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Mō Te Hiku Hauora
Strategic Priorities

Our Strategic Impact Areas

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Equity

We strive to provide an equitable and high-quality comprehensive (one stop shop) Hauora service that supports all whānau to live their healthiest lives.

We seek to address health disparities in our region, actively working towards ‘no wrong door’ system model and contributing to healthier communities.

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Hauora Excellence

We champion Hauora excellence, whānau-centred care, and a commitment to continuous quality improvement.
 

We aspire to lead in systems integration and positive impact, ensuring the value of primary and community care is recognised by our communities, partners, and stakeholders.

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People

We are dedicated to our people, whānau, hapū, Iwi, communities, Hauora workforces, service partners and our own kaimahi. We cannot achieve our strategic vision without ‘people.’
 

We prioritise the voices of whānau, hapū, Iwi and our communities. We prioritise initiatives that support the preparation, recruitment and retention of our workforces, their ongoing professional development, high performance and ensure a positive workplace culture

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Sustainability

We optimise the ways in which resources are used responsibly to benefit our communities through a strong governance and management system that is open, transparent, and accountable.
 

We proactively support resilience in our health system and foster communities to be self-determining and accountable for their wellbeing.

Te Hiku Hauora Annual Plan 25–26

Our Annual Plan outlines the key actions guiding our mahi across Muriwhenua. Centred on Equity, Hauora Excellence, People, and Sustainability, it sets the direction for delivering holistic, whānau-centred care and improving health outcomes in our communities.

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2030 Strategy

Our 2030 Strategy outlines a 5 year roadmap towards better health and wellbeing for all in Muriwhenua. Guided by Te Tiriti o Waitangi, Te Hikutanga and the voices of our whānau, it focuses on four priorities: Equity, Hauora Excellence, People, and Sustainability.

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