Boat racing Laos - World AIDS Day. Photo: D Hoy

1. Strategic Objective:

Continue to develop and implement effective longer term needs-based programs at both the national and community levels, in areas in which the Centre has established strengths and experience, particularly:

  • HIV and STI prevention and care
  • Women and childrens health in a primary health care context
  • Strengthening health system management

 Strategic priorities:

  • Advocate and champion the integration of HIV responses into broader community health and development programs with appropriate multi and inter-sector approaches.  Share the lessons learned which demonstrate the effectiveness of this approach [or the inefficiency of the vertical approach].
  • Work to facilitate a greater sharing of information and synergy of initiatives between national level policy and programs and community level needs, issues, and programs.
  • Expand our skill base and program development scope to address continuum of care needs for HIV affected populations, including VCT services, ART, and other treatment access issues including home-based care options. Given our existing strengths in prevention programs this will enable responses across the prevention and care spectrum.
  • Maintain a geographic focus mainly addressing the health needs of the nations and communities of the Asia and Pacific regions.  However, we acknowledge the immense needs of Africa in relation to the HIV epidemic, the importance of our engagement with Mozambique, and the potential to expand our work into neighbouring African countries. Additionally the Centre will investigate appropriate ways to contribute to the post-tsunami recovery efforts in Aceh, Indonesia.
  • Seek to identify future project opportunities which align the needs of the communities with our existing strengths [see above] and our capacity to assist. Given our current portfolio load and skills profile [end 2004], immediate attention [2005/06] will be given to identifying and positioning ourselves for involvement in at least one health systems strengthening project, either at the district/province or national levels.

2. Strategic Objective:

To ensure our work is based on evidence, making use of the latest knowledge and a combination of proven and innovative approaches, including where appropriate, directly addressing key research issues to generate and expand the evidence base.

 Strategic priorities:

  • Incorporate appropriate operational research into program designs to inform and guide responses.
  • Educate and train in-country partner organisations and other implementing bodies in research methods.      
  • Initiate and become involved in appropriate stand-alone research programs [eg public health efficacy trials and qualitative studies] which will lead to greater knowledge and improved interventions for key health issues [eg prevention of PTCT of HIV, male sexuality and HIV, measles control in PNG, newborn health in resource poor settings].
  • Develop an on-going awareness and advocacy program to inform the Australian public, corporate sector, and the government about key international health issues and Australia's responsibility and capacity to assist developing nations to address these issues.
  • Advocate for improved policies, priorities and processes used by major donors (countries and organisations), UN entities, international NGOs and researchers.

3. Strategic Objective:

To strengthen the capacity of civil society and community groups in the countries where we work to achieve a sustainable response to their on-going health and development needs.  

 Strategic priorities:

  • Further develop the technical, development, and management capacity of the network of Burnet offices and national staff to identify needs, plan and design responses, establish appropriate partnerships, seek funding, and coordinate the implementation of programs.
  • Design and develop programs which engage appropriate local partner organisations and deliver those programs with a focus on capacity development and knowledge acquisition to ensure sustainability. 
  • Seek to build the broader organisational capacity [eg in planning, resource management, evaluation, etc] of partner health service delivery organisations, in appreciation that effective health improvement programs in the community environment must also address broader development issues.

4. Strategic Objective:

To maintain a culture of quality improvement and continuous learning within the Centre for International Health.

 Strategic priorities:

  • Consolidate and disseminate the lessons learned from our experiences. This will include promoting links between Burnet Country Offices, and with other health organisations, participating on advisory panels, publishing our work, attending and presenting at conferences, organising and hosting seminars, incorporating knowledge and experiences from our field work in our training programs, on-going review of relevant ethical issues, and undertaking short-term consultancies for other organizations.
  • Maintain a staff recruitment process that balances the need on the one hand to provide support to existing staff with large workloads and on the other to broaden the categories of skills within the Centre.
  • Maintain a rigorous internal and external monitoring and evaluation program for all of the Centre's activities, to help maintain quality standards and to assess effectiveness of the programs.
  • Continue to encourage and support professional development opportunities for all Centre for International Health staff.

5. Strategic Objective:

To raise awareness and continue to educate both the general public and the health and development sectors about key international public health issues

 Strategic priorities:

  • Continue to refine the delivery of training and education programs offered by the Institute to ensure relevance and quality.
  • Play a facilitation role in establishing Melbourne as a recognised focus of International Public Health, especially in relation to education at post-graduate level.
  • Develop an on-going awareness and advocacy program to inform the Australian public, corporate sector, and the government about key international health issues and Australia's responsibility and capacity to assist developing nations to address these issues.
  • Advocate for improved policies, priorities and processes used by major donors (countries and organisations), UN entities, international NGOs and researchers.

6. Strategic Objective:

To increase opportunities to access new sources of funding through the strategic development of relationships and partnerships with organisations both within and outside Australia.

 Strategic priorities:

  • Continue to contribute to the Australian aid program via becoming more proactive in informing and advising AusAID on international health issues. Also engage with other relevant departments who become involved in the Australian aid program via the 'whole of government approach'
  • Develop a greater understanding of donor priorities, expectations and relationships with staff through visiting the headquarters or relevant regional offices of major potential donors, including ADB, DFID, and NZAid.
  • Enter into consortia with Australian and non-Australian management companies and NGOs to tender for selected bilateral or loan projects that are consistent with the Centre's geographic and developmental priorities and staff skills and experience.
  • Develop relationships with selected overseas NGOs and/or academic institutions (eg, UK, US, Japan, and Nordic countries) that have shared developmental values in order to explore opportunities for projects funded by new donors.