The donor service

The donor service There are two requirements: Req # 1 : Which I already finished and is attached as a pdf file called donor services what I wrote ( You have to read it before you can write the second req ) Your team is to address the issues at Donor Services. Read the case provided, and submit a report identifying the problems seen in this case and your team’s analysis of these issues, drawing on course topics. Using what you have learned from your readings, analyze and explain the situation. ( REQ # 1 ) Req # 2 : ( You need to write about ) Next, write a specific and comprehensive action plan to correct the problems here. Your recommendations, of course, will reflect your analysis. Your recommendations should be specific, indicating the steps required to implement your proposed course of action, who would be carrying out this action, and the resources needed for implementation. Requirement 1 is complete I have found the issues and problems in the case provided. You will need to read through the case and the problems that I found attached in the file and then do Requirement 2 which is in blue. So, Read the case attached and the RED part then write about what is required in the BLUE part. THE DONOR SERVICE S DEPARTMENT Joanna Reed was walking home through fallen tree blossoms in Guatemala City. Today, however, her mind was more on her work than the natural beauty surrounding her. She unlocked the gate to her colonial home and sat down on the porch, surrounded by riotous toddlers, pets, and plants, to ponder the recommendations she would make to Sam Wilson. The key decisions she needed to make about his donor services department concerned who should run the department and how the work should be structured. Joanna had worked for a sponsorship agency engaged in international development work with poor people for six years. She and her husband moved from country to country setting up new agencies. In each country, they had to design how the work should be done, given the local labor market and work conditions. After a year in Guatemala, happily pr egnant with her third child, Joanna had finished setting up the donor services department for her current agency and was working only part-time on a research project. A friend who ran a “competing” development agency approached her to do a consulting project for him. Sam Wilson, an American, was the national representative of a US-based agency that had offices all over the world. Sam wanted Joanna to analyze his donor services department, because he'd received complaints from headquarters about its efficiency. Since he'd been told that his office needed to double in size in the coming year, he wanted to get all the bugs worked out beforehand. Joanna agreed to spend a month gathering information and compiling a report on this department. What is A Donor Services Department in a Sponsorship Agency? Sponsorship agencies, with multimillion dollar budgets, are funded by individuals and groups in developed countries who contribute to development programs in less- developed countries (LDCs). Donors contribute approximately $20.00 per month plus optional special gifts. The agencies use this money to fund education, health, community development, and income-producing projects for poor people affiliated with their agency in various communities. In the eyes of most donors, the specific benefit provided by sponsorship agencies is the personal relationship between a donor and a child and his or her family in the LDC. The donors and children write back and forth, and the agency sends photos of the child and family to the donors. Some donors never write the family they sponsor; others write w eekly and visit the family on their vacations. The efficiency of a donor services department and the quality of their translations are key ingredients to keeping donors and attracting new ones. Good departments also never lose sight of the fact that sponsorship agencies serve a dual constituency -- the local people they an trying to help develop and the sponsors who make that help possible through their donations. The work of a donor services department consists of more than translating letters, preparing annual progress reports on the families, and answering donor questions directed to the agency. It also handles the extensive, seemingly endless paperwork associated with enrolling new families and assigning them to donors, reassignments when either the donor or the family stops participating, and the special gifts of money sent (and thank you notes for them). Having accurate enrollment figures is crucial because the money the agency receives from headquarters is based upon these figures and affects planning. 2 The Cast of Characters in the Department The Department Head Joanna tackled the challenge of analyzing t he department by speaking first with the department head (see the organizational chart in Exhibit 1). Josè Barriga, a charismatic, dynamic man in his forties, was head of both donor services and community services. In reality, he spent virtually no time in the donor services department and was not bilingual. "My biggest pleasure is working with the community leaders and coming up with programs that will be successful. I much prefer being in the field, driving from village to village, and talking with people, to supervising paperwork. I'm not sure exactly what goes on in donor services, but Elena, the supervisor, is very responsible. I make it a point to walk through the department once a week and say hello to everyone, and I check their daily production figures." Like Josè, Sam was also more interested in working with the communities on projects than in immersing himself in the details of the more administrative departments. In part, Sam had contracted Joanna because he rightfully worried that donor services did not receive the attention it deserved from Josè, who was very articulate and personable, but seldom had time to look at anything beyond case histories. He also never involved himself in the internal affairs of the department. Even though he was not considered much of a resource to them, he was well liked and respected by the staff of donor services, and they never complained about him. The Supervisor This was not the case with the supervisor Josè had promoted from within. Elena had the title of departmental supervisor, but she exercised very little authority. A slight, single woman in her thirties, Elena had worked for the organization since its establishment ten years earlier. She was organized, meticulous, dependable, and hard working. But she was a quiet, non-assertive, nervous woman who was anything but proactive. When asked what changes she would make if she were the head of the department, she sidestepped the question by responding, "It is difficult to have an opinion on this subject. I think that the boss can see the necessary changes with greater clarity." Elena did not enjoy her role as supervisor, which was partly due to the opposition she encountered from a small clique of long-time translators. In the opinion of this subgroup, Elena had three strikes against her. One, unlike her subordinates, she was not bilingual. "How can she be the supervisor when she doesn't even know English well? One of us would make a better supervisor." Bilingual secretaries in status-conscious Guatemala see themselves as a cut above or dinary secretaries. This group looked down on Elena as being less skilled and educated than they were, even though she was an excellent employee. Second, Elena belonged to a different religion than the organization itself and almost all the other employees. This made no difference to Sam and Josè but seemed important to the clique who could be heard making occasional derogatory comments about Elena's religion. The third strike against Elena was her lack of authority. No one had ever clarified how much authority she really possessed, and she herself made no effort to assume control of the department. "My instructions are to inform Don Josè Barriga of infractions in my daily production memo. I'm not supposed to confront people directly when TEAM PROJECT FINAL REPORT Section I: Donor Services What to do : - Requirement 1 is complete I have found the issues and problems in the case provided. You will need to read through the case and the problems that I found below and then do Requirement 2 which is in blue. So, Read the case attached and the RED part then write about what is required in the BLUE part. Your team is to address the issues at Donor Services. Read the case provided, and submit a report identifying the problems seen in this case and your team’s analysis of these issues, drawing on course topics. Using what you have learned from your readings, analyze and explain the situation. ( Requirement 1) Section I: Donor Services Communication and organization within the Donor Services department are the main issues. The skills of the employees within the organization are not being used to the full capacity. Employees have become disgruntled or feel as if they are working in an unfriendly environment. In discussing the issues we are going to start at the top of the organization and work our way down to the bottom of the chart. That way we are able to express the issues that are directly affecting the organization from the top to the bottom. Everyone within the company plays a vital role in the successful execution and operation of the program. We believe that most people within the company have the passion for the jobs they are doing. The issue is that the teams and departments are not being effective and are working in an unorganized environment instead of having good working relationships. Problem 1: Executive Director, Assistant Director & Executive Secretary Sam Wilson, the Director, has little contact with the actual Donor Services Department. He has put the reliance of that Department on Jose Barriga. Because there is/was no formal training within the company, Jose’s duties don’t seem to be very clear to him. Sam needs to convey the messages and goals of each department to the supervisors. It would also benefit him to spend time in the departments to understand the processes and provide any feedback. Ultimately he is the responsible for the division as a whole. The assistant directors roe was not disclosed but due to the fact that Sam likes to be in the field maybe the Assistant Director needs to be more involved with the operational side of the company. The Executive Secretary’s duties were also not clarified. It was said that she translates letters as well that are more advanced or harder for the regular translators. Magdalena is qualified to translate at a more advanced level. The translation duties that are donor services would be better suited staying in that department. Intermixing department duties can become a problem and is harder to track for completeness. Problem 2: Jose Barriga Jose’s personality and experience with the community makes him an asset. The problem is that he has been tasked with duties and responsibilities that he is not experienced or proactive with. He relies on Elena to keep the department running but really has no idea what is really happening. Jose’s skill is with the community and the people. His position within the company needs to be restructured. His job duties and expectations need to be relayed and followed on. Since he is not in the office much, the donor services department which is vital to the success of the company has been overlooked and neglected. His skills do not match with office and supervisor. He is more of a development office. Re-evaluation of his skills and strengths would make it easier to change his duties or provide him with admin assistant. It doesn’t sound like he is very engaged in the department. Supervisor’s need to know what is going on. Every department counts and his responsibility for the Donor Services department has been non- existent. There is virtual no community services staff. If one was implemented then reports, follow up and data would be utilized. Problem 3: Elena Elena is not comfortable or effective in her position as a supervisor. The office is comprised of a diverse group of workers. Unfortunately, Elena is not able to manage diversity in the office and assert authority. Because the Donor Services department does have so much diversity, there needs to be an assertive and professional in the supervisory position. The