STRATEGIC PLAN
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I.
Introduction
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II. Methodology
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III. Statement of Purpose
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IV. RRCA Strategic Direction
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V. Responsible Growth
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RRCA Constituents
VI. Fundraising Strategies
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VII. Successes 2009-2012
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VI. Managing the Strategic Plan
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Ranking of Organizational Priorities
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Developing Annual Operating Plans and Budget
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Organizational Structure
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Assessing Success
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! $! Founded in 1958, The Road Runners Club of America
is the oldest and largest national association of running clubs, running events, and runners dedicated to promoting running as a competitive sport and as healthy exercise.
It is important for RRCA members to understand what a strategic plan is and what it is not. In general terms, the focus of a strategic plan is based on the overall direction and performance of the organization, while a business or operating plan is usually focused on addressing specific areas related to programs or services that are a part of the organization.
Strategic planning and operational planning involve two different types of thinking. Strategic plans are fundamental, directional, and over-arching (the primary focus of the organization to best achieve its mission). Operational decisions affect the day-to-day implementation of programs and services that support the strategic direction or plan for the organization. As the Strategic Planning Task Force found during their discussions, strategic planning and operational planning tends to overlap. However, it is important to be clear that strategic plans outline core strategies while operating plans, which contain both long-term (three to five years) and short-term (one to two years) objectives, outline specific action items and desired outcomes. Both strategic planning and operational planning are important and need to be done well by the organization year after year.
This report outlines several important strategies for the RRCA, including the 10 Point Strategic Direction
along with responsible growth and fundraising strategies from the years 2009 to 2019. The RRCA Strategic Plan was adopted by the Board of Directors in 2009 and was reviewed in detail in 2012. This report is an updated version, as of 2013, of the RRCA’s Strategic Plan, and it also outlines measurable successes for the mid-term years of 2009 to 2012.
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! %! In 2008, the Task Force conducted two surveys to collect important
baseline data about the organization, and to re-affirm or change assumptions developed from the last membership survey conducted in 2006. This compelling information was coupled with a series of informative conference calls, numerous working documents, email discussions, and an in-person retreat of the Board of Directors to finalize the Strategic Plan. The Board of Directors adopted the RRCA Strategic Plan in 2009.
Following three years of successful strategic growth for the organization, President David Cotter appointed the Strategic Plan Review Task Force in 2012. The Task Force comprised a mix of people involved in developing the 2009 Strategic Plan along with new members. The Review Task Force included Mitchell Garner - Chair (Vice President), David Cotter (President), Jean Knaack (Executive Director), Kelly Richards (At-Large Director), Bailey Penzotti (Western Director), David Epstein (Past Secretary), Jeff Darman (Past President, At-Large Director), Marc Zimmerman (Lakeland Road Runners Club), and Chris Burch (Iowa State Rep). To begin the review process, the task force was provided with three years of operating objectives along with three years worth of year-end progress reports. The RRCA conducted another member survey of the household membership along with a survey of the club leaders to review variances from previous surveys. Several conference calls were held by the Task Force to review the survey results and to make recommended changes to this Strategic Plan. Minor edits were made to the 10 Point Strategic Direction. In 2011, the RRCA engaged a fundraising consultant to help develop a strategic fundraising plan, which has been included in this updated report. The detailed section outlining operating objectives for 2009-2012 has been replaced with an outline of successes for that period. Another mid-term review of the Plan will take place in 2016 and additional outlines of success will be included in the updated report. The Strategic Plan that follows is a “living document” that will guide and direct the work of the organization over the next seven years. !
METHODOLOGY
DEVELOPMENT OF THE STRATEGIC PLANSTRATEGIC PLAN REVIEW PROCESS
An important result from an RRCA board meeting in 2008 was the unanimous consensus that it was time to embark on the task of developing a strategic plan for the organization. President Brent Ayer appointed the following individuals to serve on the 2008 Strategic Planning Task Force: David Cotter (chair, RRCA Vice President), Jean Knaack (Executive Director), Mitchell Garner (Central Region Director), Mark Grandonico (Eastern Region Director), Kelly Richards (N. Texas State Rep), John Devitt (Montana State Rep), Bee McLeod (Past RRCA President), Marlene Atwood (Former Georgia State Rep), Dan Edwards (Tidewater Striders member ), and Lisa Paige (Secretary and former CO State Rep).
The process for developing this plan originally involved a 360-degree analysis of the organization starting with priority rankings from the Board of Directors outlined in early 2008 all the way down to a survey of our household members. The Task Force outlined the organization’s constituents (membership base) and used this outline to determine how best to survey the end users about our programs and services. We also used this list to help guide the Task Force through discussions about creating programs and services that meet the needs of RRCA members.
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RRCA Mission Statement
Founded in 1958, The Road Runners Club of America is the oldest and largest national association of running clubs, running events, and runners dedicated to promoting running as a competitive sport and as healthy exercise. The mission of the RRCA is to promote the sport of running through the development and growth of running clubs and running events throughout the country. The RRCA supports the common interests of runners of all abilities during all stages of life by providing education and leadership opportunities along with programs and services that benefit all runners.
RRCA Organizational Vision
The Road Runners Club of America is the leading national organization dedicated to promoting the development and growth of running clubs, running events, and supporting the interests of recreational runners throughout the country. The RRCA strives to provide quality programming that can be replicated throughout the country by member clubs from small towns to large cities. These programs promote and support running and runners at all stages in life. The RRCA is dedicated to providing the running community with educational information and programs that will keep them safe, healthy, and informed. Furthermore, the RRCA strives to promote excellence in nonprofit management by providing services, benefits, and regular communication that supports this vision.
The RRCA values:
• Running, runners, and the promotion of running as a healthy lifestyle choice
• The strength and support of its network of grassroots members and volunteers, and as such,
we strive to maintain positive relations with all of our members
• Diversity in its member clubs and encourages all clubs to maintain an enjoyable atmosphere
for all members
• The promotion of safety for all runners and the development and enforcement of laws and
infrastructure that protects all runners’ safety
• Running as a competitive sport, and support for the Zero Tolerance Policy developed by
USA Track & Field for the use of performance enhancing drugs in the sport
• The participation of people who support the sport of running
• The financial contributions and support of members, sponsors, volunteers, and donors to the
organization
• Good communication with its members and the running community as a whole
• Prudent financial management that enables the organization to achieve its mission while
ensuring adequate cash reserves
• Strong relationships with national and local media that cover the sport of running and running
as a healthy lifestyle choice
* The RRCA uses the term “running” as a catch all word that encompasses the broad spectrum of “running” in the United States including competitive running, jogging, fitness walking, race walking, and wheelchair fitness on roads, trails, and tracks.
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1) To be the leading authority on the organization of running clubs and training programs, and to be the largest association of grassroots running organizations in the United States that serve the needs of individual runners and make their safety a top priority.
2) To have sufficient financial support from members, sponsors and individuals and to have leaders actively engaged in the solicitation of financial support to ensure organizational stability so the RRCA can be outward-focused in the promotion and support of running in the United States.
3) To be the leading authority and resource for the establishment of new grassroots running organizations and training and education programs for runners, running coaches, race directors, and other special interests that emerge as priorities as the sport evolves.
4) To have a major public profile and major name recognition as the leading voice for running clubs, events, and fitness runners in the United States, with increased use of emerging technologies as a means of communication to reach out to the public.
5) To be a leading force in ensuring that participation in running remains constant or grows over the next decade through community support of event hosting, long term sustainability of local clubs, and maintenance and promotion of running as the most affordable form of regular exercise.
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6) To engage in best practices in organizational governance and management and to encourage our members to operate according to our standards of ethical conduct to ensure integrity in the sport of running and with the ability to adapt positively to a changing world, which includes generational leadership changes.
7) To continually invest in and improve existing programs and services, develop new programs and services that are beneficial to the members, and to seek maximum participation in our programs and services by our members.
8) To be a major, collaborative partner with health organizations and other running related organizations, but only as long as the partnerships enable the RRCA to achieve our strategic goals as an organization and for the sport of running.
9) To integrate elite and developing American runners into the RRCA's promotion of running in the United States in order to provide good role models for American youth runners and to contribute to the ongoing pipeline of potential elite athletes.
10) To work with members to actively engage the next generation of runners to participate in running clubs and events to ensure the long-term stability of the sport and to develop future leaders for the sport.
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RESPONSIBLE GROWTH
The RRCA is a grassroots organization. But what does this mean?
In reality, it means different things to different people, as there is no legal definition for the term grassroots as it relates to nonprofit organizations. However, academia has attempted to provide some framework for the term “grassroots.”
According to Jo Anne Schnieder, a Sociology professor at Catholic University, “Grassroots generally refers to local people working together or organizing to find solutions to problems in their communities. Grassroots organizations are often contrasted with organizations founded by outsiders.”
Based on the general term “grassroots,” the RRCA is a grassroots organization. The RRCA is a national association of clubs and events, and our national office does not organize these entities locally. Organization of running clubs and events is the responsibility of local people. The RRCA in turn provides services, benefits and programs to support the grassroots (locally organized) clubs and events. We do not dictate management or operations to our members, but we do provide guidelines and guidance on best practices. This is what makes the RRCA a “grassroots” organization.
In support of our vision as a grassroots organization, the RRCA outlines the following strategies for responsible growth:
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The RRCA will engage in “responsible growth," which we define as growth that is beneficial to our members and the running community at-large.!
The RRCA does not have a numerical growth goal for the number of running clubs, training programs, or event memberships to reach by 2019, because the RRCA is not directly responsible for the organization of these entities. We believe that for these entities to be successful, they must be organized by individuals in their communities with a vested interest in the success of the running club, training program, or event.!
The RRCA’s growth goals are service oriented as opposed to being financially or numerically motivated. The RRCA seeks to maintain and develop programs and services that current and potential members across our constituent base find valuable. We believe this investment in service delivery will maintain and continue to expand the existing membership base of the RRCA in the coming decade.!
The RRCA will seek to minimize growth or the unintended consequences of growth that are detrimental to the overall well being of the organization and its members as a whole. For example, the RRCA has improved the baseline criteria for new running clubs, training programs, and events to ensure these organizations are meeting minimum standards and safe operation.!
The RRCA will continue to monitor the evolution of the delivery of running in the United States,and we will adapt to meet the needs of our members in order to sustain our membership base. !
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RESPONSIBLE GROWTH
Responsible Growth Objectives Through 2016
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Membership Retention: Retain membership levels. We recommend a zero percentage loss rate, which means that we see our members renew year after year without “going out of business.” We realize that clubs become inactive from time to time, but these will be balanced out with new clubs that are formed to result in a “zero percentage loss.” While we do not totally control club level membership, through our efforts to promote membership in a running club, we hope to also see a zero percent loss meaning new members are recruited as other members become inactive.!
Household Growth for Running Clubs: Responsible growth for the RRCA will emphasize growth in the membership of local running clubs. This emphasis is consistent with our value statements and will help to focus strategy on the development of programs and services that seek to assist the clubs with marketing and membership retention and management and governance of their clubs. RRCA growth will come from increased numbers of individuals and families that are members of a local RRCA club. There would be an opportunity to provide additional services to help clubs manage their growth such as the Active membership module.The RRCA will continue to invest money in the “Join a Club” promotional campaign over the next three years. The campaign is designed to encourage people to join or start a local running club. This promotional campaign includes advertising in print media, on websites, use of social media, publishing articles in health and fitness publications, participation in large race expos, and other objectives developed annually. The “Join a Club” marketing efforts also tie into our strategy to maintain the average age of club members over the next ten years.
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RRCA Nonprofit Running Club Membership Growth: As outlined in the constituents’ matrix, the core of the RRCA membership remains nonprofit running clubs. The RRCA will engage in managed growth by adding new nonprofit running clubs, using a team approach between the State Reps and the National Office staff. These groups may have their own nonprofit status or elect to utilize the RRCA’s group exemption with the IRS.The National Office works with the State Reps to ensure that new clubs are formed according to our guidelines, and that these clubs operate in a safe manner. Educational efforts with new members will be a priority for both the National Office and the State Reps. The RRCA will continue to work with the State Reps to identify communities with no running clubs and send information to local parks and recreation departments, YMCA’s, etc about the benefits of starting a local running club.
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Event Member Growth: The nature of race management has changed dramatically over the last 20 years. We have seen a shift from nonprofit race organizations to for-profit race directing companies, which are growing in numbers. The goal of the RRCA is to first support nonprofit running clubs that host events along with locally owned event members by providing insurance and strategic partnerships that can assist local race directors. As a result of the 2012 mid-term review of this strategic plan, the RRCA Board of Directors has recommended a Bylaw update to the general membership to better define event management companies as a membership class and to clarify the voting rights of this membership class. In 2013, the RRCA has also worked to develop additional insurance programs that benefit both for-profit and nonprofit event management companies along with nonprofit clubs that provide similar services.! **!
RESPONSIBLE GROWTH
CONTINUED
Charity events, 5K fundraisers, etc. continue to grow as well. As we learned in 2007, many clubs were “helping” local charities put on events, but they were not “club managed/owned” events, and they were not covered by the club’s insurance. The relationship with the clubs and the charity events created a growth opportunity as the clubs instructed these charity events to purchase event insurance from the RRCA. Thus it has created a win/win/win situation. The charity events are now correctly insured, they are getting expert help from the local club, and the RRCA has benefited from the membership growth
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For-Profit Membership Growth: Most for-profit clubs are either training programs or running shoe stores. As the number of RRCA Certified Coaches continues to grow, this membership segment will continue to grow. RRCA Certified Coaches that conduct for-profit training programs and receive liability insurance are categorized as for-profit clubs.!
Individual Membership Growth: The individual membership category for the RRCA has always been a small membership class compared to other individual-based, national associations. While the RRCA provides for an individual membership, our goal is to see people join their local running club and therefore become an RRCA member through their clubs. The RRCA individual membership will continue to grow as the RRCA Coaching Certification and Race Director Certification programs grow, because individual membership will become a requirement for maintaining those credentials.!
Corporate Supporter Growth: The RRCA will engage companies involved with running in the RRCA Corporate Supporters Program. Developing relationships with corporations through the corporate supporters program will help connect them to the running clubs, events, and runners. It will also help serve as a basis for the establishment of more sponsorship and programmatic investments in the RRCA by these members.! *"! As per the RRCA bylaws, the RRCA membership is diverse and encompasses a variety of running organizations from clubs, events, shoes stores, training programs, and more. The following is a basic outline of the RRCA membership breakdown that the Strategic Planning Task Force used to confirm that RRCA programs and services speak to the collective needs of the various entities while supporting the overall mission of the RRCA.
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FUNDRAISING STRATEGY
OVERVIEW
The Road Runners Club of America is a 501(c)(3) nonprofit organization and donations are tax-deductible to the fullest extent of the law. Income from membership dues only covers a portion of the revenue needed to support the mission of the RRCA. It is the generous support from our members, individual donors, corporate sponsors, and foundations that enable us to develop, improve, and implement valuable programs that benefit the running community.
Throughout 2011, the RRCA Board of Directors, along with an appointed Fundraising Task Force, worked with a fundraising consultant to assist the RRCA with improving our fundraising practices. At the Board meeting in September 2011, the organization adopted several policies designed to direct our fundraising efforts. In addition, the Board outlined specific duties related to their fundraising responsibilities, as follows:
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Board members are obliged to provide leadership and actively advocate the organization’s priorities and the necessity of its fundraising efforts.•
Board members must provide a personal financial contribution to their level of ability with a minimum amount of $25 (individual membership level in the organization).•
The board must deliberate on and develop fundraising and revenue plans that address the resources needed to carry out the organizations programs, services, staffing, systems, space, marketing, etc.•
The board must ensure that budget appropriations for fundraising are evaluated as an investment strategy designed for reliable long-term results from faithful donors, committed volunteers, and reliable net revenue that meet organizational priorities.•
The board must review the results and evaluate the performance of fundraising activities in accordance with established goals and objectives.The RRCA encourages individuals, clubs, events, foundations, and corporate supporters to donate to the mission of the RRCA. There are several giving options available, including:
• Mailing a contribution to Road Runners Club of America: 1501 Lee Highway, Ste 140,
Arlington, VA 22209.
• Giving online using our convenient “donate” buttons
• Setting up a monthly or quarterly payment to the RRCA from a personal online bill payment
service. $25 dollars a month adds up to a $300 gift at the end of the year.
• Giving to the RRCA during the annual renewal process by including a donation with the club
or event’s membership and insurance fees.
• Making the RRCA an employer’s matching gift recipient. • Remembering the RRCA in your will.
• Attending the RRCA Convention and participating in the live and silent auction. • Donating worthwhile auction items.
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FUNDRAISING STRATEGY
As part of the RRCA’s Fundraising Strategy, the Board has clearlyoutlined restricted funds where the RRCA focuses their fundraising efforts and donors can restrict their contributions for us as outlined by each fund.
Annual Program Fund
The Annual Program Fund is the RRCA’s unrestricted, annual fund. Membership dues cover only a portion of our annual operating expenses. Annual contributions to the RRCA by our supporters help fund the Kids Run the Nation program materials, Runner Friendly Community program materials, RUN@WORK Day promotional efforts, RRCA National Running Awards Ceremony including award winner travel stipends, Championship Events Series materials, 2,000 Hour Volunteer Recognition program, Join a Club marketing efforts, RRCA history preservation efforts, and much, much more.
Kids Run the Nation Fund
In 2007, through a generous gift from David and Sharlee Cotter in memory of Hank and Nancy Taylor, the RRCA developed the Kids Run the Nation Fund to assists running clubs, events, and schools interested in implementing or currently hosting youth running programs. This small grant program is funded by restricted contributions from RRCA members, individuals, foundations, and corporations. One hundred percent of the money raised is restricted to the grant funds and no contributions to the Kids Run the Nation Fund are used for administrative expenses. The RRCA’s goal is to raise and grant over $20,000 annually to youth programs around the country.
Roads Scholar Fund
Since 1996, the RRCA has awarded grants totaling over $400,000 (as of 2012) through the Roads Scholar® program. The goal of the program is to assist American post-collegiate runners who show great promise to develop into national and world-class road running athletes. The grants awarded by the RRCA go directly to the athletes to help support their goals of becoming world-class distance runners. The program is directed towards runners who are US citizens, have graduated from college, plan to pursue elite distance running as a career, and expect to earn less than $30,000 from all sources during the calendar year. The RRCA’s goal is to provide four to six $5,000 grants per year to deserving athletes. Since the programs inception, the Roads Scholar Fund has provided financial assistance to over 84 elite athletes.
State Reps Fund
RRCA State Representatives are the ambassadors of the organization in their community and most importantly, RRCA State Reps are all volunteers. They promote our programs and services, support member clubs and events, and recruit unaffiliated clubs, events, corporate supporters and individual members. 100% of the State Rep fund contributions are used for the State Rep program. No portion of contributions is used for fundraising or administrative expenses. Contributions to the State Reps Fund help fund additional State Championship plaques. Contributions also help State Reps host an annual state meeting, attend the RRCA Convention for training, and much more.!
! *%! The Board uses the metrics outlined below to monitor performance of the annual operating objectives. Under each metric are points from the 10 Point Strategic Direction. All ten points are included under the various metrics so the RRCA can show annual progress towards these strategies.
Metrics:
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Communications•
Programs & Services•
Membership Recruitment & Retention•
Fundraising & Sponsorship•
Financial & AdministrativeThe following outlines key successes from 2009 – 2012 as they relate to each metric and strategic direction points.
MARKETING & COMMUNICATIONS - Overall Strategic Objective: To have a major public profile and major name recognition as the leading voice for running clubs, events, and fitness runners in the United States, with increased use of emerging technologies as a means of communication to reach out to the public.
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Website Successes – In2010 the Board invested in a new website. Working with the Matrixx Group, we developed an award winning website that is meeting the needs of a variety of audiences and is a site worthy of a modern and successful 50-year-old organization. The website not only serves as the primary information resource for all members, it doubles as our membership portal. In 2010, the RRCA moved away from an MS Access database to a highly sophisticated online membership database that all staff members can access.•
E-Communications and Social Media – In 2009 the RRCA had 3,900 emails in our Constant Contact account. As of December 31, 2012, the RRCA has over 120,000 emails in our Constant Contact account. We email to a smaller list of 17K primary club and event contacts on a monthly basis, and we email to the 120K list on a quarterly basis during the calendar year. In 2009, social media such as Facebook and Twitter were emerging trends. At the end of 2012, the RRCA had 5,000 Facebook fans, which was up by 50% from 2011. Our use of social media shows the RRCA’s commitment to using emerging technologies as a means of communication.•
Print Publications – The RRCA launched Club Running magazine, a partnership with the Running Network LLC, in 2009. The magazine has been a very important medium for sharing the RRCA’s programmatic messages. Between the print magazine and the e-communications, the RRCA is communicating with the household members on a regular basis throughout the year which helps grow our public profile. The RRCA has continued to grow the print publication, Inside Track, which is mailed quarterly to the primary club contact and race directors. This publication focuses on best practices.•
Media Outreach – Since 2009, the RRCA has been named in numerous magazines, newspapers,websites, and more. The RRCA has been included in notable publications such as Runner’s World, Outside magazine, Fitness magazine, Martha Stewart Living, USA Today, and more. In 2011, the RRCA was featured on the Lifetime channel’s daytime talk show, the Balancing Act. Our media outreach efforts focus on growing our name recognition and public profile.
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Join a Club Campaign – This promotional initiative was launched in 2009 to increase awarenessabout running clubs and to encourage runners and walkers to join their local RRCA-affiliated clubs or to start a club. The campaign has included promotions in print and online. We have attended expos at large events and have circulated over 10,000 “Join a Club” post cards between 2011 and 2012. When the campaign was launched in 2009, the RRCA had 1,122 club and event members. A key success of the campaign has been the increased growth in the number of club and event members, which exceed 1750 by the end of 2012. The overall household numbers for clubs grew by 10,000 between 2011 and 2012.
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SUCCESSES 2009 - 2012
PROGRAMS & SERVICES - Overall Strategic Objectives:
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To be a leading force in ensuring that participation in running remains constant or grows over the next decade through community support of event hosting, long term sustainability of local clubs, and maintenance and promotion of running as the most affordable form of regular exercise.•
To continually invest in and improve existing programs and services, develop new programs and services that are beneficial to the members, and to seek maximum participation in our programs and services by our members.•
To integrate elite American runners into the RRCA's promotion of running in the United States in order to provide good role models for American youth runners.•
To work with members to actively engage the next generation of runners to participate in running clubs and events to ensure the long-term stability of the sport and to develop future leaders for the sport.Coaching Certification Program – At the end of 2009, the RRCA had trained over 1,000 certified running coaches since the programs inception. By the end of 2012, the RRCA has trained over 3,100 certified running coaches. The RRCA continues to invest in and improve this program for our members. In 2012, the RRCA invested in a comprehensive update of the materials for the program.
Race Director Certification Program – Launched in November 2012, the program is designed to provide
a baseline of knowledge for anyone wanting to host a running event. The program also provides the RRCA
Code of Ethics for Certified Race Directors to follow to help ensure the integrity of the sport and running event management. In the first two months of the program eighteen race directors have become certified.
RRCA: Runner Friendly Community Program – Launched in 2011, this program has garnered national attention with both members and community leaders. The RRCA has designated 23 Runner Friendly Communities.
Kids Run the Nation program - In 2008, we introduced the Kids Run the Nation Program. Since the program’s inception the RRCA has circulated over 5,000 copies of the updated program guide and over 20,000 copies of the updated Running Guide for Kids booklets. In 2009, the RRCA granted $5,400 in grants to youth programs. By 2012, the RRCA has increased the total grant amount to $20,000. Since the program’s inception, the RRCA has granted over $70,000 to deserving programs that have served nearly 40,000 children.
Roads Scholars Program - Since the program’s inception, the RRCA has funded over 84 elite athletes. In 2012, eighteen Roads Scholar recipients qualified for the US Olympic Trials – Marathon.
Championship Event Series - The RRCA Championship events is one of the oldest distance running traditions in the US, dating back to 1958 when the RRCA awarded their first championship designation. In 2011, the RRCA added the award category of Senior Grandmaster to honor older runners and to inspire people to stay in the sport as long as possible. The RRCA has had recent success with the Championship Event Series following some internal changes to gathering information. For both 2011 and 2012 the RRCA Championship Event Series included over 170 races at the State, Regional and National level that attracted over 265,000 runners nationwide, making it the largest grassroots-organized, running event series in the US. The RRCA has also leveraged this audience and sends boxes of RRCA promotional materials to each event to give to participants.
RRCA Insurance Program – The RRCA insurance program continues to be a marquee service for the running community. In 2010, the RRCA made enhancements to the program, including the ability to buy up to a $2 million policy at a reasonable rate, including sexual abuse and molestation coverage to the policy, and adding an optional volunteer medical personnel policy. To protect the integrity of the insurance program for running clubs and traditional running events, the RRCA Board took the added step of approving several policies that exclude coverage for higher risk events.
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Other Programs – The RRCA Convention, the RRCA National Running Awards, Run@Work Day, the 2,000 Volunteer Certificates, the State Reps, RRCA History Preservation, and the Safety & Advocacy Programs continue to be successful programs for the RRCA that benefit the membership.
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SUCCESSES 2009 - 2012
MEMBERSHIP RECRUITMENT & RETENTION - Overall Strategic Objectives:
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To be the leading authority on the organization of running clubs and training programs, and to be the largest association of grassroots running organizations in the United States that serve the needs of individual runners and make their safety a top priority.•
To be the leading authority and resource for the establishment of new grassroots running organizations and training and education programs for runners, running coaches, race directors, and other special interests that emerge as priorities as the sport evolves.Key Successes: The RRCA club and event membership has grown by over 55% between 2009 and 2012. To address some of the concerns about safety and ethics, the RRCA adopted the Member Accountability Process in 2010 to help manage members that are not in compliance with RRCA membership policies. A positive aspect of the membership growth is the fact that the RRCA has been able to maintain the household dues amount for six years in a row.
FUNDRAISING, PARTNERSHIPS & SPONSORSHIP DEVELOPMENT - Overall Strategic Objectives:
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To have sufficient financial support from members, sponsors and individuals and to have leaders actively engaged in the solicitation of financial support to ensure organizational stability so the RRCA can be outward-focused in the promotion and support of running in the United States.•
To be a major, collaborative partner with health organizations and other running relatedorganizations, but only as long as the partnerships enable the RRCA to achieve our strategic goals as an organization and for the sport of running.
Key Successes: The RRCA revenue has increased by 48% between 2009 and 2012. This is a result of strong membership numbers, generous contributions from donors and sponsors, and earned income from programs such as the coaching certification courses. As noted earlier in this report, the RRCA developed fundraising policies and procedures along with a fundraising strategy. The RRCA has also developed an outline of donor prospects. The new database for the organization also serves as a fundraising portal and a means of tracking donors. This increase in revenue has also allowed the RRCA to invest in marketing, programs, services, and general infrastructure for the organization.
Key Successes: The RRCA has actively engaged with collaborative partners between 2009 and 2012. These partners include the National Physical Activity Plan Alliance, the Healthy Weight Commitment Foundation, Discovery Education, National Geographic Kids, Outrun the Sun, Bring Back the Mile, Weight Watchers Inc., etc. These partnerships have helped raise the RRCA’s profile beyond the traditional running community.
FINANCIAL & ADMINISTRATION - Overall Strategic Objective:
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To engage in best practices in organizational governance and management with the ability to adapt positively to a changing world along with generational leadership changes.Key Successes: During the years of 2009 to 2012, the RRCA has had clean audits and have worked with auditors to continue to strengthen internal controls as the organization has grown in size and accounting volume. In 2012, President Cotter appointed a formal finance committee to work with the executive director to review financial information in detail before statements are shared with the Board. This added level of governance is considered best practices for a national nonprofit. In 2012, the RRCA Board reviewed and re-affirmed many governance policies that had been developed prior to 2009. The RRCA also developed and promoted a Member Code of Conduct designed to help club leaders deal with difficult members in their local clubs. The Board also developed and approved the Race Director Code of Ethics in 2012. The executive director outlined a detailed Standard Operating Procedures manual for running the organization in the event of a personal tragedy. Ensuring an organization can function without its chief executive is a primary responsibility of the chief executive. This effort shows the continuing organizational maturity of the RRCA.
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MANAGING THE STRATEGIC PLAN
Ranking of Organizational Priorities:
Each year the Board of Directors and RRCA staff have discussions about ranking organizational priorities based on trends, membership needs, financial support, and furtherance of the Strategic Plan. To rank priorities the Staff surveys the Board and reports on the results of the survey. The Staff also surveys the membership every 2 to 3 years to ensure that internal ranking of priorities reflects the interested of the external audience.
Developing Annual Operating Plans and Budget:
The Strategic Planning Task Force recommends that the RRCA Board of Directors continue the established practice of documenting and approving annual objectives that are tied to an annual operating budget. The annual objectives and budget should reflect the ranked priorities of the organization and clearly outline new programs and/or enhanced programmatic improvements. Continuing this annual exercise will help the organization achieve the long-term strategic direction for the RRCA.
Fundraising and Financial Support:
Fundraising and financial support play a major factor in the success or failure of any nonprofit organization. The RRCA must, based on its own history, always maintain the long-term financial stability of the organization as a top priority. As such, the Board has a goal to ensure no less than 6 months worth of operating reserves be maintained by the organization. To this end, the RRCA has established and grown our positive net asset balance since 2004. Although the Board’s policy is to ensure a balanced budget, the Board and staff must always establish realistic annual income goals and work together to achieve the goals. Inflating income goals without a realistic plan to cover expenses on paper is a dangerous practice that should be avoided. The Board needs to ensure 100% board giving to the RRCA and assist the National Office in fundraising efforts.
The RRCA should leverage strategic partnerships to help in the assistance of program and service delivery to help manage costs. The RRCA should always seek to find creative solutions by implementing the latest technology designed to maximize communication while minimizing costs. The RRCA, through this strategic plan, must work with the running industry to ensure that their investment in the organization is money well spent. The RRCA must also work with sponsors to ensure that the sponsorship furthers this Strategic Plan. !
Metrics and Measurements for Assessing Operational Objectives and the Strategic Plan:
The Board should continue to use the established metrics for reporting on and assessing annual objectives, as these metrics speak to the 10-point strategic direction for the organization.
The Board should re-examine this current version of the Strategic Plan in 2-3 years, following the original recommendation of reviewing the plan at 3, 5 and 10-year marks. At the 3-year mark, many of the benchmarks outlined in this document or new objectives developed between 2009 and 2012 should have been achieved. By 2014, all RRCA programs and services should be robust and meeting the needs of the membership. The RRCA should have a governance structure that can adapt to changes but still remain focused on the strategic direction through 2019. As such, the Board should spend time and effort on leadership development for future Board candidates to ensure that the most qualified people serve on the Board of this national organization.
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