YMCA of GREATER RICHMOND | CEO Packet 2023

YMCA of GREATER RICHMOND

Job Title: President & Chief Executive Officer

Job Code: EX1011

OVERVIEW

Grade: 3512

Focus Area: Social Responsibility

Our mission: To put Christian principles into practice through programs that build healthy spirit, mind, and body for all.

Our cause: At the Y, strengthening community is our cause. Every day, the Y works side-byside with our neighbors to make sure everyone, regardless of age, income or background, has the opportunity to learn, grow, and thrive.

Our position: The Y is a leading nonprofit organization that is committed to strengthening communities through youth development, healthy living, and social responsibility.

Who we are: The Y is committed to access, inclusion and engagement for all. At the Y we recognize, appreciate and value all dimensions of diversity and the ways that our communities are unique. We seek to engage and connect diverse populations in a welcoming environment focused on building bridges towards empathy and equity. Our employees exemplify and adhere to our four Brand Behaviors of Honesty, Caring, Respect and Responsibility

LEADERSHIP COMPETENCIES: Values, Community, Volunteerism, Philanthropy, Inclusion, Relationships, Influence, Communication, and Decision Making.

GENERAL DESCRIPTION: To provided full leadership, vision and direction to the YMCA of Greater Richmond Overall responsibility for all functions and operations within the YMCA of Greater Richmond. Serve as a member of the Executive Leadership Team (ELT), providing strategic leadership to advance the YMCA’s mission. Oversee development of an actively engaged philanthropic volunteer board of directors, positioning the YMCA as a “charity of choice” for the investment of donations within the local community, and creating relationships and collaborations with community stakeholders.

KNOWLEDGE & SKILLS:

YMCA Organizational Leader with a minimum of ten years of Y professional experience with at least five of those years in executive/management role with full facility responsibility. Bachelor’s Degree required.

PRINCIPAL RESPONSIBILITIES:

1. Interpret, communicate, and promote Y mission, goals, and objectives to staff, employees, volunteer leaders, members, and the community.

2. Promote, foster and support the Y’s commitment to access, inclusion and engagement for all by engaging diverse populations in a welcoming environment.

3. Ensure an excellent customer and volunteer experience that embodies the Y core values and commitment to the cause of strengthening communities.

4. Lead initiatives related to membership retention and Annual Giving goals.

5. Demonstrate a commitment to the ideals of the Y movement.

6. Recommend appropriate policies and actions for the Board’s consideration.

7. Keep the Board Chair and the Board Members informed in a timely and accurate manner regarding programs, financial, and management issues.

8. Direct the processes of planning and financial development.

9. Responsible for all campaigns and fundraising efforts for the association.

YMCA OF GREATER RICHMOND JOB DESCRIPTION

10.Make recommendations on building projects.

11.Manage the affairs of the Y in accordance with the policies and directions established by the Board of Directors and Y-USA.

12.Maintain updated knowledge of available resources within the community and the YMCA nationally.

13.Maintain a high community profile and involvement. Serve on various boards and attend numerous community functions.

14.Cultivate and develop board members and other volunteers.

15.Oversee all development and fundraising efforts.

16.Responsible for the supervision of Executive level staff.

17.Maintain appropriate relationships with YMCA of the USA.

18.Provide the necessary administrative support for the Board to carry on its work.

END RESULT:

• The YMCA of Greater Richmond aligns strategically for effective operational and business decisions and is viewed, by the community, Board, and stakeholders, as an organization well positioned to advance the mission and cause within the Richmond communities.

• The CEO/President embodies excellent team work with the Executive Leadership Team, Board, and all staff in furthering the goals and objectives of the YMCA of Greater Richmond.

PHYSICAL REQUIREMENTS:

Ability to sit and/or stand for long periods of time, use a computer, telephone and related business equipment as necessary for this position. Must be able to communicate effectively with others. Requires the ability to travel to and between branch locations, and community locations and may be exposed to weather conditions prevalent at the time. Noise level is moderate. May be required to lift to 25lbs.

Employee Name: ___________

Employee Signature: __________________________ Date: ___________

This job description is a summary of this position and other responsibilities may be assigned as needed. The YMCA of Greater Richmond reserves the right to review and modify this position as needed.

January 2021

This brochure summarizes the benefit plans that are available to YMCA of Greater Richmond eligible employees and their dependents. Official plan documents, policies and certificates of insurance contain the details, conditions, maximum benefit levels and restrictions on benefits. These documents govern your benefits program. If there is any conflict, the official documents prevail. These documents are available upon request through the Human Resources Department. Information provided in this brochure is not a guarantee of benefits.

A Message to Our Employees

The Benefits Open Enrollment Period Is Here!

The YMCA of Greater Richmond’s renewal was excellent! The Anthem Health renewal was up 15% overall which means your health rates will be slightly increase for 2023. Anthem Dental and Vision rates will remain the same.

Good news! Anyone on our health insurance in 2022 received a letter from Anthem stating we would receive a refund for overpayment on administrative fees in 2022. The ACA (Affordable Care Act) establishes limits on administrative fees health carriers may charge a group. Because there was an overpayment, we received a refund. The refund we received will be applied to your portion of the health insurance premium on the 10/21/2022 check. You will see a reduction on your employee deductions for health insurance taken from your 10/21/2022 paycheck.

2023 Benefit Plan Highlights

Anthem Dental will not change for 2023. We will continue the self-funding dental benefit

Medical – For 2023, we will continue to offer the four Anthem HealthKeepers plans we have enjoyed over the past years. You will see this in detail under the Medical Benefits Overview. Walgreen’s is not a part of the Anthem pharmacy network.

Your other benefits: dental, vision, life, Legal Resources, Identity Theft, pet insurance will remain the same.

Benefits for You & Your Family

YMCA of Greater Richmond is pleased to announce our 2023 benefits program, which is designed to help you stay healthy, feel secure, and maintain a work/life balance. Offering a competitive benefits package is just one way we strive to provide our employees with a rewarding workplace. Please read the information provided in this guide carefully. For full details about our plans, please refer to the summary plan descriptions. Listed below are the YMCA of Greater Richmond benefits available during open enrollment:

 Medical

 Health Savings Account

 Dental

 Vision

 Life Insurance/ Long Term Disability

 Short Term Disability

 Voluntary Life

 Flexible Spending Accounts

Who is Eligible?

 Retirement



Legal Resource/Identity Theft

 Dependent Care Assistance Program

 Pet Insurance

 VA 529

 Employee Assistance Program (EAP)

Full-Time employees working at least 40 hours (at least 30 hours for health coverage) and their eligible dependents may participate in the YMCA of Greater Richmond benefits program.

Generally, for the YMCA of Greater Richmond benefits program, dependents are defined as:

 Your spouse

 Dependent “child” up to age 26 (Child means the employee’s natural child or adopted child and any other child as defined in the certificate of coverage)

When and How Do I Enroll?

Open enrollment will be conducted November 14 to December 5, 2022.

All eligible employees are required to complete the enrollment process, even if you do not wish to make any changes to your benefits. We will continue to use Benefit Connector’s link: https://ymcarichmond.benefitconnector.com .

When is My Coverage Effective?

The effective date for your benefits is January 1, 2023.

Changing Coverage During the Year

You can change your coverage during the year when you experience a qualified change in status, such as marriage, divorce, birth, adoption, placement for adoption, or loss of coverage. The change must be reported to the Human Resources Department within 30 days of the event. The change must be consistent with the event.

For example, if your dependent child no longer meets eligibility requirements, you can drop coverage only for that dependent.

Medical Insurance

YMCA of Greater Richmond will continue to offer medical coverage. The chart on the following page is a brief outline of the plan. Please refer to the summary plan description which can be found on Share Point.

Employee Contributions (Bi Weekly 26 per yr)

HK Elements Choice (4500/40%)

Employee Contributions (Bi Weekly 26 per yr)

HSA 3000

Employee Contributions (Bi Weekly 26 per yr)

Health Savings Account

A Health Savings Account (HSA) provides a tax-advantaged way to save for future medical expenses. The HSA is a component of a High Deductible Health Plan (HDHP).

An HSA is your account and you can build on it over the years. It’s portable. If you leave, your HSA account still belongs to you.

There is no “use it or lose it” rule as with an FSA.

Who Is Eligible to Enroll?

• You must be enrolled in a qualifying HDHP to be eligible to contribute to an HSA.

• You cannot be enrolled in Medicare (generally those over 65) and contribute funds to the account. However, HSA funds can be used when enrolled in Medicare for qualifying expenses not covered by Medicare. (Note – You may not contribute to an HSA once you are enrolled in Medicare.)

• You cannot be covered by another health insurance program.

• You cannot be eligible to be claimed as a dependent on another’s tax return (does not apply to joint filing).

• You cannot be enrolled in a medical Flexible Spending Account (you or spouse) and put funds in an HSA. However, you can be enrolled in the HDHP without the HSA.

If you or your spouse is currently enrolled in an FSA today, you must exhaust all money in your FSA account by the end of the plan year (December 31) to be eligible to open an HSA on January 1

If your spouse is enrolled in an FSA plan, you cannot cover your spouse under YMCA’s plan and open an HSA account until the end of their plan year. For example, if their plan does not end until December 31, you are not able to open the HSA until then.

CONTRIBUTIONS

HSAs function much like an IRA, where employees can invest money, reduce taxable income for the amount invested and use the funds without penalty for eligible medical expenses (similar to the FSA eligible list).

You may contribute up to the Federal limit ($3,850 individual or $7,750 family in 2023). If you are age 55 or older, you can make an additional $1,000 contribution. Contributions can be made on a pre-tax basis or can be deducted on your tax return at filing time.

The YMCA will contribute a matching contribution up to $250 for 2023.

You may start or stop your contributions throughout the year.

The maximum contribution is allowable for partial year participation in a qualified HDHP as long as you remain in the plan the following full year.

PLAN ADMINISTRATOR

Our administrator is WealthCare and you can access your account online at www.wealthcare.com.

You can invest the contributions in a choice of funds. Please contact WealthCare for additional information.

For assistance, contact customer service at 1-866-287-2520 or the number on the back of your card.

ELIGIBLE EXPENSES

Expenses that are eligible for reimbursement from an HSA are similar to those that are allowed under an FSA. You can refer to IRS Publication 502, Medical and Dental Expenses to identify eligible expenses. This publication can be found at www.irs.gov/pub/irs-pdf/p502.pdf

PAYING CLAIMS AND REIMBURSEMENTS FROM ACCOUNT

Show your Anthem ID card when you receive care. The provider will submit a claim to Anthem for the application of discounts and credit to your deductible. Most providers will not require a payment from you at time of service. They will bill you for the balance due after the insurance discount has been applied.

You pay the bill one of the following ways:

• HSA debit card

• Direct from HSA (check)

• From regular funds, then reimburse yourself from HSA

• From regular funds, don’t reimburse yourself, but save the HSA funds for a rainy day

If you withdraw funds in an account after age 65 and use the fund for anything other than eligible medical expenses, you will be subject to a tax but a penalty does not apply.

Flexible Spending Accounts

The Flexible Spending Account (FSA) plan with P&A Group allows you to set aside pretax dollars to cover qualified expenses you would normally pay out of your pocket with post-tax dollars. The plan is comprised of a health care spending account and a dependent care account. You pay no federal or state income taxes on the money you place in an FSA.

How an FSA works:

 Choose a specific amount of money to contribute each pay period, pre-tax, to one or both accounts during the year.

 The amount is automatically deducted from your pay at the same level each pay period.

 As you incur eligible expenses, you may use your flexible spending debit card to pay at the point of service OR submit the appropriate paperwork to be reimbursed by the plan.

Important rules to keep in mind:

 The IRS allows you to carry over up to $610, however you should plan your FSA contribution carefully.

 Once you enroll in the FSA, you cannot change your contribution amount during the year unless you experience a qualifying life event.

 You cannot transfer funds from one FSA to another.

Re-enrollment is required each year.

Please note: If you are enrolled in a HSA health plan, you can have a Limited Flex Spending which covers eligible dental and vision expenses.

Dental Insurance

YMCA of Greater Richmond will continue to offer a dental program. The chart below is a brief outline of the plan. Please refer to the summary plan description for complete plan details.

Vision Insurance

YMCA of Greater Richmond provides Vision Insurance.

Coverage

Copay

Routine Exams (Annual) $10 copay

Vision Materials

Materials Copay $0 copay

Lenses

Contacts

Covered in lieu of frames.

Medically necessary contacts may be covered at a higher benefit level

Benefit varies by type of lens. Covered every 12 months

Elective contacts covered $130 allowance every 12 months

Frames Covered at $130 allowance then 20% off any remaining balance every 24 months

Employee Contributions (Bi Weekly 26 per yr)

Life and Accidental Death & Dismemberment Insurance

YMCA of Greater Richmond provides Basic Life and AD&D benefits to eligible employees at no cost to you. The Life insurance benefit will be paid to your designated beneficiary in the event of death while covered under the plan. The AD&D benefit will be paid in the event of a loss of life or limb by accident while covered under the plan. Anthem Life Group Term Life and AD&D

You Benefit 1 times yearly earnings

Benefit Maximum $250,000

Guaranteed Issue 1 times yearly earning or $250,000, whichever is less

The above benefits will begin to decrease at age 65 to 30% of the original amount and at age 70 to 50% of the original amount.

Voluntary Life Offerings

In addition, you have the option to purchase additional voluntary life insurance for yourself and your family. Your election, however, could be subject to medical questions and evidence of insurability. You can increase your voluntary life insurance each open enrollment by $30,000.

Voluntary Life Insurance

You may purchase additional Life insurance with Anthem Life if you want more coverage. Your contributions will depend on your age and the amount of coverage you elect.

Long-Term Disability Insurance

YMCA of Greater Richmond offers long-term income protection through Anthem Life at no cost to you. This benefit will assist in the event you become unable to work due to a non-work-related illness or injury. This benefit covers 60% of your monthly base salary up to $10,000. Benefit payments begin after 90 days of disability. If you become disabled before you reach age 60, the maximum benefit duration will be until the normal social security normal retirement age. Please see the summary plan description for complete plan details.

Voluntary Disability Offerings

Short-Term Disability Insurance

YMCA of Greater Richmond offers a short-term disability option through Anthem Life This benefit covers 60% of your weekly base salary up to $500 per week. The benefit begins after 14 days of injury or illness and lasts up to 12 weeks.

Please see the summary plan description for complete plan details.

Employee Assistance Program

Dependent Care Benefits

All free dependent care benefits provided by the YMCA are considered a taxable fringe benefit unless all or part of the value of that benefit can be sheltered using a Dependent Care Assistance Program. This account is part of our Section 125 Cafeteria Plan.

We will now have two parts to our Dependent Care Assistance Program:

1. Contributory – An employee may contribute to a 125 pre-tax, Flexible Spending Account out of their paycheck. This is optional and employees will need to re-enroll in this portion of the plan each year.

2. Noncontributory – This is available to YMCA employees who have children in licensed YMCA day care or camp programs. Dependent Care election form needs to be completed during open enrollment each year. Employees must qualify to have their amounts added to a Dependent Care Assistance Program (see requirements below).

Both the contributory and noncontributory portions will be added together to calculate your Dependent Care Assistance amount at year end. There are Federal regulations related to the Dependent Care Assistance Program that apply in order for you to participate.

1. The child must be a dependent. There is an exception on the dependency requirement for parents who are divorced and share the exemption each year.

2. The child can not be older than 12 years of age. There are YMCA programs that benefit children over the age of 12; however, the value of these programs received is taxable as an employee fringe benefit. This does not apply to a child who is physically or mentally incapable of self-care.

3. Both parents must be working, seeking work, or attending school full-time during the time the child is in daycare. If one or both parents stay home, you may not participate in the Dependent Care Assistance Program.

4. The maximum amount a parent can pre-tax in a Dependent Care Assistance Program per calendar year is limited to the lesser of (a) $5,000 if you file your taxes as single or married filing jointly, (b) $2,500 if you file your taxes as married filing separate, or (c) the earned income of the employee or employee’s spouse (whichever is less). Therefore, if the contributory and noncontributory portions of your daycare exceed those amounts, the remaining amount will be added to your income and taxed as an employee fringe benefit. A 20% discount will apply to any taxable amounts.

If you participate in a Dependent Care Assistance Program at your spouse’s place of work, you will be responsible for making sure you do not exceed the required maximum amount in any calendar year between the two programs.

The YMCA does not advise on any personal income tax requirements or issues. This benefit summary is provided as general information only. We encourage you to seek professional tax advice for personal income tax questions and assistance.

Voluntary Benefits

Legal Resources

YMCA of Greater Richmond offers voluntary Legal Resources to our employees. Legal Resources the following services:

• General advise and Consultations

o Unlimited in-person or telephone advise for fully covered services

• Family Law

o uncontested domestic adoption

o uncontested divorce

o uncontested name change

• Criminal Matters

o Defense of misdemeanor

o Misdemeanor defense or juveniles

• Wills and Estate Planning

• Traffic Violations

• Civil Actions

• Preparation and Review of Routine Legal documents

• Real Estate

o Purchase, sale or refinance of primary residence

o Tenant – Landlord matters

• Consumer Relations and Credit Protection

The cost is $19.00 per month.

Identity Theft

Identity Theft is available through Legal Resources and provides protection to your personal information. Under this plan, we offer three benefit options which include Monitor and Alerts, Control, and Resolve:

• Basic – Essential Protection (monitoring, alerts, online tools, restoration specialist and theft insurance)

• Gold – Trusted Value (the Basic plus 1 bureau credit report, monthly credit reports and score tracker)

• Platinum – Comprehensive Coverage (The Basic plus 3 bureau credit reports, monthly credit reports and score tracking)

The rates below are per paycheck:

Pet Insurance

YMCA of Greater Richmond offers voluntary pet insurance administered by Nationwide to our employees.

✓ 90% back on eligible vet bills

✓ Exclusive to employees, not available to the general public

✓ Same price for pets of all ages

✓ Best Deal – average savings of 30% over similar plans from other pet insurers

✓ Wellness plan option that includes spay/neuter, vaccinations and more

Get a free quote, no obligation at PetsNationwide.com

Easy Enrollment – Select the species (dog or cat), provide your zipcode, and pick your plan.

(To enroll your bird, rabbit, reptile or other exotic pet, please call 888899-4874)

FreeWill and YMCA of Greater Richmond

YMCA of Greater Richmond has a partnership with FreeWill which offers the following services:

✓ Free online estate planning tools to write a legal will Go to FreeWill.com/YMCARichmond to write your free will in less than 25 minutes.

If you have any questions, please contact Elaina Brennan at brennane@ymcarichmond.org

Contacts

Have Questions? Need Help?

YMCA of Greater Richmond is excited to offer access to the USI Benefit Resource Center (BRC), which is designed to provide you with a responsive, consistent, hands-on approach to benefit inquiries. Benefit Specialists are available to research and solve elevated claims, unresolved eligibility problems, and any other benefit issues with which you might need assistance. The Benefit Specialists are experienced professionals and their primary responsibility is to assist you.

The Specialists in the Benefit Resource Center are available Monday through Friday 8:00am to 5:00pm EST at 855-8746699 or via e-mail at BRCEast@usi.com. If you need assistance outside of regular business hours, please leave a message and one of the Benefit Specialists will promptly return your call or e-mail message by the end of the following business day.

Additional information regarding benefit plans can be found on Share Point – Human Resources – Benefits. Please contact Lori Walker in Human Resources to complete any changes to your benefits that are not related to your initial or annual enrollment. (804-474-4353)

Carrier Customer Service

Dependent Care Benefits

All free dependent care benefits provided by the YMCA are considered taxable unless all or part of the value of that benefit can be sheltered using a Dependent Care Assistance Program. This new account is part of our Section 125 Cafeteria Plan.

We will now have two parts to our Dependent Care Assistance Program:

1 Contributory – An employee may contribute to a 125 pre-tax, Flexible Spending Account out of their paycheck. This is optional and employees will need to re-enroll in this portion of the plan each year. Some employees have already enrolled in this account for this year; others may wish to do so.

2 Noncontributory – This is not paid for by the employees and is only available to YMCA employees who have children in YMCA day care or camp programs. A YMCA Dependent Care Qualification Form will need to be completed during future open enrollment each year, but for the 2005 year, we are providing a participation form for you to fill out now. Unfortunately, not all employees will qualify to have their amounts added to a Dependent Care Assistance Program (see requirements below).

Both the contributory and noncontributory portions will be added together to calculate your Dependent Care Assistance amount at year end. There are certain Federal rules and regulations related to the Dependent Care Assistance Program that will apply in order for you to participate

1. The child must be a dependent. There is an exception on the dependency requirement for parents who are divorced and share the exemption each year

2 The child can not be older than 12 years of age There are YMCA programs that benefit children over the age of 12; however, the value of any free daycare received for that child must be taxed This does not apply to a child who is physically or mentally incapable of self-care.

3. Both parents must be working, seeking work, or attending school full-time during the time the child is in the daycare. If one or both parents stay home, you will not be able to participate in the Dependent Care Assistance Program If this is only applicable to a portion of the time your child is in daycare, we will need to prorate the benefit between taxable and non-taxable.

4 The maximum amount a parent can pre-tax in a Dependent Care Assistance Program per calendar year is limited to the lesser of (a) $5,000 if you file your taxes as single or married filing jointly, (b) $2,500 if you file your taxes as married filing separate, or (c) the earned income of the employee or employee’s spouse (whichever is less). Therefore, if the contributory and noncontributory portions of your daycare exceed those amounts, the remaining amount will be added to your income and taxed. A 20% discount will apply to any taxable amounts. If you participate in a Dependent Care Assistance Program at your spouse’s place of work, you will be responsible for making sure you do not exceed the required maximum amount in any calendar year between the two programs.

FOR EMPLOYEES WHO USE YMCA DAYCARE/CAMP

Calculation of Dependent Care Assistance Program (DCAP) Participation

Description

Projected Total Free YMCA Daycare/Camp Costs for Year. $

Amounts

Comments

Be sure to include any increases for summer camp and deduct any allowed deductions for vacation, etc

$5,000 (single or married filing jointly), $2,500 (married filing separately). You must also meet all the criteria for participation outlined below. Difference $

Subtract: Maximum Allowed Participation in DCAP $

If this amount is negative or zero, stop here All of your daycare expenses will be considered part of the DCAP and not taxed. If this is a positive number, go to the next calculation

This is the taxable amount that will be added to gross wages Your actual tax amount will depend on you individual tax situation.

Criteria for Participation in a DCAP

1 The child must be your dependent Divorced parents who share the exemption qualify.

2. The child must be 12 years old or younger.

3. All parents must be working, seeking work, or attending school during the time the child is in the daycare or with a provider.

Programs that are Discounted currently for FT Staff

All are Taxable Benefits, whether you qualify for a benefit or not.

Considered deminimus and do NOT qualify as taxable benefit

School Aged Child Care (100%) Nursery

All Full-Day Day Camps (100%) Sports Camps (half days)

Full Day preschool (50%)

½ Day Preschool

Youth Sports

Gymnastics

If you qualify for the DCAP, you will include the total amount of the discount the Y gives you, for the programs on the left. You do not pay taxes on them, up to the limit.

If you do not qualify for the DCAP, the YMCA must report the total amount of the discount the Y gives you for the programs on the left. This amount will be included in your wages as “taxable income” and you will pay taxes on them.

No staff has to pay taxes on the amount of the discount the Y gives you for the programs on the right.

Summary of Benefits

Employee Name: Start Date: Branch:

Benefits Start Date:

Health

Tobacco Surcharge

HSA – Health Savings Account

Dental Vision

FSA – Medical

FSA – Dependent Care

Voluntary Life

Spouse Life

Dependent Life

Short-Term Disability

Legal Resources

Identity Theft

Retirement

403B(B) Smart Account

Processed:

Date entered: by:

Y – 12% after vesting

January 2021

January1,2021

INTRODUCTION

Welcome to the YMCA of Greater Richmond! The YMCA is excited to have you as part of the team. The YMCA of Greater Richmond is committed to the core values of caring, honesty, respect and responsibility. With that in mind, the YMCA strives to maintain the highest ethical standards in the conduct of our affairs. Our goal is to consistently attract, develop, motivate, and retain the best employees possible so that each person can achieve the objectives and enhance the values of the YMCA. The YMCA is an Equal Opportunity Employer. All employment decisions are made on a non-discriminatory basis in compliance with applicable local, state, and federal laws. The policies stated here are not intended to be, nor should they be construed to be, a contract between the YMCA and any employee. The policy may be changed, modified, or altered in whole or in part without prior notice to any employee in order to move forward the mission of the YMCA of Greater Richmond.

PURPOSE

These policies are established for the purpose of defining human resources policies and procedures. The Human Resources Policy of the YMCA of Greater Richmond applies to all employees, exempt, non-exempt, part-time and seasonal. Any changes or additions to this policy shall become a part of the terms and conditions of employment for each employee. Revised editions shall supersede all previous versions, and will be available on the Human Resources SharePoint page.

ADMINISTRATIONOFPOLICY

The Board of Directors of the YMCA employs the CEO to whom it delegates responsibility for the administration of human resources matters. The direct administration of this policy and supervision of staff are the responsibility of the CEO. However, responsibility and authority may be delegated to others.

EMPLOYMENTPOLICIES

The YMCA of Greater Richmond seeks to hire employees who meet high standards of character, education, and occupational qualifications. All employment shall be in compliance with the Fair Labor Standards Act, Equal Employment statutes, and other federal and state laws and regulations.

The YMCA of Greater Richmond is committed to delivering high quality programs and services to our community; therefore, our hiring philosophy is to strategically place employees where their skill sets best align with the functions of the position and the makeup of current staff. To accomplish this, hiring may be done by executive appointment, reorganization, or open position process. All hiring, regardless of type, must be approved by executive leadership prior to placement.

Both the employee and the YMCA may terminate employment on an at-will basis, with or without cause, with or without notice except as prohibited by applicable law.

Official Employer

All employees are employees of the YMCA of Greater Richmond and are subject to the policies established by the Board of Directors and approved designees.

Qualifications

Employees of the YMCA should be in alignment with the purposes and goals of the Association and should serve the mission in an ethical and professional manner at all times. Employees should also possess the aptitude, skills, and capabilities required in their field of work. The YMCA of Greater Richmond will make reasonable accommodations to the needs of qualified applicants and employees who have a known disability, so long as it does not create an undue hardship on the Association.

Because the YMCA of Greater Richmond serves the needs of the community and the individuals and families within it, the YMCA requires that all employees possess a cooperative spirit and hold goodwill toward their associates, the individuals they serve, and the public. The YMCA strives to hire employees who exhibit the desire and capacity to learn, to grow, and continuously improve. Additionally, the YMCA ascribes to Brand Behaviors associated with core values of Honesty, Caring, Respect and Responsibility, and expects that staff will demonstrate these behaviors.

Equal Employment Opportunity

The YMCA’s open to all policy applies to recruiting and employment, and complies with all federal employment regulations. The YMCA’s Equal Employment Opportunity program is committed to accomplishing the following objectives:

 Ensure that recruiting, hiring, and training for all job classifications is done without regard to any classification protected by applicable law.

 Ensure that employment decisions further the principle of Equal Employment Opportunity.

 Ensure that promotion decisions further the principle of Equal Employment Opportunity and that non-discriminatory criteria for promotions are used.

 Ensure that other human resources policies and procedures governing compensation, benefits, transfers, training and development are administered without regard to any classification protected by applicable law.

All employees are expected to conduct themselves in a manner consistent with the YMCA’s core values and their obligation to maintain a work environment free from discrimination, including discrimination on the basis of race, color, religion, sex, sexual orientation, gender identity, age, marital status, national origin, disability, genetic information, or any other characteristic protected by the law. The YMCA of Greater Richmond will also make all decisions of employment with consideration to appropriate principles of the Equal Employment Opportunity and Affirmative Action.

EthicsPoint

The mission of the YMCA of Greater Richmond is to put Christian principles into practice through programs that build healthy spirit, mind and body for all. The ability of the YMCA to carry out its mission is aided by policies which clarify the ethical and legal obligations and responsibilities of its staff and volunteers. Like all organizations, the YMCA is faced with risks from wrongdoing, misconduct, dishonesty fraud, discrimination and harassment. As with all exposures potentially affecting the YMCA, we must manage these risks in a professional and effective manner.

To facilitate reporting of suspected violations of misconduct, the YMCA of Greater Richmond has established a hotline for employees which may be accessed as follows:

Telephone: 1-888-340-2420

Internet: www.ethicspoint.com

The hotline is managed and staffed by a third-party provider which is not associated with the YMCA of Greater Richmond. Any individual utilizing this hotline to report a violation may remain anonymous. The individual should provide as much detail as available.

Reports from EthicsPoint go to the Vice President of HR and the Director of Risk Management. Reports concerning VPs and Board Members also go to the CEO and the Board’s Chairman of the Audit Committee.

All reports are thoroughly investigated and where appropriate, corrective action is taken. Staff are expected to cooperate fully with investigations of misconduct without fear of retaliation.

New Employee Procedures

An individual may not begin to work for the organization until the new employee onboarding has been completed. Requirements include, but are not limited to, an employment application, signed offer letter and job description, and Employment Eligibility Verification (I-9) documentation. Additionally, all new employees will be asked to submit names and contact information for personal and professional references. These references will be verified as a part of the hiring process.

Prior to hiring, all employees are subject to a national background criminal check, including a national database search of sex offenders. Any individual who has been convicted of or has pending charges of barrier crimes as stated in the Code of Virginia (Sections 63.1–1719 or related codes), or have been the subject of a founded complaint of child abuse or neglect within or outside the Commonwealth of Virginia, will not be accepted for employment by the YMCA of Greater Richmond. In the case of an applicant who has been convicted of, or is the subject of pending charges for any other felony or misdemeanor, the application will be subject to an adjudication process.

New employees must complete New Employee Orientation before beginning work, which includes Blood-Borne Pathogens and Child Abuse Awareness training. Employees will be required to sign off and verify the completion of these trainings annually.

Recognition of Prior Years of Service

An employee transferring from YMCAs outside of the YMCA of Greater Richmond will be given credit for previous full-time service for purposes of calculating service awards, retirement, and vacation.

Drug and Alcohol Policy

To ensure a healthy and safe environment free from substance abuse within the programs, activities and premises, employees are subject to drug and alcohol testing in accordance with the YMCA’s Drug and Alcohol Policy. The use of illegal drugs is never acceptable on the job and will result in termination.

All employees will complete a pre-employment drug test and random drug testing as a condition of employment with the YMCA of Greater Richmond. A positive test result may result in termination.

Employee Records

Employees are subject to termination if they are found to have falsified or tampered with personal records, employment documents, timekeeping records, reports or any other documentation at any time. Employees may not alter his/her own personal membership operations (DAXKO) account.

If any part of an employee’s status (ex. name, address, emergency contact information) should change during employment, it is the employee’ responsibility to update their information in the HR software program (UltiPro).

Unlawful Acts While Employed

An employee may be terminated while in service to the YMCA of Greater Richmond if convicted of a crime against children or felony, upon notification of conviction.

Use of Video Recording

The YMCA of Greater Richmond makes every effort to provide a safe and secure environment and facilities for staff members. The YMCA may conduct video surveillance of any portion of its premises at any time, with the exception of certain private areas, such as restrooms, showers, locker rooms and dressing rooms. Video surveillance will be conducted in a professional, ethical and legal manner consistent with all existing YMCA policies, including the Equal Employment Opportunity and AntiHarassment Policies.

Only executive level and authorized staff members may review any video footage, and only in order to comply with their roles and responsibilities. Video surveillance may also be reviewed by law enforcement agencies, other third-parties pursuant to a Court Order, or individuals who receive approval from an Executive Level staff member or their designee. Unauthorized staff or members have no right to view footage.

Recorded video may be stored for a period not to exceed 30 days and will then be erased, unless retained as part of a criminal, safety or security investigation, or for other evidentiary purposes. Video footage will be stored in a secure location. Security cameras may be used to review questionable behavior or actions on the part of employees, members, guests, service providers, or anyone entering YMCA facilities.

CONDITIONSONTHEJOB

Harassment Policy

The YMCA is committed to providing an atmosphere where everyone is treated with dignity and respect and to preventing unlawful harassment. Harassment, intimidation, coercion of or violence or threats against another employee, member, program participant, vendor or business associate of any kind, whether racial, sexual, religious, verbal, or otherwise, in or outside the workplace, is unacceptable, and will not be tolerated or condoned. These are violations of both YMCA policy and the law.

Complaint Procedure - Alleged Harassment, Discrimination or Unfair Treatment

An employee who believes that he/she is being harassed, discriminated against, treated unfairly, or that a condition of employment or a decision affecting him/her is unjust or inequitable, he/she should address the issue with a supervisor, branch executive, or the VP of Human Resources. YMCA of Greater Richmond will attempt to resolve allegations of all such matters through confidential investigation, discussion with the persons involved, and/or appropriate disciplinary action against persons found to have engaged in harassment, discrimination or unfair treatment. All such complaints will be promptly and thoroughly investigated, and violations of Association policies will be treated as serious disciplinary infractions that may result in disciplinary action.

Code of Ethics

The YMCA of Greater Richmond is committed to the highest ethical standards and requires those representing the YMCA in any capacity to commit to acting in the best interest of the YMCA and its Mission. The YMCA is also committed to the deterrence, detection and correction of misconduct. All employees will read, acknowledge and comply with the Code of Ethics.

Reporting Policy Violations

Each employee is responsible for bringing to the YMCA’s attention any circumstances that the individual believes constitute harassment, discrimination, unfair treatment, violations of the Code of Ethics or misconduct as set forth in the related policies of the YMCA of Greater Richmond. Failure by the employee to discharge this responsibility may result in disciplinary action. Retaliation against any employee because that individual, in good faith, reported any such circumstances or violation is strictly forbidden, and will be subject to disciplinary action.

Child Protection

The YMCA will not tolerate the mistreatment or abuse of children in its programs. Any mistreatment or abuse by a staff member or volunteer will result in disciplinary action, up to and including termination. Further, the YMCA of Greater Richmond will not tolerate the mistreatment or abuse of one child by another child including any behavior that is classified under the definition of bullying.

All reports of suspicious or inappropriate behavior with children or allegations of abuse will be taken seriously. The YMCA will fully cooperate with authorities in the investigations of alleged abuse. YMCA staff and volunteers are also expected to cooperate fully with any internal and external investigations. Failure to do so will result in disciplinary action up to and including termination.

Conflict of Interest Policy

Employees of the YMCA of Greater Richmond shall adhere to the highest standards of honesty, ethics, propriety, good faith and fair dealing in all activities relating to the YMCA. Compliance with the YMCA’s Conflict of Interest Policies and Procedures is a condition of employment with the YMCA of Greater Richmond.

Hours of Work and Pay Periods

The workweek is Sunday through Saturday. 40 hours constitutes a workweek for fulltime, non-exempt employees. The immediate supervisor is responsible for the preparation and supervision of the working schedule for all employees. Federal and state

laws regulating hours of labor shall govern all such work schedules. All employees’ work schedules (including lunch and other breaks for part-time staff) should be scheduled and approved by the Branch Executive or Program Supervisor. Employees will receive a paycheck every other week. Enrollment in direct deposit or debit card is a condition of employment.

Time and Attendance

Online timekeeping must be completed on a regular basis for each payroll period in accordance with the procedures established by Human Resources. Timekeeping must be complete and accurate, and submitted and approved by employee and supervisor. All work hours must be reported, including vacation, sick and other types of leave and overtime hours worked. Knowingly providing incorrect timekeeping information is grounds for disciplinary action up to and including termination. Time records are the property of the YMCA of Greater Richmond.

Overtime

Non-exempt employees are eligible for overtime, which is any time physically worked over and above the regular 40-hour workweek. Non-exempt employees should not work more than 40 hours per work week unless the time over 40 hours is specifically approved by the Supervisor. The Supervisor must grant approval in advance. All paid overtime will be paid at the rate of 1.5 times the employee’s hourly rate for any hours worked over 40 hours per week. Overtime pay will not exceed 1.5 times the hourly rate even when the employee works premium hours for a portion of the work week (such as nights, weekends, or holidays). Overtime worked by non-exempt employees will be the exception, rather than a normal practice, and require prior supervisory approval. If an employee works unapproved overtime due to unforeseen circumstances, the employee must be compensated.

Exempt employees are those that are excluded from the overtime pay requirements of the Fair Labor Standards Act. Exempt employees are paid a salary and are expected to work beyond their normal work hours whenever necessary to accomplish the work of the organization. Exempt employees are not eligible to receive overtime compensation.

Exempt and non-exempt employees should consult with the VP of Human Resources for questions regarding classification.

Telecommuting

Telecommuting is a flexible work arrangement where an employee performs their job responsibilities from an approved site other than their normal workplace. Telecommuting is a work alternative granted at the discretion of an employee’s supervisor and YGR leadership. It is not an Association-wide benefit nor is it intended to meet the needs of every employee – it is not an employee right or entitlement. Telecommuting is a viable, flexible work option when both the employee and the job are suited to such an arrangement. The business needs of YGR will be considered for every telecommuting arrangement. Telecommuting employees will be able to work remotely for up to three days per week. The YMCA will routinely evaluate telecommuting work arrangements to determine continued effectiveness.

Generally, non-exempt/hourly paid employees are not permitted to take work home. Any special exceptions must be approved in advance by their supervisor. If approved,

accurate reporting of all time worked is mandatory.

Inclement Weather

All staff should refer to their supervisor for specific operating plans in the event of severe weather conditions. All staff are to report to work, as usual, unless otherwise notified. In the event of severe weather, information about facility closure will be made available on YMCA of Greater Richmond website as soon as possible.

Full time employees will receive regular pay during facility closure due to inclement weather or emergency. In the event that facilities do not close, full time employees who are unable to get into work will utilize PTO. Part time employees will not be paid on a day when inclement weather prevents the branches from opening unless they have, and use, accrued PTO.

Confidentiality/Personal Records/Retention Period

Official employee records will be kept at the Association Human Resources department in secured electronic files. Access to these records will be limited to the employee, or their immediate supervisors, by appointment through Human Resources. Employee files will be kept for a period of at least five years after the employee leaves employment and in accordance with applicable laws. These records will be kept confidential unless subject to legal or authorized requests. Employee files are the property of the YMCA of Greater Richmond and employees may not remove, copy or add materials without the permission of the VP of Human Resources.

Employment will be verified when requested by reliable, trusted parties, at the request of the employee and as required by law. All employment verification requests should be directed, in writing or via fax, to the Association Human Resources office. Information on an employee’s name, work location, position and hire/termination dates will be released. No other information will be released without a signed authorization from the employee.

Confidentiality of Information

During employment with the YMCA, employees may have access to and become acquainted with various trade secrets and/or other information, knowledge, and documents the YMCA considers private property. The YMCA collectively deems all such materials as Confidential Information. The YMCA considers all internal information to be Confidential Information, unless designated otherwise. This includes, but is not limited to, information concerning financial condition, information associated with actual or prospective YMCA members or donors, training materials, manuals, forms, marketing materials, trends, or activities of the YMCA. Employees are not to disclose Confidential Information to others (including other YMCA Associations), or use Confidential Information for themselves or for others, except when such disclosure or use has been approved in writing by Executive Management or is required by law. These obligations apply not only to YMCA representatives during their period of employment or service to the YMCA, but also after termination of employment, service or retirement. Any YMCA representative who has a question regarding the confidentiality of information should contact Executive Leadership (CEO, COO, CFO, or CAO) prior to disclosing the information. All YMCA documents, records, memoranda, contracts and other materials, whether in written or electronic form (and all copies thereof) are solely the YMCA’s property and must be returned to the YMCA immediately upon termination of employment.

Technology Policy and Intellectual Property

All electronic data created and stored by the YMCA’s electronic processing systems are subject to these confidentiality standards. All employees shall comply with the YMCA’s Technology Policy. The YMCA retains all rights, title, and interest in and to all inventions, discoveries, improvements, ideas, computer or other apparatus programs and related documentation, and other works of authorship (collectively, Intellectual Property) conceived, developed, made, created, written, and or/prepared by YMCA employees in the course of performing YMCA related work or with the use of the YMCA’s time, material, private and proprietary information, or facilities, including Intellectual Property prepared outside of regular working hours. The YMCA is the sole owner of Intellectual Property, whether or not subject to patent, trademark, copyright, or other form of protection. Employees are prohibited from appropriating and exploiting Intellectual Property during or after their employment.

Staff Meetings

Staff meetings are mandatory for all full-time employees. Employees may also be required to attend other mandatory meetings or trainings. Non-exempt staff will be paid for the time they spend attending any mandatory staff meetings and/or trainings.

Compensation for Services to Outside Interests

When outside work is determined to benefit another Y Association or a kindred organization, a maximum of ten working days is allocated to serve in a consulting or training role in any given calendar year (internal or external to the Association) unless the training is for specific benefit of YGR. Should the consulting or training exceed ten working days, employees must utilize their leave banks (personal or vacation time). An employee who accepts a second job in a non-training or consulting role, must utilize leave or work during non-scheduled hours.

An employee may, generally, retain consulting fees and expense reimbursement for their outside work. Use of YGR facilities and resources should be approved in advance as part of the consulting/training arrangement. Finally, staff engaged in external paid employment or training must be in compliance with the YMCA of Greater Richmond’s conflict of interest policy. Specifically, an employee may not use their outside consulting arrangement to influence decisions made at YGR in such a way to give unfair competitive advantage to any person or firm or corporation.

Volunteering

Non-exempt/hourly employees must meet the following circumstances for volunteering within the YMCA of Greater Richmond: services are entirely voluntary, with no coercion by the employer; the activities are predominantly for the employee’s benefit; the employee serves without contemplation or expectation of pay; the activity does not take place during employee’s regular working hours or scheduled overtime hours and are approved by the employee’s supervisor; the volunteer time is insubstantial in relation to the employee’s regular volunteer services must be distinctly different from normal employment duties.

Communication

The YMCA of Greater Richmond encourages open communication between an employee and their supervisor. When an employee would like to discuss career opportunities, Association policies or other work-related concerns, they should first discuss the issue

with their immediate supervisor. If not resolved, they may arrange to meet with successively higher levels of management. In the event that the employee does not feel comfortable discussing the issue with the supervisor or management, they may ask the VP of Human Resources for assistance in addressing the issue.

Counseling for Work Performance Improvement

Counseling is the supervisor’s responsibility and should be used with discretion, consistency, fairness and firmness. When appropriate, an employee may be counseled and given an opportunity to improve or correct performance. In some instances, such as misconduct, the employee may be terminated without written warning. When appropriate, consideration may be given to the range of available alternatives such as suspension, training, reassignment, and referral to the Employee Assistance Program, prior to making a decision to terminate. Written records should be kept of all staff meetings.

All supervisors and employees are encouraged to follow a four-part counseling process. Counseling should be specific, clear, and documented. The VP of Human Resources should be made aware of all counseling actions and should be forwarded copies of all related documentation.

 These four steps, or those taken, must be followed and documented (all steps need not be taken in all circumstances; discussion shall take place with the VP of Human Resources if some steps are to be omitted or conducted out of order).

 A verbal reprimand, warning or counseling session;

 A written reprimand, warning or counseling session with specific guidelines for improved behavior or performance which should be signed by the supervisor and the employee;

 A final written probationary reprimand, warning, or counseling session, listing a specific time frame and the specific performance or behavior expected;

 A notice of separation should list specific reasons for the termination and previous actions taken to resolve the situation prior to coming to this final step.

Counseling Forms

Supervisors should fill in the form and check Verbal, Written, etc. for the level of action and the giving date. The incident should be described and the form completed for every counseling session with the employee, even if “Verbal”. The employee will then sign the form, and a copy will be made for the employee. If the employee refuses to sign, note this on the form. The supervisor will send the original document to the VP of Human Resources. It is important that Section III, “Methods and Time Frame for Improvement” and Section IV, “Follow up Review Date” are to be filled out for each counseling session. The employee will be given a copy of the document. Prior to any termination action, the completed forms for levels of Verbal and Written counseling sessions must be on file, unless the employee is being terminated for “cause”. (Termination “For Cause” is explained in the HR Policy Handbook). Any termination must be discussed with the VP of Human Resources prior to taking place.

Suspension

When an employee has been accused of a violation of a YMCA policy but denies the violation, the employee may be suspended with or without pay, while a confidential investigation is conducted into whether the violation occurred. If the employee is

exonerated after the investigation and they have been on unpaid status, the employee shall be paid for lost time during which they would normally have been scheduled and paid prior to termination. If the employee is found to have committed the violation, he/she may be terminated without additional compensation.

Occupational Safety and Health Act (OSHA)

A safe, healthy and environmentally sound workplace is accomplished through a variety of YMCA activities including safety education, training on the use of certain equipment, and job instruction. Participation in the federally mandated Hazard Communications Awareness Program is required for selected YMCA employees, volunteers and outside contractors in order to ensure that all are fully informed and aware of any chemical hazards in their workplace. Property Directors or appropriate branch staff are required to keep a record of all chemicals and hazardous materials brought into their facility. These substances are recorded in the MSDS notebook set up at each branch. The MSDS notebook is located at the information or service desk or another previously designated and widely communicated location at each branch. Upon employment, all staff of the YMCA of Greater Richmond are required to review this book, become familiar with its contents/usage, and sign in the appropriate section of the notebook. The YMCA prohibits bringing any substance containing hazardous chemicals of any form into our facilities. This policy includes bleach, spray sanitizers, etc. All members or staff bringing these items into the building must report this to a supervisor who should alert the Branch Executive or Property Director/Head Custodian.

Property Directors/Head Custodians are responsible for lockout or tag-out procedures. They are also responsible for the upkeep and maintenance of their branch MSDS notebook, ensuring that it is being used effectively, is maintained appropriately and is available at the designated branch location at all times.

Emergency Procedures

In case of an emergency, employees should call 911 immediately, if warranted, and should report the incident to a supervisor as soon as possible. Should an employee or contractor become injured, someone should remain with the injured party. Blood or body fluid should be cleaned with a spill kit, and the facilities staff should be notified. For all injuries sustained on-site (whether to employee, member or program participant, or other individual), the YMCA of Greater Richmond Incident Form must be completed. When appropriate, information and signatures from any witnesses should be obtained. Once all of the appropriate forms are completed, the forms should be given to the supervisor on duty so that the remainder of the form may be completed and processed properly and promptly.

In the event of a blood or body fluid spill, a trained person will contact all parties involved. All Blood Borne Pathogens procedures should be followed. If an employee is injured while on duty, they must go to a Worker’s Compensation approved physician (a list is available at the employee’s branch or location). It is crucial to ensure that the injury is reported to the supervisor who must report the injury to the Director of Risk Management within 24 hours of the injury. Upon the arrival at the treatment facility, the employee should inform the medical staff that he/she was injured on the job and works for the YMCA of Greater Richmond so that the paperwork will be filed properly. If necessary, be sure to complete all Workers’ Compensation forms.

In the event of any type of emergency or crisis, employees should not communicate with

the press or media, but rather provide the name and phone number of the VP of Marketing & Communications or Association Marketing & Communications Director.

Employment of Relatives

Relatives, by blood, marriage, adoption, or domestic partners, may not be employed in positions where one is required to report to or supervise the other; nor may they be employed in the same department where one is a supervisor.

Employment of Minors

The YMCA operates in accordance with the requirements of the federal Child Labor Act and applicable state laws including terms of occupations, work hours and days. Individuals under 16 may only be hired as Lifeguards or with prior approval of VP of Human Resources.

Relationship with Labor and Professional Organizations

Employees are free to decide whether to join a labor or professional organization. No intimidation or coercion of any employee to join or not to join any organization is permitted.

Relocation/Moving Expenses

As part of the YMCA’s commitment to recruiting the most qualified candidates, monetary assistance and/or reimbursement may be provided for certain expenses associated with the relocation of employees, for new full-time employees who are relocating to a new job location that is at least fifty miles farther than the commute from their former residence to their former job location. Current Richmond area residents or YMCA of Greater Richmond employees are not eligible to receive relocation reimbursement. Eligibility and extent of coverage for this benefit must be detailed in writing as part of the employee’s employment offer letter prepared by the Sr. Director of Recruitment & Staff Development, and must be approved prior to actual relocation. All relocation offers must be approved in advance by the VP of Human Resources and the COO, in conjunction with the hiring supervisor.

The features and amount of each reimbursement may include such considerations as distance of relocation and market demand. The following benefits are available:

 A one-time lump sum relocation allowance equal to one week of regular pay (the equivalent of 1/52 of annual salary).

Additionally, eligibility may include:

 up to 20% of individuals’ annualized salary in reimbursement expenses as defined below;

Reimbursable expenses may include:

 Moving company and/or transportation costs;

 Temporary housing (up to 12 weeks) while awaiting permanent new residence;

 Traveling and lodging expenses for employee and their immediate family during the actual move;

 Security deposits (not to exceed $1,000);

 Storage costs (up to six months);

 One pre-move house-hunting trip expense which may include family

members;

 Closing costs on new residence.

The YMCA is not responsible for, and will not reimburse for any losses, damages, and/or liabilities incurred by the employee and associated with the move. The contract for the move, along with any problems which may result from the move, is between the employee and commercial moving company.

Original itemized receipts must be submitted to the Executive Director/department head for approval and then to VP of Human Resources for review and reimbursement. All relocation reimbursements must be completed within the first nine months of employment.

Based on the Internal Revenue Tax Code, a relocation reimbursement may be considered taxable income to the employee and will be reported on the employee’s W2.

Benefits under this plan will cease if the employee resigns or is terminated for cause, including poor performance. Should an employee resign or terminate employment within twelve months of their hire date, he/she will be required to reimburse the YMCA of Greater Richmond on a pro-rated basis for relocation expenses paid for under this policy. Reimbursement is due within thirty days of separation.

This plan is administered by the VP of Human Resources. Any exceptions to this policy require written approval from the VP of Human Resources and the COO. Nothing in this policy should be construed as a contract for employment for any period of time, or as altering the at-will nature of the employment relationship. Signature on the employment offer letter will serve as acceptance of the terms of relocation. Please refer directly to the Relocation Policy for more specifics.

Expenses and Allowances

Expenses incurred while on YMCA business shall be recognized as proper charges if provided for in the budget. Alcohol will not be reimbursed. The following are recognized as proper charges against expense accounts, if provided in the budget and approved by supervisor:

1. Transportation fare (except to and from work);

2. The reasonable cost of meals where the employees’ attendance is required;

3. Traveling expenses, including hotel bills, on approved business trips;

4. Mileage will be reimbursed for the use of personally owned automobiles used for official YMCA business at a rate commensurate with local community standardsreviewed annually; no other reimbursement will apply;

5. Attendance at conferences, seminars, and conventions, including travel expenses, room and board, and registration fees;

6. The payment of a portion of membership dues and related expenses in the YMCA Professional Network (YPN), other professional societies, service clubs, or community organizations in cases where the membership in such a professional society or group is deemed advantageous to YMCA interests.

Garnishment and Wage Assignments

Garnishments and wage assignments will be handled in accordance with State and Federal laws by the Human Resources department.

Outside Employment

Full-time salaried exempt and non-exempt positions are considered full time responsibilities, and therefore, no regular, outside employment is encouraged. Any full-time employee who wishes to work outside of their YMCA position must submit the Acknowledgement of Outside Employment document to their supervisor. Outside employment may not interfere in any way with the employee’s full-time responsibilities at the YMCA of Greater Richmond.

No employee of the YMCA shall accept direct payment from a member or guest for any type of personal training, lesson, or service of any type. All fees and payment are to go through YMCA programs, not direct service from an employee. Tipping is not permitted.

Voluntary Contributions

Employees are encouraged to support the YMCA’s philanthropic interests, such as Annual Campaign, Capital Campaign, 1854 Society, United Way and other special campaigns benefitting the YMCA. Contributions may be made via payroll deduction or otherwise.

Vehicle Policy

Only authorized employees may use the association’s vehicles for transportation purposes. Questions regarding vehicle driving and usage may be referred to the VP of Operations or Director of Risk Management.

Phones/Computer Usage/Internet

All computers and other equipment are the property of the YMCA of Greater Richmond and should not be used for personal purposes. As a representative of the YMCA, employees should understand that communication via computer or other technology is a direct reflection on the organization and should be conducted in a professional and appropriate manner at all times. All employees will understand and adhere to the Technology Policies.

Smoke-Free Work Environment

For the health and safety of all members and employees, all YMCA of Greater Richmond facilities are smoke-free. Smoking is prohibited on all YMCA properties. Employees who are eligible for medical benefits may be subject to higher rates due to tobacco usage.

Personal Possessions

The YMCA is not responsible for personal belongings left at the facility. Purses and personal items may be kept in the designated areas. All belongings should be removed at the end of the workday. Employees should refrain from leaving personal belongings at the YMCA when not on duty.

Appearance and Grooming Expectations and Uniforms

Employees are expected to present themselves with a neat and appropriate appearance. Employees must read and acknowledge the Appearance and Grooming Expectations. If an employee’s appearance or grooming is considered unsuitable or unsafe for the duties of the job, that employee may be asked to leave work until suitably attired and groomed to perform the duties of their job. The YMCA reserves the right to amend this policy as deemed necessary. Employees should consult with their direct supervisor for any additional guidelines, which may be specific to their position.

Child Watch Usage

While on duty, full time employees may not use child watch services for their own children, and part time employees may only use this service for a maximum of two hours while on duty and for an additional hour after working. These hours may not be used consecutively.

Employment by Multiple Branches

All employees must have a designated home branch for payroll purposes. If an employee works at more than one branch or in more than one department, he/she must notify all branches/departments of the multiple position status. It is the employee’s responsibility to let his/her supervisors know when he/she is working in excess of 25 hours per week.

CLASSIFICATION,COMPENSATION,BENEFITS CLASSIFICATION

The YMCA uses the following classifications as a basis for its payroll system and for the purpose of describing and reviewing policies.

Full-Time Salaried Exempt Employees

Salaried exempt employees are exempt from the minimum wage and overtime provision of the Federal Fair Labor Standards Act and are not subject to premium pay for overtime. It is recognized that at times a salaried exempt employee in the nature of his/her work, will have to work extended and irregular hours. While no definite number of hours is stipulated, a salaried exempt employee is expected to work at least 40 hours per week. Exempt employees are eligible for all benefits offered by the Association.

Full-Time Salaried Non-Exempt Employees

Employees who are not exempt from the minimum wage and overtime provisions of the Federal Fair Labor Standards Act are non-exempt employees. Salaried non-exempt employees typically work 40 hours per week and are subject to premium pay for any hours worked over 40 hours per week. Premium pay for these employees is calculated at one and one-half times their hourly rate of pay. Overtime work must be pre-authorized by the employees’ supervisor; it is not at the discretion of the employee. Non-exempt full-time employees are eligible for all benefits offered by the Association.

Part-time Employees

Part time staff members (working fewer than 30 hours per week) are hourly, non-exempt employees. Part time and seasonal employees are paid an hourly rate and are subject to premium pay for time worked over 40 hours per week. Part-time, hourly, employees who meet eligibility requirements are eligible for certain YMCA benefits such as membership, retirement, paid time off and program discounts.

Seasonal Employees

Seasonal employees are hired to meet the needs of YMCA programs. These positions last for 6 months or less due to a seasonal increase in business and may include Summer Camp Counselor or Summer Lifeguard. Seasonal employees at the YMCA of Greater Richmond may work up to 40 hours per week for the duration of the season for which they are hired

(typically summer). Generally, employees may not toggle between seasonal and part-time status in a calendar year without prior approval from the Vice President of Human Resources.

Job Descriptions

All employees should have a clearly stated job description that ensures that the important and essential elements of their job and physical abilities are properly identified and described. A copy of each employee’s signed job description is kept in his/her HR file for documentation purposes and should be reviewed and revised as necessary. If the employee changes jobs, a new, signed job description should accompany the Employee Status Change form so that both documents may become a part of his/her HR file.

Payroll Records

Adequate payroll and time records of all employees must be maintained to meet the reporting requirements of federal and state agencies and insurance underwriters. These records must be maintained for three years. Time records must be verified and approved by the employee and their supervisor. Falsification of records is grounds for dismissal.

Contract Labor

Contracts with established fees and contract expenses may be established for services provided by persons who are not YMCA employees and who are engaged as independent contractors (or third-party contractors) for specified services. These persons are not included on the YMCA payroll, do not receive regular YMCA benefits and are subject to procedures for filing of form 1099 under the IRS codes for contract labor. They are required to follow the policies and procedures of the YMCA of Greater Richmond, as appropriate.

COMPENSATION

The YMCA’s salary administration plan provides that all employees are compensated according to fair and uniform principles, and in relation to the contribution they make to the success of the organization. Employees are paid at a level that is comparable with salaries paid for services in like organizations, and are in compliance with all regulations as stated in the Fair Labor Standards Act.

The YMCA participates in the Salary Administration Program of the YMCA of the USA. This plan includes written job descriptions, evaluation and ranking of positions in order of value and contribution to the organization, salary ranges, and salary adjustments based on merit as determined through performance reviews. The CEO is responsible for the administration of this program.

BENEFITS

All benefits pertain only to full time staff, unless specifically stated otherwise. Part-time staff who meet eligibility requirements are eligible for health and dental insurance, retirement contributions and limited paid time off accrual. All employees are covered under worker’s compensation.

Vacations

The YMCA encourages all full-time staff to utilize vacation time. Taking time off from work will help keep a healthy work/life balance, decrease work related stress, decrease absenteeism, and increase job satisfaction. Employees designated as full time will be

granted time away, with pay, at such times that best suit the requirements of their jobs and upon prior approval of the supervisor.

Vacation is awarded annually on a calendar basis (January 1st). Upon hire, vacation is calculated based on the category placement (shown below) and is pro-rated based upon hire date. For example, a new employee hired on August 15th in a Category I, would receive four days of vacation for the current year (September through December). In subsequent years, the full allotment of vacation days is awarded on the first day of the new year. When an employee meets an anniversary milestone (for example five years of service), the new allotment of vacation days is effective the first day of the following year.

The maximum amount of vacation that an employee may carry over into the next calendar year is 80 hours (10 days). The maximum payout of vacation time upon separation from the YMCA of Greater Richmond is 80 hours (10 days). Vacation is not paid out if an employee departs with less than one year of full-time service. Should an employee separate from the Y in the first quarter of the calendar year, they are paid the lessor of 50% of their vacation balance or 80 hours.

Vacation Eligibility Criteria

CategoryI—New Hires up to Grade level 505, and employees with less than one year of service = 12 days’ allotment (granted upon date of hire; pro-rated if hired after January 1st).

CategoryII—New Hires at Grade level 626 and above, and employees with one or more years of YMCA service, but less than five years of service = 15 days’ allotment (granted upon date of hire; pro-rated if hired after January 1st).

CategoryIII—Employees with five of more years of YMCA service, but less than fifteen years of service = 20 days’ allotment.

CategoryIV—Employees with at least fifteen years of YMCA service = 25 days’ allotment.

Award Rates

CategoryI—12 days; to be pro-rated based upon hire date

CategoryII—15 days; will be pro-rated for the first year based upon anniversary date; maximum annual carry-over of 80 hours into the following year.

CategoryIII—20 days; maximum annual carry-over of 80 hours into the following year.

CategoryIV—25 days; maximum annual carry-over of 80 hours.

Guidelines

1. Vacation policies apply to non-exempt and exempt staff.

2. Vacation days will be awarded on an annual basis—January 1st .

3. With permission from branch leadership and the Vice President of Human Resources, vacation time may be taken prior to time earned. For any vacation taken prior to days awarded, the employee will be required to sign a reimbursement form stating that if the employee leaves the YMCA prior to receiving additional days, repayment will be made to the YMCA.

4. Employees may carry over no more than 80 hours into the next year.

5. Vacation time may be taken in fifteen (15) minute increments by non-exempt employees. Exempt employees must take vacation in full day increments.

6. When an employee separates from the service of the YMCA, he/she will generally be paid up to 80 hours for unused vacation. Employees terminated due to policy violations or gross misconduct may not be eligible for vacation payout.

7. Further, employees departing with less than one year of FT service will not be paid out for any vacation balance.

8. Please see the GrandfatheredAddendum for staff with accruals greater than 100 hours effective January 1, 2021.

Paid Time Off for Part-Time Employees

Part-time employees who have been employed for at least one year, and who work an average 20 hours per week on a regular basis, will be given 20 hours of paid time off per year, up to a maximum accrual of 40 hours. The paid time off may be used for illness, personal time, vacation or otherwise, as long as the time off is approved in advance. Refer to the PTO guidelines for additional information (found on the HR SharePoint page).

Holidays

All full-time employees will receive eight paid holidays each year including: Martin Luther King Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day as well as twofloatingholidays.Thesetwofloatingholidaysmaybeusedonlyfor religiousorculturalholidays,employeebirthdays,orotherstateorfederal holidays. Floating holidays are available at the beginning of each calendar year for all current employees. A new employee hired before the end of the first half of the calendar year will receive two floating holidays upon hire; a new employee hired during the second half of the calendar year will receive one floating holiday upon hire.

Employees must specify the event for which they are requesting to use a floating holiday. The request must be scheduled and approved in advance by the employee's immediate supervisor.

Floating holidays will not be carried over to the next calendar year, nor may they be paid out if not taken upon termination of employment.

Branches are closed only Thanksgiving Day, Christmas Day and Easter Sunday. Hours of operation for branches vary on most holidays. Due to the nature of YMCA services, programs are offered on most holidays. When employees must work on a scheduled holiday, non-exempt employees may substitute another day or receive 1.5 times pay for the holiday within the same pay period as approved by their supervisor. Exempt employees must reschedule and take equivalent time at another date, within the same calendar year. Holiday time cannot accrue from year to year; unused holiday time must be taken within the same calendar year and will not be paid out upon separation from the YMCA of Greater Richmond.

Other Types of Leave

Personal Leave

All full-time employees are grantedtwodaysperyear(16hours)ofpaidpersonal timeoff. The time must be scheduled in advance and approved by the employee’s supervisor. Personal leave may be used for the employee’s personal business. Personal time does not carry-over from year to year and is not paid out when the employee terminates employment. A new employee, or an employee moving from part-time to fulltime, hired before the end of the first half of the calendar year will receive two days of

personal leave; a new employee, or an employee moving from part-time to full-time, hired during the second half of the calendar year will receive one personal day upon hire.

Sick and Accident Leave

Sick and accident leaves are a benefit for full-time employees, and are to be used only for such purposes. All benefits of this section are integrated with Family Medical Leave and other types of leave that may include Worker’s Compensation and the Americans with Disabilities Act.

In the event of illness, both full-time and part-time employees should notify their supervisor or designated persons that they will not be able to report to work at the assigned time. Notification of absence must be given to the supervisor prior to the regular reporting time of the employee. If the employee needs to leave a message, it should include the nature of the absence and where employee can be reached. Excessive absence or tardiness may result in requirement of doctors’ certification and/or disciplinary action.

During the first year of employment, full time employees will be eligible for 10 days of sick leave if they begin their employment in the first three months of the calendar year. Thereafter, they will be eligible for one less day per month for the remainder of the year; (e.g. April - 9 days available; May - 8 days available, etc. until December when they would be eligible for one day of sick leave).

Employees may roll over any unused sick leave after their first year of employment, and in subsequent years, until the 90-day maximum is reached. On January 1 of their second calendar year of service, and in future years, employees will earn 10 days per year. No more than 90 days will be accrued. Employees transferring from another YMCA with at least five years of current and continuous, full-time service may carry over up to 90 days of sick leave, provided there is no break in service and the sick leave has been verified from the previous Y.

Employees may also choose to participate in the voluntary Sick Leave Pool which makes sick leave available for medical emergencies/events as well as major disasters that supplements available sick leave.

All full-time employees are eligible to apply for Long Term Disability after 90 days of illness.

Sick Leave Guidelines

During each calendar year, employees may use their eligible amount of sick leave, or up to a maximum of 20 days of sick leave (whichever is less) for the care of a family member; defined as a child, spouse, sibling, domestic partner, parent, in-law, guardian, or grandparent.

If an employee is out sick for more than three days (or if the employee is caring for a family member for longer than 3 days), Human Resources should be notified immediately and the employee will be placed on FMLA; that employee will use their eligible sick leave as part of receiving 100% pay for time off. (For specific guidelines on the use of FMLA, please refer to the FMLA policy below.)

Employees must notify their supervisor when using a sick day as soon as possible. The

YMCA reserves the right to request a health care provider’s certificate from the employee establishing reason(s) for absence due to illness or accident for employee or a family member (defined as child, spouse, sibling, domestic partner, parent, in-law, guardian or grandparent). A certificate from a health care provider may also be required to establish fitness to return to work.

Non-exempt employees may take hourly increments of sick leave when necessary.

Unused sick leave is not paid at time of termination. Upon notice of termination by the employee or employer, the employee is eligible to take only up to 10% of remaining sick leave for illness prior to termination date.

Sick Leave Pool

The YMCA of Greater Richmond recognizes that employees may have a family medical emergency/event or be affected by a major disaster resulting in a need for additional time off in excess of their available sick leave. The purpose of the SickLeavePool is to establish an equitable way of allowing employees to share their accumulated sick leave in a medical emergency/event or during a major disaster. To address this need, all eligible employees will be allowed to donate sick leave hours from their unused balance. The Sick LeavePoolPolicy is voluntary.

All Full-Time employees with a minimum of six months of services are eligible to become a member of the pool and donate to and withdraw from the SickLeavePool. This program is not available to Part-Time or Seasonal staff.

Employees who would like to make a request to receive donated sick time from their colleagues must have a situation that meets the following criteria:

Medical Emergency/Event defined as a medical condition of the employee or an immediate family/household member that will require the prolonged/extended absence of the employee from duty and will result in a substantial loss of income due to the exhaustion of paid leave available. An immediate family/household member is defined as spouse, partner, child, parent, or grandparent.

Major Disaster defined as a disaster declared by the President (under the Stafford Act) or the Commonwealth Governor’s declaration of a state of emergency. An employee is considered to be adversely affected by a major disaster or state of emergency if it has caused severe hardship to the employee requiring them to be absent from work.

Guidelines

 Membership and contributions to the sick leave pool are voluntary.

 To become a member, Full-Time employees are required to contribute at least one sick day (eight hours) to the sick leave pool on an annual basis. The contribution will be made during benefits’ open enrollment typically held in November. The donated time will be transferred from the donor to the leave pool on December 31st .

 If the sick leave pool balance falls below an amount that the Vice President of Human Resources deems prudent, the Vice President may authorize a special contribution period.

 Human Resources will be responsible for guarding the privacy of sick leave pool recipients and donors. Communications regarding applications will be kept

confidential between all parties. Supervisors will be notified of any additional time provided.

 Donated sick leave will go into a leave bank for use by eligible recipients.

 An employee may contribute a minimum of one day annually to a maximum of twenty sick days per fiscal year.

 The donation of sick time is on an hourly basis without regard to the dollar value of the donated or used leave.

 Employees may not donate future sick time.

 At the end of any calendar year, all SickLeavePool hours are carried forward into the next year.

Request for Donated Sick Leave

 Any participating employee may request a withdrawal from the SickLeavePool. Medical or other relevant documentation will be required. Human Resources may require additional documentation for subsequent requests of leave relating to ongoing treatment.

 Requests for sick leave must be made as far in advance as possible or at least one week in advance of anticipated use (whichever is greater).

 Withdrawals from the SickLeavePool may be made only for a medical emergency/event or major disaster as defined in the guidelines. Additionally, the employee must have exhausted all vacation, personal, and sick leave.

 Withdrawals from the SickLeavePool may only be taken in increments of full days.

 A participating employee who is receiving workers’ compensation, short term disability, or long-term disability may not withdraw from the SickLeavePool.

 Employees requesting donated sick time are required to complete a Donation of Sick Leave and submit it to Human Resources.

 Requests must be approved by the Vice President of Human Resources and a member of the YMCA of Greater Richmond’s Executive Leadership Team.

 If the recipient has any available leave time, his/her time will be used prior to any donated time.

 Employees who receive donated time may receive no more than 480 hours (12 weeks) within a rolling 12-month period.

 At termination of employment, unused sick leave is forfeited. During the exit process of a Full-Time employee, they may complete a Sick Leave Pool Donation form. Departing staff may donate all or a portion of their remaining sick leave balance. Once the Sick Leave Pool Donation form is received, the hours will be credited to the Sick Leave Pool.

Nothinginthispolicywillbeconstruedtolimitorextendthemaximumallowable absenceundertheFamilyandMedicalLeaveAct.

The administration of the policy and approval of Sick Leave Pool withdrawals are the responsibility of Human Resources. Please direct any questions to the Vice President of Human Resources.

FamilyandMedicalLeaveAct(FMLA)

Under the Family and Medical Leave Act of 1993, as amended, eligible employees (employees who have worked for the YMCA for at least 12 months and have worked at least 1250 hours within the preceding 12 months may be entitled to 12

weeks (or, in certain circumstances, 26 weeks) of unpaid family/medical leave during any rolling 12-month period. This policy defines the eligibility requirements and the procedures for requesting FMLA leave. (Exception: “Key employees” may be denied job reinstatement at the conclusion of FMLA leave if reinstatement would cause “substantial and grievous economic harm” to the employer. A key employee must be among the highest-paid 10 percent of all of the employees, the YMCA must prove substantial and grievous harm, and, if reinstatement is to be denied, must be notified of his/her status as a key employee).

An eligible employee is entitled to a total of 12 weeks of unpaid leave during a rolling 12month period for any of the following reasons:

1. The birth, adoption or foster care placement of a son or daughter and to care for such child;

2. A serious health condition of a qualifying family member, i.e., child, spouse, sibling, domestic partner, parent, guardian or grandparent of the employee, if the employee is needed to care for such family member;

a. Employees can take FMLA leave for a biological, adopted, foster or stepchild, legal ward, or child for whom employee has day-to-day responsibilities for care or financial support. Children must be under the age of 18 unless they are incapable of self-case because of a mental or physical disability as defined by the Americans with Disabilities Act (ADA) at the time FMLA begins);

3. A serious health condition of the employee that makes the employee unable to perform any one or more of the essential functions of his/her job; or

4. Any “qualifying exigency” arising out of the fact that an employee’s family member (defined as child, spouse, sibling, domestic partner, parent, guardian or grandparent) is on covered active duty (or has been notified of an impending call or order to covered active duty) in the Armed Forces.

This 12-week limit is measured against a rolling 12-month period (as opposed to any fixed calendar or fiscal year). Stacking of consecutive 12 week leave periods is, therefore, not permitted.

Family/medical leave is unpaid unless some other form of paid leave is available to be used simultaneously. Employees must exhaust any applicable and available paid leave (such as vacation, holiday, and sick) before beginning unpaid family/medical leave. Time taken as paid leave that also qualifies as family/medical leave will count against both the paid leave allowance and against the 12 (or 26) week allowance of family/medical leave. Restrictions and requirements described below will not apply to any paid portion of family/medical leave. Restrictions and requirements otherwise applicable to the type of paid leave in question (e.g. medical certification for sick leave) must be observed.

FMLA Policy for Military-Related Leave

Provided other qualifications for FMLA are met, employees who return to work from military service in the Armed Forces, including the National Guard or Reserves are credited for the time they are on military leave to meet the required 1,250 hours of service.

FMLA Leave for Active Duty (Qualifying Exigency Leave)

Employees can take up to 12 weeks of FMLA leave in a 12-month period because employees’ circumstances qualify due to a spouse, child or parent being deployed to a

foreign country as a member of the regular Armed Forces or as a member of the Armed Forces reserves under a certain call or order to active duty. Circumstances that qualify for such leave include: military events and related activities; childcare and school activities; financial and legal arrangements; counseling for needs arising from service members' active duty or call to active duty; parental care and arrangements; post-deployment ceremonies or activities; or to address any other events that arise from service members' active duty or call to active duty when agreed to by employer and employee that such events qualify for leave and agree upon the timing and duration of leave.

FMLA Leave to Care for a Covered Service Member (Military Caregiver Leave)

An eligible employee is entitled to a total of 26 weeks of unpaid Military Caregiver Leave during a single 12-month period for the following reasons:

1) To care for a family member as previously defined or next of kin (as defined by federal law) who is a member of the Armed Forces (including the National Guard or Reserves) that is undergoing medical treatment, recuperation or therapy, is in outpatient status, or is otherwise on the temporary disability retired list, for a serious injury or illness; or

2) To care for a family member as previously defined or next of kin (as defined by federal law) who is a veteran that is undergoing medical treatment, recuperation or therapy for a serious injury or illness and who was a member of the Armed Forces (including the National Guard or Reserves) at any time during the period of 5 years preceding the date on which the veteran undergoes that medical treatment, recuperation or therapy.

An employee may generally take Military Caregiver leave only one time, unless leave is used to care for different covered service members, and only during a single 12-month period. Second, any Military Caregiver Leave that is taken, when combined with any other FMLA leave under this policy, may not exceed 26 workweeks in a single 12-month period. The single 12-month period begins on the first day the eligible employee takes Military Caregiver Leave and ends 12 months after that date.

FMLA Procedures

Forms to request family/medical leave are available from Human Resources and may be sent to all employees after 3 consecutive full days of sick leave. Employees who voluntarily submit request forms will also need to obtain and submit a completed and signed Certification of Health Care Provider (Certification Form) within 15 days of submitting the request form.

Employees who have not submitted request forms, but who notify the YMCA that they need to take leave for an FMLA-qualifying reason or that they are on leave for such a reason, should be provided with copies of the forms within five business days of such notification, absent extenuating circumstances. Such employees must return completed certification forms within 15 days of the employee’s receipt of the blank forms. Failure to timely return the forms may result in a delay or denial of the requested leave. Employees should also receive a copy of the Notice of FMLA Rights and Responsibilities (FMLA Notice) at the same time.

If leave is taken for an FMLA reason and has not been so designated by the YMCA, but the

employee desires that the leave be counted as FMLA leave, the employee must notify the YMCA within two business days of returning to work that the leave was for an FMLA reason. In the absence of such timely notification by the employee, the employee may not subsequently assert FMLA protections for the absence.

FMLA Job Restoration

Upon return from family/medical leave, an employee will be reinstated to the same or equivalent job with the same pay, benefits, terms and conditions of employment. However, employees on family/medical leave have no more right to job restoration than if they had been continuously employed during the leave period. Furthermore, “key employees” (salaried employees in the top 10 percent by compensation) may be denied job restoration if reinstatement would cause substantial and grievous economic injury to the YMCA’s operations.

If an employee fails to return to work for at least 30 days following his or her FMLA period, he or she shall be liable to the YMCA for its share of health insurance premiums paid while the employee was out on FMLA leave.

Benefit Coverage During Leave of Absence

Medical and Dental plan continues if the employee portion is paid in advance each month. (If the employee does not pay their share of the premiums, their insurance will be cancelled until they return to work). Group life insurance (through medical plan) continues. Vacation accrual continues. Retirement fund payments will not continue during the leave of absence unless the employee is using any available paid time off.

Lactation Policy

The YMCA will permit employees who are nursing mothers to take reasonable break times during their working hours to express breast milk for their children. Under FLSA, employers also must provide a place that nursing mothers can use to express milk that: is not a bathroom; shielded from view; and free from intrusion by co-workers and the public.

Jury Duty

Full-time employees who are called for Jury Duty will receive full pay for their regular hours of work during the period of jury service up to ten days (or at the discretion of their supervisor), and retain the fees paid for such service. Special consideration may be given for unusual cases.

Military Service

When an employee is called to full time active duty in the military, he or she will receive re-employment rights and benefits corresponding to existing applicable laws. Employees who are in the Armed Forces Reserves or National Guard will be granted up to ten working days of paid leave and then non-paid leave to attend military training. Pay for the military training will be the difference between the YMCA salary and the pay that is received for military service, when applicable. This policy is subject to change during times of heightened national security. Employees called up for any military service must submit a copy of these orders to the Human Resources department for file.

Bereavement Leave

All full-time employees will receive up to three days with pay in each case of the death of a family member. Family is defined as child, spouse, sibling, domestic partner, parent, in-

law, guardian or grandparent.

Leave of Absence Without Pay

Requests for Leave of Absence will be granted to full-time staff only under the following conditions:

1. The employee has been on the regular payroll for two years or more.

2. The Association desires to retain the employee in its service.

3. The requested leave is one in which unusual circumstances exist or one, which will benefit both the Association and the employee, such as extended outside education.

4. The employee intends to return to the Association at the end of the Leave of Absence.

5. Work requirements permit the employee’s absence without unreasonable disruption of work.

6. Leave will be without pay. Employee benefits may continue under COBRA provisions if the employee pays the total cost of the plan(s).

7. The employee should discuss a request for leave with their supervisor and Branch Executive. Final approval will be by the CEO.

8. Leave may be up to three months and only once every five years.

OTHERBENEFITS

The Association has contracts to provide group life, accident, health and dental insurance for all eligible employees and their dependents. The specific regulations regarding benefits, limits, classification, definitions, and general provisions are covered in the insurance contract. Group coverage is only provided to those meeting the eligibility requirements. The employee and the Association share the cost of providing this coverage. Employees are eligible to receive coverage the first of the month after the month full-time employment has begun. Employees with health and dental insurance are eligible for benefits under COBRA when employment is terminated. (Additional information about COBRA is available through Human Resources.) Coverage plans and rates may be subject to change.

Life and Accidental Death

Basic life insurance in the amount of one year’s salary is provided to all full-time employees at no cost to the employee. Voluntary life insurance is available for full-time employees. The YMCA and employee share the cost of the voluntary life insurance premium.

Health and Dental

The YMCA and the eligible employee share on a percentage contribution basis, the full premium cost of health and dental insurance for individual employee or family coverage.

Section 125

Employees eligible for health and dental coverage may participate in the IRS Section 125 program for pre-tax benefits. The plan allows participants to pay for non-reimbursed medical expenses and dependent care expenses with pre-tax dollars via flexible spending accounts, Health Savings Accounts, or other approved plans. The plan also allows participants to pay their portion of monthly health and dental premiums on a pre-tax basis. Also available to full-time employees is a dependent care plan (DCAP) for YMCA child care

program expenses up to $5,000 for those who qualify. (Human Resources can provide additional details of these plans).

Long Term Disability Program

The YMCA provides a Group Long Term Disability Program for all full-time employees. The Association pays the full premium.

Travel/Accident

Each full-time employee, while traveling on assignment or at the direction of the Association, for the purpose of furthering the business of the YMCA, is covered by an accidental death and dismemberment policy. The Association pays the full premium.

Short-term Disability

Eligible full-time employees may voluntarily elect to be covered under the YMCA of Greater Richmond’s Income Protection of Short Term Disability plan to ensure that they have some income during times of disability until Long Term disability (after 90 days) benefits begin.

Unemployment Compensation

The Association policy is consistent with Federal and State laws.

Workers’ Compensation

Any employee who suffers a personal injury arising out of, and in the course of, his or her employment will be paid compensation in the manner and to the extent provided by the State Workers’ Compensation laws. The YMCA of Greater Richmond encourages employees to return to work as soon as possible after a work injury or illness, and will work to accommodate work restrictions produced by a medical professional during the course of workers’ compensation treatment. Employees are expected to consult with their supervisor when given light duty to determine appropriate job responsibilities. Workers’ Compensation is administered in conjunction with the provisions for Family and Medical Leave and Americans with Disabilities Act, if applicable. All employees are covered by the Association’s Workers’ Compensation insurance.

Employee Assistance Program

The YMCA’s Employee Assistance Program (EAP) provides YMCA staff and family members professional and confidential help with family, marital, child, and individual problems. These resources are available to all staff at no cost. The EAP will offer guidance regarding coverage and act as a liaison between the employee and any service providers, as necessary.

Retirement (for Full-Time and Part-Time employees):

The YMCA of Greater Richmond values its employees, and provides a generous retirement benefit to all eligible employees.

Eligibility and Vesting

All employees at least 21 years of age are eligible for the YMCA Retirement Fund following two full years of employment and the completion of 1,000 hours of service each year in any two-year period. The employee is immediately vested in the Retirement Fund when they qualify for participation in the fund. Eligibility, benefits, definitions, and requirements related to the plan are determined by the Fund in agreement with the YMCA and in compliance with all Federal laws.

Contributions

The Association provides non-contributory participation for all employees who qualify at eight percent of salary. Employees may contribute to pre-tax accounts to provide additional annuity benefits as soon as they are employed and no matter the age. Normal retirement is age 60; early retirement is available at age 55. The employees must have $5,000 in accounts in order to take a monthly pension; if less than $5,000, a lump sum must be taken.

All employees are required to participate in the Federal Social Security Act (Federal Old Age, Survivors and Disability Insurance).

Staff Recognition

The YMCA of Greater Richmond has established staff recognition practices and guidelines to recognize and appreciate outstanding employee contributions that further and enhance the mission of the Y movement. The Y of Greater Richmond is committed to promoting a culture of gratitude, inspiration, motivation, dedication and excellent work.

FormalRecognitionPrograms:

“People Leading Culture” (PLC) is a staff appreciation program carried out within individual branch locations. Annually, the Y of Greater Richmond recognizes an outstanding staff member who exemplifies the mission of the YMCA in spirit, mind and body with the peernominated Luther Gulick Award. Full-time and part-time staff are recognized with service awards, and at the discretion of senior leadership, an employee(s) may be rewarded for exemplary performance (monetarily or with additional time off).

InformalRecognitionPrograms:

The Y believes that informal recognition is a powerful affirmation, and is most impactful when it is authentic and genuine. We encourage all staff to support the efforts of others, which can take place through notes, emails, a conversation, recognition at a staff meeting, or otherwise. Recognition from others shows staff they are appreciated and drives employee engagement.

YMCA Employee Membership

Full time, and retired YMCA staff living in the area, will be granted metropolitan-wide membership privileges for themselves and their families (Metro Family membership). Employees who qualify for Metro Family membership may include on their membership an additional adult in the same household, plus dependent children of either adult. Family Add-On guidelines apply. Employees may not include parents or siblings on a family membership. To qualify for free membership, retired staff must have retired from any YMCA in good standing, with at least ten years of YMCA work experience.

Upon employment, all part time staff will receive an Individual metro-wide membership. If employees are at least 18 years of age, they may “buy up” to a +1 or Family membership by paying the difference between an Adult Metro membership and a +1 or Family Membership rate. This family level membership enables one other adult living in the same household and the dependents of either adult living in the same household to use the facilities.

The Metro membership entitles employees to use any facility in the Greater Richmond area.

Part time staff, with at least one year of service and who work at least 20 hours per week (at least 1,000 per year) will receive a Metro Family membership during the second and subsequent years of service, assuming the age criteria is met, for as long as the employee continues to work for the YMCA of Greater Richmond.

YMCA Employee Program Benefits

Full-time employees and their eligible dependents may participate in program activities at no cost as space is available and as long as their participation does not add directly to the cost of the activity. Should the class or program be full and the employee still wishes to participate, they may do so by paying the member rate. When programs are provided on a contractual basis with an outside, non-YMCA paid instructor (such as specialty camps and programs), participants will receive a 20 percent discount. Personal training and private lessons are not eligible for discount.

Should an employee leave employment in good standing while currently enrolled in a “free” program and with to continue the activity, he/she will be required to pay for the program on a pro-rated basis, as follows. If the program or activity is less than half complete, they will be required to pay half the cost of the activity. If it is more than half complete, there will be no charge. (i.e., summer pool membership for 3 months: termination within first 6 weeks of session - pay one-half the cost of pool membership to continue pool use, termination 6 weeks or more into session - no charge to continue to use). If an employee is terminated for a cause, he/she is not eligible to continue participation.

This procedure does not apply to child care or camp. Terminating employees must pay for child care on a weekly basis at full cost. Since this is a taxable benefit, the discounted rate is only available to current employees.

Part-time employees and their legal dependents that have at least one year of service and have worked at least 20 hours per week (at least 1,000 during the year) will receive a 20 percent discount on the member program rate. In both cases, with either program or membership benefits, an employee may receive financial assistance if appropriately documented.

SEPARATIONS

Separations

“Separation” refers to any and all terminations of the relationships between a person, as an employee, and the employer.

Voluntary Resignation

Registration is a voluntary choice freely made by the employee. An exempt employee is expected to give a minimum of thirty days’ notice of resignation. CEO, COO and CFO must give sixty days’ notice. A non-exempt or hourly employee is expected to give a minimum of two weeks’ notice of resignation. For full time employees, all accrued vacation will be paid plus any unused holiday time, if the holiday has already occurred. Sick leave is not paid out. Once an employee has given or received notice of separation, only ten percent of their balance of sick leave may be used for illness during the remaining time of employment.

Reduction in Work Force/Position Elimination

Separation of any full-time employee because of a reduction in work force or position elimination imposed by the YMCA of Greater Richmond for business reasons will conform to the requirements of the WARN Act.

An employee who is terminated pursuant to a reduction in force or position elimination is entitled to payment for his/her accrued and unused vacation time up to date of separation. Severance pay, equal to one week per years, months and days of service to the YMCA, may also be provided to a full-time employee when his/her employment is terminated due to a position elimination. As a condition of eligibility for severance pay, the employee must execute a separation agreement prepared by the YMCA that will include, among other things, a general release of all claims against the YMCA and related parties to the maximum extent permitted by applicable law. No severance pay will be provided to an affected employee if he/she fails to execute the separation agreement (including the release) or if he/she revokes the agreement (or the release). The maximum amount of such separation pay is eight weeks.

Unsatisfactory Performance

Prior to separation of an employee for unsatisfactory performance, the VP of Human Resources must be notified. (See Counseling Process). If, in the judgment of management, the problem cannot be resolved and a transfer to any other position is not possible or advisable, a separation date will be established and the employee will be notified via a letter of termination.

Dismissal for Misconduct

An employee may be involuntarily separated for misconduct. In this event, the employee shall be advised in writing concerning the reasons for the termination and shall be given an opportunity for a fair and impartial meeting in regard to their dismissal. This action must be thoroughly documented by the supervisor and discussed with the VP of Human Resources.

Reasons for dismissal for misconduct may include, but are not limited to: insubordination; involvement in child abuse or barrier crimes, falsification or misrepresentation of records; wrongful appropriation and misuse of YMCA property and funds; embezzlement; fighting; swearing; violation of safety/health rules so as to endanger anyone; carrying, using or threatening to use firearms while on duty; acting in any way that creates a security or safety risk; illegal behavior while on duty or while on the premises; discrimination, sexual or other harassment; drug/alcohol use while on premises; theft. This list is not all inclusive. Violation of any YMCA policy constitutes grounds for dismissal. The YMCA is not required to give advance notice or pay in lieu of notice, when termination of an employee is for misconduct; a letter of termination shall be given to the separating employee.

Upon Separation

 All YMCA equipment and belongings must be returned on or before the employee’s last day. The separation and the reason must be in writing for documentation purposes.

 Human Resources must be notified that the employee will no longer be on the payroll by sending a completed Employee Status Form with reasons for separation, as well as the completed employee termination checklist. Forms are available on Share

Point. Written documentation and any other file materials should be sent to Human Resources for record-keeping purposes.

 Full time employees may be eligible for vacation pay for unused time (see Vacation Benefit)

 Human Resources will notify the employee of their benefits under COBRA.

 Employees should advise the YMCA if they have a change of address so that W2 tax information may be sent to the correct address at year-end.

 Departing employees may be asked to complete an exit interview.

 All outstanding program or membership fees (or arrangements for payment of fees) must be paid prior to departure of employment. One-time payroll deduction may be set up to handle these expenses by contacting the HR department.

Termination Procedures (for Part-Time Separations)

A brief meeting will take place to discuss the employee’s separation from the YMCA of Greater Richmond. In the case of an involuntary termination, relevant documentation should be completed, including the Counseling Form that indicates that the employee performance issues existed prior to dismissal. Any involuntary terminations must be discussed with the VP of Human Resources and the supervisor prior to termination. If the employee disputes or wishes to discuss the termination, they may be referred to the VP of Human Resources. All Y property (including but not limited to computers, keys, records, badges) should be collected from the separating employee prior to separation. Documentation of the termination should be submitted immediately. Included with the documentation is the reason for termination and the Branch Executive’s signature. The terminating employee will be paid his/her final check in the pay period immediately following the termination date. The exiting employee should then be thanked for their work and service with the YMCA of Greater Richmond.

LEADERSHIPDEVELOPMENTANDTRAINING

Though career development is the primary responsibility of each individual, the CEO will be responsible for the provision of developmental opportunities for the staff as part of overall management responsibilities. Each member of the staff, exempt and non-exempt, will be encouraged and assisted by the Association to further his/her growth through experiences (academic or other training) designed to improve competency, performance of job responsibilities and cultural awareness.

Periodic consultation between the employee and their supervisor should be held to plan each employee’s leadership development program. Career counseling and planning should be an important component of such consultation. Annual training plans to support career growth will be completed and submitted in conjunction with the development of the YMCA’s budget.

Employee Resource Groups

At the Y, strengthening community is our cause and ensuring access, inclusion and engagement for all is fundamental. Nationwide, communities are rapidly changing and we are committed to recognizing and embracing all dimensions of diversity to better serve our neighbors. To further support their efforts, it is an organizational priority to offer an inclusive work environment where staff and volunteers have opportunities to learn, advocate and engage effectively and responsibly as cause-driven leaders.

The Y’s Employee Resource Groups (ERGs) are staff-and volunteer-led networks, which offer colleagues from all backgrounds and experiences opportunities to:

•Connect and build relationships

•Mentor one another

•Share knowledge and experiences

•Participate in personal and professional development

•Enhance leadership skills

•Strengthen cultural competency

•Inform organizational strategies

HowStaffBenefit

As platforms for sharing expertise, ideas and perspectives, ERGs contribute to the professional and personal development of staff to enriching and rewarding their career path. Through webinars, workshops, conference calls, blogging and local/regional events or conferences, participants can connect with other professionals, share ideas and access information and resources on the latest trends. By offering staff and volunteers spaces to connect and create community, ERGs ultimately inspire a deeper commitment to each other and the Y.

The YMCA offers ERG groups on both a National and local level. Currently, the YMCA of Greater Richmond offers 5 ERGs including the African-American Resource Network (AARN), the Emerging Leaders Resource Network (ELRN), the Hispanic/Latino Leadership Network (HLLN), the Lesbian, Gay, Bisexual Transgender and Queer Resource Network (LGBTQRN), and the Women’s Leadership Resource Network (WLRN). Committed to genuine and meaningful engagement among participants, these groups are open to all YMCA staff and volunteers. We encourage you to join one or more.

In addition to ERGs, the YMCA of Greater Richmond includes Race Equity Education and Diversity and Inclusion groups to promote professional development for staff.

Educational Assistance

Assistance with fees for individual growth experiences will be made available with the approval of Executive Management. Priority will go to full-time employees who have completed at least one year of service, are in good standing (have had at least one satisfactory or better review) and have given evidence that the training will be beneficial to them and to the YMCA. All assistance and leave or paid time to take courses must be approved by the employee’s Branch or Department Executive and the VP of Human Resources. The following criteria must be met:

a) the course/program is a requirement of the position;

b) the course is not offered through a YMCA program;

c) for specialized programs such as Springfield College, assistance may be provided for staff at the executive level and above;

d) the course/training information is submitted in advance for approval;

e) the course/training programs are deemed to be of special or needed benefit to the employee’s leadership/career development and to the YMCA;

f) the course/training program will not interfere with the satisfactory discharge of the employee’s responsibilities and all coursework is completed outside of work hours.

Assistance may be given for:

a. Career development programs sponsored by the National Council of YMCAstuition, room/board, and travel will be paid by the Association.

b. Graduate/undergraduate education sponsored by accredited academic institutionstuition will be reimbursed by the Association, up to the agreed upon amount for employee training per year, providing the following;

 the courses are applicable to an employee’s current job;

 evidence is provided to show that a grade of B or better was earned in the course within 30 days of completion of the course;

 prior written approval has been given by the employee’s Branch or Department Executive and the VP of Human Resources;

 the employee’s supervisor has approved any change of work schedule;

 the employee pays the cost of the course up front and is reimbursed the agreed upon amount after successful completion of the class (as noted by submission of copy of final grade from educational source);

 the IRS has determined that some college level courses are considered a taxable benefit. Employees may be subject to tax on educational reimbursement.

c. Workshops, seminars, conferences, and presentations - payment of all authorized expenses will be assumed by the Association including travel, hotel, meals and registration, when such events are of benefit to the employee’s job-related and career development assignments. Prior approval must be given, in writing, by the employee’s Branch or Department Executive.

Staff Training Pay

If the YMCA requires or requests non-exempt or part-time employees to participate in a training program or meeting outside of regular work hours, the YMCA will pay the nonexempt employee’s time (including hours spent in travel) and expenses at the employee’s regular rate of pay, and if part time, up to a maximum hourly rate of $10.00 per hour. Overtime will be paid based on the eligible employee’s regular hourly rate if the employee works over 40 hours per week due to attending training. The YMCA may pay for certain YMCA recertification fees if the course is offered by the YMCA as long as the certification has not lapsed.

For further details of training/certification/re-certification, please see the separate document available on the Share Point.

POLICIESREFERENCED:

Policies referenced herein can be found on Share Point or provided by Human Resources.

 Code of Ethics

 Policy on Reporting Suspected Misconduct

 Drug and Alcohol Policy

 Harassment Policy

 Conflict of Interest Policy

 Technology Policy

 Vehicle Policy

 Telecommuting Policy

 Training Policy

 Staff Recognition Guidelines

 Tuition Reimbursement Policy

 Appearance and Grooming Policy

 Outside Employment Form

 Compensation for Outside Interest

 Salary Administration Policy

REST OF PAGE LEFT BLANK INTENTIONALLY.

I have received a copy of the Human Resources Policy Manual of the YMCA of Greater Richmond, and agree to abide by all policies and procedures outlined herein.

2025 STRATEGIC PLAN

YMCA OF GREATER RICHMOND

FULLY ENGAGED

At the YMCA OF GREATER RICHMOND, we believe in community.

We believe in accessibility, opportunity, equity and inclusion for all residents of our region. The Y’s reach is broad; everyone has the opportunity to belong—young or old, man or woman, people of all faiths and color. We are committed to strengthening the foundations of community every day because this is our cause. We strengthen human capacity by working with our neighbors to bring about transformational change together—and we call that community engagement.

YMCA MEMBERSHIP IS A PATH toward transformation in spirit, mind and body and is a critical component of strong YMCA operations. Quality facilities will support members’ journeys and provide innovative spaces to address community needs.

At the YMCA, we lead with heart. We hold dear and strive to carry out the principles of asset-based community engagement. We empower and support, encourage and enhance. We’re about equity: health equity

chance for hands-on, experiential learning and opportunities to and be of service in their own communities.

For more than 160 years, we have been committed to serving the needs of our communities. We live out principles and practices that reflect good stewardship, integrity in quality programing, inclusion, valuesbased leadership, and the belief that all people are due dignity because they are created in the image of God. The Y is a place where all people are welcome. It is a community asset to be utilized by the community for the greater good of all.

Our desire is that everyone who participates in Y programs or services will grow in spirit, mind and body. We provide opportunities for personal transformation and enable people to overcome, adapt and thrive. This strategic plan will maintain and sustain many existing programs and drive areas of improvement while allowing for innovation to reach new constituents.

The strategic goals and objectives featured here will guide the YMCA OF GREATER RICHMOND as we continue to navigate the global pandemic and serve as our road map for the future. We believe they are compelling and courageous, and they stretch us, as well as those who join us, in our journey to help all people reach their full potential.

YMCA Mission

To put Christian principles into practice through programs that build healthy spirit, mind and body for all.

YMCA Cause

GROWTH IN THE YEARS AHEAD will result from clear communication of the Y’s cause, focusing on youth development, healthy living and social responsibility, and commitment to inclusion and accessibility. We will be a charity of choice and pursue the philanthropic resources needed to create and sustain excellence with equitable buildings, infrastructure and programs across our service region.

FOR YOUTH DEVELOPMENT

The Y will strengthen personal capacity in youth and teens.

Youth in YMCA OF GREATER RICHMOND programs will experience personal growth that better prepares them to thrive in life by providing education, support, physical and emotional guidance and enrichment that can help them learn, grow and achieve.

KEY OBJECTIVE: Increase the learning opportunities and capacity for academic excellence for students enrolled in YMCA out-of-school time programs.

COMMUNITY SUCCESS MEASURE BY 2025

Support and advance regional efforts around grade level proficiency as part of a broader community strategy for post-secondary education, training and career readiness.

Increase participation in out-of-school time programs by 20 percent. Ensure 75 percent of youth in after-school programs will participate in the BellXcel curriculum a minimum of two times per week.

YMCA SUCCESS MEASURE BY 2022

Serve 2,400 youth through out-of-school time program. All Youth Development site directors will participate in monthly training centered around BellXcel curriculum.

1,800 youth will participate in the BellXcel curriculum two times per week during out-of-school time.

KEY OBJECTIVE: Equip teens with skills to be leaders of tomorrow.

COMMUNITY SUCCESS MEASURE BY 2025

Support and advance regional goals to increase resiliency and socialemotional capacities of students as a foundation to personal growth. Increase enrollment in all teen programming by 15 percent.

• Ensure 80 percent of teens surveyed will respond that involvement in YMCA teen programs has had a positive impact on their character and leadership development.

• Caring

• Honesty

• Respect

• Responsibility

To strengthen the foundations of our community.

YMCA SUCCESS MEASURE BY 2022

• Expand Teen Leaders to the Atlee Station branch and Teen Leaders and Y Achievers to the Powhatan branch.

• Serve 800 teens annually

• Increase partnerships with organizations that focus on career and college prep to develop enriching Y Achievers Meet-Ups.

FOR SOCIAL RESPONSIBILITY

Since the Y’s inception more than 160 years ago, the composition and demographics of our region have grown and changed. That change continues today, as Richmond becomes a minority-majority community by the year 2040. With a broad geographic reach and diverse array of programs and services, the Y is uniquely positioned to support, connect and empower people, reaching across boundaries, to live as a more unified, equitable community.

KEY OBJECTIVE: The Y will engage and convene people who make up the varying demographics in our community to live, work and play through programs and services, with a focus on access and opportunity for all.

COMMUNITY SUCCESS MEASURES BY 2025

YMCAs will be reflective of their communities. Primary market area (PMA) data will show that YMCA members, boards, staff and volunteers mirror at least 70 percent of the demographic makeup of surrounding communities.

YMCA SUCCESS MEASURES BY 2022

• Branch boards of managers will be 40 percent reflective of communities served through recruitment of diverse, multicultural leaders with a focus on BIPOC, underrepresented and historically marginalized.

• Through enhanced internal and external communication and learning experiences, Y employees’ understanding of our diversity and equity work will increase, and our employee engagement Gallup score will increase to 3.8.

KEY OBJECTIVE: Through partnerships and a deep commitment to inclusive practices, the YMCA will provide greater access, opportunities, engagement and connectedness among residents. We will focus on senior citizens, persons with diverse abilities and historically marginalized youth.

COMMUNITY SUCCESS MEASURES BY 2025

• Senior adults participating annually in YMCA programs and services that promote social cohesion, healthy lifestyles and decreased social isolation will increase by 30 percent.

• People with diverse abilities participating in programs and services that promote greater access, opportunities, engagement and connectedness will increase by 50 percent.

• Historically marginalized youth in the metro Richmond region engaged in YMCA programs will increase by 20 percent, and, of those, 70 percent will report an increased sense of hope, engagement and belonging.

YMCA SUCCESS MEASURES BY 2022

• Serve 300 seniors through Aging Strong.

• Serve 150 children and adults with diverse abilities.

• Establish intentional partnerships with organizations that support diverse abilities and offer new programs.

THROUGH COLLABORATIONS AND PARTNERSHIPS, the YMCA OF GREATER RICHMOND will demonstrate our shared commitment to provide equitable opportunities for all.

FOR HEALTHY LIVING

The YMCA will strive to address and mitigate health inequities by focusing on Social Determinants of Health (SDoH) that threaten the greater Richmond community.

Social determinants of health and chronic disease threaten the future well-being of children, adults and families in our community. The YMCA OF GREATER RICHMOND will be a leader in our community by decreasing the risk for lifestylerelated diseases, catalyzing change in attitudes toward healthy living, and working with partners to create and expand access and the continuum of care, thus empowering the community to overcome this crisis.

KEY OBJECTIVE: To reduce obesity among youth and adults in the YMCA OF GREATER RICHMOND service area.

COMMUNITY SUCCESS MEASURE BY 2025

• Provide the greater Richmond community, minimum of 500 people annually, access to lifestyle change programs that impact obesity and chronic disease.

YMCA SUCCESS MEASURE BY 2022

• Increase annual participation in YFit appointments by 15 percent and group exercise class participation by 10 percent for youth and adults.

• Serve 300 participants in health education/activity classes.

KEY OBJECTIVE: To address the SDoH and provide Social Needs Navigation services to address health inequities among adults in the YMCA OF GREATER RICHMOND service area and provide access to needed services.

COMMUNITY SUCCESS MEASURE BY 2025

• Increase by 25 percent the number of participants served through Social Needs Navigation.

• Establish a partnership with at least one health system to be the provider of choice to advance health equity.

YMCA SUCCESS MEASURE BY 2022

• Serve 1,000 individual clients through social needs navigation.

• Serve 9,000 individual clients through self-navigation using Help1RVA.

The Y will be accessible to everyone by identifying, addressing and reducing economic, geographic and cultural barriers.

WITH THE YMCA OF GREATER RICHMOND

DIVERSITY, EQUITY AND

For 167 years, our core values and “spirit, mind and body” focus, have grounded us to weather social change, expand membership, enhance our services and thrive as a community organization that bridges divides and cultivates human relationships.

We are advancing diversity, equity and inclusion through an intentional strategic plan, BELONG WITH THE YMCA, to emphasize to our members, employees, donors, stakeholders and communities that the YMCA stands committed to creating strong, inclusive communities that reject discrimination in all forms. This plan turns ideas into action and underscores our dedication to equity. Through these strategies, the YMCA will become a more inclusive, diverse, multicultural organization embracing anti-racist principles that actively identify and break down systems that perpetuate inequities.

GOAL: To create an environment in which staff, members and other stakeholders experience an organization rich with multicultural inclusivity, the promotion of equity across all walks of life and a genuine sense of belonging for people of all demographics and identities with intentional focus on underrepresented and historically marginalized communities.

PURPOSE: To assure that the YMCA is promoting equity and inclusion, ensuring that our promise to be “Open to All” remains at the forefront of our approach to staff, members, community partners and our communities, and increasing collective awareness of the YMCA as an agent of social change.

This framework is designed to create a space for transparency and open dialogue where our community and staff can engage, collaborate and hold each other accountable to the Y’s work of providing health equity, equity of opportunity and equity in education and leadership to all residents within our region. The YMCA recognizes that this is ongoing, comprehensive work and is committed to making the changes needed to be foundational and sustainable. We are dedicated to being an organization where the entire community can thrive.

The Y’s mission is reflected by the core values of caring, honesty, respect and responsibility. These values inspire us to ensure that everyone has the opportunity to reach their full potential and be authentic in all aspects of diversity including ability, age, cultural background, economic status, ethnicity, faith, gender, gender identity, ideology, language, national origin, political view, race or sexual orientation. Together, we celebrate strong, inclusive communities FOR ALL.

INCLUSION STRATEGIC PLAN

LEADERSHIP: The President and CEO of the YMCA OF GREATER RICHMOND in collaboration with the Y’s department of Social Responsibility has assembled a team of staff and volunteers to establish and evaluate metrics to measure the success of the DEI Strategic Plan.

Diversity, Equity and Inclusion (DEI) Cabinet is comprised of staff representatives from across the organization. This cabinet will:

• Champion and model a cause-centered culture that is grounded in advancing diversity, equity and inclusion in the YMCA OF GREATER RICHMOND.

• Participate in and initiate thought leadership that will generate solution-focused, asset-based approaches toward the strategic implementation of DEI goals in the YMCA OF GREATER RICHMOND.

• Exhibit a commitment to develop organizational policies, procedures and practices that are rooted in justice and equitable for all our employees and members and creates an environment where all can grow and thrive free of discrimination in any form.

• Recommend achievable plans of action that enable effective integration of DEI strategies across key operational and programmatic areas to have meaningful impact across the YMCA OF GREATER RICHMOND.

Mission, Equity and Inclusion Committee is comprised of volunteers (Board Members) and staff at the Association level and embedded within each Branch Board of Managers:

• Recommends achievable plans of action that enable effective integration of DEI strategies across key operational and programmatic areas to have meaningful impact within their specific community.

• Supports YMCA community engagement that leverages the power that exists within historically marginalized populations toward the achievement of equitable outcomes for all.

• Fosters community cohesion.

• Holds all employees of the Y accountable to the achievement of the DEI Strategic Plan.

Executive Leadership Team (ELT) is comprised of CEO, COO, and CFO at the YMCA OF GREATER RICHMOND and are charged to boldly listen, lead, and drive the implementation of the DEI Strategic Plan for the YMCA OF GREATER RICHMOND.

Anti-racism subcommittee within the DEI Cabinet commissioned by the CEO, comprised of staff and volunteers are tasked with analyzing policies, procedures and practices that need critical examination across multiple dimensions of diversity, to include:

• Identifying and discerning areas of racism and discrimination in any of our policies, guidelines or practices.

• Developing recommendations and subsequent action steps that address any areas of discrimination, devaluing and/or disenfranchisement within the YMCA OF GREATER RICHMOND.

WORKING AT THE YMCA OF GREATER RICHMOND

Our employees are the Y’s most important resource. We are dedicated to becoming the most welcoming, inclusive, equitable organization possible, where employees feel a genuine sense of belonging. Y staff will reflect and represent the diverse and multicultural communities where we all live, work and play, and our authentic relationships with one another will create a culture of compassion and empathy where everyone can thrive. Employee Diversity, Equity and Inclusion initiatives focus on retention, recruitment, advancement and culture.

OBJECTIVE: To recruit, hire and retain diverse, multicultural staff, with a focus on BIPOC, underrepresented and historically marginalized communities reflective and representative of the communities in which we work at all levels of the organization.

• By 2025, our employees will be at least 70 percent reflective of community demographics.

This will be assessed in Q1 of each year to continue work outlined below as is or to course correct. See Appendix 1 for a more detailed breakdown of staff representation.

STRATEGY: Periodic reviews of hiring policies and procedures to confirm that the YMCA is actively identifying and dismantling systems that perpetuate inequities.

STRATEGY: Understand the community demographics around YMCA OF GREATER RICHMOND branch locations.

• Tactic: Review demographic data from the Richmond Metro Region and provide insights to the branches on where they currently stand.

• Tactic: Work with YUSA to maintain updated local community demographic sheets.

• Tactic: Give hiring manager current branch metrics.

STRATEGY: Culturally intelligent recruitment of staff from historically marginalized populations.

• Tactic: Work with Employee Resource Groups on the promotion of open Y employee positions.

* Incentivize current staff to recruit new hires to create a workforce that is reflective of our communities (currently active in aquatics and youth development).

• Tactic: Utilize the job boards at local colleges and universities (like VSU, VCU, U of R, JSCC and VUU).

• Tactic: Develop partnerships with local agencies that

specialize in recruitment from wide ranges of diverse communities in our region.

• Tactic: Quarterly reviews of successful recruitment areas (Indeed.com is highest, followed by employee referrals), hiring, termination demographics.

• Tactic: Communicate appropriate data with all staff and stakeholders through all-staff meetings, town halls, HR newsletter and other appropriate communication avenues.

• Tactic: Commit to promoting and hiring staff of color in senior leadership positions.

STRATEGY: Utilize a multi-layered hiring approach that addresses and rectifies cultural bias in interviews and resume review.

• Tactic: Actively seek input from various perspectives with employees outside of the hiring unit.

STRATEGY: Develop employee orientation that utilizes DEI/ DIG training.

• Tactic: Develop New Employee Orientation for part-time staff with specific DEI/DIG training embedded.

• Tactic: Develop Full Time Orientation (FTO) for full-time staff with specific DEI/DIG training embedded.

• Tactic: Develop 4-5 “short burst” training program for employees to complete prior to start.

• Tactic: Develop a follow up training for the first 6 months of employment that is embedded throughout the organization.

STRATEGY: Require training in cultural competencies and emotional IQ for all employees.

• Tactic: Initial training includes a clear deadline of completion within the first year of employment.

• Tactic: 1-3 class annual training program promoting culturally responsive practices, cultural humility and emotional intelligence for all staff.

• Tactic: Add DEI topics and discussion points within staff meetings and cabinet meetings; have Executive Directors lead conversations.

STRATEGY: Incorporate cultural conversations into quarterly staff meeting.

• Tactic: Develop training videos, questions that evoke discussion, honoring cultural diversity in the staff and education around various ethnic and racial groups.

OBJECTIVE: Our employees feel a deep sense of belonging, support, and encouragement in a welcoming, respectful, nurturing, and affirming environment with equitable opportunities for advancement.

• By 2023, employee engagement will increase by 3.86.

• By 2025, employee satisfaction and sense of belonging will increase by 3.96.

Currently, the YMCA OF GREATER RICHMOND conducts a semi-annual climate and culture survey with all full-time staff. Between the first and second surveys, responses shifted .2 points, indicating a statistically significant decline in employee satisfaction and cultural cohesion. It is important to note, this survey was taken in February 2021 during the pandemic and ongoing civil unrest.

The strategies outlined below are designed to increase employee satisfaction and enhance a sense of belonging within the staff community to be measured by an increase in the overall net promoter score by 2025, with an intermediate goal to increase employee engagement from the current 3.78 mean by 2023. For a breakdown of the Employee Engagement Report by race see Appendix 2.

STRATEGY: Hire Association-level staff member to focus on D.E.I within the organization with the goal of expanding position(s) into association leadership.

• Tactic: Work with all departments, specifically philanthropy, marketing, and leadership development, to incorporate D.E.I focused initiatives and goals into all operations.

• Tactic: Lead Association Employee Resource Groups.

• Tactic: Provide visionary leadership to DEI Cabinet sub-committees, Newcomer Welcome Center, Welcoming Week, branch board diversity efforts and community partnerships.

STRATEGY: Utilize Social Responsibility Progression Scales with branch Executive Directors and Association SMEs.

• Tactic: Individual quarterly check-in between Executive Director, VP supervisor, and a member of the Association social responsibility team to review status of progression scale progress and develop ways to move branch social equity work forward.

• Tactics: Include Social Responsibility Progression Scales in annual reviews.

STRATEGY: Share widely the various programs and support available to staff.

• Tactic: Promote SharePoint use to increase awareness of programs.

• Tactic: Quarterly notifications of the ERGs through emails or townhall discussions.

• Tactic: Quarterly notifications of EAP program through emails or townhall discussions.

STRATEGY: Measure employee satisfaction throughout the year to understand the overall morale and culture of the organization.

• Tactic: Continue Employee Engagement committee work.

• Tactic: Conduct semi-annual staff satisfaction surveys.

• Tactic: Create a list of questions that can be utilized within staff and cabinet meetings periodically to capture anecdotal employee feedback.

WORKING AT THE YMCA OF GREATER RICHMOND (continued)

OBJECTIVE: Increase YMCA employees’ opportunities for advancement through transparent, equitable practices.

STRATEGY: Develop a training and succession planning program that promotes/grows part-time staff into a pathway for opportunities for full-time positions.

• Tactic: Develop DEI-specific Mentor program, training provided for mentors.

• Tactic: Utilize ERGs as key pathway clearers, coaches and cheerleaders.

STRATEGY: Advance opportunities for internal candidates to apply for open positions.

• Tactic: Continuation of the peer-coaching model.

• Tactic: Internally recruit staff whose performance indicates growth and potential readiness for a promotion.

• Tactic: Utilize the performance standard process to develop growth opportunities that ready both part-time and full-time staff for promotion.

• Tactic: Incorporate inclusive excellence (definition below) questions that are weighed as heavily as operational functions on performance reviews.

• Tactic: Provide specific feedback and constructive recommendations for future goal achievement when internal candidates are not selected.

METRICS: Conduct culture/climate surveys twice per year. Quarterly audits/examination of hiring, retention and promotion rates—specifically looking at various demographics as compared to the communities—including but not limited to; race/ ethnicity, gender, sexual orientation, diverse ability, age, and other identities that are available; utilize external volunteers (board members) to assist with unbiased reviews.

SHARING OUR STORY

Communicating our work in diversity, equity and inclusion is paramount to the success of our strategies in achieving the goals we have put forth. We are determined to increase the collective awareness of the YMCA OF GREATER RICHMOND as an agent of social change. We are dedicated to open dialogue, transparent actions and accountability to our staff, members, community partners and the general public.

It is vital to communicate the YMCA’s commitment to diversity, equity, and inclusion and increase collective awareness of the YMCA as an agent of social change. We are dedicated to open dialogue, transparent actions and accountability to our staff, members, community partners and the community.

We will increase awareness of Diversity, Equity and Inclusion initiatives through enhanced, culturally-intelligent communications internally and externally, ensuring that all stakeholders understand the YMCA’s mission to create a more equitable community.

OBJECTIVE: Increase understanding and awareness of the Diversity, Equity and Inclusion culture work to Y staff through enhanced communication of internal and external messaging.

Offer quarterly townhall meetings to raise awareness and understanding of the work in the DEI strategic plan. (identify team for this work)

STRATEGY: Create DEI training plan focused on the seven key DEI focus areas YMCA OF GREATER RICHMOND has identified: Racial Inequality and Racism, Immigrant Rights, LGBTQ+, Seniors, Children’s issues, Women’s Issues and Diverse abilities.

• Tactics: Staff training video required by all FT and PT staff.

• Tactics: Development of ongoing training plan for staff.

• Tactics: Monthly town hall meetings to discuss ongoing DEI work.

• Tactics: Ongoing discussion and roll out updates at the Operations Team, Executive Director, Association Leadership Team, Cabinet and Executive Leadership Team Meetings monthly.

OBJECTIVE: YMCA members and community partners are aware of and understand the YMCA’s mission to create a more equitable community—focused on equity of education, leadership, and health.

The YMCA will continue to push our messaging broadly through various channels that include social media,

radio and TV. Currently we have a total of 1,209,600 radio impressions, 855,496 TV impressions, and 58 DEIspecific social media posts that have generated 331 likes, 14 comments and 88 shares. We will continue to drive this work and increase message saturation each year to help the community-at-large know and understand the Y’s commitment to diversity, equity and inclusion. For a detailed list of radio and TV media spots see Appendix 4.

STRATEGY: Share For United Us DEI Campaign broadly to include efforts that the Y supports, organizes and celebrates.

• Tactic: Determine effective ways to share with members, partners, community members who are not engaged with the Y, board members, volunteers and other stakeholders.

• Tactic: Embed YMCA OF GREATER RICHMOND’s DEI Marketing campaign in the online joining process.

• Tactics: Updated DEI FAQs.

• Tactic: Calendar of events.

* 2021 DEI Calendar.Updated03.15.2021.xlsx

• Tactic: Updated Assets—social media posts covering all branches.

• Tactic: Updated Branch Assets—fliers and social media posts at a more micro level, banners, posters, digital displays.

STRATEGY: Increase earned media activity in order to elevate YMCA DEI work.

• Tactics: Created a quarterly focus calendar in partnership with a reputable third party.

STRATEGY: Execute a media training program for staff, volunteers and other partners.

• Tactics: Infuse DEI language into job descriptions.

• Tactics: Identify and train Y staff or volunteers as ambassadors for each of the DEI focus areas.

• Tactics: Board trainings/presentations.

STRATEGY: Ensure language barriers are not preventing the effective communication of the DEI Campaign.

• Tactics: Provide all Marcom assets in both English and Spanish.

• Tactics: Provide translation options of our messaging in additional languages.

• Tactics: Launch new website in Q2 of 2021 equipped with Google Translator to assist the automatic translation of our messaging to more than 100 languages.

• Tactics: Develop Spanish Facebook Page for YMCA OF GREATER RICHMOND

SHARING OUR STORY (continued)

OBJECTIVE: Ensure that YMCA messaging is culturally intelligent.

STRATEGY: Make certain that a broad set of perspectives are reviewing and analyzing marketing materials on at least a bi-annual basis.

• Tactic: Formation of marketing advisory group; a group consisting of members of the Anti-Racism Task Force, select ERG and DEI cabinet members and select MEI members.

• Tactic: Review with the marketing advisory committee ways to incorporate additional asset-based language —“uplifting community strength” vs. focusing on community needs.

OUR Y COMMUNITY

A vital component of our commitment to equity is that the YMCA is Open to All. This premise is foundational— part of our “DNA”—and we are dedicated to advancing health equity, equity of opportunity, and equity in education and leadership. We work in concert with others, engage alongside community members and partners, through authentic and trusting partnerships. Community Diversity, Equity and Inclusion focuses on investments in marginalized communities, advocacy for the organization’s mission, and commitment to community partnerships.

OBJECTIVE: To recruit diverse, multicultural board members, with a focus on BIPOC, underrepresented and historically marginalized communities, that are reflective and representative of the communities in which we serve.

• By 2023, YMCA branch Boards of Managers will be 65 percent reflective of the communities served.

• By 2025, YMCA branch Boards of Managers will be 70 percent reflective of the communities served. This will be reviewed in Q1 of each year. For complete detail of board demographics see Appendix 3.

• Tactic: Annual external Audit for YMCA OF GREATER RICHMOND Marketing and Communications and Member Experience.

• Tactic: External audits will take into consideration our peers include both gyms and other nonprofits.

STRATEGY: Identify ways the Y can support and elevate community-led community engagement work.

• Tactic: YMCA convene and host Community Conversations with community partners.

• Tactic: MEI committees at each YMCA branch board are active supporters.

METRICS: Overall communication saturation—video views, social media audit (reactions, views, shares, etc.) staff survey for information acceptance.

STRATEGY: Work with YMCA branch executive directors to broaden board recruitment tools.

• Tactic: Create partnerships with key community stakeholders

* Ex: Various houses of worship, residential communities, schools, County management (etc.)

• Tactic: Build community outreach through partnerships with organizations with like-minded missions and nonprofit networks.

• Tactic: Equip executive directors with demographic information relevant to their service area footprint.

STRATEGY: Incorporate cultural conversations into biannual board meetings.

• Tactic: Develop training videos and questions that evoke discussion that honors cultural diversity in the volunteers, members, and staff with education around multiple ethnic and racial groups.

OBJECTIVE: To ensure YMCA donors are aware of and understand the YMCA’s commitment to diversity, equity, and inclusion.

STRATEGY: Clearly define gift acceptance policy to include the YMCA’s DEI work.

• Tactic: Promote the DEI work as part of donor cultivation to ensure understanding in early stages of relationship.

• Tactic: Regular updates to volunteers and donors of the ongoing DEI work.

STRATEGY: Develop site tour process that is more engaging.

OBJECTIVE: To forge community partnerships that support and promote equity, inclusion and asset-based community engagement.

• The completion and expansion of capital projects in underresourced communities will be a measurement of success.

STRATEGY: Devote capital and program investment opportunities within historically marginalized communities.

• Tactic: Northside/Petersburg facility renovations.

• Tactic: Manchester facility renovation, to include Newcomer Welcome Center.

• Tactic: Invite and utilize the talent within the community to drive the programming.

STRATEGY: Open opportunities for innovative partnerships with multi-level organizations (small and large) that work to advance community health equity for all. Tactics: Develop relationships with partners that are listed within the platform Help1RVA. help1rva.org

STRATEGY: Continue to invest in programming within the seven key DEI focus areas YMCA OF GREATER RICHMOND has identified of equity focus: Racial Inequality and Racism, Immigrant Rights, LGBTQ+, Seniors, Children’s issues, Women’s Issues and Diverse abilities.

• Tactic: Implement and expand Power Scholars Academy.

• Tactic: Implement and expand GRACE Swim programming.

• Tactic: Implement and expand alternative student learning options as needed.

• Tactic: Newcomer Welcome Centers located in local YMCAs, beginning with the MANCHESTER FAMILY YMCA.

• Tactic: Work with partners to identify new additional programming, ex: Power Scholars, GRACE swim lessons and Miracle League.

STRATEGY: Identify gaps in programming.

• Tactic: Utilize Help1RVA to identify programs that will support our programming gaps.

OBJECTIVE: For all YMCA facilities to be welcoming spaces for the community to access resources that support families and individuals in reaching their full potential.

In 2020 the YMCA had 576 total closed referrals through Social Needs Navigation (SNN). By 2025, we will support 4,500 families and individuals through social needs navigation and Help1RVA.

STRATEGY: Utilize the Newcomer Welcome Center as a conduit to access the tools and services available for SNN and to build intentional and effective relationships within the community.

STRATEGY: The Y is regarded as a community liaison and partner for this work and that relationships are ongoing.

• Tactic: Hold regular meetings with key Newcomer Welcome Center partners.

STRATEGY: Embed SNN services into the MANCHESTER NEWCOMER WELCOME CENTER with expanded services.

• Tactic: Seek sustainable funding opportunities to hire more SNN navigators in order to serve more community members.

OUR Y COMMUNITY (continued)

OBJECTIVE: To ensure that all community members can access YMCA programs and services in a barrier-free, user-friendly manner.

STRATEGY: Through the use of various technologies, becoming a Y member will be user friendly and barrier-free.

• Tactic: Utilize online tools for ease. Online services will offer disability-friendly features for the visual and hearing impaired.

• Tactic: Place kiosks within each branch to allow for in-person access to online tools with Y staff support.

• Tactic: Utilize the YMCA Engagement and Solution (YES) Center staff who can offer personalized help with membership and program registration.

STRATEGY: Financial Assistance (FA) is easily accessible and has an immediate turnaround.

• Tactic: FA will be available to anyone in need.

• Tactic: Boldly share the most recent FA policy prominently on our website. ymcarichmond.org/income-based-membership/

STRATEGY: Services offered to the community happen out in the community and within the YMCA branch buildings.

• Tactics: Engage with community partners to co-determine which community strengthening efforts (programs, services, etc.) are desired and potentially achievable.

• Tactics: Hire staff and volunteers from within the community to provide vision, leadership and implementation of programs and services.

METRICS: Measurement of success within programs (i.e. Power Scholars Academy); Board/ volunteer surveys; program participant surveys; demographic break downs of participants and the value they find from it; Social Responsibility Progression Scales.

APPENDIX 1: STAFF DEMOGRAPHICS

YGR EEOC Summary All Staff

Community Overview

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (BLACK OR AFRICAN AMERICAN STAFF)

Q12 Mean

EMPLOYEE ENGAGEMENT REPORT | 2021 ENGAGEMENT & COVID ETHNICITY - 2BLACK OR AFRICAN AMERICAN | FEB 17, 2021 - MAR 05, 2021

The Gallup Q12 score represents the average of the scores of 12 items that Gallup has consistently found to measure employee engagement as linked to business outcomes.

Q12 Mean

The Gallup Q12 score represents the average of the scores of 12 items that Gallup has consistently found to measure employee engagement as linked to business outcomes.

On a five-point scale, where 5 means extremely satisfied and 1 means extremely dissatisfied, how satisfied are you with your organization as a place to work?

Copyright 2021 Gallup, Inc. All rights reserved.

Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup.

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (ALL STAFF)

EMPLOYEE ENGAGEMENT REPORT | 2021 ENGAGEMENT & COVID ALL - ALL |

FEB 17, 2021 - MAR 05, 2021

Q12 Mean

The Gallup Q12 score represents the average of the scores of 12 items that Gallup has consistently found to measure employee engagement as linked to business outcomes.

On a five-point scale, where 5 means extremely satisfied and 1 means extremely dissatisfied, how satisfied are you with your organization as

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (HISPANIC OR LATINO STAFF)

EMPLOYEE ENGAGEMENT REPORT | 2 2021 ENGAGEMENT & COVID ETHNICITY

- 3 - HISPANIC OR LATINO | FEB 17, 2021 - MAR 05, 2021

Q12 Mean

The Gallup Q12 score represents the average of the scores of 12 items that Gallup has consistently found to measure employee engagement as linked to business outcomes.

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (WHITE STAFF)

EMPLOYEE ENGAGEMENT REPORT | 2 2021 ENGAGEMENT & COVID ETHNICITY - 1 - WHITE | FEB 17, 2021 - MAR 05, 2021

Q12 Mean

The Gallup Q12 score represents the average of the scores of 12 items that Gallup has consistently found to measure employee engagement as linked to business outcomes.

Q Q00: On a five-point scale, where 5 means extremely satisfied and 1 means extremely dissatisfied, how satisfied are you with your organization as a place to work?

Q Q01: I know what is expected of me at work.

Q Q02: I have the materials and equipment I need to do my work right.

Q Q03: At work, I have the opportunity to do what I do best every day.

Q Q04: In the last seven days, I have received recognition or praise for doing good work.

My supervisor, or someone at

care about me as a person.

seems

Q06: There is someone at work who encourages my development.

Q

The mission or purpose of my organization makes me feel my job is important.

Q Q09: My colleagues are committed to doing quality work.

In the last six months, someone at work has talked to me about my progress.

This last year, I have had opportunities at work to learn and grow.

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (KEY)

EMPLOYEE ENGAGEMENT REPORT | 2021 ENGAGEMENT & COVID ETHNICITY

FEB 17, 2021 - MAR 05, 2021

FOOTNOTES

* - Scores are not available due to data suppression.

Not shown if n < 4 for Mean, Top Box, Verbatim Responses, and Sentiment, n < 10 for Frequency, or data is unavailable.

Mean Percentile Rank is being calculated against other workgroup scores in the Company Size - 100 to less than 1,000 Respondents database.

Meaningful change is represented by a green or red arrow if the score changes by 0.2 or more between survey periods.

Percentile Rank in Company Size - 100 to less than 1,000 Respondents Database < 25th

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (KEY)

GLOSSARY

The glossary provides high-level definitions of terms within the engagement report. Because of the dynamic nature of this site, not all terms will be applicable to or displayed on your report. Please use the terms that are relevant to your team when discussing and interpreting the data.

ENGAGEMENT DEFINED

EMPLOYEE ENGAGEMENT: Employee engagement refers to how committed an employee is to their organization, their role, their manager and their co-workers. Engagement drives performance. Gallup's research shows that more highly engaged employees give more discretionary e ort at work and have higher productivity, profitability and customer service, as well as reduced turnover and safety incidents.

THE SURVEY ITEMS/QUESTIONS

OVERALL SATISFACTION: Overall Satisfaction is a measure of how content your team is with the overall company as a place to work. Overall Satisfaction is not included in the Overall Workgroup Engagement (GrandMean) score. Being a satisfied employee does not equate with being engaged, though the two are highly related.

Q01-Q12: These items are Gallup’s proprietary workgroup engagement questions (commonly referred to as the Q¹²®). These items were selected for their strong connection to performance outcomes and the ability to take action at the workgroup level.

INDICES: In addition to the Q¹²® items, Gallup has created a number of empirically-derived sets of indices, which are comprised of 3-4 questions each. Individual scores of each index item are provided, along with a combined index score, which measures the strength of the core index construct. These indices help companies strategically pinpoint and improve specific focus areas relevant to their current situation.

CUSTOM ITEMS: These items are unique to your company and can vary across companies and surveys. While these “additional” questions link to the Gallup Engagement hierarchy, they are not always within the power of the workgroup to influence or change. These questions can provide additional insights into employees’ perceptions, the situational workplace environment or companyspecific initiatives.

EMPLOYEE ENGAGEMENT RESULTS

GRANDMEAN: The GrandMean measures overall Workgroup Engagement, which is an average of the 12 Workgroup Engagement items (Q01-Q12). The higher your score (with a maximum possible score of 5), the more engaged your fellow employees are.

ENGAGEMENT INDEX: The Engagement Index (EI) is a macro-level indicator of an organisation's health that allows leaders to track the engagement levels of employees. This analysis identifies the percentage of participants who are engaged, not engaged and actively disengaged based on their responses to the Q¹²® survey items. You must have 100 employees participate to receive the full spectrum of responses for the EI. If you have 30<100 employees, the report will include the percentage of engaged employees only.

ENGAGEMENT HIERARCHY: Every employee has a distinct set of needs that follows a hierarchy, with basic needs at the foundation and growth at the top. Employees feel more or less engaged depending on how well they believe their needs are being met in the workplace.

UNDERSTANDING THE SCORES

THE SURVEY SCALE: The engagement survey utilises a 5-point scale with 1=Strongly Disagree and 5=Strongly Agree. For each question, employees have the option to also select

APPENDIX 2: EMPLOYEE ENGAGEMENT SURVEYS (KEY)

FEB 17, 2021 - MAR 05, 2021

“Don’t know” or “Does not apply”.

TOTAL N: The total number of employees who responded to the survey.

MEAN SCORES: The average score using the 5-point survey scale, with 5.00 being the highest score and 1.00 being the lowest.

TOP BOX/%5: The percentage of employees who responded “5 – Strongly Agree” to the survey item.

DISTRIBUTION OF RESPONSES: The percentage of employees who responded “1”, “2”, “3”, “4” or “5” to an item. If 10 or more employees respond to the survey, the report could display a full distribution of responses. Otherwise, only the percentage of employees who responded with a “5” (TopBox) and item means will display.

SUPPRESSED DATA: Confidentiality of responses is extremely important to Gallup. If too few employees respond to a survey item, the data will be suppressed (not published) and an asterisk (“*”) will appear in its place.

COMPARISONS

EXTERNAL BENCHMARKING: (GALLUP DATABASE COMPARISON): Used as a benchmark to determine how your team’s results compare to other workgroups within the Gallup Database of clients.

PERCENTILE RANKING: The 25th percentile indicates 75% of workgroups fell above this score; the 50th percentile indicates 50% of workgroups fell above and below this score; the 75th percentile indicates only 25% of workgroups fell above this score. The higher your percentile, the stronger the item is in relation to the database. Used as a benchmark to determine how your team's results compare to internal and external workgroups.

APPENDIX 3: BOARD OF MANAGER DEMOGRAPHIC REPORT

Policy Volunteers 2021

Has achieved metric or exceeded metric Is close to achieving metric; within one individuals from metric Is not close to metric, greater than 1 individuals

** Sources vary on number, this indicates best approximation Metro-wide/ Total YMCA Footprint**

** Sources vary on number, this indicates best approximation Metro-wide/ Total YMCA Footprint**

https://statisticalatlas.com/metro-area/Virginia/Richmond/Race-andEthnicity https://www.census.gov/quickfacts/fact/table/US/PST045219 https://www.grpva.com/data-reports/regional-demographics/

https://statisticalatlas.com/metro-area/Virginia/Richmond/Race-andEthnicity

https://www.census.gov/quickfacts/fact/table/US/PST045219

https://www.grpva.com/data-reports/regional-demographics/

APPENDIX 4: GLOSSARY

FOR RADIO

AM Drive spots = 604,800

PM Drive spots = 326,400

Weekend Edition spots = 200,000

News Bonus spots = 33,600

Music Bonus spots = 44,800

Total Impressions estimate for YMCA FM schedule = 1,209,600

FOR TV

NewsHour spots = 360,248

Tues/Thurs spots = 399,408

Weekend Daytime spots = 66,680

Bonus on WCVW = 29,160

Total Impressions estimate for YMCA TV schedule = 855,496

GLOSSARY OF TERMS

1. Y-USA Inclusive Language Style Guide and MID-MD Glossary of Terms (Appendix 5)

2. Y-USA DIG-MD Glossary of Terms (Appendix 6)

3. BIPOC—Black indigenous people of color

4. Underrepresented and historically marginalized communities—are groups and communities that experience discrimination and exclusion (social, political and economic) because of unequal power relationships across economic, political, social and cultural dimensions.

5. Cultural Intelligence refers to the skill to relate and work effectively in culturally diverse situations. It’s the capability to cross boundaries and prosper in multiple cultures. It goes beyond our existing knowledge of cultural sensitivity and awareness by highlighting certain skillsets and capabilities needed to successfully realize your objectives in culturally diverse situations.

6. Inclusive excellence—(IE) is the recognition that a community or institution’s success is dependent on how well it values, engages and includes the rich diversity of staff, members, community partners and general public. (Defined with the following input: inclusive.vcu.edu and operations.du.edu/inclusive-teaching/inclusive-excellence#:~:text=Inclusive%20Excellence%20(IE)%20 is%20the,%2C%20administrators%2C%20and %20alumni%20constituents.

7. SMEs—subject matter experts

8. Marcom—Marketing and Communications template website

INTRODUCTION

Why Words Matter

As a community -serving organization committed to advancing equity and inclusion for all, it is critical that the Y demonstrates in words and actions its commitment to becoming an anti-racist, multicultural organization. All Y staff and volunteers can help move the Y forward on this journey by be ing mindful of and consistent in the words we use to describe the diverse individuals and communities we serve.

Words matter, especially the words we use to describe one another. Words used carelessly can make people feel diminished, devalued and alienated, as well as perpetuate hurtful and harmful stereotypes and misconceptions about diverse individuals and communities . Conversely, intentional, inclusive language can make people feel seen, validated, r espected and welcomed.

Using inclusive language also aligns with our organization’s core values and brand personality , which guide us in communicating in ways that are welcoming, genuine, nurturing, hopeful and determined.

The Purpose of This Style Guide

A style guide documents style preferences related to particular words or terms to ensure consistency of usage across an organization. It is not a glossary or a set of key messages (both of which are available in other Y resources as noted on page 2). Rather, it is a comple mentary resource that offers recommended terms, terms to avoid, guidance when it comes to capitalization and other grammatical elements, as well as general inclusive language guidelines. For full definitions of terms, please consult Y-USA's DIGMD Glossary of Terms .

How Were These Style Decisions Made?

For the initial launch of this resource, YMCA of the USA (Y-USA) prioritized four categories of identity language : a bility ; faith, belief and religion; gender and sexual orientation; and race and ethnicity. Relevant stakeholder groups across the Y Movement contributed to the creation of the style guide , including several of the Y’s National Employee Resource Groups.

Understanding that language evolves, Y-USA is committed to reviewing and updating this style guide periodically. The review process will also offer opportunities to expand the style guide with additional categories. We invite any Y staff or volunteer to share suggestions for additional topics and terms to update or add to future versions of this style guide by emailing communications@ymca.net.

IMPORTANT CONSIDERATIONS

Self - Identification

While this document establishes specific style and wording choices for content created by Y-USA (which are also recommended for YMCAs to adopt), these choices may not apply to every individual. It is always important to respect how people choose to self -identify and defer to their preferences, interacting with them as the unique individuals they are.

Guidelines, Not Rules

While words do matter, their purpose is to facilitate not discourage honest dialogue around difficult topics. It’s important to remember that language evolves quickly, and preference can vary widely by region, age, and culture and based on individuals’ life experiences. We encourage Y leaders to use the recommendations included here with grace and as tools to support intentional, empathetic communication rather than fixed rules to be employed regardless of context.

Flexibility for Field- Specific Terminology and Audiences

Certain situations and audiences may require deviations from the styles presented here (e.g., the need to align with U.S. Census Bureau classifications for race and ethnicity). Such situations still represent an opportunity to take steps — for example, initiating conversations with partners or adding context and framing to communications to demonstrate the Y’s commitment to equity and inclusion and remain true to the foundational principles of this style guide .

Offensive Terminology

Some terms are univ ersally understood to be offensive; this style guide does not list such terms. However, we have noted certain terms to avoid, which, while considered offensive to many, may not be understood as offensive by all.

GENERAL GUIDELINES

When communicating about people and communities, keep these guidelines in mind:

 Use person-first language to elevate the individual and emphasize that there is more to each person than their descriptors. Mention characte ristics such as age, gender, sexual orientation, religion, race/ethnicity or ability only when relevant.

Example: a person with diabetes instead of a diabetic

 Use language that empowers individuals and communities by focusing on their positive attributes and strengths and avoids portraying them as passive and/or powerless.

Example: instead of saying the YMCA served at -risk youth, try t he YMCA designed a program to engage youth who could benefit from literacy training

 Be specific. When describing an individual or community, use specific language when possible and relevant. This can help us avoid applying terminology or colloquial phrases inaccurately or in ways that are confusing and not helpful to the reader.

Example: a person with bipolar disorder instead of a person with mental illness

 Avoid stereotypes and labeling. Stereotypes are widely held but oversimplified opinions or prejudiced attitudes about a particular group of people. They cannot accurately or effectively describe a unique individual or group and instead can imply unfair judgment or connotation. When possible, provide specific data to support your statements and add clarity .

Example: instead of saying o lder generations struggle to use technology, try 70 percent of members over the age of 70 said they struggle with technology

ABILITY

General Guidelines

• Most importantly, follow an individual’s or a community’s preference for self -identification. Once someone has self -identified, if you are still unsure what term (s ) to use, inquire to learn their preference.

• Use person-first language (e.g. , a person w ho is deaf ), but be mindful that s ome individuals and communities prefer identity-first language (e.g., a deaf person). For example, identity-first language is commonly preferred in the Deaf community and incr easingly so in the autistic community.

• Consider carefully when deciding whether to reference an individual’s disability . Often, it is an irrelevant factor, and drawing unnecessary attention to it can be interpreted as bigotry or discrimination. In addition, ensure any reference to an individual’s disability is used only with their knowledge and approval. This information is theirs to define and share when and how they prefer.

• Focus on what a person does rather than limitations or negative labels (e.g. , a person who uses a wheelchair , not a person confined to a wheelchair , and a person with a traumatic brain injury , not brain-damaged).

• Avoid using defect or defective when describing a disability , which are considered derogatory. Instead, state the nature of the disability or injury and use the general term condition when needed.

Common Ability Terms Used in the U.S.

Recommended Also Acceptable Avoid Context and Considerations people with disabilities people with diverse abilities serving a diversity of abilities

handicap; handicapped; handicapable the disabled the differently abled abnormal people with special needs

• This recommendation represents a shift in Y-USA style from recent years and is grounded in a re cognition that diverse ability is not a widely used term and that many individuals have reclaimed the term disability. Even so, it’s important to note that disability is not always the preferred term of individuals and communities . Some may still view it as having a negative connotation and prefer diverse ability .

• Abnormal can be found in medical or scientific contexts but should not be used to describe an individual or community.

Recommended Also Acceptable Avoid Context and Considerations

• The disabled should be avoided as a descriptive category for the disability community. However, it’s important to note that more individuals with disabilities are reclaiming the term disabled as a way to define their identity and discourage unpreferred alternatives.

• The term special needs is still commonly used in some geographic regions, often by guardians of youth with disabilities. It is not commonly used when describing adults .

people without disabilities neurotypical normal healthy

disability community disabled community

a person with [specific condition or diagnosis]

a person with mental illness

a person diagnosed with [specific condition or diagnosis ] a person with a psychiatric disability

mentally ill crazy insane psycho psychotic emotionally disturbed demented nuts

• Using normal to describe people without disabilities im plies that people with disabilities are abnormal.

a person with a developmental disability a person with an intellectual/ cognitive disability

a person diagnosed with a developmental disability a person diagnosed with an

mentally retarded mentally challenged retarded slow simple

• Refer to a person’s specific diagnosis when possible. For example, a person with bipolar disorder is preferable to a person with mental illness.

• Some individuals may dislike use of the term mental illness because of the stigma often associated with a mental health diagnosis.

• Avoid using psychotic , bipolar , multiple personality disorder , schizophrenic, post-traumatic s tress disorder (PTSD), or obsessive-compulsive disorder (OCD) colloquially or to describe anything other than a diagnosed medical condition.

• While the terms developmental disability , cognitive disability and intellectual disability are acceptable, it is best to be specific about the disability when possible.

Recommended Also Acceptable Avoid Context and Considerations

intellectual/ cognitive disability high functioning low functioning

a person with a learning disability

a student who receives special education services

a person who has a congenital disability

diverse learners learning disabled

a spec ial ed student

a special education student

a person who has had a disability since birth

a person who was born with a disability

a person with a birth defect

a person with Down syndrome

a person who is living with Down syndrome

Downs person

Down’s syndrome or Down’s Syndrome

• The terms developmental disability , cognitive disability and intellectual disability are acceptable when used in a pe rson-first context to describe someone with Down syndrome, such as a person with a developmental disability.

a person who has autism

a person who has been diagnosed with autism

a person on the autism spectrum

an autistic person

• Some individuals and communities use identity -first language and prefer to be described as an autistic person rather than a person who has autism.

a person with a physical disability

a person with quadriplegia

a person with paraplegia

a person who walks with crutches

a person who uses a walker

a quadriplegic

a paraplegic physically challenged cripple

• Avoid terms that describe an individual’s limitations or carry a condescending or negative connotation.

Recommended Also Acceptable Avoid Context

a person with a mobility impairment

a person who uses a wheelchair confined to a wheelchair disfigured lame

and

Considerations

a person who is unable to speak a person who uses a communication device

a person who is blind

a person who is visually impaired

mute nonverbal

a person who is deaf/partially deaf

a person who is hard of hearing the Deaf community

a blind person a person with limited vision a person with low vision

a deaf person

• Some individuals and communities use identity -first language and prefer to be described as a blind person rather than a person who is blind.

a person with a brain injury

a person with a traumatic brain injury

a person who has sustained a brain injury

brain-damaged

• Some individuals and communities use identity -first language and prefer to be describe d as a deaf person rather than as a person who is deaf .

• Generally, when referring to an individual’s sense of hearing, lowercase deaf . However, be prepared to re flect an individual’s preference if they capitalize Deaf when referring to themselves.

• When referring to the culture or community of individuals who are deaf or partially deaf, capitalize Deaf (e.g. , the Deaf community).

Recommended Also Acceptable Avoid Context and Considerations

a person with dwarfism

a dwarf a little person

a person of short stature

a midget

• When using these term s , it is especially important to reflect an individual’s or a community’s selfidentification preference as there is no universally preferred terminology. While some individuals identify as a little person and find the term dwarf offensive, others take the opposite view of these terms.

a person with a substance use disorder

a person with an alcohol use disorder

a person in recovery

a person recovering from alcoholism

a person with [chronic disease] (e.g., a person with diabetes)

a person struggling with addiction/ alcohol addiction

a person who uses/misuses drugs

an addict

a junkie /druggie

an alcoholic

a person with a drug problem / alcohol problem

a drug abuser/ substance abuser

a former/reformed addict

a diabetic

• Addiction is a neurobiological disease, so it is best to use the word only to refer to a disease or medical disorder . Avoid using the term colloquially or in a manner that implies it is a condition one can easily change (e.g., a drug problem).

• Use the word misuse in place of abuse when describing harmful drug usage.

FAITH, BELIEFS AND RELIGIONS

Below are the basic identification terms related to the six most-practiced faiths, beliefs and religions in the United States. For additional context and terminology related to these religions, please reference the resource, Strengthening Inclusion: Engaging Communities of Diverse Faiths and Beliefs in Your YMCA.

General Guidelines

• Consider carefully when deciding whether to reference an individual’s faith, belief or religious affiliation. Often, it is an irrelevant factor, and drawing unnecessary attention to it can be interpreted as bigotry or discrimination. In addition, ensure any reference to an individual’s faith, belief or religion is used only with their knowledge and approval. This information is theirs to define and share when and how they prefer.

• Be mindful that within a religion, there can be different denominations with diversity of beliefs and cultures. Avoid making broad generalizations about individuals or communities of a particular religion.

• Don’t make assumptions about a person’s religion based on their country of origin.

• Follow an individual’s or a community’s preference, and be specific when possible and relevant.

• As an organization dedicated to diversity , inclusion and multiculturalism , it is important for Y staff to consider religious holidays and observances when planning communications and events . Consult the Y’s Religious Holidays and Observances c alendar to learn more.

Common

Buddhism Buddhist

Christianity Christian

Hinduism Hindu

•

•

•

Recommended Also Acceptable Avoid Context and Considerations

Islam Muslim

Judaism Jewish

religiously unaffiliated atheist agnostic

• A person who practices Islam is Muslim .

• A person who practices Judaism is Jewish.

• Some individuals who do not practice Judaism may still identify as Jewish based on their ancestry, ethnicity or cultural background.

• According to the Pew Research Center, the religiously unaffiliated include s atheists (do not believe in God), agnostics (not sure if there is a God), and those who respond with, “nothing in particular” when asked to state their religion.

• Don’t assume that someone who is not religious is an atheist.

GENDER IDENTITY AND SEXUAL ORIENTATION

Do not conflate or draw connections between gender identity and sexual orientation. Gender is an individual’s own, internal personal sense of being a man, woman, or someone outside of the gender binary. Sexual orientation describes a person’s enduring physical, romantic and/or emotional attraction to another person. To further reinforce this distinction, the identity terms that follow are separated accordingly.

General Guidelines

• Avoid references to both, either or opposite sexes or genders as a way to refer to all people. Not all people fall under one of two categories for sex or gender.

• When asking people to identify their sex or gender (e.g., on a form or survey), ensure individuals have the space to enter their own preferred term.

• Avoid heteronormative language, which is defined as language that implies that everyone is heterosexual or that heterosexuality is superior to other sexual orientations (e.g., avoid the use of terms like normal to refer to male -female relationships and special to refer to male -male or female -female relationships ; avoid terms like mom and dad if you are unaware of the sexual orientation of a child’s caregiver. ).

• Consider carefully when deciding whether to reference an individual’s gender identity, sexual orientation, or intersex status. Often, it is an irrelevant factor, and drawing unnecessary attention to it can be interpreted as bigotry or discrimination. In addition, ensure any reference to an individual’s gender identity, sexual orientation or intersex status is used only with their knowledge and approval. This information is theirs to define and share when and how they prefer.

• Avoid attributing gender to an individual without understanding first how they identify. How a person presents does not necessarily reflect how they identify. In addition, avoid gender pronouns. When referring to unspecified persons, make your subject plural or otherwise reword to avoid gender whenever possible.

Singular (avoid): If a member has questions, ask him or her to call me.

Preferred: If members have questions, ask them to call me. In limited cases, when rewording is impossible or awkward, it is acceptable to use they/them/their as a singular or gender-neutral pronoun (e.g., The person left their credit card at the membership desk. ).

• When asking individuals to share their pronouns, avoid the phrase “preferred pronouns” as the use of “preferred” can imply the pronouns used do not align with the individual’s gender identity. Simply ask for their pronouns.

• Avoid gender -specific language that can exclude people or promote stereotypes (e.g., folks or y’all instead of guys ; hum anity instead of mankind; first-year student instead of freshman; chairperson or chair instead of chairman).

Common Gender Identity Terms Used in the U.S.

Recommended Also Acceptable Avoid Context and Considerations

transgender (adj.) trans man, trans woman, trans community (adj.)

transgendered (adj.)

transsexual (n. or adj.)

a transgender (n.)

tranny (n.)

transvestite (n.)

• Identify individuals as transgender only if pertinent and only with their knowledge and approval.

• In referencing this population, seek to include language that underscores a commitment to protecting the privacy of individuals who identify in this way.

• Because its meaning is not precise or widely understood, use the term trans with caution.

• When referring to transgender indiv iduals, use the name by which they live publicly.

nonbinary (adj.)

genderqueer (adj.)

gendernonconforming (adj.)

• Given the lack of understanding that can sometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used.

• Nonbinary and genderqueer are not synonymous with one another or with transgender. See the DIG Glossary for a full definition of these terms.

• Given the lack of understanding that can s ometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used.

• Nonbinary and genderqueer are not synonymous with one another or with transgender. See the DIG Glossary for a full definition of these terms.

• Given the lack of understanding that can sometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used. See the DIG Glossary for a full definition of this term.

• Note the placement of the hyphen in gendernonconforming.

Recommended Also Acceptable Avoid Context and Considerations

intersex (adj.)

hermaphrodite (n.)

transition, transitioning (v.) gender transition (v.) sex change (n.)

cisgender (adj.) non-transgender (adj.)

normal (adj.)

• Identify individuals as intersex only if pertinent and only with their knowledge and approval.

• Individuals who are transitioning may use medical procedures to match their sex to their gender, but not necessarily.

• Cisgender is not synonymous with heterosexual, which refers to sexual orientation.

Common

Sexual Orientation Identity Terms Used in the U.S. Recommended Also Acceptable Avoid Context and Considerations

asexual (adj.)

bisexual, bi (adj.)

pansexual (adj.)

gay (adj.) lesbian(s) (n. or adj.)

questioning (adj.)

queer (adj.) gay(s) (n.) homosexual (n. or adj.)

• Given the lack of understanding that can sometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used.

• Given the lack of understanding that can sometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used.

• Do not hyphenate bisexual.

• Given the lack of understanding that can sometimes accompany this term, use it only if someone specifically self -identifies that way and asks for this term to be used.

• Lesbian is the more common term for women who are attracted to the same sex.

• Use the term questioning only when individuals first use the term to describe themselves.

• The use of gay as a noun (a gay , the gays ) is sometimes considered offensive. Instead, use the term as an adjective (e.g., gay man, gay woman, gay people ).

• Use the term queer with caution. While it has been reclaimed by some, it is not a universally accepted term even in the LGBTQ+ community.

• The term homosexual can be seen as evoking negative stereotypes and outdated clinical understandings of homosexuality as a psychiatric condition. In general, it should be avoided unless being used to provide historical context.

Recommended Also Acceptable Avoid Context and Considerations

heterosexual (adj.) straight (adj.) normal (adj.)

• Avoid the use of straight in a way that implies those who identify this way are part of an in-group or that anyone who does not identify this way is somehow outside the norm.

LGBTQ+ (adj.) LGBT+ (adj.) LGBTQIA+ (adj.)

• These terms are best used as umbrella terms. Avoid using them , for example, to refer to a group that is limited to bisexuals.

• The plus used at the end of these terms is inclusive of all the different ways people think of their sexual identity.

• If using LGBTQIA+, explain the other letters. I generally stands for intersex. A generally stands for asexual (a person who does not ex perience sexual attraction).

LGBTQ+ community LGBT+ community, LGBTQIA+ community

gay community gay lifestyle, alternative lifestyle sexual orientation (n.) sexual preference (n.)

same -sex attractions (n.) sexual identity (n.)

marriage marriage for all, marriage equality gay marriage same -sex marriage

• Avoid sexual preference , which implies that sexuality is a matter of choice.

• Use the term same -sex marriage only when necessary to distinguish it from marriage between male-female heterosexual couples.

R ACE AND ETHNICITY

General Guidelines

• Consider carefully when deciding whether to identify individuals and communities by race. Often, it is an irrelevant factor and drawing unnecessary attention to someone’s race or ethnicity can be interpreted as bigotry or discrimination.

• Follow an individual’s or a community’s preference, if known, and be specific when possible and relevant. Be careful not to make assumptions about an individual’s race or ethnicity based on their appearance.

• When designating dual heritage (e.g. , Mexican American), do not use a hyphen, regardless of how the term is used.

Common Race and Ethnicity Identity Terms Used in the U.S. Recommended Also Acceptable Avoid Context and Considerations

people of color communities of color

BIPOC (Black, Indigenous and people of c olor)

Black and Brown

minorities (n.) minority (n., adj.) vulnerable, at-risk (adj.)

nonwhite (adj.)

“all the colors of the rainbow” terms urban, inner -city (adj.) diverse (adj.)

• Avoid describing people and communities as minorities , vulnerable or at-risk as this implies a deficit or deficiency. When necessary to compare a nondominant racial group with a dominant racial group to identify an inequity , the terms racial minority, ethnic minority , marginalized community or underrepresented group may be more appropriate (e.g. , According to CBS News, Black people are underrepresented in senior leadership roles at large companies, representing only 3.2 percent of C-suite positions .). Similarly, nonwhite should be avoided, as it implies that white is the norm .

• Use the term BIPOC with caution. While it appear s more frequently as a more expansive alternative to people of color , it is still not widely understood by the public and could further confuse the individuals being referred to because many Black and Indigenous individuals identify as people of color . Remember to spell out the term at first mention in keeping with preferred Y-USA style.

• The phrase Black and Brown is used in many communities to convey a strong sense of shared

Black (adj.)

African American (n., adj.)

African diaspora (n.)

[Specific country/ region of origin]

American person of color (n.)

Black (n.)

Black/African American

experience and solidarity between Black and Latinx communities.

• Avoid describing diversity and inclusion in colorblind or “all the colors of the rainbow” terms, e.g., “we don’t care if you’re white, black, brown, red, yellow or purple.” These terms rely on the concept that racebased differences do not matter and ignore the realities of systemic racism. They also minimize the value of differences across all individuals and imply the desire to achieve a monocultural experience for all involved.

• Terms like urban and inner -city can operate as code words that carry a stigma or perpetuate stereotypes.

• Avoid using the term diverse to describe people of color who identify as the same race or ethnicity . Instead, use it to describe a group of individuals of different races and ethnicities.

• Do not use Black as a singular noun. For plural usage, use phrasing such as Black people or Black communities . (Referring to people as Blacks can be seen as pejorative.)

• Note that we capitalize Black when used in a racial, ethnic or cultural sense to convey an essential and shared sense of history, identity and community among people who identify as Black.

• In a U.S. context, African American is often an appropriate option; however, even in the U.S., the terms Black and African Amer ican are not always interchangeable. Americans of Caribbean heritage, for example, generally refer to themselves as Caribbean American.

• Use the outdated terms Afro-American, Negro or colored only in names of organizations or quoted in a clearly historical context.

Recommended Also Acceptable Avoid Context and Considerations

w hite (adj.) [Specific country/region of origin] American

Caucasian (n.)

• Do not use w hite as a singular noun. For plurals, use phrasing such as w hite people or w hite communities.

• Many have differing views on whether to c apitalize white , and it is an evolving conversation. Y-USA recommends lowercasing the term because generally those who identify as white do not share a history or culture (as would, for example , those who identify as Irish or Italian American). However, we recognize each community is unique and some Ys may capitalize white to enable constructive dialogue and progress to occur .

• The use of the term Caucasian as an alternative to w hite or European is discouraged because it originated as a way of classifying white people as a race superior to other races.

Asian American/ Pacific Islander (n.)

Asian American (n.)

Pacific Islander (n.)

Regional specifications, e.g. , Southeast Asian [Specific country/ region of origin]

American person of color (n.)

AAPINH (Asian American/Pacific Islander/Native Hawaiian)

Oriental (n.) yellow (adj.) Brown (adj.)

e xotic

f oreign

e thnic

• Oriental is outdated and considered a pejorative term when used to describe people.

• Avoid misidentifying Asian American/Pacific Islander individuals and communities as belonging to an arbitrary country of origin (e.g. , indiscriminately referring to all AAPI individuals as “Chinese”).

• Avoid the term Brown on its own as it is a broad and imprecise term with respect to race/ethnicity. As noted above, the term Black and Brown may be appropriate to use in certain contexts.

Hispanic/Latino (n.)

Hispanic (n., adj.)

Latino/a (n.)

[Specific country/ region of origin]

American Latinx (n.)

Spanish Brown (adj.)

• Hispanic refers to a person who is from, or whose ancestors were from, a Spanish-speaking land or culture.

• Latino refers to a person who is from, or whose ancestors were from, a Latin-American land or culture,

Recommended Also Acceptable Avoid Context and Considerations

person of color (n.)

including non-Spanish-speaking places (e.g., Brazil). Latina is the feminine form. Latinx is a gender -neutral form that has gained popularity with younger, American Hispanics/Latinos but not widely used in the Hispanic/Latino community as a whole.

• Note that Spanish is used to describe the people of the country of Spain and should not be used to describe all Latinos. However, Spanish speakers or Spanishspeaking communities can be appropriate terms to use in certain contexts (e.g., when describing Y programs that serve individuals who speak Spanish).

• Avoid the term Brown on its own as it is a broad and imprecise term with respect to race/ethnicity. As noted above, the term Black and Brown may be appropriate to use in certain contexts.

Indigenous (adj.) Native American (n.)

Native Peoples (n.)

American Indian (n.)

Alaska Native (n.)

Native Hawaiian (n.)

Specific group, tribe or nation, e.g., the Cherokee Nation person of color (n.)

Indian (n.)

Eskimo (n.)

Aborigine (n.)

native (n.)

red (adj.)

• Capitalize Indigenous when referring to the original inhabitants of a place.

• Note that Indian is used to describe the people of the South Asian nation of India and should not be used to describe Indigenous people.

• Alaska Native is the preferred term to describe Indigenous people from Alaska (not Eskimo).

• When referring to a specific Indigenous group, tribe or nation, defer to how they self -style.

Recommended Also Acceptable Avoid Context and Considerations

biracial (adj.) person of color (n.)

multiracial (adj.)

mixed race (adj.)

half breed (n.)

mulatto (n.)

• While mulatto is seen widely as an offensive term, some groups may self -identify with the term .

multicultural (adj.)

bicultural (adj.)

melting pot (n.)

• The expression melting pot, traditionally used to describe diverse communities, should be avoided, as it implies that individuals of diverse backgrounds must assimilate into a dominant monoculture.

RESOURCES CONSULTED

American Psychological Association. (n.d.). Disability . In American Psychological Association style . https://apastyle.apa.org/stylegrammar -guidelines/bias-free -language/disability

Associated Press. (2020). The Associated Press style book (55th ed.). www.apstylebook.com

Coleman, N. (2020, July 5). Why we’re capitalizing Black . The New York Times . www.nytimes.com/2020/07/05/insider/capitalizedblack.html

The Diversity Style Guide . www.diversitystyleguide.com

GLAAD. (2016). GLAAD media reference guide (10th e d.). www.glaad.org/reference

Little People of America. (2020). Frequently asked questions . www.lpaonline.org/faq-#Definition

Mypronouns.org. Resources on personal pronouns. www.mypronouns.org

National Center on Disability and Journalism . (2018). Disability language style guide . https://ncdj.org/style -guide/

Pew Research Center. (2013). A portrait of Jewish Americans . www.pewforum.org/2013/10/01/jewish-american-beliefs -attitudesculture -survey/

University of Chicago Press. (2017). The Chicago manual of style (17th ed.). www.chicagomanualofstyle.org/home.html

WGBH Educational Foundation. (2019). Inclusive language guidelines.

https://wgbh.brightspotcdn.com/ff/53/bef446844efebdc3c212a4df8083/wgbh-inclusive -language-guidelines.pdf

YMCA of the USA. (2021). Diversity, Inclusion, Global and Multicultural Development (DIGMD) glossary of terms.

https://link.ymca.net/mlink/file/MTIxNTg

YMCA of the USA. (2017). Strengthening i nclusion: Engaging communities of diverse faiths and beliefs i n your YMCA.

https://link.ymca.net/mlink/file/OTk0MDg

DIVERSITY INCLUSION GLOBAL MULTICULTURAL DEVELOPMENT (DIG-MD)

GLOSSARY OF TERMS

Language is ever-changing. The purpose of the Diversity Inclusion Global Multicultural Development (DIG -MD) Glossary of Terms is helps to ground a common language across the Y Movement to better understand and highlight the diversity of the many individuals we serve and employ Generationally, words h ave held significance, value, and offense for different groups, and this glossary strives bridge the gaps between current meanings, previous usage, and new terms to support various identities. For individuals to show up as their most genuine selves, the Y must be intentional with creating space to allow participants, members, staff, and volunteers space to self -identify and share different dimensions of their diversity.

TERM DEFINITION

Contact: DIG-MD Team YMCA of the

USA DIG@ymca.net

Ability Physical, mental, or psychological power to do something. While physical, sensory, intellectual, or psychological variations may cause individual functional limitation or impairments, these do not have to lead to disability unless society fails to take account of and include people regardless of their individual differences

Ableism Structural and interpersonal oppression experienced by people with disabilities or those presumed or determined to be disabled.

Access The opportunity or right to experience, participate in or make use of programs, services, facilities, staff/volunteer/leadership roles, etc

African American A U.S. citizen of African descent whose ancestors lived in America before and during the era of the Transatlantic Slave Trade

Ally

One who makes the commitment and effort to recognize their own privilege based on different or multiple dimensions of diversity and takes action in solidarity with marginalized groups to remove advantages created by that privilege Being an ally is the action of using your privilege to close societal gaps to achieve equity

Anti-Blackness As being a two-part formation that both voids Blackness of value, while systematically marginalizing Black people and their issues The first form of anti-Blackness is overt racism Beneath this anti-Black racism is the covert structural and systemic racism which categorically predetermines the socioeconomic status of Blacks in this country. The structure is held in place by anti -Black policies, institutions, and ideologies .

Antiracism Is the work of actively opposing racism by advocating for changes in political, economic, and social life. Antiracism tends to be an individualized approach and set up in opposition to individual racist behaviors and impacts.

Antiracist A term used to describe a tendency or preference towards a particular perspective, ideology or result, especially when the tendency interferes with the ability to be impartial, unprejudiced, or objective 4

Asian Pacific Islander (API)

This term encompasses any individual who is a native of, or descended from, people from the Asian continent and the Pacific islands of Melanesia (New Guinea, New Caledonia, Vanuatu, Fiji and the Solomon Islands), Micronesia (Marianas, Guam, Wake Island, Palau, Marshall Islands, Kiribati, Nauru and the Federated States of Micronesia) and Polynesia (New Zealand, Hawaiian Islands, Rotuma, Midway Islands, Samoa, American Samoa, Tonga, Tuvalu, Cook Islands, French Polynesia and Easter Island).

Asexual Someone who does not experience sexual attraction1 or may only experience sexual attraction in limited situations. They may experience other types of attraction other than sexual attraction (such as romantic, aesthetic, sensual or physical, platonic, or emotional attractions).

Bias

Prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair. With implicit bias, it refers to the attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner.

Biological Sex

Refers to anatomical, physiological, genetic, or physical attributes that determine if a person is male, female, or intersex. These include both primary and secondary sex characteristics, including genitalia, gonads, hormone levels, hormone receptors, chromosomes, and genes. Sex is often conflated or interchanged with gender, which is more social than biological, and involves personal identity factors as well.

Bisexual Someone who is attracted to people of their same gender and different genders.

Bigotry Obstinate or intolerant devotion to one's own opinions and prejudices.

BIPOC Black, Indigenous and People of Color. This term grew from People of Color, to highlight the unique relationship to whiteness that Indigenous and Black (African Americans) people have, which shapes the experiences of and relationship to white supremacy for all people of color within a U.S. context.

Biracial Consisting of, representing, or combining members of two separate racial groups.

Black

An umbrella that includes anyone of African descent, including indigenous Africans, African Americans, Caribbean Blacks, and immigrants, within the context of the U.S. In other countries, other non-white/Euro-centric groups may also utilize this similar identity for people of African descent and for other ethnic groups.

Cisgender (Cis)

A description for a person whose gender identity, gender expression and biological sex align; describes someone who feels comfortable with the gender identity and gender expression expectations assigned to them based on their biological sex.

Chicano Someone who is native of, or descends from, Mexico and who lives in the United States.

Classism

Prejudice against or in favor of people belonging to a particular social class.

Colonialism

A form of dominance, dispossession, and subjugation of indigenous peoples and their land by a foreign power. Foreign invaders rule the territory for the economic benefit of their home country. The impact of colonialism on the subjugated population is complex and extensive. It includes economic exploitation, unequal education and medical outcomes, spread of diseases, suppression of political rights and sovereignty, and endangerment of culture, among others.

Color Blind

The belief in treating everyone “equally” in an effort to minimizes people’s differences. Color blind attitudes assume that differences are, by definition, bad or problematic and therefore best ignored (i.e., “I don’t see race.”). The consequence of color blindness is that it forces people to repress important aspects of others’ identity and ignores the historic oppressions groups have experienced based on difference.

Coming Out May refer to the process by which one accepts one’s own sexuality, gender identity, or status as an intersex person (to “come out” to oneself). May also refer to the process by which one shares one’s sexuality, gender identity, or intersex status with others (to “come out” to friends, etc.).This can be a continual, life-long process for homosexual, bisexual, transgender, and intersex individuals.

Cultural Appreciation

When individuals from a particular group share aspects of their culture with members from outside of their group; the outsider of the group is seeking to better their understanding and learn about that culture in an effort to broaden their perspective and strengthen their cultural humility.

Cultural Appropriation

Cultural Competency

The intentional or accidental theft of cultural elements for one’s own use, commodification, or profit often without understanding, acknowledgement, or respect for its value in the original culture. Results from the assumption of a dominant culture’s right to take other cultural elements.

The ability to understand, appreciate and interact with people from cultures or belief systems different from one's own.

Cultural Humility Beyond cultural competency, cultural humility is a lifelong process that commits to reflecting on one’s own biases, an openness to discovery and learning, and addresses power imbalances to build genuine relationships.

Culture Integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values and institutions of racial, ethnic, religious or social groups. A system of meanings and customs that is developed by a group of people and then adapted by individuals through socialization and evolved through individual experiences.

Diaspora

Diaspora refers to a group of people that has is the voluntary or forcible movement of peoples from their homelands into new regions. Diaspora communities live outside their ancestors’ place of birth (or imagined place) territories and recognize that their traditional homelands are reflected deeply in the languages they speak, religions they adopt, and the cultures they produce.

Dimensions of Diversity

Refers to the variety of factors and influences which contribute to a person’s identity, such as appearance and body type, class, cultural background, disability, gender identity, mental health, national origin, orientation, race, work location, or veteran and military status.

Disability

The Americans with Disabilities Act (ADA) defines the term disability, with respect to an individual: a physical or mental impairment that substantially limits one or more major life activities of such individual; a record of such an impairment; or being regarded as having such an impairment. This is the legal definition of disability. Disability is also shaped by attitudinal and environmental barriers that limit people’s full social, political, and economic participation. Many people with disabilities only have trouble participating in daily life activities due to the inaccessibility of their social environments. The World Health Organization’s (WHO) framework for disability is the interaction between individuals’ health conditions and the features of the social and personal environments in which they live.

Discrimination

Disparities

The unequal treatment of members of various groups based on race, gender, social class, sexual orientation, physical ability, religion and other categories.

Preventable differences experienced by social groups in educational, health, economic, legal and other outcomes. Disparities stem from intentional discrimination, as well as from unconscious bias and systemic forces. (See: AntiBlackness, Bias, Discrimination, Equity, Privilege, Systems of Oppression.)

Diversity

Diversity means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, age, national origin, religion, disability, socioeconomic status, education, marital status, language, physical appearance or other dimensions.

Dominant Culture

A dominant culture is one whose values, language, and ways of behaving are imposed on a subordinate culture or cultures through economic or political power. This may be achieved through legal or political suppression of other sets of values and patterns of behavior, or by monopolizing the media of communication (i.e.: “In the U.S., for example, the dominant culture is white, heterosexual, Christian male.”) Beliefs, thoughts and assumptions of those within the dominant culture often result in a sense of internalized superiority.

Empathy v. Sympathy

Empathy is defined as the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner. Not to be confused with “sympathy” in which a person achieves a sense of understanding another person through feelings of pity or sorrow for their misfortune.

Ethnicity

The characteristics of a group of people that share a common and distinctive racial, national, religious, linguistic and/or cultural heritage. The U.S. Census Bureau defines ethnicity or origin as the heritage, nationality group, lineage, or country of birth of the person or the person's parents or ancestors before their arrival in the United States.

Equity

Gay

Gender

Gender Identity

The process of evaluating the barriers to opportunities, access, and resources which are needed to exist where no one is at disadvantage because of social position.

A person who is emotionally, romantically or sexually attracted to members of the same gender. This term is also sometimes referred to represent males who are attracted to males in a romantic, physical, and/or emotional sense.

A set of social, psychological, and/or emotional traits, often influenced by societal expectations, that classify an individual along a spectrum of man, woman, both, or neither.

One’s deeply held core sense of being a woman, man, some of both, or neither. One’s gender identity does not always correspond to biological sex. Awareness of gender identity is usually experienced as early as 18 months old.

Global Engagement Strategies

Intentional strategies for YMCAs to engage global communities at home and abroad in order to break down existing access barriers for communities to achieve a high quality of life. These strategies can be activated through domestic global work (i.e.: engaging newcomers locally, supporting immigrants locally, exploring individual’s national origins) and international global work (i.e.: World Service, international partnerships and coalitions, volunteer and staff exchanges, immersion experiences, etc.). These approaches overlap to drive a global engagement strategy to strengthen global communities by leveraging the global YMCA movement.

Hate Crime

Heteronormativity

Heterosexual

A crime motivated by the actual or perceived race, color, religion, national origin, ethnicity, gender, disability or sexual orientation of any person.

The assumption, in individuals or in institutions, that everyone is heterosexual, and that heterosexuality is superior to any other form of sexuality

A person attracted to members of another sex or gender.

Hispanic Identifies a person who trace their origin or descent to Spanish-speaking countries or other Spanish cultures. It is important to know that this is an umbrella term created by the U.S. Census; therefore many migrants who may be assumed to be Hispanic may not identify as such and prefer identity connected to their home country. Hispanics can be of any race.

Homophobia

The irrational fear or hatred of homosexuals, homosexuality, or any behavior or belief that does not conform to rigid sex role stereotypes. It is this fear that enforces sexism as well as heterosexism.

Homosexual

Ignorance

Immigrant

Inclusion

A person who is attracted to members of what they identify as their own sex or gender. An outdated clinical term sometimes considered derogatory and offensive, as opposed to the generally preferred terms gay, lesbian, or queer.

The state or fact of being ignorant : lack of knowledge, education, or awareness

“Immigrant” is not a term used universally: though common in North America to refer to those living in a country other than their birth country, other terms frequently used include "international migrant," the "foreign born," and "migrant."

The full engagement, participation and development of all existing and potential communities; the act of creating environments in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate embraces differences and offers respect in words and actions for all people.

Indigenous Individuals who identify as those who were the first people to live on the given land (e.g. in the U.S., indigenous people are often identified as Native Americans). Indigenous populations are composed of the existing descendants of the peoples who inhabited the present territory of a country wholly or partially at the time when persons of a different culture or ethnic origin arrived there from other parts of the world, overcame them, by conquest, settlement or other means and reduced them to a non-dominant or colonial condition.

Internalized Oppression

Internalized Racial Oppression

Internalized Racial Superiority

Is the process by which a member of an oppressed group comes to accept, rationalize, and live out the inaccurate stereotypes applied to the oppressed group.

Is a complex multi-generational socialization process that teaches people of color to believe, accept and live or act out negative societal definitions of self0based on perceived race.

Is a complex multi-generational socialization process that teaches white people to believe, accept and or live superior societal definitions of self-based on perceived race.

Intersectionality

Is the complex, cumulative way in which the effects of multiple forms of identity and discrimination (such as racism, sexism, and classism) combine, overlap, or intersect especially in the experiences of marginalized individuals or groups. Understanding how intersectionality informs identities and experiences provides opportunities for building empathy and building bridges. (See Dimensions of Diversity for interconnectivity of diversity dimensions sans discrimination.)

Intersex

Refers to individuals born with ambiguous genitalia or bodies that appear neither typically male nor female, often arising from chromosomal anomalies or ambiguous genitalia.

Justice The proactive reinforcement of policies, practices, attitudes and actions that produce equitable power, access, opportunities, treatment, impacts and outcomes for all.

Latino/Latina

Identifies a person who trace their origin or descent to Latin American countries (including non-Spanish speaking countries). It is important to know that this is an umbrella term primarily used in the U.S. – many Latinos prefer identification of their home country. Latinos can be of any race.

Latinx

A gender-inclusive way of referring to people of Latin American descent. This new term is more commonly being used by younger generations however, many Latino communities themselves have not adopted this language. The emergence of Latinx coincides with a global movement to introduce gender-neutral nouns and pronouns into many languages.

LGBTQIA+ This is the shorthand for lesbian, gay, bisexual, transgender, queer or questioning, intersex, and asexual individuals. You may see variations of this, such as LGBTQ+, GLBT, etc. The plus is inclusive of similar identity that is encompassed with these non-normative gender and orientation identities.

Lesbian Term used to describe female-identified people attracted romantically, physically, and/or emotionally to other female-identified people.

Marginalization

Mental Health

The treatment of a person, group or concept as insignificant or peripheral. This experience applies to individuals or groups who are denied social, economic and political equity in society - and hence, relegated to its margins.

Refers to cognitive, behavioral, and emotional well-being. Mental Health is more than just the absence of mental illness or disabilities.

Microaggression A statement, action, or incident regarded as an instance of indirect, subtle, unintentional or intentional discrimination against members of a marginalized group.

Multicultural

Multiculturalism

Native / First Nations People

Newcomer

A person, place, or thing that incorporates and embeds the value of diverse ideas, beliefs and/or people from many different countries and cultural backgrounds.

The presence and promotion of the peaceful coexistence and value of diverse races, ethnicities and several distinct cultural or ethnic groups within a society, community or network.

Native is often used to refer to “original,” or “inherited,” traits of an individual, or that with which one is associated by birth. Native peoples are the original, or “first” peoples of a given geographic region. However, use of the term “native” or “natives” may carry negative or pejorative historical connotations.

An umbrella term that includes various categories of immigrants who are born outside of the United States.

Nonbinary Both are identities of a person whose gender identity is neither male nor female (gender variant), is between or outside of the gender spectrum, or is some combination of genders.

Opportunity Gap

Refers to the ways in which race, ethnicity, socioeconomic status, English proficiency, community wealth, familial situations, or other factors contribute to or perpetuate lower educational aspirations, achievement, and attainment for certain groups of students.

Oppression

The systematic subjugation of a group of people by another group with access to social power, the result of which benefits one group over the other and is maintained by social beliefs and practices; systemic devaluing, undermining, marginalizing, and disadvantaging of certain social identities in contrast to the privileged norm; when some people are denied something of value, while others have ready access.

Outing Involuntary disclosure of one’s sexual orientation, gender identity, or intersex status.

Pansexual

The potential for sexual attractions or romantic love toward people of all gender identities and biological sexes; the concept of pansexuality deliberately rejects the gender binary.

People-First Language Language that emphasizes the individual as the most essential element; there is more to each person than their descriptors.

People of Color (POC)

An identity created to unify and mobilize and celebrate the collective power of nonwhite individuals, towards common goals – rejecting any notion that their life experiences are politically marginal

Power Wealth, race, citizenship, patriarchy, heterosexism, and education are a few key social mechanisms through which power operates. Although power is often conceptualized as power over other individuals or groups, other variations include “power with” (used in the context of building collective strength) and “power within” (which references an individual’s internal strength).

Prejudice Negative beliefs or judgments made about an individual or group prior to any actual knowledge or experience involving that person or group. The word is often used to refer to a preconceived evaluation of another person based on their dimensions of diversity.

Privilege An unearned advantage, benefit, right or immunity granted to and enjoyed by an individual or group, beyond the advantages, and often at the expense, of others.

Queer A term people often use to express fluid identities and orientations. Often used interchangeably with "LGBTQ."

Questioning A term used to describe people who are in the process of exploring their sexual orientation or gender identity.

Race

A social construct (human invention) based on physical traits and/or geographic origin, designed to categorize humans and support hierarchical worldviews that maintain some groups (white) as superior while keeping others (non-white) as inferior.

Racial Reconciliation Reconciliation involves three ideas. First, it recognizes that racism is both systemic and institutionalized, with far–reaching effects on both political engagement and economic opportunities for minorities. Second, reconciliation is engendered by empowering local communities through relationship- building and truth–telling. Lastly, justice is the essential component of the conciliatory process justice that is best termed as restorative rather than retributive, while still maintaining its vital punitive character.

Racism

A system of oppression based on the social construction of a racial hierarchy, which is expressed in individual, institutional as well as cultural forms and functions for the benefit of the dominant race at the expense of the others.

• Racism can be internalized by those who it oppressed (internationalized racism);

• Racism can be built into the foundation of societal constructs and institutions (institutionalized racism);

• Racism can occur between two individuals (interpersonal racism) or an singular person’s beliefs, attitudes, rhetoric that supports or perpetuates racism (individual racism).

Sexism

Sexual Orientation

A system of oppression based on social constructions of gender superiority and inferiority, which is expressed in individual, institutional as well as cultural forms

Emotional, romantic, or sexual feelings toward other people. While sexual behavior involves the choices one makes in acting on one’s sexual orientation, sexual orientation is part of the human condition, one’s sexual activity does not define one’s sexual orientation; typically, it is the attraction that helps determine orientation.

Stereotype

A standardized mental picture or assumption that is held in common by multiple individuals, that represents an oversimplified opinion, prejudiced attitude, or uncritical judgment about the characteristics of another group, person or thing.

System of Oppression

Systems

Systems Change

Tokenism

Systems of oppression are discriminatory institutions, structures or norms that are embedded in the fabric of our society. Examples: racism, sexism, cissexism, classism, ableism, heterosexism.

A set of things working together as parts of a mechanism or an interconnecting network. Systems can operate at the organizational level (e.g., the YMCA) or at the societal level (e.g. the education system, health care system, etc.).

Shifting the conditions that are holding the problem in place.

The practice of demonstrating a disingenuous effort or symbolic gesture toward the accomplishment of an equity goal, in order to deflect criticism or comply with affirmative action rules (i.e.: a company hires a black woman for the VP of Diversity, showcases her as their company-wide diversity, without making changes with policies, practices, procedures).

Transgender

A person who lives as a member of a gender other than that expected based on anatomical sex. Sexual orientation varies and is not dependent on gender identity. This word is also used as an umbrella term (sometimes shortened to trans) to describe groups of people who transcend conventional expectations of gender identity or expression.

Transition This term is primarily used to refer to the process a gender variant person undergoes when changing their bodily appearance either to be more congruent with the gender/sex identify with and/or to be in harmony with their preferred gender expression.

Transphobia

The fear or hatred of persons perceived to be transgender.

White White is an umbrella term that has changed over time in the United States historical context to identify individuals who have ancestral origins from Europe. Throughout U.S. history, those who were considered white changed based on court cases which defined which groups were considered white based on skin color and continental origin.

Whiteness Whiteness itself refers to the specific dimensions of racism that serve to elevate white people over people of color based off the historical development of the construct of race in the United States.

White Supremacy White supremacy is a historically based, institutionally-perpetuated system of exploitation and oppression of continents, nations and peoples of color by white peoples and nations of the European continent for the purpose of maintaining and defending a system of wealth, power and privilege.

Xenophobia

An unreasonable fear or hatred of foreigners or strangers or of that which is foreign or strange. Manifestations of xenophobia are usually triggered by intense dislike or hatred against people that are perceived as outsiders, strangers or foreigners to a group, community or nation, based on their presumed or real descent, national, ethnic or social origin, race, color, religion, gender, sexual orientation or other grounds. Adapted

YOUNGMEN’SCHRISTIANASSOCIATIONOFGREATERRICHMOND

AMENDEDANDRESTATEDBY-LAWS

ARTICLEI MEMBERS

Section1.1 Classes of Members. There shall be one class of members of the Young Men’sChristianAssociationofGreaterRichmond(hereinafterreferredtoasthe“Association”).

Section1.2 Qualification. The members of the Association shall consist of those persons who signify that they are in sympathy with its objectives and purposes, indicate their willingnesstocooperateactivelyinachievingthoseobjectivesandpurposes,sharefinanciallyeach year in forwarding the work of the Association and otherwise qualify as a member of the Association under the membership policy in effect from time to time and approved by the Board ofDirectors. Nosuchpersonshallbedeniedmembershipprivileges.

Section1.3 Fees. The Board of Directors of the Association, with input from the President and staff of the Association, may establish fees for membership in the Association. Financialassistanceshallbeavailableforthoseunabletopay.

Inaddition,theAssociationbeingorganizedforcharitablepurposesshallstrivetomakeits services available to the general public. It is the general policy of the Association that fees or charges associated with the services of the Association shall be reduced in accordance with each recipient’s ability to pay. The President/CEO,or his orher designee, shall have the discretion to reducefeesorcharges,whenappropriate,toensurethemaximumdistributionoftheAssociation’s services.

Section1.4 Voting.Membersshallnothaveanyvotingrightsonanymatter.

ARTICLEII DIRECTORS;MANAGEMENT

Section2.1 General Powers. The Association shall have a Board of Directors. All corporatepowersnecessarytocontroltheworkandpolicyoftheAssociationinallitsdetailsshall be exercised by or under the authority of, and the management of business and affairs of the Association shall be vested in, its Board of Directors, subject to any limitations set forth in the ArticlesofIncorporationoftheAssociation.

Section2.2 Number.TheBoardofDirectorsshallbemadeupofnolessthan30andno morethan45boardmembers.

Section2.3 ElectionandTerm.

(a) Board Members shall be divided into three classes with approximately one third beingelectedannuallytoserveforatermofthreeyearsasprovidedinSection3.4.

(b) TheBoardofDirectorsmayhonoranyofitsmembersforlongandfaithfulservice by electing them as members of the Board Emeritus. Members of the Board Emeritus may serve unlimited terms. A member of the Board Emeritus shall be permitted to attend meetings of the Board of Directors, but shall not have any voting rights or count toward the establishment of a quorumforthetransactionofbusinessbytheBoardofDirectors.

Section2.4 Removal; Vacancy. The Board of Directors may remove a director by the affirmativevoteofamajorityoftheremainingdirectorspresentataproperlyconstitutedmeeting. A vacancy on the Board of Directors may be filled by the affirmative vote of a majority of the remainingdirectors,thoughlessthanaquorumoftheBoardofDirectors,ataproperlyconstituted meeting, and may in the case of a resignation that will become effective at a specified later date, be filled before the vacancy occurs, but the new director may not take office until the vacancy occurs.

Section2.5 OtherManagementPowerandAuthority.TheBoardofDirectorsshallhave suchothercorporatepowerandauthoritytomanagetheAssociationincluding,butnotlimitedto, thepowerandauthority:

(a) to establish or disband branches of the Association (the “Branches”), establish policies for their governance and to approve and remove Branch Boards of Management for the same;

(b) to enter into or sever relationships and agreements with other agencies or organizations when in its judgment such a relationship is desirable toward achieving the Association’sobjectives;

(c) onbehalfofandinthenameoftheAssociation,toholdordisposeofsuchproperty, realorpersonal,asmaybegiven,devisedorbequeathedtoitorentrustedtoitscareandkeeping; topurchase,acquire,anddisposeofsuchpropertyasmaybenecessarytocarryoutthepurposeof theAssociation;

(d) tocontrolandmanagethepropertyoftheAssociation,withpowertoborrowmoney forcorporatepurposes;and

(e) to hire and/or dismiss the President/CEO and to authorize the Board Officers (defined below) to periodically review and assess the performance of the President/CEO in the deliveryoftheAssociation’sobjectives.

ARTICLEIII COMMITTEES

Section3.1 Committees. The Board of Directors may create one or more committees, andappointanycombinationofdirectors,officers,and/orotherpersons,whoserveatthepleasure oftheBoardofDirectors,toserveonthem.

Section3.2 ExecutiveCommittee.

(a) Upon nomination of the Chairperson of the Association, the Board of Directors shallapproveanExecutiveCommitteefromamongthemembersoftheBoardofDirectorstohave and exercise the authority of the Board of Directors between meetings of the Board of Directors, tosuperintendandactuponallbusinessrequiringimmediateattentionduringtheintervalsbetween the regular meetings. A majority of the Executive Committee shall constitute a quorum for the transactionofbusiness.ThecreationoftheExecutiveCommitteeandappointmentofmembersto itshallbeapprovedbyamajorityofdirectorsinofficewhentheactionistaken.

(b) To the extent specified by the Board of Directors, the Executive Committee may exercisetheauthorityoftheBoardofDirectors,exceptthatacommitteemaynot(i)fillvacancies on the Board of Directors or on any of its committees; (ii) amend the Articles of Incorporation; (iii) adopt, amend, or repeal these By-Laws; (iv) approve a plan of merger or consolidation; (v) approve the sale, lease, or exchange, or the mortgage, pledge, or other disposition of all, or substantially all, of the property and assets of the Association; or (vi) approve revocation of voluntarydissolutionproceedings.

(c) TheprovisionsoftheseBy-Lawswhichgovernactionwithoutmeetings,noticeand waiver of notice, and voting requirements of the Board of Directors shall apply to the Executive Committeeanditsmembersaswell.

Section3.3 Audit,RiskandLegalCommittee.

(a) TheAudit,RiskandLegalCommitteeshallbecomprisedofthreeormoremembers oftheBoardofDirectors.AllmembersoftheCommitteewillbeappointedbytheChairpersonof theBoardofDirectors.TheCommitteewillselectoneofitsmemberstochairtheAudit,Riskand Legal Committee. A majority of the members of the Audit, Risk and Legal Committee will constitute a quorum for the transaction of business. The creation of Audit, Risk and Legal Committeeandappointmentofmemberstoitshallbeapprovedbyamajorityofdirectorsinoffice whentheactionistaken.

(b) To the extent specified by the Board of Directors, the Audit, Risk and Legal CommitteemayexercisetheauthorityoftheBoardofDirectors,exceptthatacommitteemaynot (i)fill vacancies ontheBoardof Directorsor onanyofits committees;(ii) amendtheArticlesof Incorporation; (iii) adopt, amend, or repeal these By-Laws; (iv) approve a plan of merger or consolidation; (v) approve the sale, lease, or exchange, or the mortgage, pledge, or other dispositionofall,orsubstantiallyall,ofthepropertyandassetsoftheAssociation;or(vi)approve revocationofvoluntarydissolutionproceedings.

(c) TheprovisionsoftheseBy-Lawswhichgovernactionwithoutmeetings,noticeand waiverofnotice,andvotingrequirementsoftheBoardofDirectorsshallapplytotheAudit,Risk andLegalCommitteeanditsmembersaswell.

Section3.4 BoardDevelopmentCommittee.

(a) ThereshallbeaBoardDevelopmentCommitteeappointedbytheChairpersoneach year, made up of at least five members of the Board of Directors. The Chairperson and President/CEO shall serve as ex-officio members of the Board Development Committee. The creation of the Board Development Committee and appointment of members to it shall be approvedbyamajorityofdirectorsinofficewhentheactionistaken.

(b) Prior to the December meeting of the Board of Directors, the Board Development Committee shall advise the Board of Directors of its nominations for vacancies. Such directors shall be elected by the affirmative vote of a majority of the members of the Board of Directors presentatitsregularmeetinginDecember.TheBoardDevelopmentCommitteeshallalsoidentify a slate of officers for the next two year term of service by July of the year in which the current officers’serviceterminates.TheBoardofDirectorsshallelectfromitsownnumber,byaffirmative vote of a majority of the members of the Board of Directors present at its regular meeting in December,aChairperson,Vice-Chairperson(designatedasChairperson-Elect),aSecretary,anda Treasurer(collectively,the“BoardOfficers”).

(c) It is customary that no Board Member shall be eligible to serve more than three consecutive terms of three years each. An officer may continue additional years as officer and Board of Director member until the completion of the term of office. However, exemplary individuals may beinvited to serve an additional term attheBoard of Director’s discretion. Any person who has been off the Board of Directors for an intervening period of one year may be reelected.

(d) To the extent specified by the Board of Directors, the Board Development CommitteemayexercisetheauthorityoftheBoardofDirectors,exceptthatacommitteemaynot (i)fill vacancies ontheBoardof Directorsor onanyofits committees;(ii) amendtheArticlesof Incorporation; (iii) adopt, amend, or repeal these By-Laws; (iv) approve a plan of merger or consolidation; (v) approve the sale, lease, or exchange, or the mortgage, pledge, or other dispositionofall,orsubstantiallyall,ofthepropertyandassetsoftheAssociation;or(vi)approve revocationofvoluntarydissolutionproceedings.

(e) TheprovisionsoftheseBy-Lawswhichgovernactionwithoutmeetings,noticeand waiver of notice, and voting requirements of the Board of Directors shall apply to the Board DevelopmentCommitteeanditsmembersaswell.

ARTICLEIV OTHERCOMMITTEES

Section4.1 OtherCommittees.TotheextentspecifiedbytheBoardofDirectors,each othercommitteemayexercisesuchcorporatepowerandauthoritynotrequiredtobeexercised bytheBoardofDirectorsbylaw,theArticlesofIncorporationortheseBy-Laws.

ARTICLEV OFFICERSANDTHEIRDUTIES

Section5.1 Officers. The officers of the Association shall be a Chairperson, a ViceChairperson(designatedasChairperson-Elect),aSecretary,aTreasurer,theImmediatePastBoard Chairperson, and such other officers and assistant officers as may be deemed necessary or advisabletocarryonthebusinessoftheAssociation.

Section5.2 Election; Term. The officers shall be elected by the Board of Directors. Unless otherwise provided, the officers shall hold office for two calendar years, unless removed, oruntilasuccessoriselectedandqualified.Anyofficermayresignatanytimeuponwrittennotice totheBoardofDirectors,andnoacceptanceofaresignationshallbenecessarytomakeiteffective. Theelectionorappointmentofanofficershallnotofitselfcreateanycontractualrights.

Section5.3 Removal; Vacancy. The Board of Directors may remove any officer or assistant officer by the affirmative vote of a majority of the directors present at a properly constitutedmeeting.Any permanent officervacancyshallbefilledupon electionbytheBoard of Directors.

Section5.4 Duties in General. The appropriate officers, as may be designated by the President or the Board of Directors from time to time, shall have the authority to execute documents that require the signature of an officer of the Association, such as legal papers, securities, documents, or instruments ordered to be executed by the Board of Directors. Further, unless otherwise specified in these By-Laws, the officers shall have such powers and duties as generallypertaintotheirrespectiveofficesaswellassuchpowersanddutiesasmaybedelegated tothemfromtimetotimebytheBoardofDirectors.

Section5.5 Chairperson.

(a) The Chairperson shall preside at all meetings of the Board of Directors, the Executive Committee, and of the Association. The Chairperson shall be a member ex-officio of all committees of the Association, and shall perform such other duties as may from time to time beprescribedbytheBoardofDirectors.

(b) TheViceChairperson,theImmediatePastBoardChairperson,theTreasurer,orthe Secretary(inthatorder)shallactintheabsenceortemporarydisabilityoftheChairperson.

Section5.6 Treasurer. The Treasurer shall preside over the Fiscal Management Committee of the Association and has the authority to oversee the funds and securities of the

Association and shall cause them to be deposited in depositories approved by the Board of Directors. The Treasurer shall see that accurate record is kept of such funds and shall make monthlyreportstotheBoardofDirectors. AllchecksuponbankaccountsoftheAssociationshall be signed as directed by resolution of the Board of Directors. The Treasurer of the Board of DirectorsshallbetheTreasurerofallBranchesoftheAssociation.

ARTICLEVI BRANCHESANDOPERATIONS

Section6.1 Branch Board of Management. The Association’s Board of Directors delegates advisory and oversight responsibilities to volunteer Branch Boards of Management (each, a “Branch Board”). Each branch of the Association has its ownBranch Board madeup of nolessthan20members(each,a“BranchBoardMember”).

Section6.2 Purpose.The purpose of theBranch Board istoaligntheworkof thelocal YMCAbranchtothecommunityitserves,withinthecontextofthestrategicdirectionestablished for the Association as a whole. Branch Board members advise the Association’s Board of Directors and President/CEO regarding respective branch programs, services, and community partnerships.TheBranchBoardalsoalertstheAssociationtospecificlegalneedswhensuchissues arise.

Section6.3 Members.BranchBoard members serveasvoting members ofthe Branch Boardwiththeauthority andresponsibilitytoidentify,supportandpromote excellence inbranch programsand servicesby assistingintheplanning,monitoringandevaluatingofsuch,within the contextofthestrategicdirectionestablishedfortheAssociationasawhole. Inaddition,theBranch Boardtakesanactiveleadershiproleingivingandsecuringfinancialresourcesforthebranchand enlistingvolunteerparticipation.

Section6.4 Election; Term. Branch Board Members shall be divided into three classes withapproximatelyone-thirdbeingelectedannuallytoserveforathreeyearterm. BranchBoard members may serve no more than three consecutive terms of three years each. The Chairperson andPresident/CEOoftheAssociationshallbemembersex-officioofallBranchBoardsandshall receiveregularnoticeofallmeetings.AnofficerofaBranchBoardmaycontinueadditionalyears as an officerand a Branch Boardmemberuntil the completion oftheterm ofoffice. Any person whohasrotatedofftheBranchBoardforaninterveningperiodofoneyearmaybere-elected.

Section6.5 Meetings. Each Branch Board shall have an established meeting schedule and becharged with full responsibility to the Association’s Boardof Directors for the conductof theworkofitsBranch.ReportsshallbemadeasrequestedtotheAssociation’sBoardofDirectors ontheprogressoftheworkandallmattersunderconsideration.

Section6.6 Committees; Authority. Each Branch Board may create one or more committees and appoint any combination of directors, officers and/or other persons to serve on them.

Section6.7 BranchBoardDevelopmentCommittee.

(a) ThereshallbeaBranchBoardDevelopmentCommitteeateachBranchforBranch Board Member candidates (the “Branch Board Development Committee”) appointed by the Branch Board Chairperson by July each year, made up of at least five Branch Board Members. The Branch Board Chairperson and the executive director of the branch shall serve as ex-officio membersoftheBranchBoardDevelopmentCommittee.

(b) PriortothelastBranchBoardmeetingofeachyear,theBranchBoardDevelopment CommitteeshalladvisetheBranchBoardofitsnominationsforvacancies.Suchdirectorsshallbe elected by the affirmative vote of a majority of the members of the Branch Board present at its lastregularmeetingofeachyear.

(c) TheBranchBoardshallelectfromitsownnumberbythelastmeetingofeachyear aBranchBoardChairpersonandVice-Chairperson(designatedasChairperson-Elect).

(d) The Branch Board slate of officers and Branch Board Member roster shall be submittedtotheAssociation’sPresident/CEObytheendofDecemberofeachyear.

Section6.8 OfficersandDuties.

(a) The officers of the local branches of the Association shall be a Chairperson and a Vice-Chairperson(designatedasChairperson-Elect).Suchofficersshallbe electedbytheBranch Board and shall hold their respective offices for two calendar years or until their successors are electedandqualified.

(b) The Chairperson of the Branch Board shall preside at all meetings of the Branch Board andtheExecutiveCommitteeoftheBranchBoardandshallbeamemberex-officioofall committeesoftheBranchBoardofManagement.

(c) The Chairperson oftheBranch Board may perform suchotherdutiesasmay from timetotimebeprescribedbytheBranchBoard.TheBranchBoardChairperson-Electshallactin the absence or temporary disability of the Chairperson of the Branch Board . Any permanent officervacancyshallbefilleduponelectionbytheBranchBoard.

ARTICLEVII STAFF

Section7.1 President. The President shall be the Chief Executive Officer of the Association and shall be employed by the Board of Directors and hold office for as long as the BoardofDirectorsdeemsappropriate.Additionally,thePresidentshall:

(a) betheAssistantSecretaryoftheAssociationandshallkeepminutesofallmeetings oftheAssociationandoftheBoardofDirectors;

(b) be an ex-officio member of all Board Committees and all committees of the Association, but shall not have any voting rights or be counted toward the establishment of a quorumforthetransactionofbusinessbysuchcommittees;

(c) be responsible for the employment of all members of the staff in accordance with thepoliciesandproceduressetforthbytheBoardofDirectors,andshalldesignatetheirwork;

(d) attend all meetings of the Board of Directors and the Executive Committee and makemonthly reports ontheoperation oftheAssociation, but shall not have any voting rights or be counted toward the establishment of a quorum for the transaction of business by the Board of DirectorsortheExecutiveCommittee;and

(e) have the authority to obligate or authorize the signing of contracts, debt, or other instruments of commitment within the policies and procedures of the organization as established bytheBoardofDirectors.

ARTICLEVIII MEETINGS

Section8.1 Regular Board Meeting; Quorum. The Board of Directors shall meet regularly, but no less than four times per year, at such time and place as it determines. One-third of the membership of the Board of Directors shall constitute a quorum. The act of a majority of the directors present at a meeting at which a quorum is present shall be the act of the Board of Directors. Adirector who is present at a meeting oftheBoardof Directors ora committee ofthe Board ofDirectors when corporate action is taken is deemed to have assented to the action taken unlessthedirector(i)objectsatthebeginningofthemeeting,orpromptlyuponarrival,toholding itortransactingspecifiedbusinessatthemeeting;or(ii)votesagainst,orabstainsfrom,theaction taken.

Section8.2 SpecialBoardMeeting.SpecialmeetingsoftheBoardofDirectorsmaybe called by the Chairperson or upon request by five directors. The call for a special meeting shall specifytheobjectofthemeeting.

Section8.3 AnnualMeeting.TheAnnualMeetingoftheAssociationshallbeheld ata timeandplacefixedbytheBoardofDirectors.

Section8.4 Record of Meeting. A written record of the attendance and business transactedatallregularandspecialmeetingsofthisAssociationshallbemaintainedandfiledwith theminutesoftheBoard ofDirectors.

Section8.5 Notice of Meetings. Notice of regular meetings of the Board of Directors need not be given. Notice of special meetings of the Board of Directors shall be given to each director not less than twenty-four (24) hours before the meeting, by delivering the same to the director in person or to the director’s residence or business address (or such other place as the director may have directed in writing) by mail, electronic mail, messenger, telecopier, telegraph,

orothermeansofwritten communicationorbytelephoningsuchnoticetothedirector.Anysuch noticeshallsetforththetimeandplaceofthemeeting.

Section8.6 Waiver of Notice. A director may waive any notice required by law, the Articles of Incorporation, or these By-Laws before or after the date and time stated in the notice, and such waiver shall be equivalent to the giving of such notice. Except as provided in the next paragraphofthissection,thewaivershallbeinwriting,signedbythedirectorentitledtothenotice, andfiledwiththeminutesorcorporaterecords.

A director's attendance at or participation in a meeting waives any required notice to the directorofthemeetingunlessthedirectoratthebeginningofthemeetingorpromptlyuponarrival objects to holding themeeting ortransacting business atthemeeting and does not thereafter vote fororassenttoactiontakenatthemeeting.

Section8.7 Telephonic Meetings. The Board of Directors may permit any or all directors to participatein aregularor special meeting by, or conduct themeeting through the use of,anymeansofcommunicationbywhichalldirectorsparticipatingmaysimultaneouslyheareach other during the meeting. A director participating in a meeting by this means is deemed to be presentinpersonatthemeeting.

Section8.8 Action Without Meeting. Action required or permitted to be taken at a BoardofDirectors’meetingmaybetakenwithoutameetingiftheactionistakenbyallmembers of the Board of Directors. The action shall be evidenced by one or more written consents stating theactiontaken,signed byeach directoreitherbeforeorafterthe actionis taken,andincludedin theminutesorfiledwiththecorporaterecordsreflectingtheactiontaken.Actiontakenunderthis section shall be effective when the last director signs the consent unless the consent specifies a differenteffectivedateandstatesthedateofexecutionbyeachdirector,inwhicheventitshallbe effectiveaccordingtothetermsoftheconsent.

ARTICLEIX LIMITONLIABILITYANDINDEMNIFICATION

Section9.1 Definitions. For purposes of this Article the following definitions shall apply:

(a) “Association”meansthisAssociationonlyandnopredecessorentityorotherlegal entity;

(b) “expenses” include counsel fees, expert witness fees, and costs of investigation, litigation,andappeal,aswellasanyamountsexpendedinassertingaclaimforindemnification;

(c) “liability” means the obligation to pay a judgment, settlement, penalty, fine, or other such obligation, including, without limitation, any excise tax assessed with respect to an employeebenefitplan;

(d) “legal entity” means a corporation, partnership, joint venture, trust, employee benefitplan,orotherenterprise;

(e) “predecessor entity” means a legal entity the existence of which ceased upon its acquisitionbytheAssociationinamergerorotherwise;and

(f) “proceeding”meansanythreatened,pending,orcompletedaction,suit,proceeding, orappealwhethercivil,criminal,administrative,orinvestigativeandwhetherformalorinformal.

Section9.2 Limit on Liability. In every instance in which the Virginia Nonstock CorporationAct,asitexistsonthedatehereoformayhereafterbeamended,permitsthelimitation or elimination of liability ofdirectors orofficers of a corporation to the corporation, the directors andofficersoftheAssociationshallnotbeliabletotheAssociation.

Section9.3 IndemnificationofDirectorsandOfficers. TheAssociationshallindemnify any individual who is, was, or is threatened to be made a party to a proceeding (including a proceeding by or in the right of the Association) because such individual is or was a director or officer of the Association, or because such individual is or was serving the Association or any otherlegalentityinanycapacityattherequestoftheAssociationwhileadirectororofficerofthe Association,againstallliabilitiesandreasonableexpensesincurredintheproceedingexceptsuch liabilitiesandexpensesasareincurredbecauseofsuchindividual’swillfulmisconductorknowing violation of the criminal law. Service as a director or officer of a legal entity controlled by the Association shall be deemed service at the request of the Association. The determination that indemnification under this Section 9.3 is permissible and the evaluation as to the reasonableness of expenses in a specific case shall be made, in the case of a director, as provided by law, and in the case of an officer, as provided in Section 9.4 of this Article; provided, however, that if a majorityofthedirectorsoftheAssociationhaschangedafterthedateoftheallegedconductgiving rise to a claim for indemnification, such determination and evaluation shall, at the option of the person claiming indemnification, be made by special legal counsel agreed upon by the Board of Directors and such person. Unless a determination has been made that indemnification is not permissible,theAssociationshallmakeadvances and reimbursementsfor expensesincurredbya director or officer in a proceeding upon receipt of an undertaking from such directoror officerto repay the same if it is ultimately determined that such director or officer is not entitled to indemnification. Such undertaking shall be an unlimited, unsecured general obligation of the directororofficerandshallbeacceptedwithoutreferenceto suchdirector’sorofficer’sability to makerepayment. The terminationofa proceedingbyjudgment,order,settlement,conviction,or upon a plea of nolo contendere or its equivalent shall not of itself create a presumption that a director or officer acted in such a manner as to make such director or officer ineligible for indemnification. The Association is authorized to contract in advance to indemnify and make advances and reimbursements for expenses to any of its directors or officers to the same extent providedinthisSection9.3.

Section9.4 IndemnificationofOthers. TheAssociationmay,toalesserextentortothe sameextentthatitisrequiredtoprovideindemnificationandmakeadvancesandreimbursements forexpensestoitsdirectorsandofficerspursuanttoSection9.3,provideindemnificationandmake advances and reimbursements for expenses to its employees and agents, the directors, officers, employees, and agents of its subsidiaries and predecessor entities, and any person serving any otherlegalentityinanycapacityattherequestoftheAssociation,andmaycontractinadvanceto

do so. The determination that indemnification under this Section 9.4 is permissible, the authorization of such indemnification, and the evaluation as to the reasonableness of expenses in a specific case shall be made as authorized from time to time by general or specific action of the BoardofDirectors,whichactionmaybetakenbeforeorafteraclaimforindemnificationismade, or as otherwise provided by law. No person’s rights under Section 9.3 of this Article shall be limitedbytheprovisionsofthisSection9.4.

Section9.5 Miscellaneous. Therightsofeachpersonentitledtoindemnificationunder thisArticleshallinuretothebenefitofsuchperson’sheirs,executors,andadministrators. Special legal counsel selected to make determinations under this Article may be counsel for the Association. Indemnification pursuant to this Article shall not be exclusive of any other right of indemnificationtowhichanypersonmaybeentitled,includingindemnificationpursuanttoavalid contract, indemnification by legal entities other than the Association, and indemnification under policiesofinsurancepurchasedandmaintainedbytheAssociationorothers.However,noperson shall be entitled to indemnification by the Association to the extent he or she is indemnified by another, including an insurer. The Association is authorized to purchase and maintain insurance against any liability it may have under this Article or to protect any of the persons named above against any liability arising from their service to the Association or any other legal entity at the request of the Association regardless of the Association’s power to indemnify against such liability. The provisions of this Article shall not be deemed to preclude the Association from enteringintocontractsotherwisepermittedbylawwithanyindividualsorlegalentities,including thosenamedabove. IfanyprovisionofthisArticleoritsapplicationtoanypersonorcircumstance isheldinvalidbya courtofcompetentjurisdiction,theinvalidityshallnotaffectotherprovisions orapplicationsofthisArticle,andtothisendtheprovisionsofthisArticleareseverable.

Section9.6 Amendments. No amendment, modification, or repeal of this Article shall diminish the rights provided hereunder to any person arising from conduct or events occurring beforetheadoptionofsuchamendment,modification,orrepeal.

ARTICLEX AMENDMENTS

Section10.1 These By-Laws may be amended, altered, repealed, or new By-Laws be adoptedbytheaffirmativevoteofamajorityofthemembers oftheBoard ofDirectorspresent at anyregularorspecialmeetingifatleasttwoweeksadvancewrittennoticeisgiventoeachdirector outliningtheproposedrevisions.

DateAdoptedbytheBoardofDirectors- October23,2020

DecYTD2022 Results

MEMBERSHIPUNITSPRE/POSTCOVID

June16,2021

CherryBekaertLLP

200South10thStreet,Suite900

Richmond,Virginia23219

ThisrepresentationletterisprovidedinconnectionwithyourauditofthefinancialstatementsofYoungMen’s ChristianAssociationofGreaterRichmond(the“Association”),whichcomprisethestatementsoffinancialposition asofDecember31,2021and2020,andtherelatedstatementsofactivities,functionalexpenses,andcashflows fortheyearsthenended,andthedisclosures(collectively,the“financialstatements”),forthepurposeofexpressing anopinionastowhetherthefinancialstatementsarepresentedfairly,inallmaterialrespects,inaccordancewith accountingprinciplesgenerallyacceptedintheUnitedStates(“U.S.GAAP”).

Certainrepresentationsinthisletteraredescribedasbeinglimitedtomattersthatarematerial.Itemsareconsidered material,regardlessofsize,iftheyinvolveanomissionormisstatementofaccountinginformationthat,inlightof surroundingcircumstances,makesitprobablethatthejudgmentofareasonablepersonrelyingontheinformation wouldbechangedorinfluencedbytheomissionormisstatement.Anomissionormisstatementthatismonetarily smallinamountcouldbeconsideredmaterialasaresultofqualitativefactors.

Weconfirm,tothebestofourknowledgeandbelief,asofJune16,2022,thefollowingrepresentationsmadeto youduringyouraudit.

FinancialStatements

1)Wehavefulfilledourresponsibilities,assetoutinthetermsoftheauditengagementletterdatedJanuary21, 2022,includingourresponsibilityforthepreparationandfairpresentationofthefinancialstatementsin accordancewithU.S.GAAP.

2)ThefinancialstatementsreferredtoabovearefairlypresentedinconformitywithU.S.GAAP.

3)Weacknowledgeourresponsibilityforthedesign,implementation,andmaintenanceofinternalcontrolrelevant tothepreparationandfairpresentationoffinancialstatementsthatarefreefrommaterialmisstatement,whether duetofraudorerror.

4)Weacknowledgeourresponsibilityforthedesign,implementation,andmaintenanceofinternalcontrolto preventanddetectfraud.

5)Significantassumptionsweusedinmakingaccountingestimates,includingthosemeasuredatfairvalue,are reasonable.

6)Related-partyrelationshipsandtransactionshavebeenappropriatelyaccountedforanddisclosedin accordancewithU.S.GAAP.

7)AlleventssubsequenttothedateofthefinancialstatementsandforwhichU.S.GAAPrequiresadjustmentor disclosurehavebeenadjustedordisclosed.

8)Theeffectsofallknownactualorpossiblelitigation,claims,andassessmentshavebeenaccountedforand disclosedinaccordancewithU.S.GAAP.

9)Significantestimatesandmaterialconcentrationshavebeenappropriatelydisclosedinaccordancewith U.S.GAAP.

10)Guarantees,whetherwrittenororal,underwhichtheOrganizationiscontingentlyliable,havebeenproperly recordedordisclosedinaccordancewithU.S.GAAP.

InformationProvided

11)Wehaveprovidedyouwith:

a)Accesstoallinformation,ofwhichweareaware,thatisrelevanttothepreparationandfairpresentationof thefinancialstatements,suchasrecords(includinginformationobtainedfromoutsideofthegeneraland subsidiaryledgers),documentation,andothermatters.

b)Additionalinformationthatyouhaverequestedfromusforthepurposeoftheaudit.

c)UnrestrictedaccesstopersonswithintheOrganizationfromwhomyoudetermineditnecessarytoobtain auditevidence.

d)Minutesofthemeetingsofthegoverningboardorsummariesofactionsofrecentmeetingsforwhich minuteshavenotyetbeenprepared.

12)Allmaterialtransactionshavebeenrecordedintheaccountingrecordsandarereflectedinthefinancial statements.

13)Wehavedisclosedtoyoutheresultsofourassessmentoftheriskthatthefinancialstatementsmaybe materiallymisstatedasaresultoffraud.

14)WehavenoknowledgeofanyfraudorsuspectedfraudthataffectstheOrganizationandinvolves:

a)Management,

b)Employeeswhohavesignificantrolesininternalcontrol,or

c)Otherswherethefraudcouldhaveamaterialeffectonthefinancialstatements.

15)WehavenoknowledgeofanyallegationsoffraudorsuspectedfraudaffectingtheOrganization’sfinancial statementscommunicatedbyemployees,formeremployees,grantors,regulators,orothers.

16)Wehavenoknowledgeofanyinstancesofnoncomplianceorsuspectednoncompliancewithlawsand regulations,contracts,orgrantagreementswhoseeffectsshouldbeconsideredwhenpreparingfinancial statements.

17)Wehavedisclosedtoyouallknownactualorpossiblelitigation,claims,andassessmentwhoseeffectsshould beconsideredwhenpreparingthefinancialstatements.

18)WehavedisclosedtoyouthenamesofalloftheOrganization’srelatedpartiesandalltherelated-party relationshipsandtransactions,includinganysideagreements.

19)TheOrganizationhassatisfactorytitletoallownedassets,andtherearenoliensorencumbrancesonsuch assetsnorhasanyassetbeenpledgedascollateral.

20)Weareresponsibleforcompliancewiththelaws,regulations,andprovisionsofcontractsandgrantagreements applicabletous.

21)Wehaveidentifiedanddisclosedtoyouallinstancesofidentifiedandsuspectedfraudandnoncompliancewith provisionsoflaws,regulations,contracts,andgrantagreementsthatwebelievehaveamaterialeffectonthe financialstatements.

22)TheAssociationisanexemptorganizationunderSection501(c)(3)oftheInternalRevenueCode.Anyactivities ofwhichweareawarethatwouldjeopardizetheOrganization’stax-exemptstatus,andallactivitiessubjectto taxonunrelatedbusinessincomeorexciseorothertax,havebeendisclosedtoyou.Allrequiredfilingswith taxauthoritiesareup-to-date.

23)Withrespecttofederalawardprograms:

a)Weareresponsibleforunderstandingandcomplyingwith,andhavecompliedwiththerequirementsof Title2U.S.CodeofFederalRegulations(CFR)Part200,UniformAdministrativeRequirements,Cost Principles,andAuditRequirementsforFederalAwards(“UniformGuidance”),includingrequirements relatingtopreparationoftheScheduleofExpendituresofFederalAwards(“SEFA”).

b)WeacknowledgeourresponsibilityforpreparingandpresentingtheSEFAandrelatednotesinaccordance withtherequirementsoftheUniformGuidance,andwebelievetheSEFA,includingitsformandcontent, isfairlypresentedinaccordancewiththeUniformGuidance.Themethodsofmeasurementorpresentation oftheSEFAhavenotchangedfromthoseusedinthepriorperiod,andwehavedisclosedtoyouany significantassumptionsandinterpretationsunderlyingthemeasurementorpresentationoftheSEFA.

c)Wehaveidentifiedanddisclosedtoyouallofourgovernmentprogramsandrelatedactivitiessubjectto theUniformGuidanceandhaveincludedintheSEFAexpendituresmadeduringtheauditperiodforall awardsprovidedbyfederalagenciesintheformofgrants,federalcost-reimbursementcontracts,loans, loanguarantees,property(includingdonatedsurplusproperty),cooperativeagreements,interestsubsidies, insurance,foodcommodities,directappropriations,andotherdirectassistance.

d)Weareresponsibleforunderstandingandcomplyingwith,andhavecompliedwith,therequirementsof federalstatutes,regulations,andthetermsandconditionsoffederalawardsrelatedtoeachofourfederal programsandhaveidentifiedanddisclosedtoyoutherequirementsoffederalstatutes,regulationsandthe termsandconditionsoffederalawardsthatareconsideredtohaveadirectandmaterialeffectoneach majorprogram.

e)Weareresponsibleforestablishingandmaintaining,andhaveestablishedandmaintained,effective internalcontrolovercomplianceforfederalprogramsthatprovidesreasonableassurancethatweare managingourfederalawardsincompliancewithlaws,regulations,andtheprovisionsofcontractsand grantagreementsthatcouldhaveamaterialeffectonourfederalprograms.Webelievetheinternalcontrol systemisadequateandisfunctioningasintended.

f)Wehavemadeavailabletoyouallfederalawards(includingamendments,ifany)andanyother correspondencewithfederalagenciesorpass-throughentitiesrelevanttofederalprogramsandrelated activities.

g)Wehavereceivednorequestsfromafederalagencytoauditoneormorespecificprogramsasamajor program.

h)Wehavecompliedwiththedirectandmaterialcompliancerequirements,including,whenapplicable,those setforthintheUniformGuidance,relatingtofederalawardsandhaveidentifiedandconfirmedthatthere werenoamountsquestionedandnoknownnoncompliancewiththedirectandmaterialcompliance requirementsoffederalawards.

i)Wehavedisclosedanycommunicationsfromgrantorsandpass-throughentitiesconcerningpossible noncompliancewiththedirectandmaterialcompliancerequirements,includingcommunicationsreceived fromtheendoftheperiodcoveredbythecomplianceaudittothedateoftheauditor’sreport.

j)Wehavedisclosedtoyouthefindingsreceivedandrelatedcorrectiveactionstakenforpreviousaudits, attestationengagements,andinternalorexternalmonitoringthatdirectlyrelatetotheobjectivesofthe complianceaudit,includingfindingsreceivedandcorrectiveactionstakenfromtheendoftheperiod coveredbythecomplianceaudittothedateoftheauditor’sreport.

k)AmountsclaimedorusedformatchingweredeterminedinaccordancewithrelevantguidelinesinOMB‘s UniformGuidance(2CFRPart200,SubpartE).

l)Wehavedisclosedtoyouourinterpretationofcompliancerequirementsthatmayhavevarying interpretations.

m)Wehavemadeavailabletoyoualldocumentationrelatedtocompliancewiththedirectandmaterial compliancerequirements,includinginformationrelatedtofederalprogramfinancialreportsandclaimsfor advancesandreimbursements.

n)Wehavedisclosedtoyouthenatureofanysubsequenteventsthatprovideadditionalevidenceabout conditionsthatexistedattheendofthereportingperiodaffectingnoncomplianceduringthereportingperiod.

o)Therearenosuchknowninstancesofnoncompliancewithdirectandmaterialcompliancerequirements thatoccurredsubsequenttotheperiodcoveredbytheauditor’sreport.

p)Nochangeshavebeenmadeininternalcontrolovercomplianceorotherfactorsthatmightsignificantly affectinternalcontrol,includinganycorrectiveactionwehavetakenregardingsignificantdeficienciesor materialweaknessesininternalcontrolovercompliancesubsequenttothedateasofwhichcompliance wasaudited.

q)Federalprogramfinancialreportsandclaimsforadvancesandreimbursementsaresupportedbythebooks andrecordsfromwhichthebasicfinancialstatementshavebeenprepared.

r)Thecopiesoffederalprogramfinancialreportsprovidedyouaretruecopiesofthereportssubmitted,or electronicallytransmitted,totherespectivefederalagencyorpass-throughentity,asapplicable.

s)Wehavechargedcoststofederalawardsinaccordancewithapplicablecostprinciples.

t)Weareresponsibleforandhaveensuredthereportingpackagedoesnotcontainprotectedpersonally identifiableinformation.

u)WeareresponsibleforandwillaccuratelypreparetheauditeesectionoftheDataCollectionFormas requiredbytheUniformGuidance.

24)Wehaveidentifiedtoyouanypreviousaudits,attestationengagements,andotherstudiesrelatedtothe objectivesoftheauditandwhetherrelatedrecommendationshavebeenimplemented.

25)Wehaveidentifiedtoyouanyinvestigationsorlegalproceedingsthathavebeeninitiatedwithrespecttothe periodunderaudit.

Signature:

Title:

Signature:

Title:

ConsolidatedOperatingStatement

2020

MEMBERSHIPUNITSPRE/POSTCOVID

Note1-LastmonthpriortoCOVIDshutdown

Note2-IncludingUnitedHealthcareMemberships($40/monthassumingthememberchecksin)

WellsFargoFunds

Return of Organization Exempt From Income Tax

11f–24e) .....

expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) .

Part II Signature Block

Beginning of Current Year End of Year

Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge.

Part III Statement of Program Service Accomplishments Check if Schedule O contains a response or note to any line in this Part III

1 Briefly describe the organization’s mission:

THE YMCA OF GREATER RICHMOND'S MISSION IS TO PUT CHRISTIAN PRINCIPLES INTO PRACTICE THROUGH PROGRAMS THAT BUILD HEALTHY SPIRIT, MIND AND BODY FOR ALL. THE ORGANIZATION SERVED APPROXIMATELY 134,000 PEOPLE IN 2021.

2 Did the organization undertake any significant program services during the year which were not listed on the prior Form 990 or 990-EZ? ........................... Yes No

If “Yes,” describe these new services on Schedule O.

3 Did the organization cease conducting, or make significant changes in how it conducts, any program services? ................................. Yes No

If “Yes,” describe these changes on Schedule O.

4 Describe the organization’s program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.

18,440,441 HEALTHY LIVING IS THE LARGEST OF THE YMCA'S PROGRAM EXPENSES. THE Y'S COMMITMENT TO HEALTHY LIVING MAKES IT A LEADING VOICE ON HEALTH AND WELL-BEING IN THE COMMUNITIES THAT WE SERVE. OUR HEALTHY LIVING PHILOSOPHY RUNS THROUGH EVERY PROGRAM WE OFFER AND IT IS CENTRAL TO OUR MISSION. WE BRING FAMILIES CLOSER TOGETHER, ENCOURAGE GOOD HEALTH, AND FOSTER CONNECTIONS THROUGH FITNESS, FUN AND SHARED INTERESTS. DUE TO THE COVID-19 PANDEMIC, THE Y'S BRANCHES WERE CLOSED FOR 11 WEEKS IN 2020 AND WERE REOPENED UNDER STATE MANDATED LIMITATIONS WHICH WERE RELEASED GRADUALLY THROUGHOUT 2021. THE Y WAS ABLE TO MAINTAIN OPERATIONS AT ALL OF ITS BRANCHES, ADDING AN AQUATICS CENTER DURING THIS PERIOD. THE Y CONTINUED TO PROVIDE AN INCREASING NUMBER OF PROGRAMS AND SERVICES FOR ITS MEMBERS DURING 2021 AND FOLLOWED STRICT PROTOCOLS TO PROVIDE A SAFE AND HEALTHY ENVIRONMENT. THE ORGANIZATION WAS STILL ABLE TO SERVE APPROXIMATELY 134,000 PEOPLE IN 2021 AND HAS APPROXIMATELY 78,700 ACTUAL MEMBERS AT SEVENTEEN BRANCHES. FINANCIAL (CONTINUED ON SCHEDULE O)

14,208,618

6,464,087 YOUTH DEVELOPMENT IS THE SECOND LARGEST OF OUR PROGRAM EXPENSES. THE Y PROVIDES YOUTH WITH EDUCATION, SUPPORT, PHYSICAL AND EMOTIONAL GUIDANCE AND ENRICHMENT TO PREPARE THEM FOR A LIFETIME OF THRIVING. WE DO THIS BY PROVIDING ACADEMIC SUPPORT, PHYSICAL ACTIVITY, SOCIAL CONNECTIVITY, FAMILY ENGAGEMENT AND PROMOTING HEALTHY EATING HABITS IN ALL OF OUR PROGRAMS. WE OFFER CHILDREN AND TEENS THE OPPORTUNITY TO CULTIVATE THE VALUES, SKILLS AND RELATIONSHIPS THAT LEAD TO EDUCATIONAL ACHIEVEMENT, POSITIVE BEHAVIORS AND BETTER HEALTH. DURING 2021, THE Y EXPANDED YOUTH PROGRAMS WHICH HAD BEEN IMPACTED BY THE PANDEMIC IN 2020. IN THE SPRING, THE Y OFFERED VIRTUAL EDUCATION OPTIONS IN PARTNERSHIP WITH RICHMOND AREA PUBLIC SCHOOLS. IN THE SUMMER, THE Y EXPANDED ITS SUMMER CAMPS AND SERVED OVER 1,000 YOUTH WITH THE POWER SCHOLARS ACADEMY CURRICULUM. IN THE FALL OF 2021, WE RESUMED LICENSED CHILDCARE AT MANY OF THE REGION'S PUBLIC SCHOOLS. AT THE SAME TIME, YOUTH SPORTS ACTIVITIES AND TEEN LEADERS CLUBS GREW BACK TO PRE-PANDEMIC LEVELS AS FAMILIES SOUGHT SAFE AND FUN ACTIVITIES FOR THEIR CHILDREN.

SOCIAL RESPONSIBILITY IS THE THIRD LARGEST OF OUR PROGRAM EXPENSES. THE Y IS COMMITTED TO BEING ACCESSIBLE TO EVERYONE BY IDENTIFYING, ADDRESSING AND ELIMINATING ECONOMIC, GEOGRAPHICAL AND CULTURAL BARRIERS. AT THE Y, EVERYONE HAS THE OPPORTUNITY TO BELONG. THROUGH OUR NEW COMMUNITY IMPACT INITIATIVE, WE ARE EMPHASIZING COMMUNITY HEALTH, ADAPTIVE PROGRAMS, ACTIVE OLDER ADULTS, WELCOME CENTERS, AND SPIRITUALITY. WE DO THIS BY ENGAGING AND CONVENING THE VARYING DEMOGRAPHICS IN OUR COMMUNITY TO LIVE, WORK AND PLAY THROUGH OUR PROGRAM SERVICES AND VOLUNTEERISM. IN 2021, 6,800 INDIVIDUALS VOLUNTEERED THEIR TIME, TALENT, AND TREASURE TO YMCA OF GREATER RICHMOND PROGRAMS. ALTHOUGH MANY COMMUNITY ORGANIZATIONS WERE SHUT DOWN DURING THE COVID-19 PANDEMIC, THE Y INCREASED ITS PRESENCE IN THE COMMUNITY BY HOSTING BLOOD DRIVES, RUNNING FOOD COLLECTION EVENTS, DELIVERING FOOD TO FAMILIES WITH LIMITED ACCESS AND REACHING OUT TO SENIORS WHO WERE SEQUESTERED WITHIN THEIR HOMES. THE Y CONTINUED ITS LONGSTANDING BRIGHT BEGINNINGS PROGRAM BY (CONTINUED ON SCHEDULE O) 36,332,681

Part IV Checklist of Required Schedules

1 Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? If “Yes,” complete Schedule A .............................

2 Is the organization required to complete Schedule B, Schedule of Contributors? See instructions ....

3 Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? If “Yes,” complete Schedule C, Part I

4 Section 501(c)(3) organizations. Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? If “Yes,” complete Schedule C, Part II ...........

5 Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6)organization that receives membership dues, assessments, or similar amounts as defined in Rev. Proc. 98-19? If “Yes,” complete Schedule C, Part III ..

6 Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? If “Yes,” complete Schedule D, Part I ........................

7 Did the organization receive or hold a conservation easement, including easements to preserve open space, the environment, historic land areas, or historic structures? If “Yes,” complete Schedule D, Part II ...

8 Did the organization maintain collections of works of art, historical treasures, or other similar assets? If “Yes,” complete Schedule D, Part III ..........................

9 Did the organization report an amount in Part X, line 21, for escrow or custodial account liability, serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? If “Yes,” complete Schedule D, Part IV . .............

10 Did the organization, directly or through a related organization, hold assets in donor-restricted endowments or in quasi endowments? If “Yes,” complete Schedule D, Part V ...............

11 If the organization’s answer to any of the following questions is “Yes,” then complete Schedule D, Parts VI, VII, VIII, IX, or X, as applicable.

a Did the organization report an amount for land, buildings, and equipment in Part X, line 10? If “Yes,” complete Schedule D, Part VI ..........................

b Did the organization report an amount for investments—other securities in Part X, line 12, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part VII ........

c Did the organization report an amount for investments—program related in Part X, line 13, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part VIII ........

1

2

3

4

5

6

7

8

9

10

11a

11b

11c

d Did the organization report an amount for other assets in Part X, line 15, that is 5% or more of its total assets reported in Part X, line 16? If “Yes,” complete Schedule D, Part IX .............. 11d

e Did the organization report an amount for other liabilities in Part X, line 25? If “Yes,” complete Schedule D, Part X 11e

f Did the organization’s separate or consolidated financial statements for the tax year include a footnote that addresses the organization’s liability for uncertain tax positions under FIN 48 (ASC 740)? If “Yes,” complete Schedule D, Part X 11f

12a Did the organization obtain separate, independent audited financial statements for the tax year? If “Yes,” complete Schedule D, Parts XI and XII ...........................

12a

b Was the organization included in consolidated, independent audited financial statements for the tax year? If “Yes,” and if the organization answered “No” to line 12a, then completing Schedule D, Parts XI and XII is optional 12b

13 Is the organization a school described in section 170(b)(1)(A)(ii)? If “Yes,” complete Schedule E ....

13

14a Did the organization maintain an office, employees, or agents outside of the United States? ..... 14a

b Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? If “Yes,” complete Schedule F, Parts I and IV.....

15 Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? If “Yes,” complete Schedule F, Parts II and IV...........

16 Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? If “Yes,” complete Schedule F, Parts III and IV

17 Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? If “Yes,” complete Schedule G, Part I. See instructions

18 Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? If “Yes,” complete Schedule G, Part II ...............

19 Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? If “Yes,” complete Schedule G, Part III .......................

14b

15

16

17

18

19

20a Did the organization operate one or more hospital facilities? If “Yes,” complete Schedule H ...... 20a

b If “Yes” to line 20a, did the organization attach a copy of its audited financial statements to this return? 20b

21 Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? If “Yes,” complete Schedule I, Parts I and II .... 21

22 Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? If “Yes,” complete Schedule I, Parts I and III ............ 22

23 Did the organization answer “Yes” to Part VII, Section A, line 3, 4, or 5, about compensation of the organization’s current and former officers, directors, trustees, key employees, and highest compensated employees? If “Yes,” complete Schedule J ......................

24a Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? If “Yes,” answer lines 24b through 24d and complete Schedule K. If “No,” go to line 25a ...............

b Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception? .. 24b

c Did the organization maintain an escrow account other than a refunding escrow at any time during the year to defease any tax-exempt bonds? ........................ 24c

d Did the organization act as an “on behalf of” issuer for bonds outstanding at any time during the year? .. 24d

25a Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in an excess benefit transaction with a disqualified person during the year? If “Yes,” complete Schedule L, Part I ..... 25a

b Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization’s prior Forms 990 or 990-EZ? If “Yes,” complete Schedule L, Part I ........................ 25b

26 Did the organization report any amount on Part X, line 5 or 22, for receivables from or payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons? If “Yes,” complete Schedule L, Part II 26

27 Did the organization provide a grant or other assistance to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor or employee thereof, a grant selection committee member, or to a 35% controlled entity (including an employee thereof) or family member of any of these persons? If “Yes,” complete Schedule L, Part III ....................

28 Was the organization a party to a business transaction with one of the following parties (see the Schedule L, Part IV, instructions for applicable filing thresholds, conditions, and exceptions):

27

a A current or former officer, director, trustee, key employee, creator or founder, or substantial contributor? If “Yes,” complete Schedule L, Part IV ........................ 28a

b A family member of any individual described in line 28a? If “Yes,” complete Schedule L, Part IV .... 28b

c A 35% controlled entity of one or more individuals and/or organizations described in line 28a or 28b? If “Yes,” complete Schedule L, Part IV ........................ 28c 29 Did the organization receive more than $25,000 in non-cash contributions? If “Yes,” complete Schedule M 29

Did the organization receive contributions of art, historical treasures, or other similar assets, or qualified conservation contributions? If “Yes,” complete Schedule M ................ 30

Did the organization liquidate, terminate, or dissolve and cease operations? If “Yes,” complete Schedule N, Part I 31

Did the organization sell, exchange, dispose of, or transfer more than 25% of its net assets? If “Yes,” complete Schedule N, Part II .......................... 32

33 Did the organization own 100% of an entity disregarded as separate from the organization under Regulations sections 301.7701-2 and 301.7701-3? If “Yes,” complete Schedule R, Part I ........... 33

34 Was the organization related to any tax-exempt or taxable entity? If “Yes,” complete Schedule R, Part II, III, or IV, and Part V, line 1 ............................ 34

35a Did the organization have a controlled entity within the meaning of section 512(b)(13)?

35a

b If “Yes” to line 35a, did the organization receive any payment from or engage in any transaction with a controlled entity within the meaning of section 512(b)(13)? If “Yes,” complete Schedule R, Part V, line 2 .. 35b

36 Section 501(c)(3) organizations. Did the organization make any transfers to an exempt non-charitable related organization? If “Yes,” complete Schedule R, Part V, line 2 ..............

36

37 Did the organization conduct more than 5% of its activities through an entity that is not a related organization and that is treated as a partnership for federal income tax purposes? If “Yes,” complete Schedule R, Part VI 37

38 Did the organization complete Schedule O and provide explanations on Schedule O for Part VI, lines 11b and 19? Note: All Form 990 filers are required to complete Schedule O.............. 38

Part V Statements Regarding Other IRS Filings and Tax Compliance

Check if Schedule O contains a response or note to any line in this Part V

1a Enter the number reported in box 3 of Form 1096. Enter -0- if not applicable .... 1a

b Enter the number of Forms W-2G included on line 1a. Enter -0- if not applicable ... 1b

c Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? .................

2a Enter the number of employees reported on Form W-3, Transmittal of Wage and Tax Statements, filed for the calendar year ending with or within the year covered by this return 2a

b If at least one is reported on line 2a, did the organization file all required federal employment tax returns? . 2b Note: If the sum of lines 1a and 2a is greater than 250, you may be required to e-file. See instructions.

3a Did the organization have unrelated business gross income of $1,000 or more during the year? .... 3a

b If “Yes,” has it filed a Form 990-T for this year? If “No” to line 3b, provide an explanation on Schedule O . 3b

4a At any time during the calendar year, did the organization have an interest in, or a signature or other authority over, a financial account in a foreign country (such as a bank account, securities account, or other financial account)? 4a

b If “Yes,” enter the name of the foreign country ▶ See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR).

5a Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? ... 5a

b Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction? 5b

c If “Yes” to line 5a or 5b, did the organization file Form 8886-T? ............... 5c

6a Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? ..... 6a

b If “Yes,” did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? ..........................

7 Organizations that may receive deductible contributions under section 170(c).

a Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? ........................ 7a

b If “Yes,” did the organization notify the donor of the value of the goods or services provided? ..... 7b

c Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? ........................... 7c

d If “Yes,” indicate the number of Forms 8282 filed during the year ........ 7d

e Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract? 7e

f Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? . 7f

g If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? 7g

h If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? 7h

8 Sponsoring organizations maintaining donor advised funds. Did a donor advised fund maintained by the sponsoring organization have excess business holdings at any time during the year? ........ 8

9 Sponsoring organizations maintaining donor advised funds.

a Did the sponsoring organization make any taxable distributions under section 4966? ........ 9a

b Did the sponsoring organization make a distribution to a donor, donor advisor, or related person? ... 9b

10 Section 501(c)(7) organizations. Enter:

a Initiation fees and capital contributions included on Part VIII, line 12 ....... 10a

b Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities . 10b

11 Section 501(c)(12) organizations. Enter:

a Gross income from members or shareholders ............... 11a

b Gross income from other sources. (Do not net amounts due or paid to other sources against amounts due or received from them.) ............... 11b

12a Section 4947(a)(1) non-exempt charitable trusts. Is the organization filing Form 990 in lieu of Form 1041? 12a

b If “Yes,” enter the amount of tax-exempt interest received or accrued during the year .. 12b

13 Section 501(c)(29) qualified nonprofit health insurance issuers.

a Is the organization licensed to issue qualified health plans in more than one state? ........ 13a

Note: See the instructions for additional information the organization must report on Schedule O.

b Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans .......... 13b

c Enter the amount of reserves on hand ................. 13c

14a Did the organization receive any payments for indoor tanning services during the tax year? ...... 14a

b If “Yes,” has it filed a Form 720 to report these payments? If “No,” provide an explanation on Schedule O. 14b

15 Is the organization subject to the section 4960 tax on payment(s) of more than $1,000,000 in remuneration or excess parachute payment(s) during the year?

If “Yes,” see the instructions and file Form 4720, Schedule N.

15

16 Is the organization an educational institution subject to the section 4968 excise tax on net investment income? 16

If “Yes,” complete Form 4720, Schedule O.

17 Section 501(c)(21) organizations. Did the trust, any disqualified person, or mine operator engage in any activities that would result in the imposition of an excise tax under section 4951, 4952 or 4953? .... 17

If “Yes,” complete Form 6069.

Part VI Governance, Management, and Disclosure. For each “Yes” response to lines 2 through 7b below, and for a “No” response to line 8a, 8b, or 10b below, describe the circumstances, processes, or changes on Schedule O. See instructions. Check if Schedule O contains a response or note to any line in this Part VI .............

Section A. Governing Body and Management

1a Enter the number of voting members of the governing body at the end of the tax year.. 1a If there are material differences in voting rights among members of the governing body, or if the governing body delegated broad authority to an executive committee or similar committee, explain on Schedule O.

b Enter the number of voting members included on line 1a, above, who are independent . 1b

2 Did any officer, director, trustee, or key employee have a family relationship or a business relationship with any other officer, director, trustee, or key employee?

3 Did the organization delegate control over management duties customarily performed by or under the direct supervision of officers, directors, trustees, or key employees to a management company or other person? .

4 Did the organization make any significant changes to its governing documents since the prior Form 990 was filed? 4

5 Did the organization become aware during the year of a significant diversion of the organization’s assets? . 5

6 Did the organization have members or stockholders?

7a Did the organization have members, stockholders, or other persons who had the power to elect or appoint one or more members of the governing body?

b Are any governance decisions of the organization reserved to (or subject to approval by) members, stockholders, or persons other than the governing body?

8 Did the organization contemporaneously document the meetings held or written actions undertaken during the year by the following:

a The governing body?

b Each committee with authority to act on behalf of the governing body?

9 Is there any officer, director, trustee, or key employee listed in Part VII, Section A, who cannot be reached at the organization’s mailing address? If “Yes,” provide the names and addresses on Schedule O ....

Yes No

Section B. Policies (This Section B requests information about policies not required by the Internal Revenue Code.)

10a Did the organization have local chapters, branches, or affiliates?

b If “Yes,” did the organization have written policies and procedures governing the activities of such chapters, affiliates, and branches to ensure their operations are consistent with the organization’s exempt purposes?

11a Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form?

b Describe on Schedule O the process, if any, used by the organization to review this Form 990.

12a Did the organization have a written conflict of interest policy? If “No,” go to line 13 ........

b Were officers, directors, or trustees, and key employees required to disclose annually interests that could give rise to conflicts? 12b

c Did the organization regularly and consistently monitor and enforce compliance with the policy? If “Yes,” describe on Schedule O how this was done...................... 12c

13 Did the organization have a written whistleblower policy? ................. 13

14 Did the organization have a written document retention and destruction policy? ......... 14

15 Did the process for determining compensation of the following persons include a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision?

a The organization’s CEO, Executive Director, or top management official ............ 15a

b Other officers or key employees of the organization ................... 15b If “Yes” to line 15a or 15b, describe the process on Schedule O. See instructions.

16a Did the organization invest in, contribute assets to, or participate in a joint venture or similar arrangement with a taxable entity during the year? ........................ 16a

b If “Yes,” did the organization follow a written policy or procedure requiring the organization to evaluate its participation in joint venture arrangements under applicable federal tax law, and take steps to safeguard the organization’s exempt status with respect to such arrangements? .............. 16b

Section C. Disclosure

17 List the states with which a copy of this Form 990 is required to be filed ▶

18 Section 6104 requires an organization to make its Forms 1023 (1024 or 1024-A, if applicable), 990, and 990-T (section 501(c) (3)s only) available for public inspection. Indicate how you made these available. Check all that apply.

Own website Another’s website Upon request Other (explain on Schedule O)

19 Describe on Schedule O whether (and if so, how) the organization made its governing documents, conflict of interest policy, and financial statements available to the public during the tax year.

20 State the name, address, and telephone number of the person who possesses the organization’s books and records

Part VII Compensation of Officers, Directors, Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors

Check if Schedule O contains a response or note to any line in this Part VII ............. Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees

1a Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization’s tax year.

• List all of the organization’s current officers, directors, trustees (whether individuals or organizations), regardless of amount of compensation. Enter -0- in columns (D), (E), and (F) if no compensation was paid.

• List all of the organization’s current key employees, if any. See the instructions for definition of “key employee.”

• List the organization’s five current highest compensated employees (other than an officer, director, trustee, or key employee) who received reportable compensation (box 5 of Form W-2, Form 1099-MISC, and/or box 1 of Form 1099-NEC) of more than $100,000 from the organization and any related organizations.

• List all of the organization’s former officers, key employees, and highest compensated employees who received more than $100,000 of reportable compensation from the organization and any related organizations.

• List all of the organization’s former directors or trustees that received, in the capacity as a former director or trustee of the organization, more than $10,000 of reportable compensation from the organization and any related organizations. See the instructions for the order in which to list the persons above.

Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee.

(A)

(B)

(C)

(do not check more than one box, unless person is both an officer and a director/trustee)

(D)

Reportable compensation

(E) Reportable compensation from related organizations (W-2/ 1099-MISC/ 1099-NEC)

(F) Estimated amount of other compensation from the organization and related organizations

amount of other compensation from the organization and related organizations

c Total from continuation sheets to Part VII, Section A

d Total (add lines 1b and 1c)

2 Total number of individuals (including but not limited to those listed above) who received more than $100,000 of reportable compensation from the organization ▶

3 Did the organization list any former officer, director, trustee, key employee, or highest compensated employee on line 1a? If “Yes,” complete Schedule J for such individual

4 For any individual listed on line 1a, is the sum of reportable compensation and other compensation from the organization and related organizations greater than $150,000? If “Yes,” complete Schedule J for such individual................................. 4

5 Did any person listed on line 1a receive or accrue compensation from any unrelated organization or individual for services rendered to the organization? If “Yes,” complete Schedule J for such person

Section B. Independent Contractors

5

1 Complete this table for your five highest compensated independent contractors that received more than $100,000 of compensation from the organization. Report compensation for the calendar year ending with or within the organization’s tax year.

2 Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization ▶

Part VIII Statement of Revenue Check if Schedule O contains a response or note to any line in this Part VIII.............

Part IX Statement of Functional Expenses

Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A).

Check if Schedule O contains a response or note to any line in this Part IX .............

Do not include amounts reported on lines 6b, 7b, 8b, 9b, and 10b of Part VIII.

1 Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 .

2 Grants and other assistance to domestic individuals. See Part IV, line 22 .....

3 Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16

4 Benefits paid to or for members ....

5 Compensation of current officers, directors, trustees, and key employees .....

6 Compensation not included above to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) ..

7 Other salaries and wages ......

8 Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions)

9 Other employee benefits .......

10 Payroll taxes ...........

11 Fees for services (nonemployees):

a Management

b Legal

c Accounting

d Lobbying

e Professional fundraising services. See Part IV, line 17

f Investment management fees .....

g Other. (If line 11g amount exceeds 10% of line 25, column (A), amount, list line 11g expenses on Schedule O.) .

24 Other expenses. Itemize expenses not covered above. (List miscellaneous expenses on line 24e. If line 24e amount exceeds 10% of line 25, column (A), amount, list line 24e expenses on Schedule O.)

e All other expenses

25 Total functional expenses. Add lines 1 through 24e 26 Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here ▶ if following SOP 98-2 (ASC 958-720) ...

Part X Balance Sheet

Part XI Reconciliation of Net Assets

Reporting

1 Accounting method used to prepare the Form 990: Cash Accrual Other

If the organization changed its method of accounting from a prior year or checked “Other,” explain on Schedule O.

2a Were the organization’s financial statements compiled or reviewed by an independent accountant? ... 2a

If “Yes,” check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both:

Separate basis Consolidated basis Both consolidated and separate basis

b Were the organization’s financial statements audited by an independent accountant?

If “Yes,” check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both:

Separate basis Consolidated basis Both consolidated and separate basis

c If “Yes” to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant? . 2c If the organization changed either its oversight process or selection process during the tax year, explain on Schedule O.

3a As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Single Audit Act and OMB Circular A-133?

b If “Yes,” did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why on Schedule O and describe any steps taken to undergo such audits .

Department of the Treasury

Internal Revenue Service

Name of the organization

Public Charity Status and Public Support

Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.

▶ Attach to Form 990 or Form 990-EZ.

▶ Go to www.irs.gov/Form990 for instructions and the latest information.

Part I Reason for Public Charity Status. (All organizations must complete this part.) See instructions.

The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.)

1 A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i).

2 A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990).)

3 A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii).

4 A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital’s name, city, and state:

5 An organization operated for the benefit of a college or university owned or operated by a governmental unit described in section 170(b)(1)(A)(iv). (Complete Part II.)

6 A federal, state, or local government or governmental unit described in section 170(b)(1)(A)(v).

7 An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.)

8 A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.)

9 An agricultural research organization described in section 170(b)(1)(A)(ix) operated in conjunction with a land-grant college or university or a non-land-grant college of agriculture (see instructions). Enter the name, city, and state of the college or university:

10 An organization that normally receives (1) more than 331/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions, subject to certain exceptions; and (2) no more than 331/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.)

11 An organization organized and operated exclusively to test for public safety. See section 509(a)(4).

12 An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2). See section 509(a)(3). Check the box on lines 12a through 12d that describes the type of supporting organization and complete lines 12e, 12f, and 12g.

a Type I. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. You must complete Part IV, Sections A and B.

b Type II. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). You must complete Part IV, Sections A and C.

c Type III functionally integrated. A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). You must complete Part IV, Sections A, D, and E.

d Type III non-functionally integrated. A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization generally must satisfy a distribution requirement and an attentiveness requirement (see instructions). You must complete Part IV, Sections A and D, and Part V.

e Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization.

f Enter the number of supported organizations

g Provide the following information about the supported organization(s).

(i) Name of supported organization

(ii) EIN (iii) Type of organization (described on lines 1–10 above (see instructions))

(iv) Is the organization listed in your governing document?

Yes No

(v) Amount of monetary support (see instructions)

(vi) Amount of other support (see instructions)

Part II Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi) (Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization fails to qualify under the tests listed below, please complete Part III.)

Section A. Public Support

Calendar year (or fiscal year beginning in)

1 Gifts, grants, contributions, and membership fees received. (Do not include any “unusual grants.”) ...

2 Tax revenues levied for the organization’s benefit and either paid to or expended on its behalf ....

3 The value of services or facilities furnished by a governmental unit to the organization without charge ....

4 Total. Add lines 1 through 3 ....

5 The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) ....

6 Public support. Subtract line 5 from line 4

Section B. Total Support

7 Amounts from line 4 ......

8 Gross income from interest, dividends, payments received on securities loans, rents, royalties, and income from similar sources ........

9 Net income from unrelated business activities, whether or not the business is regularly carried on ......

10 Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .......

11 Total support. Add lines 7 through 10

12 Gross receipts from related activities, etc. (see instructions)

13 First 5 years. If the Form 990 is for the organization’s first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here

Section C. Computation of Public Support Percentage

14 Public support percentage for 2021 (line 6, column (f), divided by line 11, column (f)) ....

15 Public support percentage from 2020 Schedule A, Part II, line 14 ..........

16a 331/3% support test—2021. If the organization did not check the box on line 13, and line 14 is 331/3% or more, check this box and stop here. The organization qualifies as a publicly supported organization

b 331/3% support test—2020. If the organization did not check a box on line 13 or 16a, and line 15 is 331/3% or more, check this box and stop here. The organization qualifies as a publicly supported organization

17a 10%-facts-and-circumstances test—2021. If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the facts-and-circumstances test, check this box and stop here. Explain in Part VI how the organization meets the facts-and-circumstances test. The organization qualifies as a publicly supported organization

b 10%-facts-and-circumstances test—2020. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the facts-and-circumstances test, check this box and stop here. Explain in Part VI how the organization meets the facts-and-circumstances test. The organization qualifies as a publicly supported organization

18 Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see instructions ....................................

Part III Support Schedule for Organizations Described in Section 509(a)(2)

(Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.)

Section A. Public Support

1 Gifts, grants, contributions, and membership fees received. (Do not include any “unusual grants.”)

2 Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization’s tax-exempt purpose ...

3 Gross receipts from activities that are not an unrelated trade or business under section 513

4 Tax revenues levied for the organization’s benefit and either paid to or expended on its behalf ....

5 The value of services or facilities furnished by a governmental unit to the organization without charge ....

6 Total. Add lines 1 through 5 ....

7a Amounts included on lines 1, 2, and 3 received from disqualified persons .

b Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year

c Add lines 7a and 7b ......

8 Public support. (Subtract line 7c from line 6.) ...........

Section B. Total Support

9 Amounts from line 6 ......

10a Gross income from interest, dividends, payments received on securities loans, rents, royalties, and income from similar sources .

b Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975 ....

c Add lines 10a and 10b .....

11 Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on

12 Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .......

13 Total support. (Add lines 9, 10c, 11, and 12.) ..........

14 First 5 years. If the Form 990 is for the organization’s first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here ▶

Section C. Computation of Public Support Percentage

15 Public support percentage for 2021 (line 8, column (f), divided by line 13, column (f)) ..... 15 %

16 Public support percentage from 2020 Schedule A, Part III, line 15 ........... 16 %

Section D. Computation of Investment Income Percentage

17 Investment income percentage for 2021 (line 10c, column (f), divided by line 13, column (f)) ... 17 %

18 Investment income percentage from 2020 Schedule A, Part III, line 17 .......... 18 %

19a 331/3% support tests—2021. If the organization did not check the box on line 14, and line 15 is more than 331/3%, and line 17 is not more than 331/3%, check this box and stop here. The organization qualifies as a publicly supported organization . ▶

b 331/3% support tests—2020. If the organization did not check a box on line 14 or line 19a, and line 16 is more than 331/3%, and line 18 is not more than 331/3%, check this box and stop here. The organization qualifies as a publicly supported organization ▶

20 Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions

Part IV Supporting Organizations

(Complete only if you checked a box in line 12 on Part I. If you checked box 12a, Part I, complete Sections A and B. If you checked box 12b, Part I, complete Sections A and C. If you checked box 12c, Part I, complete Sections A, D, and E. If you checked box 12d, Part I, complete Sections A and D, and complete Part V.)

Section A. All Supporting Organizations

1 Are all of the organization’s supported organizations listed by name in the organization’s governing documents? If “No,” describe in Part VI how the supported organizations are designated. If designated by class or purpose, describe the designation. If historic and continuing relationship, explain.

2 Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If “Yes,” explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2).

3a Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If “Yes,” answer lines 3b and 3c below.

b Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If “Yes,” describe in Part VI when and how the organization made the determination.

c Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If “Yes,” explain in Part VI what controls the organization put in place to ensure such use.

4a Was any supported organization not organized in the United States (“foreign supported organization”)? If “Yes,” and if you checked box 12a or 12b in Part I, answer lines 4b and 4c below.

b Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations.

c Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes.

5a Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer lines 5b and 5c below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization’s organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document).

b Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization’s organizing document?

c Substitutions only. Was the substitution the result of an event beyond the organization’s control?

6 Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI.

7 Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (as defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990).

8 Did the organization make a loan to a disqualified person (as defined in section 4958) not described on line 7? If “Yes,” complete Part I of Schedule L (Form 990).

9a Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons, as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI.

b Did one or more disqualified persons (as defined on line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI.

c Did a disqualified person (as defined on line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI.

10a Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below.

b Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings.)

1

2

3a

3b

3c

4a

4b

4c

5a

5b

5c

6

7

8

9a

9b

9c

10a

10b

11 Has the organization accepted a gift or contribution from any of the following persons?

a A person who directly or indirectly controls, either alone or together with persons described on lines 11b and 11c below, the governing body of a supported organization? 11a

b A family member of a person described on line 11a above? 11b

c A 35% controlled entity of a person described on line 11a or 11b above? If “Yes” to line 11a, 11b, or 11c, provide detail in Part VI. 11c

Section B. Type I Supporting Organizations

1 Did the governing body, members of the governing body, officers acting in their official capacity, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s officers, directors, or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove officers, directors, or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year.

2 Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised, or controlled the supporting organization.

Section C. Type II Supporting Organizations

1 Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s).

Section D. All Type III Supporting Organizations

1 Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided?

2 Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? If “No,” explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s).

3 By reason of the relationship described on line 2, above, did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If “Yes,” describe in Part VI the role the organization’s supported organizations played in this regard.

Section E. Type III Functionally Integrated Supporting Organizations

Yes No

1

Yes No

2

Yes No

1

Yes No

1

2

3

1 Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions).

a The organization satisfied the Activities Test. Complete line 2 below.

b The organization is the parent of each of its supported organizations. Complete line 3 below.

2 Activities Test. Answer lines 2a and 2b below.

c The organization supported a governmental entity. Describe in Part VI how you supported a governmental entity (see instructions). Yes No

a Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If “Yes,” then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities.

b Did the activities described on line 2a, above, constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If “Yes,” explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement.

3 Parent of Supported Organizations. Answer lines 3a and 3b below.

a Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? If “Yes” or “No,” provide details in Part VI.

b Did the organization exercise a substantial degree of direction over the policies, programs, and activities of each of its supported organizations? If “Yes,” describe in Part VI the role played by the organization in this regard.

2a

2b

3a

3b

Part V Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations

1 Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970 (explain in Part VI). See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E.

Section

1

amount for 2021 from Section C, line 6

2

if any, for years prior to 2021 (reasonable cause required—explain in Part VI). See instructions.

3 Excess distributions carryover, if any, to 2021

a From 2016 .....

b From 2017 .....

c From 2018.....

d From 2019.....

e From 2020 .....

f Total of lines 3a through 3e

g Applied to underdistributions of prior years

h Applied to 2021 distributable amount

i Carryover from 2016 not applied (see instructions)

j Remainder. Subtract lines 3g, 3h, and 3i from line 3f.

4 Distributions for 2021 from Section D, line 7: $

a Applied to underdistributions of prior years

b Applied to 2021 distributable amount

c Remainder. Subtract lines 4a and 4b from line 4.

5 Remaining underdistributions for years prior to 2021, if any. Subtract lines 3g and 4a from line 2. For result greater than zero, explain in Part VI. See instructions.

6 Remaining underdistributions for 2021. Subtract lines 3h and 4b from line 1. For result greater than zero, explain in Part VI. See instructions.

7 Excess distributions carryover to 2022. Add lines 3j and 4c.

8 Breakdown of line 7:

a Excess from 2017

b Excess from 2018...

c Excess from 2019...

d Excess from 2020 ...

e Excess from 2021 ...

Part VI

Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a, and 3b; Part V, line 1; Part V, Section B, line 1e; Part V, Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions.)

Schedule B (Form 990)

Department of the Treasury

Internal Revenue Service

Name of the organization

Organization type (check one):

Filers of: Section:

Form 990 or 990-EZ

Schedule of Contributors

▶ Attach to Form 990 or Form 990-PF.

▶ Go to www.irs.gov/Form990 for the latest information.

Employer identification number

Form 990-PF

501(c)( ) (enter number) organization

4947(a)(1) nonexempt charitable trust not treated as a private foundation

527 political organization

501(c)(3) exempt private foundation

4947(a)(1) nonexempt charitable trust treated as a private foundation

501(c)(3) taxable private foundation

Check if your organization is covered by the General Rule or a Special Rule. Note: Only a section 501(c)(7), (8), or (10) organization can check boxes for both the General Rule and a Special Rule. See instructions.

General Rule

For an organization filing Form 990, 990-EZ, or 990-PF that received, during the year, contributions totaling $5,000 or more (in money or property) from any one contributor. Complete Parts I and II. See instructions for determining a contributor’s total contributions.

Special Rules

For an organization described in section 501(c)(3) filing Form 990 or 990-EZ that met the 331/3% support test of the regulations under sections 509(a)(1) and 170(b)(1)(A)(vi), that checked Schedule A (Form 990), Part II, line 13, 16a, or 16b, and that received from any one contributor, during the year, total contributions of the greater of (1) $5,000; or (2) 2% of the amount on (i) Form 990, Part VIII, line 1h; or (ii) Form 990-EZ, line 1. Complete Parts I and II.

For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, total contributions of more than $1,000 exclusively for religious, charitable, scientific, literary, or educational purposes, or for the prevention of cruelty to children or animals. Complete Parts I (entering “N/A” in column (b) instead of the contributor name and address), II, and III.

For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, contributions exclusively for religious, charitable, etc., purposes, but no such contributions totaled more than $1,000. If this box is checked, enter here the total contributions that were received during the year for an exclusively religious, charitable, etc., purpose. Don’t complete any of the parts unless the General Rule applies to this organization because it received nonexclusively religious, charitable, etc., contributions totaling $5,000 or more during the year

Caution: An organization that isn’t covered by the General Rule and/or the Special Rules doesn’t file Schedule B (Form 990), but it must answer “No” on Part IV, line 2, of its Form 990; or check the box on line H of its Form 990-EZ or on its Form 990-PF, Part I, line 2, to certify that it doesn’t meet the filing requirements of Schedule B (Form 990).

For Paperwork Reduction Act Notice, see the instructions for Form 990, 990-EZ, or 990-PF.

Part I Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.

Part I Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.

Part II Noncash Property (see instructions). Use duplicate copies of Part II if additional space is needed.

Part III

Exclusively religious, charitable, etc., contributions to organizations described in section 501(c)(7), (8), or (10) that total more than $1,000 for the year from any one contributor. Complete columns (a) through (e) and the following line entry. For organizations completing Part III, enter the total of exclusively religious, charitable, etc., contributions of $1,000 or less for the year. (Enter this information once. See instructions.) ▶ $ Use duplicate copies of Part III if additional space is needed.

Part IV

Supplemental Information. Provide the descriptions required for Part I-A, line 1; Part I-B, line 4; Part I-C, line 5; Part II-A (affiliated group list); Part II-A, lines 1 and 2 (see instructions); and Part II-B, line 1. Also, complete this part for any additional information.

Explanation SCHEDULE C, PART II-B, LINE 1G - DESCRIPTION OF THE ACTIVITIES REPORTED ON LINES 1A THROUGH 1J

Return Reference - Identifier

THE YMCA CONTRIBUTES TO AN ALLIANCE OF YMCA'S WHICH HIRES AN INDEPENDENT CONSULTING FIRM TO HANDLE DIRECT LOBBYING. THESE ACTIVITIES INCLUDE DISCUSSIONS REGARDING HEALTHY LIVING, YOUTH DEVELOPMENT AND SOCIAL RESPONSIBILITY.

Department of the Treasury

Internal Revenue Service

Supplemental Financial Statements

▶ Complete if the organization answered “Yes” on Form 990, Part IV, line 6, 7, 8, 9, 10, 11a, 11b, 11c, 11d, 11e, 11f, 12a, or 12b.

▶ Attach to Form 990.

▶ Go to www.irs.gov/Form990 for instructions and the latest information.

Part I Organizations Maintaining Donor Advised Funds or Other Similar Funds or Accounts.

Complete if the organization answered “Yes” on Form 990, Part IV, line 6.

(a) Donor advised funds

1 Total number at end of year ........

2 Aggregate value of contributions to (during year) .

3 Aggregate value of grants from (during year) ..

4 Aggregate value at end of year .......

(b) Funds and other accounts

5 Did the organization inform all donors and donor advisors in writing that the assets held in donor advised funds are the organization’s property, subject to the organization’s exclusive legal control? ...... Yes No

6 Did the organization inform all grantees, donors, and donor advisors in writing that grant funds can be used only for charitable purposes and not for the benefit of the donor or donor advisor, or for any other purpose conferring impermissible private benefit? ...................... Yes No

Part II Conservation Easements.

Complete if the organization answered “Yes” on Form 990, Part IV, line 7.

1 Purpose(s) of conservation easements held by the organization (check all that apply).

Preservation of land for public use (for example, recreation or education)

Protection of natural habitat

Preservation of open space

Preservation of a historically important land area

Preservation of a certified historic structure

2 Complete lines 2a through 2d if the organization held a qualified conservation contribution in the form of a conservation easement on the last day of the tax year. Held at the End of the Tax Year

a Total number of conservation easements ................. 2a

b Total acreage restricted by conservation easements.............. 2b

c Number of conservation easements on a certified historic structure included in (a).... 2c

d Number of conservation easements included in (c) acquired after 7/25/06, and not on a historic structure listed in the National Register ............... 2d

3 Number of conservation easements modified, transferred, released, extinguished, or terminated by the organization during the tax year ▶

4 Number of states where property subject to conservation easement is located ▶

5 Does the organization have a written policy regarding the periodic monitoring, inspection, handling of violations, and enforcement of the conservation easements it holds? ............. Yes No

6 Staff and volunteer hours devoted to monitoring, inspecting, handling of violations, and enforcing conservation easements during the year

7 Amount of expenses incurred in monitoring, inspecting, handling of violations, and enforcing conservation easements during the year

$

8 Does each conservation easement reported on line 2(d) above satisfy the requirements of section 170(h)(4)(B)(i) and section 170(h)(4)(B)(ii)? ........................... Yes No

9 In Part XIII, describe how the organization reports conservation easements in its revenue and expense statement and balance sheet, and include, if applicable, the text of the footnote to the organization’s financial statements that describes the organization’s accounting for conservation easements.

Part III Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets. Complete if the organization answered “Yes” on Form 990, Part IV, line 8.

1a If the organization elected, as permitted under FASB ASC 958, not to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide in Part XIII the text of the footnote to its financial statements that describes these items.

b If the organization elected, as permitted under FASB ASC 958, to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide the following amounts relating to these items:

(i) Revenue included on Form 990, Part VIII, line 1

(ii) Assets included in Form 990, Part X ....................

2 If the organization received or held works of art, historical treasures, or other similar assets for financial gain, provide the following amounts required to be reported under FASB ASC 958 relating to these items:

a Revenue included on Form 990, Part VIII, line 1

b Assets included in Form 990, Part X

YOUNG MEN'S CHRISTIAN ASSOCIATION OF GREATER RICHMOND (6769)

Part III Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets (continued)

3 Using the organization’s acquisition, accession, and other records, check any of the following that make significant use of its collection items (check all that apply):

a Public exhibition

b Scholarly research

c Preservation for future generations

d Loan or exchange program

e Other

4 Provide a description of the organization’s collections and explain how they further the organization’s exempt purpose in Part XIII.

5 During the year, did the organization solicit or receive donations of art, historical treasures, or other similar assets to be sold to raise funds rather than to be maintained as part of the organization’s collection? .. Yes No

Part IV Escrow and Custodial Arrangements.

Complete if the organization answered “Yes” on Form 990, Part IV, line 9, or reported an amount on Form 990, Part X, line 21.

1a Is the organization an agent, trustee, custodian or other intermediary for contributions or other assets not included on Form 990, Part X? .......................... Yes No

b If “Yes,” explain the arrangement in Part XIII and complete the following table:

2a Did the organization include an amount on Form 990, Part X, line 21, for escrow or custodial account liability? Yes No

b If “Yes,” explain the arrangement in Part XIII. Check here if the explanation has been provided on Part XIII ....

Part V Endowment Funds.

Complete if the organization answered “Yes” on Form 990, Part IV, line 10.

(a) Current year (b) Prior year (c) Two years back (d) Three years back (e) Four years back

1a Beginning of year balance ...

b Contributions .......

c Net investment earnings, gains, and losses ..........

d Grants or scholarships ....

e Other expenditures for facilities and programs .........

f Administrative expenses ....

g End of year balance .....

2 Provide the estimated percentage of the current year end balance (line 1g, column (a)) held as:

a Board designated or quasi-endowment ▶ %

b Permanent endowment ▶ %

c Term endowment ▶ %

The percentages on lines 2a, 2b, and 2c should equal 100%.

3a Are there endowment funds not in the possession of the organization that are held and administered for the organization by: Yes No

(i) Unrelated organizations ........................... 3a(i)

(ii) Related organizations ........................... 3a(ii)

b If “Yes” on line 3a(ii), are the related organizations listed as required on Schedule R? ........ 3b

4 Describe in Part XIII the intended uses of the organization’s endowment funds.

Part VI Land, Buildings, and Equipment.

Complete if the organization answered “Yes” on Form 990, Part IV, line 11a. See Form 990, Part X, line 10.

Part VII Investments—Other Securities.

Complete if the organization answered “Yes” on Form 990, Part IV, line 11b. See Form 990, Part X, line 12.

(a) Description of security or category (including name of security)

(1) Financial derivatives ...............

(2) Closely held equity interests.............

(3) Other

(b) Book value

(c) Method of valuation: Cost or end-of-year market value

Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.) . ▶ Part VIII Investments—Program Related.

Complete if the organization answered “Yes” on Form 990, Part IV, line 11c. See Form 990, Part X, line 13.

(a) Description of investment

(b) Book value

(c) Method of valuation: Cost or end-of-year market value

Total. (Column (b) must equal Form 990, Part X, col. (B) line 13.) . ▶ Part IX Other Assets.

Complete if the organization answered “Yes” on Form 990, Part IV, line 11d. See Form 990, Part X, line 15.

(a) Description

Total. (Column (b) must equal Form 990, Part X, col. (B) line 15.) ..............

Part X Other Liabilities.

(b) Book value

Complete if the organization answered “Yes” on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25.

(a) Description of liability

(b) Book value

Total. (Column (b) must equal Form 990, Part X, col. (B) line 25.)

2. Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization’s financial statements that reports the organization’s liability for uncertain tax positions under FASB ASC 740. Check here if the text of the footnote has been provided in Part XIII

Part XI Reconciliation of Revenue per Audited Financial Statements With Revenue per Return. Complete if the organization answered “Yes” on Form 990, Part IV, line 12a.

1 Total revenue, gains, and other support per audited financial statements

2

included on line 1 but not on Form 990, Part VIII, line 12:

4 Amounts included on Form 990, Part VIII, line 12, but not on line 1:

a Investment expenses not included on Form 990, Part VIII, line 7b ..

b

5

(Describe in Part XIII.) ...............

revenue. Add lines 3 and 4c. (This must equal Form 990, Part I, line 12.)

Part XII Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Complete if the organization answered “Yes” on Form 990, Part IV, line 12a. 1

2 Amounts included on line 1 but not on Form 990, Part IX, line 25: a

4 Amounts included on Form 990, Part IX, line 25, but not on line 1:

a Investment expenses not included on Form 990, Part VIII, line 7b ..

b Other (Describe in Part XIII.) ...............

5 Total expenses. Add lines 3 and 4c. (This must equal Form 990, Part I, line 18.)

Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part IV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information.

Part XIII

Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part IV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information.

Return Reference - Identifier

SCHEDULE D, PART IV, LINE 2B - EXPLANATION OF ESCROW AGREEMENT

SCHEDULE D, PART V, LINE 4 - INTENDED USES OF ENDOWMENT FUNDS

Supplemental Information. Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part IV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information.

Explanation

THE YMCA OF GREATER RICHMOND ACTS AS AN AGENT FOR THE VIRGINIA ALLIANCE OF YMCA'S FOR FINANCIAL TRANSACTIONS ASSOCIATED WITH THE OPERATION OF THE ALLIANCE. THE ALLIANCE HAS ULTIMATE AUTHORITY OVER FUNDS RECEIVED AND DISBURSED BY THE YMCA OF GREATER RICHMOND.

THE INCOME GENERATED FROM THE RESTRICTED PORTION OF THE ASSOCIATION'S ENDOWMENT FUND IS INTENDED FOR DONOR-SPECIFIED PROGRAM SUPPORT, FINANCIAL ASSISTANCE TO THOSE IN NEED, AND GENERAL PURPOSES OF THE YMCA OF GREATER RICHMOND. UNRESTRICTED FUNDS ARE AVAILABLE TO SUPPORT THE OPERATING NEEDS OF THE ORGANIZATION. THE PERCENTAGE REPORTED FOR PERMANENT ENDOWMENTS INCLUDES AMOUNTS THAT MUST BE MAINTAINED IN PERPETUITY AS WELL AS ACCUMULATED EARNINGS ON SUCH AMOUNTS THAT HAVE NOT YET BEEN APPROPRIATED FOR EXPENDITURE.

SCHEDULE D, PART X, LINE 2 - FIN 48 (ASC 740) FOOTNOTE

TEXT OF THE FOOTNOTE TO THE ORGANIZATION'S FINANCIAL STATEMENTS THAT REPORTS THE ORGANIZATION'S LIABILITY FOR UNCERTAIN TAX POSITIONS UNDER FIN 48: MANAGEMENT EVALUATED THE ASSOCIATION'S POSITIONS AND CONCLUDED THAT THE ASSOCIATION HAD TAKEN NO UNCERTAIN TAX POSITIONS THAT REQUIRED ADJUSTMENT TO THE FINANCIAL STATEMENTS TO COMPLY WITH THE ACCOUNTING STANDARD ON ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES. THE ASSOCIATION FILES AN INFORMATIONAL FORM 990 IN THE U.S. FEDERAL JURISDICTION.

SCHEDULE I

(Form 990)

Department of the Treasury

Revenue Service

Grants and Other Assistance to Organizations, Governments, and Individuals in the United States

Complete if the organization answered “Yes” on Form 990, Part IV, line 21 or 22.

▶ Attach to Form 990.

▶ Go to www.irs.gov/Form990 for the latest information.

Part I General Information on Grants and Assistance

1 Does the organization maintain records to substantiate the amount of the grants or assistance, the grantees’ eligibility for the grants or assistance, and the selection criteria used to award the grants or assistance?

2 Describe in Part IV the organization’s procedures for monitoring the use of grant funds in the United States.

Part II Grants and Other Assistance to Domestic Organizations and Domestic Governments. Complete if the organization answered “Yes” on Form 990, Part IV, line 21, for any recipient that received more than $5,000. Part II can be duplicated if additional space is needed.

1

Name and address of organization or government

2 Enter total number of section 501(c)(3) and government organizations listed in the line 1 table..................

3 Enter total number of other organizations listed in the line 1 table...........................

For Paperwork Reduction Act Notice, see the Instructions for Form 990.

Part III Grants and Other Assistance to Domestic Individuals. Complete if the organization answered “Yes” on Form 990, Part IV, line 22. Part III can be duplicated if additional space is needed.

(a) Type of grant or assistance

(b) Number of recipients (c) Amount of cash grant (d) Amount of noncash assistance

(e) Method of valuation (book, FMV, appraisal, other)

(f) Description of noncash assistance

Part IV Supplemental Information. Provide the information required in Part I, line 2; Part III, column (b); and any other additional information.

(SEE STATEMENT)

Part IV

Return Reference - Identifier

SCHEDULE I, PART I, LINE 2 - PROCEDURES FOR MONITORING USE OF GRANT FUNDS.

Supplemental Information. Provide the information required in Part I, line 2, Part III, column (b), and any other additional information.

Explanation

IN GENERAL, STUDENTS IN KINDERGARTEN THROUGH TWELFTH GRADE WHO QUALIFY FOR FEDERALLY FUNDED FREE AND REDUCED BREAKFAST AND/OR LUNCH ARE ELIGIBLE TO PARTICIPATE IN THE YMCA BRIGHT BEGINNINGS PROGRAM. OTHER GRANTS AND FINANCIAL ASSISTANCE PROVIDED TO INDIVIDUALS IS BASED ON FINANCIAL NEED AND MANAGED IN ACCORDANCE WITH THE YMCA'S GRANTS MANAGEMENT POLICY.

SCHEDULE I, PART III, COLUMN A - TYPE OF GRANT BRIGHT BEGINNINGS SCHOOL SUPPLIES AND CLOTHING

SCHEDULE I, PART III, COLUMN F - DESCRIPTION OF NON-CASH ASSISTANCE

BRIGHT BEGINNINGS SCHOOL SUPPLIES AND CLOTHING: SCHOOL SUPPLIES, CLOTHING & HYGIENE KITS

Department of the Treasury

Internal Revenue Service

Compensation Information

For certain Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees

▶ Complete if the organization answered “Yes” on Form 990, Part IV, line 23. ▶ Attach to Form 990.

▶ Go to www.irs.gov/Form990 for instructions and the latest information.

Part I Questions Regarding Compensation

1a Check the appropriate box(es) if the organization provided any of the following to or for a person listed on Form 990, Part VII, Section A, line 1a. Complete Part III to provide any relevant information regarding these items.

First-class or charter travel

Travel for companions

Tax indemnification and gross-up payments

Discretionary spending account

Housing allowance or residence for personal use

Payments for business use of personal residence

Health or social club dues or initiation fees

Personal services (such as maid, chauffeur, chef)

b If any of the boxes on line 1a are checked, did the organization follow a written policy regarding payment or reimbursement or provision of all of the expenses described above? If “No,” complete Part III to explain

2 Did the organization require substantiation prior to reimbursing or allowing expenses incurred by all directors, trustees, and officers, including the CEO/Executive Director, regarding the items checked on line 1a?

3 Indicate which, if any, of the following the organization used to establish the compensation of the organization’s CEO/Executive Director. Check all that apply. Do not check any boxes for methods used by a related organization to establish compensation of the CEO/Executive Director, but explain in Part III.

Compensation committee

Independent compensation consultant

Form 990 of other organizations

Written employment contract

Compensation survey or study

Approval by the board or compensation committee

4 During the year, did any person listed on Form 990, Part VII, Section A, line 1a, with respect to the filing organization or a related organization:

a Receive a severance payment or change-of-control payment? ...............

b Participate in or receive payment from a supplemental nonqualified retirement plan?

c Participate in or receive payment from an equity-based compensation arrangement? ........

If “Yes” to any of lines 4a–c, list the persons and provide the applicable amounts for each item in Part III.

Only section 501(c)(3), 501(c)(4), and 501(c)(29) organizations must complete lines 5–9.

5 For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any compensation contingent on the revenues of:

a The organization? ..............................

b Any related organization? ...........................

If “Yes” on line 5a or 5b, describe in Part III.

6 For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any compensation contingent on the net earnings of:

a The organization? ..............................

b Any related organization? ...........................

If “Yes” on line 6a or 6b, describe in Part III.

7 For persons listed on Form 990, Part VII, Section A, line 1a, did the organization provide any nonfixed payments not described on lines 5 and 6? If “Yes,” describe in Part III ............. 7

8 Were any amounts reported on Form 990, Part VII, paid or accrued pursuant to a contract that was subject to the initial contract exception described in Regulations section 53.4958-4(a)(3)? If “Yes,” describe in Part III .................................

9 If “Yes” on line 8, did the organization also follow the rebuttable presumption procedure described in Regulations section 53.4958-6(c)? ........................

For Paperwork Reduction Act Notice, see the Instructions for Form 990.

Part II Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees. Use duplicate copies if additional space is needed. For each individual whose compensation must be reported on Schedule J, report compensation from the organization on row (i) and from related organizations, described in the instructions, on row (ii). Do not list any individuals that aren’t listed on Form 990, Part VII. Note: The sum of columns (B)(i)–(iii) for each listed individual must equal the total amount of Form 990, Part VII, Section A, line 1a, applicable column (D) and (E) amounts for that individual.

(A) Name and Title

(B) Breakdown of W-2 and/or 1099-MISC and/or 1099-NEC compensation

(i) Base compensation

(ii) Bonus & incentive compensation (iii) Other reportable compensation

(C) Retirement and other deferred compensation

(D) Nontaxable benefits (E) Total of columns (B)(i)–(D)

(F) Compensation in column (B) reported as deferred on prior Form 990

Supplemental Information on Tax-Exempt Bonds

▶ Complete if the organization answered “Yes” on Form 990, Part IV, line 24a. Provide descriptions, explanations, and any additional information in Part VI.

▶ Attach to Form 990.

▶ Go to www.irs.gov/Form990 for instructions and the latest information.

Part III Private Business Use

1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? ........

2 Are there any lease arrangements that may result in private business use of bond-financed property? ..................

3a Are there any management or service contracts that may result in private business use of bond-financed property? ............

b If “Yes” to line 3a, does the organization routinely engage bond counsel or other outside counsel to review any management or service contracts relating to the financed property?

c Are there any research agreements that may result in private business use of bond-financed property?..................

d If “Yes” to line 3c, does the organization routinely engage bond counsel or other outside counsel to review any research agreements relating to the financed property?

4 Enter the percentage of financed property used in a private business use by entities other than a section 501(c)(3) organization or a state or local government ... ▶ % % % %

5 Enter the percentage of financed property used in a private business use as a result of unrelated trade or business activity carried on by your organization, another section 501(c)(3) organization, or a state or local government ... ▶ % % % %

6 Total of lines 4 and 5 ................... % % % %

7 Does the bond issue meet the private security or payment test? .....

8a Has there been a sale or disposition of any of the bond-financed property to a nongovernmental person other than a 501(c)(3) organization since the bonds were issued?

b If “Yes” to line 8a, enter the percentage of bond-financed property sold or disposed of ...................... %

c If “Yes” to line 8a, was any remedial action taken pursuant to Regulations sections 1.141-12 and 1.145-2? ...............

9 Has the organization established written procedures to ensure that all nonqualified bonds of the issue are remediated in accordance with the requirements under Regulations sections 1.141-12 and 1.145-2? ....

Part IV Arbitrage

1 Has the issuer filed Form 8038-T, Arbitrage Rebate, Yield Reduction and Penalty in Lieu of Arbitrage Rebate? ..............

2 If “No” to line 1, did the following apply?

a Rebate not due yet? ...................

b Exception to rebate? ...................

c No rebate due? .....................

If “Yes” to line 2c, provide in Part VI the date the rebate computation was performed ......................

3 Is the bond issue a variable rate issue? .............

Part IV Arbitrage (continued)

4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?.............

b Name of provider ....................

c Term of hedge .....................

d Was the hedge superintegrated? ...............

e Was the hedge terminated? .................

5a Were gross proceeds invested in a guaranteed investment contract (GIC)? .

b Name of provider ....................

c Term of GIC ......................

d Was the regulatory safe harbor for establishing the fair market value of the GIC satisfied?

6 Were any gross proceeds invested beyond an available temporary period?.

7 Has the organization established written procedures to monitor the requirements of section 148? ................

Part

V Procedures To Undertake Corrective Action

Has the organization established written procedures to ensure that violations of federal tax requirements are timely identified and corrected through the voluntary closing agreement program if self-remediation isn’t available under applicable regulations?

Part VI Supplemental Information. Provide additional information for responses to questions on Schedule K. See instructions.

Return Reference - Identifier

SCHEDULE K, PART VIVIRGINIA SMALL BUSINESS FINANCING AUTHORITY

- ISSUER NAME: ECONOMIC DEV AUTHORITY OF THE TOWN OF ASHLAND

Explanation

REFUNDING OF NOTE PAYABLE AND LINES OF CREDIT WHICH WERE FOR THE EXPANSION, RENOVATION AND EQUIPPING OF THE NORTHSIDE FACILITY, EXPANSION, RENOVATION AND EQUIPPING OF THE PETERSBURG FACILITY, AND AQUISITION OF LAND AND BUILDING FOR THE ATLEE STATION FACILITY.

UNSPENT PROCEEDS TO FINANCE THE EXPANSION, RENOVATION AND EQUIPPING OF THE SWIFT CREEK FACILITY, AND EXPANSION, RENOVATION AND EQUIPPING OF THE MANCHESTER FACILITY.

REFUND PRIOR ISSUE OF SERIES 2010 BONDS (DATE OF ISSUE: 11-23-2010) WHICH WERE FOR THE EXPANSION, RENOVATION, AND EQUIPPING OF THE MIDLOTHIAN FACILITY. EXPANSION, RENOVATION, AND EQUIPPING OF THE PATRICK HENRY FACILITY. RENOVATION AND EQUIPPING OF THE PETERSBURG FACILITY. ACQUISITION, CONSTRUCTION, AND EQUIPPING OF A NEW FACILITY TO BE KNOWN AS SWIFT CREEK FACILITY. REPLACEMENT OF POOL, EXPANSION, AND EQUIPPING OF THE MANCHESTER FACILITY.

Noncash Contributions

▶ Complete if the organizations answered “Yes” on Form 990, Part IV, lines 29 or 30.

▶ Attach to Form 990.

▶ Go to www.irs.gov/Form990 for instructions and the latest information.

29 Number of Forms 8283 received by the organization during the tax year for contributions for which the organization completed Form 8283, Part V, Donee Acknowledgement ..... 29

30a

During the year, did the organization receive by contribution any property reported in Part I, lines 1 through 28, that it must hold for at least three years from the date of the initial contribution, and which isn't required to be used for exempt purposes for the entire holding period? ...............

b If “Yes,” describe the arrangement in Part II.

31 Does the organization have a gift acceptance policy that requires the review of any nonstandard contributions? ...............................

32a Does the organization hire or use third parties or related organizations to solicit, process, or sell noncash contributions? ...............................

b If “Yes,” describe in Part II.

33 If the organization didn't report an amount in column (c) for a type of property for which column (a) is checked, describe in Part II.

FORM 990, PART III, LINE 4APROGRAM SERVICE

DESCRIPTION

FORM 990, PART III, LINE 4CPROGRAM SERVICE

DESCRIPTION

ASSISTANCE OF OVER $2.3 MILLION WAS GRANTED TO INDIVIDUALS WHO MAY OTHERWISE NOT HAVE BEEN ABLE TO AFFORD THE FULL COST OF MEMBERSHIP.

COLLECTING SCHOOL SUPPLIES FROM COMMUNITY GROUPS AND PROVIDING SPECIAL EVENTS FOR THE DISTRIBUTION OF THE SUPPLIES TO 2,100 STUDENTS THROUGH ELEMENTARY SCHOOLS. THE Y EXPANDED SOCIAL NEEDS NAVIGATION PROGRAMS IN RICHMOND AND ASHLAND TO REACH OUT TO INDIVIDUALS AFFECTED BY THE ECONOMIC IMPACT OF THE PANDEMIC, PROVIDING ACCESS TO FOOD, SHELTER AND HEALTHCARE RESOURCES. IN ADDITION, THE YMCA OF GREATER RICHMOND CONTINUED TO RAISE AWARENESS OF DIVERSITY, EQUITY, AND INCLUSION ISSUES WITHIN OUR COMMUNITY AND REMAINS A POSITIVE FORCE FOR SOCIAL CHANGE. FINANCIAL ASSISTANCE OF $773,700 WAS GRANTED IN ORDER FOR YOUTH TO PARTICIPATE IN YMCA OUTREACH PROGRAMS.

FORM 990, PART VI, LINE 1ADELEGATE BROAD AUTHORITY

THE EXECUTIVE COMMITTEE IS COMPRISED SOLELY OF MEMBERS OF THE BOARD OF DIRECTORS, INCLUDING THE OFFICERS OF THE BOARD OF DIRECTORS AND CHAIRPERSONS OF STANDING COMMITTEES OF THE BOARD. THE EXECUTIVE COMMITTEE MAY EXERCISE THE AUTHORITY OF THE BOARD OF DIRECTORS EXCEPT THAT IT MAY NOT (I) FILL VACANCIES ON THE BOARD OF DIRECTORS OR ANY OF ITS COMMITTEES; (II) AMEND THE ARTICLES OF INCORPORATION; (III) ADOPT, AMEND OR REPEAL THE BY-LAWS; (IV) APPROVE A PLAN OF MERGER OR CONSOLIDATION; (V) APPROVE THE SALE, LEASE OR EXCHANGE, OR THE MORTGAGE, PLEDGE OR OTHER DISPOSITION OF ALL, OR SUBSTANTIALLY ALL, OF THE PROPERTY AND ASSETS OF THE ASSOCIATION; OR (VI) APPROVE REVOCATION OF VOLUNTARY DISSOLUTION PROCEEDINGS.

ALL INFORMATION REQUIRED FOR THE FORM 990 IS COMPILED BY THE ACCOUNTING STAFF OF THE YMCA OF GREATER RICHMOND AND SUBMITTED TO CHERRY BEKAERT LLP. A DRAFT OF THE FORM IS VERIFIED FOR ACCURACY BY THE YMCA'S ACCOUNTING STAFF, INCLUDING REVIEW BY THE SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER. A DRAFT OF THE FORM 990 IS PROVIDED TO THE PRESIDENT & CHIEF EXECUTIVE OFFICER FOR REVIEW AND THEN DISCUSSED WITH THE SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER.

THE 2021 AUDITED FINANCIAL STATEMENTS WERE REVIEWED WITH THE AUDIT, RISK, AND LEGAL COMMITTEE AT ITS MEETING ON JUNE 13, 2022 AND APPROVED BY THE BOARD OF DIRECTORS AT ITS MEETING ON JUNE 17, 2022. SUBSEQUENTLY, ALL MEMBERS OF THE BOARD OF DIRECTORS WERE PROVIDED WITH ELECTRONIC ACCESS TO A DRAFT OF THE FORM 990 FOR THEIR REVIEW. MEMBERS OF THE BOARD OF DIRECTORS WERE ALSO INSTRUCTED TO CONTACT THE SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER IF, AS A RESULT OF THEIR REVIEW, THEY HAD ANY QUESTIONS OR COMMENTS PERTAINING TO THE FORM 990. THE BOARD WAS INFORMED OF THE EXPECTED FILING DATE OF THE FORM 990 WHICH ALLOWED FOR THEM TO ACCESS AND REVIEW THE DOCUMENT PRIOR TO FILING.

TO A COMMITTEE

FORM 990, PART VI, LINE 11BREVIEW OF FORM 990 BY GOVERNING BODY

FORM 990, PART VI, LINE 12CCONFLICT OF INTEREST POLICY

FORM 990, PART VI, LINE 15APROCESS TO ESTABLISH COMPENSATION OF TOP MANAGEMENT OFFICIAL

FORM 990, PART VI, LINE 15BPROCESS TO ESTABLISH COMPENSATION OF OTHER OFFICERS OR KEY EMPLOYEES

FORM 990, PART VI, LINE 19REQUIRED DOCUMENTS AVAILABLE TO THE PUBLIC

Explanation

THE PURPOSE OF THE CONFLICT OF INTEREST POLICY ("POLICY") OF THE YMCA OF GREATER RICHMOND IS TO PROTECT THE YMCA WHEN IT IS CONTEMPLATING ENTERING INTO A CONTRACT, TRANSACTION, OR ARRANGEMENT THAT HAS THE POTENTIAL FOR BENEFITING THE PRIVATE INTEREST OF A MEMBER OF THE BOARD OF DIRECTORS, OFFICERS, KEY EMPLOYEES OR OTHER EMPLOYEES OR VOLUNTEERS WHO HAVE THE ABILITY TO EXERCISE SIGNIFICANT INFLUENCE OR AUTHORITY OVER THE AFFAIRS OF THE ASSOCIATION. ANNUALLY, ALL SUCH INDIVIDUALS ARE PROVIDED WITH A COPY OF THE CONFLICT OF INTEREST POLICY AND ARE REQUIRED TO COMPLETE A QUESTIONNAIRE DESIGNED TO IDENTIFY POTENTIAL CONFLICTS FOR SUBSEQUENT EVALUATION BY EXECUTIVE MANAGEMENT AND THE AUDIT, RISK, AND LEGAL COMMITTEE. THE QUESTIONNAIRE REQUIRES EACH SUCH INDIVIDUAL TO AFFIRM THAT:

1. THEY HAVE RECEIVED A COPY OF THE POLICY.

2. THEY HAVE READ AND UNDERSTAND THE POLICY.

3. THEY AGREE TO COMPLY WITH THE POLICY.

4. THEY UNDERSTAND THAT THE YMCA OF GREATER RICHMOND IS A CHARITABLE ORGANIZATION, AND THAT TO MAINTAIN ITS TAX-EXEMPT STATUS, IT MUST ENGAGE PRIMARILY IN ACTIVITIES THAT ACCOMPLISH ONE OR MORE OF ITS TAX-EXEMPT PURPOSES.

5. THEY AGREE TO REPORT TO THE SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER (CFO), (1) ANY CHANGE IN THE RESPONSES TO THE QUESTIONS IN THE QUESTIONNAIRE THAT MAY RESULT FROM CHANGES IN CIRCUMSTANCES OR (2) ANY FURTHER FINANCIAL INTEREST, SITUATION, ACTIVITY, INTEREST OR CONDUCT THAT MAY DEVELOP BEFORE COMPLETION OF THE NEXT ANNUAL QUESTIONNAIRE.

6. THE INFORMATION CONTAINED IN THE ANNUAL QUESTIONNAIRE IS TRUE AND ACCURATE TO THE BEST OF THEIR KNOWLEDGE AND BELIEF AS OF THE DATE SIGNED.

ADMINISTRATION OF THE CONFLICT OF INTEREST QUESTIONNAIRE PROCESS IS THE RESPONSIBILITY OF THE CFO, UNDER THE DIRECTION OF THE PRESIDENT & CHIEF EXECUTIVE OFFICER. THE CFO WILL ALSO SUMMARIZE AND SUBMIT A CONFIDENTIAL REPORT TO THE AUDIT, RISK, AND LEGAL COMMITTEE CONCERNING ANY POTENTIAL CONFLICTS OF INTEREST TOGETHER WITH RECOMMENDATIONS CONCERNING THE SAME. THE AUDIT, RISK, AND LEGAL COMMITTEE WILL EVALUATE ALL SUCH MATTERS AND MAKE A REPORT TO THE BOARD OF DIRECTORS OR ITS EXECUTIVE COMMITTEE, INCLUDING RECOMMENDATIONS FOR ANY ACTIONS TO BE TAKEN BY THE BOARD OR EXECUTIVE COMMITTEE.

IN ADDITION TO THE CONFLICT OF INTEREST POLICY DISCUSSED ABOVE, ALL SIGNIFICANT CONTRACTS, TRANSACTIONS OR ARRANGEMENTS TO WHICH THE YMCA OF GREATER RICHMOND IS TO BECOME A PARTY REQUIRE THE DIRECT INVOLVEMENT, EVALUATION AND APPROVAL OF EXECUTIVE MANAGEMENT OF THE ASSOCIATION AND, TO THE EXTENT CALLED FOR BY THE ASSOCIATION'S FINANCIAL POLICIES, THE APPROVAL OF THE FISCAL MANAGEMENT COMMITTEE AND BOARD OF DIRECTORS OR EXECUTIVE COMMITTEE.

THE YMCA HAS A SALARY ADMINISTRATION PLAN, WHICH PROVIDES THAT ALL EMPLOYEES ARE COMPENSATED ACCORDING TO FAIR AND UNIFORM PRINCIPLES, AND IN RELATION TO THE CONTRIBUTION WHICH THEY MAKE TO THE SUCCESS OF THE YMCA OF GREATER RICHMOND. ALSO, THEY ARE PAID AT A LEVEL THAT COMPARES EQUITABLY WITH SALARIES PAID FOR SERVICES IN COMPARABLE ORGANIZATIONS, AND ARE IN COMPLIANCE WITH ALL REGULATIONS AS STATED IN THE FAIR LABOR STANDARDS ACT.

THE YMCA PARTICIPATES IN THE SALARY ADMINISTRATION PROGRAM OF THE YMCA OF THE USA, WHICH IS BASED ON THE HAY PLAN OF SALARY ADMINISTRATION. THIS PLAN INCLUDES WRITTEN JOB DESCRIPTIONS, EVALUATION AND RANKING OF POSITIONS IN ORDER OF VALUE AND CONTRIBUTION TO THE ORGANIZATION, SALARY RANGES, AND SALARY ADJUSTMENTS BASED ON MERIT AS DETERMINED THROUGH PERFORMANCE REVIEWS. THE SENIOR VICE PRESIDENT OF HUMAN RESOURCES CARRIES OUT HAY PLAN ADMINISTRATION, AND THE PRESIDENT & CHIEF EXECUTIVE OFFICER IS RESPONSIBLE FOR THE OVERALL ADMINISTRATION OF THIS PROGRAM. ALL EMPLOYEES, REGARDLESS OF POSITION LEVEL, EARN SALARY INCREASES BASED ON ACHIEVEMENT OF PERFORMANCE STANDARDS. INCREASES ARE ESTABLISHED ANNUALLY, BASED ON RECOMMENDATIONS FROM YUSA AND MERIT POOL RECOMMENDATIONS AS APPROVED BY THE PRESIDENT & CHIEF EXECUTIVE OFFICER AND SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER.

IN REFERENCE TO EXECUTIVE SALARIES, THE YMCA OF GREATER RICHMOND FOLLOWS IRS GUIDELINES REGARDING INTERMEDIATE SANCTIONS ANNUALLY. THIS PROCESS ENTAILS A DETAILED REVIEW OF ALL EXECUTIVE LEVEL SALARIES, COMPARISON TO PRIVATE AND NOT-FORPROFIT SALARIES OF COMPARABLE POSITIONS VIA EXTERNAL DATA GATHERING, AND EXECUTIVE COMPENSATION COMMITTEE REVIEW TO DETERMINE IF EXCESSIVE COMPENSATION EXISTS.

THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF THE CHAIR OF THE BOARD OF DIRECTORS, IMMEDIATE PAST CHAIR, CHAIR ELECT, TREASURER AND SECRETARY. THE COMMITTEE VOTES ON WHETHER THE YMCA COMPENSATION PLAN IS IN COMPLIANCE WITH IRS GUIDELINES RELATED TO INTERMEDIATE SANCTIONS. THE DECISION IS THEN SHARED WITH THE BOARD OF DIRECTORS OR THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS.

SEE EXPLANATION FOR FORM 990, PART VI, SECTION B, LINE 15A

THE YMCA OF GREATER RICHMOND'S AMENDED AND RESTATED ARTICLES OF INCORPORATION, AMENDED AND RESTATED BYLAWS, AUDITED FINANCIAL STATEMENTS, FORM 990, CONFLICT OF INTEREST POLICY, CODE OF ETHICS AND POLICY ON REPORTING SUSPECTED MISCONDUCT ARE ALL AVAILABLE UPON REQUEST.

IN ADDITION, THEY ARE POSTED ON THE ASSOCIATION'S WEBSITE (WWW.YMCARICHMOND.ORG) AND MAY BE ACCESSED BY GOING TO ABOUT THE YMCA OF GREATER RICHMOND GOVERNANCE.

** Line 10b Government Contracts is a subtotal of Government Contracts reported as a part of the applicable revenue line, therefore this subtotal does not go into Line 21 Total Revenue

2020 Contributions to

Not Used In Operations

2021 Contributions to

Not Used In

2020 Revenue from Government Grants/Cooperative Agreements/Contracts

2020 Revenue from Other Corporate/Foundation Grants

2021 Revenue from Government Grants/Cooperative Agreements/Contracts

2021 Revenue from Other Corporate/Foundation Grants

FOR A GREATER RICHMOND

2020 Pass-Through Revenues and Other Exclusions

Association Number: 6769

2021 Pass-Through Revenues and Other Exclusions

Fair Share Calculation

Y-USA Fair Share Support

Introduction

Leading your YMCA with sound fiscal management and governance practices is key to advancing the cause now and in the future. The goal of this report is to assist your Y's leadership in making informed and strategic financial decisions in support of your Y's mission and goals.

The Financial Benchmark Reporting tool provides financial ratios to help you benchmark financial performance against industry standards, past performance, peers, and your management objectives. It also provides leadership context by reflecting your Y's IRS 990 disclosures on mission, program accomplishments, and governance policies and practices.

The FBR Reporting tool is currently available to all Y CEOs, CVOs, CFOs, and other financial designees so they can see information pertaining to their Y, national or regional aggregates. YMCA of the USA, Alliance Partner and Regional Service Hub staff have access to all individual Y level information (“national access”) as well as national or regional aggregates.

To give other financial designees access to this report submit a request here.

Data Sources and Calculations

The financial data for this report spans four years based on your Y’s annual reporting and IRS Form 990 submissions to Y-USA. Its accuracy depends on the consistency of your 990 and Y-USA reporting within each year, and how accurately you itemized key revenue fields in 2021. If you have not yet submitted 2021 data, report will only reflect years until 2020.

If you need to correct your 2021 data and re-run this report, edits may be made in an edit form available in the C-TRAC system. Updates made in C-TRAC will be reflected in this reporting tool within 48 hours.

Click here for more information on key definitions and calculations used in this report.

Resources

For more information about this tool, or other analytics that would be useful to you...

Access the FBR Viewing Guide for step-by-step instructions. Download a Slide Deck template for presentations using screenshots.

To give other financial designees access to this report submit a request here. Provide us feedback or ask questions by using our Feedback Form. Connect with us on Link: Research, Analytics, and Insights

For access to more support in assessing or strengthening your fiscal management, go to Link.ymca.net where you may connect with best practice resources and peers via the Fiscal Management section, or request direct consulting support from Service Delivery Partner YMCAs via the home page.

Recent Updates

February 9, 2023

Version 2.0.3.0

· Fixed an issue which prevented associations, that later merged with other associations, from showing in historical data.

· Fixed an issue where an error would display when no data, or invalid data, was submitted. Instead of an error, it will now show as blank.

August 10, 2022

Version 2.0.2.0

· Updated data to reflect 2018-2021.

January 13, 2022

Version 2.0.1.65

· Added Slide Deck template under resources for presentations.

January 11, 2022

Version 2.0.1.64

· Added link to give other financial designees access to this report on the Introduction tab.

· Added link to access the FBR Viewing Guide on the Introduction tab.

January 10, 2022

Version 2.0.1.63

· Added Operating Margin Table.

December 15, 2021

Version 2.0.1.62

· FBR released.

Potential Updates and Enhancements

• Ability to enter new or different financial data directly into the tool.

YMCA(s) Association

YMCA of Greater Richmond (6769)

Quick Summary Report

This report considers key financial indicators of a sustainable operation, as well as mission drivers that reflect evolving relevance in the community, focus on program impact, and a commitment to increasing mission resources to both sustain and advance the cause into the future. Based on your Y's reported data it appears that:

Capital Structure

Revenue

Operating Margin

Annual Charitable Support

27

BenchmarkRangeDescription BenchmarkID

4

BenchmarkRangeDescription

Details included within additional pages of this report provide more context for this summary. You can provide the local context and strategic inquiry to more fully understand what this data means for your Y and its goals. If any findings appear amiss, please start by checking the accuracy of the data submitted, as reflected on the Data Table page. BenchmarkRangeDescription

Your Y's program expense allocation is at or above the 85% benchmark, which may help demonstrate to funders that the Y is efficient in delivering mission impact.

6

Chart | Unrestricted Net Assets as a % of Total Assets

c_ Coverage of Depreciation & Interest by Change in … c_ Coverage of Depreciation … Coverage of Dep. and Interest by Change in Net Assets Without Donor Restrictions

c_ Liquidity (Current Ratio) c_ Liquidity (Current Ratio) Diff TOTAL

| Liquidity (Months of Cash and Equivalents)

Meeting Benchmark or Better

c_ Liquidity (Months of Cash Equivalents) c_ Liquidity (Months of Cash Equivalents) D… Liquidity (Months of Cash and Equivalents)

Meeting Benchmark or Better

Source Non-Operating Revenue Operating Revenue

YMCA(s)

State, Association

Virginia (State) + YMCA of Greater Richmon… 

Total Revenue

Operating Revenue

Membership Revenue & Percent Change Over Prior Year

Source Membership Revenue Membership Revenue % Change

Charitable Revenue

Membership Revenue Membership Revenue

Annual Campaign Revenue

YMCA(s)

YMCA(s)

YMCA(s)

State, Association

Virginia (State) + YMCA of Greater Richmon…

Source Capital Assets Cash and Equivalents Investments and Other Assets Receivables

YMCA(s)

State, Association

Virginia (State) + YMCA of Greater Richmon…

Assets

Liability Composition

Deferred Revenue $2.0M (5%)

Payables $3.1M (7%)

Liabilities

Liquidity

Capital Debt $38.9M (88%)

Source

Capital Debt

Payables

Deferred Revenue

Other Liabilities

YMCA(s)

YMCA(s)

State, Association

Virginia (State) + YMCA of Greater Richmon… 

Annual Campaign Highlights

FY2022 and FY2023 through March

Annual Giving Campaign 2022 Final

Annual Campaign: KPI (2022 Final)

*CRT – Chairman’s Round Table is the YMCA leadership giving level of $1K+

Annual Campaign: Dollars to Goal (2022 Final)

*Acronyms represent each branch; ARC is the centralized Association (Resource Center); YGR is the Greater Richmond association in aggregate

Annual Campaign: Leadership Donor Retention by Branch (2022 Final)

Annual Campaign: Trendline for YOY Total Dollars (2022 Final)

*Total Dollars (left) and Raised Towards Goal (right)

Annual Campaign: Comprehensive YOY Comparison (2022 Final)

*Totals include gifts flagged as General Contribution

Annual Campaign: FYE22 v. FYE21 Dollars and Retention Comparison

*Dollars: Totals and Gift bands; Retention: Gift Bands and Categories

Annual Giving Campaign 2023 To-Date

The final campaign report is Annual Campaign only while the FFT combines Annual and General Contributions (the reason is from 2014 to 2019 the campaign was split in half and it makes it impossible to get to Apples to Apples without keeping them together.) The 3.3M vs 3.27M is a difference in rounding. The exact goal was $3,272,000.

Annual Campaign: KPI (March 2023)

*CRT – Chairman’s Round Table is the YMCA leadership giving level of $1K+

Annual Campaign: Dollars to Goal (Jan-Mar 2023)

*Acronyms represent each branch; ARC is the centralized Association (Resource Center); YGR is the Greater Richmond association in aggregate

Annual Campaign: Leadership Donor Retention by Branch (Jan-Mar 2023)

Annual Campaign: Trendline for YOY Total Dollars (Jan-Mar 2023)

*Total Dollars (left) and Raised Towards Goal (right)

Director of Philanthropy Operations brennane@ymcarichmond.org

804-474-4449

2023 Philanthropy Team

Jennifer Keegan

Sr. Director of Development

KeeganJ@ymcarichmond.org

703-201-8106

Association Director of Major Gifts fergusonk@ymcarichmond.org

607-351-8018

Sr. Director of Development greenp@ymcarichmond.org

Jess

Director of Grants jonesj@ymcarichmond.org

804-474-4443

David Kraft

Philanthropy Specialist kraftd@ymcarichmond.org

804-474-4447

Shawn Morrison Senior VP of Philanthropy morrisons@ymcarichmond.org

804-474-4327

Director of Philanthropy Systems rosem@ymcarichmond.org

Morgan

Philanthropy Database Manager walltowerm@ymcarichmond.org

804-644-9622

Patricia Green

Jones

Elaina Brennan

Katie Ferguson

Matt Rose

Walltower

Capital Investment Projects

YGR Facility Investments

• Existing Projects

• 2023 Tuckahoe Renovation - $9.2m

• In progress

• $5.7m raised - $3.5 cash

• 2023 New Association Office

• Complete - $450k cash

• 2023/24 Phase 1 & 2 - Atlee Station YMCA - $1m

• Existing land use – Youth Soccer – Spring 2024 – SDC Summer 2024

• Scope - RCI Pavilion, Diversibility Playground Phase 1, Gravel parking, Development of Large field, Short term lighting, rail line fencing

• 2023/24 Camp Thunderbird Phase 1 - $2m

• Scope – Major pool repair, eliminating and fixing cabins, additional restrooms

• 2023/24 Downtown YMCA Renovation - $4-5m

• Funded through sale of Building

• 2024 Chester Family YMCA Renovation - $7.5m

• 7500 sq ft addition, 2 group exercise studios, clinic, entry, new child watch, locker room and facility upgrades

• Horizon Projects - Internal

• 2024 Chickahominy Family YMCA Addition - $1m

• Scope – 2000/3000 sq ft multipurpose addition

• Camp Thunderbird – Phase 2 - $6m

• Scope – Major infrastructure updates, Airnasiums, Dam and Lake repair, Restrooms, program enhancements

• Eagle’s Property - $400k

• Scope – Purchase Eagle’s property

YGR Facility Investments

• External Opportunities

• Magnolia Green Program Center & Fields $3.5m

• Scope – Clear land, Build sports playing fields and program facilities

• Philanthropy – Chesterfield County support

• Presbyterian Point $3-5m

• Scope – Clear land and develop phase 1 and 2

• Philanthropy – Commonwealth of Virginia, DOD, Major Donor Support

• Powhatan Expansion - $1.5m

• Scope – 2500 sq foot addition

• Philanthropy – Powhatan County Partnership for Senior Center

• Varina – Land Purchase - $1.5m

• Scope – Purchase land for future facility

• Horizon’s 4.0

• Shady Grove Renovation $3.5m

• Scope – Locker rooms, entry way, flooring

• Swift Creek 3.0 - $5m

• Atlee – Phase 3 - $8-10m

• Scope – Full Facility without pool and gym

• Patrick Henry - TBD

• Midlothian - TBD

• Goochland - $1m

• Scope – Addition of Universal Locker room or changing rooms

• 10th Street and John Rolfe

• Lease review

Existing Project Timelines

Chickahominy

Renovation

Camp

Thunderbird

Eagles

Property

Additional Project Timelines

Powhatan Expansion

Varina – Land Purchase

Shady Grove

Renovation

Atlee Full Facility

Patrick Henry

Renovation

Goochland

Universal LR

YMCA OF GREATER RICHMOND 2023 Board of Directors

Kristian M. Gathright, Board Chair - Founder KMG Advisors, Apple Hospitality REIT Board Member and COO (Retired)

Christopher M. Shockley, Board Chair Elect - Virginia Credit Union, President and CEO

Jill G. Goldfine, Board Secretary - Markel Corporation, Director Product Line Administration (Retired)

John T. Lancaster, Board Treasurer – Weinstein Properties, Co-President and CFO

Gordon W. Fruetel, Immediate Past Board Chair– Altria Group, Inc. - VP, Corporate Audit (Retired)

Kartik B. Athreya – Federal Reserve Bank of Richmond, Executive Vice President and Director of Research

Diana F. Cantor – Alternative Investment Management, LLC, Partner

Adam P. Carter – WestRock, VP, Commercial Excellence, Product Development & Design, Consumer Packaging

Todd Cassidy –Capital One, Managing Vice President, Technology

Alex Cecil – Markel Corporation, Managing Director, Compliance

Jimmy Chou – SingleStone, Chief Executive Officer

Mark A. Christian - Corporate Living Solutions, Managing Partner and Owner (Retired)

Matthew L. Clarke – TowneBank, Chesterfield President

Alexandra B. Cunningham – Hunton Andrews Kurth LLP, Partner

Richard D. Dickinson - TowneBank, Executive Vice President/Senior Credit Officer

Tanya M. Gonzalez - Sacred Heart Center, Executive Director

Shadae Harris – Richmond Public Schools, Chief Engagement Officer

Michael Herring – McGuireWoods, Partner

Katja H. Hill – Whiteford | Taylor | Preston, Partner

B. Stuart Holt, III – Cars for Non Profits LLC, Founder & CEO

Lane S. Hopkins – Harris Williams, Managing Director, Chief Talent Officer

Donna D. Johnson – Children’s Hospital of Richmond at VCU, Associate VP, Associate Chief Nursing Officer

Eric C. Lin – The VIE Group, Principal

Peter E. Mahoney – Truist Financial Corporation, , Senior Deputy General Counsel, Executive Vice President

Cynthia W. Massad – Truist Financial Corporation, Senior Vice President, Wealth Advisor 3/Truist Wealth (Retired)

Shamim Mohammad - CarMax, Executive Vice President, Chief Information and Technology Officer

Tracey A. Ragsdale - Community Volunteer, Independent Non-Profit Organization Management

Pamela J. Royal – Royal Dermatology, President

Ryan E. Stuhlreyer – Bon Secours Health System, Vice President for Service Line Strategy

Gary R. Thomson – Thomson Consulting LLC, Managing Partner

Fitz R. Totten – Find The Right College, Founder

Matthew N. Turner – Genworth Financial, CEO – CareScout Assessments

E. Massie Valentine, Jr. - Davenport and Company, Managing Director of Investments

Nicholas G. Walker - Roslyn Farm Corporation, Vice President

James W. Warren – JMI, Vice President, Brand Strategy

Mark O. Webb - Dominion Energy, Senior Vice President & Chief Innovation Officer

Charles N. Whitaker – Altria Group, SVP, Chief Human Resources Officer & Chief Compliance Officer

Corey J. Widmer – Third Church-Richmond, Lead Pastor

Karen A. Wilson – Bank of America -Senior Vice President

YMCA OF GREATER RICHMOND

Board of Directors

February 17, 2023 at 7:30 AM at the Downtown YMCA

MINUTES

Members in Attendance:

Kartik Athreya (Zoom)

Adam Carter

Todd Cassidy (Zoom)

Alex Cecil (Zoom)

Mark Christian

Jimmy Chou

Matt Clarke

Ali Cunningham (Zoom)

Andrew Daire (Zoom)

Gordon Fruetel (Zoom)

Krissy Gathright

Jill Goldfine

Unable to Attend:

Diana Cantor

Richard Dickinson

Mike Herring

Staff/Guest:

Kathleen Batterson

Mark Chang, Structr

Clark Darrah

Chris Hughes

I. WELCOME

Tanya Gonzalez (Zoom)

Shadae Harris (Zoom)

Stuart Holt

Donna Johnson

John Lancaster

Eric Lin

Peter Mahoney

John Martin

Shamim Mohammad (Zoom)

Tracey Ragsdale

Pam Royal

Chris Shockley

Ryan Stuhlreyer

Gary Thomson (Zoom)

Fitz Totten

Matt Turner

Nick Walker (Zoom)

James Warren (Zoom)

Mark Webb

Charlie Whitaker

Corey Widmer

Karen Wilson (Zoom)

Katja Hill

Lane Hopkins

Cyndi Massad

Massie Valentine

Doug Westmoreland

Jan Klenke

Louie Klenke

Shawn Morrison

Megan O’Neill

Barry Saunders

Abby Rogers

David Wyman

Krissy Gathright welcomed the group and introduced the two new Board members, Todd Cassidy and Charlie Whitaker. She also shared that Dr. Andrew Daire is leaving his role as VCU Dean of the School of Education to become Provost and Vice Chancellor for Academic Affairs at the University of Wisconsin-Milwaukee. He will move in April and start his new position on June 1st . Mrs. Gathright thanked him for his service as a

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Board of Directors (2-17-2023)

member of the Board of Directors and member and former Chair of the Mission, Equity and Inclusion Committee. Dr. Daire has been a great asset to the YMCA and will be missed. Jill Goldfine was congratulated on the birth of her first grandchild, Miles Jefferson Irby, born on January 18, 2023.

II. MISSION MOMENT AND OPENING PRAYER

Megan O’Neill reported that we had an All-Staff meeting on February 10th where we introduced 107 new employees who joined the Y during 2022 and 2023. Krissy Gathright spoke at the meeting and was impressed by the wonderful energy in the room. The Year in Review video was played for the Board members.

III. CONSENT AGENDA

Mrs. Gathright advised that the Consent Agenda was emailed to Board members prior to the meeting and included minutes from the following meetings.

A. December 15, 2022 Board of Directors

B. November 16, 2022 Fiscal Management

C. December 7, 2022 Fiscal Management

D. November 9, 2022 Audit, Risk & Legal

E. November 15, 2022 Property & Facilities

F. January 26, 2023 Branch Board Chair

G. January 23, 2023 Board Development

Motion: To approve the February 17, 2023 Consent Agenda as presented.

Eric Lin moved the motion and John Lancaster seconded. Motion passed unanimously.

IV. STRUCTR ADVISORS UPDATE ON 10-YEAR DEVELOPMENT PLAN

A. Abby Rogers reported that Structr Advisors was commissioned by the YMCA leadership team to explore potential expansion options for growth planning over the next 10+ years. The Y is occasionally approached by developers about the possibility of being part of new developments. The focus of this study is to understand our current operations according to facility square footage as well as to determine where future growth is happening. Mark Chang, Senior Construction Analyst at Structr, presented the analysis to show where we may want to add Y facilities in the next 10+ years, and the report focused on three things:

1. IF: Coverage of the current service region is very good. Branch membership is stabilizing post-pandemic and has shown relative consistency within the period of available data. There are no detectable pressing needs for augmentation within the current service region. Current branch needs for member volume capacity and experience needs are being accommodated via incremental and

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Board of Directors (2-17-23)

Page 2 of 11

specific improvements, expansions, and layout adjustments. There are potential opportunities at peripheries.

2. WHERE: The study identified Areas of Future Interest (AFIs) adjacent to the current footprint that may present expansion opportunities in the mid- and long-term. Opportunities at peripheries of the current service area to fill gaps and augment current regional coverage may exist in Chesterfield and Hanover counties. Potential location evaluations are based on demographic and jurisdictional growth indicators that suggest communities that would receive and support a branch. Locations are assessed by detectable development hubs and designated growth areas, and directions of infrastructure.

3. WHAT & HOW: Formats of existing branches vary. New branch efficiency can be managed by conservative scaling and selective amenity mixes. Analysis suggests there may be a central mode for branch sizing in relation to amenity mix and performance. Establishing a concise, smaller branch initially and expanding as necessary has shown promise (i.e., Atlee Station).

B. Mr. Chang reported that they reviewed all current Y sites plus Areas of Future Interest (AFIs) and these five stood out:

1. AFIs in Current Service Region

a. Chesterfield County (western and southern areas). Chesterfield shows the largest projected increase through 2050 among the areas with populations of over 100,000 and is expected to gain almost 150,000 people in the next 25 years. There are large areas yet to be developed in the southwestern portion of the County. Infrastructure expansions draw attention to these areas.

b. Hanover County (western area). There are areas in the western portion of the County that may offer opportunities to close the service gap between Atlee Station and Chickahominy without interfering with Varina possibilities.

2. Areas of Future Interest

a. Varina (Henrico County) has the highest potential of the areas reviewed. The area is already receiving development attention. It is anticipated to receive extensions of Richmond City growth. This area can effectively address a service gap wedge between Chickahominy and Chester. Also, Henrico County is placing significant emphasis in this area as it is the largest designated Special Focus Area.

b. Prince George presents a viable option to tactically address multiple areas and a potential opportunity to stay ahead of the curve. Prince George is projected as one of the fastest growing areas and stands out in the under 100,000 population category due to the proportionality of percent rate and having the largest population in this group. The Y currently owns property

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that is in a very strategic location. The area is planned for a strong residential band between commercial/industrial and agricultural zones.

c. New Kent. There is a potential opportunity to establish presence in New Kent and expand coverage westward. New Kent population growth was measured at 25 percent in 2020 and is projected to decline to a rate of 15 percent in 2050 which is still expected to be the highest rate of increase among the areas reviewed.

C. Areas that exhibit characteristics that warrant further consideration for YMCA future growth planning were studied. Growth planning maps for future land use, road networks, and infrastructure were reviewed. The focus was on less developed areas, extremities and fringes where development may push or extend, and interfacing municipalities in which development may directly or indirectly propagate. The primary determinants of development are jurisdictional zoning and planning. There are three parameters governed by jurisdictions that typically direct and modulate physical development:

1. Future land use designations and plans

2. Thoroughfare and roadway capacities and connectivity.

3. Public utility and services infrastructure.

D. Prince George emerged as an interesting location, and the Y already holds property in that area. Mr. Chang focused his remarks on this area to illustrate the kind of data that was prepared for all AFIs. Prince George presents a viable option to tactically address multiple areas and potential opportunity to stay ahead of the curve.

1. The Y currently owns 16.9 acres at the corners of Prince George Drive and Harvest Road which is a very strategic location. Residential land uses are distinctly consolidated in the eastern portion of the County.

2. This area is planned for a strong residential band between commercial/industrial and agricultural zones.

3. There is an interesting combination of growth in both the 24-34 and 65+ age groups.

4. There is sufficient separation from Petersburg and Chester branches to add coverage without taking away.

5. Potential opportunity to establish presence in Prince George and capture a good portion of Hopewell as well. While Hopewell itself is not an advisable location, a branch would have significant overlap.

E. Conceptual Branch: Size and Amenity Mix Interface. YMCA programming data was reviewed to identify data that would provide insights on physical attributes of branches (referred to as “amenities”). Indicators of capacity, member volumes, and amenity mixes and their performance (inferred from financials) were gathered to better understand what spaces might be prioritized in addition to the typical core functions when setting up new branches. Revenue data for all programming was reviewed to isolate the top 5 performers within each category (Youth Development, Aquatics, Wellness, etc.) and how they

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related to a physical amenity. The relationship between the top programs and the amenities that accommodate them were used as a primary filter to decipher if there are any distinct amenities that take priority when adding complementary elements to the core functions that a baseline branch would inherently offer

F. What This Implies

1. The data suggests there may be an efficient combination of amenities that lie in middle ground between “service light” and “full-service” facilities that perform well. Depending on the circumstances, fully loading a facility may not be the answer.

2. Removing over- and under-performing outliers such as Atlee Station and Petersburg, respectively, it may be possible to interpolate a "sweet spot” in branch size and amenity mix. At this level of analysis, it appears that a branch of approximately 40,000 square feet with a select set of 10-12 amenities may present an effective and efficient long-term location goal when phasing new branches.

3. Starting with requisite core functions, it is possible to establish a smaller branch with select amenity mixes that will provide good performance. This option is particularly amenable to phased expansions in new areas.

4. For a longer-term buildout example, the commonality between Goochland and Powhatan, two undersized branches representing two of three in the highperformance tier, is the outdoor pool which is likely a distinguishing feature positively impacting performance.

5. These data show that amenity mix is potentially more influential to branch performance than size and the number of amenities. It also implies that an identifiable combination may exist that may be more effective when a fullservice facility is not the first forward option.

6. Abby Rogers thanked Mr. Chang for his report and reiterated that this gives the leadership team a sense of where we should be thinking about building partnerships and programs that could have future potential.

V. YX UPDATE

1. For historical perspective leading up to the YX initiative, in 2020 we were surviving the pandemic. In 2021, the Y was resetting and rebuilding. In 2022 we built our fact base and laid the foundation for YX. In 2023 we launched YX during the February 10th staff meeting.

2. YX means YMCA eXperience, CX means Customer eXperience, EX means Employee eXperience. We think about it in the context of the experience of any team, including staff, our boards, volunteers, community partners, as well as our customer base, which includes members and program participants. We had to determine what is the puzzle that we need to solve, understand the

A. Barry Saunders provided a YX update.

experiences that matter to people, and work on strengthening the value that we deliver.

3. Looking back at 2022, we spent a lot of time building our research-based foundation, determining “what is” + ”what can be”. We challenged a lot of assumptions that we have held, some of which proved to be valid, others that proved that the world has changed, and we need to catch up. We focused on having a deeper customer understanding and building profiles, and we rewrote our value proposition and brand promise. We developed strategic priorities to drive focus and track progress and formed a Y team to provide support at the branches to deliver YX work. Our Value Proposition states that, ”Wherever the Y is, people and communities can thrive because everyone has opportunities to experience achievement, relationships and belonging.”

4. Strategy. We defined “Strategy” as answering the question, ”What do we focus on during this season in order to direct our assets and operations towards mission accomplished?” We wanted to identify the value the Y provides to the people we serve, from their perspective. Organizations often talk to people and tell them what they could or should be doing or buying. It was critical for us to focus and find out what matters to those that we serve.

5. Data Sources.

a. We conducted interviews with 37-member team members comprised of parttime and full-time staff from a variety of roles, tenures, and backgrounds.

b. Reviewed 800+ surveys from members and program participants that answered questions about what they value.

c. Tapped into YUSA’s business model “Reimagination Project” led by McKinsey & Company.

d. Studied Listen 360 data to identify patterns of value within customer feedback.

e. Referenced our philanthropy and volunteer databases to learn giving and volunteering patterns and cross-referenced the data with member interactions and program participant interactions.

f. Looked at marketplace trends to understand research in fitness and wellness, childcare, philanthropy, volunteering, and mental and social health.

g. Reviewed financial data to understand value through purchase patterns.

h. Looked at membership and program data around who is enrolling in multiple programs over multiple time and retention patterns.

6. Strategic Priorities. We had a solid body of research from which to build the following four Strategic Priorities.

a. Brand Platform. We created a new brand focus in marketing content and channels strategy.

i. Brand. Although we benefit from one of the most recognized brands in the world, we learned that our brand platform needed to be strengthened. This is where strategy and brand get linked, because our brand is the human expression and experience of our mission and business strategy. We have to ensure that we tell a story that expresses and delivers value in a way that matters to those we serve across the different memberships, programs and other offerings. Our brand is a purpose declared, a promise made, and an experience strategically and consistently delivered. We developed Experience Principles that translate value proposition and the actions needed to deliver it. We aligned our content around the fundamentals of our Y offers that are anchored around helping people achieve their goals, build relationships, and show the benefits of belonging to something more than a gym, which is unique in our competitive space.

ii. Branding. The YMCA of Greater Richmond is really good at branding which includes logos, taglines, brochures, promotions, advertising, campaigns, events and sales support, and we have won numerous national awards. We can connect our mission (and business) in meaningful, actionable ways with the people upon whom our success depends. Our emphasis now is on the Brand and building experiences to highlight it. Higher recognition of our Mission and Cause does not necessarily communicate value in our marketplace. Awareness and value are not the same thing. We did some work on the brand to figure out how to tell that story.

b. “Member First” Experience Strategy recognizes that we have opportunities to deliver and delight members on the first day, the first week, the first month, first quarter. We created a portfolio of touch points that allow us to gain a member’s allegiance, help them achieve their goals, and feel a sense of belonging. We created a YX Way manual for full- and part-time employees to highlight the everyday touch points and signature experiences.

c. ”Close the Back Door” Retention Strategy. One of the things that we learned is that for every two members we gain in January, only one remains in July. This is a market trend, not just a YMCA trend. Our goal is to buck that trend and “close the back door”. If we can excel at the Member First priority and build a great sense of value and loyalty, it will help with retention. We will also focus on family memberships as this is our strongest market.

d. Core Offers Strategy. A large amount of our revenue in terms of programs comes from a small number of services. We will build out and maximize

program opportunities beginning in Spring 2023. We will also develop a playbook for sunsetting programs that includes evaluation criteria and rationale and ensures strong and timely communication to members and staff. There are a number of filters to apply when making decisions about our core offerings. It is not just a budget line decision. We look at impact and what brings people into our organization.

e. How the Pieces Fit Together. Barry Saunders distributed YX Workbooks created to help staff to actualize and activate the following six YX Principles.

i. Listen to serve. Seek to understand what others need, even if the real need is beyond what’s being said out loud.

ii. Make the match. Create connections that help someone thrive and engage a teammate or member; it’s not up to you alone.

iii. Push and protect. Find ways to nudge others out of their comfort zones while assuring that we’re alongside them.

iv. Inspire a smile. Extend hospitality in ways that encourage and delight, and celebrate wins both big and small.

v. Mind the corners. Be on the lookout for the people and the places that would benefit from a little extra attention.

vi. See it through. Ensure no one and nothing gets lost in the shuffle. Sometimes it’s yours to do; sometimes it just needs a solid hand off.

f. Our Brand Behaviors (caring, honesty, respect, responsibility and empathetic leadership) lead to the YX Principles above, resulting in an Outcome of value delivered (achievement, relationship, belonging). When we focus on the essentials – those fundamentals that unite our quality of life – we set one another up for success. Through the moments, the markers and the milestones, we offer opportunities to achieve, connect and belong to build a community that thrives.

g. We make the assumption that everyone on staff believes in the Y Mission, “To put Christian principles into practice through programs that build healthy spirit, mind and body for all”. Strategic Priorities and Experience Principles have been aligned with KPIs and Performance Standards.

h. We are creating a YX resource repository and YX Tool Kit for Leaders. In addition, YX Ambassadors will visit branches and departments for deeper dives, as well as embed the YX Way in standing forums, meetings, and conversations.

VI. FINANCIAL & OPERATIONS UPDATES

A. 2022 Year-End Operating Results. Revenue was about 1% higher than budgeted. The Board approved a staff incentive that totaled $300,000 and it was distributed in

Board of Directors (2-17-23) Page 8 of 11

December 2022. Membership was about 10% higher than when we started in January 2022. Cash was up and our debt was down. 2022 was a good year from a financial standpoint thanks to the cost-saving efforts of Megan O’Neil and the Operations team.

B. January 2023 Year-to-Date Results (YTD).

1. YTD Revenue was above budget by $250,000 mainly due to being favorable in membership units by 1,700

2. Programming was about $50,000 above budget, and expenses were in line so it’s a good start to the new year.

3. The annual campaign has already taken off and much of it is pledged. We are at $832,000 raised, which is higher than last year at this time.

C. Scans. Megan O’Neill reported that branches are very busy and shared a chart that compared the number of scans at five branches during January 2019, 2022 and 2023. Northside, Swift Creek and Manchester are at their high-water mark, meaning they have surpassed the January 2019 numbers quite dramatically. For example, Swift Creek had 41,961 people come through their facility in January 2023, compared with 33,371 scans in January 2019. Shady Grove and Chester are not quite where they were in 2019, but they are close.

D. Online Registrations. Abby Rogers reported that prior to the pandemic, people had to come into a branch or call the Y in order to register for programs. To improve the customer experience, all program registrations can now be completed online.

VII. JANUARY 2023 PROGRAM PERFORMANCE

A. Clark Darrah, Associate VP Brand Strategy & Experience, provided a report that ties back to the YX Strategic Priority, Core Offers. The YX team has been focusing on core programs to understand the balance of value and price. We want to leverage data and leverage analytics to inform our decisions rather than relying on how things feel. In 2022, The Y conducted a comprehensive analysis of the competitive landscape as it relates to aquatics and youth sports and where sit versus pricing.

B. Swim Lessons. There was a significant opportunity to increase prices as well as simplify our pricing structure for the swim lessons. Price increases were highest for 45-minute swim lessons versus the others which are 30-minute lessons because the price differential was way lower than the increased lesson time. The price increases were effective for lessons beginning in March, so lessons in January and February had the old pricing. Enrollment revenue is up 77%. In January through February, we saw enrollments up 39%. But then March through May, with the increased prices, enrollments are up 109%. Results are very good from an enrollment and revenue perspective on swim lessons.

Page 9 of 11

C. Youth Sports. The average price increase for youth sports programs was about 9%. There is an opportunity going forward, if we look at early and late registrations, to implement a late registration fee because we know that 40% of our members enroll within 30 days before the start date. Other organizations that apply late fees include the Richmond Kickers and Strikers. Total youth sports enrollment was up about 16% through January, and revenue was up about 13% through January.

D. Personal Training. We implemented a new client special: $99 for 3 sessions with a personal trainer. We had 70 members take advantage of the new client special, compared with 73 personal training (PT) sessions at this time last year. Total registrations for PT are up 163%. One of the things that we want to track going forward is, what does that conversion number look like in terms of people that sign up for a PT session or new client special and subsequently convert it to a one month, three month or six month PT session. What we have seen so far is a 17% conversion rate of people that sign up for a new client special and later convert it to a PT session package. Data shows that engaging new members by providing an introductory PT session to provide a fitness plan and show them how to use the equipment, even if they don't purchase PT sessions, helps retain members for the long term. This ties back to “Member First” Experience Strategy and ”Close the Back Door” Retention Strategy

VIII. CEO TRANSITION - INTERIM CEO

A. Tracey Ragsdale, Transition Committee Co-Chair, reported that we have engaged YUSA to manage the application process, and Warren Whitney has been retained to search for local community leaders that might be interested in applying. Our application pool is open through the end of February, and 25 applications have been submitted so far. Of that group, 85% have master’s degrees and several have PhDs.

B. The Transition Committee has been making plans for an Interim CEO as required by YUSA. We have 3 exceptional leaders, Megan O’Neill, David Wyman and Barry Saunders and their schedules are full. The committee has asked former CEO, Tim “TJ” Joyce, to serve as Interim CEO and work three days a week with primary responsibility being to provide support and guidance to Shawn Morrison, new VP of Philanthropy. Mr. Joyce has great relationships with many of our stakeholders, community partners, donors and members and can introduce Mr. Morrison to them. He will work Monday through Wednesday February 27 through May 31, 2023 as an independent consultant. If it is determined that additional time is needed, then the timeframe may be extended.

C. Vote. Mrs. Gathright stated that since these recommendations come from the CEO Transition Committee a second to the motion is not required.

MOTION: The CEO Transition Committee recommends that the YMCA OF GREATER RICHMOND hire Tim “TJ” Joyce as an independent

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consultant in the role of CEO Emeritus beginning February 27 through May 31, 2023.

Motion passed unanimously.

IX. ANNOUNCEMENTS

A. The YMCA Annual Celebration is Tuesday, March 21, from 5:30 to 8:00 PM at the Dewey Gottwald Center.

B. The Good Friday Prayer Event is Friday, April 7, from 8:00 to 9:30 AM at YMCA Camp Thunderbird.

C. The next YMCA Board of Directors meeting is Thursday, April 20, from 11:30 AM to 1:00 PM at the Downtown YMCA.

X. ADJOURNMENT

The meeting was adjourned at 9 AM.

Submitted by:

Abigail Farris Rogers President & CEO

YMCA of Greater Richmond

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FiscalManagementCommittee(FMC)

Minutes

MeetingDate–12/07/2022

John Lancaster - Presiding

FiscalCommitteeMembersinattendance: Adam Carter, Joe Reid, Jim Hartough, John Lancaster, Cliff Culley, Peter Mahoney, Matt Clarke, Hart Roper

Staffinattendance: Abby Rogers, Megan O’Neill, David Wyman, Kassie Hall

ExecutiveCommitteeMembersinattendance: Krissy Gathright, Burke Lewis, Cyndi Massad, Mark Webb, James Warren, Gordon Fruetel, Jill Goldfine

I. Welcome JohnLancaster

II. November YTD 2022 Results – Mr. Wyman provided a brief overview of the 2022 year to date results noting that bottom line results versus budget were positive by $1,465,000.

 YTD Revenues were above budget by $576,000 due to favorable membership units; while government revenues were below due to thereduction of the Richmond PSAprogram inthe summer andFall childcare. This was partially offset by higher program services childcare revenues. The annual campaign appears to be right on track for year end at $3.3 million.

 Expenses have run below budget throughout the year ($884,000). A good portion was driven by the reduction in the Richmond PSA program and first half hiring slowdowns. However, wage rates for part time employees, which took effect on July 1, were higher than originally planned. This impacted both the branches and Summer Camp. Marketing & Advertising spend has been below budget due to the use of more targeted, digital marketing.

 Inflationary pressures remain high for utilities, transportation, maintenance contracts and equipment costs and will continue into 2023.

 Leadership reaffirmed its estimate to end the year with a surplus of $1.5 million. The $350k Board-approved year end incentive has been executed. The intent of leadership would be to use the remaining excess to fill the 2023 budget gap of $1 million with any remainder set aside for Capital Reinvestment.

III. 2023 Budget Update –– Mr. Wyman reemphasized the key challengesfor2023.Healsonotedthe Fiscal ManagementCommittee Feedback from the 11/16/2022 meeting:

o Continue to be as aggressive on price; sooner if possible.

o Be careful of cuts that impact level of service – facilities & member facing.

o Customer experience (YX) initiative is a critical long-term strategy.

o Use of 2022 excess for 2023 gap OK; to offset accelerated pandemic inflation.

o Be prepared for potential recession impact.

o Leverage renovation investments for future growth.

 2023Summary – Mr. Wyman presented the Budget up front with revenues and costs of $52 million. It was noted that the budget included the $1 million excess from 2022, as well $561,000 of onetime funding from the State from the ARPA Childcare Stabilization grant.

 Revenue – Mr. Wyman provided a walk-across from the 2022 forecasted revenue to the 2023 budgeted revenue - $48 million to $52 million. The impact of price increases total $2.2 million, new programs account for $1.3 million, and core growth $3.6 million. The later helps to offset the reduction of Government Support. The beginningpointformembershipstarts at36,500,endingat39,000. This growth is in alignment with pre-COVID annualized experience. TheY’sSMEs(SubjectMatterExperts)workeddiligentlytoestablish market-based pricing for the Branch and Youth Development programming. The target for Community Impact revenues is $1.6 million – a good portion of which has already been committed.

 Expenses – The expense side of the equation is impacted by inflation across the board. Payroll inflation is projected to be 8% included the impact of raises provided in July of 2022 and new increases in 2023. In addition, Healthcare costs, which have been stable in the last 5 years, are increasing by 15%. Utilities, maintenance contracts, and equipment costs are projected to increase by 6-10%. Included in the budget are the incremental

lease costs for the Corrugated Box admin space, as well as the investment in the new Learning Management System.

 Equipment Purchases & Capital Reinvestment – As communicated at the November 2022 FMC meeting, the Y has held back on fitness equipment purchases in the last 2 years and will need to update equipment in 2023. The estimated need is $1.9 million, slightly lower than originally proposed. Included in the budget are $1.75 million of Capital Reinvestment cost, which is higher than 2022; however, still shy of the $2 million target.

 Obligations&Reserves– Mr. Wyman showed a 7 year summary of the projected obligations (principal & interest and lease commitments). The 2022 ending obligations total is approximately $3.8 million, which will grow in the next 3 years to 4.6 million with the inclusion of the Downtown and Corrugated Box leases. Reserve balances have grown to $14 million from $8 million in 2019. Balances will be reduced with investments in strategic initiatives in the Opportunity Fund.

 2023 Budget Update – The Leadership Team presented the plan to the Committee for approval at $52 million of revenues and expenses. As to whether the Plan is achievable, it was noted that the budget was on the aggressive side with challenging growth assumptions and the threat of a recession in the new year. However, Leadership noted that the thoughtful investments made by the Association in the last 10 years have helped to position the Y for recovery. Leadership has centralized resources over the COVID period to focus on sustained improvement. Community Impact has begun to create a footing in the Richmond region. And we have proven during these last 3 years that we can control and reduce cost, if necessary.

 Acting Chair, John Lancaster, asked for further discussion with the Committee members andquestions from the Executive Committee. The Committee unanimously approved the below Motion:

IV. ClosingRemarks

 Mr. Lancaster thanked the Committee Members for their time and inputs in the Committee’s Budget deliberations.



He noted that the next regularly scheduled FMC meeting based on the 2023 calendar would be held on Wednesday, January 18, 2023.

Respectfully submitted,

Cost of Living

Richmond, Virginia's cost of living is among the lowest of US metros with 1 million or more population size. This is driven by low housing costs - apartment rents and home prices are 34 percent lower than the group's average.

Source: C2ER Cost of Living Index; Annual Average 2020. Updated July 2021.

$180

$160

$140

$120

$100

CostofLivingbyMSA

Source:C2ERCostofLivingIndex,2021AnnualAverage

$200 Cost of Living Index

$178.80 $40

$80

$60

$153.20$158.10 National Average $20

Demographic Profile - Richmond Virginia MSA

Source: Chmura Economics and Analytics, JobsEQ; Union data from unionstats.com. Updated January 2023

Employment by Industry

Richmond, Virginia MSA

Source: Chmura Economics and Analytics, Jobs EQ. Data reflects 2021-Q3. Updated March 2022.

New and Expanding Businesses in Greater Richmond, Virginia USA, January 2013 - January 2023

Includes manufacturers and non-manufacturers with a substantial customer base outside of Virginia

The Partnership has reformatted data gathered by the Virginia Economic Development Partnership on business activity in the Richmond, Virginia, Metropolitan Statistical Area, including recently announced new businesses, expansions of existing businesses, those announcing employment reductions and business closings. Please note:

• This dataset includes only business activity in the Richmond, Virginia MSA.

• The figures presented in the fields “New Jobs” and “Jobs Lost” may not reflect total employment at that particular company, but only those related to the announcement.

• Not all businesses are included; only manufacturers and non-manufacturers with a substantial customer base outside of Virginia are listed.

• The data is based on announcements of planned employment creation and capital expenditures, or planned employment reductions or closings.

• Some of the new facilities announced are not yet in operation, and some of the announced facilities may have opened and then subsequently closed.

• The information indicates the kind of economic activity occurring in the region; it does not measure total employment growth or capital investment.

New and Expanding Businesses in Greater Richmond, Virginia USA, January 2013 - January 2023

Includes manufacturers and non-manufacturers with a substantial customer base outside of Virginia

Colleges and Universities in the Richmond, Virginia MSA

Includes Schools Elsewhere within 150 miles of the Richmond MSA borders

Source: US Department of Education, IPEDS Database, March 2022 "https://nces.ed.gov/collegenavigator/"

Within 150 miles of Greater Richmond, Virginia there are over 470 colleges and universities, with 1.6 million students and over 430,000 annual graduates.

Industrial Rents in Greater Richmond, Virginia

Source: CoStar, Richmond, VA and National Industrial Market Report

In square feet unless shown otherwise, data as of April 2022

QuotedIndustrialLeaseRates,$Sq.Ft./Year,April2022

Class A/Class 4 & 5 Star Office Space in Greater Richmond, Virginia

Greater Richmond, Virginia Labor Shed

Businesses in the Richmond, Virginia metro area draw labor from 45 counties in central Virginia – an area with nearly 2.5 million population and a workforce of over 1 2 million.

The primary labor shed is the 17 counties in the Richmond MSA, which has 1.3 million population and a workforce of 695,000. The secondary labor shed, where at least 500 residents per county work in the Richmond MSA. includes 28 counties with a population of nearly 1.2 million and a workforce of 513,000 The region’s population has increased by 9 percent since 2010, adding 19,900 additional residents annually.

Updated January 2023

REPORT

Brian D. Anderson CHAMBER RVA President & CEO

ChamberRVA is dedicated to building a dynamic network of businesses that are working together to create a more livable, equitable, and prosperous future for everyone who calls RVA home. We do this through opportunities for you to belong to an organization that shares your values, engage on issues important to the region, grow as a company, prosper within the community and lead in the things you’re passionate about.

Our members enable us to deliver on our purpose. As a ChamberRVA member, your support sets our Richmond region apart. Business and community leaders play a vital role in leveraging opportunities and providing leadership to advance our region and provide more of our communities a chance to share in the region’s prosperity.

We know that growth and opportunity come from strategic decisions along the way. Your involvement and leadership are at the heart of this region’s momentum.

Mark Hourigan HOURIGAN, CEO ChamberRVA, Chair

As we look toward the future, we must continue to be intentional about creating long-term economic prosperity if we are to continue thriving as a region. Deep prosperity, or economic inclusion, promotes economic growth that is robust, shared by all, and enduring over the long term. As a ChamberRVA member, you are contributing to the growth of one of the most vibrant business climates in the nation. We are proud to create opportunities for you to belong, engage, grow, prosper, and lead. We appreciate your support as we continue to thrive as a region and community.

DIVERSITY, EQUITY & INCLUSION

In 2020, ChamberRVA established a Diversity, Equity & Inclusion (DEI) Task Force to accelerate its efforts to align and engage the business community around goals to close race-based opportunity gaps and forge an inclusive environment where all cultural identities are valued. We engaged a veteran team of local DEI consultants, who met with multiple community stakeholder groups, to discuss and advise on our role to strengthen ways the Richmond region’s business community can advance economic inclusion and reduce economic disparities in communities of color. These efforts resulted in an action plan that outlines ChamberRVA’s overarching DEI vision and values, three strategic areas of focus, 2025 outcomes and a 12-month implementation plan.

Our overarching goal is for ChamberRVA to be a catalyst for advancing diversity, equity, and inclusion in the business community through conversation, capacity building, cultivating a collective vision and shared action. We want to help our members become better champions of DEI and help drive economic mobility so more people can access opportunity in our region. Our initial focus will be supporting the Black and Brown business community; however, this is only a starting place. Our ultimate goal is the inclusion of all in the prosperity of our region, regardless of race, ethnicity, gender, socio-economic status, sexual orientation, or any other identity.

1

OUR FOCUS

Internal Capacity Building

ChamberRVA is committed to doing its own organizational work to prepare the board and staff to engage well in serious DEI leadership with the business community.

• Create a snapshot of the diversity of the Chamber board, staff, members, and program participants

• Share our DEI vision with Chamber membership—why, vision, action, and impact of our work

• Define minimum DEI competencies for staff, board, and volunteers

2

Membership Support

ChamberRVA is committed to providing space, tools and best practices to help the business community change behaviors, practices and outcomes to support greater DEI.

• Develop and implement Shared Values 3.0 (Shared Action) in 2022 based on InterCity Visit and Shared Values Series takeaways, and to advance DEI strategy

• Develop toolkit and training schedule providing resources, knowledge, and best practices to help members establish their own DEI strategy

• Analyze ChamberRVA’s leadership programs ensuring DEI is an intentional component of programming and outcomes

3

Coalition Building to Create a Strong B+B Business Ecosystem

ChamberRVA is committed to helping to convene, partner and collaborate to strengthen Black and Brown owned businesses in the Richmond region.

• Convene ecosystem partners to further understand their current and upcoming activities in the small business ecosystem and identify a complementary role for ChamberRVA

• Create a database/directory of Black and Brown businesses validated by data providers and partners to support supply chain diversification

• Facilitate a community of practice to develop strategies to reduce supply chain barriers and increase spend with Black and Brown businesses

ADVOCACY GOVERNMENT AFFAIRS

Every year, ChamberRVA advocates on behalf of our members, the business community and the region. We engage our region’s public and private sectors toward a common goal of creating prosperity for our communities and our residents working with elected officials on policy issues and initiatives that move our region forward.

2021 FOCUS

• Workforce Development & Education: ChamberRVA supports education and training programs that develop a workforce possessing the skills and businessrecognized credentials aligned with industry’s current and future business needs

• Economic Development: ChamberRVA supports aggressive, well-funded economic development to ensure that Virginia maintains a favorable business climate and policies that create jobs and encourage business opportunities and investment

• Early Childhood Investment: ChamberRVA supports investment in early childhood programs that enhance the opportunity for children to realize the benefits of their future education and become workforce-ready

• Diversity & Inclusion: ChamberRVA supports policies that promote diversity and inclusion in the workplace and society at large

2021 WINS

• Preserving Virginia’s existing right-to-work law

• Making a portion of Paycheck Protection Program loan/proceeds nontaxable

• Defeating proposed new strenuous notification requirements for air, water and landfill permits

• Financial support for G3 financial assistance for low/middle income community college students

• Virginia tax credit for low-income housing

ChamberRVA strives to keep our members and the business community connected to our legislators and public officials through various engagement events throughout the year. In early 2021, ChamberRVA hosted five virtual conversations with federal representatives— Senator Mark Warner, Senator Tim Kaine, Representative Rob Wittman, Representative Donald McEachin, and Representative Abigail Spanberger. Connect with Congress provided an interactive platform for the representatives to provide insight on timely issues such as COVID, the federal stimulus and foreign cyberattacks.

In fall 2021, prior to the election, ChamberRVA held Candidate Forums for house of delegate races in several heavily contested districts:

• 73rd House District: Del. Rodney Willett(D) and Mary Margaret Kastelberg(R)

• 72nd House District: Del. Schuyler VanValkenburg(D) and Christopher Holmes(R)

• 66th House District: Mike Cherry(R) and Katie Sponsler(D)

• 68th House District: Del. Dawn Adams(D) and Mark Earley Jr(R)

• 27th House District: Debra Gardner (D) and Del. Roxann Robinson(R)

INTERCITY VISIT CHARLOTTE

In 2021, ChamberRVA brought a delegation of approximately 175 business and community leaders to Charlotte, NC from October 5–7, 2021 to explore the challenges and successes of their region.

The agenda explored the dual issues of economic growth and economic mobility . On economic growth, this year’s delegation learned about Charlotte’s strategies related to talent attraction, placemaking, economic development, regional planning, branding and entrepreneurship . On economic mobility, they learned about the impact of Raj Chetty’s Equality of Opportunity study and Charlotte’s resulting “Leading on Opportunity” initiative Specifically, how they’re addressing key determinants of economic mobility like early childcare and education, college and career readiness, and child and family stability, while simultaneously focusing on the cross-cutting factors of segregation and social capital . As always, the focus was on how the private sector—in collaboration with nonprofit and government partners—is working to advance solutions .

1 . Responding to a “defining moment”— how do we embrace our moment to stand for something different from our history?

2 . Understanding what we have before we identify what we need

3 . Changing the conversation—for ourselves and as we communicate with others

4 . Being focused on what matters most— data shows that child and family (housing) stability, early childcare/education and college/career readiness are the pathways that lead to the greatest economic opportunity

5 . Corporate leadership—community service is as much a part of our role as our role within our organizations

6 . Consensus building—asking ourselves, “can we live with it?” in an effort to more quickly build consensus and make progress

7 . Collective action—leaders can create a framework for action to coalesce around a set of goals that the entire community can accomplish together

SHARED VALUES

In 2021, ChamberRVA hosted its second annual “Shared Values” conversations series, which was inspired by the Brookings Institute report, “From Commitment to Action: How CEOs Can Advance Racial Equity in their Regional Economies.” Business leaders have stepped up their support for communities of color, but these actions are now going further and extending beyond philanthropy—to changing internal business practices, catalyzing transformational projects with other CEOs, and working through civic and community organizations to advance inclusive economic growth.

The series was successful by many measures. Nearly 200 people registered for the full series, and almost 500 people tuned in for at least one of the series sessions. Participants shared in survey feedback that the program “met, surpassed or far surpassed” their expectations, and partners and sponsors once again demonstrated unity around these important topics to our region.

Session #1: Shifting Mindsets and Internal Business Practices

The first session with Brookings experts provided counsel to CEOs on how to move key indicators related to talent, supplier diversity, and neighborhood wealth building offering more practical solutions to business leaders on how to operationalize DEI within their organization.

Session #2: Acting Collectively to Support Transformational Community Change

The second session focused on the power of acting collectively with other leaders to make region-wide progress and featured the Corporate Coalition of Chicago.

Session #3: Setting an Agenda & Measuring Progress Toward Inclusive Growth

The third session focused on how businessled civic organizations can adopt their own changes toward equity and inclusive economic growth and featured the Greater Washington Partnership.

LOOKING AHEAD TO 2022

We plan for next year’s program to focus on moving from “Shared Values” to “Shared Vision and Action.” The content will focus on a framework for regional action, bringing in wider knowledge of grassroots efforts, and building support within the philanthropic community.

TALENT ATTRACT, RETAIN & DEVELOP

Mission Tomorrow

Every year, ChamberRVA in partnership with Junior Achievement of Central Virginia, introduces thousands of 8th grade students from all eight localities to employers and careers in high-demand industries. Mission Tomorrow is a fun way for students to explore careers at a critical time in their education as they choose coursework for high school. In October 2021, Mission Tomorrow was held as a virtual event, serving almost 9,000 students. There were 84 employer booths featuring videos, documents and representatives who were available for oneon-one Q&A with students. Junior Achievement provided excellent preand post-event curriculum to help make the experience more impactful.

RVA NOW: Making Richmond the Place to Be

An emerging program, RVA NOW introduces college students and post-graduates to the Richmond region as a place where they can find a great career, live the lifestyle they want, have fun off the clock and help shape a city that pulses with progress. Virtual and in-person information and events make RVA NOW a go-to source for job hunting, apartment finding, weekend planning and community building.

“I enjoyed the variety of different businesses and careers. I found some of the game and videos very interesting. I thought the way everything was set up was very cool and unique. Overall, it was a very positive and educational experience.”

2021 Talent Summit

RVA NOW hosted its first annual Talent Summit December 7 on the campus of Virginia Union University. Attendees included representatives from the region’s higher education institutions and business leaders. The event centered around the launch of a RVA NOW’s Labor Market Report with a focus on talent retention, recruitment, and migration, which uncovered gaps in the regional talent pipeline. Fostering greater collaboration between higher education and employers was the theme of the event so the region can better fit the needs of employers well into the future.

RVA NOW Making an Impact in 2021

Instagram Growth — FOLLOWERS — 306% Growth over 16 months

Instagram Reach — ACCOUNTS SEEING — @RVA-NOW CONTENT

1,285% Growth over 12 months

ADDITIONAL STUDENTS REACHED (ESTIMATED)

IMPACT · FINDING GEN Z WHERE THEY ARE IMPACT · COLLEGES REACHED COLLEGE JAM 2021

Student Newsletter — SUBSCRIBERS — 1,400% Growth over 12 months

Virginia Commonwealth University

Virginia Union University University of Richmond

Virginia State University

John Tyler Community College

Reynolds Community College

The College of William & Mary

James Madison University

Virginia Tech

University of Virginia

George Mason University

Liberty University

Old Dominion University

Christopher Newport University

Randolph-Macon College

University of North Carolina

RVA NOW’S FIRST IN-PERSON EVENT 9/29 @ VMFA SCULPTURE GARDEN

Representatives from

Students from

50 Local Employers Internship Opportunities at Fortune 500 Companies

13 Higher Ed Institutions

PROGRAMMING · 2021 ZOOM EVENTS

20-Minute “Quick Hit” Series: Who in RVA is Hiring Business Majors?

Recorded Slide Shows for Classroom Use

Networking for Introverts

The RVA Startup Landscape and Entrepreneurs Powering It

Personal Finance Series

HYPE: Connecting the YP community

The name says it all. HYPE, Helping Young Professionals Engage, is a hub for young professionals to connect with each other, plug into the community and grow personally and professionally. Since 2007, HYPE has developed talent and strengthened the YP culture in the region. Members have access to our HYPE Slack © workspace and dynamic events and programs including happy hours and professional development workshops. In 2021, HYPE offered virtual and in-person programming—28 programs and events including happy hour at The Lilly Pad in Henrico, service work at the Resiliency Garden in the northside, small group discussions, professional and personal development workshops.

2021

TALENT ATTRACT, RETAIN & DEVELOP ICONS

The annual ICONS Awards Show, held in November, recognized young professionals who make Richmond a better place to live and companies killing it with YP culture. The party, hosted by Micah “Bam Bamm” White, featured key note speaker Brittanny Anderson, Executive Chef and Top Chef contestant and brought together over 200 YPs and executives from all around Richmond to celebrate the finalists and honor the winners.

THE FRONT RUNNER

• Abby Nurnberger Kittrell | AA Communications

• Anna Jane Glascock | Marriott Hotels

• Max Malmgren | Atlantic Union Bank

• WINNER: Ashley Pinney | John Tyler Community College

THE INNOVATOR

• Anna McChesney | Healing Sounds RVA

• Rabia Kamara | Ruby Scoops

• Thomas Bettin | Fred Astaire Dance

• Bryce Rogers | ColonialWebb Contractors

• WINNER: Sammie McCabe | United Way of Greater Richmond and Petersburg

STRENGTH IN NUMBERS AWARD

• Special Olympics of Virginia Young Professionals Board

• ouRVA Collective

• WINNER: Urban League Greater Richmond Young Professionals

YP SMALL BUSINESS OF THE YEAR

• Sefton Coffee Company

• WINNER: The Self Love Company

YP WORKPLACE AWARDS:

• Fred Astaire Dance Studio Richmond

• Data Society

• WINNER: Altria

ChamberRVA believes we have it within ourselves to create a community of uncommon greatness. To foster the further development of our business community, we offer two signature leadership programs.

MENTOR Richmond is a leadership development program designed for professionals to learn from some of our region’s most dynamic leaders—while fostering connections with other professionals and identifying and applying their own unique strengths to their leadership journeys.

SPRING 2021 MENTORS

• Victor Branch, President, Richmond Market, Bank of America

• Michael Lovern, Founder & President, Brandito

• Monica Manns, Chief Equity, Diversity & Opportunity Officer, Henrico County Public Schools

• Elizabeth Paul, Chief Strategy Officer, The Martin Agency

• John Vithoulkas, County Manager, Henrico County

FALL 2021 MENTORS

• Bridgette Bywater, Vice President & General Manager, Kings Dominion

• Stephen Lecky, Director of Events, Venture Richmond

• Aaron Montgomery, Chief Strategy Officer, Mission Lane

• Lisa Speller, Vice President, Government Affairs & Community Relations, Colonial Downs

• Jayme Swain, CEO, Virginia Public Media (VPM)

Leadership Lab is designed to create individual development and relationship building for emerging leaders who are interested in increasing their capacity to influence and lead within their organizations.

Leadership is not something one can do alone; therefore ChamberRVA partners with InnerWill to develop a team-based leadership program. Building on emotional intelligence developed through workshops and group executive coaching, the program will equip emerging leaders with the selfconfidence and tools needed to effectively develop personally and professionally.

Treasurer, Finance Chair

CHAMBERRVA EXECUTIVE COMMITTEE

Darcy Carroll RICHMOND VOLLEYBALL CLUB Henrico Cabinet Chair

Chair

Vice-Chair

Diversity,

Immediate

Sherrie Armstrong COMMUNITY FOUNDATION FOR A GREATER RICHMOND

Appointed

Harold Fitrer COMMUNITIES IN SCHOOLS OF RICHMOND

Richmond Cabinet Chair

Economic

Mark Hourigan HOURIGAN Chair

Maria Tedesco ATLANTIC UNION BANK

Polly White GATHER Chair-Elect

Bill Fiege JOHN TYLER COMMUNITY COLLEGE Cabinet Forum Chair

Mark Creery DATA DIRECTIONS Hanover Cabinet

Pat Gottschalk WILLIAMS MULLEN

Past Chair; Audit Committee Chair

Rachel Burgess Yost SIR

RVA NOW Chair

Moses Foster WEST CARY GROUP

Inclusion Committee Chair

Ed Baine DOMINION ENERGY

and

Equity & Inclusion Task Force Co-Chair

Mission Tomorrow Chair

Renee Haltom FEDERAL RESERVE BANK OF RICHMOND Futures Chair

ChamberWomen Chair and Diversity, Equity & Inclusion Task Force Co-Chair

Government Affairs Chair

Patty Merrill MERRILL CONSULTING

Membership Chair

Chris Mumford THE MARTIN AGENCY Marketing Committee Chair

Paula Pando REYNOLDS COMMUNITY COLLEGE

Workforce Committee Chair

Sarah Huang Spota GEORGE MASON UNIVERSITY

Chesterfield Cabinet Chair

Abby Credicott DOMINION ENERGY HYPE Chair

Port Committee Chair

Sam Young ASTYRA CORPORATION

Leadership Development Chair

Mitch Haddon COLONIALWEBB

Matt Wells WESTROCK

Ken Johnson JMI

Jennifer Hunter ALTRIA

BOARD OF DIRECTORS

Neil Amin

SHAMIN HOTELS

Ken Ampy

ASTYRA CORPORATION

Matt Anderson

COLLIERS INTERNATIONAL

Nathalia Artus

ATLANTIC UNION BANK

John Asbury

ATLANTIC UNION BANK

Steve Baril

KVCF SOLUTIONS

Greg Bishop

WILLIAMS MULLEN

Margaret Ann Bollmeier

MCV FOUNDATION

Lester Brown

TREDEGAR CORPORATION

Marland Buckner

MB2 SOLUTIONS

Junior Burr

CANTERBURY ENTERPRISES

Jay Carpenter

THE FAHRENHEIT GROUP

Lakshmi Challa

CHALLA LAW OFFICES

Kelly Chopus

ROBINS FOUNDATION

Elizabeth Creamer

COMMUNITY COLLEGE WORKFORCE

ALLIANCE

Sharon Dabney-Wooldridge

KLEANE KARE

Timothy Davey

TIMMONS GROUP

Deborah Davis

VCU HEALTH SYSTEM

Dave Gallagher

DOMINION PAYROLL

Rick Gregory

LYNX VENTURES

Kym Grinnage

NBC12/WWBT

Julie Gustavsson

KEITER

Greta Harris

BETTER HOUSING COALITION

Katja Hill

WHITEFORD, TAYLOR & PRESTON

Cornell Hubbard

MAGELLAN OF VIRGINIA

Rebecca Ivins

HOURIGAN

Robert Lindgren

RANDOLPH-MACON COLLEGE

Ned Massee

CROATAN ADVISORS

Perry Miller

CAPITAL REGION AIRPORT COMMISSION

Allison O’Brien

LONG & FOSTER

CORPORATE REAL ESTATE SERVICES

Todd “Parney” Parnell

RICHMOND FLYING SQUIRRELS

Mickey Quiñones

UNIVERSITY OF RICHMOND

Bernard Robinson

NTS (NETWORKING TECHNOLOGIES + SUPPORT)

Abigail Rogers

YMCA OF GREATER RICHMOND

Carrie Roth

REROUTED

Chris Shockley

VIRGINIA CREDIT UNION

Melody Short

JACKSON WARD COLLECTIVE

John Zeheb

UKROP’S HOMESTYLE FOODS

PROSPER LEVEL

BOARD MEMBERS

Heidi Abbott · HUNTON ANDREWS KURTH

Ed Baine · DOMINION ENERGY

Victor Branch · BANK OF AMERICA

Patrick Butler · PROXIOS

Matt Conrad · VCU

Chris Daniels · WELLS FARGO

Laura Donahue · CARMAX

Paul Farrell · RICHMOND TIMES-DISPATCH

Diane Flannery · MCGUIREWOODS

Karah Gunther · VCU HEALTH

Phil Hatfield · CAPITAL ONE

Mark Hourigan · HOURIGAN

Jennifer Hunter · ALTRIA

William Lunn · HCA VIRGINIA HEALTH SYSTEM

Owen Matthews · KINGS DOMINION

Paula Pando · REYNOLDS COMMUNITY COLLEGE

Jarrott Patteson · TRUIST

Jeff Ricketts · ANTHEM BLUE CROSS BLUE SHIELD

Rhodes Ritenour · BON SECOURS HEALTH SYSTEM

Lisa Ruggles · COSTAR GROUP

Lisa Speller · COLONIAL DOWNS

Amber Tillman · FACEBOOK

Melvin Watkins · M&T BANK

Lynn White · GENWORTH

TOTAL

HONOR ROLL 2021

GROW LEVEL MEMBERS

Activation Capital

Allianz Worldwide Partners

Apex Systems, Inc

ASM Richmond

Atlantic Constructors, Inc .

Atlantic Union Bank

Berkshire Hathaway Gas

Transmission & Storage

Blue Ridge Bank

Brandywine Realty Trust

Brown Distributing Company, Inc .

Capital Region Airport Commission

CapTech

CBS 6 WTVR

Challa Law Offices

Christian & Barton, LLP

Clark Nexsen Architecture and Engineering

Colliers International

ColonialWebb Contractors

Columbia Gas of Virginia, Inc

Community College Workforce Alliance (CCWA)

Community Foundation for a greater Richmond

Creative

Draper Aden Associates

Elevation Advertising

Federal Reserve Bank of Richmond

Froehling & Robertson, Inc

Fulton Bank

Gather

Gilbane Building Company

Goodwill of Central and Coastal Virginia

Gresham Smith

GRTC Transit System

GSK Consumer Healthcare

Highwoods Properties, Inc

Hirschler

JMI

John Tyler Community College

Johnson Controls, Inc .

Keiter

KPMG LLP

Lansing Building Products, Inc .

Luck Companies

Magellan Healthcare

Manganaro Midatlantic LLC

Markel Corporation

Mutual Assurance Society of Virginia

NurseSpring

Old Dominion Electric Cooperative

Omni Richmond Hotel

Patient First Administrative Offices

Performance Food Group Company

PNC Bank

Quinn Evans (formerly BCWH)

Randolph-Macon College

Sands Anderson PC

SIR Institute for Tomorrow

South State Bank

Southern Community Bank

Spotts Fain

Strange’s Florist, Inc .

Swedish Match North America

T-Mobile Richmond Customer Experience Center

The Martin Agency, Inc

COMMUNITY BUILDING PARTNERS

Bank of America

CarMax

ColonialWebb

Fulton Bank

Genworth Markel NTS (Networking Technologies + Support)

The Richmond Marriott

Timmons Group

TowneBank

Trane

Troutman Pepper

Ukrop’s Homestyle Foods

Universal Leaf Tobacco Company, Inc .

University of Richmond

TForce Freight

Vaco Richmond, LLC

Verizon Communications

Virginia Credit Union, Inc

W. M . Jordan Company, Inc

Warren Whitney

Wegmans Food Markets

West Cary Group

Whiteford Taylor Preston

Williams Mullen

YMCA of Greater Richmond

TowneBank

Universal Leaf

Virginia Credit Union

Williams Mullen

ENGAGE LEVEL MEMBERS

ADT Security Services, Inc.

Alliance Group

Apple Hospitality REIT

Astyra Corporation

Audacy

Baskervill

BB&T Scott & Stringfellow, LLC

Brown Edwards

C&F Bank

Call Federal Credit Union

Canterbury Enterprises

CARITAS

ChildSavers

Cintas Corporation

Data Directions, Inc.

Davenport & Company LLC

Delta Hotels by Marriott Richmond

Downtown

Departure Media Airport Advertising

Drury Hotels Corporation

EAB

EY

FeedMore, Inc.

Ferguson Enterprises, Inc.

GD USA, Inc.

Greater Richmond Convention Center/ Spectra

Henrico County Public Schools

Holiday Barn Pet Resorts

Hometown Realty

Hoover & Strong, Inc.

Intercept Youth Services, Inc.

James River Transportation

Joyner Fine Properties

kaléo

Kaplan Voekler Cunningham & Frank PLC

Kjellstrom and Lee, Inc.

Kroger

Lexus of Richmond

Long & Foster Realtors Regional Corporate Office

Lutron Electronics Co., Inc.

Macfarlane Partners LLC

Marsh & McLennan Agency LLC Company

McGeorge Car Co., Inc. Toyota Scion

Medical College of Virginia Foundation

Mercer, Inc.

Merrill Consulting

Midas of Richmond

Moseley Architects

NTS (Networking Technologies + Support, Inc.)

NewMarket Services Corporation

Nicholas Levandowsky Agency

Northwestern Mutual

Old Dominion Insulation, Inc.

Omega World Travel

One Digital Health and Benefits

PBMares, LLP

Porex Filtration Group

Premium Distributors of Virginia

project: HOMES

Publix Supermarkets

Purcell Construction Corporation

Puritan Cleaners

Raymond James & Associates

Richmond BizSense.com

Richmond Marriott Short Pump

Richmond Public Schools

Richmond Raceway, Inc.

Richmond Redevelopment & Housing Authority

Richmond Region Tourism

Richmond Symphony

Roth Jackson

Segra

Shamin Hotels

Sheltering Arms Corporation

Sims Metal Management

SOAR365

Sonoco Products

South University

St. Christopher’s School

St. Joseph’s Villa

Taylor Hoffman

The Hodges Partnership

The Jefferson Hotel

The Livingston Apartment Flats

The Monument Group

The Pearson Companies, Inc.

The Whiting-Turner Contracting Company

The Wilton Companies

Thompson McMullan, P.C.

Topgolf Richmond

Touchstone Bank

Town of Ashland

UBS Financial Services, Inc.

United Way of Greater Richmond & Petersburg

Vandeventer Black LLP

Village Bank

Virginia Crossings Hotel & Conference Center

Virginia Employment Commission

Virginia Home for Boys & Girls

Virginia Museum of Fine Arts

Virginia Union University

Virginia Women’s Center

Virginia529

Weinstein Properties

Westminster-Canterbury Corp.

Woods Rogers PLC

WRLH Fox Richmond/ MyTV Richmond

WWBT/NBC12

Xponent21 Inc.

YHB | CPAs & Consultants

YWCA Richmond

50+ YearsCHAMBERRVA MEMBERSHIP

ADT Security Services, Inc.

Altria

Anthem Blue Cross Blue Shield

Austin Brockenbrough & Associates, LLP

Bank of America

BB&T Scott & Stringfellow, LLC

Bennett Funeral Home

Bon Secours St. Mary’s Hospital

Brown Edwards

CBS 6 WTVR

ChildFund International

Christian & Barton, LLP

Columbia Gas of Virginia, Inc.

Cushman & Wakefield | Thalhimer

Dairy Queen of Virginia, Inc.

Davenport & Company LLC

E. A. Holsten, Inc.

E. S. Chappell & Son, Inc.

Electrical & Mechanical Resources, Inc.

Foley Company

HCA Johnston-Willis Hospital

Hirschler

Hunton Andrews Kurth LLP

Kjellstrom and Lee, Inc.

KPMG LLP

Lansing Building Products, Inc.

Long & Foster Realtors Regional Corporate Office

Luck Companies

Markel Corporation

McGuireWoods LLP

Mutual Assurance Society of Virginia

NewMarket Services Corporation

Owens & Minor, Inc.

Porter Realty Co., Inc.

Premier Bank Inc. – Consolidated Division

Retreat Hospital

Richmond Metropolitan Transportation Authority (RMTA)

Richmond Redevelopment & Housing Authority

Ruffin & Payne, Inc.

Sands Anderson PC

Sonoco Products

Sterling Management Corporation

TForce Freight

The Clovelly Corporation

The Martin Agency, Inc.

Timmons Group

Troutman Pepper

Ukrop’s Homestyle Foods

United Way of Greater Richmond & Petersburg

Universal Leaf Tobacco Company, Inc.

University of Richmond

Virginia Commonwealth University

VPM

Weinstein Properties

Wells Fargo Advisors

Wells Fargo, N.A.

Williams Mullen

WWBT/NBC12

REVENUE $3,200,000

Net cash reserve improvements exceeded $200K year over year.

*Holding $200,000 for planned 2022 diversity, equity, and inclusion initiatives.

CHAMBERRVA TEAM

Brian D. Anderson President & CEO

Kelley McCall Senior Vice President, Leadership, Community & Resource Development

Rachel Rodney Senior Program Manager, Leadership & Engagement

Rob Anderson Chief Financial Officer

Maribeth Conrad Vice President, Marketing & Communications

Allison Pollock Program Manager, RVA NOW

Christy McCurdy Principal Staff Officer & Corporate Secretary

Beth Weisbrod Vice President, Talent & Workforce

Andrew Knight Program Coordinator, RVA NOW

John Easter Senior Vice President, Government & Community Affairs

Stephanie Phillips Director, Member Value & Engagement