Selected Work

A selection of recent engagements spanning strategy, measurement, evaluation, stakeholder engagement, and organizational improvement.

Toronto city logo with stylized buildings

Divisional Outcomes Framework (DOF)

Developed a shared outcomes measurement framework spanning more than 145 programs and services within the City of Toronto’s Social Development Division. The framework supports strategic alignment, organizational learning, and evidence-informed decision-making across a large and complex public-sector environment.

Challenge: Develop a shared outcomes measurement framework across more than 145 programs and services within the City of Toronto’s Social Development Division to support stronger strategic alignment, organizational learning, and evidence-informed decision-making.

Approach: Facilitated a multi-year collaborative process involving interactive workshops, logic model development, indicator design, toolkit creation, piloting, and training support.

Result: Created a practical, shared measurement framework designed to support more consistent approaches to outcomes measurement across a large and complex public-sector environment.

Current Focus: Supporting implementation and long-term sustainability of the framework through development of a web-based software platform designed to help staff build logic models, align work to shared outcomes, select indicators, and strengthen organizational learning and reporting practices.

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Housing Strategy and Performance Framework Development

Supported one of Toronto’s largest housing providers in clarifying its role within Toronto’s housing continuum and developing practical housing model and measurement frameworks to guide future planning, decision-making, and evaluation.

Challenge: Clarify Neighbours’ evolving role within Toronto’s housing continuum and define a set of practical housing model typologies across a broad and diverse portfolio of more than 50 properties.

Approach: Led a strategic planning and organizational alignment process involving literature review, external consultations, analysis of Neighbours’ existing housing portfolio and services, leadership and management workshops, a staff survey, housing model typology development, logic model development, indicator design, and facilitated discussions about organizational boundaries, population fit, and partnership models.

Result: Supported Neighbours in developing a clearer, evidence-informed housing strategy and practical measurement framework to guide strategic oversight, housing model refinement, operational decision-making, and future evaluation. 

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Toronto Pearson Airport logo with abstract bird.

Reputation and Stakeholder Research

Designed and led stakeholder research with elected officials and government leaders to assess perceptions of Toronto Pearson Airport and support strategic communications, relationship-building, and reputation monitoring.

Challenge: Assess perceptions of Toronto Pearson Airport among elected officials and key government executives to inform communications, relationship-building, and reputation monitoring.

Approach: Designed and led survey-based stakeholder research, including survey instrument development, quantitative and qualitative analysis, year-over-year and subgroup comparisons, and synthesis of findings across stakeholder groups and levels of government.

Result: Delivered clear insights and practical recommendations to support evidence-informed communications, engagement, and decision-making.

Current Focus: Continuing this work through repeat survey research focused on trend monitoring, subgroup analysis, and strategic learning over time.

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Toronto Alliance to End Homelessness logo.

Supportive Housing Growth Plan Implementation Supports

Developed practical guidance, toolkits, and implementation resources to support harm reduction, anti-racism, anti-oppression, and anti-stigma practices within Toronto’s supportive housing sector.

Challenge: Translate key priorities within Toronto’s Supportive Housing Growth Plan into practical guidance, tools, and implementation supports related to harm reduction and anti-racism and anti-oppression.

Approach: Led multiple interconnected strategy, engagement, research, and toolkit-development initiatives involving stakeholder consultations, environmental scans, policy and practice review, focus groups, framework development, and synthesis across several priority implementation areas. The work focused on translating complex system priorities into practical organizational guidance and implementation supports for supportive housing providers.

Result: Developed a suite of practical and implementation-oriented toolkits to support more equitable, trauma-informed, anti-stigmatizing, and harm reduction-oriented supportive housing practices across the sector.

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Community Benefits Framework

Supporting strategic alignment and reporting readiness across multiple City divisions and advisory partners through development of a shared outcomes framework, indicators, and implementation supports for Toronto’s Community Benefits Framework.

Challenge: Support alignment, reporting readiness, and shared understanding across multiple City divisions and advisory partners involved in Toronto’s Community Benefits Framework.

Approach: Leading a collaborative engagement and strategic alignment process involving facilitation with internal City divisions and an external advisory group, development of a logic model and shared outcomes framework, clarification of roles and responsibilities, and development of indicators and reporting approaches.

Current Focus: Supporting the City in strengthening consistency, shared ownership, implementation alignment, and reporting readiness related to Community Benefits initiatives across divisions and agencies.

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Organizational Capacity Building and Scaling Initiative

Supporting a nonprofit organization serving survivors of gender-based violence and human trafficking through development of a Theory of Change, operational frameworks, workflow mapping, and organizational scaling supports.

Challenge: Support a nonprofit organization serving survivors of gender-based violence and human trafficking in preparing for organizational growth and operational scaling.

Approach: Facilitated development of a Theory of Change, operational workflow and service pathway mapping, organizational scaling framework, and performance measurement considerations to support organizational planning, sustainability, and grant readiness.

Current Focus: Producing practical planning frameworks and organizational tools to support strategic growth, operational clarity, and future measurement and reporting efforts.

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Strategic Planning and Performance Measurement

Developed a comprehensive KPI framework aligned with the Registrar's Office strategic plan to support performance monitoring, strategic oversight, and evidence-informed decision-making across student services and academic operations.

Challenge: Support the Office of the Registrar in identifying meaningful ways to monitor progress and demonstrate impact across its strategic priorities.

Approach: Conducted document review and facilitated workshops with the management team to clarify intended outcomes and activities, identify potential indicators, and support final KPI selection aligned with the Registrar’s Office strategic plan.

Result: Developed a comprehensive KPI framework to support performance monitoring, strategic oversight, and evidence-informed decision-making across the Registrar’s Office.

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Black Health Alliance logo with abstract design.

Cross-Organizational Outcomes Alignment

Supporting Black-serving, Black-led, and Black-focused organizations in strengthening evaluation and data collection capacity while developing practical approaches to shared outcomes, measurement, and organizational learning.

Challenge: Support a group of Black-serving, Black-led, and Black-focused (B3) organizations in exploring shared outcome areas and future approaches to shared measurement, considering how their work can align with broader outcomes connected to the City of Toronto’s Renewed 10-Year Action Plan to Confront Anti-Black Racism

Approach: Leading a collaborative, relational collective capacity building process involving stakeholder engagement, partner retreats, shared learning, discussion of Black Data Governance and readiness considerations, exploration of shared outcome areas, and practical measurement supports within priority areas.

Current Focus: Supporting participating organizations to build a vision for future shared measurement and generating learning to inform future collective efforts.

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Five-Year Strategic Plan Development

Designed and facilitated a collaborative strategic planning process that resulted in a clear five-year strategic plan and Year 1 implementation roadmap to support organizational alignment, decision-making, and future growth.

Challenge: Support GGI in clarifying strategic direction, organizational priorities, and practical next steps for the next phase of growth and development.

Approach: Designed and facilitated a collaborative strategic planning process involving document review, multiple workshops with the senior management team, and staff focus groups to gather input, clarify priorities, identify strategic choices, and build alignment around future direction.

Result: Developed a clear and actionable five-year strategic plan supported by a Year 1 implementation roadmap to guide priorities, decision-making, and early implementation.

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Violence Intervention Service Model

Supported the City of Toronto in documenting and communicating the Violence Intervention and Support Unit's mandate, service model, and operational approach to strengthen shared understanding, consistency, and coordination across staff and community partners.

Challenge:
Support the Violence Intervention and Support Unit (VISU) in clearly documenting its mandate, service model, and operational approach to strengthen consistency, clarify roles, and build shared understanding across staff, City divisions, and community partners within Toronto's violence prevention and community safety system.

Approach:
Working in partnership with NBAU Consulting Inc., led the development of internal and external service manuals through synthesis of document review, stakeholder consultations, and workshops.

Current Focus:
Supporting creation of the service manuals through collaborative review with VISU leadership, ensuring the final products provide practical guidance for staff and strengthen partner understanding.

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Membership Growth and Market Positioning

Provided strategic advising, alongside Essentiam, to a professional association to support membership growth, value proposition refinement, and market positioning through analysis of member feedback, competitive dynamics, and emerging sector trends.

Challenge: Support a higher education professional association in strengthening its membership growth strategy, value proposition, and market positioning.

Approach: Provided strategic advising informed by analysis of member feedback, the competitive landscape, emerging trends, and business development opportunities.

Result: Developed practical strategic insights and recommendations to support membership growth, value proposition refinement, and stronger positioning within the higher education professional association landscape.

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