-Strategic Planning and Implementation that Works

-Staff and Board Training and Development

-Program development

-Communications Support

-Policy and protocol development and implementation: housing and homelessness, non violent crisis intervention alternatives

-Leading through grief and loss

-Trauma informed management training

-Group and Individual Learning and Work

Encampment Outreach Expertise.

Can advise on

-upholding human rights

-strategising for success in relationships with stakeholders including firefighters, police, government representatives, and housed neighbours of encampments

-public communications and education on encampments and homelessness

Emergency Shelter Operations.

-Oversaw 120 bed low barrier 24/7 emergency shelter in downtown Winnipeg

-Improved safety and harm reduction protocols

-Improved collaboration between frontline staff and service providers

-increased participants access to health care

-improved consistency of program delivery across teams/shifts

Can advise on

-harm reduction and safety for participants, staff and neighbourhood

-staff training and team building

-program and staff evaluation

-change management towards full staff adoption- particularly equipped for projects that can challenge personal beliefs like harm reduction measures

Transitional Housing.

Oversaw 24/7 supported transitional housing.

Rewrote transitional housing program and casework approach to incorporate:

-person centered approach

-harm reduction

-safety for all

-literature from Drs Jesse Thistle and Martin Brokenleg

Permanent, 24/7 Supported Housing.

Oversaw program and service improvements at the Bell Hotel.

Expert in

-improving outcomes for people experiencing regular psychosis and other mental health challenges

-eviction prevention

-tenanting for those who have experienced housing trauma

Over 20 years, Kate has led change management, policy development and implementation, and strategic direction in organisations and government particularly with a particular focus in anti poverty and housing and homelessness work; with increasing attention to the difficulty and importance of attending to emotional labour at front line, manager, and leadership levels.

Health care professionals, teachers and education staff, and front line workers across sectors are navigating increasing difficulty as they serve a public whose challenges are more and more complex. Few managers are prepared to support staff who are committed to excellence, yet are burdened by grief and stress. Few workplaces include effective strategies to manage the significant emotional labour associated with their service.

Staff come to work every day to make a difference. Indeed, many are motivated to help others, and even find the increasing complexity of challenges motivating. Too often, these staff experience work environments where communication, decision making, direction, and emotional support are under considered- in ways that get in the way of them doing the work they were hired to do, and are motivated to complete. Organizations that incur high levels of stress leave should consider: how much of this is caused by and could be eliminated through improved management and supportive practices.

Across the workforce, leaders are embracing values-forward imperatives to improve client experience and outcomes, reflect staff priorities, and to create safer workplaces. Treating emotional labour seriously builds the trust needed for staff to continue to offer their best, to collaborate effectively with others and reduce workplace toxicity, and to effectively implement new approaches in environments that can feel uncertain.