Our vision is to achieve the best health, wellbeing and safety of all Victorians so that they can lead a life they value.
We seek to break disadvantage, not by reinforcing dependency, but by working to harness all of government’s resources to build capability, opportunity and inclusion.
Most people want to be connected to their communities, and experience a good life. Their health, safety and wellbeing rely on being able to participate fully in the community and economy and access services they value. Our purpose is to help them to get there.
To do this successfully, the department’s work is focused on four strategic directions:
- Person-centred services and care
- Local solutions
- Earlier and more connected support
- Advancing quality, safety and innovation
Our strategic plan
The department’s strategic plan is our roadmap for delivering on our priorities and commitments.
Using our outcomes framework as the prioritising and organising structure, the Strategic Plan sets out 27 priority actions and eight enabling actions that we will deliver over the next 18 months – starting from 1 July.
The 27 priority actions represent the most significant reforms, initiatives and programs we are committed to delivering over the next year and a half and the eight enabling actions represent what we need to put in place to support their successful delivery. Through these priority and enabling actions, our focus will be on:
- giving people the choice, environments, tools and assistance that promote good physical and mental health, and help them stay connected to their culture, community, and in the workforce
- delivering the government’s reform agenda in the prevention and response to family violence, including gender equality and in children and family services
- strengthening the safety, quality, performance and design of our systems
- contributing to a strong Victorian economy, both in our role as an employer and in building the capabilities of the workforces that deliver our services, through the jobs that are created through our service delivery and capital works, and through our economic output and support for research
- deepening our engagement with patients, clients, people who experience family violence, staff, funded agencies and community members through co-design, building capability and increasing the availability and usability of performance and system navigation information
- equipping our staff to deliver better outcomes and strengthening the internal systems that support them