CEO

• Fiscal Management: Use a high level of financial analysis to forecast financial trends, growth and stability while consistently leading the organization to balance or surplus operations by growing earned revenue and contributions and controlling costs. Empower and guide staff leaders on the successful financial operation of their areas of responsibility. Monitor the budget closely to address competition that may impact membership, facility needs, and anticipate impact on revenue and expenses related to upkeep and maintenance.
• Advocate the YMCA Vision Within the Community: Serve as ambassador for the mission, goals and values of the YMCA. Lead efforts with increasing membership and delivering high quality programs to the community. Actively interact and communicate with the communities in the region as a representative of the YMCA. Represent the YMCA’s mission to community leaders, donors, staff and volunteers. Assure existing strong partnerships are fostered, and new partnerships are created. Be seen and respected as a leader within the community, while proactively creating collaborations to enhance outreach and program initiatives. Quickly establish relationships with groups, key community organizations and leaders such as the North Iowa Area Community College (NIACC), our local school system, city, county, hospital, and other employers.
• Advance a Culture of Philanthropy: Lead fundraising efforts by working with the Board and staff to establish a plan for the organization to raise significant contributions, including endowment, for service growth, affordable programs and capital development projects. Must be able to position the Y as a charity of choice by instilling confidence, credibility, and trust in the Y with community leaders and donors. Fundraising plans will meet current and future needs of the organization while building a culture of philanthropy among the board and staff. Experience with capital campaigns and projects is beneficial. 
• Develop and Implement a Strategic Plan: Have the ability to work effectively with volunteers, key staff, and the YMCA of the USA Resource Director, to create and develop a strategic roadmap that addresses opportunities and challenges related to the community’s support of facilities and programs, with defined organizational strategies. Lead staff in the development and implementation of goals through an annual operating plan. Lead volunteers in creating and aligning committees and their charts of work to support the strategies and goals of the association. The CEO should be prepared to start a new strategic planning process. 
• Improve Operating Performance: Work with the board to develop an annual tactical plan for achieving key YMCA goals and objectives that will support the YMCA facilities. Remain fully informed of all operational issues and have the keen ability to quickly address any issues that might arise as well as forecast future needs. Opportunities exist to enhance membership and program offerings.  

Additional Key Priorities: 

• Cause-Driven Leadership: Inspire and mobilize staff, volunteers, members, community members and community partners to strengthen communities. Passionate about giving their community a place to play, to learn, to be healthy, to eat well and give back. Creates a welcoming, genuine, hopeful, nurturing environment and dedicated to making their community stronger.
• Develop and Manage the Staff Team: The YMCA seeks a “servant leader” who can inspire a positive attitude and build a cohesive team. The new CEO will create a plan to build unity, encourage teamwork, set operational goals tied to a strategic plan, hold staff accountable, and foster individual staff development. Lead by example; remain actively engaged in staff development and performance leading to superior results in programs, member satisfaction and community engagement. Evaluate current strengths and weaknesses of all key staff and implement a plan to develop staff professionally so they may grow future leaders. 
• Continue to Develop an Effective and Diverse Volunteer Board: Work with the board to establish a "best-practices" process to recruit, train, develop, and renew the volunteers on the board. Guide the organization to research each key initiative, build agreement, enlist support from each critical constituency and establish a timeline for completing each aspect of the planning process. Work with the board to establish an ongoing implementation plan for each major strategic initiative, and a process to monitor results and capital planning to address existing facility. In partnership with the board, the CEO will develop a volunteer base to support fundraising, marketing and board recruitment.