Member Spotlight: International Day of Charity 2024, with Candace Powell
In honour of International Day of Charity 2024, we wanted to spotlight one of our incredible WiCX members who is making a difference within not-for-profit organisations. Her dedication, passion, and commitment to serving her community embodies the true spirit of this day.
Candace Powell is not just an expert in her field—she advocates for her cause, champions for her community, and is an integral part of what makes her organisation special.
Candace graciously shared her story of working in the not-for-profit sector, offering insights into the unique challenges and rewards the third sector provides.
Tell us a bit about you and what you do…
I am currently working at Australia’s oldest charity, where we deliver programs and services to support older Australians, people with disabilities, children, youth, and families.
My role as a CX analyst is to develop an organisation-wide client insights program to identify service delivery improvements and practice development that result in a positive experience.
Clearly, this is an aspirational description, given that I’m the only dedicated CX role in the organisation and the breadth and complexity of our service delivery models and footprint.
How did you get where you are today?
I like to say I’ve taken the scenic route to where I am today. I say that because I’ve only ever worked in customer-facing roles across various industries—retail, hospitality, IT (parking guidance technology), and now community services—but that realisation came late in my professional life.
Before this, I felt quite consciously unguided in my employment choices. Upon reflection under a mentorship, it was clear that providing value and an impactful experience to any client/consumer/customer transcended any of the roles.
My technical background is in business analysis, data analytics, ITIL service delivery, and co-design. My other love is languages and linguistics, and it is in this current role that I am able to blend and apply my complete skillset for the first time in an environment that is closer to my values.
What were the main challenges you faced as a woman in CX?
The challenges I have faced vary wildly depending on the industry. It is not news that IT is historically a man’s game. I found developing strategic thinking and emotional intelligence in IT to be particularly challenging as the outlier of being the only woman in management and as one who would frame change management or process improvement through the lens of equity. We experience the world very differently, so a lot of time was spent understanding the context I was working within and how I could identify where making meaningful change was possible.
Now, in the NFP sector, I don’t feel that I experience gender-related challenges as much or in the same way as the workforce is predominantly women with shared values.
My challenges now stem from the organisation’s (lack of) maturity, specifically its strategy, digital and data practices, legacy business systems or processes, and the misalignment of decision-making and direction from leadership.
It’s funny, but the things that used to get me in trouble in the IT world (e.g., assertiveness, tenacity, detail-orientedness, and dissension) are actually key aspects of my personality that help me innovate within my current role.
How has your work in the not-for-profit sector shaped who you are today?
I believe it was my work in the corporate sector that mostly shaped -or at least brought clarity to - who I am today.
The more I understood of the vision, strategies, partnerships, supply chains, and ultimately, the harm to the environment or society that my work/employer was contributing to, the further I wanted to distance myself from it.
Moving to community services, I’ve learned more about what is hidden in plain sight within society, the far-reaching ripple effects of male-perpetrated violence, and the insidious discriminatory design of societal systems that perpetuate disadvantage and greed. I have, therefore, become even more political and values-driven.
Moving to community services, I’ve learned more about what is hidden in plain sight within society, the far-reaching ripple effects of male-perpetrated violence, and the insidious discriminatory design of societal systems that perpetuate disadvantage and greed. I have, therefore, become even more political and values-driven.
What’s one piece of advice you would give to someone considering a career in the not-for-profit sector?
Just one is challenging, but I’d say be prepared for new levels of complexity and resistance.
For example, this could mean working with immature and highly manual processes and systems, alongside increased safety, compliance, and privacy regulations and funder demands.
Relating or bridging CX theory and design principles to social work practice requires sensitivity, empathy, deep listening, pragmatism, and creativity - especially if you’re trying to map and/or standardise anything. It also demands consideration to the client’s circumstance and the social impact outside of the organisation for greater system and policy change.
Relating or bridging CX theory and design principles to social work practice requires sensitivity, empathy, deep listening, pragmatism, and creativity - especially if you’re trying to map and/or standardise anything. It also demands consideration to the client’s circumstance and the social impact outside of the organisation for greater system and policy change.
In practice, there are significant safety risk considerations for data collection methods and storage for people experiencing domestic and family violence due to prolonged abuse, distrust and coercive control behaviour of family or intimate partners. It is unethical to display a pretty survey on an iPad in reception or send it via email and expect clients to feel safe providing their feedback and/or information.
The intent and language used in survey design and engagement approaches is also highly important. Specialist support may also be required for successful participation due to communication needs and/or risk of triggering harm to mental health as the circumstances in which clients engage with a community services organisation are also complex - and often traumatic.
The customer journeys within systems (integrated or otherwise) are also not linear. I recommend becoming familiar with alternative models that centre needs and care across life stages and government social impact models to help you analyse, speak to, and make meaning of the data you collect about the client’s experience.
Lastly, genuine demonstration and competency of diversity, inclusion and accessibility practices are paramount and vital to truly connecting with the clients and community to understand what they value, their barriers, and how to create meaningful change.