Strategic plan 2028 to 2030, Burrowgate Community Health
Strategic plan template with three pillars and yearly milestones
A strategic plan has to say where an organisation is going over several years, why, and how anyone will know it is getting there, in a form a board can check each quarter. This nine page three year plan for a community health service does that with consultation findings, three pillars and nine goals, priority actions with leads, yearly milestones, six measures with targets and a funding table.
The document, page by page
Every page as it renders and as it prints, with nothing summarised. Read the wording before you reuse it.
Section by section
What each section is for, so you can keep the ones you need and drop the rest.
- Cover
- Masthead cover with the service, plan period and three pillar line.
- 1 and 2. Message and who we are
- Why the plan matters now, four headline figures and a community profile.
- 3 and 4. What we heard, vision and values
- Four consultation methods, five themes, the vision and four values.
- 5. Three pillars and nine goals
- A goals table with a 2030 measure for each goal.
- 6 to 8. The three pillars
- Why each pillar matters and four priority actions with lead and timing.
- 9 and 10. Milestones and measures
- Milestones by year and pillar, six measures with targets and a line chart.
- 11 to 13. Funding, risks and reporting
- $6.0 million by pillar and source, five risks and a governance table.
How to adapt this document
First, start from your own consultation and let the themes choose the pillars, not the other way round; a plan whose pillars do not trace back to evidence reads as a wish list. Second, give every goal one measure with a baseline you already collect, so progress can be reported from day one. Third, if you are a business rather than a service, swap the community profile for a market profile and the funding sources for investment and expected return.
What makes this document work
Every goal has a number to hit
The nine goals each carry a 2030 measure, and the measures table sets a baseline and a target for every year: care outside the sites rising from 22% to 28%, 34% and 40%, allied health waits falling from 11 weeks to 4, clients on care plans growing from 350 to 2,000.
Built on what people said
Section 3 shows 1,240 survey responses, 14 focus groups, 6 partner workshops and 9 staff sessions, then five themes with evidence, such as 41% of outer valley respondents delaying care because of the drive. The first pillar, care closer to home, answers that finding directly.
The money adds up
Investment by pillar adds to $2.7 million, $1.5 million and $1.8 million, and by year to $1.8 million, $2.2 million and $2.0 million, both totalling $6.0 million. Sources of $2.6 million, $1.4 million and $2.0 million match the same total, and the risks table says what happens if the appeal falls short.
Questions people ask
How many strategic pillars should a plan have?
Three to five is common, and three is often enough for a mid sized organisation. Fewer pillars force real choices and are easier for staff to remember. This plan uses three, two about the people served and one about the organisation, each with exactly three goals so the plan stays readable.
What is the difference between a goal and a milestone?
A goal is the result you want by the end of the plan, such as an average allied health wait of 4 weeks. A milestone is a checkpoint on the way, such as the single intake line opening in 2028. Milestones let a board see drift early instead of discovering a missed goal in the final year.
Should a strategic plan include a budget?
It should show what the plan costs beyond normal operations and where the money will come from, even if the detailed budget sits elsewhere. Without it, a plan can promise more than the organisation can afford. This one sets out $6.0 million by pillar and year, and names the funding sources.
How should the community be consulted for a strategic plan?
Use more than one method so different people can take part: a survey for reach, focus groups for depth with groups who are often unheard, and workshops with partners and staff. Report back what you heard, as section 3 does, so people can see their input shaped the plan.
How often should a board review a strategic plan?
Progress against measures and milestones each quarter, and a fuller review of the plan once a year, here at the December board meeting. Midway through, it is worth asking whether the goals still fit. This plan also returns to the community in late 2029 to shape the next one.
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