Whanau Ora - The next decade - Te Puni Kokiri

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Whanau Ora - The next decade - Te Puni Kokiri

WHĀNAU ORA

Sharing the Learning

2011

Mason Durie

Whānau Ora Governance Group


Sir Paul Reeves

1933 - 2011


Over the past two days, it has become clear that:

Whānau potential is high and ready to be unleashed

Whānau Ora provider networks are extensive,

committed, innovative, and ready to learn from

each other

Whānau Ora is already anchored on solid

foundations that will bring fresh opportunities and

gains for whānau in the decade ahead.


‘It takes a village to raise a child’

‘..believe in change and in transforming lives’

‘Restoring trusting relationships within

whanau, between whānau, providers and

navigators, & with state agencies’

‘No-0ne else can do it for us’

The most important thing is to achieve good

outcomes for whānau’


John Tamihere

Iharaera Henare


Cannons Creek Whānau

‘I want to finish education for

myself and for my daughter’

‘.. A social worker who could

work with people and inspire us’

‘My greatest fear is to think big’

‘I want to breathe the air from

the highest steps’

‘I used negative energy and

turned it into inspiration’

Family Life Education Pasifika

• Always going to be

another mountain’

• Anticipation of future roles

• Building bridges to carry 2-

way traffic

• Youth engagement

strategies - music, art,

• Relationship building over

time

Lianna Burns

Sarah-Jane Smith


‘How can Whānau Ora play its part in ensuring that

the state sector is more effective in the services it

delivers to Maori ?’

TPK as a facilitator of Maori Crown relationships

Leith Comer

The Whānau Ora landscape can influence

Government as much as communities’

Te Puni Kokiri is committed to playing its role’


Geoff Short, Gail Campbell, Richard Wood, Gabrielle Baker,

Gerardine Clifford-Lidstone

• 158 integrated contacts and 8 business cases under way

• Building Whānau Ora into the core business of the state

• Results based accountabilities – an approach that can

accommodate individuals as well as collectives (whānau)

• Whānau stories to convey the issues

• Walking with provider collectives

The whānau planning space has been inspirational


The background to NUMA

1.Whanau O Waipareira Trust

2.Manukau Urban Maori Authority

3.Otangarei Trust

4.Te Runanga O Kirikiriroa

5.Te Ropu Awhina ki Porirua

6.Te Runanga O Nga Mātaa Waka

• Whānau Ora – a legacy

from earlier generations -

Puaoteatatu, Tu Tangata

• Going further – beyond

sectoral interests

The Whanau hapu Iwi

continuum is as relavant

to urban Maori as to

others

Willie Jackson

Pauline Kingi


Te Ope Koiora

Whānau Ora & Tainui

The Tainui 50 year plan

Social & economic

transformation

A korowai to align

services with an Iwi

kaupapa

Collective action & skills

Whānau Ora centres

Public private partners

National Urban

Māori Authority

‘Walking the talk’

Catastrophe to recovery

Forward planning

Locally driven

Marae as a disaster

recovery centre

Collaboration

Whānau resilience

Pacific Nations

Whānau Ora

in Action

• Culture & values

• A sense of

belonging

• Modelling hope

and change

• Champions for

change


Te Pū o te Wheke

Pacific Care Trust

Te Ao Hou

Achievements

• Rural access a problem but Whanua Ora kaupapa overcomes distance

• Able to interact with other organisations in a climate of trust

• Frank discussions even when there is still a competitive element

• Able to place the difficult issues on the agenda

Thinking about whānau

• Whānau voices, Laughter in the house and connections with whenua

• Meaningful work, Business plan preparation

Whanau Ora in 5 years time

•Connections with other organisations

•Sharing skills, training

•Happy, economically secure, engaged whānau


• Whānau Centred Practices

• Achieving Outcomes

• Investing in Workforce

• Investing in Infrastructure and Quality

• Governance and Leadership


The Phenomena of Care

Establishing the bonds

Whanaungatanga

Whakapapa

Kaumātua

Six Whānau Ora

principles including

relationships, care for

each other, wairua

PATH Model

• Planning - alternative-tomorrowshope

• Model for working with whānau in

a planning process

• Thinking beyond and beginning

with the end in mind

• A 12 step process

Paraire Huata

Kataraina Pipi

Mariao Hohaia


RBA

The Maori Way

What difference

did you make ?

The story behind

the baseline

What works?

Karen Vercoe

Te Tukunga Iho o

te Pu o te Wheke

Māori models

One stop shops

Integrated

contracts linked to

outcomes

Te Pu o te Wheke

Value for

Money

Whose values

Future

generations

Non- $ values

Investments to

grow the

investment

Nan

Wehipeihana

Mataora

Waipareira

Model

Drives

outcomes

Julian King

Whanau at the

centre

Priviledge the

organisation

Laurie Porima


Maori Organisation? Open Forum Transforming

Whānau

The Oranganui

experience

• Kaupapa ake

• Organisational

whakapapa

• Whakatauaki & policy

Takarangi

Competency

Framework

14 competencies at 4

levels

Cultural knowledge

and practice

Clinical knowledge

and practice

A workforce that is bold,

smart, creative, strategic

And is Maori

Shift towards what

whānau will do for

themselves

TKA model of practice

Jennifer

Tamehana

Terry Huriwai Moe Milne

Wheturangi

Walsh-Tapiata

Pam Armstrong


Beyond the

Pretty Screen

Quality in a

Moodle Box

Refining

Quality

Pacific

Innovation

Navigating to

Outcomes

IT decisions need to be based on strategic plans rather than immediate needs

The Moodle box will be useful to support quality assurance, accreditation

Negotiation of boundaries - Whānau Ora and Pasifika

Fanau Ora and Pacific aspirations

Use of Karaoke to engage with whanau – planning and integrating with ‘magic’

Carlos Martinez,

Microsoft NZ

Rita

O’Callaghan

Paula

Parkin

Jackie

Richardson

Debbie

Ryan

Rawiri

Waititi

Jacqui

Harema


The Good the Bad

& the Ugly’

Whānau Leadership

& Resilience

Panel

Discussion

Indigenous concepts,

ideologies, tools

Courage to break new

ground

The purpose of

leadership

The value of Trust

• Resilient whānau are

better prepared

• Principles for resilience

Whanaungatanga

•Pukenga

•Tikanga

•Tuakiri-a-Iwi

• Resilience strategies

(protective and coping

strategies

Poor leadership

and good leadership

The X factor

Leadership is personal

Leadership for the future

Distributed leadership

Alfred Ngaro

Jordan Waiti

Doug Hauraki,

MerepekaRaukawa-Tait


Whanau

Centred

Practice

Governance

&

Leadership

Whanau

Ora

Achieving

Outcomes

Workforce

Infrastructure

&

Quality


Phase Task Result Indicator

1 Making the case Task Force Report Feb 2010

2 Government Endorsement Minister Whanau Ora March 2010

Dedicated Whanau Ora Fund

3 Establishment

• Management

• Accountability

• Identification Providers





TPK + MoH, MSD March 2010

WIIE Fund, Whanau Centred Services Fund

Governance Body April 2011

Regional Leadership Groups June 2010

25 Provider Groups identified Oct 2010

4 Operationalisation

Whanau Ora Contracts

• Additional contracts

• Provider networking, &

development

ongoing


Ongoing


• 20 integrated contracts August 2011

• Further 5 + 8 providers identified

• Integrated data management systems

• Sharing the Learning August 2011

5 Growing the Model ongoing 2011 - 2020


• Establishment and Implementation phases

are well underway

• Phases for the next decade need to be

considered

• Phase 5 will need to contain a series of

strategic goals to increase the reach and

impact of Whānau Ora


Phase Task Aim

5a Socialising the model • Model normalised across agencies

Whanau Impact Assessment tool applied to

all Govt and Iwi policies


Phase Task Aim

5a Socialising the model • Model normalised across agencies

Whanau Impact Assessment tool applied to

all Govt and Iwi policies

5b Re-focussing the model Prioritisation schedules

• ? Vulnerable whanau

• ? Tamariki, rangatahi

• ? Kaumatua


Phase Task Aim

5a Socialising the model • Normalising the model across agencies

• Whānau Impact Assessment tool applied to

all Govt and Iwi policies

5b Re-focusing the model Prioritisation schedules

• ? Vulnerable whānau

• ? Tamariki, rangatahi

• ? Kaumātua

5c Quantifying the model • Setting Affirmation Targets

• Measuring Whānau ‘incidents’

• Measuring Whānau achievements


Whānau ‘Incident ‘Targets

(examples)

By 2015:

30% reduction in domestic violence

50% reduction of truancy

60% reduction in rheumatic fever

25% reduction in youth offending

30% reduction in unemployment

50% reduction in welfare benefits


Whānau ‘Incident ‘Targets

(examples)

By 2015:

30% reduction in domestic violence

50% reduction of truancy

60% reduction in rheumatic fever

25% reduction in youth offending

30% reduction in unemployment

50% reduction in welfare benefits

Whānau Achievement

Targets (examples)

By 2015:

60% whānau are financially

literate

75% whānau are health literate

60% whānau are e-literate

80% whānau are succeding in

programmes of learning

60% whānau are fluent speakers of

Maori

40% whānau are ‘estate’ literate


Phase Task Aim

5a Socialising the model • Model normalised across agencies

Whanau Impact Assessment tool applied to

all Govt and Iwi policies

5b Re-focusing the model Prioritisation schedules

• ? Vulnerable whanau

• ? Tamariki, rangatahi

• ? Kaumatua

5c Quantifying the model • Setting Affirmation Targets

• Measuring Whanau ‘incidents’

• Measuring Whanau achievements

5d Incentivising the model Rewards if targets are exceeded

Penalties it targets are not met


Phase Task Aim

5a Socialising the model • Model normalised across agencies

Whanau Impact Assessment tool applied to

all Govt and Iwi policies

5b Re-focusing the model Prioritisation schedules

• ? Vulnerable whanau

• ? Tamariki, rangatahi

• ? Kaumatua

5c Quantifying the model • Setting Affirmation Targets

• Measuring Whanau ‘incidents’

• Measuring Whanau achievements

5d Incentivising the model ? Rewards if targets are exceeded

? Penalties it targets are not met

5e Devolving the model From state to Māori (Iwi, RLGs, Communities)


Tena koutou katoa


Over the past two days, it has become clear that:

Whānau potential is high and ready to be unleashed

Whānau Ora provider networks are extensive,

committed, innovative, and ready to learn from

each other

Whānau Ora is already anchored on solid

foundations that will bring fresh opportunities and

gains for whānau in the decade ahead.


The burdens carried by whānau today must be

addressed. But they should not obscure the

vision for tomorrow – the translation of high

hopes into strong whānau who will lead

communities throughout Aotearoa.


The burdens carried by whānau today must be

addressed. But they should not obscure the

vision for tomorrow – the translation of high

hopes into strong whānau who will lead

communities throughout Aotearoa.

If the energy, rhythm and sharing experienced at this Hui is

any guide, then:

Whānau Ora will come to inspire the nation and

act as a beacon of hope for indigenous peoples

across the globe


Whānau potential is high and ready to be unleashed

Whānau Ora provider networks are extensive,

committed, innovative, & ready to learn from each other

Whānau Ora is already anchored on solid foundations

that will bring fresh opportunities and gains for whānau

in the decade ahead.

The Whānau Ora vision converts high hopes into strong

whānau to lead communities throughout Aotearoa

Whānau Ora will come to inspire the nation and act as a

beacon of hope for indigenous peoples across the globe

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