1. Aaron Fuller
WORK HISTORY
January 2008 – Current Manager Casework
Family and Community Services
Cootamundra Community Services Centre
Responsibilities:
Manage all aspects ofthe delivery of Child Protection, Out of
Home Care and Early Intervention programs.
Supervise, mentor and lead casework staff.
Initiate and manage All aspects ofCourt work.
Respond in writing to Ministerial correspondence.
Initiate, implement and manage practitioner development
activities such as Practice Solution sessions,reflective
practice cycle, coaching and mentoring strategies.
Manage all aspects ofcomplex cases,including those
involving multiple stakeholders such as Juvenile justice,
Police, health and family – domestic violence services.
Oct 2007 – Jan 2008 Senior Regional Strategies Advisor
Family and Community Services
Responsibilities:
Manage complex and competing stakeholder relationships
with Far Western Area of Western Region of NSW.
Design and implement community engagement strategies.
Review project proposals from community and government
organisations.
Provide strategic advise to Senior officers Group on the
delivery of planned programs.
Monitor progress and outcomes of projects that received
FaCS funding.
Jan 2007 – Oct 2007 Manager Casework
Family and Community Services
Early Intervention – Brighter Futures Regional Hub
Responsibilities:
Design, implement and manage method for assessment of
Western Region Early Intervention cases.
Develop and deliver practical solutions to complex
assessment problems within different offices involved within
the Early Intervention Hub
Induct, supervise and manage day to day activities of local
and ‘off-site’ caseworkers.
Deliver Practice Solution sessions to different offices on the
Early Intervention program roll-out.
Liaise with, consult and manage relationships with Early
Intervention practice partners.
Jan 2006 – Jan 2007 Project Officer / Manager Casework
Family and Community Services
Aboriginal Care Services – State-wide project
Responsibilities:
Research, design and implement State-wide Aboriginal
Engagement methodology for project personneland
casework staff.
Deliver verbal and written reports to Operational Monitoring
group Sydney.
Engage with community wide stakeholders in
Listening Sessions prior to arrival of project team into
community.
Supervise and manage casework staff as they conduct
home visits, out of home care reviews, complete reporting
requirements including feedback to Aboriginal carers and
Aboriginal children in care.

2. Aaron Fuller
Mar 2005 – Jan 2006 Project Officer
Queensland Department of Housing
Normanton (Community) Renewal Project
Responsibilities:
Design and deliver multi-staged Engagement Strategy for
township of Normanton, Gulf of Carpentaria.
Consult with local government, otherstate government
stakeholders and local community organisations in efforts to
build community partnerships.
Consult with several local Aboriginal Tribal Groups and
other Traditional Owners of project aims and proposed
initiatives.
Devise methodology for obtaining diverse range of views
without alienating any particular stakeholder or community
group in Township.
Provide regular ‘in person’written and verbal reports and
feedback to Regional Office in Mt Isa and Cental Office in
Brisbane.
Build consensus between competing interests on possible
outcomes of renewal project.
Oct 2003 – Mar 2005 Community Development Officer
Carpentaria Shire Council
Responsibilities:
Design and deliver innovative and inclusive community
consultation.
Regular written and verbal reports to Council
Design education and employment initiatives.
Develop and sustain community partnerships.
Facilitate capacity building and awareness raising programs
Design and manage inclusive community events.
Source external funding through grant and submission
writing.
Dec 2000 – Oct 2003 Community Development Officer
Junee Shire Council
Responsibilities:
Submission and grant writing.
Local needs analyses and assessments.
Social research and public relations
Crime Prevention planning.
Facilitation of community forums and meetings.
Policy development and community action.
Survey design, administration and analysis.
Jun 2000 – Dec 2000 Tutor / Casual Lecturer
Charles Sturt University/Wagga Wagga
Responsibilities:
Delivery of lectures, presentations and tutorials for internal
and external social work students.
Regular provision of tutoring support for Aboriginal welfare
students.
Feb 1997 – Nov 1997 Customer Service Manager
Vetafarm Pty Ltd Veterinary Pharmaceuticals
Responsibilities:
Marketing and sales management for domestic veterinary
pharmaceutical products in addition to attendance and
promotion of product at local and national trade shows.

3. Aaron Fuller
June 1996 – Feb 1997 Small Business Owner
Simple Fitness Solutions
Responsibilities:
The design and delivery of holistic health management
techniques and plans to individuals and organisations via
personal and group instruction.
Dec 1995 – June 1996 Small Business Owner
Nepalese Restaurant – Sydney
Responsibilities:
Customer and employee care and service.
Human resource, financial management, stock control and
marketing.
Jan 1994 – Jan 1995 Royal Australian Army
Laboratory Manager
Responsibilities:
Conducting experiments and analysis or results.
Report writing.
Maintenance of laboratory systems and controls.
Stock control and asset maintenance.
Jan 1992 – Jan 1994 Royal Australian Army
Clinical pathology technician
Responsibilities:
Working independently to clinically test patients’specimens
using microbiology, serology,haematology and biochemistry
techniques.
Sept 1989 – Jan 1992 Royal Australian Army
Medic / Medical Assistant
Responsibilities:
Working with and supporting medical needs of Australian
Infantry soldiers.
Conducting and managing daily medical parades.
Supervising night shift within 35 bed hospital
Maintenance of accurate records and reports.
Staff supervision.

4. Aaron Fuller
QUALIFICATIONS and EDUCATION
2011 – present Masters of Management (Part-time distance education)
Charles Sturt University
SARA Structured Decision Making training
Family and Community Services NSW
2009 Caseworker Development Course
Family and Community Services NSW
2008 Parents as Teachers Program.
Family and Community Services NSW
Predicting and Managing Occupational Violence
Family and Community Services NSW
Supervision for Managers
Family and Community Services NSW
Transition to Management
Family and Community Services NSW
Management Development Course
Family and Community Services NSW
Early Intervention for Managers
Family and Community Services NSW
2004 Certificate in Management Committees: Governance
Queensland Council of Social Services
Certificate 111 in Business Management
Mt Isa Institute of TAFE.
Certificate Senior First Aid
St John’s Ambulance
2003 Certificate in Event Management
Australian Local Government Association
Certificate AussieHost Trainers Course
Australian Retailers Association
1998 – 2002 Bachelor of Social Work
Charles Sturt University Wagga Wagga
Bachelor of Arts
Charles Sturt University Wagga Wagga
1996-1997 Certificate in Small Business Management
New Enterprise Incentive Scheme
Certificate Personal Training Leaders Program
Centre for Health Promotion and Research
Certificate Mastering Personal Training Program
Network Continuing Education Program
Certificate Department of Sport and Recreation NSW
Registered Fitness leader (level 2)
Certificate Department of Sport and Recreation NSW
Registered Fitness leader (level 1)
Selection Criteria:

5. 1. A degree level qualification which will give the appointee eligibility for membership of the Australian Institute of
Welfare and Community Workers, Australian Association of Social Workers, Australian Psychological Society,
or other tertiary qualifications which, in the opinion of the Chief Executive are appropriate to the duties to be
performed.
I have successfully completed a Bachelor of Arts degree and Bachelor of Social Work degree at Charles Sturt university
that was conferred in March 2002. My tertiary studies have enhanced my ability to articulate and discuss contemporary
community development theory and practice. A major component of my studies was learning about and applying
research and theories as they relate to children, families and communities. These skills allow continuing capacity to
consider theory and research and it’s applications in the Human Services environment.
2. Demonstrated experience in leading community based programs and teams within a community development
framework.
The following models of community based action which I developed and that provide evidence of my proven ability in
leading community based programs and teams within a community development framework.
 Western Region Early Intervention Hub was a centralised – Regional Intake and Assessment teamwhich I
initiated, developed and led. The Western Region Hub would receive early Intervention referrals from 12 FaCS
Community Service (CSCs) Centres, assess each referral and either send forward to the particular Community
partners or decline and provide feedback to the CSC. The Hub would also receive referrals from over 18 different
Community Partners, would assess and eitherrefer to a CSC, send back to the Community partner for services or
decline and provide feedback to the Community Partner.
Comprising of a team of 8 local and regionally based caseworkers, I developed two separate business models for the
delivery of service and the marketing of the program within the Western region of NSW. As Manager Casework I
would provide supervision,education,mentoring and feedback on work performance in addition to managing the
multi-variable government and non-government partnerships. Furthermore, I provided Key Information Sessions and
Awareness Raising Session on a weekly basis to various community Service Centres or Community Partners at their
location.
 The Normanton Renewal Project was a housing and community development project based on contemporary
urban and community development theories of practice. Through the utilisation of innovative community
consultation and engagement techniques the project identified key community leaders and drivers of project
initiatives both for the renewal of public housing and the improvement of community wide participation in the
addressing issues such as domestic and family violence, youth unemployment, drug abuse and alcohol misuse.
 The Youth ALIVE model was a strengths based framework for youth and community development which sought
to develop personal and community assets and reduce personal and community risk factors. The model was
successfully implemented with the community of Junee (NSW) and other communities with gaols in rural NSW.
Based on over 12 months of research, the model identified and described five essential elements for youth and
community development interventions.
 Arts
 Learning
 Involvement
 Volunteering
 Encouragement
In delivering locally identified programs, the model encouraged bonding between families through out-of-school-
time activities and social events.Furthermore, it created a bridging effect between cultural groups through the
principle of ‘arts as intervention’ and the linking of resources by key stakeholders. In effect, the communities
perception of ‘fear’ of young people was reduced, youngerpeople were provided with sustainable opportunities to
develop key competencies and there was a marked increase in the general public’s involvement within the life of
the community.
 Council Planning Community Partnerships – Community Engagement Strategy.
This consultative process was based on the key principles of the planFIRST reforms (IPAA,
www.planning.nsw.gov.au). The process sought to build trust between Carpentaria Shire Council and the
community of Normanton. It further sought to raise awareness of Council roles and functions,foster and
environment of mutual respect and develop confidence in people that their voice was being heard. The following
are the key benchmarks I developed for consultation within Normanton’s multicultural community.
 Inclusiveness
 Flexibility
 Commitment
 Collaboration
 Clarity of Purpose.

6. 3. Demonstrated knowledge and understanding of Aboriginal and Torres Strait Islander culture, empowerment
principles, family and community structures, and an ability to communicate and work in a culturally safe and
constructive manner.
My formal education as a social worker, my professional work experience in the Queensland Gulf of Carpentaria as a
community development officer and within NSW as a manager casework has been seminal in developing my significant
appreciation of and respect for Aboriginal and Torres Strait islander peoples of Australia. The following few examples are
evidence for this selection criteria:
 Community Systems Model – This model of community cultural development focussed specifically on the
environment in which each separate child lives and in mapping this environment it acknowledged that the way the child
develops is inseparable from the environmental contexts. The model identifies systems of development for local
children and in acknowledging the interconnectedness between these systems it demands that programmers consider the
effects on the different community systems when planning early intervention or prevention projects.
This model uniquely employed and identified the ‘chronological’ assessment criteria and effectively demonstrated how
government agencies are able to work collaboratively with Aboriginal and Torres Strait islander peoples,organisations
and within complex cultural environments. This model formed the foundation of a project partnership between
Gkuthaarn Aboriginal Corporation and the Carpentaria Shire Council.
 Listening Sessions – In recognising traditional consultative techniques would not be accepted in Normanton I
developed a deeply reflective and effective consultation methodology that garnered significant planning information for
council, generated significant ‘goodwill’ within the local Aboriginal community. The consultative technique is based
on the following three principles:
 Debriefing – the facilitator acknowledges the effects and impact of past – historical – or contemporary practices on
personal and professional relationships.
 Empathy as Social Justice – this enables ‘listeners’ and participants to reflect on the experiences of other people. It
assists in raising awareness and making stakeholders sensitive to the impact of emotional experiences on an
individual’s ability to act within their community.
 Restorative Justice – A principle promoting mutual cooperation and respect through deliberative – objective –
dialogue. This principle compels sensitivity,equality for all involved in the session,seeks to include unrepresented
groups and holds the facilitator accountable to participants.
 Alcohol and other drugs community breakfast project. A successfulbi-weekly intervention designed to attract and
capture young and older Aboriginal and Torres Strait Islander people abusing solvents,drugs and misusing alcohol.
 Histories project. A project that sought to artistically represent the dual histories of Aboriginal and Torres Strait
islander people and Non-Indigenous peoples in and around the Normanton Area. The project worked closely with
Aboriginal elders and was the first time significant symbols of local Aboriginal culture were diagrammatically
represented in a locally created piece of community art work.
 Community Mural project. A successfulcollaborative project between Council and the Gkuthaarn Indigenous
Corporation in which children, parents and local artists painted a mural diagrammatically representing animals found in
the local area. This mural represented the first time three major tribal groups were represented and named in public art.
 Normanton Cultural Development strategy. A process ofcultural capacity building with local Aboriginal and Torres
Strait islander peoples that not only sought to map culturally significant areas within the Normanton area and thereby
raise awareness in the wider community of the importance of these areas to local Aboriginal peoples, but also utilised
relevant culturally significant symbols within community events and arts workshops to engage with Aboriginal peoples
of all ages in community development opportunities.
I have also delivered conference papers that align with this selection criteria:
 Tides of Change Community Development and Planning Conference. Paper title: Listening Sessions. A people centred
technique for overcoming barriers and gaining support in cross-cultural environments.
 National Sustainable Economic Growth for Regional Australia Conference. Paper title: Youth Alive. Rebuilding rural
communities through youth and community development.

7. 4. Demonstrated high level oral and written communication skills.
I have highly developed communication and interpersonal skills that provide me with a strong foundation to liaise and
negotiate with individuals and agencies in often conflict or complex situations. The skills I have are evidence in resolution
of complaints and in response to complex matters and is achieved by using a calm approach, inviting participation and
selecting appropriate questioning techniques combined with active listening strategies such as paraphrasing and
summarising. In considering others responses Iutilise emotional intelligence to assist in directing and influencing dialogue
and actively manage my own body language and remain focussed on achieving resolution.
My tertiary studies in critical reasoning and my practical experience as both manager casework have developed my report
writing skills so that I am able to succinctly collate complex situation into plain English reports with practical and logical
recommendations where necessary. The following is evidence of my proven written and oral communication skills whilst
employed as manager Casework:
 Producing regular reports, records of interview, case reviews and other records from interactions with clients for senior
officers whilst. practicing as a ManagerCasework for NSW Department of family and Community Services.
 I have a sound understanding ofCommunity Services Statutory responsibilities, policies, procedures and delegations
and use this understanding on a daily basis in CSC’s. The understanding I have is demonstrated by the effective
decision making capacity and use in developing and managing caseworkers especially as they relate to the safety
welfare and wellbeing of children and young persons and their families.
One of my primary responsibilities as Community Development Officer for Junee and Carpentaria Shire Councils was to
develop, support and implement initiatives for Council and where relevant, other community organisations. In order to
affect change and bring the community and Council along, it was necessary that I developed and could articulate a sound
appreciation and understanding ofthe following guidelines and Acts.
 NSW Local Government (General) Regulation 1999 requiring Councils to develop community plans
and to report identified access and equity activities.
 Qld Integrated Planning Act 1997 which requires those facilitating change process to negotiate a
balance between competing community interests in the aim of promoting community planning,
wellbeing and development.
The following is evidence of my proven written communication skills whilst employed as community development officer
in New South Wales and Queensland:
 Health Needs Analysis of Junee Shire Local Government Area with recommendation to Council that were adopted.
 Crime Prevention Plan approved by NSW Attorney Generals Department without amendment.
 Monthly reports on business to Council in both Junee and Carpentaria Shire Councils.
 Evidence of regular detailed project planning within grant submissions and project proposals.
 Normanton Renewal Project Engagement Strategy, inclusive of consultative techniques,reporting mechanisms and
outcome measures.
5. Demonstrated leadership and management skills,highlevel organisational skills and the ability to motivate and
build a team across diverse geographic areas.
I have proven my leadership and management skills in my roles as Project Officer Normanton Renewal Project,
Community Development Officers in Junee and Carpentaria Shire Councils and in the current role as Manager Casework.
These skills are proven based on evidence including the following:
 Management and leadership of caseworks in all areas of child and family work in a changing environment and a high
demand environment which can be further affected by limited resources;
 When challenged by competing priorities and periods of change I considerall factors and determine what is achievable,
what requires innovation and or management as per established policies;
 Leadership skills used to build cohesive and flexible teams, achieved by ensuring opportunities during daily interaction
with team members to provide and receive feedback, promoting and allowing continuous reflection and development of
individuals;
 Diligence in recognising the efforts of team members and considerthat it s important for all efforts to be acknowledged.
 Thorough understanding ofgroup processes and use ofthis knowledge to influence groups to achieve positive outcomes
for the clients, individual caseworkers, the team and the organisation.
 Confident personalstyle and capacity to assess individual’s skills and competencies.
 Support and encouragement of staff at all levels of experience and always consider ways that individuals can further
their knowledge and experiences.

8.  I have provide effective professional guidance and supervision to caseworkers. During supervision I provided feedback
which has recognised the achievement of individuals. Additionally I have developed supervision skills that has enabled
respective challenges of casework practice and facilitated changes in line with best practice standards.During
supervision I have also sought feedbackfrom supervisees and have been able to reflect on this and improve my
supervisory relationships and enhanced my capacity to support,lead and assist in management of Child Protection,
Early Intervention, Out-of-Home Care programs.
 I strive to ensure that professionalsupervision and the Personal Performance and Review processes are given time to be
completed and I acknowledge the importance of the processes forboth the professional and personal development of
my supervisees.This is achieved by ensuring that supervision occurs as scheduled and without interruption. I encourage
two-way dialogue in an effort to facilitate the supervision process. I actively participate in professionalsupervision
provided. This process has encouraged and fostered my confidence and skills in providing professionalsupervision to
the ManagerCaseworks that I manage and lead.
 I am highly conscientious in completing briefings and debriefings with my team members. I regard these as crucial to
providing support and supervision given the often difficult, emotive nature of child protection work. I accurately record
briefings and debriefings and have provided mentoring to others in particular individuals in senior casework role. I
regularly complete case practice analysis and at all appropriate opportunities I will discuss case practice Principles with
caseworkers and identify both barriers and strategies for achieving best possible outcomes for children and their
families.
As Normanton Renewal Project Officer I was located in a satellite office 550km from my regional office. I was required to
provide daily briefings to my immediate supervisorand those from Qld Department of Housing who would be coordinating
activities with the project timetable. The outcomes was that I was able to have senior Housing management arrive from
Brisbane in Normanton at those time when it was critically required. While not concerned with the renewal of hard housing
infrastructure, I was able to influence and guide the selection of housing stockfor renewal and the timing of renewal
activities.
As Community Development Officer both within Junee Shire Council and the Carpentaria Shire Council I was required to
balance my involvement within established activities such as Australia Day and ANZAC day, with the requirement to
develop a local and regional group of willing participants within key community projects.
Every activity or project undertaken not only required the support of local volunteers but would necessarily involve key
government stakeholders who would provide funding, feedback and assist in delivering outcomes. The following are a few
examples which provide evidence that during my employment as community development officer I successfully managed
teams involved within the following:
 Australia Day
 ANZAC Day
 Family Fun day events
 Seniors Week activities
 Cultural Development training
 Crime Prevention planning
 Cultural Development planning
 Family Violence prevention week activities
 Youth Development planning
 Weekend Arts workshops
 Junee Out-of-School Time Project
 Junee ALIVE Youth and Community Development Cooperative
 Normanton Youth Commitment process
6. An ability to interact effectively with people of diverse cultures.
As a trained social worker educated within rural NSW two of my primary principles of professional practice has been to act
to improve human rights and address issues ofsocial justice for underrepresented groups. Regardless of the initiative,
program or project my practice is highlighted by engagement with those underrepresented groups and otherpeoples whose
voice may not be heard due to individual attitudes and/orcommunity wide perceptions.Engagement with Aboriginal and
Torres Strait islander peoples,community members from the Sudan, central or east Asia have always provided me as both a
practitioner and individual with opportunities for self-examination, personaldevelopment and critically professional
development. I have thrived on these opportunities.
In working in Normanton – Gulf of Carpentaria – my primary client group were the many traditional owners and Tribal
Groups who made up the vase majority of the local population but who were severely underrepresented on local committees
and Council. I developed close personal friendships with many local peoples that continue to this day, some of whom I can
say are like family.

9. In my years of working in child protection, the majority of my clients have been from underrepresented group including
Aboriginal and Sudanese. Because of the multi-variable cultural groups and families with whom I engaged it has been
possible for me to gain significant insight and knowledge of the various family structures,protocols and obligations around
relationships e.g. the sharing phenomenon, shame, eye contact,processing of information. I have no doubt of my ability to
interact effectively and learn with people from diverse cultures.
Desirable
An understanding of the Northern Territory and Australian government priorities and policy directions for remote
and regional communities.
The following provides a brief insight into my current working knowledge in this selection criteria. I believe my diverse
work experience and tertiary education provides me with an ability to understand and assimilate policy directions in
practical and collaborative outcomes.
Addressing Indigenous disadvantage is a national responsibility inclusive of the Territory government. In effect this is
structured around six baseline strategies,including:
 closing the life expectancy gap within a generation
 halving the gap in mortality rates for Indigenous children underfive within a decade
 ensuring access to early childhood education for all Indigenous four years olds in remote communities within five years
 halving the gap in reading, writing and numeracy achievements for children within a decade
 halving the gap for Indigenous students in year 12 attainment or equivalent attainment rates by 2020, and
 halving the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade
COAG, In partnership with Aboriginal and Torres Strait islander peoples have agreed and determined to address the
infrastructure needs of remote Aboriginal location locations as identified in the Remote Service Delivery New Partnership.
The proposalalso seeks to dramatically improve family and community safety services for Aboriginal peoples and to do so
in practical and sustainable ways.
Demonstrated experience in program monitoring and reporting, including the development of continuous
improvement mechanisms.
In the role of ManagerCasework I have gained extensive experience of program monitoring, including the development of
continuous improvement mechanisms as demonstrated and evidenced by the following:
 Preparation of written responses in support of Quarterly Business Review process outlining costs incurred by the
business unit,and analysis of these costs.
 Child Protection, Early intervention and Out-of-Home –Care program monitoring through observation,supervision
and analysis of records.
 Completion of analysis and data remediation in relation to contingency and allowance costs.
 Ensure team members understand and are familiar with financial and budgetary guidelines, policy and program
directions as they relate to their roles and the core business.
 Clear documentation for all activities is drafted, reviewed and completed.
 Endorsement of planned actions is based on thorough consideration through reflective practice of all possible
processes and outcomes.
 Collaborative working relationship with Service Support Manager and Manager Client Service on program
outcomes including preparation of detailed case reviews, reports including analysis of financial data across all
program areas.
As strengths based practitionerI emphasise reflective practice as a methodology for supporting both the individual team
member and the overall operation of the program. In effect this sees a variety of strategies continuously employed in efforts
to maintain staff motivation on their own and program performance and focus on program outcomes.
 Regular team meetings, group and individual supervision to identify local level work performance issues,to
articulate individual, team and program expectations and to measure progress according to agreed tasks, milestones
and outcomes.
 Small team learning opportunities that take a complex practice issue and as a group work through the issues until
an agreed practice understanding has been obtained.
 Consistent electronic telephone or face to face communication and partnership with program staff in addressing
learning requirements, practice, perception and/orcommunication issues.

10. Referees
 Cara Hopkins
A/ManagerClint Service
NSW Department of Family and Community Services
Phone work: (02) 60584900
Mob: 0402-562-809
email: cara.hopkins@facs.nsw.gov.au
 Jerry Callope
Former Executive Officer
Karboyick Larkinjar Aboriginal Corporation for Health
Mob: 0488-144-759
email: jcallope@bigpond.net.au