CLIENT
MANAGERS’
GUIDE
2013
Table of Contents
Table of Contents ...................................................................................................................................................... 2
The GreatConnections Program ............................................................................................................................. 3
Our Vision ................................................................................................................................................................... 3
Our Mission ................................................................................................................................................................. 3
How GreatConnections Works ................................................................................................................................ 9
GreatConnections Processes ................................................................................................................................ 11
GreatConnections Organisation Registration and Renewal Cycle .................................................................. 12
GreatConnections Project Cycle ........................................................................................................................... 13
GreatConnections Volunteer Participation Cycle................................................................................................ 14
GreatConnections: Role of the (Volunteer) Client Manager ............................................................................. 15
LV Operational Support for Client Managers ...................................................................................................... 18
GreatConnections Client Manager Contact Details............................................................................................ 20
GreatConnections Code of Ethics ......................................................................................................................... 25
Project Description Form (Projects) ...................................................................................................................... 26
Project Description Form (Mentor Request) ........................................................................................................ 28
Project Description Form (Board Placement) ...................................................................................................... 29
Volunteer Project Induction Checklist ................................................................................................................... 31
Sample Correspondence ........................................................................................................................................ 32
2
The GreatConnections Program
Our Vision
Every community organisation utilising transformative, skilled volunteers
to build a better Australia.
Our Mission
We support community organisations and causes by engaging
community leaders to be transformative skilled volunteers.
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1. Introduction – Our Strategy
This Strategy results from the integration of Leadership Victoria's Skills Bank and Greatconnections
activities, into a new program named GreatConnections. The integration of Greatconnections and
Leadership Victoria (LV) in 2012 has enabled immediate development of a new model of transformative
skilled volunteering for Victorian community organisations.
GreatConnections program framework aims to help build a better Victoria by mobilising skilled and
experienced volunteers to support community organisations and leaders. The intended outcome is to
enhance the wellbeing of individuals and communities by building leadership skills and organisational
capacity thereby creating social impact, increasing community connectedness, enhancing awareness
of important issues, and undertaking projects with practical outcomes.
Our vision for GreatConnections is “Every community organisation utilising transformative, skilled
volunteers to build a better Australia”. Our mission is “To support community organisations and causes
by engaging community leaders to be transformative skilled volunteers”.
To achieve this vision and mission, the Social Impact Program (SIP) will focus on clearly defined
strategies, which are articulated in this document. LV has developed a new framework for a "Social
Impact Strategy", focusing on the significant increase in the development and deployment of skilled
transformative volunteers for Victorian community organisations.
LV's definition of Social Impact is based on that of the Centre for Social Impact, i.e. "the net effect of an
activity on a community and the well-being of individuals and families" (Centre for Social Impact 2012).
The intent of LV's SIP is to be positive, i.e. to enhance well-being. LV's interpretation of the scope of
such activities is broad, including "community sector services but may also include cultural,
environmental, and not for profit social enterprises and overseas community development projects.
Most LV activities will be in partnership with community organisations which are "charitable" (within the
ATO meaning), or on policy areas related to the activities of such organisations.
The model is illustrated in the diagram below.
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2. Our Focus
This framework focuses on building the community sector's efficiency and effectiveness through:
a. Capacity Building Projects and Governance Support: utilising transformative volunteers to address
specific issues in organisations or groups of organisations and supporting the governance of NFPs
through appointments to Boards and other forms of governance review.
b. Strategic Mentoring: supporting NFP leaders to address organisational and systemic issues, and
supporting specific community members to build leadership
c. Strategic Projects: addressing sector-wide issues in a medium-term timeframe
These programs are supported by individuals and teams of volunteers drawn from LV's integrated pool
of volunteers, which include skilled and experienced professionals and the alumni and graduates of LV
leadership programs. These programs are the Williamson Community Leadership Program (WCLP);
the Folio Leadership Program (FLP, Formerly Experience Bank, EBLP); Ignite Leadership Program
(ILP); and the Board Leadership Programs (BLP).
GreatConnections has adopted a model of service delivery that is innovative and reflects best-practice.
A key component of the model is an ‘intermediary’ role of support from a bank of Client Managers
(volunteers) who liaise with and support volunteers and community organisations and / or individuals.
The benefits of this model have been documented in various research papers internationally.
A
literature review, conducted by C Pedicini for Leadership Victoria in 2012, confirmed the value to
stakeholders of the investment in an intermediary and the increased capacity to enhance impact for
stakeholders.
3. Guiding Principles
GreatConnections supports community organisations in Victoria to reach their vision and mission. The
program and activities are underpinned by our guiding principles, which include:

Effective program design based on research, evaluation and consultation.

Informed by and adapted to, best practice models for volunteers and community organisation
engagement.

Responsive to requests by community organisations that focus on community capacity building,
governance and mentoring.
4. Objectives of GreatConnections:

Provide a mechanism for leaders in community organisations to build the capacity of their
organisation through the transfer of skills from transformational volunteers.
6

Provide a means to match volunteer capacity to organisational requests seeking support and
advice to contribute to strategic outcomes.

Provide support, training and professional development opportunities for volunteers to develop
skills, expertise and experience in community sector issues and causes.

Provide clear pathways for engagement with volunteers and community organisation members.

To have a strong evidence base of applied best practice models of volunteering and
engagement with community organisations.

To utilise tools and frameworks that will lead to improved outcomes for volunteers and
community organisations.

To provide organisational support to volunteers and community organisations through efficient
processes and systems.

The program will be managed by LV with organisational support and accountabilities.

To implement an expert monitoring and evaluation framework that will measure the social
impact of the GreatConnections activities.
5. Focus of GreatConnections for Community Organisations and Volunteers
The Program will provide the following for Volunteers:

Induction, training and development of volunteers to ensure their readiness

Quality assurance through considered recruitment and selection

Operational and management support for volunteers and Client Managers

Evaluate impact of volunteering activities with community organisations

Regular communication and events for volunteer development and networking
The program will provide the following for Community Organisations:

Induction and learning opportunities for community organisations, “How to make the most of
your membership”

Organisational support from LV to facilitate smooth and efficient engagement

Clear and regular communication from GreatConnections

Supported and trained Client Managers who will liaise with community organisation clients

Evaluate social impact of volunteer and organisation engagement
6. Management of GreatConnections
The GreatConnections is the main program through which transformational volunteers are matched to
community organisations to address their development needs. It will operate and be managed by:

A best practice volunteer program model, including recruitment, selection, matching, support
tools, training opportunities and evaluation

Clear pathways and processes for community organisations.

Program governance will be the responsibility of the GreatConnections program, with
accountability the responsibility of the Social Impact Manager.
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7. Key Success Factors
The key success factors for the GreatConnections program in 2013 are detailed below.
Key Success
Factor
1. Strategic
alignment and
commitment.
Process Indicators for GreatConnections




2. Sustainable
business model


3. Client (NFPs)
and volunteer
stakeholders



4. Flexible and
skilled
relationship
management



5. Commitment to
continuous
improvement
and learning

Clearly articulated areas of strategic focus and desired social impact.
Articulated alignment between social impact aspirations of
GreatConnections and community organisation (clients).
Formal commitment and sign-off from executive level of NFP and
GreatConnections, supported by written policies.
All volunteers understand and commit to the GreatConnections
aspirations
Adequate human and physical resources (infrastructure) are allocated to
effectively manage, monitor and evaluate GreatConnections activities
Impact of monetising service analysed and reviewed.
Networks and systems are in place to establish and maintain strong
partnerships with NFP community organisations.
Networks and systems are in place to attract and nurture skilled volunteer
talent.
Networks and systems are in place to leverage access to opportunities
and volunteers through professional membership and organisational peak
bodies.
Resources and systems are in place to plan and manage relationships
between all stakeholders. (e.g. CRM, project management systems) for
meaningful skills transfer.
Systems and processes are scalable to suit nature of engagement (e.g.
individual mentoring through to long term strategic leadership projects)
Respective project / relationship management responsibilities are clarified
and agreed between all parties.

Volunteer engagements are structured to enable transformational change
i.e. beyond transactional donating of time.
Support is provided to ensure NFP organisations are “volunteer ready” –
commitment to capacity building for host organisations.
Evaluation of impact on capacity of host organisation is planned and
resourced.
System is in place for measuring social impact of volunteer effort.
6. Robust risk
management


NFP assessed for organisational and project readiness for volunteers
Polices and processes are in place to identify and manage risk.
7. Integrated
human resource
strategy

Policies and procedures reflect concept of reciprocity i.e. benefit to
volunteer and to community
Personal and professional development of volunteer is integrated into
program/project design.
Systems in place to determine essential skills/competencies required for
project.
Systems in place to evaluate and match volunteer skills to roles
Induction and orientation including volunteer manual and framework.






The result of this activity will be the development of a best practice transformational, skilled volunteer
program that will address critical issues affecting capacity of community organisations and individuals
in the community sector.
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How GreatConnections Works
GreatConnections Pricing Structure
Community organisations are charged an Associate Membership fee: $99.00 per annum. Members
receive:
 A regular digest of information about issues affecting non-profit organisations.
 acknowledgement of their participation on the Leadership Victoria website
 Exclusive invitations and concession pricing for special NFP-focused Leadership Victoria events
and programs.
Or, if the community organisation would like to access volunteer/s, they can choose Full Membership of
GreatConnections:
 Under $250,000 income: $330
 Between $250,000 and $1.5M income:
$550
 Income greater than $1.5M:
$880
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The Associate Membership fee of $99 will be deducted from the fee if an organisation chooses to
upgrade their membership. There will be no set limit to the number of requests organisations can make
in a year. (For example, an organisation with an income under $250k may seek a mentor, a project, a
board member and will be charged $330.00) LV may choose to negotiate alternative arrangements
where the projects or requests require unusually high usage of volunteers or LV resources.
If an organisation wants to only list a Board vacancy on the website only and not be assigned a Client
Manager there will be no additional charge i.e. the organisation will only pay the membership fee of
$99.00. GreatConnections will only provide a listing service (not a matching service) in this case.
If a NFP is of the view they are unable to fund the fee, speak to Social Impact Manager.
Invoicing system:
Membership fees will be charged when a community organisation approaches GC seeking to become a
member and / or seeks a volunteer. The invoice for the amount (based on the level of service and size
of organisation) will be issued.
Payment options will include:
 Invoice with LV bank account details and
 Credit card payment options (payment will be accepted by cheque or on terms, but bank transfer or
credit card is preferred).
Membership fees will be due on an annual basis. This means a rolling system of invoices will need to
be generated. Where a service package has been taken up in the previous year, the invoice will be (by
default) the same service package fee (which includes the membership fee)
Existing GC members
A number of community organisations are currently members of GC and their membership is due for
renewal on 1 July. Current members will receive an invoice for membership based on the new fee
system (including renewing at the service package fee as above).
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GreatConnections Processes
With several stakeholders, the GreatConnections Program operates through three key interacting
processes: the Organisation Registration and Renewal Cycle, the Volunteer Participation Cycle and the
Project Cycle. The following flow charts describe these processes in detail.
Client Manager induction &
ongoing support
Relevant processes:
 Organisation Registration and
Renewal Cycle
 Volunteer Participation Cycle
 Project Cycle
Social Impact Team
Organisation allocation & relationship
management
Relevant processes:
 Organisation Registration and
Renewal Cycle
 Volunteer Participation Cycle
 Project Cycle
Client
Managers
Project Development
Relevant processes:
 Organisation
Registration and
Renewal Cycle
 Project Cycle
Capacity
building &
recognition
activities
Member
Organisations
Volunteer recruitment,
induction & engagement
Relevant Processes:
 Volunteer Participation Cycle
 Project Cycle
GC
Volunteers
Volunteer Matching & project
monitoring
Relevant processes:
 Volunteer Participation Cycle
 Project Cycle
There are several LV resources that support the GreatConnections program:




LV Volunteer Management Framework
LV General Volunteer Policy
LV Volunteer Policies and Procedures Manual
GreatConnections Client Manager Guide
These documents are readily available on our website [insert link to hidden webpage].
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GreatConnections Organisation Registration and Renewal Cycle
12
GreatConnections Project Cycle
13
GreatConnections Volunteer Participation Cycle
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GreatConnections: Role of the
(Volunteer) Client Manager
The GreatConnections Program provides the opportunity for graduates of our leadership development
programs and professional volunteers with advanced business skills to apply their experience and
leadership to assist community organisations with defined transformational projects that build
organisational capacity. In this way our registered volunteers exercise their leadership and skills to
engage with community organisations in a way that has a positive and enduring impact.
Client Managers are GreatConnections’ greatest asset.
It is our Client Managers who provide an important point of difference in the volunteer arena: it is their
skill in diagnosing the organisational requirements of our Not For Profit (NFP) clients, in the selection
and placement of volunteers, and in the relationship provided to both NFPs and volunteers during and
upon completion of projects that assure our quality. In short, Client Managers are key representatives
of GreatConnections.
Becoming a Client Manager will provide you with the opportunity to:





Utilize and strengthen your leadership and management skills creatively across a range of not-forprofit organizations;
Build capacity and have a tangible impact within the community sector;
Further your connections with fellow GreatConnections volunteers;
Network and build relationships with a wide array of professionals; and
Further develop your personal expertise.
The time commitment of our volunteer Client Managers varies depending on the number of NFP
clients they agree to take on, how active these NFPs are and the time taken to find suitable volunteers
for projects listed. Generally, the role can be managed in a few hours a week, at times that suit you.
POSITION OBJECTIVES
The Role of the Client Manager is 3-fold:
 Liaise with NFPs to define their needs and the scope of projects;
 Seek optimal matching of volunteer and project request; and
 Monitor the projects to completion, addressing issues that may arise during the course of the
project.
In these roles our Client managers are representatives of Leadership Victoria within the NFP sector
and with GreatConnections volunteers;
SPECIFIC RESPONSIBILITIES
Liaise with NFPs to define their needs and the scope of projects
Organisations become linked to the GreatConnections program through paid membership. The initial
request is managed by the Social Impact Team. The Social Impact Team provides Client Managers
with the names of new member NFPs who have registered with GreatConnections; organisations are
also reallocated when a client manager leaves.
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Once allocated, Client Managers meet with the member organisations and work together to define the
NFP project requests. The NFP must complete a signed form describing the agreed project, and
indemnifying Leadership Victoria and our volunteers for matching to commence. No projects will
commence without completion of this documentation.
Some sixty organisations are currently members, each with an assigned client manager. Many have
continued their membership for several years and each year request new projects. The assigned client
manager continues the relationship and is actively involved with each new project request.
Matching the Volunteers to project requests:
The Client Manager will draw on the GreatConnections volunteer pool to match each project with a
volunteer. The volunteer pool consists of LV program graduates who have expressed interest in
actively volunteering with the Social Impact Program and current GreatConnections registered
volunteers.
The Social Impact team provides each Client Manager with access to the LV CRM (Client Relationship
Management System) which stores a profile of each registered participant; details may include their
career summary, skills and preferences for volunteer projects, last professional positions, and current
project workload. The Client Manager makes contact with the most suitable and available volunteers,
and the one who is most interested, available and appropriate is selected and introduced to the NFP.
Project requests can also be self selected by volunteers through the website and LV Projects.
In some cases the Client Manager may conduct the project or activity themselves rather than match a
volunteer to the NFP. This may be done in the case where the Client Manager has developed an
interest in the organisation or issue. In such cases, the Client Manager conveys to the NFP their right
to contact the LV (Social Impact Team) should any concerns arise.
Monitor the projects to completion:
The Client Manager maintains regular contact with designated NFPs and volunteers, and checks on the
progress of the project, by phone, a meeting, email or online survey.
Volunteer interviews:
The office receives volunteer registrations (made from our webpage or after phone enquiries) and
those who meet initial eligibility are interviewed by Client Managers, to gain a more specific
understanding of the volunteers’ skills, personality and preferences. These are half-hour interviews,
usually by 2 Client Managers working as a team, and follow a prescribed format and form. The insights
from these interviews are entered into the CRM by our office.
Administration and support:
LV uses a CRM to communicate and provide relevant reporting data about projects and volunteers;
client managers will be able to directly enter updates remotely. The Client Manager provides updates
on project/volunteer matches, key project milestones and completion of projects through the CRM
records. The Client Manager will also record/change relevant information regarding volunteers or
organisational contacts if they receive such information in the course of their contacts with volunteers
and organisations.
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At the completion of all projects, Client Managers will also notify the Social Impact Team who will
undertake an evaluation survey of the participating organisation, volunteer and Client Manager.
The Client Managers will also work with the LV Social Impact team to prepare written material for LV
communications.
The Social Impact Team meets with the Client Managers as a group once a month to:



Discuss and resolve issues that are raised by Client Managers;
Share information regarding the program and relevant initiatives; and
Offer learning and development opportunities.
The Social Impact Team also provides ongoing advice and support to Client Managers as required.
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LV Operational Support for Client
Managers
The Social Impact Team works with the Client Managers in several ways:




We provide Client Managers with the resources they need to make connections with organisations
and volunteers (maintain a willing pool of skilled volunteers, up-to-date information about
organisations and volunteers via the CRM, training on how to use the CRM; support to run
volunteer interviews).
We provide Client Managers with tools that might assist them in project development and
monitoring (Project Description Form and organisation sign-off process, in-depth project
development tool, meeting space if required; developing evaluation tools to assist project
monitoring and evaluation).
We support GreatConnections volunteers, both Client Managers and the Volunteer Pool, in the
work they undertake for the program through our Volunteer Management Framework, which
includes resources such as a manual of volunteer policies and procedures. The Framework also
describes how we specifically support our Client Managers through formal and informal structures,
these include:
o monthly Client Manager meetings which are an opportunity for Client Managers to discuss and
resolve issues that are raised and share information regarding the program;
o the Social Impact Team also provides ongoing advice and support to the client manager team.
LV volunteer policies apply to Client Managers. Once a volunteer is matched with an organisation
they are subject to the organisation’s volunteer policies and procedures for the duration of their
placement. LV provides volunteers with a code of ethics that they are expected to subscribe to
and organisations are expected to have policies in place that comply with the National Standards
for Involving Volunteers in Not-for-Profit Organisations.
We will endeavour to provide capacity building and networking opportunities for Client Managers
and volunteers through LV events. We know that keeping connected with the LV community is
very valuable, especially to our Client Managers.
Ways in which Client Managers can utilize the CRM
Volunteer Matching:
The CRM provides the contact details, short bio and skills and experiences and current projects of
those registered as GreatConnections’ volunteers. This information can be searched in several ways
(word document, search by skills and interests, or by opening the entry of a named volunteer).
Client managers can directly access the CRM:



For volunteer details;
To link a volunteer to a project once a match has been made;
To include a note to record project commencement and completion on the volunteer record,
volunteer availability or changed contact details where provided by the volunteer etc
Next Steps:

Current GreatConnections’ volunteers will soon receive an email requesting them to include their
skills and interests;
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

LV Alumni to receive a request to nominate their interest in participating in the GreatConnections
Program and provide a short bio and skills/interests;
Volunteer Application Form to go online on LV website and information automatically included in
CRM.
Organisation Management:
The CRM provides the contact details for organizations.
Client managers can directly access the CRM:

For organisation details.
Project Monitoring:
Currently projects come via a signed Project Description Form completed by CM/organization signed &
returned to the office (and information is manually included in CRM), OR is completed on line via the
website.
Client managers can directly access the CRM:


To change the status of a project (from pending/open to allocated/closed, or allocated to
complete);
To include notes recording key milestones or issues arising.
Next steps:

On line application Form will be available on LV website for the organisation to complete and sign
off on following discussion with Client Manager.
Corresponding for and with LV
Client Managers are able to have access to an LV email address that they can use for
GreatConnections correspondence should they wish. The format is as follows:
Email: [name]@leadershipvictoria.org
Password: same as for your CRM access password
Signature:
Kind regards, [Client Manager Name]
[Client Manager Name Surname]
GreatConnections Client Manager (Volunteer)
Leadership Victoria
ph: [Client Manager Phone Number] office: 03 9651 6590
email: [Client Manager Email]
web: www.leadershipvictoria.org
LinkedIn Profile [Link to LinkedIn Profile or LV Organisation Profile]
GreatConnections staff will regularly communicate with Microsoft Word and Excel documents. Should
you not have these installed at home there are free alternatives in OpenOffice or Google Docs that are
compatible with the .doc and .xlsx file types.
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GreatConnections Client Manager
Contact Details
Lyn Boag
Hawthorn
Mobile:
Email:
03 9819 2621
lynboag@gmail.com
Maureen Breen
Mobile:
Email:
0434 121734
maureen.breen@hotmail.com
Sharon Coates
Fairfield
Mobile:
Email:
0438 542 828
sharoncoates@bigpond.com
Rob Connor
Arthurs Seat
Mobile:
Email:
0418 545 125
rob.connor@iinet.net.au
Jasper Coghlan
Kew
Mobile:
Email:
9817 2534 or mob: 0439 009 306
Jasper.c@bigpond.net.au
Susanne Grosser
Glen Waverly
Mobile:
Email:
0418 536 412
susannegrosser@bigpond.com
Sandy Guest
Yarraville
Mobile:
Email:
9314 3694 or mob: 0417 514 135
sandyguest@hotmail.com
Gordon Hollands
Eltham
Mobile:
Email:
03 94391013 or mob: 0407 251 467
ghollonds@gmail.com
Don McAllister
Research
Mobile:
Email:
03 9437 1270
domca@bigpond.com
Patrick Patterson
Ivanhoe East
Mobile:
Email:
0413737809
patfam@bigpond.net.au
Melva Ryan
Kyneton
Mobile:
Email:
5821 7800 or mob 0400 010 696
penalto@bigpond.com
Sophie Skarbek
Richmond
Mobile:
Email:
03 9428 1755
sophieskarbek@optusnet.com.au
Glenn Staunton
South Melbourne
Mobile:
Email:
9696 4842 or mob 0412 427 451
glenn.staunton@optusnet.com.au
Tony Wilkinson
Malvern
Mobile:
Email:
0407 847 345
wilko314@bigpond.net.au
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GreatConnections Client Manager
Bios
Lyn Boag
Lyn has a Master’s Degree in Clinical Psychology, Diploma in Educational Psychology and Diploma of
Education. Lyn was employed as a Clinical Psychologist in the hospital sector, managing Pain
Management Programs a Bethesda/Epworth Hospital and later the Royal Melbourne Hospital
(MECRS). Her last six years of employment were with the Clinical and Health Psychology Department
at the Austin Hospital supervising doctoral and masters students and providing lectures at Melbourne
University in Clinical Health Psychology. Lyn has been a volunteer with GreatConnections for the past
three years and her primary volunteering role has been as Client Manager, linking suitable volunteers
with Not for Profit organisations. She enjoys working with people, particularly in a facilitative role.
Maureen Breen
Maureen's career has developed from working at a grass roots level to delivering and managing a wide
range of community services; involvement in local government at a time of immense change and six
years heading up a community health organisation from its inception.
Maureen has teaching qualifications (primary teaching and Associate Diploma in Children's Services
and a Certificate of Management (Sydney University).
Maureen has had a range of civic and community involvement, from extensive membership and
leadership of community groups; as a local government Councillor (including Mayor) and as a
Commissioner during the local government restructuring in the early '90s.
Sharon Coates
Former CEO of a nationally recognised not-for-profit company charged with developing advice to and
from industry and government on skills development , employment trends and workforce planning.
Sharon has also held senior executive positions with a national statutory authority as well as leadership
positions in a range of state, regional and local vocational education and training and adult community
education services. After retiring from full time work in 2008, she joined Greatconnections as a
volunteer Client Manager and has continued this role after its merger with Leadership Victoria. Sharon
has a keen interest in local and global issues and continues to be involved in a range of purposeful
projects and activities.
Rob Connor
During my working life I appreciated the help I was given at various stages in my career by people with
more knowledge and more experience in particular areas of business than I had at the time.
I get a lot of satisfaction from helping others and I now have the time, the energy and the means to do
so.
Although I would not go back into paid work I feel I would enjoy having some exposure to businesses in
an advisory capacity.
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Jasper Coghlan
Jasper was a senior executive in Human Resources in the automotive industry in Australia and Asia
Pacific. He subsequently worked in a consultancy advising company boards on matters such as
executive and director remuneration and governance. He has completed the Company Directors
Course at the Australian Institute of Company Directors (GAICD) and has attended a number of AICD
programs with a focus on the Not-for-Profit sector. He has been the Independent Director at the
Eastern Suburbs Rental Housing Co-operative since 2009 and has been a GreatConnections Client
Manager since 2011.
Susanne Grosser
Founder/owner / CEO of my own medium sized company since 1983
Staff of 26, annual T/O 8mill+
Business sold in 2008.
In addition to being a GreatConnections Client Manager, Susanne volunteers as a Community Visitor
with the Office of Public Advocacy within the Mental Disability sector, as well as with The Delta Society
which provides Therapy Dog visit's to Hospitals and Schools.
Susanne has a keen interest in governance, mentoring, business administration, and organisational.
Sandy Guest
Fifteen years experience in all areas of organizational development and human resource management
including: leadership development, employee engagement, diversity, talent management, managing
across the generations, performance management, conflict resolution and staff management.
Thirty years experience in learning and development including: training needs analysis, competency
definition, design and delivery of on-the-job learning programs, evaluation, workshop design and
facilitation and teaching at secondary and tertiary levels.
Over ten years experience in all aspects of business excellence and quality management including
auditing, organizational assessment and past member of the national business excellence evaluator
panel.
Career Highlights
Working in disadvantaged schools and making a difference to the lives of a range of students.
Establishing a Community Quality Network based on the learnings from a Winston Churchill Fellowship
Study Tour.
Championing the issues associated with diversity in the workplace.
Gordon Hollonds
Gordon Hollonds is a senior manager who has a broad and diverse background. His experience has
been gained in the Utilities, Not for Profit, Finance and Local Government sectors with organisations
such as ActewAGL, SP AusNet, CARE Australia, Yarra Valley Water and Shire of Yarra Ranges.
His roles have included Team, Project and Stakeholder Management, Business Development and
Development of Policies and Strategies.
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In addition to his professional career, Gordon has also enjoyed working in voluntary capacities with
organisations such as Leadership Victoria and the Gippsland Climate Change Network.
Gordon holds a Masters of Applied Science (Innovation and Service Management), a Graduate
Certificate of Business (eBusiness and Communication) and a Diploma of Electrical Power
Engineering.
Based in Eltham, Gordon enjoys cycling, travel and maintaining a balanced life style.
Don McAllister
Formerly of Ford Motor Company, I had served in a variety of senior roles in Australia and Asia in
various areas including Finance, Supply, Supplier Productivity Enhancement, and Business Strategy. I
was appointed an Associate Fellow in the Department of Mechanical and Manufacturing Engineering,
University of Melbourne, in 1995, after severing my ties with Ford Australia. From 1995 to 2001 I was
associated with the Advanced Engineering Centre of Manufacturing, leading the “Striving for Best
Practice in Manufacturing Program”, which was part of a Masters program, based on experiential
learning. I was also involved in a range of consulting activities, especially in Value Analysis/Value
Engineering. In 2001 – 2004 I was associated with Competitive Dynamics International on “Mission
Directed Work-teams”. MDWt complemented my experience and interests and is essentially a fabric
and set of practices to help bring Change and Continuous Improvement to an organisation.
In retirement I participated in LV’s inaugural Experience Bank Program and subsequently joined the
Eltham YMCA Community Committee (as Chair), an activity I am still involved in, largely in raising
money for “Open Doors” and assessing suitable candidates for our “activity scholarships”.
In addition I served on the LV Skills Bank Advisory Team, and also have been mentor to 5 people –
one from arts management and four from sports administration. Early in 2013 I was invited to become a
Great Connections Client Manager, which is a role that is both challenging and rewarding. I am
passionate about making Australia a better place to live and work in and believe that if people are
empowered to both apply themselves and be responsible for their actions then their achievements and
work interest will increase dramatically. The myriads of courses I’ve done on such areas as Leadership,
Management Development, Problem Solving, Board Leadership Director Dynamics and Doing
Business with the Japanese, all reinforce this belief.
My interests include Manufacturing and Business efficiency, Wine and Food, Gardening, 4WD Touring
and formerly sailing.
Patrick Patterson
Patrick is a retired CEO/MD, with a background in national and international businesses, including
resources, minerals processing, energy, utilities and infrastructure services (electricity, gas, water). His
expertise lies in leadership, creating and mentoring leadership teams, change management, strategy,
financial management, operations management, chairmanship and community group leadership.
Patrick also has experience in managing performance and leading change in large ($1 Billion)
businesses and smaller businesses, and senior executive experience in private and public sectors.
Melva Ryan
Melva Ryan is a retired project and program manager with experience in Local Government, State
Government and private practice. Working with community groups in a mindful way, Melva has been
able to influence change through a spirit of community engagement.
As a project manager she takes great pride in her ability to work within budget, be flexible and
resourceful managing human resources, plan and deliver creative solutions for complex situations as
well as being respectful to the applied operating rules and regulations.
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A belief in good process and a dose of common sense, clear and concise written and verbal expression
and discreet action supports Melva’s approach to fostering teamwork and managing people. Recent
participation in Leadership Victoria Victoria’s Experience Bank program motivates her wish to continue
to give to the community in a variety of ways.
Her interests include keeping fit, gardening and great friendship groups.
Sophie Skarbek
I have a BSc degree from Melbourne Uni and a Post Grad Diploma from RMIT, majoring in Psychology.
Have worked in Commonwealth Government and private sector as Psychologist. I am a practising
artist, painting in acrylic, have done numerous short courses and taken part in many group and
individual art shows. I have an interest in fund raising and have done so in the past on a volunteer
basis. I am involved with the Polish-Australian Community and am interested in the preservation of our
historical heritage. I enjoy working as a Client Manager liaising with NFP organisations and our highly
skilled volunteers, trying to assure the best fit for both. Describes herself as: I enjoy working with
people and using my skills and experience in the fields in which I feel confident. I have worked until the
end of 2007, well over the usual retirement age, simply because I enjoyed it. Interests: Interests:
Psychology, Science, involvement in community life, literature, Art and Music.
Glenn Staunton
As an assessment and feedback consultant Glenn has engaged corporate managers and executives in
assessment, performance feedback & development planning through job analysis, assessment centres,
growth planning and senior manager coaching for over 15 years. Glenn also has recent experience in
organisational governance, medical ethics and conflict mediation.
Prior to moving into private practice, Glenn held leadership, management and consultant roles in the
Victorian state education system over a 35 year period. Positions held (in Victoria, New Guinea or
Canada) included educational psychologist, support services manager, school principal and senior
regional officer. Glenn worked with school communities to achieve government policy through effective
staff performance, efficient schools and enhanced school experience for all students.
Tony Wilkinson
Tony has spent over 40 years in the engineering industry, most 30 of which were in management of
engineering/manufacturing businesses. During this time he always had an extensive involvement with
the clients in the winning and management of the businesses. Much of the time in management was
part of executive committees or similar that ran the broader company business. He has held company
General Management positions, he is a graduate of the AICD course and a former director of the Auto
Cooperative Research Centre. Tony is an engineer by qualification but has extensively concentrated on
people management, the business clients and profitability. He has a strong engineering/ commercial
management background. Good experience in tender submissions project management in technical
environment and process development in management and Governance areas.
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GreatConnections Code of Ethics
Date: April 2013
The following code of ethics is provided to all GreatConnections Volunteers. The principles apply to all
activities and relationships within GreatConnections and should be aimed for at all times.
Confidence and Trust
The rights of all people are to be respected and safeguarded in all circumstances. The relationship with any
client (community organisation) must be private and confidential having due regard to the common welfare.
Self-Determination of the Client
Help may be offered and alternatives suggested, but the final decision is the right of the client.
Embracing diversity
Volunteers must be aware of their responsibilities to clients. They should be free of bias to the best of their
abilities and conduct themselves in a non-judgemental manner. They may not engage in any behaviour
which can be construed as discriminatory or prejudicial to any other person on the grounds of race, physical,
intellectual or psychological impairment, socio-economic status, marital status, gender, sexual orientation,
nationality, religious or political beliefs, body type or age.
Limitation of function
Volunteers will work within their professional competence and avoid misrepresentation of their professional
competence and qualifications. It is an expectation that all Volunteers will work within the boundaries of
their stated roles, professional training and experience.
Business Practices
Volunteer placements should not be viewed as a means of promoting oneself for private consulting or paid
work. This is a serious breach of volunteer ethics and may result in termination of association.
Public Statements
The permission of the CEO, Leadership Victoria is required before public statements can be made on behalf
of GreatConnections.
Responsiveness
Client Managers take care in matching the experience of program participants to the needs of community
organisations. Volunteers are requested to interact with Client Managers with courtesy, respect and
honesty; ensuring that when contacted by a Client Manager or member of the GreatConnections Team,
volunteers return the phone call or email within 3 (three) working days.
GreatConnections volunteers are also asked to be reliable in their attendance and adhere to their placement
arrangements. In the event of unavoidable absence, they must notify the relevant organisation contact and
Client Manager.
Harm/Risk Statement
Where a GreatConnections Volunteer has a reasonable belief that a staff member, client or other person is
at risk of harm, the volunteer is required to make a report of the incident.
Privacy
All information and personal details collected and held by GreatConnections will be stored and managed in
a secure and professionally appropriate manner.
25
Project Description Form (Projects)
This template should be used as a prompt to assist the project development discussion(s) with an organisation.
Following this meeting the organisation must complete what is called the ‘Project Description Form’ while logged in
to the LV website before a project can begin.
Name
Phone
Email
Name
Phone
Email
Client
Manager:
Date:
Organisation:
Key Contact:
Position / Title:
LV username:
LV temp password:
If the Key Contact is not the approval authority, does the highest approval authority?
Know about the Project:
Support the Project:
Approve the Project:
THE PROJECT
Title of the Project :
Description of the Project / The Need
To help you describe the scope of the assistance you are requesting we have provided you with some key questions. Answer
those that are relevant to your request.
What outcomes are your project/ organisation looking to achieve?
What would success look like?
(e.g. To develop a sustainable revenue source, To develop a more effective national body)
What things would you need to put in place to achieve the desired outcome?
(e.g. An established organisation with an agreed structure and clearly defined goals.)
What things might you need to develop in order to achieve the above?
Try to list in priority order.
(e.g. A business plan, A marketing plan, A diversity strategy)
What are some of the activities you may need to do in order to produce the above things? Can you estimate how much time
you think these might take?
(e.g. Conduct planning workshops, Liaise with a marketing expert to develop the plan, Research possible organisational
structures)
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What is your implementation plan for the project output(s)?
(How will the work requested be used by / integrated into your organisation; how will you secure take up amongst
management and staff? This will be refined as the project progresses)
Are there any other relevant documents that provide further background to your request?
Is there a particular time frame or key start date?
What type and level of expertise do you think will be required to undertake this project?
By completing the online project description form, the organisation agrees that this is the project agreed between them and the
GreatConnections Client Manager.
The Organisation will be asked to agree to the following:
CERTIFICATION, ACKNOWLEDGEMENT AND DISCLAIMER
As Chief Executive Officer (or equivalent) of the organisation, I certify that the information given in this application is true and correct. All
appropriate information about our organisation will be made available to the skilled volunteer provided by GreatConnections. I agree to liaise with
GreatConnections volunteers with courtesy and respect; ensuring that when contacted by a Client Manager, Volunteer or member of the
GreatConnections Team, I will return the phone or email within five working days. I agree to report to GreatConnections on the progress and
outcomes of the project/activity when requested to do so.
I further note that my organisation accepts that the people participating in this GreatConnections placement do so as volunteers of my organisation
and neither as representatives of their own employer nor as agents of Leadership Victoria. Where critical matters are involved I acknowledge that
my organisation will seek independent professional advice. Any person assigned to participate in the project from GreatConnections will be treated
as a volunteer with my organisation (s) for insurance purposes. I accept responsibility for hosting volunteers within my organisation and have in
place volunteer and/or employee policies that meet with the National Standards for Involving Volunteers in Not-for-Profit Organisations.
Leadership Victoria does not guarantee to successfully match every request from a non-profit organisation through GreatConnections. Whilst we
endeavour to make the best possible match for each organisation and supply a candidate who is appropriate to the organisation’s needs, it is the
organisation’s responsibility to assess volunteers and satisfy themselves as to the suitability of the selected person.
Leadership Victoria does not assess the suitability of any volunteer for any position within your organisation or verify or take responsibility for the
accuracy of a candidate’s application and is not responsible for any issues that may arise in respect of the arrangement between the candidate
volunteer and the organisation, including any incorrect details which may be contained in a candidate’s application or any misrepresentation which
may be made by a person. Leadership Victoria recommends that organisations undertake careful due diligence through referee checks etc. It is
the sole responsibility of the Organisation to carry out the appropriate Police and Working with Children Checks in relation to any Greatconnections
Volunteer. Leadership Victoria takes no responsibility for the conduct of these Checks.
Each organisation must take full responsibility for its own decisions in selecting and appointing candidates. Leadership Victoria has no liability, in
negligence or otherwise, for the ultimate suitability of candidates or for any acts or omissions on the part of individuals appointed through
GreatConnections.
I agree to the above certification, acknowledgement and disclaimer. My organisation has submitted a copy of our insurance policy covering
volunteers for personal accident and liability indemnity.
Yes
No
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Project Description Form (Mentor Request)
This template should be used as a prompt to assist the project development discussion(s) with an organisation.
Following this meeting the organisation must complete what is called the ‘Project Description Form’ while logged in
to the LV website before a project can begin.
Name
Phone
Email
Name
Phone
Email
Client Manager:
Date:
Organisation:
Key Contact:
Position / Title:
LV username:
LV password:
If the Key Contact is not the approval authority, does the highest approval authority?
Know about the Project:
Support the Project:
Approve the Project:
If seeking a Mentor
To assist us in matching you with a mentor, please answer the following questions:
What are your main reasons for seeking a mentor?
What outcomes do you hope to achieve from the mentoring relationship?
Provide a brief description of the scope of your current role.
What opportunities will be available to you in the next 6-12 months?
List your three major personal and/or career-related achievements.
What are your three key strengths?
Other information.
By completing the online project description form, the organisation certifies that these are the parameters agreed between them
and the GreatConnections Client Manager.
The Organisation will be asked to agree to the above certification (see Project Description Form (Projects).
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Project Description Form (Board Placement)
This template should be used as a prompt to assist the project development discussion(s) with an organisation.
Following this meeting the organisation must complete what is called the ‘Project Description Form’ while logged in
to the LV website before a project can begin.
Name
Phone
Email
Client Manager:
Date:
Organisation:
Name
Phone
Email
Key Contact:
Position / Title:
LV username:
LV password:
If the Key Contact is not the approval authority, does the highest approval authority?
Know about the Project:
Support the Project:
Approve the Project:
If seeking a Board Member
To assist us in helping you recruit a board member, please answer the following questions:
Has the Board/Committee formally agreed to approach GreatConnections?
Have you used the service of GreatConnections (formerly Skills Bank) before, and if so, what year?
Board Details
Meeting frequency/dates
Meeting locations
Describe your internal appointment process
Selection Criteria
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Specific skills sought (you can select more than one)
By completing the online project description form, the organisation certifies that these are the parameters agreed between them
and the GreatConnections Client Manager.
The Organisation will be asked to agree to the above certification (see Project Description Form (Projects).
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Volunteer Project Induction Checklist
When allocating a volunteer to a project, please request that the following induction take place on
commencement of a project. (See Sample Correspondence below for guidance on how to present to
stakeholders)
Volunteer Name
Role
Host Organisation
Client Manager
Date of Match
On allocation to a Project
Activity
Send confirmation email to host organisation
with the volunteer’s:
 Name
 Contact details
 Bio
Send confirmation email to volunteer with the
host organisation representative’s:
 Name
 Contact details
 Organisation background
 Project Application
 Any key dates discussed
On Commencement of a Project
Activity
Introduction to host organisation
representative
Introduction to big picture organizational
history, goals and outputs of host organisation
Introduction to host organisation Volunteer
Management System
Discussion of project vision and resources
available for use
Advise Leadership Victoria GreatConnections
of Project Commencement
Responsibility
Completed (Date)
Client Manager
Client Manager
Responsibility
Client Manager
Host Organisation
Host Organisation
Host Organisation
Host Organisation
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Completed (Date)
Sample Correspondence
Email to an Organisation when confirming a match
Dear [Organisation Contact Name],
Further to my phone call regarding having found a match for your [project / mentor request / board
placement], following is our official confirmation and some tips on getting started.
I am very happy to say that our volunteer, [Volunteer Name Surname], is very keen to get started
on your [project]! [Volunteer Name] is [very brief description of the person e.g. particular skills and why
they are keen to be on the project]. I have provided a little information about [Volunteer Name] in your
finalised Project Description Form, attached. Also in the attached document is a copy of [Volunteer
Name]’s induction checklist, which we highly recommend you following for your first meeting. We ask
that you contact [Volunteer Name] within 5 working days to set up an in-person or telephone meeting to
get the project started.
Now for the official handover: All GreatConnections volunteers are asked to adhere to a code of
ethics; in addition to this, while [Volunteer Name] is on placement with [Organisation Name], [she/he]
is covered under your organisation’s National Standards for Involving Volunteers in Not-for-Profit
Organisations compliant volunteer management system and public liability insurance. We ask that all
organisations ensure that GreatConnections volunteers are treated with respect and courtesy while on
placement, including prompt response to any attempt our volunteers make to contact you (within 5
working days). They love donating their time to projects and really appreciate upfront, realistic
communication about the status of a project.
As your Client Manager, I will be a contact for you throughout the project should you have any queries,
as well as being in touch every now and then to see how the things are progressing. Please do not
hesitate to contact me should you need.
All the best and we hope you get a lot out of your GreatConnections association!
Kind regards, [Client Manager Name]
[Client Manager Name Surname]
GreatConnections Client Manager (Volunteer)
Leadership Victoria
ph: [Client Manager Phone Number] office: 03 9651 6590
email: [Client Manager Email]
web: www.leadershipvictoria.org
LinkedIn Profile [Link to LinkedIn Profile or LV Organisation Profile]
Attachment: Client Managers could provide Contact with a document comprising of copies of the
organisation’s final online Project Description Form (request from SI Team), the bio of the volunteer, a
Volunteer Project Induction Checklist and a copy of the GreatConnections Code of Ethics.
Client Managers will complete the induction document as matches are made.
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Email to a Volunteer when confirming a match
Hello [Volunteer Name],
Thank you for nominating for this project, your enthusiasm and skills will certainly be of assistance to
[Organisation Name]!
Please find attached the Project Description Form for this placement which will provide some
background on the organisation and what they would like to do. I will also be writing to [Organisation
Contact Name Surname] at [Organisation Name] and letting them know formally who you are and that
you are ready to get started. I will ask that [he / she / they] contact you within a week from today to
discuss how to get things going.
As the Client Manager, I will be a contact for you throughout the project should you have any queries, as
well as being in touch every now and then with [Organisation Name] to see how the things are
progressing. Please do not hesitate to contact me should you need.
Kind regards, [Client Manager Name]
[Client Manager Name Surname]
GreatConnections Client Manager (Volunteer)
Leadership Victoria
ph: [Client Manager Phone Number] office: 03 9651 6590
email: [Client Manager Email]
web: www.leadershipvictoria.org
LinkedIn Profile [Link to LinkedIn Profile or LV Organisation Profile]
Attachment: Client Managers could provide Contact with a document comprising of copies of the
organisation’s final online Project Description Form (request from SI Team), a Volunteer Project
Induction Checklist and a copy of the GreatConnections Code of Ethics.
Client Managers will complete the induction document as matches are made.
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Volunteer Project Charter
This template can be used by volunteers and Member Organisations to fully plan their projects based on the initial
Project Description Forms provided by Client Managers.
Project name:
Background
[What is the overall purpose and impact of this project?]
Start date:
Finish date:
Project objectives
Objective
Importance
Benefit
Measurement
[Insert the project objectives. Each objective should be
measurable to the success of the project.]
[High, Medium,
Low.]
[Insert the expected benefit that this
objective will have.]
[Insert the measurement that will be used to determine
that the objective has been achieved.]
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Project scope
In scope
Out of scope
Project approach: Deliverables and Milestones
Deliverables/ Outputs
Authority/ Sign-Off
Milestone
Target date
35
Dependencies, assumptions, and constraints
Project dependencies
Detail
Project assumptions
Detail
Project constraints
Detail
Risk management
Risk description
Impact
Likelihood
Mitigation
[Insert known risks to the project,
organisation, community, other.]
[High, Medium, Low.]
[Likely, Possible, Unlikely.]
[Insert action or plan to mitigate.]
36
Project governance
Project Supervisor:
Volunteer:
Steering committee
Name:
Project team
Relationship to project:
[Ensure you discuss and obtain agreement from their respective departments/organisations.]
Name/ Role
Specialist skills/
Relationship to project
Expected time commitment
and when
Project stakeholders [Internal and external stakeholders impacted by the project, have important information, or are decision makers.]
Name of stakeholder or group
Relationship to project
37
Project communication plan
[Frequency of project reporting, communication to stakeholders and steering committee/sponsors.]
Quality control
[Quality checks and who is responsible for review/sign-off, including external communications/ marketing copy]:
Review and acceptance
This document forms the baseline for the project. Any changes to the project must be approved by the project
supervisor.
Project supervisor signature:
Project supervisor name:
Date
Volunteer signature:
Volunteer name:
Date
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