group activities to support good health, the HFC offers a welcoming, inclusive atmosphere and professional staff that empower people of all ages to live an active lifestyle, prevent and manage chronic medical conditions, reduce stress and grow strong in both body and mind. Services include: health & fitness memberships, group fitness classes, aquatics classes & instruction, personal training and senior specific fitness offerings. Financial assistance and outreach make healthy living accessible to individuals and families in the wider community as well as YWCA programs serving at-risk youth and homeless families.


Physical Fitness

Population(s) Served


Aging/Elderly/Senior Citizens

Children and Youth (infants - 19 years.)



Program 3

Youth Development

Within our walls, youth are safe and supported as they overcome challenges, build new skills, gain experiences and develop the habits and attitudes that will help them to achieve success in the classroom, workplace and community. Programs and services include: Youth Achievers Program (YAP), IMPACT Program (IMPACT) and Youth in Motion (YIM), as well as off-site programs.


Youth Development, General/Other

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Children Only (5 - 14 years)

Youth/Adolescents only (14 - 19 years)



Program 4

Employment & Economic Development

Employment & Economic Development empowers people of all ages to build skills and overcome barriers to employment and self-sufficiency. Providing employment and training services, the department helps people to experience success and provides ongoing case management, training and support as they strive to gain new credentials or move from welfare to work. Core programs & Services included: YW Works (YWW), YW Jobs (YWJ) and a Commercial Driver’s License training project (CDL).


Job Training & Employment

Population(s) Served


Ethnic/Racial Minorities -- General

Poor/Economically Disadvantaged, Indigent, General



Charting Impact

Self-reported by organization

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

  1. What is the organization aiming to accomplish?
    YWCA St. Paul has been improving the quality of life of the people in its community for more than a century. While programs have changed to meet the evolving needs of its community, YWCA's dedication to its mission-—eliminating racism and empowering women—has remained steadfast. YWCA advocates for social change by combating racism, sexism and economic inequities; promoting self-determination; enhancing physical and emotional well-being; and supporting volunteers in fulfilling community needs. Our primary service area is Ramsey County. Over 5,700 people (dup) participated in YWCA programs in 2013. Of the social service participants, 92% were of color; 93% were living in poverty. Our strategic direction is:

    - Provide safe, affordable housing & supportive services to homeless families
    - Create a path to success for youth and young adults
    - Assist youth & adults overcome barriers to employment, job retention and self-sufficiency
    - Empower women, children and families to pursue healthy lives
    - Eliminate racism in every encounter
    - Partner with external organizations to enhance and expand quality services
    - Build institutional resources to maintain and enhance services

    Whether helping homeless families to make a new start, empowering young people to build bright futures, teaching skills to support self-sufficiency or putting better health within reach, YWCA helps people create change in their lives. YWCA programs in four service areas (Housing & Supportive Services, Youth Development, Employment & Economic Development, Health & Wellness) respond to urgent community needs and produce enduring benefits to the community. Our strong working relationships with other providers, schools, government agencies and businesses provide clients and families a full range of services without duplicating services.
  2. What are the organization's key strategies for making this happen?
    YWCA services combat racism, sexism and economic inequities; promote self-determination and leadership skills; enhance physical and emotional well-being; and support volunteers in fulfilling community needs. YWCA St. Paul contributes to the strength and vitality of its community by providing opportunities, services and support that help people improve their quality of lives. Our services, which are concentrated in the high impact areas of employment, affordable housing, youth development and health, employ a holistic, family-centered approach. People build their skills, solidify their confidence and motivation, and prepare to live healthier, safer, more productive lives as engaged community. While our success is often measured by specific improvements that participants experience in their quality of life, YWCA's impact extends beyond individual achievements. By changing lives for the better, YWCA supports the strong, healthy families that are the prerequisite of a strong, healthy community.

    Our organizational priorities reflect issues that are of acknowledged concern community-wide and are consistent with our mission and expertise. We work toward the common good by building partnerships with like-minded people and organizations as well as open communication with diverse people and entities. Collaborating agencies coupled with volunteer involvement create a network of information, contacts, resources and referral sources that support YWCA programs in virtually every aspect of operation. We advocate for systemic change by sharing lessons learned, using our sphere of influence to increase the visibility of our cause and leverage linkages and resources via memberships in community coalitions, policy making bodies and more.
  3. What are the organization's capabilities for doing this?
    extensive network of collaborating and partnering organizations:

    Best Practices & Consistent Environments: Programs are rooted in research-based methods and adhere to best practice standards. Through collaborative relationships and participation in industry-related groups, staff stay abreast of industry changes, learn from other providers and help build the knowledge base that benefits people in crisis and transition. Safe, consistent environments and supportive emotional climates communicate clear expectations and reinforce positive social norms.

    Participant-driven Programming: Input, feedback and peer support are important tools that empower participants and communicate our respect for them. A series of forums and methods, incorporated into each program's model keep participant voices in the forefront.

    Building Positive Connections: Participants build a network of supports to help them combat barriers, strengthen competencies, and better function as a family and community members.

    Personal Supports: Healthy families are at the heart of YWCA programs. Parents are supported as key decision-makers and their child's first, most important teacher; parenting workshops and family-driven activities encourage positive interaction between family members, build peer support, and promote a sense of community among YWCA families.

    Institutional Supports: Participants are empowered by facilitating relationships between them and their community. Families are referred to other providers for services as needed and also learn how to access them should they need services post program departure.

    Network of Collaborating Agencies: Our extensive network of partnering organizations ensures the exchange of information and materials, training opportunities, referrals of participants and services, and identification of partners known to provide quality services.
  4. How will they know if they are making progress?
    Indicators of success include:

    Outcome objectives are met. Measuring performance is viewed as integral to effective program management and communicating performance information essential to community outreach, partnerships and financial support.
    The quality and relevance of every YWCA social service program is evaluated via outcome based evaluation. Data is used to participant progress as well as to monitor programs, build corrective action plans and reporting.

    Participants thrive. Numbers alone cannot capture the essence of the YWCA—the resilience of the children; the raw potential of the teens; the strength and vision of the families. It is affirming, heartwarming and powerful when our participants choose to share their stories through quotes, testimonials and other communications. Many of their stories are included in the YWCA “Success Deck".

    Partnerships & community support abound. Collaborative engagement is an organizational priority. We readily acknowledge the expertise of other organizations, aware that effective partnering extends the range of services for our participants, promotes innovative approaches, strengthens our community connection, and allows us to contribute to and benefit from pooled efforts. Community support including volunteers and in-kind donations make a powerful difference in the lives of our participants. Financial support from the philanthropic community and community-at-large helps provide quality services today and ensure that YWCA services will be available to future generations.

    Organizational stability, integrity & sound management practices are recognized. Since 1954, YWCA has had only five executive directors. William Collins, a lifelong St. Paul resident and involved in local not-for profit organizations for 40 years, has led the YWCA since 1995. The average tenure of the senior management team is ten years. YWCA consistently applies sound management practices and capitalizes on technology to ensure programmatic and fiscal responsibility and accountability. Controls are in place; operations and systems are formalized. It meets the Standards of the MN Charities Review Council. The American Institute of Certified Public Accountants' (AICPA) Audit and Accounting Guide for Not-For-Profit Organizations are followed to ensure financial statements conform to Generally Accepted Accounting Practices (GAAP). YWCA is audited by the CPA firm of Lewis, Kisch and Associates, Ltd. which has given each YWCA audit an unqualified opinion.)
  5. What have and haven't they accomplished so far?
    While YWCA programs have helped countless women, children and families live healthier, more productive lives through its many years of service to the community, record numbers of people still struggle with poverty and unemployment and associated problems. YWCA remains committed to delivering services that strengthens its community via services that equip people to effect changes in themselves and empower them to take responsibility for their lives. Addressing urgent issues in our community through service to people in need the hallmark of YWCA St. Paul will continue to drive our efforts. YWCA St. Paul will continue to work with our community to improve the life outcomes of under-served populations through collaborative program approaches that meet community needs, enhance community assets, and provide opportunities for people to build a better life for themselves and their children with priority on: (1) Advancing economic self-sufficiency by assisting un/under employed to overcome barriers to employment and job retention; and (2) Promoting independent living and self-sufficiency via safe, stable housing, housing retention and supportive services (e.g., access to quality education, health and human services) for homeless and nearly homeless families.
Service Areas



Collaborating with a broad east metro referral network, YWCA St. Paul anchors the Summit Univeristy community and reaches out its neighbors in Greater St. Paul.

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Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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

YWCA of St. Paul Minnesota



Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2014
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Chief Executive Officer

Ms. Gaye Adams Massey


An accomplished executive and leader, Gaye Adams Massey joined the YWCA St. Paul in July 2015. Prior to her appointment as CEO Massey served as senior deputy general counsel and chief administrative officer at UnitedHealth Group (UHG), where she founded and chaired the company's pro bono legal services program. Before joining UHG, Massey held leadership positions with University Hospitals Health System in Cleveland, Ohio and Aetna, Inc. in Hartford, Connecticut. She began her career with the Children's Defense Fund in Washington, D.C.

A trustee of the Lawyers' Committee for Civil Rights Under Law and fellow of the American Bar Foundation, Massey earned a bachelor's degree from Wellesley College and a law degree from Harvard Law School. She currently serves on the boards of Way to Grow and the Institute for Food and Development Policy and previously served on the boards of Children's Hospitals and Clinics of Minnesota, Twin Cities Diversity in Practice and Families Moving Forward.



Shawntera Hardy

State of Minnesota


GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization



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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?