NNR’s strategic plan will guide and prioritise work from 2015 to 2020
The name builds on the metaphor of the ngaru or a wave meaning the influence or force that brings many together as one (rautahi) in an environment of collaboration through a value network.
To commence its role as the voice of a National Value Network the Nga Ngaru Strategic Plan sets out the strategic directions and goals for 2015- 2020. The Strategic Plan includes outcomes and key initiatives that will be fundamental for Nga Ngaru’s actions and achievements.
The vision and mission statement firmly positions Nga Ngaru as a national member based value network within Aotearoa, strengthening not only the membership, but also focusing on whānau and families served by its members as a whole; driving equitable access to information and knowledge for all and positioning the Value Network as a force for change.
Nga Ngaru has the ability to harness and bring together the strengths of its members from across the country in a collaborative environment of high trust that can only result in improved outcomes for whānau and families. Nga Ngaru will work with its members, partners and other relevant strategic organisations, partners and government agencies to fulfil its strategic directions.
Nga Ngaru is adopting a ‘change culture’ thinking, to reflect the values and skills that are becoming crucial in representative organisations operating in the current iteration of the multistakeholder society:
- wide and varied membership and supporters
- specialist expertise and alliances
Priority has been given to: Investigating what a future-facing Nga Ngaru needs to look like and understanding what processes should be put in place to outline the organisational fit for Nga Ngaru that suits the needs of the changing environment, together with the new realities of multi stakeholder interaction.
GOING FORWARD – At the heart of this Strategic Plan are the needs of Nga Ngaru members and the whānau and families they serve. Over the next five years Nga Ngaru will offer new ways to communicate with its members, to make available content from its work, and to facilitate and support key activities that lead towards the Nga Ngaru outcomes. More specifically, an evolving implementation plan to fulfill the strategic goals and objectives will be developed by Nga Ngaru leadership, assisted by member input. Priority will be given to establishing a common agenda, adopting a shared set of measurable goals and pursuing evidence based actions that reinforce one another’s work in furthering the Nga Ngaru goals.
Nga Ngaru’s strategy for engagement in the process will be flexible and realistic, and responsive to emerging facts on the ground.