Women’s Health West (WHW) is the regional women’s health service for the western metropolitan region of Melbourne.  We were established in 1988 and continue our vision to achieve equity and justice for women in the west.

WHW is a feminist organisation committed to improving the health, safety and wellbeing of women in Melbourne’s diverse western region. We work to redress the gender and structural inequalities that limit the lives of women through advocacy and knowledge-based social health action as well as the provision of women-focused services and programs.

We work in partnership with women and a range of organisations to meet the needs of women in our communities through the two main arms of our organisation – health promotion, research and development; and family violence crisis support and counselling. WHW focus on population groups most at risk of poverty, multiple disadvantage and poor health outcomes, particularly women who have experienced violence. We have a staff of over fifty women.

Role:
We are looking for a woman with expertise in accounting or auditing to sit on the Finance and Risk Committee (FRC), a subgroup of the WHW Board of Directors. The core purpose of the FRC is to enable the board to fulfil its governance obligations by providing assurance to the board regarding financial monitoring, accountability and risk management.

The terms of reference are:

• To identify, develop and review policy and procedures in regard to financial, governance and organisational risk management;
• To assist in the regular review of financial controls and compliance systems including those associated with risk management and compliance with applicable laws and regulations;
• To oversight the budget of WHW, assess financial reports and monitor budget variance on a quarterly basis;
• To oversight the planned and unplanned capital works program;
• To review and inform the scope of the annual external audit;
• To make recommendations to the board and act in response to directions of the board within the scope of the committee’s ToR.

Membership comprises the treasurer, who is also the convener and chairperson of the committee, at least one other nominated board member (the current member is a cost accountant), the CEO, the Business Manager and an external specialist with auditing and/or accounting expertise. It is this final position we are looking for.

Skills Required:
Accounting, Auditing, Risk Management skills are all most relevant. We are also seeking a female with a commitment to the mission and values of Women’s Health West. WHW have a VCAT exemption to advertise for and employ women only (No. A109/209).

Time frame:
The Board meets at WHW (in Footscray) on a quarterly basis during business hours and in the month prior to board reporting requirements, at a time that is mutually convenient to members. Additional meetings may be required from time to time.

For more information:
please contact Sunita Varlamos ( or 9651 6593)

SEFA’s mission is to assist talented young people who are experiencing financial and/or social hardship to achieve their full potential through the provision of a range of financial benefits and educational and personal development opportunities whilst they complete their VCE studies.

The Skyline Education Foundation Australia (SEFA) is a small non-profit organisation with deductible gift recipient (DGR) status. Each year up to 15 talented students from disadvantaged circumstances are selected to participate in the two-year Bursary Program.

SEFA’s VCE Bursary Program supports a partnership between the student, their school, teachers, their families and the Foundation. To date every graduate of the Program (a total of 35 so far) have been offered a tertiary place since the inaugural group completed Year 12 in 2007.

The VCE Bursary Program was first piloted in 2003 and was implemented on a continuing basis from 2006. The Program is based on the premise that talented disadvantaged students require both financial and personal support to consistently improve their chances of success.

Students receive financial support for school fees and subject levies; materials, equipment, stationery and text books; school camps and excursions and school uniforms. In addition they also receive the support of a full time Program Manger plus two consultants who provide three personal development sessions throughout the year focusing on the development of life, career and study skills.

SEFA relies solely on financial support from business, philanthropic trusts and foundations and some private donors. No government funding is currently provided for the VCE Bursary Program.

Role:
2 Board Members

Due to two recent resignations the Board is currently seeking two or more new Directors to complete the existing skills sets of SEFA’s three Directors and Chairperson.  There are currently two LV Alumni on the Board; Sam Butcher (WCLP ’06) and Katrina Reynen (WCLP ’04).

Specific skills that are sought include
• General business or corporate experience/contacts
• Marketing/fundraising expertise
• Familiarity with and an understanding of the NFP sector and/or previous Board experience in this sector
• Some knowledge of the education sector, and the impact of disadvantage

Starting date, meeting times and location of meetings:
Potential candidates will attend a minimum of three Board meetings before confirmation by the SEFA Board.  The Board meets on the first Tuesday of every month (February – December). Meetings commence at 5.15 pm and generally conclude by 7.00 pm.  Meetings are held at the office of Dr Peter Hollingworth, SEFA Chairperson, level 21/101 Collins Street Melbourne.

For more information:
Please contact Sunita Varlamos ( or 9651 6593)

Mark Scott delivers the 2010 Oration

August 25 saw more than 250 guests inspired by the 2010 Oration “On Leadership…” delivered by Mark Scott, Managing Director of the ABC.

Mark was an outstanding addition to the long list of leaders who’ve delivered this annual address for the past 20 years. Mark credited the ABC’s exceptional staff with being the driving force behind the ABC’s success. It was staff who created $100 million of savings required to generate the funds required to create the new ABC24 News Channel and who drive the creation of exceptional content.

Mark inspired guests by showing humility and insight and sharing that, as with so many leaders, he often waits for the ‘imposter police’ to arrive. He touched on the difficulties felt by all ABC staff when a breast cancer cluster was found at the ABC Brisbane studios, an outcome that saw Scott close the studio the following day.

Read the transcript of the 2010 Oration by Mark Scott

In a story titled, ‘Innovation easier at the ABC than Fairfax, Scott says’, The Australian newspaper’s Amanda Meade reported on Leadership Victoria’s 2010 Oration, drawing on the themes raised by Mark that without the financial imperative to return profits to shareholders, it is easier to innovate at the ABC than in a commercial media outlet: Read the report from The Australian on the Mark Scott Oration

LV is proud to have hosted Oration addresses from the following notable leaders: Justice Michael Kirby AC CMG; Sir Zelman Cowen AK GCMG GCVO KSTJ QC; Imelda Roche AO; Edward de Bono; Patrick Dodson; Hugh Mackay; Dr Jose Ramos-Horta; Noel Pearson; Michael Chaney AO; Michelle Grattan AO; Graeme Samuel AO; Terry Moran AO; Glyn Davis AC; Paul Kelly

Visit Flickr to view all photographs of the 2010 Leadership Victoria Oration

Guests enjoy the surrounds of Melbourne's Plaza Ballroom

Each year, SACS Consulting and LV present Awards for excellence in leadership within Local and State governments as well as the not-for-profit sector. Recipients of the not-for-profit and government leadership awards were presented in ceremonies held at the Australia Club on 14 and 28 July respectively.

The partnership is important to LV as the awards reward excellence of leadership in two challenging and complex sectors. LV is grateful to the following Alumni who participated in the judging process:

Judges in the Award for Excellence in Local and State Government
Dr Stephen O’Kane (WCLP ’96), Lead Coach and Principal Consultant, Positive Conversations;
Angelia Dixon (WCLP ’07), General Manager, Quality and Education Services Ambulance Victoria; Terry Maher, Consultant

Judges in the Award for Excellence in the not-for-profit sector
Richard Dent (WCLP ’04), Chief Executive Officer, E W Tipping Foundation (TL);
Janice van Reyk (WCLP ’95), Senior Manager-Environment, Manidis Roberts;
Jane Hodder (WCLP ’04), Partner, Freehills; Richard Dammery (WCLP ’07), Partner, Minter Ellison Lawyers

Following is a summary of the winners:

Award for Excellence in Leadership in Local Government
Non Executive
Kath Brackett, Coordinator Community Planning, Brimbank City
Executive
Joint winners, David Crowe, Manager Parks & Gardens, City of Boroondara and Betsie Young, Human Resources Manager, Glen Eira City Council.

Award for Excellence in Leadership in State Government
Joint winners
Associate Professor Terry Haines, Director Allied Health, Clinical Research Unit, Southern Health and Maria Tsopanis, Manager, Multicultural Hub, Adult Multicultural Education Service (AMES).

Award for Excellence in not-for-profit Leadership
Emerging Leader
Liz Leorke, Mental Health Access & Participation Director, YMCA Victoria
Non-Executive Leader category
Lynne McCrae, Manager Child & Family Support Services, OzChild Children Australia
Non-Executive
Joint winners Louise James, Chairperson (2003-2009) One In Five Association Incorporated and Allen Dewhirst, Chief Executive Officer, Salvos Stores.
Executive
Sandra Hills, Chief Executive Officer, Benetas.

For a full wrap up of the Awards, visit

Chris Arnold

Chris Arnold graduated from the second ever intake of the Williamson Community Leadership Program in 1991. Here LV Reporter Jamie Cooke helps us get to know Chris Arnold.

What makes a good leader?
So much has been written, it’s always a challenge to come up with something new. I guess I have a simple philosophy: A good leader involves the right skill set, experience and personality, some of that is simply being the right kind of person but it also means having the right fit with the organisation you’re involved in. It’s also about timing, being there at the right time, at the stage of life in the organisation where you are most suitable. The fact that CEOs generally last between three and seven years is a testament to this. You also have to realise when the fit is no longer right and move on, which is not always easy.

Leadership is usually attributed to CEOs and Government leaders, can you tell us about an ‘every day’ leader whom you admire?
Hayden Raysmith is Adjunct Professor in the Faculty of Built Environment at RMIT. He’s a person with great leadership skills and has worked in a wide range of organisations across all sectors. Beryl Gregory, the Headmistress of Christ Church Grammar School, is also a good example. Both have achieved great things for the organisations they have led and are truly inspirational people who have drawn me to work with them, in voluntary capacities and for whom I would always gladly respond to a call for assistance or support.

What do you like about your job?
For the first time in my working life, I’m in transition. I have a part time appointment as Executive Director with a wonderful organisation, the Skin and Cancer Foundation- thanks to another LV Fellow, Kathryn Watt (WCLP ’05), who introduced me to the organisation- I also have my own consulting business in governance, mentoring and business advisory services. Working with the Skin and Cancer Foundation allows me to bring together multiple experiences from all my previous roles and hopefully benefit an organisation that has great potential. The consulting work is always exciting, new projects always bring new challenges. Over time, I plan to reduce the time I dedicate to the CEO role and increase the time I spend on consulting and eventually dedicate 2-3 days per week to a mix of consulting and community activities.

What do you love?
I love new challenges, starting something and seeing it through is very rewarding. I also love interesting people and dinner parties at home .

You graduated from WCLP in 1991, what attracted you to Leadership Victoria and what did you gain from your experience?
I undertook WCLP at age 30, soon after I was appointed to my first really senior management role. I was looking for perspectives on issues which affected the community. I was also keen to meet people in similar roles across a wide spectrum. I succeeded in these objectives and still have great friends from that year, and also from the time I spent chairing the LV Alumni Reference Group. The Williamson Community Leadership Development Program really launched a long history for me of working with not-for-profits, I’ve had eight board roles to date, along with numerous other projects I’ve been involved in. I also did my MBA part time, which really complemented the program.

Can you describe what you were like as a person when you started the program?
I think I was a bit naïve back then, a bit inexperienced but I was very eager to learn.

How has your leadership style evolved? What lessons have you learnt?
From six CEO roles, there are too many lessons to list here, some were learned easily, others the hard way. I have learnt that you need a balance between consultation and making decisions independently, or with limited consultation, that communication is very important, but varies, depending on the circumstances and that seeking out others in leadership roles to bounce ideas off is sometimes not possible within your organisation. Having a small, but trusted group who help in times of uncertainty or difficulty, who share equally in the good times is key.

What made you join the Council of LV?
I had a strong association with Leadership Victoria when I was at Amcor (where Garry held the role of Executive Director). Amcor had been a long term sponsor of the Williamson Community Leadership Program, as Leadership Victoria was known then, so I was very much aware of what the organisation was about. Over the years, subsequent to my leaving Amcor, I maintained a loose connection. An opportunity became available on the Council and I was only too pleased to join.

What do you value most about the role?
Seeing the parts of our community that someone from my background wouldn’t normally come across. When you have a life leading business or academia it’s very easy to spend most of your time in that sphere. I learnt a long time ago that getting involved in organisations that are outside of your comfort zone, outside of your normal environment, is invaluable. I also really enjoy meeting not only the program participants each year but getting involved with our sponsors and our partners.

There is a lot of change going on at LV at the moment, how would you describe this change?
We’re giving new life to the organisation. It’s evolutionary rather than revolutionary, but evolutionary at a fast pace. It really was a special event when Leadership Victoria was formed 20 years ago, the fact that it survived infancy, adolescence, and is now into adulthood is a credit to everyone that has been involved. There is nothing more difficult than starting something new and seeing it flourish. Now we’re building upon that terrific foundation and setting up for the next 20 years.

What makes a good leader?
Ask ten people what leadership is and you’ll receive ten different answers. In the sense that most of us use the word, a good leader is someone who can rally people to a common cause. It’s about character. It’s about being effective, but also about using the influence that comes with leadership to bring about positive change. It’s that ability to pull at the heartstrings of the masses out there and getting them to come this way.

Leadership is usually attributed to heads of business and government leaders, can you tell us about an ‘every day’ leader whom you admire?
You certainly don’t have to be in government or the head of a business to demonstrate leadership skills. An example of an outstanding leader is Chris Bantick, an English teacher at my son’s school. Three or four years ago Chris saw some talent and interest in writing from my 16-year-old son, Tim. Chris has nurtured, encouraged and given his time to Tim even after he no longer taught him at school. That’s a person whose leadership skills are outstanding, because he’s changed someone in a positive way.

Please don’t interpret this as a political statement, but the way Petro Georgiou conducted himself in parliament is another example of strong leadership. His ability to stand firm over the long haul shows great strength of character.

Tell us about the leadership roles you occupy outside of LV.
My business partner, Chris, and I own EIM, or Executive Interim Management. The business has been in Australia since 1991; we provide senior executives to organisations that are going through a lot of change and who don’t have the internal resources to deal with that change.
I’m on a school Council, which I enjoy very much and also had 10 years on the Council of RMIT. I’m on the advisory board of Serco Asia Pacific, who provide facilities and services that governments generally provide. I really enjoy the diversity those roles bring.

What’s the best piece of advice you could offer any leader?
Listen and be humble. They’re the two best pieces of advice for any leader. If you look back through history you’ll find hubris often brings a leader down. The President of an organisation is surrounded by people telling them they’re doing everything right and there comes a time when they start believing it. They believe they’re right and have all the solutions. If you care to look back over the years through BRW’s Business Person of the Year and ask ‘where are they now?’ Very few have survived. The ability to listen and the ability to be humble are the two core pieces of advice for any leader.

How does Garry Ringwood unwind?
Not very well. I play golf. Badly, but I enjoy it. It’s an escape for three or four hours. I’ve got a good circle of friends and we have dinners and lunches together and enjoy each others’ company. And I read. I don’t read as many books as I’d like to be reading, I keep buying them though, I keep saying, ‘one day, one day.’

Role / Position:
The key responsibility of this role is to champion the Volunteer experience as a major element of the SkillShare program. This involves the ongoing recruitment of skilled Volunteers and to manage their introduction and induction. This role is vital to providing recommendations and support to the Management Team on the volunteer experience.   

The ability to prioritise and action day-to-day tasks will be second nature for you. Your abilities, reliability, positive attitude and passion for your work will be recognised and make way for a rewarding Volunteer role in SkillShare’s Management Team.

Key Tasks:
• Recruit new Volunteers and Monitors in line with program requirements needs (match Project request volumes)
• Induct Volunteers and Monitors
• Assist Marketing Coordinator to implement an annual calendar of Volunteer related marketing events, including, but not limited to: monthly newsletters, Volunteer website , profiles, Volunteer events.
• Networking – attend various events to represent SkillShare and engage with Volunteer referral partners
• Assist Client and Project Coordinators with the achievement of their roles and ongoing role engagement and process.
• Review Volunteer Project evaluation forms and recommend improvements to grow and improve to the Management Team from a Volunteer perspective.
• Provide ongoing advice and support to the Management Team

Attributes:
Strong organisational skills
Experience writing recruitment advertisements
Experience shortlisting and interviewing candidates
Experience inducting (onboarding) candidates
Knowledge of the Not-For-Profit sector would be advantageous
Strong team player
Developed relationship building skills
A working knowledge of project management methodology would be useful

For more information:
Please contact Sunita Varlamos ( or 9651 6593)

The PACE (Participate, Advocate, Communicate, Engage) Project is being run by the Multicultural Centre for Women’s Health (MCWH) in collaboration with Sunraysia Mallee Ethnic Communities Council.  The objective is to build the capacity of women from CALD backgrounds to seek out and participate in formal leadership opportunities. 

A specifically-tailored Leadership Program for 18 CALD (culturally and linguistically diverse) women has been delivered by Victoria University.  A CALD Women’s Leadership Network will be established after the Leadership Program will provide support and further opportunities for skill and knowledge development in the longer term

Role:
Mentors for participants of the Women’s Leadership Training Program

Now that the formal program is complete, a number of the women are seeking mentors to build on the components in the program by continuing to develop their capacity to take up community and government leadership roles and responsibilities.

For more information:
Please contact Sunita Varlamos ( or 9651 6593)

Role:
Non-executive Directors
Environment Victoria has a skills based Board elected by the members of Environment Victoria at the organisation’s Annual General Meeting.  Currently, the Board is seeking to complement its existing skill set with skills in the area of organisational governance. 

The Board is therefore seeking two new Directors with strong governance expertise to join the Board for a minimum two year term.   The Board is seeking applications from individuals with corporate and governance experience and a personal commitment to social and environmental sustainability. 

Applicants should have:
• at least five years experience as a CEO or Director of a medium sized or larger corporation with a Board containing independent Directors;
• broad cross industry experience in an organisation with a strong sales/marketing/business development business model;
• strong inter-personal and networking skills;
• a commitment to the vision and activities of Environment Victoria.

The Board would also welcome individuals with:
• environmental leadership experience in environmental science, policy development and/or community activism; and/or
• sector knowledge – experience in similar community organisations or the not-for-profit sector. 

Information about Board responsibilities can be found here http://www..environmentvictoria.org.au/content/our-board

For more information:
Please contact Sunita Varlamos (sunita@leadershipvictoria.org or 9651 6593)