Run for the Wall®
We Ride for Those Who Can't®
Learn how to support this organization
Run for the Wall®
EIN: 36-4125559
as of September 2024
as of September 09, 2024
Mission
Run for the Wall® is a 501(c)(3) and a 509(a)(2) charity established to promote healing among ALL veterans and their families and friends, to call for an accounting of all Prisoners of War and those Missing in Action (POW/MIA), to honor the memory of those Killed in Action (KIA) and support those Wounded in Action (WIA) from all wars, and to support our military personnel all over the world. We work continuously with churches, schools, VA Centers and Hospitals, and other veteran organizations to educate and assist in the healing process for ALL who served in our Nation's military services, including family members and friends of those who serve.
Notes from the nonprofit
Run For The Wall is managed and led by a volunteer Board of Directors, who receive no wage-type compensation for their work. Staffed entirely by volunteers, we have been providing veteran support services since 1989. Our funding is solely dependent on merchandise sales from our online store, donations from supporters and businesses along with registration fees from riders who participate in our annual Mission. We often receive support in the form of hydration supplies from several small businesses, along with Law Enforcement Support from a variety of states and local communities. We are all-inclusive and welcome both veterans and other patriots, including the occasional rider from other countries.
Ruling year
1999
President
Mr. John W Staub
Main address
50 Fourth Ave #1445
Dayton, NV 89403 USA
EIN
36-4125559
Nonprofits
Unknown or not classified
Civics for youth
Community service for youth
STEM education
Population served
Veterans
Students
Teachers
Military personnel
NTEE code
Military/Veterans' Organizations (W30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
First, we need to ensure we are meeting our primary Mission goal of promoting healing among ALL veterans, their families, and friends. Our RFTW 2028 strategic plan addresses several areas of the corporation and its operations that require forward-thinking amid a constantly changing environment. Starting in 2023 and extending out to 2028, our strat plan addresses each directorate and route with an eye toward keeping the Mission viable despite changing rider demographics and negative economic influences. Recognizing our age demographics were not showing an increase in younger veteran participation while we showed a decrease in older veteran participation, we needed to make ourselves attractive to younger veterans. We need to continue to improve our business practices, establish better communications with similar veteran organizations, and ensure we are developing and working within an annual operating budget across all directorates. All while focusing on our Mission.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Promotion of POW/MIA KIW/WIA awareness and healing among our veterans, friends and families
Each year, we organize and host a motorcycle event that involves 4 routes, 3 of which travel from CA to Washington, DC, with one traveling from Washington, DC to Marseilles, IL, all stopping at veteran-related organizations, veteran assisted living facilities, VA Centers and organizations, churches, and schools to promote healing among all veterans, their friends, and families, to honor the memories of those POW/MIA and those KIA/WIA. We strive to maintain a safe, supportive, and private atmosphere in which all participants can reflect and heal on their journey to the Vietnam Veterans Memorial in Washington D.C. and the Middle East Conflicts Wall Memorial in Marseilles, Illinois in the hope they can return home to a new beginning.
To call for an accounting of ALL POWs/MIAs
We continue to call for an accounting of ALL POW/MIA personnel from all wars. Once we arrive in Washington, D.C., our riders have the opportunity to participate in Rolling to Remember, a protest that takes place on the streets of our Nation's capital, focused on calling for accountability for our POW/MIA service members.
Honor the memory of those Killed in Action (KIA) in all wars.
We work to remind Gold Star families that their sacrifice is not forgotten and that we continue to say their names and tell their stories so our KIA will not be forgotten. We meet with Gold Star families across the nation each year while on our annual Mission, to ensure they know "We Ride for Those who Can't".
To assist, support, and remember those Wounded in Action (WIA)
We regularly work with wounded veterans, recognizing that not all wounds are visible. On our annual Mission, we have chaplains trained to deal with veteran-related stressors, we ensure we have an atmosphere of inclusivity to include those suffering from the traumatic effects of combat. Additionally, we regularly provide grants or donations to organizations that support similar efforts.
Support our military personnel around the world
Oftentimes, we stop at military installations and meet with military across the United States, to remind them that their work and support of our nation is not forgotten. We often have special platoons of riders consisting of active duty military ride a leg or three with us so that they too can find peace and healing.
RFTW Benevolence Program
RFTW supports a benevolence program for the administration of gifts made by RFTW to selected charities whose mission and values are consistent with those of RFTW and to individuals in need whose personal actions reflect RFTW values. For charities and other organizations, they must have a mission consistent with those or RFTW. We prefer that the organization be a non-profit and a registered 501(c)(3). The organization must provide a direct benefit for veterans and their families. This benefit may occur in the form of advocacy, direct assistance, public education, awareness, or other similar activities. RFTW benevolence can also extend to individuals/families in need. Online applications are available at https://rftw.us/benevolence-fund/
Where we work
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants attending course/session/workshop
This metric is no longer tracked.Totals By Year
Population(s) Served
Veterans
Related Program
Promotion of POW/MIA KIW/WIA awareness and healing among our veterans, friends and families
Type of Metric
Context - describing the issue we work on
Direction of Success
Holding steady
Context Notes
We were unable to perform our annual mission in both 2020 and 2021 due to pandemic restrictions
Median grant amount
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
In 2021, we teamed with another 501(c)(3) to provide a contribution to Homes for our Troops, as a one-time charitable act.
Number of rallies/events/conferences/lectures held to further mission
This metric is no longer tracked.Totals By Year
Related Program
Promotion of POW/MIA KIW/WIA awareness and healing among our veterans, friends and families
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
In 2020 and 2021, we were unable to host our annual event due to pandemic restrictions. However, since 1989, we have continuously hosted our annual event each May.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
To safely guide participants across America
To promote healing and remembrance of those veterans who came before us
To educate our nation's youth on the lives and sacrifices of our service members
To ensure we improve communications both within the Board of Directors and across Directorates, but also with our riders
To remind all whom we meet that our Nation's veterans are not forgotten, that their service and their sacrifices will live on
What are the organization's key strategies for making this happen?
We work closely with veteran and civic-minded organizations, military installations, and other patriotic groups to provide an atmosphere of privacy, safety, diversity, and inclusion so that all who ride with us can receive the benefits we offer.
We have trained chaplains on each of our four routes who have special training in dealing with PTSD and similar associated issues that afflict our veterans. We stop and speak with veterans and veteran supporters all across the country including VA Centers, Veteran Homes, VA Hospitals, military installations, and community gatherings culminating in a visit in Washington, DC at the memorials at the National Mall, and at the Current Conflicts Memorial in Marseilles, IL.
What are the organization's capabilities for doing this?
We work with a significant number of volunteer leaders both in raising funds and in organizing and executing our motorcycle mission across America. We have State and Local Coordinators working with a wide variety of veteran organizations to assist us in feeding and fueling our riders on each of the four routes. We conduct monthly Zoom meetings between the all-volunteer Board of Directors and our volunteer leaders to ensure our planning and programming in on target.
What have they accomplished so far and what's next?
This Mission has been ongoing each year since 1989, with the exception of two years during the COVID-19 pandemic. Through the use of our open communication process beginning with rider-submitted After Action Reports, we are able to gauge whether we are meeting our riders' expectations, and also listen to their criticisms and suggestions on ways to improve. Each After Action Report is reviewed by the entire Board of Directors along with the leadership from each route. Report topics are collated and follow-up actions, if appropriate, are tracked. Similarly, from our website, anyone can submit a "Contact" form that goes directly to the Board of Directors for consideration and possible action.
While true progress is difficult to measure, we work diligently to care for and express our support for our Nation's veterans, their friends, and families. We compare annual rider demographics to see if we are supporting veterans of all conflicts and age groups. We have a newly formed committee to look at all things Run for the Wall, and to engage our younger riders to see if we are meeting their needs and goals.
We also track our donations to various other charitable organizations to ensure we are meeting not only the needs of our riders but also the needs of those organizations that support us and may also need assistance.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Revenue vs. expenses: breakdown
Liquidity in 2023 info
0.00
Months of cash in 2023 info
8.1
Fringe rate in 2023 info
0%
Funding sources info
Assets & liabilities info
Financial data
Run for the Wall®
Balance sheetFiscal Year: Sep 01 - Aug 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Sep 01 - Aug 31
This snapshot of Run for the Wall®’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $51,346 | $62,183 | -$10,558 | -$17,253 | -$11,589 |
| As % of expenses | 17.9% | 43.1% | -6.2% | -5.7% | -2.7% |
| Unrestricted surplus (deficit) after depreciation | $49,560 | $61,669 | -$10,937 | -$17,253 | -$11,589 |
| As % of expenses | 17.2% | 42.6% | -6.4% | -5.7% | -2.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $340,335 | $206,426 | $160,918 | $287,867 | $413,450 |
| Total revenue, % change over prior year | 15.0% | -39.3% | -22.0% | 78.9% | 43.6% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.1% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 77.0% | 87.3% | 97.8% | 76.8% | 83.6% |
| Other revenue | 23.0% | 12.6% | 2.2% | 23.2% | 16.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $286,315 | $144,243 | $171,476 | $305,120 | $423,480 |
| Total expenses, % change over prior year | 0.8% | -49.6% | 18.9% | 77.9% | 38.8% |
| Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Professional fees | 0.9% | 0.6% | 0.3% | 0.0% | 0.0% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 31.0% | 27.3% | 75.4% | 21.8% | 32.3% |
| All other expenses | 68.1% | 72.2% | 24.3% | 78.2% | 67.7% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $288,101 | $144,757 | $171,855 | $305,120 | $423,480 |
| One month of savings | $23,860 | $12,020 | $14,290 | $25,427 | $35,290 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $5,686 |
| Total full costs (estimated) | $311,961 | $156,777 | $186,145 | $330,547 | $464,456 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 11.5 | 28.0 | 22.7 | 11.9 | 8.1 |
| Months of cash and investments | 11.5 | 28.0 | 22.7 | 11.9 | 8.1 |
| Months of estimated liquid unrestricted net assets | 12.7 | 30.3 | 24.7 | 13.2 | 9.0 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $274,643 | $336,900 | $324,164 | $303,626 | $286,352 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $8,930 | $8,930 | $8,930 | $8,930 | $36,116 |
| Accumulated depreciation (as a % of LBE) | 90.0% | 95.8% | 100.0% | 100.0% | 84.3% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $302,767 | $364,436 | $353,499 | $336,246 | $324,657 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Mr. John W Staub
Retired 24-year active duty Air Force firefighter, a former technology and development small business owner now retired Director of Fire & Emergency Services for the Dept. of the Army. Executive with full oversight for strategic policy, planning, budget development, and execution along with business practices for large, geographically separated organizations circling the globe. Masters in Public Administration (with honors), Harvard Kennedy School of Government alumnus, graduate of the National Fire Academy Executive Fire Officer program, published author and researcher on a wide variety of topics. Recent recipient of the Air Force Civilian Meritorious Service Award and the Army Superior Civilian Service Award.
Number of employees
Source: IRS Form 990
Run for the Wall®
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Run for the Wall®
Board of directorsas of 02/19/2024
Board of directors data
Mr. Billie Dunlap
Run for the Wall
Term: 2022 - 2025
Robert Nelson
Treasurer
Todd Taylor
Director of Operations
Alan Steiner
Director of Merchandise
Jeremy Rousseau
Secretary
Lance Wheeler
Risk Management
Ted Kapner
Public Relations
Michael Turner
Director of Purchasing
John Staub
President
Billie Dunlap
Chairman
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 11/12/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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