Published on 20 Aug 2025

Strengthening Advocacy During Healthcare Reforms: Developing a new strategic plan for the National Advocacy Service

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17 JODIE 1x1 PORTRAIT 1
Jodie O'Neill Strategy + Planning Lead (NZ) Contact me
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Stuart Beresford Senior Consultant Contact me

The National Health and Disability Advocacy Service needed a refreshed strategy to respond to its changing environment. Rising demand for the service, COVID-19 disruptions, funding shortages and major health systems reforms were all significant challenges for the service. Allen + Clarke delivered a refreshed 2023 – 2026 Strategic Plan which focused on maintaining their impressive 97% consumer satisfaction rate while strategically positioning them to face future challenges.

The resulting strategy:

·       Engaged diverse stakeholders through targeted interviews and workshops to build consensus and strong buy-in

·       Created four clear strategic priorities that balanced long-term capability building vision with practical implementation concerns

·       Reflected the Trust’s commitment to te Tiriti o Waitangi by setting out how partnership and equity commitments will be reflected by the organisation.

The final strategic plan provided a clear framework, with four priorities that aligned with service expectations from the Health and Disability Commissioner. This work positioned the Trust to adapt to changing conditions while improving service delivery and maintaining high satisfaction rates.

Navigating a perfect storm of advocacy challenges

Since 2007 the National Health and Disability Advocacy Service (provided by the National Advocacy Trust) has provided free, independent advocacy services to New Zealanders with a health or disability complaint. Despite their excellent track record, they were facing significant service pressures:

  • Website Generic Icons 1200x1200 GREEN 31 There was a 25% increase in cases requiring advocacy support.
  • Website Generic Icons 1200x1200 GREEN 31 COVID-19 restrictions had prevented face-to-face advocacy leading to service changes.
  • Website Generic Icons 1200x1200 GREEN 31 Long-term underinvestment and rising inflation were contributing to service pressures.
  • Website Generic Icons 1200x1200 GREEN 31 Major health system reforms required service adaptation.
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Designing a collaborative path to success

We used a three phase approach to develop the strategy:

  • Setting the foundation - we held initial planning meetings with the Trust Chair and the Health and Disability Director of Advocacy. This helped to establish clear direction based on organisational and service needs. 

  • Gathering insights - we analysed existing strategies and performance data and conducted 12 interviews with key stakeholders. We then facilitated a joint workshop between the Health and Disability Commission and the Trust to build a consensus on priorities. 

  • Developing the strategy - we created a draft strategy, tested it with stakeholders through sense-making sessions and refined it based on feedback. 

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Four strategic priorities that unlocked advocacy potential

Our analysis revealed four critical areas where strategic focus would deliver the most value. 

  • Enabling system improvement - we recognised that the Advocacy Service had many valuable system insights which could improve outcomes for patients across New Zealand. 

  • Supporting early resolution - we found that limited public awareness of the Advocacy Service hindered timely complaint resolution. This priority focused on raising awareness and positioned advocacy as consumers' first resource. 

  • Partnering with communities - this priority established objectives for building trusted relationships with vulnerable communities and implementing culturally appropriate practices. 

  • Organisational excellence - the Trust needed to strengthen its capabilities and ensure that its advocacy model would empower whānau. 

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Interconnected coloured pathways forming abstract network diagram