Strategic Plan Phases
Since launching our strategic plan, we've transformed priorities into progress by activating initiatives across all six strategic goals.
From expanding youth development and health programs to strengthening infrastructure, partnerships and community engagement, we're turning strategy into action and creating tangible impact for the people and communities we serve.
Turning Strategy Into Action
of Strategic Objectives Underway or Completed
Strategic Goals Actively Advancing
Annual Visits to YMCA Programs and Facilities
Invested in Facilities and Infrastructure
Strategic Partnerships Expanding Community Impact
Six Goals. One Vision.
Across every area of our strategic plan, we are making measurable progress toward our long-term vision. From expanding health and youth development programs to strengthening our facilities, technology and partnerships, the YMCA continues to build momentum for lasting community impact.
Goal: Positive Youth Development
Support strong and resilient youth, teens and families.
The YMCA continues to strengthen opportunities for young people to learn, grow and lead. Through expanded social-emotional learning, academic support, youth sports, leadership development and civic engagement programs, we are helping ensure every child and teen is resilient and equipped with the skills, confidence and support needed to thrive.
Objectives: 8 in Progress, 1 in Planning
Objectives in Progress
Since launching the 2030 Strategic Plan, we have:
- Completed a full redesign and rebrand of Y Excel, strengthening school district partnerships.
- Expanded Power Scholars programming.
- Demonstrated stronger academic growth among Y Learning Intervention participants.
- Prepared to launch middle school Y Learning Intervention programming at three locations.
Since launching the 2030 Strategic Plan, we have:
- Enhanced the Counselor in Leadership Training (CILT) experience through curriculum updates.
- Launched Teen meetup events at YMCA branches, creating new opportunities for teen connection and engagement.
Since launching the 2030 Strategic Plan, we have:
- Launched SCALED Learning in all 109 YMCA After School programs.
- Built staff training and capacity-building systems to support SEL implementation across youth development programs.
Since launching the 2030 Strategic Plan, we have:
- Continued development of family-centered programming across service areas.
- Designed new opportunities for families to be active, serve and spend time together.
- Expanded Homeschool Hub programming to Camp Kanata.
- Launched two new specialty summer day camp offerings.
Since launching the 2030 Strategic Plan, we have:
- Increased YMCA North Carolina Youth & Government participation by 22%, reaching the highest levels since before the pandemic.
- Celebrated a YMCA participant winning the North Carolina Civics Bee.
Since launching the 2030 Strategic Plan, we have:
- Developed and launched the YMCA Youth Sports Value Proposition.
- Expanded sports offerings and after-school enrichment opportunities.
- Established youth sports partnerships with the Carolina Hurricanes and NC Courage.
- Continued specialty programming through initiatives such as Super Skippers, the 2025 Champions at the World Jump Rope Championships.
Objectives in Planning
Our 2030 Strategic Plan priorities currently in development include:
- Evaluating opportunities to expand inclusive programs, supports and recreational experiences across the association.
- Identifying facility, staffing and partnership needs that will help increase access, participation and belonging for individuals of all abilities.
Goal: Community Health & Well-Being
Positively impact social determinants of health throughout our service area.
We have expanded opportunities for individuals and families to improve their physical, mental and emotional well-being through innovative programs, enhanced member experiences, chronic disease prevention initiatives and stronger community partnerships. These efforts are helping ensure everyone is healthier while increasing access to wellness resources for all ages.
Objectives: 5 in Progress
Objectives in Progress
Since launching the 2030 Strategic Plan, we have:
- Launched a quarterly member engagement framework and member lifecycle strategy.
- Rebranded Active Older Adults into the THRIVE healthy aging program.
- Expanded wellness offerings through new member pathways, personal training experiences and group fitness initiatives.
- Recorded more than 4 million member visits and scans.
Since launching the 2030 Strategic Plan, we have:
- Expanded Y Health programs in branches and the Durham market.
- Launched virtual health programming statewide through the NC Alliance of YMCAs.
- Pursued strategic healthcare partnerships to increase long-term impact.
- Exploring health coaching opportunities for members.
Since launching the 2030 Strategic Plan, we have:
- Launched Member Pathways in the YMCA Fitness App, exceeding 1,000 downloads.
- Redesigned the personal training experience to improve accessibility and convenience.
- Expanded innovative offerings including Pilates Reformer and recovery-space pilots.
- Launched virtual group fitness programming in nine branches.
Since launching the 2030 Strategic Plan, we have:
- Served approximately 1,000 children through water safety initiatives.
- Developed a scalable framework to expand swim access.
- Established a long-term plan to reach 5,000 children annually by 2030.
Since launching the 2030 Strategic Plan, we have:
- Strengthened Mental Health First Aid training for Teen Directors.
- Piloted the ACCEPT Teen Mental Health Program.
- Expanded partnerships to increase access to behavioral health resources.
Goal: Operational Infrastructure
Develop and optimize programs, systems and infrastructure to remain competitive and sustainable.
Strategic investments in facilities, technology, data and operational systems have strengthened our ability to serve members today while positioning the YMCA for future growth. These improvements create the infrastructure necessary to deliver high-quality experiences, expand community impact and remain sustainable for generations to come.
Objectives: 6 in Progress, 2 in Planning
Objectives in Progress
Since launching the 2030 Strategic Plan, we have:
- Invested more than $6.6 million in facilities and capital improvements.
- Completed major renovations and enhancements across YMCA branches and camps.
- Opened four new cabins at Camp Kanata.
- Strengthened capital project and facilities management capacity.
Since launching the 2030 Strategic Plan, we have:
- Opened the Chatham Park YMCA.
- Completed the Alexander Jones Wright YMCA Youth Center and Alexander Family YMCA campus improvements.
- Advanced planning and development for the future Downtown Durham YMCA.
- Established task forces for future expansion opportunities.
Since launching the 2030 Strategic Plan, we have:
- Implemented enterprise data governance and data architecture initiatives.
- Increased visibility of key performance indicators across the association.
- Formed the Data Improvement and Quality Team.
- Expanded reporting capabilities to support strategic and operational decisions.
Since launching the 2030 Strategic Plan, we have:
- Strengthened cybersecurity through a new security operations model.
- Selected a next-generation contact center platform.
- Expanded cloud-based infrastructure and data warehouse capabilities.
- Developed the YMCA's first AI policy and enhanced technology governance.
Since launching the 2030 Strategic Plan, we have:
- Redesigned and relaunched the Personal Training program with an improved member experience.
- Integrated registration, scheduling and payment into the YMCA mobile app.
- Expanded small-group training and personalized wellness offerings through Member Pathways.
- Introduced new wellness experiences, including Pilates Reformer, recovery spaces and future HYROX programming.
Since launching the 2030 Strategic Plan, we have:
- Strengthened cybersecurity through enhanced security systems and Zero Trust architecture.
- Upgraded security infrastructure across branches and overnight camps.
- Improved compliance tracking, reporting and risk management processes.
- Developed the YMCA's first association-wide AI policy and strengthened technology governance.
- Continued leadership in child safety and Praesidium accreditation efforts.
Objectives in Planning
Our 2030 Strategic Plan priorities currently in development include:
- Evaluating current participation data and identifying opportunities for growth and engagement.
- Exploring community partnerships, outreach strategies and program enhancements to better serve Hispanic/Latino individuals and families.
- Developing a roadmap to guide future participation, engagement and membership growth efforts.
Our 2030 Strategic Plan priorities currently in development include:
- Leveraging the organization's expanded data governance and analytics capabilities to support metric development.
- Evaluating best practices for measuring program quality, participant outcomes and operational effectiveness.
- Developing a framework that will enable more consistent reporting, benchmarking and decision-making across all locations and functions.
Goal: Organization of Choice
Attract and retain top talent, partners, leaders, volunteers and donors.
Our people drive our Mission. Through investments in compensation, recruitment, workforce development and organizational culture, we are creating an environment where talented staff and volunteers can grow, lead and make a lasting impact in the communities we serve.
Objectives: 4 in Progress, 2 in Planning
Objectives in Progress
- Completed a comprehensive compensation study with YMCA of the USA.
- Updated compensation frameworks and pay structures.
- Increased entry-level full-time salaries.
- Continued enhancements to employee benefits offerings.
- Streamlined part-time hiring and onboarding.
- Enhanced recruitment strategies for key positions.
- Increased focus on attracting diverse talent pools.
- Strengthened HR systems and compliance practices.
- Continued planning and development of leadership development strategies.
- Assessed future leadership needs across the organization.
- Expanded workforce partnerships with Wake Tech and Durham Tech.
- Continued participation in inclusive employment initiatives.
- Strengthened pathways for future staff and volunteer leaders.
Objectives in Planning
Our 2030 Strategic Plan priorities currently in development include:
- Revising this objective and establishing new targets to reflect the significant progress already achieved and to identify the next opportunities for growth.
- Achieved a 14-point improvement in staff engagement and belonging scores between 2023 and 2025, as measured by Custom Insight across full-time and part-time staff.
Strengthened organizational culture through investments in compensation, employee experience, communication and staff support initiatives.
Note: Staff engagement and belonging are measured through the Custom Insight survey and reflect employees' sense of inclusion, belonging and connection to the YMCA workplace culture.
Our 2030 Strategic Plan priorities currently in development include:
- Evaluating current volunteer engagement practices and participation trends across the association.
- Exploring strategies to strengthen volunteer recruitment, onboarding, recognition and retention.
- Developing a stronger framework to better measure volunteer impact and engagement over time.
Goal: Visibility & Awareness
Position the YMCA of the Triangle as the leading community-based organization.
We have established a clearer, more compelling story about who we are and the impact we create. Through stronger messaging, expanded marketing efforts and increased visibility across the region, we are building greater awareness of the YMCA as a charitable organization committed to strengthening communities and creating A Community for a Lifetime.
Objectives: 3 in Progress
Objectives in Progress
Since launching the 2030 Strategic Plan, we have:
- Aligned fundraising priorities with strategic plan goals.
- Advanced major capital campaigns and fundraising initiatives.
- Continued growth in annual, capital and endowment giving.
- Developed longer-term philanthropic planning frameworks.
Since launching the 2030 Strategic Plan, we have:
- Partnered with Hanover Research to assess brand strength and perception.
- Launched a redesigned website.
- Expanded digital advertising and audience targeting capabilities.
- Strengthened impact measurement and communications strategies.
Since launching the 2030 Strategic Plan, we have:
- Launched the organizational brand platform: The Y. A Community for a Lifetime.
- Introduced the strategic outcomes framework.
- Expanded storytelling, advertising and content creation efforts.
- Increased sponsorship revenue and mission-focused communications.
Goal: Strategic Community Partner
Identify and maximize partnerships and collaboration.
Strong partnerships are critical to achieving meaningful and lasting impact. By deepening relationships with healthcare providers, schools, businesses, nonprofit organizations and community leaders, we are expanding our reach, increasing community impact and helping ensure more individuals and families have access to the resources and support they need.
Objectives: 2 in Progress, 1 in Planning
Objectives in Progress
Since launching the 2030 Strategic Plan, we have:
- Expanded partnerships with healthcare, education and nonprofit organizations.
- Strengthened collaboration with WakeMed, Duke Health, NCCU, school systems and community partners.
- Increased support for workforce development, mental health and youth leadership initiatives.
- Continued leadership within regional and national YMCA networks.
Since launching the 2030 Strategic Plan, we have:
- Initiated an assessment of current partnerships and collaborations.
- Began developing a strategic framework to guide future partnership investments and community engagement efforts.
Objectives in Planning
Our 2030 Strategic Plan priorities currently in development include:
- Developing a framework to assess community needs, demographic trends and service gaps across YMCA branches and overnight camps.
Exploring data sources, community insights and assessment tools to better align future programs, partnerships and investments with local needs.
