Employment type: full time 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