CEO’s report
Dr Zoran Bolevich
As chief executive officer of the Australian Institute of Health and Welfare (AIHW), I am pleased to present this report for the 2024–25 financial year. This year has been one of strategic renewal, operational maturity and strengthened partnerships. It has also been a year of significant progress in delivering on our purpose to provide stronger evidence for better decisions and improved health and welfare outcomes for all Australians.
During the year, we began a major refresh of our strategic directions. This work was conceived and developed throughout 2024–25 and will guide the institute’s future. The refreshed strategy clarifies our vision, stakeholder outcomes, core functions and enabling capabilities. It also introduces a more integrated performance framework that will be embedded in our corporate planning from 2025–26. This work ensures that our planning and performance activities remain aligned, measurable and responsive to a rapidly evolving data landscape.
To support the implementation of this refreshed strategy, we established the Strategic Implementation Office (SIO). The SIO has played a central role in coordinating and delivering 16 strategic initiatives across the institute. These initiatives focus on areas such as ICT investment, data process optimisation, web redevelopment, internal governance and new product and service development. The SIO’s work has been supported by strong executive sponsorship, cross-institute collaboration and disciplined project management practices. This has enabled us to build momentum and deliver tangible improvements in our internal capability and external impact.
A significant development this year was the formal addition of a fifth strategic goal. This goal is to be recognised by First Nations people and organisations as an exemplary partner and organisation. It reflects our deepening commitment to reconciliation and to the principles of the National Agreement on Closing the Gap. It builds on our existing work under our Reconciliation Action Plan 2023–25 and reinforces our role in supporting the 4 Priority Reforms. These include strengthening partnerships, enabling shared decision-making and improving access to data and information.
Our work in 2024–25 continued to support projects across health, aged care, disability, housing and child protection. The National Health Data Hub (NHDH), which reached a significant operational milestone in 2024 with expanded access and integration of major data sets, enabled a growing number of research and policy projects. These included the integration of new data sets such as the Australian and New Zealand Intensive Care Society (ANZICS) collection and the National Disability Insurance Scheme (NDIS) data set. The NHDH also supported the development of the Child Wellbeing Data Asset. It expanded access to non-government researchers and improved interoperability with state and territory linkage systems. These developments have enhanced its value as a national research infrastructure.
We also continued to invest in our enabling capabilities. Our digital infrastructure was strengthened through targeted cybersecurity enhancements, cloud-based analytics environments and improved access to contemporary tools. We advanced our work in artificial intelligence (AI) and machine learning (ML), with a focus on responsible adoption and alignment with whole-of-government policy. Our workforce capability was supported through tailored technical training, leadership development and cultural learning initiatives. These included the implementation of our Cultural Learning Strategy.
Throughout the year, we released 380 statistical products that contributed to a more informed and responsive health and welfare system. Among these, the 19th biennial edition of Australia’s health stood out as a flagship publication, offering a comprehensive and accessible overview of national health trends and challenges. Our outputs continue to shape policy, support service delivery and empower communities with evidence. As we modernise our technology and refine our processes, we are well positioned to carry this impact on into the future.
As we close the 2024–25 financial year, I want to acknowledge the dedication and expertise of our staff. Their work has been instrumental in delivering high-quality data and insights that support better decisions across government, research and the community. I am confident that the strategic foundations we have laid this year will position the AIHW for continued success in the years ahead.