Strategic Plan template

1. A message from the chair and chief executive

[Your company] has served the river valley for 41 years, from a single clinic to four sites and a team that visits people at home. The next three years will test us. More of the people we serve are older and living with more than one chronic condition, waiting lists for allied health are long, and the cost of delivering care is rising faster than our funding.

This plan is our answer. It was shaped by 1,240 survey responses, 14 community focus groups and many conversations with our staff and partners. It commits us to three pillars, nine goals over three years and a set of measures we will report against every quarter. We are grateful to everyone who told us what matters to them; this plan is how we will be held to it.

Our people told us they want care that comes to them, help to stay well, and to be seen by the same faces. Everything in this plan follows from that.

2. Who we are

[Your company] is a not for profit community health service. We provide general practice, nursing, allied health, dental, mental health, alcohol and drug counselling, and health promotion. About 22% of our care already happens in people's homes or in community settings rather than at our sites. Our funding comes mainly from government programs, with fees, grants and donations making up the rest.

The valley we serve, home to about 52,000 people, is changing. Its population is older, more spread out and more likely to live with long term illness than the state as a whole:

3. What we heard

Between March and August 2027 we asked clients, carers, staff, partners and the wider community what [Your company] should focus on. We listened in four ways:

Five themes came through again and again:

4. Vision, purpose and values

Healthy people in a connected river valley, with care close to home.

Our purpose is to provide care and support that helps people in the valley live well, prevents illness where we can, and reaches those who find services hardest to reach.

5. Three pillars and nine goals

The plan rests on three pillars. Each has three goals, and each goal has a measure we will report against. The first two pillars are about the people we serve; the third is about the organisation that serves them.

6. Pillar 1: Care closer to home

The drive to town is the single biggest barrier people told us about. Over three years we will take more care to people: a mobile allied health clinic visiting the outer valley each week, more home visits for people with complex conditions, and video appointments for follow up care where a client prefers it. Shorter waits will come from group programs for common conditions, such as knee and back pain, and from triage that sends each person to the right clinician first time.

7. Pillar 2: Healthier communities

Helping people stay well costs less, and matters more to them, than treating illness late. We will run prevention programs in every town with local partners, from falls prevention classes to healthy eating with schools. For people already living with diabetes, heart disease or lung disease, we will build shared care plans with their GP so they see the right people at the right time. The youth hub will grow its counselling team so young people are seen quickly.

8. Pillar 3: A strong organisation

None of this happens without the people who do the work and the systems that support them. We will make [Your company] a place allied health staff want to come to and stay: flexible rosters, a graduate program with the regional university, and clear career paths. All teams will move to one shared client record, so clients tell their story once. And we will keep a small surplus each year, so we can invest without risking the services people rely on.

9. Yearly milestones

Each year has milestones under every pillar. The board checks them at its December meeting.

10. Measures

These measures appear in every quarterly report to the board. Baselines are for the year to June 2027.

11. Funding the plan

The plan needs $6.0 million of investment over three years on top of the cost of running existing services. About two thirds is already identified through government programs and our reserves; the rest will come from grants and a community appeal for the mobile clinic.

12. Risks

13. How we will report

The chief executive reports progress on the measures and milestones to the board every quarter, and the board publishes a one page progress summary for the community each year with the annual report. In late 2029 we will ask the community again what has changed, and use the answers to shape the plan that follows this one.