Navigating bonuses, influence, and boardroom ethics at Golden Oaks Hospital Foundation

Research methodology The information provided in this case was gathered by the author through interviews with several board members who serve on a non-profit foundation board. To ensure confidentiality, all names in the case have been disguised, along with the organization’s name, associated industry, location, exact value of the fundraising campaign and dollar value of the significant donation from the board chair at that time. However, all other elements of the case (including the history of the organization, governance structure, potential governance challenges and ratio of the major gift to the total value of the fundraising campaign) are factual and have not been exaggerated or changed in any way. Secondary research was also conducted on best practices in non-profit governance. An earlier version of the case was presented at the North American Case Research Association Conference in Orlando, Florida in October 2024. Feedback from peer reviewers informed improvements to the case and teaching note. Case overview/synopsis Sheila Chen is a board member and former board chair of the Golden Oaks Hospital Foundation (GOH Foundation) in Oakville, Ontario, Canada. In 2024, an issue was raised at a board meeting regarding chief executive officer (CEO) Nina Rahman’s decision to pay cash bonuses to staff – including one union member – out of her personal funds. While well-intentioned, this action raised concerns about boundaries, authority and influence, prompting Chen to examine broader governance issues, including the CEO’s relationship with Robert Blackwell, a major donor and advisory board member who has become increasingly involved in board affairs. As a member of the governance committee and past board chair, Chen has taken responsibility for ensuring these governance challenges are addressed and that a plan is developed to strengthen oversight and clarify roles. This case invites students to explore how well-intentioned actions can create governance risks when they blur boundaries between personal generosity, organizational policy and board oversight. It challenges students to identify potential issues arising from board dynamics and power imbalances and to develop practical solutions and an action plan for governance reform. Complexity academic level This case is suitable for use in graduate-level courses in corporate governance, governance and leadership or non-profit management. It can be used in both in-person and synchronous online courses.