CEO’s Foreword

It’s been an exciting 12 months at RA Tas as we wrapped up the 2019 – 24 Strategic Plan and have been busy working on the next strategy which will provide direction for our organisation over the next three years.

The end of a Strategic Plan, especially one that spans five years is always a poignant time for reflection. We have achieved a great deal as an organisation, and it’s been a real challenge to arrive at the short list of achievements over the past five years.

We have achieved a great deal as an organisation, and it’s been a real challenge to arrive at the short list of achievements over the past five years.

The establishment of our Walking Together Committee in 2020 and the contribution that it’s made to RA Tas in terms of ensuring we are doing what we need to as an organisation for First Nations peoples is one of the key achievements. Work of the committee over the years has included implementing a First Nations Cultural Engagement Policy which led to RA Tas not observing the Invasion Day/Australia Day public holiday on 26 January. It is a pleasure to have artworks produced by two Tasmanian First Nations women at each site that contribute to create a more welcoming and inclusive environment for Aboriginal and Torres Strait Islander staff and clients. The committee have also driven a range of opportunities to engage in meaningful events and activities. I would like to thank each of the members of the Walking Together Committee for their dedication to this group and to creating a positive RA Tas workplace.

The work we have done in our Adult Specialist Services with Forgotten Australian’s, people effected by forced adoption practices, Redress and the Disability Royal Commission is another achievement that stands out. Particularly the art therapy work we’ve done culminating in the Abstract Truth art exhibition along with the development of the Untold Stories website. I feel really fortunate to have heard first hand from some of the people who have participated in these programs and how much it has meant to them. Our work in Adult Specialist Services is guided by two lived experience reference groups, the generosity and wisdom of the committee members of the Find and Connect and Forced Adoption reference groups has allowed RA Tas to develop significant expertise. We have been given the privilege in supporting people to process complex trauma, which most recently, we’ve been able to use to support people impacted by the Commission of Inquiry into the Tasmanian Government’s responses to child sexual abuse within its institutions.

I feel really fortunate to have heard first hand from some of the people who have participated in these programs and how much it has meant to them.

Finally, the establishment of the People Strategy working group rounds out the top three. The working group has been instrumental in progressing varied work including a strong focus on flexible working arrangements, the guidelines for reward and recognition of our people and the implementation of a salary loading to recognise knowledge, experience and qualifications as part of a recruitment and retention strategy. Thank you to the members of the working group for the time and effort that they have put in to building a great culture at RA Tas.

It is also important to highlight the support we provided to nearly 39,000 Tasmanians during this time which demonstrates the reach we have across the state.

We have continued to think about the way in which we provide support to the Tasmanian community and importantly, how we design services with direct input from the people who use them. As a result, co-design features heavily in our new strategy, as does identifying and responding to challenges, issues and areas of unmet need.

We have actively retained and applied the valuable insights gained during my participation in Social Impact Leadership Australia’s leadership program. We were already operating effectively but have made significant progress in the last 12 months focusing on the purpose and function of the Executive Leadership and Management Teams. There’s more to do but it’s been a fantastic experience so far. I’m incredibly grateful for the team’s contribution to RA Tas along with their willingness to do the work with me because it hasn’t always been easy and has required a personal investment and at times vulnerability from everyone, along with new ways of working.

I’m incredibly grateful for the team’s contribution … it hasn’t always been easy and has required a personal investment and at times vulnerability from everyone, along with new ways of working.

In particular, I would like to thank Chief Operating Officer, Mel Harback and Chief Financial Officer Navin Ram (CFO) for their support over the last year and taking on more of the day to day running of the organisation which has allowed me to be more externally focused.

I would also like to extend my thanks to the RA Tas Board for the contribution they make to the governance of our organisation, sharing their knowledge, expertise and countless hours to support our work. This year we have seen a change in Board Chairs with John Rowland taking over from Rick Marton. I would like to thank Rick for his contribution to the Board as Chair. Rick has been so generous with the time he has contributed to RA Tas, the work of Relationships Australia nationally and SPEAK UP! Stay ChatTY. I would also like to thank Rick for the support he provided me during his four years as Chair. We’re fortunate to still have Rick on the Board.

To our people who do their best every day to support Tasmanians in so many ways, thanks for your unwavering commitment to your work and ensuring you provide the best experience possible for the countless Tasmanians who seek our support.

I am looking forward to next year as we start a new Strategic Plan and actively work to create a connected and respectful Tasmania.

Dr. Michael Kelly

CEO