This document outlines a change action plan for a YMCA organization. It includes an analysis of the organization, recommendations for changes, and an implementation plan. Key recommendations include redefining goals, implementing a strategic vision, creating a new business plan, and improving community outreach. Metrics such as membership numbers, program participation, and funding levels will be used to evaluate the success of the changes. A timeline outlines the project phases for defining problems, analyzing the situation, designing and verifying changes, and implementing the new plan over 18 months.

1. C H I E F O R G A N I Z A T I O N A L
O F F I C E R J E R E M Y B O W M A N
C H I E F S T R A T E G I C V I S I O N
O F F I C E R G R E G O R Y B O Y E S
C H I E F C O M M U N I C A T I O N S
O F F I C E R L E N O R A M I N O R
YMCA
Change Action
Plan

2. Organization
Overview and
Analysis
Mission Statement
“To put Christian principles into practice through
programs that build healthy spirit, mind, and body for
all”
- YMCA (2016)
Project Goal
Program growth and capacity
Organizational Analysis
 Hierarchy style
 Mechanistic and Organic depending on level of the
organization.

3. Recommendations
 Redefining goals
 Implementing a vision
 Creating a new business plan
 Forming a strategic planning committee
 Formation of subcommittees
 Development of employee training and research and
development
 Community outreach
 Employee satisfaction survey

4. Environmental
Analysis
Community Internal
Government Market
YMCA

5. Force Field
Analysis

6. Stakeholder
Analysis
Are you a stakeholder?
Any individual/organization who meets one or more of the
following criteria will be identified as a stakeholder:
 How strong and committed are the persons/organization,
and how are they directly or indirectly affected by this
project?
 Are there persons/organizations that can be increased
that hold a position from which they can influence the
project?
 Does the person/organization have an impact on the
project’s resources (i.e., funding)?
 Does the person/organization have any special skills or
capabilities the project will require?
 Does the person/organization benefit from the project or
are they in a position to resist this change?

7. Measurement
Tools and
Evaluation
Criteria
 The following cash flow spreadsheet provides an
estimate of the required income and expected costs
for a facility to achieve a robust ROI (5-10 percent
enrollment increase per year for 5 years)
 BBM Consulting’s estimated ROI is based on systems
and structures that best support the CAP’s vision of
increased enrollment
 Large investments in community programs and
marketing systems at the facility level would produce
the most rewarding ROI
 YMCA’s ability to successfully lobby for increased
grants and donations is imperative for maximum ROI
 Facility directors would promote a robust ROI through
increased recruitment efforts

8. YMCACashFlow
Fiscalyearbegins:
(Pre)
Startup JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total
1/1/2017 EST 01 01 01 01 01 01 01 01 01 01 01 01 ItemEST
CashReceipts
Grants(Federal,StateandLocal) 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 2,400,000
Donationsandfundraisers 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 600,000
Loan/othercashinjections 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 120,000
Membershippayments 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,200,000
TotalCashAvailable(beforecashout) 360,000 360,000 360,000 360,000 360,000 360,000 360,000 360,000 360,000 360,000 360,000 360,000 4,320,000
CashPaidOut
Grosswages(exactwithdrawal) 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 3,000,000
Payrollexpenses(taxes,etc.) 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
Supplies(office&operations) 500 500 500 500 500 500 500 500 500 500 500 500 6,000
Programexpenses 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 48,000
Repairs&maintenance 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Marketingexpenses 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 36,000
Accounting&legal 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
Telephoneandinternet 50 50 50 50 50 50 50 50 50 50 50 50 600
Utilities 500 500 500 500 500 500 500 500 500 500 500 500 6,000
Insurance 250 250 250 250 250 250 250 250 250 250 250 250 3,000
Taxes(realestate,etc.) 300 300 300 300 300 300 300 300 300 300 300 300 3,600
Total 0 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 3,163,200
CashPosition(endofmonth) 95,590 95,590 95,590 95,590 95,590 95,590 95,590 95,590 95,590 95,590 95,590 95,590 99,950

9.  Wages
 Marketing expenses
 Program expenses
 Training
 Utilities
 Increased funding
 Media and political awareness
 Improved program participation
 New members
 Effective community outreach
 Highly trained staff

10. Balanced
Scorecard
Vision for change
Customer Financial Internal Business Processes Learning & Growth

11. Action Plan-
Critical Path
Define the
Problem
Analyze
the
Situation
Design
the
Change
Verify the
Change
Transfer
the Idea
Implement
The
change
Project Phase Durantion Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19
Define the Problem 2 weeks
Analyze the Situation 4 weeks
Designthe Change 2 weeks
Verify the Change 6 weeks
Transfer the idea to the field 3 weeks
Implement the change 3 weeks
Project Timeline
Project Path

12. References
 ASQ. (2016). Failure Mode Effects Analysis (FMEA) - ASQ. Retrieved from
http://asq.org/learn-about-quality/process-analysis-tools/overview/fmea.html
 Beach, L. (2006). Leadership and the Art of Change. Thousand Oaks, CA: SAGE
Publications, Inc.
 Cawsey, T., Deszca, G., & Ingols, C. (2016). Organizational Change. Thousand Oaks, CA:
SAGE Publications, Inc.
 Cawsey, T. & Deszca, G. (2007). Toolkit for Organizational Change. Thousand Oaks, CA:
SAGE Publications, Inc.
 CompData. (2014). Compensation Force: 2012 Turnover Rates by Industry. Retrieved
from http://www.compensationforce.com/2012/09/2012-turnover-rates-by-industry.html
 Driskill, G. W., & Brenton, A. L. (2011). Organizational culture in action: A cultural analysis
workbook. Thousand Oaks, CA: Sage Publications.
 Lever, J. (2014). “Survey: Americans’ Interest in Volunteering and Charity is Precipitously
Declining.” Forbes. http://www.forbes.com/sites/realspin/2014/09/21/survey-americans-
interest-in-volunteering-and-charity-is-precipitously-declining/#297c665d4f88
 Marker, A. (2011). 10 Strategies you can use to overcome resistance to change. Retrieved
from https://opwl.boisestate.edu/wp-content/uploads/news-
A_Marker_Handling_Resistance_to_Change_v4b.pdf
 YMCA (2014). “Strategic Plan 2014-2017 YMCA of the USA.” YMCA. YMCA.net.