Women's Circus Strategy Report

Acknowlegement of Country

At Women’s Circus we are privileged to meet, train and create on the lands of the Wurundjeri Woi Wurrung and Bunurong peoples of the Kulin Nation and recognise their continuing connection to land, waters, communities and culture. We pay our respect to Elders past and present and through them to all Aboriginal and Torres Strait Islander peoples. Sovereignty was never ceded. Always was, always will be Aboriginal land.

Marginalised Gender Statement

Women’s Circus welcomes anyone to our organisation who belongs to a marginalised gender.

This means we welcome members and staff to our organisation who are:

• cisgender or transgender women,

• transgender men,

• non-binary people,

• gender diverse people,

• intersex people,

• and anyone who is questioning their gender.

Women’s Circus understands there is no such thing as ‘proof’ of gender.

We will not tolerate questioning of someone else’s gender.

Women’s Circus values each member’s development, both creatively and personally, and recognises that self-identity may change over time.

As such, once members have taken out membership, they will continue to be able to access the services and support of Women’s Circus, irrespective of their gender.

Executive Summary

Women’s Circus is unique.

We have spent 32 years creating and training circus in Melbourne’s West, empowering women and people of marginalised genders. We create impact that is memorable and enduring whether from a momentary encounter as an audience member or a lifetime of commitment through membership.

We treasure, celebrate and share this history.

Over these 32 years, we have:

• Performed more than 40 shows to over 50,000 people

• Employed hundreds of artists

• Partnered on over 300 community projects

• Delivered thousands of circus workshops

• Contributed to local festivals and conferences

• Performed our work nationally and internationally

• Supported dozens of individual journeys from training member to professional trainer, circus artist or arts worker.

In 2023 we find ourselves in a complex and shifting external environment. However, our work continues to be relentlessly relevant. At the current rate of change, the World Economic Forum estimates it will take 136 years to reach gender equality globally. This means women, trans and non-binary communities continuously fight for the right to safety and affirmation.

At Women’s Circus we are more determined than ever to strive for gender equality in our society. Our strategy guides us to our long-term goals but focuses on the work and needs of our organisation for 2023 – 2026, leaving space to adapt, shift and re-think as the world continues to change around us.

Our long-term goals are to:

1. Reflect the communities we work with and in, across our creative expression, workforce, leaders and audiences.

2. Be a national leader and create work that empowers participants and challenges audiences to rethink their understanding of the world.

3. Actively contribute to increasing the Australian circus sector’s diversity, accessibility and inclusivity.

4. Secure sustainable organisational growth.

“The world is changing rapidly, you cannot afford to set yourself a low bar, aiming to be a little bit more diverse, a little more fair, it’s time to take bold action, to fully commit, to make it top priority. The question is are you ready to do that?”

- Jo Verrent, Director of Unlimited in the UK

This plan focuses on three short-term strategic goals that contribute to reaching our long-term ambitions. These are outlined in this plan alongside the activities, tools and measures we will use to achieve them.

Our short-term goals are:

• To empower marginalised communities

• To foster a healthy organisation and people

• To create lasting impact

Our team is committed to being bold, brave and radical in the pursuit of creating transformational change for individuals, our community and our wider creative sector.

We look forward to sharing this commitment and journey with current and future staff, board, members, partners and supporters.

“As a long-time feminist and women’s space practitioner/ educator/researcher I’m heartened to see Women’s Circus so fully embrace my young trans kid. There is nothing lost by including trans and gender diverse folks into traditionally cis-women spaces; rather our whole, beautiful, individual and collective lives are nourished and enriched.”

- Emma, parent

Purpose

Women’s Circus works to empower people of marginalised genders to shape community and culture through circus.

Values

We CARE for community and for ourselves.

We take PRIDE in who we are, the work we do and the impact we have.

We actively pursue JUSTICE & EQUITY, and this is embedded in everything we do.

Our organisation is underpinned by intersectional feminist principles including personal agency active listening, and compassion.

What is Social Circus?

Women’s Circus uses circus as a tool for social transformation (termed social circus). Circus has unique advantages when it comes to fostering positive change within communities. Embodied knowledge, trust, risk, playfulness and creativity are intrinsic to social circus. It has the potential to transform boundaries and hierarchies, transcend language barriers, and strengthen communities against erasure and exclusion.

At Women’s Circus our emphasis is on the potential of the human body. It’s not just about achieving high goals, it’s also about the attempt and support. It’s about building self-confidence and reclaiming your body. It’s about bringing people together, accessing creativity and physicality within a safe space.

Our Story Our Timeline

Women’s Circus began as a project at Footscray Community Arts Centre, and became known for creating original circus shows advocating justice and equity for women and their communities. From our early days of providing a safe space for survivors of violence, we’ve grown into an inclusive community that welcomes all people of marginalised genders with an interest in physicality, circus and performance.

Today, Women’s Circus is an internationally recognised leader in the field of social circus. Our innovative programs offer individuals and communities the opportunity to develop skills, confidence and creativity while fostering a sense of belonging and connection. We have a small team of core staff, working alongside dedicated and experienced trainers, and supported by a volunteer board.

In 1991 Women’s Circus is first established as a project of Footscray Community Arts Centre.

2012 saw Out of the Box, a tour of work and workshops throughout regional France.

In 2003 Women’s Circus became an independent company and relocated to the Drill Hall in Footscray, which remains our home.

In 2016 Women’s Circus adopted a gender inclusion policy, and today welcomes anyone to our organisation who belongs to a marginalised gender.

2020 and 2021 saw Women’s Circus weather the disruptions of the COVID-19 pandemic with resilience and agility, continuing to connect people and develop artistic projects via digital platforms.

In 2022 the Ensemble’s first project, Momentum, premiered at Arts Centre Melbourne’s Alter State Festival.

Across 2017 and 2018 was the Learning the Ropes project, a creative and cultural exchange with Circus Kathmandu.

In 2020 Women’s Circus established our Inclusive Ensemble, an eclectic team of disabled and nondisabled artists working in circus, dance and theatre.

“A moving and marvellous act of inclusiveness that reimagines the boundaries of the possible.”

– The Age, praise for Momentum.

Strategic Goals

In pursuit of our organisational purpose, Women’s Circus has outlined three strategic goals which will shape our focus and drive our efforts between 2023 - 2026.

Empower Marginalised Communities

Champion genuine and meaningful engagement, participation and representation of marginalised individuals and communities in circus.

Healthy Organisation & People

Participate in the creation of a robust, sustainable and healthy organisation and working culture.

Lasting Impact

Create programs and partnerships that create positive, lasting and reverberating impact for individuals, communities and the organisation.

Empower Marginalised Communities

Champion genuine and meaningful engagement, participation and representation of marginalised individuals and communities in circus.

By 2026 we will:

Create an inclusive community of participants, circus artists, creatives, circus trainers, staff, board and supporters who are representative of a diverse array of experiences and identities.

Measures

1. By 2026, increase Women’s Circus Membership from 200 to 280 people.

2. By 2026, 50% of Women’s Circus Membership will be individuals from our priority groups (listed below).

3. By 2026, at least 50% of our board and staff will be individuals from our priority groups (listed across).

4. Offer paid child care in both our creative projects (from 2023) and for specific classes (2025), as well as paid parental leave for employees (2026).

5. Present the Inclusive Ensemble’s Momentum locally (2023) and nationally (2024/2025) and employ 5 Inclusive Ensemble artists for one day per week in creative practice (2026).

6. Engage an independent circus company aligned with our strategic goals and values as ‘company in residence’, in twoyear cycles.

7. Co-design and present at least 3 works (of various sizes) that reflect the experiences and vision of our community members.

Key Actions 2023 – 2026

Addressing barriers to participation in the arts:

• Continue to deliver affordable, financially flexible and accessible social circus programs at our Drill Hall home.

• Identify the communities that are not engaging with Women’s Circus and work strategically to prioritise new members, staff and board members who belong to these communities.

• Grow Women’s Circus membership base, specifically to increase membership of priority groups including:

• Trans, non-binary, gender diverse and intersex people

• LGQBTIA+ community

• First Nations People

• d/Deaf and Disabled people

• Others who face compounded barriers to participation in arts, culture and life.

• Continue to strengthen our successful partnership with Na Djinang Circus, Australia’s only First Nation led circus company.

• Assist parents to feel welcome and supported as participants, audience and staff through childcare, and childfriendly spaces.

• Secure performance and employment opportunities for our Inclusive Ensemble.

Program design and delivery:

• Co-design programs with the communities they are intended to involve and benefit.

• Design programs that are inviting to new individuals and communities.

• Expand our intergenerational practice by creating opportunities for the elders in our community (founding members, long-term members and older people) to connect with our young people.

• Foster a safe and inclusive place that encourages communication and understanding, and celebrates a diverse community.

• Promote our programs to be visible to the wider community.

Update and implement policies and procedures to increase diversity through evidenced-based research, including:

• Recruitment and employment policies and practices.

• Planned Board renewal.

• Succession planning for both Executive Director and Board.

“The accessibility of the Women’s Circus facilities and the expert support and ingenuity of the trainer enables me to take more risks and forge new connections between my body and brain.”

- Dr Melinda Smith OAM, Inclusive Ensemble Member and Women’s Circus Board Member

Healthy Organisation & People

Participate in the creation of a robust, sustainable and healthy organisation and working culture.

Our immediate focus is to improve the health and happiness of Women’s Circus staff and increase the stability of Women’s Circus as an organisation. Together with our partners and supporters, we aim to build a financially sustainable organisation that values and rewards staff, so we can continue to fulfil our mission into the future.

By 2026 we will:

Have a cohesive Women’s Circus team who are empowered, supported, safe and rewarded for delivering Women’s Circus’ vision.

Measures

1. By 2026 all Women’s Circus staff would recommend working at Women’s Circus to others.

2. Pay all staff at or above market rates for their roles (by 2024) and create a policy for distinguishing between paid and volunteer work (by 2025).

3. By 2026 have implemented wellbeing support services such as a mental health allowance or employee assistance program.

Key Actions 2023 – 2026

• Regularly review required staffing levels for program delivery and business needs.

• Supply fair remuneration for paid staff and establish clear boundaries of paid work and volunteer roles for all.

• Foster a culture of safety and continue to improve the health, safety and wellbeing of staff and participants through procedures and training.

• Establish clear lines of communication and management and provide accurate position descriptions for staff.

• Develop a strong organisational purpose, vision and priorities for staff to follow.

• Support staff through scheduled and prioritised rest periods and flexible working conditions.

By 2026 we will:

Have a financially sustainable business model with an embedded culture of philanthropy across the organisation. We will build a sustainable community of partnerships by strengthening existing relationships with partners and donors; and establishing new prospects based on a reciprocal understanding of needs, values and the potential of social circus and Women’s Circus to benefit society.

Measure

1. By 2024 achieve breakeven and establish a clear pathway towards regular contributions to our reserve fund.

2. By 2025 cultivate two major donors ($10,000+).

3. In 2023 fund a freelance fundraising and development role, becoming a permanent new role as Development and Strategy Manager by 2024.

Key Actions 2023 – 2026

Improved business model:

• Increase our Social Circus Term Program revenue by filling classes, increasing the number of classes and maximising the use of our venue.

• Incrementally reduce our use of cash reserves.

• Continue to strengthen and build our fundraising and partnership activities.

• Utilise philanthropic funding to offset our subsidised positions and classes for First Nations participants, trans and gender diverse folk, young disabled participants, and Performing Older Women participants.

• Ensure all creative programs are fully funded by project funding, performance fees and ticketing income.

• Secure an increase in multi-year funding from government and philanthropic partners.

• Build relationships with the private sector, aligning with organisations and individuals that can support operational costs such as staffing and core programming.

Frameworks and tools:

• Create a decision-making framework for senior management and Board.

• Create a compelling case for support for current and prospective clients, partners and philanthropic supporters.

• Utilise a customer relationship system (CRM-Salesforce) and develop new processes to improve reporting and acquitting, and to create a bespoke program of reward, recognition and engagement. This includes the creation of a stewardship matrix and engagement plan for effective relationship management.

• Optimise the potential of our Board to provide fundraising strategies for the organisation, ensuring this responsibility is incorporated into the recruitment process, Board Charter and Board member position descriptions.

• Define the Women’s Circus identity and develop a data-driven storytelling strategy to showcase our impact.

• Generate innovative and original communication strategies to present the Women’s Circus brand to target communities.

• Regularly review and adjust projects and programs to ensure alignment with our purpose, identity and brand.

Lasting Impact

Create programs and partnerships that create positive lasting and reverberating impact for individuals, communities and the organisation.

Women’s Circus has an exciting opportunity to make a significant impact for participants, audiences, circus artists and the wider community. We aim to lead the way in shaping the future of the Victorian circus sector and positively impact our society.

While the COVID-19 pandemic and significant changes in the sector have presented challenges, by providing strong leadership and support to the sector Women’s Circus can help rebuild and strengthen this vibrant community.

By 2026 we will:

Facilitate and promote collaboration between diverse communities and practitioners, using the medium of circus to empower individuals to express themselves and drive cultural change.

Measures:

• Implement all measures as outlined in Empower Marginalised Communities goal.

• By 2025 host regular events and workshops that bring together practitioners and communities from diverse backgrounds to collaborate and create new work.

Key Actions 2023 – 2026

Facilitate and design programs and partnerships that:

• Incorporate diverse perspectives, experiences and voices.

• Centre on the stories, identities and experiences of the participants and artists involved.

• Respond to time, place and the relationships of the participants involved.

• Use a framework of creative engagement that accepts and supports individuals as their authentic and whole selves.

• Create work that sparks conversations and challenges perceptions of audiences and makers.

By 2026 we will:

Expand our reach and deepen our impact by increasing the size and diversity of our audience across our creative projects, social circus programs and the Women’s Circus brand. We recognise the importance of ensuring that our stories and the artists we work with are seen and heard.

Measures:

1. Increase the number of unique audience members across all programs by 10% each year, as measured by ticket sales and attendance records.

Key Actions 2023 – 2026

• Ensure all performances are affordable and accessible through flexible pricing and that audience accessibility services are budgeted for and provided.

• Research how to reach new audiences who are reflective of our wider community.

• Define personas/audience profiles for our intended market, and ensure key messages and strategies are targeted to who we are talking to.

• Build our current social media followings and increase engagement of our followers.

• Renew our partnerships with festivals such as Midsumma and Melbourne Fringe and strengthen our relationship with producing company Performing Lines.

By 2026 we will:

Be known as a key supporter of circus artists and companies in Victoria and an important part of the Australian community circus sector.

Measures:

1. Support 10 independent circus artists and small companies each year through residency, open training and affordable venue and equipment access.

2. Contribute to the strategic agenda for a strong and thriving sector in Victoria and nationally through involvement in advisory groups.

3. Host or attend a minimum of 3 networking and advocacy events with other circus organisations and practitioners each year.

4. Secure support for selected trainers and staff to attend the National Circus Festival in Mullumbimby in 2024.

Key Actions 2023 – 2026

• Support the wider circus and physical theatre sector with the use of space, experience and expertise.

• Seek opportunities to network with the wider sector and where possible bring Women’s Circus staff and trainers to circus gatherings.

• Participate in influencing and shaping the sector, building our reputation as a leader.

• Champion and share our own successes and practices to create a more equitable, inclusive and diverse sector.

The Women’s Circus Model

Women’s Circus cultivates sector development, champions transformational change and fosters community connection, through Practice and Performance.

What we do

Cultivate Create Community

• Women’s Circus is dedicated to nurturing the growth of the communities we work with.

• By sharing our experience, expertise, processes and facilities we play a significant role in sector development in Community Arts, Cultural Development and the Australian Circus industries.

• We sustain and grow the careers of circus artists by offering ongoing professional development opportunities to all our casual trainers and creating regular opportunities to work on more ambitious creative projects.

Change

• Women’s Circus uses social circus as a platform for advocacy and a process for transformational change within individuals and communities.

• We run a range of circus programs aimed at supporting the most marginalised communities in our society, including women in prison, trans and gender-diverse folks, d/ Deaf and Disabled communities, and First Nations people, ensuring a shared growth for people who will benefit from it most.

• We lead by example, embedding inclusive and equitable practices into all our work to pioneer best practices in the sector.

• Through our programs, Women’s Circus aims to break down the barriers that gender-based inequities present to creative work.

• We identify as a queer organisation and support people of marginalised genders. We are intergenerational and connect with children, young people, adults and elders. We are grounded in the land and communities of Melbourne’s West, and this keen sense of place informs all our practices.

• We work with people who face barriers to participating in arts and culture, including financial, cultural, societal and patriarchal barriers. We focus on supporting those who face multiple and compounding barriers.

• Women’s Circus endeavours to provide a safe space for people to connect across sections of the community and foster a sense of belonging together. Our aim is to cultivate an intersectional community that brings values of respect and inclusion into our shared cultural future.

• We deliver against local, state and federal government arts policy goals relating to access, inclusion and equity by proactively making space for underrepresented communities. We emphasise broad participation, and diverse creative engagement without barriers.

How we do it

Women’s Circus cultivates sector development, champions transformational change and fosters community connection through two symbiotic streams of activities – ‘Practice’ and ‘Performance’. The connection of these two streams is unique amongst adult social circus providers, providing participants of all skill levels the opportunity to create, perform, and use circus to explore and share personal stories. Performance opportunities also offer a pathway for Women’s Circus to share our message with a broader audience.

Practice

‘Practice’ refers to our skills development programs, including year-round weekly social circus workshops for individuals aged 2 to 70+ and specialised short courses and master classes.

While these programs do contribute to our earned income, they are made affordable and accessible to those facing financial barriers through flexible pricing structures and subsidised places.

Performance

‘Performance’ showcases our heartfelt, brave, and curious creative work that challenges audiences and advocates for inclusion and equity. By merging the skills of practising circus artists with community participants, we deliver lasting impact to audiences and participants alike. Our future programming will be bold, responsive, and provide opportunities for diverse sections of our community to participate throughout the year.

Place-based Context

Australia boasts a thriving ecosystem of contemporary circus arts, across the spectrum of emerging to established, individual to large ensemble, and including dozens of internationally recognised companies. Melbourne is an epicentre of circus activity, home to foundation institutions including the National Institute of Circus Arts and Circus Oz.

Women’s Circus is one of Australia’s few explicitly intersectional feminist and gender-specific contemporary circus companies. Women’s Circus creates noncompetitive spaces to explore physical and creative potential, while courageously challenging gender norms and assumptions.

Located in Melbourne’s inner West, Women’s Circus is deeply rooted in this vibrant and evolving community. We prioritise working within this region, ensuring we serve and engage with our community in a meaningful and sustainable way.

Our home in Footscray is on the traditional lands of the Wurundjeri and Bunurong people of the Kulin Nation, who have lived in the Maribyrnong River valley for more than 40,000 years. Maribyrnong has a strong industrial history and has undergone significant gentrification in recent decades, attracting young people and families. Almost 40 per cent of the population is aged between 20 and 39, well above the national average.

Footscray has been a strong migrant community since the mid-1900s. Approximately 43 per cent of Maribyrnong residents were born overseas with over 130 cultural groups and 150 languages represented, making it one of the most culturally diverse populations in Australia. Additionally, there are over 20,000 people with disabilities in the Maribyrnong and Brimbank areas.

As a responsive organisation, Women’s Circus reflects the diversity of our neighbourhood. Over 40% of our membership and many staff and collaborating artists come from Melbourne’s western suburbs, and we strive to build a community that is as diverse as the one we operate in.

Maribyrnong has a strong history of community arts and creative industry, and we work alongside other Arts West Alliance members such as Snuff Puppets, Western Edge Youth Arts, and Footscray Community Arts to expand the cultural offerings of the West. We enjoy essential and ongoing support from Maribyrnong City Council as a Triennial Arts Partner and operate in our own fully equipped circus venue in Footscray, with the support of the Council.

Financial Context and Performance

The COVID-19 pandemic and associated lockdowns brought about rapid changes in the arts sector, as well as the political and funding landscape it operates within. Over recent years, government funding has been characterised by an increase in agile, quickresponse opportunities as well as increased awareness of longstanding systemic instabilities in the creative industries.

The launch of Australia’s new five-year cultural policy Revive increased investment in the arts, and new institutional frameworks to support the sector offer a reason for optimism. Additionally, the Victorian circus and physical theatre sector has been recently recharged by Australia Council sector-specific investment.

Like many small to medium arts organisations, Women’s Circus depends on government and philanthropic income and short-term funding cycles to sustain its operations. While we have healthy earned income streams, our continued existence in our current form relies on government support. We are grateful for the recurrent operational funding received from Creative Victoria and Maribyrnong City Council, as well as the additional operational funding from the Australia Council for 2023-2024.

Risk Management

RISK PROBABILITY IMPACT MITIGATION

ENVIRONMENTAL & EXTERNAL Economic downturn - rising living and operating costs

Change in local, state, federal government policy

Adequate cash reserves, budget forecasting for increased operating expenses, monitoring of enrolment trends.

Diverse funding streams including strong earned income, donations and philanthropic funds.

Programming covers multiple policy and funding themes to minimise reliance on any one source (e.g. arts, social impact, ageing, gender equity and health).

FINANCIAL

Inability to secure target for donations and philanthropic funds

Cash Reserves deplete causing financial insecurity

High Approved contingency plan in place, prioritising alternative funding sources, earned income and government funding.

Approved contingency plan and long-term financial forecast in place. Board prioritises strategic planning and forecasting.

MARKETING & REPUTATION

marketing budget and resources, partnering with philanthropic partners to expand reach. Clear strategic goals for audience development. Ineffective communication of our social and health impact and its value

Reliance on members as audience

and communication resources prioritised. Marketing and communication goals aligned with strategic plan to promote our impact and value. OPERATIONAL Reliance on small staff team

objectives aligned with available resources. Staff development, partnerships and collaborations utilised to expand capacity.

for trainers to take on additional roles and responsibilities. Transition key trainers from casual to part-time. Dependency on key staff, i.e. Executive Director

Unstable availability of casual circus trainers

strategic plan, budget forecast and succession plan in place. Engaged and growing staff.

GOVERNANCE

Lack of planned and timely board succession

strategic plan and board charter in place, development of succession plan key short-term focus.

Strategic Marketing and Audience Development

As expressed in strategic goal two, a key focus for Women’s Circus is to create a business model that ensures stability and viability for the organisation. Achieving this requires investment in marketing and audience and consumer development.

With an established and recently revitalised brand, and both new and longtenured team members, Women’s Circus is at an exciting juncture as we look ahead with renewed creativity and fresh energy.

Our marketing goals over the next three years are intrinsically linked to our broader strategic plan. Each decision about audience communication strategies speaks to specific short-term and long-term goals and advances our strategic path.

In addition to the strategies we have successfully implemented for three decades, the marketing and communication of Women’s Circus will focus on the following three key areas as we move through 2023 and beyond.

1Reaching new audiences and increasing engagement with current audiences

In previous marketing strategies, our audiences have been defined as:

• women, trans and non-binary people

• the LGBTQIA+ community

• western and northern suburbs-based people between the ages of 20 – 45 who have a passion for social equity, the arts and unique ways to engage in fitness and wellbeing.

These identities will be expanded upon, for example, to include parents of children aged 3-12 and aged 13-17, funding partners and the wider circus sector. To effectively engage these audiences, we will develop clear personas and tailor our messaging and strategies accordingly.

To enhance our social media presence, we will actively engage with other users and their content, and consistently post our own vibrant and engaging content. We will increase engagement with existing followers by conducting interactive campaigns such as competitions, polls, and challenges, as well as creating hashtag campaigns to build our online community. The effectiveness of paid social media ad campaigns will be improved through staff upskilling, refined targeting and testing.

Fostering and strengthening strategic partnerships

To build upon our success and reputation grown over three decades, Women’s Circus will foster and strengthen strategic partnerships with government, businesses, community and philanthropic organisations, aligned arts organisations and festivals over the next three years.

By giving and holding space for aligned organisations and communities, we will deepen our relationships, reach new audiences and demonstrate our core organisational values.

2 3

Encouraging, supporting and creating opportunities for usergenerated content

Our members, participants and staff are our most valued brand ambassadors and advocates. By creating opportunities and encouraging the production of usergenerated content, we can showcase the authentic experiences and journeys of our community members and reach new audiences. This content is free, genuine advertising, and is often well-received by audiences leading to an increase in brand reputation. Encouraging authentic content creation and inviting social media into Women’s Circus spaces will be done delicately and with respect for our participants and staff. We will ensure they feel safe in their classes and that their privacy is not intruded upon.

Women’s Circus

“I’m so grateful for Women’s Circus. It’s the highlight of my week, and because of this space I’ve grown to own my confidence and strength.”

- Steph, current training member

Governance & Leadership

Board & Governance Structure

Women’s Circus is a non-profit registered charitable and cultural organisation, guided by a voluntary Board of Directors. The organisation prioritises diversity, governance, legal and financial management, as well as partnerships and philanthropy. To ensure that the Board has the necessary skills and diversity, the organisation is currently recruiting new members, with positions expected to be filled by 2024.

We are committed to best practice, with policies and procedures regularly updated and all strategic documents available on the website. Women’s Circus has handbooks for staff, a risk management plan, and operates in adherence to Occupational Health and Safety guidelines, Child Safe Organisation standards, and Commonwealth and Victorian Anti-Discrimination legislation. As part of our commitment to best practice, we are developing a Code of Conduct, reviewing the risk register, and have an Equal Opportunity Act exception and governance calendar in place.

Succession Planning

Women’s Circus is committed to long-term sustainability and success by developing a comprehensive succession plan for both the Board and the executive leadership. The plan, to be implemented by the end of 2023, will be a living document that includes strategies for effective recruitment and management, risk management, and maintaining high standards of performance and accountability. The plan will emphasise the importance of diversity and inclusion in achieving success and will be regularly reviewed and updated to reflect changing circumstances and new challenges.

Our Board

Kristen Bell

(She/Her)

Board Chair - Appointed October 2017

Kristen is an urban planner and project manager, working in local government and private practice. Kristen has been a dedicated Women’s Circus member for well over a decade after joining through the New Crew program and is a regular ensemble performer and volunteer on community programs. She can frequently be found happily hanging from aerial equipment and other people.

El Boydell

(She/Her)

Appointed April 2020

El Boydell is an experienced project manager with a history working in the arts, events and education sectors. She is currently working in the Victorian government’s Major Events team, supporting projects, funding programs and strategy development. As a freelance creative producer, El has worked to bring creative visions to life with Wit Incorporated, Memetica, Women’s Circus, Emerging Writers, Festival and more. El has been a training and performing member with Women’s Circus since 2015.

Mandy D’Angelo

(She/Her)

Appointed July 2019

Mandy has over 20 years’ experience working with large businesses in the finance field in both Australia and abroad. As a Chartered Accountant, Mandy has covered a range of industries from manufacturing, services, beverages, consulting and mining and has also worked with risk and governance.

Amy Lynes

(She/Her)

Appointed May 2023

Amy Lynes is a Senior Workplace Relations Consultant with the National Retail Association, a not-for-profit organisation that represent the interest of retailers and quick service restaurants across Australia. Amy is passionate about authentic leadership and empowering others to reach their potentials and achieve their goals.

Nyree Fiddes

(She/Her)

Appointed January 2021

Nyree Fiddes founded Fiddes HR in 2014. Nyree is a Chartered Member of the Australian Human Resources Institutes and has a Master’s Degree in Human Resources & Industrial Relations. Nyree has executive expertise in reducing staff turnover, developing workforce strategies, performance management, performance review and delivery of seminars/workshops.

Peta Granger

(She/Her)

Appointed September 2021

Peta is a purpose-led business leader specialising in retail strategy, brand innovation and is current Chief Commercial Officer of artisan chocolatier Koko Black. Before this she spent 20 years with the global cosmetic retailer Lush, where she turned the loss-making ANZ business into a leading ethical retailer. Peta is passionate about ethical trade, sustainability, regenerative systems and using business, trade and profit to create impact that pushes Australia into a more progressive direction.

Dr Melinda Smith OAM (She/Her)

Appointed September 2020

Dr. Melinda Smith has over 30 years’ of experience in disability and education. In 2008, Melinda began promoting the health and wellbeing outcomes of dance for people with disabilities. In 2018, Melinda created her first solo work, Spasmotive. The next phase of her work sees her working with The Victorian College of the Arts to research and develop an adaptive musical instrument. Melinda lives with cerebral palsy and is an advocate of disability inclusion. In 2019 she was awarded an Honorary Doctorate by Deakin University. Melinda recently became a member of the Deakin University Disability and Inclusion team as a lecturer in Inclusive Arts.

Maggie Tekell (She/Her)

Appointed September 2021

Maggie has worked in the public arts sector for over twelve years. Since 2011, she has held positions at the Australia War Memorial, Sydney Opera House, Melbourne Recital Centre, Circus Oz and currently at ACMI. In her current role as Philanthropy Manager, she has experience in the development of fundraising strategies and has successfully built connections with the philanthropic sector in Melbourne. Maggie maintains strong networks with donors, philanthropic trusts and foundations and government stakeholders.

Our Team and Organisational Structure

Our team

At Women’s Circus, we are proud of our committed intergenerational and multidisciplinary team. Some staff members have dedicated over 30 years to the organisation, while others have recently joined. Our team consists of seven part-time staff members (equivalent to 3.85 full-time employees) and a dozen casual trainers, in addition to contracted artists and creative project staff.

We are committed to supporting the professional development of our program participants and members, providing opportunities for them to grow and develop their skills and providing pathways to paid employment.

Current staff

Steph Cox (She/Her) Executive Director

Hanne Grant (She/Her)

Marketing and Communications Manager

Geraldine Woods (She/Her) Finance Manager

Siobhan Callanan (She/Her) Venue and Administration Coordinator

Franca Stadler (She/Her)

Resident Trainer & Head Rigger

Sal Frances (They/Them)

Resident Trainer

Program Manager – to be recruited.

Photo Credits

Page 1

Photographer: Jessica Connell

Show: Annual End Of Year Cabaret

Page 2

Photographer: Kate Disher-Quill.

Show: Momentum, Arts Centre Melbourne

Artists pictured: Tarn Scully, Anso Swann Biguet

Page 5

Photographer: Jessica Connell

Show: Annual End Of Year Cabaret

Page 7

Photographer: Jessica Connell

Project: Annual End Of Year Cabaret

Page 9

Photographer: Jessica Connell

Page 10

Photographer: Viv Mehes

Event: Beijing 1995

Page 12

Photographer: Kate Disher-Quill.

Show: Momentum, Arts Centre Melbourne

Artists pictured: Vivienne Halat, Dr Melinda Smith OAM, Emma J Hawkins, roya the destroya

Page 15

Photographer: Kate Disher-Quill.

Show: Momentum, Arts Centre Melbourne

Artists pictured: Anso Swann Biguet, Dr Melinda Smith OAM

Page 17

Photographer: Jessica Connell

Show: Annual End Of Year Cabaret

Page 19

Photographer: Jessica Connell

Page 23

Photographer: Jessica Connell

Page 26

Photographer: Sean Paris

Project: Nepal Australia Community Day with Circus

Kathmandu

Page 27

Left - Photographer: Phoebe Powell

Event: Kensington Community Festival

Right - Photographer: Paul Dowsley

Event: Melbourne Pride March

Page 28

Photographer: Jeska Stephens

Project: Flying Shot

Page 31

Photographer: Jessica Connell

Page 32

Photographer: Jessica Connell

Page 34

Photographer: Anthony Strong

Event: Night Circus

Instagram: @ womenscircus

Facebook: /womenscircus

Linked In: Women’s Circus

Youtube: @ womenscircus

395 Barkly St, Footscray 3011

info@womenscircus.org.au

(03) 9687 3665