Worcester Business Journal

www.wbjournal.com Worcester Business Journal Giving Guide 2020 9 Nonprofit Status 2020 (continued) W hen George Williams founded the Young Men's Christian Association (YMCA) in London in 1844, he sought to create an organization that would meet the social needs of the community and welcome members of all socio-economic classes. Thomas Valentine Sullivan brought that model to the United States in 1851 and today's YMCA continues to embrace its original mission. For David Connell, President and CEO, the YMCA served as the first safe haven upon his arrival from Barbados more than 35 years ago. As an immigrant, he found a "…collage of educational, social and medical opportunities…" at the Y. Today, he is on a mission to promote those same opportunities for all members. Connell started his relationship with the Y as a volunteer and later became a staff member, serving as vice president and executive director, interim CEO of the Montachusett Regional YMCA and now head of the YMCA of Central Massachusetts. But Connell's professional path began in banking. He worked in financial institutions in Rhode Island and Massachusetts, run - ning FleetBoston and BankBoston. Even as he inhabited the financial world, he developed skills that would enhance his abili- ty to lead a non-profit organization. "In banking, I wanted to create a better quality of life for clients," Connell said. "I have that same goal for the YMCA." When Connell stepped into the leadership role in June 2019, his goals focused on people, programs and philanthropy. To his credit, his focus remains the same one year later, even amidst COVID-19. The Y serves more than 70,000 children and adults each year, providing a plethora of experiences and helping individuals thrive on multiple levels. "We serve more than one thousand cancer survivors. We work with nearly 2,000 teens, preparing many for college and provide four-and-a-half hours of literacy programming to 849 campers so there is reduced academic loss during the summer," said Connell. "Our goal is finding the best way to engage people. If the emphasis is on people, the outcome will be pos - itive." Connell realizes that community is an important partner with the Y. "The Y should look and feel like the community it serves. We have to be nimble as we approach each community and determine how to support its needs. I'm proud of our organization's ability to maneuver. We're committed to the communities we're in." During the current pandemic, the Y has clearly demonstrated its ability to assess a situation and take care of the community. "This certainly has not been easy for any - one – however, I knew that we had two great assets, our staff and our facilities, which could support the community in this time of crisis," Connell said. "We immediately mobilized and went to work doing what we do best – taking care of children, tackling food insecurity and connecting with our members." During these times of isolation, the Y is providing virtual classes and social inter - action opportunities for youth. "We have a network that augments learning. Kids can speak with staff and link with others at the Y," he said. Attentive to its well-being goals during this quarantine period, the Y is connecting to various agencies and plans to expand its programs. Its website provides a robust virtual platform where members can take classes and engage with personal trainers. The Y is also caring for children of essential workers and first responders at four locations. "Central and Greendale are sites for food distribution. We provide meals, feeding children and teens in partnership with Worcester Public Schools. In Southbridge, they are preparing meals. In Fitchburg, they have opened their doors to the homeless with faith-based organizations," said Connell. "We are working closely with our Mission Partners and impacting critical needs throughout Central Massachusetts." Connell admits that the future presents unknown challeng - es. When the Y reopens, he anticipates more pronounced iso- lation that might include continued food insecurity, trauma, mental health and substance abuse issues, as well as other underlying social determinants of health. "We will figure out how to deliver programs based on a new normal. In the short term, we are creating different spaces in the building, focused on safety," he said. "We will follow all CDC, DPH and EEC guidelines. There will be a new footprint to ensure physical distancing. How the layout will be set up depends on each of our locations. We will continue to offer virtual opportunities and run them parallel to other options." Although the Y will have to assess new financial benchmarks, the organization will "…look to deepen its impact on those we serve," Connell said. "Needs will undoubt - edly be greater. We will look within vulnerable communities and identify where the Y can work with others to make positive changes. We want to be a conduit for mental health services, education and the social determinants of health. This will require a whole new level of fundraising, and I am hopeful that those who have invested in the Y in the past will recognize our good work and continue to help us change lives. I have been so impressed with the generosity of our membership, as they have answered the call to join us as we have pivoted our services and helped those in greatest need." Connell noted, "We bring 175 years of a youth serving organization with that his - tory through the U.S. and the world. We bring that level of strength to the table." n THE YMCA: Continuing A History of Community Service While most philanthropic efforts are local, Tallman pointed out that employees extend the giving to national organizations. "For instance, some employees partici- pate in charity events for the American Heart Association, the American Cancer Society or some other organizations whose support might have helped them person- ally," he said. When it comes to employee participation, Tallman never has to ask. "All 180 employees want to give back. It's part of our culture," he said. For instance, Cornerstone Bank volunteers to serve meals at the kids' café at the Boys & Girls Club twice a year. "We need eight to ten employees to cover the two evenings, but we usually get about forty who want to help. We always have more than enough volun- teers." During the current pandemic situation, Cornerstone has stepped up its efforts, donating $15,000 to Harrington Hospital for the purchase of much-needed personal protective equipment (PPE). The bank also provided $2,000 to the St. John Paul II Food Pantry in Southbridge. "We are trying to do our part during this tough time," Tallman said. The commercial lending arm of Cornerstone also worked overtime when the fed- eral government rolled out the Paycheck Protective Program (PPP). The bank fund- ed more than 700 loans amounting to $80 million to small businesses, which com- prise the core of its portfolio. Those loans helped five thousand people receive a paycheck, according to Tallman. Like other businesses, Cornerstone has also been negatively impacted by the COVID-19 virus. With the closure of bank lobbies, some employees have been forced to stay at home. The bank has continued to pay salaries and benefits to all employees, whether on-site or sheltering at home. During this time, many events that Cornerstone regularly supports, such as golf tournaments and charity walks/runs, have been canceled. But Tallman pointed out that "…it's not about the event, but we support the cause" and will continue to do so. "It's the right thing to do," he said. When it comes to customers, employees and communities, Cornerstone Bank's culture of giving serves as the foundation of every relationship. n continued from page 7

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