caseAssignment.docx

Charity Organization

June 29, 2021
Charity Dr
Denver, Colorado 80222
Dear Members of the Board:
My name is Thomas Bjork, and I have served as Chairman of the Board for the past two consecutive terms. This letter intends to provide a detailed synopsis of the recent crisis, who was involved, and the resolution to start this next term with complete transparency and clear expectation.
Financial irregularities and discrepancies were identified under the watch of the CEO of our large charity organization. Along with requests for reimbursement that could not be substantiated, the accounting regarding pledged money and received money did not balance. While the charity was attempting a fiduciary review, multiple employees came forward complaining about unfair working conditions regarding reported anger issues directly from the CEO over the past year. The CEO was counseled by HR and given extra resources; however, she did not change said behavior. Following her last review with HR, more allegations of harassment have been made; one of them is alleging sexual harassment, and a lawsuit was filed.
The charity retained an attorney specializing in employment law, and an investigation was completed. The attorney’s finding was reported
to the Chairman of the Board and the Executive Committee that consisted of three people. The findings indicated that the CEO should be terminated. The Chairman, fulfilling his duty, communicated the recommended action to the board consisting of 20 individuals. The Chairman reviewed the facts surrounding the finings with the board.
Our CEO is well-liked, very popular in the community, and has been with us for seven years. Unfortunately, our CEO has kept all of the charity’s donor information to herself. The organization is at risk of losing its ability to contact donors and receive donations from donors who may decide to support our CEO over the charity upon her termination. The position the charity finds itself in tenuous, but decisions and change must be made.

Identifying Individuals Involved

Individual #1 Volunteer Coordinator Kenny Sartos

Manages all elements of the volunteer program; recruitment, training, scheduling and managing. Volunteer database is utilized to track, schedule and organize volunteers to specific calendar events. Implementation of recruiting techniques that matches volunteer skills to roles needed.
Recurring emphasis on the organization’s mission and values. Volunteer coordinator will manage communication tools such as email, social media platforms, online recruiting and training software, as well as video conferencing. Coordinator collaborates with other departments. Must have good communication skills, be personable and well organized. Important to have human resources background.

During events, volunteer coordinator chooses point person so that volunteers have one person to go to for support and clarification. Coordinator retrains when there is evidence of misdirected efforts. Challenges include late/no show as well as unengaged volunteers.

Contemporary volunteer administrators will have to go beyond basic competencies to embrace identifying and solving problems that may require the acquisition of new skills and knowledge (Boyd, 2003). Organizational culture is an additional responsibility. Diversity, Equity and Inclusion (DIE) must be understood and implemented to nurture and achieve representation of the community, local, state and national geographic area.

Diversity, Equity and Inclusion (DEI): Why this matters in volunteer management leadership.
CharityVillage. (2020, December 4). https://charityvillage.com/diversity-equity-and- inclusion-dei-why-this-matters-in-volunteer-management-leadership/.

How to Become a Volunteer Coordinator. Salary.com. (2020, January 8). https://www.salary.com/articles/how-to-become/how-to-become-a-volunteer-coordinator.

Boyd, B. L. (2003). Identifying Competencies For Volunteer Administrators For The Coming Decade: A National Delphi Study. Journal of Agricultural Education, 44(4), 47–56. https://doi.org/10.5032/jae.2003.04047

Volunteer Coordinator job description template: Workable. Recruiting Resources: How to Recruit and Hire Better. (2020, February 3). https://resources.workable.com/volunteer- coordinator-job-description.

Questions:

#1 What training programs will be needed to educate volunteers and what specific components are needed to strengthen the focus on the mission? (Onboarding and Training)

Since we cannot know exactly which volunteer will have loyalties to outgoing director, it will be important to redirect volunteer programming by emphasizing the mission and values of the organization instead of an emphasis on any one individual. Our volunteer program must be an extension of the organization. Onboarding activities will strengthen the mission by emphasizing our values and attributes needed to uphold those values such as customer service, interaction and engagement.

Screening and organizing volunteers into groups are first steps in the onboarding process. Creating an atmosphere where volunteers feel welcome and respected with the goal to increase length of volunteer relationship and processes that allow for termination of relationship when it is not mutually beneficial. Create positive and productive work environment by having milestones defined and celebrated.

Employees and volunteers are not the same and should not be treated the same. Volunteers can be highly skilled and preform duties at a high level, however, the organization should not depend nor schedule them as if they are salaried, benefited employees. Volunteers expect more flexibility and the ability to choose roles and schedules. A volunteer handbook provides all relevant information related to volunteers and volunteer work; working not for the employer but, instead, for the mission and/or cause. Any services performed cannot displace duties of a salaried employee.

Smallman, C. (n.d.). Volunteer Management: How to Develop an Engaging Program. Learning Hub. https://learn.g2.com/volunteer-management.

Volunteer Training Program – 7 Key Elements. Volunteer Hub. (2018, August 15). https://www.volunteerhub.com/blog/volunteer-training-program/.

#2 What will need to happen going forward with volunteer recruitment? Assumption is that there will be an exodus. (Recruitment and Retention)

Volunteerism can improve career opportunities through skill development, self-development, increased social life and improvements in physical and mental health (2021).

Making it easier for people to volunteer, utilize online software that allows potential volunteers to sign up, create a profile and accept shifts. Stressing the organization’s mission, aligning volunteers with our “cause” and not any one “personality”. Messaging must be inviting and evoke passion for what our organization does.

Retention of our volunteers will always be challenging. High turnover represents increased expenditures through training, scheduling and management issues. Shorter commitment lengths encourage superficial understanding of the mission and tasks. Increasing diversity in volunteer roster allows for “diversity of leadership thought and a culturally relevant lens (2020)”

Diversity, Equity and Inclusion (DEI): Why this matters in volunteer management leadership.
CharityVillage. (2020, December 4). https://charityvillage.com/diversity-equity-and- inclusion-dei-why-this-matters-in-volunteer-management-leadership/.

4 Life-Enriching Reasons to Volunteer. VolunteerHub. (2021, June 2). https://www.volunteerhub.com/blog/4-life-enriching-reasons-to-volunteer/.

Volunteers vs Employees – Why Is It Important To Strictly Distinguish Them. Track it Forward. (n.d.). https://www.trackitforward.com/content/volunteers-vs-employees.

#3 What strategies will be in place to increase volunteer satisfaction and to assure a robust relationship with the community? (Satisfaction and Motivation)

Two factors contribute to volunteer satisfaction; organizational support and task assignment (Hasan et al., 2017).

Create roles for volunteers that allow them to feel that they are contributing in a meaningful way. Volunteers will know what each member of the management team does to support volunteer activities. Volunteers will know who to talk to when they have questions and issues.
Clearly defined roles and activities will reduce confusion and the need for improvisation in tasks. Studies have shown that when volunteers are unsure about the tasks to be completed, roles they are to preform and general messaging, volunteers can impede the organization’s mission.
Disruptive volunteer behavior distracts from paid employee work and the organization’s short- and-long term goals. One study in particular showed that, “the nature of volunteer work creates conditions in which paid and unpaid workers may have different goals” (Jacobs, 2016).
Volunteers that are uncomfortable with tasks or event content may alter messaging and preform tasks below expectation.

Applying a Self-Determination Theory perspective, studies have shown that volunteers achieve satisfaction and subsequently more motivated with “autonomy-supported leadership (Oostlander, et al., 2013)”. Volunteers that are treated well, can rely on management and are able to identify with the organization’s values tend to invest for longer periods of time.

Also, plan for volunteer appreciation events and benefits throughout the year. Volunteers are not paid but we can show appreciation through a limited set of perks such as reduced tickets, discounts and annual volunteer luncheon. Raising volunteer profile with the community encourages others to volunteer.

Hasan, H., Wahid, S. N., Jais, M., & Ridzuan, A. (2017). Modelling of volunteer satisfaction and intention to remain in community service: A stepwise approach. https://doi.org/10.1063/1.4982840

Jacobs, M. S. (2016). Why Can’t You Just Follow the Rules? Volunteer Rule Breaking and Disruptive Behavior. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28(1), 26–43. https://doi.org/10.1007/s11266-016-9784-2

Oostlander, J., Güntert, S. T., & Wehner, T. (2013). Linking Autonomy-Supportive Leadership to Volunteer Satisfaction: A Self-Determination Theory Perspective. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 25(6), 1368–1387. https://doi.org/10.1007/s11266-013-9395-0

Individual #2

Director of Operations Phyllis Hubert

As

Phyllis has responsibility for overseeing all departments including accounting and human resources. Within this role, Phyllis serves to ensure that the nonprofit has

. Phyllis oversees human resources, a department that has counseled the CEO to improve but has overall; overlooked the allegations of harassment. Phyllis additionally oversees accounting, where multiple irregularities have appeared occasionally on the CEO’s requests for reimbursement. Within her role, Phyllis should

(Bridgespan) and not turn a

(Janove, 2017). Phyllis will be asked many questions in the coming days by the board, the media, employees, and donors.

Questions:

Question 1:

Were there any previous allegations made before the discovery of the last allegation, and if so, what was done at the time to resolve them? (Ford, 2021)

In the case of Victor Rivera, associates of his stated that those close to him

allegations previously and there was concern that nothing would be done again. The question of previous allegations is a question that will be asked and has been prioritized in this study as many of the scandals around sexual and other harassment in non-profits have a history of

that were not acted upon (Coleman, 2019., Ford, 2021.). With this history in mind, it is likely the

, the media, donors, and others will ask if there was a previous history of the CEO acting inappropriately (Wallestad, 2018, Rodriguez, 2021).
Regular feedback was not previously gathered. We are working under the best practice SHRM guidelines to define and roll out regular 360° feedback sessions for all employees, including leadership. With this feedback our HR team and/or the Board will conduct quarterly reviews to ensure all employees adhere to all policies and appropriate action is taken where there is failure to adhere. (Roth, 2014, Gurchiek, 2018, Janove, 2017, Rhodem & Packel, 2009)

Question 2:

Regarding the recent scandal, what steps were taken to remediate the issues, and do you have a plan in place to prevent a reoccurrence? (Gamboa, 2021)

Following the previous question, the subject will then turn to how were previous allegations remediated; and how will prevention occur. As Gamboa writes a

is only one step among many that should be taken to remediate the current issues. As the overall head of HR, Phyllis should have a plan in place for how to investigate and address

(Meinert, 2018). The reputational costs of failing to act on

can have far reaching repercussions and should be swiftly dealt with and not pushed aside (Gurchiek, 2018). The nonprofit can best serve their mission by setting and abiding by

(Cohen, 2009).
An outside coach was brought in to work with REDACTED. 6 sessions were held on conflict resolution. Our organization is currently in the process of implementing an anger management policy to address future concerns. (Mayhew, Andrews 2005, Gavett, 2013, Lytle, 2015)

Question 3:

How has feedback previously been gathered for those in leadership positions including the CEO, and are there plans to change how this feedback is both gathered and used? (Contente, 2004)

Directors of operations are often asked to work with human resources departments to develop and implement evaluations parameters, ensure company wide compliance and revise policy (Indeed, 2021). Regular instances of gathering feedback can show the

in their role (Bridgespan, 360 Feedback).

is an important aspect of HR practice, and feed back is a strong way to measure performance in a non profit (Hastings, 2010).
All allegations have always been taken seriously, investigated and/or resolved as needed. (Meinert, 2018., Meinert, 2014., Janove, 2017., Gurchiek, 2018.)

Bridgespan Group. Chief Operating Officer (Generalist). https://www.bridgespan.org/insights/library/hiring/nonprofit-job-description-toolkit/chief-operating-officer-(generalist)

Cohen, T. (2009, June 22). Doing the Right Thing Is Job One for Nonprofits. Stanford Social Innovation Review. https://ssir.org/articles/entry/doing_the_right_thing_is_job_one_for_nonprofits

Coleman, Z. (2019, May 29). 2 executives depart Nature Conservancy after harassment probe. Politico.com. https://www.politico.com/story/2019/05/29/the-nature-conservancy-harassment-probe-1488630

Contente, B. (2004, January 1). Reviewing the CEO: A Guide for Non-Profit Boards. Gesmer Updegrove. https://www.gesmer.com/publications/reviewing-the-ceo-a-guide-for-non-profit-boards/
Ford, J. (2021, February 8). Disgraced CEO of homeless advocacy group is terminated, under investigation for sex and fraud crimes. Pix11. https://pix11.com/news/local-news/bronx/disgraced-ceo-of-homeless-advocacy-group-is-terminated-under-investigation-for-sex-and-fraud-crimes/
Gamboa, G. (2021, February 9). United Way Worldwide CEO Gallagher resigns amid turmoil. AP News. https://apnews.com/article/us-news-board-of-directors-21f33c0573fd6dce2cbcf6f544d290f2

Giffords (2021, June 25). Director of Human Resources + Operations. Impact Opportunity. https://impactopportunity.org/job/1596/director-of-human-resources-operations/

Gurchiek, K. (2018, October 24.) 5 Steps HR Can Take to End Workplace Harassment. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/global-and-cultural-effectiveness/pages/5-steps-hr-can-take-to-end-workplace-harassment.aspx

Harris, A. (2021, February 8). Housing Boss Is Fired and Faces Criminal Inquiry After Reports of Abuse. New York Times. https://www.nytimes.com/2021/02/08/nyregion/victor-rivera-homeless-shelter-allegations.html?searchResultPosition=5

Hastings. (2010, February 17). Managing Employee Relations in a Nonprofit World. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/nonprofiter.aspx
Indeed.com. Director of Operations Job Description. https://www.indeed.com/hire/job-description/director-of-operations

Janove, J. (2017, May 23). 7 Manager Mistakes with Costly Consequences. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/0617/pages/7-manager-mistakes-with-costly-consequences.aspx

Rhodem D.L. & Packel, A.K. (Summer 2009). Ethics and Nonprofits. Stanford Social Innovation Review. https://ssir.org/articles/entry/ethics_and_nonprofits

Rodriguez, R. (2021, May 3). Fresno foster youth nonprofit faces lawsuit. CEO accused of unethical conduct, favoritism. Fresno Bee. https://www.fresnobee.com/news/local/article251067674.html

Roth, N (2014, September) 360 Feedback Tools: How to Get the Most Value. The Bridgespan Group. https://www.bridgespan.org/insights/library/leadership-development/360-feedback-tools-how-to-get-the-most-value

Individual #3

REPORTER’S ROLE-Malika Obecini

My name is Malika Obecini and in my role as a reporter for the Times, I am trying to find the truth of the story, investigate the people that are involved and examine the data that supports the investigation. One of my challenges is to sort out the many competing voices who are telling the story, some who are in support of the CEO and some who are not. I am most interested in looking at the facts. This is a challenge because I have many different people to speak with, and some may be more willing than others to talk with the media (Harris, 2021).

I have questions to ask of the CEO, the organization’s three members of the Executive Committee, the Chairman of the Board, the twenty board members, the organization’s donors, the organization’s volunteers, the executive staff and employees. I will be speaking with the employees who complained about the CEO’s temper, the employees that were allegedly harassed, and those who work in the HR department. I will also be talking with former employees, former donors and former board members. I would also like to speak with the attorney. I will be contacting other charities the CEO has worked for as well to determine what patterns existed before she started working at the organization seven years ago. In my investigation, I will be looking for names, documents and first hand accounts (Daily, 2021). As I investigate the allegations, especially those focused on sexual harassment, I may find that they are hesitant to speak to me and will be looking to build relationships with these victims.

I also will be searching for data to examine as I sort through the organization’s financial reports and the CEO’s personal finances, including her requests for reimbursements. I will be looking for any written and verbal details of what’s occurred, human resource reports about her temper and harassment, and performance reviews. If able, I would like to examine the attorney’s findings after their investigation, official donor records and her records of donors since there is murky accounting involved, as well as other reports I am able to acquire from within the
non-profit organization. I will make requests for public records–including employment cases and any previous lawsuits and/or settlements, as well as any police reports against the CEO. I will search social media channels such as Facebook and LinkedIn to find former staff members and associates as I am looking to construct the paper trail (Syckle, 2021).

References:

The New York Times. (2021, February 19). The Daily: Investigating Abuse in New York’s Homeless Shelters. The New York Times. https://www.nytimes.com/2021/02/19/podcasts/the-daily-homeless-abuse-new-york.html?s earchResultPosition=1.

Harris, A. J. (2021, February 7). ‘Nobody Tells Daddy No’: A Housing Boss’s Many Abuse Cases. The New York Times.
https://www.nytimes.com/2021/02/07/nyregion/victor-rivera-bronx-homeless.html?searchR esultPosition=1.

Syckle, K. V. (2021, February 23). Uncovering Abuse Cases in New York’s Shelters. The New York Times.
https://www.nytimes.com/2021/02/23/insider/new-york-shelter-abuse.html?searchResultPo sition=1.

REPORTER’S QUESTIONS

I chose these questions due to the nature of getting to the heart of the allegations. Due to my previous reporting on the non-profit, I want to remain impartial as I investigate the allegations, especially if the CEO were to reach out to me directly in a pre-emptive media strike. The questions I chose are geared toward the investigation itself because until the allegations have some backing to them, the actions taken by the board could be swayed by those who are supporting the CEO. I also chose questions that could be answered repeatedly by the many multiple people I will need to speak to within the organization and those who are affected by this crisis outside of the organization. I chose the of these questions because what makes this story important to my readers are the allegations of misconduct, especially in the areas of inappropriate behavior and mismanagement of donor funds.

Questions

Question 1:

Were there any official complaints about the CEO’s conduct? (Syckle, 2021)

If someone has gone on the record to report complaints, I would have access to examine those complaints and would be able to piece together a paper trail. Also if the organization allows me access to the reports, then that makes them more open and credible then if I have to go digging for them (Alsop, 2013, p. 213). If the CEO’s allegedly poor behavior has been a pattern for some time, I would also wonder why it wasn’t made public sooner.

I chose this question first because it will help me get to the nature of the complaints against the CEO. If there are no official complaints, then we have to dig deeper into the allegations and find those who are willing to come forward. (Harris, Feb. 19, 2021). In addition, when I question those in the organization about reputation issues such as rumors and scandals, an official record will be very helpful. (McCafferty, 2019)

Question 2:

Is there documentation of any inappropriate behavior? (Syckle 2021)

While money and sex misconduct accusations are both serious in nature, the sexual allegations need to be addressed next. If the organization defends the CEO’s behavior, such as issuing a statement saying there was no wrongdoing, or denying any reports of harassment, documentation by victims will be critical (Harris, Feb. 7, 2021).

If there is documentation and reports of sexual misconduct and the organization continues to ignore it or cover it up, not only will the CEO’s reputation be tarnished but also the organization’s overall reputation will be at great risk (Kim, 2021). The sexual misconduct allegations could have been reported within the organization itself, or to outside entities, such as government agencies if the organization had any government oversight. I will have to do some relationship building to encourage victims to speak out, and to earn their trust to talk about sensitive matters on the record. (Harris, Feb. 19, 2021).

Question 3:

How is the CEO enriching herself financially from this organization? (Syckle 2021)

The nonprofit’s board should be prepared to offer information about the CEO’s compensation. At her level, the scrutiny would be expected to be high (Oct. 23, 2017). I would look into the organization’s financial reports, especially about the CEO’s finances, as well as the mission and background of the nonprofit (Feb. 3, 2017). The organization must be held accountable for how the CEO used the donations she procured–whether it was for herself personally and how any monies that were intended for the non-profit’s programs were diverted into her pocket (Feb.1, 2021).

Alsop, R. J. (2013). 18 Immutable laws of corporate reputation: creating, protecting, and repairing your most .. Free Press.

Communicating During a Crisis. Nonprofit Risk Management Center. (2017, February 3). https://nonprofitrisk.org/resources/articles/communicating-during-a-crisis/.

Harris, A. J. (2021, February 7). ‘Nobody Tells Daddy No’: A Housing Boss’s Many Abuse Cases. The New York Times.

hResultPosition=1.

Kim, J. (2021, February 10). The Many Abuse Accusations Against a Housing Executive. The New York Times.

earchResultPosition=1.
McCafferty, C. (2019, Oct. 24) Nonprofit Crisis Case Studies: Tips for Crisis Planning. JD Supra.

1083/.

The New York Times. (2021, February 19). The Daily: Investigating Abuse in New York’s Homeless Shelters. The New York Times.

?searchResultPosition=1.

Reimagine Your Nonprofit to Survive the Crisis. Harvard Business Review. (2021, February 1). https://hbr.org/2020/06/reimagine-your-nonprofit-to-survive-the-crisis.

Syckle, K. V. (2021, February 23). Uncovering Abuse Cases in New York’s Shelters. The New York Times.

Position=1.

There’s a Reporter on the Phone Asking about the CEO’s Pay! What Do We Do? Batts Morrison Wales & Lee, P.A – A Non-Profit CPA. (2017, October 23). https://www.nonprofitcpa.com/theres-a-reporter-on-the-phone-asking-about-the-ceos-pa y-what-do-we-do/.

Solutions and Summary: The process by which we found resolution was not easy and necessitated many steps. We will be working on rebuilding and maintain our reputation as long as we exist as an organization.

Faced with an imminent crisis, the charity organization took steps to handle the predicament at hand and prevent another situation like it from occurring in the future.
In to provide the best protection to the reputation of the organization, we immediately hired a Public Relations firm that specializes in non-profit organizational crisis management. Next, we terminated our relationship with the current CEO. While her termination was effective immediately, a severance package was awarded. These terms were decided in conjunction with the fact that mounting evidence was being collected, but she had not been arrested, and the harassment claims had not yet been settled (Waldren, 2021).
In to prevent our former CEO from going to the press before we were able to do so, our PR team prepared a statement that was issued to the press at the same time our CEO was notified of her termination. Having previously identified Malika Obecinia as a reporter who could serve as both a resource and an ally within the media, we offered her an exclusive surrounding the crisis in exchange for positive reporting and assistance in rebuilding our reputation.
After careful consideration and a thorough assessment of the report provided by our attorney, our PR team advised that we review the organization’s bylaws surrounding Ethics and Conflict of Interest. Upon this review, it was determined that we should immediately release any current board members who have been proven to show favor towards the former CEO. We conceded that there needed to be a zero-tolerance policy with respect to the violation of these bylaws, as turning a blind eye was only a continuation of said ethical violations (Rhode & Packel). Our PR team made us aware that bias can impair ethical judgment, and for that reason, the decision was made to hire an outside firm to enforce compliance while further reviewing our bylaws and hiring new board members and a new CEO (Rhode & Packel). The organization needs to be completely transparent to the public to regain its trust; hiring outside firms will establish our willingness to do so (2021).
We must establish new and improved relationships with both paid employees and staff. Thanks to our new Volunteer Coordinator, Kenny Sartos we are committed to separating the volunteer role from personal relationships. Though relationships may develop, a person choose a volunteer position out of a desire to serve, not because of a personal tie to someone in the organization. We must create boundaries from the board level to the most basic volunteer position.

With the help of our Director of Operations Phyllis Hubert, legal counsel and the district attorney, we then made a deal with the former CEO. We agreed not to prosecute, and in return our former CEO had to provide a complete and verified donor database, as well as a singed NDA which keeps her from mentioning anything to do with her time at our organization and prevents her from speaking ill of the organization to anyone for 30 years.

In summary, we are asking that you see the organization’s bright future and work with us going forward to prevent an unfortunate event like this from happening again. We have worked hard, taken accountability, listened to professional advice, and will continue to move forward with complete transparency and humble hearts (Gnadt, 2020).
Sincerely,
Thomas Bjork

References

Rhode, L.& Packel,K. (n.d.). Ethics and Nonprofits (SSIR). Stanford Social Innovation Review: Informing and Inspiring Leaders of Social Change. https://ssir.org/articles/entry/ethics_and_nonprofits
Waldren, V. (2019, April 20). Our Executive Director is Embezzling. Blue Avocado. https://blueavocado.org/board-of-directors/our-executive-director-is-embezzling/.
Gnadt, M. (2020, January 31). How nonprofit organizations can get back on track after bad press. Nonprofit MarCommunity. https://nonprofitmarcommunity.com/bad-press/.
Legal and Compliance Issues – FAQs. BoardSource. …

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