Corporate plan 2020/21 to 2023/24: Text descriptions
AIFS' values & behaviours
Champions of our work and of each other
We want everyone's boat to rise: we take collective pride in each other's work and success
Excellent for impact
We are committed to producing excellent work that makes a difference for families
Fearless and curious explorers
We value experimentation, creativity and ongoing learning
Honest and respectful conversations
We are authentic and have honest conversations, including the tough ones
Seeing the lighter side
We value collegiality, humour and fun
Figure 1: AIFS relationships
- Department of Social Services
- Minister for Social Services
- Researchers and academics
- Practitioners
- Australian, state, local governments
- Policy makers
- International governments
- Research advisory groups
- Service providers
- Ethics committee
- Families
- Risk assessment and audit committee
Table 1: AIFS’ strategic pillars and what we do
Our purpose: To create and communicate knowledge that accelerates positive outcomes for children and families
What we do:
Pillar 1: Create
Research and advice in the design, implementation and evaluation of policy and practice
- Research and evaluation
- Data linkage
- Policy advice
- Knowledge translation
Pillar 2: Communicate
Resources and education for policy, practice, research and the community
- Policy advice
- Knowledge translation
- Capacity building
Pillar 3: Connect and collaborate
Bring policy makers, service providers and researchers together
- Knowledge translation
- Capacity building
Pillar4: Activate
Sustainability as a research institute
- Culture and capability building
Families Framework
What do FAMILIES do?
- FAMILIES care for and support each other
- FAMILIES are part of communities and the economy
- FAMILIES raise children
Life stages and transitions
- Childhood
- Adolescence & early adulthood
- Family formation
- Ageing
- Life events
- Disability
Family relationships
- Parents & children
- Couples
- Step families
- Indigenous families
- Culturally diverse families
- Same–sex parented families
Social& economic participation
- Finances & poverty
- Income support
- Housing & location
- Education
- Paid & unpaid work
- Child care & preschool
- Services for families
Challenges for families
- Violence
- Child abuse & neglect
- Mental ill–health
- Gambling
- Drugs & alcohol
- Care for family members
- Conflict & relationship breakdown
External trends
- Social, Cultural
- Technological
- Economic
- Environmental
Families Framework Tree
A Families Framework tree diagram.
What do families do?
- Raise children
- Care for and support each other
- Are part of communities and the economy
What helps or hinders families do it better?
- Legislation
- Service systems
- Policies
- Relationships & community
Figure 2: AIFS Strategic Planning Framework
Strategic
Families Framework
Our understanding of families, their role, and what supports them
Impact pathways
How our work achieves impact
Strategic directions
Long-term goals and yearly initiatives
Operational
Capability assessment & planning
People, systems, processes capability requirements
Strategic initiatives (planning)
Project Discovery Business Case endorsement
Strategic initiatives (implementation)
Project sponsorship and governance
Internal monitoring & reporting
Quarterly reporting Biannual review
PERFORMANCE MEASUREMENT AND REPORTING FRAMEWORK
GOVERNANCE AND MANAGEMENT FRAMEWORK
AIFS VALUES
Four organisational pillars
Pillar 1: Create knowledge by generating high quality, impartial research relating to the wellbeing of families in Australia
Pillar 2: Communicate knowledge by disseminating research and resources through multiple channels to target audiences
Pillar 3: Connect and collaborate with policy, practice and research communities to strengthen capability and enable evidence-informed action that improves outcomes for children, families and their communities
Pillar4: Activate our future sustainability by building an organisational culture of excellence, impact and effective operations and governance
Strategic goals headers
- National research leadership:
- Leading source of relevant, timely and accessible knowledge and resources:
- Influence national conversations about family wellbeing:
- Sustainability as an independent research institute:
Figure 3: AIFS' Strategic Pillars and Goals
Our purpose: Create and communicate knowledge that accelerates positive outcomes for children and families
AIFS' GOALS
- National research leadership: Recognised as the premier research organisation investigating factors affecting wellbeing of children and families. Government and non-government sectors engage us to undertake research and provide advice to inform policy, practice and program development.
- Leading source of relevant, timely and accessible knowledge and resources: The leading source of accessible, timely and relevant resources to support the work of policy and practice, and to inform the broader community. Our resources inform national discussion about family and wellbeing.
- Influence national conversations about family wellbeing: A recognised thought leader in accelerating positive outcomes for children, families and communities.
- Sustainability as an independent research institute: Operationally efficient and financially sustainable. We maintain a sustainable program of research that enables us to achieve our purpose. We are an organisation of choice for people who want to make a difference.
STRATEGIC INITIATIVES
PILLARS
Pillar 1: Create knowledge by generating high quality, impartial research relating to the wellbeing of families in Australia
Pillar 2: Communicate knowledge by disseminating research and resources through multiple channels to target audiences
Pillar 3: Connect and collaborate with policy, practice and research communities to strengthen capability and enable evidence-informed action that improves outcomes for children, families and their communities
Pillar 4: Activate our future sustainability by building an organisational culture of excellence, impact and effective operations and governance
Figure 4: AIFS Strategic Initiatives 2019/20
Our purpose: Create and communicate knowledge that accelerates positive outcomes for children and families
AIFS' GOALS
- National research leadership
- Leading source of relevant, timely and accessible knowledge and resources
- Influence national conversations about family wellbeing
- Sustainability as an independent research institute
STRATEGIC INITIATIVES FOR 2020/21
- Develop AIFS Strategic Directions 2021–26.
- Implement multiple waves of the Families in Australia Survey.
- Deliver the AIFS Conference.
- Implement a knowledge translation capability-building program.
- Redesign our website.
- Implement the Doing My Best Work Performance Development Program.
PILLARS
Pillar 1: Create knowledge
Pillar 2: Communicate knowledge
Pillar 3: Connect & collaborate
Pillar 4: Activate
Figure 5: AIFS’ Pathway to Impact
IMPACT ON FAMILIES
Laws, policies, systems, services and practices support the wellbeing of children and families
IMPACT ON BENEFICIARIES
Governments and services use AIFS’ research to design effective policies and programs for children and families
BENEFITS: THE VALUE AIFS PROVIDES
- Better understanding of issues
- Potential policy solutions to consider
- Enhanced capacity to use research
- Trusted research partner
- Access to relevant research
- Evidence to support service development
- Evaluation capacity building
BENEFICIARIES: WHO BENEFITS FROM OUR WORK?
Policy makers and Government
Service sector
PURPOSE: WHY WE EXIST
To create and communicate knowledge that accelerates positive outcomes for children, families and their communities.
GOALS: OUR LONG-TERM AIMS
- National research leadership.
- Leading source of relevant, timely and accessible knowledge and resources.
- Influence national conversations about family wellbeing.
- Sustainability as an independent research institute.
STRATEGIC INITIATIVES
PILLARS: WHAT WE DO
Pillar 1: Create knowledge
Pillar 2: Communicate knowledge
Pillar 3: Connect and collaborate
Pillar 4: Activate
Figure 6: Performance measurement framework
| Impact Pathway | Right people, skills, processes and systems | High quality research and advice; timely relevant resources and tools | Research leadership; leading source of information influencing conversations | AIFS’ research used to design effective policies, services and programs | Laws, policies, systems, services support child and family wellbeing | |||||
|---|---|---|---|---|---|---|---|---|---|---|
| Goals | ACTIVATE; CREATE; COMMUNICATE; COLLABORATE | |||||||||
| Inputs | What we do (activities) | What we produce (outputs) | Outcomes | Impacts for beneficiaries | ||||||
| Goal 1: National research leadership | Staff
Operating revenue
Capital and technical assets
|
Undertake research and evaluation to:
|
Robust, credible research on issues facing Australian families
|
End users seek out AIFS’ research, resources and expertise
|
Better understanding among stakeholders about issues facing Australian families
|
|||||
| Goal 2: Leading sources of credible, timely, relevant information | Create resources and information for policy, practice, research and the public. Disseminate research and resources. Provide expertise and advice to policy and practice sectors. Build relationships and collaborations. Facilitate discussion across policy, service and research sectors. Build capacity of policy and practice to access and use research evidence. | Access to high quality research and information
|
Improved capacity of stakeholders to use research to inform policy and service design
|
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End users and stakeholders find AIFS’ research and resources relevant to their work
|
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| Goal 3: Influencing national conversations | Platforms and opportunities for cross-sector dialogue and collaboration
|
Deeper insight into outcomes and impacts of policy and service design on children and families
|
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| Strategic planning, implementation and monitoring. Organisational culture development. Business improvement. Workforce development. Financial monitoring and forecasting. Risk management. | Organisational capability enables AIFS to achieve impact
|
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| Goal 4: Sustainability as an independent institute | Practices, processes and culture that ensure sustainability
|
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| Subprogram area strategies, impacts, pathways and measures | ||||||||||
Figure 7: Performance measures 2019/20–2022/23
What we produce (outputs)
| Prev | Current | |
|---|---|---|
| 18/19 | 19/20 | |
| Projects (total) | 33 | 31 |
| Commissioned | 29 | 27 |
| Commissioning bodies | 21 | 14 |
| Prev | Current | |
|---|---|---|
| 18/19 | 19/20 | |
| Publications and products released | 66 | 58 |
| External presentations | 68 | 55 |
| AIFS webinars | 14 | 18 |
| Prev | Current | |
|---|---|---|
| 18/19 | 19/20 | |
| AIFS events | 5 | 1a |
| Event attendees | 1237 | 70a |
| Partnerships | 33 | 24 |
| Advisory group representation | Not reported | 39 |
| Prev | Current | |
|---|---|---|
| 18/19 | 19/20 | |
| Learning and development sessions | 7 | 17 |
| Wellbeing sessions | 9 | 7 |
| APS new starter induction training | 8 | 9 |
Outcomes
| Prev | Actual | Targets | ||||
|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| AIFS e-News subscribers | 24137 | 31840 | ≥19/20 | TBD | TBD | TBD |
| Webpage viewsb | 4.2M | 3.4M | ≥19/20 | TBD | TBD | TBD |
| Webinar attendees | 8930 | 11447 | ≥19/20 | TBD | TBD | TBD |
| Media citations | 4255 | 3661 | ≥19/20 | TBD | TBD | TBD |
| Media comments sought (unsolicited) | N/A | 107 | ≥19/20 | TBD | TBD | TBD |
| Stakeholder Survey – frequency of engagement | N/A | Pending | ≥19/20 | TBD | TBD | TBD |
| Prev | Target | Actual | Targets | ||||
|---|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| Stakeholder Survey | |||||||
| AIFS resources are easy to find | 80% | ≥80% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| AIFS resources are accessible and easy to understand | 89% | ≥89% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Whether used AIFS resources | 74% | ≥74% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Case studiesc | 0 | 1 | 1 | 1 | 1 | 1 | 1 |
| Prev | Target | Actual | Targets | ||||
|---|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| Employee Census scoresd | |||||||
| Staff engagement | 77% | ≥ 75% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Staff wellbeing | 78% | ≥ 75% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Innovation | 72% | ≥ 70% | N/Ae | ≥ 18/19 | TBD | TBD | TBD |
| Case studies | 0 | 1 | 2 | 1 | 1 | 1 | 1 |
Impacts
| Prev | Target | Actual | Targets | ||||
|---|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| Stakeholder Survey | |||||||
| AIFS resources expand my knowledge | 72% | ≥72% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Case studies | 0 | 1 | 1 | 1 | 1 | 1 | 1 |
| Prev | Target | Actual | Targets | ||||
|---|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| Stakeholder Survey | |||||||
| Incorporate new ideas into work practice | 58% | ≥58% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Used to make evidence-based decisions | 60% | ≥60% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Case studies | 0 | 1 | 1 | 1 | 1 | 1 | 1 |
| Prev | Target | Actual | Targets | ||||
|---|---|---|---|---|---|---|---|
| 18/19 | 19/20 | 19/20 | 20/21 | 21/22 | 22/23 | 23/24 | |
| Stakeholder Survey | |||||||
| Debate and discuss different options for action | 60% | ≥60% | Pending | ≥ 19/20 | TBD | TBD | TBD |
| Case studies | 0 | 1 | 1 | 1 | 1 | 1 | 1 |
NOTES
- AIFS cancelled multiple events in 2019/20 due to COVID-19, and postponed the AIFS 2020 Conference until 2021.
- Prior to 2019/20, most AIFS publications spanned more than one webpage. To read a publication a user had to click through multiple pages. In 2019/20, to improve the user experience, publications were converted from a multi‑page to a single-page format. The resulting decline in page views is due to that conversion, not to fewer publications being viewed.
- Case studies for outcomes and impacts will appear in AIFS’ 2019/20 Annual Report.
- The APS Census is held in May each year. Due to COVID-19 it has been postponed to October, hence there are no data available for the 2019/20 actuals.
- Innovation will not be asked in the next Employee Census.
Staff recommending AIFS as a good place to work
2016 – 36%
2017 – 64%
2018 – 81%
2019 – 85%
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