Strategic Plan
2024 - 2028
Mission
Crested Butte Nordic fosters outdoor experiences and community well-being through high-quality programs, events, and winter trails.
Vision
Crested Butte Nordic sets the standard of excellence for outdoor winter recreation through accessible, inclusive, and fun nordic-focused programming for all ages and abilities. We host high-quality recreational events that offer unique community experiences. Through strong local partnerships, Crested Butte Nordic maintains an extensive winter trail system that connects residents and visitors to our natural surroundings.
Focus Area 1:
Organizational & Fiscal Sustainability
Organizational Talent
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Near-Term Actions
Implement an all-staff survey to understand needs across departments.
Develop an understanding of local and regional non-profit salary ranges to assess how CB Nordic can plan for and provide competitive salaries.
Re-evaluate staff benefit options and professional development opportunities.
Medium-Term Actions
Identify improvement opportunities across departments.
Implement improved staff benefits and support impactful professional development opportunities.
Prioritize staff salary growth in long-range budget planning.
Outcomes
Employment at CB Nordic will be considered a career opportunity for bright and innovative people.
Over four years, CB Nordic will maintain an average 75% or higher return rate for all staff.
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Near-Term Actions
Identify key roles and tasks for annual cross-training opportunities.
Medium-Term Actions
Regularly practice cross-training among staff for key roles and tasks.
Continue development and documentation of standard operating procedures for key roles and procedures.
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Near-Term Actions
Determine opportunities for providing employee housing for current and/or future staff.
Medium-Term Actions
Engage applicable partners to establish housing opportunities for current and/or existing staff (i.e., Board Members or donors prioritize rental units for CB Nordic staff). Assess new housing opportunities as they arise.
Outcomes
CB Nordic will be positioned to coordinate housing opportunities for staff.
Board & Committee Organization
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Near-Term Actions
Identify opportunities to Improve committee-board reporting for more efficient meetings.
Medium-Term Actions
Implement and practice improved efficient Committee - Board reporting.
Outcomes
A high-functioning Board will:
Maintain active committees with expertise to address relevant needs.
Actively fulfill, promote, and perpetuate the mission of CB Nordic.
Represent the organization with a shared voice.
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Near and Medium-Term Actions
Develop opportunities to improve collegial relationships among the staff and Board (Board-driven!).
Fiscal Sustainability
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Near-Term Actions
Develop a strong understanding of appropriate Capital and Operating Reserve goals.
Ensure reserve funds are adequately managed and invested to best serve the organization.
Medium-Term Actions
Begin strategically working towards meeting Reserve goals.
Outcomes
Reserves are well managed and position CB Nordic for long-range fiscal sustainability.
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Maintain the quality and longevity of CB Nordic’s alternative revenue sources - programs, events, and trails. See applicable goals outlined in additional focus areas.
Increase the number of K Club members and the number of higher-capacity givers, averaging $250k annually.
Increase the number of donors (and high-capacity donors) who give to the Annual Fund Drive.
Near-Term Actions
Attract new K Club members annually and assess K Club make-up to inform strategies that help maximize K Club retention.
Assess strategies for re-structuring the K-Club (i.e., perks that attract younger families).
Convert 12-15 exclusive Outpost donors to annual givers and/or K Club members.
Attract 15-20 new donors annually across all campaigns.
Medium-Term Actions
Consider development of K Club Ambassador Program to incentivize high-level givers and expand K Club demographics.
Enhance individualized donor outreach.
Identify key business sponsors and increase sponsorship levels by 10-20% in the next 3-5 years.
Outcomes
CB Nordic operates with a heightened level of financial stability and resilience, positioning it to fulfill its mission effectively.
A strong and inclusive sustained giving program and community, combined with a measurable increase in K Club revenue, further strengthens CB Nordic’s fiscal sustainability.
Increase donor acquisition and retention through enhanced engagement.
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Near-Term Actions
Develop an understanding of appropriate cyber security precautions across CB Nordic’s platforms and systems.
Medium-Term Actions
Implement needed systems and practices to ensure adequate cyber security.
Outcomes
CB Nordic manages efficient and secure financial information systems that meet the needs of the Board, Committees, staff, donors, and customers.
Focus Area 2:
Communications & Public Relations
Partner Communications
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Near-Term Actions
CB Nordic representatives connect with 6-10 council/Board members annually.
Medium-Term Actions
Collaborate with relevant partners to address shared issues.
Outcomes
CB Nordic is seen as one of the highest-impact and professional non-profits in the Valley, a leader in collaborative efforts.
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Near-Term Actions
Regularly touch base with partner organizations to share information and build trust.
Identify new opportunities for introducing and sharing CB Nordic services with partner organizations.
Medium-Term Actions
Remain an engaged partner in local and regional planning initiatives/committees.
Retain a seat on the STOR Committee.
Engage in applicable municipal planning efforts.
Landowners
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Near-Term Actions
Generate and send summer letters and outreach, providing landowners the opportunity to update information and/or address concerns.
Medium-Term Actions
Conduct end-of-season landowner survey to determine landowner level of satisfaction.
Outcomes
Landowners report feeling appreciated, included, and in the loop and serve as CB Nordic ambassadors.
Volunteers
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Near-Term Actions
Implement new and creative ways to acknowledge volunteers.
Develop and implement volunteer surveys to determine valued forms of acknowledgment.
Medium-Term Actions
Assess and implement strategies for attracting new and youthful volunteers.
Outcomes
Volunteers feel valued and report having the tools they need to support CB Nordic.
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Near-Term Actions
Research easier-to-use platforms for volunteer management.
Assess CB Nordic’s current financial commitment to volunteer stewardship.
Medium-Term Actions
Implement an improved volunteer management platform.
Assess the need and options for formalizing volunteer management across departments.
CB Nordic Community
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Near-Term Actions
Communications monitored for timing, messaging and overall brand strategy.
Begin to review and update of website, considering customer experience ease.
Medium-Term Actions
Ensure outreach lists are current and inclusive of new participant, program, and donor data.
Community members receive only relevant and useful information coordinated across all programs.
Outcomes
Communication outlets and strategies are fresh, relevant, and received by applicable audiences.
Customers can find what they need on CB Nordic’s website with ease.
Focus Area 3:
Customer Experience
Event & Program Customer Experience
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Near-Term Actions
Evaluate program "messaging." Assess if CB Nordic is welcoming to all community types.
Move toward long-term initiatives to increase underserved population participation.
Medium-Term Actions
Start moving existing participants to self-sufficiency.
Assess and implement strategies that create a positive and welcoming environment to work in and visit.
Outcomes
CB Nordic is welcoming of all communities and actively invites new groups to engage.
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Near-Term Actions
Determine appropriate baseline data for program assessment.
Continue collecting and comparing survey data to the baseline. Use evaluation data and peer-to-peer feedback to implement necessary changes.
Medium-Term Actions
Quantify what we measure and standardize year-to-year.
Make program improvements based on annual participant feedback.
Outcomes
CB Nordic is a data driven organization capable of making informed decisions and changes to drive positive customer experience.
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Near-Term Actions
Re-visit and update event participant surveys to ensure we're soliciting feedback necessary to improve all aspects of participants' customer experience.
Medium-Term Actions
Assess and adapt event participant outreach and event operations based on survey feedback.
Outcomes
CB Nordic events have positive publicity while maintaining unique characteristics and funk!
Nordic Center Customer Experience
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Near-Term Actions
Assess and improve Nordic Center Front Desk processes to support efficient customer turnover.
Identify improvement needs for the Nordic Center (Front Desk and Warming House area) to facilitate positive and efficient customer and staff experiences.
Identify and practice systems for sharing department knowledge that helps Front Desk staff be as informed as possible.
Incorporate questions in the Season Passholder survey to better understand customer experience satisfaction.
Medium-Term Actions
Implement physical infrastructure improvements to the Nordic Center.
Assess the success of improved Front Desk processes and adapt as necessary.
Outcomes
Customers can easily acquire the knowledge, equipment, and services they need to positively engage in CB Nordic services.
Focus Area 4:
Strategic Growth & Evolution
Adult Programming Growth & Evolution
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Near-Term Actions
Establish annual adult program growth benchmarks.
Medium-Term Actions
Continue encouragement of professional development of CB Nordic instructors.
Outcomes
Program growth is of high-quality and value to the CB Nordic community.
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Near-Term Actions
Assess Adult Biathlon participation to determine appropriate program growth.
Offer SkiMo Clinics to assess interest in new programming.
Medium-Term Actions
Expand Adult Biathlon as needed based on new program demand.
Consider partnership opportunities for SkiMo program offerings.
Assess need, capacity, and potential for summer programming.
Remain engaged and aware of new program opportunities that align with CB Nordic’s mission.
Outcomes
Program growth is of high quality and value to the CB Nordic community.
Youth Programming Growth & Evolution
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Near-Term Actions
Cultivate a collaborative leadership culture within the entire youth coaching team.
Assess how best to retain non-Competitive Team participants.
Identify strategies for coach retention and advancement.
Medium-Term Actions
Continue to adapt recreation and competitive program offerings as needed to meet the needs of all participants and ensure a meaningful program tract.
Outcomes
Engaging opportunities exist to retain Competitive and non-competitive team participants.
Systems and resources are in place to support a strong Competitive Team through Junior National Championships.
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Near-Term Actions
Identify fun and creative outreach opportunities to promote youth programming.
Identify opportunities to improve youth program partnerships.
Medium-Term Actions
Work with community partners to seek new opportunities for winter and summer programs, as needed.
Outcomes
Keep the market share of youth having access to nordic skiing!
Event Growth & Evolution
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Near-Term Actions
Assess the value and longevity of all CB Nordic events.
Develop an event matrix that helps CB Nordic understand the value and impact of existing and new events.
Medium-Term Actions
Use assessment to implement appropriate updated event goals.
Remain engaged and aware of new event opportunities.
Outcomes
From safety to swag – CB Nordic events are high-quality, high-functioning, and on mission.
CB Nordic’s events provide an adequate revenue stream.
Season Passholder Growth & Evolution
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Near and Medium-Term Actions
Determine reasonable passholder baseline data/numbers to track passholder growth.
Outcomes
Season Pass holders report high satisfaction with the value and quality of CB Nordic services.
Focus Area 5:
Trails & Facilities
Trails
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Near-Term Actions
Continue landowner engagement with the goal of securing permanent or semi-permanent protection of existing trails.
Monitor landowner change with an overview of year-to-date protection status.
Investigate, assess, and prioritize key trail and trailhead infrastructure opportunities.
Medium-Term Actions
Understand the capacity for trail extensions off existing trails.
Plan for and, when feasible, implement priority trail infrastructure projects.
Outcomes
Remain an engaged and professional trail organization that maintains positive landowner relations, performs high-quality trail maintenance, and targets trail expansion and infrastructure opportunities.
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Near-Term Actions
Revisit and determine priority grooming strategies and policies.
Continue creative outreach strategies for sharing trail maintenance updates with the community (the human element!).
Medium-Term Actions
Maintain a high return rate of experienced groomers year-to-year.
Outcomes
Remain an engaged and professional trail organization that maintains positive landowner relations, performs high-quality trail maintenance, and targets trail expansion and infrastructure opportunities.
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Near-Term Actions
Inquire about a trail use study partnership with CB Land Trust and/or Western’s Masters in Environmental Management program.
Medium-Term Actions
Acquire current trail use numbers for CB Nordic paid and free trails.
Outcomes
Remain an engaged and professional trail organization that maintains positive landowner relations, performs high-quality trail maintenance, and targets trail expansion and infrastructure opportunities.
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Near and Medium-Term Actions
Assess options for improved wayfinding and trail etiquette signage. Assess the need for Spanish signage with all new signs.
Increase human presence during peak times via the Trail Host Program.
Consider strategies for enforcing proper dog etiquette.
Outcomes
Trail users have passes, and trail etiquette and dog rules are adhered to. People know where they are and how to get where they’re going.
Operations
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Near-Term Actions
Assess operations storage needs.
Revisit options for East or West Side cat barn.
Medium-Term Actions
Implement necessary changes to the use of Big Mine Park.
Continued work towards securing a second cat barn.
Outcomes
Operations staff have sufficient resources to maintain high-quality trails and support programs and events.
Facilities
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Near-Term Actions
Develop a Facilities Prioritization Plan that identifies priority facility projects.
Determine staffing required to uphold sufficient facility maintenance.
Medium-Term Actions
Begin implementation of Facilities Plan.
Outcomes
CB Nordic facilities meet organizational needs and are responsibly and adequately maintained.