SUNNYBRAE FORUM 2009

PRESIDENT'S REPORT -
THE REALITY OF THE PRESENT
 
Good morning special guests, Friends and supporters
 
I acknowledge the Kaurna people the traditional owners of the land on which we meet today.

 
Last year at Wilpena my address was entitled Our Vision for the Future. Twelve months later I need to talk about the Reality of the Present. I’m more convinced than ever that the Vision for the Future must be one of collaboration and continuous improvement. However it’s a continuing struggle that requires a level of intellectual horsepower, plenty of energy and, above all, commitment. I’m still to be convinced that there is a consistently shared commitment to the Vision.
 
Bureaucrats and volunteers do not always make comfortable partners because we serve different agendas. Since Wilpena we have certainly made some progress but getting real traction and momentum is difficult. Undoubtedly we have been given much greater access to senior management than hitherto and consultation continues to improve but at this stage there has been more rhetoric than action. There certainly have been some rigorous views exchanged but at least we’re still talking. Indeed John Schutz and I only this week agreed to a regular series of meetings dedicated entirely to ensuring that progress is made in improving the partnership.
 
The Volunteer Stocktake conducted early this year as a jointly sponsored exercise found that performance was very patchy. By performance I refer to the working relationship between DEH and Friends of Parks volunteers whether as individuals or as member groups. In some areas the relationship is excellent with high levels of trust and empowerment but in others it is poor and characterised by a distinct lack of trust often accompanied by low levels of morale and productivity. Information exchange within the agency is also sometimes deficient which can result in liaison rangers not being ‘full bottle’ on new developments and policies. My assessment from the snapshot in time presented by the independent consultant is that as a matter of priority DEH needs to institute a significant cultural change agenda directed towards developing a more timely customer service culture. That culture must be based on empowerment and productivity rather than bureaucratic process and control. It will not be easy.
 
Recent discussions, however, that Charles Connelly and I had with CEO Allan Holmes, John Schutz and Greg Leaman on this very issue provide cause for cautious optimism. Cautious because we know from personal experience that cultural change is a long and arduous process and that it’s also resource-intensive. Unfortunately we haven’t got much time and we certainly aren’t over-burdened with resources.
 
But Friends of Parks can’t control an agenda, which is essentially DEH’s business. The best we can hope for is to have some influence and work co-operatively with John Schutz and his entire team to achieve some really positive outcomes and build upon the achievements of the past 25 years. Increased resources in the Volunteer Support Unit, more Volunteer Support Rangers and further training and development of liaison rangers are all essential ingredients of that process. John and his team have indicated their intention to work towards those ends. Let me also at this point pay tribute to the large number of quality DEH staff who work with such passion on our behalf.
 
But what about Friends of Parks and more particularly Friends of Parks Incorporated? We didn’t emerge from the Volunteer Stocktake exactly smelling of roses. Member groups generally scored well but as a collective whole we still punch well below our weight. Friends of Parks Incorporated or more particularly the Board thereof, despite some significant steps forward still needs to articulate a clear and meaningful role and purpose both to the Department and to our members. Ours is an unusual organisational model, which in my view resembles more a consultative committee than a board of corporate governance, and is accordingly very demanding of time, expertise and knowledge.
 
The Stocktake revealed that there are still members having difficulty in differentiating us from the Department and knowing what we actually do for our members. Over the past couple of years the Board has spent considerable time trying to define its core business, develop functional services and making itself relevant to the Department and member groups. This remains a work in progress that must be sorted as a matter of utmost priority and then communicated.
 
As an incorporated association the Board has the usual governance and fiduciary responsibilities. With the possible exception of the administration of grants and financial reporting these responsibilities are not, however, particularly extensive or arduous. But it is clear that the Board needs more clearly to develop a range of services and appropriate mechanisms for delivering those services. We employ no staff and don’t have the income stream to consider doing so. The quality and level of staffing in the VSU, therefore, is critical to the successful functioning of Friends of Parks and notwithstanding the efforts of Kosette Lambert, Pam Smith and Carol Schmidt remains critically under-resourced. Within the past week I have been given gold-plated assurances by the Executive Director that this will shortly be rectified.
 
Rather than the current conventional governance model of Friends of Parks Inc perhaps a more flexible arrangement is required in order to deliver the range of services and functions being identified. The basic governance model as required by the constitution would remain but the service functions could readily be grouped under dedicated portfolios within the Friends of Parks structure. It could be that the governance and portfolio roles are separated improving the potential to make recruitment of volunteers to the Board easier. Resourcing of these service portfolios could well come by general appeal to the membership or by directly targeting people with the requisite expertise. A more flexible model may also assist in improving relationships with our country and more remote groups who because of the tyranny of distance are not currently represented on the Board. Country members may be able to contribute to service portfolios which may often take the form of a short term project or could even be conducted electronically.
 
In closing I’ll attempt to summarise what I see as the priority issues for Friends of Parks Inc over the next twelve months:
 
 
Some of these can be achieved on our own but most will require an ongoing dialogue with the Department. We will also need some resources to support us with staff work and logistical assistance.
 
Our immediate future is in my view bound inextricably with that of DEH and our shared vision must embrace a mature, robust and progressive partnership. That is why the current revision of the Memorandum of Understanding between Friends and the Department assumes such importance. Currently we have a lot of rhetoric and promises. I’m not prepared and neither is the Board to sign up to a whole set of motherhood statements, no matter how aspirational, without some crunchy, measurable outcomes. That’s the big challenge for the next twelve months and we’ll be seeking your help and involvement.
 
Thank you for your attention this morning and for your dedication to this important cause.

President's signature

President
Friends of Parks Inc.