The YMCA of Austin is an equal opportunity employer. We believe it is critical to build a diverse, equitable and inclusive organization.
Position Description and Board Expectations:
The President and Chief Executive Officer (CEO) of the YMCA of Austin reports to the Metropolitan Board of Directors and has leadership responsibility for the Association’s vision and strategic direction, operations, values and guiding principles, growth, financial stability, community relations, staffing, financial development, and organizational planning.
The CEO should be readily capable of becoming a prominent figure in the community, highly knowledgeable about its opportunities, challenges, needs and resources and have (or be able to develop) a broad knowledge of the YMCA locally, nationally, and globally.
This position requires an inspiring leader who can collaborate effectively with staff, the board, community and local government leaders, members, donors, and volunteers. The CEO positions the YMCA as a partner and convenor to address community issues. This position will require the skill sets and background to successfully navigate a multi-site, multi-program, complex organization through these pandemic-impacted times and beyond.
The board believes its new CEO should be an experienced leader who has the background and qualities that will permit him or her to achieve excellence in the following:
- Developing and Implementing a Strategic Plan: With the board, lead a collaborative process that rallies stakeholders to develop a strategic roadmap that addresses the needs of the association through and beyond the COVID pandemic, including organizational objectives and tactics. Lead staff in the implementation of a strategic plan that aligns with the mission and vision of the organization. Lead volunteers in aligning committees and their charts of work to support the strategies and goals of the association. Serve as an innovator who drives bold impact to address the communities’ critical social issues while positioning the organization for sustained success. Set annual organizational strategy and goals. Align resources to support areas of most significant influence and impact.
- Key competencies: influence, values, relationships, inclusion, communication, project management, innovation, focus on results
- 34TDemonstrating Mission/Purpose-Driven Leadership: 34TInspire and mobilize staff, volunteers, members, partners and the public to strengthen communities. Exhibit passion about giving the community a place to play, to learn, to be healthy, and give back. Bring together people from different backgrounds, perspectives, and generations to ensure that we all have access to the opportunities, relationships, and resources necessary to learn, grow and thrive. Create a welcoming, genuine, hopeful, nurturing environment dedicated to making the community stronger. Champion a culture of inclusion, integrity, character and lifelong learning within the Y organization that reinforces, encourages, and promotes values of caring, honesty, respect, and responsibility. In alignment with the Y’s mission, seek to foster an environment where diversity is celebrated and where all members, program participants, volunteers, and staff can reach their fullest potential. Foster a culture that encourages productive relationships with internal and external stakeholders to advance the Y’s impact. Build a sense of purpose among leaders and hold them accountable for collaboration.
- Key competencies: values, community, volunteerism, inclusion, relationships, developing others, emotional intelligence and maturity, managerial courage, communication, self-development, change capacity, innovation, and philanthropy
- 34TAdvocating the Vision of the YMCA: 34TAct as an ambassador for the Mission, cause, and vision of the YMCA within the community. Ensure the Y is a leading nonprofit committed to strengthening the community by connecting all people to their potential, purpose, and each other. Interact and communicate with Y members, donors, staff and volunteers and be seen as an active and integral member of the community. Develop and cultivate relationships with key stakeholders, while always upholding the highest standards of the values of the Y. Build on the Association’s public policy leadership role by expanding its level of advocacy with policymakers at all levels of government; engage appropriate board and staff in this advocacy. Create strategic, mutually beneficial relationships with influential local and state leaders, potential donors, members, and organizations in our communities.
- Key competencies: volunteerism, values, community, collaboration, communication, relationships, influence, developing others, emotional maturity
- Fiscal Management: Ensure the Association’s financial resources are properly managed and effectively report its financial position to all relevant stakeholders. Use a high level of financial analysis to forecast economic trends, growth, and stability while consistently leading organization to balance or surplus operations by growing earned revenue, contributions and controlling costs. Empower and guide staff leaders to lead their departments/branches to successful financial operation. Employ sophisticated financial analysis to evaluate risks, growth opportunities, specific projects, and financing strategies in developing short- and long-term business plans. The CEO will demonstrate a clear understanding of key financial drivers. Develop and implement stewardship strategies.
- Key competencies: decision-making, project management, finance, quality results, functional expertise, developing others, consistent metric improvement
- 34TBuilding and Leading the Senior Leadership Team: 34TEnsure that a talent development system is in place and executed effectively to build an outstanding, dedicated and culturally competent staff. Establish profile as a leader to attract, motivate, mentor, engage, empower, and retain staff in a positive and productive Hold staff accountable for critical objectives. Encourage the team by creating a spirit of camaraderie and sense of Mission/purpose. Create a learning organization to achieve the highest potential of staff. Demonstrate an engaging, open, positive, and inclusive leadership style and display integrity, high regard for honesty and courage. Display openness to innovative ways of improving services and expanding impact. Cultivate an organizational culture of high expectations at all levels. Set organizational imperative for talent ensuring investment in attracting, developing, and retaining diverse talent to meet strategic priorities. Cultivate professional trust with all staff to foster innovative, cross-functional collaboration.
- Key competencies: quality results, relationship-building, influence, community-building, communication, change management and values, developing and mentoring others, succession planning at all leadership levels, able to stabilize the workforce
- Commitment to Diversity, Equity and Inclusion: Provide strong leadership and assure diversity at all levels: managers, staff, board, volunteers, and programs. Embrace, articulate and promote inclusionary support for all dimensions of diversity. Develop and implement strategic initiatives within systems and programs throughout the organization. Actively engage with diverse community organizations. Strengthen a culture of inclusion, engagement, character, ownership and lifelong learning within the YMCA organization that reinforces, encourages, and promotes honesty, respect, responsibility, and caring for all.
- Key competencies: cultural competency, quality results, relationship building, influence, community building, communication, change management and values
- Improving Operating Performance: Engage the board and appropriate staff to develop long-term and annual tactical plans for achieving key YMCA goals and objectives. Ensure that senior staff leadership is empowered to run a safe and sustainable operation, true to organizational values and guiding principles, with innovation and appropriate metrics to gauge success. Identify and capitalize on greater efficiencies in operations through better communication, better alignment of staff functions and better use of YMCA resources, including physical plant. Use operational and financial expertise to forecast future needs. Assess all aspects of the current operations and create plans that will continue to grow and retain membership and expand program delivery to meet critical community needs. Provide a balanced focus on strong fiscal performance while expanding services to the community.
- Key competencies: communication, influence, quality results, finance, decision making, innovation
- Leading a Culture of Philanthropy: Serve as the Association’s clear leader in fundraising. Establish a plan for increasing contributed dollars to support service growth and program affordability for all and continued facility improvements and expansion. Position the Y as a charity of choice by instilling confidence, credibility, and trust in the Y with community leaders and donors. Effectively lead the organization to embrace a member- and donor-centered approach. Develop and implement an annual support fundraising plan that will establish the YMCA as a leading charitable organization within the community by engaging members, volunteers, staff, and donors. Assure that everyone in the organization, from the front-line staff to the board chair, understands that philanthropy and fund development are critical to organizational health and that everyone has a role in that process. Take the organization to a new level of effectiveness and impact in annual giving, capital campaigns, grants and endowment.
- Key competencies: quality results, philanthropy, relationship, influence, emotional maturity, community, communication
Salary Range: $225,000 – $300,000, commensurate with accomplishments and experience.
Residency Expectation: Living in the YMCA’s service area is required.
Benefits: Benefits include medical, dental and vision insurance partially paid by the Y. Life insurance of 2x annual salary is paid for by the Y. Accident, cancer, critical illness, disability, and term life insurance available for purchase through Allstate Workplace Benefits. YMCA Retirement Plan (subject to minimum requirements) employer contribution of 10%. Paid time off and additional benefits per benefits summary included. Membership at the University of Texas Club and car allowance are also provided. Relocation allowance is negotiable.
Minimum Candidate Criteria:
- Personal values consistent with the YMCA mission.
- Four-year college degree from an accredited institution.
- Excellent written and verbal communication skills.
- Minimum five years prior experience in a senior management role with a YMCA or related experience at a comparable organization with direct supervision of multiple levels of staff and employees. Demonstrated experience building and creating an environment of inclusion.
- Ability to build and strengthen community alliances and partnerships with other organizations
- Demonstrated skills in building a sense of shared purpose among leadership and staff
- Experience in driving diverse teams to outstanding results through collaboration and accountability
- Demonstrated fiscally sound business management skills and experience.
- Significant strategic planning experience and successful fundraising experience.
Preferred Candidate Criteria:
- Graduate degree.
- Experience in organizing and directing successful capital campaigns and endowment campaigns.
- A proven track record of budgetary and fiscal management of $15M or more annually.
- Attainment of the YMCA Organizational Leader Certification. (Note: Candidates not already in possession of this certification will have, if hired, up to three years to obtain this via YMCA of the USA).
YMCA of Austin Association Facts:
Mission: The Mission of the YMCA of Austin is to put Christian Principles into practice through programs that build healthy spirit, mind and body for all.
History: The YMCA of Austin has been in existence since 1953. The first Y in Austin was housed in Victorian house built in 1886. The Financial Assistance Policy was established within that first year. This commitment to supporting those who want to join the Y family remains a cornerstone of the YMCA of Austin’s mission today. The first YMCA fitness facility, the TownLake YMCA, was built in 1970 and served the community with state of the art fitness. In 1991, a second Y facility opened, the Southwest Family YMCA. Six other facilities followed in the next 20 years. Read the full YMCA of Austin history here: https://www.austinymca.org/history.
Financial Assistance: In 2019, we provided $2.65 million in financial assistance supporting 40,000 men, women and children in our community.
Association Overview: The YMCA of Austin consists of seven full-facility branches, 1 storefront, two administrative offices supporting Metro and Child Care services and a newly constructed camp. The statewide Youth & Government program is housed out of Austin. Starting in 2008, the Y began a series of major renovations, investing $6.5M in to the Southwest YMCA and $7.5M in the TownLake YMCA. Since then, the Y has made major capital investments in all facility branches. Before these renovations, the Y had 13,000 membership units, and as of January 2020, had just under 25,000 units. The COVID-19 pandemic has made a significant impact on the YMCA of Austin membership and programming. However, as of September 2020, Austin Y membership has stabilized at 50% of its pre-COVID level.
Recent Major Projects: In January of 2020, the YMCA of Austin merged with Extend-A-Care of Austin, a 501(c)3 organization, making the Y the largest child care provider in Austin and surrounding communities. This merger resulted in the growth of the operating revenue from $31M to $41M. The EAC YMCA serves 100 local schools with licensed child care and 13 full-day daycares for infants and toddlers.
In May of 2020, the YMCA of Austin completed Phase I of Camp Moody, which consisted of a $12.5M build with a full natatorium and fitness plus infrastructure to support future phases. The Camp Moody Capital Campaign, initiated in 2016, has raised more than $14 million and has completed phase 1a consisting of; complete infrastructure for the entire project, 10 lane natatorium complete with fitness center, a 2000 SF multi-purpose building which we call the Art Barn, extensive landscaping, Air-nasium, Activity Tower and Dual Zip Lines. The intent of the Board is that the capital campaign will continue, with a goal of $7 million to build phase 2 of the Camp. Phase 2 would include a dining hall, grand lodge, treehouse cabins and cabin villages, archery range and more. Camp Moody is well on its way to becoming an accessible and sustainable oasis, in the midst of urbanization. With a model that combines day, overnight and family camping with group retreat and meeting facilities that when complete, will be a one of a kind camp that will be the envy of the entire Y camping world.
The Y is in ongoing discussions with the City of Lakeway and Lake Travis ISD in western Travis County to build a 70k-square-foot building at an estimated cost of $40M, paid for with bond money, which would potentially go on the May 2021, ballot.
Governance: The YMCA of Austin Metropolitan Board consists of 39 members, including 10 branch board representatives. Our board make-up is 44% female, 56% male, 82% White/Caucasian, 8% Asian/Pacific Islander, 7% Black and 3% Latinx.
Staff: The YMCA consists of 164 full-time staff members and 677 part-time staff members. Our people work side by side with our neighbors to make sure everyone, regardless of age, income, or background, has the opportunity to learn, grow, and thrive.
Programs: Before March of 2020, programs equate to approximately 50% of our 2020 budgeted revenue.
Financial Position: The overall consequences of COVID-19 on a national, regional and local level are unknown, but it has clearly shown a significant economic impact. The precise impact of this situation on the Association and its future results and financial position are not presently determinable.
The YMCA of Austin’s fiscal year ends December 31, and our 2019 operational budget was $30 million.
2015 – 2018 audit results:
- Net assets increased from $35 million to $46 million.
- Total Revenue increased from $25 million to $29 million.
- Total debt decreased from $9.5 million to $6.7 million.
- Endowment net assets increased from $2.7 million to $3.7 million.
- Annual campaign funds raised in 2019 totaled $1.1 million.
From 2018 Y-USA Benchmark Data:
- Membership growth was 4.5%
- Liquidity (current ratio) was 2.43
- Liquidity (months of cash & equivalents) was 1.6MM
Community: The YMCA of Austin serves Travis, Hays and Bastrop Counties. For the past decade, metropolitan Austin has been among the fastest growing and most desirable areas to live in the U.S., garnering high ranking on several national lists. Austin Y branches serve a broad range of areas, from the urban core to suburbs and small towns. Each community possesses a unique character, and our branches enjoy the autonomy to tailor programs in a way that best serves their particular needs.
Advantages to Area: The Austin area is attractive to many because of its balance of a strong economy, good education, attractive housing, a relatively pleasant climate, and plenty to do. Highlights include the State Capitol, University of Texas, a thriving music scene, and a large high-tech industry, with significant local presence by Dell, IBM, Google, Facebook, Apple, IBM, eBay and Oracle. The 50,000-student university is located on a large campus north of downtown. The walkable downtown preserves a small-town Texas feel and is packed with nightclubs and music venues. With its warm climate, abundant green space and easy access to the Texas Hill Country, the area is popular among sports, fitness and outdoor enthusiasts who frequent the many parks, trails, rivers and lakes.
Please click the links below to learn more about the YMCA of Austin and a few of its programs.
- Project SAFE: https://youtu.be/SgNLUiNzBSY
- Camp in Motion: https://youtu.be/DDNzmZ8ITQY
- Youth & Government: https://youtu.be/jLDhYhQlz0s
- Camp Moody: https://youtu.be/lG2glxpMySU
- YMCA of the USA: Uymca.netU
Search Process Target Dates:
- Resumes accepted through: October 29
- Candidate review: November 4
- First round interviews scheduled: December 3PrdP – 4th
- Second round interviews scheduled: (TBD)
- On-site interviews: Week of December 14th
- CEO selection made: Week of December 14th
- New CEO on board (anticipated): TBD, no later than February 1, 2021
Candidates will apply via the following website: 24Thttps://tinyurl.com/ymca-of-austin-ceo
Candidates will be requested to submit the following with their online application: A resume and cover letter, along with six professional references.
Please Note: References checked on final candidates only with prior notification.
Questions regarding this position should be directed to:
CEO Search Director
YMCA of the USA
Mobile 805-259-5610 /firstname.lastname@example.org
- YMCA of Austin
- Gladys Jaimes