Meet the Candidates 2025
Read about the candidates below.
You can also see a recording of the Meet the Candidates Session here.
Simone Christie – Birchip Neighbourhood House
Vicki Coltman – Ballarat Neighbourhood Centre
Beth Davidson OAM – Anglesea Community House
Antonia Halloran-Lavelle – Neighbourhood Houses Gippsland
Rebecca Harvison – Mordialloc Community Centre
Joanna Herbig – Lalor Neighbourhood House
Jennifer Keerie – Milpara Community House
Judy Lazarus AM – Northwest Neighbourhood House Network
Kathy Monley – Ajani Neighourhood House
Arna O’Connell – Cheltenham Community Centre
David Roff – Mansfield Adult Community Education
Simone Christie
Manager
Birchip Neighbourhood House
Why do you believe you should be elected to the Board?
I believe NHVic is at a critical juncture and must re-connect with its members through transparent and strong governance and fight for better conditions for the sector. To move forward, NHVic must engage with stakeholders to deliver inclusive, high-quality services that respond to the diverse needs of members, including those in rural and remote communities. I bring extensive experience in stakeholder engagement through my work with East Wimmera Health Service, Birchip Neighbourhood House and other community organisations. This experience at both organisational and service delivery levels will be valuable in ensuring NHVic is member-focused. I have a sound understanding of governance, compliance, financial reporting, risk management and the importance of separating governance from operations. I also bring a questioning and constructive approach, willing to seek clarity and accountability from management and fellow board members to ensure NHVic is strong, sustainable and trusted and advocating for better outcomes for our sector.
What involvement have you had in the Neighbourhood House sector?
I have been the cordinator/manager of the Birchip Neighbourhood house for over 30 years, having returned to Birchip in 1993 to complete a feasibility study on setting up a Telecentre which evolved into the Birchip Neighbourhood House. I have been actively involved in the Mallee Neighbourhood House Network and held executive positions during my invovlement. I was previously a board Member of NHVic between 2014-16.
What other activities have you been involved with which would be relevant to being a Board Member?
In addition to working at the Birchip Neighbourhood House for over 30 years I have participated on a range of boards and committees at local, regional and state level. I have been a board member of East Wimmera Health Service for 8 years, and on the audit and risk sub-committee for five years and quality and risk sub-committee for three years. Other committee and board representation includes the North Central LLEN, Mallee Neighbourhood House Network, the Mallee Regional Youth Committee, Southern Mallee Primary Care Partnership, and many school, community and sporting committees. I have a Bachelor of Business and completed additional training including Diploma of Governance - Institute of Community Directors, Australia and Probity, Integrity & Ethics for Board & Executives, Certificate IV in Frontline Management, Certificate IV in Rural Business and Health Board Essentials incorporating: Corporate Governance, Risk concepts & context, Clinical Governance, Finance fundamentals and partnering with consumers.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring more than 30 years’ experience as Manager of Birchip Neighbourhood House, and extensive involvement on local, regional and state boards and committees. I bring strong skills in governance, compliance, financial oversight and accountability. My governance experience comes from time spent on East Wimmera Health Service Board and the Audit and Risk and Quality and Risk subcommittees, North Central LLEN, Mallee Neighbourhood House Network, Mallee Regional Youth Committee, Southern Mallee Primary Care Partnership and a range of community and sporting committees. I hold a Bachelor of Business, a Diploma of Governance (Institute of Community Directors, Australia), and training in probity, ethics, risk, finance and board essentials. I bring financial acumen from managing neighbourhood house finances, our farm enterprise and holding many financial roles on boards/committees. Most importantly, I am committed to transparent and responsible governance, inclusive decision-making, better conditions for neighbourhood houses and particularly rural and remote houses.
Vicki Coltman
Executive Officer
Ballarat Neighbourhood Centre
Treasurer
Neighbourhood Houses Victoria
Why do you believe you should be elected to the Board?
I have been in involved several HR investigations and Cultural reviews during my time on the NHVic Board. As Treasurer I took the lead to wind up NHV Assist, working with my fellow Board members and the Insolvency Practitioner. As a current Board member, I have knowledge of Board decisions and actions which will be useful with so many new people joining the board.
What involvement have you had in the Neighbourhood House sector?
Ballarat Neighbourhood Centre CoM Chair 2017 Ballarat Neighbourhood Centre EO since 2017 Central Highlands Association of Houses (CHANH) President since 2020 NHVic Board member and Treasurer since Nov 2021 NHVic Assist Director July 2024 to Feb 2025
What other activities have you been involved with which would be relevant to being a Board Member?
I am a strong advocate for effective governance in small NFP organisations, I freely volunteer time to support local groups to: • improve governance, • build business capabilities and • deliver strategic community outcomes. Over many years I have organised training opportunities for Ballarat NFP groups, including with the Australian Institute of Company Directors and the Australian Institute of Community Directors. I have served on a range of Committees and Boards and worked primarily to help them define and implement structures and cultures of good and effective governance.
What particular skills, knowledge or attitudes would you bring to the Board?
I hold a Master of Business Administration, a Bachelor of Business (Accounting & Business Systems), and a Grad Dip in Arts (Writing). I am an experienced board member and graduate of the Australian Institute of Company Directors. My past leadership positions have included being a Council member of the National Museum of Australia, a City of Ballarat Councillor, Chair of the Art Gallery of Ballarat, Chair of Headspace Ballarat Consortium Committee, and I have served as a board member on several other boards since 2009. I have been employed primarily in business and IT roles for the past 30 years, working in public and private organisations across a diverse range of sectors. For the past 11 years I have worked in the community sector. My full resume can be viewed on my Linked in Account: https://www.linkedin.com/in/vickicoltman/
Beth Davidson OAM
President
Anglesea Community House
Why do you believe you should be elected to the Board?
Many years in this sector and beyond have convinced me that NHS are among the best placed organisations to support people and build healthy communities, being embedded in communities like we are. It is critical that NHVic, as the peak body to our three tiered structure is vibrant, trusted and on track. It will require strong action to return NHVic to a trusted, credible member centric organisation and I'm committed to refocusing NHVic to be an enabler and facilitator of both good governance and community development that has its members at the centre of what it does. We must develop capacity to be modern, forward looking peak that leads by example, and is committed to supporting its members in their community building role and being an active voice for our sector. My sector knowledge and experience combined with proven skills in governance, community development and leadership can help this happen.
What involvement have you had in the Neighbourhood House sector?
I have been actively involved in the neighbourhood house sector for four decades; at the local,regional, state and national level. I have managed two separate rural and regional houses, one of which had previously experienced significant governance failures that I was tasked to address and rebuild. I have been active in my Network, serving on committee and as President for a number of years. I also served on the NHVic Board, including two terms as President and VP of ANHCA. This was during a time of strong member focus and stability in our always resource poor sector. I am currently President of my local NH, where in partnership with a strong team, we have taken it from a struggling organisation with financial deficits and cultural issues to a thriving, active community hub that is financially and organisationally sustainable.
What other activities have you been involved with which would be relevant to being a Board Member?
I have extensive governance and community development experience in a range of sectors. I was an elected member in Local Government for 11 years, four of those as Mayor. During this time I completed formal governance qualifications and developed skills in strategic planning, financial management and oversight, partnership development, community and stakeholder engagement, and governance processes and systems. I presented on governance matters at conference and professional development training sessions (Including NHVic). I am a bit of a governance 'nerd’! Most recently I completed six years serving on the Board of the CFA, Victoria's largest fire service with wholly volunteer fire fighters supported by career staff. It is a highly complex organisation with an inadequate budget of over $600M, and even at this level strong financial oversight, membership engagement and hard decisions are needed.
What particular skills, knowledge or attitudes would you bring to the Board?
As outlined above, my extensive experience has built a suite of skills and knowledge. Governance skills in strategic planning, financial management and oversight, stakeholder engagement, HR and employment knowledge are the overt ones, however its my view that leaderships skills including bringing people along with you, forming good partnership and alignments, listening and using all inputs to make sometimes hard decisions are equally as important. I like to work from a solid well informed base so I always look to on foundational documents like Mission and Vision, what you are funded to do (NHCP guidelines), legislation and regulations etc. to keep me focused so that I'm not seduced off track. Last but not least, I am a community development practitioner with a strong belief that giving people agency, offering them opportunity and a hand up rather than a hand out is fundamental to building healthy community.
Antonia Halloran-Lavelle
Network Manager
Neighbourhood Houses Gippsland
Why do you believe you should be elected to the Board?
I am nominating for the NHVic Board because I believe the peak body has a critical role to play at this time of significant pressure for the Neighbourhood House sector. With my background as a Network Manager since 2016, consultant, quality assessor, and previously as a Senior Manager and CEO in community service organisations, I bring extensive experience in governance, financial oversight, and sector development. Neighbourhood Houses are grounded in community development—facilitation, empowerment, and collaboration—and I am committed to ensuring these values remain central to our collective work. NHVic must focus on its core role of advocacy, strengthen its governance and financial management, and most importantly listen to its members. The sector has never faced such financial strain, both in responding to community needs and sustaining our organisations. Now more than ever, NHVic must be a trusted, accountable, and united voice for the sector.
What involvement have you had in the Neighbourhood House sector?
I have been a Network Manager since 2016, supporting Neighbourhood Houses through advocacy, governance strengthening, and capacity building. In this role I have worked closely with Committees of Governance, managers, and key stakeholders, developed sector-wide tools and training, and contributed to state-wide policy and advocacy discussions. This has given me a strong understanding of the challenges and Lydia Wheeler Community House Network Southern Manager opportunities facing the sector and a commitment to ensuring Houses are supported to thrive.
What other activities have you been involved with which would be relevant to being a Board Member?
In addition to my role as a Network Manager, I have held senior leadership positions including CEO and Senior Manager roles within the community sector. Since 2016 I also work independently as a consultant and quality accreditation assessor. In these capacities, I have supported community organisations across Victoria to strengthen governance, improve compliance systems, and embed continuous quality improvement. I have also contributed to sector-wide projects, including the development of governance health check tools, refreshed good practice guides, and risk management resources that are being adopted beyond my own region.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring a strong blend of governance, quality improvement, and compliance expertise, complemented by practical experience in organisational leadership and strategy. My strengths include: • Governance and Risk Management – extensive knowledge of ACNC governance standards, Incorporated Associations Reform Act, and sector-specific funding guidelines. • Quality and Compliance – experienced assessor with a focus on embedding systems that balance compliance with community development practice. • Financial and Organisational Oversight – familiarity with financial reporting, contract management, and risk registers to support sustainable organisational growth. • Advocacy and Sector Knowledge – a deep commitment to place-based community development, coupled with lived experience navigating the challenges facing Neighbourhood Houses and Networks. • Attitude – collaborative, solutions-focused, and committed to strengthening the voice and impact of the sector through collective advocacy and strong governance.
Rebecca Harvison
Centre Manager
Mordialloc Community Centre
Why do you believe you should be elected to the Board?
I believe I should be elected as a Board Member because I bring a balance of governance experience, practical community leadership, and a deep commitment to the values of Neighbourhood Houses. For more than 16 years I have worked at the grassroots level, building programs that support people of all ages and backgrounds, and I understand firsthand the impact Neighbourhood Houses have in creating connection, equity and inclusion. I would contribute energy, collaboration and integrity to the Board, and work to strengthen the sector so it can continue to thrive and adapt to community needs in the future.
What involvement have you had in the Neighbourhood House sector?
I have been the Manager at Mordialloc Community Centre for the past 16 years, overseeing a wide range of programs, services, staff and volunteers that engage thousands of community members each week. Prior to stepping into this role, I dedicated 5 years as a volunteer at the Centre, contributing in many capacities including the Committee of Governance, various sub-committees, and as a sports coach supporting children and young people. These experiences gave me a strong grassroots connection to the community and a deep understanding of how Neighbourhood Houses operate at every level. I also served on the CHN Southern Board for 2 years, broadening my perspective on the sector, governance practices, and regional collaboration. Collectively, these roles have given me both practical and strategic insight into the challenges and opportunities facing Neighbourhood Houses, and a strong passion for their ongoing impact and sustainability.
What other activities have you been involved with which would be relevant to being a Board Member?
Over the last two decades I have contributed to and served on multiple boards and committees across sporting organisations, kindergartens, and schools, gaining a wide perspective on governance and community engagement. I have actively participated in consultations led by both the City of Kingston and the City of Bayside, ensuring that local voices are represented in planning and decision-making. In 2024 and early 2025, I was seconded as Interim Manager at the Longbeach Learning and Activity Centre, where I supported governance, risk management, and operational stability while continuing to manage Mordialloc Community Centre full time. I have also worked closely with neighbouring Community Centres and peak bodies on collaborative projects, funding advocacy, and governance improvements. These experiences have strengthened my ability to balance strategic oversight with practical, community-focused leadership—skills that are directly relevant to a Board role.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring a genuine commitment to supporting Neighbourhood Houses and the communities they serve. With strong governance experience, I understand the importance of acting in the best interests of the sector while keeping community needs at the heart of decisions. I have well-developed communication, negotiation, public speaking and people skills, along with practical and professionally trained experience in HR, staff development and volunteer engagement. I value collaboration, inclusion and equity, and believe in creating spaces where diverse voices are heard and respected. My focus is always on strengthening community connections and achieving positive outcomes together.
Joanna Herbig
Co-Manager
Lalor Neighbourhood House
Why do you believe you should be elected to the Board?
I believe I should be elected to the Neighbourhood Houses Victoria Board because I bring a rare combination of on-the-ground sector experience and high-level strategic capability. As Co-Manager of a neighbourhood house, I deeply understand the challenges and aspirations of member organisations, from funding pressures and workforce development to community inclusion and governance compliance. My background spans both the neighbourhood house and creative community sectors, giving me a cross-sector perspective that is well-aligned with NHVic’s values of empowerment, equity, and connection. I have a demonstrated ability to lead change, build strong partnerships, and advocate effectively across government and community. I’ve also delivered tangible outcomes through innovative funding models, program design, and strategic marketing initiatives. I am passionate about strengthening the sector’s visibility, sustainability, and impact—and I’m ready to contribute my skills, networks, and lived experience to support NHVic’s strategic direction. I offer a collaborative leadership style, a deep commitment to the sector, and a practical understanding of what neighbourhood houses need to thrive.
What involvement have you had in the Neighbourhood House sector?
As Co-Manager of a dynamic neighbourhood house, I lead transformative organisational change through strategic planning, program innovation, and operational reform. My work is expanding funding streams—such as piloting NDIS services—and improved service delivery via streamlined processes and targeted marketing strategies. I bring a strong background in staff leadership, volunteer coordination, and compliance across government frameworks. With expertise in business planning, stakeholder engagement, and arts and placemaking, I’ve designed award-winning public art programs and authored strategic policies adopted across local governments. Key achievements include developing a comprehensive marketing suite, introducing new digital roles, and sourcing and implementing grant funding through cross-team collaboration. I actively lead HR initiatives, restructuring roles to enhance team performance and sustainability. I also build impactful partnerships across government, business, and community sectors to drive long-term outcomes. My approach combines creativity, governance, and community focus to support inclusive, innovative neighbourhood house operations.
What other activities have you been involved with which would be relevant to being a Board Member?
I bring over 17 years’ experience in strategic planning, policy development, governance, and community engagement across both the neighbourhood house and arts sectors. My board-relevant activities include authoring key public art policies, procurement frameworks, and governance documents for multiple local governments, often in collaboration with legal and policy experts. I’ve led large-scale, multi-stakeholder cultural initiatives—such as ngurrak barring (RidgeWalk)—requiring cross-sector governance, financial oversight, and risk management. As a consultant, assessor, and mentor in the arts, I regularly support funding decisions, strategic planning, and capacity-building—skills directly applicable to board service. I’ve chaired selection panels, managed compliance processes, and introduced sector-leading operational innovations in public and community programs. My background in both grassroots community development and executive arts leadership gives me a dual lens: deeply community-minded, yet strategic and outcomes-driven. Volunteer roles on advisory committees and funding panels have strengthened my governance expertise and understanding of fiduciary responsibility, risk, and accountability in public service. These experiences position me well to contribute meaningfully to Board-level leadership.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring a breadth of strategic, operational, and sector-specific skills highly relevant to the work of Neighbourhood Houses Victoria. As Co-Manager of Lalor Neighbourhood House, I have firsthand knowledge of the opportunities and challenges facing the sector, particularly around sustainable funding, workforce planning, community engagement, and governance. My strengths include strategic planning, having led organisational change initiatives, program development, and policy integration at both local and regional levels. I have a strong track record in grant writing and financial management, having secured funding across multiple streams including state/federal government programs. This is complemented by my governance experience, including policy authorship, compliance oversight, and risk management. I also bring expertise in marketing, communications, and stakeholder engagement, which I’m using to strengthen the public profile of neighbourhood houses and attract new partnerships. My work spans both community development and creative sectors, allowing me to contribute a cross-sector perspective that values inclusion, innovation, and collaboration.
Jennifer Keerie
Secretary
Milpara Community House
Interim Centre Manager
Upper Beaconsfield Community Centre
Why do you believe you should be elected to the Board?
I bring firsthand experience in managing a Community House, where I've navigated the complex and often competing demands of our sector-balancing priorities, overcoming barriers, securing funding, and stretching limited resources to meet growing community needs. I understand the realities of cost shifting and the constant pressure to do more with less. My passion lies in working for and with community. I am deeply concerned about the future of our sector if strong, strategic advocacy is not prioritised. Organisations that serve communities must be adequately resourced and recognised for the incredible breadth of skills required to operate effectively in this environment. For too long, the work of Community and Neighbourhood Houses has been undervalued, despite the significant contributions we make to social cohesion, wellbeing, and local resilience. It's time for a reset. I believe NHVic needs a renewed direction-one that focuses on building a sustainable, secure sector and addresses the systemic issues that impact our work. I am committed to being a strong voice for our network and to ensuring our collective efforts are recognised, supported, and empowered.
What involvement have you had in the Neighbourhood House sector?
During my time with Neighbourhood Houses, I have held the position of Administration Officer (1 year), Manager (11 Years), 4 years as Treasurer of the Neighbourhood Houses Gippsland Network, 2 years on the Board of Neighbourhood Houses Victoria and I am currently engaged with the Upper Beaconsfield Community Centre as the Interim Centre Manager.
What other activities have you been involved with which would be relevant to being a Board Member?
I have extensive experience with financial and business management, Governance and strategic planning. I have also been a Local Government Councillor for a period of 3 years.
What particular skills, knowledge or attitudes would you bring to the Board?
Extensive knowledge and experience in managing a Community House, financial and business management, stakeholder engagement, community development, planning, advocacy, lobbying, health and welfare, HR and governance.
Judith Lazarus AM
Manager
Northwest Neighbourhood House Network
Why do you believe you should be elected to the Board?
Building trust with members through governance transparency and accountability is essential to our success as a member-based organisation. At this critical point, I believe a board with strong governance expertise and strategic direction will be able to bring credibility and stability back to our peak body. I believe I have the credentials to contribute to the repositioning and direction of the organisation. I would bring to the Board a thoughtful, values-driven approach to leadership and decision-making. I’m committed to advancing the organisation’s mission with integrity and strategic insight. My experience in governance, stakeholder engagement, and policy development enables me to contribute meaningfully to Board discussions while fostering collaboration and confidence. I listen, ask the right questions, and champion inclusive practices that reflect the diverse voices of our sector. I’m passionate about creating positive impact and ensuring the Board remains future-focused, responsive, and aligned with its core purpose to enable our sector to thrive.
What involvement have you had in the Neighbourhood House sector?
Over the past 15 years, I’ve held diverse roles within the Neighbourhood House sector, beginning in North East Victoria where I managed a Neighbourhood House, led inclusive programs, established a successful social enterprise, built local partnerships, and fostered community resilience. In Melbourne, I became a Networker providing support and collaboration across Houses in Hume and Merribek LGAs, driving professional development and support. Later, I took on the challenge of reviving a Neighbourhood House that had closed due to insolvency—successfully restoring its operations and securing its place within the local community. Currently, I oversee an Occasional Childcare Centre licensed to North West Neighbourhood House Inc (NWNHN), delivering early childhood education aligned with community needs and sector standards. My enduring commitment reflects a deep belief in Neighbourhood Houses as catalysts for connection, empowerment, and lifelong learning.
What other activities have you been involved with which would be relevant to being a Board Member?
I have held board positions across multiple not-for-profit organisations, including a rural health service, where I played an active role in strategic planning, risk oversight, and fostering community engagement. During my tenure on the NHVic board, I contributed through a period marked by strong financial stability and high productivity. I’ve also participated in Ministerial committees, including those led by the Department of Justice, advising on justice reform, community safety, and victim support. These roles have deepened my understanding of government processes and strengthened my capacity to influence systemic change. I bring strong governance skills, financial oversight, and a commitment to ethical leadership, alongside strategic thinking and a collaborative approach honed through advisory work focused on equity and access.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring a strategic mindset, collaborative spirit, and a commitment to ethical governance. My background includes experience in stakeholder engagement, policy development, and financial oversight, equipping me to contribute meaningfully to board discussions and decisions. I value transparency, inclusivity, and continuous learning, and I’m adept at navigating complex challenges with clarity and integrity. With strong communication skills and a focus on long-term impact, I aim to foster a culture of accountability and transparency that aligns with the organisation’s mission and values.
Kathleen (Kathy) Monley
President
Ajani Neighbourhood House
Why do you believe you should be elected to the Board?
My working career was in the Corporate sector which I notice is not the experience of most of the current Board. A diversity of backgrounds, experience, perspective and knowledge is beneficial on a board. I also have an extensive experience in the Community sector serving on several boards and running events and programs. I spent several years as a client service manager for a large multi employer Superannuation Fund, and have good communication skills and have no issues addressing a group. Together with our staff and Committee of Management I navigated our Neighbourhood house from a $105,000 loss in one year to a $54,000 profit the following year, I therefore am well aware of the financial pressures that impact Neighbourhood Houses.
What involvement have you had in the Neighbourhood House sector?
I have been on the Ajani Committee of Management for 4 years. I have been President for 3 years and was also Treasurer for 2 of those 4 years. I am Chair of the Ajani NH finance committee and a member of the Ajani NH Marketing Sub committee. I work in the office as a volunteer one day a week and also volunteer in our community food pantry.
What other activities have you been involved with which would be relevant to being a Board Member?
I have been a member of Rotary for 25 years. I have held most Board positions in our club including 2 terms as President. I have serviced on several District Boards and assisted in organising several conferences. I was partner trainer at 3 Australian/New Zealand training assemblies and a partner trainer at the 2020 Rotary Internation Training Assembly in San Diego and 2021 and 2022 Online. I manage our Rotary opshop which has a team of 27 volunteers I was the Manningham City “Volunteer of the Year in 2019” and awarded an “Order of Australia” in 2021. Although retired my career was as a Consultant/Administrator in Corporate Superannuation.
What particular skills, knowledge or attitudes would you bring to the Board?
I have experience as a Board member across several organisations as mentioned previously. I was Company Secretary for a superannuation fund therefore understand the complexities of reporting and compliance. Although not an accountant I have experience in reading and understanding financial reports. I am a good communicator and actively develop relationships to enhance an organisations’ outcomes. In my working career I sat on the Board of ASFA the peak body for the Superannuation Industry.
Arna O'Connell
Manager
Cheltenham Community Centre
Secretary
Community House Network Southern
Why do you believe you should be elected to the Board?
I believe I should be elected to the Board because I bring extensive management and governance experience across multiple neighbourhood houses, including Mordialloc Community Centre, Cheltenham Community Centre, ESNLC, and Longbeach Learning Centre. This has given me deep insight into both operational realities and governance requirements. I want to contribute to strengthening the sector through a strong peak body that can increase our fundíng, raise our profile, and promote best practice so all houses and centres can benefit, I value collaboration and believe NHVic is most effective when Board members work as a team of like-minded professionals who share a commitment to the sector's growth and sustainability. I would bring energy, professionalism, and a solutions-focused approach to ensure NHVic continues to be a strong, strategic advocate for our sector.
What involvement have you had in the Neighbourhood House sector?
I have over 25 year experience in the Neighbourhood House sector. I was Manager of Mordialloc Community Centre for six years and have been Manger of Cheltenham Community Centre for the past 18 years, overseeing diverse programs in education, childcare, wellbeing, volunteering and community connection. In addition to management, I have contributed extensively to governance. I have served as a Board member of the Community House Network Southern (CHNS) for nine years, including six years as Secretary, providing leadership on policy, governance, and recruitment. I also served on the Board of Mordialloc Community Centre for three years, including terms as both Secretary and President. These roles have given me a good understanding of the sector from both management and governance perspectives.
What other activities have you been involved with which would be relevant to being a Board Member?
I have extensive governance and leadership experience across multiple centres. At Cheltenham Community Centre, I work closely with sub-committees in Finance, and Facilities, ensuring oversight of budgets, compliance, and strategic projects. As a CHNS Board member and Secretary, I have supported governance reforms, recruitment processes, and cross-network initiatives. Beyond ongoing roles, I have stepped in to provide sector support when needed: in 2023 I interim managed Elwood and St Kilda Neighbourhood Learning Centre (ESNLC)for a term, and in 2024 I assisted Longbeach Learning Centre with risk management and interim management. These activities, alongside past service on the Mordialloc Community Centre Board, demonstrate my ability to strengthen governance, lead through transition, and provide practical support across the sector.
What particular skills, knowledge or attitudes would you bring to the Board?
I bring a mix of governance, management, and financial oversight skills, shaped by 24 years in the sector, I manage a $1 .5M+ community organisation with 13 FTE staff and 140+ volunteers, and have in-depth knowledge of compliance frameworks including ACFE, AMEP, NHCP, and RTO regulation. I have also provided interim management and risk oversight for other centres, such as ESNLC in 2023 and Longbeach Learning Centre in2024, which strengthened my skills in transition management and governance stability. I am experienced in strategic planning, risk management, and partnership building, with a track record of leading multi-centre collaborations. My governance experience as both a manager and Board member has given me strong knowledge of constitutions, policy development, and sector-wide decision-making. I bring an inclusive, collaborative, and solutions-focused attitude, with a commitment to transparency, accountability, and sector advocacy.
David Roff
President
Mansfield Adult Community Education (MACE)
Why do you believe you should be elected to the Board?
I am passionate about community and have a track record of contributions to community organisations as a volunteer. I also have a background in local government which allows me to understand communities their needs and aspirations and have worked closely with many communities. I have tertiary qualifications in Local Government and Business which provide a good knowledge base to assist in making decisions. I am also a pretty straight forward person able to look at issues from first principles without preconceived ideas.
What involvement have you had in the Neighbourhood House sector?
Treasurer of Mansfield Adult Community Education 2016-2025 President of Mansfield Adult Community Education 2025-
What other activities have you been involved with which would be relevant to being a Board Member?
Current or previous Board member of Not For Profits: - Board member and Chair Alpine Valleys Community Leadership Program - Board member and Chair Goulburn Valley Football Netball League - Commissioner AFL Goulburn Murray - Member Audit and Risk Committee Mansfield District Hospital - Board member Goulburn Valley Libraries and Chair of Audit Committee - Treasurer Mansfield District Racing Club - Board member Local Government Professionals - peak body for local government officers in Victoria Career in local Government including roles as: - Director Corporate Services - Pakenham/Cardinia Shire 1992-2001 - Director Business Services - Wodonga City 2001-2007 - Chief Executive Officer-Mansfield Shire 2007-2015 - Chief Executive Officer-High Country Library 2015-2016 - Director Corporate/ Community/Infrastructure -Strathbogie Shire 2016-2022
What particular skills, knowledge or attitudes would you bring to the Board?
- Strategic planning ranging from Not for Profits to Councils - Financial management either as CEO or Chief Financial Officer - Sourcing of Government grants - Human resource management - Advocacy to levels of government - Capital Works delivery Strong understanding of corporate governance Evidence based approach to decision making and RTO regulation. I have also provided interim management and risk oversight for other centres, such as ESNLC in 2023 and Longbeach Learning Centre in2024, which strengthened my skills in transition management and governance stability. I am experienced in strategic planning, risk management, and partnership building, with a track record of leading multi-centre collaborations. My governance experience as both a manager and Board member has given me strong knowledge of constitutions, policy development, and sector-wide decision-making. I bring an inclusive, collaborative, and solutions-focused attitude, with a commitment to transparency, accountability, and sector advocacy.
Linda Wakeham
Secretary
Neighbourhood Houses Victoria
Why do you believe you should be elected to the Board?
I believe that I can bring a lot to the Board. As secretary I am fully aware of what is expected from the AIR Act and other legal obligations that we should follow.
What involvement have you had in the Neighbourhood House sector?
I was a committee member and secretary of Lancefield Neighbourhood House from 1991 to 1993 and again from 2021 to 2024.
What other activities have you been involved with which would be relevant to being a Board Member?
I have been on quite a few committees. Kilmore Community Festival, Lancefield Play Group, Kindergarten and Primary School, Willowmavin Primary School and Broadford Secondary School.
What particular skills, knowledge or attitudes would you bring to the Board?
I have been on the Neighbourhood Houses Victoria since 2023. I took over the secretary’s position in April this year. I have been involved in policy writing with Lancefield Neighbourhood House.
Lydia Wheeler
Network Manager
Community House Network Southern
Why do you believe you should be elected to the Board?
With my previous experience in leadership positions within the public service and working in consultancy across several sectors, I bring sound experience, knowledge and contacts which I believe will support the functioning and sustainability of NHVic as a peak. Specifically, having managed the relationship between government and a few peak bodies in addition to the governments land agency I have an in depth knowledge of the functioning, role and responsibilities of all categories of Boards. I am an experienced Partnership Broker opening opportunity of partnerships to explore and support the ongoing sustainability and reach of NHVic. I am also interested in bringing my extensive experience in the design, development and delivery of engagement models to strengthen members input and participation in NHVic.
What involvement have you had in the Neighbourhood House sector?
I am relatively new to the sector, with previous experience relating to the sector in a previous role with the department. Since commencing as Network Manager, I have actively contributed and supported strengthening the sector through my work with other networks, the NH in the Southern region and now, I hope through actively participating through Board membership.
What other activities have you been involved with which would be relevant to being a Board Member?
I bring extensive senior level experience leading stakeholder/ community engagement, partnership development across several sectors including community services, housing, planning, urban revitalisation/ development, education and construction. I have managed the relationship between departments and peak organisations and have a sound working knowledge of governance and risk. I have developed governance structures and boards to broker partnerships for the delivery of large scale projects across Victoria. I have developed a range of policies and practice guides across sectors including being an early advocate and developer for community engagement in the public service.
What particular skills, knowledge or attitudes would you bring to the Board?
Specific areas of expertise include: • Partnership Brokerage – governance and Board development • Design, delivery and evaluation of bespoke stakeholder / community engagement • Policy design for the public and private sector • Deliberative engagement advisory and design • Community planning, place based urban revitalisation • Group facilitation, training and development