Strategic Plan 2019–2022


During 2019, in consultation with AES members and their representative bodies, the AES Board conducted a review of the existing strategic priorities. Rather than making a radical change the Board’s view was that the current strategic domains needed some rationalisation and minor changes in emphasis. A member consultation confirmed the board’s direction and supported the suggested strategic domains and desired outcomes. Informed by the positive consultation, the board formally adopted the 2019–2022 Strategic Priorities in August 2019, and launched them at the 2019 AGM in Sydney.

Strategic advisory committees – each one with a focus on particular strategic domain – advise the Board and assist in the achievement of the strategic goals. The committees are supported by project teams, which are time limited, supervised by one or more advisory committees, and managed by the Chief Executive Officer. Wherever possible these teams will be supported by a paid project manager.

The four strategic priorities

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What we want to do


Indigenous and non-Indigenous capacity in culturally safe evaluation theory, practice and use

The work in this domain is supported by Indigenous Board members and a growing Indigenous Culture and Diversity Committee (IC&D) represented by a diversity of Indigenous peoples from Australia and South Pacific region. Our Reconciliation Action Plan provides us with clear direction and supports our commitment to Indigenous evaluation and growing capacity. We are committed to supporting emerging Indigenous evaluators through the conference support grant process and promoting excellence in Indigenous evaluation through the annual awards process.


Clear professional and career pathways

The past five years have seen an increasing focus on evaluation by government and non-government organisations alike, and as our sector grows so too does our focus on professionalisation. Our new strategy will build and expand on our existing frameworks and resources to promote excellence in evaluation practice and support professional pathways for evaluators.


Collaboration and partnerships to strengthen the field of evaluation

Positive, mutually beneficial relationships within and outside the evaluation sector have enhanced the standing of the AES and positioned it to better promote evaluation theory, practice and use. We will continue to build partnerships and alliances with a range of stakeholders, use our voice and engage in consultation and other processes to benefit members and the broader community.


An organisation meeting diverse member needs today and tomorrow

We have gone from strength to strength in terms of our financial stability and capability, with five successive years of growing both membership numbers and member funds. Harnessing these solid foundations we are committed to an agenda of transformation, to become a dynamic, future-focussed organisation.


Download the 2019–2022 Strategic Priorities*

* revised by the Board March 2021, following a mid-term review of the Strategy

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