Challenge: A system under demand and funding pressure. New state and federal funding models, changing demographics in our cities and regions, higher consumer expectations, more regulation and increased complexity in care has led to the health systems across metropolitan, regional and rural having to re-think and act.

Opportunity: Mergers, acquisitions and new operating models; innovation in partnerships and models of care; and new approaches to workforce.

Challenge: For too long mental health and wellbeing has been limited by stigma, a focus on response and chronic underfunding. The increased discussion, recognition and critical impact of mental health and wellbeing is entering into our everyday and affecting every community from our youngest to oldest. Political shifts through long awaited reform and funding are only just a part of a needed momentum swing to re-think not only how we treat, but the role of government, organisations and community in prevention and supporting mental health and wellbeing.

Opportunity: Executing policy and reform; new funding and service models; and community advocacy for change.

Challenge: Education is in the midst of revolution. Technology and new models of teaching and learning have been accelerated through changing demand and external pressures. These changes have pushed schools to their limit, whether it be adopting technology or staffing. While data is still emerging as to the impact of these changes, the conversation is only just beginning. How do schools navigate the current and future education landscape? How does education develop and shape the workforce needs of the future? What needs to evolve in our curriculum and learning priorities from primary through to tertiary education?

Opportunity: Innovation in education and technology; New strategic thinking about the focus of teaching and learning; New workforce models and structures; and, alternative education approaches to meet future demand.

Challenge: Young people are navigating a world where work, housing, mental health and opportunity feel less secure, while many systems still expect traditional pathways to work.

Opportunity: Genuine youth voice, practical pathways, social enterprise and advocacy that helps young people shape the solutions, not just receive them.

Challenge: Disability organisations are operating in a tighter, more uncertain NDIS environment, with reform, pricing pressure and rising expectations making sustainable delivery harder.

Opportunity: Stronger partnerships, smarter service models and diversified funding that help organisations stay viable while increasing impact.

Challenge: Large-scale investment from sector review and reform (such as the Victorian Royal Commission) has led to rapid growth of small organisations, bringing with it many operating model challenges. The sector continues to see change with consolidation of peaks, and a shift to long-term focus of gender equity for many service delivery organisations. With need increasing as a by-product of COVID, advocating for and funding prevention remains challenging. 

Opportunity: Focus on intersectionality and partner with those working in adjacent but related fields.

Challenge: Arts organisations are rebuilding in a tougher environment, with rising costs, shifting audiences, tighter funding and more pressure to prove value.

Opportunity: New partnerships, digital reach, stronger community connection and experiences that make arts participation more accessible and sustainable.

Challenge: Housing across the country continues to exist in an environment of unmet need and growing demand. For too many, access to a safe and affordable home is beyond reach. The need for action and investment from government is critical, alongside policy, practice and action that can help meet the growing demand. While opportunities exist, the challenge of housing needs to be addressed beyond the single lens of a roof over head. This is about looking at the whole of a person to meet needs that can inform safe, affordable homes.

Opportunity: New housing models to meet unmet demand; blended funding bringing together government, philanthropy and corporate to address investment gaps; service models that look to holistic care to sustain long-term housing; and partnerships across community and housing sectors.

Challenge: Fundamental to so many, the traditional model of the community sports club is changing. After a challenging period during the global pandemic, the sports sector is and has a need to re-visit its core value proposition for both community and professional sports. Driven in no small part by increased competition, changing attitudes and interests, and many people wanting flexible recreational offerings rather than structured competition. Government funding is also at risk of being directed to health promotion activities other than sport.

Opportunity: Innovate sport offerings to increase flexibility; strengthen ties with government; and collaborate across states and territories to build capability and jointly solve problems.

Challenge: The conversation has moved on from reversing global warming to stopping further acceleration of the damage. The political behemoth that is influencing global behaviours and practice is enormous and unwieldy, with people-led advocacy coming up against ‘so-called’ political compromises and talk. It is an issue for our generation and many to come. It is empowering our youth and frustrating so many. The need to act local alongside global is creating a new economy, and the expectations of meaningful social and environmental practice becoming the requirement for all parts of business to survive and thrive. This issue isn’t limited to rising temperatures, it extends to livelihoods, our supply chains, our health.

Opportunity: New forms of advocacy and community engagement; new business and operating models; and innovation in supply chains and production.