For example, while finalizing the long-term plan, an opportunity came up to merge with the Don M. and Margaret Hilliker YMCA in Bellefontaine, where the YMCA already operated Camp Willson. The YMCA also set up a management agreement with the YMCA in Marysville with a potential merger in the future, and is working with Reynoldsburg to build a new YMCA and Whitehall to renovate a space for a youth and family program-centered YMCA.
“We already have the momentum moving forward to expand our footprint and, ultimately in the end, we expect to be able to double our impact over the course of the next five to 10 years,” Ives says.
Building the vision
Ives spent his first year in Columbus focused on the team and team values. It took time and effort to build trust as his staff got to know how he operates and what matters to him.
“I shared, right out of the block, some of the core values that were important to me, and it’s been part of our discussion and dialog and culture ever since,” he says.
Ives also focused on putting people in the right places, including recruiting some who will be instrumental for fundraising and looking at the board structure to ensure it helps the YMCA be successful with its growth strategy.
It’s always a challenge to shift people around and institute change, Ives says. But one part has been easy: getting buy in.
“It’s not been difficult getting people on board because there’s just built-in enthusiasm within us Y folk to do big things and do it well,” he says.
To collectively build a vision for growth, Ives follows what he calls sure diagnosis.
“Make sure that all the key players appreciate and understand the why, the W-H-Y, of what you’re doing and buy in to it. Take the time to have those conversations. Why might we grow? What are the compelling reasons for us?” he says.
Growth cannot just be fun and something that seems like the right thing to do. It has to be purposeful and connected to the cause of the organization and the personal aspirations of the team.
Long-term strategic growth also requires time, Ives says. That’s why the YMCA’s leadership spent almost three years on its plans, while still being open to opportunities that crop up. It is engaging all the staff and volunteers so they know what game the organization is going to play for the next five to 10 years.
