At Relationships Australia Tasmania, we’re looking ahead

But it’s not enough to look. We have to plan well ahead too.

We know that the pressures of daily life are becoming increasingly complicated, which adds stress to the tone of our relationships at work, home and even for kids at school. Together with the challenges of today, our practitioners also play an essential role in supporting many Tasmanians affected by trauma, abuse or a range of other historical events that have impacted their quality of life.

The release of the National Relationships Indicator Survey Results is a highlight of my year because it provides valuable insights into the people we serve and their relationship challenges.

23.9% of Australians are exhibiting symptoms of loneliness, compared to 17% in our 2018 Loneliness Report. Challenges such as loneliness don’t just have a material effect on a person’s mental health; it translates into community pressures such as increased visits to the GP or hospital presentations. Reducing loneliness is an example of the opportunity to reduce the impact on the broader health system by addressing the root cause.

Reducing loneliness is an example of the opportunity to reduce the impact on the broader health system by addressing the root cause.

The report also shows how the structure of relationships is changing in Australia. While we will soon celebrate another milestone since launching as a marriage counselling service more than 70 years ago, many Tasmanians do not intend marriage. However, this doesn’t make their relationship with a significant other (or others) less important. Our focus is on ensuring each person in a relationship is respectful and feels respected.

Our focus is on ensuring each person in a relationship is respectful and feels respected.

The needs of our community are increasing, and we need to be ready to meet that need while evolving as an organisation that is talented, robust, collaborative and agile.

At the forefront of our organisation are a talented team of practitioners who come together each year for the RA staff conference. With board members also invited to attend, it’s a collective opportunity to hear presentations of interest from our people and welcome thought leaders on emerging trends and challenges. We’re also in the second year of reading and judging the quarterly nominations for our team values awards, seeing staff nominate each other for how they live and breathe our values. They’re always a treat to read but an impossible decision to make.

Tasmania doesn’t have the population to be everything to everyone. It means we at Relationships Australia Tasmania must focus on what we do best while collaborating with others to collectively fulfil the needs of our community while avoiding unnecessary duplication.

As part of the Federation, including the Relationships Australia National office, and the added strategic collaboration of the National Council, Tasmania is well served by the depth of knowledge of practitioners, subject matter experts and managers to leverage ideas and opportunities for continual improvement.

…Tasmania is well served by the depth of knowledge of practitioners, subject matter experts and managers to leverage ideas and opportunities for continual improvement.

Last year, Carolyn Campbell-Wood, John Rowland, Jennifer Duncan and Tony Bonney were appointed to the board after a highly competitive round of applications. Together with Emma Lovibond, Sarah Sealy and Shona Gates, they are all accomplished professionals with the skills and lived experience required to keep our organisation evolving.

Relationships Australia Tasmania has grown considerably in recent years. With more opportunities for our specialised services to operate outside of our state boundaries with our national partners, our structure as an Incorporated Association no longer serves us best. Pending approval by members, Relationships Australia Tasmania will enter a new chapter that won’t change our purpose but will allow us the flexibility to amplify our impact.

We acknowledge our stakeholders at both State and National levels and thank them for respecting our insights into policy formation and service delivery optimisation, including an added educational element to empower the community proactively.

A test for any organisation is how well it can operate when a leader steps away. From January to April, our CEO Michael Kelly, went on sabbatical as part of the Social Impact Leadership Australia (SILA) program – a national leadership program for selected CEOs of ‘for purpose’ organisations. While our CEO was not to be contacted through this time, the program also supports our existing executive team to step into acting roles in such a way that builds capacity and resilience for our organisation. Working with different members of the executive team, under the leadership of Mel Harback over this time was an absolute pleasure. As Michael returned, plans were soon underway to amplify our thinking with refreshed vigour to maximise our positive impact.

As I write this report, I’m just weeks away from my term coming to a close at the AGM. I will remain on the board to lend my historical knowledge to the new Chair in the same way that I could count on the experience and wisdom of the board members who preceded me. Reflecting on my two terms as President, the board started by activating the succession plan for Michael Kelly to fill the CEO role as we farewelled Mat Rowell. Within days, we were chest deep in the daily (sometimes hourly) challenges presented by the onset of COVID. At such a crucial time for our community, I will remember how our people delivered their very best even when their lives were challenged too.

One of the things both individual directors and a board need to manage in a smaller-sized community such as Tasmania is the professional balance between having well-connected, experienced people on the board with any potential conflicts where you may, in the future, need to represent two roles at once or simply an expanded workload. Sometimes, this means making the most of one’s skills and experience for the time you have, maybe a lesson we can carry for all parts of life.

Within the 22/23 year, I accepted the resignation of Liz Jack, who had been an outstanding contributor to the board since 2019 with a calm and considered voice on maintaining the highest standards of Governance, making a considered and constructive contribution to the Finance and Risk Sub Committee and her broad passion for community, especially our next generation. Liz had changed positions and had taken up a pivotal role in the Department of Education, Children and Young People, with responsibility for safeguarding children and young people.

We also farewell Shona Gates, who has represented the North-West area and provided her vast insights as a Senior Social Worker at the North-West Regional Hospital since 2018 – we wish you well on your road trip across Australia! Finally, a farewell to Emma Lovibond, who steps down as Vice President and has previously held the Treasurer role and Chair of the Finance and Risk Sub Committee (FARSC). Emma joined the board six years ago and has made a substantial and diligent contribution throughout the role, with only a short leave of absence for the arrival of her children, balanced with a growing professional role with the Tasmanian Government. I know how important community is to her heart and know she will continue to make a positive impact on the lives of Tasmania’s young people.

Before I sign off for the final time, I would like to thank our CFO Navin Ram, a consummate professional who never waivers, is highly organised and welcomes every question from the board. Many thanks also to Lucy Apps, a most wonderful Executive Assistant who has planned, minuted, and mastered the art of a gentle reminder to ensure our volunteer board members have everything they need to operate in a highly efficient environment. And usually recognised as the most critical relationship in an organisation is that of the President with the CEO. I have much respect for Michael Kelly. He is calm even in a storm, well-considered but action-oriented and always ready to learn more while lifting those around him. Thank you for our constant exchange of ideas and experience.

It has been a great honour to serve as President of an organisation that is so important to the Tasmanian community, serving all community members regardless of religious belief, sexual orientation, cultural background, relationship structure, life background or financial situation. As someone who knows first-hand what it feels like not to know if your relationship would be ‘welcomed’ somewhere, I hope Tasmanians feel confident that with the impressive RA team, a warm welcome awaits you.

I’d like to share a quote by Nick Tebbey, the National Executive Officer of Relationships Australia, that deeply resonates with me:

Relationships can be a source of love, joy, intimacy, connection and belonging. Relationships can also cause anxiety, frustration, disappointment, grief, fear, and pain. Important and meaningful connections build us up. When our relationships are strong, we can overcome incredible challenges. Equally, relationship breakdown and loss can tear us apart.

May the following pages highlight our commitment to empowering respectful relationships throughout our community.

Rick Marton

President