Strategic Plan 2020
The Strategic Plan 2020 has been developed in line with Board Governance requirements. The planning horizon has increased from 3 years to a 5 year plan with an overarching theme of “Beyond Renewal....."

Key elements of the Plan include the following:
• New Vision Statement;
• Consolidated Plan with 12 Key Strategic Objectives aligned with an Internal/External pathway focus across the perspectives of 4 different Core business imperatives
The achievements against each of these Key Strategic Objectives will be published in the VCS Annual Reports.

Sandy Anderson
Chairman, Board of Directors, 2015



Strategic Plan 2020

VISION

“To prevent cancer and infectious diseases through excellence in the PROVISION OF public health services supporting screening and vaccination”.

Core Business imperatives

Broaden our public health contribution

(Build relationships and services needed to optimize our capabilities, reach and impact)

Anticipate and adapt to change

(Align our structure, systems, processes and people around key strategic imperatives)

Stakeholder/Customer Imperatives

  • Renew, expand and leverage our relationships with Commonwealth and State government departments in all jurisdictions, health practitioners and their professional organizations
  • Establish strategic partnership opportunities
  • Increase our capacity and capability for marketing/branding, community/stakeholder communication, and practitioner education

Service Delivery and Infrastructure Imperatives

  • Expand our services in line with emerging market needs without compromising our commitment to quality
  • Explore co-location options within a suitable health services precinct
  • align  our capacity and capability to secure and deliver a diversified portfolio of services including disease surveillance, education and research
  • Maintain quality while developing new systems and processes needed to support service growth

Financial Imperatives

  • seek out, Diversify and secure ongoing funding sources
  • establish partnerships with third parties to develop and win competitive tenders
  • Ensure financial viability by improving our competitiveness in and increasingly competitive market and by achieving real operating efficiencies

People and Culture Imperatives

(enablers across both external and internal orientations)

  • Further develop a workplace culture in which people are valued, service driven, collaborative, engaged, innovative, and accountable
  • Develop and implement a workforce plan with clear focus on staff performance, development and succession
  • Align HR systems and processes to future needs