THE WEST COAST CYCLING ASSOCATION: CHOOSING THE BEST
TRAIL TO BLAZE CASE STUDY SOLUTION
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SYNOPSIS
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The West Coast Cycling Association (WCCA) was a community non-profit organization operated by a
volunteer group of like-minded individuals with a shared passion to promote the sport of mountain biking
throughout the western region of Newfoundland in Canada’s easternmost province, Newfoundland and
Labrador. The WCCA had enjoyed success in growing interest in the sport, and now had an opportunity to
n
explore a new potential partnership to pursue another trail-building project. While it had always operated in a
tio
very informal manner, Chad Parsons, the WCCA’s president, believed decision-making in the association was
at a point where it would benefit from greater clarity in both its strategic direction and the interests of its
stakeholders. As the current lead role in the non-profit, Parsons also recognized the amount of effort involved
lu
in keeping things moving at the WCCA, including its limited capacity to secure funding and directly manage
more trail-building projects on its own. With these things in mind, Parsons needed to evaluate which potential
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partner—the City of Corner Brook or the Marble Mountain Development Corporation (MMDC)—
represented the best strategic fit for the WCCA and its stakeholders now and into the future.
OBJECTIVES
1. Identify common challenges faced by community non-profit organizations that potentially impact
strategic decision-making.
2. Describe how fundamental components of business strategy strengthen organizational decision-making.
3. Appreciate how an understanding of stakeholder relationships can better inform organizational
decision-making.
The Case Solution Starts From page 6
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ASSIGNMENT QUESTIONS
1. Identify some of the challenges to decision-making faced by the WCCA. To what extent are these
related to its status as an NPO? (Related to Learning Objective 1)
2. Propose how the WCCA could clearly articulate elements of its strategy (e.g., vision and mission, core
values, value proposition, and goals) and explain how a more formalized understanding of these
components would strengthen its decision-making. (Related to Learning Objective 2)
The Case Solution Starts From page 6
,3. Describe the WCCA’s key stakeholder interests with respect to their inducements and contributions.
How can a basic understanding of its stakeholders support strategic decision-making at the WCCA?
(Related to Learning Objective 3)
4. Based on the preceding analysis, which of the partnership options before the WCCA—the City of
Corner Brook or the Marble Mountain Development Corporation—is best aligned with its current
strategy, key stakeholder interests, and reality as a small, volunteer-run NPO? (Related to Learning
Objectives 1, 2, and 3)
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The Case Solution Starts From page 6
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ANALYSIS
So
1. Identify some of the challenges to decision-making faced by the WCCA. To what extent are
these related to its status as an NPO? (Related to Learning Objective 1)
The purpose of this question is to have students identify and appreciate the decision-making challenges
faced by Parsons and the WCCA, and to examine how some of those challenges may be intensified on
account of its standing as an NPO.
In their consideration of challenges, students may also comment on the strengths of the association, which
would include a growing membership, its existing trail system and Master Trail Plan, the current status of
operating funds, positive past experiences working with other organizations (e.g., the City of Corner Brook,
various funding agencies), and a wide range of skills among the association’s board members, who were
also a highly dedicated group of volunteers willing to carry out the work of the association.
Despite these strengths, however, students should note several challenges to the WCCA’s decision-making,
including: the absence of any formalized components of strategy, the structure of the association’s
leadership positions, the heavy burden of work on board members, the precarious nature of revenue and
funding for the association, and the different interests of stakeholder groups.
The Case Solution Starts From page 6
, EXHIBIT -1: SMART ELEMENTS OF PROPOSED WEST COAST CYCLYING
ASSOCIATION GOALS
General goal SMART elements to strengthen proposed goal
Maintain and build accessible and ▪ Specify trails on which to focus for maintenance work
sustainable mountain bike trails ▪ Specify areas to develop
throughout the Corner Brook and ▪ Identify who is responsible for specific work
surrounding area. ▪ Propose timeline for development (e.g., within the
2023–24 riding season)
Support the local cycling community ▪ Specify promotion in the form of an online campaign on
and foster a culture of outdoor the WCCA’s social media accounts or specific cycling
adventurers on an ongoing basis by event
promoting awareness of the sport of ▪ Include a stated aim to attract a certain number of
mountain biking throughout the region. unique visits to the association website
▪ Designate time frame for the campaign to run
Host both social and competitive ▪
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mountain bike events that attract
different levels and type of riders on an ▪
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annual basis. ▪
▪
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Sa
n
tio
lu
So
The Case Solution Starts From page 6
TRAIL TO BLAZE CASE STUDY SOLUTION
e
pl
SYNOPSIS
m
Sa
The West Coast Cycling Association (WCCA) was a community non-profit organization operated by a
volunteer group of like-minded individuals with a shared passion to promote the sport of mountain biking
throughout the western region of Newfoundland in Canada’s easternmost province, Newfoundland and
Labrador. The WCCA had enjoyed success in growing interest in the sport, and now had an opportunity to
n
explore a new potential partnership to pursue another trail-building project. While it had always operated in a
tio
very informal manner, Chad Parsons, the WCCA’s president, believed decision-making in the association was
at a point where it would benefit from greater clarity in both its strategic direction and the interests of its
stakeholders. As the current lead role in the non-profit, Parsons also recognized the amount of effort involved
lu
in keeping things moving at the WCCA, including its limited capacity to secure funding and directly manage
more trail-building projects on its own. With these things in mind, Parsons needed to evaluate which potential
So
partner—the City of Corner Brook or the Marble Mountain Development Corporation (MMDC)—
represented the best strategic fit for the WCCA and its stakeholders now and into the future.
OBJECTIVES
1. Identify common challenges faced by community non-profit organizations that potentially impact
strategic decision-making.
2. Describe how fundamental components of business strategy strengthen organizational decision-making.
3. Appreciate how an understanding of stakeholder relationships can better inform organizational
decision-making.
The Case Solution Starts From page 6
, e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. Identify some of the challenges to decision-making faced by the WCCA. To what extent are these
related to its status as an NPO? (Related to Learning Objective 1)
2. Propose how the WCCA could clearly articulate elements of its strategy (e.g., vision and mission, core
values, value proposition, and goals) and explain how a more formalized understanding of these
components would strengthen its decision-making. (Related to Learning Objective 2)
The Case Solution Starts From page 6
,3. Describe the WCCA’s key stakeholder interests with respect to their inducements and contributions.
How can a basic understanding of its stakeholders support strategic decision-making at the WCCA?
(Related to Learning Objective 3)
4. Based on the preceding analysis, which of the partnership options before the WCCA—the City of
Corner Brook or the Marble Mountain Development Corporation—is best aligned with its current
strategy, key stakeholder interests, and reality as a small, volunteer-run NPO? (Related to Learning
Objectives 1, 2, and 3)
e
pl
m
4
Sa
n
tio
lu
So
The Case Solution Starts From page 6
, e
pl
m
Sa
n
tio
lu
ANALYSIS
So
1. Identify some of the challenges to decision-making faced by the WCCA. To what extent are
these related to its status as an NPO? (Related to Learning Objective 1)
The purpose of this question is to have students identify and appreciate the decision-making challenges
faced by Parsons and the WCCA, and to examine how some of those challenges may be intensified on
account of its standing as an NPO.
In their consideration of challenges, students may also comment on the strengths of the association, which
would include a growing membership, its existing trail system and Master Trail Plan, the current status of
operating funds, positive past experiences working with other organizations (e.g., the City of Corner Brook,
various funding agencies), and a wide range of skills among the association’s board members, who were
also a highly dedicated group of volunteers willing to carry out the work of the association.
Despite these strengths, however, students should note several challenges to the WCCA’s decision-making,
including: the absence of any formalized components of strategy, the structure of the association’s
leadership positions, the heavy burden of work on board members, the precarious nature of revenue and
funding for the association, and the different interests of stakeholder groups.
The Case Solution Starts From page 6
, EXHIBIT -1: SMART ELEMENTS OF PROPOSED WEST COAST CYCLYING
ASSOCIATION GOALS
General goal SMART elements to strengthen proposed goal
Maintain and build accessible and ▪ Specify trails on which to focus for maintenance work
sustainable mountain bike trails ▪ Specify areas to develop
throughout the Corner Brook and ▪ Identify who is responsible for specific work
surrounding area. ▪ Propose timeline for development (e.g., within the
2023–24 riding season)
Support the local cycling community ▪ Specify promotion in the form of an online campaign on
and foster a culture of outdoor the WCCA’s social media accounts or specific cycling
adventurers on an ongoing basis by event
promoting awareness of the sport of ▪ Include a stated aim to attract a certain number of
mountain biking throughout the region. unique visits to the association website
▪ Designate time frame for the campaign to run
Host both social and competitive ▪
e
mountain bike events that attract
different levels and type of riders on an ▪
pl
annual basis. ▪
▪
m
Sa
n
tio
lu
So
The Case Solution Starts From page 6
