The Uniting NSW.ACT Board acknowledges Aboriginal and Torres Strait Islander peoples as Australia’s First Peoples. This year, the Board renewed its commitments to the First Peoples of NSW and the ACT through adoption of the Uniting Innovate Reconciliation Action Plan 2019-2021, outlining aspirations and goals from both Aboriginal and non-Aboriginal voices, declaring a future together under Uniting stewardship.
In December 2018, the Uniting NSW.ACT Board endorsed an ambitious vision of Uniting in 10 years’ time, that balances mission, social impact and sustainability. The strategy journey was undertaken by the Board and Executive over an 18-month period, to give life to the Uniting Church’s pledge made at the Inaugural Assembly of June 1977 – to strive for an inclusive, connected and just world that seeks to eradicate poverty, and identify and correct injustices.
Uniting’s vision for 2030 builds on the Future Horizons principles endorsed by the Board in December 2017. These principles, co-created with the Synod, identify innovative strategies and programs in locations and communities where we have the greatest social impact, and the opportunity to reverse the cycle of disadvantage. They commit us to maximise the social impact of the work of the Uniting Church and articulate our vision for positive social outcomes.
In parallel, the Board endorsed a set of Theological Mission Principles to which we have committed. These principles guide our work to inspire people, so that everyone is valued, particularly those most excluded; enliven communities, so that all people contribute and have life-giving relationships; and confront injustice, to ensure all people are included as they are, and experience ‘life to the full’.
Our 2030 vision aligns with the NSW.ACT Synod’s ‘Living Church’ Strategic Framework priorities of growing healthy congregations, developing vital ministry, and creating transformative community engagement. We continue to collaborate with the Synod to support and grow new and existing missional focus in and through congregations and service agencies.
During the year, the Board also endorsed a refreshed Advocacy Strategy to address social justice issues, with and on behalf of the wider Church, by actively engaging with Uniting Church congregations and their respective communities. Through our 2030 vision, Uniting continues to be a leading advocate for, and agent of, social change to create the inclusive, connected and just world that we strive for.
The Board has established governance practices and organisational structures which are designed to support our effectiveness, responsible stewardship, integrity, accountability and robust risk management on behalf of the Uniting Church in NSW and the ACT. For details on how the Uniting NSW.ACT Board governs, click here.
Throughout the year, the Board and its committees undertook regional and metropolitan site visits and held Board meetings in Newcastle and Greater Western Sydney. Engaging with our customers, employees and volunteers gave us the opportunity to witness firsthand the many ways that our people demonstrate the Uniting values of being compassionate, respectful, imaginative and bold, living out our mission through their actions every day.
I acknowledge and thank my fellow Board members for their commitment to all matters considered throughout the 2018/19 financial year and on behalf of the Board, express thanks to the Uniting Executive and their teams for their continued passion in serving individuals, families and communities, often those most vulnerable and disadvantaged.
Chairperson
I have had the great privilege to meet many of our people and some of the people we serve. From regional and remote communities across NSW and the ACT to metropolitan locations, I have witnessed the frontline work of our Uniting employees and volunteers and, on behalf of the Executive Team, I offer my thanks and deep gratitude.
During the year, we have continued to focus on our plan for achieving our purpose and communicating and operationalising our organisation-wide priorities. We seek to live our values to create the culture that enables Uniting to function at its best and ensures the physical and emotional safety of our people and the people we serve. We continue to work for social impact and to change the circumstances of people who are vulnerable and disadvantaged through a range of programs and partnerships. We focus on service evolution, enhancing delivery models, capability and quality frameworks to meet the changing needs of individuals and communities. In all that we do, we are responsible stewards, using the resources entrusted to us by the Uniting Church, government and partners wisely, and investing for maximum social impact.
Uniting continues to face a range of challenges and opportunities. Our environment is undergoing dramatic change, demanding us to improve and innovate in response to changing needs and growing funding pressures. We continue to address legacy challenges, including ageing property assets, technology and process deficits, and some capability gaps. We also have significant strengths and advantages to leverage, especially our people who are motivated by our purpose, our reputation as a quality provider, our history of innovation, and our culture of inclusion and compassion.
Our 10-year vision will significantly reshape how we approach mission, social impact, and sustainability. To achieve this vision, our strategy is to significantly reshape our services over the next decade, and build our capability to deliver. However, meeting the expectations of those we are here to serve while achieving this vision will require substantial investment. During the year we commenced a program of long-term investments to ensure the sustainability of our services, including the upgrading of buildings and facilities in Aged Care, land purchases in Western Sydney, and new technology infrastructure.
This year, the Executive Leadership Team has focused on operational excellence to facilitate delivery of our purpose and strategic direction, increase our focus on quality and compliance, build our Uniting customer service culture, and to consolidate accountabilities. These changes have made it easier to deliver the best possible outcomes for the people and communities we serve. We have also introduced a new Leadership Model to support all our people leaders to successfully manage their teams for positive impact.
We have continued to be ready to respond to requests from the Royal Commission into Aged Care Quality and Safety. We await the Commissioners’ report, insights, learnings and recommendations for improved standards for all aged care recipients. Reform of the aged care system on which senior Australians rely is urgently needed. As the Royal Commission into Violence, Abuse, Neglect and Exploitation of People with Disability commences, we will again be ready to respond and assist.
As I look towards the next 12 months, I am eager to progress the great work of Uniting as we continue to deliver on our purpose to inspire people, enliven communities and confront injustice, in all the work we do together, every day.
Executive Director
