I worked for The Smith Family (TSF) from Spring 2017 to Winter 2020. The organisation had transformed itself many times over the course of its 100 years of operation, however by the time I joined its transformation into a single issue charity was almost complete. TSF was focused on the education success of the most vulnerable students in our country. Gone were the general welfare services, accommodation, and second hand shops, TSF in the 21st century was focused on retention of vulnerable students at school through to Year 12, and educational achievement with a goal to have students transition to work or further education. Its flagship program Learning for Life had 600 students on scholarship in Tasmania when I joined, and by virtue of its massive fund raising arm the agency increased scholarship availability to 2250 students in Tasmania by the time I left. The team I had the privilege to lead almost quadrupled the number of active scholarship participants in Tasmania in less than 3 years.

The growth in scholarships in Tasmania was part of a national growth program funded by the Commonwealth. $48million over 4 years was granted to TSF, not for scholarships, but to build the donor and contributor base to raise funds for scholarships and program delivery. I do not seek to critique the expansion program as it was a monumental team effort across the country to deliver the results that were achieved. I will however offer some reflections on the things I could not budge:

• The negative media advertising used extensively by TSF to portray children, in black and white images, seated next to garbage bagged belongings only served to reinforce negative (and erroneous) stereotypes to the nation’s middle class. The lived experiences of those living in poverty is radically different to what the marketing team portray. Sadly, many families doing it tough declined support in Tasmania as they believed, based on the TSF advertising campaign, that the image portrayed did not reflect them. I communicated this countless times to the national executive and promoted alternative marketing strategies, such as those in the UK used by the Joseph Roundtree Foundation. I received a consistent message – I was told that to change strategy would risk radically reducing the $100million raised each year from donors. Donors were effectively being guilted into sponsorship arrangements off the back of ‘poverty-porn’ advertising.
• The use of street fundraisers, often referred to as ‘charity muggers’ or ‘chuggers’, in Tasmania by TSF was often inappropriate. I recall several times intervening in national office coordinated campaigns that directed chuggers to fund raise in the low socio-economic suburbs that our programs were supporting. In one case, a family on scholarship was signed up to sponsor another family. The use of chuggers led to regular complaints and I was never convinced that the ‘bad publicity’ their presence generated supported our cause.
• One of Australia’s leading (retired) business men was parachuted in to become the chair of the Board during my final year with the agency. In my view, the his arrival led to a shift in the strategic direction of the organisation that strongly reflected his economic (rationalist) world view. I resolved to leave primarily because of his appointment. I wasn’t surprised to hear that not long after I resigned that TSF had accepted a $100,000 donation from a multinational arms manufacturer, BAE Systems Australia (read more here). The agency had lost what was left of its moral compass.
• The key change that accelerated my departure was the botched administration of the concluding phase of the four year, $48million grant with the Australian Government. As the 30 June 2020 loomed, significant service delivery roles in the agency were not replaced or were made redundant. Meanwhile, a bloated head office in Sydney retained non-essential staff. It was the last straw for me. Ironically, at the time of this purge of staff, I was Acting General Manager for Tasmania. In addition to being the GM, I was covering my substantive operations manager role (Regional Programs Manager for Tasmania), and the unfilled/redundant Team Leader for Tasmania role. Yep, I was covering three roles, and attending meetings with national leaders that resolved to permanently change my substantive role to be the equivalent of a Team Leader (in essence a demotion). I gave my notice and said good bye. Here is a tip TSF CEO and Executive Members – don’t treat people like that.

Ultimately, I worked beside some very genuine people in TSF in Tasmania as we completed some very important work. I am proud of the Tasmania team effort. I will remember our time together fondly. My final email to the team I led is below.

Hi Team

Thanks for the zoom send off yesterday and for your kind words in my Farewell Card. Just before I sign off,  I wanted to share a couple of thoughts….

First, in February 2018, after a few months working with the Tasmania team I drafted the following statement to guide my work. I aspired to build (upon) and nurture a:  “A highly skilled, highly engaged, harmonious team serving our students, families, communities and each other with excellence”. I leave The Smith Family knowing I stayed true to this and made some headway.

Second, as I inducted or met most of you, I shared with you the (Sanctuary Model inspired) leadership principles I am committed to (and asked you to call me on them when I waivered). These include the practice of non-violence, emotional intelligence, and open communication. The pursuit of greater democracy, social learning, and social responsibility. And a desire to create the conditions for each of us to  grow and change. I leave The Smith Family confident I have given this my best effort.

Third, I would like to share the final passage from my favourite poem. This was written by Geoffrey Canada (Harlem Children’s Zone).

…And tonight, some child with go to bed,

No food, no place to lay their head.

No hand to hold, not lap to sit,

To give slobbery kisses, from slobbery lips.

So you and I we must succeed

In this crusade, this noble deed,

To say to the children in this land:

Have hope. We’re here. We take a stand!

Fourth, working from home over the autumn and into winter I’ve watched the leaves of my young ornamental pear tree change. As April became May and May became June I observed the fading of the green, and the emergence of brilliant orange and red leaves. As the weather cooled further, the leaves dropped, and the tree became but a shadow of its lush summer self. Except….   ….for the stunning, solo, stubborn leaf I photographed yesterday (see photo above). Not intimidated by the seasonal ‘rules’ it was supposed to follow. Not daunted by the loss of those around it. Not wavering it in its commitment to its summer colour and shape. This brilliant green leaf has stayed bright and true to itself. It has held on, and on…  …determined to see the next season, and share its stories with the new buds just starting to emerge. So, team, you are the determined-committed ones; the ones that remain to take a stand (as Geoffrey Canada would say). Stay true to you, be kind to each other, work hard and be humble.

Finally, I will depart with my favourite quote (inspired by a 90+ year old water rights campaigner):

The pursuit of social justice is like taking a bath; If you’re not doing it every day…. You stink.