Kitchenuhmaykoosib Inninuwug Dibenjikewin Onaakonikewin - Manager of Centralized Operations and Services

1. In brief, can you tell us a little about yourself, focusing on experience relating to this role.

2. What interests you about this role, and how does it align with your career goals?

3. KIDO follows a model of Maamo Dibenjikewin Kanawaabajikewin (MDK), essentially embodying that child rearing and care involves family, extended family and community; particularly incorporating this communal approach when family are unable to care for youth and children. How do you see the MDK service model influencing your management approach? Prompt: How would you look to unify service units and team members to ensure relational community care?

4. Describe a time when you optimized an internal process across multiple departments. What approach did you take and what was the outcome? Alternative Tell us about a system or tool you introduced that significantly improved organizational efficiency? Key takeaways: Seeking efficiency, resource optimization, and cost reduction

5. As a First Nation organization focused on complete community care for each member, and shared accountability for youth and children, KIDO operates 24/7/365 services. How would you ensure that centralized support functions such as HR, IT, etc. effectively meet the needs of front-line, round-the-clock operations?

6. How do you prioritize competing operational demands from different service areas? For example, you have a heightened staff member who is raising an issue with the HR rep, while there is an IT service outage, with both issues being escalated to you at the same time.

7. Describe your experience developing and managing budgets for multi-departmental operations. How did you ensure transparency and accountability? Follow up: How have you controlled costs while maintaining service quality? What approach did you use?

8. KIDO relies on funding from Indigenous Services Canada and other partners. How have you managed compliance and reporting for government-funded programs in the past?

9. How would you describe your leadership style, specifically in what ways would you look to foster trust and accountability across the team?

10. How do you approach developing learning and training programs to strengthen staff capacity?

11. KIDO is a growing organization. How would you structure and scale the Centralized Operations and Services department to ensure operations remain rooted in community and staff feel well supported?

12. Describe a time you collaborated with senior leadership to align operational services with organizational strategy.

13. How would you ensure clear communication and effective collaboration between Thunder Bay, Sioux Lookout, and KI-based teams?

14. Describe a time you led an organization through significant change (e.g., process improvement, policy change/implementation, technology adoption). How did you address challenges and build buy-in from teams resistant to new policies or procedures?

15. What strategies or approaches would you use to ensure central services are responsive of and reflective of the needs of frontline staff serving the community? Ideal focus: Communication & feedback loop focus, relationship and culturally appropriate approaches rooted in care and connection.

16. This position requires balancing leadership responsibilities with the needs of your team and the broader community. How do you take care of your own well-being so that you can remain grounded, present, and able to lead effectively?

I may receive emails from mnp.ca. I can opt-out at any time by unsubscribing or texting STOP. My data will be handled in accordance with the privacy policy and Terms of Service. For help, email support@loxo.co.