YMCA OF LONDON, ONTARIO As Shaun Elliott, chief executive officer, prepared for the last senior management planning session in 2005, he reflected on what the YMCA of London (the London Y, or the association) had achieved in the last four years. Since joining in 2001, Elliott had led the organization from a deficit of $230,0002 to a projected surplus of almost $1 million by the end of this fiscal year. This turnaround had been accomplished through a careful balance of internal cost cutting and growth through partnering and program expansion. Innovative partnerships with other organizations had allowed the London Y to expand its programs and facilities with minimal capital investment. In addition to its now solid financial performance, the London Y was on track to exceed its targeted participation level of 46,500 individuals by the end of 2005. It was now time for Elliott to turn his attention to achieving the next level of growth: participation levels of 102,000 individuals by 2010_He knew that to achieve an increase of this magnitude senior management would