Running Head: ORGANIZATIONAL ANALYSIS

Organizational Analysis
SW 4020
Judith Potts
Wayne State University

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Introduction
The Boll Center YMCA in Detroit, MI is a non-profit organization that has a variety of
programs for their members. The I-Rise program is a program that is specifically designed for
the low-income members at the Y. This paper will focus on the I-Rise program and also discuss
the organizational structure of the Boll Family YMCA. This paper will also discuss the I-Rise
program and how it fits the needs of our members. It will also provide a brief description of the
YMCA how this non-profit organization works. There will also be theories applied to the I-Rise
program and the YMCA, to explain how the organization is structured and strengths and
weaknesses will also be looked at.
Organization and Services
The YMCA, also known as The Young Mens Christian Association, is a not for profit,
charitable organization that dedicates itself to creating change in its communities and the people
in those communities. The Y was constructed due to many needs in the community. One of its
major focuses is to creating lasting personal and social change. (Young Mens Christian
Association [YMCA], 2012).
This organization began as an Evangelic place for young men seeking to avoid a
hazardous life in industrialized cities (Zald &Denton, 1963). To help keep the organization
operating efficiently, it has expanded its membership criteria with a more inclusive membership.
The YMCA wanted to be certain that its future was secure so that it could serve its community
members. From originally serving only young men, the Y is now open to males, females and
people of all ages. Another change in the Y is noted when it started out as Evangelic goal and has
now turned toward a focus of character building of its members. This displacement of goals has
expanded the organizations ability to serve its community.

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One of the programs that the YMCA Detroit is involved in is the I-Rise program. The IRise program, a family empowerment program, was born when childcare staff began to
recognize that some of its members were having difficulty keeping up with their childcare
payments. As the child-care staff noticed individuals who were struggling to pay their child care
bill, they would give them information about the I-Rise program. The program is designed to
serve 30 individuals and at most times, each spot is filled. The purpose is to move families
beyond the financial gap and aid them in achieving educational, financial, career, or other life
goals (YMCA, 2012). One very important goal of the YMCA and its I-Rise program is to
attempt to help individuals and their families to create goals so that they can remove themselves
from their current financial situation and empower themselves to make better choices. (YMCA,
2012). The majority of the members, or as the Y calls them partners, in the I Rise program are
single and working mothers. They have an income but find themselves struggling financially
mostly due to child care costs. This program also provides a career and life coach who assists
members in clarifying personal and professional goals. She spends an allotted amount of time
with them to help them recognize their strengths and aid them with overcoming personal
obstacles (YMCA, 2012). They then practice and utilize these strengths by putting them into
motion. The I-Rise program also has motivation and educational monthly forums that are
designed to teach and inform members (YMCA, 2012.). These forums cover a variety of topics
that talk about saving and investing, goals, child rearing and health and wellness (YMCA, 2012).
The program also provides referrals that connect the partners with resources that may help them
in keeping their goals (YMCA, 2012). The program also provides a childcare subsidy that takes
some of their financial strain off of the partners. (YMCA, 2012). All of the above helps the
families to overcome some of the many challenges that they face in their current situations.

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The I-Rise program is different from others because it is designed to serve families above
the federal poverty level. There are not many programs that are designed to serve individuals
who are not eligible for federal assistance or are excluded from other service providers because
they are above income requirements. Because of this, the program does not have many
competitors. The only other agency in the area that has similar services is the Starfish Family
Services. Although the YMCA competitors are mostly non-profit organizations, the SFS is one
of the only competitors that is for-profit. The factors used to measure competition that may
compete with the I-Rise program would involve funding, resources and volunteers.
Mission and Goals
The YMCAs mission is based on Judeo-Christian principals and it describes itself as a
secular not-for-profit community organization dedicated to putting its principles into practice
through programs that build a healthy spirit, mind and body for all (YMCA, 2012). Their
mission also adds that their impact is felt when an individual makes a healthy choice, when a
volunteer mentors inspires a child and when a community comes together fir the common good.
The YMCA is also committed to strengthening the community through supporting and
encouraging youth development, instilling a sense of social responsibility, and promoting healthy
living (YMCA, 2012).

The organization also intends to serve all community members and

provide an opportunity for community members to learn, grow, and thrive (YMCA, 2012). The
YMCA works to building a strong community by investing in and working with community
members (YMCA, 2012).
. Organization Structure and Staffing
This organization can be best described as a bureaucracy. The reason is because that staff
at the YMCA and each of its jobs is positioned and grouped in a hierarchy. A hierarchy is

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defined as a system in which people or things are placed in a series of levels with different
importance or status. (Gove & Webster, 1993) Each level on the hierarchy model has a defined
position that reflects a degree of training or specialization of each individual involved. Each
position is based on what skills and/or education the individual has and fits in that area of the
model. They are then ranked in order from highest in skills and education to lowest in skills and
education. It is safe to say that even though the YMCA does not display all of the characteristics
of a bureaucracy, the distribution of power and control in the organization fits best in this model.
In most cases the CEO, or Chief Executive Organizer is at the top of the hierarchy and is hired
based on the individuals competencies. Following the CEO, the positions that are listed
underneath are divided into a structure that exhibits each individuals power based on their degree
of education, training, specialization and experience, in most cases from the most to the least.
The model can also be sub-divided by tasks. That is why the YMCAs bureaucratic structure is
influenced by the distribution of power and control and each position reflects the expertise in
their domain and are based of their seniority and skills. In the case of the I-Rise program and
how this relates to the hierarchy, the jobs in the program is also defined with duties and
responsibilities. This resembles an approach to management that matches the Management by
Objectives Approach. This approach helps the employees to understand what their job duties are
and it also helps them by defining their tasks and expectations. When hired, they also receive a
list of job duties and expectations that are defined clearly with each task being goal oriented.
The results of the MBO approach has been found to be successful in employee productivity,
collaboration, and cooperative activity (Netting et al., 2004).
The diversity at different levels within the organization and the positions held are quite
evident at the YMCA. The Ys organizational chart reflects that there are some women and

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people of color that hold some of power and authority although they are lower in the hierarchy.
The evidence of persons with disabilities or gay and lesbian persons are in positions of authority
or power are uncertain. Some of the issues involve the possibility of employees that are disabled
not receiving benefits that give the specific medical coverage that fits their personal needs. It
would not allow them to manage the effects of their disability. (Minister, 2013). Some problems
that minorities (disabled persons, women, people of color, gay and lesbian persons) may face in
any such an organization involve general issues in the workforce, not specifically the YMCA.
Financial issues, due to uncertainty in funding, may be more likely to occur in a nonprofit organization such as the YMCA, due to their lack of funds and uncertainty of what funds
will be available to them from year to year. Another issue, not specifically directed toward the
YMCA, involves the amount of money women earn in relation to what a man with the same
education and job experience earn. Women earn about 75% of what men earn, at every
educational level and in every job category (Karger & Stoesz, 2010). This gender wage gap has
a very large effect on women and their financial security in a family setting. In most cases, it is
the womens responsibility to provide day care for their children. This adds to her stress because
she is now responsible for finding affordable day care for her children. It is hard for women to
find employment that offers affordable day care. On top of this, she also runs into the difficulty
of finding adequate heath care insurance and flexible schedules that allow for emergencies and
sick time if the children are ill. The YMCA does offer a discounted fee for childcare but
unfortunately it is not based off of an individuals personal income. Also, even though the
YMCA does offer healthcare insurance, the plans are not that great because of the limited funds
that the Y has. Anther diverse group involves the LGBT community. This population also
suffers from socioeconomic inequalities due to discrimination in the workplace. (Burns &

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Krehely, 2011). They suffer from a high turnover rate, which puts this population at greater risk
for unemployment and poverty (Burns & Krehely, 2011). It is unclear whether or not this type of
discrimination is evident at the YMCA. Finally, African Americans face inequality in the
workplace. Research suggests people of color lack sufficient mentoring and networking
opportunities, which can prevent professional development (EEOC, 2010). It is also noted that
research indicates that perceptions of unfairness or inequality can hinder career advancement of
underrepresented groups (U.S. Equal Employment Opportunity Commission [EEOC], 2010). In
reference to race, gender and sex association employees that think advancement opportunities are
limited, due to perceived unfairness, are less likely to pursue higher-level positions (EEOC,
2010). Even though these facts are noted, in the case of the YMCA, this type of discrimination is
not evident.
Internal and External Environments: Relationship with Communities
The Boll Family YMCA is located downtown Detroit, in an area that is deemed to be safe
in comparison to other areas there. The Y sits among the many popular attractions of Detroit. It
is close to the casinos, the sports arenas, the GM Building and many other city attractions that sit
along the Detroit River. The YMCA is a membership paying organization, but is open to all of
the members of the community, if they desire a membership. Although the organization serves a
diverse population, the Ys membership clientele is primarily African American. The clientele
comes from the city of Detroit and its immediate surrounding area. This consists of community
residents, community employees and staff at the YMCA. The Boll Center offers members a
payment plan for its members if they fall within a certain measure of the Federal Poverty
Guidelines. The YMCA is a well-known organization and this helps it to achieve legitimization
in its external environment. In other words, the Y does not have many issues with maintaining

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and seeking out new members. Because it is an international organization, its surrounding
communities acknowledge its popularity and its reputation helps the Y to acquire a good amount
of membership. This helps the organization to stay afloat very easily which helps with the
reduction of financial problems.
The YMCA has close affiliations with some prestigious organizations in the community.
The Detroit Pistons host a evening called YMCA Night at the Palace where they involve children
who participate in a sports program at the Y an opportunity to see the basketball team in action.
The partnership between the Pistons and the YMCA is based on a program called the Piston Fit
Platform, which is part of the NBA league wide initiative to support fitness and wellness. The
YMCA is also heavily involved with The YMCA Interim House Mission. This program is
designed to empower survivors of domestic violence and sexual assault by helping them to
realize their ability to control their lives.
The YMCA has a variety of sources that is based upon the size of its programs. The
location, size and services has a large affect on the amount of funding that the organization will
receive. Fortunately, the YMCA in Detroit has a variety of funding resources that helps them to
secure both cash and non-cash revenues. The organization focuses on the funders strict
requirements to obtain funding and works very hard to keep the donors notified and the Yis
meticulous in keeping their requirements met. The Boll Family YMCA is specifically funded by
donated funds, fees for services, government funds and other sources of income. This includes
grants that are private, from foundations and from the government. It also receives funding from
direct and indirect contributions from both individuals and groups. Finally, the YMCA in Detroit
gets funding from membership dues, program fees and fundraising events. There are been

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unresolved issues that are still being ironed out in regard to a non-profit organization receiving a
portion of its funding from membership dues and program fees.
Theoretical Construct of Organization
An organization theory that best describes the YMCA in terms of its decision-making
processes and organizational culture involves the Open-Systems Theory. This theory involves
program inputs and outputs. The I-Rise program has many inputs that include facilities, staff,
funding, clients and client needs. The output involves the end product of the services that are
provided to the client, or partner. In the I-Rise program, the output is a part of the partners
personal well-being. It has many factors that include emotional needs such as self-esteem, a
more positive outlook on life and an ability to recognize and handle unhealthy relationships.
There is also a focus on overall job satisfaction, promotions and raises or better paying jobs, a
better understanding of budgeting, saving, and finance and improved physical health. (YMCA,
2012). Another factor in the Open-Systems Theory is the feedback that the program receives
from its clients. This particular program encourages members to provide feedback. By doing so,
information is gathered and corrective action is done to make improvements in the program. By
applying this theory to the program the effectiveness is recognized and the appropriate changes
can be made for optimal improvement. This helps the organization to react to the changing
environment. By utilizing the feedback mechanism, the organization is able to receive feedback
from individuals so they are able to fix the conditions that are not working well. (Netting et al.,
2004). If the organizations program is open to feedback, then it can serve members effectively
and become responsive to their needs.
Another theory that addresses the overall functioning and management structure of this
organization involves the Natural System Theory. This theory conveys that those who run an

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organization focus on the preservation of the program that they are involved in. It also commits
to making certain that the fulfillment of needs are being met so that it can thrive. (Netting,
Kettner, McMurtry, & Thomas, 2004). The Natural System Theory applies to the YMCA
because the organization has made many changes throughout the years in order for it to keep
afloat. In the beginning stages of the YMCA, its purpose was to serve a population of only
young men. Today, it serves a vast variety of clientele based on race, age, sexual affiliation and
more. This change in the membership criteria has helped to keep the YMCA functioning with
ease and aids in its preservation. The Natural System Theory argues large organizations, which
are structured as bureaucracies, will displace formal goals or stated goals with real goals
representing the interests of decision makers (Netting et al., 2004). To operate in an effective
manner, the Y demonstrates the utilization of goal displacement. The YMCAs original goal was
to provide a safe haven for bible study and other religious activities. These goals were replaced
and change as time progresses. This goal displacement occurs because the services that are
originally created are no longer needed. To ensure that the organization would continue to
thrive, new goals were created.
Strengthens and Weaknesses
The I-Rise program was initiated to fill a service gap and this gap demonstrates the
YMCAs responsiveness to community needs by helping educated, working parents gain a
greater sense of accomplishment that combines educational and motivational opportunities
(YMCA, 2012). In addition, the program helps lessen the burden that single mothers face by
providing a childcare subsidy and high quality childcare to families with cost reductions based
on their current financial situation. (YMCA, 2012) Also, partners participate in community
service events. Participation assists in developing a sense of empowerment, instills inspiration,

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and gives back to the community. (YMCA, 2012) Furthermore, the program provides
motivational and education forums that address topics that crucial to working families and the
individuals to develop skills and talents (YMCA, 2012). In addition, the life coach works with
partners to set and achieve personal and professional goals and discuss the progress of these
goals to help them gain a sense of accomplishment. (YMCA, 2012)
The weaknesses of the I-Rise program at the YMCA involves the transitioning phase of
the client once the program is complete. The partners are encouraged to remain in the program
for its entirety and once that is complete, they are on their own and they have to practice what
they have learned to keep themselves financially afloat. The weakness in the program is that
there is not a transition phase put in place to guarantee financial success. This may cause them to
discontinue their goals and their progress may be suspended. Another weakness that is noted in
this program is the funding is only available for a certain amount of time and it will cease to exist
once the funding stops. A large portion of the grant is funded by the United Way and the
program was originally set to end in June of 2015. For the past several months the I-Rise Staff
has been preparing the individuals and families for this upcoming occurrence. The United Way
has recently notified the YMCA I-Rise Staff the they are going to continue with program funding
for another year. Initially, this information is very good news to the partners and staff. But with
close examination, many issues have evolved from this, which has put a lot of stress on the
program. For example, the staff has spent a lot of time preparing the partners for the end of the
program. Also, the life coachs contract expires June of 2015. (YMCA, 2012). The contract
between the partners and the program was to cover a 3-year period and it was designed for that
amount of time. So the option is to either try to add a 1-year additional program design for the
current partners or design a I year program for new partners. Research has shown that there

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needs to be a full 3 years in order for some success. In essence, in this case, more funding is now
increasing the complexity of this organization and its program which makes it difficult for then
to define and focus on its mission (Netting et al., 2004).
Recommendations
Even though the YMCA is open to all community members, it does have certain
programs to help the needs of individuals and their families. These programs have certain
criteria that must be met in order to become involved. For example, the I-Rise program has
eligibility requirements that involve certain income eligibility. An individual or family must fall
within 100% and 200% of the federal poverty guidelines to qualify for the program (YMCA,
2012). They must also have a financial and physical need for childcare assistance (YMCA,
2012). In order to assist the individuals, who fall below the income requirements that are set by
thee I-Rise program, should be referred to another agency or program because this program is
not equipped to effectively serve them. Since they show a desire to participate, the YMCA needs
to provide them with references that can assist them in obtaining help for their families. In
reference to the I-Rise program, each member, or partner must commit himself or herself to
follow the program guidelines and adhere to them. They have to commit to attend 80% of the
monthly meetings, be available to attend all bi-weekly coaching sessions, complete and turn in
life assignments, and work with the life coach to set professional and personal goals and steps to
achieve success (YMCA, 2012). If a partners decided to fail to honor commitments, warnings
are issued to the partner. If they fail to continue to follow the rules, their childcare scholarship
will be suspended for a period of time. If they continue to fail to honor commitments then they
will be asked to leave the program (YMCA, 2012). Although the occurrence of a partner losing
its membership is rare, it still happens. Although it seems to be unfair to ask those members to

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leave in the middle of the program, the I-Rise employees must retain full enrollment in order for
them to receive funding. They must adhere to these guidelines by acquiring partners who are
willing to follow the rules and complete the program in its entirety. A recommendation would be
to refer the partners who are not abiding by the strict guidelines to a program that would fit their
needs so that they could be successful.
Another recommendation would be for the program to look into more sources of funding.
Although it involves a lot of research and grant proposal seeking and writing, it would be
beneficial for the YMCA to put its eggs in more than one basket to prevent the confusion
regarding funding from occurring again. Also, by becoming acquainted with other organizations
like our own, we could connect with them and trade information with them so that both can
become familiarized with one anothers services. This would help to strengthen the bond
between the organizations and learn from them, too.
Conclusion
Over the years, the YMCA has had many accomplishments that has helped to strengthen
its surrounding community. The non-profit organization, which has the similarities of a
bureaucracy, has a hierarchy type organization based on the skills, experience and expertise of
the employee. The center also has a variety of programs, specifically the I-Rise program, which
has proven to be very successful. The success of the partners on the program runs full circle and
the end result is favorable for all parties involved. The partners in the I-Rise program have made
great progress and accomplishments toward their goals.

They have worked very hard to

empower themselves so that they can have a better life for themselves and their families. This
progress helps to strengthen the community, which in turn gives back to the YMCA.

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Appendix A Journal of Judi Potts at YMCA Detroit 10/2015 to 3/2015

Date
10/2014

11/2014

12/2014

Log Entry
I am helping put together some programs for the children that attend the YMCAthat will
enhance their social and physical development. This includes strengthening their
communication skills, help them to gain confidence and encourage them to learn new
skills that will enrich the children's experiences and growth.
I developed a game where the kids would have to dance to spooky Halloween music and
when the music stopped, I would yell freeze! If any child did not freeze when told, they
were out of the game. They were instructed to dance like a spooky Halloween character.
I also developed a game where I cut out pumpkins from construction paper, hid them
around a room and watched the children look for the hidden pumpkins.
Another game involved the children sitting in a circle. This game was intended to be the
last one played because my idea was to get them wound down when their parents arrived
to pick them up. I created a sign with three words on it. In this case, I listed candy,
Halloween and costume. The children were then asked what they were going to do on
Halloween eve. They had to tell us what they were doing and if they used one of the three
words listed, they were out of the game.
Because of the holiday, we decided to give the children a few pieces of candy as a reward.
We saved the reward for the end of the sessions so we would not have the children
wound up throughout the evening.
My assignment for this week was to make phone calls to agencies to seek out brochures
and flyers for a March 7 forum that involves helping women with lower incomes.
I also am taking surveys. At this time I am being trained to administer surveys over the
phone to members of the YMCAto gather information for a very big grantor.
Working on developing activities for their children, while they are in "daycare" during the
forums. These activities must be low cost, cover a vast range of ages of the children and
most of the time the activities are carried out in very close quarters.
I am also monitoring the children's behavior and seeing that they all get along with each
other and know that there are rules and these rules must be followed. My supervisor
taught me to ask the children at the beginning of the session, before the activities begin, to
tell me what they think are very important rules to follow.Alot of the children are eager to
let us know the rules.
I created a prize box for the children. The prize box consists of small, mostly plastic toys
that the children can take home with them. At the beginning of the session the children are
informed that if I see them displaying good behavior and I see them following the rules,
they will be able to get a prize from the prize box at the end of the session. The manner in
which they know that they are doing well is because I will reward them with a sticker if I
am observing them following rules and behaving well.
As a YMCAIntern, I am involved in the Fresh Basket Program. The program was
developed to help people in need get fresh fruits and vegetables as well as other
Thanksgiving day foods for their holiday.
One of my duties was to call the basket recipients to confirm that they would be available
the day of delivery so that they were home to receive the basket when they were to be

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1/2015

2/2015

delivered.
I also pulled up the master list online so that I could make any changes needed while
making the phone calls. I also wanted to have the information in front of me to confirm
that the address listed matched the address that the recipient initially gave to us.
One of my duties as an intern at the YMCAincludes developing activities for the children
(ages 4 and up) that are educational and fun for them to do while their parents are in a
meeting on Thursday evenings. I usually have four activities planned and have enough
time to do at least 2 out of four of the activities because of time constraints.
Our meeting was held in a room that was set up for childcare. This made it difficult for
me to keep the children focused on what I had planned for them. There were many toys
and other sources that kept the children occupied, which prevented them to be attentive to
me. My colleague helped gather a few of the children in a circle and helped gain their
attention by promoting an activity that I had planned.
After the suitcase game, I followed the advice of my field instructor and I asked the
children in the room if any of them had seen anybody else make a perfect snowflake. A
few children were receptive to the idea of making snowflakes and attempting to meet the
challenge of making the perfect snowflake. Unfortunately, there were not enough scissors
for all of the children, so I encouraged some of them to make a picture of what they
wanted to be when they grew up. I got a handful of children to participate in this activity
and I was pleased to see that the children worked well together when doing a "Hands on"
activity.
The children had about 20 minutes of free time to do what they pleased. (Within reason)
Some of the children continued to work on their snowflake projects and the other
children either played with toys and quite a few of the boys were roughhousing. The
other caretakers in the room seemed ok with the roughhousing so I let that go and
allowed them to carry on.
After free playtime was over, I asked the children to help clean up the room so that it would
look the same, as it was when we first entered the room. Most of the children were not
receptive to my wishes. However, there were a few children that decided to help clean up
as soon as I asked.
Our meeting was held in a room that was set up for childcare. This made it difficult for
me to keep the children focused on what I had planned for them. There were many toys
and other sources that kept the children occupied, which prevented them to be attentive to
me. My colleague helped gather a few of the children in a circle and helped gain their
attention by promoting an activity that I had planned.
After the suitcase game, I followed the advice of my field instructor and I asked the
children in the room if any of them had seen anybody else make a perfect snowflake. A
few children were receptive to the idea of making snowflakes and attempting to meet the
challenge of making the perfect snowflake. Unfortunately, there were not enough scissors
for all of the children, so I encouraged some of them to make a picture of what they
wanted to be when they grew up. I got a handful of children to participate in this activity
and I was pleased to see that the children worked well together when doing a "Hands on"
activity.
The children had about 20 minutes of free time to do what they pleased. (Within reason)
Some of the children continued to work on their snowflake projects and the other
children either played with toys and quite a few of the boys were roughhousing. The

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3/2015

other caretakers in the room seemed ok with the roughhousing so I let that go and
allowed them to carry on.
After free playtime was over, I asked the children to help clean up the room so that it would
look the same, as it was when we first entered the room. Most of the children were not
receptive to my wishes. However, there were a few children that decided to help clean up
as soon as I asked.
Toward the end of the hour, when the children were cleaning up, I observed a few of the
children continued to roughhouse and continued to do so after I had asked them to help
clean up the room. I noticed that the caretakers were becoming frustrated with them.
There were three children in the room under the age of 6 months and I think that they
were worried about them being injured. I asked the boys nicely to settle down. After
asking them for the third time and still not getting the result I wanted, I decided to yell at
the boys to sit down in a chair.
Today I had a very small group of children and out of this group, there was only 1 or two
children who were "of age" to do the activities I had planned for that day.
One of the children, a boy, asked me if we were going to do any activities. I mentioned to
him that there were not enough children around his age to participate in them. I asked him
if he would want to play Jenga with me and one of the girls that was closer in age to him.
He said that he did not want to play.
The boy was watching me and the young girl set up the game. After a few moments, he
finally came over and he decided to play with us. The girl was not playing by the rules
and was making up her own rules as the game was played. I could tell that this was
frustrating the boy.
I spent the remainder of the time there doing some one on one activities with the children.
I would pick a child out of the group and go over to them to help them with what it was
that they were doing.

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Appendix B: SWOT Analysis

Strengths
What are the organizations advantages?
The vast size of the organization gives it
strength to help others at various levels. (A Tool
Within, 2004)
What does it do well?
The YMCAs Mission Statement is a great
identifier in what the organization is doing well. It
is a people centered non-profit entity where their
focus is on using Christian principles to implement
programs that are used to enhance a healthy spirit,
mind and body for all. . (A Tool Within, 2004)
What are its strengths?
That the YMCAs mission has been a presence
for others for more than 150 years.
The YMCA is an organization that is worldwide
and has been working to help others since 1844.
The YMCA is deeply rooted in local
communities all over the world. . (A Tool
Within, 2004)
Strengths
1. Staff Knowledge of their departments
2. Personable Staff friendly & Caring
3. Flexible staff with hours, coverage special
events, weekends and community functions
4. New equipment
5. Overall facility cleanliness.
6. Taking classes off site to outlying towns
7. Timelines/deadlines
8. Great fundraisers & participation.
9. Community sports program.
10. Active board members strength when
active and weakness when not.
11. Collaboration between community and Y
12. We are a place from birth to death that you
can attend
13. Variety of programs
14. Willingness to provide services to
communities that support.
15. Well respected board.
16. Family based/ individual member & parent
relationships are easy to form.
17. Pulse of community people want to know

Weaknesses
What could the organization improve?
The YMCAs future focus is aimed to
improve Youth Empowerment by working
on collective investment and an
integrated approach.
The YMCA is also taking another look
at Resource Development and is looking
for ways to diversify and expand its
resource base while using better
strategies when focusing on assets and
resources.
They are also working to improve
communications, advocacy, research and
impact by reevaluating their focus on
youth, global reach, measurable results
and impact. (Our Way, 2014)
What is not done very well?
The YMCA feels that it has not yet
reached its full potential. Their intention
is to do this by creating a stronger
movement, attracting greater resources
and creating more visibility by becoming a
stronger movement. (Our Way, 2014)

What should the organization avoid or

change?
The organization is aiming to make changes in
strategies that can lead to short term and long-term
outcomes. The Y is specifically and continuously
trying to make positive changes in communities that
involve nurturing the potential of children,
promoting healthy living and fostering a sense of
social responsibility. (Our Way, 2014)
Weaknesses

1. More volunteers
2. Comprehensive training program for all staff
at all levels.
3. Lack of involvement in outlying
communities.
4. Board tendencies to micro-manage.

Running Head: ORGANIZATIONAL ANALYSIS

what is the Y doing?
18. Approachable staff/knowledgeable and
dedicated very low turnover.
19. Staff is multi-talented and willing to help
outside of their normal job requirements for
the greater good.
20. Staff is very good at dealing with last
minute changes due to unforeseen
circumstances.
21. Ability to recruit board members who are
dedicated to the Y. We have been fortunate
to be able to attract a diverse group that
(for the most part) has had some prior
connection to the Y (member, program
participant..)
22. The leadership (staff & Board) sees the big
picture of what are role is in th community
and adheres to our mission statement.
23. Collaborations with organizations in our
community.
24. Staff welcoming and supportive .
25. Wide variety of populations we serve old
to young.
26. Y part of community everyday solutions.
27. Collaboration between board and staff.
28. Staff willing to help out, get hands dirty ie:
camp
29. Staff meeting keep staff in loop and has
opportunity to contribute.
30. Public opinion of the Y seems to be very
good.
31. The improved website
32. Focus on safety
33. Y more than a pool and gym.
34. Volunteer involvement in swim team and
sports.
35. Comprehensive health and fitness
programs.
36. Investment into state of art equipment.
37. Facilities in pretty good shape.

18
5. More year round use of camp.
6. Marketing of camp to outside organizations.
7. Long term planning as it relates to program
development and special events.
8. Senior staff development and training
opportunities (Child Care Excluded). We do a
great job of developing lower level staff and
giving them training opportunities. Many of
our senior staff started as part time.
9. Human Resources. With the amount of staff
and volunteers that we have, it would be great
to have someone dedicated to staff
development, training new staff to the Y way,
and general support.
10. Grant writing.
11. So many great stories need to be told and a
mechanism to tell them.
12. Development program.
13. Getting marketing materials to local
businesses and agencies.
14. Communication- lack of communication the
bigger we get the worst we are at it.
15. More use of the internet and website
16. Keep our message and great programs in the
public eye.
17. Hold all staff to the same standards.
18. Improve member follow up.
19. Improve the service area during busy times.
20. Improved board education of Y services,
finances and overall movement.
21. Communication
22. To busy sometimes to give people the time
and attention needed.
23. Staff workload and underused.
24. Timelines and deadlines
25. Some decisions too last minute.

External Environment (what is outside the organizations direct control economy, demographics,
community trends & needs, funding sources, other organizations, etc.)

Running Head: ORGANIZATIONAL ANALYSIS

Opportunities
What are good opportunities facing the
organization? (New collaborations,
funding, etc.)
The YMCA is focusing on a strategy that will
help to understand the impact non-profits make in
our communities. By doing so, this agency is
extending itself to work toward the betterment of
our youth by providing opportunities that help
support them. (Paterson & Roulier, 2009)

What are some external trends that could

positively impact the organization or its
programs?
The YMCA picks up on trends that recognize
that the key to success is to having the right people
to attract the same type of people. They see that
this keeps the energy level high and it will also
have a very positive impact on our youth.
(Paterson & Roulier, 2009)

19
Threats
What obstacles exist that will make it
difficult to reach goals? (Ex: changing
regulations or policies, cash flow problems,
new technology, etc.
The legislature is targeting non-profits whose
revenue exceeds 40% of its sales from membership
dues, including the YMCA so that they have to pay
property taxes. (House Bill 2498) If this occurs, the
YMCA will lose a lot of its money. This money
could be used for its missions purposes.
What is competition doing?
The competition is not happy with the YMCA.
Many exercise club owners feel that the YMCA
should not have to ability to collect grants from
organizations and collect dues from members. The
YMCA argues that health, fitness and wellness
programs are worthy of its charitable status. There
have been lawsuits filed and so far, when it reaches
courts, the plaintiffs have lost their cases. (Atkinson,
2003)
Also, Genesis Health Club is attempting to have
its highly successful for profit fitness clubs to be
exempt from paying property taxes. They are stating
that because of its similarities to non-profits, such as
the YMCA, it should have the same tax exempt
opportunities. (Senate Bill 72) If this occurs, It will
increase revenue and line its pockets even more,
which will raise the competition to the YMCA.
(Carpenter, 2014)

Running Head: ORGANIZATIONAL ANALYSIS

Appendix C: Annual Report for YMCA

LINK http://www.ymca.net/sites/default/files/pdf/Form%20990%20for%20year%20ended
%2012%2031%202013%20-%20Public%20Disclosure.pdf

Organization Exempt From Income Tax

Undersection501(c),527,or4947(a)(1)oftheInternalRevenueCode(exceptprivatefoundations)
DonotenterSocialSecuritynumbersonthisformasitmaybemadepublic.

InformationaboutForm990anditsinstructions8satwww.irs.aov/form990.
OMBNo.1545-0047

2013

OpentoPublic
Inspection
AForthe2013calendaryear,ortaxyearbeginningandending
CNameoforganization

YMCAOF METROPOLITAN DETROIT

DoingBusinessAs
DEmployeridentificationnumber

38-1358055
Numberandstreet(orP.O.boxifmailisnotdeliveredtostreetaddress)

1401 BROADWAY
Room/suite

3A
ETelephonenumber

313-267-5300
Cityortown,stateorprovince,country,andZIPorforeignpostalcode

DETROIT. MI 48226
QGrossreceipts$

39.480.217

F Name and addressof principal officerMICHELLE KOTAS

SAME AS C ABOVE
iTax-exempt status:!X I501(c)(3) II 501(c)( )-^ (insert no.) II 4947(a)(1)or II 527

J Website: WWW.YMCADETROIT. ORG

H(a)Isthisagroupreturn
forsubordinates?iIYesEnd
H(b)AreallsubordinatesIncluded?IIY68No

If"No,"attachalist,(seeinstructions)
H(c)Groupexemptionnumber

K Formof organization: iX ICorporation IITrust I IAssociationI IOther LYear offormation: 185 21M Stateof legal domicile: MI

Part I Summary
1Brieflydescribetheorganization'smissionormostsignificantactivities:TOPUTJUDEQ-CHRISTIAN

PRINCIPLES INTO PRACTICE THROUGH PROGRAMS THATBUILD HEALTHY SPIRIT,

CheckthisboxIiiftheorganizationdiscontinueditsoperationsordisposedofmorethan25%ofitsnetassets.
Numberofvotingmembersofthegoverningbody(PartVI,linela)
Numberofindependentvotingmembersofthegoverningbody(PartVI,line1b)
Totalnumberofindividualsemployedincalendaryear2013(PartV,line2a)
Totalnumberofvolunteers(estimateifnecessary)
7aTotalunrelatedbusinessrevenuefromPartVIM,column(C),line12
bNetunrelatedbusinesstaxableincomefromForm990-T,line34
8Contributionsandgrants(PartVIII,line1h)
9Programservicerevenue(PartVIII,line2g)
10investmentincome(PartVIII,column(A),lines3,4,and7d)
11Otherrevenue(PartVIII,column(A),lines5,6d,8c,9c,10c,and11e)
12Totalrevenueaddlines8through11(mustequaiPartVIII,column(A),line12)
PriorYearCurrentYear

5.430.167 5.107.609
30.207.501 33 .155.455
7.458 -36.994

20

Running Head: ORGANIZATIONAL ANALYSIS

401.305 826.026
36.046.431 39.052.096
13Grantsandsimilaramountspaid(PartIX,column(A),lines1-3)
14Benefitspaidtoorformembers(PartIX,column(A),line4)
15Salaries,othercompensation,employee benefits(Part!X,column(A),lines5-10)
16aProfessionalfundraisingfees(PartIX,column(A),linelie)

bTotal fundraising expenses (PartIX, column (D), line25) 773 ,970 .

17Otherexpenses(PartIX,column(A),lines11a-11d,11f-24e)
18Totalexpenses.Addlines13-17(mustequalPartIX,column(A),line25)
19Revenuelessexpenses.Subtractline18fromline12

240.955 431.606

00
20.227.475 22.338.100

00
16.354.595 17.437.037
36.823.025 40.206.743
-776.594 -1.154.647
0o
.SSC

5^ Q3C
BeflinninoofCurrentYearEndofYear
20Totalassets(PartX,line16)

21Total liabilities(Part X, line26)

22Netassetsorfundbalances.Subtractline21fromline20

58.428.546 56.735.306
33.182.062 32.578.145

25,246,484 24.157.161
Part II Signature Block
Under penalties of perjury,Ideclarethat Ihave examined this return,including accompanying schedulesand statements, andto thebestof my knowledge andbelief, it is
true,correct,andcomplete.DedaratinnnfnronarorfnttwthanniCer)isbasedonallinformationofwhichpreparerhasanyknowlejige.

Sign
Here
Signatureototticer

MICHELLE KOTAS,
Date

CHIEF FINANCIAL OFFICER

Type or printname andtitle
Paid
Preparer

Use Only
Print/Type preparer's name

PAUL BRYANT
rP/epargr'ssignature, DateCheck| |
if
self-employed

PTIN

P00241185
Firm's name PLANTE & MORAN, PLLC Firm's EIN^. 38-1357951
Firm's address P.O.BOX 307

SOUTHFIELD, MI 48037-0307 Phoneno.248-352-2500

MaytheIRSdiscussthisreturnwiththepreparershownabove?(seeinstructions)IXIYesnNo
33200110-29-13LHAForPaperworkReductionActNotice,seetheseparateinstructions.Form990(2013)

SEE SCHEDULE O FOR ORGANIZATION MISSION STATEMENT CONTINUATION

Form

21

Running Head: ORGANIZATIONAL ANALYSIS

Appendix D: Organization Chart for YMCA Agency

22

Running Head: ORGANIZATIONAL ANALYSIS

23

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Industry Retrieved February 7, 2015, from http://clubindustry.com/mag/profit-vs-nonprofit-unfair-competition
Burns, C., & Krehely J. (2011). Gay and Transgender People Face High Rates of Workplace
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Carpenter, T. (2014, February 11). YMCA brass criticizes House bill imposing tax on nonprofits.
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4th versionhttp://www.ymca.int/uploads/media/OUR_WAY_STRATEGY_Proposal.pdf

Running Head: ORGANIZATIONAL ANALYSIS

24

Paterson, C., & Roulier, M. (2009, January 1). The YMCA; Activate America. Retrieved
February 7, 2015, from http://www.ymca.net/sites/default/files/healthiercommunities/phc-lessons-leading-practices.pdf
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http://ymcadetroit.org/boll/social-responsibility/volunteering-and-giving/volunteer-atA Tool Within The World Alliance Operating Plan. YMCA Institutional Diagnosis. (2004, June
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http://www.ymca.int/fileadmin/files/GOP/Institutional_Diagnosis_Eng_02.pdf
U.S. Equal Employment Opportunity Commission. (2010). EEOC African American Workgroup
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YMCA Institutional Diagnosis. (2004, June 30). Retrieved February 7, 2015, from
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Zald, M.N., & Denton, P. (1963). From Evangelism to General Service: The Transformation of
the YMCA. Administrative Science Quarterly, 8(2), 214-234.