Healthcare is changing, and our True North Strategic Plan is designed to respond with focus and flexibility, while remaining grounded in a commitment to the people of this region.

True North reflects what we heard, what we know about our community’s needs and what it will take to deliver care that is accessible, high quality and sustainable. It provides clear priorities and disciplined strategies.

We asked. You answered.

Through True North, 5,000 Voices, we heard from residents, patients, second homeowners, partners, and staff.

  • 6,500+ individual points of feedback collected over six months
  • Key finding: People value TFHS, but access, navigation, and affordability don’t always meet their needs

Our continued commitment to you.

Healthcare needs don’t look the same for everyone. We’re committed to listening and adapting to your needs. We invite your input about how we’re doing and where to focus next.

Ways to share your input

Join us at a regular board meeting

Reach out to any staff member

True North 2030: Our plan to meet your needs

True North strategic plan cover

External trends and industry shifts are reshaping how care is delivered and accessed nationwide. True North 2030 is our focused, proactive, community-led response, built around what this region wants and needs.

True North 2030 Aims

Together, these aims create a clear and focused direction for the future of care in our region.

Health within Reach icon

Health Within Reach

Access, choice, lower cost & convenience

Community Guided icon

Community Guided

Sustain world-class care shaped by community

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Transformation

Accountability, alignment & strong governance

True North 2030 Aims in detail

True North is built around three aims – where we will focus to make the greatest impact

Health within Reach icon

Health Within Reach

Care that is easy to access, easy to use, lower cost, and offers more choice

Learn more about the Health Within Reach aim

Goal

Strengthen TFHS as the community’s trusted, accessible health home by ensuring timely access and delivering affordable care in ways that meet patients’ needs.

What this means for our community

Health Within Reach means making TFHS the community’s trusted place for everyday care.

Access to care is one of the most urgent challenges in the Tahoe region. People want to see a provider when they need one, without long waits and clear options to meet their needs. When it’s hard to get an appointment for regular care, it can affect everything, from specialty care to overall health.

Getting care can also feel complicated and hard to navigate. When it’s difficult to know where to go or what to do next, people may put off the care they need.

This aim focuses on making care easier to access and easier to use. TFHS will improve access to regular care, expand sameday and urgent care options and offer more ways to get care, including virtual visits and care closer to home. We will also make the experience simpler so people can move through their care with greater ease, clarity and confidence, with more choice in how and where they get care.

Key strategies

  • Modernize patients’ experience across the system to ensure seamless, affordable and timely care
  • Provide a variety of care options that offer patients a choice in how they access care
  • Make healthcare access simple and intuitive for patients
  • Improve cost transparency and enhance financial navigation

Initial investments

  • Primary care and front-line staffing
  • Virtual care, mobile care and community-based services and infrastructure
  • Strategic facility and campus investments that expand access and support future care delivery
  • Systems that improve scheduling and patient navigation
  • Targeted efforts to reduce the cost of common lab services
  • Pilot efforts to lower costs and increase access for imaging services
  • Digital and AI-enabled tools that improve patient experience, provider efficiency and decision-making

Already in motion

  • System redesign: co-design and test improved care delivery, care teams, access to appointments and internal financial processes and billing
  • Operational optimization
  • Virtual care model research, pilot and testing
  • Mobile Health Clinic, Sierra Center, Fabian Way Clinic and Gateway West Clinic: improving access, convenience and choices
  • Lab Affordability Pilot
  • Reintroduce financial assistance and customer service program
  • Community pharmacy improvements: increase volume and improve timeliness, convenience and patient satisfaction
  • Meds-to-Beds program launch
  • Enhancing care technology
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Community Guided

Care and services shaped by what matters most to our community

Learn more about the Community Guided aim

Goal

Deliver exceptional, world-class care by strengthening and expanding services, guided by what matters most to our community, staff and partners.

What this means for our community

Community Guided means shaping care and services around what matters most to our community.

Healthcare needs are changing, and they don’t look the same for everyone. In a region like Tahoe, people bring different experiences, expectations and priorities when it comes to their health. To serve this community well, we must keep listening and be willing to adapt.

This aim focuses on how we decide where and how to grow. Tahoe Forest Health System will continue to engage patients, staff and partners to understand changing needs and identify gaps in care. We will use those insights, along with healthcare trends, to guide where we invest, what services we expand and how care evolves over time.

In some cases, that may mean strengthening services locally. In others, it may mean working with trusted partners to expand access while maintaining our local focus and independence. Every decision will be guided by what best serves our community and what we can sustain over time.

Key strategies

  • Modernize care model to strengthen and expand services
  • Continuously engage with the communities we serve, including patients, staff and partners, to understand changing needs and priorities
  • Track healthcare trends and new opportunities to stay current and responsive
  • Invest in services that reflect community priorities and align with our capacity and long-term sustainability

Initial investments

  • Market analysis and planning to guide future growth decisions
  • Priority care programs and select specialty services
  • Clinical staff and expertise in targeted areas
  • Facilities and operational investments that support long-term growth and environmental and community sustainability
  • Facilities, equipment and space needed to support growth
  • Community engagement efforts to support ongoing input
  • Clinical AI tools
  • Financial forecasting, modeling and analysis

Already in motion

  • Continue and expand opportunities for ongoing community engagement and input with staff, patients, community partners and the greater community
  • Optimization project for service lines
  • Financial optimization
  • Partnership with UC Davis ICU telemedicine support
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Transformation

Strengthening how decisions are made, sharing responsibility and building accountability so we can deliver on what matters most

Learn more about the Transformation aim

Goal

Leverage the wisdom, ingenuity and insights of our community to find solutions, share power and operate with accountability and alignment.

What this means for our community

Transformation is about how we make decisions and how we work together to deliver better care.

To meet the needs of our community today and in the future, we need to work in ways that are more open, consistent and accountable. That means being clear about how decisions are made, who is involved and how we follow through.

This aim focuses on strengthening leadership, improving how teams work together and building a culture of continuous improvement. TFHS will support leaders and staff in making thoughtful, consistent decisions, learning from what works and improving over time. We will also expand how patients, staff and community members take part in decision-making, so responsibility is shared and decisions are better informed.

With shared decisions and clear accountability, we can build trust, make better choices and follow through on the priorities that matter most.

Key strategies

  • Prioritize shared decision-making by creating a structure for ongoing community involvement
  • Accelerate a culture of continuous improvement, collaboration and scientific rigor where teams stay curious, learn from others and improve how work gets done every day
  • Cultivate disciplined, accountable leaders who share decision-making with patients, colleagues and the community
  • Strengthen provider engagement, alignment and performance to improve access, quality, efficiency and care delivery
  • Attract, develop and retain a strong, talented workforce
  • Collaborate with partners to expand access and strengthen care

Initial investments

  • Dedicated transformation leadership, including a Transformation Officer, to guide implementation and drive progress across the organization
  • Leadership development and capability-building to support continuous improvement
  • Efforts that strengthen culture, teamwork and effectiveness
  • Systems to track progress and improve performance
  • Tools that improve communication and transparency
  • Data, digital and AI-enabled tools that improve decision-making
  • Strengthen financial and operational systems that support sustainability, transparency and informed decision-making
  • Workforce recruitment, development and training
  • Strategic affiliations that expand access while maintaining local focus and control

Already in motion

  • Data analysis, metric development and monitoring
  • Community Fall Forum
  • True North Transformation Center
  • Workforce strategy
  • Building Process Improvement Department
  • Strengthen governance