Assisting Amanda Clarke (Associate Professor, School of Public Policy and Administration, Carleton University) in examining and contributing to the growing fields of literature on administrative burdens, public sector modernization/reform, and the regulatory architectures of internal-to-government affairs.

PAPM 4099 - Policy Seminar (Winter 2025)PAPM 1001 - The Policy Cycle (Fall 2024)

Administering programming and general guidance on diversity and inclusion programming across the federal public service -- including across some separate agencies and Crown corporations. Key initiatives led and supporting on include Mentorship Plus (M+), the Federal Speakers' Forum on Lived Experience (FSF), and the Modernized Self-Identification file.Mentorship Plus is a development program that pairs equity-seeking employees with public service executive sponsors in order to access informal networks, gain exposure to high-profile assignments, and provide job shadowing opportunities at a departmental level. Co-developed by TBS-OCHRO and employment equity groups, Mentorship Plus intends to complement existing talent management programs, with a targeted emphasis on supporting employees who aspire to hold leadership positions. As of June 2024, 56 departments have implemented M+ with at least 802 sponsorship relationships established across the public service.The Federal Speakers' Forum on Lived Experience is a dedicated speakers’ forum on mental health, diversity and inclusion that gives voice to public servants interested in sharing their lived experience and stories about their journey in the public service. Recruited speakers allow organizations to better understand how to reduce stigma, raise awareness to create workplace culture change, and engage colleagues in conversations about both mental health and EDI. As of June 2024, 100 speakers are on the Forum, speaking at 630 engagements and counting across the public service since program inception.Employed as a casual from August 2023, then converted to a non-advertised appointment as an EC-02 indeterminate in June 2024.

Serving as the Chair for Carleton University Students' Association, Inc.'s Board of Directors. Chairing the Board Nominating and Human Resources Subcommittees, and serving on both the Agenda Subcommittee and Joint Jurisdictional Issues Committee, I help ensure that the students' union, on behalf of its 26,000 members, is compliant with the Ontario Not-for-Profit Corporations Act, 2010.

Taking on the position for the Vice Chair for Carleton University Students' Association, Inc.'s first Board of Directors. Managing both the Agenda and Human Resources Subcommittees, and sitting on the Joint Jurisdictional Issues Committee and Constitutional and Policy Review Committee, to ensure the students' union, on behalf of its 26,000 members, is compliant with the Ontario Not-for-Profit Corporations Act, 2010.The Board of Directors is a unique instrument to CUSA's governance structure. Prior to my work on the Democratic Reform Committee, CUSA's accountability mechanisms were limited to an executive that was elected by students at large who are then tasked with implementing special projects. Combining this with resolving grievances, preparing and approving expenditures, and responding to legal advice meant administrative procedures eclipsed the role the executive was elected to do: serve student over issues that matter most.The Board of Directors is comprised of 8 students-at-large and the President/CEO of CUSA. Broader goals for this term include establishing a multi-year agenda, encouraging strong relationships with and between executive members, and adapting board culture to fit within CUSA's overarching political culture. My term on the Board of Directors is set to expire on 1 May 2024.

Working within the Treasury Board of Canada Secretariat within the Centre on Diversity and Inclusion (CDI). My goal will be to help examine the barriers and opportunities in place to achieving a successful and diverse public sector workforce. With particular focus on employment equity groups and the 2SLGBTQ+ community, our team is dedicated to amplifying voices in the public sector through projects such as:- the Mentorship Plus (M+) program;- the Mosaic Leadership Development program;- the Maturity Model on Diversity and Inclusion; and- the Federal Speakers’ Forum on Diversity and Inclusion

ECON 1001 D – Principles of Microeconomics (Fall 2022)• Taught foundational principles of microeconomics weekly to approximately 100 students in the Bachelor of Commerce program.• Hosted hour-long tutorials and office hours on a weekly basis to enhance lecture material covered in the classroom.• Found unique ways to cover challenging material by introducing optional question sheets, facilitating interactive quizzes, and using relevant real-life examples to cover concepts.• Marked an estimated 60 midterms and final examinations with a quick turnaround period for student feedback.• Nominated for Outstanding TA Award through Carleton's Teaching and Learning Services

A Residence Fellow (RF) is looked upon as a role model, resource person, helper, community developer and leader for the students on their floor. Under the direction of their Residence Manager, Residence Fellow’s have a commitment to creating a community that is conducive to learning, academic success, personal growth and development.The Residence Fellow achieves this community in part through interaction with students on an informal and formal basis in groups and by creating one-on-one connections. Assigned to manage and facilitate housing and residence standards for the 2021-2022 school year on Carleton University Residence.

Administered some of Carleton University’s first online elections, by-elections, and recalls for the wider student body, resulting in a successful and civil election for over 1,000 residents on campus. In managing parts of the internal elections office administration, I completely revised the organization's 8-page Electoral Code and other various elections policies to reflect the realities of online campaigning during the COVID-19 pandemic. This resulted in a 21-page electoral code that reflected the new realities of managing independent candidates, a previously confusing expense claim process, and a procedurally unfair appeals process.In addition, I managed parts of the elections office's online presence through the preparation of a new ranked ballot voting system, monitoring campaign websites, the creation of a new and more useful expense calculator sheet, and the use of newer social media platforms.

I have been responsible for writing publications, memos, and leading policy changes within the Ontario Student Trustees' Association -- the largest student stakeholder in the province of Ontario. Among those publications include eLearning: the Students' Perspective and Affording Our Students' Success: OSTA-AECO's Pre-Budget Consultation Submission. Under my tenure, both the external and internal-facing roles of my job were revamped significantly. Externally, I revitalized the role of Policy Coordinator by standardizing methods of research, style guides, and publication structures with a heavier focus on qualitative research than in previous years. Internally, I worked with an internal governance committee to create HR policies, a code of conduct, update organizational by-laws, modify voting procedures for executive meetings to allow coordinators to have binding votes, and create a more modern version of OSTA-AECO's org chart. The Ontario Student Trustees' Association is the largest student stakeholder in Ontario, responsible for representing 2 million students on the provincial level. The association's voting assembly is made up of student trustees elected to serve their municipal school boards across Ontario.

Brought in to represent 22,000 students in Lambton and Kent counties at the school board level. Work with student senators and student councils to raise concerns faced at their schools to the Board of Trustees and to the general public.• Raised awareness and lead conversations with the Student Senate to improve mental health supports in the district after an influx of mental health concerns from students.• Passed numerous motions and strategies at the board table, including the recognition of homophobia within Lambton-Kent schools and the creation of feedback forms for students facing the COVID-19 pandemic.• Worked with trustees to increase transparency and access for student trustees and students to the board table.