Featured academic work

Discover my featured academic work, a testament to my analytical skills and critical thinking in the realm of child and youth care. My projects, particularly my Personal Leadership Philosophy, my positionality statement and AOP goals in child and youth care, the ethical guidelines and decision making framework, my relational practice statement and collaboration plans, my trauma informed approach plan in CYC and Child and youth care management. All these reflect a deep commitment to fostering positive change and empowering young people. Explore how my academic journey, rooted in Moncton, New Brunswick, prepares me to be an effective and compassionate leader.

My Academic portfolio

Welcome to my academic portfolio, a comprehensive showcase of my dedication to child and youth care (CYC) leadership and ethical practice. Here, you'll find key projects and papers, demonstrating my commitment to impactful service and critical thinking within the field. This portfolio is designed for all who come across it to understand my skills and knowledge in Child and Youth Care

MY PERSONAL LEADERSHIP PHILOSOPHY 

Leadership: Self (1259-2717)

My Personal Leadership Philosophy (PLP) is built on the belief that leadership in child and youth care is a profound privilege and responsibility. It demands balancing organizational objectives with the lived realities of children, youth, and families, while upholding ethical practice. For me, leadership transcends authority; it embodies service, inspiration, and consistency. My approach is shaped by core values of consistency, respect, empathy, and collaboration, and guided by my experiences as a critical thinker, analytical person, listener, and change agent. I aim to create spaces where possibilities flourish for young people. I encourage you to reach out to discuss my work further.

MY LEADERSHIP ESSENCE:

•Philosophy: Consistent in care, authentic in service, transformative in impact.

•Core Values: Consistency, Respect, Empathy, Collaboration.

•Vision: Create experiences where youth feel seen, valued, and inspired to lead.

•Reimagine culture as a foundation not a barrier to empowerment.

CONCLUSION

My personal leadership philosophy is anchored in consistency, respect, empathy, and collaboration. It reflects my belief that leadership is service (servant leader), that youth deserve cutting-edge experiences of care, and that ethical practice must guide every decision. My philosophy does not change across roles; instead, my adaptability allows me to express it differently depending on context. Ultimately, I aspire to be a leader who inspires others through authentic presence, ethical action, and a commitment to creating environments where both youth and colleagues can thrive.

 

 

 

 

 

 

POSITIONALITY STATEMENT AND AOP GOALS IN CYC 

Diversity and Power in Child and Youth Care (1259-2714)

•I am a black African Canadian woman of faith, an immigrant, and a leader in the Child and Youth Care space in Canada.

•My guiding belief: 'What goes unnamed goes unchanged.' I believe in honest reflection and naming power.

•I faced linguistic bias early in Canada, learned the value of dignity and inclusive policy.

•Leadership means using privilege to challenge inequities and elevate marginalized voices.

Commitments and AOP goals

Commitment in Practice :

  • I use empathy, feedback, and dialogue to create inclusive spaces.
  • I transform reflection into habit through equity audits, round-robin speaking, and inclusive documentation.

Anti-Oppressive Practice Goals:

  • Shared Decision-Making: Center youth and frontline voices.
  • Reduce Linguicism & Class Barriers: Provide translation and equitable access.
  • Sustain Reflexive Leadership: Weekly bias audits and continuous learning.
  • Core Message: Anti-oppressive leadership means naming, sharing, and sustaining fairness

Conclusion

Across both tasks, the through-line is simple: name power honestly, treat lived experience as data, and redesign the “defaults” of care so the young people and workers furthest from power can shape the center. That is anti-oppressive leadership, daily, practical, and accountable.

ETHICAL GUIDELINES AND DECISION MAKING FRAMEWORK

Advocacy in Child and Youth Care (1259-2715)

My course in Advocacy in CYC, I focused on building ethical guideline and decision making framework in CYC. And it requires the following

  • Advocacy in child and youth care requires empathy, cultural humility, and accountability. These ethical guidelines shape how I engage with youth, families, and communities.
  • Cultural Humility: Commit to lifelong reflection, learning from others, and respecting cultural diversity.
  • Communication: Share accurate, respectful, and consent-based messages; use social media ethically
  • Community Engagement: Co-create advocacy strategies, build trust, and empower youth to self-advocate.
  • Legal Compliance: Follow the UNCRC (1991), CYFSA, and PIPEDA; uphold confidentiality and professional standards.
  • Reflection & Accountability: Maintain reflective practice, seek peer consultation, and prioritize self-care

Decision making framework for ethical dilemmas

  • Ethical dilemmas in advocacy often involve balancing rights, values, and responsibilities. This framework provides a practical approach to guided decisions:
  • Identify Issue, Gather Information, Analyze the principle, Weigh Options, Consult and Reflect, Decide and Act, Evaluate and Learn (Explore).

SEE DIAGRAM OF THE DECSION FRAMEWORK BELOW

 

RELATIONAL PRACTICE STATEMENT AND COLLABORATION PLAN  Leadership: Relationships (1259 - 2718)

Relational practice statement

My relational practice statement finds it's true meaning and essence in the following"

  • Meaningful connections are at the heart of effective CYC. Every interaction holds potential to affirm a young person’s worth and create a sense of belonging.
  • Core Value: Respect, Integrity, Collaboration
  • Communication Style: Authenticity, Active listening, Cultural responsiveness
  • How I foster interaction: relying on mutual respect and creating moments of reflection. prioritizing collective efficacy
  • My relational practice philosophy centers on connection and care.
  • My goal is to lead and serve in ways that empower others, helping both teams and individuals believe in their ability to create change together

Collaboration plan

  • Team Member Collaboration Plan - is hinged on shared leadership, collective efficacy, and relational accountability.
  • External Partner Collaboration Plan - goal-driven partnerships that enhance the quality of care for youth. The approach and strategy focus on partnerships built on mutual respect, clear communication, and shared accountability. Significant challenges of differing priorities and standards are managed by finding common ground through shared values.
  • Community Member Collaboration Plan - focuses on engaging and empowering community members to be active partners in supporting the well-being of children, youth, and families. The strategy to achieve this is through community inclusion, cultural humility, and shared leadership. Significant challenges of mistrust are addressed through humility, listening deeply, and demonstrating consistency over time.

TRAUMA INFORMED APPROACH PLAN

(Trauma Informed Practice (1259-2750)

SUMMARY

SMART GOALS & PREVENTION PLAN

This artifact summarizes a trauma-informed organizational plan grounded in collective care, cultural safety, and structural equity within my organization.

SMART Goals (1–3 Years timeline)

  • Individual Level: Establish consistent reflective and grounding practices.
    • Current: Inconsistent trauma-informed application.
    • Outcome: Staff demonstrate regulated, culturally responsive practice.
    • Steps: Weekly grounding circles, reflective shift check-ins.
    • Measurement: Staff surveys, youth incident reduction.
  • Program Level: Unified trauma-informed manual across 5 programs.
    • Steps: Cross-program committee, youth or staff co-design, piloting.
    • Measurement: Implementation fidelity, reduced staff confusion.
  • Organization Level: Integrated trauma-informed HR and supervision policies.
    • Steps: Policy audit, co-design, mandatory training.
    • Measurement: Staff retention, cultural safety audits.
  •  System Level: Formal trauma-informed community collaboration.

    - Steps: MOUs, cross-agency training, quarterly meetings.

    - Measurement: Number of MOUs, improved coordination.

Prevention Plan

• Prevent Vicarious Trauma: Quarterly reflective supervision.

- Rationale: Research-proven reduction in burnout.

- Challenge: Staff time constraints → Solution: Protected supervision hours.

• Prevent Moral Injury: Confidential ethics consultation pathway.

- Rationale: Reduces distress linked to value-conflicting directives.

- Challenge: Fear of retaliation → Solution: Confidentiality policy.

• Collective Care Shift: Bi-weekly resilience rounds.

- Rationale: Reduces isolation, builds cohesion.

- Challenge: Staff fatigue → Solution: Short structured sessions.

ACTIVE RESPONSE AND ADVOCACY

  • Active Response Plan
    • Ongoing Vicarious Trauma Response: Rapid Response Emotional Safety Protocol (RRESP).
    • Trigger: Staff overwhelm, repeated trauma exposure.
    • Roles: Supervisors activate; peers support; mental health partners consult.
    • Follow-Up: 72-hour check-in, documentation review.
  • Collective Care for Unexpected Incidents: Critical Incident Debrief Circles.
    • Trigger: Restraints, violent incidents, AWOL harm, systemic failures.
    • Facilitator: Trained staff lead; leadership attends as observers.
    • Follow-Up: Action recommendations and environmental adjustments.

Systemic & Structural Advocacy

  • Addressing Systemic Oppression: Culturally Safe Practice Framework.
    • Includes: pronoun policies, cultural mentors, and diverse signage.
    • Measurement: Cultural safety surveys, youth belonging indicators.

CHILD AND YOUTH CARE MANAGEMENT (1261-2177)

MANAGEMENT TOOLS FOR CHILD AND YOUTH CARE 

In this section of my e-portfolio, I present four management tools that I developed to enhance the effectiveness of Child and Youth Care (CYC) organizations.

These tools are:

1. Program Evaluation Template

2. Performance Evaluation Checklist

3. Mentorship Program Initiation Template

4. 1-Year Budgeting Schedule for Non-profit Organizations.

Each of these reflects my ability to design practical systems that promote quality care, staff development, and organizational accountability. 

These tools depict essential management competencies required for effective CYC leadership. The Program Evaluation Template highlights my strengths in strategic planning, outcome measurement, and continuous improvement. The Performance Evaluation Checklist demonstrates my ability to establish supportive processes that enable personnel development and ethical practice. The Mentorship Program Initiation Template reflects my commitment to skill-building, professional growth, and the cultivation of a positive organizational culture. The 1-Year Budgeting Schedule demonstrates my understanding of financial management, long-term planning, and the unique needs of non-profit organizations.

Developing these tools has prepared me for future leadership by deepening my understanding of how organizational systems influence daily practice. I carefully consider organizational needs, effective personnel support, and strategies to enhance outcomes for youth. I have begun introspecting since this assignment started and already adopted these tools in my own professional setting, where I co-run a youth non-profit with my sister. This process has strengthened my ability to set clear expectations, design accessible tools, and manage with both structure and empathy. Collectively, these examples demonstrate my growth as a reflective practitioner and an emerging leader committed to advancing CYC organizations.

 

For the management tool I built, please see link to them

 

 

SOME USEFUL LINKS:

Top 9 Nonprofit Funding Sources for Any Organization

How to Create a Nonprofit Operating Budget | Keela

Mentoring Programs: Top Features and Best Practices

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