Hello, I am working on completing a conclusion for the case The case study "Governance in Times of Crisis" written by Michael Breward from the University of Guelph and Katherine Breward from Western Ontario .

Discussion Questions for Part A

Were the recruitment and nomination procedures adequate to ensure competent directors were elected to the board? If not, what could have been done differently?

Should Amelie have completed the ISAP funding application? Was there another way this situation could have been handled?

Who should have primary responsibility for funder relations - management or directors? How is this impacted by the nature of the board (i.e., policy boards versus operating boards)? Does the size of the agency matter when making this decision?

What are the anticipated benefits and potential disadvantages of issue expansion tactics such as leveraging the media?

Discussion Questions for Part B

Should Paulette be relieved of her duties? If so, should it be done immediately or with a transition period? If she does leave, who should take over as Executive Director?

What can the board learn from this experience regarding information flow in the organization?

What warning signs, if any, were missed regarding Paulette's performance issues? What could have prevented this from happening?

Discussion Questions for Part C

What is the root cause of difference in approach between Sebastien and the rest of the board?

How should the board address Sebastien's problem behavior?

What type of management controls should the board implement? Which should

Here is the introduction, which I would like to for you to help restate with a brief summary of of part A, B, and C.

Introduction

The case study "Governance in Times of Crisis" written by Michael Breward from the University of Guelph and Katherine Breward from Western Ontario sparked deals with The Centre Bienvenu in Sherbrooke, Quebec, a non-profit organization aiming to meet the settlement-related needs of new immigrants and refugees. The Centre is supported financially by federal and provincial agencies. It gives access to essential services and information, such as healthcare, employment, and work preparedness, registering children for school and community programs, and language support and testing. In addition, the Centre served as a centralized location for Settlement workers who assisted clients with documentation and tutoring for citizenship exams and assisted professionals with recognizing their foreign credentials. This case study is based on the fact that the organization is experiencing financial challenges. This study focused primarily on governance and the roles of board members, executive directors, managers, and staff. It is necessary to assess the effectiveness of the board's recruitment and nomination process in light of a comprehensive analysis of the conditions with which it was faced. The recruitment and nomination processes were sufficient to ensure the election of qualified board members. The organization utilized competitive interviewing and headhunting to find the most qualified board candidates. Finally, the shareholders elected a slate of qualified and experienced directors who were ideally prepared to govern the company during the crisis. In this situation, the company should have provided shareholders with more information about the board selection process and the rationale for the final slate of nominees. This case study investigates whether the organization should have requested ISAP money by analyzing the organization's response to the 2008 economic recession. The Centre Bienvenu's dependence on ISAP funds aggravated its financial situation. The board must now determine how to respond to the departure of the executive director and the reduction in government funding. Specifically, the case will investigate aspects relevant to recruitment and nomination, the duty for founder relations With management or directors, and the potential disadvantages of problem extension techniques such as media exploitation.