When the Australian Consumers’ Association released its damning shadow shopping report back in early 2003, the eyes of consumers and the media turned towards the peak industry body representing the financial planning profession. They wanted answers, but many financial planners felt the Financial Planning Association (FPA) was not giving good ones.
To some, it was a sign of a deep rooted malaise in the organisation that should have been the beacon for the financial planning industry.
Kelly, who took over the top job at the FPA last November, has been instrumental in the formulation of policy designed to improve the reputation of financial planning as a recognised profession, including the introduction of the Code of Practice on Alternative Remuneration.
With her tough, no-nonsense attitude, Kelly has also made sweeping changes to the structure of the FPA in an attempt to better service its members, who felt they were being inadequately represented. Many heads have rolled and the FPA’s organisational structure has been expanded by Kelly to focus on the areas of member services, professional practice and government relations.
“It was clear as soon as I joined the FPA that there were structural problems in its existing organisational approach,” Kerry said when the restructure was announced.
“The FPA board made it clear to me that members expected better services than they were currently receiving and put member satisfaction as the priority for the FPA executive.”
Without Kelly, some believe the FPA could have just disappeared. For many, her energy, passion and ‘no prisoners’ approach has been key to revitalising the association.
