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Case Notes
Case 10.2: Carmichael Outreach: A New Leader Takes Charge
Sean Tucker and W. Glenn Rowe wrote this teaching note as an aid to instructors in the
classroom use of the case Carmichael Outreach: A New Leader Takes Charge, No. 9B13C018.
This teaching note should not be used in any way that would prejudice the future use of the case.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any
form or by any means without the permission of the copyright holder. Reproduction of this
Teaching Note
Case Synopsis
Carmichael Outreach (Carmichael) was a small nonprofit organization (NPO) that offered
programs supporting the needs of the homeless and other marginalized individuals in Regina,
Saskatchewan. In November 2012, Danielle Goulden was reflecting on her first two months as
Carmichael Outreach’s new executive director. During Goulden’s short tenure, she had identified
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Rowe, Cases in Leadership 5e
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Teaching Objectives
This case illustrates the issues facing a new executive director of a small non-profit organization.
These include improving employee and client safety and opportunities for growth in social
housing and related social support programs. In addition, the case may be used to demonstrate
how a new executive director should work with a board of directors and employees on long-term
Immediate Issues
The following questions are central in this case:
1. Should Carmichael pursue any of the housing initiatives discussed and outlined in the
case?
Basic Issues
1. Analysis of Carmichael’s past performance
2. Analysis of Carmichael’s corporate level strategy
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3. Analysis of Carmichael’s safety issues for its employees, volunteers and clients
Reading Material
Amundson, W., Burke-Robertson, J., Carter, T., Connor, J., Martel, P., & Stevens, D. (2002).
Primer for directors of not-for-profit corporations. Ottawa, ON: Industry Canada.
Suggested Student Assignment
1. Discuss and describe Carmichael’s corporate level strategy.
2. Should Carmichael pursue a housing initiative? If yes, should the housing initiative be
Case Application
This case could be used in the following courses: organizational behaviour, leadership, strategy,
social work and managing in the not-for-profit sector.
Session in a Strategy Course—Session Plan
Time
Questions to Guide Discussion
15 min
How has Carmichael performed for the last three fiscal years?
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10 min
What are the safety issues that Goulden has identified?
10 min
How should she ensure employee and volunteer support for a safer workplace
environment that would not change the openness of Carmichael’s culture and its
ability to attract the clients it serves?
20 min
Should Carmichael pursue an expanded role in housing? How do we evaluate the
opportunities?
10 min
What would the Housing First initiative look like if it were vigorously pursued by
Carmichael?
5 min
What effect would vigorous pursuit of the Housing First initiative have on the rest
of Carmichael?
5 min
A brief discussion on “What Happened?”
5 min
Ask students what they learned from this discussion. What are their takeaways?
Some possible examples of appropriate takeaways are:
• Strategy issues in NPOs are similar to those in for-profit organizations.
• Leadership issues (e.g., leadership succession, leadership style, hiring
internal versus external candidates for leadership positions) in NPOs
are as complex as they are in for-profit organizations.
• Someone who seems very suitable for the position of executive
director may not be able to do the job if not supported by the board
and its chair.
Case Analysis
1. Discuss and describe Carmichael’s Corporate Level Strategy
Carmichael offered 19 programs and services to individuals and families in the community. Four
of these were very important and most of Carmichael’s resources and capabilities were dedicated
to them. These were the needle exchange, used clothing, food recovery and housing referral
programs.
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The needle referral program was very successful but it took space, which was at a premium
at Carmichael. The used clothing program was also well run and again it took much needed
space; indeed, it occupied a significant portion of Carmichael’s space on its main floor.
2. Should Carmichael pursue a housing initiative? If yes, should the housing initiative be
Carmichael building and managing its own housing complex?
It was in this last area that many wanted Carmichael to take on a bigger role.
Several fee-for-service housing support programming approaches were possible at
Carmichael. First, Carmichael could bid on government contracts and offer a housing-support
3. How would you, if you were in Goulden’s position, handle the safety issues you have
identified?
Goulden’s predecessor, Shawn Fraser, left a mark on the work culture at Carmichael. He had a
low-key management style, hired qualified people he knew, and allowed employees to define
half of their job. Therefore, employees expected autonomy and control over their work. And
many not only remained loyal to Shawn, but also strongly identified with Carmichael and
Client and Employee Safety
Goulden’s first few weeks at Carmichael were revelation: she was threatened with physical
violence, observed clients under the influence of drugs, and pimps on the premises. She wanted
to change the status quo and establish boundaries on client behaviour. As executive director,
Goulden was responsible for ensuring that Carmichael was in compliance with the Saskatchewan
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What Happened
Initially, Goulden focused on operational issues including crafting and implementing a policy on
workplace violence and establishing a modest increase in staff wages. She subsequently argued
for a larger increase in wages using a report that showed Carmichael’s wages were quite low (but
not the lowest) relative to other NPOs in Regina, but the board concluded that no further
increases were necessary. Goulden’s relationship with the board deteriorated due to differences
Resources
Saskatchewan Occupational Health and Safety Act:
Saskatchewan Occupational Health and Safety Regulations:
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Exhibit TN-1
Saskatchewan Occupational Health and Safety Regulations
The regulations stipulated that these policies include the following provisions:
Workplace Harassment
36(1) An employer, in consultation with the committee, shall develop a policy in writing
to prevent harassment that includes:
(a) a definition of harassment that includes the definition in the Act;
(b) a statement that every worker is entitled to employment free of
harassment;
(c) a commitment that the employer will make every reasonably practicable
effort to ensure that no worker is subjected to harassment;
Workplace Violence
(3) A policy statement required by subsection 14(1) of the Act must be in writing and
must include:
(a) the employer’s commitment to minimize or eliminate the risk;
(b) the identification of the worksite or worksites where violent situations have
occurred or may reasonably be expected to occur;
(c) the identification of any staff positions at the place of employment that have
been, or may reasonably be expected to be, exposed to violent situations;
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019