GCMHLAC Strategic Plan
Strategic Plan – 2026
The Strategic Plan outlines the objectives of the GCMHLAC, and is updated periodically.
Objective 1:
Gallatin County LAC System Foundation Building:
Create awareness, coordination, and connection to community resources and programs. Efforts are coordinated to avoid duplication and empower collaboration. The LAC will be a partner in recommending, supporting, and communicating resources across Gallatin County.
Goal:
Increase community awareness of mental health services, increase awareness of regional services, and improve coordination and collaboration with Gallatin Behavioral Health Coalition and other partners.
Strategy 1.1
Facillitate the Gallatin County Local Advisory Council (LAC) monthly meetings
Measure:
Number of community groups connecting with LAC
Stakeholders:
LAC Chair, co-chair, members, guests
Timeline:
Monthly
Strategy 1.2
Provide regular updates on workplan progress to the LAC, community program leaders, and other partners
Measure:
Number of visits to Gallatin LAC website or social media page
Stakeholders:
Sub-Committee Chairs, CSAA Representatives, GBHC Representatives
Timeline:
Monthly
Strategy 1.3
Provide and receive updates with GBHC committees and workgroups to align communication
Measure:
Number of posts monthly to LAC Facebook page
Stakeholders:
GBHC Representatives
Timeline:
Monthly – Quarterly
Strategy 1.4
Connect with stakeholders, community members, and partners to promote and share resources
Stakeholders:
LAC Awareness Committee
Timeline:
Quarterly
Strategy 1.5
Maintain and update LAC county resources page and website
Stakeholders:
LAC Awareness Committee
Timeline:
Quarterly
Strategy 1.6
Update and maintain Gallatin LAC website and Facebook social media page
Stakeholders:
LAC Awareness Committee
Timeline:
Quarterly
Strategy 1.7
Develop a list of key strategic local, state, and national government and regulatory connections- county, surrounding counties, state, national
Objective 2:
Gallatin County LAC Sustainability and Operational Efficiency:
The LAC will continue to develop a sustainable, robust membership roster and operational efficiencies empowered and driven by lived experience and combined commitment to the support of access to mental health services across the community
Goal:
Increase the number of active LAC members to fill the chartered roster, identify and develop succession plan for chair/co-chair; increase number of members with lived experience; increase membership participation with network partners; establish function of LAC subcommittees
Strategy 2.1
Identify and define all necessary LAC subcommittees and align with operating plan strategies
Measure:
Number of operating subcommittees by end of 2026
Stakeholders:
LAC Chair and Committee Chairs
Timeline:
March 31, 2026
Strategy 2.2
Create subcommitte charters, scope of program, templates, and workflows for individual committees
Stakeholders:
Sub-Committee Chairs
Timeline:
May 31, 2026
Strategy 2.3
Idenfity future chair and vice chair applicants
Stakeholders:
Membership Committee
Timeline:
September 30, 2026
Strategy 2.4
Provide structure and support to membership committee and create recruitment plan for future members
Measures:
Number of LAC membership applicants for 2025-2026
Stakeholders:
LAC members & membership committee
Timeline:
March 31, 2026
Strategy 2.5
Develop a communication plan for connecting with key government stakeholders, community partners, and collaborators
Objective 3:
Gallatin County LAC Education and Professional Development:
Create education and professional development activities, community connection, and support programs related to mental health concerns. The LAC will engage in various opportunities for members and the community to support, develop, engage in, and deploy new educational, developmental, and connecting activities.
Goal:
Increase the number of opportunities to engage in training, professional development, and community relationship activities specific to mental health, resources, and community priorities; provide lived experience input in training programs offered across the community, create pathways to recommend and develop community relationships to improve training and resource development
Strategy 3.1
Explore additional training programs to improve mental health outcomes and overall wellness
Measure:
Number of new training programs identified and implemented
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026
Strategy 3.2
Offer twice annual community engagement events (Salons & Saloons, Lunch & Learn, etc)
Measure:
Number of community events held annually
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026
Strategy 3.3
Offer 1 guest lecture on a mental health topic annually
Measure:
Number of guest lectures offered
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026
Strategy 3.4
Host a twice annual meet & greet event to connect providers, clinicians, and organizations
Measure:
Number of events hosted, number of participants per event
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026
Strategy 3.5
Provide shared information regarding funding and resource opportunities relevent mental health needs
Measure:
Number of participants reporting access to resources and funding opportunities
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026
Strategy 3.6
Host a regional mental health conference/consortium in collaboration with community partners
Measure:
Attendance at event
Stakeholders:
LAC Members and committee
Timeline:
December 31, 2026