CHAPTER 13Drawn to Summits Political Cartoons on President Reagan and the Arms Race “My fellow Americans, I am pleased to tell you I just signed legislation which outlaws Russia forever. The bombing will begin in five minutes.” President Ronald Reagan was joking, of course. It was a Saturday morning in the late summer of 1984; he was vacationing at his ranch in Santa Barbara, California, and having a bit of fun while he tested the sound levels on the microphone set up to record his weekly radio message. The president was, in effect, drawing an oral cartoon of himself: his joke grossly exaggerated his critics’ view of him as a “commie hater” and warmonger, making the criticism so ridiculous that even the radio technicians in the room laughed. The only problem was that the microphone was on, and it was broadcasting. The whole world, including officials in the Soviet Union, heard the “joke,” and they took it as evidence of the president’s genuine feelings; his humor, they said, revealed his authentic hatred for the Russian people and his desire to destroy them. Some of Reagan’s critics in the United States agreed with that analysis; other critics viewed the gaffe as proof that the president was too clumsy and simpleminded to handle delicate diplomacy. The irony in the story is that 1984, the year Reagan ran for reelection, marks a turning point in his relationship with the Soviet Union and the start of Reagan’s open dialogue with the Soviet leadership on the subject of nuclear arms limitation. In his first term, the president had reversed a twenty-year trend toward “détente” — the relaxing of tensions between the world’s two military superpowers — and had emphasized instead his ideological view of communism as a corrupt political and economic system bent on global domination. In that first term, Reagan had used aggressive rhetoric to describe the Soviet Union, calling it an “evil empire” and promising that the West would not simply contain communism, which had been its policy since the 1940s, but would “transcend communism” and relegate the Soviet system to the “ash heap of history.” Beyond the warlike language, Reagan’s first term in office was marked by the first complete breakdown of arms limitations talks in twenty years and was the first time since Harry Truman’s presidency that there was no “summit,” or top-level meeting between the two superpower leaders. Those who worried about this pattern in Reagan’s first term had trouble dismissing as a “joke” his accidental on-air remark about bombing the Russians. Ronald Reagan brought to the presidency two long-standing convictions: that Soviet military power was a grave threat to the United States and to world peace and that the Soviet economic system was on the verge of collapse. Arguing that a buildup of U.S. military power either would scare the Soviets into arms control negotiations or would bankrupt their economy by forcing them to match U.S. spending, Reagan insisted on massive increases in ...

1. CHAPTER 13Drawn to Summits
Political Cartoons on President Reagan and the Arms Race
“My fellow Americans, I am pleased to tell you I just signed
legislation which outlaws Russia forever. The bombing will
begin in five minutes.” President Ronald Reagan was joking, of
course. It was a Saturday morning in the late summer of 1984;
he was vacationing at his ranch in Santa Barbara, California,
and having a bit of fun while he tested the sound levels on the
microphone set up to record his weekly radio message. The
president was, in effect, drawing an oral cartoon of himself: his
joke grossly exaggerated his critics’ view of him as a “commie
hater” and warmonger, making the criticism so ridiculous that
even the radio technicians in the room laughed. The only
problem was that the microphone was on, and it was
broadcasting. The whole world, including officials in the Soviet
Union, heard the “joke,” and they took it as evidence of the
president’s genuine feelings; his humor, they said, revealed his
authentic hatred for the Russian people and his desire to destroy
them. Some of Reagan’s critics in the United States agreed with
that analysis; other critics viewed the gaffe as proof that the
president was too clumsy and simpleminded to handle delicate
diplomacy.
The irony in the story is that 1984, the year Reagan ran for
reelection, marks a turning point in his relationship with the
Soviet Union and the start of Reagan’s open dialogue with the
Soviet leadership on the subject of nuclear arms limitation. In
his first term, the president had reversed a twenty-year trend
toward “détente” — the relaxing of tensions between the
world’s two military superpowers — and had emphasized
instead his ideological view of communism as a corrupt
political and economic system bent on global domination. In
that first term, Reagan had used aggressive rhetoric to describe
the Soviet Union, calling it an “evil empire” and promising that
the West would not simply contain communism, which had been

2. its policy since the 1940s, but would “transcend communism”
and relegate the Soviet system to the “ash heap of history.”
Beyond the warlike language, Reagan’s first term in office was
marked by the first complete breakdown of arms limitations
talks in twenty years and was the first time since Harry
Truman’s presidency that there was no “summit,” or top-level
meeting between the two superpower leaders. Those who
worried about this pattern in Reagan’s first term had trouble
dismissing as a “joke” his accidental on-air remark about
bombing the Russians.
Ronald Reagan brought to the presidency two long-standing
convictions: that Soviet military power was a grave threat to the
United States and to world peace and that the Soviet economic
system was on the verge of collapse. Arguing that a buildup of
U.S. military power either would scare the Soviets into arms
control negotiations or would bankrupt their economy by
forcing them to match U.S. spending, Reagan insisted on
massive increases in the defense budget. In his first year in
office, he won congressional approval for a 25 percent increase,
producing the largest military authorization bill in U.S. history.
By the end of Reagan’s two terms, his administration’s highly
publicized weapons expenditures had expanded the defense
budget by 40 percent. “We must keep the heat on these people,”
he told one political ally in 1982. “What I want is to bring them
to their knees so that they will disarm and let us disarm; but we
have got to do it by keeping the heat on.”
The American people had mixed feelings about Reagan’s “heat
on” strategy. The dramatic expansion in military spending,
when coupled with Reagan’s tax cuts for upper-income earners,
produced soaring federal budget deficits as well as a barrage of
criticism for “Reaganomics.” Massive cuts in social spending
for the poor, elderly, and children did not offset increases in
military expenditures, and tax cuts intended to spur the
economy failed to generate enough revenue to pay for all the
new weapons. In 1981, Reagan’s first year in office, only 20
percent of Americans responding to one poll said that the

3. United States spent “too much” on defense; by 1985, that figure
had risen to 66 percent. By then, the federal deficit had grown
134 percent, from $907 billion to more than $2 trillion, and
many feared that Reaganomics would bring the United States to
its own economic knees.
Impervious to public opinion on foreign and military policy,
Reagan continued to pursue his own agenda of peace through
military strength. In early 1983, he announced that his Defense
Department would pursue an expensive line of research and
development on a strategic defense initiative (SDI) — quickly
dubbed “Star Wars” — which the president envisioned as a
space-based shield against nuclear attack. For Reagan, SDI was
the ultimate expression of his desire to avoid nuclear war, but
opponents of nuclear weapons did not perceive this hard-line,
anticommunist, promilitary president as their ally and scoffed
when he promised to share SDI with the Soviets. Many in the
scientific community, meanwhile, regarded SDI as science
fiction, a product of the president’s experience as a Hollywood
actor.
Few were aware in 1983 that President Reagan was increasingly
convinced of the need for arms control talks with the “evil
empire.” The United States military buildup had, as intended,
frightened the Soviets, not into submission but into greater
certitude that the United States was about to attack. Events in
late 1983 impressed upon Reagan the high stakes of his military
gamble. In September, the Soviets accidentally shot down a
civilian Korean airliner, causing temporary panic among U.S.
leaders. Concerned that the president did not fully appreciate
the risks involved in nuclear war, Pentagon officials forced
Reagan to listen to briefings on possible nuclear war scenarios;
the Soviets’ near-fatal overreaction to a large-scale U.S.-led
military war game in November made those scenarios seem
more plausible. Fear of nuclear annihilation also made its way
into popular culture and into the screening room at the White
House. In November 1983, Reagan viewed a television
drama, The Day After, which imagined life in Lawrence,

4. Kansas, following a nuclear war. In his diary, he said that the
film was “very effective and left me greatly depressed.” He
later claimed in his autobiography that the drama moved him to
alter U.S. policy on a nuclear war.
In a major address favoring nuclear arms control in January
1984, Reagan signaled that his priorities were shifting away
from defeating the Soviet Union and toward reducing nuclear
weapons. Some questioned the sincerity of his call for talks to
“begin now,” noting that it coincided with his run for
reelection, but historians with access to internal memos and
Reagan’s own diary find that Reagan was indeed reordering his
priorities.
No U.S. president can single-handedly bend world events to his
will. Reagan’s new priorities would not have mattered had there
not been, simultaneously, a remarkable series of developments
in the Soviet Union. Leonid Brezhnev, leader of the Soviet
Union since 1964, died in 1982 at age seventy-five. He was
followed in quick succession by two equally elderly, equally
conservative representatives of the communist regime: Yuri
Andropov and Konstantin Chernenko. Then, in March 1985, the
Soviet Politburo elected reform-minded Mikhail Gorbachev to
the government’s top post. Twenty years younger than Reagan,
Gorbachev emphasized glasnost (openness)
and perestroika (economic restructuring), insisting that reduced
military spending was vital to make the communist economic
system more globally competitive with U.S. capitalism and
calling for a negotiated end to the arms race. The American
public responded positively to Gorbachev’s vision as well as to
his winning personal style. The Soviet leader, whose broad
smile and prominent forehead birthmark made him instantly
recognizable, was affectionately nicknamed “Gorby,” and he
became a real personality match for the famously charming U.S.
president.
In November 1985 in Geneva, Switzerland, Reagan and
Gorbachev held their first summit meeting. The great
achievement of that summit was that the two world leaders

5. actually talked alone, with only two translators in the room, for
more than two hours, engaging in the most honest exchange of
ideas in U.S.-Soviet history. They spoke seriously of a 50
percent reduction in long-range missiles and of drastic
reductions in “intermediate” weapons. Although the two leaders
got along and believed that they could work together
productively, Reagan’s commitment to pursuing the still-
untested SDI was unacceptable to Gorbachev. Reagan viewed
SDI as a guarantor of peace: both sides would have a shield
rendering nuclear weapons useless. Gorbachev viewed it as a
costly extension of the arms race, arguing that eliminating
nuclear weapons would make SDI unnecessary. Still, they ended
their first meeting with the remarkable joint statement that
nuclear war “cannot be won and must never be fought” and with
the promise that neither nation would “seek to achieve military
superiority.”
Figure 13.1. Ronald Reagan and Mikhail Gorbachev Meet in
Geneva, 1985 This photograph captures the mood at the first
Reagan-Gorbachev summit, held in Geneva, Switzerland, on
November 19, 1985. The two men met with only interpreters for
an hour in the morning and then participated in more public
discussions. In the late afternoon, they walked alone to a pool
house on the shore of Lake Geneva and, with only interpreters
present, held a genuine conversation about their mutual need for
trust and a reduction in weapons. At the end of the day, Reagan
told a diplomatic aide, “You’re right, I did like him.”
The Reagan-Gorbachev summit meeting in Reykjavik, Iceland,
just one year later, brought the two nations to the brink of
peace; the two leaders seriously negotiated a plan to eliminate
all nuclear weapons. Private conversations between the two
leaders and group meetings between arms negotiators were bold,
innovative, and rather impetuous. It appeared that the euphoric
momentum of the meeting was headed toward a 50 percent cut
in strategic long-range weapons, an elimination of Soviet and

6. U.S. intermediate weapons in Europe, and a commitment to
more reductions in the future. Although the two-day meeting
was scheduled to end at noon on the second day, Reagan and
Gorbachev, and their negotiating teams, kept working until 7:30
p.m., believing a deal was imminent. In the end, however, the
two leaders left Reykjavik with nothing to show for their labors.
The whole package unraveled over SDI. Reagan insisted that the
United States be allowed to continue research and development
of this still-hypothetical system, both in laboratories and in
space. Gorbachev, worried that the Soviet budget could not fund
SDI research in space, insisted that research be limited to
laboratories. Neither leader would budge on this point.
The collapse of the Reykjavik summit did not mean the end of
U.S.-Soviet discussions over arms control or the end of Reagan-
Gorbachev summits. The two leaders met again in Washington,
D.C., in December 1987, at a time when both were in political
trouble at home and in need of a foreign policy success.
Reagan’s stature had been diminished by a political scandal
involving illegal weapons deals with Iran and Nicaraguan
“contra” fighters. Meanwhile, Gorbachev was becoming
increasingly unpopular with antireformist Soviet politicians,
and he faced a costly quagmire in Afghanistan, where the Soviet
attempt to control that country was losing to U.S.-funded
Islamic fundamentalists. The Washington summit produced an
agreement to eliminate certain intermediate nuclear weapons,
accounting for just 4 percent of each nation’s arsenals. It was a
small step toward strategic arms reduction talks, or START, a
step aided by the fact that Gorbachev now regarded SDI as a
technical impossibility. He was quite willing to let the United
States waste billions of dollars on a defense shield that could be
breached for far less money.
Ronald Reagan and his wife, Nancy, traveled to Moscow,
Russia, in May 1988 for his fourth summit with Gorbachev. The
U.S. president had eight months left in office. Dreams of
eliminating all nuclear weapons had been replaced by modest
arms control talks, and Congress and the Joint Chiefs of Staff

7. had agreed to shelve SDI and write off the $12 billion spent on
exploring that failed idea. The Moscow summit was more a
celebration of four years’ worth of good intentions than a true
negotiating session. At a well-staged walkabout for
photographers in Red Square, Reagan told reporters that he no
longer thought of the Soviet Union as the “evil empire” that he
had described just five years earlier. He had used such
language, he said, when “talking about another time in another
era.” Now, in 1988, Reagan joined Gorbachev in a Moscow
toast to “the hope of holding out for a better way of settling
things.”
The Source: Political Cartoons from the Reagan Era, 1981–1988
1“He’s got to eat to have the strength to start reducing”
by Jim Mazzotta, Fort Myers News Press, 1982
In February 1982, President Reagan submitted a federal budget
that included $200 billion in defense spending alongside
reductions of $63 billion in programs such as food stamps,
Medicare, and Medicaid. The 1982 budget projected a federal
deficit of $91.5 billion. Reagan argued that cuts in social
spending would reduce waste and fraud in social programs,
whereas increases in defense spending would bring victory in
the Cold War and an end to the need for large defense budgets.

8. “Surely they’ll not be so stupid as to keep on coming!”
by Bob Artley, Worthington Daily Globe, 1982
The Reagan administration argued that a large defense buildup
was a spending strategy to defeat the Soviet Union, either
economically or militarily. Critics argued that the strategy
fueled a risky arms competition in which neither country could
back down.
3“I’m surprised at how the president dealt with the
Russians … ”
by Walt Handelsman, Catonsville Times, 1983
On September 1, 1983, a Soviet fighter shot down Korean Air
Lines Flight 007 when the civilian plane mistakenly flew 500
kilometers off course into Soviet airspace. All 269 passengers
and crew were killed, including Congressman Lawrence
McDonald (D-Georgia). Four days later, President Reagan
denounced the shooting as “an act of barbarism” and revoked
the license of Aeroflot Soviet Airlines to operate in and out of
the United States but ordered no further retaliation. Cartoonists
had lampooned Reagan’s tough stance toward the Soviet Union
during his first three years in office, but this incident offered a
chance to mock anti-Soviet conservatives who were
disappointed in the president.

9. “Go on, Yuri, make my day … ”
by Mike Peters, Dayton Daily News, 1984
Sudden Impact, the fourth of Clint Eastwood’s Dirty Harry
movies, was a big hit in early 1984. In the film, Detective Harry
Callahan aims his gun at the head of a thief who is holding a
gun at a hostage’s head and growls, “Go ahead, make my day.”
By referencing that quote, cartoonist Mike Peters was playing
on some Americans’ perception of President Reagan as a tough
leader and on others’ perception of Reagan as someone who
would relish a military confrontation with Soviet leader Yuri
Andropov. At the same time, Peters was invoking the
president’s own Hollywood career as an actor who had made
fifty-three movies between 1937 and 1964.
“The U.S. bargaining chip! The Soviet bargaining chip, chip,
chip, chip!”
by Chuck Asay, Colorado Springs Sun, 1985
This cartoon, which appeared just a few days after Gorbachev
came to power in the Soviet Union, indicates that the press was
immediately expecting some attempt at arms negotiations
between President Reagan and this new, young Soviet leader.
Chuck Asay, who drew this cartoon, was a supporter of
Reagan’s SDI. He believed that because Gorbachev lacked any
new weapons system he could trade away to eliminate SDI, he
would simply try to prevent the United States from developing a
defense system.

10. “Gentlemen, start your engines!”
by Jeff MacNelly, Chicago Tribune, 1985
The media’s use of the term arms race to describe the
relationship between the United States and the Soviet Union
lent itself naturally to visual depictions such as this one based
on Americans’ enthusiasm for auto-racing. Notice how Jeff
MacNelly has incorporated the practice of decorating the racers’
cars with the logos of their sponsors into this cartoon’s visual
humor.
“The Soviets are a bunch of rabid, murdering … ”
by Mike Graston, Windsor Star, 1985
In July 1985, just four months after Mikhail Gorbachev became
the leader of the Soviet Union, he and President Reagan
announced that they would hold a summit in Geneva,
Switzerland, in November of that year. This summit would be
Reagan’s first meeting with a Soviet leader since taking office,
and his four years as president had been marked by angry
rhetoric from both sides of the Cold War. As a result, there was
considerable skepticism about whether the summit was a serious
meeting or merely a diplomatic performance by both politicians
in response to public pressure to meet.

11. “Hey, maybe we should do this more often”
by Hy Rosen, Albany Times-Union, 1985
Ronald Reagan’s 1984 reelection campaign theme, “It’s
morning in America,” suggested a new start for an incumbent
president. Hy Rosen may have been invoking that theme in this
cartoon, which appeared immediately after the Geneva summit,
amid optimistic reports of genuine discussions between Reagan
and Gorbachev.
Reykjavik summit destroyed by Star Wars
by Jerry Fearing, St. Paul Dispatch-Pioneer Press, 1986
Ronald Reagan and Mikhail Gorbachev held their second
summit in October 1986. The news coming out of the first day
of meetings on October 11 raised high hopes for dramatic
reductions in the number of intermediate-range missiles in
Europe and the intercontinental ballistic missiles in the United
States and Soviet Union, but these hopes were dashed on
October 12 when the two leaders could not agree on a plan for
research and deployment of Reagan’s strategic defense
initiative, which skeptics of the hypothetical system had dubbed
“Star Wars.”

12. 10“Little Ronnie Reagan and his imaginary friend”
by Mike Keefe, Denver Post, 1987
In the aftermath of the Reykjavik summit, commentators
continued to fear that Reagan’s commitment to SDI and
Gorbachev’s resistance to it would ruin the potential for arms
limitation that the two leaders’ relationship seemed to promise.
Only in retrospect, with the aid of documents and recollections,
is it clear that in 1987 Gorbachev came to the conclusion that
SDI would never be a viable defense shield and that he did not
need to link arms limitation to controls on SDI development.
The text beside the cartoon reads, Little Ronnie Reagan and his
imaginary friend (ellipsis). A speech bubble over the second
child reads, He’s not imaginary! I can see him! (ellipsis) and
I’m not playing until he goes away.

13. 11Evolution
by Joe Majeski, Wilkes-Barre Times-Leader, 1988
By the time of the fourth Reagan-Gorbachev summit, this time
in Moscow in May 1988, even Reagan’s critics were admitting
that he had made great strides in mending the relationship with
the Soviet Union. The president who had called the Soviet
Union the “evil empire” and had revived production of the
neutron bomb now referred to the Soviets as “allies” and sought
to eliminate all nuclear weapons.
Charity Organization
June 29, 2021
Charity Dr
Denver, Colorado 80222
Dear Members of the Board:
My name is Thomas Bjork, and I have served as Chairman of
the Board for the past two consecutive terms. This letter intends
to provide a detailed synopsis of the recent crisis, who w as
involved, and the resolution to start this next term with
complete transparency and clear expectation.
Financial irregularities and discrepancies were identified under
the watch of the CEO of our large charity organization. Along
with requests for reimbursement that could not be substantiated,
the accounting regarding pledged money and received money
did not balance. While the charity was attempting a fiduciary
review, multiple employees came forward complaining about
unfair working conditions regarding reported anger issues
directly from the CEO over the past year. The CEO was
counseled by HR and given extra resources; however, she did
not change said behavior. Following her last review with HR,

14. more allegations of harassment have been made; one of them is
alleging sexual harassment, and a lawsuit was filed.
The charity retained an attorney specializing in employment
law, and an investigation was completed. The attorney's finding
was reported
to the Chairman of the Board and the Executive Committee that
consisted of three people. The findings indicated that the CEO
should be terminated. The Chairman, fulfilling his duty,
communicated the recommended action to the board consisting
of 20 individuals. The Chairman reviewed the facts surrounding
the finings with the board.
Our CEO is well-liked, very popular in the community, and has
been with us for seven years. Unfortunately, our CEO has kept
all of the charity's donor information to herself. The
organization is at risk of losing its ability to contact donors and
receive donations from donors who may decide to support our
CEO over the charity upon her termination. The position the
charity finds itself in tenuous, but decisions and change must be
made.
Identifying Individuals Involved
Individual #1Volunteer Coordinator Kenny Sartos
Manages all elements of the volunteer program; recruitment,
training, scheduling and managing. Volunteer database is
utilized to track, schedule and organize volunteers to specific
calendar events. Implementation of recruiting techniques that
matches volunteer skills to roles needed.
Recurring emphasis on the organization’s mission and values.
Volunteer coordinator will manage communication tools such as
email, social media platforms, online recruiting and training
software, as well as video conferencing. Coordinator
collaborates with other departments. Must have good
communication skills, be personable and well organized.

15. Important to have human resources background.
During events, volunteer coordinator chooses point person so
that volunteers have one person to go to for support and
clarification. Coordinator retrains when there is evidence of
misdirected efforts. Challenges include late/no show as well as
unengaged volunteers.
Contemporary volunteer administrators will have to go beyond
basic competencies to embrace identifying and solving problems
that may require the acquisition of new skills and knowledge
(Boyd, 2003). Organizational culture is an additional
responsibility. Diversity, Equity and Inclusion (DIE) must be
understood and implemented to nurture and achieve
representation of the community, local, state and national
geographic area.
Diversity, Equity and Inclusion (DEI): Why this matters in
volunteer management leadership.
CharityVillage. (2020, December 4).
https://charityvillage.com/diversity-equity-and- inclusion-dei-
why-this-matters-in-volunteer-management-leadership/.
How to Become a Volunteer Coordinator. Salary.com. (2020,
January 8). https://www.salary.com/articles/how-to-
become/how-to-become-a-volunteer-coordinator.
Boyd, B. L. (2003). Identifying Competencies For Volunteer
Administrators For The Coming Decade: A National Delphi
Study. Journal of Agricultural Education, 44(4), 47–56.
https://doi.org/10.5032/jae.2003.04047
Volunteer Coordinator job description template: Workable.
Recruiting Resources: How to Recruit and Hire Better. (2020,
February 3). https://resources.workable.com/volunteer-

16. coordinator-job-description.
Questions:
#1 What training programs will be needed to educate volunteers
and what specific components are needed to strengthen the
focus on the mission? (Onboarding and Training)
Since we cannot know exactly which volunteer will have
loyalties to outgoing director, it will be important to redirect
volunteer programming by emphasizing the mission and values
of the organization instead of an emphasis on any one
individual. Our volunteer program must be an extension of the
organization. Onboarding activities will strengthen the mission
by emphasizing our values and attributes needed to uphol d those
values such as customer service, interaction and engagement.
Screening and organizing volunteers into groups are first steps
in the onboarding process. Creating an atmosphere where
volunteers feel welcome and respected with the goal to increase
length of volunteer relationship and processes that allow for
termination of relationship when it is not mutually beneficial.
Create positive and productive work environment by having
milestones defined and celebrated.
Employees and volunteers are not the same and should not be
treated the same. Volunteers can be highly skilled and preform
duties at a high level, however, the organization should not
depend nor schedule them as if they are salaried, benefited
employees. Volunteers expect more flexibility and the ability to
choose roles and schedules. A volunteer handbook provides all
relevant information related to volunteers and volunteer work;
working not for the employer but, instead, for the mission
and/or cause. Any services performed cannot displace duti es of
a salaried employee.

17. Smallman, C. (n.d.). Volunteer Management: How to Develop
an Engaging Program. Learning Hub.
https://learn.g2.com/volunteer-management.
Volunteer Training Program - 7 Key Elements. Volunteer Hub.
(2018, August 15).
https://www.volunteerhub.com/blog/volunteer-training-
program/.
#2 What will need to happen going forward with volunteer
recruitment? Assumption is that there will be an exodus.
(Recruitment and Retention)
Volunteerism can improve career opportunities through skil l
development, self-development, increased social life and
improvements in physical and mental health (2021).
Making it easier for people to volunteer, utilize online software
that allows potential volunteers to sign up, create a profile and
accept shifts. Stressing the organization’s mission, aligning
volunteers with our “cause” and not any one “personality”.
Messaging must be inviting and evoke passion for what our
organization does.
Retention of our volunteers will always be challenging. High
turnover represents increased expenditures through training,
scheduling and management issues. Shorter commitment lengths
encourage superficial understanding of the mission and tasks.
Increasing diversity in volunteer roster allows for “diversity of
leadership thought and a culturally relevant lens (2020)”
Diversity, Equity and Inclusion (DEI): Why this matters in
volunteer management leadership.

18. CharityVillage. (2020, December 4).
https://charityvillage.com/diversity-equity-and- inclusion-dei-
why-this-matters-in-volunteer-management-leadership/.
4 Life-Enriching Reasons to Volunteer. VolunteerHub. (2021,
June 2). https://www.volunteerhub.com/blog/4-life-enriching-
reasons-to-volunteer/.
Volunteers vs Employees - Why Is It Important To Strictly
Distinguish Them. Track it Forward. (n.d.).
https://www.trackitforward.com/content/volunteers-vs-
employees.
#3 What strategies will be in place to increase volunteer
satisfaction and to assure a robust relationship with the
community? (Satisfaction and Motivation)
Two factors contribute to volunteer satisfaction; organizational
support and task assignment (Hasan et al., 2017).
Create roles for volunteers that allow them to feel that they are
contributing in a meaningful way. Volunteers will know what
each member of the management team does to support volunteer
activities. Volunteers will know who to talk to when they have
questions and issues.
Clearly defined roles and activities will reduce confusion and
the need for improvisation in tasks. Studies have shown that
when volunteers are unsure about the tasks to be completed,
roles they are to preform and general messaging, volunteers can
impede the organization’s mission.
Disruptive volunteer behavior distracts from paid employee
work and the organization’s short- and-long term goals. One
study in particular showed that, “the nature of volunteer work
creates conditions in which paid and unpaid workers may have
different goals” (Jacobs, 2016).

19. Volunteers that are uncomfortable with tasks or event content
may alter messaging and preform tasks below expectation.
Applying a Self-Determination Theory perspective, studies have
shown that volunteers achieve satisfaction and subsequently
more motivated with “autonomy-supported leadership
(Oostlander, et al., 2013)”. Volunteers that are treated well, can
rely on management and are able to identify with the
organization’s values tend to invest for longer periods of time.
Also, plan for volunteer appreciation events and benefits
throughout the year. Volunteers are not paid but we can show
appreciation through a limited set of perks such as reduced
tickets, discounts and annual volunteer luncheon. Raising
volunteer profile with the community encourages others to
volunteer.
Hasan, H., Wahid, S. N., Jais, M., & Ridzuan, A. (2017).
Modelling of volunteer satisfaction and intention to remain in
community service: A stepwise approach.
https://doi.org/10.1063/1.4982840
Jacobs, M. S. (2016). Why Can’t You Just Follow the Rules?
Volunteer Rule Breaking and Disruptive Behavior.
VOLUNTAS: International Journal of Voluntary and Nonprofit
Organizations, 28(1), 26–43. https://doi.org/10.1007/s11266-
016-9784-2
Oostlander, J., Güntert, S. T., & Wehner, T. (2013). Linking
Autonomy-Supportive Leadership to Volunteer Satisfaction: A
Self-Determination Theory Perspective. VOLUNTAS:
International Journal of Voluntary and Nonprofit Organizations,
25(6), 1368–1387. https://doi.org/10.1007/s11266-013-9395-0

20. Individual #2
Director of Operations Phyllis Hubert
As Director of Operations Phyllis has responsibility for
overseeing all departments including accounting and human
resources. Within this role, Phyllis serves to ensure that the
nonprofit has effective codes of conduct and compliance
programs. Phyllis oversees human resources, a department that
has counseled the CEO to improve but has overall; overlooked
the allegations of harassment. Phyllis additionally oversees
accounting, where multiple irregularities have appeared
occasionally on the CEO’s requests for reimbursement. Within
her role, Phyllis should cultivate the values of the organization
(Bridgespan) and not turn a blind eye to bullying (Janove,
2017). Phyllis will be asked many questions in the coming days
by the board, the media, employees, and donors.
Questions:
Question 1:
Were there any previous allegations made before the discovery
of the last allegation, and if so, what was done at the time to
resolve them? (Ford, 2021)
In the case of Victor Rivera, associates of his stated that those
close to him had heard of these allegations previously and there
was concern that nothing would be done again. The question of
previous allegations is a question that will be asked and has
been prioritized in this study as many of the scandals around
sexual and other harassment in non-profits have a history of
previous allegations that were not acted upon (Coleman, 2019.,
Ford, 2021.). With this history in mind, it is likely the board,
the media, donors, and others will ask if there was a previous
history of the CEO acting inappropriately (Wallestad, 2018,
Rodriguez, 2021).
Regular feedback was not previously gathered. We are working
under the best practice SHRM guidelines to define and roll out

21. regular 360° feedback sessions for all employees, including
leadership. With this feedback our HR team and/or the Board
will conduct quarterly reviews to ensure all employees adhere to
all policies and appropriate action is taken where there is failure
to adhere. (Roth, 2014, Gurchiek, 2018, Janove, 2017, Rhodem
& Packel, 2009)
Question 2:
Regarding the recent scandal, what steps were taken to
remediate the issues, and do you have a plan in place to prevent
a reoccurrence? (Gamboa, 2021)
Following the previous question, the subject will then turn to
how were previous allegations remediated; and how will
prevention occur. As Gamboa writes a leadership change is only
one step among many that should be taken to remediate the
current issues. As the overall head of HR, Phyllis should have a
plan in place for how to investigate and address harassment
allegations. (Meinert, 2018). The reputational costs of failing to
act on allegations of harassment can have far reaching
repercussions and should be swiftly dealt with and not pushed
aside (Gurchiek, 2018). The nonprofit can best serve their
mission by setting and abiding by high ethical standards
(Cohen, 2009).
An outside coach was brought in to work with REDACTED. 6
sessions were held on conflict resolution. Our organization is
currently in the process of implementing an anger management
policy to address future concerns. (Mayhew, Andrews 2005,
Gavett, 2013, Lytle, 2015)
Question 3:
How has feedback previously been gathered for those in
leadership positions including the CEO, and are there plans to
change how this feedback is both gathered and used? (Contente,
2004)
Directors of operations are often asked to work with human
resources departments to develop and implement evaluations

22. parameters, ensure company wide compliance and revise policy
(Indeed, 2021). Regular instances of gathering feedback can
show the effectiveness of a leader in their role (Bridgespan, 360
Feedback). Managing performance is an important aspect of HR
practice, and feed back is a strong way to measure performance
in a non profit (Hastings, 2010).
All allegations have always been taken seriously, investigated
and/or resolved as needed. (Meinert, 2018., Meinert, 2014.,
Janove, 2017., Gurchiek, 2018.)
Bridgespan Group. Chief Operating Officer (Generalist).
https://www.bridgespan.org/insights/library/hiring/nonprofit-
job-description-toolkit/chief-operating-officer-(generalist)
Cohen, T. (2009, June 22). Doing the Right Thing Is Job One
for Nonprofits. Stanford Social Innovation Review.
https://ssir.org/articles/entry/doing_the_right_thing_is_job_one
_for_nonprofits
Coleman, Z. (2019, May 29). 2 executives depart Nature
Conservancy after harassment probe. Politico.com.
https://www.politico.com/story/2019/05/29/the-nature-
conservancy-harassment-probe-1488630
Contente, B. (2004, January 1). Reviewing the CEO: A Guide
for Non-Profit Boards. Gesmer Updegrove.
https://www.gesmer.com/publications/reviewing-the-ceo-a-
guide-for-non-profit-boards/
Ford, J. (2021, February 8). Disgraced CEO of homeless
advocacy group is terminated, under investigation for sex and
fraud crimes. Pix11. https://pix11.com/news/local-
news/bronx/disgraced-ceo-of-homeless-advocacy-group-is-
terminated-under-investigation-for-sex-and-fraud-crimes/
Gamboa, G. (2021, February 9). United Way Worldwide CEO
Gallagher resigns amid turmoil. AP News.

23. https://apnews.com/article/us-news-board-of-directors-
21f33c0573fd6dce2cbcf6f544d290f2
Giffords (2021, June 25). Director of Human Resources +
Operations. Impact Opportunity.
https://impactopportunity.org/job/1596/director-of-human-
resources-operations/
Gurchiek, K. (2018, October 24.) 5 Steps HR Can Take to End
Workplace Harassment. SHRM.
https://www.shrm.org/resourcesandtools/hr-topics/behavioral-
competencies/global-and-cultural-effectiveness/pages/5-steps-
hr-can-take-to-end-workplace-harassment.aspx
Harris, A. (2021, February 8). Housing Boss Is Fired and Faces
Criminal Inquiry After Reports of Abuse. New York Times.
https://www.nytimes.com/2021/02/08/nyregion/victor-rivera-
homeless-shelter-allegations.html?searchResultPosition=5
Hastings. (2010, February 17). Managing Employee Relations in
a Nonprofit World. SHRM.
https://www.shrm.org/resourcesandtools/hr-topics/employee-
relations/pages/nonprofiter.aspx
Indeed.com. Director of Operations Job
Description.https://www.indeed.com/hire/job-
description/director-of-operations
Janove, J. (2017, May 23). 7 Manager Mistakes with Costly
Consequences. SHRM. https://www.shrm.org/hr-today/news/hr-
magazine/0617/pages/7-manager-mistakes-with-costly-
consequences.aspx
Rhodem D.L. & Packel, A.K. (Summer 2009). Ethics and
Nonprofits. Stanford Social Innovation Review.
https://ssir.org/articles/entry/ethics_and_nonprofits
Rodriguez, R. (2021, May 3). Fresno foster youth nonprofit
faces lawsuit. CEO accused of unethical conduct, favoritism.
Fresno Bee.
https://www.fresnobee.com/news/local/article251067674.html
Roth, N (2014, September) 360 Feedback Tools: How to Get the
Most Value. The Bridgespan Group.
https://www.bridgespan.org/insights/library/leadership-

24. development/360-feedback-tools-how-to-get-the-most-value
Individual #3
REPORTER’S ROLE-Malika Obecini
My name is Malika Obecini and in my role as a reporter for the
Times, I am trying to find the truth of the story, investigate the
people that are involved and examine the data that supports the
investigation. One of my challenges is to sort out the many
competing voices who are telling the story, some who are in
support of the CEO and some who are not. I am most interested
in looking at the facts. This is a challenge because I have many
different people to speak with, and some may be more willing
than others to talk with the media (Harris, 2021).
I have questions to ask of the CEO, the organization’s three
members of the Executive Committee, the Chairman of the
Board, the twenty board members, the organization’s donors,
the organization’s volunteers, the executive staff and
employees. I will be speaking with the employees who
complained about the CEO’s temper, the employees that were
allegedly harassed, and those who work in the HR department. I
will also be talking with former employees, former donors and
former board members. I would also like to speak with the
attorney. I will be contacting other charities the CEO has
worked for as well to determine what patterns existed before
she started working at the organization seven years ago. In my
investigation, I will be looking for names, documents and first
hand accounts (Daily, 2021). As I investigate the allegations,
especially those focused on sexual harassment, I may find that
they are hesitant to speak to me and will be looking to build
relationships with these victims.
I also will be searching for data to examine as I sort through the
organization's financial reports and the CEO’s personal
finances, including her requests for reimbursements. I will be

25. looking for any written and verbal details of what’s occurred,
human resource reports about her temper and harassment, and
performance reviews. If able, I would like to examine the
attorney’s findings after their investigation, official donor
records and her records of donors since there is murky
accounting involved, as well as other reports I am able to
acquire from within the
non-profit organization. I will make requests for public records -
-including employment cases and any previous lawsuits and/or
settlements, as well as any police reports against the CEO. I
will search social media channels such as Facebook and
LinkedIn to find former staff members and associates as I am
looking to construct the paper trail (Syckle, 2021).
References:
The New York Times. (2021, February 19). The Daily:
Investigating Abuse in New York's Homeless Shelters. The New
York Times. https://www.nytimes.com/2021/02/19/podcasts/the-
daily-homeless-abuse-new-york.html?s earchResultPosition=1.
Harris, A. J. (2021, February 7). 'Nobody Tells Daddy No': A
Housing Boss's Many Abuse Cases. The New York Times.
https://www.nytimes.com/2021/02/07/nyregion/victor-rivera-
bronx-homeless.html?searchR esultPosition=1.
Syckle, K. V. (2021, February 23). Uncovering Abuse Cases in
New York's Shelters. The New York Times.
https://www.nytimes.com/2021/02/23/insider/new-york-shelter-
abuse.html?searchResultPo sition=1.
REPORTER’S QUESTIONS
I chose these questions due to the nature of getting to the heart

26. of the allegations. Due to my previous reporting on the non-
profit, I want to remain impartial as I investigate the
allegations, especially if the CEO were to reach out to me
directly in a pre-emptive media strike. The questions I chose are
geared toward the investigation itself because until the
allegations have some backing to them, the actions taken by the
board could be swayed by those who are supporting the CEO. I
also chose questions that could be answered repeatedly by the
many multiple people I will need to speak to within the
organization and those who are affected by this crisis outside of
the organization. I chose the order of these questions because
what makes this story important to my readers are the
allegations of misconduct, especially in the areas of
inappropriate behavior and mismanagement of donor funds.
Questions
Question 1:
Were there any official complaints about the CEO’s conduct?
(Syckle, 2021)
If someone has gone on the record to report complaints, I would
have access to examine those complaints and would be able to
piece together a paper trail. Also if the organization allows me
access to the reports, then that makes them more open and
credible then if I have to go digging for them (Alsop, 2013, p.
213). If the CEO’s allegedly poor behavior has been a pattern
for some time, I would also wonder why it wasn't made public
sooner.
I chose this question first because it will help me get to the
nature of the complaints against the CEO. If there are no
official complaints, then we have to dig deeper into the
allegations and find those who are willing to come forward.
(Harris, Feb. 19, 2021). In addition, when I question those in
the organization about reputation issues such as rumors and

27. scandals, an official record will be very helpful. (McCafferty,
2019)
Question 2:
Is there documentation of any inappropriate behavior? (Syckle
2021)
While money and sex misconduct accusations are both serious
in nature, the sexual allegations need to be addressed next. If
the organization defends the CEO’s behavior, such as issuing a
statement saying there was no wrongdoing, or denying any
reports of harassment, documentation by victims will be critical
(Harris, Feb. 7, 2021).
If there is documentation and reports of sexual misconduct and
the organization continues to ignore it or cover it up, not only
will the CEO’s reputation be tarnished but also the
organization’s overall reputation will be at great risk (Kim,
2021). The sexual misconduct allegations could have been
reported within the organization itself, or to outside entities,
such as government agencies if the organization had any
government oversight. I will have to do some relationship
building to encourage victims to speak out, and to earn their
trust to talk about sensitive matters on the record. (Harris, Feb.
19, 2021).
Question 3:
How is the CEO enriching herself financially from this
organization? (Syckle 2021)
The nonprofit’s board should be prepared to offer information
about the CEO’s compensation. At her level, the scrutiny
would be expected to be high (Oct. 23, 2017). I would look into
the organization’s financial reports, especially about the CEO’s

28. finances, as well as the mission and background of the nonprofit
(Feb. 3, 2017). The organization must be held accountable for
how the CEO used the donations she procured--whether it was
for herself personally and how any monies that were intended
for the non-profit’s programs were diverted into her pocket
(Feb.1, 2021).
Alsop, R. J. (2013). 18 Immutable laws of corporate reputation:
creating, protecting, and repairing your most .. Free Press.
Communicating During a Crisis. Nonprofit Risk Management
Center. (2017, February 3).
https://nonprofitrisk.org/resources/articles/communicating-
during-a-crisis/.
Harris, A. J. (2021, February 7). 'Nobody Tells Daddy No': A
Housing Boss's Many Abuse Cases. The New York Times.
https://www.nytimes.com/2021/02/07/nyregion/victor-rivera-
bronx-homeless.html?searc hResultPosition=1.
Kim, J. (2021, February 10). The Many Abuse Accusations
Against a Housing Executive. The New York Times.
https://www.nytimes.com/2021/02/10/nyregion/rivera-abuse-
allegations-new-york.html?s earchResultPosition=1.
McCafferty, C. (2019, Oct. 24) Nonprofit Crisis Case Studies:
Tips for Crisis Planning. JD Supra.
https://www.jdsupra.com/legalnews/nonprofit-crisis-case-
studies-tips-for-11083/.
The New York Times. (2021, February 19). The Daily:
Investigating Abuse in New York's Homeless Shelters. The New
York Times. https://www.nytimes.com/2021/02/19/podcasts/the-
daily-homeless-abuse-new-york.html
?searchResultPosition=1.

29. Reimagine Your Nonprofit to Survive the Crisis. Harvard
Business Review. (2021, February 1).
https://hbr.org/2020/06/reimagine-your-nonprofit-to-survive-
the-crisis.
Syckle, K. V. (2021, February 23). Uncovering Abuse Cases in
New York's Shelters. The New York Times.
https://www.nytimes.com/2021/02/23/insider/new-york-shelter-
abuse.html?searchResult Position=1.
There's a Reporter on the Phone Asking about the CEO's Pay!
What Do We Do? Batts Morrison Wales & Lee, P.A - A Non-
Profit CPA. (2017, October 23).
https://www.nonprofitcpa.com/theres-a-reporter-on-the-phone-
asking-about-the-ceos-pa y-what-do-we-do/.
Solution
s and Summary: The process by which we found resolution was
not easy and necessitated many steps. We will be working on
rebuilding and maintain our reputation as long as we exist as an
organization.
Faced with an imminent crisis, the charity organization took
steps to handle the predicament at hand and prevent another
situation like it from occurring in the future.

30. In order to provide the best protection to the reputation of the
organization, we immediately hired a Public Relations firm that
specializes in non-profit organizational crisis management.
Next, we terminated our relationship with the current CEO.
While her termination was effective immediately, a severance
package was awarded. These terms were decided in conjunction
with the fact that mounting evidence was being collected, but
she had not been arrested, and the harassment claims had not
yet been settled (Waldren, 2021).
In order to prevent our former CEO from going to the press
before we were able to do so, our PR team prepared a statement
that was issued to the press at the same time our CEO was
notified of her termination. Having previously identified Malika
Obecinia as a reporter who could serve as both a resource and
an ally within the media, we offered her an exclusive
surrounding the crisis in exchange for positive reporting and
assistance in rebuilding our reputation.
After careful consideration and a thorough assessment of the
report provided by our attorney, our PR team advised that we
review the organization's bylaws surrounding Ethics and
Conflict of Interest. Upon this review, it was determined that
we should immediately release any current board members who
have been proven to show favor towards the former CEO. We
conceded that there needed to be a zero-tolerance policy with
respect to the violation of these bylaws, as turning a blind eye

31. was only a continuation of said ethical violations (Rhode &
Packel). Our PR team made us aware that bias can impair
ethical judgment, and for that reason, the decision was made to
hire an outside firm to enforce compliance while further
reviewing our bylaws and hiring new board members and a new
CEO (Rhode & Packel). The organization needs to be
completely transparent to the public to regain its trust; hiring
outside firms will establish our willingness to do so (2021).
We must establish new and improved relationships with both
paid employees and staff. Thanks to our new Volunteer
Coordinator, Kenny Sartos we are committed to separating the
volunteer role from personal relationships. Though relationships
may develop, a person choose a volunteer position out of a
desire to serve, not because of a personal tie to someone in the
organization. We must create boundaries from the board level to
the most basic volunteer position.
With the help of our Director of Operations Phyllis Hubert,
legal counsel and the district attorney, we then made a deal with
the former CEO. We agreed not to prosecute, and in return our
former CEO had to provide a complete and verified donor
database, as well as a singed NDA which keeps her from
mentioning anything to do with her time at our organization and
prevents her from speaking ill of the organization to anyone for
30 years.

32. In summary, we are asking that you see the organization's bright
future and work with us going forward to prevent an unfortunate
event like this from happening again. We have worked hard,
taken accountability, listened to professional advice, and will
continue to move forward with complete transparency and
humble hearts (Gnadt, 2020).
Sincerely,
Thomas Bjork
References
Rhode, L.& Packel,K. (n.d.). Ethics and Nonprofits (SSIR).
Stanford Social Innovation Review: Informing and Inspiring
Leaders of Social Change.
https://ssir.org/articles/entry/ethics_and_nonprofits
Waldren, V. (2019, April 20). Our Executive Director is
Embezzling. Blue Avocado. https://blueavocado.org/board-of-
directors/our-executive-director-is-embezzling/.
Gnadt, M. (2020, January 31). How nonprofit organizations can
get back on track after bad press. Nonprofit MarCommunity.
https://nonprofitmarcommunity.com/bad-press/.
Legal and Compliance Issues - FAQs. BoardSource. (2021,

33. April 20). https://boardsource.org/resources/legal-compliance-
issues-faqs/
Reporter’s Summary
REPORTER’S SOLUTION
As a reporter for the largest newspaper in town, I took a
completely independent look at the organization and the CEO.
Through my research and my interviews, I found that this will
be an on-going investigation as more accusations are being
brought to light.
The CEO is not the only person accused of inappropriate
behavior. There are also the donors who enabled her
misbehavior, the employees who covered up her wrongdoing
and those who didn’t speak up soon enough about what was
going on in the organizati on. Clearly, there is a lot to unpack
here, and my job is to be as thorough as possible as we go
through the lawsuits, documents, data, reports and
conversations.
Ideally, through the result of my investigation, an independent
review and audit from an outside firm should be immediately
ordered by the Chairman of the Board and any other entity (such
as a government agency) that the organization is accountable to.
(Harris, Feb. 7, 2021)
Meanwhile, the CEO should be put on immediate leave, until

34. the Board is ready to announce her termination. The Board will
need to have documented reasons for firing the CEO, in order to
prevent a wrongful termination lawsuit. Ethical violations--
which we clearly have here-are grounds for dismissal. A legal
response should be prepared by the Board in case she files a
lawsuit after she is terminated, outlining the specific reasons
and justification for why she is terminated. (Luthor, 2019)
Her attempts to rally her supporters in her defense will most
likely fail as I went back many years in my investigation to
other sources, former employees, who were willing to speak out
about abuses, both personally and financially.
Criminal charges may also be brought by prosecutors as this
pattern of sexual abuse and financial misconduct is further
uncovered. (Harris, Feb. 8, 2021).
If my continuing investigation yields information about
settlements that were paid to cover up any of the CEO’s
scandalous behavior, then additional charges could be added.
This would be true if funds were laundered through other
entities or if she accepted bribes for personal favors. (Harris,
Mar. 24, 2021)References:
Harris, A. J. (2021, February 7). After Abuse Allegations, $2
Billion Shelter Network Faces Scrutiny. The New York Times.
https://www.nytimes.com/2021/02/07/nyregion/victor-rivera-
investigation.html?searchRe sultPosition=6.

35. Harris, A. J. (2021, February 8). Housing Boss Is Fired and
Faces Criminal Inquiry After Reports of Abuse. The New York
Times.
https://www.nytimes.com/2021/02/08/nyregion/victor-rivera-
homeless-shelter-allegations
.html?searchResultPosition=5.
Harris, A. J. (2021, March 24). Housing Boss Who Was
Accused of Sexual Abuse Now Faces Bribery Charges. The New
York Times.
https://www.nytimes.com/2021/03/24/nyregion/victor-rivera-
arrested-bronx.html?search ResultPosition=1.
Luthor, J. (2019, August 8). Can the Board of Directors Fire the
CEO of a Nonprofit Company? Your Business.
https://yourbusiness.azcentral.com/can-board-directors-fire-ceo-
nonprofit-company-164 54.html.

36. 2
Case Study:
A CEO of a large charity organization is adept at attracting big
donors to generously
support its various causes. Her popularity is enormous. She is
invited to donors’ homes
and to accompany them on their vacations and even attend their
children’s birthday
parties. She has been the CEO for seven years and is highly
protective of her contacts.
For instance, she will not introduce board members or executive
staff to the donors. She
does not share information about the donors with her team and
attempts to make all
contacts go through her.
Irregularities appear occasionally on her requests for
reimbursements, but they seem
petty considering the funds she receives. In addition, the
accounting is murky on monies
pledged and what is received from the large donors.

37. The past year, a few employees have complained about her
temper, but these too are
overlooked as not serious. HR counsels her to improve and she
is given extra resources
to address the issue. Since her last review, more employees
have come forward and
are filing lawsuits alleging harassment. One of them is alleging
sexual advances on her
part to a male subordinate.
An attorney specializing in employment law is retained and an
investigation is done. His
findings are reported to the Chairman of the Board and the
Executive Committee of
three people. These findings indicate the CEO should be
dismissed. The Chairman is
now obligated to communicate the recommended action to
dismiss the CEO and the
reasons why it must be done.
The Board consists of 20 individuals and many of these
members are ardent supporters
of the CEO. Many of them share information freely. It is highly
probably that the
attorney’s findings will leak the moment the entire board is
briefed. If the CEO is alerted
to her imminent firing, she may approach the donors to wage a

38. campaign for her to stay
… or she may go to the media first for a preemptive strike.
Roles:
· Chairman of the Board: Thomas Bjork, has been in role for
past two consecutive terms.
· Donor Shauna DeMontes: Highly influential among the other
donors.
· Volunteer Manager Kenny Sartos: Manages over 100
volunteers, has been in position
three months.
· Director of Operations Phyllis Hubert: Oversees all
departments including HR. She’s
been very loyal to the CEO and doesn’t like the Chairman of the
Board.
· Reporter Malika Obecini: She works for the most popular
newspaper, print and online.
Template
I. ROLE. Each person picks one of the roles listed in the case
study. You cannot pick the same role as your colleague. The PM
does not pick from the list. Discuss what your role was, why
you chose this and the ensuing challenges. You must provide 3
references which support what that role might entail. For
example, if you are a supervisor, what type of duties,

39. obligations would you have?
II. QUESTIONS. As the person/s in the role you picked,
identify three main questions you could be asked. Explain why
you chose these questions among all others and why you
prioritized them in order of 1st, 2nd and 3rd. You must justify
each question and provide 4 references.
III. SOLUTIONS. As a team you are to identify what answers,
resources, individuals, research which may be used to address
the questions from each role. You must justify each solution for
the specific question asked and provide four references. The
information presented should look professional as if it could
appear in a business memo.