Abstract
Shasta Disabled Sports USA is a small regional organization that facilitates
adventure sports activities for people with disabilities. In existence since 2005, programs
have grown steadily to almost 500 user days in 2008 in the combined summer and winter
programs. Unfortunately, organizational development has not kept up with program
growth and at this time Shasta DSUSA faces several challenges that argue for improved
organizational management. Holding fun and high quality outdoor adventures as the
essence of the mission, Shasta DSUSA can serve clients best by embracing a business
model that supports program focus within a framework of financial health and
organizational sustainability. This study begins the transition to a more effective
organization.
While it was anticipated that long-range goals would be set and a strategic plan
developed to meet those goals, this investigation has identified barriers that must be
addressed prior to planning completion. Instead, recommendations for organizational
stabilization and the creation of a framework for future planning have been the outcomes
of this work.
Several deficiencies were found in the financial and governances practices such
that in some cases Shasta DSUSA is in violation of federal and state regulation and in
others merely in violation of their own bylaws. The organization has not institutionalized
best practices for board ethics, financial oversight, and working with people with
disabilities, Additionally, fundraising has been opportunistic rather than based in goal setting and sound planning. Recommendations have been made to support improvements
in these areas.
Successes were identified in terms of mission delivery. Personal interviews with
clients, volunteers, and board members reflect great satisfaction with the events and
activities. Additionally, clients and volunteers reported positive impacts to their lives
from participation in Shasta DSUSA programs, which is consistent with the outside
research reported in this study. Thus, recommendations for program improvements
center on better management of volunteer assets and streamlining and standardizing event
coordination efforts.
Although implementation of the recommended changes will serve to stabilize the
organization, continuing board collaboration towards a future vision will be required to
continue the work of this study in building a sustainable and stable Shasta DSUSA. The
outcomes of research in this study confirm that Shasta DSUSA offers a valuable service
to people with disabilities and to the general community. To continue that service is the
most compelling argument for organizational change,
