FDR-440 OA 4
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School
Thomas Edison State College *
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Course
440
Subject
History
Date
Dec 6, 2023
Type
docx
Pages
3
Uploaded by mnovo74
Michael Novo
FDR-440
Organization Assignment 4
After completing the key indicators survey on the Metro YMCA, I have uncovered holes
and opportunities for the organization. Overall, the organization has a great structure and plan in
place to succeed.
In the following paragraphs I detail my findings and suggestions on how to
remediate the opportunities within the organization.
Leader’s vision of the organization is not well understood or adopted.
With the turnover
within the organization due mainly to the pandemic, the organization needed to hire
replacements.
Unfortunately those replacements have not been through the onboarding process
that typically happens at the YMCA.
The firm realizes a need for onboarding but believes other
priorities are ahead, which has pushed back the onboarding process until the summer. Although I
understand the organization is in new territory with fighting to stay open with the loss of
business, I believe sacrificing the onboarding activity can be detrimental to the overall plan of
staying open.
The firm should look at continuing the onboarding process even if parts of that
process were condensed or cut out.
Orientation of new team members will set the tone and
provide a strong message on what the expectations and mission of the non-profit are.
Without it,
members are left to use their own imagination from the observations they see.
I am currently a member on the governance committee and can say that we lack a process
or system with nominating or recruiting for the board.
We have had conversations around our
wishes of expanding the board and committees but have not put a viable plan to execute in place.
I have made suggestions around making recruiting a standing item on the recurring meeting’s
agenda but was given resistance that our allotted time would not allow for the item. I do have a
one on one scheduled with the director of the association and will be discussing recruiting
further, in hopes to gain her support with implementing a plan around recruiting.
Since I have joined the board, the organization was always transparent on providing
financial reporting at each meeting.
Ever since the start of the pandemic, those financials have
now been absent from the agenda.
At our last board meeting on 4/27, a board member asked
about the lacking financials and was told that we would not understand the numbers since
COVID has made the association become creative on how they would operate their financials.
I
currently work at a financial institution and find those comments extremely troubling. The
nonexistence of financials provides no stance on budget, positive reserve position, or evidence of
cash flow planning.
At my next one on one that I previously mentioned, I plan on investigating
why those financials are not available to us.
As mentioned in the SWOT assignment, one of the weaknesses for the organization is the
unorganized plan with marketing to our donors. I was able to witness the disorganization as I
participated in this year’s annual campaign.
All the donors are listed on an excel sheet and are
given to volunteers to call on.
The issue with this was multiple employees were in charge of
distributing names to volunteers and many volunteers were given donors who have already been
called on. I questioned why a database was not being utilized to help store the donors in an
organized way?
The director explained that a software was being used but is outdated and did
not have the features to organize donors for cold calls.
My suggestion to the director at our next
meeting will be an idea of investing in an up-to-date software that will manage the donor list
more efficiently.
Lastly, the organization does have a long-range facility plan that I wanted to highlight.
For the past few years the firm has battled with the idea of expanding as the organization grew.
The plan was to expand one of our existing buildings, but an exciting opportunity was presented
to the YMCA.
We were given the chance to purchase a 60,000 SQ FT property from a church
who has been struggling.
The YMCA entered into an agreement to purchase the property prior to
COVID and is planning on moving forward with a closing, which is expected in late May 2021.
I highlight this indicator not just because it is quite exciting, but I have my reservations regarding
the financial aspect.
As mentioned earlier, the firm was not being forward with providing
financial numbers to the board.
I feel that this expansion could be a leading reason and could
potentially overleverage the firm if not handled correctly.
As my suggestion, I will discuss and
request the director to back to the practice of full transparency and allowing the board to view
the financials.
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