And for change to better the organization should be planned, whether the change is desired or not.One service provider seeks to generate $12M to build senior care facilities in rural counties in America, as it sees the insufficient senior care facilities available to senior citizens, denying them quality life they should be enjoying during their remaining days. However, recent negative changes worldwide have led to radical changes in the priorities and financial capacities of its sponsors, adversely affecting the service provider’s target, especially so that 75% of its resource building depends solely on sponsorships. With three of its largest benefactors cutting 75% of their original commitment. three withdrawing their support citing that the project is not urgent compared with more urgent needs. two not surviving stiff competition went bankrupt. others changing their original financial support to non-monetary support. leaving the service provider only 30% of what had been originally committed, which was only 20% ($2.4M) of the target. Confronted with this problem, the service provider did conduct a review of its strategy assessing it using the SWOT analysis to measure its overall strength as against present opportunities and threats. As a result, the service provider resolved to change its strategy in resource building.The change was built on the following assumptions: (1) to gain back support and to further solicit more support, the urgency of the project should be well-established. (2) a more established source of funding should be established. (3) proving the efficacy of the project as managed by the service provider would guarantee the trust and confidence of target benefactors and clients. Thus a strategy that would put the urgent need to build senior care facilities in rural counties in America on the national agenda through an organization with an established untarnished reputation for quality service would win support from confident benefactors.

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