When responding to immediate needs isn’t enough.
The social sector attracts people who want to make a difference. But for many leaders, the tension between responding to immediate crises and addressing the systemic failures that create those crises becomes defining – and sometimes paralysing.
James Farrell, CEO at Basic Rights Queensland, has spent over a decade refusing to choose between these imperatives. “The social sector sits at that intersection: it’s where you can respond to immediate need, but also push for structural change,” Farrell explains. “That combination of frontline impact and system reform is what keeps me here.”
It’s a combination that requires a dual focus of understanding the day-to-day realities of people facing disadvantage while staying curious about the systems creating those realities. Seeing how a single piece of legal advice can stabilise someone’s housing, income, or employment, while simultaneously recognising that thousands more face the same precarious situations due to policy design rather than individual circumstances.
But maintaining this dual focus requires something the sector often struggles to provide: workforce sustainability. As demand continues to outstrip supply and systems remain fragmented, sustaining skilled, supported staff while delivering high-quality, trauma-informed services becomes the ongoing challenge that determines whether organisations can maintain both frontline response and system reform over the long term.
Q&A with James
What inspired you to pursue a career in the social sector?
I’ve always been drawn to roles where you can see the real-world impact of policy and law on people’s lives. While I’ve spent most of my professional life in community legal centres, I’ve also worked across government and health advocacy, and it’s clear that the systems designed to support people often fall short – especially for people facing disadvantage. The social sector sits at that intersection: it’s where you can respond to immediate need, but also push for structural change. That combination of frontline impact and system reform is what keeps me here.
What is the most fulfilling part of your work?
Seeing the difference that timely, practical support can make. In our work, a single piece of legal advice can stabilise someone’s housing, income, or employment. But just as fulfilling is working with a team that is deeply committed to equity and justice, and being able to translate what we see every day into advocacy that improves systems for thousands of people.
What is the most impactful project you have worked on so far?
I’m really proud of my contribution to the advocacy campaign that led to the introduction of the Human Rights Act in Queensland. Working alongside community organisations and legal advocates, we helped build the case for stronger human rights protections through policy development and sustained advocacy. What made the campaign effective was the combination of legal expertise and lived experience voices calling for change. Seeing that work translate into legislation has had a lasting impact, creating practical tools for accountability and shaping how public authorities make decisions across Queensland.
What are the biggest developments you have seen in the social sector so far?
There’s been a growing recognition that complex social issues require coordinated, multidisciplinary responses. We’re seeing stronger collaboration between legal, social work, and community services, as well as a greater focus on outcomes and impact measurement. At the same time, there’s increasing attention on workforce sustainability, cultural safety, and the need to centre lived experience in service design.
Read also: Why doing right by the community is good business
What do you think is the biggest challenge facing our sector nowadays?
Demand continues to outstrip supply … but the challenge isn’t just about resources, it’s also about how systems are designed. Many people struggle to navigate fragmented services, leading to delays and unmet need. Alongside this, the sector is operating under significant workforce pressure. Sustaining a skilled, supported workforce while delivering high-quality, trauma-informed services is an ongoing challenge.
What emerging technology or trends do you believe will shape the sector’s future?
Data and digital systems will play an increasingly important role, particularly in how we understand demand, coordinate services, and identify systemic issues. There’s also growing interest in how tools like generative AI can support access to information and streamline administrative work. The opportunity is significant, but it needs to be implemented carefully, with a strong focus on ethics, safety, and equity.
What advice would you give aspiring leaders in this sector?
Stay close to the work. The best leaders in this sector understand the day-to-day realities of the people they serve and the staff delivering services. Be curious about systems, not just symptoms, and be willing to engage in both service delivery and advocacy. And importantly, take care of your own sustainability—this is a sector that relies on people who are committed for the long term.
Tell us more about your organisation. What is something unique about it?
Basic Rights Queensland is a statewide community legal centre specialising in social security, discrimination, employment and human rights. What makes our organisation unique is the integration of high-volume frontline legal assistance with systemic advocacy and community education. We work directly with thousands of people each year, and use those insights to inform law reform and policy change. Our Working Women Queensland service also brings a strong feminist and multidisciplinary approach to workplace rights.
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