A brighter future together:
2025-2027 Strategic Plan
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.
With hearts aligned and a shared belief in what is possible, we are taking bold steps with our community to expand opportunity, deepen connection, and strengthen well-being across metro Detroit. Under this strategic direction, we will:
- Prioritize Youth and Families: We will expand our programs to nurture young people, support families, and build stronger bonds that last a lifetime.
- Expand Health and Well-being: From group fitness and chronic disease prevention to mental wellness, we are committed to helping everyone live healthier, more connected lives.
- Secure a Sustainable Future: Focusing on financial stability and innovative partnerships, we are laying a strong foundation that will ensure the Y remains a vital community institution for generations to come.
- Broaden Visibility and Deepen Community Impact: We are increasing our presence, strengthening local partnerships, and growing programs that bring people together and respond to our neighbors’ compelling needs.
- Honor Our Legacy: As the second-oldest YMCA in the nation, our history is Detroit’s history — built by generations of passionate volunteers and staff. As we celebrate that legacy, we are investing in the people who will carry it forward, ensuring the Y continues to transform lives and strengthen communities for generations to come.
This plan is more than a set of goals—it is an invitation. We hope you will continue to walk alongside us as we bring this vision to life. Whether you participate in our programs, support our mission through your generosity, or champion our work in the community, your belief in the YMCA makes all of this possible.
Thank you for being part of our journey. We are honored to serve this region and excited about all we will accomplish together.
Eric D. Huffman
Immediate Past Board Chair
Gail von Staden
Board Chair
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
Health and wellness should be accessible to all.
Everyone should have an opportunity to contribute to improving their community.
Healthy communities are safe, inclusive and welcoming.
Youth deserve positive experiences to support them in realizing their potential.
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
79%
79% of children in households making less than $50,000 per year have few or no swimming skills
17%
17% of Michigan children and teens with anxiety or depression
(AECF)
33%
33% of Metro Detroit households earn below the poverty level
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
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
19%
19% of US nonprofit employees will leave their current employer
23%
23% of current nonprofit employees plan to leave the sector within 5 years
(Forbes)
62%
62% of nonprofits have problems recruiting volunteers
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
Elevate 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
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)
50%
Rising operating costs across half the nonprofit sector underscore the need for bold, strategic approaches
19%
Only 19% of nonprofits’ operating revenue comes from philanthropic sources (grants, donations, corporate partnerships, and community collaborations)
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.
Get Involved
When you support the Y, you help empower young people, improve overall health and well-being and strengthen connections with neighbors that build a more vibrant Southeast Michigan.