“In order to succeed, we must first believe that we can.” – Nikos Kazantzakis
Integral to being a psychologist is the belief that one can make a difference to the lives of individuals, organisations and community wellbeing. My involvement with the APS started when I was the mere collector of advertisements for a State Newsletter, going on to instigate the Psychology and Cultures Interest Group, continuing involvement with the State Committee, going on to College roles, contributing to various APS committees and, ultimately, coming on to the Board as a Director. Being at the epicentre of the APS where professional, ethical, political, advocacy and member issues are discussed and policies developed is an enormous responsibility, a great privilege, affirming and stimulating. It allows one to interact with psychologists and stakeholders alike. Those of you who believe you can contribute positively to the Society ought to nominate for the Board or get involved in one of the many committees of the Society. You will not regret it!
An unexamined life is not worth living.” – Socrates
This leads to the next question. Irrespective of one’s belief that one can contribute, has one in fact contributed? What have been the successes and failures of my time on the Board and as President? While I am sure there is a range of views on this, I have tried to facilitate unity, our greatest challenge, advocate for all psychologists, promote our broader roles within the health and mental health systems, promote areas of psychological expertise beyond the health and mental health areas, influence policy across a range of domains, support reform in the training of psychologists, promote our leadership roles in social issues and find ways to make the APS a stronger organisation.
For instance, through initiatives such as the Practice Senate and the first ever APS Super Forum, we have brought together and listened to our various constituent units such as the Divisions of General Practicing Psychologists (DGPP) and Psychological Research, Education and Training (DPRET), as well as the Colleges, Interest Groups, States and Branches. The success of the Super Forum will likely impact on future governance reform which, if adopted, will modernise our governance structures and allow greater direct representation from all areas of the Society in decision-making. Budgetary reform through our Investment Policy, tracking away from budgetary deficits, and developing a business strategy will make us stronger financially. Strong advocacy for health and training reform and community concerns continued through multiple submissions and presentations to government, a presence on multiple committees, and effective relationships with decision-makers. We have begun a broader ambitious strategy to promote psychologists and the APS via multiple reforms in our web and media presence, use of social media, communiqués from the Board and other committees, Psychology Week reforms, and promotional videos. The Presidential Initiative on community wellbeing, social cohesion and climate change will provide leadership in those domains and broaden our scope of influence. And, of course, we have facilitated celebrations of our 50 years of contribution to our discipline, profession, members and communities.
What else could or should have been accomplished? Governance reforms have been slow and we need to formalise greater quality Board processes. We could have expressed our views more strongly on mental health and primary care reforms seeking to move away from the current blunt funding models to a more sophisticated system that supports a multidimensional matrix of remunerated competencies and demonstrated efficacy and flexibility in responding to the presenting problems and needs of consumers. Greater movement in the promotion of APS psychologists through the community would have been welcome.
If you're not having fun, you're doing something wrong.” – Groucho Marx
While we are at a crossroad as a profession and discipline, there are fantastic opportunities for us to interface with emerging technological and social innovation drivers, to work within emerging industries, and to evolve the scope of our professional and social roles. In order to do that, we need to celebrate our diversity and enjoy our collegiality. I have been enormously thankful for the collegiality and support offered by the Directors with whom I have served, in particular our Executive Director, Lyn Littlefield, the National Office with its unbelievably talented and loyal staff, and the members of the APS who have shown me an astonishing amount of trust, encouragement and positivity. I have certainly tried to serve the APS with my upmost respect and hope I have served you well. I wish incoming President, Anthony Cichello, and the new Board the very best. Finally, I want to thank my family, friends and colleagues from the Australian National University who have all put up with my absences, preoccupations and workload.