CASE: Family First

You are the CEO of a nonprofit organization called Family First.Family First focuses on Indigenous and First Nations families and cultural activities.The annual budget is $2.1 million and the agency employs 53 full time and 17 part time staff.The organization is situation in a remote community of approximately 25,000 people.You are the largest nonprofit in town and are considered to be a "major player."A significant part of your role is ensuring that the Elders of different Indigenous and First Nations peoples are respected, meaning that attention has to be paid to traditional lands, the traditions of each of the First Nations represented as employees and as clients.Without proper respect being paid to the multiple stakeholders, the support of the Elders for Family First could be withheld, meaning that important parts of the services being provided could not be offered.

Balancing those concerns with the requirements of the provincial and federal government funders is a skill that you have to learn in your role as CEO.You have had to become a skilled negotiator, able to move from specific service provision concerns to national issues of effecting Indigenous and First Nations people, in the midst of contract negotiations.You have also become a skilled collaborator, working with affiliate Indigenous and First Nations service groups to jointly sponsor projects or submit funding proposals, while at the same time Family First remains competitive in terms of service delivery costs, funding drives, and acquisition of skilled staff.(Case adapted from Seel, 2018 p. 137).

Questions:

No one ever told you being a CEO of a nonprofit organization was going to be so complex. Thinking about the following questions, how would you approach the complexity of your new role as CEO?

1.Thinking about the role of the CEO and the interplay between the staff and volunteers (who are the Elders), the community in which you operate, and the funding you are trying to receive from the government, what strategies will you take to ensure you are balancing all of the complexities of your role?

2.Working with Elders and Indigenous people is very important in your role as the CEO of Family First.How would you ensure that you and the organization are respecting and honouring the Elders and Indigenous culture?What strategies would you employ and how would this benefit Family First?

3.Who would you approach Family First resource development strategies while remaining a partner in the community partnering in joint fundraising initiatives?

4.What is your leadership brand and competencies and how will this benefit the organization and the various complexities outlined in this case?

5.Readings in chapters 4,6,7, and 14 will help you with presenting your ideas on how to address this case.Remember to always provide critical thought and explain why.