Our Board

MHCC’s constitution allows for  7 – 11 Directors, comprising of 7-9 Elected Directors and up to 2 Appointed Directors. Elected Directors on the Board are representatives of member organisations who are elected by the membership for a term of three years. Directors are able to renominate at the end of their term to a maximum of three successive terms. The Board meets a minimum of six times a year.

Our Board members are passionate supporters of MHCC and bring a strong diversity of skills to the organisation.

Judi Higgin – chair

MHCC provides a strong and united voice for the community managed mental health sector. It influences policy and practice whilst advocating and raising awareness for people with a lived experience. In a choice-based environment MHCC is primed to play a primary role in building sector capacity and workforce development, including the lived experience workforce.  Similarly, governance and quality are key areas, both of which rely on targeted data collection.

DARIO Molina – treasurer

Chief Executive Officer
CBHS Corporate Health

Dario is the CEO of CBHS Corporate Health, a provider of private health insurance and corporate wellbeing programs. He has over 20 years experience in management roles within Australia and abroad. He has broad expertise across strategy, finance, operations, risk management and business administration . Dario holds a Bachelor of Commerce, is a Chartered Accountant and a Member of the Australian Institute of Company Directors.

In his day job Dario has seen the increasing trends in mental health through the private system. He feels that there is an obligation for Governments, Corporate Australia and the NGO/ NFP sectors to work together to create a system that is heavily weighted to community care. He is excited with the opportunity to assist MHCC in influencing policy and practices in the delivery of mental health care.

Jonathan Harms

Chief Executive Officer
Mental Health Carers ARAFMI NSW

Jonathan has worked as a plaintiff lawyer, public servant, policy advisor and stakeholder manager for a variety of State and Federal Ministers, departments, private corporations and non-government organisations. As CEO of Arafmi he created the Carer Peak Advisory Committees to enhance stakeholder participation in Arafmi policy development and the Carer Support Worker Forum, to enhance networks for carer support workers and carers across NSW. Arafmi is now also a key partner in the Collective Purpose collaboration with Being and Way Ahead.

Mariam Faraj

General Manager of Clinical Services
Central and Eastern Sydney PHN

The work of the MHCC is important at this crucial time of change in the mental health sector with evolving government policy and multiple reforms. It is important that CMO’s are supported as they adapt to a rapidly changing policy and funding environment, and that they continue to promote the value and success of mental health support delivered in the community. Work in mental health requires multiple sectors with complex systems to work together to bring about change. The MHCC, with a clear vision, strategic leadership and real-time support of its members, is leading this work. I support the MHCC to be a leading peak organisation that shapes policy and drives reform.


General Manager

It is important that as a sector we work together to build on our strengths and overcome challenges. MHCC provides the ideal platform for the sector to come together and achieve these aims. Some current examples include the NDIS, COVID-19 and Suicide Prevention.

The NDIS still struggles to meet the needs of people with psychosocial disability, and we have seen developments such as recovery coaching emerge from sector representations. Initiatives such as independent functional assessments need sector leadership to ensure they meet the needs of people with disability. COVID-19 has reshaped the world and reframed supports to people with psychosocial disability. Working with consumers and carers, sector leadership is required to guide future policy and contribute to the evidence base.

Recent additional investment in suicide prevention at State and Commonwealth level has been very welcome, yet the policy and investment mix is uncoordinated, leading to inefficient use of resources. Sector leadership is required to direct policy and investment.

Margaret Bowen
Chief Executive Officer
The Disability Trust

Both wider society and the social sector are changing rapidly, and we need to strenuously support people with mental health conditions to have a voice in how these changes play out. Affording choice and control for people with a lived experience is an ongoing challenge we need to meet.  A truly transformative service system is built on recognition of lived experience. The MHCC has a role in equipping our sector to respond to new and emerging challenges through advocating for adequate funding, encouraging research into best practice and delivering a well-articulated plan for the future.

The MHCC has always consulted with stakeholders including consumers, carers and service providers and is very well equipped to represent the sector.  It is a real privilege to contribute to a peak body that has so much compassion and strength.

Irene Gallagher

Chief Executive Officer
Being – Mental Health & Wellbeing Consumer Advisory Group

MHCC plays a pivotal role in supporting, educating and informing the sector in best practice approaches. The mental health sector has diversified over the past few years with the NIDS, the increasing importance of recovery-oriented and trauma-informed practices and consumer and carers involvement. This places MHCC in a position to better represent the sector through advocacy policy development and legislative reform, whilst building the sector through accredited training and professional development.

I was involved with MHCC originally as a trainer for the Certificate IV in Mental Health Peer Work and Certificate IV in Mental Health. I was drawn to MHCC for its innovation in recovery and trauma-informed practice. MHCC provided great support to me whilst working in a CMO, equipping the workforce to better support core clientele, people with psychosocial disabilities/their carers/family.

MHCC is gaining strength in areas of capacity building and professional development for the CMO workforce. I would like to see MHCC strengthen its support of the peer workforce.

Mark Orr

Chief Executive Officer
Flourish Australia

MHCC is an important part of ensuring the community managed sector is well informed, has the capacity to respond and can contribute actively to policy debates. In a rapidly changing environment, MHCC provides an important, focused voice for the community managed mental health sector in NSW. It demonstrates to Government and other funders the depth and breadth of the experience of community managed organisations, and the positive impact they have on the lives of people with lived experience, their families and carers.

I hope MHCC continues to develop its capacity to pose to Government priority areas for mental health sector development and funding, drawing on the experience of Members, people with lived experience, and their families and carers.

Mark has a specific interest in service redesign, innovation and evaluation, and, in particular, the use of technology to deliver information and supports to people with lived experience, their families and carers. He is currently undertaking a Doctorate in Public Health in that area at the University of New South Wales.


NSW State Manager
Neami National

The sector is currently operating in a highly complex and uncertain environment. MHCC provides both the leadership and coordination of efforts to collectively navigate this environment.

I see MHCC as a vehicle for real sector advocacy; this work is more important than ever and the need for CMOs to work together has never been more pressing. I am very impressed by MHCC’s ability to deliver on this for Neami and the wider sector, whilst keeping the consumer experience at heart.

MHCC has evolved considerably over the last two years, developing a sophisticated ability to influence government and becoming more aligned with the national picture. I would see the evolution of MHCC as largely reflecting the way CMOs will change, providing supports to people with a wider range of mental health conditions that may not involve disability. This would include many people experiencing depression and anxiety who generally are not well served by the NSW CMO sector. I expect to see greater focus on prevention and mental health and wellbeing of the general population. There is a great opportunity for the MHCC and CMOs to extend our relevance to a larger section of the community. I believe MHCC will play a key part in a ‘benefit narrative’, explaining through data and evidence our contribution to the sector.