YMCAs across the United States

The YMCA's programs shift as the postulate of the community shift. The positionor must stand only to meet three requirements established by the national organization to expect a YMCA "franchise". The organizational chart between the YMCA and severally of the chartered organizations is very simple: in that respect is a direct line between the national organization and the local organization. There are no intermediary (e.g. regional) governing bodies.

Each chapter, such(prenominal) as the Huntington YMCA, are required by the national YMCA's temper to pay annual dues to the national organization, to refrain from discrimination in offering services to anyone in need, and to support the mission of the YMCA as defined by the national organization. That mission is "To put Christian principles into practice through programs that build healthy spirit, mind and corpse for all" (http://www.ymca.com/index.jsp). Decisions at the level of the national organization are made by its board of directors. Minutes of the board's meetings are get off (and emailed) to the directors of all of the local chapters, and any decisions that would affect the local chapters would be conveyed by mail or phone calls. However, there is scant(p) need for continual communication about governance between the national

In general, the decision-making touch is an informal one, although some decisions are made formally. An example of the last mentioned is the annual budget approval process.

The budget is designed by the three divisional heads workings with the executive director, along with input from volunteers and the suggestions of those who use the chapter. This process is essentially an informal one, with small gathering meetings often over coffee or lunch in which staff and volunteers brainstorm about the needs of the community and the slipway in which the chapter can meet those needs while at the same time adhering to the national mandates. This process of informal, inclusive governance is typical of non-profits and is the construction of non-profits that is both generally the most valued component of working for them as well as often the most frustrate (Monks & Minow, 2001).

I'm making less than a third here than I was making at my previous job, and quite frankly I wouldn't have taken this position - despite all of the benefits in terms of doing good that it offers - if there weren't other reasons that I precious to move here. My mother lives nearby and she needs a mountain of help because her health isn't very good right now.

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