Who's The Boss!

The announcement of the changes to the WETHREE organization left most employees guessing if they had a job. The buyout of this non-profit by a foundation, sent this entire oranization into restructuring which equates to downsizing which is another code word for layoffs.

Denise who worked in administration, was happy when she was offered a job from the ALLFORONE agency which resulted in very little down time and loss of income. Denise thought, well another non-profit agency the transition should not be as hard this time. Prior to her job at WETHREE, she came from the business world. This transition into another position, while challenging would not be that difficult. After all, the CEO of the foundation and ALLFORONE, had brokered a deal and where she would keep her current salary.

The surprise that she faced some after starting work, is that ALLFORONE was also going through a restructuring, hiring a new CEO, and just promoted staff to department Director and CFO of the agency. This was a change in the organizations structure, also with adding and modifying agency programs.

Joan the director in Denise's department had hired three new along with Denise. During staff orientation that was handled by the CFO, they were given the employee handbook, with an outdated organizational chart and few polices and procedures.

Within a few months, Joan was requesting information from her department to present at the annual meeting of the Board of Directors. During this week, the agency was also under audit from the Delegating agency which provided some of their grant funds. The evaluators wanted to interview the staff, discuss their job descriptions, evaluations, department goals according to the business plan and see policies and procedural guidelines. Denise had never seen the business plan, but knew the goals of the grant in her department. There were also procedures and policies that were approved by the Board, but again there were not available for staff.

Denise, had several questions about policies, but where she inquired of her Director, could not receive a answer. Her questions were directed to the CEO, but he never responded, to Joan or Denise. At the Annual meeting, Denise realized that she knew several board members and they of course asked how was the transition to ALLFORONE. Denise just smiled and gave the standard, I'm still learning.

During the agency audit, the evaluators were concerned that there was a lack of communication between departments and with managers and the CEO. Except for the twice monthly staff meeting, and internal emails, the lines of communication were stagnant. Staff meetings provided only minimun information about activities from each department. The CEO gave little information about what he was working on for the agency. The CEO report to the board was no longer posted on the shared drive on the computer and department managers were not contributing to the report. Denise began to think, I am working in a vaccuum!

Surprise, Surprise!

Denise stopped by the reception desk one moorning and saw an article in the newspaper. What caught her attention was that it concerned the ALLFORONE agency. The city manger was quoted as saying they were considering transferring a departments servcies to this agency and would possibly fund the position. In an attempt to balance the budget and reduce expenses, this seemed like a logcal solution. This was being discussed at the city commission meeting and on local access station. The staff was the last to know. She had gotten calls last week from residents concerning this, but thought it was just rumor and speculation. I guess the staff is the last to know what the community already knows.

Here We Go Again!

I guess if you like change, just work for a non profit, and it may change daily. The ALLFORONE agency just restructured again and eliminated two positions. But the work continues and increases with less support. Denise though it was a good deal to be hired with support from the past organization. What they did not tell her was in the second year, her salary may be cut. Joan the manager, discussed with Denise her contract was expiring and she would talk with the CEO about her position. Joan, the CFO and CEO finally had a meeting, to discuss Denise and if they could afford to keep her at her present salary. That was not an option, but Joan wanted to make a reasonable offer to Denise. This process started four weeks prior to the end of the contract. The CEO waited to make an offer to her for 10,000 less, three days before the contract ended. Denise likes her job, needs the money but felt that ALLFORONE used her to their advantage. Denise decided to remain, knowing this is not the time to be without steady employment. In addition, Denise was given more responsibilities with staff leaving.

The agency has not dealt with the real issues of poor communication problem that may ignite other problems.

The concerns of the managers are that the agency needs to improve communication on all levels. Who has the responsibility to inform or encourage the Board to step up to the plate? The CEO is directed by the Board, and the CEO directs the managers. The concern is insuborination and the threat of job loss if this is handled incorrectly. With the strain of fewer employees, the managers and staff who initiate any plans will be responsible for executing those plans.