Judy Charles

As a professor at Centennial College and a CAF veteran, I have been asked to assist with a research project proposal that focuses on CAF members' and their families' well-being (see blurb below). Although I have some military organizations/associations in mind, I am looking for suggestions from the veteran community where I could connect with CAF veteran-centric organizations that I may not know of. The paragraph below is a brief description of the proposed research project. We are launching an applied research project focused on helping Canadian Armed Forces (CAF) members and their families better navigate stress, deployment cycles, and reintegration. This is not therapy and not a clinical trial. The goal is to explore short, interactive digital tools and games that help members recognize stress patterns, practice coping strategies, and strengthen communication at home — in ways that complement existing CAF programs and supports. We are seeking partnerships with CAF-aligned organizations to help shape the project through focus groups with members and their families who will provide lived-experience input, and guidance on safe, responsible implementation.

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I am very pleased to announce the recipients of the OPPORTUNITIES/SOCIAL DEVELOPMENT (OSD) Project Funding to Help Service Providers Transform Disability. Seven organizations will receive funding through the Service Evolution Fund to enhance how they support people with disabilities, advancing the work of the Nova Scotia Human Rights Remedy and moving the sector toward more person-directed, community-based services. “Service providers across the province are stepping up in meaningful ways to transform how services are delivered,” said Barbara Adams, Minister of Opportunities and Social Development. “The Service Evolution Fund gives organizations the tools, training, systems and planning supports they need to shift away from legacy models and fully embrace the remedy’s vision. The progress we are seeing is tangible – and it’s being driven by leaders, staff, participants and communities who are committed to creating lasting change.” The government has committed $1 million annually for three years to the Service Evolution Fund; applications are accepted and grants awarded quarterly. Launched in October 2024, the fund supports planning, training, technology, strategic development and other activities that help organizations transition from facility-based to community-based service delivery. These efforts are essential to advancing the transformation required under the remedy. Quotes: “LifeTime Home Solutions (Colonial Community Services) is grateful to be chosen as a recipient of the Service Evolution Fund grant. This grant enables us to re-align our business model with the key directives of the remedy. Our goal is to support and empower individuals to achieve independence, while cultivating a diverse and inclusive community grounded in care, collaboration and mutual support. With these funds, it provides the means for LifeTime Home Solutions to create transformative independent living solutions – creating community environments where everyone has the opportunity to thrive. We wholeheartedly thank the Province for this opportunity to better serve our community and its individuals.” — Jennifer Popperl, Executive Director, LifeTime Home Solutions (Colonial Community Services) “Front-line staff play a critical role in shaping how the remedy comes to life. Through the Service Evolution Fund, we were able to bring together more than 100 front-line professionals for the first time in over 20 years. Staff left with clearer understanding of the remedy, renewed confidence and a shared commitment to culture change. This kind of investment is essential. It helps us build a sector where autonomy, dignity and choice guide every decision.” — Amanda Burt, Financial Co-ordinator, Horizon Achievement Centre, Cape Breton Regional Municipality (previous fund recipient)

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A significant and timely tool indeed, Sambhavi Chandrashekar, PhD. A very practical, hands-on resource for the GC and other federally regulated employers considering adoption of the new Accessibility Standards Canada employment standard, and updating their three-year accessibility plans under the #AccessibleCanadaAct to identify, remove and prevent barriers in employment and other areas. Bravo to CAN and the Employment Community of Practice. #AccessibleCanada #Canada2040 #BarrierFreeCanada VRAIE IDEA Tony LaBillois Sherri Wilson Stephanie Austin Normes d'accessibilité Canada / Accessibility Standards Canada Andre Baril Alfred MacLeod Julie-Anne Codaire Tina Namiesniowski Accessibility Institute at Carleton University

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Operational Leadership Community of Practice: Thinking About Your Role as an Operational Leader in Ontario’s Developmental Services Sector- Today I participated in this webinar, which provided quite a lot of interesting discussions. These discussions were based on all of the changes occurring within the developmental services sector as well as how we as operational leaders should act upon adapting to these changes. This webinar also included very important topics such as: - working with community partners that don’t have a DSW background… how do we go about that? - Passport funding/direct support; changes in government funding -Behavioural competencies/core competencies in the DSW field - developing a DS workforce strategy to best support people with developmental disabilities within communities - collaborating with the sector to support a more skilled, diverse and professional workforce And more details of this webinar is also provided on this YouTube link below. https://lnkd.in/gfHM5MBG I wanted to thank my organization (Salvation Army) for providing me with the opportunity to connect with Community Living Toronto so that I could attend this webinar, network with people and continue to attend these sessions monthly. I believe this will give me room to grow and learn more about how I can become successful as an operational leader in the DSW field.

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Fund development strategic sessions are not about “how do we raise more money?” They are about clarity. When done properly, a fund development strategy session becomes a value refinement exercise. It forces organizations to answer: • What do we actually stand for? • What outcomes are we truly trying to achieve? • What is core — and what is noise? • What is fundable because it creates measurable impact? Too many nonprofits and municipalities approach fund development tactically — reacting to grant deadlines, chasing sponsors, or applying for whatever is open. Strategic fund development flips that. It aligns: ✔ Vision with funding streams ✔ Programs with measurable outcomes ✔ Leadership capacity with revenue goals ✔ Community priorities with investment opportunities The result isn’t just more funding. It’s organizational discipline. It’s clearer messaging. It’s stronger cases for support. It’s better partnerships. It’s confidence in saying no to money that pulls you off mission. If your organization hasn’t paused to refine its value proposition and align it with a multi-year funding roadmap, you’re not behind — but you are leaving leverage on the table. Strategy first. Funding second. That’s how you build sustainability instead of chasing survival. https://lnkd.in/grr7uS69

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November is Indigenous Disability Awareness Month - IDAM. It's time to reshare the Intersectionality position paper I drafted collaboratively with Community Futures Treaty 7 - for the Canadian Association For Supported Employment/ Association canadienne de soutien à l'emploi. 1. Rates of disability in First Nations communities are as high as 50% 2. First Nations communities receive a fraction of the investment in disability-related supports that non-Indigenous communities receive 3. Indigenous people with disabilities have some of the highest rates of poverty and unemployment in Canada 4. Indigenous workers with disabilities experience 50% more ableism in the workplace than white workers with disabilities (KPMG, 2024) #IDAM #Indigenous #Equity #WorkforceDevelopment #Disability #Intersectionality

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I always look forward to reading PwC Canada's CEO Survey. It’s a valuable pulse check on how leaders are thinking about risk, growth, technology, and long-term viability.    This year’s Canadian CEO Insights report reinforces a theme that feels especially relevant: reinvention is no longer optional. Economic volatility, geopolitical tension, and rapid advances in AI are reshaping how organizations define resilience. Many CEOs acknowledge that without deliberate transformation, long-term sustainability is at risk.     While the survey reflects private-sector perspectives, the implications for the broader public sector are equally significant.    Reinvention in our context is not about chasing trends. It is about strengthening resilience. It is about building procurement systems that can withstand trade disruption, policy change, digital acceleration, and fiscal pressure. And it is about doing so while protecting transparency and public trust.    Another insight that stood out is the continued emphasis on cross-collaboration to deliver both performance and purpose. In the public sector, that balance is foundational. We are stewards of public value. Financial discipline and societal impact go hand in hand.    At OECM, this means continually refining how we collaborate with customers and suppliers, how we integrate technology responsibly, and how we embed ESGI principles into our sourcing strategies. Reinvention is not a single initiative. It is a mindset.    The question I am reflecting on is this: In a time of constant change, what does responsible reinvention look like in your organization?  🔗 Read PwC Canada's 29th Global CEO Survey—Canadian Insights Report: https://lnkd.in/eJZBx8Uh  #Leadership #PublicSectorExcellence #StrategicProcurement #PwCSurvey #OECM #CollaborationForImpact

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*Hot off the press!* While working with Sean Geobey and the incredible team at the Waterloo Institute for Social Innovation and Resilience on the Investment Readiness Program 2.0 (alongside phenomenal partners like Emploi et Développement social Canada (EDSC) / Employment and Social Development Canada (ESDC), The Canadian CED Network (CCEDNet) - Le Réseau canadien de DÉC (RCDÉC), SETSI, Community Foundations of Canada | Fondations communautaires du Canada, The Canadian Women's Foundation among many more!); Dilek Sayedahmed, PhD and I often talked about all the things we were trying to get "right" in the #socialfinance space in Canada, and where there might be room to learn from models around the world. In this paper, Dilek and I traverse examples from five countries across the Global South and North that our #socialfinance #ecosystem in Canada can learn from and tweak for our local context, particularly financing #nonprofits and the #socialeconomy. From Islamic microfinance to national impact investment frameworks rooted in Indigenous wisdom, this paper offers a first glimpse (and a deeply relational one at that, as all these cases come from instances of learning relationships with organizations like The Ākina Foundation, Akhuwat, Tata Institute of Social Sciences, Social Enterprise Academy Scotland and more). Abstract: Non-profit organizations worldwide face mounting financial pressures, driven by shifts in government funding, market dynamics, and rising demands for measurable social impact. These challenges necessitate innovative approaches to financing and governance, particularly for organizations striving to sustain their missions in complex and resource-constrained environments. This paper examines evolving financing trends for non-profit and social economy organizations in Canada as a case study, situating these within broader global patterns and lessons. We analyze key challenges faced by non-profit managers, including reliance on earned income, outcome-based funding models, and equity-focused capital allocation. Drawing on global practices—from Scotland’s impact investing ecosystem to ethical microfinance models in Pakistan—we identify actionable strategies for practitioners to navigate financial uncertainty and foster resilience. These include adopting hybrid funding models, leveraging community-driven approaches, and embedding equity and inclusivity in financial strategies. This paper aims to equip non-profit managers and decision-makers with practical tools to adapt global insights to local contexts, fostering sustainability and social impact. By bridging lessons from diverse regions, this paper offers pathways to strengthen the social economy and its contributions to societal well-being. Full PDF available open access at: https://lnkd.in/gMiZVFb6 Huge thanks to the Social Innovations Journal team for providing this work open access for all to check out.

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I would like to see the breakdown of this in terms of how many of those firms are illegitimate firms claiming to be Indigenous, firms that are joint venture (papered companies, no assets, no real capacity), and which are actual Indigenous owned. If you were to take a look across the country for many firms in many industries they are largely made up of joint venture companies that if a contract ended tomorrow so would that companies existence. I’ve watched major resource projects grow and scale and have significant Indigenous content but only because the contracts were filled by JV’s. Procurement teams will often overlook the Indigenous business because of size, scale, capacity and relationship. Procurement also, most times does not give suppliers additional points or weighting towards firms that hire smaller Indigenous suppliers which is also frustrating because that’s where most real Indigenous owned businesses may have capacity for. As an entrepreneur and investor it’s also frustrating to see that most lending programs and government programs require community ownership vs Indigenous entrepreneurs. Indigenous entrepreneurs need access to the capital programs just as much as community owned enterprises because they need to be able to scale to meet the demands of these contracts. The most I can access as an entrepreneur is $99,999 then we are expected to bid on multi-million dollar contracts which take time and resource to bid on. I can see where most are frustrated but all I would say is let’s ensure procurement focuses on quality vs quantity to ensure no further harm is caused by the systems we have in place.

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Elated and tickled pink that Shelley White MA, ICD.D has joined Gamble Alert’s Advisory Board. Shelley is internationally recognized for her leadership in advancing responsible gambling, player protection, public education, and harm prevention across global gaming markets. She joins Gamble Alert at a pivotal moment as the organization expands its partnerships, regional engagement, industry collaborations, and continental responsible gambling initiatives.

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How can we get wiser governance? Recent posts here have promoted Citizens’ Assemblies as a means of getting wiser governance in Canada. In addition to Citizens’ Assemblies, other reforms that could improve governance include adoption of a proportional representative voting system; reduction of the power of the Prime Minister and his Office (suggested by Elizabeth May, Duff Conacher (Democracy Watch), and more recently by Andrew Coyne, “The Crisis in Canadian Democracy”); reform of the Loyal Opposition—and more. Such reforms could facilitate adoption of a basic guaranteed income to reduce poverty, reduction of disparity in wealth to improve a number of societal problems, and development of a proven substance abuse policy that would save lives and money. The problem: our current governmental system makes reform difficult if not impossible because it reduces the power of political parties and the Prime Minister, and they are the only ones who can make the needed changes. To implement any reform, massive public mobilization is needed. That has not yet begun.

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Most executives say they want a board seat. Fewer have ever been tested in a boardroom simulation. Sound judgment under pressure, crisis management, CEO succession, compensation, strategy — that’s what defines modern governance. On March 18, Tampa PDA is hosting a live Boardroom Simulation Workshop. Not a panel. Not a lecture. A working session. You’ll step into the role of a director. Would your thinking hold up? Private Directors Association®-Tampa Bay

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I am excited to formally launch Redgate Governance + Leadership Training today with my partner in all things, Donna Redmond Gates. Over my decades working with PR and marketing agencies in Canada and the US, I saw firsthand the power of executive presence and strong leadership communication skills and I wanted to offer formal training to help individuals and organizations lead with confidence. Donna is an experienced Board professional who heads up Redgate's Governance practice and will provide a variety of services including governance reviews, succession planning advice, compensation frameworks, and performance evaluations. If you're interested in leadership training or governance strategy, check out the programs offered on our website at redgate.ca and get in touch.

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In “Who Do We Choose to Be”, Margaret Wheatley writes that sense-making may be the most important leadership competency of our time. That idea has stayed with me following a recent United Way Winnipeg Strategic Leadership Team retreat at The Leaf, a remarkable and inspiring space stewarded by Ray Karasevich and our colleagues at the Assiniboine Park Conservancy. What struck me wasn’t a single insight or breakthrough. I noticed the quality of the conversations: people weren’t asking for more certainty, clearer instructions, or tighter control. They were asking questions like: 🙋‍♂️ What’s really going on here? 🙋‍♀️What patterns are we noticing? 🙋🏼What feels different than it did six months ago? 🙋‍♀️ What no longer fits? In a world that keeps changing faster than our strategies and structures, the desire wasn’t for answers—it was for shared understanding. Sense-making isn’t about being the smartest person in the room or having the best analysis. It’s about helping people slow down enough to notice what’s happening, name what they’re experiencing, and place it in a broader context. It’s relational work. It requires listening across differences, holding ambiguity, and resisting the urge to prematurely “fix” things before they’re fully understood. This is why I am so thankful to the leadership commitment of this team, who see their role not as heroes with solutions but as stewards of meaning; creating the conditions for people to think together; offering language when things feel confusing; connecting dots between lived experience, values, and direction. These folks understand that helping our teams move from fragmentation toward coherence starts with finding alignment in ourselves and as a team. The retreat reminded me, as a leader of these leaders, that when people feel oriented—when they can make sense of their work, their environment, and their role within it—they don’t need to be pushed to act. They move with greater confidence, care, and purpose. In times like these, that might be the most practical leadership work we can do.

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This afternoon, I had the pleasure of attending a Strategic Thinking Workshop led by Gloria Annable from CPA Ontario. The session explored the distinctions between critical thinking and strategic thinking, emphasizing how CPAs can analyze real-world scenarios to develop insightful and actionable recommendations for clients. One segment that stood out to me was the discussion on strategic thinking “the CPA way”; assessing the situation, analyzing key issues, concluding and advising, and communicating effectively. The emphasis on communication particularly resonated with me. Gloria noted that many organizations share a common challenge with new graduates: the ability to communicate clearly and persuasively. It’s not just about possessing information, it’s about how we deliver it. In professional environments, especially in client-facing roles, the way we communicate can often be just as impactful as the content itself. Overall, this workshop was a great reminder that effective strategy is as much about thoughtful analysis as it is about clear and confident communication, a skill I’m continuously working to refine as I grow in my professional journey.

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As a co-chair of the Resilient Workforce Working Table convened by the Future Skills Centre - Centre des Compétences futures, I am seeing a clear theme emerge: Canada’s economic security depends on how quickly we can empower our workers. With U.S. tariffs and AI-driven shifts creating uncertainty, our priority must be practical solutions. Our interim update highlights the need for innovative training models that ensure workers in skilled trades and manufacturing are prepared before the next disruption hits. We’re building a roadmap to ensure that as the economy evolves, Canadian workers are always in the driver's seat. Read our interim findings below. Stay tuned in the spring for our full recommendations. https://lnkd.in/eJN78rhh

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New Learning Brief: Scaling Pathways to Sustainable Careers    NPower Canada, with support from Blueprint and Future Skills Centre - Centre des Compétences futures, is the first workforce development organization in Canada to launch a Randomized Controlled Trial (RCT). Discover how we’re building rigorous evidence to show our programs make a measurable difference.    Read more: https://lnkd.in/ehdKc_gK

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The Impact Assessment Agency of Canada (IAAC) has released its Red Tape Progress Report, which details steps taken and planned to increase the efficiency and timeliness of federal impact assessment. A must-read for those practitioners engaged in the federal IA process... #IA #impactassessment #canada #cdnpoli #efficiency #streamlining #regulatory https://lnkd.in/gg2JUWjM

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