Board Orientation Manual - YMCA of Snohomish …ymca-snoco.org/wp-content/uploads/2018/02/Board...YMCA OF SNOHOMISH COUNTY Association Office 2720 Rockefeller Avenue, Everett WA 98201

BOARD ORIENTATION YMCA OF SNOHOMISH COUNTY

REV 0817

YMCA OF SNOHOMISH COUNTY Association Office 2720 Rockefeller Avenue, Everett WA 98201 P 425 258 9211 F 425 257 9920 W ymca-snoco.org

September 2017 Dear YMCA Board Member, Welcome to the YMCA family! We are honored that you have chosen to invest your time, talent and treasure to help us further the mission of the YMCA here in Snohomish County. Our goal is to strengthen the foundations of community through programs that support youth development, healthy living and social responsibility. This past year, we served over 100,000 individuals through a variety of programs and services designed to support each individual’s quest to reach their full potential. This was made possible by dedicated staff and volunteers who together evaluate the needs of our local communities and develop thoughtful responses that translate to Y programs and services. Your role as a board member is to bring your background, experience, and personal perspective to the collective discussion and debate with other board members to provide the best possible guidance and direction to the Y. Additionally, you have a responsibility to help identify and secure the resources necessary to ensure that every individual in our community has access to the Y. When we are operating at our best, board and staff work together in a collaborative manner that produces positive, life changing experiences for all children, teens, adults and seniors who want and need the Y. This guide is intended to provide you with the information that you will need to become an involved, active contributor to the board. If at any time you have questions or comments about your service as a board member, please feel free to contact me. Thank you again for assuming a leadership role with our YMCA. Sincerely, Scott Washburn President/CEO YMCA of Snohomish County

Dr. Gary Cohn Chair YMCA of Snohomish County

YMCA OF SNOHOMISH COUNTY Association Office 2720 Rockefeller Avenue, Everett WA 98201 P 425 258 9211 F 425 257 9920 W ymca-snoco.org

Board Orientation Manual Table of Contents

Community Impact ............................................................................................................ 1 Trustee Roster ................................................................................................................... 3 Volunteer Staff Partnership ................................................................................................. 4 Board Roles & Responsibilities ............................................................................................. 5 Strategic Plan Overview .................................................................................................... 13 Executive Summary .................................................................................................. 14 Governance Structure ....................................................................................................... 16 Overview ................................................................................................................. 17 Governance & Oversight Committees .......................................................................... 18 Audit ............................................................................................................................... 19 Executive ......................................................................................................................... 21 Governance & Board Development ....................................................................................... 23 Resource Development & Advocacy ...................................................................................... 25 Stewardship ...................................................................................................................... 27 Strategic Oversight ............................................................................................................ 29 Operating Committees .............................................................................................. 31 Capital Campaign Steering .................................................................................................. 32 Endowment ...................................................................................................................... 34 Human Resources .............................................................................................................. 36 Information Technology ...................................................................................................... 38 Insurance ......................................................................................................................... 40 Investment ....................................................................................................................... 42 Marketing ......................................................................................................................... 44 Committee Interest Signup Form ................................................................................ 46 Association Bylaws ........................................................................................................... 47 Branch Bylaws ......................................................................................................... 56 Conflict of Interest Policy .................................................................................................. 60 Annual Disclosure Questionnaire Form ......................................................................... 64 Board Benchmark Overview ............................................................................................... 66 Benchmark Form ...................................................................................................... 68 Association Organization Chart .......................................................................................... 70 Branch Fact Sheet ............................................................................................................ 71 Services of the Association Office ....................................................................................... 72 YMCA Finance 101 ........................................................................................................... 73 YMCA of Snohomish County History .................................................................................... 76 Big Brothers Big Sisters History ......................................................................................... 78 Y USA History .................................................................................................................. 81 Y USA Firsts .................................................................................................................... 87 Y USA Famous People ...................................................................................................... 103 Y USA Constitution .......................................................................................................... 107 Y Brand Overview ........................................................................................................... 111

COMMUNITY IMPACTYMCA OF SNOHOMISH COUNTY 2016

The Y is the largest child care provider in Snohomish County

YOUTH DEVELOPMENT

ONE in THREESNOHOMISH COUNTY

YOUTH & TEENS

gained self-confidence and academic guidance through teen programs, including Teen Late Nights, Girls of Promise, Youth and Government, and Youth Making a Difference.

The My Achievers Program assisted 407 middle and high

school students with homework support and

academic goal setting through 15 program sites across the county.

24,283 YOUTHlearned the importance of teamwork and commitment while gaining self-confidence in ongoing wellness activities including aquatics, youth sports, dance, and other well-being opportunities.

Snohomish County residents has a connection with the YMCA. In 2016 the Y served 101,409 community

members through its six branch locations, 54 program sites, and Big Brothers Big Sisters affiliation.

ONE in SEVEN

1,486 CHILDREN

took part in child care programs - providing working parents with the dependable support they need, and the consistent routine and adult relationships their child relies on for healthy development. Sixty percent of children enrolled in child care programming receive some level of financial assistance.

46SCHOOLS

7SCHOOL

DISTRICTS

20PROGRAM

LOCATIONS

SERVICE AREA

167 MENTORING MATCHES

Big Brothers Big Sisters provides quality one-to-one, school-based, and community-based mentoring.

Nurturing the potential of every child and teen.

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HEALTHY LIVING

SOCIAL RESPONSIBILITY

10,446 lives were transformed thanks to $2,475,416 in direct membership and program financial assistance from the Y.

EVERETT FAMILY YMCA AND ASSOCIATION OFFICES2720 ROCKEFELLER AVE., EVERETT 98201 425 258 9211

MARYSVILLE FAMILY YMCA6420 60TH DRIVE NE, MARYSVILLE 98270 360 653 9622 MILL CREEK FAMILY YMCA13723 PUGET PARK DRIVE, EVERETT 98208 425 337 0123 MONROE/SKY VALLEY FAMILY YMCA14033 FRYELANDS BLVD., MONROE 98272 360 805 1879 MUKILTEO FAMILY YMCA10601 47TH AVE. W., MUKILTEO 98275 425 493 9622

STANWOOD-CAMANO YMCA7213 267TH ST. NW, STANWOOD 98292360 629 9622

YMCA-SNOCO.ORG

BIG BROTHERS BIG SISTERS OF SNOHOMISH COUNTYAN AFFILIATE OF THE YMCA OF SNOHOMISH COUNTY

10520 19TH AVE. SE, STE. B, EVERETT WA 98208425 252 2227

BBBS-SNOCO.ORG

volunteers offered valuable assistance with policies,

programs, and activities donating 37,766 hours of service.

2,168

homeless families were provided support and encouragement through the Y-Community Program.

300

$3.91 MILLIONwas provided in youth and family program subsidies to nurture the

potential of 36,700 children and teens throughout Snohomish County.

families received resources to reduce youth obesity and

establish healthier family lifestyles through our ACT! (Actively

Changing Together) program.

248adults took a step toward better

health through YMCA programs and healthy living activities.

56,458

CANCER SURVIVORS

reclaimed their health after cancer treatment through the LIVESTRONG® at the

YMCA program.

93adults worked to prevent diabetes

through the YMCA Diabetes Prevention Program.

44

Improving the nation’s health and well-being.

Giving back and providing support to our neighbors.

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The Y: We’re for youth development, healthy living, and social responsibility.

YMCA OF SNOHOMISH COUNTY Board of Trustees

UBoard Officers

UChair UDr. Gary Cohn

Everett Public Schools

UCo Vice-Chair UMatthew C. Reinhard

Rhino Ventures, LLC

UCo Vice-Chair Phyllis T. Turner-Brim Starbucks Coffee Company

UTreasurer U UMonti Ackerman

Fortive

UAssistant Treasurer Darren Redick

Providence Regional Medical Center Everett

USecretary Jeff Bissey Community

UImmediate Past Chair UScott Forslund

Providence Institute for a Healthier Community

UTrustee Board Members

Andrew Ballard Marketing Solutions Inc.

Bob Dobler Gamut360 Holdings, LLC

Brian Evans Madrona Financial Services, LLC

Jeret Garcia Valley Electric

Val Hennings Amazon

Carol Klein Klein Honda

Leslie Lauer Community

Eric Lucas Snohomish County Superior Court Judge

Troy McClelland Cambridge Technology

Josh O’Connor The Daily Herald/Sound Publishing Inc.

M. “Dan” Ollis Vibe Coffee Group

Brian Olsen Esterline

Paul Pitre Washington State University North Puget Sound at Everett

Fred Safstrom Housing Hope

Don Whitfield Leavitt Northwest

Mike Zubovic Aviation Partners Boeing

UBranch Board Chairs

Big Brothers Big Sisters Debbie Cobb Chicago Title Everett Danen Barnhart Boeing Company

Marysville Chuck Pilon Pilon Management Company Mill Creek Craig Connell Click Accounting, LLC

Monroe Martha Dankers Community Mukilteo Dr. Tom Gaskin Community

Stanwood-Camano Rose Olson Community

UEmeritus Trustees

Phil Bannan Scuttlebutt Brewery

Rick Cooper DaVita Medical Group

Doug Ferguson Anderson Hunter Law Firm

Robert Drewel Community

Larry Hanson Community

Jackie Minor Community

Harry Stuchell Stuchell Enterprises

Roy Yates Community

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YMCA VOLUNTEER-STAFF PARTNERSHIP A crucial component in the effective functioning of boards and committees in the YMCA is the relationship which is maintained between these groups and professional staff of the Association. Admittedly the lines differentiating the roles, responsibilities and functions between policy groups and staff are not always absolutely clear and distinct. The Development of an effective volunteer-staff partnership involves interdependence, mutual support and excellence in performance. A strong and productive volunteer-staff relationship is characterized by the following fundamental principles: • Mutual recognition of the unique and necessary contributions which

each group brings to the work of the Association; • Mutual trust and openness: trust that each will act responsibly and

in the interest of the Association, and complete openness and sharing of relevant information, feelings, criticism and points of view.

The respective functions of the Trustees and professional staff are as follows: • Policy formulation-the joint function of the Trustees and its

committees and the professional staff members. It is a cooperative effort in which each group brings their special insights, experience and skill to bear on the task. It involves the identification of policy needs and the formulation and consideration of policy options.

• Policy determination-the sole responsibility of the Trustees. This responsibility derives from the legal status of the Board. Board actions establish policies and directions for the total Association.

• Policy implementation-the responsibility of the professional staff under the leadership of the President. Volunteer leaders may be involved and assist in implementation, but the staff is ultimately responsible to the Trustees to see that policies are carried out.

• Policy monitoring-the responsibility of both the Trustees and staff. The staff is responsible for periodic performance reporting with regards to policy implementation and for determining future policy action as appropriate.

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COUNTY BOARD OF TRUSTEES Authority for the management of the Association is vested in a Board of Trustees which determines the policies of the Association and establishes and evaluate procedures and regulations for the conduct of its affairs. The Trustees hire the Association President & CEO who in turn employs and supervises all other staff members.

The corporation holds title to all Association properties and funds. The Board of Trustees serves as trustees for these properties and funds, including those specifically secured for particular branches. It respects the purpose of each gift and the intent of the donor.

The powers of the Board include the authority to establish branches.

The Board of Trustees is an informed and working group of business, professional and civic leaders. In addition to determining the major policies of the Association, directors take an active part in developing the Association; in helping to raise funds for current operations and capital purposes; in enlisting additional volunteer leadership; in representing the Association in important relationships; and in continuously working to make the organization function effectively.

The Board organizes its work by the election of a Chair, one or more Vice-Chairs, Secretary, Treasurer and Assistant Treasurer. The Chair appoints the Chair(s) of the standing committees. Within established policies, each committee has the power to act on behalf of the Board of Trustees in planning and supervising the matters assigned to it.

BRANCH BOARD(S) OF DIRECTORS Branch boards are commissioned by the County Board of Trustees to provide guidance, support and oversight to the local YMCA branch operation. The Branch Board of Directors provides counsel, direction and support to branch staff leadership enabling the YMCA to identify and meet the needs of their community consistent with the mission and values of the organization. This includes but is not limited to identifying programming needs and opportunities, monitoring the operating budget and helping secure the financial resources necessary to effectively deliver programs and services to all persons regardless of ability to pay.

Specific duties include strategic planning, financial development, monitoring & evaluation, advocacy and governance.

Branch boards operate within approved by-laws and consistent with the mission, values, and policies of the Association (YMCA of Snohomish County).

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6/20/2010

YMCA of Snohomish County Board Responsibilities

Revised 4-27-10 County Board of Trustees Evaluate and assess community

needs and support the development and monitoring of the Association strategic plan

Hire and supervise the President/CEO

Advocate and communicate on behalf of the Y with stakeholders, constituents and public officials

Review and approve membership, program and general operating policies

Develop, review and monitor all budgets

Approve and support Association funding & resource development strategies including Annual Campaign, endowment and capital campaigns

Evaluate and approve Association financing activities including borrowing and/other forms of leveraging or debt financing

Evaluate and approve Association risk management/mitigation programs including insurance policies and programs

Oversee the procurement and maintenance of Association physical assets including property and equipment.

Appoint committees and define their duties for the Trustees Board.

Branch Board of Directors Evaluate and assess

community needs and support the development and monitoring of the branch strategic plan

Provide input to selection and evaluation of branch executive and other key staff positions to the President/CEO

Advocate and communicate on behalf of the Y with stakeholders, constituents and public officials

Provide input on Association membership, program and general operating policies

Support the development and monitoring of the branch annual budget

Approve and support branch funding & resource development strategies including Annual Campaign, endowment and capital campaigns

Provide input and support of branch asset development and management (buildings and equipment).

Appoint committees and define their duties for the branch board

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YMCA of Snohomish County Trustee Member Responsibilities and Expectations

Adopted by Trustees 2-28-2017 Goal

Association Trustees are dedicated individuals who share the values of the organization and are committed to working cooperatively with other community leaders to contribute their talent and resources to advance the mission and goals of the YMCA.

Responsible to

Chairperson of the Association Board of Trustees

Term

Typically three years (unless elected to fill the unexpired term of another board member)

Personal Attributes

• Committed to the YMCA mission • Unquestionable character: lives the YMCA values of respect, responsibility,

honesty, and caring • An interest in the objectives and programs of the organization • An appreciation for the volunteer/staff partnership under which this YMCA

operates • A respected citizen in the community with high standing among colleagues • A breadth of understanding and a respect for the viewpoint of others • A willingness to state one’s convictions and equally willing to accept the

majority decision when in conflict with one’s own stand Board Member Responsibilities

• Contribute to fulfilling the responsibilities of the board by attending and actively participating in Trustee board meetings

• Familiarize yourself with the YMCA’s mission, programs and operations by attending a board member orientation session.

• Be an active participant on one or more YMCA committees and task force groups.

• Assume leadership of board groups and events as requested (such as committee, task force or special project chair)

• Identify the YMCA as one of your top voluntary service priorities and serve as an advocate of the YMCA within the community. Advocate for the YMCA with local and state political leadership.

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• Contribute to the YMCA Annual Campaign at a level of personal significance and participate in other YMCA philanthropic activities including capital campaigns, endowment programs and special events

• Personally participate in identifying, cultivating and recognizing donors and prospects to assure their long-term, high level support for YMCA philanthropic efforts including annual campaign, endowment and planned giving programs, capital fundraising, and other fund-raising efforts.

• Provide input on the CEO’s annual performance review

• Attend and participate in branch and Association special events.

• Participate in regional or national YMCA activities and events as appropriate

• Participate in the identification and recruitment of potential board members

• Complete all required background checks and the annual conflict of interest statement

Board Member Expectations

• Attend 75% of scheduled Trustee meetings each year (6 out of 8)

• Attend a personal or group board orientation session within 90 days of election or appointment (first year only)

• Complete all required forms, criminal background checks and annual conflict of interest statements

• Provide input on the CEO annual performance appraisal as requested

• Participate on a minimum of one board/operating committee or task force

• Attend minimum of 2 YMCA branch or Association special events annually (i.e. Prayer Breakfast, Everett Auction/Dinner, BBBS Auction/Dinner, MAP Recognition Event, Yankee Doodle Dash, Monroe Fall Run, Annual Campaign Victory Celebration, Heritage Club Dinner etc)

• Make a pledge/gift to the YMCA during the board solicitation phase of the Annual Campaign at CRT level or above

• Lead or participate on a fundraising team for the Annual Campaign (unless professional ethics prohibit fundraising solicitation) and secure at least two additional gifts in addition to your personal pledge

• Participate in donor recognition and thank you activities as requested

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6/20/2010

YMCA of Snohomish County Branch Board of Directors

Goal The YMCA of Snohomish County will have effective and engaged branch board volunteers who, by providing positive, ongoing connections between the Association the greater community and community leadership and resources; serve as proactive partners with staff in the development and achievement of the organization’s mission, goals and strategic plan. Role of the Branch Board The Branch Board of Directors provides counsel, direction and support to branch management enabling the YMCA to identify and meet the needs of their community consistent with the mission and values of the organization. This includes, but is not limited to identifying programming needs and opportunities, monitoring the operating budget and helping to secure the financial resources necessary to effectively deliver programs & services to all persons regardless of ability to pay Responsibilities of the Branch Board Planning (ensure that YMCA programs and services are meeting current community needs and that the YMCA operates from and within the Association and branch long-term strategic plan)

• Provide input for branch and Association goals based on community needs • Develop a long-range plan for the branch and identify key annual planning

targets, consistent with community needs and Association goals. • Monitor community trends and advise on potential YMCA program responses. • Approve and monitor the annual branch operating budget..

Financial Development (ensure that there are adequate resources to fund both current and future operational and capital needs)

• Review and recommend the annual financial development plan for the branch (including the campaign case statement and goal for Annual Campaign, endowment efforts and capital & grant fundraising).

• Enlist the support of others and provide leadership for the Annual Campaign, endowment development, capital fundraising, and other fund-raising efforts.

• Ensure that the annual Financial Development Plan is achieved with particular emphasis on achieving the Annual Campaign goal

• Personally participate in cultivating donors and prospects to assure their long-term, high level support.

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6/20/2010

Monitoring & Evaluation (ensure that resources are effectively and efficiently managed and that programs and services are of high quality)

• Provide feedback to the staff supervisor in the formal evaluation process of the branch executive.

• Ensure that the branch annual budget plan is achieved • Ensure the protection of the branch properties and assets utilized by the

Association • Plan ways of increasing the effectiveness of the services by reviews and

evaluations of programs.

Advocacy (enhance the branch’s public standing and represent the YMCA’s interests with public officials)

• Represent the YMCA in the local community. • Advocate for the YMCA with local and state political leadership. • Maintain positive relationships and develop appropriate collaborations with

other community service providers, agencies and organizations Governance (ensure that the branch has an effective board with committed and engaged board members)

• Adopt and periodically review Branch Board by-laws. • Identify and recruit individuals to serve on the branch board who are

qualified to further the purpose and goals of the branch. • Provide orientation and on-going education for board members. • Elect officers and appoint committees necessary to accomplish branch goals. • Monitor board and board member effectiveness. • Communicate branch issues and needs to the Association board

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6/20/2010

YMCA of Snohomish County Branch Board Member Responsibilities and Expectations

Goal: Branch board members are dedicated individuals who share the values of the organization and are committed to working cooperatively with other community leaders to contribute their talent and resources to advance the mission and goals of the YMCA. Responsible to: Chairperson of the Branch Board of Directors Term: Three years (unless elected to fill the unexpired term of another board member) Personal Attributes:

• Committed to the YMCA mission • Unquestionable character: lives the YMCA values of respect, responsibility,

honesty, caring, faith and fun • An interest in the objectives and programs of the organization • An appreciation for the volunteer/staff partnership under which this YMCA

operates • A respected citizen in the community with high standing among colleagues • A breadth of understanding and a tolerance of the viewpoint of others • A willingness to state one’s convictions and equally willing to accept the

majority decision when in conflict with one’s own stand Specific Duties & Expectations (sample expectations are italicized and will be developed by the Board Development Committee and recommended to the Branch Board for adoption)

• Participate in and contribute to fulfilling the responsibilities of the branch board including planning, financial development, monitoring & evaluation, advocacy and governance

• Familiarize yourself with the YMCA’s mission, programs and core values and educate yourself on the needs of individuals living in your community (e.g. attend a board orientation session and other board education opportunities or Association events. Be actively engaged in the community with an understanding of community issues and needs)

• Identify the YMCA as one of your top voluntary service priorities and serve as an advocate of the YMCA within the community (e.g. speak about the YMCA at a local service club, invite other community leaders to YMCA events).

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6/20/2010

• Attend board meetings regularly and come prepared to participate (Attend a minimum of 75% of scheduled meetings each year and review support materials in advance. Contribute knowledge and express points of view based on experience and participate in making group decisions that reflect the thinking of the total board. )

• Participate on a committee, task force or special project (Work in areas where your background and interests will be of value. Active involvement on at least one committee, task force or special project, attending 75% of scheduled meetings)

• Contribute to the Annual Campaign (give at a level of personal significance)

• Assume a role in the Annual Campaign, actively cultivating current donors and prospects (provide leadership to the campaign as a campaigner, team captain, division leader or in a significant support role)

• With other board members and staff, ensure that the branch budget, practices and programs are consistent with the YMCAs mission, values and goals.

• Participate in total association, regional or national activities and events as appropriate. ( e.g. attend Association events, IIY campaign events, branch auctions or other fundraising events, YMCA-USA events, etc.)

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MISSIONTo inspire, nurture, and strengthen culturally vibrant communities through youth development, healthy living, and social responsibility.

VISION FOR IMPACTThe communities we serve are inspired to be spiritually, mentally and physically healthy. People are joyful, hopeful and have fun with others. Youth are optimistic and have a vibrant vision of their future. Individuals are more connected and work hand in hand with each other to build and sustain a thriving community.

STRATEGIC ADVANTAGEFor every age and every stage of life, we create opportunities for individuals to become their best self in service to the greater good.

STRATEGY SCREENS• How does this leverage our strategic advantage?

• How does this address community needs in support of youth development, healthy living and social responsibility?

• How does this enhance our ability to be accessible and inclusive?

• How will this affect the sustainability and viability of the organization?

• How will we evaluate and measure impact and outcomes?

THEMES FOR STRATEGIC IMPACTCREATING COMMUNITY THROUGH CONNECTIONS People experience and are connected to the impact of the Y

• Foster an environment where the sharing of personal stories and experiences is common.

• Demonstrate impact in ways that speak to both the head and heart.

• Educate the community about depth and breadth of programs and services.

A Y WITHOUT WALLSIncrease community access and inclusion by intentionally extending programs and services beyond the confines of our facilities.

• Develop a program delivery model that best stewards our resources and those of partnering organizations while addressing current and anticipated gaps between community needs and resources.

• Foster a culture of program innovation by encouraging experimentation, inquiry and continuous learning.

• Leverage technology including social media to better connect and engage with members, constituents and stakeholders.

DEVELOPING HUMAN POTENTIALEncourage and support individuals to become their “best selves” by engaging them in meaningful ways, connecting them to the Y’s impact and empowering them to influence outcomes.

• Create a culture that facilitates and supports relationship building.

• Create and support mentoring relationships between and among youth and adults.

• Thoughtfully engage and connect volunteers with meaningful opportunities to serve the Y in areas where their passion intersects with organizational need.

• Develop Y staff leaders by recruiting, engaging and developing individuals who are committed to the Y’s cause.

BUILDING TOGETHERInspire ourselves and community partners to maximize expertise and resources for the betterment of all. • Stimulate a culture of collaboration and shared learning

among and between branches and departments in our organization.

• Continuously work to anticipate and understand where community needs and YMCA capability intersect

OPERATING PRIORITIESINCLUSION & ENGAGEMENTEnsure everyone feels welcome at the Y, has equitable access to programs and services, and has the opportunity to build meaningful relationships with other members, staff, and volunteers at all levels of the organization.

MEMBERSHIP YMCA membership will be the primary mode for creating lasting positive change for the individuals and families we serve.

• Provide relevant and appealing membership benefits and programming that encourages more people to join the Y.

• Provide a high quality experience for members that increases satisfaction and retention.

PROGRAM DEVELOPMENT & DELIVERYEnsure current and future programs are culturally relevant, promote social responsibility and address emerging community needs.

• Continue to focus on health seeker target market including those at risk for chronic disease.

• Grow and expand youth and teen programs particularly those where Y has unique niche or capability (mentoring, social/emotional development, leadership development, health, school readiness, education, etc.).

FOSTER A CULTURE OF PHILANTHROPYIncrease contributed support to support programs and services for youth, teens and low-income adults while developing a more robust commitment to philanthropy in Snohomish County.

MANAGE & MINIMIZE RISKEnsure the safety, health and well-being of all members, participants, volunteers and staff.

FISCAL RESPONSIBILITY & SUSTAINABILITYManage financial resources as effectively and efficiently as possible and fund reserves at sufficient levels to address current and future capital repair, replacement and expansion needs.

PLAN, SET GOALS, MEASURE IMPACT & PERFORMANCEContinually engage community members to provide input and direction on program and service delivery. Utilize qualitative and quantitative metrics to assess and improve program & service quality, impact and progress toward achieving mission related goals.

GROW MEMBERSHIP Focus on member acquisition and retention and grow our membership back to pre-recession levels and to an all-time high. 2014 31,627 individual members 2017 43,586 individual members

DELIVER QUALITY SERVICES Ensure that we are delivering high quality services, reflected in our membership satisfaction score. 2014 49% rated “Excellent” in overall satisfaction 2017 56% rated “Excellent” in overall satisfaction

RAISE CAPITAL FUNDS Raise necessary funds to complete construction of Stanwood-Camano YMCA and continue fund raising for new Everett facility. 2014 $8,431,000 Stanwood-Camano capital campaign 2017 $12,000,000 Stanwood-Camano capital campaign2014 $1,213,400 Everett YMCA capital campaign 2017 $10,800,000 Everett YMCA capital campaign

FOSTER PHILANTHROPY Change lives through the growth of annual contributed support. 2014 $1,345,019 annual community campaign 2017 $1,568,000 annual community campaign 2014 2,815 Donors to annual community campaign

2017 3,455 Donors to annual community campaign CONNECT MORE VOLUNTEERS Engage volunteers in meaningful and productive service activities. 2014 1,947 volunteers giving 35,673 hours 2017 2,648 volunteers giving 46,451 hours

SUPPORT COMMUNITY HEALTH Serve health seekers, address community health issues related to obesity and chronic disease, and expand support to cancer survivors. 2014 216 ACT! and LIVESTRONG® participants 2017 442 ACT! and LIVESTRONG® participants 2014 62 Diabetes Prevention participants 2017 220 Diabetes Prevention participants

SERVE MORE YOUTH AND TEENS Minority Achievers Program 2014 361 youth served through 15 locations 2017 552 youth served through 15 locations Participants enrolled in Early Childhood Education/Preschool 2014 181 youth served 2017 207 youth served Participants enrolled in School-Age Child Care 2014 781 youth served 2017 957 youth served BBBS Mentoring Matches 2014 236 youth served 2017 300 youth served

YMCA OF SNOHOMISH COUNTY 2015-2017 STRATEGIC PLAN: ADVANCING OUR CAUSE

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YMCA of Snohomish County 2015-2017 Strategic Plan Executive Summary Page 1

YMCA of Snohomish County Advancing Our Cause

2015-2017 Strategic Plan Executive Summary

The 2015-2017 Strategic Plan represents a “re-fresh” of our 2012-2014 plan with some modest language changes in the Themes for Impact and the addition of membership as an Operating Priority. This plan also incorporates the updated mission statement that was adopted in 2013. Early in the process, we identified a number of “Big Questions” that are the center of our plan for the next three years. These questions were formulated based on where we have been as an organization over the past few years and more importantly, where we need to go in order to remain relevant and viable. Clearly, the two most critical imperatives in this 2015 to 2017 plan period are completion of the capital development initiative currently underway, and addressing the declining membership trend we have experienced over the past few years. Capital Development We have made significant progress to date on capital development. By the end of 2014, we had secured $9.6M in pledges for the two projects (Stanwood-Camano and Everett) and have requests pending for another $4M. With a total fundraising target of $22.5M, we will secure the remaining $13M by the end of 2017. In regard to facility site and construction, we recently acquired a site for the Stanwood-Camano facility and will begin construction in mid-2015 (contingent on achieving an interim fundraising benchmark of $9.6M). The facility should be complete by mid-2016 and fully operational by 2017 when we will serve more than 7,400 members and 20,000 total individuals. On the Everett front, we will raise the remaining contributed funds ($9.5M), and secure a site that will permit the start of construction by 2018. An important element of this capital development plan will be to develop a viable and sustainable leveraging strategy that allows us to maximize our vision for these facilities but that will not create unacceptable short term or long term operational risk. This funding plan will be addressed early in 2015. Membership The Y has greatest impact by serving individuals through the vehicle of YMCA membership. Serving more people through YMCA membership will be an important focus for the five (soon to be six) facility branches over the next three years. We will invest significant additional human and financial resources in new staff leadership and strategies to attract, secure and retain members. By using targeted program and marketing strategies, instituting a professional sales approach, and increasing the retention rate of members, we will increase membership by (TBD) units in our current branches and increase membership revenue by $(TBD) (% increase). Philanthropy Growth in philanthropy both in Annual Campaign and endowment will continue to be critical to our ability to provide a broad range of free and subsidized youth programming as well as financial assistance for all YMCA programs for those with need. By the end of 2017, we will increase our Annual Campaign to $(TBD) (% increase) and secure an additional (TBD) Heritage Club donors. While we can’t predict the number and value of actual endowment contributions over this period, we anticipate that a number of gifts will come to fruition over

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YMCA of Snohomish County 2015-2017 Strategic Plan Executive Summary Page 2

the next three years. We will also secure United Way and other grant/foundation funding commitments at or above current levels. Program Development and Delivery In terms of program development and delivery, we will build upon our success in addressing the impact of chronic disease. The YMCA Diabetes Prevention Program (DPP) will expand by establishing partnerships with health care providers and tapping into existing referral channels. By 2017, we will serve (TBD) individuals annually. We also intend to expand our programs for youth obesity (TBD participants) and cancer survivors (TBD) by 2017. A new program focus during this plan period will be to address the achievement gap for young people. By building upon some of our successful youth development programs including the Minority Achievers Program (MAP), Casino Road Scholars, and Jump Start, we will pursue Y-USA opportunities for funding and program support for Early Learning Readiness targeted at 3-5 year olds. By 2017, this programming will be implemented in several of the branches. Finally, from a programmatic and community impact perspective, we will build upon our foundational work in diversity, inclusion, and social justice. Additional staff and volunteer training will be provided and we will be more intentional about our efforts to ensure that we are creating an inclusive and welcoming environment for all members of our community, particularly those that may be most disadvantaged or marginalized. We will continue to aggressively reach out to collaborate with other community organizations that are aligned with our values and as part of this effort attain certification status from Y-USA as a Global Center for Excellence (GCE). Fiscal Responsibility and Sustainability Without a change in our current expense or revenue trajectory, we anticipate a significant operational deficit by the year 2017. Successful membership growth and expansion of other revenue generating programs will be critical to addressing this challenge, but it will also require us to thoughtfully evaluate and modify existing business practices, staffing strategies, and the way we work across branches and within the Association to maximize efficiency and effectiveness. This will include expanding our internal organizational capacity in staff and volunteer development, technology, marketing and communications, and financial management. We are entering a pivotal period that will likely influence our destiny for the next 10-20 years. Ultimately we are about serving as many people as possible in ways that are relevant to the needs of both individuals and communities here in Snohomish County. Embracing and ultimately achieving the goals we have proposed will ensure that we continue to live our mission of inspiring, nurturing, and strengthening culturally vibrant communities through youth development, healthy living, and social responsibility.

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Board of Trustees (CEO)

Audit (CFO) Strategic Oversight

(CEO)

Stewardship Committee (SVP-OPS)

Resource Development & Advocacy

(CDO)

Governance & Board

Development (CEO)

Executive (CEO)

YMCA OF SNOHOMISH COUNTY Board & Policy Volunteer Structure

Adopted 2016

Human Resources

(HR Director) IT (IT

Director) Insurance

(CFO & Risk Manager)

Marketing (Marketing Director)

Capital Steering (Branch

Executive)

Operating Committees

Endowment

(CDO)

Investment (CFO)

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YMCA of Snohomish County Governance Structure

Overview Goal: To ensure that the YMCA achieves strategic plan goals by maximizing the individual and collective skills, talents, and resources of Trustees, branch board members and committee/task force members. Volunteers will have a high degree of commitment and ownership for the plan outcomes and will be actively engaged in developing, implementing and monitoring the supporting strategies, tactics and outcomes.

Guiding Principles: • Policy volunteers will operate primarily in “generative mode” (framing and discerning issues,

question driven, exploratory, etc.) and “strategic mode” (scanning the environment, shaping the strategic plan, developing policy, monitoring organizational performance, etc.). Issues of a tactical or operational nature (“fiduciary mode”) while important, will be assigned to select committees, task force teams or advisory groups.

• The function(s) of policy volunteers and the structure shall be informed by and aligned with the strategic plan.

• The policy volunteer structure shall support and encourage high value volunteer engagement by allowing individuals to participate and contribute where their interests and passion(s) intersect and align with organizational needs/opportunities.

• The policy volunteer structure will provide opportunity for branch policy volunteer and community-at- large participation and engagement.

• These principles and the policy volunteer structure that is developed will be designed for the long term horizon but with the flexibility to shift/change as the needs of the YMCA and/or community change

• The policy volunteer structure will include an entity to provide strategic oversight, coordination and communication to ensure maximum effectiveness and efficiency

Definition of Terms • Generative- Produces a sense of what knowledge, information and data mean. Sense making, problem

framing, thinking retrospectively, reflection, adaptive leadership • Strategic-where boards create a strategic partnership with management to set the organizations

priorities and course, and to deploy resources accordingly • Fiduciary-concerned primarily with the stewardship of tangible assets. Intended to ensure that

the organization is faithful to mission, accountable for performance and compliant with relevant laws and regulations

• Board Governance & Oversight Committees-oversee the legal, governance and policy related responsibilities of the Trustees

• Board Operating Committees-provide strategic and tactical oversight and guidance for a specific functional area of the Y’s program or business operations

• Task Force-Plan and conduct specific events/projects or oversee fiduciary and compliance activities

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YMCA of Snohomish County Board of Trustees

Governance & Oversight Board Committees Audit Executive Governance and Board Development Stewardship Strategic Oversight Resource Development and Advocacy

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YMCA OF SNOHOMISH COUNTY BOARD OF TRUSTEES

AUDIT COMMITTEE

Governance & Oversight Board Committee Criteria: • The board committee has a governance and/or strategic oversight role, the

charge for which is approved by the board. • A Trustee serves as the board committee chair and support is provided by a

senior level YMCA staff member • An annual committee work plan linked to the strategic plan is developed and

a progress report is provided to the Trustees each year • Board committee meetings are regularly scheduled, calendared each year,

and published to Trustees on the Y Board website • Board committees use formal agendas, and minutes are recorded and

approved by the Trustees • Membership is open to Trustees, branch board members, and other

community members/stakeholders as approved by the board • The board committee demonstrates a commitment to inclusion and

engagement by ensuring all policies, procedures and decision making processes are guided by equity principles and practices

Committee Commission/Purpose Statement The Audit Committee is commissioned by the Board of Trustees to provide oversight responsibilities for the financial reporting process, the system of internal control over financial reporting, the audit process, and the company’s process for monitoring compliance with laws and regulations and the code of conduct. Meeting Frequency 3 times per year in February, May, and August Committee Chair: Committee Staff Support: SVP-CFO Composition: The Chair will be appointed by the Board Chair. The committee shall be composed of 4-6 volunteers. The Audit Committee has the responsibility of stewardship; to exercise care, duty, and independence. Per Washington law, supermajority of members (75% or more) shall be independent.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval

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AUDIT COMMITTEE

from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities: • Integrity of the organization’s financial statements • Internal control over the financial reporting process • External auditor’s qualifications, independence, and performance • Performance of the internal audit function • Compliance with legal and regulatory requirements • Review of the IRS Form 990 before it is distributed to the Board of Trustees • Ensure that there is appropriate training/orientation, attention and measurable

outcomes relative to the diversity & inclusion strategic plan goals of the Association

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EXECUTIVE COMMITTEE


charge for which is approved by the board. Committee discussions are generative and strategic in nature

• A Trustee serves as the board committee chair and support is provided by a senior level YMCA staff member

• An annual committee work plan linked to the strategic plan is developed and a progress report is provided to the Trustees each year

• The board committee annual work plan is linked to the strategic plan and approved by the Trustees

• Board committee meetings are regularly scheduled, calendared each year, and published to Trustees on the Y Board website

• Board committees use formal agendas, and minutes are recorded and approved by the Trustees

• The board committee demonstrates a commitment to inclusion and engagement by ensuring all policies, procedures and decision making processes are guided by equity principles and practices

Committee Commission/Purpose Statement: The Executive Committee is commissioned by the Board of Trustees to provide leadership and oversight for the policy level work of the YMCA Board of Trustees. Responsibilities include appointment and oversight of board committees and the annual performance appraisal of the President/CEO. They may also make policy level decisions as delegated and authorized by the Board of Trustees or on an emergency basis.

Meeting Frequency: 4-6 times per year Committee Chair: Chief Volunteer Officer (CVO)

Committee Staff Support: President/CEO

Composition: The elected officers of the board including Chair, Vice Chair(s), Treasurer, Assistant Treasurer, Secretary and Past Chair

Policy and Administration: The committee can make contractual or financial commitments as delegated or assigned by the Board of Trustees o r i n an emergency s i t ua t i on . All such action shall be reported back to the Trustees in a timely manner and in all cases no later than the next regularly scheduled Trustee meeting.

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EXECUTIVE COMMITTEE

2

Duties & Responsibilities • Conduct an annual appraisal of the President/CEO and provide feedback and

counsel on a regular basis between such appraisals. • Work in collaboration with the President/CEO to identify and address key

strategic issues and initiatives • Develop annual board work plan and associated board annual agendas • Appoint chairs of the Board Governance and Oversight Committees, • Make policy level decisions as delegated and authorized by the Board of Trustees • Ensure that there is appropriate training/orientation, attention and measurable


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GOVERNANCE AND BOARD DEVELOPMENT COMMITTEE





• The board committee annual work plan is linked to the strategic plan and approved by the Trustees



• Membership is open to Trustees, branch board members, and other community members/stakeholders as approved by the board


Committee Commission/Purpose Statement: The Governance and Board Development Committee is commissioned by the Board of Trustees to provide leadership to the Association’s board development efforts including board education, the board and officer nominating and election process, evaluation of individual and collective board performance, and periodic review of the corporate by-laws.

Meeting Frequency: 4-6 times per year Committee Chair:


Composition: The Chair will be a member of the Board of Trustees. The committee shall be composed of 8-12 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

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GOVERNANCE AND BOARD DEVELOPMENT COMMITTEE

2

Policy and Administration: The committee can make contractual or financial commitments as delegated or assigned by the Board of Trustees o r i n an emergency situation. All such action shall be reported back to the Trustees in a timely manner and in all cases no later than the next regularly scheduled Trustee meeting. Duties & Responsibilities • Conduct an external environmental scan and in internal review of board member

composition and engagement level to identify gaps and opportunities that inform desired demographics and skill sets for new board members

• Develop and maintain a pool of potential board members • Identify and recruit board candidates for election • Ensure the appropriate orientation for new Trustee and Branch Board Members • Conduct an annual survey of board member satisfaction • Complete the annual board benchmarks assessment and periodically review and

update the tool as required. • Periodically review the Association’s By-Laws and recommend appropriate

revisions to the Trustees for consideration • Develop and lead periodic board education sessions at regularly scheduled board

meetings • Ensure that there is appropriate training/orientation, attention and measurable


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RESOURCE DEVELOPMENT AND ADVOCACY COMMITTEE

Governance & Oversight Board Committee Criteria:

• The board committee has a governance and/or strategic oversight role, the charge for which is approved by the board. Committee discussions are generative and strategic in nature







Committee Commission/Purpose Statement: The Resource Development and Advocacy Committee is commissioned by the YMCA of Snohomish County Board of Trustees to direct the overall financial development & advocacy plans and policies for the YMCA of Snohomish County.


Committee Staff Support: VP- Chief Development Officer

Composition: The Chair will be a member of the Board of Trustees. The Chair will be appointed by the Board Chair. The committee shall be composed of 8-12 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees.

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RESOURCE DEVELOPMENT AND ADVOCACY COMMITTEE

2

Duties & Responsibilities

• Within the framework of the YMCA of Snohomish County’s Strategic Plan, identify resources and communication strategies necessary to develop the philanthropy required to achieve strategic plan goals and initiatives.

• Identify and assess external and internal regional, community, market, philanthropic, and organizational trends and financial development strategies that will impact and shape resource development and communication planning.

• Assess the Association’s potential for growth in annual giving, capital giving, endowment/deferred gifts, and multi-year major gifts and establish short and long-term objectives for performance.

• Provide oversight to the development and implementation of planning specific to the following areas of resource development: Annual Campaign, Capital, Endowment, Grants, and United Way

• Provide the strategic oversight necessary to ensure that Association resources – both financial and human – are deployed appropriately and equitably to support the pursuit and achievement of these performance objectives.

• Develop strategies for volunteer and donor identification, engagement, recruitment, retention, and recognition, assuring the involvement necessary to grow and diversify our donor base and achieve strategic plan goals and initiatives.

o Develop a plan which addresses donor research to uncover quiet wealth and best entree to these individuals

o Identify qualified volunteer leadership needed to achieve financial development goals

• As needed, review proposed financial development policies and recommend these for approval by the Board of Trustees.

• Develop goals and strategies that shape YMCA public policy activities that in turn will positively influence strategic plan outcomes.

• Ensure that the YMCA incorporates communication strategies that emphasize mission impact through storytelling and YMCA of USA brand compliance.

• Commission Operating Committees and Task Forces necessary to achieve committee goals and objectives to include but not limited to:

o Capital Steering Committee o Endowment Committee o Annual Campaign Key Leaders

• Ensure that there is appropriate training/orientation, attention and measurable outcomes relative to the diversity & inclusion strategic plan goals of the Association

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STEWARDSHIP COMMITTEE









Committee Commission/Purpose Statement: The Stewardship Committee is commissioned by the YMCA of Snohomish County Board of Trustees to develop policy and provide oversight to stewardship of the organization’s assets including people, financial, property, buildings & equipment, and technology


Committee Staff Support: SVP-Operations

Composition: The Chair and Vice Chair of the Committee will be members of the Board of Trustees. The Chair will be appointed by the Board Chair. The committee shall be composed of 8-12 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall

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STEWARDSHIP COMMITTEE

2

operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities • Review and recommend the YMCAs operating and capital budgets to the

Trustees for adoption

• Develop and monitor the Association’s reserve strategy

• Monitor the YMCA’s short and long term investment strategy and returns

• Develop and monitor the capital asset plan including repair and replacement of buildings and equipment

• Develop and monitor the human resources strategy including staff acquisition, retention, and employee compensation & benefits.

• Monitor the Association’s financial performance and provide periodic updates to the Board of Trustees.

• Ensure that the YMCA has appropriate risk management and insurance programs in place to protect the organization’s assets and provide periodic updates to the Trustees on risk assessment and mitigation


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STRATEGIC OVERSIGHT COMMITTEE









Committee Commission/Purpose Statement: The Strategic Oversight Committee is commissioned by the YMCA of Snohomish County Board of Trustees to develop policy and provide leadership to the Association’s strategic plan and associated implementation, volunteer alignment and measurement outcomes.



Composition: The Chair and Vice Chair of the Committee will be members of the Board of Trustees. The Chair will be appointed by the Board Chair. The committee shall be composed of 8-12 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees.

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STRATEGIC OVERSIGHT COMMITTEE

2

Duties & Responsibilities • Develop and implement the structure, steps and timeline for the strategic

planning process within the board adopted planning cycle

• Develop, monitor and disseminate plan metrics and outcomes to appropriate audiences at regular intervals.

• Regularly evaluate the policy governance structure and function to ensure alignment with the strategic plan and associated goals


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YMCA of Snohomish County Operating Committees

Capital Campaign Steering Endowment Human Resources Information Technology Insurance Investment Marketing

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YMCA OF SNOHOMISH COUNTY CAPITAL CAMPAIGN STEERING COMMITTEE

Operating Committee Criteria • Primarily advisory or consultative to staff led work/responsibilities with

occasional policy development work to be forwarded to the CEO, the appropriate Governance and Oversight committee(s), or directly to the Trustees for consideration.

• Staff or volunteer led (may or may not have a designated chairperson) • Regularly scheduled and calendared each year • Open to Trustees, branch board members, staff, and other

stakeholders/community members • No formal minutes recorded but policy or other key recommendations forwarded

to the commissioning entity for information/action • The committee demonstrates a commitment to inclusion and engagement by

ensuring all policies, procedures and decision making processes are guided by equity principles and practices

General Commission: The Campaign Steering Committee is commissioned by the Resource Development and Advocacy Committee to lead capital campaign efforts of the YMCA of Snohomish County; to include campaign policies, leadership development and recruitment, project timelines, and oversight of campaign related ad hoc groups. Additionally the group will have direct responsibility for Association Lead Gift ($100K and greater) efforts. Meeting Frequency: Quarterly or as needed.

Committee Chair:

Committee Staff Support: Branch Executive(s) of appropriate branches supported by VP- Chief Development Officer

Composition: The committee consists of 8-12 members. Committee and/or ad hoc members will be identified and appointed by the committee chair and lead financial development staff, to include members of the Board of Trustees, branch representatives, and community leaders at large. This group will be supported by a sub-committee structure involving as many as 25 to 50 campaign volunteers.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County nor take an advocacy or public policy position without prior clearance from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees.

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CAPITAL CAMPAIGN STEERING COMMITTEE


Committee Duties and Responsibilities • Work with assigned volunteer leadership, staff, fundraising counsel, and a

network of diverse community volunteers to develop and lead the capital campaign plan

• Develop and monitor the campaign timeline and associated benchmarks • Provide input and oversight of the capital campaign budget and finances • Provide input on property and site related acquisition efforts • Help establish and monitor campaign policies and progress • Identify and recruit additional campaign leadership • Provide oversight of campaign related ad hoc groups • Responsible for Association Lead Gift efforts ($100K & greater) • Ensure that there is appropriate training/orientation, attention and

measurable outcomes relative to the diversity & inclusion strategic plan goals of the Association

Committee Member Responsibilities

• Make a campaign gift that is of significance to you • Be a constant, positive representative for the campaign • Play a key role in a campaign sub-committee or task force • Identify potential lead donors, open doors and/or approach peers for

campaign gifts • Maintain regular contact with staff and counsel to preserve momentum

Staff Support Responsibilities The campaign is professionally organized and efforts will be fully supported in the following areas:

• Training and Direction: Campaign counsel will provide fundraising training, strategy and experienced campaign counsel to maximize the potential of every gift.

• Details and Deadlines: Staff will offer support for meetings, visits and follow-up to help you complete your commitments. Staff and campaign counsel will prepare for every activity

• Information: Clear, concise and culturally relevant campaign materials will help you explain the project effectively. The professional campaign team will keep you up to date on every aspect of the project.

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YMCA OF SNOHOMISH COUNTY ENDOWMENT COMMITTEE




stakeholders/community members • No formal minutes recorded but policy or other key recommendations forwarded

to the commissioning entity for information/action • The committee demonstrates a commitment to inclusion and engagement by


General Commission: The Endowment subcommittee is commissioned by the Resource Development and Advocacy Board Committee to plan, develop and implement the planned giving efforts for the YMCA of Snohomish County

Meeting Frequency: Quarterly or as needed Committee Chair:

Committee Staff Support: VP- Chief Development Officer

Composition: The Committee will consist of 8-12 members. Additional committee and/or ad hoc members will be identified and appointed by the committee chair and the lead financial development staff person, including representatives from each branch. The lead development professional or designee will staff the committee.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County nor take an advocacy or public policy position without prior clearance from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees.

Duties and Responsibilities • Develop and implement a planned giving awareness program to include but not

limited to, Trustee and branch board presentations, prospect seminars, presentations to financial planning professionals.

• Develop a Professional Services network that provides technical support, planned giving trend analysis, and prospect referrals to the Endowment Committee.

• Provide public event strategic oversight, including the Heritage Club Dinner

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ENDOWMENT COMMITTEE


• Recruit endowment champions from The Heritage Club and branch boards with the following duties: identify prospects, develop prospect strategy, and provide testimonial support.

• Develop and manage planned giving prospect list • Assist with planned giving prospect strategy and visits as appropriate • Ensure that there is appropriate training/orientation, attention and measurable


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YMCA OF SNOHOMISH COUNTY HUMAN RESOURCES COMMITTEE

Operating Committee Criteria: • Primarily advisory or consultative to staff led work/responsibilities with occasional

policy development work to be forwarded to the CEO, the appropriate Governance and Oversight committee(s), or directly to the Trustees for consideration.


stakeholders/community members • No formal minutes recorded but policy or other key recommendations forwarded to

the commissioning entity for information/action • The board committee demonstrates a commitment to inclusion and engagement

by ensuring all policies, procedures and decision making processes are guided by equity principles and practices

Committee Commission/Purpose Statement The Human Resources Committee is commissioned by the Board of Trustees to develop, review and recommend policies to the YMCA Trustees related to human resources. Meeting Frequency: 2-3 times annually or as needed Committee Chair: Committee Staff Support: Director of Human Resources Composition: The committee shall be composed of 5-10 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate. Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities:

• To review and recommend policies to the Board of Trustees related to current and future human resource needs for the organization.

• To review and make recommendations on the Association’s compensation and

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HUMAN RESOURCES COMMITTEE

benefits program • To conduct the review for intermediate sanctions compliance • To give oversight to the development of a multi-year human resource plan to

as part of the Association’s current strategic plan. • Serve as a resource to President/CEO & HR Director • Ensure that there is appropriate training/orientation, attention and measurable


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YMCA OF SNOHOMISH COUNTY INFORMATION TECHNOLOGY (IT) COMMITTEE

Operating Committee Criteria: • Primarily advisory or consultative to staff led work/responsibilities with occasional policy

development work to be forwarded to the CEO, the appropriate Governance and Oversight committee(s), or directly to the Trustees for consideration.

• Staff or volunteer led (may or may not have a designated chairperson) • Regularly scheduled and calendared each year • Open to Trustees, branch board members, staff, and other stakeholders/community

members • No formal minutes recorded but policy or other key recommendations forwarded to the

commissioning entity for information/action • The board committee demonstrates a commitment to inclusion and engagement by


Committee Commission/Purpose Statement: The Technology Committee is chartered to provide strategic leadership for the Information Technology department at YMCA of Snohomish County through strategic planning, alignment of business needs, and prioritization of organizational strategic objectives.

Meeting Frequency: 3-4 times a year

Committee Chair: Committee Staff Support: Director of Information Technology Composition: The committee shall be composed of 5-10 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration: The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval. The committee shall operate within the policy and procedures of the Board of Trustees.

Duties & Responsibilities: • The Technology Committee provides oversight and direction regarding major investments

in information technology infrastructure and resources for the YMCA of Snohomish County. • Identifies gaps, opportunities, options and provides recommendations for the multi-year

Technology Strategic Plan • Reviews proposed IT Projects for recommendation and assists in prioritizing proposed

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INFORMATION TECHNOLOGY (IT) COMMITTEE

projects • Assists in interviewing IT candidates • Serve as a resource to the IT Director • Ensure that there is appropriate training/orientation, attention and measurable outcomes

relative to the diversity & inclusion strategic plan goals of the Association

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YMCA OF SNOHOMISH COUNTY INSURANCE COMMITTE




stakeholders/community members • No formal minutes recorded but policy or other key recommendations

forwarded to the commissioning entity for information/action • The board committee demonstrates a commitment to inclusion and

engagement by ensuring all policies, procedures and decision making processes are guided by equity principles and practices

Committee Commission/Purpose Statement The Insurance Committee is commissioned by the Board of Trustees to recommend appropriate insurance coverage and risk management alternatives for the Association. Meeting Frequency: 1 - 2 times per year

Committee Chair: Committee Staff Support: SVP- CFO Composition: The committee shall be composed of 4-6 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration

The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities

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ASSOCIATION INSURANCE COMMITTEE

• Review and recommend to the Board of Trustees policies related to the insurance coverage and risk management for the YMCA of Snohomish County

• Review and make recommendations regarding the annual insurance renewal and risk management options for the Association

• Provide oversight to the development of a multi-year risk management plan as part of the association’s current strategic plan

• Evaluate existing insurance coverage and risk management as it relates to the YMCA’s overall image

• Attend presentations and make recommendations for broker selection when appropriate

• Serve as a resource to President/CEO, CFO and Director of Risk Management • Ensure that there is appropriate training/orientation, attention and


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YMCA OF SNOHOMISH COUNTY INVESTMENT COMMITTEE

Operating Committee Criteria

• Primarily advisory or consultative to staff led work/responsibilities with occasional policy development work to be forwarded to the CEO, the appropriate Governance and Oversight committee(s), or directly to the Trustees for consideration.


stakeholders/community members • No formal minutes recorded but policy or other key recommendations

forwarded to the commissioning entity for information/action • The committee demonstrates a commitment to inclusion and engagement by


Committee Commission/Purpose Statement The Investment Committee is commissioned by the Board of Trustees to provide oversight to the overall implementation of the YMCA’s investment policies by executive staff and outside advisors. Meeting Frequency: Quarterly Committee Chair: Committee Staff Support: SVP-CFO Composition: The committee shall be composed of 5-10 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration

The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities

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ASSOCIATION INVESTMENT COMMITTEE

• Meet quarterly to monitor and review the investment performance of the Investment Managers.

• Meet with the Investment Managers annually to address their past year’s performance and management fees.

• Report investment performance to the Stewardship Committee quarterly. • Review the Investment Policy annually and recommend changes to the Board

of Trustees as it deems appropriate. • Recommend changes to the Investment Managers as it deems appropriate. • Review proposals from selected managers and award the management

contract to the firm best qualified. Consider the need for a formal “account placement” process annually.

• Serve as a resource to President/CEO & CFO • Ensure that there is appropriate training/orientation, attention and


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YMCA OF SNOHOMISH COUNTY MARKETING COMMITTEE

Operating Committee Criteria: • Primarily advisory or consultative to staff led work/responsibilities with occasional

policy development work to be forwarded to the CEO, the appropriate Governance and Oversight committee(s), or directly to the Trustees for consideration.

• Staff or volunteer led (may or may not have a designated chairperson). • Regularly scheduled and calendared each year. • Open to Trustees, branch board members, staff, and other stakeholders/

community members. • No formal minutes recorded but policy or other key recommendations forwarded

to the commissioning entity for information/action. • The committee demonstrates a commitment to inclusion and engagement by


Committee Commission/Purpose Statement:

The Association Marketing Committee is commissioned by the Board of Trustees to provide general oversight to the marketing strategies and activities of the Association and to recommend appropriate policies to the Board of Trustees. Meeting Frequency: Quarterly or as needed Committee Chair: Committee Staff Support: Director of Marketing & Communication Composition: The committee shall be composed of 5-10 volunteers including Trustee Board Members, Branch Board members, donors, and community leaders as appropriate.

Policy and Administration:

The committee can make no contractual or financial commitment separate from the Board of Trustees of the YMCA of Snohomish County without prior approval from the Board of Trustees. The committee shall operate within the policy and procedures of the Board of Trustees. Duties & Responsibilities:

• Review and recommend to the Board of Trustees policies related to the marketing strategies and activities for the YMCA of Snohomish County.

• Review and make recommendations on the Association’s annual marketing plan for membership and program including electronic media strategies.

• Provide oversight to the development of a multi-year marketing plan to generate memberships and program participants for new and expanded

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ASSOCIATION MARKETING COMMITTEE facilities that will be completed as part of the Association’s current strategic plan.

• Evaluate planned marketing efforts as they relate to the YMCA’s overall image and insure cultural relevancy


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https://ymcasnoco.sharepoint.com/sites/association/Administration/Operations/Board of Trustees/Board Forms/Form - Board Committee Request.Branch Version.doc 09/08/16

YMCA OF SNOHOMISH COUNTY 2720 Rockefeller Avenue

Everett, WA 98201 (425) 258-9211 (425) 259-2328 FAX

Governance Structure Interest Form

Indicate your choice(s) in serving on the following governance groups below. Please make one or more selections in each category (Committees and Task Force optional)

Name Email Address

Branch

Governance & Oversight Board Committees Preference:

Audit Governance & Board Development Stewardship

Strategic Oversight Resource Development & Advocacy

Operating Committees Preference:

Capital Campaign Steering Endowment Human Resources Information Technology

Insurance Investment Marketing

Return this form to: Signature Lorrie Hermanson YMCA of Snohomish County 2720 Rockefeller Date Everett, WA 98201 [email protected]

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mailto:[email protected]

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H:\Files\SharePoint\Bylaws-Branch.Template.2013.05.doc 08/29/13 1

Branch Bylaws YMCA of Snohomish County

Index # 1.4c Policy Procedure Guidelines Other Approved By: Date: Revised By: Date: Revised By: Date: Revised By: Date:

BYLAWS OF THE BOARD OF DIRECTORS OF THE

YOUNG MEN'S CHRISTIAN ASSOCIATION OF SNOHOMISH COUNTY (Branch Name) YMCA

ARTICLE I MISSION

The YMCA of Snohomish County, (Branch Name) is composed of people of all ages, ethnic

backgrounds and religious affiliations united in sharing the values of caring, honesty, respect and responsibility through programs that build strong kids, strong families, strong communities.

ARTICLE II AFFILIATION

1. In the promotion of this purpose this Association and Branch shall be affiliated with other

Associations in the United States through membership in the National Council of the Young Men's Christian Association of the United States of America and with those in the United States and Canada through the International convention of the Young Men's Christian Association of North America. The Constitution of the National Council is accepted as the fundamental law of this Association and Branch in its affiliated relationships. It shall also be affiliated with the other Associations of the YMCA of the USA in accordance with such constitutional and organizational standards as may prevail in such area.

2. In maintaining membership in the National Council, this Branch hereby certifies that in spirit

and in practice it conforms to the purpose of the Young Men's Christian Associations of the United States of America as stated in the preamble of the Constitution of the National Council.

3. As a member Branch of the National Council of the YMCA of the USA this Branch shall carry

its share of the expense of these cooperative agencies in accordance with such provisions as may be established.

4. It shall annually report to the National Council of the YMCA of the USA concerning such

matters as the National Council may specify from time to time. 5. The (Branch Name) YMCA Board of Directors is a standing body authorized by and reporting

to the YMCA of Snohomish County Board of Trustees.

ARTICLE III BOARD OF DIRECTORS

1. The branch board of directors shall consist of a minimum of XX (#) and a maximum of XX

(#) individuals who agree to support the mission and values of the YMCA. The chairperson of the branch board of directors shall be an additional member of the board of directors with full voting privileges, provided, however, such individual shall not be considered in determining the minimum and/or maximum number of members of the board of directors as stated above.

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2. Membership on the branch board of directors shall be by election as set forth in these bylaws, for terms of three years, with terms so arranged that approximately one-third (1/3) of said board of directors shall be elected each year. The branch board of directors shall fill any vacancy that occurs during the period between elections at their discretion.

3. The election of members to the branch board of directors will be held at the June branch

board of directors meeting. The chairperson shall appoint a nominating committee not later than March of each calendar year. The nominating committee shall solicit candidates from the branch board members and the community and nominate a list of candidates who are willing to serve. At least ten (10) days prior to the election of board members, the list of candidates should be mailed to all branch board of director members.

4. Voting for the newly nominated candidates of the branch board of directors shall be done by

members of the branch board of directors at the regular June meeting. Voting may be by show of hands, written ballot, or voice call. Candidates receiving a majority vote of those present (and there must be at a minimum a quorum of the board of directors present) at the June meeting shall be elected as members of the board of directors.

5. The Nominating Committee shall also recommend a slate of candidates from the board

members who are willing to serve as officers of the board. The board of directors at the June meeting shall elect from its own number, the officers called out in Article VI. These officers shall assume office effective on September 1st of that year.

6. Any member of the Branch Board of Directors whose service has been clearly distinguished

by length, intensity, devotion and significant participation and accomplishments may be designated by the Branch Board of Directors to be a member of the Branch Board of Directors Emeritus. This designation shall be presented to the Branch Board of Directors and must be approved by two-thirds (2/3) of the Branch Board of Directors. Those individuals elected as Directors Emeritus, shall hold office for their respective natural lives and may attend any board meeting with full voting privileges. The number of Board Emeritus shall not be considered in determining the minimum and/or maximum number of members of the Branch Board of Directors as stated in these Bylaws.

ARTICLE IV MEETINGS

1. The branch board of directors shall meet at least eight (8) times per year. Notice of such

meetings shall communicated to each member of the branch board of directors at least seven (7) days prior to said scheduled meeting. One-third (1/3) of the membership of the board of directors shall constitute a quorum for the transaction of business.

2. Special meetings may be called by the secretary/treasurer, at the request of the chairperson

of the branch board of directors or upon request of three (3) members of the branch board of directors. The nature and object of such special meeting shall be stated in the notice mailed to all members of the branch board of directors at least seven (7) days prior to said meeting, and no other business shall be transacted.

3. Notwithstanding the above provisions, a regular or special meeting of the branch board of

directors may be held at any place consented to in writing by a majority of the branch board members, either before or after such meeting. If consents are given, they shall be filed with the minutes of the meeting. In addition, any meeting, regular or special, may be held by conference telephone or similar communication equipment, so long as all members of the board of directors participating in the meeting can hear one another, and all such members shall be deemed to be present in person at such meeting.

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ARTICLE V COMMITTEES

The chairperson may appoint and/or designate necessary committees to execute the operation of the branch in the most efficient and effective manner. Such committees shall consist of one or more members of the branch board of directors. Unless otherwise provided for in these Bylaws, a committee designated by the branch board chairperson may include as voting members of such committee, persons who are not members of the Association or of the board of directors. The chairperson of each committee shall be a member of the branch board of directors. Each committee shall have the authority provided for in a resolution creating such committee except that all findings and/or recommendations shall be subject to approval by the board of directors. Such committees shall meet as necessary to meet its responsibilities and/or as requested by the board of directors.

PROPOSED AMENDED ARTICLE VI OFFICERS

Officers of the Branch Board of Directors shall be a Chairperson, Chairperson Elect, Vice Chairperson, Secretary/Treasurer, and Past Chairperson. These officers shall have the power to perform the duties incumbent upon the officers of like name in similar associations, subject to these Bylaws, and such other regulations, as may be provided. 1. Chairperson:

The chairperson shall preside at all meetings of the branch board of directors. The chairperson and secretary/treasurer, or any designated officers shall sign instruments of writing which shall have first been approved by the branch board of directors.

2. Chairperson Elect: (optional)

In the absence of the chairperson, the Chairperson Elect shall preside over all meetings of the branch board of directors and shall perform other duties as designated by the chairperson and/or branch board of directors.

3. Vice Chairperson:

In the absence of the chairperson and Chairperson Elect, the vice chairperson shall preside over all meetings of the branch board of directors and shall perform other duties as designated by the chairperson and/or branch board of directors.

4. Secretary/Treasurer:

The office of secretary and treasurer may be combined. The secretary/treasurer or his or her designated representative shall keep a full and complete record of the proceedings of the branch board of directors. He or she shall notify all officers of their election and all committees of their appointments. He or she shall be the custodian of the minutes of all business meetings, which shall be kept in the branch office.

In addition, the secretary/treasurer shall chair the finance committee and work with the executive director on budget development and control, to coordinate financial planning with other committees, to recommend the annual budget to the board for the coming year. This person monitors the business and financial practices at the branch to help maintain a balanced operating budget. The secretary/treasurer or designate shall also be a member of the Association finance committee.

5. Past Chairperson:

The position of past chairperson shall be filled by the person who held the position of chairperson during the preceding term. The past chairperson shall provide transitional assistance and perform other duties as designated by the chairperson and/or branch board of directors.

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6. Term: The terms for each of the above positions shall be one year and may be renewed by vote of the board per Article III Section 5

ARTICLE VIII EMPLOYEES

The executive director shall be employed by the President/CEO of the YMCA of Snohomish

County in consultation with the branch board of directors. The executive director shall serve as the executive officer of the branch board of directors and its committees, and as the chief operating officer of the branch. The executive director shall manage the administration of the YMCA and its programs and services on a daily basis, shall be an ex-officio member of all committees of the board of directors, and may make recommendations to the Board regarding policies, procedures, and other administrative matters.

ARTICLE VII AMENDMENTS

These bylaws may be amended at any regular meeting of the branch board of directors by

two-third (2/3) vote of all the members present, provided notice of such amendment shall be given in writing at least seven (7) days before such meeting and subject to ratification by the YMCA of Snohomish County Board of Trustees

ARTICLE IX INDEMNIFICATION

To the full extent permitted by the Washington Nonprofit Corporation Act, the corporation

shall indemnify any person who was or is a party or is threatened to be made a party to any civil, criminal, administrative, or investigative action, suit or proceeding (whether brought by or in the right of the corporation or otherwise) by reason of fact that he is or was a director or officer of the corporation or is or was serving at the request of the corporation as a director or officer of another corporation, against expenses (including attorneys' fees), judgments, fines and amounts paid in settlement actually and reasonably incurred by him in connection with such action, suit or proceeding; and the Branch Board of Directors may, at any time, approve indemnification of any other person which the corporation has the power to indemnify under the Washington Nonprofit Corporation Act. The indemnification provided by this section shall not be deemed exclusive of any other rights to which a person may be entitled as a matter of law or by contract.

Approved by Branch Board of Directors on _________________________ Ratified by the YMCA of Snohomish County Trustees on _____________________

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M:\Board Orientation Manual Created 7-2011\1.06 Conflict of Interest.2005.12.doc 08/31/11 1

Code of Ethics & Conduct Policy YMCA of Snohomish County

Index # 1.6 Policy Procedure Guidelines Other Approved By: Board of Trustees Date: October 19, 1995 Revised By: Board of Trustees Date: January 11, 2006 Revised By: Date: Revised By: Date:

Between Trustees, Officers, Volunteers, Employees and the YMCA of Snohomish County (the Association) there exists a fiduciary relationship which carries with it a duty of loyalty and fidelity. Each Trustee, Officer, Volunteer and Employee of the Association is responsible to administer its affairs honestly and economically, exercising the best possible care, skill and judgment for the benefit of the Association. Each Trustee, Officer, Volunteer, Employee of the Association is also responsible to make full disclosure of any interest which might result in a conflict on their part. Each of the following should be considered and adhered to: 1. Trustees, Officers, Volunteers, and Employees should exercise the utmost good faith in all transactions

touching upon their duties to the Association and its property. In their dealings with and on behalf of the Association they are held to a strict rule of honest and fair dealing between themselves and the Association. They shall not use their positions, or knowledge gained therefrom, so that a conflict might arise between the Association’s interest and that of the individual or their family (defined as immediate family, parents and in-laws).

2. All acts of Trustees, Officers, Volunteers, and Employees shall be for the benefit of the Association in any

dealing which may affect the Association adversely. 3. No Trustee, Officer, Volunteer, or Employee shall accept, directly or indirectly, any favor which might

influence or appear to influence their actions affecting the Association. 4. No Trustee, Officer, Volunteer, or Employee shall offer or solicit any gift, special payment, or favor to

any governmental officer, agent or employee, or legislator, elected official, or court officer, directly or indirectly, for the purpose of obtaining any unlawful, special or irregular services, judgments, legislative action, or favorable treatment from such governmental officer, agent or employee, legislator, court officer, or any agency represented by them.

5. Trustees, Officers, Volunteers, and Employees shall avoid any activity, investment, or other interest

which might involve obligations which may be in conflict with the interest of the Association. 6. A full written disclosure by every Trustee, Director, Officer, Volunteer, and Employee of all facts of any

transaction, which is subject to any doubt concerning the possible existence of a conflict of interest by the individual shall be made to the members of the Board of Trustees or Executive Committee of the Association as soon as practicable but before consummating the same.

7. It is recognized that situations may arise in which the Association may wish to contract or enter into an

arrangement for goods or services with individual Trustees, Officers, Volunteers, or with firms or corporations of which a Director, Trustee, or Volunteer may be a member, Officer, or Employee. In this event before entering into any such contract or arrangement: (i) the terms of the contract or arrangement shall be disclosed to the Board of Trustees or the Executive Committee; (ii) the Board of Trustees or Executive Committee shall determine that such contract or arrangement is upon terms and conditions as advantageous to the Association as can be obtained from any other source in an “arms length” transaction; and (iii) the Board of Trustees (with the subject Trustee abstaining) or the Executive Committee shall by resolution approve such contract or arrangement.

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8. Annually, the President shall send to all Trustees, Officers, Key Management Employees and selected Volunteers a copy of this Resolution, together with an explanation and a confidential disclosure questionnaire which shall be completed and returned. The President shall submit a confidential report to the Executive Committee concerning any interest of Trustees, Officers, Volunteers, or Employees together with his/her actions concerning the same. The President will administer this policy and any disputed action of the President with respect to conflict of interest matters shall be resolved by the Executive Committee.

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YMCA of Snohomish County Code of Ethics & Conduct Policy

Explanation As a public charity and institution, the YMCA of Snohomish County (the Association) must be constantly vigilant to maintain the public’s trust. As such, the Trustees, Officers, Volunteers, and Employees of the Association must act within their duties of loyalty and fidelity in a manner that is honest, forthright, and above reproach. This policy is intended to (a) define clearly potential conflicts of interest, (b) require disclosure of potential conflicting interests in certain business transactions, and (c) require Trustees, Officers, selected Volunteers and selected Employees to review the policy and annually disclose any potential conflicts of which the Board should be made aware. CONFLICT OF INTEREST A conflict of interest may be considered to exist in those instances where the actions or activities of an individual on behalf of the Association also involve (a) the obtaining of an improper personal gain or advantage; (b) an adverse effect on the Association’s interests; or (c) the obtaining by a third party of an improper gain or advantage. Conflicts of interest can arise in other instances. While it is impossible to list every circumstance giving rise to a possible conflict of interest, the following will serve as a guideline to the types of activities which might cause conflicts and which should be fully reported to the Association.

1. Interests 1. Holding by a Trustee, Officer, Volunteer, OR Employee (including members of their families)

directly or indirectly, of a position or of a material financial interest in any outside concern (i) from which the Association secures goods or services, or (ii) which provides services similar to those provided by the Association with the same constituency pool.

2. Competition with the Association by an individual, directly or indirectly, in the purchase or sale of property or property rights or interest.

2. Outside Activities

1. Providing services such as management consultation to any outside concern which does business with, or whose activities are adverse to the Association.

2. (Applicable only to employees). Participation in any activity (whether for personal profit or incident to industry, civic, or charitable organization affairs) if it is likely to involve continued and unreasonable use of the individual’s time during normal business hours.

3. Campaigning for an elected political office while on duty or while representing the Association, endorsing a candidate for political office on behalf of the Association, or otherwise assisting a candidate in the campaign for office by using the Association’s resources or reputation.

3. Gifts, Gratuities and Entertainment

1. Acceptance by an individual of gifts, excessive or unusual entertainment, or other favors from any outside concern which does, or is seeking to do business with, or is a competitor of, the Association under circumstances from which it might be inferred that such action was intended to influence the individual in the performance of their duties. This does not include the acceptance of items of nominal or minor value which are of such a nature as to indicate that they are merely tokens or respect or friendship and not related to any particular transaction or association activity.

2. The giving by an individual of gifts, special payments, excessive or unusual entertainment, or other favors to any governmental employee, legislator, elected official, or court officer, directly or indirectly, for the purpose of obtaining any unlawful, special or irregular services, judgments, legislative action, or favorable treatment from such governmental employee, legislator, elected official, court officer, or any agency represented by them. This does not include the gift of items of minimal or minor value which are of such a nature as to indicate that they are merely tokens of respect or friendship and not related to any particular transaction or Association activity.

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4. Inside Information Disclosure or use of Association information for the personal profit or advantage of the individual or anyone else.

CODE OF ETHICS & CONDUCT Board members have an obligation to do more than just meet legal standards. Board members are expected to meet standards of ethical and professional conduct as well.

As a member of this Board, I will: 1. Represent the interests of all people served by this organization, and not favor special interests

inside or outside the YMCA of Snohomish County. 2. Not use my service on this board for my own personal financial gain or for the financial gain of my

relatives, friends or business acquaintances. 3. Keep confidential information confidential. 4. Approach all board issues with an open mind, prepared to listen and respect the opinions of my

board colleagues, and ready to make decisions in the best interest of Snohomish County. 5. Do nothing to violate the trust of those who elected or appointed me to the board or of those

individuals whom we serve. 6. Focus my efforts on the mission of the YMCA of Snohomish County and not on my personal goals. 7. Never attempt to exercise authority as an individual board member, except when acting in a meeting

with the full board, or as the board delegates me. 8. Declare conflicts of interest between my personal life and my position on the board, and abstain

from voting if appropriate. 9. Discuss concerns or irregularities to the Chair of the Board of Trustees and not to employees of the

YMCA of Snohomish County. 10. Know what our budget is and take an active part in reviewing, approving, and monitoring the budget

and fund-raising to meet it. 11. Know my legal responsibilities for this organization and those of my fellow board members. I am

responsible to know and oversee the implementation of policies and programs. 12. Be responsible for demonstrating the YMCA values of caring, honesty, respect and responsibility. 13. Cooperate at all times in the fulfillment of the YMCA mission.

DISCLOSURE OF POTENTIAL CONFLICTS Full disclosure of any situation in doubt shall be made so as to permit an impartial and objective determination. Disclosure should be made in writing to the President as soon as knowledge of the potential conflict arises. Include in such disclosure the significant facts and circumstances of the potential conflict and any other information which could assist the Association in making a determination. Please note, this disclosure relates not only to yourself, but also to your immediate family. BOARD MEMBER PROTOCOL Any member of the Association’s Board who has a potential conflict of interest in a specific action of the Board under consideration at a meeting is expected to excuse themselves from any influence on such action, request the minutes of the meeting note their abstention and, where appropriate, leave the room during discussion of the action. Since every situation and circumstance cannot be anticipated or disclosed in advance, the Association relies upon the honesty and integrity of each individual to comply with this protocol. ANNUAL REVIEW AND DISCLOSURE The Association will require all Trustees, Officers, Volunteers, and Selected Employees to annually review, complete, and sign a Confidential Conflict of Interest Disclosure Questionnaire and return it to the President’s office. ‘Selected Employees’ is hereby interpreted to mean the Association’s Key Management Team as defined by the President. The President will annually make a report to the Executive Committee based on the disclosure forms submitted.

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YMCA of Snohomish County Annual Confidential Disclosure Questionnaire

I have read the Association’s Code of Ethics and Conduct Policy and as a result I wish to report the following: 1. I do not directly or indirectly have a material financial interest (greater than 5%) in any firm doing

business or providing services similar to those provided by the Association with the same constituency pool except as follows (if none, state none):

2. To the best of my knowledge, neither I nor my family (immediate family, parents, and in-laws) have

received any profit or gain from my position with Association except as follows (if none, state none): 3. I am not an officer or employee of any organization or business with which the Association obtains

goods or services or which provides services similar to those provided by the Association with the same constituency pool except as follows (if none, state none):

4. I have not accepted any gifts, special payments or favors greater than of nominal value from any

organization providing goods or services to or providing services similar to the Association with the same constituency pool except as follows (if none, state none):

5. No gift, special payment, or favor was offered or made by me to any individual, directly or indirectly,

for the purpose of obtaining any unlawful, special or irregular services or favorable treatment from any supplier, governmental employee, agent or any agency represented by them, or any legislator, or court officer except as follows (if none, state none):

6. Any other situation, not covered above which might be interpreted to be a conflict of interest,

improper endorsement, or improper payment, or about which there is any question or doubt as to the proper conduct, should be disclosed as follows (if none, state none):

I understand that the above statement will be received in confidence by the Association’s President and all existing or potential conflicts disclosed will be reported to the Executive Committee at least annually for their review and disposition.

Name (printed)

Signature Date

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1

YMCA of Snohomish County Branch Board Benchmarks

Adopted 4-11-2011 by Board Development Committee Goals: Branch board benchmarks should:

• Align with branch board and individual board member roles and responsibilities • Identify minimum standards, recognition levels and best (ideal) practices for our YMCA branch boards. • Stimulate progress and provide motivation to annually improve board and branch performance. • Provide a means to recognize high performing branch boards • Connect board performance to branch performance in a meaningful way. • Connect board performance to achievement of strategic plan goals. • Be actively used/monitored/evaluated by the branch board.

Assumptions

• A strong board is required for a YMCA to be successful (as measured by almost all indicators) • Board benchmark standards/targets need to be within the span of control of the branch boards • Not all branches are in the same place in development of their board so there should be flexibility in the tool to

allow branches to set specific branch goals based on past or current performance. • We should identify both minimum, recognition level and ideal benchmark standards and then allow branches to

adopt their own targets. • Minimum benchmark standards should be evaluated annually and periodically elevated to stimulate branch

board progress • Benchmarks need to support/align with the Association and branch strategic plan goals. • Benchmark standards should be challenging yet attainable • Benchmarks shall be as measurable and objective as possible. • The tool should be useful and regularly monitored by branch boards; not merely a reporting instrument

completed by staff • The benchmarks reporting period should coincide with the board year as specified in the branch board by-laws

(July-June) Implementation

• At the start of the board year, branch boards will be required to adopt a benchmark target for each of the seventeen areas (bronze, silver or gold)

• For cumulative benchmarks*, the bronze standard must also be met to achieve the silver standard, and the bronze and silver standards must be met.to achieve the gold standard,

• Branches will submit their results at the end of the board year along with their benchmark target for the next year. Documentation for silver and gold standard may be requested.

• Branch boards will be recognized for their benchmark accomplishments at an annual event ~ 65 ~

1

YMCA Trustees Branch Board Benchmarks

2015-2016 Results and 2016-2017 Goals

Area of Responsibility Bronze Standard (minimum)

Silver Standard (in addition to

meeting bronze standard).

Gold Standard (in addition to meeting the

silver standard).

Actual 2013-2014

Actual 2014-2015

Actual 2015-2016

Notes

Planning Budget, planning and oversight *

Board reviews and adopts the annual budget ensuring that it supports strategic plan goals. Branch board participates in Association strategic plan activities as appropriate.

Board approves annual plan goals and evaluates branch results; measuring progress and outcomes against both annual and long-range plan goals.

Board monitors and assesses community needs on an annual basis through a process that uses one or more of the following: surveys, focus groups, meetings with key stakeholders, etc.

Silver Silver Silver Staff does some of this ongoing monitoring and assessment of community needs but Trustees do not have a formal process for this.

Financial Development Participation / Leadership 80% of board

members serve as volunteers* in the Annual campaign. *ask for at least one gift

90% of board members serve as volunteers in the Annual campaign.

100% of board members serve as volunteers in the Annual campaign.

Silver DQ 65%

Bronze + 85%

23 out of 27 board members served as campaigners (asked for at least 1 gift)

Board Giving * 100% of board members contribute to the Annual campaign.

90% of board members secure at least two additional Annual campaign contributions

50% of board members raise at least $2500 annually in addition to their own gift.

Bronze+ Met gold but not bronze or silver

Bronze+ 100% gave to campaign 48% secured at least two additional gifts 48% raised $2500+

Board CRT Giving One-third of board members contribute at the CRT level.

Half of board members contribute at the CRT level.

Two-thirds of board members contribute at the CRT level.

Gold Gold Gold 74% gave at CRT level

Campaign Goal The board annually approves the branch financial development plan, increases annual campaign giving 5% or more over the previous year actual and collects a minimum of 93% of pledges.

Annual campaign giving increases by 7% or more over previous year’s results and pledge collections exceed 93%.

Annual campaign giving increases by 10% or more over previous year’s results and pledge collections exceed 93%.

DQ DQ Silver 8% increase in 2017 campaign and 95% collected from 2016 campaign.

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2





silver standard).

Actual 2013-2014

Actual 2014-2015

Actual 2015-2016

Notes

Contributed Support 10% or more of Association operating revenue is secured from contributed support (annual campaign, United Way, foundation grants and special events.

15% or more of Association operating revenue is secured from contributed support (annual campaign, United Way, foundation grants and special events.

20% or more of Association operating revenue is secured from contributed support (annual campaign, United Way, foundation grants and special events.

Bronze Silver (with rounding)

Bronze 2015 consolidated Revenue = $19.01M Total public support =$1.929M plus $11.28M in capital contributions 10.1% of operating revenue secured from contributed support. 69% if you include capital

Heritage Club/Planned Giving*

The board annually schedules a presentation on endowment

A volunteer champion for planned giving is appointed and individual visits are conducted with a minimum of 10% of board members

20% of board members are Heritage Club members (submit list of Heritage Club members).

Gold Gold Gold- Annual presentation made at board meeting Volunteer champion in place (Brenda). Don’t think we met criteria for meeting with 10% of board members 30% of Trustees are HC members

Monitoring and Evaluation

Branch Financial Plan* The board receives monthly updates throughout the year on the financial condition of the branch.

The board identifies and regularly monitors key financial indicators as determined by the branch (i.e. productivity ratio, enrollment targets, revenue mix, etc).

The branch meets or exceeds the financial plan for the branch (balanced or surplus at year-end).

Gold Gold Gold Consolidated results for Association +$9.7M change in net assets for year

Facility & Equipment Oversight *

Board receives an annual update on the age and condition of all branch facilities and equipment and adopts an annual plan for necessary repairs or replacement.

Board reviews comprehensive maintenance plan through an active facilities committee that meets annually.

A long range (3-5 year) facility/equipment plan guides the work of the facilities committee and the board.

Bronze Bronze Bronze Board receives annual update on facilities and equipment. Do not currently have an active property committee that annually reviews maintenance plans. We do have a long range facility & maintenance plan that staff updates regularly ~

67 ~

3





silver standard).

Actual 2013-2014

Actual 2014-2015

Actual 2015-2016

Notes

Programs and Services* Program reports and presentations (interpretations) are provided at every board meeting.

The board regularly reviews and evaluates program quality and constituent satisfaction through the use of satisfaction surveys, internal audits, and other feedback mechanisms.

The board has a process to annually assess current and emerging community needs to identify potential new YMCA program/service responses.

Silver Silver Silver Similar to standard #1

Diversity & Inclusion* Board conducts an annual self-evaluation to ensure that its members are reflective of the community served.

Board approves a branch diversity plan that includes program outreach to underserved communities and conducts an annual evaluation of progress in meeting plan goals.

Board engages in a minimum of one diversity discussion or training annually.

Gold Gold Silver

Additional Branch Goals Advocacy YMCA Visibility and Public Image*

Board reviews Association Communication Guidelines annually and receives at least quarterly updates on branch progress

Board work plan incorporates ways to help board members more effectively represent the YMCA in the community

Board monitors and does an annual assessment of strategic connections and cultivation plans for image influencers including service clubs, media representatives, etc.

Gold Gold Gold We do a pretty good job here

Collaborations* Board annually reviews and evaluates collaborations with other organizations in the local community

Board annually invites at least one outside community organization/partner to provide a program at a board meeting.

Board annually sponsors at least one community participatory event i.e leaders breakfast, youth forum, etc.

Gold Bronze Bronze/Gold met. Did not have outside presentation at Trustee meeting this year

Prayer Breakfast

Legislative Advocacy* Board conducts at least one event annually that includes participation by local elected officials.

The board has a systematic approach to building positive relationships with elected officials and community leaders in the private, public and not-for-profit sectors

Board and staff meet face-to-face annually with all a majority of state legislative representatives- at least one of which is a meeting held at a YMCA facility or program

Gold Gold Gold We have done a good job here

~ 68 ~

4





silver standard).

Actual 2013-2014

Actual 2014-2015

Actual 2015-2016

Notes

location Governance By-laws and , expectations *

Board by-laws are reviewed annually and updated as necessary. The board is in compliance will all provisions of the by-laws.

The board annually develops a chart of work based on the strategic plan, for each committee and the full board

Board membership grows by a minimum of 10% over the previous year or maintains membership at 90% of capacity as specified in the by-laws.

Silver Gold Gold 93% of capacity = 28 As of 9/2016

Board Member expectations/leadership*

Board member duties and expectations are reviewed and updated annually by the board.

Board Development Committee annually reviews the performance of individual board members.

The board has a leadership succession plan in place.

Gold Gold Gold Board substantially met requirements

Board Meeting Attendance

Board meeting attendance averages 60% or higher.

Board meeting attendance averages 67% or higher

Board meeting attendance averages 75% or higher

DQ 53%

DQ 48%

DQ 50%

Committee Participation 75% of board members attend minimum of four (4) committee, task force meetings or events annually

75% of board members attend minimum of eight (8) committee, task force meetings or events annually

75% of board members attend minimum of twelve (12) committee, task force meetings or events annually

DQ 58% attended minimum 4 meetings 17% attended minimum of 8, 8% attended minimum of 12

DQ 57% attended four meetings, 26% attended eight meetings, 17% attended twelve meetings

Bronze+ 88% attended four meetings, 63% attended eight meetings, 30% attended twelve meetings

Board Development* All new board members receive a board orientation within 30 days of election or appointment.

Board education elements are included on meeting agendas at least four times annually. Board retreat (min 4 hours) is conducted annually.

A board self-assessment or survey is conducted annually.

Bronze+ Bronze+

Gold Substantially met all criteria

* indicates cumulative benchmark (see above)

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Scott WashburnPresident & CEO

Patsy CudabackSenior VP Operations

Monroe Executive (Branch Operations, Risk

Management, Healthy Living)

Jennifer WillowsVP-CDO

(Annual Campaign, Planned Giving, Capital Development, Grants)

Lorrie HermansonDirector of Admin. & Financial Dev.

Susan CournoyerSenior VP-CFO

(Association Finances)

Ted WentaSenior VP-Operations

Everett Executive(Everett Capital, BBBS, IT, Marketing, Membership)

Cheryl BrissaeDirector of IT

Colleen TempleDirector of Marketing &

Communication

Pamela ShieldsBBBS Executive

Danna WahlDirector of HR

Human Resources

Tami FarberVP Equity, Advancement

& Global Engagement

YMCA OF SNOHOMISH COUNTYAssociation Office2720 Rockefeller Avenue, Everett WA 98201P 425 258 9211 F 425 257 9920 W ymca-snoco.org

YMCA of Snohomish CountyManagement Organizational Structure

July 17, 2017

Dan PowellVP Membership

Scott ZwinkController

Jessica BerlinDirector of Billing

Services

JJ FrankMarysville Executive

Kyla SmithMill Creek Executive

Martin CrossMukilteo Executive

Mary BredereckStanwood-Camano

Executive

Tom BrowneProperty Management

Director

Lynnette MonpasHealthy Living

Jacit LassenRisk Management

Jacit LassenTraining Manager

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YMCA of Snohomish County ~ Branch Fact Sheet (2017)

Branch/Executive Budget (2017) Facility

Staff (as of 1/1/2017)

Signature Programs Annual

Campaign (2017 goal)

Membership (as of 12/31/2016)

Everett Family YMCA 2720 Rockefeller Ave. Everett WA 98201 425-258-9211 Executive Director: Ted Wenta

$3,090,861

Founded in 1899 Full service 96,800 SF facility Facility addition in 1960 Facility addition in 1980 Purchased 24,000 SF property

(parking lot) in 2006

11 FT 82 PT

Child Care/School-Age Care, Health & Wellness, Aquatics, Teen Programs, Y-Community, Summer Camp, Family Programs, Youth Sports, Active Older Adults, My Achievers Program

$220,000

2121- Units 4088- Individuals

Marysville/N. County Family YMCA 6420 60th Dr. NE Marysville WA 98270 360-653-9622 Executive Director: JJ Frank

$3,759,228

Chartered 1964 Full service 49,000 SF facility +

3,400 Youth Development Center Facility opened in 1995 Facility addition 1998 Facility addition 2002

13 FT 81 PT

School-Age Child Care, Health & Wellness, Aquatics, Youth Sports, Teen Programs, My Achievers Program, Family Programs, Active Older Adults, Summer Camp

$200,000 2956- Units 6331- Individuals

Monroe/Sky Valley Family YMCA 14033 Fryelands Blvd. Monroe WA 98272 360-805-1879 Executive Director: Patsy Cudaback

$3,013,859 Chartered 1999 Full service 47,000 SF facility Facility constructed 2007

10 FT 79 PT

School-Age Child Care, Health & Wellness, Aquatics, Teen Programs, My Achievers Program, Family Programs, Active Older Adults, Summer Camp, Youth Sports, Special Needs Adaptive Programs


Mukilteo Family YMCA 10601 47th Pl. W. Mukilteo WA 98275 425-493-9622 Executive Director: Martin Cross

$4,541,856

Chartered 1993 Full service 52,500 SF facility +

Casino Road Youth Development Center opened in 2011

Purchased land 1993 Facility opened 2000 19,000 SF Skate Park 2004 14,000 SF facility expansion 2008

18 FT 93 PT

School-Age Child Care, Health & Wellness, Aquatics, Teen Programs, My Achievers Program, Family Programs, Active Older Adults, Summer Camp, Skate Park Programs


Mill Creek Family YMCA 13723 Puget Park Drive Everett WA 98208 425-337-0123 Executive Director: Kyla Smith

$5,848,270

Chartered 1988 38,635 SF facility 13,200 SF facility expansion in 1996

(gym, locker rooms, exercise) 20,500 SF expansion in 2010

(natatorium, lobby, multi-purpose, locker rooms, adventure zone, offices)

Heatherwood Child Care Center- 5,026 SF opened in 2004

32 FT 173 PT

School-Age Child Care / Child Care at Heatherwood Child Care Center, Health & Wellness, Teen Programs, Family Programs, Active Older Adults, Summer Camp


Big Brothers Big Sisters 10520 19th Ave SE Suite B Everett WA 98208 425-252-2227 Executive Director: Pam Shields

$435,809 Acquired as YMCA branch in 2001 4,000 SF donated office space

2 FT 5 PT Mentoring programs for youth ages 6-18 $82,000 210 Matches

Stanwood Camano 7213 267th Street NW Stanwood, WA 98292 Executive Director: Mary Bredereck

$3,200,334

Opened store-front office 2011. Opened 47,500 SF facility 9/1/2016 Full facility with oversize natatorium (competitive lap pool, leisure pool, lazy river)

9 FT 100 PT

Health & Wellness, Aquatics, Teen Programs, My Achievers Program, Family Programs, Active Older Adults, Summer Camp, Youth Sports, Summer feeding/rec. program, teen volunteer program


Total All (includes Association Office) $24,127,419 131 FT 629 PT

$1,521,000 (Trustees 410,000)

17,090- Units 39,402- Individuals

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SERVICES OF THE ASSOCIATION ADMINISTRATION OFFICE The Board of Trustees and the Association Administration perceive their primary function to be to provide appropriate leadership and service to the branches. The Association Office does not generally operate any programs directly. Its’ essential function is to establish, help develop, stimulate, facilitate, supervise and coordinate the work of the branches and to help them serve the people of their communities effectively. Specifically, the Association Office: • Combines the strength of all branches and operating entities to meet the

responsibility of the YMCA to the entire service area. • Provides leadership in formulating general objectives, operating

procedures and standards of performances where uniformity is desirable. • Offers leadership and coordination in planning for development of

Association programs and services throughout the service area. • Through its experienced staff, assists the branches by providing counsel,

guidance and administrative supervision with reference to programs of all types, budget administration and other financial concerns, campaign organization and procedures, cultivation bequests and capital gifts and many others.

• Raises funds to support and help finance branch programs, services and facilities on behalf of the branches.

• Makes legal counsel available to the branches. • Provides investment service for endowments and other capital funds held

in trust for the branches and gives competent direction to branches on property matters.

• Provides personnel services particularly in securing qualified professional personnel and in guiding the process of in-service staff training. It makes possible the interchange of experience, stipulation of professional growth and improvement of technical skills among the members of the staff of the entire Association.

• Carries on a continuous program of public interpretation of the purpose and services of the YMCA.

• Does the accounting, payroll, auditing and banking; procures insurance on a consolidated basis to take advantage of the benefits of group purchasing power; does some other purchasing and provides guidance in business management for all units of the Association.

• Represents the total Association in relationship with the national and area YMCA councils, and with the international and world committees.

• Provides staff leadership for the organization of new branches and interim executive leadership when needed.

• Provides branches with prompt assistance in meeting all types of emergencies.

• Represents and acts on behalf of the branches and the total Association in relationship with other city-wide civic, religious, educational, and welfare organizations and with the governmental agencies.

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YMCA of Snohomish County Finances 101

The YMCA records income and expense in one of three “funds”- these include Operating, Capital, and Endowment. In addition, activity that meets the threshold we use to capitalize building and equipment repair/replacement expenses ($5000 or more) are recorded on the balance sheet rather than in one of the three funds listed above. Day to day branch and Association activity is generally recorded in the Operating Fund. This includes membership and program revenues, contributions, grants and some government funds. The Capital Fund is used to record income designated for capital projects (contributions & grants) and expenses related to financing costs and depreciation. Maintenance and repairs of over $5000 that are not capitalized and the replacement of computers and fitness equipment (under $5000) are also recorded here and paid for out of reserve funds. The Endowment fund records contributions to endowment including bequests and gain on the endowment portfolio; and some modest expenses related to managing the fund including investment manager fees. 2017 Budget The budget for 2017 assumes that all branches will operate at “break-even”. In addition to the direct income and expenses related to daily operations, there is a number of Association assigned credits and charges (sometimes referred to as taxes) that make up the break-even branch budget. In 2017, the combined impact of these allocations is approximately $9.8MM. These assigned charges fall into three categories: Operational Support/Administrative Overhead- in addition to covering the administrative costs of the Association, a number of these funds cover branch direct costs on a shared basis. They include:

• Association Support- typically calculated as a percentage of branch revenue, this funds the Association Office staff functions of HR, Finance, Financial Development, IT, CEO, etc. In 2017, this totals $2.3MM.

• Property Support- branches contribute according to facility size and this covers the direct and indirect building costs including utilities, janitorial, chemicals, supplies and facilities management staff. In 2017, this totals about $3.5MM.

• Marketing Support- branches contribute as a percent of membership revenues to fund the marketing budget which includes staffing, advertising, web site, etc. In 2017, this totals about $500K.

• Billing Support- branches pay a prorated share to fund the cost of a centralized billing office for child care and membership. Combined, this totals about $200K.

• Training Support- branches contribute based on their payroll expense and this fund covers the direct cost of providing internal and external training including required certification/recertification. In 2017, this fund totals $166K.

• Membership Support- branches pay based on their membership unit count and this funds the VP Membership position, some membership marketing costs and other membership initiatives. In 2017, this totals $225K.

Debt Service and Capital Development

• Debt Service- this funds the Association’s principal and interest obligations that has been incurred to build branch facilities (currently about $17.8MM). Branches pay according to where those capital investments have been made and to some extent ability to pay (those with larger membership base/greater operating margins). In 2017, debt service charges total about $1.6MM.

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• Capital Development- this is a fund created to cover pre-capital campaign facility development costs including startup expenses for a new branch, campaign counsel, Colby property expenses, etc. In 2017, this fund totals about $266K.

Association Reserves- reserves are set up for specific purposes to fund current and future reinvestment initiatives. They may be spent in the year that they are funded or may be put aside for expenditures in future years.

• Association Equipment Reserve- primarily funds fitness equipment replacement. The 2017 budget calls for $410K and all of this will be spent within the current year.

• Association Maintenance Reserve- funds building and equipment repair/ replacement including heating/cooling units, roofs, flooring, etc. In 2017, $410K will be funded and spent.

• Association Vehicle Reserve- funds the replacement of our mini-busses as needed (19 total). In 2017, we are not funding this reserve.

• Association Technology Reserve- funds the replacement of PCs, servers, software upgrades, etc. In 2017, $130K will be funded and all of this will be spent.

Impact of Depreciation While depreciation is recorded each year on the audited financial statements, it does not represent a cash expense nor is it charged to the branches. In essence, most of the reserve funds listed above serve as a mechanism to offset some of the depreciation expense. In 2017, we anticipate total depreciation expense of about $2MM (this includes an increase of about $600K due to the Stanwood-Camano facility). Total budgeted reserve funds above total $950K so the difference ($1.05MM) is directly eroding our net asset position- absent any new capital or endowment contributions. Replacing Aging Facilities Like many not-for-profits that do not (fully) fund depreciation, the Y depends on the occasional capital campaign to generate the resources required to build new and/or replace facilities. Stanwood-Camano is a perfect example- we generated $17MM of contributions, borrowed $7.3MM and ended up with a new asset valued at $23MM (and increased net assets by $16MM). To the extent that we generate capital contributions for the Everett facility, it will increase our net assets on a dollar for dollar basis. As indicated above, new endowment contributions also directly improve the Association’s net asset position. Another factor that positively impacts net assets is when depreciation expense ends on particularly facilities (30 years on our case). FAQs Q: Shouldn’t the goal be to reduce the “taxes” on the branches? A: With regard to operational support and overhead charges, yes, the more we can grow revenue (including opening new branches like Stanwood and Everett) without a corresponding increase in Association expenses, the less each branch pays as their prorated share. The other way to reduce these support and overhead charges to the branches is to reduce Association services and staffing. We should always be evaluating the cost of services provided for the value they bring to the branches or the Association. Q: How about reducing capital charges? A: The Y is required to make principal and interest payments on our debt. Each time we refinance or take on new debt, we must be mindful of the impact it has on the branches that will be expected to generate the funds for repayment. With regard to the capital development fund, this is how we

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“plant seeds” and fund the cost of future expansion and growth (between capital campaigns). It represents a form of R&D that should repay the investment many times over. Q: What about reducing the reserve funds? A: We do not currently fund any of these areas to the extent needed to ensure that our facilities and equipment can be maintained at an acceptable level for the long term. Without increasing these investments, we risk negatively impacting the revenue streams that we currently depend on (membership). Q: Where do we find the balance? A: That is one of the significant challenges we face. We are operating in a highly competitive environment with rising costs (particularly personnel) which demands that we provide the best quality service at the lowest possible cost while at the same time needing to set aside even more resources for the future. Addressing these competing priorities is some of the most important work we can do together as a board and staff team. So what do we focus on in 2017?

• Growing membership/membership revenue- it is our single largest revenue source and has the highest operating margin. It is imperative that we develop and implement strategies that create growth and increased retention in current facilities, maximize the new market in Stanwood-Camano and that we move forward with replacement of the Everett facility.

• Develop a growth strategy and increase operating efficiency for child care and summer camp - our 2nd largest revenue generating programs.

• Develop a new operating model for the Monroe branch due to its relatively low membership enrollment.

There are a couple of financial metrics that are important to monitor and that ultimately strengthen the YMCA’s financial health.

• Earned and Contributed Revenue- increasing these indicates that programs & services are being well managed and are addressing market needs. With regard to contributed revenue, growth indicates that the community is aware of and supporting the Y’s charitable mission.

• Operating Margin- improving program and membership operating margins will naturally lead to improved net position and increase in net assets

• Improve productivity- more revenue produced while managing increased personnel cost leads to improved operating margin.

• Funding of reserves- increasing the dollars being set aside for future repair/replacement of facilities & equipment.

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YMCA of Snohomish County History Rev 011017

YMCA OF SNOHOMISH COUNTY Our History

In December 1899, 87 men came together to form a YMCA in Everett where they could meet in a wholesome and Christian environment to help improve the moral conditions of the community.

On October 19, 1900, a constitution and bylaws were adopted. Construction of the YMCA building began in January 1901 and was completed in May 1901 at a cost of $3,426. Accepted as charter members were 142 men and boys. The first girls were provided access to the Y in October 1901. By 1903, the Everett High School boys and girls basketball teams practiced at the Y. The boys’ team laid claim to the state high school champion title. In 1906 the girl’s team gained statewide honors.

A devastating fire destroyed the Y on March 30, 1920. While the Y was still burning, a movement got under way among those watching the fire to raise funds for a new building. An “all or nothing” $152,000 campaign was launched, and in four weeks, $183,013 had been committed to build a new Y which resulted in the “20s Building” of the Everett Y.

In 1922, the Y held summer camp for boys at Lake Roesiger and the next year at Lake Goodwin. Then in 1924, Bailey Lumber Company gave the YMCA a 34-acre parcel of land on Lake Chaplain. Camp was held here until 1930 when the land was sold to the City of Everett for use as a reservoir.

In 1931, the Y officially took over community programs for women and girls when the depression forced the YWCA to discontinue its work here.

YMCA programs grew through the years and in 1960, a second gym, a second swimming pool (with special features for teaching disabled individuals), and two additional locker rooms were added at the Everett Y facility.

In 1964, the Marysville/North County branch was chartered.

Everett continued to grow and another addition was completed in 1980, which added a third gym, a new pool, sports courts, and membership service areas.

In 1988, the Everett YMCA changed its name to YMCA of Snohomish County and chartered the Southeast Family Branch (now the Mill Creek YMCA).

In 1993, the YMCA launched “Partnership 93,” the largest capital campaign in the history of Snohomish County which raised more than $7 million in pledges.

1899 1901 1920 1960 1964 1980 1988 1988 1993 1995 1996 1998 1999 2000 2001

HISTORY AT-A-GLANCE Founding of Everett YMCA Everett YMCA incorporated and built first facility Fire destroyed 1901 facility Built existing facility at Rockefeller & California Major addition to Everett facility Marysville branch chartered Major addition to Everett facility Marysville official branch of YMCA of Snohomish County (Beach Street) Southeast branch chartered Mukilteo branch chartered Partnership ’93 Capital Campaign - $7.1 million Marysville/North County branch constructed Purchase of Mukilteo site- Improvements/Expansion at Everett and Southeast branches Marysville branched opened New Southeast gym building completed Expansion ’98 Capital Campaign - $3.2 million Marysville branch addition Monroe/East County branch chartered Mukilteo branch opened Merger with Big Brothers Big Sisters program

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YMCA of Snohomish County History Rev 011017

The campaign helped fund the construction of the Marysville/North County YMCA; renovation of the Everett YMCA Child Care Center and Adventure Zone; construction of the gym and Child Care Center at the Southeast YMCA; and purchase of land for the Mukilteo YMCA.

The “Expansion 98” Capital Campaign raised more than $3 million to fund the construction of an addition to the Marysville YMCA and the construction of the Mukilteo YMCA facility.

In 1999, the Monroe YMCA became an operating branch of the YMCA of Snohomish County.

The Y continues to be the largest child care provider in Snohomish County serving kids at 19 sites in 7 school districts and 46 schools.

In April 2001, Big Brothers Big Sisters of Snohomish County merged with the YMCA of Snohomish County.

The “2005/2006 Building Strong Communities” capital campaign raised nearly $15 million to purchase the land and construct a new facility for Monroe/Sky Valley region; expand the Mukilteo Family Branch; construct an indoor pool and multi-purpose room for the Mill Creek YMCA; and purchase a site for future BBBS offices.

In 2011, the Mukilteo YMCA opened the Casino Road Youth Development Center. Casino Road was identified the area in Snohomish County with the greatest level of poverty across the age spectrum, from seniors to families living with children, uninsured and unemployed.

The YMCA of Snohomish County was recognized by the YMCA national office (YMCA of the USA) as a Global Center of Excellence (GCE). A GCE model is an intentional operational approach designed to strengthen a Y’s mission impact and capacity to serve diverse constituencies at home and abroad. In September 2016 the Stanwood-Camano YMCA was opened.

Today, in the communities of Everett, Marysville, Mill Creek, Monroe, Mukilteo, and Stanwood-Camano, the YMCA is a “hub” in the community providing safe environments, caring role models, and positive, life-changing activities.

YMCAs are the heart of a healthy community, serving as centers for youth development, healthy living, and social responsibility.

In 2015, more than 104,000 community members participated in a variety of life changing activities.

2002 2004 2004 2005 2007 2008 2010 2011 2015 2016 2016

$1.0 million expansion Capital Campaign Second Marysville branch addition Mukilteo branch skate park opened Opened Heatherwood Child Development Center “Building Strong Communities” $7.8 million capital campaign Monroe/Sky Valley branch constructed (opened 9/1/07) Mukilteo branch expansion Mill Creek branch expansion/renovation/ renaming (opened 2/15/10) Casino Road Youth Development Center (CRYDC) opened YMCA recognized as a Global Center of Excellence CRYDC name was changed to Casino Road Community Center Stanwood-Camano YMCA opened

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Big Brothers Big Sisters of Snohomish County an affiliate of the YMCA of Snohomish County

Big Brothers Big Sisters Mission is to help children reach their potential through one-to-one relationships with mentors that have a measurable impact on youth.

Big Brothers Big Sisters Vision is successful mentoring relationships for all children who need and want them, contributing to brighter futures, better schools, and stronger communities for all.

BBBSSC goal is to provide positive, consistent role models in the lives of at-risk youth during the formative years, in order to mitigate the damage caused by the syndrome of poverty and neglect. Children who are matched with mentors and are committed to working with them to achieve goals are less likely to develop problems in adolescence. Studies of successful children who live in poor neighborhoods, areas of high crime or other negative environments show that strong bonds with an adult role model keep children from succumbing to risky behaviors. By creating and supporting a high-quality, long-term mentoring relationship between an adult volunteer and an at-risk child, we are able to improve academic achievement, strengthen school bonding and promote pro-social norms and behaviors. The presence of a solid role model and active mentoring has been directly linked to improvements in nearly every aspect of a child’s behavior and development. In 2010, parents reported that 93% of the children participating in this program showed improved self-confidence, 76% showed improved attitude towards school, 77% showed improved academic performance, 88% showed improved relationship with peers and 64% showed improved relationship with family members. Big Brothers Big Sisters work is making a difference. In a recent survey of former Little Brothers and Sisters 89% agree that they have increased confidence in their abilities, 84% agree that their Big taught them the importance of helping others, 85% agree that they can overcome adversity or problems with courage and 67% agree that their Big played a role in their decision to attend college. The Department of Juvenile Justice quantifies the value of mentoring by adding that for every $1,000 spent on early intervention and prevention services, $5,000 is saved in treatment and detention in later years. The objective of Big Brothers Big Sisters one-to-one mentoring programs is to ensure that children develop into healthy, resilient and mature citizens who will assume roles of responsibility and leadership in the community.

• Community-Based Mentoring serves youth ages 6-18. For 2-4 times a month, the volunteer Big and Little participate in social activities. Bigs commit to a minimum of one year of service though our average match length is 36 months. The current wait list for this program is over 100 youth, of which 83% are boys.

• School-Based Mentoring works to provide early identification and mentoring for children who are at the highest levels of risk for social and academic failure. Children are selected by school personnel, and Bigs meet with their Littles at school during lunch hour once a week during the school year.

• Kids Book Club is designed to increase literacy among first through third graders who are struggling with reading at grade level. Two “Bigs” meet with 6 “Littles” identified by school personnel and enjoy their time together reading in a group setting and providing a fun and interactive way for youth to learn to read.

BBBSSC is a prevention focused agency, providing children and their families with assets and support systems through mentoring relationships to help alleviate stresses and deficiencies that can lead to neglect and abuse within the family structure. We are intentional about serving the most vulnerable youth in our community. We are intentional about serving high risk populations through collaborative opportunities to serve:

• Children of Incarcerated Parents. Our Mentoring Children of Promise program works with youth who have a parent or significant person from their life who is in prison or jail.

• At-risk youth. BBBSSC is participating in the Mentoring At Risk Youth Project (MARY) funded through WA State Mentors by the Bill & Melinda Gates Foundation. We received funding for five years to match 35 Bigs/Littles who are between the ages of 9-14 by year three.

• Youth in Foster Care or Not Living with Biological Parents. Currently, more than 50 of the youth in our community-based program live in foster care or in a home other than with their biological parents.

• Youth at High Risk for Drug and Alcohol Abuse. The Snohomish County Drug, Alcohol and Substance Abuse (DASA) program works to prevent risky behaviors of youth who live in an environment where negative behaviors are likely to occur.

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Starting something since 1904 At Big Brothers Big Sisters, we’ve been impacting the lives of children for over 100 years. And we’re just getting started.

100 Years of History

For over a century, Big Brothers Big Sisters has been helping change kids’ perspectives and giving them the opportunity to reach their potential. And we have over a century of volunteers, donors, and advocates just like you to thank.

It all started in 1904, when a young New York City court clerk named Ernest Coulter was seeing more and more boys come through his courtroom. He recognized that caring adults could help many of these kids stay out of trouble, and he set out to find volunteers. That marked the beginning of the Big Brothers movement.

At around the same time, the members of a group called Ladies of Charity were befriending girls who had come through the New York Children’s Court. That group would later become Catholic Big Sisters.

Both groups continued to work independently until 1977, when Big Brothers Association and Big Sisters International joined forces and became Big Brothers Big Sisters of America.

More than 100 years later, Big Brothers Big Sisters remains true to our founders’ vision of bringing caring role models into the lives of children. And, today, Big Brothers Big Sisters currently operates in all 50 states—and in 12 countries around the world.

Here is a look at our history, from the start:

Date Event

1902 Ernest Coulter, court clerk, helps organize the first New York Children's Court; Ladies of Charity, later Catholic Big Sisters of New York, starts to befriend girls who come before the New York Children's Court.

1903 Businessman Irvin F. Westheimer befriends a young boy in Cincinnati, OH; seeds are formed for the start of Big Brothers in Cincinnati.

1904 Ernest Coulter founds the organized Big Brothers movement by obtaining 39 volunteers, who each agree to befriend one boy.

1912 The New York Times reports Big Brothers activity in 26 cities.

1914 Ernest Coulter embarks on nationwide lecture tour on behalf of Big Brothers; planning begins for a national Big Brothers and Big Sisters organization.

1917 The first national conference of Big Brothers and Big Sisters organizations is held in Grand Rapids, MI.

1923 Theodore Roosevelt, Jr., becomes treasurer of the Big Brothers and Big Sisters Federation; First motion picture based on a Big and Little Brother relationship is released by Paramount Pictures.

1925 President Calvin Coolidge becomes patron of the Big Brothers and Big Sisters Federation.

1930 Six hundred delegates attend a Big Brothers and Big Sisters Federation meeting in New York City.

1934 President and Mrs. Franklin D. Roosevelt become patrons of Big Brothers and Big Sisters

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http://www.bbbsi.org/

Federation.

1948 Norman Rockwell produces the sketch that becomes a symbol for the Big Brothers Association.

1951 The Big Brothers of the Year program begins, Associate Justice Tom Clark of the U.S. Supreme Court and J. Edgar Hoover are named.

1958 Big Brothers Association is chartered by Congress.

1970 Big Sisters International is incorporated.

1977 Big Sisters International and Big Brothers Association merge, forming Big Brothers Big Sisters of America with 357 agencies.

1984 Big Brothers Big Sisters of America occupies its headquarters at 230 North 13th Street in Philadelphia.

1985 Big Brothers Big Sisters of America is honored with a commemorative stamp by the Postmaster General.

1995 Public/Private Ventures Study on Big Brothers Big Sisters Community-Based Mentoring shows measurable, positive results on youth who have a Big Brother or Sister, seminal research in the field of youth mentoring.

1997 President William J. Clinton holds Volunteer Summit in Philadelphia; Big Brothers Big Sisters plays key role.

1998 Big Brothers Big Sisters International is founded.

2003 President George W. Bush announces three-year $450 million mentoring initiative in his State of the Union Address.

2004 Big Brothers Big Sisters celebrates 100 years of serving America’s youth.

2006 First Lady Laura Bush stars in a public service announcement to recruit volunteers across the nation.

2007 Public/Private Ventures conducts a study on Big Brothers Big Sisters School-Based Mentoring program, reinforcing the value of strong, long-lasting relationships and leading to program enhancements. In a Super Bowl first, CBS, the NFL and Big Brothers Big Sisters joined forces to create a public service announcement that features the two coaches whose teams are competing in the game. Roughly 90 million viewers tuned in to watch the game and see Indianapolis Colts' Coach Tony Dungy and Coach Lovie Smith of the Chicago Bears underscore the importance of mentoring by referencing their real-life mentoring relationship.

2010 President Obama holds a White House National Mentoring Month Ceremony; Big Brothers Big Sisters attends and plays a key role.

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A Brief History of the YMCA Movement Beginnings in London The Young Men’s Christian Association was founded in London, England, on June 6, 1844, in response to unhealthy social conditions arising in the big cities at the end of the Industrial Revolution (roughly 1750 to 1850). Growth of the railroads and centralization of commerce and industry brought many rural young men who needed jobs into cities like London. They worked 10 to 12 hours a day, six days a week. Far from home and family, these young men often lived at the workplace. They slept crowded into rooms over the company’s shop, a location thought to be safer than London’s tenements and streets. Outside the shop things were bad—open sewers, pickpockets, thugs, beggars, drunks, lovers for hire and abandoned children running wild by the thousands.

George Williams, born on a farm in 1821, came to London 20 years later as a sales assistant in a draper’s shop, a forerunner of today’s department store. He and a group of fellow drapers organized the first YMCA to substitute Bible study and prayer for life on the streets. By 1851 there were 24 YMCAs in Great Britain, with a combined membership of 2,700. That same year the Y arrived in North America, first in Montreal and then Boston.

The idea proved popular everywhere. In 1853, the first YMCA for African Americans was founded in Washington, D.C., by Anthony Bowen, a freed slave. The next year the first international convention was held in Paris. At the time there were 397 separate YMCAs in seven nations, with 30,369 members total.

The YMCA idea, which began among evangelicals, was unusual because it crossed the rigid lines that separated all the different churches and social classes in England in those days. This openness was a trait that would lead eventually to including in YMCAs all men, women and children, regardless of race, religion or nationality. Also, its target of meeting social need in the community was dear from the start. George Williams was knighted by Queen Victoria in 1894 for his YMCA work and buried in 1905 under the floor of St. Paul’s Cathedral among that nation’s heroes and statesmen. A large stained glass window in Westminster Abbey, complete with a red triangle, is dedicated to YMCAs, to Sir George and to Y work during the first World War.

Civil War times In the United States during the Civil War, Y membership shrunk to one-third its size as members marched off to battle. Fifteen of the remaining Northern YMCAs formed the U.S. Christian Commission to assist the troops and prisoners of war. It was endorsed by President Abraham Lincoln, and its 4,859 volunteers included the American poet Walt Whitman. Among other accomplishments, it gave more than 1 million Bibles to fighting

YMCA of the USA 1

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men. It was the beginning of a commitment to working with soldiers and sailors that continues to this day through the Armed Services YMCAs.

Only 59 YMCAs were left by war’s end, but a rapid rebuilding followed, and four years later there were 600 more. The focus was on saving souls, with saloon and street corner preaching, lists of Christian boarding houses, lectures, libraries and meeting halls, most of them in rented quarters. But seeds of future change were there. In 1866, the influential New York YMCA adopted a fourfold purpose: “The improvement of the spiritual, mental, social and physical condition of young men.” In those early days, YMCAs were run almost entirely by volunteers. There were a handful of paid staff members before the Civil War who kept the place clean, ran the library and served as corresponding secretaries. But it wasn’t until the 1880s, when YMCAs began putting up buildings in large numbers, that most associations thought they needed someone there full time. Gyms and swimming pools came in at that time, too, along with big auditoriums and bowling alleys. Hotel-like rooms with bathrooms down the hall, called dormitories or residences, were designed into every new YMCA building, and would continue to be until the late 1950s. Income from rented rooms was a great source of funds for YMCA activities of all kinds. Residences would make a major financial contribution to the movement for the next century. YMCAs took up boys work and organized summer camps. They set up exercise drills in classes—forerunners of today’s aerobics—using wooden dumbbells, heavy medicine balls and so-called Indian clubs, which resembled graceful, long-necked bowling pins. YMCAs organized college students for social action, literally invented the games of basketball and volleyball and served the special needs of railroad men who had no place to stay when the train reached the end of the line. By the 1890s, the fourfold purpose was transformed into the triangle of spirit, mind and body.

Moody and Mott Through the influence of nationally known lay evangelists Dwight L. Moody (1837-1899) and John Mott (1865-1955), who dominated the movement in the last half of the 19th and first half of the 20th centuries respectively, the American YMCAs sent workers by the thousands overseas, both as missionary-like YMCA secretaries and as war workers. The first foreign work secretaries, as they were called, reflected the huge missionary outreach by Christian churches near the turn of the century. But instead of churches, they organized YMCAs that eventually were placed under local control. Both Moody and Mott served for lengthy periods as paid professional staff members of the YMCA movement. Both maintained lifelong connections with it.

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The United States entered World War I in April 1917. Mott, on his own, involved the YMCA movement in running the military canteens, called post exchanges today, in the United States and France. YMCAs led fundraising campaigns that raised $235 million for those YMCA operations and other wartime causes, and hired 25,926 Y workers—5,145 of them women—to run the canteens. It also took on war relief for both refugees and prisoners of war on both sides, and worked to ease the path of African American soldiers returning to the segregated South. Y secretaries from China supervised the Chinese laborers brought to Europe to unload ships, dig trenches and clear the battlefields after the war. Y.C. James Yen, a Yale graduate working with YMCAs in France, developed a simple Chinese alphabet of 100 characters that became a major weapon in wiping out illiteracy in China. Funds left over from war work helped in the 1920s to spur a Y building boom, outreach to small towns and counties, work with returning black troops and blossoming of YMCA trade schools and colleges.

Buddy, can you spare a dime? The Great Depression brought dramatic drops in Y income, some as high as 50 percent. A number of associations had taken up direct relief of the poor beginning in 1928, as employment mounted before the stock market crash of 1929. When direct relief was taken over by the federal government in 1933, it released YMCAs and other nonprofits from their welfare tasks. Forced to re-evaluate themselves by hard times and by pressure from militant student YMCAs, community YMCAs became aware of social problems as never before and accelerated their partnerships with other social welfare agencies. Programs and mission were reviewed as well. Some results were joint community projects, renewed emphasis on group work and more work through organized classes and lectures. YMCAs were forced to prove to their communities that both character-building agencies and welfare agencies were needed, especially in times of stress. Between 1929 and 1933, Bible class enrollment fell by 60 percent and residence use was down, but exercise and educational classes were both up, along with vocational training and camping. A typical Y program of the day was the Leisure Time League in Minneapolis. It drew thousands to that YMCA in 1932 to “unite unemployed young men who desire to maintain their physical and mental vigor and wish to train themselves for greater usefulness and service to themselves and the community,” reported the association. The program offered a wide range of free services such as medical assistance, physical programs, school classes on a dozen subjects and recreation. As conditions improved even slightly, they went back to work. A few were left behind—in most cases, those considered unemployable. The YMCA offered them vocational training. The idea spread widely and YMCAs discovered they could survive handily if they served

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a large number of people and had low building payments. In fact, the Chicago Y was able to organize a new South Shore branch in the depths of the Depression.

Wartime challenges During World War II, the National Council of YMCAs (now the YMCA of the USA) joined with YMCAs around the world to assist prisoners of war in 36 nations. It also helped form the United Service Organization (USO), which ran drop-in centers for servicepeople and sent performers abroad to entertain the troops. YMCAs worked with displaced persons and refugees as well, and sent both workers and money abroad after the war to help rebuild damaged YMCA buildings.

After more than two decades of study and trial YMCA youth secretaries in 1944 agreed to put a national seal of approval on what was already widespread in the movement to focus their energies on four programs that involved work in small groups. They became known as the “four fronts” or “four platforms” of Youth Work: a father-son program called Y-Indian Guides, and three boy’s clubs—Gra-Y for those in grade school, Junior Hi-Y and Hi-Y. (There would eventually be all-female and coed models as well.)

Times of change At the close of the war, YMCAs had changed. Sixty-two percent were admitting women, and other barriers began to fall one after the other, with families the new emphasis, and all races and religions included at all levels of the organization. The rapidly expanding suburbs drew the YMCAs with them, sometimes abandoning the old residences and downtown buildings that no longer were efficient or necessary. In 1958, the U.S. and Canadian YMCAs launched Buildings for Brotherhood in which the two nations raised $55 million which was matched by $6 million overseas. The result was 98 Y buildings renovated, improved or built new in 32 countries. In what could be called the Great Disillusion of 1965-1975, the nation was rocked by turmoil that included the Vietnam War, the forced resignation of a U.S. president, the outbreak of widespread drug abuse among the middle class, assassination of major political leaders, and a loss of confidence in institutions. The YMCAs, in response, were challenged by National General Secretary James Bunting to change their ways. He said the choice was “either to keep learning or to become 20th-century Pharisees clinging to forms and theories that were once valid expressions of the best that was known, but that today are outdated and irrelevant.” With national YMCA support and federal aid, new outreach efforts were taken up by community YMCAs in 150 cities. The Ys poured their own money and talent into outreach as well. Outreach programs were not new to the organization, but the size and scope involved were new. The four-fronts youth programs withered for lack of attention, dying out entirely in many major centers, but holding fast in YMCA camping and in parts of the Midwest and much

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of the South. When federal aid dried up, money troubles began to reappear, as Ys struggled to keep faith with those they were helping. An even more insidious problem was in the mix. Long schooled in conciliation, Y people found themselves being confronted aggressively both at home and abroad. It was particularly hard to deal with and discouraging. Beginning in 1970 the fraternal secretaries serving YMCAs overseas were being called home. Some buildings in U.S. cities were shuttered and residences dosed for lack of clientele and insufficient funds for proper maintenance. Y leaders were urged to become more businesslike in both their appearance and their operations, a topic raised by Y boards since the 1920s.

Trends After 1975, the old physical programming featured by YMCAs for a century began to perk up as interest in healthy lifestyles increased nationwide. By 1980, pressure for up-to-date buildings and equipment brought on a boom in construction that lasted through the decade.

Child care for working parents, an extension of what YMCAs had done informally for years, came with a rush in 1983 and quickly joined health and fitness, camping and residences as a major source of YMCA income.

Character Development and Asset-Based Approach During the 1980s and ‘90s, the ideas of “values clarification” were slowly replaced by ideas of “character.” The moral upbringing of children had been considered the sole domain of the family, and enabling the child to discover his or her own ethical system was the goal. But by the mid to late ‘80s, this was seen as contributing to a morally bankrupt society, in which there is no notion of virtue (or of vice), just different points of view. The ideas of character development and civic virtues became central, with Bennet’s The Book of Virtues hitting the best-seller lists and organizations such as Character Counts! being born. “Preach what you practice” became as much a part of the ideal of youth development as “practice what you preach,” and “it takes a village” replaced “it’s the family’s job to develop morals.”

The YMCA movement had been involved in character development from the beginning, but in an implicit and practical focus rather than an explicit one. (George Williams stated this perfectly in his response to how he would respond to a young man who said that he had lost his belief in Jesus, by saying that his first act would be to see that the young man had dinner.) The YMCA movement studied the issue and emerged with four “core values”—caring, honesty, respect and responsibility—and promptly began to incorporate these in all programming in an explicit and conscious way.

During the ‘90s, a tremendous change occurred in the field of youth development. Previously, the focus had been on the “deficit model,” in other words, what went wrong with the youth who got into trouble, and how could they be corrected. But the same way that prevention and development of health, rather than just the cure of disease pervaded the medical world, youth workers and academics started to look at what contributes to

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healthy development and prevents problems—an “assets model.” YMCA of the USA collaborated with Search Institute on studying this issue in depth and coming up with practical results. The research showed 30 (later increased to 40) developmental assets that positively correlated with pro-social and healthy behaviors in youth, and negatively correlated with anti-social and unhealthy behaviors. The more assets a youth has, the more likely he or she is to behave well, the less likely to engage in risky behaviors. This not only provided a “road map” for YMCAs to follow in creating healthy kids, families and communities, but also was an inherent proof of the effectiveness of youth programs. It also showed a wider focus than had been thought possible. It doesn’t matter if a program consists of sports, music, a teen center, mentoring or aerobics, or if it’s aimed at reducing teen pregnancy, smoking or crime. If it provides one or more of the developmental assets, it will reduce the overall risk of any kind of negative behavior, and raise the likelihood of positive behavior.

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YMCA Firsts and Foremosts

YMCAs in the U.S. have a proud history of serving the people in their communities in a variety of practical and effective ways. Y staff and volunteers never claimed to have the wisdom that would provide all the answers, but they did have the courage to attack huge problems. Much of what they did turned out to be historic. Their concern and dedication shine through their stories.

This document sets out briefly some of the highlights and accomplishments of the YMCA movement in America. There are few developments that haven’t involved YMCAs.

Ys have been so integral to their communities that organizations have been founded at meetings at YMCAs without being part of Y programs. The Gideons organization, famous for putting Bibles in hotel rooms, was started at a YMCA, but without Y staff or volunteer involvement. So we say that the Gideons was founded at a Y, but not that a Y started Gideons.

It would be impossible to list all of the individuals and organizations contributing to this document. YMCA of the USA received information from sources ranging from trade associations to university professors to current and retired YMCA employees. The only things they had in common were a deep respect for Y traditions, a love for what the YMCA stands for and a desire to help. Special recognition must go to the staff of the YMCA of the USA Archives. Their efforts and irreplaceable resources provided needed details when no one else knew where to look.

The reason to look at what YMCAs did in the past is to inspire today’s YMCA staff and volunteers to serve their communities with the same concern, dedication and courage. They may not make a list of firsts, but they will keep YMCAs foremost with their accomplishments.

Everybody Plays, Everybody Wins -- Sports at YMCAs

Millions of people have been introduced to sports at YMCAs. Many of the sports people play were introduced at YMCAs, too.

Volleyball was invented at the Holyoke YMCA (Mass.) in 1895 by William Morgan, an instructor at the Y who felt that basketball was too strenuous for businessmen. Morgan blended elements of basketball, tennis and handball into the game and called it "mintonette." The name "volleyball" was first used in 1896 during an exhibition at the International YMCA Training School in Springfield, Mass., to better describe how the ball went back and forth over the net. In 1922, YMCAs held their first national championship in the game. This became the U.S. Open in 1924, when non-YMCA teams were permitted to compete.

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Racquetball was invented in 1950 at the Greenwich YMCA (Conn.) by Joe Sobeck, a member who couldn’t find other squash players of his caliber and who did not care for handball. He tried paddleball and platform tennis and came up with the idea of using a strung racquet similar to a platform tennis paddle (not a sawed-off tennis racquet, as some say) to allow a greater variety of shots. After drawing up rules for the game, Sobeck went to nearby Ys for approval from other players and, at the same time, formed them into the Paddle Rackets Association to promote the sport. The original balls Sobeck used were half blue and half red. When he needed replacements, Sobeck asked Spalding, the original manufacturer, to make the balls all blue so they wouldn’t mark the Y’s courts.

Softball was given its name by motion of Walter Hakanson of the Denver YMCA in 1926 at a meeting of the Colorado Amateur Softball Association (CASA), itself a result of YMCA staff efforts. Softball had been played for many years prior to 1926, under such names as kittenball, softball and even sissyball. In 1926, however, the YMCA state secretary, Homer Hoisington, noticed both the sport’s popularity and its need for standardized rules. After a gathering of interested parties, the CASA was formed and Hakanson moved to settle on the name softball for the game. The motion carried, and the name softball became accepted nationwide. Shortly thereafter, the Denver YMCA adopted a declaration of principles for softball, adhering to noncommercialized recreation open to all ages and races and demanding good sportsmanship. When the Amateur Softball Association of America was formed in 1933, the Denver YMCA team represented Colorado in its first national tournament, held in Chicago.

Professional football began at a YMCA. In 1895, in Latrobe, Pa., John Brailer was paid $10 plus expenses by the local YMCA to replace the injured quarterback on their team. Years later, however, Pudge Heffelfinger claimed that he was secretly paid to play for the Allegheny Athletic Association in 1892. The National Football League elected to go with Pudge’s version of events.

Yes, it was at the International YMCA Training School in December 1891 that James Naismith invented the game of basketball, doing so at the demand of Luther Gulick, the director of the school. Gulick needed a game to occupy a "class of incorrigibles" -- 18 future YMCA directors who, more interested in rugby and football, didn’t care for leapfrog, tumbling and other activities they were forced to do during the winter. Gulick, obviously out of patience with the group, gave Naismith two weeks to come up with a game to occupy them.

Naismith decided that the new game had to be physically active and simple to understand. It could not be rough, so no contact could be allowed. The ball could be passed but not carried. Goals at each end of the court would lend a degree of difficulty and give skill and science a role. Elevating the goal would eliminate rushes that could injure players, a problem in football and rugby.

Introducing the game of "basket ball" at the next gym class (Naismith did meet Gulick’s deadline), Naismith posted 13 rules on the wall and taught the game to the incorrigibles.

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The men loved it and proceeded to introduce "basket ball" to their home towns over Christmas break. Naismith’s invention spread like wildfire.

Not only was basketball invented by a YMCA institution, but the game’s first professional team came from a Y. The Trenton YMCA (N.J.) had fielded a basketball team since 1892, and in 1896 its team claimed to be the national champions after beating various other YMCA and college teams. The team then severed its ties with the Y. It played the 1896-97 season out of a local Masonic temple, charging for admission and keeping the proceeds.

No Idle Hands -- YMCA Programs

YMCAs run programs of all types, from activities for older adults to Zen aerobics. Some of the biggest are camping, swimming and child care. Here are some stories of their development.

Camping has been a part of YMCA programming for more than a century. The claim for a YMCA "first" in camping, however, must be worded carefully, since the YMCA did not invent camping in 1885, and Sumner Dudley did not lead the first YMCA camping program. What YMCAs can claim is having founded the first continuously used camp. The first school camp was started in 1861 by William Gunn, and "Gunn camps" became well known. A camp for "weakly" boys was organized in 1876 by Dr. Joseph Trimble Rothrock. The first church camp for boys was started in 1880, and in 1881 the first private camp to meet special educational needs was established. None of these camps was a YMCA camp, and none of them survives today.

YMCAs became involved in camping in the 1860s, with the earliest reference being that of the Vermont Y’s "boys missionary" (who would now be the youth director) taking a group of boys to Lake Champlain for a "summer encampment." In 1881, the Brooklyn YMCA (N.Y.) reported taking 30 boys on a "camping out." Many other YMCAs had camp experiences for youth as well, and in 1882 national records started recording camping programs under "outings and excursions."

The oldest camp, now known as Camp Dudley, began in 1886. Sumner Dudley, long active in both the New York and New Jersey YMCA movements, was asked in 1884 to take "young honor YMCA members" camping. In 1885, he took seven boys for a week’s encampment at Orange Lake, N. J. The next year Dudley moved the site to Twin Islands, Lake Wawayanda, N.J. Ultimately, the camp settled on Lake Champlain, N.Y., in 1908. Dudley referred to the first camp as Camp Baldhead. After Dudley’s death in 1897, the camp was renamed Camp Dudley.

The Ragger Society, the forerunner of today’s Rags and Leather Program, was started in 1914 at Camp Loma Mar in California. It started because a camp director wanted to award athletic ability. Other camp leaders objected, noting that a handicapped boy would then never be able to win. They settled on a program of personal counseling and seeking God’s will for oneself. The hymn, "I Would Be True," written in 1917 by Howard A.

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Walker, was inspired by the program’s creed. Walker himself later went to India and performed YMCA work there.

Swimming and aquatics have long been associated with the YMCA, and tens of millions of people across the country learned how to swim at the YMCA. It was not always this way, however, and for many years swimming was seen as a distraction from legitimate physical development.

The first reported YMCA "swimming bath" was built at the Brooklyn Central YMCA (N.Y.) in 1885. By the end of the year, it was reported that 17 Ys had pools. Pools then bore scant resemblance to the pools of today: The Brooklyn Central pool was 14 feet by 45 feet and 5 feet deep. Early pools, in addition to being small, had no filters or recirculation systems. The water in the pool just got dirtier and dirtier until the pool was drained and cleaned, which some Ys did on a weekly basis. No wonder the medical community saw them as a threat to health.

Two developments helped change YMCA staff attitudes towards pools. The first was the development of mass swim lessons in 1907 by George Corsan at the Detroit YMCA. What Corsan did was to teach swimming strokes on land, starting with the crawl stroke first, as a confidence builder. Prior to Corsan’s methods, strokes were only taught in the pool, and the crawl was not taught until later. Corsan also came up with the ideas of the learn-to-swim campaign and using bronze buttons as rewards for swimming proficiency. He gave a button to boys who swam 50 feet. Corsan’s learn-to-swim campaigns resulted in 1909 in the first campaign to teach every boy in the U.S. and Canada how to swim.

Perhaps Corsan’s land drills for swimming came about because of the way swimming had been taught. Early YMCA staff viewed swimming as a distraction from the real job of physical development, which meant exercise and gymnastics. Boys in San Francisco, for example, could not use the pool until after they had passed a proficiency test in gymnastics. In the 1890s, swimming was taught by using a rope and pulley system.

The second development was the use of filtration systems for keeping the water clean. Ray L. Rayburn, a founder of what was the Building Bureau (now Building and Furnishing Services), came up with the ideas of building pools with roll-out rims and water recirculation systems. Recirculation meant that the water could be filtered and impurities removed. The first roll-out rim was installed in 1909 in the Kansas City, Mo., pool. In 1910, a filtration system was added to the Kansas City pool. No more would pools be considered health menaces.

The combination of these developments, Corsan’s mass-teaching techniques and Rayburn’s filtration systems came together to popularize swimming and swim instruction at YMCAs. In 1932, there were more than a million swimmers a year at YMCAs. In 1956, the national learn-to-swim campaigns became Learn to Swim Month. In 1984, it was reported that YMCAs collectively were the largest operator of swimming pools in the world.

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It is hard to overestimate the effect the YMCA movement has had on swimming and aquatics in general. A Springfield College student, George Goss, wrote the first American book on lifesaving in 1913 as a thesis. It was a YMCA national board member (then the YMCA International Committee), William Ball, who in the early 1900s encouraged the Red Cross to include lifesaving instruction in its disaster and wartime services programs. The first mobile swimming pool was invented at the Eastern Union YMCA (N.J.) in 1961, enabling the Y to take instruction and swimming programs to people who could not go to the Y. The YMCA Swimming and Lifesaving Manual, published in 1919, was one of the earliest works on the subject. The Council for National Cooperation in Aquatics, formed in 1951, was created as a result of the efforts of the YMCA. A group of 20 national agencies, the council was organized to expand cooperation in the field of aquatics.

Even the military used YMCA swim instruction techniques. In World War I, the Army used mass land drills to teach doughboys. In 1943, Dr. Thomas K. Cureton, chairman of the YMCA National Aquatic Committee, published Warfare Aquatics, which was widely used by the armed forces (and YMCAs!) during the conflict and after.

The term "bodybuilding" was first used in 1881 by Robert Roberts, a member of the staff at the Boston YMCA. He also developed the exercise classes that led to today’s fitness workouts.

Group child care was not started at a YMCA, but Ys moved swiftly to meet the needs of a changed and changing society. Rosie the Riveter went back home after World War II, but her daughter left and didn’t look back. Today’s YMCA movement is the largest not-for-profit provider of child care and is larger than any for-profit chain in the country.

No one could have predicted that in the beginning. The origins of group child care are obscure, and we will probably never know who had the first group care program. A strong possibility, however, is that group care grew out of gang prevention and teen intervention programs in the 1960s. The Chicago YMCA had a strong youth outreach program in the 1960s (Ys had been working with youth gangs in one way or another since the 1880s). Workers noticed, however, that youths attending the program often brought their younger siblings along because they were providing care while their parents worked. Child care was organized so that the older kids could attend these programs without concern or distraction.

Another impetus for group child care at the Y came from John Root, general secretary (today he would be CEO) of the Chicago YMCA. Root had returned from a trip to the Soviet Union, where he had observed first-hand the extensive child care programs offered by the government and how the availability of child care benefited both children and their families. Root was determined to have YMCAs do as much in America.

The idea quickly spread to other cities. In the 1990s, about half a million children received care at a YMCA each year. In 1996, child care became the movement’s second largest source of revenue, after membership dues.

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The American Way -- YMCAs’ Influence on Society

Many times YMCAs influenced society simply by coming up with creative solutions to their own problems, such as a need for trained YMCA employees. These solutions then spread throughout our society because they met the needs of others. Often YMCAs set themselves up as models long before others even knew there was a problem. Here are some examples of how YMCAs shaped the development of social institutions in America.

Many of the practices of colleges and universities in America -- in fact, several colleges and universities themselves -- can be traced back to YMCA involvement in higher education. Ys in the 19th and early 20th centuries placed much more emphasis on formal and informal classes and teaching than they do now. This stemmed in part from the fact that free public education was not as widespread as it is today. That meant that there were large numbers of working teens who needed classes and instruction if they were to avoid the traps and pitfalls that George Williams so keenly observed in London decades earlier. YMCA classes and instruction also stemmed from the need for properly trained staff to run local Ys and carry on its programs.

The first institution of higher learning organized by the YMCA national organization was the School for Christian Workers in Springfield, Mass. Later known as the International YMCA Training School and finally as Springfield College, the school trained Y workers in all aspects of business and management. Previously, academic training for YMCA employees was mostly summer institutes and training sessions, the first of which was held in 1884 at Lake Geneva, Wis. These were insufficient, though, and at least since 1876 there had been calls for Ys in large metropolitan areas to set up training schools.

The need for a formal school was also felt in the Midwest, with a YMCA Training School housed in the downtown Chicago YMCA opening in 1890 with five students. It ultimately became George Williams College, after merging with the Western Secretarial Institute, a summer training school in Lake Geneva, Wis., in 1892. A century later, George Williams College became part of Aurora University, in Aurora, Ill.

The idea that large metropolitan associations should have classrooms for teen education and staff training was put into practice in San Francisco and Boston in the 1880s and 1890s. What is now Northeastern University in Boston started as informal law courses in 1897 with the founding of the Evening Institute of the Boston YMCA. Formal classes started in 1898, under the name of the Evening School of Law of the Boston YMCA. The school added additional subject areas and became Northeastern College in 1916. Later expansion led to its becoming Northeastern University in 1922. The Evening Institute of the Boston YMCA was also the birthplace of student work study, a concept familiar to students receiving financial aid at almost every college or university in the country.

The origins of Golden Gate University in San Francisco are similar. The San Francisco Y was founded in 1853, one of 13 YMCAs operating in North America at the time. In 1881, the YMCA Night School was established, a name it kept until 1895, when it became the

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YMCA Evening College. The Evening College formed a YMCA Law School in 1910, becoming Golden Gate College in 1923.

Many YMCAs had cooperative agreements with some of the most prestigious institutions of higher learning in America, most starting in the 1920s and 1930s. Some of the more notable institutions include Oberlin College (America’s first coeducational school), Yale Divinity School, Whittier College, Columbia University and Union Theological Seminary. The Southern YMCA College and Graduate School was founded in Nashville, Tenn., in 1919, with the help of Vanderbilt University, Peabody College for Teachers and Scarritt College for Christian Workers. It closed in 1936, with many of its programs going to the Blue Ridge Assembly. In Chicago, Roosevelt University was founded in 1945 as a result of a split within the existing Central YMCA College.

The YMCA movement played a large role in the development of higher education. By 1916, there were approximately 83,000 students taking more than 200 YMCA courses. In 1946, approximately 130,000 students were taking courses through Ys. In all there were 20 YMCA colleges in 1950, ranging from Fenn College in Cleveland to Springfield College. Beginning in the 1930s, as the colleges became free-standing institutions of higher learning and not just training centers for YMCA staff, it made sense for them to break free of the YMCA movement altogether. Only Springfield College and the George Williams College of Aurora University retain close ties with the movement.

Another aspect of YMCA involvement in higher education was the work of student YMCAs at many colleges and universities. The first recorded student Ys opened in 1856 at Cumberland University in Tennessee and at Milton Academy (now College). Students, of course, must have been active in informal YMCA bodies before then. Student Ys offered counseling and services to students on an ecumenical basis, an approach that heavily influenced and ultimately changed the way church and college staff conducted their own campus outreach programs. Student work was so important to the movement that, in 1922, the movement authorized the organization of a national student council, complete with its own statement of purpose.

Certification of staff with respect to general training is a YMCA development, growing out of the need for education that led to establishing YMCA schools in the 19th century. In 1922, a plan for voluntary certification to be a YMCA secretary (today’s director) was drawn up.

YMCAs were also among the first to develop systems of certification for staff in teaching programs. In part, this can be traced to the publication by Association Press of manuals and materials for use by staff in teaching courses. In 1938, a national plan was developed for certifying aquatic directors and instructors. In 1959, certification was offered in skin and scuba diving.

The YMCA organized a Retirement Fund for employees in 1922, with about 1,000 Ys and 4,000 staff participating. The first official steps to organizing the fund were taken in 1913. Prior to that, churches and welfare organizations, if they made any provision for

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the future at all, had widows and orphans plans. The Y’s retirement plan was a first for any major welfare organization and probably the first for any such nonchurch association.

When the fund became operational in 1922, it began with an endowment of $4 million, including a $1 million conditional gift (in the form of a challenge grant) from John D. Rockefeller, Jr., who had been active in the student Y at Brown University. Around that time, the Gamble family, of Proctor & Gamble fame, gave the fund a large block of stock.

Successful investments allowed it to survive the stock market crash of 1929, and by 1934 the fund corpus had grown to $15 million. The initial retirement age was 60. The fact that YMCAs organized one of the earliest retirement funds should be seen in perspective. YMCA staff had worked in other ways to improve working conditions. YMCAs had been active in labor’s campaigns to shorten the work week since 1885.

The Nobel Peace Prize awarded for pioneering work in peacemaking was jointly awarded in 1946 to John R. Mott, a leader of the YMCA movement in America, and to Emily Greene Balch. Mott’s award was in recognition for the role the YMCA had played in increasing global understanding and for its humanitarian efforts. Mott himself was a product of the student YMCA movement and was a major influence on the Y’s missionary movement. In 1993, the Jerusalem International YMCA, the only Y owned by YMCA of the USA, was nominated for the Nobel Peace Prize for its work for promoting peace in the Middle East.

Residences at YMCAs play a vital part in both the movement and in American society. Staying in a YMCA room has been mentioned in song and literature, and the list of people who stayed at Y residences range from Dave Thomas, the founder of Wendy’s restaurants, to Charlie Rich, the country music star, and black revolutionary Malcolm Little, later known as Malcolm X.

Dormitories were seen as giving young men a place of refuge from the evils of the world. In 1898, Young Men’s Era, a Y publication, declared that dorms were more in keeping with the YMCA mission than other money-making devices. The first known Y dormitory was noted in 1867, when the Chicago YMCA had a 42-room dormitory in Farwell Hall. Intended for young men who could not afford "more ample accommodations, " it was, in the words of Dwight L. Moody, "to be a Christian home for the stranger young men coming to this city." Farwell Hall burned down shortly thereafter.

It was 20 years before the second dormitory was built at a YMCA, this time in Milwaukee in 1887. In the meantime, though, several YMCAs maintained emergency dormitories for the unemployed. The Harrisburg YMCA (Pa.) opened a Y dormitory in 1877 in a renovated hotel.

By 1910, 281 Ys had about 9,000 rooms available, and in 1916 the Chicago YMCA Hotel opened with 1,821 rooms. By 1922, Ys had approximately 55,000 rooms, and in 1940 there were about 100,000 rooms at YMCAs. No hotel chain had more rooms.

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And a Star to Steer by -- Organizations influenced by YMCAs

The influence of YMCAs on others extends far beyond individuals in their programs. Here are some organizations that drew on YMCA experience or assistance during their formative years.

The Camp Fire Girls (now Camp Fire Boys and Girls) was founded in 1910 through the joint efforts of Luther Gulick and his wife, Charlotte. Gulick was already well known for his work in the YMCA, his understanding of the whole person leading to his design of the YMCA’s inverted triangle, one side each for spirit, mind and body. Busy with his existing commitments, Gulick did not want to take on the task of forming another organization. He did, however, advise others on the organization of the Thetford Girls, the forerunner of the Camp Fire Girls. Mrs. Gulick by then had become interested in the Thetford Girls and was inspired to name their first camp, at Sebago Lake, Maine, Camp WoHeLo, from the first two letters of the words work, health and love. She saw them as forming an upright triangle, which she pictured superimposed over the Y’s symbol to make a star.

YMCA staff members played a key role in the development of the Boy Scouts of America. After Lord S.S. Baden-Powell and others started scouting in 1897 in Britain, it spread to America, and many YMCAs here had Boy Scout programs around the turn of the century. YMCA and scout leaders realized that scouting in the U.S. needed to be a separate movement, but that it would benefit from YMCA nurturing, too.

Soon it was decided by the Boy Scouts that they needed their own national organization, and in June 1910 a temporary national headquarters for the Boy Scouts was housed in a YMCA office in New York City. The first National Council office of the Boy Scouts of America was opened in New York City in 1911.

Ties to the YMCA continued for some time after 1910. That year, Lord Baden-Powell and others held the first training conference for scout leaders, the Scout Master’s Training School, at the Silver Bay association (N.Y.), which was well known for hosting retreats and meetings for the leaders of the YMCA movement (the YWCA and other organizations also used Silver Bay for similar purposes). These Scout Master’s Training Schools continued for some years.

In 1985, on the occasion of their 75th anniversary, a plaque first given in 1947 was rededicated at Silver Bay by the Boy Scouts of America, in honor of its role in founding of scouting in America.

The United Service Organizations, better known as the USO, was created in October 1940 as a joint effort by the YMCA, YWCA, National Catholic Community Service, National Jewish Welfare Board, Traveler’s Aid Association and the Salvation Army. These organizations, like the YMCA, had long histories of helping servicemen and noncombatants in the nation’s wars, but the scale of mobilization needed as America prepared for World War II was far beyond the scope of any one organization. The only

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way to deal effectively with the needs of the hundreds of thousands of young men being drafted was to combine and coordinate efforts. In January 1941, USO leaders met with President Roosevelt and various military leaders. In settling a dispute between which areas of the USO’s activities would be controlled by the military and which by the civilians, Roosevelt ordered that the private organizations would handle the recreation services and the government would put up the buildings and put the USO name on the outside.

The Peace Corps, founded in 1961 by order of President Kennedy, was patterned after the YMCA’s program of World Service Workers, which had started in the 1880s. The student Ys of that era included as members John R. Mott and Robert Wilder, who founded the Student Volunteer Movement in 1888. The volunteers pledged themselves to overseas missionary work after graduation from college. The YMCA was given the opportunity to organize the corps, but turned it down due to the burden of its other activities.

Association Press, first established in 1907 as the YMCA Press, was created as the publishing arm of the YMCA movement, producing technical works, Bible study courses, and other works suitable for building character and leadership skills, and was a pioneer in publishing books on sex education. It was also the leading publisher of evangelistic materials used by YMCAs, including the popular "everyday life series" of devotionals written by Harry Emerson Fosdick between 1910 and 1920. Association Press also printed the text first used by Dale Carnegie in teaching public speaking: Public Speaking, a Practical Course for Business Men. The name Association Press was given in 1911, and it was closed and sold in the late 1970s after many years of declining book sales.

Many people confuse the Association Press with the current YMCA Press in Paris, France, also known as the Paris Press. The Paris Press does in fact have a U.S. YMCA connection. It was started in Prague in 1920 by Julius Hecker, a World Service worker, who wanted to publish works in Russian for those fleeing the revolution and the civil war. Since many books didn’t fit in with Communist ideology, they couldn’t be printed under Communist rule. Hecker’s efforts helped the refugees sustain their culture and community in the face of great upheaval. One of the most important works put out by the Paris Press was the Russian edition of Alexandr Solzhenitsyn’s The Gulag Archipelago.

That They May All Be One -- YMCAs and Minorities

YMCAs have interpreted their Christian mission in a practical way, including in their programs and outreach missions to many groups excluded by others at the time. For example, long before the phrase "cultural diversity" was used, YMCAs were at work in the Great Plains with both the U.S. Cavalry and the Sioux Indians.

U.S. Indian Ys first started in 1879 with the founding of a YMCA by Thomas Wakeman, a Dakota Indian, in Flandreau, S.D. The Dakota Indian associations were formally received into the state organization in 1885. By 1886, there were 10 Indian associations with a total of 156 members. By 1898, there were about 40 Indian associations, including

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several student YMCAs. The student department’s interest in Indian work was fueled by James A. Garvie’s presentation to the convention of 1886: Garvie, a Sioux, had translated the model college constitution of a student Y into the Sioux language.

The first Y employee hired to do Indian work full time was Dr. Charles Eastman, a Sioux hired in 1895. Prior to that, however, the Kansas state association had engaged a native Indian missionary to work among his own people. In 1920, Indian efforts were overseen by the student department. By 1926, the number of Indian YMCAs was too small to include separately in the annual report. The General Convention of Sioux YMCAs in Dupree, S.D., and the Mission Valley YMCA Family Center in Ronan, Mont., are the last YMCAs on reservations.

U.S. YMCAs serving Asians were first established in San Francisco to serve the large Chinese population there in 1875, although the YMCA in Portland, Ore., had opened a mission school and engaged a Chinese man to distribute religious tracts five years earlier. The Chinese were subjected to violent racism at this time, as witnessed by the Chinese Exclusion Act of 1882. The secretaries of these Chinese Ys were natives of China who converted to Christianity. A Japanese YMCA was founded in San Francisco in 1917.

YMCAs in the African-American community have a long and varied history. The first YMCA for blacks was founded in 1853 by Anthony Bowen, a freed slave, in Washington, D.C. It was the first nonchurch black institution in America, predating Lincoln University in Oxford, Pa., by a year. In 1888, William Hunton became the first full-time black secretary in the YMCA movement, and in 1900 the first conference of black secretaries was held. In 1896, there were 60 active colored Ys, 41 of which were student Ys at colleges (the first black student YMCA was formed in 1869 at Howard University, Washington, D.C.). By 1924, there were 160 Negro Ys with 28,000 members.

Twenty-five black YMCAs were built in 23 cities (there were three in New York City) as a result of a challenge grant program announced by Julius Rosenwald in 1910. Rosenwald promised $25,000 towards the construction of YMCAs in black communities if the community raised $75,000 over a five-year period. Adjusting for inflation, Rosenwald’s grants would total about $10 million today. The effect of these "Rosenwald Ys" was keenly felt in the 1950s and ’60s: YMCAs, being integral parts of the black community, played important roles in the struggle for civil rights.

In 1932, the student YMCAs voted to not hold meetings in states with Jim Crow laws. Eugene E. Barnett, head of the national YMCA organization during the 1940s, was a strong advocate of integrating YMCAs and full civil rights for minorities.

While YMCAs provided proud firsts on racial matters in the 19th and early 20th centuries, they also provided some sad lasts later on. In the 1960s, some 300 YMCAs were still racially segregated, and a few left the movement rather than comply with the national organization’s directive to integrate.

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The YMCA also had a role in the creation of modern black historiography. Carter G. Woodson, Ph.D., a historian and the second African-American to receive a doctorate in history from Harvard University, stayed at the Wabash Area YMCA in Chicago when he visited the city during the 1910s. During that era, formal and informal segregation limited blacks to only certain areas of the city. As a result, the Wabash Area Y became a major institution in serving the black neighborhood known as Bronzeville.

It was there that Woodson and four friends met in 1915 to found the Association for the Study of Negro Life and History. The men felt that if whites learned more about blacks, race relations would improve. The association, and Woodson’s later scholarship, were important vehicles in establishing the study of African-American history as an accepted academic pursuit at all major colleges and universities. Woodson was also a practical man in addition to being a scholar: he knew that demonstrating the talents and accomplishments of blacks in America would help increase white regard for blacks. In 1926, he organized the first Negro History Week, held in Washington, D.C. In the 1960s, it grew into Black History Month and is celebrated throughout the country.

In the 1970s, Bronzeville ran down, the Wabash YMCA was closed and the building was nearly torn down. Now the neighborhood is improving and the building is on the National Register of Historic Places.

It would be misleading, though, to think of Ys in the black community only as centers of civil rights planning and wellsprings of academic study. In the late summer of 1951, a young African-American musician nicknamed "Blues Boy" recorded the song "Three O’Clock Blues" at the Abe Scharff YMCA in Memphis, Tenn. It became his first national hit, and for B.B. King, the rest is history.

The early history of women in the YMCA is not well documented, although it is believed that the first female member of a YMCA joined in Brooklyn, N.Y., in the late 1850s. This is based on a statement by one observer in 1869 that Brooklyn had had women as members for "half of its existence." The Brooklyn YMCA was founded in 1853. There were several female members, at least unofficially, by the 1860s. The Albany (N.Y.) convention of 1866 went so far as to refuse to seat several women delegates, holding that representation at the convention had to be based on male membership. Ellen Brown, who was not only the first female employee of a YMCA but also the first boys work secretary in the movement, was hired in 1886. By 1946, women accounted for 12 percent of the membership.

This is not to say that women were not active in YMCAs before the 1860s. Almost immediately after the founding of the YMCA in America, women taught classes, raised funds and functioned as a "ladies aid" society would in church. These committees of women were largely informal, and official Ladies Auxiliaries were not widely found until the 1880s. The earliest known auxiliary was started in Charleston, S.C., in 1858. There is record of "lady members" using YMCA gyms in 1881.

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Wherever the Soldier Goes -- YMCAs and the Military

George Stuart, founder of the Philadelphia YMCA and head of the Y’s efforts in the Civil War, said that there is "a good deal of religion in a warm shirt and a good beefsteak." YMCAs, to meet the needs of those in the armed forces, responded with care, imagination and skill. Here is an overview of the YMCA and the military.

YMCAs and the military have enjoyed a relationship that predates the Civil War. Ys have always sought out young men to assist, and the fact that men went into the military simply meant that the YMCA followed them there. Before the Civil War, there is record that the Portsmouth YMCA (Va.) supplied a library in 1856 to a Navy port and later held meetings aboard a training ship. In 1859, the Boston YMCA made similar efforts.

Ys first participated in American wars in May 1861 with the formation of the Army Committee by the New York association during the Civil War. Several YMCAs, notably the New York and Chicago associations, raised troops, including New York’s 176th, the "Ironsides Regiment." In Chicago, it was reported that the Chicago YMCA raised five companies of troops and "could have raised five more."

The New York association’s Army Committee and similar efforts by several other Ys were merged into the Christian Commission, responsible for directing Union YMCAs’ relief efforts. The Christian Commission oversaw approximately 4,850 volunteers, one of the most famous of whom was the poet Walt Whitman, who served as a nurse. Through the Christian Commission, YMCAs supported hospitals and supplied nurses and aides to tens of thousands of casualties and prisoners of war throughout the hostilities, on both sides of the conflict. YMCAs were also active in distributing tracts and Bibles throughout the Union and the Confederacy. The Chicago Y held devotional services for the soldiers and later helped maintain a home for men in transit, the sick and the wounded.

Not only did YMCAs help raise military units, but military units started YMCAs. Southern units were more active than Northern ones in this regard, and about 30 such Ys left records. The federal POW camp at Johnson’s Island, Ohio, organized a YMCA, the chief functions of which were looking after the prison hospital and holding weekly lecture meetings. In the winter of 1863-64, the YMCA of one Mississippi brigade organized a one-day-a-week fast among its members and sent the saved rations to the poor in Richmond.

The Civil War generally devastated YMCA membership in both the North and South. The work of the YMCA during the war, however, made it popular with the troops, and the movement recovered swiftly.

In the period between the Civil War and the Spanish-American War, YMCA work with the military consisted mainly of providing a regimental writing tent for the men during the summer and holding Bible studies. Annapolis had a functioning YMCA among the midshipmen by 1879, and West Point reported a cadet branch in 1885. Finally, a YMCA was given permanent quarters in Fort Monroe, Va., in 1889. Things moved onto a more

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official footing when the 1895 YMCA Convention authorized greater efforts. Little was done before the Spanish-American War to implement this directive.

The outbreak of war with Spain saw a repeat of YMCA efforts during the Civil War. Ys raised military units and followed the flag to the Philippines and Cuba, attending to the needs of servicemen, prisoners of war and noncombatants.

The experiences of the YMCA movement showed that helping servicemen would require full-time resources, and in September 1898 an Armed Services department was established. In 1902, Congress authorized the erection of permanent YMCA facilities on military bases, and in 1903, special training was available for secretaries heading Army and Navy Ys.

By 1914, there were 31 military YMCAs and 180 traveling libraries. Almost a quarter of a million men stayed in their dormitories. The YMCA had an extensive presence in the military during the period before World War I.

Almost 26,000 YMCA staff and volunteers performed YMCA work during the first World War, some of it years before America entered the war. American secretaries, under the sponsorship of the World Alliance in Geneva, were sent to Europe at the beginning of the war to care for prisoners held by both sides. While firm figures are not available, it is safe to say that YMCA efforts directly helped hundreds of thousands of POWs, and indirectly helped most of the four million POWs of that war.

With its more than 1,500 canteens and post exchanges, the YMCA fed and entertained more troops during World War I than did any other welfare organization, including the Knights of Columbus and the Salvation Army. It was common for Catholics and Jews to use Y buildings for religious services. In all, the YMCA performed more than 90 percent of the welfare work of the time, mostly in the form of running canteens and post exchanges. The canteens and post exchanges the YMCA ran in France were released from minimum price laws in effect in America, its "history and reputation" being sufficient guarantees against abuse.

The Y’s efforts during WWI even inspired music. One song about the Y was written by Irving Berlin, who was stationed at Fort Yaphank in 1918. Berlin wrote “I Can Always Find A Little Sunshine in the Y.M.C.A.,” which was performed in a revue he wrote titled "Yip, Yip, Yaphank." Another, “The Meaning of Y.M.C.A. (You Must Come Across),” written by Ed Rose and Abe Olman in 1918, had the lyric: "They’ve done their bit and more/To help us win the war....The Y is right there on the firing line."

World War II saw a continuation of YMCA services for the military and displaced persons. The scale of the YMCA’s efforts during WWII is seen not only in its USO work, but also in the number of prisoners of war assisted through YMCA efforts. It is believed that between 1939 and 1945, YMCAs worked with, or supplied the bulk of the financing for working with, some six million POWs in more than 36 countries.

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YMCAs also worked with the 10 internment camps set up in 1942 to hold the 110,000 Japanese-Americans held during the war. The bulk of the Y’s work consisted of clubs and camping for boys in the camps. In the words of David M. Tatsuno, an internee and former member of the Japanese Y in San Francisco: "The Y never forgot us." Tatsuno smuggled an eight millimeter movie camera into the Topaz, Utah, internment camp, where he took some extremely rare footage of daily life in the camp. Tatsuno’s film was recently given to the Library of Congress. It is one of only two amateur films in the Library’s collection. The other is Abraham Zapruder’s film of President Kennedy’s assassination.

"I’ll Meet You at the Y" -- Organizations Started at YMCAs

YMCAs have long been places where things happened. Here are some of the organizations and events that first took place at a YMCA.

Toastmasters International was invented in 1903 as an older youth public speaking program by Ralph C. Smedley, education director of the Bloomington YMCA (Ill.). Smedley realized that older boys visiting the Y needed training in communication skills. He arrived at the name "The Toastmasters Club" because meetings resembled a series of banquet toasts. At each YMCA Smedley transferred to, he would start a new club. Viewed as a personal idiosyncrasy of Smedley by other YMCA secretaries, the Toastmasters Clubs he started were by and large not successful until he began working at the Santa Ana YMCA (Calif.). After the first Toastmasters Club meeting there on October 22, 1924, the idea took hold and spread, and a federation of Toastmasters Clubs was soon created. The federation of clubs incorporated in 1932, and by 1941 Toastmasters needed Smedley’s full attention, so he resigned from the YMCA to devote himself to his creation.

The Negro National League, the first black baseball league to last a full season, was formed at a meeting at the Paseo YMCA in Kansas City, Mo., in 1920.

Gideons International was formed on July 1, 1899, at the YMCA in Janesville, Wis., by three men (Nicholson, Hill and Knights) who had come up with the idea a few months earlier. The Gideons were a group of "Christian commercial travelers" who were to evangelize as they went around the country on business. To that end, Gideons would leave Bibles in the rooms in which they had stayed. While their meeting was at the YMCA, they were not Y staff or volunteers or members. Nor were they taking part in a YMCA program.

Jazzercise®, a famous aerobic exercise program for women, was started in 1969 in Evanston, Ill. by a dancer, Judi Missett. Missett began teaching Jazzercise® in 1972 at the La Jolla YMCA (Calif.). Jacki Sorenson, who is frequently but erroneously associated with Jazzercise®, has no connection with the YMCA. She has popularized aerobic exercise, however, and YMCAs have benefited greatly from her efforts in the field.

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Father’s Day in its present form was created at a meeting on June 6, 1910, at the Spokane, Wash., YMCA when Louise Smart Dodd petitioned the Spokane Ministerial Alliance to recognize and support Father’s Day. They swiftly endorsed the idea and helped it spread, holding the first Father’s Day celebration on June 19, 1910. President Wilson officially recognized Father’s Day in 1916, President Coolidge recommended it in 1924, and in 1971 President Nixon and Congress issued proclamations and endorsements of Father’s Day as a national tradition.

The National Model Railroad Association was started in 1935 at the Y on 4th Street in Milwaukee, selected because the Model Railroad Club of Milwaukee had a layout there. By setting size and compatibility standards, the NMRA sparked the development of model railroading as a hobby of universal appeal. Before then, hobbyists could not trade or mix equipment and trains; all the manufacturers had their own designs and specifications. Today, model railroading has about a quarter-million enthusiasts in the U.S. alone, and the NMRA has approximately 24,000 members worldwide.

Some lists of YMCA firsts state that Warner Sallman painted “Head of Christ” in the reading room of the Central YMCA in Chicago in 1940. Unfortunately, there’s no evidence to support that claim. According to Valparaiso University’s Art Department, Sallman made a charcoal sketch of “Head of Christ” at his studio at 5412 North Spaulding, Chicago, in 1924 as cover art for a magazine called The Covenant. In 1940, he was asked to create a color version and created the oil painting that has been reproduced approximately 500 million times, making it one of the most popular works of art in history. The oil version was probably created at his studio.

The idea that Sallman originally painted “Head of Christ” in a YMCA probably got started as a result of Sallman’s "chalk talks." Sallman, a devout Christian, held some 500 chalk talks, many at YMCAs, where he would make a charcoal sketch of “Head of Christ” while giving a testimonial about Jesus. At the conclusion of his talk he would give the sketch to the Y or other organization sponsoring the session. Sallman did make additional oil paintings of Head of Christ, some of which may have been made in YMCAs during talks, or on commission.

One YMCA has confirmed that, in 1949, Sallman countersigned an oil copy of “Head of Christ” that is still at the YMCA. Another Y has one of the charcoal sketches Sallman made during a chalk talk at a Y-sponsored breakfast prayer meeting in the early 1950s. Sallman himself related that he had made the original 1924 charcoal sketch in his studio one night.

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FAMOUS PEOPLE AND THE YMCA

Updated January 2008

An abbreviated list of famous people who used the Y Millions of children have learned to swim at the Y. One was Janet Evans, who won three gold medals in the ’88 Olympics and was amateur athlete of the year for ’89. Mark Spitz learned to swim at the Sacramento YMCA in 1958. Greg Louganis was another who learned at the Y. John Naber, multi-gold winner. Another was Ronald Reagan, who learned lifesaving and played the drum in the band at the Dixon (III.) YMCA.

Millions of children have benefited from youth sports at the YMCA. Wilt Chamberlain was one. When he was 16, he was on the national YMCA champion men’s team. Frank Robinson was another. When bad weather forced him off the baseball diamond, he was in the Y playing basketball. George Bush played basketball at the Y as a young man (and later helped start the Y in Midland, Texas). Christian Laettner and Cliff Robinson, former NBA players, were on the same Y basketball team. Curly Neal of Harlem Globetrotter fame learned to play basketball at the YMCA.

Millions of kids have grown up at the YMCA. Ezzard Charles, former heavyweight boxing champion, was one. Aaron Spelling, TV producer, said the Y was his one escape from the streets, the chance to be part of something—the family of the Y. The Rev. Andrew Young, former UN ambassador and mayor of Atlanta Bob Newhart said it was a "very important part of my childhood." Art Linkletter, TV show host Phyllis Diller, pioneering comedienne Thurman Thomas, Hall of Fame NFL running back in the 1980s and ’90s Connie Hawkins, Hall of Fame NBA player

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Senator Bob Kerrey’s Y youth program leader said Kerrey was a "YMCA rat" growing up. Vic Mitchell, world-class bridge player, was taken to the Brooklyn YMCA by a policeman. Supreme Court Justice Stephen Breyer said that the San Francisco YMCA’s Youth and Government program was an important influence in his life. Darryl Stingley, former NFL player, was a self-described “product of the YMCA system.”

Millions have benefited from camp, school, working out and working at the YMCA. Clay Aiken, finalist on “American Idol” Tony Hawk, skateboarder Tony Granato, hockey coach Todd MacCulloch, former NBA player Harry Connick Jr., musician and actor Oswald Chambers, YMCA chaplain and “spiritual inspiration” to George W. Bush Carlos Pena, Major League Baseball player Richard Greenwood, violinist David Thompson, NBA player in the 1970s Cornelius Muller, basketball player/actor Dirk Been, "Survivor" participant Wally Hagin, African-American photographer Bill Clinton Roy Campanella, Major League Baseball Hall of Fame player in the 1940s and ’50s Jackie Robinson Tommy Lasorda, Major League Baseball Hall of Fame manager in the 1970s and ’80s Rocky Marciano, boxing heavyweight champion in the 1940s Peter Ueberroth, CEO of the Los Angeles Olympics and former commissioner of Major League Baseball Reggie Williams, former NFL player and football executive Jack Kemp, NFL player in 1950s and ’60s, former U.S. representative from New York and former presidential and vice presidential candidate Tom Foley, ex-Speaker of the House from Washington state Norman Thomas, Christian socialist

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Vachel Lindsay, popular poet Mike Royko, legendary Chicago Tribune columnist and author Garrison Keillor, author and humorist The Rev. Martin Luther King, Jr. Roger Mudd, award-winning TV journalist and broadcaster Herb Alpert, musician Richard Wilbur, former poet laureate of U.S. Michael Landon, author Derek Bok, former president of Harvard Thad Cochran, U.S. senator from Mississippi Neil Goldschmidt, former governor of Oregon Daniel Inouye, former U.S. senator from HawaiiBart Conner, Olympic gold medal winner in gymnastics Emery Moorehead, former NFL player with the Chicago Bears Amanda Jones, former Miss USA Jon Porter, U.S. representative from Nevada Charles Percy, former U.S. senator from Illinois Erwin Griswold, former Harvard Law dean and solicitor general Richard Celeste, former governor of Ohio Lennox Lewis, former heavyweight champion boxer Anthony Hopkins, actor who played one of his first parts in "Othello" at his local YMCA Tim Allen, actor and comedian

Staying at the Y

Andy Rooney, “60 Minutes” commentator Frederick Exley, award-winning author whose autobiographical novels include the Y Claude McKay, poet, leading contributor to Harlem Renaissance Malcolm X (when he was Malcolm Little) Jack Kerouac, author and poet Dave Thomas, founder of Wendy’s restaurants Bill Blass, fashion Designer Bob Crane, actor in “Hogan’s Heroes” Sidney Sheldon, author and screenwriter Vernon Alley, jazz musician

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Parents/children

John/Sean Lennon

Volunteers

Walt Whitman (during the Civil War) Ernie Banks, Hall of Fame Major League Baseball player in the 1950s, ’60s and ’70s Steve Owens, Heisman Trophy winner in 1969 Lorado Taft, sculptor

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3

Constitution of the National Council of Young Men’s Christian Associations of the United States of America

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4

GOALSTo develop self-confidence and self-respect and

an appreciation of their own worth as individuals.

To develop a faith for daily living based upon the

teachings of Jesus Christ, that they may thereby

be helped in achieving their highest potential as

children of God.

To grow as responsible members of their families

and citizens of their communities.

To appreciate that health of mind and body is

a sacred gift and that physical fitness and

mental well-being are conditions to be achieved

and maintained.

To recognize the worth of all persons and to work

for interracial and intergroup understanding.

To develop a sense of world-mindedness and to

work for worldwide understanding.

To develop their capacities for leadership and

use them responsibly in their own groups and in

community life.

To appreciate the beauty, diversity, and

interdependence of all forms of life and all

resources which God has provided in this world,

and to develop an ethical basis for guiding the

relationships of mankind with the rest of God’s

natural community.

We, the Young Men’s Christian Associations of

the United States of America, with the desire of

conserving all the values of our past and likewise

of unifying and strengthening our work to meet

the challenge of our time, hereby establish

the following goals for our members and their

constituents, and adopt this revised Constitution

of the National Council of Young Men’s Christian

Associations of the United States of America.

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5

(e) Provide activities of a national or international scope which cannot

be undertaken effectively by associations themselves. These activities

shall be available to the member associations on a voluntary basis.

(f) Create and maintain boards, committees, and professional staff;

define their respective fields; and provide such other means as may

be conducive to the effective fulfillment of objectives and programs.

(g) Devise ways and means of financing the work of the National

Council.

(h) Take appropriate action to perform the functions and carry out

the powers granted in this Constitution.

BYLAWS

Section 5. Bylaws of the National Council shall be adopted by the

National Board to govern its internal affairs, and this Constitution

shall be a part thereof. The bylaws shall be consistent with, but may

expand upon and supplement, this Constitution. In the event of any

conflict, however, this Constitution shall control.

DEFINITIONS

Section 6. As used in this Constitution,

(a) The terms “association” and “member association” mean a

corporate Young Men’s Christian Association (including the branches

thereof) which has been recognized for membership pursuant to

Section 2 of Article II;

(b) The term “rostered associations” means associations and

branches meeting the qualifications for membership and which are

designated in the roster of associations determined and maintained

by the National Board as provided in Article IV, Section 8(b);

(c) The term “volunteer” means a person other than a person listed on

the roster of employed officers referred to in Article IV, Section 8(b);

(d) The term “officer” with respect to the National Council and the

National Board means a person serving pursuant to Article IV,

Section 4; and

(e) The term “year” when used in conjunction with terms of office

shall mean the annual periods between annual, or biennial, meetings

of the appropriate body, as appropriate.

NAME

Section 1. The name of this organization is the “National Council of

Young Men’s Christian Associations of the United States of America”

(referred to herein as the “National Council”). It shall also be known

as the “YMCA of the USA” and by such other names, marks and/or

symbols as may from time to time be adopted by the National Board

(as hereinafter defined).

PURPOSE

Section 2. The Statement of Purpose of Young Men’s Christian

Associations of the United States of America is:

The Young Men’s Christian Association we regard as being in its

essential genius a worldwide fellowship united by a common loyalty

to Jesus Christ for the purpose of developing Christian personality

and building a Christian society.

BASIC OBJECTIVE

Section 3. The basic objective of the National Council is to serve as

a means through which Young Men’s Christian Associations (referred

to herein as “associations,” which term is further defined in Article

I, Section 6) can achieve their purposes and goals as a national

movement, and to make available services which will enrich and

strengthen associations in carrying on their work.

FUNCTIONS

Section 4. The functions of the National Council are to:

(a) Make available counsel and services to the associations to enable

them to meet the needs of their communities more effectively and to

fulfill the purposes of the YMCA movement (the “movement”).

(b) Provide leadership for the movement and formulate national

standards, goals of work, and policies for assistance to associations.

These standards, goals, and policies are to be provided for the

guidance of the associations and it is not mandatory that the

associations follow them.

(c) Maintain friendly relationships with other YMCA movements

and, in affiliation with them in the World Alliance, cooperate in the

initiation and development of YMCA work in other lands and in the

conduct of programs undertaken by the World Alliance.

(d) Represent the movement in dealing with other national and

international organizations, including governments.

ARTICLE 1Purpose, Basic Objective, and Functions of the National Council

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THE Y | VOICE AND MESSAGING GUIDELINES2

BRAND OVERVIEW

THE ESSENCE OF THE Y

Our brand is our essence – what we are

about, the benefit we provide and why our

stakeholders should engage with us.

To use and manage it effectively, we must

present ourselves as a unified cause with

shared values and a common voice.

OUR BRAND PROMISE

The brand promise is our cause. It explains

who we are, what we stand for and why

anyone should care. The brand promise

is not a tagline and is not intended for

marketing collateral. It serves as our

inspiration for building a strong, cohesive,

integrated brand and communications

program.

Our brand promise

The Y is a powerful association of men,

women and children of all ages and from all

walks of life joined together by a shared

passion: to strengthen the foundations of

community.

With a commitment to nurturing the potential

of kids, promoting healthy living, and

fostering a sense of social responsibility, the

Y ensures that every individual has access to

the essentials needed to learn, grow and

thrive. Anchored in more than 10,000

neighborhoods around the country, the YMCA

has the long-standing relationships and

physical presence not just to promise, but to

deliver, lasting personal and social change.

Though the world may be unpredictable, one

thing remains certain – the Y is, and always

will be, dedicated to building healthy,

confident, connected and secure children,

adults, families and communities.

OUR VALUES

Our core values unite us as a movement with

a common cause. They are the shared beliefs

and essential principles that guide our

behavior, interactions with each other and

decision-making.

The four values of the Y:

Caring: Show a sincere concern for others

Honesty: Be truthful in what you say

and do

Respect: Follow the golden rule

Responsibility: Be accountable for your

promises and actions

OUR VOICE

We use the word “voice” to describe the way

our brand looks and sounds.

The following terms describe the tone of all

our communications:

Determined

Nurturing

Genuine

Hopeful

Welcoming

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Documents

Board Orientation Manual - YMCA of Snohomish …ymca-snoco.org/wp-content/uploads/2018/02/Board...YMCA OF SNOHOMISH COUNTY Association Office 2720 Rockefeller Avenue, Everett WA 98201