Strategic Directions

Doutta Galla Community Health Service (DGCHS) established a comprehensive set of directional goals in 2006.  These  goals were reviewed in 2006 and again in 2009; they continue to guide the Board, CEO and staff in providing a sound strategic framework for the Service into the next decade.    The strategies are listed in summary below.  For a full copy of the 8-page plan click on the image at right.

Strategic Directions 2009 - 2012

Leadership in integrated health service delivery

We will continue to:

• Work closely with our community so that their voice informs our service delivery.
• Strengthen our integrated health service delivery model.
• Work with others to develop and deliver strong approaches to integrated health promotion.
• View service quality and safety as critical and continue strengthening our quality and clinical governance arrangements.
• Work in partnership with others to increase the community’s access to responsive services.
• Undertake advocacy with, and on behalf of, our community.

We will undertake key work in:

• Redeveloping our mental health service delivery model to increase its focus on social inclusion and rehabilitation.
• Refining the evidence for our service delivery approaches.
• Determining and developing our service delivery role in the Central Business District of Melbourne.
• Taking advantage of primary health funding reform to strengthen our chronic disease and early intervention work with a particular emphasis on disadvantaged and marginalised groups.
• Realising the potential of the Flemington Neighbourhood Renewal Project in partnership with others.

Growth and sustainability

We will continue to:

• Develop sustainable business models across all program and business areas.
• Finalise master planning work and align infrastructure requirements with service growth.
• Improve our information management and reporting systems in the areas of client data, human resources, risk, compliance and quality.
• Effectively manage and monitor our fi nances to maximise limited resources.
• Meet and exceed our governance obligations through sound governance processes.

We will undertake key work in:

• Attracting the required funding and undertaking the Kensington Redevelopment Project.
• Meeting our environmental responsibility by implementing our environment strategy.
• Raising our profi le and identity in the community and with key partners and stakeholders.
• Growing service delivery within our catchment/region to support ongoing sustainability.

People and culture

We will continue to:

• Grow DGCHS as a learning organisation, by developing and enhancing the capacity of our people.
• Strengthen our employee relations by providing services, tools and resources to build our people capability and ensure merit and equity.
• Foster strong organisational wellbeing through staff climate surveys, valuing our people and recognising their achievements.
• Create a strong leadership team through development and succession planning.
• Drive our Values Project and build strong, positive behaviours that will directly benefit our community.
• Foster a culture of safety and quality.

We will undertake key work in:

• Health sector workforce strategy development.
• Mental health and early intervention workforce development.
• Organisation-wide workforce planning.