I would like to partner with community gardens, farms, and other outdoor spaces (Riverdale farm, High Park zoo, etc.) to incorporate animals and nature into substance use and trauma care.

Rise & Root would provide case management and counselling support along with monthly community workshops.

The centre offers social activities, gentle wellness programs, and donation-based support for basic needs like food, clothes, and transportation. Our goal is to help seniors feel connected, respected, and cared for. As Executive Director, I would lead Gentle Hearts with compassion and dignity, making sure every senior feels seen, supported, and never alone.

We provide door-to-door transportation so seniors can safely travel from their homes to the centre and back. Our building and vehicles are fully wheelchair accessible, so everyone can participate. Gentle Hearts is a place where every older adult belongs.

Through Nuevo Hogar, I hope to walk alongside newcomers as they navigate the Canadian system, helping them understand and access the resources and services available to them. Many Latino immigrants arrive with resilience and hope, yet face language barriers, unfamiliar systems, and isolation. This dream is rooted in guiding individuals and families with dignity and care, connecting them to government programs, community resources, and opportunities that support stability and empowerment.

This vision is deeply personal and shaped by my own lived experience as an immigrant. Nuevo Hogar is not only a professional goal—it is a dream that reflects my commitment to community development, social justice, and supporting Latino communities as they build a new home in Canada.

The organization centres youth voice and leadership by offering mentorship, life-skills workshops, educational support, and career readiness programs. LifttheYouth takes a holistic, strengths-based approach that recognizes young people as capable leaders rather than problems to be fixed. 

As an Executive Director, I would aim to lead collaboratively, build strong community partnerships, and ensure programs remain youth-driven, inclusive, and responsive to the needs of the community.

Safe Beginnings is my vision for a different kind of response—one rooted in compassion, dignity, and relationship. It would meet families where they are, without requiring abstinence, and recognize that a parent’s healing, a baby’s development, and their bond cannot be separated. As Executive Director, my hope would be to build a program that offers consistency instead of fragmentation, support instead of surveillance, and trust instead of fear.

Through early referral after birth, families would be connected to a dedicated care coordinator who walks alongside them, offering parent–infant support, early developmental screening, trauma-informed mental health and addiction care, and practical parenting support. Although this program does not yet exist in Saskatoon, the need for it is urgent. Safe Beginnings is my dream of creating the kind of care I know families deserve—and the kind of system I hope to help lead.

The agency would prioritize underserved and marginalized populations, including newcomers, immigrants, seniors, youth, and students, by removing barriers such as stigma, language, cost, and lack of awareness. Services would include trauma-informed counseling, group therapy, peer support programs, yoga and movement-based healing, mental health literacy workshops, and crisis navigation support. Strong partnerships with local schools, healthcare providers, settlement agencies, and community organizations would ensure coordinated and sustainable care.

As Executive Director, I would focus on ethical leadership, evidence-informed practice, staff well-being, and community participation. I would actively engage community members in program design and evaluation to ensure services remain relevant and impactful. My ultimate goal would be to build an inclusive organization that not only responds to mental health challenges, but also empowers individuals, strengthens communities, and promotes long-term resilience and social well-being.

This centre would help newcomers adapt to their new lives by offering settlement support, employment guidance, language and communication assistance, and mental health resources. Many newcomers experience isolation, culture shock, and stress, especially when they don’t have family or community support. I want this agency to be a safe, welcoming space where people feel understood, respected, and supported.

The centre would also focus on building community connections, helping newcomers understand Canadian systems (housing, healthcare, education), and empowering them to regain confidence and independence. My goal would be to not only provide services, but also help newcomers feel a sense of belonging and hope as they rebuild their lives in Canada.

I know it would be a senior-serving organization, but my interests and passions related to supporting older adults are so broad!

The organization I currently work for is a strong, older adult focused, community-based organization that offers a wide range of programs and services. Leading an organization like this is something I would love to do.

If I were to dream up and start my own organization, I would focus on design and capacity building-supporting communities, municipalities and organizations to design, strengthen and sustain models that support aging well.

I struggle with whether it would deliver direct services or not because the I don’t want to duplicate existing services/programs but to complement and strengthen what already exists by using my experience and skills to support.

Ideally, there would be a service menu for organizations to choose from such as volunteer engagement design, workflow mapping, program evaluation, community engagement facilitation, co-design workshops.

If I could run any non-profit agency, I would want to be the Executive Director of DREAM, an organization that supports youth and young adults (16–29) facing homelessness, housing instability, mental health challenges, justice involvement, or barriers to employment and education.

DREAM would provide trauma-informed and culturally responsive supports to help young people move from survival mode to stability and independence.

Programs & Services

• Housing navigation and stability support

• Employment and education pathways (resume help, interview prep, training)

• Case management and mentorship

• Life skills support (budgeting, ID support, referrals)

• Community programs that build connection, confidence, and belonging

My goal as Executive Director would be to create a space where youth feel safe, respected, and supported, while also building real opportunities for long-term success.

• provide case management and counseling to help those get connected to other services and receive support

• Offer regular workshops so people can learn about things such as financial management, what benefits they qualify for and their rights in employment and housing

• Connect with other food banks and charities to trade and swap to ensure the items donated go to where they are needed most

• Teach community members how to garden and have a community garden to grow fresh food

That being said, I imagine a Black-led arts & wellness hub with a recording studio and rotating professionals coming to teach the youth and adults who are underserved and in poverty. The hub would have instrument rentals, drop-in evenings for connection and album listening, panels, a yoga and movement space, a sensory room, library, and sexual health/hygiene supplies as well as meals. Similar to Sketch Toronto but for the west enders. Toronto is spoiled, would like to see the resources and funding move further out and up to Jane-Finch/Sheppard & Weston.

My agency would provide a safe and supportive space for women facing emotional, physical, psychological, and financial abuse. It would offer crisis support, counselling, housing assistance, and connections to legal and community resources. The agency would also focus on advocacy, helping women navigate systems such as housing, income support, and the justice system. Programs would be trauma informed and culturally responsive, with an emphasis on rebuilding independence, confidence, and long-term stability. The overall goal would be to support women in moving from crisis toward safety, healing, and empowerment.

Built on the belief that sport and movement can be tools for healing, connection, and purpose, the organization would work alongside schools, competitive sport programs, and communities to provide young athletes with the resources they need to truly thrive. This would include access to eating disorder prevention and recovery supports, sports and performance anxiety care, body image education, financial and equipment assistance, coaching and fitness guidance, and spaces that foster team camaraderie and belonging.

At its core, the organization would recognize that athletic development cannot be separated from mental health, education, identity, and community. Through movement- and sport-based therapeutic programming, mentorship, and on-the-ground engagement, it would help athletes build healthy relationships with their bodies, competition, and themselves.

The organization would also emphasize long-term support through creating an alumni network of former athletes who have navigated the system and now give back as mentors, advocates, and leaders. These alumni help younger athletes see what sustainable success looks like beyond wins, scholarships, or rankings.

I would lead ALIGN with a deeply rooted, engaged framework, and I would make a point of being present where it matters most: in schools, gyms, fields, arenas, and community spaces. Through speaking engagements, workshops, and direct collaboration with coaches and educators, ALIGN would equip young people with the tools to balance sport, education, and self-worth. ALIGN would show athletes not only how to excel in their sport, but also in their communities and, ultimately, in their futures.

The Dream for me with Roots, Routes and Resilience would be to build and sustain structures that support community leadership rather than manage people.

I dream where one day I could be the E.D. of an agency that includes investing in community gardens, more canopies in less affluent neighbourhoods or wherever they are needed, and native pollinator areas where weather and land allow, shared kitchens and preservation workshops during harvest and colder months, and year-round opportunities to gather in circle, as well as participate in greenhouse,s and other winter programming. An important part of this work is creating intentional spaces where young people can meet with elders from their communities to deepen their understanding of where they come from their histories, traditions, family stories, and lived experiences. I thought of a name for this program and I like Stories Between Us. Helping with social isolation of seniors and sharing stories about back home and the traditional foods, music, regalia and language for the youth to learn more about their ROOTS (I also chose ROOTS as they are the foundation of the trees I would like to see planted, the plants in the community gardens and the roots of the native pollinator flowers/grasses/fruits etc. These gatherings are designed to support learning through listening, reflection, and relationship, recognizing elders as knowledge holders and youth as active participants rather than passive recipients. I envision a place where kids can go to after school and do things that are constructive. I believe that by keeping youth busy with constructive projects/items is a start to end youth loitering in the mall, in subway stations and getting into trouble. I would love to see them get busy with relevant after school programs. In the place that I am thinking of having this agency, is right beside a Raptor funded (5) Raptor funded and maintained basketball courts. I think weekly 3 on 3s would be quite popular as I am familiar with the space. I have so many ideas but not enough space or time to share them. :-)

Newcomer programming sits at the core of this work, particularly creating space to reflect on first winters, first summers, and the layered experience of learning how to live in a new place. These moments are approached not as challenges to overcome, but as meaningful transitions that shape belonging over time. Hence the part of the name ROUTES.

Facilitation across the agency would be grounded in Indigenous Ways of Knowing that prioritize listening, reciprocity, reflection, and connection to land and season. Storytelling, food, and place are woven together and I have many ideas for programs I would love to see built around those . My responsibility would be to hold this framework steady ensuring the organization remains non-hierarchical, responsive, and rooted in care, working from trauma-informed and from an anti-oppressive framework. This will allow people to arrive with their histories, contribute what they know, and grow resilience together, season by season. RESILIENCE rreflects the collective strenth that grows when people are supported, conected, and allowed to adapt together rather than expected to endure things alone.

My dream nonprofit is BridgeWorks Youth & Community Hub, an organization focused on supporting youth and families who are navigating gaps in education, employment, and community belonging.

The agency would work with high school students and young adults, especially those from marginalized or under-resourced communities, to help them transition confidently into post-secondary education, skilled trades, or meaningful employment.

The core of the work would center on mentorship, academic support, career readiness, and access to community-based resources.

What makes BridgeWorks important to me is its strong community-led approach. Programs would be co-designed with young people, families, schools, and local organizations, building on existing strengths rather than focusing only on deficits.

The organization would also advocate for systemic change by partnering with policymakers and institutions to address barriers related to equity, access, and opportunity.

As Executive Director, my role would be to ensure the mission stays grounded in community voices while building sustainable partnerships and funding to support long-term impact.

In my most idyllic dreams, the hub would have a physical space, with a movement studio, a visual arts studio, a music/recording room and a community space with tables, cozy couches and chairs as well as a kitchen and dining area where meals would be served. We would also have a community garden kept in partnership with a local indigenous organization, and we would offer land and food stewardship and sovereignty programming.  

At the hub, the core programming would have an intergenerational focus, so we would always be running at least one senior’s program, one adult program, one youth program, and one program bringing them together. The theme, focus and arts practices would vary and rotate based on participant interests/ needs, and based on the artists in residency at the time. 

Outside of the hub, the team would be mobile and would travel across the city , province or country to collaborate with other orgs. This is an important aspect of the organization as our work would be rooted in the notion that in a lot of cases social service organizations don’t have the time, resources or training to engage with community in art focused meaningful  ways, since as we now, so much of the sector is caught up in a cycle of bandaging issues and trying to get communities access to the first lines of support. But this means that both community workers and communities are left burnt out and longing for more connection. 

Mossbridge wants to function as a meeting place, a connector and support for existing organizations, community workers, artists, and communities. To do this we would focus on developing and practicing a model of facilitation and collaboration that is transformative, intentionally grounded in slow, deep, relational care, while also researching and developing avenues to sustainably fund and support such models. We would get to know our partners and their communities and work to support them in embedding creativity, art, joy and play into their work and their lives.  

The goal wouldn’t just be to offer programs, but to help Black youth understand why these areas matter and how to take care of themselves in each one. A big part of the work would be making sure youth know what resources exist and how to access the right supports when they need them, whether that’s related to school, mental health, or physical well-being.

I would want the organization to be a safe space where Black youth feel understood, supported, and empowered. By focusing on education, health, and access to services, the organization would help young people build confidence, develop life skills, and move forward with the tools they need to succeed.

If I had the money and resources, I think I would focus on young people with disabilities who lack family support. This could be emotional, financial, related to housing, and other important areas for creating responsible future adults who can become who they want to be.

Working in this field, I believe there are young people who are confused about what they want to be and what their parents want them to be. They need a helping hand to hold theirs and remind them that everything will be alright.

Assuming that young people have the world at their fingertips might be true, but not all of them are aligned with their goals, and some are simply looking for emotional support to pursue their dreams without being a burden.

In addition to employment support, Grounded Futures offers pre-employment programs that help individuals rebuild routine, confidence, and readiness for work. These programs include computer skills, soft skills training, learning about workplace accommodations, Wellness Recovery Action Planning (WRAP), Humble Tiger–informed coping skills, career cruising, and interactive workshops. Through this preparation, individuals are supported to gradually re-engage with employment in a way that feels manageable and sustainable.

As Executive Director, my goal would be to create a supportive, non-judgmental environment where individuals feel prepared, empowered, and confident to return to work and build stable futures.

As Executive Director, my focus would be on walking alongside individuals and families with dignity, respect, and care, recognizing both their resilience and the challenges they face. Nuevo Hogar would not only address immediate settlement needs but also create a sense of home, empowerment, and community for those far from where they were born. My goal would be to ensure that every newcomer feels supported, included, and equipped to succeed.

Then, as Executive Director, I would envision Little Roots as an agency that truly listens to children and values families as experts in their own lives. Grounded in community development principles the organization would use participatory approaches to co-create programs alongside parents, caregivers, and community partners. Special attention would be given to families experiencing stress related to economic pressure, caregiving demands, or social isolation. Little Roots’ goal would be to nurture safe, inclusive spaces where children feel seen and supported, and where families are empowered to build resilience, connection, and long term well-being within their communities.

The organization would operate on the principle that change is most meaningful when it comes from those with firsthand experience. Inside Voices Collective would provide opportunities for skill-building, personal development, mentorship, and advocac both inside prison walls and in the community after release. Programs would be co-designed with participants, using participatory action research and collaborative decision making, so every voice shapes outcomes.

As Executive Director, I would focus on creating a culture of trust, transparency, and respect, where participants feel seen, heard, and valued. My goal is not just to provide support but to amplify the voices of those who are often unheard, helping them become leaders in their own growth and agents of change within their communities. By centering lived experience and fostering authentic participation, Inside Voices Collective aims to challenge the systems that marginalize prisoners while building programs that truly make a difference in people’s lives.

My leadership priorities as Executive Director:

• I would build strong partnerships (settlement agencies, schools, employment hubs, libraries, and local employers) to reduce barriers and avoid duplicated services.

• I would create a trauma-informed, anti-oppressive workplace culture where staff feel supported and newcomer voices guide decisions.

• I would use data and community feedback to evaluate programs, improve services, and secure sustainable funding.

Why this matters to me:
I want to lead this agency because I know how overwhelming settlement can be, and I believe many of the barriers newcomers face can be reduced when people get the right support at the right time.

The organization wouldn't duplicate services, but rather fill in gaps and work to connect systems. The underlying vision of the organization would be to improve food security and nutritional justice by addressing underlying structural and institutional barriers and inequities. Using food programs as an entry point to build trust and belonging, the organization would integrate wrap around supports and programming in adult education, systems navigation and employment counselling, where individuals can move at their own pace. I would want this to be a place where individuals feel welcomed, respected and dignified, and where food isn't something you have to earn, it's non-conditional. This would be a choice-based, community informed and culturally grounded organization. The organization would be designed with flexibility; valuing community experience as expertise and working alongside community members.

The purpose of the program would be to combat youth social isolation, which is a growing issue in Toronto. Because of this, community building and self love would be a big part of the program's "curriculum". Each session would include repeating positive affirmations to uplift participant self-esteem. The participating youth would also get equal opportunities to contribute to the planning of musical showcases/performances.

Programs are designed to be engaging, active, and hands on, using play based learning to build skills such as problem solving, teamwork, communication, and confidence. As demand continues to grow, transitioning into a charitable model will support long term sustainability, increased program capacity, and a broader impact across the community.