The Family YMCA Strategic Plan 2024 Through 2028

Goal 1: Be Financially Fit

With a long-term goal of operating in a fiscally sound manner, balancing a positive cash flow by providing for the ongoing replacement and upgrade of assets, in 2024 we will focus on continuing to stabilize current revenue streams and exploring new revenue sources to help increase our fiscal health.

Strategy 1: Revenue Stabilization (Finance Committee)

• Continued review of revenue projections to determine needed adjustments.
• Review membership pricing and explore model revisions (PM) — Q3 2024.
• Establish price increases and new pricing model — Q2 2025.
• Assess budget performance and any needed response by end of year 2024.

Strategy 2: Explore expansion of revenue sources (Finance/Executive Committee)

• Examine the feasibility of expansion through program opportunities in 2024 and 2025.
• Identify more specialized programs as fundraisers in 2024.

Goal 2: Develop Cause-Driven, High Performing Staff

The Family YMCA’s future success is contingent on obtaining and engaging talented staff that reflect the diversity of our service areas; therefore, our goal is to retain, educate, and develop staff and produce leaders to serve our Y and our community.

Strategies and Action Steps (HR Committee)

Strategy 1

• Complete the process begun in 2022 of gathering more information from staff on issues affecting recruitment and retention.
• Solicit feedback across the Y with all levels of staff through surveys, questionnaires and interviews to document common themes and issues affecting retention; review findings; strategize solutions — Q4 2024.
• Engage staff in readiness assessment process for expanded fundraising — Q4 2024.

Strategy 2

• Explore additional benefits and incentives that would increase retention.
• As part of the process above, solicit feedback in particular to desired benefits.
• Complete salary review and determine feasible salary and benefit goals — Q2 2025.
• Complete implementation of desired wage and benefit goals by Q1 2026.

Strategy 3

• Increase engagement in cause-driven leadership throughout all levels of staff.
• Identify through staff input what support is needed and how to increase engagement.
• Develop training opportunities that are easily accessible to all levels of staff.

Goal 3: Provide Facilities That Meet Member and Staff Needs and Maximize Member Experience

The Family YMCA recognizes that to best serve our membership and to offer programs that meet the growing demands of our community, we must accurately identify and address issues concerning our facilities and program space in a fiscally responsible manner.

Strategies and Action Steps

Strategy 1

• Identify and define facility needs that will serve the evolving community over the next twenty years.
• Leverage the facilities committee as the driver of this process.
• Implement an updated community needs assessment — Q4 2024.
• Engage other Ys to help with initial assessment of direction.
• Define actionable steps to take in the direction of meeting defined needs.
• Work on board-related pieces from readiness assessment.

Strategy 2

• Increase efficiency in the use of our current facilities and program space.
• Review current space usage and consider short-term facility modifications and reconfigurations to best serve our members, including possible repurposing of spaces.

Strategy 3

• Continue with manageable repairs and upgrades to our existing facility.
• Facilities committee will continue to identify and prioritize major capital facility improvements that can be managed within the annual budget — ongoing.

Strategy 4

• Develop a plan to meet facility needs as identified in Strategy 1.
• Initiate a capital financing committee — Q3 2024.
• Define the project scope and perform a feasibility assessment — Q2 2025.
• Initiate capital funding approach — Q3 2025.
• Implementation of facility plan begins — Q1 2027.

Goal 4: Strengthen Membership and Programs to Meet Community Needs

The Family YMCA will be a respected leader in youth development, healthy living, and social responsibility by providing programs and services that keep the Y relevant and meet the needs of the diverse communities we serve and foster membership experiences that are exceptional.

Strategies and Action Steps

Strategy 1

• Continue developing relevant partnerships in the community.
• Continue to grow partnership with the Town of Taos.
• Meet with City of Española and Rio Arriba County Commissioners to foster a more fluid working relationship — Q2 2024.
• Assure YMCA has a strong presence with LAC Parks & Rec — Q1 2024.
• Solidify expanded regional programming — Q2 2026.

Strategy 2

• Revitalize memberships.
• Increase memberships at the main facility by 4% in 2024.
• Finalize modernizing technology to provide a digital interface for registration, information and all relevant aspects of member and participant interface — Q4 2024.
• Explore different membership models and pricing structures — Q1 2025.
• Explore the potential of self-service hours in a limited part of the facility.
• Identify and address issues of consistency in member participant experience.
• Increase membership by 18% beyond the 2024 goal by 2028.

Strategy 3

• Increase program participation through intentional marketing strategies.
• Identify gaps in service for our community through assessment survey — Q4 2024.
• Expand media presence to all relevant platforms through developed marketing plan.
• Review and revise website as needed to ensure it is user friendly.
• Continue to tell the Y story. The Y is more than just a gym and highlight the variety of programs and community impact.
• Explore expanded programming for seniors, including a potential partnership with LARSO.
• Expand middle school programming.