Position Summary:
Under the direction of the Vice President of Associate Executive, the Center’s Executive Director will lead, coach and hold others accountable to creating a transformative Y Experience. The Centers Executive Director must possess a strong leadership acumen to inspire staff, volunteers, partners and community members to support the Y mission. The Centers Executive must be a subject matter expert and innovator in the core business and programs of the Y. The Executive Director will be the lead their Centers to ensure the successful execution of the YMCA of Greater Boston’s strategic imperatives to be a charity, partner, and employer of choice for years to come. Innovation will be a key area of growth for the Executive Director, and the Associate Executive Director they supervise, through mastering, demonstrating and coaching others in Design Thinking.
Education/Experience:
· BS/BA Four-year college degree.
· Must have a demonstrated record of accomplishment in the areas of membership and program growth, board development, fiscal management, community engagement and staff development.
· Has multiple years of a proven track record in driving solid fiscal management (has met or exceeded budget continuously over multiple years).
· The Centers must be achieving key metrics and producing meaningful qualitative results including strong Net-Promoter scores and successful OKRs.
· Superior Communication skills - both written and verbal.
· Must have a thorough understanding of the nature of the YMCA movement, volunteers and staff in the accomplishment of the YMCA goals, objectives and mission in the community.
· Possess a concern for detail and accuracy and can delegate responsibility.
· Must be highly motivated and possess a positive attitude towards the YMCA, character development and our mission.
· Experience in and/or willingness to learn Design Thinking.
Physical Demands:
· While performing the duties of this job, the employee is regularly required to stand; walk; use hands to finger, handle, or feel objects, tools, or controls; and talk or hear. The employee frequently is required to sit and reach with hands and arms.
· The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision, distance vision, and the ability to adjust.
Work Environment:
· Evening and/or early morning, and/or weekend hours required periodically.
· Occasional travel required
Key Functions/Responsibilities:
In accordance with the policies, by-laws and constitution of the YMCA of Greater Boston, the Center Executive Director is the chief leader in driving the Y Experience in the Center and community. The Executive Director will create a transformative Y Experience that builds loyal members, energizes employees and volunteers, inspires donors and stimulates growth and innovation.
The Center’s Executive will ensure success in the following areas of responsibility to support a strong Y Experience:
· Performance Achievement – Ultimately accountable for the performance of their team. Directly responsible for hiring, coaching and managing all direct reports and ensuring compliance with association hiring practices for all positions within their organizational structure. Conducts quarterly connections with direct reports to ensure progress with OKRs, ability to work well with others and discuss career development.
· Fiscal management - Develops an annual budget according to association guidelines and ensures successful execution of the plan. Works with all direct reports to identify growth opportunities, forecast monthly, and correct financial deficiencies in a timely basis.
· Membership and Program Enrollment, Growth and Experience - Drives membership and program enrollment and growth while ensuring a high-quality and transformative Y Experience as demonstrated by net-promoter scores and other experience metrics.
· Board development - Recruits develops and maintains a highly effective Board of Advisors, following the by-laws of the YMCA of Greater Boston. Supports the board chair in facilitating engaging and productive board meeting experience.
· Financial development and Fundraising - Drives successful fund raising and financial development, working with the association financial development team, to meet quarterly and annual goals. Ensures strong board and volunteer leadership and participation.
· Community Engagement - Enhances the Y’s reputation in the community by engaging with partners, businesses and other organizations that are invested in strengthening the community. For example, serving on the local chamber, and other service organizations like Rotary.
· Youth Development – Collaboratively work with the Youth Development department leads to ensure a positive experience for children and parents participating in the programs. Ensure a strong working relationship between Associate Executive Directors and youth development
· Innovation – Leads design thinking practices to develop innovative solutions for their Centers and association-wide opportunities and challenges. Works to master, demonstrate and coach others in design thinking.
· Marketing – Leads Center’s team in executing on all aspects of association marketing strategies and campaigns. Regularly promotes the Y Centers through local media outlets and events. Ensures implementation of internal marketing efforts (i.e. activating staff for referral programs) and consistent social media engagement through Centers channels. Leads the Center team in executing all aspects of association marketing strategies with a strong focus on grassroots, community-based outreach. Champions the Y’s presence in the local community by building relationships with neighborhood partners, participating in community events, and securing visibility through local media. Drives internal marketing by engaging staff in referral efforts and word-of-mouth promotion, and ensures consistent, locally relevant content is shared through centers social media channels.
· Facility Management - Ensures that the facility is well maintained, safe and clean, following association guidelines and practices. Ensure daily walk through of facility with the Facility Manager. Ensure quarterly walk through of Centers(es) with their supervisor, Associate Executive Director, Facility Manager and Regional Facilities Manager. Trains and supports staff in the effective use of the Kace work order system to ensure timely and accurate reporting of facility needs. Collaborates with Risk Management to develop, implement, and monitor a comprehensive Centers safety plan.
· Trends- Stays current on trend identification and implications for the Centers in the following areas:
o Service area demographics
o Competitive analysis and external environmental changes
o Changes to elected officials and key community leaders
o Membership
o Health and Wellness
o Youth, Family and Healthy Aging Programs and
o Other programs and initiatives operated by their Centers
In addition, the Center’s Executive Director shall participate in all meetings as requested and will be asked to lead association wide initiatives and other assigned duties.
Outcomes and position expectations for their Centers:
· Successful Strategic Plan metrics, Net-Promoter Scores and Objectives and Key Results (OKRs).
· The Centers Executive will be seen as a subject matter expert and an innovator in the core business and programs of the YMCA: membership, health and wellness, aquatics, sports, family programming and any additional Centers specific programs.
· Operating practices and systems are in place and consistently implemented for
o Membership growth & retention
o Program enrollment and growth
o Facility cleanliness
o Overall member experience
· Timely action planning is in place (with effective) for operating units and/or program areas that have performance concerns.
· Annual Campaigns targets are accomplished
· High functioning and engaged Board of Advisors.
· Is visible in the community and the Y is seen as a catalyst for positive change.
· Full-time staff have a development plan and are making progress toward goals.
· Identification of development opportunities for their direct reports and high potential leaders.
· Centers staff are achieving (at minimum) metric targets and producing meaningful qualitative results. This includes net-promoter scores and OKRs.
· A collaborative and strong working relationship between Centers Associate Executive and child development.