CASE 11 ANALYSIS:

1. CASE 11 ANALYSIS: A CASE OF DOING EXCELLENCE? Ellen Yee Gordon Wong Benny Guan Cherrie (Jie Yi) Yuan Stephenie (Xing Qun) Yuan

2. THE FAMILY AND CHILDERN’S SERVICES OF GUELPH AND WELLINGTON COUNTY • Also known as F&CS • Children’s Aid Society established in 1893 • Responsible for enforcing the province’s Child and Family • Services Act MISSION STATEMENT:“To advocate and provide for the protection of children, to support and strengthen families, and to promote the well-being of children in our communities”

3. OBJECTIVES AND GOALS • To investigate allegations or • evidence that children who are • under the age of sixteen years • or are in the Society’s care or • under its supervision may be in • need of protection • To provide guidance, • counseling and other service • to families for protecting • children or for the prevention • of circumstances requiring • the protection of children • To protect, where • necessary, children who • are under the age of • sixteen years or are in the • Society’s care or under its • supervision

4. FUNDING • By both the provincial and the municipal • government in an 80-20 split • Two thirds of the funding went to salaries, benefits • and training of 61 full time staff members SERVICES • Hold various programs that prevent any circumstances that • may lead to risk or harm to children • provide child care, outreach to parents of newborn babies, • employment readiness training, parent support groups, • language classes for new Canadians, food distribution, and • cooking clubs

5. STRUCTURE ADMINISTRATIVE DEPARTMENTS SERVICE DEPARTMENTS Family Services Finance and Information Services Children’s Services Human Resources, and Community Relations Resources

6. CENTRAL ISSUES EXTERNAL ISSUES • Funding cutbacks of 1.25% for the current year • Additional cutbacks of 5% for the next year • Payments to welfare recipients are to be reduced by • 20% INTERNAL ISSUES • The lack of efficient communication between staff and • higher level management • Issues of empowerment are somewhat ambiguous • Conflict between the staff’s view and the current • environment of F&CS

7. SOLUTIONS AND ADVICE FUNDING CUT-BACKS • Introduce a new pay system to the F&CS All staff will have a lower base salary than current amount To compensate, bonuses will be issued to those with exceptional handling of cases / major contribution to cases Bonus acts as an positive reinforcement which leads to motivation Employees gain both intrinsic and extrinsic rewards

8. SOLUTIONS AND ADVICE • F&CS should promote the public to give • donations for additional funding source FUNDING CUT-BACKS F&CS is a major part of the close and tight-knit community Have donation boxes at the different programs to help increase awareness • Programs can be held with a small fee

9. SOLUTIONS AND ADVICE LACK OF EFFICIENT COMMUNICATION • F&CS’ Effectiveness reduced • due to lack of clear communication Encourage one-to-one discussion between manager-subordinate Regarding personal/work issues Hold regular meetings to monitor the process of the organization and to clarify any uncertainties that employees may have Implement formal retreat approach and outdoor experience approach will help clarify staff roles Staff meetings every 3 months Management exclusive meetings every month Benefits are worth the costs

10. SOLUTIONS AND ADVICE STRUCTURE OF AGENCY • Structural hierarchy gives rise to issues of empowerment • (Not enough for workers) Flatten down part of the management hierarchy Span of control to be decreased • Staff are confused about the roles that they are responsible for Staff meetings gives an great opportunity for making important decisions • Complaints about the process controls Policies, procedures and rules of F&CS should be reviewed and then changed accordingly

11. Problem with using hierarchy of • needs theory is that they can • only be used on specific • individuals only SOLUTIONS AND ADVICE needs theory and acquired MOTIVATION Worth the time and money To investigate all staff members • Implementation of • some components of the • High Performance Organization • Theory Address to specific needs Assign different jobs/tasks to motivate Employee involvement and self-directing work teams Employees will be able to make day-to-day decisions which affect them and their work

12. 360-degree evaluation of • employees by co-workers, • customers, and those outside • the work unit SOLUTIONS AND ADVICE MOTIVATION Provide information about the abilities and attitudes of employees • Performance-Appraisal Method • and 360 degree evaluation will help • increase motivation Shows those evaluated their weaknesses and strengths Allows employees to improve • Method of ranking, paired with • comparison and forced • distribution of the • Performance-Appraisal • method Prevent employees from comparing themselves to each other