People in Aotearoa New Zealand who are affected by sexual assault have equitable and timely access to appropriate and high-quality health care and medico-legal services.

Ka wātea kau ki ngā tāngata i Aotearoa kua pāwheratia ngā ratonga hauora me ngā ratonga rongoā ā-ture e tika ana, e kounga ana hoki.

Our values

Enabling leadership

He whakamana kaiārahi

We achieve more by helping others to succeed.

Meaningful relationships

He hononga whai tikanga

We welcome difference and diversity, and foster caring, respectful and collaborative relationships.

Intentional community

He hapori i āta mahia

We operate as an inclusive community with a shared intention for the future.

Our Strategy 2023 - 2028

Core Strategic PrioritiesWhat we will deliver...As a result, we will see...Success Measures

Developing a dynamic treaty partnership by engaging in a process of reflection and learning to build culturally safe and equitable policies, practices, systems and outcomes for Māori.

  • The appointment of Māori Board and committee members.
  • Well informed Board and staff members about the Treaty and Crown-Māori relationships, racial equity, personal bias and the existence and impact of institutional racism, o Tikanga Māori and Te Ao Māori and current Māori perspectives.
  • A growing visibility of Te Ao Māori in how we operate as an organisation.

  • A culturally safe and competent organisation with Te Ao Māori and Mātauranga Māori principles and practices.
  • External feedback confirms positive and effective engagement with Māori.
  • A visible shift in the culture of MEDSAC moving from the baseline of unfamiliar, through comfortable, confident through to capable over time.
  • Strong, proactive and responsive relationships with Māori and Māori organisations to inform and influence MEDSAC.
  • The recruitment of Māori staff.

Maintaining our role as the centre of excellence for the training and accreditation of clinicians caring for victims of sexual assault/abuse and related violence, and growing the trained workforce to a sustainable level.

  • A respected accreditation pathway.
  • High quality education and training offerings for clinicians working in the areas of sexual assault/abuse, SAATS and NFSS, with an increasing focus on adolescent and child abuse.
  • A broader educational offering on supporting victims of sexual assault/abuse and intimate partner violence for clinicians working in primary care.
  • Expert reviews as required for medical forensic reports. Improvements in the quality of reports and reviews.
  • Research-based review of the MERG quality assurance process.
  • Support and advice for fellow clinicians.
  • Engaged and competent clinicians.
  • Efficient and modern methods of forensic examination recording and review.
  • Increased number of clinicians working in the field.
  • A community of best practice and the opinion of MEDSAC trained and accredited clinicians is respected and sought after.
  • Increasing numbers of trained and accredited members.
  • Attendance at training courses and uptake of online modules.
  • Attendance at forums run by MEDSAC.
  • Number of EAF queries resulting in quality improvement changes to education and/or clinical practice.
  • Satisfaction survey of members.

We are effective advocates for the sector, working with funders and others to achieve full national coverage of sustainable SAATS and NFSS services across Aotearoa New Zealand.

  • Liaison with key stakeholders and funders.
  • Continue to work with funders to ensure the support of the sector's work.
  • Research and advocacy to support the sustainability of the sector.
  • Awareness raising of the services available for victims, and the career paths available for clinicians.
  • Development of tools to enable gathering of high-quality data from the sector.
  • Sustainable and adequate funding streams for service providers.
  • Increased uptake of services.
  • High quality dataset available from across the sector.
  • Increased visibility of MEDSAC externally measured by media mentions, requests for speakers etc.
  • Number of innovations and improvements arising out of analysis of the SAATS and NFSS data.

We are a capable and trusted organisation that is sustainable for the long term.

  • Professional governance and management practices and systems to ensure sustainability, compliance efficiency and effectiveness.
  • Sustainable funding streams to support MEDSAC and SAATS and NFSS providers.
  • Clear and well documented policies and procedures.
  • Sustain funding to at least current level. Adherence to budgets.
  • Unqualified audit opinion.
  • Funders have confidence in MEDSAC's systems and processes.
  • Staff satisfaction levels/staff turnover.
  • Increasing growth in number of MEDSAC members.
  • Achievement of planned activities and projects.