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 need to increase their focus and its capacity and that he would need to spend more time on longer-term strategic initiatives and community relations. He wondered if this was possible given the current situation. The Young Mens Christian Association (YMCA) was an international federation of autonomous not-for-profit community service organizations dedicated to meeting the health and human service needs of men, women and children in their communities. The YMCA was founded in London, England, in 1844, in response to the unhealthy social conditions resulting from the industrial revolution. Its founder, George Williams, hoped to substitute Bible study and prayer for life on the streets for the many rural young men who had moved to the cities for jobs. By 1851, there were 24 YMCAs in Great Britain and the first YMCA in North America had opened in Montreal. Three years later, in 1854, there were 397 separate YMCAs in seven nations, with a total of 30,400 members.3 From its start, the YMCA was unusual in that it crossed the rigid lines that separated the different churches and social classes in England at the time. This openness was a trait that would lead eventually to YMCAs including all men, women and children regardless of race, religion or nationality. In 2005, the YMCA was in more than 120 countries around the world and each association was independent and reflected its own unique social, political, economic and cultural situation. YMCAs worldwide shared a commitment to growth in spirit, mind and body, as well as a focus on community service, social change, leadership development and a passion for youth. A similar, although separate organization, the Young Womens Christian Association (YWCA) was founded in 1855 in England.5 It remained a separate organization; however, some YMCAs and YWCAs chose to affiliate in order to best serve the needs in their communities. THE YMCA IN CANADA The London Y was a member of YMCA Canada, the national body of the 61 Canadian member associations. YMCA Canadas role was to foster and stimulate the development of strong member associations and advocate on their behalf regionally, nationally and internationally. YMCA Canada was a federation governed by a national voluntary board of directors which oversaw national plans and priorities. Volunteer board members were nominated by the member associations. YMCA Canadas President and CEO were accountable to the board for national operations. The national office had only 20 employees in 2005, reflecting the relative autonomy of the member associations. As in the rest of the world, YMCAs in Canada served people of all ages, backgrounds and abilities and through all stages of life. They were dedicated to helping people attain a healthy lifestyle and encouraging them to get involved in making their community a better place. As charities, the YMCA member associations relied on the support of their communities, the private sector, governments and other agencies. YMCA fundraising campaigns helped to provide better programs and facilities, as well as greater accessibility and financial assistance to include as many people as possible.6 Earlier in 2005, YMCA Canada, in conjunction with its member associations, had developed a strong association profile, which comprised a wide range of performance measures similar to a balanced scorecard. Implementation of this measurement tool was voluntary, although YMCA Canada encouraged individual associations to use it to assess their performance and to compare their performance with other associations. According to the YMCA Canada strong association profile, a strong YMCA position profile is as follows: demonstrates that it is having an impact on individuals spirits, minds and bodies, while building strong kids, strong families and strong communities; assists people to participate in the YMCA who otherwise could not afford to be involved; is seen as a valued contributor to the community; has the capacity to influence the community relative to its strategic priorities; has quality programs that help members meet their personal goals; demonstrates growth in participation over time; offers a variety of programs that are accessible to the community; has a culture of involving their members continually by encouraging them to give their time, talent and treasure to the YMCA; has identified key audiences and has a communications plan that addresses each audience. The London Y had piloted an earlier version of the strong association profile and had already set annual targets for 2005 through to 2010 (see Exhibit 1). The London Y planned to implement these targets and measures as part of its 2005 strategic planning cycle. THE YMCA OF LONDON Founded in 1856, the YMCA of London was a multi-service charity that described its mission as providing opportunities for personal growth in spirit, mind and body for people of all backgrounds, beliefs and abilities.7 Its articulated values and the principles by which it operates were: Honesty: to tell the truth, to act in such a way that you are worthy of trust, to have integrity, making sure your actions match your words. Caring: to accept others, to be sensitive to the well-being of others, to help others. Respect: to treat others as you would have them treat you, to value the worth of every person, including yourself. Responsibility: to do what is right, what you ought to do, to be accountable for your behaviour and obligations. write exceutive summary and memo.