Organizational revitalization: A study of a leisure professional association creating an action plan for change - part 2
James, Jana Joy
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In 2016 North Carolina Recreation and Parks Association (NCRPA), a leisure and recreation professional association, implemented an organizational change with the hopes of becoming more relevant and vital to recreation professionals. In the Innovative Leisure Practices: Cases as Conduits between Theory and Practice – Volume 2 (2016), James and Weddell documented the initial process leading to organizational change. The NCRPA Board president tasked an Ad Hoc committee to read the book, “Race for Relevance” (2011) and make recommendations to revitalize the organization. For more details on the beginning process, see James and Weddell’s (2016) Case study “Implementing organizational change: A case study of a leisure professional association’s structural change, to remain relevant to its members as well as in its support of the profession.” Organizational change includes more than making recommendations to a board and having a unanimous board vote to implement the recommendations. Once the vote passed, the real work began. This case study continues the investigation by describing the implementation process of the recommendations leading to NCRPA organizational revitalization for 2017. The main players of innovation included the NCRPA Executive Director, its Board President, and the Executive Board as well as several committees appointed by the President. NCRPA continued to use the book “Race for Relevance” (2011) as a primer to change, requiring each committee member to read the book to understand the impact of the changes and future decisions. The impacts of this change will be examined in Part Two of this case study, revealing the building blocks from recognizing the need for change and taking recommendations to implementation to create a relevant and nimble organization that meets the needs of its members.