Job Description
Willing & Able Foundation is seeking an experienced, values-driven Chief Executive Officer to lead its next stage of development.
n
For more than 60 years, Willing & Able has supported people with disability to build skills, participate in meaningful work, strengthen independence and contribute to the community.
n
We are a respected regional organisation with committed staff, diverse services and social enterprises, and strong Port Macquarie-Hastings community connections.
n
The opportunity
n
Reporting to the Board, the CEO will provide strategic, operational and cultural leadership across Willing Able.
n
The role will be responsible for:
n
n
delivering the Board-approved strategy and operational priorities;
n
ensuring high-quality, safe and person-centred services;
n
strengthening supported-employment and community participation pathways;
n
leading financial sustainability, business performance and organisational improvement;
n
building a respectful, accountable and psychologically safe workplace;
n
maintaining strong governance, safeguarding, WHS and regulatory compliance; and
n
developing productive relationships with participants, families, employees, government, regulators, business partners and the wider community.
n
n
The CEO will lead with integrity, sound judgement and professional courage, managing complexity and providing the Board with clear, timely and candid advice.
n
About you
n
You will bring substantial senior leadership experience in disability, human services, not-for-profit management or a related environment.
n
You will demonstrate:
n
n
strong understanding of the NDIS, participant rights, safeguarding and person-centred practice;
n
experience working with a Board and supporting sound governance;
n
financial, commercial and service-sustainability capability;
n
leadership of people, culture, WHS and organisational change;
n
the ability to translate strategy into measurable outcomes;
n
robust stakeholder and community relationships; and
n
a commitment to inclusive, meaningful employment opportunities for people with disability.
n
n
Experience in regional service delivery, social enterprise, supported-employment transformation, culture improvement or restructuring will be highly regarded.
n
Our values
n
n
Excellent Service to Customers
n
Self-Worth Self-Esteem
n
n
Why join Willing & Able?
n
This role directly impacts people, families, employees and the regional community.
n
You will have the opportunity to:
n
n
lead a respected, community-connected organisation;
n
work with an experienced Board;
n
shape inclusive employment and service pathways;
n
strengthen culture and sustainability; and
n
guide Willing Able through a period of transition and opportunity.
n
n
Willing & Able Foundation is committed to inclusion and welcomes applications from people with disability and people with lived experience of disability.
n
A comprehensive information pack, including the full role description, financial summary and latest Annual Report, is available on request.
n
Further enquiries can be addressed to Maria Doherty via:
n
Applications close on Friday 25th September ****.
n
Position Purpose
n
The CEO provides strategic, operational and cultural leadership to ensure safe, high-quality, person-centred, financially sustainable and compliant services.
n
Working with the Board, the CEO implements strategy, leads the management team and workforce, strengthens employment and community participation pathways, and keeps participant and supported-employee rights, dignity, abilities and wellbeing central to decisions.
n
The CEO will build a respectful, accountable and psychologically safe culture, maintain key stakeholder relationships and uphold Willing & Able's values.
n
The role also covers governance support, financial stewardship, risk, safeguarding, WHS, compliance, performance and continuous improvement.
n
Relevant tertiary qualifications in business, management, disability, human services, governance or a related discipline, with substantial senior executive experience in a complex service organisation.
n
Senior leadership in disability, human services and/or the not-for-profit sector,



with strong knowledge of the NDIS Practice Standards, NDIS Code of Conduct, participant rights, supported decision-making, safeguarding and person-centred practice.
n
Knowledge of disability-sector reforms, including Disability Royal Commission recommendations and ongoing NDIS reforms.
n
Capacity to lead contemporary supported-employment reform, including transition pathways, customised and open employment, and social enterprise innovation.
n
Highly developed communication and interpersonal skills, sound judgement and professional courage, including communicating difficult information clearly and promptly.
n
Ability to build psychologically safe and accountable workplaces, manage conflict and underperformance, clarify roles, consult workers and lead significant change.
n
Experience advising a Board, supporting governance and due-diligence obligations, working within delegated authority and reporting on risk, performance, compliance and emerging issues.
n
Ability to translate Board-approved strategy into measurable outcomes, prioritise competing demands, lead transformation and report transparently on progress and corrective action.
n
Experience in organisational budgeting, financial performance, cash flow, resource allocation and financial risk, including assessing service viability and recommending growth, restructuring, investment or closure.
n
Leadership of physical and psychosocial WHS, serious-incident response, worker consultation, risk controls and fair, evidence-based investigations.
n
Strong knowledge of obligations applying to an NDIS-registered charity and employer, including NDIS, ACNC, Corporations Act, Fair Work, WHS, privacy, employment and incident reporting.
n
Ability to build credible relationships with participants, families, workers, regulators, government, funders, businesses and community partners, with an understanding of regional service delivery.
n
Current NDIS Worker Screening Check and capacity to satisfy criminal-history, reference, probity and NDIS key-personnel suitability requirements.
n
Current NSW Driver's licence.
n
Preferred Criteria
n
Regional leadership:
n
Senior leadership in regional, rural or geographically dispersed services, including workforce attraction, stakeholder engagement and service continuity.
n
Social enterprise and commercial development:
n
Experience developing, growing or restructuring social enterprises, supported-employment businesses or mission-aligned commercial operations.
n
Supported-employment transformation:
n
Experience developing inclusive pathways, customised or open employment, skills development or transition-from-school programs.
n
Regulatory and audit experience:
n
Leading NDIS audits, regulatory reviews, serious-incident responses or regulator engagement.
n
Lived-experience engagement and co-design:
n
Working with people with disability through co-design, supported decision-making or advisory structures.
n
Integrity and transparency
n
Acts honestly and provides timely, accurate Board information.
n
Friendship and respectful relationships
n
Builds trust with participants, supported employees, families, staff and partners.
n
Ability and inclusion
n
Recognises each person's strengths, choices and potential.
n
Community contribution
n
Promotes meaningful participation, employment and contribution within the local community.
n
Excellent service to customers
n
Maintains high standards of service, responsiveness, safety and continuous improvement.
n
Self-worth and self-esteem
n
Leads in ways that strengthen dignity, confidence, independence and a sense of belonging.
n
Psychological safety and wellbeing
n
Creates an environment where people feel safe to speak up, raise concerns, contribute ideas and seek support without fear of blame or retaliation.
n
Responsible leadership and governance
n
Uses evidence,



consults affected people, manages change carefully and works within delegated authority.
n
Accountability and professional courage
n
Takes responsibility for decisions, addresses poor practice and gives frank advice to the Board.
n
Key Performance Indicators
n
Strategy and Board Accountability
n
n
Deliver at least 90% of Board-approved annual operational priorities within deadlines.
n
Provide timely Board papers and risk reporting.
n
Escalate material financial, safeguarding, WHS, workforce and regulatory issues promptly.
n
Complete an annual review of strategic and operational plans with the Board.
n
Achieve the Board-approved annual operating result or explain and correct material variances.
n
Maintain liquidity and cash reserves within Board-approved thresholds.
n
Provide monthly business-unit profitability and contribution reporting.
n
Implement Board-approved actions for financially unsustainable services, including SIL and underperforming enterprises.
n
Ensure capital, lease and growth proposals include clear business cases and post-implementation reviews.
n
n
Participant Rights, Quality and Safeguarding
n
n
Achieve successful NDIS surveillance and certification audits, with non-conformities addressed within agreed timeframes.
n
Ensure reportable incidents are notified within statutory timeframes.
n
Complete incident investigations and corrective actions within agreed deadlines.
n
Maintain participant satisfaction at a Board-approved level, with action plans for negative or uncertain responses.
n
Demonstrate participant choice, supported decision-making and advocacy in service delivery.
n
Ensure Supported Independent Living services are protected, financially sustainable, rights-based and compliant with funding, safeguarding and quality requirements.
n
Demonstrate understanding of restrictive practice legislation, behaviour support governance and human-rights-based service delivery.
n
Ensure effective cyber-security, privacy and information-management systems, including data-breach response requirements.
n
n
WHS and Psychosocial Safety
n
n
Close SafeWork, audit and serious-incident corrective actions within agreed timeframes.
n
Consult workers regularly on physical and psychosocial risks.
n
Report monthly on incidents, hazards, workers compensation and overdue actions.
n
Implement controls following serious incidents and near misses.
n
Improve worker confidence in speaking up, management support and role clarity.
n
n
People, Culture and Leadership
n
n
Maintain staff satisfaction above a Board-approved target and track response rates and priority themes.
n
Complete performance and development reviews for eligible workers within the annual cycle.
n
Maintain required screening, training and onboarding compliance.
n
Reduce avoidable turnover, vacancies and unplanned absence.
n
Manage grievances, conduct and performance matters in a timely, fair and documented way.
n
Complete agreed actions arising from worker feedback and culture reviews.
n
n
Stakeholder and Community
n
n
Maintain effective relationships with participants, families, regulators, government, Council, employers and community partners.
n
Maintain participant consultation and co-design mechanisms so participant voices influence decisions, service design and continuous improvement.
n
Establish a Board-approved number of productive employment, training or social-procurement partnerships.
n
Respond to complaints and stakeholder concerns within agreed service standards.
n
Protect and strengthen Willing & Able's regional reputation.
n
Provide evidence of community contribution and social impact.
n
n
Employment Outcomes and Social-Enterprise Transformation
n
n
Establish measurable employment and skills-development plans for supported employees.
n
Report progression in skills, responsibilities, qualifications and employment pathways.
n
Increase supported employees participating in open, customised, blended or community-based employment opportunities.
n
Review each social enterprise annually for mission impact, participant outcomes and financial sustainability.
n
Deliver the Board-approved supported-employment transformation plan.
n

📌 Chief Executive Officer (Port Macquarie)
🏢 Willing and Able Foundation
📍 Port Macquarie