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Message Building Futures: Regional Leadership Programs Shaping Victoria’s Regional Communities. Help us build citizen leadership across regional Victoria to create and sustain community resilience.

01Who We Are & What We DoThe Regional Leadership Collective (RLC) is the peak body for nine community leadership organisations serving regional Victoria since 1996. Regional leadership programs empower communities to address local challenges through tailored, community-led solutions. Member organisations collaborate deeply within their regions, fostering capacity and leadership development. A key feature of the RLC network is its agship annual programs, which have produced over 5,000 Alumni in the past two decades. These programs equip regional leaders with the skills, condence, and connections needed to navigate change, making the network a vital force in Victoria’s ongoing recovery and growth.

02Our visionFlourishing, resilient communities across regional VictoriaOur shared valuesBy community, for community, in community; Understanding and action; Data-driven; Collaborative; Connected; Safe and supportiveOur missionTo build a citizen leadership movement across regional Victoria, engaging and activating communities to create and sustain resilience. Across RLC our programs are: Developing resilient leaders: Programs equip participants with the skills to navigate change, promote collaboration, and address local challenges. Transitioning leaders to governance: By preparing community members to step into board and committee roles and in many cases, local, state or federal government positions, the RLC addresses the leadership gap and strengthens governance structures. Enabling community-led transition: In an evolving world, community leaders are leading asset-based planning to ensure communities capitalise on their strengths while planning for growth and change. Amplifying impact through collaboration: Regional networks share solutions, eliminate redundancies, and advocate effectively.

03Statewide leadership, at a glance:Leadership Great South Coast Corangamite, Glenelg, Moyne, Southern Grampians, WarrnamboolLeadership Wimmera Hindmarsh, Horsham, Northern Grampians, West Wimmera, Yarriambiack9 Leadership Programs 60 Local GovernmentAreas 150 Years of CollectiveExperience 5K+ Program Graduates

04WimmeraSouthern MalleeMalleeGreat South CoastCentral HighlandsBarwonLoddon CampaspeMelbourneGoulburnOvens MurrayGippslandAlpine Valleys Community Leadership Albury (NSW), Alpine, Benalla, Indigo, Manseld, Moira, Towong, Wangaratta, WodongaFuture Shapers (Ballarat & Western Region) Ararat, Ballarat, Golden Plains, Hepburn, Moorabool, PyreneesGippsland Community Leadership Program Bass Coast, Baw Baw, East Gippsland, Latrobe, South Gippsland, WellingtonGoulburn Murray Community Leadership Benalla, Campaspe, Greater Shepparton, Mitchell, Moira, Murrindindi, StrathbogieLead Loddon Murray LMCPBuloke, Campaspe, Central Goldelds, Ganawarra, Greater Bendigo, Loddon, Macedon Ranges, Mount Alexander, Swan HillCommittee For Geelong Leaders For Geelong Colac-Otway, Golden Plains, Greater Geelong, Queenscliffe, Surf CoastNorthern Mallee Leaders Mildura, Swan Hill, Wentworth (NSW), Ouyen and the Mallee Track, Millewa, Robinvale and Euston

05Self-determined leadership pathways through RCL programs“Leadership and learning are indispensable to each other.” John F. KennedyWhile lots of people take up leadership roles when the moment demands, and their innate leadership qualities come to the fore, those who have participated in RCL leadership programs are best positioned to have the most positive impact on their communities.Katrina Umback Northern Mallee Leaders After losing her husband Scott to a heart attack in 2019, Katrina Umback, a graduate of the Northern Mallee Leaders (NML) Program, stepped into a leadership role to prevent similar deaths occurring in her community. Determined to make a difference, Katrina became a erce advocate for heart health awareness and equitable healthcare access in regional Australia. Katrina’s leadership and example setting in this space began just nine months after Scott’s passing when she ran a half marathon for the Heart Foundation. Over the following years, she hosted a Hearturday radio-a-thon, participated in the My Marathon Challenge, and featured on ABC’s Q&A, discussing healthcare inequities in her community. In 2023, she became an Ambassador for the Heart Foundation’s Adventure for Hearts campaign, hosting Dilruk Jayasinha’s Heart Stopper show and trekking Cradle Mountain with her son and heart disease survivors. The NML program played a pivotal role in shaping Katrina’s approach. It provided critical leadership skills, enabling her to collaborate with key stakeholders, including federal MPs, healthcare leaders, and research institutions. In 2024, Katrina spoke at Parliament House, Canberra, resulting in Mallee being selected as one of only two regions to receive free heart health screenings. Over 1,168 tests were conducted, with 80% of participants showing cardiovascular risk factors and 40% referred for further care. Katrina’s advocacy continues through collaborations with La Trobe University on a multi-million-dollar research project aimed at improving early detection of cardiovascular disease in rural areas. She also supports CAD Frontiers, an initiative striving to eliminate heart attacks globally. Reecting on her journey, Katrina shares: “The NML Program gave me the networks and condence to turn personal tragedy into community impact. Leadership programs like this empower you to take action when it matters most.” She believes more regional leaders should complete these programs: “The more people who have access to leadership opportunities, the stronger our communities can be. It’s not just about personal growth but community resilience and ourishing.”

06Andrew Whitehead Alpine Valleys Community Leadership When his community was hit by natural disaster, a global pandemic and heartbreaking loss, Towong’s Andrew Whitehead stepped into the leadership role that his friends and peers always knew he had in him. Andrew had put his hand up for many roles in his Upper Murray community over the years: coach and President of the Corryong Football Netball Club, CFA volunteer and a member of the district’s Better Beef Group. So in 2015, when a friend suggested he apply to the Alpine Valleys Community Leadership Program, Andrew welcomed the opportunity to become a more effective community contributor. Andrew has since served two terms as a Towong Shire Councillor and was elected Mayor in 2021—something he doubts he would have considered if he hadn’t been through the Alpine Valleys Community Leadership Program (AVCLP). It’s been a particularly challenging time to lead and support the community. In 2019, the Towong Shire was devastated by the Black Summer Bushres. Locals didn’t have much of a chance to come together and recover, as the res were swiftly followed by the COVID-19 pandemic. During this time, the community tragically lost four young men—three to suicide. Andrew reected on the challenges: “There are leaders within the community who just weren’t able to lead at that time because they were dealing with their own devastation. We got through and we got people that put their hand up. But at times, they struggled as well. They had too much on but still thought ‘Well, I’ve gotta put my hand up because there’s no one else to do that’.” Andrew was part of the Upper Murray Community Recovery Committee, established after the res. The committee identied early that, to build resilience, the community had to develop its leadership capacity. This would help combat burnout and fatigue among the “known” leaders within the community. In response, AVCL delivered a seven-day leadership program specically for Upper Murray community members.Interestingly, Andrew noted one of the hurdles to nurturing more leaders:“I think there’s a lot of people out there that are leaders, and if they could accept that, they’d probably be a lot better leaders.”

07Jess Fishburn Leadership Great South Coast In 2015, Jess Fishburn and three business partners identied a critical gap in allied healthcare in South West Victoria. They founded Gen Health, introducing podiatry, physiotherapy, and clinical Pilates to the region. However, it was Jess’s participation in the Leadership Great South Coast (LGSC) program in 2016 that truly shaped her leadership journey and transformed Gen Health’s impact.Initially, Jess didn’t see herself as a leader. Encouraged by an LGSC alumnus, she enrolled in the program—a decision that redened her perspective on leadership and her role in the community.The LGSC program exposed Jess to regional challenges, particularly healthcare access, mental health, and community engagement. These insights profoundly inuenced Gen Health’s direction, shifting it from a clinic to a catalyst for community-driven health improvements.Today, Gen Health has grown into a multi-disciplinary clinic, offering occupational therapy, exercise science, and clinical exercise programs. With a patient database of nearly 9,000 individuals, the clinic signicantly reduces pressure on the public health system.Two critical elements of Gen Health’s success link directly to Jess’s LGSC experience:• Health Education & Community Engagement: Jess and her team volunteer expertise to improve health literacy, empowering the community to take proactive control of their health.• Team Culture & Workforce Sustainability: In a rural setting, workforce retention is a challenge. Jess applied leadership skills from LGSC to create a workplace culture that attracts and retains top allied health professionals. The LGSC program’s ripple effect extended beyond Jess. In 2021, a team member completed the program and is now a business partner—further proof of its ability to foster leadership.Jess believes more community members should participate in leadership programs: “Leadership programs give you the condence, perspective, and tools you didn’t know you needed. The mission of GenHealth is: ‘together strengthening the health of our local community’ but it could just easily stand for what the LGSC program delivers.” The LGSC program equipped Jess with the skills, networks, and vision to transform Gen Health into a cornerstone of healthcare in South West Victoria—proving the profound impact of local leadership programs on personal growth and community wellbeing.

09Our strategyRLC has developed a new strategy to deepen our efforts and ensure the sustainability of our member organisations. Aligned with recommendations from an independent review commissioned in 2020, our strategy centres on our shared strengths; place-based insights, collaborative learning, and accessible resources; empowering communities to address and leverage their unique experiences of recent years. The strategy centres local citizen leadership at the heart of community resilience. Its focus is a place-based model underpinned by shared learning and resources. It recognises and encourages proactive, resilient, self-determining communities with the capacities, capabilities and networks to meet the challenges of the future.

12Enhanced Civic Engagement:Encourage individuals to participate in local governance and decision making, leading to a more informed and active citizenry. Strengthened Social Networks:Help build connections among community members, fostering collaboration and support networks that can address local issues more effectively. Improved Local Problem-Solving:Developing leadership skills, enables participants to tackle community challenges with innovative and practical solutions. Increased Community Resilience:Strong leaders help communities adapt to changes and recover from challenges by mobilizing resources and rallying collective action. Sustainable Development:Effective community leaders contribute to long-term planning and development, aligning local projects with broader social, economic, and environmental goals.Our outcomes

11How we create change within our communitiesWhile each RCLP delivers a program that is unique to its region and its communities, the approach to building connection, capability, diversity and engagement has been common across all RCLPs. In recent years, RLC has supported the development of a more formalised expression of this collective approach through a common strategy to be able to better demonstrate the collective impact, while preserving what makes each RCLP unique. Program objectives• Support the development of emerging leaders across government, business and community sectors to effect change in their local communities and wider region; • Increase the diversity of local leaders, including those that identify as Indigenous, disabled, culturally and linguistically diverse (CALD), or disadvantaged (low socio-economic background); • Increase participation of community leaders in signicant regional projects, processes and planning; • Increase collaboration between networks of community leaders to effect change in local communities and regions;• Improve the nancial sustainability of community leadership programs in rural and regional Victoria; • Develop a sound evidence-base on the impact and effectiveness of leadership development activities.

Core componentsRealising our vision and missionThe elements we sharePlace-based elementsOur common foundationsGovernance:Local ensures we are place based; RLC leverages the collective. Processes & Systems: Where there is value, we will share processes, systems & people.Impact & Performance: We actively measure & monitor our impact & performance. Funding: We source our funding locally and collectively. Resources: Our connected Program Leads model citizen leadership for community resilience.• Local data, priorities, experiences, networks• Local places, people, activities, events• Driven by local need/goals• With local community• Building local connections• Local events• Local program involvement• Program framework & guidelines• Underlying philosophy• Program Tools• Expert delivery• Overarching regional knowledge framework• Common consultants/tools• Project Guidelines - why, what, how, measurement• Common approach & support• Shared activities• Knowledge and toolsDeveloping Citizen Leaders (Program• Strengths-based self-awareness & reection• Local and regional knowledge• Community ProjectsCitizen Leadership in Action (Projects)• Community Projects undertaken by participants in groups with community, focussed on a particular community need/goalSustaining Active Citizen Leadership (Alumni) • Alumni as a core part of the “movement for change’• Continued growth and development for alumni12

13The case for stronger, community-led resilience in Regional VictoriaRegional Victoria is diverse. Its people, landscapes, communities and economy are varied with unique opportunities and challenges.Some key statistics:• Rural and regional Victoria has a population of approximately 1,576,613 and is home to one- in-four Victorians;• It accounts for 864,000 jobs and 21.9% of the state’s small businesses (dened as employing one-19 staff);• Victoria has a regional economy that generates over $97 billion (gross regional product) and accounts for 19.5% of Victoria’s total economy.• Leading sectors include Agriculture, Tertiary Education, Industry and Innovation, Creative Economy, Tourism, Mining, Manufacturing, Aboriginal Economic Development, Transport and Infrastructure and, and Healthcare and CommunityRegional Leadership Collective enables communities to be:Culturally rich & vibrant Diversity is celebrated and the community has a range of cultural, arts and leisure activitiesaccessible by all. In good health A community is physically and mentally healthy and it is a safe place to be.Working in dynamic & diverse local economies There are diversied and accessible employment opportunities and a sustainable worklife balance.Democratic & engaged A community visible to participate in decision-making and community activities.Reective & aware A community can access the resources it needs to be aware, to act where required and reect upon their experiences in order to inform future preparedness and response.Living in sustainable built & natural environments High levels of amenity are accessible to all. Ecosystem services are valued and sustainable.Connected, inclusive & empowered There are networks and structures in a community that support collaboration, communication, sharing, reaching out to others and learning together.Statistics from Regional Development Victoria AR 23/24

10Opportunities: Economic Growth:• Agriculture and Agribusiness: Regional Victoria has a strong agricultural sector, including dairy, grain, horticulture and livestock. Innovation and technology in agribusiness can enhance productivity and sustainability.• Tourism: with its diverse natural attractions, historic towns and cultural festivals, Regional Victoria can leverage tourism to boost local economies. Eco-tourism and agri-tourism present particular growth areas.• Renewable Energy: There is signicant potential for renewable energy projects, such as wind and solar farms, given the region’s natural resources. This can create jobs and contribute to sustainable development.• Manufacturing and Industry: Regional areas can benet from investments in advanced manufacturing, food processing, and other industries, supported by local resources and skilled labour.• Digital Economy: Improved digital infrastructure can facilitate remote work,• e-commerce, and tech startups, helping to diversify regional economies. Infrastructure Development:• Transport: Enhancing transport links, such as roads, rail, and public transport, can improve connectivity within the region and with metropolitan areas, facilitating economic growth and access to services.• Health and Education: Investment in healthcare and educational facilities can improve the quality of life and attract residents and professionals to the region. Community & Lifestyle:• Affordable Living: Compared to Melbourne, Regional Victoria often offers more affordable housing and a lower cost of living, which can attract families and individuals seeking a better quality of life.• Community Engagement: Strong community ties and a sense of belonging can foster social cohesion and local initiatives.Challenges: Economic Vulnerability:• Dependence on Agriculture: The agricultural sector is highly susceptible to climate change, market uctuations, and biosecurity threats, which can impact regional economies.• Skill Shortages: Attracting and retaining skilled workers can be difcult, limiting the growth potential of local businesses and industries. Infrastructure & Services:• Transport Limitations: Inadequate transport infrastructure can hinder mobility, economic activity, and access to services.• Digital Divide: Limited digital infrastructure and internet access in some areas can restrict opportunities for businesses and residents, particularly in more remote locations.Environmental Challenges:• Climate Change: Regional Victoria is vulnerable to extreme weather events, such as droughts, bushres, and oods, which can have devastating effects on communities and economies.• Sustainability: Balancing economic development with environmental sustainability is a signicant challenge, particularly in sectors like agriculture and energy. Social Issues:• Population Decline: Some regional areas face declining populations, which can lead to reduced economic activity and challenges in maintaining services and infrastructure. This is contradictory to the RDV annual report that predicts on average 14% population growth, however it is the bigger regional cities and areas that are boosting this growth with more remote areas such as Wimmerra Southern Mallee predicting population decline.• Health and Education Disparities: Access to healthcare and education can be limited compared to metropolitan areas, impacting community well-being and long-term development. Policy & Governance:• Regional Representation: Ensuring that regional areas have adequate representation and inuence in state and national policies is crucial for addressing their specic needs and challenges.• Funding and Investment: Securing sufcient funding and investment for regional development projects can be difcult, often competing with metropolitan priorities.

13A message from our ChairTraditional models of leadership, with their emphasis on hierarchical, command-and-control and linear approaches, are profoundly unable to respond to the unprecedented levels of connectedness and complexity which exist in today’s world. Instead, the rapidly changing political and social environment, characterised by volatility, uncertainty, complexity, and ambiguity (VUCA), demands models and concepts of ‘leadership’ that are systemic, inter-relational, interdependent and adaptive. This is where RLC comes in. By connecting Victoria’s nine regional leadership programs with a common strategy, we are strengthening a leadership model that will in turn strengthen the resilience of our local communities. A strong and viable RLC delivering and aligning its member groups’ programs under its strategy supports the Government’s regional development agenda and helps instigate positive change for regional and rural Victorians. Strong leadership in the regions supports businesses to invest to consolidate and grow jobs, which helps strengthen regional economies and enrich the social fabric of Victoria’s regional cities and towns helping to build their resilience in the face of future and current challenges. With RLC member groups in each of Victoria’s nine regional partnerships, RLC is uniquely placed to support the state government’s regional development goals. 15

If you would like to know more please contact: eo@regionalleadershipcollective.com.au Or visit: regionalleadershipcollective.com .au16