MANAAKI ORA TRUST
Strategic plan
July 2016 – June 2019
CONTENTS
CONTENTS
INTRODUCTION
VISION
MISSION
MANAAKI ORA VALUES
STRATEGIC GOALS
STRATEGIC ACTIONS
ANNEX 1 SWOT ANALYSIS
ANNEX 2 PESTE ANALYSIS
INTRODUCTION
Manaaki Ora Trust was established combining the services of Te Utuhina Manaakitanga and Tipu Ora within an integrated Māori health and social service organisation.
On 21 January 2016, a strategic planning hui was held by GHA and Manaaki Ora Trust board members. GHA has been assisting Manaaki Ora trust in reviewing the trust’s organisational strategy. The project intended to refresh the trust’s strategy by identifying commonalities in the strategy and activities of Te Utuhina Manaakitanga and Tipu Ora. This hui was an opportunity for trustees to consider the ideas of the Manaaki Ora senior managers and assess and determine the strategy for Manaaki Ora going forward.
Another discussion was held at the Manaaki Ora Trust board meeting on 24 February 2016, where the trustees reviewed the strategic plan and the proposed vision, mission, values and goals. There was a suggestion to link the Manaaki Ora values to the overarching goals and position Manaaki Ora relative to other providers. The board would like to see the strategic plan grow and transform into a Manaaki Ora Trust business plan to be implemented, including goals, values and performance targets.
This document sets out the Manaaki Ora strategic plan as agreed at the planning hui for Manaaki Ora Trust over the next three years from July 2016 to June 2019.
VISION
The vision for Manaaki Ora recognises future ambitions and aspirations of the trust:
MISSION
The mission for Manaaki Ora defines the organisation’s strategic reason for existence:
MANAAKI ORA VALUES
Our values are:
- Whānau (family)
- Tika (integrity)
- Whakapono (faith)
- Aroha (love and compassion
- Mātauranga (knowledge)
- Manaakitanga (kindness)
- Kaitiakitanga (stewardship)
- Tikanga (culturally correct)
STRATEGIC GOALS
STRATEGIC ACTIONS
Annex 1 SWOT Analysis
The SWOT analysis identifies the internal factors that may impact the overall activities and performance of Manaaki Ora.
Annex 2 PESTE Analysis
The PESTE analysis defines the macro-environment factors that may impact the overall activities and performance of Manaaki Ora.
POLITICAL
- Legislation – Vulnerable Children’s legislation
- Clinical governance
- International framework
- Change in government
- Indemnity
- Immigration changes and impacts through policy
- Access to Māori resources artefacts such as healing tools
- Iwi settlement mind-set of iwi vs. growth of assets
- IS – potential shift in client needs for greater range of mental health services
- GFC – collapsing world economy and lower NZ GDP
- More results for less funding
ECONOMIC
- Impacts of the Christchurch earthquake
- Health and safety costs
- Growing insurance costs
- Growing investment into ICT
- Our growing population
- Social return investments
- Sustainable funding for equal or better services
- Funding through joint ventures/sponsors etc.
SOCIAL
- Population demographics change
- Generational difference
- Social trends
- Disparities for Māori
- Collective impact
- Staff loss – access to quality staff
- Shrinking service delivery
TECHNOLOGICAL
- Digital costs and continuing changing models of delivery and marketing of services
- Develop own ICT/CMS systems
- Workforce training
- Automation
- Self-evaluation terminals for clients
- Hackers/cyber safety
ENVIRONMENTAL
- Impacts of the Christchurch earthquake
- Health and safety costs
- Infectious diseases
- Housing issues
- Workplace wellness
- Climate change
- Corporate responsibility
- Waste management and having environmentally friendly processes
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