Reference no: EM132833265
INT204 Introduction to Management in Community Services - Stotts College
Case study - Part A
A not-for-profit community service called Fresh Start was established "to provide emergency housing and rehabilitation support for recently released prisoners" (the Mission) The service constitution defines the roles and functions of the board. The constitution specifies that the board is to be concerned with finance, including approving and overseeing investments, borrowings and loans in relation to the land and housing stock purchased for use by the service. There is no mention in the constitution of the board having to focus on the core activities of the service, such as housing ex- prisoners and assisting them to re-integrate in the community.
Board membership is comprised of people with a background in corporate finance and property investment. The board includes a property developer with expertise in developing greenfield land sites for a high return on investment. The board has been responsible for managing its own performance, including any potential conflicts of interest arising for members of the board.
The board has appointed the current Chief Executive Officer. The CEO is the only person employed by the service who is present during board meetings. Staff can apply for permission to observe board meetings. If approved, they are forbidden from later discussing any confidential matters raised (primarily finance-related) with anyone outside the board. Staff have stopped applying for permission to observe board meetings. Board minutes are not publicly available. The practice of the board is to provide little or no information about decision making to the staff, clients or other stakeholders who contribute millions of dollars in funding to support the mission of the service.
Over time, financial interests have become privileged over and above core responsibilities and the service's mission. The housing programs utilise greenfield land sites located in areas of high investment return, as opposed to locating housing for ex-prisoners close to jobs, education facilities and public transport. The service is burdened by debt. Staff employed to case manage clients are employed as casuals. Case managers need to see their clients at least monthly for an average of 3 years before clients can obtain stable housing, employment and successfully reintegrate back into the community.
The Australian Charities and Not-for Profits Commission (ACNC) has notified the board and CEO that an independent governance review and financial audit of the service will take place. The service has been put on notice to address any concerns arising from the current governance arrangements.
Question 1. Provide three examples of bad governance at Fresh Start and explain why each example is a failure in governance? (3 marks. Answer a minimum of 3 sentences)
Question 2: Describe what action can be taken to address each example of poor governance? (6 marks. Answer a minimum of 6 sentences)
Case study - Part B.
The Australian Charities and Not-for Profits Commission (ACNC) has completed its review and audit of the service Fresh Start. The Report produced by the ACNC highlights a range of service issues and includes recommendations that must be implemented by Fresh Start.
The issues identified in the Report and recommendations made by the ACNC are presented below:
Issues to be addressed by Fresh Start:
1. Staff are not working to their potential.
2. There are elevated levels of client dissatisfaction with services provided and poor client outcomes.
3. Staff turnover is high among those frontline staff case-managing clients, and among team leaders and middle level managers.
4. The reputation of the service is weak. Fresh Start is considered by its government and philanthropic stakeholders to be a "case history in failure".
5. There has been no consultation with staff about the mission of the service and the service goals.
Recommendations to be actioned by Fresh Start:
1. Board to be replaced and a new CEO appointed.
2. Forensic accountants to be based on site for 6 months to meet the service's financial reporting requirements.
3. For the service to be sustainable, organizational transformation is needed. This includes: (a) articulating a new Mission for the service; (b) diagnosing operational problems and finding solutions; and (c) managing the transition to a new model of service provision that is financially sustainable and delivers effective social interventions for clients.
Q 3. Identify two leadership theories (or styles) that would help the new CEO to address the issues identified by the ACNC and action the recommendations.
Q 4. Describe in detail the characteristics of each leadership theory (or style) and explain how each can be applied to leading Fresh Start.
Case study - Part C.
A Consultant was appointed by the ACNC to speak with the service staff and identify areas of concern for staff. The consultant spoke with and observed staff in order to develop a strategy to re-engage and motivate staff in their work.
The Consultant observed the following:
1. The staff are a great untapped resource. Many staff could link their own personal story to why they wanted to help their clients. Staff were passionate about the area of work and cared deeply about the clients. Management needs to find new ways to support, instead of block, staff's work.
2. The expectations placed upon the staff to house and successfully reintegrate ex-prisoners in the community are enormous, potentially overwhelming and unachievable given the resources available. Management should narrow the tasks required of staff and clearly define work goals.
3. The work undertaken by staff is complicated. No one staff member can work completely independently of other staff. The work requires delegation and trust between team members who are diverse in their age, race, religion, gender and caring responsibilities. Managers should discuss these differences with their staff and understand what it means for each individual staff member to work in the service.
Q 5. Identify two different theories that could be used by management to respond to the consultant's observations and motivate the staff.
Q 6. Describe in detail the characteristics of one theory of motivation
Q 7. Apply this theory to motivate the staff of Fresh Start by explaining what you would do as a manager to respond to the Consultant's observations.
Case study - Part D.
As a first step in developing the Strategic Plan for Fresh Start, the newly appointed Chief Executive Officer has called a face-to-face meeting of the service staff. The people working at the service include:
• eight client case managers;
• the administration and client intake officer
• two team leaders
• the finance officer
• the human resource manager
• the client services manager who is also the marketing officer
• Chief Executive Officer
• ACNC visiting consultant
• ACNC appointed forensic accountant
Q 8. Identify two advantages of group-based decision making for the purpose of developing the new goals for Fresh Start.
Q 9. Identify two disadvantages of group-based decision making for the purpose of developing the new goals for Fresh Start.
Q 10. Identify and describe one method that could be used to address the disadvantages associated with group-based decision making
Attachment:- Community Services.rar