australia strategic plan

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Strategic Plan 2021-2026

Navigating shared futures.

Global Asia Society Statement of Purpose

The Asia Society’s purpose is to navigate shared futures for Asia and the world across policy, business, arts and culture, education, sustainability, and technology.

We strive to be Australia’s leading global think-tank dedicated to Asia, focussing on the interplay between business and policy.

We connect business, policy and society, helping Australians to understand and engage with Asia and to navigate our shared futures.

Our Mission

Our mission is to prepare Australians for deeper and sustainable engagement with a more complex Asia.

• Excellence: we provide world-class expertise, a region-wide perspective and a global outlook.
• Independence: we are an independent, non-partisan, non-political, non-profit organisation with a national mission.
• Diversity and inclusion: We are a champion of diversity - of regional outlook, of culture, of opinion and of our Asian-Australian communities. 
• Respect and integrity: We value every member of our network for the contribution they make to our success.  We act with the highest standards to encourage freedom of expression, creativity, collegiality, and robust and respectful debate.

Our Value Proposition

Inform and inspire: We provide a global perspective – with an Australian focus -  to geopolitical, economic, business and social trends and developments across Asia to help and inspire Australian leaders and organisations make informed decisions, achieve business outcomes and engage effectively and sustainably with Asia.

Connect and contribute: We connect Australian leaders, organisations and communities with each other, with their peers in Asia and across the Asia Society’s global network, to build relationships, share insights, develop understanding and contribute to solutions for our shared future.

Empower: We develop Australia’s capability to engage with Asia, to strengthen our prosperity and security, and to enable greater contribution of our communities to Australia’s shared future in Asia.

Our goals for Asia Society Australia are:

• to be the leading voice in Australia about Asia’s business, politics and society, and to be a leading voice about Australia in Asia; 
• to be a truly national institution and a digital-first organisation, with the national centre in Melbourne, an office in Sydney and accessible across Australia and globally through face-to-face and digital platforms;
• to be a leading contributor to solving the national policy challenges of building deeper economic, political and people relationships, and a better understanding of the cultures across Asia, pursuing shared aspirations, and managing strategic challenges with our partners in Asia; and
• to expand our in-house expertise, strengthen our reputation as a champion and a convenor of informed debate and dialogue, and to be a major contributor to Asia Society’s global programs and publications.

Our Priorities

Our strategic priorities are linked to the major challenges and opportunities that are facing Australia and Asia.

Broaden and deepen our understanding of a complex Asia

Challenge: Australia is living in an increasingly contested region. Geopolitics and economics, business and policy, digital and climate change issues in Asia are increasingly complex and intertwined, and are affecting Australia’s relations across Asia.

Our focus: Build a deeper understanding of geopolitical and economic trends in Asia, and their influence on Australia, and the broad range of relationships which Australia must develop and manage across Asia and as being a part of Asia.

Trade and invest smarter to grow faster

Challenge: Australia is diversifying its trade and investment partnerships and facing an intensifying competition for capital, markets and talent. Our limited business presence across Asia, relatively narrow economic base and under-developed Asia capabilities and understanding have been accentuated by the impact of COVID-19 pandemic, climate change, the digital revolution and the changing geopolitical environment.  These factors combine to create a powerful impetus for Australia to develop new economic partners across Asia and to lead innovation in trade.

Our focus: Help inform Australia’s trade and investment expansion and innovation, including in digital trade. Work with business and government to inform the design, implementation and advocacy of solutions and pathways to developing sustainable trade and investment partnerships in Asia. 

Learning to live with China

Challenge: Australia’s relationship with China has deteriorated as a result of political and strategic differences, distrust and the US-China competition. Yet China will continue to be one of Australia’s largest trading partners, and be a major global and regional economic power.

Our focus: Help inform the development of a more sustainable relationship with China. Contribute to shaping the next chapter of Australia’s economic engagement with China by building a better understanding of the Chinese economy, political system and policy-making, and how they impact Australia.

Create opportunities for the new Generation Asia

Challenge: Australia’s cultural, linguistic, business and professional literacy about Asia is being eroded by declining funding, the COVID-19 pandemic, policy apathy, and geopolitical and trade tensions. The next generation of Australians will be the most adversely affected by these challenges. Yet, digital transformation, demographic changes and accelerating global interconnectivity offer new solutions to improve our Asia capabilities.

Our focus: Reimagine Asia literacy and empower the next generation of Asia-engaged leaders by embedding cultural intelligence in everything we do; by showcasing Australian-Asian leadership and expertise; by promoting innovation in Asia literacy; by increasing accessibility of our content and programming to the broader community and to the younger generations; and by leveraging our platform, including Asia 21, to empower Asia-focused youth initiatives.

Asia Society Australia 2021-2026 Strategic Plan Infographic

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Australia 2030: Prosperity through Innovation

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The benefits of innovation are all around us, it’s in the quality of life that Australians enjoy and the meaningful work we undertake. This is why innovation continues to be critical for Australia’s future.

Australia 2030: Prosperity through Innovation plans for the sort of society and economy that all Australians can aspire to by 2030.

The plan makes 30 recommendations that underpin five strategic policy imperatives:

• Education: respond to the changing nature of work by equipping all Australians with skills relevant to 2030
• Industry: ensure Australia’s ongoing prosperity by stimulating high-growth firms and raising productivity
• Government: become a catalyst for innovation and be recognised as a global leader in innovative service delivery
• Research and development (R&D): improve R&D effectiveness by increasing translation and commercialisation of research
• Culture and ambition: enhance the national culture of innovation by launching ambitious National Missions.

Government response

Read the  government's response to the 2030 plan .

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Innovation and Science Australia (ISA) consulted with stakeholders across the Australian innovation, science and research system throughout 2017 and received  130 public submissions . The consultation and submissions helped inform and shape the plan.

Importance of the 2030 Plan

The Chair of Industry Innovation and Science Australia explained the importance of the 2030 Plan for Australia's innovation future and the vision underpinning the plan. 

[Text: Mr Bill Ferris AC, Chair, Innovation and Science Australia Board] [Bill Ferris talks to an interviewer who is not visible in an office setting]

We were tasked by the Australian Government to come up with a plan for accelerating innovation and prosperity of this country by the year 2030. That’s the horizon. So the board of Innovation and Science Australia approached that task by saying, well, what is it - what do we want 2030 to look like. What will the Australian economy and society need to be?

I think we settled on the fact that we would hope and want to be respected for the excellence of our science and our research and our innovation, and be seen and respected for that internationally, and we'd like to continue to deliver a high level of prosperity and living standards for all Australians in what we would regard, and hope others would see, as a fair and inclusive society.

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Strategic Plan 2022–2025

Our 2022–2025 Strategic Plan sets an agenda to inspire more and better philanthropy across Australia.

The 2022–2025 Philanthropy Australia Strategic Plan sets an ambitious growth agenda to inspire more and better philanthropy across Australia for the benefit of humanity. Our vision is for a generous and inclusive Australia.

We launched our new strategic plan into a radically changed world to the one of just a few years ago.

Following the impact of the fires in 2019–2020 and the global COVID-19 pandemic, we now find ourselves in a social, economic and environmental landscape experiencing tectonic shifts. Life is increasingly uncertain, and our planet is under greater threat. In these challenging times, the role of enlightened philanthropy is more important than ever before.

Through extensive consultation with our members, partners and the sector, we have landed on 5 key strategic pillars to guide our work over the next 4 years. We will:

• Engage with a larger and more diverse audience as we build out the wider Philanthropy Australia network and extend our member base.
• Inspire and cultivate a new wave of philanthropy through inspirational stories and campaigns that illuminate the importance and joy of giving.
• Foster more and better giving through accessible guidance, tools and information.
• Advocate for policy, regulatory and other reform to unlock the enormous potential for giving in Australia.
• Invest in our organisation – in our people, our processes and our systems – to ensure an efficient and effective business framework that exceeds our members’ expectations and sustains the organisation for the long term.

Importantly, the priorities identified in our Strategic Plan support the implementation of our Blueprint to Grow Structured Giving – a national framework to double structured giving from $2.5 billion to $5 billion annually by 2030.

The Strategic Plan seeks to ensure that a good portion of the anticipated $1.1 trillion transfer in intergenerational wealth in Australia by 2030 is directed to philanthropic endeavours that change systems and lives. Working with government to open up more giving is a key focus of the Strategic Plan.

As the peak body for philanthropy in Australia, we know that there has never been a more critical time to grow and nurture giving.

We are so looking forward to embarking on this new chapter of our journey with you to inspire more and better philanthropy.

Philanthropy Australia

Publication date

Wed, 1 Dec 2021

Strategic priority

Advocate, Engage, Foster, Inspire

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Australia's Long Term National Health Plan

Australia's Long Term National Health Plan charts the way forward over the next 3 and 10 years in the key areas of mental health, primary care, hospitals, preventive health and medical research.

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Download Australia's Long Term National Health Plan as PDF - 2.52 MB - 24 pages

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The Long Term National Health Plan includes:

• The 2030 mental health vision, including a new strategy specifically for children under 12 years
• The 10-year Primary Health Care Plan
• Continued improvement of private health insurance
• The 10-year National Preventive Health Strategy
• The 10-year Medical Research Future Fund investment plan.
• Health data and medical research
• Hospital care
• Mental health and suicide prevention
• Private health insurance
• Preventive health

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Popular standards, strategic plan.

Our five-year strategic plan revolves around the key pillars of Reputation, Reach, Relevance and Revenue. In our Annual Review each year, we also set out the current activities aligned to these objectives and the measures of success to track their achievements.

Strategic Plan 2020–25

For the five financial years commencing 1 July 2020 to 30 June 2025. ‍

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To fulfil our mission and vision, the plan focuses our resources on four strategic objectives:

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Standards Australia is recognised for the value we add to industry, government, and the community. We are a trusted adviser to policymakers and industry leaders and have a strong community brand. We’re investing in technology and changing how we work with our customers and contributors to make their experience better every day. Our people and their collective capability are our greatest asset and strongest brand ambassadors.

More Australians use our trusted solutions to help keep people safe, build economic value and sustain communities and development. Our solutions are trusted, compelling and easy to use. Our international influence is strong, connecting Australia to the world.

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Innovation and change are at the core of what we do. We help build new technologies, systems, and industries every day. Our solutions help solve problems and deliver products and services. We empower communities. We support traditional and new industries. Our members, contributors and staff reflect a contemporary, diverse and inclusive Australia. We contribute to community discussion and debate and are known for our insights.

Our role as Australia’s national standards body is supported by solid financial management and revenue generating business activities that support our role in the economy. Our customers and partners understand the value of our work which they use to generate greater public and private value across the economy.

Please be aware there are certain websites purporting to offer Australian Standard® brand standards for sale that are not authorised or controlled by Standards Australia Limited. People wishing to purchase Australian Standard® brand standards or any of our other publications can do so at Standards Store or from our distributors.

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The Australian National University is endowed by the nation to bring credit to Australia through the quality of its research, education and contribution to societal transformation. Our strategic planning reflects our priorities and responsibilities to the nation, the region and the world.

ANU 2025 Strategic Plan »

Environmental Management Plan 2022-2025 »

ANU Strategic Plan 2021-2025 »

ANU Corporate Plan 2023-2026 »

Strategic plan initiatives, gender equity & inclusion.

Indigenous Voice to Parliament

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Strategic plan.

Strategic Plan   2018–2022 :   Download a summarised version of the Academy's strategic plan, or read more about the plan below.

• Download the Strategic Plan 2018–2022 (PDF, 40 KB)

The vision of the Australian Academy of Science is for a scientifically informed community that embraces excellence in science and is guided by and enjoys the benefits of scientific endeavour.

The Academy provides independent, authoritative and influential scientific advice, promotes international scientific engagement, builds public awareness and understanding of science, and champions, celebrates and supports excellence in Australian science.

Influential voice

The Academy aims to be deeply influential in setting Australia’s science agenda, and to be a trusted, independent advisor on scientific matters.

We will achieve this by:

• publishing and continuously promoting a vision for Australian science
• actively engaging with key government stakeholders on science and policy matters
• developing and promoting a suite of policy position papers, discussion papers and reports drawn from the National Committees and Fellowship
• hosting a President’s Circle to grow industry reach and engagement
• seeking opportunities to develop a Science Policy Centre within the Academy.

We expect to achieve a stronger voice for science, a greater understanding of the Academy’s role in policy, and increased influence with government, industry and other sector stakeholders.

International engagement

The Academy aims to be a leader in the international science academy network.

• assisting the Australian Government to deliver its international science activities
• advocating for a strategic and comprehensive international science engagement program
• developing our international exchange programs
• providing science leadership in South-East Asia
• supporting Future Earth Australia to become an independent entity
• nominating Australian scientists to international bodies.

We expect to achieve better opportunities for Australian scientists to work with and benefit from international collaborations, and a stronger focus on science in our region.

Scientific literacy

The Academy aims to deliver innovative education programs at scale and with impact, and to enable a better-informed public that values science.

• producing high-quality, engaging and informative science content for our growing and far-reaching global online audience  
• developing and delivering our integrated school science and maths program, with ongoing funding secured
• running science events throughout Australia
• holding an annual scientific symposium on a topic of national importance.

We expect to achieve enhanced school science and maths education, with more engaged, numerate and scientifically literate students, and a greater public understanding and appreciation of science and of the Academy.

Excellence and diversity

The Academy aims to be a national leader in diversity, equity and inclusion in the science sector, and to empower the next generation of scientists.

• becoming an exemplar of diversity and inclusion in all of our programs and activities
• establishing the Science in Australia Gender Equity (SAGE) Initiative as an independent and sustainable entity
• delivering and implementing the Women in STEM Decadal Plan
• providing awards and grants to the best and brightest scientists
• working with Indigenous communities to develop an Indigenous Science Agenda
• supporting the Early- and Mid-Career Researcher (EMCR) Forum to continue representing and advocating for EMCRs.

We expect to achieve a steady shift in diversity and inclusion in STEM, and a growing voice for EMCRs.

Operational excellence

Underpinning our activities is our commitment to best practice governance, human resources, financial and business administration. Our objectives are to ensure long-term sustainability and financial viability along with the highest standards of professionalism.

© 2023 Australian Academy of Science

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Strategic Plan 2021-25

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Download COTA Australia Strategic Plan 2021-25

COTA Australia is the leading national policy development, advocacy and representation organisation seeking to achieve an equitable, just and inclusive society for Australia’s over 8 million older Australians over 50 years.

Throughout its 60+ year history a key part of COTA Australia’s success has been its strong working relationship with its national, state and individual members (especially State and Territory COTAs), and industry stakeholders. As we turn the next page in COTA’s history to once again expand our membership beyond the COTAs, it’s important to remember the successful achievements of COTA Australia and of the COTAs collectively across the country.

Strategic Priorities

Our Strategic Priorities and Objectives provide a long-term focus over the life of the Plan. They are consolidated around four key themes.

Equity and Respect

Building up respect for being an older Australian is the first step in tackling systemic and institutional inequity. We want a society where older Australians are valued for the contribution they make to the community and our country; and have equitable outcomes. We also want to challenge the broader issue of ageism and its negative impacts by reframing the images of ageing and promoting a better understanding and experience of ageing in Australia.

Older Australians are diverse and have very diverse views. We want to engage and partner with the broadest range of older Australians to amplify their voices. We have a key role to play in building the capacity, knowledge and skills of older Australians in how to engage in and influence national debates on issues that impact them.

COTA Australia is a leader in the sector and plays an influential role in policy and advocacy to Government, business, civil society and the media. We want to build on our reputation to cement COTA Australia as the ‘go to’ agency for government policy input and use COTA Australia’s growing supporter base to encourage best practice behaviour towards older Australians by corporate Australia.

Our research and policy development strength has benefited all older Australians. However, we have always focused especially on the impacts for and engagement of older Australians who may be more vulnerable and disadvantaged for one or more reasons that causes societal barriers, including to advocating for themselves. We will continue this focus.

Sustainability

Our organisation has a long history of making a difference for and advocating on behalf of older Australians. We need to make sure that we can continue to undertake this important work by building systems, processes and structures to expand our financial capacity and base so we can ensure sustainability and maximise our impact.

Our Vision, Mission & Values

Read our Vision, Mission and Values here .

Priority Arenas

COTA Australia’s Strategic Priorities intersect with Priority Arenas in the development of our Annual Plan. The Priority Arenas highlight the specific policy areas where older Australians believe we can make a difference. We engage with older Australians and through mechanisms such as our National Policy Council and other policy networks in a way that is responsive to the issues of the day.

We will particularly prioritise our work in the following arenas (in no indication of priority order):

• Housing (affordable, safe and appropriate, security of tenure, cost of living)
• Aged Care reform (consumer choice and control, transforming aged care, increased home care, dementia friendly communities)
• Digital divide (removing financial and operational barriers, enabling digital literacy, promoting inclusive strategies)
• Elder Abuse (proactive safety measures, legal framework)
• Retirement Incomes (optimising retirement incomes, ensuring strong and inclusive social security safety nets)
• Participation (mature age employment, volunteerism)
• Health (primary, mental, dental, allied and other health sectors, removing barriers to access)
• Social isolation (supporting and enabling social connection, age friendly communities).

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National body working in partnership to prevent avoidable blindness and improve vision care

• 03 9656 2020

Vision 2020 Australia

National peak body for eye health and vision care

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Vision 2020 Australia Strategic Plan 2017-2020

This Strategic Plan builds on Vision 2020 Australia’s successes over the last few years, advanced by our members and policy committees. The four foundations of Advocacy, Collaboration , Awareness and Evidence are the basis of our approach to achieving our vision to eliminate preventable blindness and vision loss and enable the full participation of people who are blind or vision impaired in the community. We will work with our members over the next three years to achieve this.

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• v2020-strategic-plan-a4-jan18-update-fa-digital-FINAL (1.52 MB)
• Strat-Plan-2017-20-rtf (24.63 KB)

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Unicef strategic plan 2022-2025, renewed ambition towards 2030.

UNICEF’s Strategic Plan, 2022–2025, reflects UNICEF’s unreserved commitment to promoting the rights of all children, everywhere, as stated in the Convention on the Rights of the Child and guided by the  Core Commitments for Children in Humanitarian Action . It comes at a crucial time when the human rights of children are under threat to a degree that has not been seen in more than a generation.

It is the first of two sequential plans towards 2030 and it represents UNICEF’s contribution to child-focused Sustainable Development Goals (SDGs) in all settings. As such, it provides a global framework for country programmes and National Committees.

The Strategic Plan will guide synchronized action towards an inclusive recovery from COVID-19, acceleration towards the achievement of the SDGs and the attainment of a society in which every child is included, without discrimination, and has agency, opportunity and their rights fulfilled. The Plan was informed by voices of children, communities, governments, UN sister agencies, private sector, civil society and other partners. It outlines key programmatic goals and a related set of result areas, change strategies and enablers, including new or accelerated approaches on topics like climate action, mental health and social protection.

To meet the ambitious goals of the Strategic Plan, UNICEF will draw on its presence in over 190 countries and territories and deep expertise and thought leadership based on field evidence, research and data. UNICEF will also use its voice and partnerships to leverage financing and other resources and expertise from national governments, the private sector and the international development community, including key United Nations partners.

Files available for download

Other publications and documents.

Strategic Plan 2022-2025 publication - English , French , Spanish

Integrated Results and Resources Framework of the UNICEF Strategic Plan, 2022–2025

Investment case for UNICEF’s Strategic Plan 2022-2025

Theory of Change, UNICEF Strategic Plan, 2022–2025

Strategic Plan 2022-2025 high-level visual representation

Engaging children and young people on UNICEF's Strategic Plan

For adolescents:  UNICEF and You: Strategic Plan 2022-2025

UNICEF will work with a broad range of stakeholders towards accelerating achievement of child-related SDGs in  five interconnected Goal Areas  [outcomes] comprising 18 Result Areas  [outputs] to ensure that, in all contexts, including humanitarian crises and fragile settings, every child, including adolescents: 

1. Survives and thrives with access to nutritious diets, quality primary health care, nurturing practices and essential supplies

Accelerators:.

• Strengthen primary health care and systems 
• Focus on deep inequalities in access to essential health and nutrition services 
• Scale up public health emergencies capacity  
• Promote child-centered food systems 
• Support a multifaceted response that supports optimal nutrition 
• Change discriminatory laws, policies and social practices 

2. Learns and acquires skills for the future

• Strengthen the emphasis on early learning 
• Improve education for marginalized adolescents 
• Focus on safe and supportive school environments  
• Strengthen links between education and other sectoral systems 
• Innovate with holistic skills acquisition and multiple learning pathways 
• Support digital learning 

3. Is protected from violence, exploitation, abuse, neglect and harmful practices

• Put greater focus on preventing violence and harmful practices 
• Support stronger and more inclusive systems 
• Address the behavioural, social, cultural and economic determinants 
• Target interventions to children at greatest risk 
• Strengthen access to response services 
• Empower families, parents and caregivers 

4. Has access to safe and equitable WASH services and supplies, and lives in a safe and sustainable climate and environment

• Strengthen WASH service delivery and WASH systems 
• Invest in safe water for children and communities in water-insecure contexts 
• Scale up WASH in schools and health facilities 
• Increase partnerships with private sector 
• Expand child-sensitive programming to address climate change and disaster risks 

5. Has access to inclusive social protection and lives free from poverty 

• Increase emphasis on inclusive programming that supports shock-responsive social protection systems 
• Strengthen links among social protection systems and other sectoral systems 
• Scale up critical elements of social protection systems 
• Support inclusive financing strategies 
• Advocate for explicit commitments to child poverty 
• Continue use of cash transfers, including in humanitarian contexts 

UNICEF, working together with a broad range of partners at the country, regional and global levels, aims to achieve impact for children by changing long-term outcomes in the five Goal Areas [outcomes] and in the five cross-cutting programme areas that are to be mainstreamed across all Goal Areas and are critical to achieving results towards the realization of children’s rights.  

A set of guiding principles underlies all UNICEF activities: human rights, humanitarian principles, gender equality, anti-racism and non-discrimination, equity and inclusion, accountability and access. Stemming from UNICEF’s mandate and human rights-based approach, they indicate the critical commitments behind how the organization works – in both its internal systems and processes and in all areas of its work for children, including programmes, advocacy, partnerships, supply and procurement, across all contexts.

The new Strategic Plan has identified  nine "Change Strategies”  that are ‘game-changing’ operational strategies that will accelerate the achievement of UNICEF’s planned results through the period of this SP. 

• Advocacy and communications
• Community engagement, social and behaviour change
• Data, research, evaluation and knowledge management
• Digital transformation
• Gender transformative programming
• Partnerships and engagement: public and private
• Risk-informed humanitarian and development nexus programming
• Systems strengthening to leave no one behind

The new Strategic Plan will also improve the internal effectiveness and efficiency of UNICEF in supporting the delivery of results and change strategies through  five “Enablers” .   

• Accelerated resource mobilization
• Agile, responsive business model
• Decentralized and empowered internal governance and oversight
• Dynamic and inclusive people and culture
• Strategic internal communication and staff engagement

Design : A more outcome-oriented plan with a 2030 vision that catalyses transformative and systemic change at the outcome level, and focuses on an intersectional approach to inequality and discrimination to address underlying drivers of discrimination and transform structures and norms. 

Scope : Stronger emphasis on upholding and safeguarding the rights of all children everywhere, being bold about recovery from COVID-19 and building back better and greener, and new areas of work including peacebuilding and integrated climate action and mental health work across goal areas. 

Acceleration : Innovative programmes and technologies at scale, stronger integration of development-humanitarian-peacebuilding nexus, renewed focus on strengthening systems, including building resilience of communities. 

Means of Implementation:  Reinvigorated partnerships and amplified resource mobilization, with UNICEF fulfilling a catalytic global role coupled with a renewed focus on local actors: from global solidarity and a well-functioning, joined-up UN system, to leveraging the private sector and working with local actors. 

Internal Enablers:  Internal shifts for better organizational impact, efficiency and effectiveness, empowered workforce and agile operating model in a rapidly changing world.

Related topics

More to explore.

Two-thirds of global goals for children’s rights and well-being off-pace to meet 2030 target - UNICEF

How flexible funding is saving lives

With generous support from partners, Global Humanitarian Thematic Funding is helping UNICEF save lives

Children bearing brunt of stalled progress on extreme poverty reduction worldwide

UNICEF Executive Director Catherine Russell's opening remarks at the second regular session of the UNICEF Executive Board

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