OB Team project Case Study 10[1] - Protected View . Saved v Search sign Layout References Mailings Review View Help rom the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing Team Consulting Project: Case Study 10 City Zoo has been an important visitor destination for generations of children.28 Locally, provincially, and nationally, City Zoo has had a remarkable reputation for providing a high-quality environment for its animals while enabling children of all ages to learn about animals and see them in natural environments, The zoo operates with a dedicated staff, as well as a large number of volunteers. Over half of its revenues come from a special tax levy on city property owners who vote on whether to renew the levy during city elections held every three years. Despite its sterling reputation, the zoo went through a year of unpleasant publicity in 2017, after the board of directors dismissed head veterinarian Tim Bernardino. Newspaper reports of the dismissal suggested that Bernardino had been dismissed for speaking up about harm to some of the zoo's animals, The publicity forced zoo management to respond to many tough questions regarding its practices and operations regarding both animals and staff. City Council acted swiftly in the face of 1, FOCUS ENG Q Search prt sc home end insert delete DH F12 FS F6 F7 F8 F9 F10 F11 backspace 8 O R T Y U O POB Team project " Case Study 1011) - Protected View . Saved v Search Design Layout References Mailings Review View Help files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing continued negative press coverage of the zoo, feeling a responsibility to the taxpayers. In order to answer all of the questions raised by the press, council created a special Citizens' Task Force to review the zoo's finances and operations, including animal care. It is February 2018, and Emma Breslin has just been hired by the board of directors to take over as executive director of the zoo, She is reviewing the many concerns raised by the task force and wondering how she might restore employees' and the public's confidence in the zoo. She will be meeting with the board in two weeks to present her recommendations for moving forward. The board has asked her to act quickly because city residents will vote on the next tax levy in just three months. A "no" vote would substantially reduce the zoo's revenues for the next several .. itlin af the mae Q Search O prt sc home end insert delete ES F6 F7 F8 FO F10 F11 F12 backspace 5 16 7 18 9 O R T Y U O P F G H KOB Team project Search Draw Design Layout References Makings Review View, Help Exhibit 1 City Zoo Revenues and Expenses, Fiscal Year 2017 Property Tar Levy Receipts $6 466 860 $174 730 $344 110 Trial Pubic Support $5 925 759 $214 397 5130 862 $312 962 Pereppicen Everis $4 943 186 $3 263 365 57 153 23 $16 520 S24 325 885 S18 30 324 come end msent backspace R O POB Team project Case Study 10[1] - Protected View . Saved Search Draw Design Layout References Mailings Review View Help careful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing Background The City Zoological Gardens got its start in 1905, when Samantha Fraser donated a hedgehog to the city's Parks Board. Building on that first donation, the zoo has grown to be one of the most comprehensive zoological institutions in the country. The zoo's African Savannah recreates the look of Africa's plains and jungles. The Savannah houses the world-famous Hippoquarium, the first natural hippo habitat to be created in a zoo. The zoo includes exhibits for Siberian tigers, Asian sloth bears, and the endangered African wild dogs. The zoo has also renovated the Aviary and the Primate Forest. More recent improvements include a new parking lot and gift shop. The zoo is a top tourist attraction for the city, and the number of annual visitors to the zoo has nearly tripled from 1982 (364 000 visitors) to 2016 (more than 1 million visitors). In the past five years, the zoo has twice been ranked as one of the top 10 zoos in North America for children and families. It was also voted one of the top five zoos in North America in the "North America's Favorite Zoo" contest sponsored by Microsoft. The zoo's vision and mission statements (see Exhibit 2) are widely credited with helping the zoo achieve these awards. Q Search prt sc nome end insert F4 ES F6 F7 F8 F9 F10 % backspace 5 6 8 OOB Team project Case Study 10[1] - Protected View . Saved Search raw Design Layout References Mailings Review View Help reful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View Enable Editing Exhibit 2 City Zoo Vision and Mission Statements Vision Statement To be one of the world's outstanding zoological institutions, Mission Statement Our mission is to provide excellent animal management, educational programs, and scientific activities and to provide visitors with an enjoyable, educational, and family-oriented experience. Objectives to achieve mission statement: . Animal exhibits that reflect natural habitats Educational programs to help visitors understand the relationching of wildlife and the anyimnment Q Search DI prt sc home end delete F4 F5 F6 FS F10 F12 % backspace 5OB Team project a 9 0 Case Study 10[1] - Protected View . Saved Search Design Layout References Mailings Review View Help Commen careful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing Objectives to achieve mission statement: . Animal exhibits that reflect natural habitats . Educational programs to help visitors understand the relationships of wildlife and the environment . Refuges for rare and endangered species to protect and propagate them . Scientific programs that contribute to greater understanding of animals and their habitats . A clean, safe, and pleasant facility for visitors and employees . A broad base of community support and involvement . Operating on a sound business basis Until 1982, the zoo was run by the city, That year, ownership was transferred to the City Zoological Society, a private nonprofit organization. Because of its dedication, the Society was able to introduce a number of improvements that the city had not been able to accomplish. The zoo has since doubled in size and now contributes significantly to the local economy, A recent study by a local university found that the zoo generates almost $8 in local economic activity for each tax dollar it receives, The zoo employs 157 full-time staff members and more than 550 part-time and seasonal employees. There are also more than 300 Q Search ENS Dil prt se home and insert F4 F5 F6 F7 F8 F9 F10 backspace lock 5 R U POB Team project Case Study 1011] - Protected View . Saved Search Draw Design Layout References Mailings Review View Help Comments careful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. |Enable Editing The zoo employs 157 full-time staff members and more than 550 part-time and seasonal employees. There are also more than 300 volunteers who assist with programs, events, and community outreach. Donors and members provide financial support for animal conservation and educational programming. The Ministry of Natural Resources Inquiries The 2013 Inquiry In December 2012, Medusa, a female sloth bear mistakenly believed to be pregnant, was put into isolation, where it died. Zoo officials later admitted that they had misunderstood how to properly care for sloth bears. Tim French, the curator of large mammals at the time, made the decision to put the bear in FOCUS Q Search ENG US prt sc home end insert delete CE FS F6 F7 F8 F9 F10 F11 F12 % backspace num lack U 8 O R T Y U O Poa Team project 1 1 mammals at the time, made the decision to put the bear in isolation on his own, without reporting this to his supervisors, The bear's zookeeper, Melissa Fox, who reported to French, objected to his decision, but no one would listen to her, including acting head veterinarian Wynona Singh (who was in charge while Dr Bernardino was away on research), Fox's daily notes, which she was required to file with her supervisor, described her worries about the bear, Fox finally became so upset with the bear's condition that she asked to be transferred to another part of the zoo. French resigned after the bear's death. As a result of the investigation, the zoo was fined $ 1500 by the Ministry of Natural Resources for violating federal animal welfare regulations, The zoo also agreed to create an animal reporting system so that employees could raise any concerns they had about animal welfare, although nothing ever resulted from this agreement The 2016 Inquiry In February 2016, the Ministry of Natural Resources began an investigation of animal deaths that had occurred at the zoo over the past several years: Q Search US home backspace lock R UOB Team project H 2 0 Case Study 1011] - Protected View . Saved Search Insert Draw Design Layout References Mailings Review View Help Comm VIEW Be careful files from the internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing The 2016 Inquiry In February 2016, the Ministry of Natural Resources began an investigation of animal deaths that had occurred at the zoo over the past several years: . Cupid, a hippopotamus, died in the summer of 2015 at the age of 49. While the veterinary staff raised some questionable circumstances concerning the death, zoo officials dismissed the animal's death as "old age." . George, a 14-year-old giraffe, died in 2013 from tetanus three weeks after he was gored by a kudu when the two were put in an enclosure together. . Medusa, the female sloth bear, died in December 2012. 7on officials were ni7led about why the Ministry of Natural B Q, Search ENG us prt sc home end insert delete F9 F10 F13 F12 CE backspace num lock E R Y U O P D G H K enterOB Team project H 9 . U = Case Study 10[1] - Protected View . Saved Search Draw Design Layout References Mailings Review View Help Comments e careful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. |Enable Editing . Medusa, the female sloth bear, died in December 2012, Zoo officials were puzzled about why the Ministry of Natural Resources had decided to investigate these deaths, "Initially, my gut reaction was that the Ministry of Natural Resources was just stepping things up because of what had transpired at that other zoo," a zoo spokesperson said. The spokesperson was referring to several suspicious animal deaths, including an orangutan euthanized by mistake, at a large zoo in another part of the country. As the Ministry of Natural Resources investigation progressed, however, many zoo staff became nervous about the way it was being conducted. Inspectors did not reveal the exact reason for their inspection, but they asked specific questions about the giraffe and the hippopotamus. The inspectors requested to speak to some employees, while refusing to speak with others, Zoo officials later said the surprise inspection was "unusual, unprecedented, and aggressive." "As you can imagine, it was a very upsetting and confusing time, We've never had this kind of inspection, and the frustrating thing was they would not tell us what they were inspecting for," said William Lau. the zoo's executive director. Q Search Dil port sc home and nser FA ES F6 F8 F9 F10 F1I F12 backspace lack 5 O R T Y U O P F G H K mer\fOB Team project H Case Study 10[1] - Protected View . Saved Search olivia o Insert Draw Design Layout References Mailings Review View Help Comment VIEW Be careful-files from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing Zoo Management Board of Directors The board of directors oversees City Zoo's business affairs and strategic plan, but day-to-day operations are left in the hands of the executive director. There are 18 people on the board. Each board member serves a three-year term. The term can be renewed up to two times, if the board member is nominated by the Nominating Committee and approved by the board of directors. The board in recent years has been mostly hands-off, allowing the executive director a great deal of latitude in running the zoo. Executive Director The executive director is effectively the CEO of the zoo, carrying out the strategic plan of the board. William (Bill) Lau was appointed executive director in 1993. Under his leadership, the zoo expanded considerably, won numerous awards, and significantly increased its revenues. $77 words D Focus Q Search US prt sc home end insert delete F3 CE FS F6 F7 F9 F10 F11 F12 & backspace num 3 5 7 8 O lock E R T Y U O P D F G KOB Team project " ) : Case Study 1011) . Protected View . Saved Search olivia oge raw Design Layout References Mailings Review View Help Comments aful tiles from the internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing Lau did a good job of raising the zoo's profile externally, particularly in leading fundraising efforts that brought numerous exotic animals to the zoo, He was not necessarily seen as a good internal leader, however, The board's Executive Management Committee reported at a March 13, 2014, board meeting that the zoo's work environment was characterized by numerous disagreements, The minutes of this meeting showed that the board discussed "open warfare' between managers; backbiting and rude behaviour during meetings; and problems in managers' relationships with Mr. Lau." The minutes also reported that "Working with Bill is experienced by some as difficult, intimidating, or scary," Some staff had complained that Lau frequently yelled at staff and failed to acknowledge their value. "There is a fear of repercussion, and some people are afraid they will be ... seen as stupid, belittled in meetings, [and] blamed and shamed in front of others," the minutes state, Chief Operating Officer The chief operating officer (COO) is second in command at the zoo, reporting to the executive director, The COO responsibilities include most of the operational functions of the zoo: finance, human resources, maintenance and horticulture, interpretive services and education The nenartment of Veterinary Care was "D FOCUS Q Search portsc home end insert delete FB F9 F10 F13 F12 % backspace num 9 lock 5 O R T Y U O P F G H K enterOB Team project 0 search Baron tarent References Mailings Review New Help The howin the Milethet call contain Hotels Whiteas you need to edit, it's safer to stay in Protected View. Enable Editing In early 2014, the zoo hired Robert (Bob) Stellenbosch to be the new COO. Unlike the COO he replaced, Stellenbosch had no animal care experience in his previous positions. Before coming to the zoo, he had been executive director of the National Funeral Directors' Association for 14 years. Prior to that, he had been executive director of the Provincial Bankers' Association. Nevertheless, veterinary care still fell under Stellenbosch's mandate, and the head veterinarian reported to him. Stellenbosch did not see this as a problem. As Stellenbosch pointed out, he often had to oversee "departments in areas I know very little about. The secret [is] having a strong line of communication with the people who report to you." The zoo's executive director also did not see Stellenbosch's lack D Focus B W prt sc home end insert delete F8 F9 F10 F11 F12 backspace 8 O R T U O P HOB Team project = Case Study 10[1] - Protected View . Saved v Search Design Layout References Mailings Review View Help es from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing The zoo's executive director also did not see Stellenbosch's lack of animal-care experience as a problem. "We were looking for anybody with a background that could run a zoo on a day-to-day basis. We didn't find anybody with an animal background who could do that. We chose Bob Stellenbosch because he was the best candidate," Lau said. Caring for the Animals Three sets of employees work closely with the animals: veterinarians, curators, and zookeepers. The Veterinarians Dr. Tim Bernardino Dr. Tim Bernardino, director of Animal Health and Nutrition at City Zoo, was the zoo's head veterinarian, and had been a zoo employee for over 20 years. Eight full- and part-time employees in the Animal Health and Nutrition department reported to him. Veterinarians are responsible for the health care program for the animals, and they also maintain all health records. Bernardino was also the "attending veterinarian" for the 7on a nosition that FOCUS Q Search prt sc home end insert delete FS F6 F7 F8 F9 F10 F11 F12 & backspace 4 5 8 O R T Y U O P) Case Study 101 1] . Protected View . Saved Search Design Layout References Mailings Review View Help ties from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing involved bringing questionable animal deaths to the attention of the Ministry of Natural Resources. Bernardino was well respected by the international veterinarian community, and well-liked by the zookeepers. He was known to deeply care for all of the animals in the zoo, and kept up with the latest literature on the best ways to manage and display animals to maximize their comfort and well-being. Bernardino's performance as head veterinarian was generally applauded by senior management. He had received glowing ratings in his annual performance reviews throughout his career. For instance, at the end of 2015, Bernardino received one of his best performance reviews ever. Robert Stellenbosch, his direct supervisor, wrote that Bernardino maintained "the highest quality of work!" He also wrote that "Tim is well respected throughout the zoo." Stellenbosch praised the veterinarian's technical skills, his dependability, and his tremendous work ethic. There were occasional negative comments in his reviews, although these did not seem to weigh heavily in his overall visaliations Far instanAn in hin 2012 raisinis a farmer D. FOCUS ENG Q Search US prt sc home end insert delete FS F6 F8 E9 F10 F11 F12 % & backspace num lock 5 8 0 R T Y U O P F G H K enterCase Study 10[1] - Protected View . Saved Search Layout References Mailings Review View Help the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing The negative performance appraisal comments were related to Bernardino's relationships with the curators and zookeepers, He was well respected by the zookeepers, and maintained good relations with them because their observations of the animals helped the animals stay healthy. However, some of the curators felt that Bernardino empowered the zookeepers too much, so that the zookeepers would sometimes go around their curators to make complaints about animal care. Bernardino worried that some of the zookeepers were disciplined by their curators when they spoke with him about their concerns regarding the animals. "People don't feel free to be open. Discussions don't happen. [There is] control of information, control of communications, control of decision making [by the curators]," he said. Beth Else, curator of Conservation and Research, saw it differently. "I think he empowered the keepers to go around the supervisors and go to him when they didn't get the answer that they liked," she said, echoing comments of the other curators, Despite his generally good reviews, Bernardino also felt that he was "alienated from the decision-making process ... with the curatorial staff and with other administrators. " He sometimes Q Search prt sc home end insert FS FO F7 F8 F9 F10 5 6 backspa 8 YOB Team project Case Study 10[1] - Protected View . Saved v Search Layout References Mailings Review View Help the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing Despite his generally good reviews, Bernardino also felt that he was "alienated from the decision-making process ... with the curatorial staff and with other administrators." He sometimes complained the curators were given more weight than the veterinary staff in decision making about the animals, even when the health of the animals was in question. He also felt that his role as attending veterinarian, where he was accountable to the Ministry of Natural Resources, was "not well defined or understood by those in the zoo community." Bernardino's reviews took a turn for the worse after the Ministry of Natural Resources released the report of its 2016 surprise investigation just three months later, in May 2016. Stellenbosch gave Bernardino, in writing, a reprimand about his performance. "We need to have team players, and you need to work through Search prt sc home end insert Delete F5 F6 F7 F8 F9 F10 F13 F12 backspace 5 8 9OB Team project Case Study 10[1] - Protected View . Saved Search Layout References Mailings Review View Help C he Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing "We need to have team players, and you need to work through these issues in a more professional, less 'attacking' manner," the COO's warning stated. Bernardino was also told that he lacked "team attitude, professionalism, and judgment." This warning was closely followed by the announcement that Bernardino would share the "attending veterinarian" position with two others: his subordinate, veterinarian Wynona Singh, and Mammals curator Randi Walker. Although Walker was also a veterinarian, she was not licensed to practise as one in the province. In August 2016, Bernardino was told that he would no longer serve as an "attending veterinarian," and that Singh would be the sole "attending veterinarian." At about the same time, Bernardino received a written reprimand, in which he was accused of "steadily undermining animal curator Dr. Walker, poor communication skills, and intimidating other employees." Dr. Wynona Singh Dr. Wynona Singh, who reported to Dr. Bernardino, had been a full-time veterinarian at the zoo since 2005. She first joined the zoo in 2003 as a part-time veterinarian. Singh was the veterinarian on call when the giraffe died in 2013 and the sloth han dind in 2010 althninh showIng not implicated in withAr "D, Focus Search EN US prt sc home end insert delete F5 F6 F7 F8 F9 F10 F11 F12 % & backspace 5 9 O T Y U O PPy Wynona Singh Py Winona shen, who reported in DI Demanding, had Been a see ly as a part time velarinatlan singh was the veterinarian on call when the pirate died in 20 ta and the alain bear died in 2013 although she was not implicated in either Bernardine and singh often butted heads, in his 20 19 evaluation of hey, Demanding recommended that she receive no salary resources edfeels that if she doesn't improve and we keep her SPDOB Team project E Case Study 10[1] - Protected View . Saved Search Layout References Mailings Review View Help he Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing Bernardino was reflecting on a survey of her performance he had conducted with the veterinary and animal food staff. Only 29 percent of them gave her favourable ratings, while 61 percent noted that she had big communication problems. The zookeepers specifically complained that Singh did not relate well to them and was not always open to their concerns. This led Bernardino to tell her that she "had to continue to improve some management skills, including communication." Despite negative reviews from her immediate staff and subordinates, Singh received high marks from the curators and associate curators, who indicated their full and unambiguous support of her. The Curators and Zookeepers Curators make recommendations such as what animals to acquire, whether animals should be bred, and whether animals should be lent to other zoos for either breeding or display purposes. Curators are also responsible for the designing and planning of animal exhibits, including coming up with ideas for new exhibits that might be of interest to the public. Although curators are responsible for the overall well-being of the animals, they are certainly aware of the marketing and public relations functions of animal exhibits. Focus Q Search prt sc home end insert delete F5 F6 F7 F8 F9 F10 F11 F12 % & backspace 5 6 7 8 9OB Team project Case Study 101 1) . Protected View . Saved Search Layout References Mailings Review View Help the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing Senior zookeepers and zookeepers (also called keepers) report to the curators and work with individual animals, feeding them, handling them, keeping their cages clean, and looking after their welfare on a day-to-day basis. Keepers often work with the same animals for a number of years, so they can grow quite attached to their animals. Keepers can feel that they understand more about the welfare of their animals than the curators. At City Zoo there was significant tension between the curators and the keepers. The keepers complained that curators did not listen to their concerns, and curators complained that the keepers often went around them to share concerns about animals with Dr. Bernardino. The curators felt that the keepers should raise all concerns with them, rather than with the veterinarian. Randi Walker Randi Walker was curator of Mammals at the zoo. The Mammals department's 22 full-time employees (including 14 zookeepers) took care of the zoo's apes, great cats, bears, elephants, and all hoofed animals. This was the largest animal department at the zoo, and was twice the size of the next largest department, the Birds department. All of the deaths investigated by the Ministry of Q Search W prt se home end insert delete FB F10 F11 F12 backspace Ut 6 8 9 OOB Team project Case Study 10[1] - Protected View . Saved v Search ign Layout References Mailings Review View Help om the Internet can contain viruses, Unless you need to edit, it's safer to stay in Protected View. | Enable Editing The assistant curator of Large Mammals and the assistant curator of Small Mammals worked under Walker, The assistant curators were two of the most liked curators at the zoo, They had excellent animal-care backgrounds, were very aware of the zoo's communication problems, and knew how to work effectively with the other employees. They were also respected by the zookeepers and other curators. Although curators do not usually have veterinary training, Walker had completed her veterinary studies. However, she was not licensed to practise veterinary medicine in the province, Her background may have led to her difficult relationship with Bernardino. Sometimes she tried to second-guess him, and other times she attempted to overrule his decisions. Q Search * H L prt sc home end insert delete F5 F6 F7 FB F9 F10 F11 F12 & backspace 5 8 9OB Team project se Savoy 101 1 - Protected View . Saved Search out References Mailings Review View Help West can contain viruses Unless yout neext to exit. it's safer to stay in Protected View. Enable Editing Walker was particularly uncomfortable with the relationship that Bernardino had with the Mammals zookeepers. She felt that his close relationship to them undermined her. "There are communication problems with mammal keepers and [Mammals curator Randi Walker]," one keeper said. "Some people can talk; other people, if they open their mouth, she jumps on them. That's the underlying thing why people talk to Dr. Tim." Gorilla keeper Dale Petiniot noted that while she had no problem discussing issues with Walker, sometimes keepers needed to discuss issues with a neutral third party. "It's not always that we're justified, but sometimes you need to talk about things, and you don't have a next step, other than the vet," Ms. Petiniot said. When zoo officials, responding to the Ministry of Natural Resources' surprise investigation, tried to investigate the death of George the giraffe, they quickly discovered that most employees H in the Mammals department would simply not talk about the event, saying that they feared retribution by Walker. Even though zoo officials offered immunity from any disciplinary action in exchange for clarification about what had happened, no one came forth to take responsibility for putting the two animals together. D. Focus arch O US delete prt sc home end insert F12 F8 F9 F10 F11 FS F6 F7 backspace nu 5 8 OThe report of the internal investigation concluded, "the apparent failure of the mammal keeper stall to inform, discuss, and plan this introduction with the veterinary stall pier In Any action Was unacceptable and compromised the welfare of the qualls " Yang's commities made a painted observation regarding the Mammals department "There are significant communication problems in the Mammals department that need allention, these communications problems have negatively affected animal welfare, " Xavier Tolson, a human resources consultant hired by the zoo at the end of 20 16 to analyze workplace problems in the Mammals department, reached many of the same conclusions, "I do not believe I have ever seen a department as dysfunctional as the Mammals department at the City Zeal " He noted that there was a lot of conflict between the head curator and the zookeepers Tolson suggested that the keepers had a tendency to try to bully Walker into seeing their point of view about animal concerns, Although most of her subordinates were critical of Walker's performance, managers at the most senior levels in the zoo were Search A. U L PFE SE home FO FH backspace 9 O Y U O Pmet can contain viruses. Unless you need to edit, it's safer to stay in Protected Views Enable Lamina The Biological Program Committee In most zoos, the general curator oversees the work of the curators, zookeepers, and veterinarians and attempts to resolve any issue that might come up among the three groups, However, City Zoo had no general curator, When the zoo hired Robert Stellenbosch as COO in 2014, he was unable to serve as general curator, a role his predecessor had filled, because he had no previous animal experience. Shortly after Stellenbosch was hired, Lau announced that the newly created Biological Program Committee (BPC) would perform the duties normally handled by the general curator, The committee consisted of the curators of Mammals, Birds, Reptiles Search prt se home and insert delete F6 F7 FO F10 % & 5 backspace 6 8 9 O T Y UOB Team project Case Study 10[1] - Protected View . Saved O Search Layout References Mailings Review View Help the Internet can contain vituses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing Not everyone was happy with the new management committee meetings. Bernardino, who had had a very good relationship with the former general curator, felt that his authority was diminished because of the BPC structure, Bernardino also objected that he was not able to rotate into the role of committee chair, He complained that the curators did not pay enough attention to animal-care issues. He also complained that the curators treated members of the veterinary staff who were on the committee like second-class citizens. After trying to get along with the new management structure for about six months, Bernardino took his concerns about the BPC to the executive director, Lau dismissed the veterinarian's concerns, suggesting that communication among committee members was good, except for some "troublemakers," which Bernardino took to be a reference to himself. Beth Else, curator of Conservation and Research at the zoo, noticed a change in Bernardino's demeanour after the creation of Q Search SP prt sc home end insert delete FS F6 F7 F8 F9 F11 F12Case Study 10111 Protected View . Graven Search Design Layout References Mailings Review View Help Commme from the Internet can contain viruses. Unless you need to edit. it's safer to stay in Protected View. Enable Editing . Istrial wish'It was largely the size of the group, and the number of people reporting to different people. We were trying to divide the zoo up so that neither Bob nor I [had too many]," Lau explained. "Money being what it is, we didn't want another high management position." . Employee conduct. The task force found that there was a "lack of consistency, uniformity, accountability, and decisiveness in the enforcement of standards of conduct across departments" and that the Employee Relations department was not good at enforcing standards of conduct. A number of employees complained that those who worked hard were Q Search ell prise home and Insert delete F1 FIG ~ FTP F12 backspace O LOCK R Y U O G H K L enter IN V B N M ShiftReferences Mailings Review View Help Comm can contain viruses, Unless you need to edit, it's safer to stay in Protected View. | Enable Editing the zoo up so that neither Bob nor I [had too many]," Lau explained. "Money being what it is, we didn't want another high management position." . Employee conduct. The task force found that there was a "lack of consistency, uniformity, accountability, and decisiveness in the enforcement of standards of conduct across departments" and that the Employee Relations department was not good at enforcing standards of conduct, A number of employees complained that those who worked hard were often expected to compensate for employees who underperformed. Employees are disciplined through a "five-step" process. An employee can be terminated if he or she receives five written infractions within a 12-month period. The task force found this process so burdensome that employees were almost never terminated, In fact, Jennifer Fisher, employee relations director, told the task force that "no animal keepers or other non-managerial employees had been fired in the past 20 years." A New Executive Director Takes Over Emma Breslin began her position as the new executive director last week, nine months after the previous executive director retired. earch * LOCO us prt sc home end insert delete FO F10 F12 backspace O lack T Y U O P G H KCase Study toll Protected View . Saved Search Design Layout References Mailings Review View Help es from the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing A New Executive Director Takes Over Emma Breslin began her position as the new executive director last week, nine months after the previous executive director retired. Breslin's previous position was as executive director for the past 10 years at Maritimes Zoo, a smaller zoo with 51 employees, a general curator, and two contract veterinarians. Breslin had been hired by Maritimes Zoo to reunite a divided staff. She is known as a consensus leader, and at Maritimes Zoo she increased communication, improved supervisory skills, and taught employees to value each other's contributions to the successful operation of the zoo. Breslin was also successful in raising awareness among the community about why financial support from the public was so important to the zoo. Edit He " Focus Q Search DI prt sc home end insert delete FZ F8 F9 F10 F11 F12 & 5 backspace O R T Y U O POB Team project E Case Study 1011) - Protected View . Saved Search gn Layout References Mailings Review View Help om the Internet can contain viruses. Unless you need to edit, it's safer to stay in Protected View. | Enable Editing Breslin faces a large public relations problem as she begins her new job. She knows that much of the zoo's revenue is dependent upon public support. The next tax levy vote is three months from now. The zoo also raises significant revenue through the "Friends of the Zoo" program, an annual subscription program where people donate money to the zoo. She needs to restore community trust. At the same time, she needs to grow zoo attendance levels, which have fallen in the past six months, and develop a strategic plan for the zoo. Breslin also faces a very divided and demoralized staff. She has reviewed what was written in the press and familiarized herself with the Citizens' Task Force review. She knows she needs to bring some peace and stability to employee relations. Her most difficult task will be to unite the staff. She needs to build staff morale and gain their trust. She wonders how she will accomplish these goals over the next year. The outline of what she intends to do over the next six months to get things back on track is to be for ) Edit Header presented to the board in two weeks. 1' Focus Q Search DII prt sc home end insert delete F4 ES F6 F7 F8 F9 F10 F11 F12 & backspace 5 8 9 R T Y U O PReferences Mailings Review View Help Breslin faces a large public relations problem as she begins her new job, She knows that much of the zoo's revenue is dependent upon public support, The next tax levy vote is three months from now. The zoo also raises significant revenue through the "Friends of the Zoo" program, an annual subscription program where people donate money to the zoo, She needs to restore community trust, At the same time, she needs to grow zoo attendance levels which have fallen in the past six months, and develop a strategic plan for the zoo Breslin also faces a very divided and demoralized staff, She has reviewed what was written in the press and familiarized herself with the Citizens' Task Force review, She knows she needs to bring some peace and stability to employee relations, Her mast difficult task will be to unite the staff, She needs to build staff morale and gain their trust, She wonders how she will accomplish these goals over the next year, The outline of what she intends to do over the next sh months to get things hack on track is to be presented to the board in two weeks backspace 5 T U O