Random Acts, Inc.

Our primary goal is to provide a vast network of caring people with the encouragement and support they need to change lives for the better. We believe that every individual can be a catalyst for change and that our role is to help in the facilitation of that change. Our belief is that kindness breeds kindness and that the work of individuals to create a kinder world can have far reaching effects on the local and global economy.

A five-year strategic plan was enacted by our senior leadership to identify a number of goals for both programming and governance of the organization. These goals are: Focus on and Reform Governance, Focus on Establishing Efficient and Effective Systems, Focus on Technological Needs, Enhancing Staff and Staff Skills, Determine Marketing for Organizational Image, Acquire Resources, Develop Four Core Programs, and Focus on Fiscal Management and Transparency. These goals are all necessary milestones toward better serving our community and ensuring that our mission can be met. These goals include not only programmatic goals, but also staffing and organizational goals as these elements work hand and hand toward a successful organization.

Focus on & Reform Governance - As part of this prong of our strategic plan our mission statement will be confirmed and reviewed on a yearly basis to ensure it reflects what we are doing and that we are doing reflects our mission. Organizational policies were drafted in the first year of the plan and our reviewed on an annual basis. A concise organizational chart/departmental responsibilities was formalized in the first year of the plan and will be reviewed in subsequent years.

Focus on Establishing Efficient/Effective Systems - The senior team developed a clear reporting hierarchy within the organizational chart and the hierarchy is reviewed annually. Additionally, standard operating policies are written on an as needed basis and distributed to the entire staff for review and implementation.

Focus on Technological Needs - During the first year, necessary software was purchased and a new website was designed. The website is updated on a near day to day basis and is readily available for new content and changes. Assessment of technological needs is on going basis to ensure that needs are met and resources kept up to date.

Enhancing Staff & Staff Skills - Comprehensive recruitment of staff was completed by our human resources department.New positions and departments developed to meet the needs of a growing non-profit. We continue to assess staffing needs growing the all-volunteer staff as needed. Job descriptions have been formalized and written and are reviewed annually and as needed.

Determine Marketing for Organizational Image - The organization underwent a brand assessment during the first year of the strategic plan. From this assessment we developed a new logo and other key branding elements. Branding factored into the development of a social media plan with an aim of increasing support outreach each year over the next three years.

Acquire Resources - The focus has been on developing non-profit partnerships, event partners and fundraising campaigns. We have grown in our number of partners and are now working on expanding the growing list for the remainder of the five years. We will also shift our focus to more intensive corporate partnerships during the subsequent 3-5 years of our strategic plan as our programs strengthen and grow.

Develop Four Core Programs - First and foremost in our strategic plan, we sought ways to grow our acts funding program. We developed an awards scheme that helped to generate interest. In subsequent years each program will be further assessed for viability and growth.

Focus on Fiscal Management & Transparency - In this first year, we've fully assessed our financial systems and have found clearer procedures for tracking and reporting our financials. Different authorization levels were put into place and we're currently developing GAAP and SOP's. We also developed a quarterly reporting system to ensure that our supporters are kept involved in our financial management.

Random Acts has a diverse supporter base that has showed immense enthusiasm since the organization's inception in 2010. This base has shown a willingness to participate in new and exciting programs, and they have also generously given to fundraising campaigns helping us to feel confident in our ability to meet fundraising goals and expand our programming. Our committed staff has brought their expertise to the table with many of our volunteers bringing real world experience to the table and sharing knowledge and education they've received in their work lives. We have found key partnerships with other nonprofits that have helped us in finding acts of kindness that need to be fulfilled. We have a vast social media network and a strong communications plan that helps to keep us in the forefront of many people's minds as our campaigns go forward. As stated in our strategies, we are working on growing corporate sponsorships to further build our resources.

Our biggest achievement in the past year was the comprehensive reorganization of the volunteer staff to reflect best practices in non-profits as well as to emphasize efficiency. Through our reorganization, we were able to develop and implement programming to engage our constituents. Previously, mission advancement centered upon only one granting program, but we have created more inroads and opportunities for people to engage with our organization. We continue to assess and monitor programming to ensure that it is as effective and far reaching as possible. Our ability to engage users over social media has been a tremendous asset in bolstering our position in the community and helping us to grow as an organization.

On average, our programs reach over 19 countries and engage over 1,500 participants. In 2012, our participants logged over 1,462 hours of kindness through various activities and our Hope 2 Haiti campaign raised more than $200,000 for building and funding an orphanage and other organizations in Jacmel, Haiti. In 2013, we have exceeded our next Hope 2 Haiti fundraising goal and our programs have shown growth. Comparing our Annual Melee of Kindness 2012 to 2013 shows an increase of 115 participants and 2,234 hours of service. More participants are seeking funding than ever before and AMOK alone saw an additional $2,205 spent on the program over the previous year. All of these numbers are indicative of strong growth in programming and community outreach.