YMCA of the USA

The information on this page was last updated 2/14/2022. If you see errors or omissions, please email: [email protected]


Summary

The YMCA is the leading nonprofit committed to strengthening individuals and communities across the country. At the Y, we're here to help you find your "why" - your greater sense of purpose - by connecting you with opportunities to improve your health, support young people, make new friends and contribute to a stronger, more cohesive community for all.


Contact information

Mailing address:
YMCA of the USA
101 North Wacker Drive
Chicago, IL 60606

Website: www.ymca.org

Phone: 800-872-9622

Email: [email protected]


Organization details

EIN: 363258696

CEO/President: Suzanne McCormick

Chairman: Pamela Davies

Board size: 30

Founder: Mr. George Williams

Ruling year: 1844

Tax deductible: Yes

Fiscal year end: 06/30

Member of ECFA: No

Member of ECFA since:


Purpose

Our Vision: "We envision a future in which all people achieve health, gain confidence, make connections and feel secure at every stage of life. The Y's Commitment to America is developing new generations of changemakers who will create the communities we all want to live in."

At the Y, we strengthen communities by connecting people to their potential, purpose and each other. In 10,000 communities across the country, we have the presence and partnerships to not just promise, but to deliver positive change.

Organization: Each YMCA is an independent charitable nonprofit, qualifying under Section 501(c)(3) of the U.S. Tax Code. YMCAs are required by the national constitution to pay annual dues, to refrain from discrimination, and to support the YMCA mission. All other decisions are local choices, including programs offered, staffing and style of operation.


Mission statement

YMCA states its mission as follows:

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

Guided by our core values of caring, honesty, respect and responsibility, the Y is dedicated to giving people of all ages, backgrounds and walks of life the opportunity to reach their full potential with dignity.


Statement of faith

Donor confidence score

Show donor confidence score details

Transparency grade

C

To understand our transparency grade, click here.


Financial efficiency ratings

Sector: Community Development

CategoryRatingOverall rankSector rank
Overall efficiency rating121 of 102413 of 81
Fund acquisition rating253 of 102718 of 81
Resource allocation rating48 of 10276 of 81
Asset utilization rating471 of 102443 of 81

Financial ratios

Funding ratiosSector median20202019201820172016
Return on fundraising efforts Return on fundraising efforts =
Fundraising expense /
Total contributions
8%3%5%6%5%4%
Fundraising cost ratio Fundraising cost ratio =
Fundraising expense /
Total revenue
5%1%2%2%2%2%
Contributions reliance Contributions reliance =
Total contributions /
Total revenue
80%56%32%26%34%41%
Fundraising expense ratio Fundraising expense ratio =
Fundraising expense /
Total expenses
6%1%2%2%2%2%
Other revenue reliance Other revenue reliance =
Total other revenue /
Total revenue
20%44%68%74%66%59%
 
Operating ratiosSector median20202019201820172016
Program expense ratio Program expense ratio =
Program services /
Total expenses
79%89%90%86%89%88%
Spending ratio Spending ratio =
Total expenses /
Total revenue
88%107%102%109%104%100%
Program output ratio Program output ratio =
Program services /
Total revenue
68%95%91%93%93%88%
Savings ratio Savings ratio =
Surplus (deficit) /
Total revenue
12%-7%-2%-9%-4%0%
Reserve accumulation rate Reserve accumulation rate =
Surplus (deficit) /
Net assets
14%-6%-2%-10%-4%0%
General and admin ratio General and admin ratio =
Management and general expense /
Total expenses
13%10%8%13%9%10%
 
Investing ratiosSector median20202019201820172016
Total asset turnover Total asset turnover =
Total expenses /
Total assets
0.770.730.860.970.780.86
Degree of long-term investment Degree of long-term investment =
Total assets /
Total current assets
2.181.381.411.381.301.34
Current asset turnover Current asset turnover =
Total expenses /
Total current assets
1.691.011.221.331.011.14
 
Liquidity ratiosSector median20202019201820172016
Current ratio Current ratio =
Total current assets /
Total current liabilities
10.944.255.946.9012.8515.03
Current liabilities ratio Current liabilities ratio =
Total current liabilities /
Total current assets
0.080.240.170.140.080.07
Liquid reserve level Liquid reserve level =
(Total current assets -
Total current liabilities) /
(Total expenses / 12)
6.259.108.217.7110.939.79
 
Solvency ratiosSector median20202019201820172016
Liabilities ratio Liabilities ratio =
Total liabilities /
Total assets
11%24%19%20%13%13%
Debt ratio Debt ratio =
Debt /
Total assets
1%3%4%6%4%4%
Reserve coverage ratio Reserve coverage ratio =
Net assets /
Total expenses
104%104%94%83%112%101%

Financials

Balance sheet
 
Assets20202019201820172016
Cash$64,600,703$35,519,833$18,644,538$17,357,646$9,774,441
Receivables, inventories, prepaids$13,086,876$24,216,259$32,318,498$43,116,972$56,613,014
Short-term investments$47,115,739$54,989,305$59,245,651$74,688,066$57,758,175
Other current assets$0$0$0$0$0
Total current assets$124,803,318$114,725,397$110,208,687$135,162,684$124,145,630
Long-term investments$30,966,837$29,922,918$24,456,401$23,871,058$27,470,016
Fixed assets$6,256,731$8,014,333$8,523,448$8,021,842$6,507,433
Other long-term assets$9,831,811$9,113,624$8,591,114$8,623,476$7,848,142
Total long-term assets$47,055,379$47,050,875$41,570,963$40,516,376$41,825,591
Total assets$171,858,697$161,776,272$151,779,650$175,679,060$165,971,221
 
Liabilities20202019201820172016
Payables and accrued expenses$25,379,889$18,672,339$14,798,104$9,273,130$7,131,624
Other current liabilities$4,009,912$639,748$1,169,520$1,243,496$1,129,317
Total current liabilities$29,389,801$19,312,087$15,967,624$10,516,626$8,260,941
Debt$5,500,000$6,000,000$9,500,000$6,500,000$7,000,000
Due to (from) affiliates$0$0$0$0$0
Other long-term liabilities$6,568,088$4,808,617$5,227,099$6,020,073$6,732,423
Total long-term liabilities$12,068,088$10,808,617$14,727,099$12,520,073$13,732,423
Total liabilities$41,457,889$30,120,704$30,694,723$23,036,699$21,993,364
 
Net assets20202019201820172016
Without donor restrictions$38,195,517$41,024,388$30,314,391$50,858,500$44,201,842
With donor restrictions$92,205,291$90,631,180$90,770,536$101,783,861$99,776,015
Net assets$130,400,808$131,655,568$121,084,927$152,642,361$143,977,857
 
Revenues and expenses
 
Revenue20202019201820172016
Total contributions$65,805,390$43,437,498$34,366,213$44,118,077$58,594,936
Program service revenue$48,352,947$84,415,118$83,052,150$79,417,908$79,701,816
Membership dues$0$0$0$0$0
Investment income$3,165,083$6,605,798$15,419,155$4,408,282$1,700,766
Other revenue$569,167$2,958,931$1,789,690$3,188,460$2,617,462
Total other revenue$52,087,197$93,979,847$100,260,995$87,014,650$84,020,044
Total revenue$117,892,587$137,417,345$134,627,208$131,132,727$142,614,980
 
Expenses20202019201820172016
Program services$111,724,319$125,730,814$125,415,585$122,301,689$125,151,743
Management and general$12,361,332$11,672,092$19,050,088$12,177,626$14,332,187
Fundraising$1,722,829$2,112,268$2,203,966$2,377,474$2,573,779
Total expenses$125,808,480$139,515,174$146,669,639$136,856,789$142,057,709
 
Change in net assets20202019201820172016
Surplus (deficit)($7,915,893)($2,097,829)($12,042,431)($5,724,062)$557,271
Other changes in net assets$0$0$0$0$0
Total change in net assets($7,915,893)($2,097,829)($12,042,431)($5,724,062)$557,271

Compensation

NameTitleCompensation
Kevin WashingtonPresident and CEO$793,640
Paul McEntireExecutive Vice President, Chief Operating Officer$648,314
David ByrdSenior Vice President, Movement Advancement$439,857
Rebecca BowenExecutive Vice President, Chief Advancement Officer$432,513
Karyn KirkExecutive Vice President & General Counsel$424,155
Nancy L OwensSenior Vice President, Chief Financial Officer$408,272
Robert DentonSenior Vice President, Chief Government Affairs Officer$376,060
Shawn BorzelleriSenior Vice President, Service Delivery Program Development Officer$375,105

Compensation data as of: 12/31/2020


Response from ministry

No response has been provided by this ministry.


The information below was provided to MinistryWatch by the ministry itself. It was last updated 2/14/2022. To update the information below, please email: [email protected]


History

Beginnings in London
In response to unhealthy social conditions arising in the big cities at the end of the Industrial Revolution, George Williams and a group of merchants founded the Young Men's Christian Association in London, England, on June 6, 1844. At that time, young men often lived at work sleeping in crowded rooms over company shops. Outside the shop things were bad - open sewers, pickpockets, thugs, beggars, drunks, lovers for hire and abandoned children running wild.

Organized to substitute Bible study and prayer for life on the streets, by 1851 there were 24 YMCAs in Great Britain, with a combined membership of 2,700. That same year the YMCA arrived in North America: It was established in Montreal on November 25, and in Boston on December 29.

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

Civil War times
In the United States during the Civil War, Y membership shrunk to one-third its size as members marched off to battle. Only 59 Ys were left by war's end, but a rapid rebuilding followed, and four years later there were 600 more. In 1866, the influential New York YMCA adopted a fourfold purpose: "The improvement of the spiritual, mental, social and physical condition of young men." In the 1880s, YMCAs began putting up buildings in large numbers and hiring full time staff.

Gyms and swimming pools came in at that time, too, along with big auditoriums and bowling alleys. Hotel-like rooms with bathrooms down the hall, called dormitories or residences, were designed into every new YMCA building until the late 1950s. Income from rented rooms was a great source of funds for YMCA activities of all kinds.

Ys organized college students for social action, literally invented the games of basketball and volleyball and served the special needs of railroad men who had no place to stay when the train reached the end of the line.

Through the influence of nationally known lay evangelists Dwight L. Moody (1837-1899) and John Mott (1865-1955), who dominated the movement in the last half of the 19th and first half of the 20th centuries respectively, the American YMCAs sent workers by the thousands overseas, both as missionary-like YMCA secretaries and as war workers. Both Moody and Mott served for lengthy periods as paid professional staff members of the YMCA movement and maintained lifelong connections with it.

The U.S. entered World War I in April 1917. Mott, on his own, involved the YMCA movement in running the military canteens, called post exchanges today, in the United States and in France. Ys led fundraising campaigns that raised $235 million for those YMCA operations and other wartime causes, and hired 25,926 Y workers-5,145 of them women-to run the canteens.

Great Depression
The Great Depression brought dramatic drops in Y income. When direct relief was taken over by the federal government in 1933, it released YMCAs and other nonprofits from their welfare tasks. Ys were forced to prove to their communities that both character-building agencies and welfare agencies were needed, especially in times of stress.

Between 1929 and 1933, Bible class enrollment fell by 60 percent and residence use was down, but exercise and educational classes were both up, along with vocational training and camping. YMCAs discovered they could survive if they served a large number of people and had low building payments.

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

After more than two decades of study and trial YMCA youth secretaries in 1944 agreed to put a national seal of approval on the "four fronts" or "four platforms" of Youth Work: a father-son program called Y-Indian Guides, and three boy's clubs-Gra-Y for those in grade school, Junior Hi-Y and Hi-Y.

Post War
At the close of the war, the Ys had changed. Sixty-two percent were admitting women, and other barriers began to fall one after the other, with families the new emphasis, and all races and religions included at all levels of the organization. The rapidly expanding suburbs drew the Ys with them. In 1958, the U.S. and Canadian YMCAs launched Buildings for Brotherhood in which the two nations raised $55 million which was matched by $6 million overseas. The result was 98 Y buildings renovated, improved or built new in 32 countries.

During the Great Disillusion of 1965-1975, with national YMCA support and federal aid, new outreach efforts were taken up by community Ys in 150 cities. The four-fronts youth programs withered for lack of attention, but held in parts of the Midwest and much of the South. When federal aid dried up, money troubles began to reappear. Y leaders were urged to become more businesslike in both their appearance and their operations, a topic raised by Y boards since the 1920s.

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

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

Character Development and Asset-Based Approach
During the 1980s and '90s, the ideas of "values clarification" were slowly replaced by ideas of "character." The moral upbringing of children had been considered the sole domain of the family, and enabling the child to discover his or her own ethical system was the goal. But by the mid to late '80s, this was seen as contributing to a morally bankrupt society, in which there is no notion of virtue (or of vice), just different points of view.

The focus had been on the "deficit model," in other words, what went wrong with the youth who got into trouble, and how could they be corrected. But youth workers and academics started to look at what contributes to healthy development and prevents problems-an "assets model." The YMCA of the USA collaborated with The Search Institute on this issue and came up with practical results.

The research showed 30 (later increased to 40) developmental assets that positively correlated with pro-social and healthy behaviors in youth, and negatively correlated with anti-social and unhealthy behaviors. The more assets a youth has, the more likely he or she is to behave well, the less likely to engage in risky behaviors. This not only provided a "road map" for Ys to follow in creating healthy kids, families and communities, but also was an inherent proof of the effectiveness of youth programs.

It also showed a wider focus than had been thought possible. It doesn't matter if a program consists of sports, music, a teen center, mentoring or aerobics, or if it's aimed at reducing teen pregnancy, smoking, or crime. If it provides one or more of the developmental assets, it will reduce the overall risk of any kind of negative behavior, and raise the likelihood of positive behavior.


Program accomplishments


Needs