Whanau Ora - The next decade - Te Puni Kokiri
Whanau Ora - The next decade - Te Puni Kokiri
Whanau Ora - The next decade - Te Puni Kokiri
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WHĀNAU ORA<br />
Sharing the Learning<br />
2011<br />
Mason Durie<br />
Whānau <strong>Ora</strong> Governance Group
Sir Paul Reeves<br />
1933 - 2011
Over the past two days, it has become clear that:<br />
Whānau potential is high and ready to be unleashed<br />
Whānau <strong>Ora</strong> provider networks are extensive,<br />
committed, innovative, and ready to learn from<br />
each other<br />
Whānau <strong>Ora</strong> is already anchored on solid<br />
foundations that will bring fresh opportunities and<br />
gains for whānau in the <strong>decade</strong> ahead.
‘It takes a village to raise a child’<br />
‘..believe in change and in transforming lives’<br />
‘Restoring trusting relationships within<br />
whanau, between whānau, providers and<br />
navigators, & with state agencies’<br />
‘No-0ne else can do it for us’<br />
‘<strong>The</strong> most important thing is to achieve good<br />
outcomes for whānau’
John Tamihere<br />
Iharaera Henare
Cannons Creek Whānau<br />
‘I want to finish education for<br />
myself and for my daughter’<br />
‘.. A social worker who could<br />
work with people and inspire us’<br />
‘My greatest fear is to think big’<br />
‘I want to breathe the air from<br />
the highest steps’<br />
‘I used negative energy and<br />
turned it into inspiration’<br />
Family Life Education Pasifika<br />
• Always going to be<br />
another mountain’<br />
• Anticipation of future roles<br />
• Building bridges to carry 2-<br />
way traffic<br />
• Youth engagement<br />
strategies - music, art,<br />
• Relationship building over<br />
time<br />
Lianna Burns<br />
Sarah-Jane Smith
‘How can Whānau <strong>Ora</strong> play its part in ensuring that<br />
the state sector is more effective in the services it<br />
delivers to Maori ?’<br />
TPK as a facilitator of Maori Crown relationships<br />
Leith Comer<br />
‘<strong>The</strong> Whānau <strong>Ora</strong> landscape can influence<br />
Government as much as communities’<br />
‘<strong>Te</strong> <strong>Puni</strong> <strong>Kokiri</strong> is committed to playing its role’
Geoff Short, Gail Campbell, Richard Wood, Gabrielle Baker,<br />
Gerardine Clifford-Lidstone<br />
• 158 integrated contacts and 8 business cases under way<br />
• Building Whānau <strong>Ora</strong> into the core business of the state<br />
• Results based accountabilities – an approach that can<br />
accommodate individuals as well as collectives (whānau)<br />
• Whānau stories to convey the issues<br />
• Walking with provider collectives<br />
• <strong>The</strong> whānau planning space has been inspirational
<strong>The</strong> background to NUMA<br />
1.<strong>Whanau</strong> O Waipareira Trust<br />
2.Manukau Urban Maori Authority<br />
3.Otangarei Trust<br />
4.<strong>Te</strong> Runanga O Kirikiriroa<br />
5.<strong>Te</strong> Ropu Awhina ki Porirua<br />
6.<strong>Te</strong> Runanga O Nga Mātaa Waka<br />
• Whānau <strong>Ora</strong> – a legacy<br />
from earlier generations -<br />
Puaoteatatu, Tu Tangata<br />
• Going further – beyond<br />
sectoral interests<br />
• <strong>The</strong> <strong>Whanau</strong> hapu Iwi<br />
continuum is as relavant<br />
to urban Maori as to<br />
others<br />
Willie Jackson<br />
Pauline Kingi
<strong>Te</strong> Ope Koiora<br />
Whānau <strong>Ora</strong> & Tainui<br />
<strong>The</strong> Tainui 50 year plan<br />
Social & economic<br />
transformation<br />
A korowai to align<br />
services with an Iwi<br />
kaupapa<br />
Collective action & skills<br />
Whānau <strong>Ora</strong> centres<br />
Public private partners<br />
National Urban<br />
Māori Authority<br />
‘Walking the talk’<br />
Catastrophe to recovery<br />
Forward planning<br />
Locally driven<br />
Marae as a disaster<br />
recovery centre<br />
Collaboration<br />
Whānau resilience<br />
Pacific Nations<br />
Whānau <strong>Ora</strong><br />
in Action<br />
• Culture & values<br />
• A sense of<br />
belonging<br />
• Modelling hope<br />
and change<br />
• Champions for<br />
change
<strong>Te</strong> Pū o te Wheke<br />
Pacific Care Trust<br />
<strong>Te</strong> Ao Hou<br />
Achievements<br />
• Rural access a problem but Whanua <strong>Ora</strong> kaupapa overcomes distance<br />
• Able to interact with other organisations in a climate of trust<br />
• Frank discussions even when there is still a competitive element<br />
• Able to place the difficult issues on the agenda<br />
Thinking about whānau<br />
• Whānau voices, Laughter in the house and connections with whenua<br />
• Meaningful work, Business plan preparation<br />
<strong>Whanau</strong> <strong>Ora</strong> in 5 years time<br />
•Connections with other organisations<br />
•Sharing skills, training<br />
•Happy, economically secure, engaged whānau
• Whānau Centred Practices<br />
• Achieving Outcomes<br />
• Investing in Workforce<br />
• Investing in Infrastructure and Quality<br />
• Governance and Leadership
<strong>The</strong> Phenomena of Care<br />
Establishing the bonds<br />
<strong>Whanau</strong>ngatanga<br />
Whakapapa<br />
Kaumātua<br />
Six Whānau <strong>Ora</strong><br />
principles including<br />
relationships, care for<br />
each other, wairua<br />
PATH Model<br />
• Planning - alternative-tomorrowshope<br />
• Model for working with whānau in<br />
a planning process<br />
• Thinking beyond and beginning<br />
with the end in mind<br />
• A 12 step process<br />
Paraire Huata<br />
Kataraina Pipi<br />
Mariao Hohaia
RBA<br />
<strong>The</strong> Maori Way<br />
What difference<br />
did you make ?<br />
<strong>The</strong> story behind<br />
the baseline<br />
What works?<br />
Karen Vercoe<br />
<strong>Te</strong> Tukunga Iho o<br />
te Pu o te Wheke<br />
Māori models<br />
One stop shops<br />
Integrated<br />
contracts linked to<br />
outcomes<br />
<strong>Te</strong> Pu o te Wheke<br />
Value for<br />
Money<br />
Whose values<br />
Future<br />
generations<br />
Non- $ values<br />
Investments to<br />
grow the<br />
investment<br />
Nan<br />
Wehipeihana<br />
Mataora<br />
Waipareira<br />
Model<br />
Drives<br />
outcomes<br />
Julian King<br />
<strong>Whanau</strong> at the<br />
centre<br />
Priviledge the<br />
organisation<br />
Laurie Porima
Maori Organisation? Open Forum Transforming<br />
Whānau<br />
<strong>The</strong> <strong>Ora</strong>nganui<br />
experience<br />
• Kaupapa ake<br />
• Organisational<br />
whakapapa<br />
• Whakatauaki & policy<br />
Takarangi<br />
Competency<br />
Framework<br />
14 competencies at 4<br />
levels<br />
Cultural knowledge<br />
and practice<br />
Clinical knowledge<br />
and practice<br />
A workforce that is bold,<br />
smart, creative, strategic<br />
And is Maori<br />
Shift towards what<br />
whānau will do for<br />
themselves<br />
TKA model of practice<br />
Jennifer<br />
Tamehana<br />
<strong>Te</strong>rry Huriwai Moe Milne<br />
Wheturangi<br />
Walsh-Tapiata<br />
Pam Armstrong
Beyond the<br />
Pretty Screen<br />
Quality in a<br />
Moodle Box<br />
Refining<br />
Quality<br />
Pacific<br />
Innovation<br />
Navigating to<br />
Outcomes<br />
IT decisions need to be based on strategic plans rather than immediate needs<br />
<strong>The</strong> Moodle box will be useful to support quality assurance, accreditation<br />
Negotiation of boundaries - Whānau <strong>Ora</strong> and Pasifika<br />
Fanau <strong>Ora</strong> and Pacific aspirations<br />
Use of Karaoke to engage with whanau – planning and integrating with ‘magic’<br />
Carlos Martinez,<br />
Microsoft NZ<br />
Rita<br />
O’Callaghan<br />
Paula<br />
Parkin<br />
Jackie<br />
Richardson<br />
Debbie<br />
Ryan<br />
Rawiri<br />
Waititi<br />
Jacqui<br />
Harema
‘<strong>The</strong> Good the Bad<br />
& the Ugly’<br />
Whānau Leadership<br />
& Resilience<br />
Panel<br />
Discussion<br />
Indigenous concepts,<br />
ideologies, tools<br />
Courage to break new<br />
ground<br />
<strong>The</strong> purpose of<br />
leadership<br />
<strong>The</strong> value of Trust<br />
• Resilient whānau are<br />
better prepared<br />
• Principles for resilience<br />
•<strong>Whanau</strong>ngatanga<br />
•Pukenga<br />
•Tikanga<br />
•Tuakiri-a-Iwi<br />
• Resilience strategies<br />
(protective and coping<br />
strategies<br />
Poor leadership<br />
and good leadership<br />
<strong>The</strong> X factor<br />
Leadership is personal<br />
Leadership for the future<br />
Distributed leadership<br />
Alfred Ngaro<br />
Jordan Waiti<br />
Doug Hauraki,<br />
MerepekaRaukawa-Tait
<strong>Whanau</strong><br />
Centred<br />
Practice<br />
Governance<br />
&<br />
Leadership<br />
<strong>Whanau</strong><br />
<strong>Ora</strong><br />
Achieving<br />
Outcomes<br />
Workforce<br />
Infrastructure<br />
&<br />
Quality
Phase Task Result Indicator<br />
1 Making the case Task Force Report Feb 2010<br />
2 Government Endorsement Minister <strong>Whanau</strong> <strong>Ora</strong> March 2010<br />
Dedicated <strong>Whanau</strong> <strong>Ora</strong> Fund<br />
3 Establishment<br />
• Management<br />
• Accountability<br />
• Identification Providers<br />
<br />
<br />
<br />
<br />
TPK + MoH, MSD March 2010<br />
WIIE Fund, <strong>Whanau</strong> Centred Services Fund<br />
Governance Body April 2011<br />
Regional Leadership Groups June 2010<br />
25 Provider Groups identified Oct 2010<br />
4 Operationalisation<br />
• <strong>Whanau</strong> <strong>Ora</strong> Contracts<br />
• Additional contracts<br />
• Provider networking, &<br />
development<br />
ongoing<br />
<br />
Ongoing<br />
<br />
• 20 integrated contracts August 2011<br />
• Further 5 + 8 providers identified<br />
• Integrated data management systems<br />
• Sharing the Learning August 2011<br />
5 Growing the Model ongoing 2011 - 2020
• Establishment and Implementation phases<br />
are well underway<br />
• Phases for the <strong>next</strong> <strong>decade</strong> need to be<br />
considered<br />
• Phase 5 will need to contain a series of<br />
strategic goals to increase the reach and<br />
impact of Whānau <strong>Ora</strong>
Phase Task Aim<br />
5a Socialising the model • Model normalised across agencies<br />
• <strong>Whanau</strong> Impact Assessment tool applied to<br />
all Govt and Iwi policies
Phase Task Aim<br />
5a Socialising the model • Model normalised across agencies<br />
• <strong>Whanau</strong> Impact Assessment tool applied to<br />
all Govt and Iwi policies<br />
5b Re-focussing the model Prioritisation schedules<br />
• ? Vulnerable whanau<br />
• ? Tamariki, rangatahi<br />
• ? Kaumatua
Phase Task Aim<br />
5a Socialising the model • Normalising the model across agencies<br />
• Whānau Impact Assessment tool applied to<br />
all Govt and Iwi policies<br />
5b Re-focusing the model Prioritisation schedules<br />
• ? Vulnerable whānau<br />
• ? Tamariki, rangatahi<br />
• ? Kaumātua<br />
5c Quantifying the model • Setting Affirmation Targets<br />
• Measuring Whānau ‘incidents’<br />
• Measuring Whānau achievements
Whānau ‘Incident ‘Targets<br />
(examples)<br />
By 2015:<br />
30% reduction in domestic violence<br />
50% reduction of truancy<br />
60% reduction in rheumatic fever<br />
25% reduction in youth offending<br />
30% reduction in unemployment<br />
50% reduction in welfare benefits
Whānau ‘Incident ‘Targets<br />
(examples)<br />
By 2015:<br />
30% reduction in domestic violence<br />
50% reduction of truancy<br />
60% reduction in rheumatic fever<br />
25% reduction in youth offending<br />
30% reduction in unemployment<br />
50% reduction in welfare benefits<br />
Whānau Achievement<br />
Targets (examples)<br />
By 2015:<br />
60% whānau are financially<br />
literate<br />
75% whānau are health literate<br />
60% whānau are e-literate<br />
80% whānau are succeding in<br />
programmes of learning<br />
60% whānau are fluent speakers of<br />
Maori<br />
40% whānau are ‘estate’ literate
Phase Task Aim<br />
5a Socialising the model • Model normalised across agencies<br />
• <strong>Whanau</strong> Impact Assessment tool applied to<br />
all Govt and Iwi policies<br />
5b Re-focusing the model Prioritisation schedules<br />
• ? Vulnerable whanau<br />
• ? Tamariki, rangatahi<br />
• ? Kaumatua<br />
5c Quantifying the model • Setting Affirmation Targets<br />
• Measuring <strong>Whanau</strong> ‘incidents’<br />
• Measuring <strong>Whanau</strong> achievements<br />
5d Incentivising the model Rewards if targets are exceeded<br />
Penalties it targets are not met
Phase Task Aim<br />
5a Socialising the model • Model normalised across agencies<br />
• <strong>Whanau</strong> Impact Assessment tool applied to<br />
all Govt and Iwi policies<br />
5b Re-focusing the model Prioritisation schedules<br />
• ? Vulnerable whanau<br />
• ? Tamariki, rangatahi<br />
• ? Kaumatua<br />
5c Quantifying the model • Setting Affirmation Targets<br />
• Measuring <strong>Whanau</strong> ‘incidents’<br />
• Measuring <strong>Whanau</strong> achievements<br />
5d Incentivising the model ? Rewards if targets are exceeded<br />
? Penalties it targets are not met<br />
5e Devolving the model From state to Māori (Iwi, RLGs, Communities)
<strong>Te</strong>na koutou katoa
Over the past two days, it has become clear that:<br />
Whānau potential is high and ready to be unleashed<br />
Whānau <strong>Ora</strong> provider networks are extensive,<br />
committed, innovative, and ready to learn from<br />
each other<br />
Whānau <strong>Ora</strong> is already anchored on solid<br />
foundations that will bring fresh opportunities and<br />
gains for whānau in the <strong>decade</strong> ahead.
<strong>The</strong> burdens carried by whānau today must be<br />
addressed. But they should not obscure the<br />
vision for tomorrow – the translation of high<br />
hopes into strong whānau who will lead<br />
communities throughout Aotearoa.
<strong>The</strong> burdens carried by whānau today must be<br />
addressed. But they should not obscure the<br />
vision for tomorrow – the translation of high<br />
hopes into strong whānau who will lead<br />
communities throughout Aotearoa.<br />
If the energy, rhythm and sharing experienced at this Hui is<br />
any guide, then:<br />
Whānau <strong>Ora</strong> will come to inspire the nation and<br />
act as a beacon of hope for indigenous peoples<br />
across the globe
Whānau potential is high and ready to be unleashed<br />
Whānau <strong>Ora</strong> provider networks are extensive,<br />
committed, innovative, & ready to learn from each other<br />
Whānau <strong>Ora</strong> is already anchored on solid foundations<br />
that will bring fresh opportunities and gains for whānau<br />
in the <strong>decade</strong> ahead.<br />
<strong>The</strong> Whānau <strong>Ora</strong> vision converts high hopes into strong<br />
whānau to lead communities throughout Aotearoa<br />
Whānau <strong>Ora</strong> will come to inspire the nation and act as a<br />
beacon of hope for indigenous peoples across the globe
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