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Vision Statement Report on the internal consultation
Sonya Holm and Stella Mulder
December 2001
Report on the internal consultation
i
Acknowledgments
We would like to thank Judy Horacek for her kind gesture in letting us use her copyright cartoons.
They have been reprinted with permission from Life on the Edge 1992 and If the Fruit Fits 1999,
published by Spinifex Press Pty Ltd and Hodder Headline Australia Pty Ltd respectively.
Judy Horacek's website is www.horacek.com.au.
Vision Statement
ii
Foreword
The Vision Statement was finalised in June 2001 and this report draws together feedback from the
consultation process. The consultation on the Vision of the Brotherhood of St Laurence was a
special opportunity for me to hear your views on what we should be working towards as an
organisation and what we need to do in order to achieve our vision.
Since the consultation a number of things have taken place which relate to some of our discussions:
the first floor of our 67 Brunswick Street office has been redeveloped with open plan layout
managers and senior staff have undertaken Frontline Management Training
senior staff forums have focussed on collaborative management and a case study approach to
learning from our work to date
a BSL Enterprise Agreement has been ratified
we have had an all of staff gathering - who could forget the Brotherhood Show!
Two of the biggest changes have been the creation of a new Organisational Development function
to support change within the BSL and we have embarked on a Strategic Planning Process. The
organisational development function will facilitate structures and systems to support the
development and implementation of new ideas and innovative programs. Attention will also be
given to improving internal communication which will help us as an organisation work together
more closely and effectively.
Strategic planning will allow us to focus on our priorities areas, and more effectively channel our
energies and effort. But most importantly, this planning will enable each work area within the BSL
to align its activities in accordance with the Vision Statement.
This is a really exciting time for the BSL. I would like to thank all staff, volunteers, Charter
members, Board members and supporters for your involvement in the consultation process. We
now have a powerful Vision for the BSL which I hope will guide our actions, service delivery and
partnerships in our commitment to social justice and an Australia free of poverty.
Nic Frances
Executive Director
Report on the internal consultation
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Contents
Acknowledgments i
Foreword ii
1. Introduction 1
2. What’s wrong with the world and Australian society? 4
3. How would you like the world to be? 7
4. Presentation by Nic Frances 12
5. What’s needed to make our vision a reality? 16
6. Feedback on sessions 21
7. Summary of suggestions made by correspondence 22
8. Feedback from Charter members 23
Appendix A - Draft Vision Statement February 2001 24
Appendix B - Schedule of consultation sessions 25
Appendix C - Vision of the Brotherhood of St Laurence (Final) 26
Report on the internal consultation
1
1. Introduction
In late 2000 the Board of the Brotherhood of St Laurence (BSL) agreed that a new Vision
Statement needed to be written to articulate the changed direction of the organisation. It was
agreed that the new statement should be developed in close consultation with staff and with some
involvement of volunteers, Charter members and supporters. This consultation took place in the
first half of 2001 and a new Vision Statement was endorsed in June.
In discussing what the BSL’s Vision Statement should be, staff expressed views on a wide range of
organisational issues and challenges. Many people spoke personally about their experience of
working for the BSL and made suggestions relating to how the organisation could better support
staff. This report draws together these views and others expressed in the consultation and sets out
some of the suggestions made by staff.
The process
The consultation was based on an initial draft developed by Nic Frances following his appointment
as Executive Director in 1999 (see Appendix A). This draft drew on previous Vision and Mission
statements, internal and external conversations, the ‘Vision and values’ forums with senior staff
held throughout 2000 and the thoughts of the Executive and the Board about the future direction of
the BSL.
The consultation took two forms. The first was live discussion. Facilitated discussions were
arranged for all staff groups between February and March 2001 (a schedule of sessions is attached
as Appendix B). About 330 (of about 600) staff participated in a session. Two groups of staff did
not participate: workers at the Donated Goods Division, where industrial negotiations were taking
place, and staff at Mod-Style, who were in transition to joining the BSL.
An independent facilitator, Glen Ochre, facilitated the consultation sessions with staff.1
Nic Frances addressed all but one of the groups in person. Service Development workers
Annie Pettitt and Stella Mulder documented these discussions. Notes from each session were sent
to the participating work groups and all notes were collated and posted on the BSL Intranet (known
as eflash).
Volunteers working in services were invited to these sessions although no special arrangements
were made to ensure their participation. Special sessions were arranged, however, for volunteers
working in BSL auxiliaries (voluntarily managed shops). These followed a similar format to
sessions for staff but were shorter in duration. Mike Wilson from Executive Support presented on
behalf of Nic Frances at these sessions and the discussions were again documented by Annie Pettitt
and Stella Mulder.
The second form of consultation involved seeking comments and feedback by email, letter and
phone. Staff and volunteers were encouraged to provide further input on the draft statement
following the sessions and updates on the discussion were posted on the Intranet. Comment was
also sought from BSL supporters through our Building Better Lives publication; the suggestions
made by supporters have been summarised.
The draft Statement was discussed by BSL Charter members2 at a quarterly meeting in
1 Glen Ochre specialises in group process and is one of the founding members of Commonground Training Resources Inc. Glen can be
contacted at [email protected]. 2 The Charter membership is the group of people who, under the Brotherhood's Act of Parliament, are the people to whom we are legally
accountable as an organisation. They are drawn from the community and new members are elected at Annual General Meetings. BSL Board members are elected from the Charter membership
Vision Statement
2
March 2001. Feedback and suggestions from this discussion, included in section 4 of this report,
were incorporated into the drafting of the Vision Statement.
The BSL Board discussed various drafts of the Vision Statement and considered staff feedback
between March and June.
A reference group was formed to guide the consultation process. This group consisted of
Glen Ochre, Nic Frances, the Service Development workers and staff representing the various parts
of the BSL. Due to changing membership and the irregular nature of meetings, this group did not
play a particularly strong role in the consultation.
The sessions with staff
The concept of a consultation process was introduced to staff through the Intranet in February
2001. All staff members subsequently received a letter inviting them to participate in a session and
providing further information about the process. It was agreed that participation in the consultation
was ‘required’; however, there was no follow up of individual staff who did not participate. The
initial draft Vision Statement was not circulated prior to the sessions.
Overview of the sessions
Fourteen 2.5 hours sessions were arranged for staff at various work locations. The format of the
sessions was intended to encourage staff to think about the ‘big picture’ before focussing on the
BSL.
In the first hour Glen Ochre facilitated a brainstorm around: What’s wrong with the world and
Australian society? and What sort of world would you like? The intention was for people to name
rather than discuss issues and qualities.
The second part of each session was a half-hour presentation by Nic Frances, who shared his views
on the strengths and weaknesses of the BSL and his thoughts about our future direction. Staff were
invited to respond to this presentation; their questions and comments are also summarised.
The last part of each session was devoted to discussion on what changes need to take place to
enable us to achieve the things we wish to. Participants were encouraged to think about this
question at different levels: personal change, changes in the activities we engage in as an
organisation and changes in our workplace culture. This question generally elicited lively debate.
The sessions closed with an opportunity for staff to give feedback on the consultation process and
make any further comments.
Staff feedback following the sessions
Notes from each session were distributed in hard copy to participating work groups and posted on
the Intranet. Staff and volunteers were encouraged to continue to give feedback by contacting the
Service Development workers.
Suggestions and comments were collated with those from BSL supporters, Charter members and
the Board. In May 2001 a redrafted Vision Statement was posted on the Intranet and all staff were
given another six weeks to make further comments. A later draft was discussed by senior staff at a
meeting in late May. In June a final draft statement was posted and staff were notified that the BSL
Board would be asked to approve this version of the Vision Statement. This was the final
opportunity for staff to suggest changes and comment. At this point suggestions were few and
detailed. The Board approved a final Vision Statement on 26 June 2001 (see Appendix C).
Report on the internal consultation
3
Outcomes
Although the immediate objective of the consultation was to develop a new Vision Statement, the
process resulted in a much broader discussion amongst BSL staff and volunteers. The consultation
was an opportunity for Nic Frances and staff to meet, in some cases for the first time, and for staff
to hear Nic’s views directly. It also became an opportunity for staff to express how they feel about
working at the BSL – to ask questions about why we do what we do, express concerns about some
aspects of our work and organisational culture and to share hopes for the future.
In the summaries below we have attempted to convey the general content of the discussions. In
many sessions a broad range of views were expressed. In writing this report we have emphasised
the more commonly expressed views and where possible used the language of the participants.
Verbatim notes from the sessions are available for loan from the Brotherhood library (please
contact Patricia Newell on 9483 1388 or [email protected]).
On the whole, staff expressed satisfaction with the general content of the initial draft statement
presented by Nic. Importantly, many people were already familiar with this content from other
discussions and forums. However, a number of changes were suggested during the consultation
process.
Two important changes should be noted. The first, suggested by the Board and strongly supported
by staff, was to state that the BSL would Support a sustainable society. For the first time, the BSL
is now stating an explicit commitment to “working towards a society that balances social,
environmental and economic benefits”. We state that “in all our work, we will contribute to change
that supports communities, protects the natural environment and promotes good governance”. This
commitment to a broader context of responsibility represents an important change.
The second major change was to state the BSL’s commitment to indigenous justice and
reconciliation. There was considerable debate amongst staff about whether or not we should
include a specific reference to this. Amongst those in favour of some statement there were strong
differences of opinion in what should be said. What appears in the final Vision Statement is
something most staff said they could ‘live with’ though some wanted to say less and others more:
“In working towards an Australia free of poverty, we recognise the indigenous custodians of this
country. We are committed to understanding the effects of the dispossession of indigenous
Australians and to achieving reconciliation.”
Vision Statement
4
2. What’s wrong with the world and Australian
society?
The consultation sessions began with staff considering a broad question, variously worded, put to
them by Glen Ochre: What’s wrong with the world? What is it about Australia and the world that
isn’t right? What are the things in the world that most upset you? The intention was to encourage
people to name issues or situations that are a source of concern, fear or unhappiness. The
discussion was deliberately intended to be broad ranging rather than limited to issues the BSL
identifies as its concerns.
Two central themes emerged from these discussions. These were:
a sense that community is breaking down; and
the high incidence of poverty and inequality.
Other issues frequently mentioned during the discussions were:
the poor performance of government and politicians;
the negative impact of some social trends such as increased crime, drug abuse and gambling;
inequities relating to access to services including education and health; and
environmental damage.
The following provides a summary of these areas as they emerged in the consultation sessions.
The breakdown of community
The breakdown of a collective sense of
community was a very strong theme in the
discussions.
Staff expressed a sense that many people are
increasingly isolated, lonely and lacking
support. Many people felt that we are living in a
power driven society where caring for others is
not valued highly or even particularly common.
These staff painted a picture of a fragmented
society based on the fickle values of
consumerism - a place where it is not safe to
walk the streets and most people are worried
about what the future will bring.
Key words and phrases from this part of the discussions were:
loneliness loss of respect
isolation emphasis on individualism
lack of civility not feeling safe when we walk the streets
family breakdown everyone knows the price but not the value
lack of respect lack of security about the future
Report on the internal consultation
5
lack of purpose emphasis on consumerism
power-driven society lack of connectedness
selfishness – individualism overriding
community
Poverty and inequality
Another recurrent theme related to issues of poverty and inequality. Poverty was seen in different
ways, ranging from material disadvantage to the experience of spiritual or emotional barrenness.
There was a strong theme of the growing divide between those who have money, opportunities and
a future, and those who do not.
Key ideas were:
lack of work – unemployment access to resources limited by means
wealth disparity and distribution spiritual emptiness
inequality prejudice and discrimination
poverty division between the rich and the poor
unequal access to opportunities impoverished spirituality
rich people not paying tax lack of acceptance of difference
dividing world into winners and losers spiritual, mental and physical health are compromised
concentration of wealth in the hands of a
few
For the other emerging themes identified common phrases are given below.
The role of government and politicians:
the government isn’t listening to people
government policy reinforces injustice
there is a lack of leadership and vision
decision makers aren’t accountable to the people who are most affected by their decisions
Social issues:
crime
gambling
drugs
increase of mental illness
Access to services:
legal representation
housing
education
public health
The environment:
wasted resources
sustainability
Poverty and inequality
Access to social services
Politics
Prejudice and discrimination
Racism
Unequal access to
education
Spiritual emptiness
Social justice
Lack of community
Social problems
Government policy reinforces injustice
Government isn’t listening to people
Rhetoric about indigenous rights and
multicultural issues but not action
Gambling
Access to resources limited by means
Power driven society
Division between the rich and the poor
Emphasis on individualism
Inadequate access to
public health and
public housing
Drugs
Destroying the environment
with unsustainable living
Lack of acceptance of difference
What is wrong with the world and
Australian society?
Report on the consultation
7
3. How would you like the world to be?
Glen Ochre opened the second part of the session by asking people to turn their thoughts to an
imagined world free of the things that concern them. What sort of world would you like to create?
What would you like to see? Comments made during this discussion filled a board showing a happy
face.
The comments fit into four different but related areas, together describing the whole environment
in which we would like to live. These four areas relate to:
a certain type of place;
a shared sense of beliefs, feelings and emotions;
a place where certain things happen; and
a certain way of life.
Many different words were used to describe similar thoughts, feelings, emotions and realities. The
summary below highlights the range of ideas.
A certain type of place
The words used provide a particular image of Australian society and the world in which we would
like to live: a world in which difference is accepted, even embraced; a world of peace, love, support
and encouragement for everyone.
Key phrases:
equality justice
tolerance harmony
equal opportunity belonging
social justice full employment
creativity meaningful work
different options generosity
equal distribution of wealth friendship
reconciliation support
peace freedom
love caring
laughter safety
happiness shared dreams
sustainability social cohesion
A shared sense of beliefs, feelings and emotions
This area presents the qualities staff suggested we need to have in order for Australia and the world
we want to become a reality:
trust integrity
forgiveness honour
Vision Statement
8
gentleness hope
truth courtesy
fun optimism
spirituality fairness
acceptance contentment
respect dignity
thoughtfulness accountability
courage patience
A place where certain things happen
In talking about how they would like the world to be, staff spoke about a place where:
there is equal access to services and resources
the air is clean
there are no drugs
there are no wars
we talk to one another
we have less weapons
everyone can contribute
everyone is valued
we have a sense of belonging
we respect the earth
we look after another
everyone has enough to live, is safe, feels loved and is cared for
all children have the opportunity to be educated and to reach their full potential and all are safe
A certain way of life
The world which staff expressed wanting to live in enshrines:
extensive consultation and participation
spirituality as opposed to materialism
better ways of being involved in decision-making
a sustainable approach – long-term thinking
better channels of communication
people participating in creating the world
A place of...
What would you like the world and
Australia to be like?
Equal
opportunity
Tolerance
Social justice
Peace
Sustainable
living
Equality
Caring
Fairness
Creativity
Different options
Love
Laughter
Happiness Reconciliation
Safety
Shared dreams
Justice
Harmony
Belonging
Generosity
Friendship
Full employment
Meaningful
employment
Support
A shared sense of...
What would you like the world and
Australia to be like?
Trust
Fairness
Acceptance
Respect
Forgiveness
Gentleness
Truth
Fun
Spirituality
Thoughtfulness
Courage
Integrity
Honour
Hope
Courtesy
Optimism
Contentment
Dignity
Accountability
Patience
A place where...
A way of life that enshrines...
What would you like the world and
Australia to be like?
Access to services and resources is equal
The air is clean There are no drugs
There are no wars
We would talk to one another
We have less weapons
Everyone can
contribute
Everyone is
valued
We have a sense of belonging
We respect the earth
We respect the earth
We look after one another
Everyone has enough to live, is safe, feels loved and is cared for
All children have the opportunity to be educated, to reach their full potential and be safe
Extensive consultation and participation
Better ways of being involved in decision-making
Improved channels of communication
People participating in creating the world
Spirituality as opposed to materialism Doing things in sustainable ways – thinking long term
Vision Statement
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4. Presentation by Nic Frances
Nic opened his presentation by speaking to the initial draft Vision Statement (Appendix A). The
second part of his presentation was organised around three points:
issues about poverty;
the question of a new culture at the BSL; and
a two year strategy.
The notes below summarise the key points as raised Nic in this part of the presentation. It is
important to note that these slides were strictly thoughts in progress: none of the text below
represents a definitive statement or organisational decision already made at the time of the
consultation.
Issues about poverty
a) Aged care
are we involved because of issues related to ageing (eg complex needs) or to financial status?
do we promote independence or dependence?
do we create ‘ghettos’?
b) Employment services
are we involved on a not-for-profit basis ideologically?
can/should we also provide fee-for-service?
A new culture at the Brotherhood?
Criteria for the change process for existing programs and people:
service innovations
able to be replicated (and so must also be able to stand alone)
making a contribution to social policy
What do we need to help us shift?
a people-change process
organisational ‘buy-in’ to a new culture
- Vision and Mission dialogue
- personal development
- a ‘whole of organisation’ conference
- well-chosen change management and communication strategy
Management development
- financial
- empowering
- collaborative skills
- leadership
Workplace environments that support and reflect the new culture
What will help us achieve this?
Board commitment and willingness to invest in our staff and our environment
staff commitment and a strategic plan – realistic, measurable and reviewed regularly
Report on the internal consultation
13
Our two year strategy
The aim is to move from a service-delivery orientation to a ‘whole of individual in the community’
context.
Community is First.
The BSL will be known as being at the forefront of initiatives.
In two years’ time the Brotherhood of St Laurence will be seen throughout Australia by
government, by corporates, other community agencies and the general community as a significant
contributor to:
innovation in service delivery, policy development, research and evaluation
the change towards a more just Australia, an Australia free of poverty
Within this structure there will still be the possibility of significant innovation including:
the working out of the National Agenda [now National Engagement]
the social marketing initiative
our lead in the area of social enterprise
the joint Westpac credit initiative
national Home Instruction Program for Preschool Youngsters (HIPPY)
many new employment initiatives (integrated services, interdepartmental group training)
a new social housing scheme in Carrum Downs
a whole community approach in Atherton Gardens
the development of retail/parish relationships
a social audit within the BSL
Strategic objectives that I [Nic] will be aiming for:
a clear strategy for developing our National Agenda [National Engagement]
strategic goals for the BSL and our main service areas
in relation to funding:
- break-even (not including BSL raised funds) in employment
- no increase in BSL raised funds in Aged and Community Care services and strategic plans
on how those projects heavily reliant on BSL funding will move towards our new agreed
criteria
- no increase in BSL raised funds in Community Services and strategic plans on how those
projects heavily reliant on BSL funding will move towards our new agreed criteria
- nil operating cost from Donated Goods Division
training for all staff and particularly for our project managers
creating a work environment, in both centres, that will enable us to achieve our goal.
Responses to Nic’s presentation
The following words are those used by staff and volunteers in replying to the question: “What’s
your response to Nic’s presentation?” The words and phrases are listed from those used most often
to least. The quotes are taken from notes of the discussions.
Hesitant, daunted Are we ready for it?
How achievable is it?
What is my role?
What will I be losing?
Vision Statement
14
Very positive picture It’s a great opportunity
It’s great we’re communicating
It’s the big picture
Excited The possibility of change
Not being boxed in
Being part of a bigger whole
It’s about time
Good It’s an invitation to reflect on what we’re doing
Affirmed/encouraged About why I’ve come here
In what I’m doing
Inspired Sense of the big picture
Possibilities opening
Questioning It’s positive but how do we do it?
Sceptical Not convinced that things will change
I can’t see it working (too idealistic)
Challenged
Relieved We’ve been expecting change and nothing has
happened
I’ve been hoping for this
Hopeful
Fearful What if it doesn’t work?
We won’t know until we try
Confused We’re trying to do too much
It’s too big, I’m unsure about how what I do fits in
It’s achievable
Sober It’ll take a long time
We need to keep what’s good
Enabled To challenge limitations
Undervalued
It’s unrealistic
It’s already happening We already do this
Hesitant
Very positive picture
Excited
It’s about time
Good
Affirmed/encouraged Inspired
Questioning Sceptical
Challenged
Relieved
Hopeful
Fearful
We won’t know until we try
Confused
It’s achievable
Sober
Enabled
Daunted
Undervalued
It’s unrealistic
It’s already happening
Responses to Nic’s Presentation
How do you feel about this? What is your initial response?
Vision Statement
16
5. What’s needed to make our vision a reality? In all the sessions it was evident that most staff agreed with the overall direction of the draft Vision
Statement presented by Nic Frances, even if there were misgivings about how realistic or feasible it
was.
The fourth part of the consultation sessions was devoted to discussing what would be required to
make the draft Vision a reality. What do we need to do to make the world we want a reality? How
would you make such a Vision and Mission come alive? What would need to happen for you to be
able to live this Vision? Staff were encouraged to speak both in terms of what the BSL would need
to do as an organisation and what they felt they would need personally in order to work towards the
Vision.
Discussion about ‘what’s needed’ in many ways forms the central part of the consultation. It was in
this part of the sessions that staff spoke most strongly about the changes they felt we need to make.
Ideas were often expressed with great passion and in most groups there were many practical
suggestions of ways forward.
The suggestions have been organised into broad categories below. The categories indicate initial
areas for consideration and are interrelated; many of the suggestions could be put into more than
one category. The responses are again listed in order of frequency. Where practical ideas and
possible initiatives were mentioned these have been listed alongside the general suggestions for
change. The quotes in each section have been chosen to convey some of the feelings expressed
during the discussions.
Improve staff well being
Acknowledge and support staff better
Introduce staff recognition days
Publish stories or staff achievements on
eflash/in a newsletter
Develop a budget for staff care
Provide opportunities for personal as well as
professional development
Develop an internal mentoring program
Document what makes staff happy and want
to stay at the BSL
Create opportunities for staff to get together,
have fun and rest
Improve training for current staff Make community development training
available to all staff
Improve wages for staff Introduce a minimum salary for all BSL staff
Create career pathways within the BSL
Recognise the diverse skills of staff
Encourage staff to use skills outside those
needed for their day to day work
Support staff in bringing about personal
change
Create a work environment in which we can
safely challenge our own attitudes
"We should take a rest! Have lunch breaks, avoid this culture of martyrdom."
Report on the internal consultation
17
"We need to have more fun and get to know each other."
Create a different internal culture
Provide opportunities for staff to do work
which has an organisational focus
Every position description to include some
organisational development duties
Recruit volunteers specifically to support
staff being away from direct service delivery
Do more innovative work, become more
flexible
Develop stronger community
internally/support each other
Improve our internal communication Develop a newsletter for new ideas
Create a culture of trust
Lead by example – practise what we preach
Be prepared to take risks
Become more skilled at assessing the impact
of our work
Balance our passion with practically useful
work
Update staff regularly on developments
within BSL
One person in each area is identified to stay
up to date on organisational developments
and news
Create some stability within the organisation
Use processes which allow us to change our
mindsets, be open to change
"I feel disempowered by the changes here, so how can I hope to empower my clients?"
"We need to be like a Chinese dragon – our movements coordinated, part of the community, a
symbol of auspiciousness."
Develop a different style of management
Managers to involve staff more in
organisational decision making
Staff committees for decision making on
particular issues
Managers to support staff more in their ideas
and interest in organisational work
Our planning process should be more
participatory
Managers should have some experience of
doing hands on work
Managers should be more accountable to
staff
"Fear holds the hierarchical structure together. Who do I talk to? Where do I go for support?"
Vision Statement
18
"We need to feel a recognition from managers and coordinators that organisational tasks are
equally important to service delivery".
Improve our internal organisational knowledge
Greater cooperation and familiarity between
different BSL departments
Video of BSL activities which can circulate
and be shown to new staff
Good and up to date directory
Posters showing what the BSL does
Create opportunities for staff to work
elsewhere in the organisation
Develop a staff exchange program
Evaluate our ideas, achievements and
mistakes well
Involve Board members more in what we do
Have better orientations for new and current
staff
"We need to learn about each other – who it is we’re working with, what our skills are outside our
working roles".
“Board members need to understand the organisation before making decisions about it”.
Become a learning organisation
Have a place in the BSL where we can take
ideas
Learn from other organisations and
approaches
Make time within position descriptions to
enable staff to visit other organisations
Document what has worked well in the past
Have time to get to visit other services within
the BSL
Create opportunities for staff to talk about
ideas and hopes
Have a regular forum where staff talk about
ideas outside their everyday work
Be well informed
"We can’t just go out and be a ‘leader’ in the community; we need to be prepared to learn."
"We need to learn from our history without clinging to it."
Get support for what we want to do
Work together more collaboratively with other
organisations
Work in partnership with our local
communities
Promote what we do better
Report on the internal consultation
19
Change the public perception of the BSL
Become more skilled in working with business
and the government
Promote poverty the way we understand it,
i.e. not just about money
Differentiate ourselves from other welfare
agencies
Promote discussion about poverty at all levels
Get more young people involved in what we
do
Keep our vision simple so others can
understand it
"We need to define poverty clearly. It’s not just about financial status – and we need to show the
community what we mean."
"We should talk to anyone who will listen!"
Work differently with our clients
Involve service users more in what we do
Encourage people to be independent
Develop new models for identifying who is
‘poor’- who we should work with
Develop better resources to meet needs of
service users
Develop up to date referral directories for
the areas we work in
"We should support our residents in integrating with the general community. There’s a huge
resource of love and wisdom in the people here."
"We need to look seriously at whether we are empowering our clients."
Support the implementation of the Vision
Develop a plan for implementing the Vision
Statement
Develop greater commitment amongst staff
to the Vision
Look at our social, corporate and
environmental responsibilities
"Once it has adopted the Vision Statement, the BSL needs to LIVE it – to treat everyone equally, to
create a community within the organisation."
"We need regular updates on where we’re at with the implementation and changes that are
occurring in the BSL and where the Vision is at."
Vision Statement
20
Other ideas
Work on the prevention of poverty
Work outside Victoria
Create premises which will support the way
we want to work
Report on the internal consultation
21
6. Feedback on sessions
At the end of each session Glen Ochre sought feedback from the group on the session and the
consultation process more generally. In most sessions there was little time left for discussion. The
following is a summary of the comments made with responses listed from the most to the least
frequent. A number of practical suggestions follow.
It’s been a positive/inspiring session.
I feel more positive/excited about the BSL.
It’s good to have the space and time to think about these
issues.
We need to set out a long-term process for realising the
Vision.
The external facilitation is useful.
The small group size is good.
The format – going from the big picture to what we do at
the BSL – is good.
We would like to know what happens with the $2m Nic
has talked about.
It’s good to have the session with people from other parts
of the BSL.
Nic’s enthusiasm is positive.
It’s useful to be asked to connect with your own passions.
I appreciate the opportunity to be consulted.
It has given me a clearer understanding of what it’s all
about.
The letter explaining the consultation process beforehand
was helpful.
We’ll wait for you to change.
Practical suggestions
the initial draft should have been sent out beforehand
we should have had an opportunity to discuss the draft before Nic spoke to it
notes from the sessions should be distributed
implementation of the Vision Statement should be on all monthly meeting agendas.
Vision Statement
22
7. Summary of suggestions made by
correspondence In addition to the consultation sessions, general feedback was encouraged. This section constitutes
a summary of responses received regarding the Vision Statement.
Twenty responses were received by email and post from supporters of the BSL (individuals and
people connected to other community organisations), staff members, volunteers, a bishop and a
donor. Feedback focussed on the draft statement and also Nic Frances' suggestion in April 2001, of
changing 'an Australia free of poverty' to 'an Australia that is spiritually connected'.
There were many positive comments regarding the draft Vision Statement. The overall consensus
was that the focus of the statement was good and suggestions focused on various aspects of the
statement. In particular, many comments focused on what is possible for the Brotherhood of
St Laurence to achieve. Suggestions highlighted that the intentions were good, but that it is
important to remember the broader context in which the BSL operates, and that there are other
players, including the government and big business.
Feedback regarding use of the term poverty covered different areas. Some people felt that poverty
was not the sole focus of the work of the Brotherhood, however, the suggestion of removing the
term elicited a very strong response. Overall, suggestions were that it should not be removed. There
was a suggestion that it could be amended with the example given 'creating a fairer and more just
Australia'. But overall the view was that references to poverty have been, and continue to be, a
strong focus of the BSL.
We are very sensitive about ensuring that people who are 'disadvantaged' (in the broad sense) are
always the highest priority for access to our programs.
Other comments reinforced the perspective that BSL research also has this focus. It was also felt
that the concept of poverty is more universally accepted and understood both within Australia, and
in a global context.
We have to focus our energies first of all on people who do not have enough resources to attain a
reasonable standard of living. That doesn't mean we should focus on the material aspects of poverty
to the exclusion of all else. But by starting from a position most people can understand, we can
broaden it out to discuss and consider other aspects of poverty, and what it will take from us to get
rid of it.
It is a global word and a global issue.
Another issue raised was concern for the internal focus of the Brotherhood, with the suggestion
made that "we should be looking for ways to 'heal' the Brotherhood internally, so that it can be an
example to everyone of what people can do when they all work together".
Report on the internal consultation
23
8. Feedback from Charter members The following consists of a summary of comments made by the Charter members during their
quarterly meeting held 29 March 2001. Items in brackets were replies to questions provided during
the meeting, and as such they do not represent definitive responses to these issues.
1. No mention of money in relation to poverty, but:
- if you haven't got money you are excluded.
- if you have money you don't want to give it away.
2. What would an Australia free of poverty look like?
Identification of this would lead to good strategies.
3. Perhaps it could be described as providing "sufficient means to maintain responsibility and
dignity"
- this includes money, but draws on community resources.
4. Poverty is a straightjacket.
5. Inequality is not a campaign word.
6. Welfare is the largest industry, with the capacity to be welded under a common call/cause.
- we could be leading the welfare movement.
- what big thing would cause all welfare agencies to put aside their competition and join?
7. How do people whom we serve see us?
Do we have a statement can be recognised by the people we serve?
8. Being seen as developing an Australia free of poverty for the people we serve is an important
Key Performance Indicator (KPI).
9. What % of BSL resources go to the alleviation of poverty?
(~ two-thirds of money and staff)
10. Poverty elimination is impossible because poverty is relative.
11. People may be cash poor but with equality of access to other aspects of society.
12. The tension which gives the BSL its credibility is that between:
- social action/social change as the focus of SAR, "mouthpiece to Australia"; and
- support for those who are most disadvantaged.
Credibility of advocacy depends on credibility of our work, which depends on connectedness to
poverty.
BSL has the unique combination and thus a unique capability to lead social change.
13. What is the future direction of the split of resources to support the BSL's campaign for an
Australia free of poverty?
(~ $.5m in the first year, $1.6 over 3 years, perhaps $5m in a few years)
(Note that service change is also social change, ie. social change is not the sole province of
SAR)
14. Does this strategy mean a reduction in service?
(No, but a service needs to be seen as core business and as contributing, otherwise we
would offer it to another organisation)
15. Will we end up trying to do a little in too many areas?
Vision Statement
24
Appendix A The BSL’s Vision and Mission
- DRAFT STATEMENT FEBRUARY 2001 -
PREAMBLE
Established during the Great Depression, the Brotherhood of St Laurence was the vision and
initial creation of Fr Gerard Tucker, a man who combined his Christian faith with a fierce
determination to end social injustice. Today, the Brotherhood of St Laurence honours this
tradition by continuing to fight for an Australia free of poverty.
The Vision
Australia free of poverty
This means the Brotherhood of St Laurence seeks to create:
a connected community in which we share responsibility for each other
a loving and just society which challenges inequity
an inclusive and tolerant society in which difference is accepted and all are treated with
dignity
a sustainable society which can meet the needs of future generations
How we do it
What we do for one we do for many
Wherever the Brotherhood of St Laurence provides a service to a person in poverty we will
ensure that the learnings gained from this service are used to better the position of those in
similar situations throughout Australia. We will also seek avenues by which to pass on our
service, research and lobbying experience to other organisations committed to a more just and
loving Australia.
Putting the eradication of poverty on the national agenda
We will take responsibility for developing models of national governance and leadership that
will meet the values and aspirations of our collective humanity that, we believe, has at its core
the desire for social justice, equality and love. This will be informed by our work with those
who are most excluded and disadvantaged in our society but will concern itself with all
people.
Creating a movement for social change
Inspired by our work and anchored by our vision, the Brotherhood of St Laurence will create
and lead a movement to build a society driven by values of justice and love; a nation which
can shine in a global context as one in which all people are included and honoured in the
context of our shared humanity.
Operating Imperatives
We will develop the BSL as a dynamic learning organisation
We will strengthen the ability of the BSL to live out its Vision and Mission
Report on the internal consultation
25
Appendix B Schedule of staff and volunteer consultation sessions
20 February 2001 Am Employment Services Fitzroy Fitzroy
Pm Cottage
Craigieburn Family Service
Volunteer Service
Fitzroy
6 March 2001 Am Community Care Mornington
20 March 2001 Am Rental Housing Support Program
Retail (southern)
Frankston
Am Community Access
Cox Collins
Maintenance Carrum Downs
Carrum Downs
22 March 2001 Am Ecumenical Migration Centre
Coolibah Day Centre
Human Resources
Maintenance Fitzroy
Fitzroy
Pm Sambell Lodge
Social Action & Research
Fitzroy
26 March 2001 Am Independent Living
Finance & Admin Carrum Downs
Just Essentials
Employment Services Frankston
Early Intervention
Carrum Downs
Pm Banksia Day Centre
Volunteer Service
Carrum Downs
28 March 2001 Am Retail (metro)
Human Resources
Brunswick
Pm Sumner Hostel Fitzroy
29 March 2001 Am Finance & Admin Fitzroy
Social Action & Research
Software
The Cottage
Fitzroy
2 April 2001 Pm Mt Waverley auxiliaries Mt Waverley
3 April 2001 Am Metro auxiliaries Box Hill
5 April 2001 Pm Ormond/Glenhuntly auxiliaries Glenhuntly
10 April 2001 Pm Broughton Nursing Home Frankston
Vision Statement
26
Appendix C Final version - 26 June 2001
The Vision of the Brotherhood of St Laurence
Established during the Great Depression, the Brotherhood of St Laurence was the vision and
creation of Fr Gerard Tucker, a man who combined his Christian faith with a fierce determination
to end social injustice. The BSL has developed into an independent organisation with strong
Anglican and community links. Today, we continue to fight for an Australia free of poverty.
The Vision
Australia free of poverty
The Brotherhood of St Laurence will work with others to create
an inclusive society in which everyone is treated with dignity and respect
a compassionate and just society which challenges inequity
connected communities in which we share responsibility for each other
a sustainable society for our generation and future generations
In working towards an Australia free of poverty, we recognise the indigenous custodians of this
country. We are committed to understanding the effects of the dispossession of indigenous
Australians and to achieving reconciliation.
How we do it Ensure that what we do for one we do for many
Wherever we work with people who are disadvantaged or excluded, we will use what we learn to
improve the situation for others. We will share our service, research and advocacy experience to
bring about change towards a more inclusive society.
Establish the eradication of poverty as a national priority
We will establish the eradication of poverty as a primary objective for all governments and
communities in Australia. Our work will be principally informed by the experiences of those who
are disadvantaged, but we will seek to involve all people in establishing this national priority.
Promote a movement for social change
In partnership with others, we will promote a movement for a just and compassionate society.
Within our workplace, we will develop models of service provision, leadership and participation
that embody our values and aspirations.
Support a sustainable society
In keeping with our global responsibilities, we will work towards a society that balances social,
environmental and economic benefits. In all our work, we will contribute to change that supports
communities, protects the natural environment and promotes good governance.
