This is the first in our CEO Spotlight series, where we speak with leaders across the community and social services sectors about their work, challenges, and what drives them. In this edition, we hear from the new CEO of PWDWA, whose lived experience and leadership are reshaping what inclusion and advocacy look like in practice.
You’ve recently stepped into the CEO role at PWDWA, what does a typical day look like for you, and what keeps you energised?
Since stepping into the CEO role at PWDWA, my days have taken on the structure of a well-rehearsed docuseries, equal parts drama, diplomatic relations, and the occasional existential budget crisis. I begin most mornings with a strong coffee and a quiet moment of reflection, usually interrupted by the realisation that we’re still not entirely sure how to fund most of the things we’d like to achieve, even a new table cloth or leaflet printing can be a financial challenge (welcome to the not for profit sector).
Strategic planning is a daily ritual, like yoga, but with more spreadsheets and fewer calming breaths. I spend a fair bit of time in meetings with Ministers or other influential people, where I pretend to stay calm and pretend I know what to say.
Internally, I’m focused on cultivating a positive staff culture, which is a bit like trying to herd very intelligent and passionate cats (as a cat lover, this is very enjoyable and rewarding). Enabling staff to be their independent selves is very important culturally, and organically things evolve. Most of our staff are people with disability, which is so refreshing, since often I was the only one in my team. I’m always baffled by how hard some organisations seem to think it is to hire disabled and neuro-divergent staff, it’s honestly much easier in my opinion, and also creates a great culture.
Operational requirements loom large, the average day involves IT failures, worrying about how to staff the phones, waiting lists and completing some very tedious reporting templates to ensure our funders are happy with what we are doing.
What keeps me energised? Aside from caffeine and a stubborn refusal to give up, it’s the people. The community we serve, the team I work with, and the knowledge that we’re making a difference. That, and the occasional moment of silence when the wifi goes down for the third time.
What’s one change or initiative you’re currently championing that you feel will make the biggest difference for the people your organisation supports?
One initiative I’m currently championing, and clinging to like a life raft, is the push for sustainable, long-term funding for systemic advocacy, which is something we haven’t been funded for in the best part of a decade, despite doing this work as an organisation. It’s not a glamorous ambition, and it doesn’t come with a ribbon-cutting ceremony, but it’s the kind of foundational work that allows everything else to happen.
We’re working to shift the narrative from short-term project funding to genuine investment in the voices of people with disability, to advocate for employment rights, accessible housing and community supports for all people with disability. This involves meeting with decision makers in an attempt to influence, making the case (politely but persistently), and occasionally resisting the urge to bring a whiteboard and a pointer to explain how advocacy actually saves money in the long run.
It’s a bit like trying to convince someone to fix the roof before the rain starts, less dramatic, but infinitely more sensible. If we get this right, it means our community has a stronger, more consistent platform to influence policy, challenge inequality, and shape the future. And if we don’t, I suppose I’ll be back in their office next week with a new metaphor and a fresh pot of coffee.
Another issue that I’ve been trying to address relates to the WA public sector employment of people with disability, currently sitting at a shocking 1.7% ☹
As a leader in a values-driven organisation, how do you foster a culture of inclusion and safety, both for your team and the community you support?
Fostering a culture of inclusion and safety at PWDWA requires intention, consistency, and a touch of diplomacy. Our organisation and the community surrounding us are rightfully passionate, we want to correct a life time of disparity, discrimination and lack of representation. The first step is to acknowledge the impact of this on our day to day lives, and to provide space and radical understanding.
For our team, it starts with modelling values, listening deeply and being courageous in our practice. I try to create a very flexible environment and one where people feel safe to speak up, challenge ideas, and contribute to a safer culture. Humour is often important, our advocates, board and volunteers work very hard, and we sometimes need to take time out to share stories, debrief and wind-down. Of course, maintaining this culture requires constant attention, and self-reflection.
For the community we support, inclusion means more than access, it means influence. We’re working to ensure people with disabilities are not just consulted but actively shaping the decisions that affect their lives. That involves co-design, advocacy, and sometimes gently reminding policymakers that ‘nothing about us without us’ is more than a slogan, it’s a standard.
What advice would you give to someone with lived experience who’s aspiring to step into leadership within the community sector?
My advice? I’m not sure I’m the best person to give advice, since my way of doing things is quite unconventional and if I’m honest, I sometimes feel like the advice in most of the leadership books have everything back to front, but here goes:
First, embrace the fact that your lived experience isn’t just valuable, it’s vital. It gives you insight, authenticity, and a perspective that no amount of training can replicate. The reality is, you have to fight. It’s like being trapped in a box, that you have to just find a way to escape from. Other people may help, or they may not. Either way, you can still make it, just find a way to tap into strengths. Being autistic, I often felt like the things I was being advised to do, were the few things I could not do as these things revolved around communication, and not the Autistic kind! But I realised there are other ways to get up that ladder, for example get the outcomes, even if you do it in a way that nobody else does.
Leadership in the community sector isn’t about having all the answers, and it isn’t a popularity contest. It doesn’t matter if you can talk or walk well, or even talk or walk at all. Tap into that survival strategy that we all have, especially people with disability, listen to yourself and ask yourself ‘how did I make it this far in a world that doesn’t accept me’. Then start to ask others the same thing, and listen deeply (and for those of us with ADHD, people may not know you’re listening, but you sure are!).
Second, don’t wait for permission. The sector needs leaders who understand the realities on the ground, and sometimes the best way to make change is to step forward before you feel ‘ready’.
For many of us, maintaining a sense of humour is paramount. Our work is not easy, and we need to find a way to heal, whilst we are helping others to do the same. For me, that is laughing a lot. For others, it may be tapping into a special interest, or finding a way to exercise, relax or learn new things.
How did your recruitment experience with abrs set you up for success in this role, and what would you say to other leaders considering abrs for their next step?
My recruitment experience with ABRS was refreshingly enjoyable in many ways and, dare I say, suspiciously efficient. From the outset, they demonstrated a clear understanding of the sector, the need to apply 66R of the Equal Opportunity Act to ensure to attract candidates with disability and the unique challenges that come with leading a values driven organisation like PWDWA.
The consultants ensured to prioritise reasonable adjustments, clear communication and they asked the kind of questions that make you reflect. Of course it was challenging, and despite me pretending to be confident, I did have the occasional internal panic, as with any interview process, but overall, I felt comfortable and able to ask for what I needed to ensure I could perform at my best in the process.
To other leaders considering ABRS for their next step, I’d say that I felt they know the community sector, and more importantly, they know how to connect people with the very important purposes that we serve. I’m very happy with the role that I’m in and the experience that I’ve had in getting here.
