Austrlin Futures Project

AUSTRALIAN FUTURES PROJECT

ANNUAL REPORT 2019-20: A TALE OF TWO HALVES CONTENTS

Letters...... 03

Advisory Board...... 05

Team ...... 07

AUSTRALIAN FUTURES PROJECT: MAKING THE FIRST HALF: THE FUTURE AUSTRALIA WANTS OUR WORK JUL-DEC 2019 Our country is not maximising and Parliamentary Leaders Program ...... sharing its success across current and 09 future generations. The longer this continues the worse the long-term Consulting ...... 12 prospects for Australia become. So, we are dedicated to understanding Thought Leadership...... 13 and improving how Australia makes its future.

Through rigorous analysis of what experts and the public tell us, we THE SECOND HALF: paint a clear picture of the future Australians want and track Australia’s OUR WORK JAN-JUN 2020 progress. We focus on the decision- making system not the decisions Strategy...... 15 themselves – we call this the ‘how’. And it hasn’t kept pace with a rapidly Communications...... 16 changing world...... The result has been poor outcomes Program X 17 on almost all of the big issues – these issues are the ‘what’. We believe that Recoding the Future...... 18 if we improve how we make decisions in this country it will act as a turbo- Parliamentary Leaders Program...... 19 charger for everyone focused on what those decisions need to be.

This is a big task. It requires courage, resolve and humility. Courage to The Numbers...... 20 enable difficult conversations, resolve to persist and humility to embrace the Our Supporters...... 21 reality that the best thinking can come from anywhere. Contact...... 22 We are optimistic and believe this can, and will, be achieved by 2030. Together, we can make the future Australia wants.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 02 LETTERS FROM OUR CHAIRS

Letter from the former Chair, Ivan Wheen

As I write this note to you, it is the 10th I am extremely proud of the superb efforts August 2020, at least five months into a by Ralph Aston and his excellent team new COVID-19 reality. Time has slowed in identifying issues and developing and a day feels like a week, a week is a solutions that are useful and instructive to month, and a month is now a year of old. Australians on many levels.

Our economy was slowing early in 2020 This is truly important work. and is now in recession. The health crisis has created an economic crisis and we We are in a period of rapid and profound are at a point where decisions have to be change, it’s a time to be creative, decisive made often and quickly on limited and and bold. opposing snippets of intelligence. Our I would like to thank all of our supporters, leaders require clarity, common sense, donors, my friends on the Advisory Board an ability to gather imperfect information, and our superb staff. make quick decisions and communicate effectively and compassionately. Also, I am extremely pleased to report to you that Alexandra Burt has succeeded Changes in retail, education, healthcare, me as chair of our Advisory Board. I could transport, food, communications and not ask for a more energetic, able and commercial real estate have been so wise person to help Ralph steer Australian rapid and profound that we will likely Ivan Wheen Futures Project in these challenging times. Former Chair resurface into a new world that will be quite different to the old world. I do hope that you can join us to create traction as Australia faces such critical This is a time when leadership can times, because the more of us caring galvanise a nation or a lack of leadership Australians that can put their shoulder to could pull Australia apart. This is a the wheel the better. perfect time for our leaders to step up to the challenge, be they in government or the opposition.

Similarly, for leaders in business, healthcare, first responders and education, it is a time to focus on important long-term objectives whilst solving near-term problems. Australian Futures Project is driven by the mantra of helping Australians focus on building a stronger, fairer and more open nation over the longer term. Never has our work been more relevant than it is today.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 03 LETTERS FROM OUR CHAIRS

Letter from the current Chair, Alexandra Burt

I have been guilty at times of feeling is efficient, smart and ambitious. Ralph overwhelmed by the issues facing Ashton, his extraordinary team, and the Australia in the 21st century. They are talent that surrounds them achieve all of numerous, complex, interwoven and this with a grace and efficacy that is truly challenging. They can feel heavy, weighing admirable. It is giving me, and so many us down and holding us back from doing others, the luxury of hope in this complex and being our best; holding us back from and challenging world. feeling positive about the future. My thanks go to my fellow Advisory Tackling issues individually, though noble, Board members for their time, energy and is flawed. For me, and for everyone at support and for the transition and growth Australian Futures Project, the big prize is ahead. I would particularly like to pay a tackling the totality of the future-making vote of thanks to Ivan Wheen, whose calm system. Recognising the drawbacks of and steady hand has guided Australian the current system – that it is out of date Futures Project to its current position and and serves an older paradigm – is only to its current state of readiness which, part of the work. What we also need to as you will see from Ralph’s letter, is a do is to create and enable a frictionless, pretty exciting place to be. It is humbling self-propelling eco-system that is also to be stepping into Ivan’s shoes at this self-healing when damaged and has the auspicious time. Alexandra Burt ability to evolve. Such systems are the Current Chair norm in the natural world and can be an Finally, on behalf of the entire team, I most inspiration to us now. sincerely thank our donors, partners and supporters, without whom the work we do It is important to highlight that what would not be possible. That sounds like distinguishes Australian Futures Project a common refrain, but it is, quite simply, from other organisations that seem similar true. Thank you. is its balanced focus on both research (passive) and solutions (active). To deliver effective and lasting change, we need to have expertise and strategies in both.

Coming into the Chair role in 2020, I am both honoured and proud to be working alongside the gifted minds that sit on the Advisory Board and in the team. Together, we perform alternating roles of masters and pupils as we explore, understand, and imagine better ways of making Australia’s future. The collaborative and dynamic culture that is the beating heart of the organisation is driving the necessary analysis, insight and creativity to come up with solutions. As an organisation it

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 04 ADVISORY BOARD

Alexandra Burt Co-Founder, Nigel Andrade Partner and Member of Kate Chaney Director, Innovation and The Landsmith Collection the Board of Directors, Kearney Strategy, Anglicare WA

Lisa Cotton CEO, Ideology Group Professor John Dewar Vice-Chancellor, Jono Gourlay Head of Investment, Retired from Advisory Board La Trobe University Advisory, Mutual Trust during the financial year

Alan Oakley Former Editor, News Corp Rachel Peck Principal, Peck Von Ivan Wheen Principal, Nanuk Australia and Fairfax Media Hartel Architects Asset Management Retired from Advisory Board during the financial year

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 05 LETTER FROM THE EXECUTIVE DIRECTOR

better system of politics, building more streamlining our strategy, and building the constructive bridges between politicians size and capabilities of our team. and the media, and equipping influential leaders in Australia with insights and calls As a start-up charity with no endowed to action from our research and analysis. institutional backing, funding has always been a challenge. Ironically for We continued our history of working an organisation focussed on long-term with universities by supporting UNSW’s outcomes, financial insecurity has kept Grand Challenge on trust, we ran our us focussed on week-by-week survival, most successful Parliamentary Leaders hampering our own ability to plan for the Program ever also in partnership with long term. In what I hope serves as a role UNSW, we hosted a roundtable with model for other philanthropists across politicians and journalists and editors on Australia, we were unleashed from this constructive journalism, we made our survival mentality by a forward-thinking debut on ABC TV’s Q&A program, and gesture from Alexandra and Julian Burt. we gave boardroom presentations to the Already major supporters, they also incoming partners at KMPG and the board extended a half-a-million-dollar overdraft and editorial board of The Conversation. facility to give us cashflow certainty over 2020 and 2021. Without this, we INWARD: LAYING STRONG would not have been able to get to this FOUNDATIONS FOR THE moment of clarity and transformation. But, DECADE AHEAD before you close your own chequebooks, As we began the new year, we turned our this is not a donation and we still need Ralph Ashton efforts to setting ourselves up for success your support to fund the ambitious and Executive Director over the coming decade. This included important work we have ahead of us! addressing weaknesses identified in a SWOT analysis and moving from a Thank you to Alexandra and Julian and founder-based organisation to a mature all our generous funders and in-kind organisation with responsibility and supporters, most of whom have been with The past financial year has been a tale control distributed more widely across us since the very early days. We return in of two halves, both very productive in our governance bodies and team. Please the coming financial year to an outward their own ways. During the first half, we see “The second half: Our work Jan- focus on our mission and are looking continued our outward focus following Jun 2020” for more detail. In summary, forward to continuing our partnership the success of The Perfect Candidate we refined and streamlined our overall with you over the next ten years as we during the Federal Election at the end strategy, simplified and strengthened understand and improve how Australia of last financial year. In early 2020, we how we talk about our mission and our makes its future. switched our focus inward, something work, improved our internal systems, and Finally, at the start of 2020, Ivan Wheen we had planned even before the onset expanded our team (internal team, service handed the baton to Alexandra Burt to of the coronavirus pandemic. Alongside providers, and governance bodies) with Chair our Advisory Board. Ivan has been our inward focus, we also supported our the required capabilities and capacity. a guru-like inspiration and steadying hand Parliamentary Leaders Program alumni We are now in the strongest position ever since we began the Australian Futures as they navigated their way through the since our inception nine years ago and Project nine years ago. Thank you, Ivan. I complex and challenging early stages of are ready to launch strongly into our next will miss your quiet energy and counsel. COVID-19. three-year phase.

OUTWARD: CONCRETE PROGRESS ONWARD: ENABLING A LONGER- TOWARDS OUR MISSION TERM PERSPECTIVE As you’ll see in the pages that follow, I am sure that in ten years’ time, we will our outward work focussed on major look back on the last six months as a challenges in improving how Australia transformation point for Australian Futures makes its future: understanding and Project as we made the move from a nimble, improving trust in all its variety, enabling exploratory start-up to an established more effective parliamentarians and a organisation - honouring our heritage,

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 06 TEAM

Ralph Ashton, Jessica Fuller, Steve Spurr, Executive Director Research Manager Senior Advisor Programs “Looking back over “I firmly believe that the last year, I am the challenges Australia “I joined the team in most proud of the open, has faced so far in 2020 early 2020 and have honest, and respectful culture we and over the recent decade will lead been overwhelmed by the talent, have fostered that enables difficult to a critical juncture for reforming how insights and passion of everyone on discussions about our work and how Australia makes its future. I’m excited to the team. I am very proud that we are we work, the professional development be part of the Australian Futures Project delivering insights from Australians that of everyone in the team, and that we team during this distinct time in history, we need to understand how we make a took the time to reflect, learn, and dig and I look forward to achieving big better future for all of us.” deep to lay the foundations for the things in years to come.” decade ahead.”

David Clark, Safia Rowland, Research Fellow Chloë Spackman, Program Officer Director of Programs “I feel very fortunate and Engagement “I joined the team to be part of the team right in the middle of at Australian Futures “As individuals, and as COVID-19 restrictions as Project. It was the ambition of the group a team, we don’t shy away we were all discussing what the ‘new that attracted me initially - helping to from the hard questions. We question normal’ would be. I am proud to be make the future Australia wants. But it’s our assumptions and we approach part of a team and mission focussed on the culture, the enthusiasm of the team complexity with humility, open to fostering and facilitating constructive members, the collaboration and the finding solutions in the places where conversations, considered action and opportunity to learn new things that I we may least expect it. For me, this is empowering insights to support our really enjoy.” the highlight of the Australian Futures shared future.” Project approach and why I believe we can succeed with our ambitious goals: the challenges we face require nothing Malcolm Doig, less than this mindset.” Angie Bradbury, Facilitator, Senior Advisor Parliamentary Communications Leaders Program

Paula Steyer, “I was delighted to join “The highlight for Director of Finance and the team earlier in 2020 me as a Facilitator has been the Operations and to be part of something so vital genuine non-partisan care and for the future of our country. I am very mateship that the participants have “I am proud to be a proud of our communications strategy shown for each other’s growth and part of such a talented, and to have the opportunity to lead the development as leaders. This has been passionate and insightful team who way we engage with our audiences to demonstrated through the openness share a genuine commitment to our advance the mission and help to make and collaboration they have displayed mission. Our culture encourages ideas the future Australia wants.” together regarding sharing the typical to be shared and explored and we challenges that they face in doing their don’t shy away from complexity or jobs as politicians from across the differences. Our clear strategy and bond political spectrum.” as a team enabled us to respond to the challenges that 2020 has presented.”

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 07 THE FIRST HALF OUR WORK JUL-DEC 2019 Concrete Progress Towards our Mission

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 08 PARLIAMENTARY LEADERS PROGRAM Our most successful program to date

In November 2019, Australian Futures Project delivered its most successful Parliamentary Leaders Program yet. Fully subscribed with 20 parliamentarians from five Australian States (our largest cohort to date), participants gathered in Sydney for two and a half days of intensive learning, discussion and development. This course was hosted by our new university partner, The University of New South Wales, and was delivered in partnership with Corporate Evolution, a world leader in values-based culture and leadership consulting.

Patronised by the President of the Liberal Party of Australia, the Hon Nick Greiner AC and the President of the Australian Labor Party, the Hon Wayne Swan MP, the Parliamentary Leaders Program is Australia’s only program dedicated to transforming the capabilities of the nation’s politicians. The program is made possible with support from La Trobe University, The University of New South Wales and Jibb Foundation.

“The Australian Futures Project gave me a meaningful insight into my perceptions of myself, my role, my relationships, and provided a framework for expanding my capacity and the capacity of our parliament”

– Liesl Tesch MP, Labor, NSW.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 09 2019 STATE PROGRAM

PARTY BREAKDOWN STATE BREAKDOWN 7 Liberal 2

1 13 6 Labor 2 2 Liberal 2 National

2 Independents 10 Male

1 Shooters, Fishers 10 1 Female and Farmers 1 Nationals Greens GENDER BREAKDOWN

GUEST SPEAKERS – UNSW President and Vice Chancellor SYSTEMS IMPACT Professor Ian Jacobs The long-term goal of the Parliamentary Leaders Program is to catalyse transformative shifts to the system. The 2019-20 financial year saw significant advancements for – UNSW Chancellor David Gonski AC which we can claim contribution. Some of the key outcomes include: – Australian Ambassador to the – Bringing to light the shared values of – Inspiring innovative work on behalf United States and former Senator parliamentarians with regards to their of the Speaker’s office in NSW Arthur Sinodinos AO desires for systems change Parliament to develop a culture – Former Senator Stephen Loosley AM and schedule of professional – Introduction of a $1500pa Skills development for members – UNSW Dean of Science Development Allowance for Professor Emma Johnston AO members of NSW Parliament – Cross-party groups of parliamentarians meeting socially, – Normalising the need and benefit both intentionally and openly MEDIA COVERAGE of professional development for We attracted significant media members of parliament – Building an alumni community attention including Steve Price approaching 10% of all sitting interviewing Arthur Sinodinos about – Enabling the development of an eco- parliamentarians across all the program on 2GB and online, with system for professional development jurisdictions including 10% of NSW Patrick Durkin writing an article based and easing the entry of other players and WA parliaments on his conversation with Sinodinos for the Australian Financial Review.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 10 PARLIAMENTARY LEADERS PROGRAM

PARTICIPANT TESTIMONIALS

“Australian Futures Project will open your eyes to your own PROGRAM values and behaviours. The program allows open, honest and OUTCOMES free discussion on topics that may be preventing you be the leader you are. Leadership is not just a title, and not just a given - so you need to focus on yourself sometimes.” 100% – Brad Battin MP, Liberal, VIC. of participants said they would recommend the “This is a ‘must do’ for aspiring political leaders and a ‘must course to other politicians have’ for the future of our country.” – Dr Joe McGirr MP, Independent, NSW.

“I’ve always had the powerful qualities required to deliver the 100% change I want to see, I just needed it unpacked, explained, of participants said the documented, conferred and re-packed into something course improved their useable.” ability to govern – Anonymous, Federal.

“This course delivers a fresh approach to intractable issues, with genuinely insightful outcomes from both the course 90% content and the contributions of other MPs.” of participants rated – David Shoebridge MLC, Greens, NSW. the overall value of the course as 8/10 or higher “Time to focus on what is working within us as people, and within the system we work in, which can either enhance or FOUNDATION hinder good decision making. Was amazing!” – MP, Labor, NSW. PROGRAM PARTNERS FOUNDATION “The program provides a valuable opportunity to reflect DELIVERY PARTNERS upon those values that underpin our behaviour and often hold us back from being the leaders we could be in our FOUNDATION communities.” UNIVERSITY PARTNERS – Tony Piccolo MP, Labor, SA.

“The program challenges you to review your values and integrity.” – Sue Hickey MP, Liberal, TAS.

“This is a very insightful, practical and valuable leadership course that will add significantly to any politician’s ability to be the leader they want to be.” – MP, Labor, NSW.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 11 CONSULTING

TRUST GRAND CHALLENGE The UNSW Grand Challenges Program, which leads interdisciplinary research, outreach and leadership around some of the most important issues facing our future, engaged the Australian Futures Project in late 2019 to facilitate an engagement process to help scope and refine a challenge around the topic of trust that was relevant and of interest to the university community.

Executive Director Ralph Ashton and Research Manager Jess Fuller conducted interviews with 21 leading academics representing multiple disciplines across UNSW. The findings from the interviews were shared with the UNSW community and used as the basis of a half-day workshop hosted by Australian Futures Project to help further refine the challenge, build a platform for university-wide involvement, and consider the way the Trust Grand Challenge would be led.

The process resulted in the Trust Grand Challenge focussing on three of the key themes highlighted in the work we conducted: trust in experts, institutions and data.

LINK TO ARTICLE

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 12 THOUGHT LEADERSHIP

ABC TV’S Q&A The broader Meridian 180 initiative BOARD ROOM develops strategies for crisis preparedness A big coup for Australian Futures Project from an interdisciplinary perspective PRESENTATIONS was being approached to join the ABC’s through multilingual exchange, working Executive Director Ralph Ashton was Q&A television panel, “Future Alert” to cross the divide between the academy, approached by the CEO and Editor of to discuss whether governments are industry, and the public sector. Their The Conversation to deliver a guest talk capable of addressing future threats to methodology is to assemble a unique to the board of directors and editorial human survival. global group of creative thinkers, build board of The Conversation for their board strategy day. Director of Programs Chloë Spackman relationships among them, and develop adaptive solutions that can mitigate the joined John Hewson, Former Leader Ralph also ran three 90-minute sessions impact of future challenges. In 2018 of the Liberal Party; Veena Sahajwalla, for KMPG’s new partners including a Meridian 180 was launched at UNSW as its Inventor and Director, Centre for presentation on how to take a strategic first southern hemisphere base. Sustainable Materials Research and perspective in the 21st century and an Technology; Julian Cribb, Science Writer exercise to engage the partners in their and Journalist; Jordan Nguyen, Engineer, CONSTRUCTIVE role in creating a well-functioning future- Futurist, and Broadcaster; and Guest JOURNALISM making system in Australia. Host, Annabel Crabb in October 2019. ROUNDTABLE In March 2020 the Australian Futures THE MANDARIN LINK TO TELEVISED EVENT Project team took part in a day focussed In March 2020, Director of Programs on Constructive Journalism centred Chloë Spackman’s article on the around the work of Ulrik Haagerup, Parliamentary Leaders Program, “How MERIDIAN 180 founder of Denmark’s Constructive values-based leadership can help fix our MASTERCLASS IN Institute. The day was hosted at PWC by broken political system” was selected as COLLABORATION the Judith Nielsen Institute, the ABC and Editors’ Pick in The Mandarin. Our Director of Programs, Chloë Australian Associated Press (AAP). Spackman, was approached by UNSW’s In the afternoon, Executive Director LINK TO ARTICLE Meridian 180 branch to join UNSW’s Prof Ralph Ashton ran a solutions-focussed Dorrotya Fabian and Prof Ben Newell workshop on how politics and the as a speaker for their Collaboration media can work to deliver better Masterclass focused on temporality, long-term outcomes for Australia. time and rhythm in November 2019. The Workshop attendees were a mix of masterclass was delivered on UNSW politicians, journalists and other relevant campus to a mixed audience of academic stakeholders. The workshop generated and professional staff as well as members a lot of interesting discussion and ideas of the wider UNSW community. and facilitated a much needed (and rarely occurring) conversation between LINK TO MASTERCLASS politicians and journalists.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 13 THE SECOND HALF OUR WORK JAN-JUN 2020 Laying Strong Foundations for the Decade Ahead

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 14 STRATEGY

In mid-2021, Australian Futures Project will celebrate its tenth birthday. As we began 2020, we looked ahead to the next decade and invested in setting ourselves up for long-term success.

The entry point was creating a clear and detailed communications strategy, which has been one of our biggest challenges over the years. This required answering difficult questions about our overall strategy. We are proud of the work we did as a team, pushing through periods of frustration to go from “good enough” to “transformational”. The result has been our most coherent and streamlined strategy since we began in 2011. This has fed into new communications materials and the launch of a new approach to external communications including establishing our blog.

We are proud of the work we did as a team, pushing through periods of frustration to go from “good enough” to “transformational”.

We identified the need for three new officer level roles to support our research, we have created. That doesn’t happen including internal communications, project programs, and communications as by chance, so alongside our strategy management, file management, and well as two new senior advisor roles to work, we revisited everything about our stakeholder relationship management. provide deep expertise and professional culture. We implemented new approaches This has served us well as we moved to development opportunities to the team to teamwork, leadership, internal remote working due to COVID-19. overall. We welcomed Safia Rowland as our communication, and external stakeholder new Program Officer and began recruitment management, we clarified roles and The final building block of this internal for the other two officer roles, to be filled responsibilities, we addressed key person work has been updating our governance in late July. Angie Bradbury and Steven risk, and we updated titles to reflect the arrangements, and we have begun steps Spurr joined our team on a consultancy changes. This required difficult, open, that will culminate in the spring of 2020. basis, each bringing over two decades of and honest conversations to uncover the Under our new Chair, Alexandra Burt, experience to our communications strategy good and the not-so-good. Again, we all current members of our Advisory work. They are continuing those roles as we are proud that as a team we have those Board are becoming Directors of the implement our new strategy. Rounding out conversations and work through ambiguity Board of Australian Futures Project. To our senior appointments, David Clark joined to get to a better shared understanding complement our team and Board, we our team as a Research Fellow, bringing and then take the requisite action. are establishing a high-calibre Research over two decades of experience in the Committee to advise us on our research. private sector. In response to our new strategy and desired culture as well as to underpin When we reflect as a team on working our team growing from four in 2019 to at Australian Futures Project, one of the ten by mid-2020, we also invested time recurrent themes is the attractive culture and effort in updating all our systems,

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 15 COMMUNICATIONS

In the first six months of 2020, how we communicate our message and build awareness and engagement with our audience, was a key strategic focus.

Australian Futures Project’s mission is complex and for many Australians, understanding about how the country makes decisions on the major issues is not clear. MANIFESTO Our country is not maximising We embarked on creating a communications strategy that ultimately led to a refocus and sharing its success across on the organisation’s vision, mission and purpose, and to the creation of our manifesto current and future generations. (see opposite) which is the rallying cry to mobilise our society to address the critical The longer this continues the issue of how Australia makes its future. worse the long-term prospects for Australia become. So we are The resultant implementation plan has a strong focus on external communications and dedicated to understanding and engagement to build our audience, not just with the most influential leaders in our society, improving how Australia makes but at the grassroots of our society from where the impetus for systemic change must come. its future.

Effective, regular communications is a key pillar of our future direction to grow the Through rigorous analysis of organisation’s profile and influence and capture the momentum we create from core what experts and the public tell program activity during the year. us, we paint a clear picture of the future Australians want and track Australia’s progress. We focus on the decision-making system UNDERSTAND IMPROVE not the decisions themselves – we call this the ‘how’. And it PROGRAM X (WORKING TITLE) THOUGHT hasn’t kept pace with a rapidly UPDATED ANNUALLY LEADERSHIP changing world. – Set the agenda on – Distil our view of the The result has been poor improving how Australia future Australians want outcomes on almost all of the makes its future by based on what the big issues – these issues are building Australians’ Australian public and the ‘what’. We believe that if we understanding about experts say improve how we make decisions what’s happening, what’s – Assess how well Australia in this country it will act as a at stake, and what’s is progressing towards turbo-charger for everyone possible that future focused on what those decisions PARLIAMENTARY need to be. RECODING THE INFORMS LEADERS PROGRAM FUTURE This is a big task. It requires UPDATED EVERY THREE YEARS – Create projects and courage, resolve and humility. products that improve Courage to enable difficult – Distil a consensus how Australia makes conversations, resolve to persist understanding of how its future and humility to embrace the Australia makes its future reality that the best thinking can – Identify, describe, and CONSULTING AND come from anywhere. prioritise opportunities COLLABORATIONS at a system level to – Inspire, encourage, and We are optimistic and believe improve how Australia support others to take this can, and will, be achieved makes its future steps that improve how by 2030. – Assess progress on Australia makes its future those opportunities Together, we can make the future Australia wants.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 16 PROGRAM X

Understanding what Australians want for their future is vital if we want to improve how Australia makes its future. However, most current studies examining what Australians want focus on objective datasets and miss the voice of Australians. While other studies such as ad-hoc polling tend to be focussed on both recent and historical experience rather than a look at the future. There is no clear picture of Australians’ values and aspirations (for themselves and their country), how they would like Australia to make its future, and how much influence they feel they have. And, there is no way to consistently track change over time.

To ensure that we resolve this problem, we must recognise that this missing information is a critical gap in the future- making system. Without it, it is impossible to cut through the media echo chambers and focus the national conversation on the issues that matter. To hold leaders accountable for the future they are creating on behalf of all Australians. To fact-check powerful voices claiming to speak on behalf of Australians at large. To empower Australians to influence the future. To assess how well Australia’s future-making system is working. To know where to focus extra effort to improve progress. Or to know when to celebrate success.

We need to understand what Australians want for their future and that means we need to hear from the public. This is why we focussed The COVID-19 pandemic techniques, ask respondents to the first half of 2020 on developing has created a media and both reflect and deepen their Program X to be launched early in the societal conversation that is initial reactions to create a clearer next financial year, to listen to Australians not only pushing for positive change understanding of the meaning but also hankering for a return to behind their responses. This and track progress towards the future the the status quo. This creates an means we will deploy a variety nation wants. interesting opportunity for research of questioning approaches in as these dynamics are clearly in qualitative and quantitative Undertaking this work will help us build tension yet anchored in the same settings and work with deliberative on, and supplement, the regular studies universal event, where positive processes. Deliberative processes that measure recent historical progress and potentially negative change focus on presenting information to on specific social, economic, and is top-of-mind. To ensure that we representative populations in focus environmental criteria set by experts. capitalise on this moment we will group settings to help understand (i) employ several methodological the complexity that lies underneath techniques. Doing so allows us responses and (ii) if having access to understand initial answers but to more information changes initial also, through different research responses.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 17 RECODING THE FUTURE Program is now ready for take off…

We are excited to be officially commencing one of our most ambitious programs to date – Recoding the Future.

The first half of 2020 was used to develop this program, along with Program X, early RAW in the 2020-21 financial year. However, DATA in many ways this is a program that has been at least nine years in the making. Embracing systems thinking and action Inpu t fr research, we’re applying everything Exp om nd er L we’ve learnt to date to help facilitate a ts e is , P a is s u d stakeholders to work together to first s e b e ly h l r t ic s understand, then improve how Australia a n , DISCUSSION n y makes its future. PAPER A S

Since Australian Futures Project was founded in 2011, we’ve spent a lot LOOP of time examining, experimenting and engaging with a diverse array of LITERATURE stakeholders from across the system C h REVIEW c S o r to understand how Australia’s future- e ll a n a e s b s making system is functioning. Our work e or e -m at R has uncovered widespread agreement a ive kin across virtually the entire system – that g the way Australia is making its future is not working.

Younger generations of Australians FINAL REPORT are currently facing an increasingly disproportionate environmental, economic and social burden. There is an increasing shared concern from all sectors and sides Our vision is that by 2023 Recoding the us, and we are therefore applying a of politics around diminishing outcomes Future will: continually open mindset to how we for today’s generation and beyond. approach Recoding the Future. Therefore, 1. Create a shared understanding of given the complexity of this issue, a Silos, broken incentive structures, failed Australia’s future-making system continually evolving global and domestic accountability mechanisms and a perceived context and the importance of not 2. Identify and prioritise the most lack of agency even among some of our jumping to solutions too quickly, Recoding impactful levers and people to improve most powerful leaders are just some of the the Future takes an iterative approach of the system ingredients that have contributed to a poor three ‘loops’ across three years. We call future-making recipe in Australia. 3. Unearth solutions and produce this the ‘Three Loop Approach’. implementation plans for the three Overcoming these issues is a big Each loop is centred on gathering input most promising ideas challenge. However, as Australia’s only from experts, leaders, and the public non-partisan, non-profit organisation By 2030, we envision that three through qualitative and quantitative committed to understanding and catalytic solutions will be implemented research methods and closes with a improving how Australia makes its future, by us or others. In order to achieve workshop to collaboratively make sense we know there is more than enough these ambitious goals, we are taking a of the inputs and feed into a final report resource and know-how available to purposefully slow and iterative approach published by the Australian Futures ensure that our nation can flourish today that allows for maximum flexibility and Project. The Three Loop Approach and into the future. rigour. We want the research to surprise enables rigour, flexibility and adaptability.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 18 PARLIAMENTARY LEADERS PROGRAM Innovating with our alumni community

In light of COVID-19 and the restriction completion of their two-day course. For “Touching base with my measures each state put in place, the three months post-course, we offered planned State and Federal Parliamentary alumni of our 2019 State Program monthly, colleagues on a regular Leaders Programs were postponed two-hour coaching sessions and an until late 2020/early 2021. The State accompanying values journal. basis across the country Program, originally planned for May, and across the chamber has been re-scheduled for November. Experience in previous courses and The Federal Program, originally planned feedback from participants demonstrates has given me calmer for June, is soon to have new dates that the most effective way to embed confirmed. Importantly, we are creating an learning and hold people accountable to the more focused outlook alternative online delivery option so that decisions they make during the course is to on what we do in these we can continue to offer the leadership offer them this continuing, complementary development opportunities regardless of support structure. Feedback from the challenging times. This is participants supports this. any ongoing physical restrictions. a way of checking in on This emerged as the perfect moment to your own vulnerabilities innovate on our offerings and focus on “A valuable chance to get your bearings expanding our work with program alumni. as a leader in the storms of uncertainty and values. We are all we and our communities are facing” – Dr Joe McGirr MP, Independent, NSW just human” LEADERSHIP HELPLINE With the advent of COVID-19 and the – MP, Liberal, NSW. onset of “unprecedented times” it “I highly recommend checking in with was clear politicians, including our some talented leadership support program alumni, were navigating a very structures that are available to us right challenging time for their leadership. now! We are all dealing with some pretty “The Zoom sessions have been an In response, Australian Futures Project new challenges at the moment, and I important means of re-centring thoughts, opened COVID-19 Alumni Support absolutely appreciate the Zoom meeting continuing to frame thinking around Sessions – one-hour online group at this time. It helped me to calm down, values and leadership. This has been coaching calls available to anyone who get ‘on the balcony’ (amongst friends), invaluable in face of the uncertainty and had participated in our Parliamentary and provided support to allow me to be concern that confront all of us with the Leaders Program. In the early days of the leader I want to be. Thank you” COVID crisis” the pandemic we scheduled two weekly – MP, Labor, NSW – MP, Liberal, NSW leadership helpline sessions, transitioning to one a week until the end of May.

The helpline sessions provided valuable ONLINE COURSE OFFERING space for reflection, for sharing in a non- With the planned State and Federal programs postponed, there was a need partisan way with colleagues from across to provide something for those poised to participate as well as any other the political spectrum and for supporting interested prospects. In May, we launched a new two-hour course delivered our political leaders to reconnect with online: A Practical Introduction to Values-Based Leadership. their core values and be calm, effective and focused on what they can control, and This two-hour introduction to values-based leadership gives participants a new more importantly, how they can lead with perspective and understanding on their core personal values, introduces them their values during these challenging times. to a whole-system approach to cultural transformation and teaches leadership skills, tools and mindsets that they can immediately put into practice, ALUMNI VALUES particularly during a time of crisis. COACHING MP, Labor, NSW, participated in the inaugural course and said: “I The leadership helpline was augmented would encourage all MPs to participate in this program. I know you will find it very by our inaugural monthly Values Coaching different to anything you’ve undertaken before and it is an eye and mind opener”. sessions offered to all participants upon

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 19 THE NUMBERS

INCOME BREAKDOWN 8% Other

19% Earned Income

45% Donors

14% Jibb Foundation

14% La Trobe University

EXPENSES BREAKDOWN

DONORS BREAKDOWN

6% <$10k 16% 11% $10k+ $25k+ 74% Team

67% $50k+

2% Travel 14% 10% Program Specific Program Specific

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 20 OUR

SUPPORTERS FOUNDATION

We can’t make the future Australia wants on our own. It is in large part due to our supporters that we have been able to take action to ensure AustraliaFOUNDATION maximises and shares its success across current and future generations.

FOUNDING ACADEMIC PARTNER MAJOR PROGRAM SUPPORTER

FOUNDATION

DONORS

$50,000+

Gourlay Charitable Trust Reef Shark Foundation Matthew Stubbs Wright Burt Foundation

$25,000+

Sunshine Foundation

$10,000+

Wheen Family Foundation Emma and Angus White Whitehawk Advisors The University of Western Australia

$1k+

Nigel Andrade Stephen Cake Comhar Foundation Schudmak Family Foundation Elina and Andrew Wilson

MAJOR PRO BONO SUPPORTERS

Bradbury & Co David Clark Corporate Evolution Corrs Chambers Westgarth Steve Spurr at Spurcoe Nexia Australia and New Zealand The University of New South Wales

The Australian Futures Project is a tax-exempt, non-profit company limited by guarantee and is registered as a charity with the Australian Charities and Not-for-profits Commission. Donations can be made via La Trobe University and are fully tax-deductible.

AUSTRALIAN FUTURES PROJECT ANNUAL REPORT 2019/20 | 21 For further information please contact: Ralph Ashton Executive Director [email protected] +61 417 275 471

Chloë Spackman Director of Programs and Engagement [email protected] +61 421 514 366 australianfutures.org

Austrlin Futures Project