savings. NSA’s role is to take those systemic issues to banks, regulators, and government—through submissions, media work, and ongoing negotiation. At the top of the current agenda sits aged care reform, with NSA focused on ensuring reforms support the ability to age in place with dignity, safety, and adequate resourcing. PARTNERSHIPS THAT STRENGTHEN INFLUENCE NSA actively partners with other organizations where alignment strengthens the message and helps the government see that an issue is broader than any single constituency. Depending on the campaign, NSA collaborates with industry and advocacy bodies such as banking and regional finance representatives on cash and branch access, and with seniors and aged care sector stakeholders on aged care policy discussions. The organization’s intent is not to work in isolation, but to build a coalition where it strengthens outcomes. A LEAN TEAM SUPPORTING A NATIONAL FOOTPRINT Operationally, NSA runs with a relatively lean staff complement for its national reach.The organization has an executive leadership team of five, with an overall staff group of around 35 people, primarily based in Brisbane, with additional presence in Canberra and Melbourne. The scale of impact, however, is amplified through the national branch network and the organization’s ability to communicate directly to its membership audience—an audience NSA views as a strategic asset in both advocacy influence and community impact. WHAT NSA WANTS READERS TO UNDERSTAND If there are three ideas NSA wants readers to walk away with, Grice frames them clearly. First, NSA is a defender, protector, and promoter of seniors’ interests—an organization with the strength and credibility to advocate on behalf of people 73 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 NATIONAL SENIORS AUSTRALIA
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