Our Strategic Direction

STRATEGIES THAT WILL GUIDE US

Strategic Plan FY26-FY29

Strategic Vision

Ensure THC’s long-term sustainability as a leading provider of quality, individually tailored disability services through diversified revenue streams, strategic partnerships, and operational excellence

Strategic Objectives

1. Financial Sustainability:

 

2. Service Excellence:

 

3. Organisational Capability:

 

 

4. Strategic Positioning:

 

Strategic Pillars

1: NDIS Revenue Maximisation

Objective: Optimise revenue from existing NDIS services whilst positioning for reform changes

Strategic Focus:

  • Leverage existing strengths in SIL service delivery
  • Build partnerships with SDA providers
  • Expand service capacity through infrastructure investment

2: Alternative Revenue Sources

Objective: Generate $1M in alternative gross revenue with $330K net surplus to ensure long-term viability

Strategic Focus:

  • Higher-return investment strategy
  • Philanthropic and corporate partnerships
  • Strategic acquisitions and partnerships
  • Foundational Supports positioning

3: Staff Recruitment, Engagement and Development

Objective: Build organisational capability to support growth whilst maintaining service quality

Strategic Focus:

  • Comprehensive HR strategy development
  • Volunteer program establishment
  • Staff retention and development initiatives

4: Growth Balanced with Quality

Objective: Achieve sustainable growth that maintains THC’s reputation for quality service delivery

Strategic Focus:

  • Capacity model development
  • Optimal size determination
  • Partnership and acquisition frameworks
     
 

Expected Outcomes by FY29

1: Financial Sustainability 

2.7% operating surplus at capacity, increasing to 4.5% with efficiency improvements

 

2: Revenue Growth

Increase from $7.8M to $8.9M at capacity, plus $1M alternative revenue target

 

3: Service Expansion

Growth in SIL, Core Supports, and Plan Management whilst maintaining quality standards

 

4. Organisational Resillience 

Reduced NDIS dependency from 92% to 77% with 15% revenue from other sources