The Mission:
"To put Judeo-Christian principals into practice through programs that build healthy spirit, mind and
body for all."
The Y exists for a purpose no less grand than making the world a better place. Its philosophy is
grounded in the view that the foundations of communities, strengthened by the voluntary
involvement of citizens acting as member-owners of their local Y, can be improved continuously,
making these communities even better places to raise children who will thrive, and supporting all
individuals in their desire to live well-rounded and healthy lives.
Y programs are best oriented to a concentration of prevention and enrichment, rather than
remediation; that the programs are self-sustaining over an extended period of years without the
requirement of large external subsidies; that Y programs are moderate- to low-cost and as accessible
to people in communities of poverty as they are in more affluent settings; that the programs will
promote a long-term and in-depth affiliation with the Y; that the programs will encourage family
participation and enrich the quality of family life; that the programs are oriented to the unique needs
and interests of each branch community, as determined by the governing board of each local Y; and
that Y programs are consistent with Judeo-Christian principles, providing all members with
opportunities to develop positive life values.
YMCA of Metropolitan Los Angeles:
From the beginning, the founders of the L.A. Y acted on their desire that the Y would reach out to all
citizens of this fast-growing region. This pattern of outreach into all the city's neighborhoods became
a defining characteristic of the association through the decades, even as it grew to become one of the
largest Ys in the world. What's more, over the years, the L.A. Y was always among the leaders of Ys
nationally on matters of diversity and inclusion, whether reaching out to the poor, desegregating the
Y membership, admitting women and girls to full membership, welcoming all faith traditions
equally, subsidizing the involvement of people hamstrung by poverty, embracing immigrants or
making no distinctions on the basis of sexual orientation. The Y's membership, its volunteer leaders
and its staff reflect the rich diversity of the region.
Today's Los Angeles Y has an active membership of 238,201, including 102,128 who are under the
age of 18. Included in the total are approximately 15,000 member-volunteers, 800 of whom serve in
policy-making positions on branch Boards of Managers or on the Metropolitan Board of Directors.
The L.A. Y owns and operates approximately 1.5 million square feet of facilities in 25 communities,
ranging from 80,000 square foot comprehensive community facilities with a full complement of
physical education venues to 9,000 square foot partial facilities. The Y also operates in another 150-
200 decentralized satellite locations - modular classrooms on more than 100 public school sites for
child care and after school programs, and dozens of city parks, community centers, churches and
other sites. In addition, the association operates three mountain camps.
The association employs approximately 1,800 staff, of whom 700 are either full-time or benefited
part-time (30 hours or more). The annual payroll (salary, taxes and benefits) is approximately $48
million. Net assets as of April 2010 are $107 million. The FYll operating budget is $81 million,
with a forecast net surplus of $1 million and an FYE improvement in net assets of $2.3 million.
Approximately 80% of the operating revenues are derived from fees and membership; the remainder
comes from charitable contributions and grants.
The L.A. Y has long been the most prolific fund raising Y in the world. In 2009-10, the first year of
a $150 million comprehensive six-year capital campaign which has not yet concluded its quiet phase,
contributions for all purposes - annual operations, capital projects, planned giving, grants -
approached $35 million, nearly double a typical recent year.
The 6O-member L.A. Y Board of Directors is widely considered to be among the few in the top rank
of non-profit boards in Los Angeles County. Directors serve three-year terms, which are renewable
infinitely on the basis of a combination of the director's productivity in the role and passion for the
work. The Board is the sole corporate authority. Each branch has a Board of Managers charged by
the Board of Directors to tailor the work of the Y to the specific needs and character of each
community.
ASPIRATIONS: CONTEMPORARY CHALLENGES FACING THE L.A. Y
The following are among the most important institutional challenges:
- Revitalize the Y brand and solidify its identity as a cause-driven movement in the minds of
its leadership, members, staff and, community leaders, as well as the public.
- Establish a new and sustainable model of work in urban communities that will allow the Y to
achieve its long-standing goal of doing no work in the suburbs that it does not do as well in
communities plagued by poverty.
- Configure community branches to be effective agents for change for socially significant
issues by ensuring that the diversions of overhead, administration and the business of running
the business are kept to a minimum.
- ·Enhance an already vigorous culture of philanthropy. The $150 capital campaign is off to a
fast start and the President & CEO will need to work closely with the Board and the
Executive Vice President for Financial Development to conclude successfully this campaign
that will provide the foundation for the future of L.A. Y. In addition, there is a strong annual
giving and planned giving program that will need to be supported and enhanced.
- ·Continue to Build the L.A. Y's "A List" Board of Directors.
- ·Develop substantially stronger volunteer leadership in the branches.
- ·Retire or reduce the Y's long-term debt.
- Enhance stewardship of capital assets, which includes property and a $30 million reserve
fund.
- ·Manage capital projects in the queue.
- Determine the role that alliances, partnerships and collaborations with other community
organizations should play in the Y's future and describe the Y's role in causing and/or
convening these relationships.
- ·Redefine the functions of executive staff leadership in the branches and in the "C Suite" at
Metropolitan. For the next two years, the success of the L.A. Y's operating plans will hinge
on the effectiveness of the transition to a business model in which branch executives will be
more like chief executive officers.
- Develop the next strategic plan. The $150 million "Campaign for Youth and Families" is
scheduled to run through 2014, but the last comprehensive strategic plan was developed in
2005 and is set to expire in 2010.
PROFESSIONAL QUALITIES OF THE NEXT LEADER:
The Board believes that their next CEO will be an experienced leader who has the background
and qualities that will permit him or her to accept and achieve excellence in the following roles:
Shape and drive the vision to be a vital agent of improving important social conditions in
greater Los Angeles.
- A passionate advocate of the Y's mission.
- An informed and insightful interpreter of key social trends and conditions.
- Conversant with and committed to the organization's core institutional values.
- A compelling and adept convener of collaborations, alliances and partnerships in the
community.
- Understands urban communities and embraces diversity as an asset, both for the Y and for
society; relates well to others, regardless of race, ethnicity or religious orientation.
- Understands what will be required for the Y to qualify as a cause-driven movement; serves
both the steward and the evangelist for the brand.
- ·Thinks strategically and is able to marry long-term vision to operational objective; drives
critical change and implements strategy continually.
- ·Driven by a commitment to effective planning.
Provide leadership to reimagining the organizational and bnsiness models, both
to achieve the goal of a long-term, Sustainable and effective presence in low-
income commnnities and to reconfignre branch operations for greater effectiveness.
- Fluent in the language and skills of organizational change management.
- Welcomes new ideas and synthesizes the ideas of diverse contributors into practical forms
that will support the achievement of complex goals.
- Understands the role of distributed local ownership in a federation of semi-autonomous Y
community branches; knows how to balance the demands of efficiency and cost savings with
the prerogatives that result in productive local ownership.
Promote and expand a cnltnre of effective philanthropy.
- Highly knowledgeable about the importance of philanthropy in a democratic society and the
best ways to help the stakeholders of a large not-for-profit organization understand the roles
they must play to teach and promote generosity.
- Demonstrated ability to improve the financial development performance of a large not-for-
proflt in ways that promote high growth and avoid short-cuts and opportunistic practices.
- Able to learn and tell the L.A. Y's story in ways that inspire diverse constituencies to rally to
the support of its work; writes and speaks well.
- Media savvy and skilled at communicating the organization's message by various means.
- Will easily understand the time and effort required for the CEO to lead the accomplishment
of its financial development objectives.
Attract, cnltivate, engage and retain top commnnity leaders for the leadership of
the Y.
- A compelling visionary figure to whom other leaders are attracted.
- Demonstrated ability to involve people of high capacity over an extended period,
significantly increasing their involvement and deepening their commitment over time.
- Understands the dynamics of a large and diverse board, including how to work effectively
with the committee structure, and manage other forms of engagement to obtain the best
contributions of time, energy and financial support from each director.
Skillfnlly manage the affairs of the L.A. Y.
- Financially literate; knows how to balance a budget and has a record of doing so consistently.
- Sets effective benchmarks of progress toward short- and long-term goals and involves board
and staff in ongoing monitoring, corrections and goal management.
- Experienced in managing extensive capital assets, financial, as well as land, buildings and
equipment; motivated by the highest principles of good stewardship over the long term.
PERSONAL QUALITIES OF THE NEXT LEADER:
Character:
- ·Impeccable integrity, with a strong commitment to the highest ethical standards.
- An admirable model of the Y's Six Pillars of Character: trustworthiness, respect,
responsibility, fairness, caring, and citizenship.
- Takes responsibility for her/his actions and the actions of those who report to hier.
- A credible personal example of what the Y preaches, including a strong commitment to
healthy living.
Leadership Style:
- Assumes the responsibilities of leadership with a natural ease and welcomes the duties that
accompany it.
- Honors the participation of other stakeholders and seeks and values their views; consults
liberally with others.
- Makes difficult decisions and holds to them when appropriate.
- Understands how to delegate effectively and involve top talent appropriately to achieve both
organizational and staff development goals.
- Supports the idea of building a staff team composed of strong personalities and diverse
talents.
- Able to share authority without being threatened or relinquishing the ultimate responsibility
of leadership.
- Demonstrated intellectual leadership in advancing the vision, ideals, mission and goals of a
complex organization.
Communication Skills:
- ·Exceptional speaking and writing skills.
- ·Welcomes divergent opinions and promotes open dialogue.
- ·Excellent interpersonal skills, including thoughtfulness, a sense of humor, empathy, patience
and great listening skills.
- ·Inspirational.
EDUCATION:
A Bachelor's degree including a minimum of four years of study is required.
COMPENSATION:
Salary and benefits commensurate with qualifications and experience will be provided. Relocation
assistance will be considered, if needed.
