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

oles in identifying providers who might best address whānau-centred goals.
Members <strong>of</strong> <strong>the</strong> panels will be appointed on <strong>the</strong> recommendation <strong>of</strong> Māori
leadership in each region.
Kia whai taangata e mōhio
ana ki ngā taha Māori me te
taha Kāwana.
7.6.3 While <strong>the</strong>re is merit in having panels located as close as possible to
communities and aligned to iwi, <strong>the</strong> <strong>Taskforce</strong> has also taken into account
<strong>the</strong> need for economies <strong>of</strong> scale and <strong>the</strong> avoidance <strong>of</strong> high governance and
management costs at <strong>the</strong> possible expense <strong>of</strong> whānau.
7.6.4 The <strong>Taskforce</strong>, <strong>the</strong>refore, proposes that <strong>the</strong>re be eight to ten regional
panels, based on Māori Land Court districts, and that <strong>the</strong> panels be
serviced by existing agencies.
7.7 Building on Existing Provider Capabilities
7.7.1 The <strong>Taskforce</strong> is conscious that many <strong>of</strong> <strong>the</strong> concerns raised about <strong>the</strong>
wellbeing <strong>of</strong> whānau are already being addressed by innovative interventions
and whānau-centred programmes. Over <strong>the</strong> past two decades, increased
awareness <strong>of</strong> <strong>the</strong> importance <strong>of</strong> culture to health and wellbeing, an increase
in <strong>the</strong> service options available to whānau, and a rapid increase in Māori
providers and practitioners has significantly changed <strong>the</strong> context for
realising whānau wellbeing. The change has been mirrored by government
policies that have introduced contestability and devolution as core
components <strong>of</strong> state-funded delivery systems. At a broader policy level <strong>the</strong>re
has also been increasing recognition <strong>of</strong> <strong>the</strong> relationships between social,
economic and cultural wellbeing and <strong>the</strong> sense <strong>of</strong> effecting better linkages
between all three.
7.7.2 The <strong>Taskforce</strong> acknowledges <strong>the</strong> high levels <strong>of</strong> expertise among
practitioners and <strong>the</strong> several models <strong>of</strong> practice <strong>the</strong>y have developed to
meet <strong>the</strong> diverse needs <strong>of</strong> whānau. Increasingly, also, <strong>the</strong>re has been a shift
towards evidence-based approaches with an interest in outcome measures
that fit with both Māori world views and contemporary societal realities.
Apart from <strong>the</strong> emergence <strong>of</strong> a large cohort <strong>of</strong> whānau practitioners,
many provider organisations have similarly acquired managerial and
organisational skills and have demonstrated a capacity to engage with
a range <strong>of</strong> government, iwi and community agencies. Larger provider
organisations such as iwi rūnanga manage multiple complex contracts
across a range <strong>of</strong> sectors and are able to bring a mix <strong>of</strong> skills to a single
point <strong>of</strong> delivery.
The Trust will have an ongoing commitment to building provider capacity
and capability. Resourcing will be required to aid in <strong>the</strong> development <strong>of</strong>
providers.
7.7.3 The <strong>Taskforce</strong> considers that initiatives to advance <strong>the</strong> interests <strong>of</strong>
whānau in recent years have transformative potential and should be
extended within a framework that provides comprehensive coverage,
simplified contracting procedures, more effective access for whānau and
greater efficiencies.
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