2025 Strategic Direction, Vision & Goals

YMCA of Greater Brandywine
President & CEO’s 2025 Strategic Direction, Vision & Goals
“Impacting Beyond Expectations”

Guiding Points of Focus

• Continue advancing to become an “Employer of Choice”.
• Remove barriers and increase access to YGBW for all.
• Equip the Next Generation to Grow/Thrive by enhancing Youth and Teen engagement.
• Support the overall improvement of Health/Wellness in Greater Chester County.
• Lead as a County Hub for Social Responsibility through (Health Innovation, DEIB and Adaptative Programming).
• Serve as an anchor institution for Greater Chester County.
• Be a Hybrid Y and utilize our historical origin while leveraging traditional/innovative revenue drivers to provide quality programs/services that strengthen the community.

People, Culture & Talent Management 

• Implement AO-Branch Realignment strategy to support efficiency and increase ROI. 
• Enhance our staff benefits and implement a competitive compensation package
• Establish an organizational culture where staff can see themselves growing/thriving:
  • Continue working on reducing staff turnover rate by 1%; (currently-20%)
  • Remain a learning center for YUSA in partnership with the YMCA of Greater Richmond (VA) 
  • Revamp organization’s performance evaluation process
  • Design a career mapping system and staff professional development framework to foster better staff retention
     

Organizational Advancement

• Implement plans to increase market penetration in underserved zip codes by 2% to improve access to the Y.
  • Reimagine Income Based Membership Pricing Structure 
  • Implement Medicaid based insurance membership 
• Implement member retention strategies-improve retention by 2%; (currently 70%)
• Enhance Membership Growth & Program Expansion:
  • Improve membership unit growth by 6%; (currently 4.8%)
  • Improve our Membership NPS score by 2%; (currently 68%) 
  • Grow our core programming (BASE, CELC, Camp, Teens & Adaptative) by 4%: 
    • BASE YTD enrollment-923 (unduplicated-749)
    • Camp YTD enrollment-14,080 
    • CELC YTD enrollment-432
    • Teens YTD enrollment-(7th Grade-1,231/Y&G-1/Teen Trek-/Workshops-40)
    • Adaptative YTD enrollment-1,073
• Improve Program Quality:
  • All Camp sites are accredited by American Camping Association (September 2025)
  • Ensure that (2) CELC sites obtain Keystone Star 3 Level
• Financial Sustainability & Growth- (diversification of revenue streams focus):
  • Grow our grant revenue by 15.5% focusing on the Youth Development and Healthy Living pillars; (YTD secured $691,750) 
  • Improve Annual Campaign by 4.5% compared to 2025; secure $1.234MM
  • Ensure that our 2025 budget nets 1% better than budgeted
  • Improve productivity ratio by 0.5% (currently-65%); reduce duplication/eliminate unnecessary expenses
  • Develop financial proforma model 2026-2028 to support enhanced cash flow
• Reimagine Downingtown Pickleball Center Operating Model
• Develop comprehensive plan (Quarter 2) to support growth/mergers and/or acquisitions
• Start Strategic Planning/Design Process (Fall 2025) 

Elevating & Enhancing our Community Presence 

• Establish relationships with (9) underserved communities utilizing the zip code report as our guide in Chester County and Upper Merion Township. 
• Redefine our Brand-Cement ourselves as a community convener and point of reference for the positive enhancement of Chester County:
  • Host (5) legislative visits w/local, state and federal officials
  • Host (4) community forums 
  • Grow our active media coverage by 3%; (current 19%)
• Establish (2) Association wide strategic partnerships that support our direction 

Organizational Infrastructure 

• Develop cosmetic upgrade project list to support member experience and facility aesthetic
• Onboard new CRM (Customer Relationship Mgmt.) system to improve our service delivery and internal operations
• Improve IT internal/external service to enhance service delivery/quality by reducing the number of systems being utilized

Board Development

• Implement Equity Board Governance:
  • Work w/the Nominating/Governance committee to hold (1) Board member training 
  • Host Board of Directors and Advisory Board Summit (Fall 2025)
• Enhance Board Member Engagement:
  • Host (2) Fellowship/Social events

DEIB Advancement

• Improve Board of Directors diversity by 10% and staff diversity by 5%
• Utilize Employee Resource Groups and DEIB QT to support needed YGBW policy recommendation changes 
• Host (3) DEIB based trainings for staff and (1) for volunteers
   

Download 2025 PDF