- Overseeing the management of Country Arts WA and managing risk - Setting short, medium and long term goals- Providing strategic direction- Determining the policies governing operations - Reviewing and providing feedback to the Chief Executive Officer on their performance - Establishing and determining the powers and functions of all sub-committees of the Board - Approving the annual budget and long-term budget plans - Approving significant contracts and agreements entered into - Monitoring Country Arts WA performance, reviewing audit reports, and providing direction on any corrective action needed - Ensuring proper accounting records are maintained - Ensuring legislative and regulatory compliance - Reviewing annual progress and performance in meeting Country Arts WA objectives

- Organising Committee Member: 2012 National Community Development Conference, Fremantle.Provide professional development opportunities (specially tailored to meet the needs of professional CD workers)• Enable CD Managers/workers to build their knowledge and understanding and ensure they are up to date with latest news and information in their profession• Connect CD Managers/workers with their colleagues and professional leaders from across the local government sector and the LGMA WA Board

Supports the Executive Director, Business Development Division to lead and manage the development, implementation, monitoring and reporting activities relating to Aboriginal economic development, governance and regional business. Key responsibilities include:• Providing leadership and strategic direction to the development of programs, business cases and service responses focused on improving economic opportunities for Aboriginal people and businesses• Strategic support to staff working to achieve contract compliance and innovative opportunities from departmentally funded Community Resource Centres• Support the strategic work undertaken by the AACC and AEDGSC governance bodies to implement effective solutions for Aboriginal people and regional communities, and• Providing strategic direction to activities relating to the Aboriginal Community Crisis Response Fund, the development of the Aboriginal Governance and Leadership Program, procurement reform that will provide increased opportunities for Aboriginal businesses, and leveraging against existing and developing Royalties for Regions funded programs.

Responsible for a Remote Services Division that delivered four Aboriginal specific programs: Mobile Outreach Services Plus; the Remote Family Violence Program (Women’s Safe Houses); the Remote Aboriginal Family and Community Worker Program; and the Community Child Safety and Wellbeing Team.These programs were specifically designed to support and protect vulnerable Aboriginal children and families in remote areas of the Northern Territory, with a particular focus on community-based staff working collaboratively with families, communities and other government and non-government agencies. Remote Services staff were not authorised child protection workers and did not become directly involved in investigations, removals or court work. Client participation is voluntary and requires their permission.Remote Services programs and strategies aimed to enhance the safety and wellbeing of children and families across the continuum of child safety, protection and wellbeing. This includes providing targeted support for vulnerable children and families (e.g. working with child protection staff to support children and families involved with or at risk of entering the child protection system; providing shelter for women and children escaping family violence) and working with communities to strengthen community responses to meet the safety and wellbeing needs of children. Key strategies of the Remote Services programs aimed to maximise the ability of workers to develop long-term and trusted relationships with children, families and communities and to provide culturally safe services. All workers were supported by team leaders and program managers who formed part of the Leadership team.

Aboriginal Health in the Department of Health is committed to closing the health gap between Aboriginal and non-Aborigial people and we recognise the complexity of this task. Solutions are not as simple as providing more health services to Aboriginal people, but are centred on seeking a broader understanding of the cultural and historic reasons why Aboriginal people view health needs, outcomes and services differently to the general population. This difference can then be included in the design and delivery of more effective programs.As part of the Leadership team, my specific role was Strategic Capacity Building & Learning with three key focus areas, including:- Aboriginal Cultural Learning;- Aboriginal Leadership; and- Aboriginal Workforce.Being a non-Aboriginal person working in Aboriginal service delivery, I claim no expertise in Aboriginality other than I felt comfortable working alongside my Aboriginal colleagues while trying to achieve a closure in Aboriginal Health outcomes. My focus was about generating system reforms that transformed the way the health system delivered services to Aboriginal people.

Applied a range of research and evaluation techniques to develop and implement effective and efficient operations of services provided to the community. Accessed strategic review reports to encourage change management using inclusive and participative processes. Encourage and develop team members to achieve optimal performance of their duties.- Domestic Violence Advocacy Support (DVAS) Central Review Report- East Kimberley Family & Domestic Violence Hub & Outreach Service- Aboriginal Services Framework

- A/District Director, West KImberley- Senior Practice Development Officer, Community Capacity Building - Statewide- Team Leader, Pilbara, Murchison, Mirrabooka- Community Development & Funding Officer, Pilbara, Midland- Case Manager, West Kimberley, Mirrabooka