One of the country's oldest major ski clubs wanted to build a new Clubhouse and offices. They had land donated and were ready to announce their fundraising campaign to the community.
RRC was hired to provide counsel to the board and Executive Director on how to conduct a major capital campaign. At the outset, RRC conducted an initial assessment of the organization and found several major impediments to starting a substantial fundraising effort. In discussion with the board, it was agreed that board development (restructuring and review of roles) and strategic planning would come before the campaign was launched. From the strategic planning a new vision of the Club and its role in the community was created. New leadership on the board took on the responsibility of the capital campaign and RRC worked to design a campaign phase-by-phase effort, write and design campaign materials, and train on fundraising techniques.
Although the organization had a $1 million dollar annual budget, the campaign goal of just under $4 million was reached and a new state-of-the-art, 10,000 square foot Clubhouse was built at the base of Aspen Highlands, right next door to the schools where kids can walk over and head out into the snow. With a lift in the backyard and a commons area where kids gather to train, to work on their studies, and to begin the dream of Olympians, the Club finally had the home of its dreams.
When that was finished, the executive director decided it was time to step down, and with RRC’s help, a nation-wide search for his replacement began. Another six months later, the first-choice candidate was in place and the Club was poised for its next half-century.
Click here to visit the website for the Aspen Valley Ski/Snowboard Club.
The Southern Region of the USDA Forest Service (Region 8) manages 13 million acres of federal land in 13 states and Puerto Rico. The leadership body for the region is made up of some 45 Regional Directors and Forest Supervisors and headed by the Regional Forester. The Regional Forester wanted to increase the capability of his leadership team including their ability to work together, to effectively lead the region, and to manage their business strategically.
RRC was hired to design and facilitate four team meetings over an 18-month period to transform the way the team thought about their leadership role and how they implemented it for the benefit of the region.
As a result of this work, the leadership team clarified their charter, put in place a leadership structure within the group that supports shared and strategic decision-making among all 45 members, and developed a strategic framework to establish regional priorities and guide resource allocation. The strategic framework is also a guiding document for the entire region as each Regional Director and Forest Supervisor is accountable to link their efforts to it.