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Western Health’s Strategic Direction 2024–2027 sets out our roadmap for meeting community needs in a dynamic environment that presents both opportunities and challenges. 

Building on the strong foundations of our 2021–2023 Strategic Direction, which was developed during the COVID-19 pandemic, this new strategy reflects the progress made over the past three years and considers the broader healthcare landscape. 

Key challenges shaping our approach include: 

• growing demand for services
• the prevalence of chronic disease in our catchment
• a stronger focus on preventative care and population health
• increased collaboration across the healthcare system, including with primary and community care providers
• the need to maintain service access in a financially constrained environment. 

There are five strategic directions that guide our approach to work, planning and design, and decision making.  

The directions have remained constant as these continue to be relevant to guide Western Health into the future, with refreshed initiatives and programs of work sitting underneath.  

Our strategic directions are:  

• We partner with patients, consumers, families and carers  

Our patients, consumers, their families and carers are actively involved in their care and the design of approaches that support their choices and individual needs.  

• We care for our people  

Our staff and volunteers are supported, engaged and equipped to embrace a dynamic future.  

• We deliver services for the future  

Our services are developed to improve access to high-quality, connected care and deliver better health outcomes for our community.  

• We are better together  

Our respectful relationships with our community, system-wide partners and each other drive collaboration and better outcomes.  

• We discover and learn  

Our commitment to innovate, discover and learn inspires us to shape the healthcare of the future.  

The Strategic Direction 2024–2027 introduces a clearer structure and defined outcome measures to strengthen our objectives and guide their implementation. 

Key enhancements include: 

• Targeted initiatives under each of the five strategic directions, supported by strategic programs of work that outline how Western Health will deliver each initiative and its broader objectives. 
• Defined outcome measures to quantify our progress and assess the impact on patients and the community. 

Western Health’s annual business planning process ensures staff regularly reflect on planned projects and initiatives, prioritising them to align with strategic objectives. 

Developed each May–June, the business plan sets out Western Health’s top priorities for the new financial year. While some priorities can be completed quickly, others are iterative and take years to fully implement. 

• Organisational-level priorities are monitored quarterly by the Board. 
• Directorate and divisional priorities are monitored locally by their respective leaders