Supporting vulnerable families

If the definition of leadership is helping others achieve their potential, then there could be no better leader than 2003 Menzies Research Scholar in the Allied Health Sciences, Dr Kerry Proctor.

It is a measure of the woman that she sees her current role as the Manager of an Indigenous Program with The Bouverie Centre (Victoria’s Family Institute) as a failure, purely because she hasn’t been able to replace herself with an Indigenous person.

The incredible thing in exploring Kerry’s work and outcomes is seeing how much of what she has experienced in the past 15 years in her career relates directly to some of the hot political issues of the day:

          implementing programs to address homophobic attitudes towards same-sex attracted young people, and

          training Indigenous family workers to give them high level qualifications and skills so they can deliver family therapy which is culturally safe and helps families deal with issues such as drug and alcohol abuse and gambling.

It is not surprising to learn that the most frustrating aspect of Kerry’s work is not being able to secure ongoing funding for these programs to take the learnings from her work to create sustainable programs in Australian communities.

The irony is the community is searching for answers to some of these issues, when perhaps those answers are tucked away in an office of The Bouverie Centre, in a back street in Brunswick, Melbourne.

Kerry says the Menzies Scholarship “absolutely saved my life because it allowed me to finish my PhD.

“I was working on an anti-discrimination program with same sex attracted youth in schools to help address issues of homophobia and its links with bullying and suicide risk. The PhD was embedded in a community development program in regional schools called ‘Breaking Through’. It was great work,” Kerry said.

‘Breaking Through’ was developed in response to the concerns about school bullying and violence and their link to depression and suicide in young people.  It is a community development and holistic approach to challenge discrimination in schools involving families, students, staff and workers.

“As part of the program students who wouldn’t usually work together, were placed in teams to work on role plays to explore issues, talk about values and what’s important to them.

“It moved them away from identifying people with judgment and superficial descriptions as they got to know each other as people. The reaction was ‘I didn’t know I was going to like this person.’

“It was transformational. Through this program kids changed, they stepped into leadership roles, they became more confident to speak out,” Kerry said.

“If we’d had the dollars to follow the trajectory of these students we would know that a significant number of people who have had that kind of transformational training actually go onto have greater impact on their own lives and the organisations they work for. That is the benefit of experiential, values-based learning.”

“It was transformational. Through this program kids changed,
they stepped into leadership roles, they became more confident to speak out,”

“The thing that changed was a recognition of difference. An appreciation and an awareness from staff, parents and others that you see kids as kids exploring their sexuality, not monsters or some kind of threat.”

Kerry still sees this work which was completed in 2004 as unfinished business. Despite her best efforts, with changes of government and staff in government departments, awareness of the program and its impacts was lost.

And the findings are not reflected in current government policy. “I would love to go back and work with schools around anti-discrimination particularly when I see all the stuff in the papers at the moment.”

Kerry echoes the views being expressed by some in the LGBTIQ community, that a plebiscite on marriage equality could be incredibly divisive.

“If same sex attracted young people have a strong sense of identity it (a campaign) might empower them to speak up, but not many same sex attracted young people have a sense of identity that’s really strong at that age. This has the potential to be humiliating and shaming for them and their parents.

“If they have parents who are gay or queer or transgendered, it would set up a whole dynamic about how you cope with shame and negative identity descriptors. I think it could be a nightmare for kids and the schools may not be equipped to support them,” Kerry said.

One of the benefits to have come from Kerry’s ‘Breaking Through’ work was a community engagement model which was tried and tested and allowed her to consult to the then new Indigenous Program at The Bouverie Centre.

This is the program she now heads up with a team of 6 Indigenous and non-Indigenous family therapists/trainers.

Together they have developed a model of Family Therapy Training for Indigenous Social and Emotional Wellbeing. Under the auspices of La Trobe University, they have delivered post graduate training in family therapy to 90 Aboriginal and Torres Strait Islander health workers in communities over the past seven years.

These are Aboriginal workers, many of whom have never had any formal therapeutic training, now with post graduate qualifications and helping other Aboriginal families in communities.

Not only that, these qualified therapists are inspiring the next generation. “Many of our graduates are the first member of their family to do a tertiary course. Their kids are saying to them ‘if you can do it, we can do it’,” Kerry said.

“The importance of role modelling is huge in terms of the next generation.”

The training has been mostly in Victoria, but also as far afield as Cape York – essentially wherever they are invited into the community and where funding can be sourced.

Whilst the Victorian State Government funds The Bouverie Centre to provide a statewide family therapy service for families at the most serious end of the spectrum (when there has been a serious mental illness diagnosed or complex trauma), the Indigenous program is largely funded by philanthropy and more recently by the Aboriginal controlled communities themselves.

The team has been invited to conduct two more training courses; again in Cook Town up on Cape York for 17 workers and another in Warrnambool. Five Victorian Aboriginal Community Controlled Health Services have banded together to broker philanthropic funding for the training to go ahead for their workers.

“We have had the program evaluated by the Lowitja Institute in 2015 so the reward is knowing we are doing something that works on the ground.

“The frustration is the next bit – ensuring the graduates continue to do well; embedding and implementing the work in organisations and for the government to take it seriously.

“We don’t yet have the resources to measure the outcomes from the perspective of a health economist.

“I can tell you anecdotally that the trained graduates are reporting they are having fewer problematic instances in family sessions. In a very stressful type of work where stress and burnout are high, our qualified people experience lower levels of stress and drop out, they have increased confidence to apply for jobs, they have a career path now…. it is frustrating and wonderful all at once.”

Kerry’s top priorities now are to find the Indigenous Manager to take over her role and to continue the fight to ensure the program is sustainable and ongoing. Outside of that her priorities will be spending time in her country garden and getting to know a brand new grand daughter.

Natasha Eskinja

Digital Communications Coordinator

Natasha is driven by a profound passion for both creativity and analytics, a synergy that fosters authentic storytelling in the digital realm with both innovation and integrity. 

Throughout her career, she has consistently integrated the overarching marketing and communications narrative with the emotional connections of audiences. She is currently pursuing a Certificate in Society and the Individual from Flinders University, furthering her exploration of human behaviour and the critical importance of connectedness between organisations, individuals, and communities.

LinkedIn | natasha.eskinja@menziesfoundation.org.au

Sarah Jenkins

Strategic Communications Manager

Sarah has more than 18 years’ experience in communications and marketing leadership across a range of sectors.

Communications strategy and organisational growth is a continuing theme in Sarah’s career. Most recently, she leads the development of a Leadership Movement, evaluated by Menzies Viral Co-efficient Model; a contribution to the NFP. 

Sarah’s early career centred around best practice in marketing and communications which later culminated into the establishment of her very own agency. This work extensively spanned across PR, traditional media, event management, strategy, digital marketing, graphic design and business development consultancy. 

In 2019, Sarah joined the lean and robust team at the Menzies Foundation. She has since crafted the Foundation’s narrative and communication strategy. The development of this strategic communications platform is essential for ‘movement building’ and requires a strong strategic, management and communication skills set. Sarah has brought so much to this important work, which sits at the forefront of communication practice. 

Sarah continues to contribute to the NFP sector through her commitment to Purpose; as she reflects on her own leadership, builds her own leadership capability and contributes to the greater good. 

LinkedIn | sarah.jenkins@menziesfoundation.org.au | 0401 880 071

Rohan Martyres

Director, Strategy and Partnerships

Rohan has 15 years’ experience in facilitating cross-sector collaborations to address complex social and health challenges.  He has worked with the World Economic Forum in Australia, led an international conflict resolution field team in Nepal, and directed a 10-year £40m initiative to reduce health inequity in London.

Most recently, Rohan was Major Grants Development Manager at the Ian Potter Foundation.  He refined the foundation’s major grants strategy, and co-developed a series of large scale initiatives, including joint philanthropic-government funding for a new national organization to support place-based approaches across Australia.

Rohan has held several non-executive roles, including with an international NGO and with London Funders, the peak body of independent foundations in London.  He holds several qualifications including a graduate degree in innovation and strategy from the Judge Business School, University of Cambridge.

When Rohan isn’t exploring Melbourne’s creeks with his partner and 6yo daughter, he’s working on his currently weak Australian accent (after 15 years in the UK).

LinkedIn | rohan.martyres@menziesfoundation.org.au | 0404 505 954

Trudy Morrison

Operations Manager

A marketing and communications specialist with over 20 years experience in government, corporate and consumer marketing, Trudy brings her adaptive and organisational project management skills to the Menzies Foundation team. 

With a BA degree in Public Relations, Trudy began her career with the City of Melbourne and in magazine publishing, before moving into marketing communications consulting. She has worked in strategic marketing leadership roles with retail brands and enjoys juggling many projects and tasks simultaneously. Her skills were further enhanced when managing her own communications business representing industries across private education, financial services, aviation, government and the health industry. 

Trudy is passionate about leadership and all people being encouraged to reach their full potential through research and educational initiatives and opportunities throughout Australia. A skilled and accomplished writer and editor Trudy is enthusiastic about bringing her variety of skills to the Menzies Foundation team. 

LinkedIn | trudy.morrison@menziesfoundation.org.au | 0402 361 878

Liz Gillies

Chief Executive Officer

Liz Gillies has had over 25 years experience in a range of fields focused on initiatives for social impact. She has held roles in multiple sectors and academia.

In 2018, Liz was appointed CEO of the Menzies Foundation which aspires to build a leadership movement that supports Australians to pivot to purpose, build their leadership capability and contribute to the ‘greater good’.

Liz joined the Melbourne Business School in 2009 and was instrumental in establishing the Asia Pacific Social Impact Centre (APSIC) and The Centre for Ethical Leadership. In November 2011 she was appointed as research fellow to lead a partnership focused on strategic philanthropy which culminated in the release of the reports: Philanthropy: Towards a Better Practice Model (2018) and the Philanthropy: The Continued Journey to Real Impact and better Practice (2021).

Liz has extensive governance experience, having served on the Board of the Publish Galleries Association of Victoria, Social Firms Australia, Uniting Care Community Options, United Way Australia and the Development Committee of the Towards a Just Society Foundation. She is currently on the Philanthropy Reference Group of Barmal Bijiril and a Director of Philanthropy Australia.

LinkedIn | liz.gillies@menziesfoundation.org.au | 0416 112 703

Natasha Eskinja

Digital Communications Coordinator

Natasha is driven by a profound passion for both creativity and analytics, a synergy that fosters authentic storytelling in the digital realm with both innovation and integrity. 

Throughout her career, she has consistently integrated the overarching marketing and communications narrative with the emotional connections of audiences. She is currently pursuing a Certificate in Society and the Individual from Flinders University, furthering her exploration of human behaviour and the critical importance of connectedness between organisations, individuals, and communities.