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

outcomes, such as <strong>the</strong> results <strong>of</strong> education that engages Māori,
may also emerge after lengthy periods <strong>of</strong> time so that <strong>the</strong> actual impact
<strong>of</strong> an intervention may not be apparent until months or years later.
7.4.2 While recognising that work is still required to develop a simple and
effective measure <strong>of</strong> results for whānau, <strong>the</strong> <strong>Taskforce</strong> supports an
outcome focus, centred on results for whānau. Providers who deliver
services to whānau should be able to demonstrate <strong>the</strong> results <strong>of</strong> <strong>the</strong>ir
efforts. Prior to undertaking work with whānau, for each goal a set <strong>of</strong>
whānau expectations will enable <strong>the</strong> specification <strong>of</strong> indicators to show how
<strong>the</strong> intervention is related to <strong>the</strong> agreed whānau goals. Even if a desired
outcome will not be achieved until well into <strong>the</strong> future, indicators that can
measure progress towards <strong>the</strong> longer-term goal will provide useful evidence
about efficacy.
7.4.3 Selecting <strong>the</strong> most appropriate outcome indicators is a task that should
involve whānau, practitioners and funders. A whānau-centred approach
must take into account <strong>the</strong> aspirations <strong>of</strong> whānau, as well as provider
realities and wider community and societal goals.
7.4.4 As well as identifying a few key outcome goals for whānau, <strong>the</strong> <strong>Taskforce</strong>
proposes that specific provider outcome indicators are also agreed by
providers and funders jointly, taking into account <strong>the</strong> particular whānau
circumstances and aspirations being addressed.
7.4.5 Most government-funded services to whānau are based on a combination <strong>of</strong>
sector perspectives and priorities. Some providers, for example, hold one or
two contracts with a single government agency, while o<strong>the</strong>rs hold a number
<strong>of</strong> contracts with many different agencies. In any event whānau are <strong>of</strong>ten in
<strong>the</strong> position <strong>of</strong> receiving services from a variety <strong>of</strong> providers that are funded
from different, and <strong>of</strong>ten distant, government agencies. It is rare for separate
government funders to work toge<strong>the</strong>r on a contract even when <strong>the</strong>ir activities
overlap. The lack <strong>of</strong> a coordinated approach can be inefficient, confusing to
whānau, and contrary to whānau self-management.
7.4.6 Fragmented approaches to whānau interventions have major implications
for whānau.
• A series <strong>of</strong> interventions each aimed at a single problem area may fail to
address whānau-wide needs in an effective manner. Although a number <strong>of</strong>
people might be involved in a ‘case’, <strong>the</strong> dynamics within <strong>the</strong> whānau may
be afforded less attention than <strong>the</strong> more visible needs <strong>of</strong> individuals.
• In order to derive benefit, whānau may require a coordinated, integrated
and supported approach but may instead be diverted by multiple (and
inconsistent) agency expectations and diverse and uncoordinated provider
priorities.
• In short, <strong>the</strong> common experience is that whānau services are shaped by
funder priorities ra<strong>the</strong>r than actual whānau needs.
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