2022-2025 Strategic Plan

Reimagining the future of our organization and the region.

Through 2025, the YMCA of Western North Carolina is focused on reimagining how we deliver programs for youth development, healthy living, and social responsibility that will have a greater impact on the community. Click below to read detailed plan objectives and goals.

Strengthen and expand programs that address mental health, socialization, academic performance, and workforce readiness FOR ALL youth and teens in Western North Carolina.

  • Further strengthen K-8 afterschool and camp program components that support mental health, social-emotional learning (SEL), and academic performance by using pre- and post-testing.
  • Assess opportunities and determine a strategy to support and expand early childhood programs in WNC.
  • Expand center-based and Camp Watia teen programming and establish readiness opportunities for older teens. 
  • Deepen relationships with middle and high schools, partner nonprofits, and churches that focus on diverse populations with the intent of increasing participation in programs by Black Indigenous, and other people of color.
  • Identify and implement one community-wide youth development initiative per county we serve (Buncombe, Henderson, McDowell) by 2025. 
  • Serve more youth and teens at Camp Watia during shoulder seasons.

Improve health and advance health equity across Western North Carolina through programs and partnerships.

  • Continue programs that support individuals with, or at risk of, chronic diseases while demonstrating cost savings to payors (employers, governments, insurers, etc.). Focus on numbers enrolled, numbers of graduates, and payors reimbursing.
  • Conduct nutrition education classes at afterschool sites and at other youth-serving organizations, enhance mobile markets with educational components, and evaluate Y’s role in all areas. Grow number of referrals, evidence-based health intervention (EBHI) classes, and food boxes distributed. Evaluate services to avoid unnecessary duplication.
  • Collaborate with other organizations and experts to support health improvement efforts among low-income and marginalized populations with an emphasis on the mental health of youth and young adults.
  • Re-engage members lost during the pandemic and assist them in meeting their wellness goals.

Embody YMCA values and culture through intentional actions focused on improving equity throughout our organization and the region, ultimately transforming the YMCA of WNC into an anti-racist, multicultural organization.

  • Create high-level committee of YMCA of WNC board of directors to lead the Y’s work in Diversity, Inclusion and Global (DIG) efforts inside the organization and in the community while committing resources as needed to support the effort.
  • Advance progress in staff hiring and board representation to more closely reflect varying perspectives across multiple dimensions of diversity.
  • Expand, encourage, and support employee resource groups (ERGs) to create positive communication channels and enhance feelings of inclusion within the Y.
  • Develop and execute a strategy to engage more deeply with organizations that serve diverse segments of the community.
  • Engage in community-wide efforts focused on equity issues and bolster communications to non-English speaking populations.

Secure our long-term sustainability through philanthropy, advocacy, and investments in our infrastructure and program development.

  • Downtown Asheville: Identify and consult with new/renewed partners to engage in facility and program development.
  • Henderson County: Review school-age childcare needs. Assess program expansion opportunities that meet community needs. Identify and develop new partnerships. Complete planning and concept development for program and facility needs.
  • Strengthen organizational fundraising capacity to secure resources for operating needs and capital projects. Increase staff resources as necessary to accomplish organizational goals.
  • Allocate ample resources to public policy efforts dedicated to stabilizing childcare infrastructure and ensuring that policies affecting licensed programs are age- and environmentally appropriate. Expand efforts to collaborate with other organizations on public policy initiatives that support health equity improvements.