Tag: 3BL

Families from across the South Bay and greater Los Angeles community came together on Saturday, April 4 at AEG’s Dignity Health Sports Park for the LA Galaxy’s 18th Annual Easter Egg Hunt Celebration, a longtime spring tradition designed to create a fun, inclusive experience for children and caregivers of all ages.

Held ahead of the LA Galaxy’s home match against Minnesota United FC and Landon Donovan Celebration Night, the event transformed Galaxy Park into a festive, family-friendly destination. Children ages 1–10, participated in a large-scale Easter egg hunt alongside interactive activities including face painting, photo opportunities with the Easter Bunny, appearances by the LA Galaxy Star Squad, and activation by community partners.

The annual Easter Egg Hunt reflects the LA Galaxy and Dignity Health Sports Park’s ongoing commitment to creating accessible community moments that extend beyond gameday. To help reduce barriers to participation, parents and guardians attended free of charge.

Adding to the celebration, the first 50 children through the gates received complimentary bunny ears, adding to the celebratory atmosphere.

By hosting events like the Easter Egg Hunt, the LA Galaxy and Dignity Health Sports Park continue to reinforce their role as community gathering places bringing families together through sport and entertainment.

Families from across the South Bay and greater Los Angeles community came together on Saturday, April 4 at AEG’s Dignity Health Sports Park for the LA Galaxy’s 18th Annual Easter Egg Hunt Celebration, a longtime spring tradition designed to create a fun, inclusive experience for children and caregivers of all ages.

Held ahead of the LA Galaxy’s home match against Minnesota United FC and Landon Donovan Celebration Night, the event transformed Galaxy Park into a festive, family-friendly destination. Children ages 1–10, participated in a large-scale Easter egg hunt alongside interactive activities including face painting, photo opportunities with the Easter Bunny, appearances by the LA Galaxy Star Squad, and activation by community partners.

The annual Easter Egg Hunt reflects the LA Galaxy and Dignity Health Sports Park’s ongoing commitment to creating accessible community moments that extend beyond gameday. To help reduce barriers to participation, parents and guardians attended free of charge.

Adding to the celebration, the first 50 children through the gates received complimentary bunny ears, adding to the celebratory atmosphere.

By hosting events like the Easter Egg Hunt, the LA Galaxy and Dignity Health Sports Park continue to reinforce their role as community gathering places bringing families together through sport and entertainment.

Families from across the South Bay and greater Los Angeles community came together on Saturday, April 4 at AEG’s Dignity Health Sports Park for the LA Galaxy’s 18th Annual Easter Egg Hunt Celebration, a longtime spring tradition designed to create a fun, inclusive experience for children and caregivers of all ages.

Held ahead of the LA Galaxy’s home match against Minnesota United FC and Landon Donovan Celebration Night, the event transformed Galaxy Park into a festive, family-friendly destination. Children ages 1–10, participated in a large-scale Easter egg hunt alongside interactive activities including face painting, photo opportunities with the Easter Bunny, appearances by the LA Galaxy Star Squad, and activation by community partners.

The annual Easter Egg Hunt reflects the LA Galaxy and Dignity Health Sports Park’s ongoing commitment to creating accessible community moments that extend beyond gameday. To help reduce barriers to participation, parents and guardians attended free of charge.

Adding to the celebration, the first 50 children through the gates received complimentary bunny ears, adding to the celebratory atmosphere.

By hosting events like the Easter Egg Hunt, the LA Galaxy and Dignity Health Sports Park continue to reinforce their role as community gathering places bringing families together through sport and entertainment.

Key Points

• Marathon Petroleum’s El Paso, Texas, refinery is helping a local nonprofit provide specialized therapy and care to more children with disabilities.
   
• The refinery has renewed its annual financial support of the Paso del Norte Children’s Development Center after bolstering a capital campaign to build the Center’s second treatment facility.
   
• The refinery’s assistance also involves two employees who are in their third and ninth years on the nonprofit’s board of directors.

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At the age of four, Rahja suffered from a severe feeding condition that made it difficult for him to ingest food normally and get adequate nutrition. His parents relied on a gastrostomy tube (G-tube) inserted into his stomach through his abdomen. His life changed after he was enrolled in therapy at the Paso del Norte Children’s Development Center (PdN Children’s).

“With intensive therapy, doctors estimated that the feeding tube could be removed in a year or year and a half,” PdN Children’s Chief Executive Officer Al Velarde said. “The therapists and team in our pediatric therapy feeding clinic delivered the evidenced-based therapy adopted by the program, and Rahja’s feeding tube was removed in less than four months.”

Rahja’s experience represents a level of care that PdN Children’s provides annually to over 2,500 children across the El Paso, Texas, area who cope with a variety of disabilities and developmental delays. The nonprofit’s services include speech, physical and occupational therapy, dietary support, auditory/verbal intervention, childcare, and education for parents to help them advocate for their children and support their development.

“Our contribution reflected our deep commitment to PdN Children’s mission and was intended to inspire others to join us in advancing this important cause.”

Formal grants don’t address all financial needs. The Center also relies on community support funding from companies like Marathon Petroleum Corporation (MPC), which is providing assistance in 2026 through its El Paso refinery as it has done for almost a decade.

“Community support funds help cover expenses that are not paid for by other grants or fees,” said Velarde. “Marathon’s annual support is very important to PdN Children’s.”

MPC also recently helped the nonprofit expand its reach. The company made a foundational commitment to a capital campaign that allowed for building a second facility, PdN Children’s East, which opened in 2025.

“As the first corporate donor, our contribution reflected our deep commitment to PdN Children’s mission and was intended to inspire others to join us in advancing this important cause,” said MPC Principal Corporate Social Responsibility & Community Relations Representative V.J. Smith. “Thanks to the collective efforts and generosity, the Center was able to fully fund the new facility in east El Paso.”

Beyond financial assistance, the El Paso refinery’s support involves employees who lend their professional expertise. Accounting Division Controller Mark Anchondo has served on the PdN Children’s board of directors for nine years, and Refining Products Control Director Greg Boyer is in his third year as a board member.

^{MPC Refining Products Control Director Greg Boyer (left) is in his third year as a board member of PdN Children’s, and MPC Accounting Division Controller Mark Anchondo has been on the board for nine years.}

“Mark and Greg have knowledge that has helped tremendously in building and developing programs and resourcing them,” Velarde said. “From facility design efforts to identifying financial trends and offering solutions to ensure healthy financials, their business acumen has been a true asset. Their dedication reflects Marathon’s steady commitment, which is helping keep PdN Children’s strong in our 78^th year of serving the community.”

Key Points

• Marathon Petroleum’s El Paso, Texas, refinery is helping a local nonprofit provide specialized therapy and care to more children with disabilities.
   
• The refinery has renewed its annual financial support of the Paso del Norte Children’s Development Center after bolstering a capital campaign to build the Center’s second treatment facility.
   
• The refinery’s assistance also involves two employees who are in their third and ninth years on the nonprofit’s board of directors.

---

At the age of four, Rahja suffered from a severe feeding condition that made it difficult for him to ingest food normally and get adequate nutrition. His parents relied on a gastrostomy tube (G-tube) inserted into his stomach through his abdomen. His life changed after he was enrolled in therapy at the Paso del Norte Children’s Development Center (PdN Children’s).

“With intensive therapy, doctors estimated that the feeding tube could be removed in a year or year and a half,” PdN Children’s Chief Executive Officer Al Velarde said. “The therapists and team in our pediatric therapy feeding clinic delivered the evidenced-based therapy adopted by the program, and Rahja’s feeding tube was removed in less than four months.”

Rahja’s experience represents a level of care that PdN Children’s provides annually to over 2,500 children across the El Paso, Texas, area who cope with a variety of disabilities and developmental delays. The nonprofit’s services include speech, physical and occupational therapy, dietary support, auditory/verbal intervention, childcare, and education for parents to help them advocate for their children and support their development.

“Our contribution reflected our deep commitment to PdN Children’s mission and was intended to inspire others to join us in advancing this important cause.”

Formal grants don’t address all financial needs. The Center also relies on community support funding from companies like Marathon Petroleum Corporation (MPC), which is providing assistance in 2026 through its El Paso refinery as it has done for almost a decade.

“Community support funds help cover expenses that are not paid for by other grants or fees,” said Velarde. “Marathon’s annual support is very important to PdN Children’s.”

MPC also recently helped the nonprofit expand its reach. The company made a foundational commitment to a capital campaign that allowed for building a second facility, PdN Children’s East, which opened in 2025.

“As the first corporate donor, our contribution reflected our deep commitment to PdN Children’s mission and was intended to inspire others to join us in advancing this important cause,” said MPC Principal Corporate Social Responsibility & Community Relations Representative V.J. Smith. “Thanks to the collective efforts and generosity, the Center was able to fully fund the new facility in east El Paso.”

Beyond financial assistance, the El Paso refinery’s support involves employees who lend their professional expertise. Accounting Division Controller Mark Anchondo has served on the PdN Children’s board of directors for nine years, and Refining Products Control Director Greg Boyer is in his third year as a board member.

^{MPC Refining Products Control Director Greg Boyer (left) is in his third year as a board member of PdN Children’s, and MPC Accounting Division Controller Mark Anchondo has been on the board for nine years.}

“Mark and Greg have knowledge that has helped tremendously in building and developing programs and resourcing them,” Velarde said. “From facility design efforts to identifying financial trends and offering solutions to ensure healthy financials, their business acumen has been a true asset. Their dedication reflects Marathon’s steady commitment, which is helping keep PdN Children’s strong in our 78^th year of serving the community.”

April 6, 2026 /3BL/ – During its three-year membership in the Sands Cares Accelerator, which provides funding, facilitation and strategic consulting to aid community organizations in achieving greater impact, The Food Bank Singapore has set its sights on expanding and digitizing its Bank Card Program.

With a vision to achieve food security in Singapore, the organization offers the Bank Card Program to facilitate food distribution to beneficiaries, primarily students. The program offers a physical card that is pre-loaded with monthly virtual credits beneficiaries can use to redeem meals from food vendors. The current system involves the manual issuing and tracking of physical cards to enable the redemption of meals.

To improve the Bank Card Program’s efficiency, reach and overall experience for both partners and beneficiaries, the food bank is focusing on digitizing the offering as its Sands Cares Accelerator goal.

In year one of its Sands Cares Accelerator membership, The Food Bank Singapore focused on establishing technology infrastructure for the digital transition and reviewed potential technology partners to support the endeavor, as well as onboarded the selected company.

The Food Bank Singapore also began work on rebranding the Bank Card Program to provide a clearer and more compelling value proposition for donors and partners. The organization plans to launch the new Meals Forward branding with this year’s release of the Hunger Report III, a study on the state of food security in Singapore.

“The resources we have received from the Sands Cares Accelerator equipped us to achieve tremendous progress in updating our Bank Card Program,” Dr. Arthur Chin, executive director at The Food Bank Singapore, said. “Along with funding from Sands, Marina Bay Sands supported us each step of the way as we strengthened the program across technology, branding and fundraising. As we move into the next phase of relaunching the Bank Card Program, we are well positioned to ensure more low-income students can access nutritious food while pursuing their education.”

The Food Bank Singapore joined the Sands Cares Accelerator, Sands’ flagship capacity-building program for nonprofit organizations, in 2025. Nonprofit members work on a strategic program or goal over their three years in the program and receive annual funding, along with goal planning and facilitation, and consulting from Sands and its regions, to help them achieve and sustain their desired outcomes.

In year two during 2026, The Food Bank Singapore will focus on scaling partnerships with food partners to offer more extensive meal options for beneficiaries, expanding fundraising to sustain support for more students in need, as well as relaunching the program as a sustainable, data-informed solution to food insecurity.

The Sands Cares Accelerator was inspired by the entrepreneurial and philanthropic legacy of Sands’ founder Sheldon G. Adelson. Since 2017, the program has provided nine organizations in Las Vegas, Singapore and Macao with focused resources for building capacity to better serve their missions.

To learn more about the Sands Cares Accelerator and its impact on building nonprofit capacity, visit: https://www.sands.com/responsibility/communities/sands-cares-accelerator/

April 6, 2026 /3BL/ – During its three-year membership in the Sands Cares Accelerator, which provides funding, facilitation and strategic consulting to aid community organizations in achieving greater impact, The Food Bank Singapore has set its sights on expanding and digitizing its Bank Card Program.

With a vision to achieve food security in Singapore, the organization offers the Bank Card Program to facilitate food distribution to beneficiaries, primarily students. The program offers a physical card that is pre-loaded with monthly virtual credits beneficiaries can use to redeem meals from food vendors. The current system involves the manual issuing and tracking of physical cards to enable the redemption of meals.

To improve the Bank Card Program’s efficiency, reach and overall experience for both partners and beneficiaries, the food bank is focusing on digitizing the offering as its Sands Cares Accelerator goal.

In year one of its Sands Cares Accelerator membership, The Food Bank Singapore focused on establishing technology infrastructure for the digital transition and reviewed potential technology partners to support the endeavor, as well as onboarded the selected company.

The Food Bank Singapore also began work on rebranding the Bank Card Program to provide a clearer and more compelling value proposition for donors and partners. The organization plans to launch the new Meals Forward branding with this year’s release of the Hunger Report III, a study on the state of food security in Singapore.

“The resources we have received from the Sands Cares Accelerator equipped us to achieve tremendous progress in updating our Bank Card Program,” Dr. Arthur Chin, executive director at The Food Bank Singapore, said. “Along with funding from Sands, Marina Bay Sands supported us each step of the way as we strengthened the program across technology, branding and fundraising. As we move into the next phase of relaunching the Bank Card Program, we are well positioned to ensure more low-income students can access nutritious food while pursuing their education.”

The Food Bank Singapore joined the Sands Cares Accelerator, Sands’ flagship capacity-building program for nonprofit organizations, in 2025. Nonprofit members work on a strategic program or goal over their three years in the program and receive annual funding, along with goal planning and facilitation, and consulting from Sands and its regions, to help them achieve and sustain their desired outcomes.

In year two during 2026, The Food Bank Singapore will focus on scaling partnerships with food partners to offer more extensive meal options for beneficiaries, expanding fundraising to sustain support for more students in need, as well as relaunching the program as a sustainable, data-informed solution to food insecurity.

The Sands Cares Accelerator was inspired by the entrepreneurial and philanthropic legacy of Sands’ founder Sheldon G. Adelson. Since 2017, the program has provided nine organizations in Las Vegas, Singapore and Macao with focused resources for building capacity to better serve their missions.

To learn more about the Sands Cares Accelerator and its impact on building nonprofit capacity, visit: https://www.sands.com/responsibility/communities/sands-cares-accelerator/

April 6, 2026 /3BL/ – During its three-year membership in the Sands Cares Accelerator, which provides funding, facilitation and strategic consulting to aid community organizations in achieving greater impact, The Food Bank Singapore has set its sights on expanding and digitizing its Bank Card Program.

With a vision to achieve food security in Singapore, the organization offers the Bank Card Program to facilitate food distribution to beneficiaries, primarily students. The program offers a physical card that is pre-loaded with monthly virtual credits beneficiaries can use to redeem meals from food vendors. The current system involves the manual issuing and tracking of physical cards to enable the redemption of meals.

To improve the Bank Card Program’s efficiency, reach and overall experience for both partners and beneficiaries, the food bank is focusing on digitizing the offering as its Sands Cares Accelerator goal.

In year one of its Sands Cares Accelerator membership, The Food Bank Singapore focused on establishing technology infrastructure for the digital transition and reviewed potential technology partners to support the endeavor, as well as onboarded the selected company.

The Food Bank Singapore also began work on rebranding the Bank Card Program to provide a clearer and more compelling value proposition for donors and partners. The organization plans to launch the new Meals Forward branding with this year’s release of the Hunger Report III, a study on the state of food security in Singapore.

“The resources we have received from the Sands Cares Accelerator equipped us to achieve tremendous progress in updating our Bank Card Program,” Dr. Arthur Chin, executive director at The Food Bank Singapore, said. “Along with funding from Sands, Marina Bay Sands supported us each step of the way as we strengthened the program across technology, branding and fundraising. As we move into the next phase of relaunching the Bank Card Program, we are well positioned to ensure more low-income students can access nutritious food while pursuing their education.”

The Food Bank Singapore joined the Sands Cares Accelerator, Sands’ flagship capacity-building program for nonprofit organizations, in 2025. Nonprofit members work on a strategic program or goal over their three years in the program and receive annual funding, along with goal planning and facilitation, and consulting from Sands and its regions, to help them achieve and sustain their desired outcomes.

In year two during 2026, The Food Bank Singapore will focus on scaling partnerships with food partners to offer more extensive meal options for beneficiaries, expanding fundraising to sustain support for more students in need, as well as relaunching the program as a sustainable, data-informed solution to food insecurity.

The Sands Cares Accelerator was inspired by the entrepreneurial and philanthropic legacy of Sands’ founder Sheldon G. Adelson. Since 2017, the program has provided nine organizations in Las Vegas, Singapore and Macao with focused resources for building capacity to better serve their missions.

To learn more about the Sands Cares Accelerator and its impact on building nonprofit capacity, visit: https://www.sands.com/responsibility/communities/sands-cares-accelerator/

In the quiet village of Lenguruma in northern Kenya, Nolntulan knew something was wrong.

Her two-year-old son, Rashaei, was no longer the joyful, playful child she knew. For days, he cried without comfort. At night, he tossed restlessly. When he wasn’t crying, he lay still on a sisal mat, weak and uninterested in the world around him. Even after giving him over-the-counter medicine, nothing changed.

Unwilling to take any risks with her son’s health, Nolntulan sent word to the local Action Against Hunger team, requesting that someone come assess Rashaei’s health condition.    

Patrick Lekirimui, a Community Health Worker (CHW), came quickly via motorcycle to Lenguruma village to give a consultation. 

Accessing formal healthcare is a major challenge for people in the pastoralist community of Lenguruma and many other villages in northern Kenya. Poor road infrastructure and no public transport means reaching the nearest health facility can take a full day of travel. Community Health Workers like Patrick are trained to screen for malnutrition and educate others on health and nutrition matters. They live in or travel directly to underserved communities, creating a vital link to healthcare support.

Patrick assessed Rashaei using a color-coded MUAC (Mid-Upper Arm Circumference) tape. The result was clear: the band was yellow, indicating moderate acute malnutrition.   

If left untreated, moderate acute malnutrition can quickly become severe, and life-threatening. Severe acute malnutrition would be much harder and more expensive to treat, and Rashaei’s health could be permanently damaged.

Patrick knew the best path forward was to get Rashaei treated as quickly as possible. He offered to transport Nolntulan and her son to a nearby outreach clinic set up at Lenguruma Primary School for a comprehensive health assessment and to begin his treatment.

On arrival at the outreach center, Rashei went through the triaging process. This involves checking his weight, height, and MUAC band measurements to determine a Z-score.  

“The Z score is used to determine the stage of malnutrition — moderate or severe. After this, we also check for other common diseases in the area, like malaria,” explains Winnie Makena, a Nutrition Volunteer with Action Against Hunger.

Patrick’s assessment was confirmed: Rashaei had moderate acute malnutrition. The child was immediately enrolled in the treatment program. He was given vitamin A supplements, dewormers, and ready-to-use therapeutic food (RUTF). 

RUTF is a specially formulated peanut-butter paste or biscuit that is incredibly effective at treating children with malnutrition. One of its main benefits is that parents can treat their children with RUTF at home. 

The nurse and Patrick had a brief informational session with Nolntulan on how RUTF should be administered. She felt immense relief knowing that her son was on a path of recovery. “I am glad he has been checked and the nurse has assured me that he will be better,” Nolntulan said as she fed RUTF to Rashaei.

Rashaei’s recovery program lasted for 6 weeks. A Community Health Worker conducted weekly home visits to monitor his progress while working with his mother to improve food selection and nutrition practices. Every two weeks, Rashaei was also expected to return to the outreach clinic for a more thorough medical checkup. His mother carefully followed Rashaei’s treatment and appointment plan. 

Nolntualn also enrolled in the village’s mother-to-mother support group started by Action Against Hunger, where they undertake peer learning and share experiences on how best to take care of their children. These groups promote the spread nutritional information, and which locally available foods offer the most nutritional value and the best practices for improving their families’ health. 

When the six weeks of treatment we complete, Rashaei was back to his normal self, happy and pulling at his mother’s neck collar ornament at any opportunity he could get. At his last appointment with the clinic, he was given a clean bill of health and discharged from the program.

“I can’t explain the feeling of seeing my son so jovial again,” said Nolntulan. “And I have learned a lot about health and nutrition.” 

 

Increasing Outreach in Rural Kenya 

In some remote areas of northern Kenya, like in Lenguruma village, Action Against Hunger remains the only organization in the fight against hunger, as other organizations have withdrawn due to cuts in USAID funding cuts. However, Gerald Mwangi, field coordinator for the region, remains ambitious.

“Through our outreach clinics and working with community health workers, we want to ensure all children under 5 years are screened and treated for malnutrition,” says Mwangi. “We have several remote villages we have not yet reached, but hopefully we can do that this year.” 

In 2025, Action Against Hunger screened over 78,000 children in Kenya for malnutrition, and over 13,600 of them were admitted for treatment. Our teams continue to go the most remote and hard-to-reach areas in Kenya so that children like Rashaei get the care they need.  

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

CLEVELAND, April 6, 2026 /3BL/ – Economic uncertainty hasn’t slowed Americans down – it’s spurred them into action. KeyBank’s 2026 Financial Mobility Survey Pulse Poll, a follow-up to KeyBank’s Financial Mobility Survey conducted in July 2025, reveals that, though concern about the economy has increased (rising from 26% in 2025 to 28% today across all income levels), Americans are responding to financial pressure with intention, adaptability, and proactive decision-making.

“The financial pressures people face today are real and widespread across the financial spectrum. What stands out, though, is that Americans aren’t waiting for conditions to improve,” said Daniel Brown, EVP & Director, Consumer Product Management at KeyBank. “They’re being proactive and resourceful in response to these pressures, and these aren’t just one-time reactions – 88% of Americans have made at least one meaningful adjustment to their finances. People are navigating the current economic climate through daily decisions that are quickly becoming lasting habits.

Financial Decision-Making Has Become a Daily Practice

Perhaps the most striking finding from KeyBank (NYSE: KEY): one in three Americans (33%) are making financial trade-offs every single day, and another 31% are doing so weekly. That means nearly two-thirds of Americans are actively managing their spending and savings on at least a weekly basis – a sign of financial engagement. Higherearners are not exempt, with a quarter (26%) of those with at least $100,000 in income making daily financial compromises.

Americans Are Finding Smart, Creative Ways to Stretch Their Dollars

The survey’s most empowering finding: 88% of Americans have made at least one meaningful adjustment to their financial behavior, a figure that spans income levels and generations. The most common strategies include switching to less expensive brands or services (59%, up from 49% in 2025), cutting subscriptions or memberships (51%, up from 41%), and reducing discretionary spending (11%, up from 8% in 2025). Side hustles are also rising. More than one in three Americans (35%) has taken on additional work to generate supplemental income, with Gen Z leading the charge at 49%.

Confidence is Softening Across Every Income Level

Americans are taking a more measured view of their personal financial outlook, with optimism at 20% today compared to 26% in 2025. This shift cuts across income levels, with 29% of households earning $100,000 or more reporting a positive outlook, down from 34% in 2025. Notably, millennial adults, while maintaining a baseline level of confidence in their personal finances, are also seeing that sentiment ease, with optimism declining to 23% from 28% in 2025.

Cost-of-Living Pressures Are Reshaping Financial Priorities

When asked about their top financial concerns, Americans pointed overwhelmingly to everyday expenses: grocery prices (58%), housing costs (44%), and healthcare expenses (30%) top the list. Healthcare is a notable mover, up from 22% in 2025, reflecting growing anxiety about medical costs as a driver of financial strain. Even so, 17% of Americans cite retirement savings as a top concern, a signal that despite near-term pressures, many are keeping one eye on the future.

Looking Ahead: KeyBank’s Guidance for 2026

Based on the survey findings, KeyBank has identified five priorities to help Americans turn today’s adjustments into tomorrow’s financial strength:

• Shift from reactive budgeting to proactive planning. With daily financial trade-offs becoming the norm, regularly reviewing spending habits, savings goals, and financial priorities can ensure that short-term adjustments support long-term stability.
   
• Turn supplemental income into lasting progress. Channeling additional income toward emergency savings, debt reduction, or retirement contributions can compound its impact over time.
   
• Seek personalized guidance. Working with a trusted financial partner to build a tailored plan can help Americans navigate uncertainty with greater confidence.
   
• Deepen your relationship with your bank. A strong banking relationship can enhance your banking experience. Some banks have specific relationship programs, like KeyBank’s relationship benefits, which can provide benefits to clients who have a deeper relationship with their bank. 
   
• Turn everyday banking into added value. The right checking account, like KeyBank’s Key Select Checking, or right credit card may also unlock rewards, interest, and relationship benefits.

To learn more about the survey’s findings, visit the KeyBank 2026 Financial Mobility Pulse Poll Executive Summary.

Access KeyBank’s financial wellness online resources, including the Financial Wellness Center’s Banking 101 curriculum, or meet with a local banker to complete a Key Financial Wellness Review to chart a path for a more financially confident future.

Methodology

This survey was conducted online by Schmidt Market Research in January 2026 polling 1,000 Americans ages 18-70. All respondents have sole or shared responsibility for household financial decisions and maintain a checking or savings account. The survey examined respondents’ spending and savings habits, levels of financial confidence, stress and resiliency factors, economic sentiment, and debt impacts.

ABOUT KEYCORP

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

CFMA #260327-4271628

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