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Strategic Direction

In April 2017, a review of the Values, Vision and Strategic Goals was undertaken. The Strategy is monitored and reviewed at each Board meeting.



Our Vision

To advance the quality of access to podiatry in New Zealand

The Boards Values

Integrity: We act with integrity and respect in all we do. We are each personally accountable for the highest standards of behaviour, including honesty, transparency and fairness in all aspects of our work.


Leadership: We aim to support the profession of podiatry leading by example with vision, acting in the best interests of those receiving podiatric care.


Excellence: We are committed to robust governance, continuous quality development, and the application of best practice principles in all that we do.


Collegiality: We aim to actively engage our members and stakeholders to work together to enhance and advance the standard of the podiatry profession.


Our Strategic Goals


1. Facilitating Collegiality

Our goal is to facilitate a collegial network of podiatrists and stakeholders based on mutual respect and understanding. These cooperative relationships to be achieved through the engagement of podiatrists at the national and regional levels. PodiatryNZ aims to deliver quality communication and training to enhance relationships for and between members, students and stakeholders.


2. Expanding Careers

Our goal is to assist members to maximise career potential, improve patient outcomes and maintain job satisfaction. Professional development and career specialisations will continue to be a focus. PodiatryNZ will work collaboratively with others to achieve prescribing rights, deliver high risk foot and sports training and to further quality clinic training with the implementation of a 3rd party audit process.


3. Sustainability

Our goal is to ensure the continued relevance of PodiatryNZ by safeguarding sound organisational practices through best practice governance practices. This will involve the implementation of best practice procedures for: transitioning key personnel, Board succession plans and an investment in appropriate induction and governance procedures.