Position Profile and Candidate Brief

April 2023

Table of Contents
SECTION I .................................................................................................................................................... 3

Position Profile ........................................................................................................................................ 3

Living in Niagara ................................................................................................................................... 3

The Organization ..................................................................................................................................... 3

Strategic Directions .............................................................................................................................. 4

Mission .................................................................................................................................................... 4

Values ...................................................................................................................................................... 4

Vision ....................................................................................................................................................... 4

The Position ................................................................................................................................................ 5

Reports to ................................................................................................................................................ 5

Direct Reports .......................................................................................................................................... 5

Interacts with........................................................................................................................................... 5

Position Overview ....................................................................................................................................... 5

Key leadership initiatives ......................................................................................................................... 6

Key Accountabilities ................................................................................................................................. 6

Our Members ....................................................................................................................................... 6

Visionary Leadership ............................................................................................................................ 6

Our People ........................................................................................................................................... 7

Fiscal Stewardship ................................................................................................................................ 7

Programs and Services ......................................................................................................................... 7

Community Relations and Advocacy .................................................................................................... 7

Chief Executive Officer ................................................................................................................................ 8

The Person .................................................................................................................................................. 8

Education & Qualifications....................................................................................................................... 8

Key Competencies ................................................................................................................................... 8

Leadership ............................................................................................................................................ 8

Key Qualities ........................................................................................................................................ 8

SECTION 2 ................................................................................................................................................... 9

Annual Report ......................................................................................................................................... 9

SECTION 3 ................................................................................................................................................... 9

Financial Statements ............................................................................................................................... 9

SECTION 4 ................................................................................................................................................... 9

The Timetable .......................................................................................................................................... 9

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SECTION I
Position Profile
Living in Niagara

Situated in Southern Ontario between Lake Ontario and Lake Erie the Niagara Region is comprised of 12
distinct municipalities. As a growing region with a population expected to grow to over 500,000, Niagara
is probably best known as a tourist region, and one to which almost thirteen million visitors flock each
year. Half of North America’s population lives within a day’s drive of the region. The region is also a
major manufacturing, agricultural, and logistics centre.

Niagara has 215,000 acres of farmland and produces more than $1.4 billion in agricultural GDP. The
region’s vineyards and its 96 wineries produce 80% of Canada’s wine and grapes. Manufacturing has a
long history in the region too, from mills in the 1850s that drew water and, later, power from the river.
Today, 17,000 manufacturing workers in 620 businesses work to produce $2.17 billion in GDP, and
companies such as General Motors and General Electric have invested over $4 billion in the region in
recent years. A KPMG study found that in 115 jurisdictions across North America, Niagara was ranked
7th in manufacturing competitiveness. One advantage is likely the skilled workforce. With two post-
secondary educational institutions, almost two-thirds of the working-age population has a post-
secondary education.

Niagara is a great place to live and is celebrated for its natural beauty, milder climate, and access to an
abundance of activities both on land and lakes. Residents and visitors can enjoy one of seven
amusement parks, thirty arenas, forty golf courses, a hundred performing arts establishments and
another hundred fitness and recreation centres, and more than 300km of cycling trails, as well as events
such as the Winter Festival of Lights, the Grape and Wine Festival, the Shaw Festival, or the Niagara Falls
Comic Con. Finally, those who dislike the cold should note that Niagara’s cities are ranked by Maclean’s
as some of the most hospitable in the country, with low rain and snowfall and relatively few cold days
per year placing most in the top 50 of 415 surveyed municipalities.

The Organization

The YMCA of Niagara is a registered charitable organization and has celebrated more than 160 years of
service to the Niagara community. Our YMCA has demonstrated a resilience and responsiveness to
community need time and time again. After a successful amalgamation process several years ago the
YMCA of Niagara currently operates a multi-site Association providing innovative programs including a
robust childcare program, employment and immigrant services, day camps, EarlyON, youth action and
health fitness and aquatics across three Membership Centres in twelve distinct municipalities. YMCA of
Niagara benefits from the service of passionate and dedicated staff members, volunteers, and a strong
donor base.

An operational review was completed in the fall of 2020, and a leadership review was completed in
January 2023. In both cases the Board of Directors accepted recommendations for change and quickly
moved forward to implement an Interim Leadership Model to establish the foundation for a stabilized
Association. Change was required. For example, decisions concerning ongoing operations in our
Membership Centres where revenues were not meeting targets needed to be made. As a result, a long-
standing partnership with the City of Niagara Falls was ended culminating in a permanent closure of our
facility in that Centre. Subsequently, the Walker Family YMCA in St. Catharines was also closed and
services discontinued. The Board of Directors believes we are well positioned to launch a recruitment
for a Chief Executive Officer to lead us to a bright and strong future, meeting the needs of a vibrant and
ever-growing diverse community. Your leadership will begin with the development of a coherent and
viable Strategic Plan building on the achievements and partnerships we currently celebrate.

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During this time of transition our Board has approved a focused strategic direction to enable the
organization to move forward.

Strategic Directions

Increase our significance to the individuals we serve as we build healthier communities together. We will
accomplish this by:

presence, fostering engagement, and demonstrating entrepreneurialism.

Mission

The YMCA of Niagara is a registered charity, open to all, providing leadership and opportunities for
people and their community to grow in spirit, mind, and body.

We will pursue our work in the spirit of reconciliation and intentional humility.

Values

Values are cornerstones that make our society safe and workable. They are the principles of thought and
conduct that help distinguish right from wrong and provide a foundation for decision making. Values,
which are sometimes referred to as character, are the basis of who we are, how we live and how we
treat others. These are the Core Values:

• Caring: Acting with compassion and concern for the wellbeing of others

• Health: Being committed to physical, social, emotional, intellectual, and spiritual development

• Honesty: Demonstrating integrity and trustworthiness

• Inclusiveness: Appreciating diversity. Striving to be open to all. Seeking to understand

• Respect: Recognizing and protecting the inherent worth of every person, including oneself

• Responsibility: Being dependable and accountable for choices, actions, and commitments

• Living with and acting on good values contributing to the development of healthy self-esteem

Vision

Inspiring health, wellness, and community – for life.

To learn more about the YMCA of Niagara please visit our website at http://www.ymcaofniagara.org/

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The Position

Reports to:

• Board of Directors

Direct Reports:

• General Manager Finance & Administration

• Manager of Philanthropy

• General Manager Employment & Immigrant Services

• Human Resources Manager

• General Manager – Health, Fitness & Aquatics

• Manager of Marketing and Communications

• General Manager Camp, Community & EarlyON

• General Manager Children’s Services

• Executive Assistant

Interacts with:

• Board of Directors (12)

• Community Voting Members

• Community Non-voting Members

• Executive Leadership Team

• Members

• Volunteers

• Heritage Club Members

• Donors

• Y Canada

• Government – municipal, provincial & federal

• Universities and Colleges

• Other Community Agencies

• Business Community

• Community-at-Large

Position Overview

The Chief Executive Officer (CEO) will lead the YMCA of Niagara at one of the most challenging and
transformative periods in its history. By focusing on members, people and partners, the Y is poised to be
a leader in delivering on our Mission and meeting the needs of the communities we serve. The
incumbent will be a highly visible leader who is inclusive and strategic as the organization grows as a
significant partner as we build healthier communities together.

The CEO of YMCA of Niagara will be highly engaged and collaborative, building an environment that taps
into the strengths of the unique communities served, supports the passion and commitment of staff and

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volunteers to create an Association that prioritizes service excellence, innovation, and kindness. Based
on current strategic directions, community context, and support from the Board of Directors, the CEO
will lead a consultative process to initiate and develop a far-reaching strategic planning process that will
result in a coherent and realistic plan (that will be assessed and reviewed for relevance on a regular
basis).

The CEO must renew and develop relationships with a variety of internal and external stakeholders and
partners ranging from the Board of Directors, government ministries, academic institutions, twelve local
governments throughout our region and leaders and team members in YMCA across Ontario and
beyond.

The CEO is responsible for managing the overall operation of the organization; preparing budgets and
monitoring expenditures; planning, overseeing, and evaluating the programs and services across all
sites. S/he is also responsible for developing internal processes and structures that support the work of
the Y in Niagara and captures best practices both within the Y Association broadly and externally by
drawing on research and industry to seek improvements.

The CEO will be a knowledgeable, trusted and kind ambassador for our YMCA. S/he will refine and/or
create structures and processes and systems that support the collaborative best efforts of the team,
partners, and those we serve.

Key leadership initiatives

• Advance diversity, equity, and inclusion across the YMCA of Niagara

• Initiate and develop a far-reaching strategic planning process that will result in a coherent and

• Lead the advancement of transformation and forward-thinking change, garnering growth

• Recognize the stagnation in current health and fitness models and considering a wide range of

• Advance partnerships especially with educational institutions, research centres, provincial and

Key Accountabilities

Our Members

• Ensure a service level of excellence validated through membership survey

• Ensure Members and Families receive value for money

• Align all programs with health & safety best practices, quality, and risk strategies

Visionary Leadership

• Drive an outward looking vision for the YMCA of Niagara

• Forward thinker, diplomatic, and flexible

• Enable the Mission, Vision, and Values to collaborate enthusiastically on the development of the

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• Lead a culture of kindness and giving

• Create organizational capacity and resilience

• Influencer

Our People

• Harness the energy of the executive team and continue to build on existing strengths while

• Promote a healthy and transparent working environment based on our organizational values for

• Develops succession planning and learning opportunities to improve and further develop

Fiscal Stewardship

• Ensure all key financial decisions are consistent with our mission, vision, and values and best

• Oversee and implement agreements between the organization and any funding partners,

• Ensure overall sustainability of the Association

Programs and Services

• Deliver on the promise of excellence and quality in all programs and services delivery

• Ensure that the programs and services offered by the organization contribute to the

• Seek ideas and input from staff and members on improvement opportunities and seek advice

Community Relations and Advocacy

• Effective communicator highly skilled at listening and engaging and consulting with others

• Act as a key spokesperson for the YMCA of Niagara in internal and external communications and

• Ensure there is a comprehensive Funds Development Strategy

• Deliver and communicate a strong “Case for Support” for YMCA of Niagara for fundraising

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Chief Executive Officer

The Person

Education & Qualifications

You have achieved a masters level degree in leadership, sports, business, public health administration or
other relevant field or an equivalent combination of education and experience.

• A minimum of 5-7 years of proven senior management experience in a large public or private

• Broad understanding of the role of not-for-profit and charitable organizations and of

• Knowledge of YMCA philosophy and programs and services desirable

• Knowledge of all federal and provincial legislation applicable to charitable sector organizations

Key Competencies

Leadership

• A strategic and credible results-driven executive

• A leader with demonstrated integrity and a high degree of emotional intelligence

• Visible and engaged leader committed to building a high performing culture

• Innovative systems thinker

• A leader with political acumen, successful change leadership skills and energy

• Demonstrated ability to lead in a complex, dynamic, and multi-site environment

• Exceptional communication, interpersonal and presentation skills

• Peacemaker and negotiator

Key Qualities

• Inspirational and motivational leader

• Self-aware and humble; puts ego aside to seek what is best for organization

• Politically astute

• Results driven

• Sound judgement

• Curious and Spirited

• Visible

• Courageous

• Respectful

• Entrepreneurial

• Sense of humour

SECTION 2

Annual Report

To view the YMCA of Niagara 2022 Annual Report please visit
https://annualreport.ymcaofniagara.org/

SECTION 3

Financial Statements

Detailed statements available upon request

SECTION 4

The Timetable

The Board is looking to complete the recruitment process June ‘23 to enable the new Chief Executive
Officer to take up the position at the earliest possible convenience. It is anticipated that interviews will be
held in May.

Applications will be received via email in confidence no later than 5:00pm on Friday, May 5th 2023 to:

Jim Janzen Senior Vice President YMCA Ontario at:

ftceoymca@niagara.ymca.ca

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