GWTC Board meetings are typically fairly languid, but interesting, affairs. The last couple of Board meetings have seen an infusion of energy that is atypical but welcome, as differing opinions are generally good for organizations. In April, the 2026 Marathon/Half budget closeout was submitted for approval, as well as the proposed 2027 budget. The 2026 closeout was approved. As part of the 2027 proposal, a “management fee” to pay the race director ($10 per registrant) was included. While this proposal is not unprecedented (the Springtime race director was paid some years ago), and would also be revenue neutral to the club (race fees were already low based on the market, so they would be raised by a similar amount), some on the Board and others in attendance felt blindsided. To be fair, both the VP and I were briefed on this idea several days ahead of the meeting and did not feel it rose to a level of importance that warranted sounding the alarm. It appears we were out of touch, as some long-standing members had strong concerns.

Fortunately, some on the Board pleaded for more time to consider the proposal. In the midst of a bit of a time crunch, given the machinery it takes to pull this race off and the lead time most marathoners need, we initially decided to hold for a week, then 10 days, and ultimately took the issue up at the May Board meeting, giving approximately 30 days to consider the ramifications. The May meeting was well attended, and most attendees were relatively respectful in stating their positions.

I should note here that a volunteer did step forward and offer to continue the Marathon’s tradition of having a volunteer race director. Those who spoke against the motion to approve the 2027 Marathon/Half budget that included the management fee articulated the following general thoughts: a groundswell could occur where many current volunteer jobs and race directors seek remuneration; it has always been an all-volunteer effort; the decision was moving too quickly; the 2026 course was bad; GWTC is being taken advantage of; and there was already a volunteer willing to direct the race. Subsequent post-meeting feedback also included a desire for a flat fee and a lower payment.

Those who spoke in favor of the motion to approve a budget with the management fee expressed the following general thoughts: this race requires more time and effort than any other GWTC race (former race directors were there to vouch for that) and is a good candidate for this experiment; all large races benefit immensely from continuity (there have been three different race directors for the marathon in the last three years); the 2026 participant satisfaction survey was overwhelmingly positive, signaling that repeating last year’s race directors would be welcome; and this would be a one-year contract, allowing the club to shift gears for 2028 should the paid race director experiment not go well.

The vote was 7-4 in favor of the motion (there was one vote against and one in favor that were not counted, as those individuals were not in attendance). So, the 2027 Tallahassee Marathon/Half will be conducted by an LLC (the same folks as in 2026), but through a contractual agreement designed to protect both the club and the race directors. It is anticipated that this arrangement will result in at least the same financial proceeds the club saw in 2026, and likely more. It should also be noted that each of the last three years’ Marathon/Half race directors was in attendance and strongly supported the proposal.

A window into what it takes to put this race on:

Strategic Planning and Event Management (event plan, timeline, pricing structure, registration strategy, execution strategy, participation goals)

Course Design, Permitting, and Safety Compliance (measurement and certification, coordination with local government agencies including law enforcement, securing permits and insurance, safety and emergency response plans, aid stations, signage, course infrastructure)

Financial Oversight and Sponsor Coordination (developing and managing the event budget, monitoring and tracking revenues and expenses, coordinating sponsor activation, deliverables and marketing communications)

Marketing and Registration (RunSignUp setup and management, developing and executing the marketing plan, monitoring registration trends, managing pricing tiers, deadlines, and offers)

Participant Experience and Event Design (designing and overseeing the participant experience from registration through race day, coordinating packet pickup and expo operations, overseeing production of materials such as bibs, medals, shirts, and merchandise, planning and executing start and finish line experiences, coordinating participant-facing technology such as timing and tracking)

Operations and Logistics (vendor coordination, timing, equipment rentals, facilities, procurement and distribution of race materials, logistics planning for start and finish areas, transportation, parking, setup of course infrastructure such as signage, barricades, and aid stations, creating and managing the event day schedule)

Volunteer Recruitment and Management (determining staffing needs, recruiting, assigning, and coordinating volunteers, developing role descriptions, instructions, and training materials, managing communications, and confirming assignments)

Race Week Execution (final event preparation, course inspections, logistics, packet pickup, and expo operations)

Race Day Management (serving as ground central for problem resolution and race execution)

Post-Event Reporting and Closeout (event breakdown and cleanup, publication of race results, reviewing participant and volunteer feedback, preparing post-event reports, sponsor and community follow-up)

Community and Stakeholder Relations (coordinating communications with neighborhoods, businesses, and organizations, providing advance notice of road closures, responding to community inquiries)

Other General Responsibilities (maintaining contact and coordination with GWTC, ensuring the event is safe, exercising professional judgment, etc.)

The economics of this situation are important because, to date, the “big four,” as I call them (Marathon, Turkey Trot, Springtime, and Palace), provide much of the financial foundation for GWTC’s overall well-being. In recent years, we have grown more uncertain about the future of the Palace Saloon race, as the building housing the bar has been marketed for sale. Each of these races is critical, and we have been blessed over the years with capable volunteers who could pull them off. With that nod to financial relevance, the most important thing a race director must do is provide a safe and accurate course and a wonderful race experience for the runners. That was accomplished in 2026, and we have secured repeat race directors for the first time in the last three years.

As with many large organizations, especially when experimenting with something new, rumors and hearsay can proliferate through the ranks regarding motivations behind decisions or suggestions of underhanded dealings. If you do nothing else, please do not spread information you “hear” unless you have verified there is truth to the claim. If you come across something you deem untoward, please ask me or any Board member. We will be happy to help clarify the facts.

Since I have been President, we have held a summer meeting, which is contemplated in the bylaws. We plan to do so again this summer, likely in late July or early August. We will get that information out to you, but please plan to attend if your schedule allows. This involves free pizza and a free drink! At this meeting, we do a short presentation on what GWTC is doing, including
youth running, GWTC races, school grants, and more, but mostly we would like to hear from you. Come tell us what you think about a management fee for the marathon, why a water stop was not staffed at a race, how difficult RunSignUp is to use, why Bill Lott always adds four seconds to your race compared to your watch, etc.

In closing, we will again survey the runners in the Marathon/Half in 2027 to see whether the race experience was top notch. This will assist the Board in determining whether this policy change for the race was appropriate for GWTC and whether it should continue.