-- Feasibility Team Member for first Verandah pilot-project site.-- Verandah's concept is to build net-zero rental only sustainable communities across Canada.-- Conduct stakeholder engagement/site analysis for a Vancouver Island site.-- Link: theverandah.ca

I joined the board one year after becoming a first-time homeowner and am now its longest serving member. My role involves consensus leadership, project management and fast (and strategic) responses to emergent issues. I contribute as a volunteer in these ways:-- Build/sustain board & ops capacity re 1960s building with only 40% owner-occupancy.-- Lead board continuity/strategy through four chairpersons and four property mgmt firms. -- Set agendas to triage emergent issues without jettisoning long-term projects/actions.-- Review, strategize and approve: estimates, expenses, budgets, reserve fund, fee increases. -- Led conflict resolution within the board as well as owner dispute resolution.-- Championed eviction of criminal tenant making building unsafe. Evicted March 2017.-- Persuaded board to terminate existing mgmt firm; recruited new firm and board members.

-- Leading feasibility study of new social enterprise options.-- Networking re partnerships for new options and to grow existing enterprises.

-- Led a respected non-profit providing long-term employment for barriered workers. -- Managed 25 staff during ED’s parental leave.-- Managed daily operations in three social enterprises: JustRenos, Just Catering and JustPotters.-- Anticipated workflow risks and mitigated them.-- Troubleshooted frequently in-the-moment on a daily basis.-- Supported managers as they excelled in the present and imagined enterprise growth.-- Planned and facilitated employee and partner recognition.

My role was to grow the impact of UWCA's poverty-specific programs by developing strategy and managing partner-relations with 21 poverty-reduction agencies. This included convening specific partners around new program opportunities. I also shaped actions and UWCA positions for the Calgary regional Enough for All poverty-reduction strategy.

My role was to strategize and solve complex-problems. I formed and sustained partnerships, engaged internal and external stakeholders, and managed consultants. Many projects were firsts for Saskatoon. I left voluntarily for Calgary with strong relationships to build on. I’m excited to have influenced major place-making work:Mendel Art Gallery/Nutrien Wonderhub Adaptive Re-Use-- Led re-purposing of city’s main 32,000 sq ft art gallery into children's museum (Wonderhub).-- Negotiated project partnership with Nutrien Wonderhub.-- Managed partner relations including organizational capacity-building.-- Strategized re fed/city funding and phasing, resulting in $500K projected savings.-- Created strategy for civic conservatory, won approval of $135K in year of budget cutbacks.-- https://wonderhub.caArena/Convention Centre Market Analysis & Site Options Study-- Project value $295K. -- Led project on City’s behalf in partnership with Arena & Convention Centre CEOs/Boards.-- Advocated and ensured the right consultants, the right scope and due process.-- Managed international-calibre consultants, including scope, process and deliverables.-- Result: Report adopted unanimously by Council in March 2018.New Central Library Visioning-- Project value $245K. -- Led project on City’s behalf in partnership with Library CEO/Board.-- Managed partnership and consultants re workplans and content.-- Adapted process to changing circumstances.-- Result: Built project understanding with decision-makers-- Result: Delivered concepts for new 200,000 sq ft facility-- Result: Positioned client for community engagement.Winter City Strategy-- Developed strategy for creating the city's first-ever winter plan.-- Conducted outreach to community groups; recruited internal stakeholders.-- Adapted to changes in direction.-- Result: Project momentum and Council funding of $85K in 2017 and $350K in 2018.

Pleasant Hill Village Housing & Neighbourhood Revitalization-- Led final phase of 13-acre, 145-unit federal/provincial/municipal site partnership.-- Conducted outreach to stakeholders, incl. Indigenous community.-- Established project steering committee; advocated for local construction employment.-- Led RFP to attract developer for three vacant parcels.-- Managed stakeholder-led process for setting “must-haves” and evaluating proposals.-- Negotiated with developer (LeFevre Group) on design, unit mix and community benefits.-- Sustained ongoing relationship with residents re dev't impacts and site crime prevention.-- Convened public health, food security, housing voices for half-day CIP nat'l conference tour.

Brunette-Fraser Regional Greenway (2011-2012)-- Est. stakeholder group incl. DFO, BC Lands, Metro Parks, City, industrial prop owners. -- Co-ordinated multiple agencies to extend greenway/create riverfront public spaces.Project Lead, Downtown Sustainability Strategy (2009)-- Managed $30K HB Lanarc consultancy. -- Wrote RFP, co-selected consultants, created Steering Committee.-- Strategized focus on key decision-makers.-- Persuaded CAO & Dept. Directors to fully participate. -- Designed and facilitated workshops with senior management and stakeholders.-- Presented workplan/goals to Mayor & Council.-- Result: New Green Building Design Guidelines added to 2010 Downtown Plan.

UBC/Vancouver Coastal Health— Renfrew-Collingwood Homelessness Program EvaluationGoals: Diagnose problems/solutions to get a suspended program to resume; capture outcomes to attract funding to sustain it; distill lessons for other neighbourhoods to replicate it.-- Led Steering Committee of diverse partners to define needs/project scope within budget.-- Co-selected homeless/program staff interviewees & conducted 19 recorded interviews.-- Built immediate trust with interviewees.-- Achieved disclosure of sensitive & powerful program outcomes.-- Analyzed complex narrative data & identified key outcomes/causes.-- Synthesized needs/opps re: health/addiction, housing, self-esteem, and basic ops issues. -- Identified conflict factors/changes needed; assessed capacity re feasible program scale.-- Met partners' needs about what to do next.-- Told a compelling story of successes, problems and lessons learned.

Hastings Park/PNE City-Wide Re-Visioning Process (2004) East Vancouver Port Lands Conflict Resolution Process (2003-2004)Financing Growth Policy to Fund Civic Facilities (2000-2003)