What’s your name and position?
Dan English, CEO of Woden and Northside Community Services

Can you share a little about your journey – what drew you into community work and eventually to leading Woden and Northside?
I started my professional career in the military, first as a soldier and then as an officer. By chance, I was offered the opportunity to join the not-for-profit sector with Guide Dogs, later qualifying as a Guide Dog Trainer and Mobility Instructor. The emotional narcotic that comes from being a small part in the profound impact a guide dog makes in someone’s life was addictive. I think this is the same for many frontline roles in our sector.
For my sins, I transitioned into management, which lets you have a broader impact, though it never quite compares with the highs of direct service delivery.

What do you enjoy most about what you do?
Being part of broad organisational change has its rewards, particularly helping transition an organisation from financial struggle to stability and knowing services can continue. But the greatest reward comes from working with and supporting the next generation of sector leaders. As I approach the exit point in my career, it’s a privilege to work alongside those who will lead our sector in the future. If they can learn a little from me along the way, that’s immensely fulfilling.

Woden and Northside both have a long history of supporting Canberra families. What stands out to you about their role in the community?
The importance of place-based services can’t be overstated. Understanding and supporting the communities that both organisations are part of creates enormous value and ensures that our social licence to operate is strong. The challenge is to balance the benefits of scale with the intimacy that comes from being embedded in community — it’s a unique and very special opportunity.

You’re now leading both organisations. What opportunities does that open up – for staff, for services, and for the people you support?
Our clients should continue to enjoy continuity of service, with an increasing focus on quality. Over time, staff will benefit from more support to do what they do best — deliver services. We want to help them focus on their strengths while bringing in extra resources for the rest.
We’ll continue developing services across children’s programs, case management, youth, mental health, and aged care, and grow our philanthropic contributions to the community over time.

Is there a story or moment that has stayed with you – something that shows the difference these services make?
It’s hard to isolate just one, but two come to mind.
One of our smallest services, Little Pantry, is funded entirely through philanthropy. It began as a cupboard at Woden Westfield and now fills a room. A client once asked if we had a Coles or Woolworths bag so their family would think they’d just been shopping. That tore at me in ways I didn’t expect — it reminded me how essential dignity is in the way we serve.
The other was presenting an employment contract to a staff member who had grown and exceeded their own expectations. Being part of that kind of transformation is one of the greatest rewards of leadership.

What gives you hope for the future?
The sector is continually asked to do a lot with as little as possible. Sometimes the expectations are unreasonable. What gives me hope, however, is that our communities remain emotionally invested in this work. While the environment is challenging, the outcomes are essential.

When you look ahead, what’s your vision for Woden and Northside in the years to come?
Our theme for the integration of the two organisations is Better Together. My short-term vision is to ensure both continue to provide quality services in a financially sustainable way. Long term, I hope we become a model for how organisations can come together while staying true to their roots — serving communities with soul.