MAHERE RAUTAKI | Strategic Plan
Mahere Rautaki is the National Hauora Coalition (NHC) strategy for 2024 to 2027. It sets out the NHC’s aspirations over the next three years, the outcomes we are seeking to achieve, what we are prioritising, and how we will create value for the whānau we serve, the partners we work with, and for society overall.
Mahere Rautaki was developed through whitiwhiti kōrero with kaimahi, the executive leadership team, board, and trust throughout 2023/24. We also draw on the NHC’s whakapapa (including its Trust deed and other establishment documents), a review of the previous Mahere Rautaki (2021-2023), our letter of expectations from our Trust Board, and an environmental scan including feedback from Te Whatu Ora (one of our main funders).
Our overarching goal is Mana Whānau, Whānau Ora
Mahere Rautaki provides a purpose statement that sits underneath our overarching goal. That is, that our purpose is:
… to achieve equity of health and social outcomes by improving the health and social care systems of Aotearoa New Zealand to meet the lived contexts and aspirations of whānau Māori.
We also have long-term intentions that go beyond the three-year horizon of Mahere Rautaki. Over time the NHC will be looking to broaden our support beyond the ‘health sector’ and narrowly defined hauora services and strategically expand what we offer into adjacent sectors where it will support whānau aspirations.
Kua tāwhiti kē tō tātou haerenga mai kia kore e haere tonu. He nui rawa ō tātou mahi kia kore i mahi tonu.
We have come too far not to go further.
We have done too much not to do more.
Our strengths
Achieving our goals in a way that is both tika and pono requires us to keep our focus on four whānau outcomes (oranga, whanaungatanga, whakamanatanga, and mohiotanga).
Mahere Rautaki also sets out six strengths we will demonstrate to whānau and our partners over the next three years:
- Māori leadership – ensuring kaimahi Māori in key leadership positions across the organisation. This not just about job titles and includes supporting professional development and respecting the skills, expertise, and lived-experience of our kaimahi.
- Kaitiaki of hauora and mātauranga Māori – within the NHC we have considerable expertise and knowledge in hauora Māori and we must continue to translate this into our work improving primary health care for whānau and to health system improvement.
- Creating opportunities for kaimahi Māori – regardless of whether they are employed by NHC or by one of our partner organisations – so that kaimahi Māori can guide and determine solutions for Māori.
- Whanaungatanga and connectedness – having relationships with hauora Māori partners and other organisations connected to whānau and hapori that benefit all parties and, most importantly, the whānau we serve.
- Focusing on improved performance and outcomes – using evidence and insights (including direct feedback from whānau and other forms of Indigenous knowledge), and
- Ensuring we take robust action based on evidence and insights, so that we don’t just hold information but rather continue to deliver to changing whānau aspirations.
The NHC strives to deliver value to whānau, our partners, our communities, and our funders. What makes our value proposition different is our distinctively Māori ways of knowing, being, and acting. Our strengths-based philosophy means that we aim to grow our distinctive features to over time build our operational excellence (for example, improving contracting and financial systems), support relationships with partners and funders, and be able to qualify the impacts our services have for whānau.
Our strategic choices
To achieve our goals, we know we need to use our time and our resources wisely. To set ourselves up for success, Mahere Rautaki sets out our strategic choice to focus on three main areas:
1.
Prioritising whānau Māori – this strategic choice builds on the commitments set out in our Trust Deed, first developed in 2011. It will involve prioritising investment, resources, and funding for whānau Māori while engaging and offering practical support to Pacific and new migrant-led organisations so they can continue to meet the needs of their communities in mana-enhancing ways. To support this strategic choice, we will grow our whānau-informed commissioning abilities, using evidence and insights – including voices of whānau – to make decisions about what we purchase, what services we develop, and how we prioritise our investments.
2.
Be a pātaka for community connected organisations, adding value by offering development initiatives, tools, and other system improvements, to Māori providers, general practices, and kaimahi.
3.
Be a hauora sector leader, with an emphasis on mātauranga Māori and developing and scaling up kaupapa Māori approaches, building an actionable evidence base, and sharing insights that support whole-of-system improvement (including savings).
These choices are supported by a vast network of aligned, Kaupapa driven partners across the North Island. Maintenance and growth of these relationships enable us to quickly, and at scale, impact whānau to improve hauora and social outcomes. This success can be described best with the below whakataukī:
Ehara taku toa i te toa takitahi, engari kē he toa takitini
My success should not be bestowed onto me alone, it was not individual success but the success of a collective.
We have already established strong relationships and partnerships with many key partners in Aotearoa
With a network of X organisations, X who are Hauora Māori organisations, serving a population of X
Northland –
with a growing practice network, available Te Kaupapa service for the community, support for community enablement in Kaitaia and ongoing support for Hauora days.
Tāmaki –
with a vast practice network, programmes which support equity and Hauora across the region (including AWHI, Mana Kidz, and Te Kaupapa), research projects, community enablement and ongoing support for Hauora days.
Waikato –
with a vast practice network, programmes which support equity and Hauora across the region (including Tiakina te Tangata, AWHI, and Te Kaupapa), research projects, community enablement and ongoing support for Hauora days.
Whanganui –
with a growing practice network, research projects, community enablement with The Community Led Development Trust and ongoing support for Hauora days
This work across the Te Ika-a-Māui (North Island) contributes to the successful commissioning of services. This excludes our growing reach across Aotearoa, and into Te Waipounamu (the South Island) which includes ongoing community-based research projects as well as support for organisations through our Mōhio and Gen2040 systems and services.
We also provide assistance to a vast range of other providers and community organisations that seek our support, beyond our contracted responsibilities. This can and often takes many different forms including:
- Support with clinical governance,
- Resource access,
- Support with workforce recruitment and workforce development including training.
What you will see in the next three years
Mahere Rautaki builds on our previous work and plans so the whānau we work with, our partners and our funders should continue to see positive outcomes from our work. Between now and 2027 this will include: