Executive leadershipExpression of interestHIF-BLD-CEO
Chief Executive Officer (Volunteer)
Lead the execution of HIF’s strategy, organisational health and responsible growth under Board direction.
Location
Australia
Arrangement
Hybrid
Commitment
6–8 hours per week
Duration
12-month appointment, renewable
Level
Senior executive / board-accountable
Contribution track
Build HIF
01
Role mandate
Lead the execution of HIF’s strategy, organisational health and responsible growth under Board direction.
Why this role exists now
A growing volunteer-powered charity needs clear executive accountability, disciplined priorities and a healthy separation between governance and day-to-day leadership.
02
Outcomes you would own
01
A current, approved workplan for the Executive leadership contribution.
02
Clear decisions, risks and dependencies recorded where the team can use them.
03
A repeatable system or process that does not depend on one person.
04
A practical handover pack with owners, review dates and next actions.
Core responsibilities
Translate Board-approved strategy into a focused annual operating plan.
Lead the management team, clarify decision rights and resolve cross-division barriers.
Maintain oversight of organisational risk, finances, people systems and program performance.
Provide transparent reporting to the Board and escalate material safety or integrity concerns.
Build a leadership culture that is evidence-led, locally accountable and safe to challenge.
03
Your first 90 days
Days 1–30
Listen, learn and locate the work
Complete HIF induction, role boundaries and required checks.
Review the Executive leadership brief, evidence, partners and unresolved decisions.
Agree a 90-day workplan, communication rhythm and escalation map.
Days 31–60
Build the first useful thing
Prototype the priority system, policy or operating rhythm.
Invite review early from the people who will use or be affected by the work.
Record changes, risks and decisions instead of hiding uncertainty.
Days 61–90
Deliver, learn and hand over
Complete the agreed first milestone or document why it should change.
Review progress against success measures with your supervisor.
Publish a next-quarter plan and keep files ready for another volunteer.
04
What you need
Essential criteria
Substantial leadership experience in a purpose-led, health, community or not-for-profit setting.
Demonstrated governance literacy, sound judgement and financial accountability.
Ability to lead volunteers without relying on employment-style control or unrealistic workloads.
Willingness to be accountable to an independent Board and documented conflict-of-interest processes.
Desirable, not required
Experience scaling a young organisation.
Knowledge of Australian charity, workplace-relations or clinical-governance environments.
05
How good work will be judged
Success measures
The system is clear enough for another volunteer to operate.
Decisions and responsibilities are visible before deadlines are missed.
The process remains proportionate to HIF’s size and capacity.
Decision rights & escalation
Set day-to-day priorities within the approved role brief and agreed hours.
Recommend changes to scope, timing or method and document the rationale.
Pause your own activity and escalate when safety, consent, quality or capacity is unclear.
Escalate budget commitments, external promises, partner agreements and material changes to Board Chair / delegated Board committee.
Clinical, safeguarding, privacy and public-claim decisions remain with the named qualified approver.
Role boundaries
This is an unpaid volunteer role. It does not create an employment relationship or expectation of future paid work.
Do not represent HIF publicly, sign agreements or commit money unless authority is explicitly documented.
Use only approved systems for personal, partner or program information.
The agreed weekly commitment is a ceiling to manage, not a minimum to exceed silently.
This role does not provide clinical advice, diagnosis, treatment or unsupervised patient contact.
No travel is assumed. Any future travel would require a separate brief, risk review and written approval.
06
Support, learning and wellbeing
Formal Board appointment, written delegations and quarterly performance review.
Structured handover from the founder and current management team.
Independent governance, legal and people advice for high-risk decisions.
Scope and safety
Volunteers must not work outside their competence. Clinical, safeguarding and community-facing work requires role-specific supervision and escalation pathways.
Checks before you begin
Identity and right-to-volunteer confirmation.
One or two role-relevant references for leadership or higher-trust appointments.
Confidentiality, conflict-of-interest, privacy and code-of-conduct declarations.
07
How selection works
Evidence to include
A short statement explaining why this role and HIF’s health-equity mission fit your experience.
One specific example showing how you handled work relevant to governance.
Your realistic availability against the published commitment of 6–8 hours per week.
Any required qualifications, registrations, portfolio links or work samples.
Conflicts, access needs or support adjustments you want the selection panel to consider.
Selection stages
Eligibility and completeness review
Assessment against the published essential criteria
Structured interview or practical conversation, if required
Relevant reference, credential and safeguarding checks
Outcome, induction and role-specific onboarding
Final selection decisions are made by people. AI is not used to automatically reject applicants.