Whanau Ora : Report of the Taskforce on Whanau-Centred Initiatives

7.2.3 A challenge for whānau-centred initiatives will be determining <strong>the</strong> nature,
range and significance <strong>of</strong> Māori networks. Networks may be enjoyed for
cultural reasons, such as kapa haka and sporting events, or may extend to
marae and iwi activities. All whānau members have iwi affiliations, although
<strong>the</strong>y may not exercise <strong>the</strong>m in a manner that could bring benefits to <strong>the</strong>
whānau. In that respect, whānau who are not able to access and participate
in te ao Māori are at a disadvantage. The <strong>Taskforce</strong> considers that whānau
participation in te ao Māori has <strong>the</strong> potential to improve whānau social,
cultural and economic wellbeing and at <strong>the</strong> same time contribute to
wider society.
To embrace our people we
need to talk about <strong>the</strong> values
that are important to <strong>the</strong>m.
For us Whānau <strong>Ora</strong> is
anything we want it to be,
anything we can dream
it to be, so whānau are
empowered to be <strong>the</strong> best
<strong>the</strong>y can be.
7.2.4 A Māori world view also has implications for practice methodologies.
While <strong>the</strong>re are many variations, three common aims underpin
whānau-centred practices.
• The centre <strong>of</strong> attention is <strong>the</strong> whānau as a group. Individual wellbeing is
not dismissed, nor neglected, but <strong>the</strong> primary focus is on <strong>the</strong> functions,
aspirations and sustainability <strong>of</strong> <strong>the</strong> collective.
• The major goals <strong>of</strong> a whānau-centred approach are <strong>the</strong> development
<strong>of</strong> whānau resilience, whānau capacities and whānau capability, ra<strong>the</strong>r
than <strong>the</strong> investigation <strong>of</strong> whānau dysfunction or <strong>the</strong> management <strong>of</strong>
whānau inadequacies. Although a whānau crisis (whe<strong>the</strong>r centred around
an individual or group) can be a source <strong>of</strong> serious concern, it also brings
potential for whānau growth and through this engagement, identify <strong>the</strong>
requirements for whānau to become self-managing. The challenge for
whānau and practitioners is to convert <strong>the</strong> crisis into an opportunity for
growth and <strong>the</strong>n to help whānau become self-managing.
• Whānau-centred methodologies are inextricably linked to relationship
management; relationships between generations, between genders,
between whānau and community institutions, between different agencies
(public, private, NGOs and Māori providers) and between whānau, hapū
and iwi.
7.2.5 Practitioners come from a wide range <strong>of</strong> disciplines and agencies but to
be effective need to have <strong>the</strong> knowledge, skills and training to foster <strong>the</strong>
development <strong>of</strong> a kawa (protocol) that will guide whānau into <strong>the</strong> future.
Many practitioners have instinctive understandings <strong>of</strong> whānau needs and
know intuitively how to respond. However, <strong>the</strong> <strong>Taskforce</strong> recognises <strong>the</strong>
importance <strong>of</strong> practice standards that not only take consistency <strong>of</strong> practice
into account but are also premised on te ao Māori.
7.2.6 The <strong>Taskforce</strong> notes <strong>the</strong> distinctiveness <strong>of</strong> whānau-centred practice and
commends <strong>the</strong> approach as an appropriate vehicle for <strong>the</strong> promotion <strong>of</strong>
whānau wellbeing.
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