Yale SOM and Central Coast CT YMCA's Partnership with Purpose

Central Connecticut Coast YMCA

Founded in 1859 to serve New Haven residents, the Central Connecticut Coast (CCC) YMCA has grown into one of the most impactful nonprofits in the state. Today, the Y serves 75,000 individuals a year across 25 towns in the Greater Bridgeport and New Haven areas, offering swimming lessons, exercise classes, youth sports, and summer camps.

But its work goes far beyond traditional YMCA programming. The CCC Y is the largest provider of affordable, supportive housing in Connecticut and a major source of childcare – programs rooted in its mission to nurture a healthy spirit, mind and body for all.

Throughout its 166-year history, the organization has adapted to meet the changing needs of the communities it serves. In the early 1900s, that meant offering English classes to immigrants. During the COVID-19 pandemic, it meant starting food pantries and virtual wellness programs. Today, the CCC Y’s focus includes teaching core values to children and promoting wellness for people of all ages.

“We will do whatever our neighbors and communities need to make them strong,” said Tim Bartlett, the CCC Y’s president and CEO.

Partnership with a Purpose

That community-first mindset led to a longstanding partnership with the Yale School of Management (SOM) that benefits both the YMCA and business students.

Since 2017, the CCC YMCA has participated in the Golub Capital Nonprofit Board Fellows Program, which places Yale MBA students on the boards of local nonprofit groups. Students apply to take part in the program, and those accepted receive faculty-led training in nonprofit governance. At most organizations, fellows serve as nonvoting board members and complete a strategic project.

The CCC YMCA stands out as the only nonprofit in the program where fellows serve as full voting board members. Rather than working on a structured project, they contribute informally by participating in meetings and bringing fresh perspectives to the organization.

“I really like the fact that they jump right in, ask questions and make suggestions,” Bartlett said.

When Yale SOM first approached the Y about participating, David Stevenson, then president and CEO, quickly agreed. “I said, ‘Fantastic,’ because we were looking to add different voices to our board that are a bit younger and a bit more diverse,” Stevenson recalled.

Giving fellows full voting rights, he said, was intentional. “We wanted them to have the full board experience,” he said. “That means reading the materials, coming prepared to early morning meetings, and visiting our programs -- whether it’s a day camp or one of our affordable housing sites.”

Since then, the fellows have embraced the role with meaningful input.

Real-World Boardroom Lessons

Margaret Kuo ’25 joined the CCC YMCA’s board just as Bartlett stepped in as CEO. Kuo, who had prior experience as an associate board member at another nonprofit, saw the fellowship as a chance to get hands-on experience in governance.

“My biggest takeaway has been a lesson in change management,” she said. “I’ve seen how Tim is implementing his vision for the board – especially with members who’ve served for 30 years. He’s kept a friendly culture while slowly pushing for change, like adding new board members who are representative of the communities that we serve.”

At first, Kuo struggled with imposter syndrome. But after initiating coffee chats with other board members and pushing herself to speak up in meetings, she gained confidence. That led to a site visit to one of the Y’s supportive housing facilities.

“Seeing how the Y provides not just housing but also clothing, childcare and mental health support was incredible,” she said.

Bartlett praised fellows like Kuo who go beyond the boardroom, volunteering at food distribution events and other programs. “That shows that not only are the board fellows there in mind, but they’re also there in soul and spirit,” he said.

In the summer of 2024, Kuo drew on lessons from a Yale SOM technology class to brief the executive board on how artificial intelligence tools could streamline operations. Her presentation addressed both practical applications and ethical considerations.

“It was a real asset and helped us improve our work,” Bartlett said.

Kuo said her fellowship at the Y deepened her connection to New Haven beyond the classroom. “It helped me understand the local community in a meaningful way,” she said. “I definitely want to serve on a board again -- and now I feel much more prepared to contribute effectively.”

Bridging Theory and Practice

Rachel Warne '23 served on the CCC YMCA’s board from 2021 to 2022, just as the nonprofit was emerging from the pandemic. Revenues had dropped significantly, yet the organization pivoted quickly to offer online classes and start emergency food assistance programs.

“I learned a lot about leading through challenges and making sure the organization comes out even stronger,” she said. “The Y’s leadership team was an instructive model of how to do that.”

The fellowship also taught her critical skills for her current role at Bridgespan, a nonprofit consulting firm. Observing the inner workings of a seasoned organization taught her how to prepare for meetings, present ideas and contribute strategically to governance conversations.

“Having that firsthand experience of being on the board and understanding a board member’s perspective has served me really well in working with nonprofit clients,” she said.

Warne recalled how her board service also bridged theory and practice. “It was fun to take a class like Strategic Management of Nonprofit Organizations and then see those lessons show up during real board meetings at the Y,” she said.

Other fellows at the Y have shared ideas for strengthening the board, such as improving member engagement and expanding recruitment. Some suggested that rather than relying solely on the CEO to recruit new members, the Y should also involve board chairs and longtime volunteers so candidates better understand the board’s culture.

One of those longtime volunteers is Board Treasurer Chris Gallo, a 35-year veteran of the Y. He makes a point of meeting every Yale fellow who joins the board, sits beside them during meetings and answers their questions.

“They’re really bright, early in their careers and driven to succeed -- I love talking to them,” Gallo said. “They bring a different perspective, shaped by their formal training at the Yale School of Management. They’ve studied how nonprofits operate -- not just in terms of serving the community but across all aspects of operations. That’s invaluable to us.”

While most Yale SOM graduates leave New Haven to pursue careers elsewhere, Bartlett said he hopes the fellowship leaves a lasting imprint.

“I hope the nonprofit board experience ignites something in the Yale fellows so that wherever they end up, they go out and volunteer and help their communities,” he said.