BCHS Annual Report 2025 - Report - Page 4
From the Board Chair and CEO
At Bendigo Community Health Services, our daily commitment is one of compassion, equity
and connection. Across 2024 and into 2025, we have continued to walk alongside community
through challenge and change, always focused on what matters most: people, relationships and
meaningful outcomes.
Living our values
Milestones and system in昀氀uence
This year, we have taken further steps to bring our values
to life — through the launch of our Culture Statement, the
rollout of our Strategic Plan, and the actions underway
in response to our BCHS Wellbeing Survey. We were so
pleased that 87 per cent of our sta昀昀 participated in the
survey and shared their re昀氀ections, ideas and concerns.
Each team is now translating these priorities into tangible
goals, supported by a whole-of-organisation approach to
culture and care.
In 2024, BCHS proudly celebrated 50 years of community
health. We also opened Wanyanimbik Wayawan, our new
culturally respectful wellness centre for people experiencing
alcohol and other drug issues. Our Together We Grow Fun
Fair, AGM and launch of our new logo and website brought
the community together to re昀氀ect, connect and imagine
what the next 50 years might hold.
At the same time, BCHS has continued to help shape the
future of rural health. From keynote presentations at the La
Trobe Rural Health School Conference and National Rural
Health Conference, to brie昀椀ngs with Department of Health,
and the Community Health First network, our leadership
and advocacy have been grounded in the lived realities of
our clients and communities.
Our newly established Wellbeing Committee is playing a
central role in this work. The committee provides a forum
for discussion and in昀氀uence across BCHS, and has also
taken on stewardship of the Wellbeing Action Plans to
ensure they remain visible, relevant and responsive to what
matters most to our people.
The Strategic Plan itself was shaped by the people of BCHS
— a sta昀昀-led, Board-supported initiative built over many
days of thoughtful engagement, including contributions
from those with lived and living experience. This strong
foundation is helping to embed a culture of shared purpose,
transparency and care.
A key step in aligning our strategy with our structure
has been the recent organisational restructure. This was
a robust and well-supported process, co-designed with
sta昀昀 and endorsed by the Board. It has resulted in a more
昀椀t-for-purpose structure that better supports integrated
service delivery, strengthens leadership accountability, and
re昀氀ects the needs and aspirations of the organisation and
the communities we serve.
Our updated brand identity, designed with sta昀昀 and client
input, captures this evolving identity: grounded in history,
growing with love and care, and ready for the future.
Enhancing equity and access
Our services have continued to centre dignity, inclusion
and local voice. From the nationally-recognised work of
our Refugee Health Clinic, and Family Day Care service
to the vital support provided every day by our Children
and Family, Primary Care and Allied Health, Mental
Health, Alcohol and Other Drugs and Partnerships teams,
supported by our corporate expertise, we are proud to be
delivering equitable care where and how people need it.
For example, the closure of the Women’s Health Loddon
Mallee Well Women’s Clinic prompted a swift and
compassionate response from our Sexual and Reproductive
Health Hub, ensuring continuity of care for women and
gender-diverse clients across the region. And, the InRoads
Program has supported people experiencing homelessness
to rebuild trust, connection and access to community health
services.
We know that a strong, respectful culture is the foundation
for safe, inclusive care — and we are committed to building
this from the inside out. This includes ongoing investment
in leadership development, a focus on psychological safety,
and dedicated time for team connection and collaboration
through our monthly 10am late starts. These moments of
pause and reconnection are already supporting a stronger
sense of alignment, innovation and trust across BCHS.
We were also privileged to host the Board of the
Department of Health at our Sexual and Reproductive
Health Hub, a valuable opportunity to share our model of
care, and to advocate for the infrastructure and funding
required to sustain and grow this important work.
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