15 February 2017 By LV

Constantine Oscuchukwa doesn’t lack leadership. He’s the Anglican priest at St Paul’s Bakery Hill Ballarat after all.

But Constantine sought mentorship through the New and Emerging Communities Leadership Program because he says leaders “never stop learning”. Specifically, he wanted to improve his business skills. 

Leadership Victoria paired him with local businessman Mike McCaw, a connection crucial to the establishment of the inspiring One Humanity Shower Bus project.

The bus offers homeless people a secure, comfortable place to wash themselves and their clothes. The resulting sense of dignity is vital, says Constantine. From dignity comes opportunity and connections. “We want to be able help learn what their needs are and refer them to the relevant services.

“That’s why we called it One Humanity. If one person is homeless in Ballarat everyone is diminished. We need to encounter people as human beings, not as ‘homeless’.”

Constantine says Mike helped "translate the dream into a reality".

“He broke the project down into a five-step process. Mike made the process clear, he set timelines, he explained and he encouraged me. We became a team then we became friends.”

Mike, Chairman of professional management business Five Pillars Consulting, calls it “converting a vision into a strategic plan”. He says Constantine had some leadership attributes from his church work, but he needed to learn some “harsh realities” about the wider world.

“The project was needed, it was worthwhile, but we also used it to develop Constantine’s leadership skills.”

It was part of a process to shift Constantine’s focus from the church to a “total community process.”

“You have to be prepared to put yourself out front. You have to have the confidence in yourself to approach people.” 

Next: communication. “Leaders must always have a compelling message and tell that story,” Mike says. One Humanity pointed out that a homeless person dies on Ballarat streets every two weeks. Then they told shocked citizens that there was something they could do about it via their project.

After that: planning, project management, finances, marketing, human resources… An effective leader must know a little about each area.

Mike and Constantine leveraged local businesses, who donated their time and expertise, reducing the total cost of the project to less than $10,000. The project’s city role model cost ten times that.

“At the start we had nothing but a bus,” Mike says. “No money, no people. Now we have 80 volunteers, $50,000 in the bank and the bus is built.”

Mike says that LV mentorship programs need commitment from both parties to succeed.

“Mentorship has to be a genuine partnership. You have to be learning from each other. None of us know it all. If it is one-sided, it will never work.”

Constantine urges anyone considering the NECL course to “go for it”.

“It's not just the good content of the course, it’s the people I met from all over the world, the stories of resilience... the generosity. The people of vision and influence with a commitment to making Australia a better place.”

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28 November 2016 By Natasha Toohey (FCLP 2016), Western Health

Valedictorian Speech: Folio Community Leadership Program 2016 Natasha Toohey (FCLP 2016)                                      

"The Folio Community Leadership Program (FCLP) is described as a ‘deep dive’ experience into all aspects of self-awareness and community leadership. To give you some insight as to what it is like to be a FCLP participant, I have been reflecting on what was the key defining moment in the program for me.

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27 November 2016 By Sally Hines (WCLP 2016), National Manager, The Big Issue

Sally Hines's full speech 

"Thank you for having me here tonight. I am humbled and delighted to be able to give this speech on behalf of the Williamson 2016 group. I’d like to acknowledge Mr Chris Eccles, Secretary, Department of Premier and Cabinet, Geoff Cosgriff,  Chair and LV Council members, representatives from LV Partner Organisations, WCLP Graduates and guests, FCLP Graduates and guests, members of the 2017 WCLP cohort, LV Alumni and Staff.

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28 July 2016 By Cameron Norton, Davidson Executive Victoria

Forget E = Mc2. The formula you need for professional success is E+R=O.

I first learnt this simple, but powerful formula from Jack Canfield’s book ‘The Success Principles: How to get from where you are to where you want to be.’

Since learning about E+R=O, it has formed part of my daily thinking to keep me moving forward in my career and life.

But this blog isn’t about me. It’s about helping you to achieve success in your executive career.

So what does it stand for and why do you need to remember it?

Before I go into what each letter stands for and why this formula matters, I want you to think back to a time when you went through or led a restructure, experienced a redundancy, were overlooked for a job that you thought you should get or when it came to performance review time, you just didn’t get the raise (or in government terms, the increment) that you thought was a done deal.

I’m sure almost everyone reading this will have been through at least one of these events.

Think back to how these events made you feel? How did you respond to them? What were your outcomes?

For some, an event like this can define their life and unfortunately, not in a positive way.

As an executive recruitment professional in Victoria, I get the opportunity to meet with many people at interesting stages of their career.

I get to learn about a person’s career history and delve into the good, the bad and the ugly to truly understand where they have come from and where they are wanting to go.

It becomes evident through these conversations that the most successful people have all faced hardship or events that could have derailed them but instead, they changed their behaviour and their actions to produce their desired outcome.

A simple formula for success in your career, which winners have been using is:

Event (E) + Response (R) = Outcome (O)

So what does it stand for and how can I apply it?

The basic premise is that events happen to you whether you like it or not. These events have an impact on the outcomes you achieve in your career (and in your life). The only thing that you can change in order to get a different outcome is your response, your R.

If you don’t like the outcomes you are getting, you need to change your R.

Think of when the Board or head of your organisation announces “we’re going to restructure the company to drive more efficient measures, change direction, services and outputs.”

Does this message fill the organisation with optimism and hope?

Unlikely. Does it cause staff to question “what does it mean for my job, will I be able to work the same hours, will I still sit next to Joe, oh no…. will I even have a job?”

Staff are likely to fall into a downward spiral of emotions during the limbo period between an announcement about a looming restructure and knowing what it means for their present situation. It causes inner turmoil, stress and their minds can go into overdrive with the creation of disaster scenarios.

It’s not a good place to be, particularly as a leader in charge of implementing this change.

But what if you, and your team, had the attitude that things like this are going to happen and that you have a choice of how to respond to get the outcomes you want?

Regardless of the event, the outcomes are likely to be different.

In the case of a restructure or significant changes to your business area, you might facilitate your team to consider what opportunities come from the event/s.

What are the new things that you can do now, that you haven’t been able to do in the past?

Whatever it is that you do as a leader, you can take charge of how you and your team responds and you don’t let the event dictate what the outcomes are going to be. So choose your responses when events happen and keep changing your responses until you and your team achieve success.

As a professional adviser to CEOs, Boards and Executives on their workforce needs, I often provide advice to clients that they should be recruiting people that are in control of their R. Some traits to look specifically for during the recruitment process are the traits of optimism, curiosity and grit.

Curious people, by their very nature, seek to understand new ways of operating and are not afraid to change the status quo.

Grit or perseverance is the key ingredient that turns the curious leaders’ learnings into tangible outcomes.

Think of the difference it would make to an organisation to have people that take charge of their R and regardless of the events that happen, are able to work towards achieving better outcomes.

The great thing about this formula is it isn’t unique to only the candidates I interact with. Organisations can also use it to achieve different outcomes (and they are going to need to). Funding model changes (NDIS), rate capping (within local government), change of governments (state and federal), all these events happen and how an organisation responds will determine the outcomes that are achieved in the short and longer term.

Use this formula to supercharge your outcomes in your career, your organisation or your life.

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13 June 2016 By Ross Taylor, Beth Fogerty, Elly Wright, Kathy McCormick and Shilpa Ullagaddi

VICSERV Pakenham Leadership Program days 3 and 4

The two program days were all about changes. Change within us, change within our teams, change within our organisation and the biggest change that seems to be on everyone’s minds; change within our industry. 

Change is a funny thing you love it, hate it or tolerate it, we’re sure there are other feelings and emotions that come up when people think of change but these are the ones that come to mind straight away. 

Louise Thomson spoke about change using a rubber band. We thought this was quite a good analogy, how far can we stretch before we are out of our comfort zone and enter the stretch zone. But the stretch zone isn't all negative because it teaches us things and we learn to do things more efficiently. But the real innovation happens in the panic zone where we think and create because we have to. That can be a scary thought but good in a lot of way as there would be some people in our teams that would thrive in such scenarios, as they are left to create and think outside the box. 

This space to innovate could be a key motivator for a lot of people as they are given a purpose that goes beyond their pay cheque. Dan Pink presented through an animation that if people are left to do their jobs, to get better at their work as they do it and given opportunities to work toward something that connects them with their values and passions, then these are fulfilled people. As we get busy doing things the key is as Laura Collister pointed out is that we need to understand who our key stakeholders are and what matters to them. 

This was again a key factor as we had to think about our organisations’ value proposition. Looking into the future with Futurist Paul Higgins (pictured left) motivated us to scan wide and think deep. The importance of understanding the purpose, landscape, climate that we operate in but our doctrine will hold us in the changing climate. What is called for in the world of wicked problems' is continual adaptive leadership. 

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28 March 2016 By Jessica Zammit on behalf of the Weedy Sea Dragons (WCLP16)

Discussion of Australia’s economic future is a topic that often goes one of two ways –1. a dissection of the impact, positive and negative, of growing economies such as China and India on Australia’s economy or 2. concerns that we are going to hell in a hand basket. How far into deficit are we really? What will set Australia apart in the future, particularly on the jobs and production front? How well are we really faring?

The day commenced with my syndicate - the Weedy Sea Dragons - presenting our white paper on our take on the topic – the impact of property on Australia’s economic prosperity with an in-depth look at Average Joe via a number of lenses – Average Joe as government enacting decisions in the best interest of competing stakeholders, as the banking sector, as a property developer and small business (with building and construction comprising 15% of small businesses), a social service lens and a family and youth perspective. This set the scene for presentations ranging from economic analysis and projections, to poverty, homelessness and worker’s rights to investment in pink bats and school halls rather than human capital.

As has come to be the case, it was the questions, sometimes polite, mostly striking, that made many of us grapple with the complexities of the topic and the myriad of consequences to what could be mistakenly construed as straightforward decisions. When should governments cease bailing out corporations, especially where the corporation is a major employer of Australians? What about when it’s clear that the industry is on its knees? Does the position change if the corporation is the only major employer in a region? How do we influence the current generation to plan for their grandchildren while continuing to promote key Australian ideas of fairness?  Is it better to be working poor or not working at all, particularly when we look at the US as a comparison?

And as has come to be the case, our sessions threw up more questions than answers, reinforcing the complexity of community leadership – if there was just one answer, we would clearly have implemented it by now.

For many in the room, a common theme emerged – that approaches to date, while well intentioned, continue to remain siloed and often guided by fixed paradigms (for example innovation and disruption were raised of a number of speakers with varying levels of engagement or dismissiveness of its impact). Good intentions are not enough to solve a problem, with collaboration - and more than just token collaboration - coming up time and again as one of the tools necessary to tackle deep seeded problems. How such collaboration is enacted presents its own complexities – when resources are tight, how do you collaborate?

To say that the concept of ‘living in the grey’ rang particularly true by the end of the weekend may be a small understatement.

In closing, a special thank you to our guest speakers, and ANZ alumni, for joining us for the day and enriching the conversation:

Lucy Adams, Justice Connect Homeless Law Robyn Charlwood, ANZ Ben Davis, Australian Workers’ Union Julie Edwards, Jesuit Social Services Belinda Goederee, ANZ Nicholas Gruen, Lateral Economics Mark Hand, ANZ Gavin Heathcote, ANZ Christine Linden, ANZ Steven Odgers, ANZ Danielle Wood, The Grattan Institute


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31 January 2016 By Richard Meredith

Like Mark Crowley - Employee Engagement Isn't Getting Better And Gallup Shares The Surprising Reasons Why - I think employee engagement is vitally important.

If you’re engaged you’re probably happy and motivated, and if you’re happy you’re likely to be more productive and collaborative. And if you’re more productive you’re likely to enjoy the results and want to do more. And so, you will be of benefit to your organisation and its goals.

Crowley says, “Engagement largely comes down to whether people have a manager who cares about them, grows them and appreciates them.”

After 40 years working in and observing small and large organisations in business, the arts, non profits and media I believe there are common factors that help to achieve engagement, quite apart from adequate breaks and flex time.

Here are just a few:

Focus on a project, enterprise or plan. Focusing on a project puts everyone on the same path towards a common goal with clear individual roles and responsibilities. It has an end point that everyone can see. Invite your team to frame the project – what, how, who, when? Provided you are prepared to be open a project provides opportunities for exploration and imaginative problem solving, and a compass to guide your exploration so it doesn’t run off the rails. Try to do at least one project like this a year.

Start from where they are. Start naturally with something social – a lunch, drinks, a picnic in the park. Then begin to nudge your way forward with ideas and questions, sensing when it is time to shift gears, to add challenges, to test trust. There is no need, in fact, it is probably counter-productive to speechify about your good intentions. They will only be proven by your actions.

Get out of the office. Find a venue that is not full of the familiar work equipment and the often sanitised office. This stuff is cluttering your psyche – like a dead weight. Look for a venue with atmosphere. Many conference and training centres look and feel just like offices. Avoid them. Try the local theatre – often empty during the day. Or a chapel, an art gallery. A community hall can sometimes be ‘right’. Or a warehouse. If you have a hometown circus see if you can work in one of their training spaces. Think outside the box – your office is ‘the box.’ Remember when you were at school that one exciting project a teacher allowed you to do that broke the boredom of the everyday routine.

Avoid analysis. As you begin, at all costs avoid analysis, avoid evaluation and avoid ‘correct’ answers. The saying ‘analysis causes paralysis’ is very true at this point in your project. Get comfortable with the void of not knowing and focus your attention on asking questions, opening enquiry – show you have an honest desire to share and to find new ways to undertake the project. NB. If you’re starting from a situation with high levels of mistrust this is going to take a little longer.

Invent your own journey. Avoid expert templates and formulas. As much as they appear to be helpful, these structures from the rational mind are seeking shortcuts to the ‘right’ answer. They will constrain creativity and openness and place control in the hands of whoever introduces them. The only thing that matters is your team’s project and your willingness to explore its possibilities together.

Minimise the ‘communication’ junk. This is not a time for powerpoints or for mind numbing videos. This is a time for facing one another as people. Get rid of all those office props that keep people apart while purporting to enhance communication. Floorboards, mats, cushions, a few chairs and a table for drinks and food may be all you need.

Take unexpected directions. Blast your logical mind out the window and follow your senses. Take what comes your way and build it together. Every great idea looks silly when it first appears.

Practise creativity. Creative exercises help participants bypass their habitual ‘analysis first’ reaction, allowing for openness and exploration. New insights and ideas emerge. Creative practice encourages collaboration and breaks down the barriers between people that have been created by the hierarchies of title and status in an organisation.

Sports people practise. Musicians practise. Scientists experiment. But we seem to think that organisational change and development projects will reach new heights if we simply have a rational discussion.

To get better at basketball or surfing you don’t just think about it, you practise it. Doing feeds thinking and thinking feeds doing. Visualisation fills your thoughts and dreams. Teams learn to work together through practising together. They become engaged. They build a relationship based around their senses.

Creativity exercises the senses. It also encourages openness, fun, teamwork and humour, which help to break down barriers. When we experience the power of taking action together, particularly around an agreed project or plan, of sensing our way forward, of experimenting, we can become true collaborators. And, almost incidentally, we become more engaged. Because engagement is emotional before it is rational.

Getting results

Getting results is essential. Creativity often gets a bad rap because it’s ‘warm and fuzzy’ but doesn’t lead to outcomes. Getting results requires both divergent and convergent thinking and knowing when to use each to full effect.

It is critical to know when to reintroduce our critical faculties, to make choices and decisions. If we commit only a token amount of time to creative activity it will lead to little but it will probably be fun. Too much creativity avoids the requirement to make choices and get outcomes.


Richard Meredith is a skilled volunteer with Leadership Victoria. He is pro bono chairman and executive officer at the Good Life Farm, which provides therapeutic and educational programs for vulnerable, at risk young people.

Richard is founder and principal at Creative Practice, a specialist innovation practice that helps organisations and businesses to make changes that will bring them greater success and enrich their culture.  

Connect on LinkedIn

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13 October 2015 By Health Sector Leadership Program Oct 2015

Here are a few of our thoughts and key learnings from today’s Change Management (Influence) – Module 3 of the Health Sector Leadership Program 2015.

                             Communication, culture, change

                          CHoice about how you respond

                            Awareness, adversity

                  Build Networks

          Personal Grid

                         ClEar Story



                            Above and Below the line

                           INference – ladder of

                    DeniAl, resistance, exploration, commitment        

                            Glass – capacity

                            Evolving, empowerment

                            Mapping Stakeholder culture

                            Enthusiasm, empower others to own change

 What do you waNt? Ask for it!

                            Transition is the most feared part






Go forth and facilitate change!

- Andrew Sproll, Ai Lin Tan and Michelle McPhee

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11 June 2015 By Leadership Conference for Chairpersons, Boards, CEOs and Managers of NFPs

The NFP Board C21: A Brave New World conference joins Leadership Victoria’s stable of acclaimed NFP board leadership programs.

The two-day conference will utilise a series of interactive workshops and notable guest speakers to help experienced leaders from all corners of the NFP sector to lead their organisation into the future. Participants will be guided through topics including leading in the face of sector reform, positioning boards for sustainability, leading through change and dealing with funding instability.

View all conference details and the full line-up of speakers here or download a conference brochure.

Day one will start with a conversation setting the scene on the value and impact of NFPs and their Board leadership, and continue with a discussion of challenges for today’s NFP Boards and how they can be met. Other topics will include learnings from the corporate world, sector reform including for aged care, disability and health care, and the danger of risk aversion.

The second day will include discussion on the future of funding, leading through digital disruption, planning for an uncertain future and evaluation and measurement for boards. Participants will also have a chance to apply their learnings to real-life situations using the peer consultation method.

Local, accessible and insightful, this program will help established board members, CEOs and managers maximise the impact of their leadership, develop strategies that will most benefit their boards and lead their organisations confidently into the changing times ahead. Take away a new network of peers, in depth knowledge from outstanding NFP experts and tools to help you tackle the issues facing your NFP organisation.

Friday 24 and Saturday 25 July 2015Rydges Melbourne186 Exhibition StreetMelbourne VIC 3000

Tickets from $275 inc. GST, on sale now.

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11 February 2015

Develop your self-awareness, expose yourself to new ways of thinking, and create behavioural change to develop your skills as a leader.

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3 February 2015 By Lance Fors, Global Ambassador, Social Venture Partners

Leadership, Venture Philanthropy, and Large-scale Impact Tuesday 3 February

5:30pm for 6:00pm until 8:00pm

Leadership Victoria

Old Treasury Building

Leadership Victoria alumni are cordially invited to attend a free event featuring Lance Fors, an expert on leadership for the philanthropic sector and a leading US venture philanthropist.  Lance is also an ambassador for the Social Venture Partners global network.

Lance Fors focuses on using disruptive innovations in human, financial, and intellectual capital to catalyse transformative change in individuals, organisations, networks, and larger systems. He has concurrently been the long-time board chair of the global network of Social Venture Partnerships (SVPs), the Silicon Valley Social Venture Fund (SV2), the New Teacher Center, Reading Partners, and Strive Together, helping each organisation transition from a start up to a leader in their field. Lance made a series of presentations and interviews in Melbourne in May 2013, including at the launch of SVP Melbourne.

The event is free and will include canapés and drinks. There will be ample time for questions and both formal and informal discussion.

This is a free event, but places are limited and registration is essential. Register here.

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25 September 2014 By Nick Craig: Discovering Authentic Leadership

Nick Craig
Nick Craig


How do you lead with impact in a volatile, uncertain, chaotic, complex, and ambiguous world?

Why aren’t traditional leadership models working?

What does it mean to be an Authentic Leader?

Leadership Victoria, in conjunction with the Authentic Leadership Institute, presents Nick Craig, President of the Authentic Leadership Institute and co-author of 'Finding Your True North', in a powerful two-hour leadership intensive: Discovering Authentic Leadership.

An executive's most important role is to be a steward of the organization's purpose. To do that, the executive needs to know their own individual purpose, which is a key to exceptional performance and greater well being.

Based on his recent Harvard Business Review article, “From Purpose to Impact”, Nick will show how purpose is the key to navigating the constantly changing world around us.  A cornerstone of Authentic Leadership, purpose provides a platform for exceptional individual, team, and organizational performance.

Learn why defining your leadership purpose is perhaps the single most important developmental task you can undertake.

DetailsMonday 10 November, 12pm – 2.30pmClub Pavilion, Level 2, RACV City Club, 501 Bourke Street, MelbourneTickets: $120 (Includes: Intensive seminar with two-course lunch and beverages)

Register now 

Use this special leadership event as an opportunity to strengthen your leadership, build your networks and refresh your professional relationships.

Group packages available. Contact Jessica on 96516590 or

Download Nick’s HBR article: 'From Purpose to Impact' here or visit

From Purpose to Impact When leaders can articulate their purpose and find the courage to live it, it is a deeply transformative experience, and the key leaders need to navigate the increasingly complex world they find themselves in. In this interactive lunch seminar, Nick will lead participants through the research and theory of authentic and effective leadership in the twenty-first century, creating structured discussions with the potential to radically empower leaders and impact the performance of their organization.  This presentation will include: Overview of Authentic Leadership and its impact in organizations The influence of your personal strengths and leadership history Understanding Purpose: Begin uncovering your leadership Purpose About Nick Craig

Nick Craig

President, Authentic Leadership Institute Nick Craig is the President of the Authentic Leadership Institute (ALI), a leadership consulting firm committed to leaders and organizations discovering their deeper purpose and having the courage to live it. Nick’s insights and approach comes from over 25 years working with top teams, senior leadership programs, executive coaching and architecting results focused change initiatives. Nick is the co-author of “From Purpose to Impact” with Scott Snook in the May 2014 Harvard Business Review.  He co-authored 'Finding Your True North' with Bill George of Harvard Business School. His work in the area of leadership purpose has been used in corporate and academic settings, including GE, Unilever, and Wharton’s Advanced Management Program. Nick’s work as a Wharton Fellow is documented at Wharton@Work. His article 'Confidence is an Inside Job' is one of the most requested articles in the last five years. For additional insights into the work of Nick and the Authentic Leadership Institute, please refer to the HBS Case Unilever’s Paul Polman: Developing Global Leaders', May 2013.


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30 November -0001

Folio Community Leadership Program 2017 Info Evening Folio offers one of Australia's most sought-after leadership development experiences, designed to develop and connect senior leaders across sectors. Learn more at the information evening, 14 February 2017.

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30 November -0001

What: Finding Your Leadership Edge

When: Tuesday 21 and Wednesday 22 March 2017

Where: JJ Clark Room, Level 1, Old Treasury Building, 20 Spring Street, Melbourne 


   Early-bird: $900.00 +GST   Standard: $1,290.00 +GST    GreatConnections members: $800.00 +GST

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30 November -0001

Applications are now open and close late March 2017.

Being a senior leader in your own technical field of expertise is no longer enough. So are you ready to grow and be challenged?

The Folio Community Leadership Program (Folio) is for senior leaders with well-established careers seeking to take the next step to broaden their portfolio of leadership skills and leverage their contribution in their organisational role and beyond.

This experiential program includes an opening and closing residential retreat, a series of monthly workshops and seminars, two evening sessions and a formal program graduation. Drawing on the experience of our expert facilitator, a range of dynamic guest speakers and a diverse group of peers in the room, you will explore: leadership; vision, influence and ethics; community leadership; collaboration; and networks.

Learn more about this transformational program by attending the free information session on 14 February. Register here.

Who should apply?

Senior leaders in well-established careers from all spheres of business, non-profit and government who:

Are seeking to broaden their horizons through a unique personal and professional development approach Are intellectually curious and open-minded explorers who want to be challenged and learn from new experiences Are change agents who want to make an impact, and leave a lasting legacy, in their organisation Have a genuine interest in civic engagement and the desire to be proactive

The 2017 Folio Community Leadership Program will be held on the following dates:

Opening Retreat:  Friday 19 and Saturday 20 May (Chateau Yering) Welcome Event:  Wednesday 31 May Day:  Friday 23 June Evening:  Wednesday 28 June Day:  Friday 21 July Evening:  Wednesday 26 July  Day:  Friday 25 August Evening:  Wednesday 6 September Day:  Friday 22 September Evening:  Wednesday 25 October Day:  Friday 27 October Closing Retreat:  Friday 17 and Saturday 18 November Presentation Dinner:  Thursday 23 November


The fee for this program comprises both an organisational component and a participant component.

Organisational contribution:

Standard: $6,150.00 +GSTNFP:        $5,240.00 +GST

PLUS Individual contribution: $900.00 +GST

Limited NFP Scholarships are also available. More information about scholarship requirements, eligibility, application process and closing dates can be found here.

You can extend your Folio experience by purchasing Folio Plus, a package of additional 1:1 support which further leverages your leadership learnings, providing individual support to integrate your learnings into your workplace, and augmenting core program content. Folio Plus is an option only available to FCLP’17 participants. Learn more.

For more information, contact us:; P: +61 3 9651 6590Read our Terms and Conditions here.

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30 November -0001

Welcome to the New and Emerging Communities Leadership Program (NECLP). The NECLP provides an outstanding opportunity for potential and current leaders from new and emerging communities across Victoria to build their leadership skills and capacity - to contribute to community development.

Have you recently arrived to Australia, and are living in a New and Emerging Community within Melbourne or regional Victoria?

Funded by the Victorian Government, this program is offered free for up to 30 leaders from new and emerging communities within Victoria.

Past graduates of the NECLP have arrived to Australia from over thirty different countries, and all are committed to making a difference in new communities (e.g. could include Afghanistan, South Sudan, Nepal, Pacific Islands, Iraq). The group includes people with different experience and backgrounds including refugees, skilled migrants, students and community members.

In 2017, the NECLP will run for the third year.

The first program to be held in 2017 will be the Melbourne program, commencing Wednesday 18 March 2017.

Please note the program will also run in two regional locations throughout 2017; dates and locations are yet to be confirmed.

The program features guest speakers, interactive activities and networking opportunities and provides a leadership development experience with long-lasting benefits for participants and the community.

Apply for the Melbourne New and Emerging Communities Leadership Program now.

If you have any questions about application process, please contact us on 03 9651 6590 or

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