YMCA of Greater Richmond
YMCA at the Athenaeum
Hendricks Regional Health YMCA
Under the direction of the Executive Director, the Associate Executive Director is responsible on a daily basis for creating a transformative Y Experience for our members, program participants and employees at their branch as well as supporting branches within their operations group. The Associate Executive Director must be able to lead and manage people to execute exemplary customer service, high quality programs and clean, well maintained facilities and equipment. The Associate Executive Director must be or become a subject matter expert and innovator in the core programs of the Y including but not limited to: membership, health and wellness, aquatics, sports, family programming and any additional branch specific programs.
The Associate Executive Director will support 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 Associate Executive Director, and the employees they supervise, through mastering, demonstrating and coaching others in Design Thinking.
The Associate Executive Director is someone who shows promise to be an Executive Director. The Associate Executive Director will receive coaching and engage in developmental experiences to prepare them for an Executive Director role including board development and fundraising.
The Associate Executive Director will drive success in the following areas of responsibility to support a strong Y Experience:
Successful Strategic Plan metrics, Net-Promoter Scores and Objectives and Key Results (OKRs).
The Branch Operations Director 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 branch specific programs.
Operating practices and systems are in place and consistently implemented for:
-Timely action planning is in place (with effective) for operating units and/or program areas that have performance concerns.
-Successfully leads committee(s) of the advisory board as assigned.
-Fundraising goals are accomplished.
-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.
-Branch 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 branch operations and child development.