What a turn around! For the first time since 2005 there’s going to be an election for the positions on the Mardi Gras board. This year there are 12 nominees in total and only 8 positions.

If you want to take part in the election you’ll need to become a Mardi Gras member before August 4. More information on Mardi Gras membership here.

The Annual General Meeting will take place on Wed August 19. If you want to vote at the meeting but you won’t be able to make it, you can either download a postal ballot form here, or you can give your vote to another member by filling out a proxy form here. Note that you must vote for 8 candidates for your vote to be counted.

Here are the candidates in ballot order.

1. Mohamed Duar is 28 and has not been on the NMG board before. He wants to bring his fundraising experience to Mardi Gras, re-invigorate the membership base and inject politics and community relevance back into the organisation.

What do you think is the role of Mardi Gras today and do you think it needs to change?
I want to make NMG relevant to the community and other organisations such as ACON, BGF, the AIDS Trust, Gay and Lesbian Rights Lobby and Amnesty International. I would like to see Mardi Gras collaborating with these organisations to further our rights, but to also lend its weight to issues that affect us as a community.

I remain acutely aware of the civil, political and human rights struggles by the 78’ers and others internationally, struggles that seem to often be overlooked by others, particularly those my age and younger. I wish to see NMG enhance its relevance in the current community, in respect of those who fought for the rights we enjoy today. Through consultation and collaboration our community should be mobilised to join NMG as it represents not only what we have achieved, but who we are today, and how we define ourselves into the future.

It is clear to me following the last AGM that the membership and the community don’t feel that NMG is relevant to them and we need to find out more. I’d like to see some consultation with the community to see what they would like NMG to be, afterall it started as a civil and political rights parade by the community.

I would also like to see Mardi Gras itself linked with other Pride parades and LGBTQI organisations around the world. We have the benefit of enjoying the rights that those before us fought for, and still have a path to go on gay marriage, but many do not fundamental human rights. You only need look at the Pride in countries such as Russia, Latvia or the situation for LGBTQI people in Iraq to realise that the fight is not over for our community overseas.

I’d like to see the community take pride in both the organisations and the asscociated events, it belongs to them. It’s certainly driven by the board and executed primarily by the hardworking staff of NMG. I’d also like to see greater accountability and transparency, regardless of the decision to split parade and party it was clear that the community didn’t feel informed or included. That’s most concerning given that NMG is struggling for relevance, particularly among youth.

Skills, experience and knowledge:
Currently is the National Donor Liaison Manager of Amnesty International, raising over $1 million per annum to protect and defend human rights, including LGBTQI rights. Previously worked as Sponsorship Manager of the AIDS Trust, raising over $250,000.

2. Josh Keech is 26 and has been on the NMG Board since February of this year. You may also remember him from Surf Camp. He wants to continue to be a voice of relative youth on the board, and continue his passion for equality, justice, awareness and acceptance of gay and lesbian people in Australia.

What do you think is the role of Mardi Gras these days?
It’s a kaleidoscope of different interests and perspectives. For me, it is to provide a central point of celebration and commemoration for gay and lesbian people while continuing to promote our visibility and acceptance in the greater society. It has an essential role in bringing the community together for a fabulous couple of weeks in February and March, and through the Parade and other forums, allow our community to raise awareness and shine.

Do you think it needs to change?
I think the role of Mardi Gras, in that sense, will always be there, but how those concepts are brought together is a different question. One thing is for sure, there must always be a Parade, there must always be a Festival and there must always be a Party!

What impact have you personally had on NMG during your time serving on the board?
Since February I have been able to significantly contribute to issues surrounding corporate structures for the organisation. I have provided legal advice and services to the organisation on a wide range of issues, particularly in the area of intellectual property. Given that NMG prides itself on its strong branding, the ongoing protection of it is essential to the continuing sustainability of our organisation. Further I have actively participated with the planning and creation of this year’s Sleaze Ball, Game On. Along with the Chair of the Party Working Group, Scott Ogier, and other volunteers, I have worked to create a Sleaze Ball that will literally rock the pants of our guests! This has proven to be successful so far, considering the new, raunchy advertising campaign and the strong sales that have already taken place.

Skills, experience and knowledge:
A solicitor, has a well-founded understanding of complex legal situations and is an experienced negotiator relating to contract law and litigation with multiple parties. Extensive skills in relation to business management, has a Bachelor of International Business, as well as legal qualifications. Experience working for several large not-for-profit organisations, providing management and legal advice at an executive level.

3. Joshua Crouthamel is 29 and hasn’t been on the board before. He acknowledges that the organisation needs to be profitable, but “we need to recognise that for a few days each year the world’s spotlight is on us: we have a unique opportunity that money can’t buy to say more than just ‘we’re here, we’re queer, we do this every year’.”

What do you think is the role of Mardi Gras these days?
Mardi Gras’ role is two-fold in my mind: to make a profit, like any good business should, and to be the voice of a community, one that is as vibrant, eclectic and educated as any but still not entitled to equal rights in Australia.

Do you think it needs to change?
From a profitability perspective, I think Mardi Gras could benefit from a fresh view on both domestic and international marketing spend, and the acquisition of like-minded partners and sponsors. Do we need to rely on money that comes with hefty caveats, or $150 party passes? I’m not sure we do. I’d like to be on this board to both ask these questions and offer sustainable alternatives to those relied on in years past.

I also think Mardi Gras’ accomplishments over the last few years may have pushed the organisation’s role as the community’s voice on an international level into the wings a bit. A renewed focus on reflecting who we are and what we’re capable of is an equally important success metric as banking a profit at the end of the financial year.

Skills, experience and knowledge:
Seven years experience in international travel, marketing, training and events management roles internationally; management of multi-million dollar budgets and cross-media-platform marketing campaigns, educating and motivating teams of employees and crafting travel/event experiences that the public loves. Currently works for Australia’s largest internet portal and has direct access to targeted market research, trend analysis and online optimisation information that would help the board monetise Mardi Gras more effectively.

5. Kirk Muddle is 38, has been a NMG Board Director since 2005. In his time with NMG he’s seen the organisation come back from the brink of disaster and wants to contribute to making Mardi Gras something his community can be happy and proud of. “I am also a sucker for a great parade,” he says.

What do you think is the role of Mardi Gras these days?
The role of New Mardi Gras is to provide the people of Sydney, NSW and Australia with an insight into the GLBTQ communities and all of their facets. We also provide these communities with a means of celebrating who we are.

Do you think it needs to change?
New Mardi Gras is forever changing, not only due to the times, but also to reflect the changing of our community over the years. Look at where the whole event has come from and where it is now. As for further change, it’s almost inevitable, but at this point I can’t say what those changes may be. Changes to the organisation and the events we provide will only be formulated after proper consultation with our membership, our communities and other stakeholders.

However there was no community consultation this year when Party and Parade were split?
We need to ensure that we do consult the community in the future, much like we did in late 2005 when Presenting Partner issues were discussed at a Community Forum, along with what the members and community believe is important to them. You may remember it was done at the Petersham RSL one Saturday, and advertised?

I believe that there is a change to the constitution being proposed at the AGM that would ensure community consultation is sacrosanct. I for one am fully supportive of a motion on these lines.

What do you believe have been your greatest achievements in your time serving on the board?
My greatest sense of achievement on Board is the ‘year on year’ increase in parade participation along with the continuing involvement of the newest members of our communities every year. I am also proud of the renewed interest that this bought in 2009 for the telecast in a number of years. I was also pleased to be part of the team that secured the Government funding in early 2008.

I feel that the all Board members of Mardi Gras should act in a way to assist the employees, the other volunteers and the communities that New Mardi Gras represents to have their voices heard, to be visible and to be celebrated.

Skills, experience and knowledge:
I have been working on Parade, starting as a volunteer in 2000. I have been involved with the Board as parade board sponsor since 2005, and I have been involved with all the relevant levels of planning (State Government, Local Government etc) throughout the process. Experience working in large scale retail property project development and leasing, strong planning and organisational management skills.

6. Adam Atkin is 35 and hasn’t been on the board before. He wants to be elected so he can be a part of tradition and to help raise the bar annually for Mardi Gras. “It would truly be an honour to serve on the Mardi Gras board and if elected I will make every effort to serve this wonderful community with all my heart and soul for the next year,” says Atkin. “Plus, I really think Kelly Rowland should perform at this years event – don’t you agree?”

What do you think is the role of Mardi Gras these days?
First and foremost it is to bring awareness, understanding and acceptance to the gay and lesbian community, not just in Sydney, but all over the world and of course, have a fantastic and memorable time while we do it.

Do you think it needs to change?
I think with every great festival, change and transformation is the key to keeping the event credible and respected around the world. I believe formulating new ideas, whilst keeping the foundation and culture of Mardi Gras in place could really bring a greater global audience to this event.

Skills, experience and knowledge:
Has been a member, as well as served as president on professional boards in the past and is currently the global ambassador for an HIV/AIDS children’s orphanage in Botswana, Africa.

7. Lynne O’Brien was seconded to the Mardi Gras Board in 2002. “That was back when the organisation was in trouble and with a great team of community members we put the organisation back on track,” she says. Lynne wants to be elected to push for greater representation of GLBTQ parents, grandparents, people from the country and isolated members of the community. She also wants more community consultation and engagement, would like to see the audit and risk committee be re-instated, and wants to bring some much needed skills and opinions of valued community members back into the organisation.

What do you think is the role of Mardi Gras these days?
I think Mardi Gras is a great organisation with a lot of passion – both positive and negative – which demonstrates we are a community that cares. We care about our rights, we care about the rights of others in our community and we also know how to celebrate.

Do you think it needs to change?
I believe the role of Mardi Gras is ever changing… The issues that were around in the 70’s are not as relevant today – but there are many emerging issues and as a community we must tackle them head on. Mardi Gras should represent the views of its members and members of the GLBTQ communities and provide a vehicle to celebrate and communicate these views, which I think it does already, but there is always room to expand and improve.

Skills, experience and knowledge:
Extensive event production and people management experience, years of involvement with GLBTQ not-for-profit, theatre, music and arts based companies, founding member Gay & Lesbian Choir, Cyrenes Women’s Choir, PANDA (Poofs and Dykes Advocate) Newspaper, worked with the AIDS Action Council to raise funds for gay and lesbian nightclub ‘Heaven’, Sales Manager of Capital Q in 1995, PRIDE Co-President from 1996 to 2000, was SSO Media Business Development Manager and went to Denver as part of the Sydney 2002 Gay Games Bid. Seconded to the board of New Mardi Gras in 2002, chairing the Fair Day Committee and producing a profitable event. In 2004 was the NMG Sponsorship Manager. Has a Graduate Certificate in Arts Management and Masters of Arts Management.

8. Rob Partos has been on the board since 2008 as Finance Director and Treasurer. He says that Mardi Gras has played an important role in his life, helping him establish his identity, and he now has a strong desire to give something back. “What I bring to the board is someone with a strong background in the financial services industry at a senior level gained in over 20 years experience. I strongly believe in what the organisation can achieve in providing acceptance for gay, lesbian and transgender people both in Australia and internationally.”

What do you think is the role of Mardi Gras these days?
I believe that New Mardi Gras has a number of different roles. It acts to provide our community organisations with forums to publicise their activities both within and outside the GLBTQ communities. It provides financial support to the community for artistic, sporting, social and political groups that seek to improve the quality of life for their members, and both the GLBTQ and general communities. And finally it provides a framework for GLBTQ people to celebrate who they are in a visible and unabashed way that works to bring down discrimination barriers and assist people who would otherwise have no ability to identify with our community.

There will always be a role for New Mardi Gras while there is any discrimination based on people’s sexuality and while people identify as being different based on their sexual preference as it provides a frame in which to challenge discrimination and also a social framework to celebrate those differences.

Do you think things need to change?
Yes, like any organisation it must continue to change and develop in line with the desires and wishes of its members and the communities they are a part of. These changes will assist in to remain viable and relevant and also allow it to continue to survive and thrive in difficult economic realities.

What do you believe have been your greatest achievements in your time serving on the board?
My time on Board so far has been as the Finance Director & Treasurer, so I have had little direct impact on the individual areas such as Party, Parade or Festival. I have been very focused on providing information to the board and management in regards to various results and the impact of unexpected events on the finances. While not as glamorous as the other roles I also believe that I have assisted Anna and the Board make strategic decisions on resourcing and developing policies and practices that will hopefully see a stronger organisation. My role requires me to work ‘behind the scenes’ and I have striven to ensure that the organisation was provided with budget forecasts and financial statements that where relevant and anticipated and avoided some of the financial risks that the organisation faced.

Knowledge, skills and experience:
Parade participant and volunteer since 1998, ocer 20 years experience in the Finance Industry, skilled at forecasting and reporting.

9. Nicholas Parker has served on the New Mardi Gras Board before. He says his strengths are “community experience, commercial focus, risk awareness and sense of humour”.

Why do you want to be elected to another term on the Mardi Gras Board?
I wish to be elected to continue to work towards the long-term viability and success of New Mardi Gras. My commitment is to support the Board and staff focus on governance, commercial operations, risk and strategy. I am passionate about Parade and about claiming our rights.

What skills, knowledge and experience do you bring to the Board?
I’ve volunteered for many GLBTQ community organisations in roles from shaking buckets and holding purse strings, to managing stages, parades and risk and I am proudest of the contribution I made to the establishment of New Mardi Gras on the 2003 ‘phoenix’ Board, empowered by the community to stage the 25th anniversary season and establish NMG as a viable and profitable membership based community organisation.

In those formative years we overcame many community, commercial, financial, operational, and governance challenges. NMG became stronger whilst remaining close to the membership, engaged with the community and worked closely with fellow organisations.

Following my Board tenure I served as member, and then Chairperson, NMG Audit & Risk Committee until 2009, returning to NMG Board May 2009.

10. Steph Sands is 40, was NMG Director/Co-Chair 2003-2005 and has been on the NMG board since 2008. Sands believes that while NMG has evolved to become a sophisticated company which is now generating good profit and increased brand value, it now needs to focus more on its members and the community. Sands also wants to be a strong female presence on the board.

What do you think is the role of Mardi Gras these days?
The role of Mardi Gras is … to provide a platform for all individuals and organisations within our communities to express their challenges and successes. Mardi Gras, like no other organisation, brings all our communities together in celebration, in protest, in sadness and in joy. Our role is to enable that through sophisticated yet accessible events.

Do you think things need to change?
The format of how the organisation achieves this may change over time, however Mardi Gras’ main purpose of being is for visibility through the parade, entertainment, education and awareness through the festival, celebration through the parties, and community gathering at Fair Day. It’s incredibly important that Mardi Gras retains these core events, and learning from the mistakes or past ensure that members are consulted when significant changes to these formats are suggested.

What impact have you personally had on Mardi Gras during your time serving on the board?
I would prefer to think that our organisation is built on the efforts of many and not just one. If I had to choose one impact that I have had over the past 12 months I would hope that I have enabled strong teams and strategy across the membership, marketing and medical portfolios I have held. Together with the CEO, the current board has delivered a profitable season, learnt from our mistakes regarding community and member based consultations and provides the commitment to seeing through the changes in direction we have established.

My aims if re-elected are: financial stability; inclusive leadership; more active membership base; stronger community engagement with other organisations, including greater involvement by and visibility to women; and corporate governance, ensuring the right skills and expertise are available to guarantee the effective management of risk.

During your co-chair period in 2005 Mardi Gras reported a $166,000 loss. What are your comments around this, and how would you ensure that this won’t happen again if you are re-elected?
2003 was always about just making it happen with a wealth of goodwill and support from our communities and suppliers. As most people will remember, all the DJs played for free at the 2003 party – this is just one of hundreds of examples of the goodwill we achieved, and put simply – if we didn’t receive this good will, the 2003 season would not have happened.

Fast forward a year and 2004 was all about making it happen again with the knowledge that we were predominately on our own. While we achieved that feat and made a small profit, it was apparent that the organisation still required growth and investment to make it into a sustainable organisation.

The 2005 season was a very successful season, even though we reported a financial loss. The board was required to take a more operational focus on the 2005 season, as the General Manager did not commence until January of that year, and although a great deal of time was spent on budget and cashflow management during that term, revenue was less than expected on the majority of our events (Sleaze, Launch, Fair Day and Party – the major revenue streams for the organisation) compared to the investment we made on increasing our production values and event offerings and re-building the brand. In short, I personally believe that we tried to expand a little too quickly as we tried to meet the expectations of the community and membership as to what Mardi Gras should produce in that year.

From that season however, the board put into place several finance initiatives, many of which are still in place today – and the day to day financial management of the company now rests with the CEO. This enables the board to strategically monitor, review and act on the financial management reports on a regular basis without being tied to day to day running’s of the company.

What I can ensure the membership, if re-elected, is that the board will ensure that the proper financial governance mechanisms are in place and the CEO has the relevant authority and resources available to her to carefully monitor cashflow, expenditure and revenue projections. In addition, it is essential that the right financial skill sets are available within our board structure, in particular the current Treasurer Rob Partos, and the previous treasurer for 2004, and Audit and Risk Chair, Nick Parker.

Skills, experience and knowledge:
Over 12 years experience in senior management positions predominately in the advertising and software/online industry, experience managing large budgets within an established agency which holds many global blue chip clients. Primary skills are in Marketing, people and relationship management, and Project management. Previous long term experience with New Mardi Gras which means historical knowledge of how the organisation works.

11. Michael Douglas has served for three years as Mardi Gras Treasurer. He said that at the 2006 AGM he wanted $1 million cash in the bank, clear of liabilities, for Mardi Gras’ financial security, and at the end of 2008 he met that target.

“NMG needs a senior accounting professional with a conservative view on how money should be spent to ensure that profits continue to grow and for it to continue towards being financially secure. Without this, continued financial stability is at risk. We all know what happened to the ‘Old’ Sydney Gay & Lesbian Mardi Gras and even NMG was not immune, with poor financial management contributing to the NMG’s 2005 loss of $244,000.”

What do you think is the role of Mardi Gras these days?
Some would say Mardi Gras provides a Gay Christmas in February. It allows everyone in the GLBTQ Community to either showcase themselves or simply attend and watch the best that the GLBTQ Community has to offer through the myriad of Festival events and / or the Parade and parties… [it] provides something for all members of the GLBTQ Community.

Do you think it needs to change?
Change is a good thing if managed well, particularly if leveraging of existing events where the risks are reduced – the ‘Glamstand’ arrangement and the Foxtel deal are examples of that. New events don’t seem to have been planned or managed well – does anyone recall what happened to the Member Only event? The Festival seems to go from strength to strength but is two weeks really enough time?

The decision taken by the current Board, many of whom are standing for re-election, to have Parade and Party a week apart is ludicrous. NMG attracts a significant number of interstate and overseas tourists. Most come to Sydney for a long weekend and then either go home or on to one of Australia’s major tourist attractions. The decision, which I understand is now locked in, just means a lot of regional and interstate community members will not attend or limit attendance to either Party or Parade.

What caused the split of Parade and Party this year? Has the Board hidden the truth or just mislead us with talk of Parade Volunteers now more likely to attend? Why was the Atlantis sponsorship agreement requirements hidden from the Community?

To survive into the future the Mardi Gras needs to be more creative with our events and work more with the community and key stakeholders. Some of my ideas for this year with a split Parade and Party include moving the Parade to William Street – after all the first Mardi Gras in 1978 ended up marching up William Street to Kings Cross, finish at Rushcutters Bay Park and see if the Darlinghurst Business Association, representing Oxford Street businesses, will offer to be a sponsor of NMG to retain the Oxford Street route.

Skills, knowledge and experience:
Chartered Accountant, has worked KPMG for 8 years and then various large ASX listed organisations and Foreign owned companies since qualifying 25 years ago. During his 3 years as Treasurer profits grew 2006 – $158,000, 2007 – $240,000 and 2008 – $484,000 through good sound financial management. This followed the disastrous 2005 loss of 244,000.

12. Adam Bratt hasn’t been on the board before. He wants to be elected to further contribute to the community. “New Mardi Gras is an important organisation not only for its primary member base but as a way of sharing cultural experiences throughout the wider community of Sydney and its visitors.

What do you think is the role of Mardi Gras these days?
Mardi Gras has been and should always remain a high profile voice for those who wish to participate. Having said that, I do think that it is important that Parade not be seen as the only important aspect of the festival.

Do you think it needs to change?
I think that Mardi Gras needs to embrace long standing ideals whilst becoming more open to new and exciting opportunities with enthusiasm. If the community is not continuously challenged to think, question and appreciate the messages of those who contribute to Mardi Gras then the festival is not, in my view, achieving its purpose.

Skills and experience:
A natural communicator and mediator. Has practised law for over ten years which has allowed me to develop legal knowledge and traditional skills associated with commercial practice. Has been heavily involved in the establishment and operation of a pro bono legal program and continues to volunteer for Mission Australia as a Court Support Worker. Has previously sat on the board of a community legal service in Melbourne.

Check out all things Mardi Gras at Same Same’s Mardi Gras page.

At time of publication Same Same is seeking further comment from candidates Tony Knight and Nicholas Parker.