WGU D360 Task 1 Scenario |Passed on
First Attempt |Latest Update with
Complete Solution
Anika’s Animal Shelter (AAS) nonprofit was opened five years ago with funds from a small
business loan. The mission of this no-kill shelter is to provide a professional, caring, and
healthy space for stray and abandoned cats and dogs until the animals can be adopted by
loving owners. In the past six months, the shelter has had 100 percent occupancy of the dog
kennels and is at capacity in the open cat areas. Some adoptions have been put on hold due
to the shelter being short-staffed and the inability to process the appropriate paperwork and
payments. It has been more challenging to get the animals examined and spayed or
neutered since veterinarian offices are also short-staffed. Anika has heard from some staff
and volunteers that they feel burned-out, and 20 percent have resigned in the last 90 days.
There has been no time to fill the openings. Anika recognizes it is a critical time for change if
she is to retain her staff, maintain her reputation in the community, and increase her ability
to connect people with animal companions.
AAS has defined its four cultural values and posted them in the entrance to the shelter:
• Compassion. Showing loving care to our animal and human clients; minimizing
suffering.
• Teamwork. Collaborating with our clients, each other, and other stakeholders for
good.
• Proactivity. Acting and educating the public to prevent harm and illness.
• Integrity. Providing honest and caring treatment, results, and transparency in costs.
Anika held a few focus groups with invitations to the organization’s four board members,
current staff and volunteers, and past clients. There was just one question: “If time and
money were no object, what would we do?” Beyond the focus groups, Anika asked people to
respond anonymously in the suggestion box at the shelter. The focus groups were attended
by 40 people, and Anika categorized and compiled the ideas they discussed (see the
“Compiled Results of Focus Groups” section of the supporting document). Anika was
surprised by some of the comments in the suggestion box, such as the following: “Some
volunteers’ work is better than others, and it makes me feel bad for the animals”; “In the
food storage trailer, one of the other volunteers hit me for making a mistake, and I’m afraid
to be around that person now”; and “You cannot do everything, Anika! We need more
people to help.”
After reviewing the focus group results and the comments in the suggestion box, Anika hired
you as the shelter’s HR generalist. Anika received a sizable three-year grant that covers the
first six months’ salary for your position, adds three new full-time dog trainers, provides
laptops and tablets for select staff, and provides some additional operations funds that the
shelter may use for other purposes. Securing funds for technology over the years has been
difficult. Currently, the following hardware is being utilized in the shelter: two desktop
computers, two printers, and two laptop computers. One of the printers can scan and fax
documents as well. Certain files are password protected for administrative purposes, and each
employee has a password. The main software used is a basic package that allows word
processing, spreadsheets, and use of a database, and Internet service is available.
One of your requests during your first meeting with Anika is to discuss the shelter’s
recruiting practices. Anika gives you a copy of the organizational chart (see the
“Organizational Chart” section of the attached “Supporting Documents”). She shows you the
two-drawer filing cabinet with over 100 applications inside and a paper file folder labeled
First Attempt |Latest Update with
Complete Solution
Anika’s Animal Shelter (AAS) nonprofit was opened five years ago with funds from a small
business loan. The mission of this no-kill shelter is to provide a professional, caring, and
healthy space for stray and abandoned cats and dogs until the animals can be adopted by
loving owners. In the past six months, the shelter has had 100 percent occupancy of the dog
kennels and is at capacity in the open cat areas. Some adoptions have been put on hold due
to the shelter being short-staffed and the inability to process the appropriate paperwork and
payments. It has been more challenging to get the animals examined and spayed or
neutered since veterinarian offices are also short-staffed. Anika has heard from some staff
and volunteers that they feel burned-out, and 20 percent have resigned in the last 90 days.
There has been no time to fill the openings. Anika recognizes it is a critical time for change if
she is to retain her staff, maintain her reputation in the community, and increase her ability
to connect people with animal companions.
AAS has defined its four cultural values and posted them in the entrance to the shelter:
• Compassion. Showing loving care to our animal and human clients; minimizing
suffering.
• Teamwork. Collaborating with our clients, each other, and other stakeholders for
good.
• Proactivity. Acting and educating the public to prevent harm and illness.
• Integrity. Providing honest and caring treatment, results, and transparency in costs.
Anika held a few focus groups with invitations to the organization’s four board members,
current staff and volunteers, and past clients. There was just one question: “If time and
money were no object, what would we do?” Beyond the focus groups, Anika asked people to
respond anonymously in the suggestion box at the shelter. The focus groups were attended
by 40 people, and Anika categorized and compiled the ideas they discussed (see the
“Compiled Results of Focus Groups” section of the supporting document). Anika was
surprised by some of the comments in the suggestion box, such as the following: “Some
volunteers’ work is better than others, and it makes me feel bad for the animals”; “In the
food storage trailer, one of the other volunteers hit me for making a mistake, and I’m afraid
to be around that person now”; and “You cannot do everything, Anika! We need more
people to help.”
After reviewing the focus group results and the comments in the suggestion box, Anika hired
you as the shelter’s HR generalist. Anika received a sizable three-year grant that covers the
first six months’ salary for your position, adds three new full-time dog trainers, provides
laptops and tablets for select staff, and provides some additional operations funds that the
shelter may use for other purposes. Securing funds for technology over the years has been
difficult. Currently, the following hardware is being utilized in the shelter: two desktop
computers, two printers, and two laptop computers. One of the printers can scan and fax
documents as well. Certain files are password protected for administrative purposes, and each
employee has a password. The main software used is a basic package that allows word
processing, spreadsheets, and use of a database, and Internet service is available.
One of your requests during your first meeting with Anika is to discuss the shelter’s
recruiting practices. Anika gives you a copy of the organizational chart (see the
“Organizational Chart” section of the attached “Supporting Documents”). She shows you the
two-drawer filing cabinet with over 100 applications inside and a paper file folder labeled
