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