The Executive Director (ED) is the senior executive responsible for strategic implementation, safe and effective delivery of YWCA NWT programs, financial stewardship, staff leadership, public representation, and organizational performance. The ED reports to and is accountable to the Board as their employer, exercises Board-delegated management authority, and advances the YWCA NWT's mission, vision, and strategic plan through honest, respectful, accountable, feminist, inclusive, trauma-informed, culturally responsive, and values-based leadership.
1. Reconciliation, Indigenous partnerships and cultural safety
- Build respectful, sustained relationships with Indigenous governments, Elders, Knowledge Keepers, community organizations and service users.
- Integrate relevant Truth and Reconciliation Commission Calls to Action into planning, service delivery, staff learning and partnerships where aligned with the mandate.
- Subject to Board approval, develop measurable goals for Indigenous representation, leadership, recruitment, retention, culturally safe services and equitable access.
- Report progress while respecting Indigenous protocols, knowledge and data governance.
2. Leadership, external representation and advocacy
- Build productive relationships with Indigenous governments, political leaders, public agencies, Northern organizations, donors, businesses and community partners.
- Maintain regular engagement with government and funding agencies; represent YWCA NWT at community events, YWCA Canada meetings and applicable peer-review processes.
- Develop, model and evaluate a workplace culture consistent with YWCA philosophy, equity, inclusion, cultural safety and organizational values.
- Support advocacy and public engagement that improves outcomes for women, children, families and gender-diverse people within the organization’s mandate.
- Serve as principal public, media and business-community contact and authorized spokesperson; ensure communications reflect Board policy.
3. Strategy, operational planning and continuous improvement
- Translate the Board-approved strategic plan into an annual operating plan with accountable leads, timelines, budgets and measurable indicators.
- Oversee day-to-day operations, programs, facilities and contractors; evaluate effectiveness and implement improvements within delegated authority.
- Draft policies for Board approval; establish procedures, communication channels, operational manuals and management backup arrangements.
- Prepare funding proposals and oversee fulfillment of agreements, reporting and service obligations.
- Report quarterly on strategic progress, achievements, service outcomes, barriers, risks and corrective actions.
4. Program quality, client safety and protection
- Ensure services are timely, culturally responsive, trauma-informed, and accessible and delivered by competent, appropriately trained employees.
- Oversee program compliance with legislation, funder conditions, YWCA standards and Board-approved policies.
- Maintain service-quality monitoring, program evaluations, client complaints and grievance procedures, emergency response plans and secure client records.
- Ensure communication between service locations and adequate coverage for continuous and 24-hour services.
- Obtain prior Board approval for closures, fundamental changes to facilities or major reductions in community services as required by governance policies.
5. Board governance and executive accountability
- Work with the Board on strategic planning; advise on policy, risk, emerging issues and options while respecting the distinction between governance and management.
- Implement lawful resolutions passed by the Board as a whole and provide accurate, complete, understandable and timely Board information.
- Disclose material financial, legal, reputational, and operational and compliance risks, anticipated adverse media coverage and threatened or pending litigation promptly.
- Seek Board approval for matters outside delegated authority and for material program changes as required by governing instruments.
- Support Board and committee meetings, the annual general meeting, research, official correspondence and governance records.
- Recognize that only the Board acting through authorized processes directs, evaluates, disciplines or changes the employment terms of the ED; individual directors do not independently direct the ED.
6. Financial stewardship, compliance and internal controls
- Prepare annual operating and capital budgets for Board approval before the current budget expires; provide at least quarterly financial reporting and timely variance forecasts.
- Oversee bookkeeping, audit preparation, financial records, cash management, controls, asset protection, and segregation of duties and approved signing authorities.
- Ensure timely payroll, tax, WSCC, Northwest Territories payroll tax and other statutory remittances, as well as CRA registered-charity annual returns.
- Ensure two signatures on banking and legal documents where required by the bylaws; obtain Board approval for unbudgeted expenditures as required by Bylaw 8.6.
- Obtain Board authorization for reserves, borrowing, real estate transactions and other reserved decisions under bylaws and governance policies.
- Maintain effective relationships with funders and donors; oversee grant compliance, financial sustainability, and prudent use of resources.
7. Procurement, contracting and property development
- Maintain and enforce approved procurement and contracting procedures including fair competition, quotations, tendering, conflict disclosures, vendor due diligence and documented evaluation.
- For purchases exceeding $5,000, obtain comparative pricing and assess value, quality and conflicts as specified in Governance Policy 6.7, subject to any stricter approved rule.
- Oversee housing and property-development business cases, capital budgets, funding, procurement, safety, professional advice, schedule and cost controls.
- Bring material project risks, scope changes, contractual commitments and land/building transactions to the Board for approval where required.
- Do not divide transactions to evade applicable approval or procurement thresholds.
8. Human resources, employment relations and workplace safety
- Oversee the Human Resources Manager and ensure sound HR practices for workforce planning, recruitment, job evaluation, compensation, benefits, succession, training, supervision and annual performance review.
- Ensure consistent application of Board-approved HR policies; respond promptly and fairly to employee complaints, harassment, misconduct, grievances, and performance concerns, with documentation and confidentiality.
- Exercise disciplinary authority, including termination where appropriate, in compliance with law, employment agreements, procedural fairness and delegated authority; seek legal advice on sensitive matters.
- Maintain safe, respectful, non-discriminatory workplaces, effective occupational health and safety systems and WSCC compliance.
- Maintain qualified internal leadership capacity in Finance and HR; report essential vacancies and recruitment plans promptly to the Board.
- Use specialized or temporary consultants within approved authorities.
9. Fund development and communications
- Partner with the Board on fundraising strategy and campaigns while maintaining clear roles for governance and implementation.
- Develop donor stewardship, recognition, grant applications, pledge collection, marketing and public-relations programs.
- Cultivate major donors, foundations, corporations, government partners, and media relationships while protecting the organization's reputation.
10. Information management, continuity and risk
- Protect confidential client, employee, Board and financial records through access controls, lawful retention, backups and tested recovery procedures.
- Document essential duties so they are not dependent on a single person; ensure at least two senior managers understand significant ED tasks carried out for the Board.
- Identify an acting ED for absences longer than two days and arrange acting program managers for absences exceeding one week, consistent with governance policy.
- Maintain enterprise risk, insurance, incident escalation, safeguarding and business-continuity processes.
11. Supervision, professional development and evaluation
- Lead and supervise all direct reports, subject to the current Board-approved organizational chart.
- Recruit, coach, evaluate and develop staff and contractors; ensure clear accountability and succession plans.
- Submit an annual professional development plan to the Chair of the Board HR Committee for Board approval.
- Participate in confidential annual ED evaluation through the Board HR Committee against Board-approved objectives.
Qualifications and experience
- Post-secondary degree in social services, public administration, business, nonprofit management or related discipline; equivalent combinations of education, lived experience, and senior leadership experience may be considered.
- Typically 8–10 years of progressively responsible leadership, including senior management of multi-program organizations, budgets, staff and external partnerships.
- Demonstrated knowledge of nonprofit Board governance, employment law, funding agreements, financial controls, risk management and community-service delivery.
- Experience with housing, shelters, crisis services, child and youth programs, or comparable complex 24-hour human services is strongly preferred.
- Demonstrated ability to work respectfully with Indigenous communities and advance reconciliation, equity and trauma-informed practice.
- Strong executive judgment, communication, crisis leadership, stakeholder relations, fundraising and analytical skills.
- Ability to work flexible hours, attend evening meetings, travel within the North and participate in national YWCA activities as required.
Interested applicants can send their resume and cover letter to the Board President: president@ywcanwt.ca. This posting will remain open until filled.
