The Australian Water Association (AWA) has introduced its new Strategy 2030, setting a bold direction for the next five years.
The new strategy was announced at the AWA Annual General Meeting on 12 November 2025, signaling the conclusion of Strategy’25 and the beginning of a new chapter focused on impact, collaboration and a sustainable water future for all.
Reflecting on the transition, AWA President Kevin Werksman said 2025 marked the successful conclusion of Strategy’25 and the beginning of Strategy 2030.
“This was a pivotal year focused on stability, stewardship and setting a clear direction for our future. We have evolved from an organisation focused on water professionals to one with a vision for a sustainable water future for everyone who cares about water,” he said.
“Strategy 2030 is about the impact we choose to make to achieve that future.”
Over the past three years, AWA has invested significantly in digital systems, culture and capability to strengthen its foundations. Werksman said these investments were deliberate choices made to ensure long-term resilience and impact.
"These deliberate investments in digital systems, data and people have given us strong foundations and the agility to scale our impact. Strategy’25 delivered on its promise to modernise and connect,” he said.
“It gave us the operational capability and confidence to move forward, supported by strong governance and sound financial oversight.”
The new Strategy 2030 was shaped through extensive consultation over 18 months, involving members, staff, volunteers and partners across the water sector. Werksman said the process revealed a shared ambition to make AWA a catalyst for change.
“It was a deeply collaborative process, with workshops, member surveys and event engagement generating passionate contributions,” he said.
“The collective vision was clear: to be bold and ambitious in achieving a sustainable water future, with a strong focus on the next five years.”
Under Strategy 2030, AWA has established a renewed purpose – to inspire, connect and transform.
“AWA’s role is evolving from connector to catalyst, shaping conversations, amplifying member voices and enabling collaboration that delivers tangible outcomes,” Werksman said.
Strategy 2030 is structured around three key pillars:
These priorities position AWA to lead transformation across the water sector while continuing to deliver everyday value for members. Together, they set out the areas where AWA will create the greatest impact over the next five years.
Strategy 2030 responds to major drivers of change increasing investment in water and infrastructure, climate disruption, complex governance and the growing need for digital value delivery. It builds on AWA’s proud legacy of leadership, uniting professionals to share knowledge, strengthen capability and advocate for a sustainable water future.
Werksman emphasised that the journey ahead is both ambitious and inclusive.
“I’m proud of how AWA has embraced this, developing the culture and behaviours we need to bring Strategy 2030 to life. We are moving towards a more human, achievement-focused culture,” he said.
As AWA embarks on this next phase, Strategy 2030 provides both a compass and a call to action – uniting Australia’s water community around a shared purpose.
“It builds importantly on everything we've already achieved and sets the direction for the next decade. Together with unity, purpose and ambition we will inspire change, we will grow capability and we will shape a sustainable water future for Australia,” he said,
Take a look at our Strategy 2030 plan a page, with a more detailed, impact-focused version coming soon.