Tulsa, OK, USA | N/A
Industry:Non-Profit / Social Enterprise
Job Description:130 people have viewed this job
The of Greater Tulsa Board of Directors is actively seeking a visionary leader who will build upon strong executive leadership and continue a culture of excellence within the . The seeks to be at the center of community life as a leading provider of youth programs, and health and wellness services. The CEO will be uniquely positioned to champion the mission and develop partnerships to meet the needs of a diverse and evolving population. Building upon and expanding partnerships is a key focus for the future work of the .
Qualified candidates must have a solid business acumen, sound judgment, and exceptional leadership skills. They must have a proven track record that demonstrates an ability to successfully implement and promote the ’s services and activities to the community; assess community needs and develop programs in partnership with others to meet those needs; raise funds through annual and capital campaigns; develop and manage a staff; and work with a board that focuses on strategic issues.
Salary Range:$170,000 - $210,000 annualized, commensurate with experience.
Benefits: Retirement contribution (12% paid by the ), vacation plan, health plan, relocation reimbursement, and other benefits per personnel policy included.
History: Since 1909, the of Greater Tulsa has served as an innovator in developing quality programs and services for youth, families, and the community.A historical facilitator of interfaith and interracial cooperation, the Tulsa has offered health and wellness, recreation, education, youth leadership, and family programs in churches, schools, and partnering community agencies for 109 years.While the ’s core values of caring, honesty, respect, and responsibility remain steadfastly the same, Y programs are constantly evolving to meet emerging community needs.
Mission and Focus: To put Christian principles into practice through programs that build a healthy spirit, mind, and body for all.
Service Area and Locations: The serves Tulsa, Bixby, Owasso, and Broken Arrow. The demographic population for Tulsa county and surrounding communities include:
Hispanic or Latino 11%
Black or African American 10%
American Indian 6%
Some Other Races 5%
Two or More Races 5%
Three or more races Below 1%
Native Hawaiian Pacific Islander Below 1%
Native Hawaiian Below 1%
Medium Sales Price
•The median sales price for homes in Tulsa for Jul 18 to Oct 17, 2018 was $150,000 based on 1,214 home sales.
Price Per Square Ft.
•Average price per square foot for Tulsa was $90, an increase of 5% compared to the same period last year.
Median Rent Per Month
•The median rent per month for apartments in Tulsa for Sep 22 to Oct 22, 2018 was $950.
Tandy Family - Built in 1970, remodeled 2016, 94,000 sq.ft.
Hutcherson Family – Built in 2007, 52,700 sq.ft.
Owasso Family – Built in 2005, 44,700 sq.ft.
Dickenson Family – Built in 2007, 19,200 sq.ft.
Downtown Tulsa - Built in 1915, 23,800 sq.ft.
Daily Family – Build in 1986, 45,002 sq.ft.
Westside – Built in 1970, 14,961 sq.ft. of building space and 28 Acres.This is a Day Camp/Ropes course site.
Camp Takatoka – owns 50 acres and leases 255 acres from the Corp of Engineers.
Membership: The association has a total membership of approx. 12,100 membership units.
Programs and Services: The ’s core and signature programs include:
University of Oklahoma, Tandy Healthy Living Center
GO Club (Graduate Oklahoma)
Community Health Programs
Pedaling for Parkinson’s
Yoga for Osteoporosis
Livestrong at the Y
Blood Pressure Self-Monitoring
ALL-STARS for Children with Acute Lymphoblastic Leukemia
Staff: In addition to the CEO, there are 500 part-time staff and 60 full-time staff. The CEO supervises 4 direct reports that include a Chief Financial Officer, Chief Operating Officer, Chief Learning Officer and Vice President of Development.
Volunteer Leadership: The Board of Directors includes a group of 26 individuals from the local community. Additionally, over 3300 volunteers are engaged annually to help the Y deliver on its mission.
Financial: The operates on a January-December fiscal year. Revenues: Total association budget is $12.5M.
Annual Campaign Support: In 2018 the raised $369,000. The 2019 goal is $380,000.
Capital Campaign History (since 2005):
Hutcherson Family – $8M – Facility built
Owasso (2007) – $2M – Facility updated
Tandy (2015) – $22 million – Facility rebuilt and expansion
Community: Tulsa is a beautiful part of the country and a beautiful part of Oklahoma with tremendous sunrises and sunsets.The city of Tulsa has urban housing downtown and the downtown and mid-town areas are very nice areas to live in. Mid-town has many eclectic and unique restaurants and shops.Downtown has several districts each of which has its own unique style.We have several attractions which bring visitors from around the country/world.The greatest is the Gathering Place which opened in September 2018.Other attractions include the Philbrook Museum, and Gilcrease museum.
There are over 100 miles of trails for running or cycling that go from Skiatook to Bixby and Sand Springs to Broken Arrow.The trail system is one of the finest in the nation. We are also surrounded by beautiful lakes such as Skiatook Lake, Keystone Lake, Grand Lake, and Lake Ft. Gibson.
We have many universities in Tulsa including The University of Tulsa, OSU Tulsa, OU Tulsa, Tulsa Tech, Northeastern State University, Rogers State University, and many others. School districts in Tulsa include TPS, Union Public Schools, Owasso Public Schools, Jenks Public Schools, Broken Arrow Public Schools, and many others.
The of Greater Tulsa is noted in our community as a high achieving non-profit organization.We are heavily involved in combatting the obesity epidemic through our medically based programs.Our community is also extremely philanthropic and looks to the to be at the table when community advancement is being discussed.
Minimum Criteria for Candidates:
Accredited 4-year college degree.
Must demonstrate excellent written and verbal communication skills and personal values consistent with the mission.
Must have the ability to develop and strengthen community relationships.
Have the ability to develop new programs, review and enhance programs being offered or considered, for both economy and the effectiveness in broadening our engagement in the communities in which we serve.
Strategic planning and fundraising experience including annual campaigns and the securing of grants.
Preferred Criteria for Candidates:
Organizational Leader Certification. If the candidate does not possess this, they must obtain it within 3 years from the date of hire.
Minimum five years prior experience in a senior management role with a or related experience at a comparable organization with direct supervision of multiple levels of staff and employees.
Fiscally sound business management approach.
Strategic planning and fundraising experience including annual campaigns and the securing of grants.
A proven track record of budgetary and fiscal management of more than $5,000,000 annually.
•Advocate the Vision Within the Community: Serve as ambassador for the mission, goals and values of the . 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 . Represent the ’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.
•Develop and Implement a Strategic Plan: Have the ability to work effectively with volunteers, key staff, and the of the USA 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 will focus on the development of a new strategic plan as the current one will expire in 2021.
•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.
•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.
Additional Key Priorities:
•Establish and Maintain a Positive Culture: Continue to strengthen a culture of inclusion, integrity, character and life-long learning within the organization that reinforces, encourages, and promotes values of honesty, respect, responsibility, and caring.
•Develop and Manage the Staff Team: The 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.
•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 association while building a culture of philanthropy among the board and staff. Experience with capital campaigns and projects is beneficial.
•Improve Operating Performance: Work with the board to develop an annual tactical plan for achieving key goals and objectives. 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.
•Continue to Develop an Effective and Diverse Volunteer Board: Work with an already active and engaged board to continue implementing "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 facilities.