Our Story

In 1984, Ethnee Shields began gathering people in Launceston to talk about mental health and the challenges faced by those supporting loved ones with mental ill health. These early connections led to the formation of ARAFMI Tasmania—a safe space for support people to share experiences, information, and solidarity.

At the same time in Hobart, Anne Bevan was advocating for families and friends, raising funds to run support workshops and education sessions. ARAFMI Hobart was auspiced by the Mental Health Council of Tasmania.

While the public conversation around mental health has come a long way, families and friends still face significant stigma and lack of recognition for their role.

• Demand for services grew, but funding remained short-term and limited.
  Conversations began about uniting ARAFMI groups in the north and south to strengthen impact and attract sustainable funding.
• In 2007, joint planning with Mental Health Services led to official amalgamation in August.
• With support from Mental Health Carers Australia and Mental Health Services, we developed policies, restructured governance, and created a strategic Business Plan.

• Strategic planning (2007–2009) guided a shift toward delivering specialist support, information, and advocacy.
• Public profile and governance improved, with operations led by a full-time staff member.
• In 2012, ARAFMI became Mental Health Carers Tasmania, reflecting our evolving purpose.
• Head office opened in Hobart; volunteers remained vital to delivering community programs.
• Leadership transitions occurred: Gary Kelly passed the presidency to Kate Shipway in 2009, and Kate to Chris Batt in 2016. Long-serving CEO Wendy Groot retired, succeeded by Maxine Griffiths AM.
• Chris Batt retires, and Leigh Delaney is the incoming President.

Following wide consultation, the organisation rebranded as Mental Health Families and Friends Tasmania. Many supporters felt the term “carer” didn’t fully represent their relationships or lived experience. The new name better reflects the kinship, connection, and informal support roles that define this community.

• In 2020, with Federal COVID-19 funding via MHADD, we hired a digital engagement officer to reduce access barriers for families and friends.
• We launched Safe Spaces Peer Support in Burnie, Launceston, St Helens, and Hobart.
• A co-designed Strategic Plan (2021–2024) shaped our direction.
• Self-Advocacy Toolkit developed with DSS funding, alongside statewide workshops and training of peer champions.
• Part-time project officer supported those caring for people with co-occurring mental ill health and AOD use (2020–2022).
• Primary Health Tasmania funded a one-year suicide prevention project, including bereavement workshops.
• State Government funded a two-year position to build peer leadership capacity.
• We introduced Call2Connect, offering families and friends follow-up support calls after first contact.

Leadership changes continued:

• 2022: Farewell to CEO Maxine Griffiths AM; welcome Glen O’Keefe.
• 2022: Leigh Delaney steps down from the President role and remains on the Board. Russell James takes up the role of President.
• 2023: Farewell Glen O’Keefe; welcome current CEO Louise Cornish.
• We also farewelled founding leaders Kate Shipway and Gary Kelly, after decades of service.

Celebrating 40 years in 2024, we honoured our history at Government House and began planning for the future:

Strategic Plan developed with a focus on capability and sustainability.

Key priorities include:

• Website redesign with improved accessibility.
• Development of new policies and procedure and review of existing policies and procedures
• Communications strategy and marketing toolkit.
• Database enhancements and process automation.
• Quality Governance Framework and induction updates.
• Evaluation of organisational impact, with an external consultant helping define our Theory of Change.

We continue to advocate for the distinct and independent voice of families and friends in the mental health, suicide prevention, and AOD sectors. Following a lived experience review by the Tasmanian Government, we reaffirm our commitment to ensuring our role is not merged with consumer or service provider peaks.

In 2024, the Australian Government appointed Mental Health Carers Australia and the National Mental Health Consumer Alliance as the national peak bodies for lived experience.

Tasmania will vote again on July 19, 2025—the second election in 16 months and the fifth since 2014. Premier Rockliff remained in office despite a no-confidence motion linked to the AFL team and Macquarie Point Stadium budget. Political uncertainty has delayed new funding contracts. Sector-wide funding decisions are on hold until a new government is formed and the 2025–26 Budget is finalised.

Our CEO continues strong advocacy for sustainable funding.

• Alcohol and Drug project funding will be rolled into our core funding, but this is paused due to the election.
• Advocacy continues for the extension of our Policy Officer role, ending June 2026.
• The State Government committed $75k per year for lived experience work until 2028, but this remains outside core recurrent funding.
• Primary Health Tasmania will cease $20k in annual administration support funding from June 2026, as the work no longer aligns with its strategic plan.

MHFFTas continues to advocate on behalf of Families and Friends:

• MHFFTas consultation with Primary Health Tasmania (PHT) on their Continuum of Care project
• Provided input to the Productivity Commission’s future of the National Mental Health and Suicide Prevention Agreement
• Our engagement with our national peak body, Mental Health Carers Australia
• Participation in a national symposium, joining our national counterparts and members of the National Mental Health Consumer Alliance.
• Input into the Tolosa Street Service Relocation

Current staffing:

• Full-time CEO
• Part-time Operations Manager (26 hours/week, 0.7 FTE)
• Casual Communications Officer (6.5 hours/week, 0.17 FTE)
• Part-time Policy Officer (24 hours/week, .63 FTE)

Program is put on hold due to limited staff capacity.