Country SA PHN Strategic Plan

Country SA PHN’s Strategic Plan outlines our organisational objectives and priorities and is underpinned by our values.

It forms our foundation - guiding our activities and our decision-making right across the organisation from needs assessments, program design and evaluation, and commissioning, through to communications.

The Strategic Plan is embedded across the Board of Directors, the Executive Team and all staff in each Country SA PHN portfolio: Commissioning, Performance, Quality and Information Systems, Health System Integration and Innovation, Corporate Services, Strategic Engagement and Mental Health and Alcohol and Other Drug Strategy.

Our portfolio’s activity is underpinned by our values. These values form the cornerstone of all that we do.

To further enhance and embed these values across the organisation, Country SA PHN formed a Values, Rewards and Recognition Group in May 2024. Chaired by our Executive Manager –Strategic Engagement, the working group develops strategies to ensure Country SA PHN continues to uphold our values and work effectively towards our objectives.

The consistent application of our values is crucial in achieving our Strategic Plan’s three objectives.

The following articles will highlight how the Strategic Plan’s three objectives and four priorities are embedded across the organisation and the way this manifests itself in practical outcomes for the health and wellbeing of country South Australians.

Objectives

• Increase health equity amongst our communities

• Increase the efficiency and effectiveness of primary health care services

• Work with communities to enable access to the right care in the right place at the right time

Our Values

• Relationships

  we build genuine, strong and authentic relationships

• Respect

  we are inclusive, understanding and fair-minded in all our interactions

• Accountability

  we are transparent, trustworthy, responsible and hold ourselves to a higher standard

• Innovative

  we are curious, courageous and collaborative in delivering outcomes for our communities

Priority One

Commission effective and efficient services that deliver health equity

Strategies

• Design, commission and evaluate services that deliver positive outcomes for our communities

• Apply a health equity lens to the procurement of services that responds to the needs of our priority communities

• Assess providers against agreed outcomes

Priority Two

Facilitate local capacity for the delivery of responsive, sustainable services

Strategies

• Deliver a robust, contemporary, data-driven assessment of health needs and priorities in our communities

• Create opportunities for collaboration and partnerships that strengthen primary health care outcomes

• Deliver practical, tangible support to local primary health care services

• Build skill, capability and knowledge within our primary health care providers to support their local community

Priority Three

Improve people’s experience of primary health care

Strategies

• Support general practice as the cornerstone of primary health care

• Aim to keep people well and out of hospital by supporting primary health providers

• Engage with communities and embrace local voices as a conduit for advocacy and feedback

• Develop and share meaningful insights to enhance evidence-based decision making

Priority Four

Practice responsible and effective corporate and clinical governance

Strategies

• Develop a suite of performance measures that demonstrates achievement of the strategic plan

• Set and maintain appropriate expectations and standards of corporate and clinical governance and oversight

• Advocate for good governance to relevant stakeholders where appropriate