Mission: Founded in 1869, the YMCA of Honolulu is a fellowship dedicated to putting Christian principles into practice through programs that build healthy spirit, mind, and b ... (More)

YMCA of Honolulu is a 501(c)(3) organization, with an IRS ruling year of 1937, and donations are tax-deductible.

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Contact Information

  http://www.ymcahonolulu.org/

 1441 Pali Highway
Honolulu HI 96813 

  808-531-9622


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 93.95, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

87.7%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

9.9%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

2.3%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

7.2%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.10


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

1.91 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

2.94%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Michael Broderick, President, CEO

$280,546 (0.92% of Total Expenses)


Source: IRS Form 990 (page 7), filing year 2019

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

YMCA, YWCA, YMCA, etc. (BMF activity code: 324)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


YMCA of Honolulu reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Revenue

  • Staffing

  • Administrative Capacity

  • Balance Sheet


How COVID-19 impacted the organization's operations financially:

The YMCA of Honolulu’s financial model, like other YMCAs across the country, relies on revenue from fitness memberships, program fees, government contracts, contributions and grants. In 2020 and 2021, because the Y was only able to open partially due to COVID-19 government restrictions we have had to cut costs by reducing our staff by 65% through layoffs or furloughs and reduce salaries for those who are employed.


How COVID-19 impacted the organization's delivery of programs:

Due to stay at home orders the Y was forced to shut down nearly all of our traditional program offerings including facility memberships, preschools, chronic disease programs, teen programs and more. The Y adapted and offered new programs based on the new needs of our community however.


How this organization adapted to changing conditions caused by COVID-19:

From March 23rd to June 30th the Y served 66,846 hot meals to children in our communities who are reliant on school lunches. What started with six sites expanded to nine sites serving an average of 1100 meals per day to meet growing needs as the impact of COVID-19 was felt across Oahu. The Y’s Essential Workers Childcare program began on March 30th and as of June 30th, it has provided childcare for 829 unduplicated children. Beginning on June 1st the Y expanded the number of sites who were providing childcare from three to six sites to meet the growing need for childcare as different sectors of the economy reopened. At its peak, the Y provided safe and engaging childcare for 343 children each day. For the Y, ensuring the holistic well-being of the keiki we serve is paramount and results from a weekly survey of youth in our childcare program showed that 85% feel safe in this program and 90% report that there is an adult in the program who cares about them.


Innovations the organization intends to continue permanently after the pandemic:

There was (and still is) great need for childcare and out-of-school programs for our children. Parents shared how grateful and relieved they were to have a safe place for their children, not only because it enabled them to work but also so kids could be kids and socialize with others their age while practicing social distancing. The Y is continuing to care for youth in our community through afterschool programs, day camps and more. Additionally, the Y has begun intentional outreach programs to seniors in our community who are experiencing higher levels of social isolation than ever before.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
2/1/20212019 93.95
12/1/20192018 93.44
12/21/20182017 91.90
3/1/20182016 90.93
3/1/20172015 93.13
6/1/20162014 93.34
Rating Version: 2.0
12/22/20152014 90.64
7/1/20152013 92.03
7/1/20142012 87.85
6/1/20132011 89.74
4/1/20122010 85.46
9/20/20112009 92.73
Rating Version: 1.0
7/1/20112009 90.29
7/1/20102008 95.94
7/1/20092007 94.06
5/1/20082006 91.28
3/1/20072005 87.10
6/1/20062004 86.89
6/1/20052003 87.60

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

YMCA of Honolulu cannot currently be evaluated by our Encompass Rating Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.

Learn more about Impact & Results.


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Additional Information

Unscored

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Largest Programs

Largest Programs



YMCA of Honolulu reported its three largest programs on its FY 2019 Form 990 as:


$13,911,024

Spent in most recent FY

52%

Percent of program expenses


PROGRAMS FOR YOUTH DEVELOPMENT (SEE SCHEDULE O, PAGE 1)


$9,149,247

Spent in most recent FY

34%

Percent of program expenses


Programs that develop Healthy Living (see Schedule O, Page 1)


$3,512,038

Spent in most recent FY

13%

Percent of program expenses


Programs that embody Social Responsibility (see Schedule O, Page 2)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by YMCA of Honolulu is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


The Y's mission is to put Christian principles into practice through programs that build healthy spirit, mind, and body for all.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


The YMCA of Honolulu strives to make our island home a better place for all. We do this by building strong youth, families, and communities, for whom caring, honesty, respect, responsibility, and diversity form the foundation of our shared character.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Develop new and innovative ways to serve community particularly in the areas of: At-risk teens; youth mental health; student achievement gap; preschool and childcare; and community schools.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Two: Improve equity for community and team. and begin tracking of demographics that are more inclusive to measure our impact, gaps in representation and service, and areas of strength.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Three: Employee Satisfaction: Update job descriptions, trainings, benefit delivery and employee resource support to improve employee morale, ability for maximum performance, and recruitment and retention.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

The Y works diligently to support and improve the economic health of those that we employ. The Y is one of the oldest and largest nonprofit employers in Hawaii and for many of our employees, the Y is one of their first experiences in the workforce. The Y strives to not only be an employer but to act as a workforce development program for our staff. Through its reach and scope, the Y is able to help change the outcomes for people in our community and create connections so they can launch successfully into a career. The Y takes the development of our staff and imbues the fundamentals in our teen programs as well. For example, The Y worked to form a network of providers that led to the development of the 808 Jr. Chef Program, which we launched in 2013. Teen participants reaffirmed that they are proud of their ability to be leaders, work with team mates, and demonstrate competency in menu and food preparation.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

What are this organization’s external mobilizaton efforts?

The YMCA of Honolulu was a founding organization of the Hawaii Afterschool Alliance (HAA), which was established in 2014, and continues to be actively involved in leadership capacity. HAA is a network of diverse out-of-school time providers, statewide, that focuses on system and policy change, professional development for the field, and sustainable funding to ensure equitable access for all children and youth. The Y’s Executive Director of Youth Development, Diane Tabangay, serves as chair of HAA’s steering committee and works collaboratively with other members of the provider community on professional development initiatives, such as HAA’s annual conference and the development of the Hawaii Quality Afterschool Guidelines. Hawaii DOE has incorporated the Guidelines as a standard of quality in grant programs administered by its Community Engagement Branch (21stCCLC, UPLINKS, REACH, Afterschool A+).

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


From March 23rd to June 30th the Y served 105,231 hot meals to children in our communities who are reliant on school lunches. What started with six sites expanded to nine sites serving an average of 1100 meals per day to meet growing needs as the impact of COVID-19 was felt across Oahu. The Y’s Essential Workers Childcare program began on March 30th and it has provided childcare for 1500 unduplicated children. Beginning on June 1st the Y expanded the number of sites who were providing childcare from three to six sites to meet the growing need for childcare as different sectors of the economy reopened. At its peak, the Y provided safe and engaging childcare for 343 children each day. For the Y, ensuring the holistic well-being of the keiki we serve is paramount and results from a weekly survey of youth in our childcare program showed that 85% feel safe in this program and 90% report that there is an adult in the program who cares about them.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

YMCA of Honolulu is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.


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Culture & Community Report

Unscored

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Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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