Dear Friends of the YMCA of Metropolitan Detroit,

Get ready for a brighter future with the YMCA!

We are thrilled to share the YMCA of Metropolitan Detroit’s bold new strategic plan — a vision shaped by our shared hopes, inspired by our deep roots, and driven by a renewed commitment to the people and communities we serve.

This plan reflects what we have heard from so many of you—our members, program participants, community partners, and donors. It is a response to our region’s evolving needs and a promise to continue growing, adapting, and showing up in meaningful ways.

Eric

Eric D. Huffman
Immediate Past Board Chair

Gail

Gail von Staden
Board Chair

Parrish

Parrish Underwood
President & CEO

Our Vision

The Y is a vibrant hub where everyone, regardless of background, can connect, grow, and reach their full potential. Together, we build a healthier, more connected future for our community.

YMCA Mission

The mission of the YMCA of Metropolitan Detroit is to put Judeo-Christian principles into practice through programs that build a healthy spirit, mind, and body for all.

Our Values

YMCA of Metropolitan Detroit is committed to practicing and demonstrating the core values of caring, honesty, respect, responsibility and inclusion in all aspects of the organization.

Our Beliefs

Our Programs

Our YMCA offers values-centered programs and services with a focus on youth development, healthy living, and social responsibility, offering programs in the following areas:

Strategic Advantages

Aquatic & Programmatic Expertise

The YMCA leads in aquatic instruction and water safety, leveraging community pools and extensive resources.

Positive Youth Development

We empower youth through impactful programs, first-time jobs, and workforce development opportunities.

Inclusion & Belonging

We ensure access for all, regardless of financial ability, through dedicated community fundraising.

Commitment to Youth & Teen Safety

Our Praesidium Accreditation reflects our unwavering focus on child, teen, and aquatic safety.

Passionate & Resilient Leadership

Our adaptable leaders inspire and equip staff and volunteers to thrive in a changing world.

Trusted Legacy

With a strong history of adapting to community needs, the YMCA drives lasting, positive impact.

Expansive Reach & Collaborative Impact

Through partnerships and community engagement, we create meaningful change beyond our physical locations.

Strategic Priorities

The Y is focused on serving all members of the community, including the needs of underserved groups and those struggling due to a lack of resources. Developed with feedback from community leaders, our five Strategic Priorities are firmly rooted in our mission and vision to create tangible benefits with measurable value for everyone in our community.

Our priorities focus on two themes:

Community Impact

Maximizing our positive influence on the community through programs, services, and partnerships.

Organizational Capacity Building

Strengthening our internal capabilities to effectively achieve our goals and sustain our impact.

Community Impact Strategy

Prioritize Youth & Family Engagement

The YMCA empowers youth, engages families, and builds community.

Community Challenges:

72%
72% of youth ages 6 to 17 years old are not getting the 60 minutes of recommended daily physical activity

(Physical Activity Alliance)

79%
79% of children in households making less than $50,000 per year have few or no swimming skills

(American Red Cross)

17%
17% of Michigan children and teens with anxiety or depression

(AECF)

33%
33% of Metro Detroit households earn below the poverty level

(Y-USA Community Profile)

42%
42% of Southeastern Michigan households face financial hardship

(UWSEM)

Outcomes by 2028:

20%
increase enrollment growth across all youth-based programs by 20%

10,000
Teach 10,000 children to swim and be safe around water through community partnerships and safety coalitions

25%
Increase enrollment growth in outdoor programming among under-resourced youth and families by 25%

Community Impact Strategy

Expand Health and Well-Being

Expanding health and well-being by prioritizing connection, prevention, and lifelong vitality.

Community Challenges:

73%
73% of people in Metropolitan Detroit report that they do not exercise regularly

(Y-USA Community Profile)

90%
90% of annual health expenses for Americans go toward chronic and mental health conditions

(CDC)

#1
Detroit ranked as the least healthy American city

(Forbes)

1 in 3
1 in 3 US adults report feeling lonely, while another 1 in 4 report not having social and emotional support

(CDC)

45%
45% of Metro Detroiters report struggling with their overall well-being

(Gallup)

Outcomes by 2028:

16,000
Grow membership engagement to 16,000 households

10%
10% improvement in member loyalty

15%
15% increase in adults and seniors participating in evidence-based health initiative programs

Organizational Capacity Building Strategy

Invest in Our People and Culture

Empowering staff, building leadership, and fostering a thriving, mission-driven environment.

Community Challenges:

74%
74% of nonprofits struggle with job vacancies and widespread staffing challenges

(Forvis Mazars)

19%
19% of US nonprofit employees will leave their current employer

(Exact Hire)

23%
23% of current nonprofit employees plan to leave the sector within 5 years

(Forbes)

62%
62% of nonprofits have problems recruiting volunteers

(Double the Donation)

Outcomes by 2028:

80%
80% of staff will achieve a minimum “exceeds position requirements and expectations” annual performance rating

90%
90% annual employee retention

10%
10% increase in volunteers

Become the not-for-profit board of choice for high-caliber volunteers seeking to connect the Y’s mission impact to community needs

Rank as an organization of choice to work, volunteer, and serve by staff and volunteers

Organizational Capacity Building Strategy

Deepen Community Impact through Increased Brand Familiarity and Visibility

Strengthening our identity as a trusted, community-driven leader and expand recognition of its lasting impact.

Community Challenges:

83%
83% of Americans say that word-of-mouth recommendations from friends and family members make them likelier to purchase a product or service

(SCORE)

18%
Only 18% of Americans recognize the YMCA as a nonprofit organization

(Y-USA Benchmark Study, 2017)

41%
41% of donors cite word-of-mouth as their top nonprofit discovery method

(Campaign Monitor)

Outcomes by 2028:

15%
15% expanded presence and influence in local media

20%
20% increase in community awareness of the YMCA’s historical legacy and current impact

30%
30% increase in social media engagement

Organizational Capacity Building Strategy

Ensure Organizational Impact

Ensuring financial and operational sustainability by balancing long-term stability with adaptable, mission-driven strategies.

Community Challenges:

85%
85% of nonprofits anticipate increased demand for their services

(Oracle)

½
Rising operating costs across half the nonprofit sector underscore the need for bold, strategic approaches

(Forvis Mazars)

19%
Only 19% of nonprofits’ operating revenue comes from philanthropic sources (grants, donations, corporate partnerships, and community collaborations)

(National Council of Nonprofits)

Outcomes by 2028:

3X
More than triple our annual net performance to deliver high-impact programs, serve more individuals and families, and ensure the financial strength to uphold our mission and meet operational, debt, and capital needs.

30%
Achieve 30% of annual revenue through philanthropy and partnerships to fuel high-impact programs, strengthen community health, and reduce barriers for those with the greatest need.

$2M
Raise $2 million through the YMCA’s annual community campaign to ensure every child, adult, and family has access to the Y’s life-changing programs and community, regardless of income or background.

Strategy Screen for Decision-Making

These criteria help us assess whether a new strategy or opportunity aligns with our organization. Using this strategy screen ensures future initiatives support our strategic plan.

Strategic Alignment

How does this opportunity or initiative align with the organization’s strategic priorities?

Impact Potential

What is the expected impact on the community, organization, or both?

How will the impact be measured?

Feasibility

How feasible is the initiative to execute given current resources, capabilities, and time constraints?

Sustainability

Will this opportunity or initiative be sustainable in the long term?

Does it require ongoing investment, and is there a plan for maintaining it?

Resource Availability

What are the necessary resources (funding, personnel, equipment) available for this opportunity or initiative?

Scalability

How can the opportunity or initiative be scaled or adapted for broader community reach or increased impact over time?

Risk & Complexity

What are the risks or challenges involved in the implementation of this initiative?

Stakeholder Support

Does the opportunity or initiative have support from key stakeholders, including staff, community members, and donors?

Our Future

The YMCA of Metropolitan Detroit intends to launch a future capital campaign to secure substantial community support for reinvestment in our legacy infrastructure. This strategic initiative will enhance our ability to serve the community and align with our most critical strategic goals. By laying the groundwork now, we aim to build a stronger foundation for future growth and impact.