TRANSKRYPCJA 🔗
WEBVTT
00:00:00.320 --> 00:00:06.240
Get Real is recorded on the unceded lands of the Boonwurong and Wurundjeri peoples of the Kulin Nation.
00:00:06.240 --> 00:00:10.640
We acknowledge and pay our respects to their elders, past and present.
00:00:10.640 --> 00:00:24.000
We also acknowledge that the first peoples of Australia are first storytellers, the first artists and the first creators culture, and we celebrate their enduring connections to knowledge and stories.
00:00:27.039 --> 00:00:33.039
We recognise people with lived experience of mental ill and disability, as well as their families and carers.
00:00:33.039 --> 00:00:44.880
We recognise their strength, courage and unique as a vital contribution to this podcast so we can learn, and achieve better outcomes together.
00:00:47.280 --> 00:00:49.679
Welcome to this special episode of Get Real.
00:00:49.679 --> 00:01:28.799
And it's a perfect topic to introduce that our podcast is now brought to you by Meridia, which brings together the organisations of ermha 365, the Disability Trust, OC Marriott Support Services, Bedford and Embarc, which support thousands of people in Australia across mental health, employment, social enterprises and Meridia is the overarching parent brand, which was from the understanding that people's lives don't fit neatly into systems or service categories.
00:01:28.799 --> 00:01:34.400
So support should be connected, coordinated, and centred each person.
00:01:34.400 --> 00:01:38.000
That's the vision behind Meridia's strategic direction.
00:01:38.000 --> 00:01:42.400
And in this episode, we'll unpack what this plan means the future.
00:01:42.400 --> 00:01:50.078
At a time when demand is growing, needs are becoming more and the social services sector is changing rapidly.
00:01:50.078 --> 00:01:55.438
Joining me are two people who helped shape the Dr.
00:01:55.438 --> 00:02:11.120
Peter Langkamp, OAM, is group board chair, and he brings leadership experience across the private, public, and sectors, as well as lived experience as the primary his eldest son who has a disability.
00:02:11.120 --> 00:02:29.199
Also joining us is Deputy Chair Carol Heijo, a advocate and leader whose lived experience has shaped to inclusion, accessibility, and Peter and Carol, welcome to the podcast.
00:02:30.639 --> 00:02:31.520
Hello, thank you.
00:02:32.158 --> 00:02:33.360
Look, it's great to be here with you, Emily.
00:02:33.360 --> 00:02:36.878
Certainly a privilege and an honour to be given to speak.
00:02:37.758 --> 00:02:38.878
I'll start with you, Peter.
00:02:38.878 --> 00:02:44.000
You've been at the helm of the direction and creation of we now know as Meridia.
00:02:44.000 --> 00:02:53.840
There's been the service organizations coming together over the past few years and the development of and now the of an overarching group brand.
00:02:53.840 --> 00:02:56.400
It's been a big piece of work.
00:02:56.400 --> 00:03:04.000
So what's the big idea that sits at the heart of what is and the strategy and why?
00:03:05.199 --> 00:03:15.360
Perhaps just taking one step back, and I recognise that the conversation has taken many years to get to this and that there have been so many people involved.
00:03:15.360 --> 00:03:29.360
But sitting behind all of this has been a view that we really did want to grow and take advantage for our of a world in which there are many, many services that they get access or have requirements for, but are not accessible.
00:03:29.360 --> 00:03:42.000
And so a number of the organizations that now form part of the group start to fill in the jigs or the blanks, you like, of services that are so important that will want to use them as part of their plans.
00:03:42.000 --> 00:03:54.479
Now, of course, it's not as simple as that, because these services are provided through different funding They're provided under different circumstances to people.
00:03:54.479 --> 00:04:00.000
And from our perspective, it was important to of connecting all of these things together.
00:04:00.000 --> 00:04:14.400
Many organizations, of course, have run down the road of actually putting one particular brand in, but we decided that it was better, in fact, important to leverage the history of that all these organizations have.
00:04:14.400 --> 00:04:24.000
Not everyone will be familiar with all the brands that are now part of our group, but everyone will be familiar with at least one or two of them.
00:04:24.000 --> 00:04:29.600
In my particular case, my son actually has received services from OC Connections.
00:04:29.600 --> 00:04:40.240
And I hadn't used OC Connections prevail to, but here we are, you know, and the opportunity is there to take of this from everyone's perspective.
00:04:40.240 --> 00:05:00.000
I do want to say that one of the important roles that have as a board is not just, of course, the financial of the organization or the overall accountability for that are operational that the board takes on, but oversight.
00:05:00.000 --> 00:05:04.879
And we felt that we really did need some glue to bring it all together.
00:05:04.879 --> 00:05:20.639
And so that's why it was important that it took some not only in conversations between directors, but staff and senior staff within the organization and to actually see what it was and where we should go.
00:05:20.639 --> 00:05:26.399
Because make no mistake, the sector is undergoing a of change at the moment.
00:05:26.399 --> 00:05:32.079
And so finding your way through that, it's not just an individual that has an idea.
00:05:32.079 --> 00:05:43.439
It's about the organization ensuring that it best that everyone has to offer and then bringing it which we've done through this branding change to
00:05:45.040 --> 00:05:52.000
Yeah, and it's certainly been a really big piece of work that obviously culminated recently with the public launch of brand.
00:05:52.000 --> 00:05:54.240
I'm going to ask your question now, Carol.
00:05:54.240 --> 00:06:15.360
You bring a lived
Load full transcript
experience perspective to the board We have several members on the board who have lived of disability, of accessing services, of being a This strategy talks extensively about belonging, and designing services around people's lives rather than boundaries.
00:06:15.360 --> 00:06:18.879
I wonder what you'd like to say about this.
00:06:19.680 --> 00:06:21.040
Yeah, thanks for that question, Emily.
00:06:21.040 --> 00:06:48.879
And I'll just pick up on something that Peter just right at the end there, which was about the board having and oversight and you know legal requirements around the performance of the organization and the viability and But going to your question, we do all of that, but our focus is around delivering services so people can life they choose to live.
00:06:48.879 --> 00:07:18.720
That's our vision statement, that's our mission And in making all of those decisions around financial sustainability, viability in an ever-changing where our funds are restricted, our primary focus is to have the participant at the center of everything we do and to make sure that people receive the services that want, that they need, that is going to make their life the life they want to live.
00:07:18.720 --> 00:07:29.920
And so I think it's really important to recognize that the work that we do as a board on an ongoing basis and the work that we do in developing a strategy like this.
00:07:29.920 --> 00:07:32.639
So that's sort of where I'll pick up on that.
00:07:32.639 --> 00:07:54.399
I think our board has grown in terms of its skills and in terms of its maturity, in terms of strategic maturity and performance, but it has also grown, as you mentioned, in of the representation of people with lived experience and expertise of either having disability or caring for with disability.
00:07:54.399 --> 00:08:17.759
And I think that with the voices of the people on the our participants through the Lived and Living Committee and the advocacy groups within the other has really helped to form and shape this strategy to that it delivers first and foremost for people with who use our services.
00:08:18.879 --> 00:08:27.120
That actually leads nicely into what I was going to ask You both mentioned like the decisions that you have to make when you're on a board.
00:08:27.120 --> 00:08:28.240
There's a lot.
00:08:28.240 --> 00:08:37.440
There's not just financial, there's the there's the strategic questions, there's the what is best the people that we support.
00:08:37.440 --> 00:09:10.720
And we know that the sector is in a lot of change at the There's the changes that are coming for the NDIS and just the growing need for people with the kind of services they So, Peter, what are the most important principles that the board uses when you're going to have to make difficult about balancing social impact, financial sustainability, you know, sticking true to the one of the priorities, which is strengthen what works.
00:09:10.720 --> 00:09:18.720
And that includes reviewing all the things that the service brands that we have under Meridia do.
00:09:19.840 --> 00:09:23.038
I have to say, this is not an easy question to answer.
00:09:23.038 --> 00:09:32.000
It is absolutely true that from a financial the sector is under stress at the moment, and quite frankly, are also under stress.
00:09:32.000 --> 00:09:35.360
We all have cost of living considerations to take into account.
00:09:35.360 --> 00:09:52.558
What we've been looking at is how can we uh deliver what is needed for people in a safe and effective way meets their needs, that helps them meet and live their lives to the best that they can.
00:09:52.558 --> 00:09:57.759
And we wanted to try and get a message out there, not to make it complex.
00:09:57.759 --> 00:10:29.038
So when you see in our strategic plan words like what works, what we're really saying is let's look at things that are delivering the outcomes that people where quality and safety and consistency at the where we have frontline teams that working with and getting the capability and the leadership that want, and working closely with all of our communities.
00:10:29.038 --> 00:10:41.519
Now that sounds simple at one level, but when you that against what people have got in their plans, what their expectations might be, the question is how you knit all of that together.
00:10:41.519 --> 00:10:48.960
So strength and what works sort of says these are the we're doing well, these are the things that we think should build on.
00:10:48.960 --> 00:10:56.000
The second leg of the strategic plan really talks building a sustainable and diverse future.
00:10:56.000 --> 00:11:19.678
And what we're talking about there is that not just funding, but exploring other surface service we might be able to deliver services against, but that also add an increasingly important dimension for our clients, to get satisfaction in the services that are seeking as part of their plans.
00:11:19.678 --> 00:11:27.120
And I guess one of the things that's important in this context is we don't all know what the future is going to bring.
00:11:27.120 --> 00:11:30.000
We've got an NDIS review, which has been extended.
00:11:30.000 --> 00:11:37.120
We have planning and funding arrangements which are both for providers and for individuals.
00:11:37.120 --> 00:11:41.759
So we need to be, I don't know, to user management we need to be a little bit agile.
00:11:41.759 --> 00:11:55.678
We certainly don't have all the answers, but we are mindful about building a sustainable and diverse The final leg of our strategic plan relates to and innovation.
00:11:55.678 --> 00:12:11.120
And what we're really saying here is in support of other two objectives, how can we be as can in improving coordination of services across the How can we make the connections?
00:12:11.120 --> 00:12:24.080
How can we provide services that are integrated and 2026 in terms of the way which they present not only to our clients, but also to our staff?
00:12:24.080
--> 00:12:34.080
Because they're the ones that were at the front line supporting the clients, it's not the board in that operational sense, it's all of our staff.
00:12:34.080 --> 00:12:48.798
So these three pillars relating to strengthening, building a sustainable and diverse future, and innovating and enabling, things that we can work And we have specific goals, of course, associated with them.
00:12:48.798 --> 00:13:12.798
But in terms of communicating where we're going and able to be responsive to whatever the future a government perspective or from a client needs we think these are the three areas that we can build brand around and quite frankly get those economies of and skill and scope for all of our clients.
00:13:14.558 --> 00:13:31.038
You're both speaking about the decisions and the of Meridia that talks about a future where, you know, it's more of a seamless organization of respected, service providers who have each got different histories, cultures and systems.
00:13:31.038 --> 00:13:39.678
So I'm keen to know, I guess, what do you see is the challenge and the greatest opportunity in trying to that level of integration?
00:13:39.678 --> 00:13:47.360
And I will note that I was reading the Australian Institute of Health and Welfare's report, Australia's Health 2026.
00:13:47.360 --> 00:14:02.960
And so much of what it found from its uh surveys and data actually about the frustration of the fragmentation of and the fact that people are increasingly needing many all at once.
00:14:02.960 --> 00:14:05.120
So, Carol, I'll start with you.
00:14:05.120 --> 00:14:17.120
You've got lived experience utilizing services, but you're on the board, you've got your professional What do you think is the biggest challenge and the greatest opportunity?
00:14:17.120 --> 00:14:20.240
And why do you want to see that kind of level of
00:14:22.000 --> 00:14:23.840
Yeah, I think that's a really great question.
00:14:23.840 --> 00:15:06.240
I think, you know, being optimistic and thinking into future, what I'd like to see is that we take the best from each of the organizations that have come So the best in service delivery, the best in staff, the in quality and safeguarding, the best in terms of and that we have a type of one-stop shop with the best provided to people with disability across the country and even, you know, the world in another sense, that we the high-quality services that each of the together and that we deliver that for our participants.
00:15:06.240 --> 00:15:12.000
I mean, people with disability, we deserve the very best terms of the service provision.
00:15:12.000 --> 00:15:15.200
And it's sometimes difficult to find that.
00:15:15.200 --> 00:15:41.840
Yes, there will be, of course, some teething issues, and of course, there'll be some areas where we learn, but the work that Irma did, OC Connections, Bedford, Marriott, and the Disability Trust, knowing the work that we all and that our overarching vision in the delivery services across all
the organizations was so that people disability, we truly got the very best service.
00:15:41.840 --> 00:15:47.200
Bringing that together, I think, will then deliver that for people with disability.
00:15:48.240 --> 00:15:50.639
And we've said it in the strategic plan, we just connect what matters.
00:15:50.639 --> 00:15:55.360
We listen to people, we join the dots, we try to make plans come to life.
00:15:55.360 --> 00:15:56.720
And it means that we're responsive.
00:15:56.720 --> 00:16:00.399
And we're not having an aggregation of brands just for the sake of it.
00:16:00.399 --> 00:16:09.678
We're doing it because these organizations have got a strong history and connection with communities, with our clients, and connections with staff.
00:16:09.678 --> 00:16:11.759
So it's all about people in the end.
00:16:11.759 --> 00:16:24.960
It's easily said in a sentence, but actually doing it a strong bit of leadership from the most senior in the organization in conversation with the board and with so many other stakeholders.
00:16:24.960 --> 00:16:28.558
That's so important that we actually try and pull all of that together.
00:16:28.558 --> 00:16:45.200
And the way that we've been able to do that is to bring it together under a brand, which is a first And secondly, that we then start to leverage all of the great work that these organizations represent way from their history, some 50 and 60 years ago, some even longer.
00:16:45.200 --> 00:16:53.440
We get the best of all of that, we bring it all And we say, look, this is what we've got, this is who are, this is what we represent, and this is our strength.
00:16:53.440 --> 00:16:55.918
And we bring that to the table for your consideration.
00:16:55.918 --> 00:16:58.158
And we really want to make that a success.
00:16:58.158 --> 00:17:00.080
And so far, it's looking good.
00:17:01.038 --> 00:17:18.240
You know, another key focus of the strategy and what the is for Meridia is, you know, the need to reduce reliance say, any single funding stream and expanding into areas we know and that it's predicted that people are going to more of.
00:17:18.240 --> 00:17:24.480
So mental health, it could be housing-related supports, health, social enterprises, employment.
00:17:24.480 --> 00:17:32.078
And we know that across the group, each of the organizations has its kind of specialty, I guess.
00:17:32.078 --> 00:17:53.038
So, Peter, what from a board perspective, and also just knowing the sector, your your son has access services, how important is diversification at this current well, not only Meridias group remains strong and but really it's a story for the sector at the moment, isn't it?
00:17:53.680 --> 00:17:54.318
Definitely right.
00:17:54.318 --> 00:17:58.640
60% of the sector loses money at the moment, and just one measure.
00:17:58.640 --> 00:18:16.558
So there will be further rationalization in the What we want to do is to ensure that the organizations that have delivered fantastic services over many years continue to do so, and we can do that under the one brand.
00:18:16.558 --> 00:18:26.240
The second point I want to make is that the branding opportunity for a more connected engagement.
00:18:26.240 --> 00:18:34.000
So if I take my son as an example, he might and is using SEAL services and day services.
00:18:34.000 --> 00:18:51.200
And as some Allied Health specialties brought in, else might have a need for SIL services, but would like to move into perhaps supported employment or further over time into open employment.
00:18:51.200 --> 00:18:53.200
We would like to encourage that.
00:18:53.200 --> 00:19:13.759
A person might be using some NDIS services, but needs a certain point input from the mental health skill that we have because of the complex nature of their And so we're able to make those referrals within the Now, not everything, of course, is everywhere because is large.
00:19:13.759 --> 00:19:40.480
But what we want to do is to say that from a leadership perspective, we want to in the knowledge that the sector is under, you know, substantial pressure, how can we organizations together that build on their shared and their shared purpose that reflect the the that they've all had over time to deliver a sort of a outcome that's better.
00:19:40.480 --> 00:19:58.480
We believe that not only will that deliver better for people through the connection, they won't see the as fragmented, and that we will be able to look at the the financial strength and the productivity come out of that.
00:19:58.480 --> 00:20:06.400
And I'm not just talking about shared services, which often talked about in the sector, and that but that is one of our things that we want to do more of.
00:20:06.400 --> 00:20:14.960
We're talking about how do we get financial how do we get productivity and engagement with our be that government or our clients.
00:20:14.960 --> 00:20:21.200
How do we get engagement with the businesses group that do logistics?
00:20:21.200 --> 00:20:34.000
These are all very important matters, and we think a conversation around how to do things better everyone's skill sets in a way that is a benefit to
00:20:35.358 --> 00:20:35.759
Thanks, Peter.
00:20:35.759 --> 00:20:37.759
Carol, what about you?
00:20:37.759 --> 00:20:49.358
I mean, you know, what do you feel is most important going forward for the future of, I guess we call them community you know, the social services sector.
00:20:49.358 --> 00:20:59.759
I mean, where we're at currently with the challenges that have, but also where you think that they need to go in the future and to meet people's needs.
00:21:00.798 --> 00:21:05.440
I think that I'm going to leverage a little bit of what said before about creating opportunities.
00:21:05.440 --> 00:21:18.960
So I think the way I see it is we're heavily reliant on service provision or disability employment services, that sort of financial stream.
00:21:18.960 --> 00:21:50.400
But if we look at it and expand it out a little bit I think not
only do we want to minimize or expand the for growth in order to be financially sustainable, but also to create those opportunities for people with We don't just want to be people with disability who use services or disability employment services or Australian enterprises and have a sort of subsidized existence.
00:21:50.400 --> 00:22:03.038
We want opportunities for ourselves to become small owners or, you know, have meaningful and purposeful Or have independence in the way we live.
00:22:03.038 --> 00:22:04.720
We want to own our own homes.
00:22:04.720 --> 00:22:07.680
You know, we want access to all of those things.
00:22:07.680 --> 00:22:33.440
And I think by creating an organization that doesn't just focus in one direction on, you know, either a charitable or an NDIS model or a government-funded model, and we look for other opportunities, not only will that for the organization, but it will mean more open for people with disability.
00:22:35.118 --> 00:23:01.038
I tend to agree completely what you're saying, And I would add to that in saying that whether it be internal growth, whether it be through mergers, which done several of over the past few years, or whether it be through partnerships with other to provide the full suite of opportunity for people to make the connections they need to live the lives that want to lead.
00:23:01.038 --> 00:23:09.838
And I'm not saying that that's easy for everyone, but we put a stake in the ground and say that's what we to achieve, we sort of won't get there in the end.
00:23:09.838 --> 00:23:24.960
Now, it's also true that there are some conditions to doing all of this, whether that be in the great that the committee is doing on quality and safeguards, whether it be community input, we need to listen of our stakeholders in this regard.
00:23:24.960 --> 00:23:31.838
We also need to ensure that the way in which these are funded is sustainable.
00:23:31.838 --> 00:23:38.720
Nobody will forgive us for saying if we tried hard and we just didn't, in the end we failed.
00:23:38.720 --> 00:23:52.880
We need to find a way of ensuring that these are organizations, that they deliver the best outcomes, and that happens through having a solid base with diversity built into it.
00:23:52.880 --> 00:24:02.798
And it leverages all of the great brands in the sector that really do want to form part and deliver the that we see as a vision.
00:24:04.240 --> 00:24:12.640
Yeah, I was gonna ask about the thought that there are areas that people need, you know, at various times of their life.
00:24:12.640 --> 00:24:25.358
You know, there's early childhood education, there's age and we we know that there's a lot of intersectional that happen with people, whether they have a disability or a mental health condition.
00:24:25.358 --> 00:24:38.160
There's a lot of things that intersect with that in complex needs, like you might need family violence services, housing, there's a housing crisis, people don't have accommodation or they may become homeless.
00:24:38.160 --> 00:24:39.838
I mean, there's so many things.
00:24:39.838 --> 00:24:40.880
People go to prison.
00:24:40.880 --> 00:24:48.400
You know, we know that Irma 365 is one of our organizations that works with a lot of people who have had experience of prison and homelessness.
00:24:48.400 --> 00:24:59.118
So this could be a bit of a cheeky question, but have there been conversations or is there thoughts about maybe doing wraparound services or how we could do that?
00:24:59.920 --> 00:25:00.318
Yeah, absolutely.
00:25:00.318 --> 00:25:02.318
Those conversations have occurred.
00:25:02.318 --> 00:25:14.960
I mean, I remember going down to Melbourne when we talking about merging with Irma, the Disability Trust was talking about that, and uh we were exploring what that might look like.
00:25:14.960 --> 00:25:39.598
And I think it was those opportunities in coming to strengthen our ability to deliver those services every aspect of the two organizations and how we could have that wraparound service was one of the major talking points and decision-making points around the merger.
00:25:39.598 --> 00:26:30.160
Because we know that yes, the services are similar, yes, funding streams might be similar, but at the end of the what we want to do is really create an opportunity where who require the support, people with disability, mental health conditions, people who may be most people who are experiencing homelessness, people release from prison and may also have disability with that, that we could come together and strengthen the power of service that we can deliver to enable people to live the they choose and have their own opportunities.
00:26:30.160 --> 00:26:39.038
Yeah, and that's still part of our conversation today at board, and I know for the C-suite and the staff at the
00:26:41.118 --> 00:26:43.278
Peter, do you want to add anything about that?
00:26:44.000 --> 00:26:53.680
Yeah, we're talking sort of about growth areas to a extent, or if you want to call it another word, areas we can actually have greater impact through diversity.
00:26:53.680 --> 00:27:03.278
And there are a number of human service areas that participate strongly in at the moment, whether that be aged care or childcare or youth services.
00:27:03.278 --> 00:27:13.680
I mean, in aged care is an interesting one in the sense that many of our staff will also work for aged care Many of the skill sets are the same.
00:27:13.680 --> 00:27:28.000
And it's how we choose to engage with organizations get the best outcomes, in that particular skill sets that are transferable within the group and even outside the group.
00:27:28.000 --> 00:27:34.798
There are certainly community infrastructure and sort of property considerations in all of this.
00:27:34.798 --> 00:27:47.118
Housing is obviously one consideration in that regard, but also like the community centres and how we engage with people in a in a community setting that sense for them.
00:27:47.118 -->
00:27:48.318
There's social enterprises.
00:27:48.318 --> 00:28:04.240
We've talked a little bit about Bedford, but organization that delivers support employment to 1,300 people, that uh delivers environmental recycling, eight B doubles a day going in and being sorted.
00:28:04.240 --> 00:28:19.440
We've got mattress recycling, we've got Green Inc., is doing commercial scale landscaping works, we have businesses, and the list goes on, and I think we ourselves.
00:28:19.440 --> 00:28:22.480
It's almost like it was kept secret, all these things.
00:28:22.480 --> 00:28:24.078
How do we bring it out to the open?
00:28:24.078 --> 00:28:27.038
Because I'm sure people will say, I'd like to do like that.
00:28:27.038 --> 00:28:34.240
And there's actually nothing stopping us from actually delivering those sorts of experiences for people, they want to take advantage of it.
00:28:34.240 --> 00:28:41.440
So innovation, if you want to use that word in that is something that we're continually looking at.
00:28:41.440 --> 00:28:44.318
And uh we'd hope to leverage that well into the future.
00:28:45.278 --> 00:28:49.278
Yeah, it's uh it sounds like it's probably a both a daunting and exciting time.
00:28:49.278 --> 00:29:06.160
And I know certainly from the role that I do and and you keeping up with what's happening and the various government inquiries and and where we think things are heading, it does certainly feel like people really need help.
00:29:06.160 --> 00:29:09.920
And it's like they don't necessarily know how to access it.
00:29:09.920 --> 00:29:28.000
And yeah, I guess broadening out the opportunities for to access stuff they need that isn't necessarily NDIS, we know not everyone's eligible for that, or often with health, it's like you need to be in a crisis to actually care.
00:29:28.000 --> 00:29:31.519
So it's like, how do we do preventative stuff as well?
00:29:31.519 --> 00:29:34.880
And I I find that a pretty interesting space.
00:29:34.880 --> 00:29:56.160
So we're sort of heading to the end of our chat, but for both of you, I personally, but also as representatives of this and all these organizations, what would you most from this vision for Meridian, the strategy that we're get the strategic direction rocking along soon?
00:29:56.160 --> 00:30:06.318
So, Peter, what would you like to be able to see in 10 So if we're sitting here in 10 years' time, it's like, well, what would you love to see achieved?
00:30:07.759 --> 00:30:14.078
I wish I had a crystal ball that could see that far the future when I'm barely struggling to see what the gonna respond with in the next 12 months.
00:30:14.078 --> 00:30:14.720
Very true.
00:30:14.720 --> 00:30:19.920
Success for me is uh engaging with the community.
00:30:19.920 --> 00:30:52.480
It's about providing uh an understood and easily range of services, it's about ensuring that people see in a safe environment that they can access the that they need to to deliver what they're seeking to in their lives, that we can operate financially in a safe way, that we provide leadership that is trusted both by individuals and quite frankly by government.
00:30:52.480 --> 00:31:21.278
At the end of the day, we do that most of the funding from government, that we can be a voice for advocacy people where we think it's needed, and quite something we haven't mentioned in this conversation, and one which we've taken up the challenge on, is to that there is a diversity of skill sets on the board reflects the range or an increasing range of disability because everybody has a voice.
00:31:21.278 --> 00:31:29.838
And you know, we have somebody who has as in Carol is legally blind, we have somebody who's in a wheelchair, we have somebody who has a cognitive impairment.
00:31:29.838 --> 00:31:41.920
We find that the diversity of opinions that they to the table is very much a part of what we want to see as uh delivering leadership uh into the sector.
00:31:41.920 --> 00:31:47.838
So if I could leave you with that, I think that's a very important part of what we're seeking to do.
00:31:47.838 --> 00:31:49.759
There's there's no one answer to everything.
00:31:49.759 --> 00:31:54.798
It doesn't just pop out, but we think we've got a story and we want to run with it.
00:31:54.798 --> 00:31:58.558
And in 10 years' time we want to be able to measure as against what we've delivered.
00:32:00.558 --> 00:32:05.440
Well, it is very exciting when you consider the groups do.
00:32:05.440 --> 00:32:10.000
I'm personally learning what each group does every day when I interact with people.
00:32:10.000 --> 00:32:22.480
I started at Irma 365, and I thought I had a pretty good on what Irma does, but then I've met so many colleagues the other organizations, and it's it blows my mind actually, all the things that are on offer.
00:32:22.480 --> 00:32:24.400
Carol, what about you?
00:32:24.400 --> 00:32:30.000
What would be your hope for Meridia and and our services in 10 years' time?
00:32:30.000 --> 00:32:32.318
Like what's most important to you?
00:32:33.118 --> 00:32:36.798
Yeah, I mean, I guess in order to look forward, we need to look back a bit.
00:32:36.798 --> 00:32:50.318
And the fact that we're even having this conversation today in 2026, when, you know, I'm in my mid-50s, and these around service delivery for people with disability haven't always existed.
00:32:50.318 --> 00:33:24.798
So we're here now, we're having this conversation, and is for me, it's groundbreaking that we are thinking My hope is that we leave the sector in 10 years, if I'm on the board, um, that we've made huge changes in the that mean that people with disability, we get the services that we deserve, you know, that we are entitled to, that have rights to access so that we can fully participate in the world like everybody else.
00:33:24.798 --> 00:33:39.838
You know, I often talk about my own privilege and luck in having employment, meaningful, purposeful employment, has enabled me to have fabulous
relationships, access to means, my own home, education.
00:33:39.838 --> 00:34:15.679
And I would hope that our organization removes the need privilege, removes the need for luck in terms of people disability being able to access stable, ongoing, even own homes, owning their own homes, having meaningful, employment, interacting socially, you know, having access to everything that the able world has access to, and that our organization is able to deliver that and make it for people to live the life they choose.
00:34:16.960 --> 00:34:20.239
Yeah, that's a really good way to end this conversation.
00:34:21.119 --> 00:34:24.800
But I'm sure we'll be talking again, just to each of you.
00:34:24.800 --> 00:34:28.079
Have you got any final thoughts before we sign off for this episode?
00:34:29.760 --> 00:34:31.599
I'm very excited about the future.
00:34:31.599 --> 00:34:38.719
I am very keen to meet all of our stakeholders, our our clients.
00:34:38.719 --> 00:34:41.440
I'm keen to meet more staff.
00:34:41.440 --> 00:34:49.360
We are all energized, and we're all here for a And we want to see ourselves get the runs on the board.
00:34:49.360 --> 00:34:53.760
And that's for me uh the motivating factor.
00:34:55.599 --> 00:35:06.000
Just thank you for the opportunity to talk to you, Emily, and to be on the podcast and to share our thoughts listeners and our community.
00:35:06.000 --> 00:35:11.920
Thank you so much for the opportunity and thank you, for being such an amazing leader.
00:35:13.199 --> 00:35:18.239
It is a really energizing time to actually be and working in this space.
00:35:18.239 --> 00:35:18.880
It's hard.
00:35:18.880 --> 00:35:22.000
Like it's a it can be pretty tough at times, this sector.
00:35:22.000 --> 00:35:29.679
I can't lie, I've uh come off the back of a few weeks of grant applications and tenders, and yeah, a lot.
00:35:29.679 --> 00:35:31.039
So, but you know what?
00:35:31.039 --> 00:35:36.079
It's for like something that's purposeful and that means a lot.
00:35:36.639 --> 00:35:40.000
Look, I think we've taken a really different path than than a number of other organizations.
00:35:40.000 --> 00:35:48.320
That's not to say ours is any better than theirs, but trying to put our mark in the way in which we see the evolving.
00:35:48.320 --> 00:35:55.360
And I think our collection of brands will be an proposition for everybody.
00:35:55.360 --> 00:36:05.920
And I would include in that the way in which the sector sees itself because we do see, you know, Meridia as a experienced brand as well.
00:36:05.920 --> 00:36:20.559
And so working together with other organizations in that we're not present, you know, it becomes a when you've got a bigger and bolder vision than what might otherwise have been able to achieve if we just had a single branded opportunity.
00:36:21.599 --> 00:36:32.480
I agree, and I can tell you as someone who like has to tell the story of you know, organization, it actually makes a of sense and it makes it a bit easier to do it, and it's a very powerful story.
00:36:32.480 --> 00:36:37.679
So if people want to find out more about what we in this episode, you can go to meridia.au.
00:36:37.679 --> 00:36:42.960
There will also be more information in the show notes.
00:36:42.960 --> 00:36:51.440
And to our listeners, be sure to subscribe and share GetReal podcast with your colleagues and networks because it more people hear these conversations.
00:36:51.440 --> 00:36:55.199
So thanks for listening, and again, thank you to Peter and Carol.
00:36:55.199 --> 00:36:56.880
Thanks so much, Emily.
00:36:57.518 --> 00:37:07.440
Thanks, Emily, and I'm gonna go to the house.