Robyn M Campbell Email & Phone Number

Iqaluit, Nunavut

Lichen is a Nunavut-based company, focusing on delivering practical, inventive, pragmatic results for the benefit of Nunavut residents, organizations, businesses, and governments.At Lichen Consulting we remain open to and curious about new ideas. We play an active role in contributing to a healthy, connected, and diverse community. We strive to produce better quality results for mutually beneficial relationships, delivered with care and integrity. We offer high-level collaboration skills and are able to create inclusive, effective, and innovative solutions leveraging collective wisdom. We provide strong project management along with a proven ability to manage timelines, milestones, and critical paths. We manage multiple tasks in a rapidly changing and deadline-oriented environment. We have excellent analytical and problem-solving skills, including the ability to deal with situations where information is difficult to obtain, complex, or ambiguous. We have a strong customer focus and establish and maintain relationships with a variety of stakeholders at various levels.Clients include Government of Nunavut, Nunavut Tunngavik Inc., Qikiqtani Inuit Association, City of Iqaluit, Nunavut Arctic College, Nunavut Film Development Corporation, Kakivak Association, Ilisaqsivik Society, Tukisigiarvik Society, the Nunavummi Disabilities Makinnasuaqtiit Society, Qaujigiartiit Health Research Centre, and more. We also work collaboratively with other companies including Northern Futures Planning, Ekho Inuit Originals, and more.

Iqaluit, Nunavut, Canada

Annauma Community Foundation is Nunavut's first community foundation. I have led the Lichen team on contract since 2021, to develop Annauma Community Foundations's organizational operations, board development and governance, fundraising and donor stewardship, grant-making and impact reporting, and communications and marketing. Through this start-up and scale-up work, Annauma Community Foundation has become a robust organization with strong financial management, fundraising and donor stewardship (raised $6.4mil between August 2022-August 2023), a planned granting program, an outstanding board of directors, and thoughtful and strategic operations. www.annauma.ca

Iqaluit, Nunavut

As Sustainability Coordinator, I worked with residents, organizations, businesses and other levels of government to improve the social, cultural, environmental and economic sustainability of Iqaluit, Nunavut's capital city. As Sustainability Coordinator, I led the strategic planning, research, communications, contracting, and facilitation of all aspects of long-term planning and implementation. The creation of the Iqaluit Sustainable Community Plan was a two-year effort of mobilizing our community towards long-term planning for the first time. The path to achieve this plan involved substantial community engagement, with over 700 Inuit and non-Inuit residents contributing ideas and weighing in on the contents of the plan. This represented approximately 10% of Iqaluit's population. At every stage, we used cross-cultural, creative, and hospitable community engagement activities to stimulate interest and emphasize a sense of belonging. The resulting plan is a crowd-sourced document that includes 254 actions to be achieved in five years by 52 leaders in 38 organizations, including the City of Iqaluit, Government of Nunavut, Government of Canada, Inuit organizations, businesses, social enterprises and non-profit organizations. The planning process and the resulting plan was founded upon Inuit cultural wisdom and ethics; the document also bridged cultures, ensuring that our diverse community is reflected and respected. A history of the process is available at www.sustainableiqaluit1.wordpress.com. In January 2014, Iqaluit's first Sustainable Community Plan was unanimously adopted by City Council. In February 2014 we won the Federation of Canadian Municipalities' Sustainable Community Award for Neighbourhood Development. Subsequently, the Iqaluit Sustainable Community Plan was highlighted in The Guardian (UK), Curb Magazine, the Alternatives Journal, and in Sheila Watt-Cloutier's book The Right To Be Cold.

Iqaluit

As Account Manager, I managed the production and delivery of all communications products, including website development, graphic design, print material, and event management. In addition to overseeing design staff and providing detailed proofreading/editing, in this role I participated in developing communication strategies and marketing plans. There was a particular emphasis on social marketing for public health, culture, and environment sectors.The duties in this role eclipsed that of a standard account manager. My writing skills were used to create content for conference brochures, tourism products, and arts booklets. My content management system skills led to creating the content for multiple websites and managing the back-end as the web administrator. I was the event manager of the gala for the largest conference held in Nunavut, as well as the event planner for the official grand opening of a new bank's main branch. Day-to-day administrative duties included maintaining billings, office administration, writing proposals, working to tight deadlines, maintaining strong relationships with suppliers, and providing quality customer service. This was a fast-paced environment requiring significant organization and attention to detail; I was responsible for simultaneously managing over 70 active accounts.As a small and highly productive office, work with this company provided a breadth of opportunity, experience, exposure, and local and national contacts.

Iqaluit, Nunavut

Nunavut Tourism is the not-for-profit membership association of businesses in the tourism industry that works to promote cross-cultural tourism opportunities and development. The Director of Membership and Visitor Services is a dual role. The membership of Nunavut Tourism grew from 42 to 130 members during my tenure. I achieved this by reaching out to individuals and businesses, having meaningful discussions, and improving the value proposition of Nunavut Tourism membership. This included face-to-face conversations, and telephone and email communications with prospective members in all 25 remote communities in Nunavut. A tangible outcome of this dialogue resulted in (and continued through) the creation of a popular member newsletter providing information, sharing opportunities, and connecting members for support and collaboration. In this role, I developed membership benefits and represented members at promotional tradeshows and events. Nunavut Tourism's visitor services include three regional Visitor Centres (Iqaluit, Rankin Inlet, Cambridge Bay). My second role was to supervise the centres' 6 managers and staff to achieve superior customer service, promote tourism products, and manage cost-effective retail operations. During my tenure, I increased the delivery of value-added tourism products at local visitor centres, including artistic and environmental presentations, cultural activities, and improved displays. I also introduced financial controls in the retail operations of the visitor centres. New leadership was brought in a few months after I was hired, bringing major changes to the team and the organization's direction.

Ottawa, On

The mandate of the Canada Council for the Arts is to promote the study and enjoyment of, and production of works in the arts.Relocating to Ottawa to work with the Canada Council, I worked at the heart of Canadian Arts as a Program Officer. Under the direct supervision of the Head, Dance Section, I managed several grant programs: Professional Development Program; Grants to Support Services; Artists in Community Collaboration Program; Travel Program; Dance Touring Program. These programs were managed according to established policies and procedures. Part of my role was to select representative assessors and prepare them with information, analysis, and collated applications. Bringing together these nationally-representative advisors, I would chair the week-long assessment committee meetings. After the selection of grant recipients, I delivered results to applicants and managed accounting. I managed an annual budget of $1.5M. In my role, I also contributed to the development of Council plans, policies and procedures. I worked on several interdepartmental task forces, including being secretary for strategic planning for the working group on diversity, contributor to the proposed peer assessment committee policy, and co-chair of the cross-sectional travel and touring procedure review committee. Additionally, I was part of a cross-sectional team that developed new or revised old funding programs.On a daily basis I provided information in English and French, by phone or email, to ensure professional Canadian artists and arts organizations had access to Council programs and services. I anticipated and responded to the development needs of the arts practice. I delivered presentations and outreach sessions in five cities across Canada, as an official representative of the Canada Council for the Arts. As an extra duty, I was asked to compose briefing notes for the Director and the Board of Directors, and communication material to promote exceptional arts awards.

Vancouver, Bc

In 2006, Made in BC was a new provincial non-profit society aimed at increasing the touring opportunities of British Columbia professional dance to regional theatres in British Columbia. Hired as the first Executive Director, within the first four months I formally launched the project, secured additional funding, confirmed eight regional partners who were committed to presenting professional dance in their community theatres, and rallied the BC professional dance community for their participation and partnership. I spearheaded the annual spring Pitch Session, bringing regional presenters and professional dance companies in face-to-face interaction for collaboration and planning. The application process for this Pitch Session was revolutionary; dance companies all benefitted from the open sharing of their technical riders, fee structure, and tour management information. This information was previously coveted. Publicly sharing this information led to an immediate acceleration of professional development for all dance companies, and the rapid maturing of the touring market. Throughout my tenure as Executive Director, I worked with each of the regional presenters to develop a local community engagement plan, including the selection of a local community Dance Outreach Coordinator. To support these presenters and Dance Outreach Coordinators, I composed a popular Dance Outreach Guide that is now in its second edition. Furthermore, I created an annual conference for presenters, and created multiple networking opportunities for meaningful exchange between presenters and dancers. I managed staff and consultants, undertook strategic planning, and maintained administrative and financial duties.Under my leadership, Made in BC had a strong business plan, a social marketing plan, and community engagement strategy. I maintained excellent relations with the British Columbia Arts Council, the Department of Canadian Heritage, and the Canada Council for the Arts.

Vancouver

Foolish Operations was created to develop collaborative art projects to work with artists inspired by the spirit of the commons, with a focus on those who are curious about intersections between art, public geography, and community.This was a collaboration with co-director Julie Lebel. We received a grant from the Canada Council for the Arts, for mobile clubbing flash mob research lab in Vancouver. The research lab and mobile clubbing events were illuminated and enhanced by collaborators working in interdisciplinary arts. All mobile clubbing events took place in public areas in Vancouver.

London, England

Bird College is a renowned professional performance and undergraduate degree-stream program. As academic dance lecturer for the BA(Hons) program at Bird College, I developed, delivered and adapted undergraduate curriculum that was rigorous and practically applicable. I delivered weekly lectures for all students, with a specialization in Critical Dance Theory, Dance and Performance Analysis, and Research Methodologies. I also supervised 16 final-year students to successfully complete their required academic dissertations. The academic standards were set high, to ensure students emerged from the undergraduate program with a solid academic background, in addition to advanced performance capabilities. As Deputy Degree Officer, I managed the administrative components of the program, including registration, absences, emergencies and graduation.

London, England

Promoted from part-time Scheduling Assistant in June 2002, I became the full-time Scheduling Manager with the launch of a new and expanded campus. I managed the daily schedules of over 500 staff and students. Schedules ran from 8am-9pm on 2 campuses in over 40 classrooms and studios, with a 90% utilization rate. In my first months on the job, and under a strict 8 week deadline, I successfully selected new scheduling software, populated complex data, implemented the specialized software program, and produced a series of six week rotating schedules to meet curriculum needs. In this role I managed one full-time and one part-time assistant.

London, England

This was a part-time scheduling assistantship, which was a paid internship while I was completing my Master Degree in Arts.

Master Of Business Administration (Mba), Community Economic Development

Activities and Societies: Also Tromso University Strategic Management International Business Organizational Behaviour Social Marketing.

Council Governance, Municipal Governance, A

Certificate, Inuktitut Language Courses - Beginner And Intermediate

Postgraduate Certificate In Education, Adult Further And Higher Education

Master Of Arts (M.A.), Laban Centre, Distinction

Activities and Societies: Graduate Assistant, scheduling Politics, policies and institutions Community development Aesthetic theory.

Professional Diploma In Community Studies, Laban Centre Dance, Distinction

Bachelor Of Arts (B.A.) Studies, Arts/Humanities, Human Geography, A

Human Geography Economic Geography Languages Anthropology and sociology of the Vancouver downtown eastside

Bachelor Of Arts (B.A.) Studies, Dance