As part of a new interview series spotlighting our funded partners and the impact of their work, we spoke with Fiona Pelling, CEO of the Cowboys Community Foundation. Fiona has spent nearly two decades shaping the Foundation’s approach to community empowerment in North Queensland. In this conversation, she reflects on leadership, collaboration, and why long-term investment in people matters.
I joined the North Queensland Cowboys around 17 years ago, originally to write the club’s first community strategy. This was at a time when the organisation was transitioning from private ownership to becoming a community-owned, not-for-profit club. Back then, I was the only person working in the community space, which gave me an incredible opportunity to help shape what has since grown into the Cowboys Community Foundation.
What started as a five-year strategy has evolved into a fully established charity with a broad range of programs and partnerships. I’ve been fortunate to be part of that journey from the beginning and to continue leading it today as the work has grown and diversified.
At its core, our mission is to reduce disadvantage and work with marginalised groups across our communities through an empowerment model. It’s about creating programs, projects and support networks for people who face disadvantage for many reasons—whether that’s geographic isolation, cultural barriers, gender, age or other factors.
Everything we do is focused on reaching people, empowering them, and connecting them to the networks and opportunities they need to write their own stories and change the trajectory of their lives and the lives of their families.
That aligns strongly with my own values. Every day, I see disadvantage around us, but I also see incredible people with enormous potential. Often, what’s missing isn’t ability—it’s access to support, opportunity and belief. Being part of creating those pathways is what drives me.
I’m incredibly lucky to witness so many powerful stories across all of our programs. Sometimes the changes look big, and sometimes they look small—but they are always significant for the people experiencing them.
One story that stands out is a young man who graduated from Year 12 last year. He comes from a very remote area and has experienced significant barriers and trauma. Over time, he worked closely with our team to set clear goals around employment and independence. While completing Year 12, he worked part-time with one of our partners, Downer, saving towards a car. He had a strong aspiration to work in security.
After graduating, he became one of the first residents of our graduate campus, which provided him with safe and stable accommodation while he continued studying for the qualifications he needed and worked towards getting his driver’s licence. Recently, he bought his first car—the first person in his family to ever own one. He’s also the first in his family to have studied, achieve academic success, and move into paid employment along a clear career pathway.
We’ve walked alongside him for a long time, and those outcomes represent years of effort, trust and persistence. Other wins can be just as meaningful—like a young person receiving their first passing grade at school. That single moment can transform confidence, engagement and belief in what’s possible.
One of our biggest challenges is the amount of red tape that exists in systems people are required to navigate. Many processes assume a level of literacy, numeracy, digital access and confidence that simply isn’t there for a lot of marginalised communities. Even basic things—like getting identification, enrolling in school or accessing healthcare—can be incredibly complex.
These systems can be hard enough for professionals to navigate, let alone for someone facing language barriers, trauma, limited education or digital exclusion. This challenge cuts across health, education and social services.
Funding is another ongoing challenge. Government funding is often tightly constrained to specific outcomes and rarely covers the true cost of delivery, including the incidental and relational work that is essential for success. There’s also a significant imbalance in where funding is directed, with far more invested in crisis response than in prevention.
If we invested earlier—recognising vulnerability and supporting people before they reach crisis—we could dramatically change life trajectories and reduce long-term costs. Prevention not only delivers better outcomes, it is far more cost-effective than responding after the fact.
I believe strongly in leading by example, but also in having the right people. The work we do is vocational—it requires empathy, care and genuine passion. If someone doesn’t find meaning in seeing others succeed, then this isn’t the right space for them.
Our team draws inspiration from the people we exist for—our young people, families and communities. When we see them succeed, that is what motivates us. That sense of purpose is far more powerful than anything a leader could manufacture.
Collaboration is one of the most underutilised tools in our sector. There are so many individuals, organisations and government departments with deep expertise, and we would not be effective if we tried to work in isolation.
We actively seek out partnerships, learn from others and contribute where we can. We are only as strong as the ecosystem around us, and collaboration allows us to deliver better outcomes for the people we support. There is always a better way of doing things, and working together helps us keep improving.
The most important change I’d like to see is greater recognition from leaders that meaningful investment in prevention is essential. Systemic change takes time, and our political cycles tend to prioritise short-term solutions, which often leads to a focus on crisis response.
Real change happens over generations. We see it when young people leave our programs empowered, with options and confidence, and then pass that knowledge and opportunity on to their own children. Recognising and supporting that long-term impact is critical if we want to reduce inequality.
We absolutely love our partnership with the Ian & Shirley Norman Foundation. It feels like a genuine collaboration built on shared values and trust. Their belief in our work—and in the young people and families we support—means a great deal to us.
Beyond financial support, the connections and introductions they’ve facilitated have expanded our ecosystem significantly. Through ISNF, we’ve met other incredible organisations and foundations, learned about issues we weren’t previously aware of, and strengthened our ability to collaborate for greater impact.
Honesty is fundamental—particularly being honest with yourself. We don’t always get things right, and it’s important to recognise that. I also believe strongly in surrounding yourself with people who are excellent at things you’re not, but who share the same passion and purpose.
Empathy, humility and a commitment to continual improvement are also essential. We exist for other people, and we can never forget that. We should always be asking how we can do better and remain grounded in why this work matters.
Everything we do is about addressing inequity and empowering people with the tools, support and opportunities they may not otherwise have access to. It’s not about fixing people—it’s about enabling them to write their own stories and define success on their own terms.
Ultimately, we want people to have what everyone else has: opportunity, choice, dignity and the chance to live a life they value. When we can respond quickly, adapt when something isn’t working, and remove barriers, we’re in a privileged position to help change someone’s life—and that responsibility matters enormously.
The Cowboys Community Foundation was established in 2015 by the North Queensland Toyota Cowboys, drawing on over 20 years of community leadership, corporate social responsibility and successful community program delivery.
The primary objective of the Foundation is to improve the lives of individuals, families, communities and the economy through equitable access to education, training and employment.
Its work aims to improve education, employment, health and social outcomes, and effect change through education-based programs.
You can find out more at https://www.cowboysfoundation.org.au/
