The ACMA response to these pressures for change has been
encapsulated in a clear shared vision for the organisation.
The ACMA has the vision to remain constantly relevant and
the strategic intent to achieve this by delivering on its
mandated outcomes, discharge of its statutory obligations
and by transforming itself into a resilient, e-facing,
learning organisation, responsive to the numerous pressures
for change that confront it.
The architecture of the ACMA strategic intent is
articulated in the following three-layer structure, which
encapsulates the mandate from the Australian Government,
the strategic purpose the ACMA has derived and with which
it engages, and the standard the ACMA has set itself to
The ACMA has set its standard for performance
against its strategic purpose which in turn has
been derived from the mandate set for the ACMA by
the Australian Government.
The current ACMA charter from government is reflected in
outcomes defined in its annually determined Portfolio
Budget Statement (PBS), which indicates the proposed
allocation of resources to government outcomes. From the
2011-12 Budget, the outcome mandated for the ACMA is to
deliver: 'A communications and media environment that
balances the needs of the industry and the Australian
community through regulation, education and advice.'
The purpose of the ACMA is to discharge its statutory
obligations and reflects how the role of the organisation
is interpreted at a strategic level-'why' it does what it
does. At this level, the ACMA strategic goal is distilled
as being: 'To make communications and media work in
Australia's public interest.'
Over and above the fulfilment of its mandate and
achievement of its purpose, the ACMA has also adopted a
standard of performance that reflects the level at which it
wants to perform and requires a transformation of the
organisation to deliver. This standard is defined as being:
'To be, and to be recognised as, the world's best converged
communications regulator by the end of 2011/12.'