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3 WAIPAREIRA TUARARO - #WEGOTYOURBACK TE WHĀNAU O WAIPAREIRA l ANNUAL REPORT 2015 -2016 TE WH Ā NAU O WAIPAREIRA
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T E W H Ā N A U O W A I P A R E I R A
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l Annual Report 2015 – 2016 l
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l Annual Report 2015 – 2016 l 1
CONTENTS
Te Rārangi Upoko
WAIPAREIRA TUARARO OVERVIEW 2
WAIPAREIRA TUARARO WORKFORCE 2
WAI-ATAMAI 4
WAI-RESEARCH 6
STRATEGY & INNOVATION 10
BRAND & DESIGN 10
SOCIAL MEDIA & DIGITAL CONTENT 11
CHANGE & TRANSFORMATION 12
PEOPLE, DATA AND PERFORMANCE MANAGING PEOPLE, POLICIES AND DATA 13
PEOPLE AND QUALITY MANAGEMENT 13
DATA AND PERFORMANCE 13
FUNDING AND CONTRACTING FOR OUTCOMES 14
WAI – ICT DEVELOPING NEW IT AND INFORMATION SOLUTIONS 15
WAI-FINANCE OVERVIEW 16
WHĀNAU ORA CLINICAL GOVERNANCE Inside back cover
Waipareira Tuararo provides critical backbone support
working behind the scenes to support frontline service delivery to whānau. Central to Te Whānau o Waipareira ability to pioneer innovative approaches to whānau transformation, build community collective impact and advance Urban Māori rights, is the ongoing development of an adaptive specialised workforce and an agile approach to systems development.
SUPPORTING FRONTLINE WHĀNAU SERVICES AND AFFILIATE ORGANISATIONS
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Waipareira Tuararo provide the following backbone services to support frontline service provision.
Functions include:
• Supporting strategic planning and reporting on strategic goals progress
• Thought leadership and innovation – scoping new and innovative approaches to whānau transformation
• Incubation and piloting – managing the roll-out of new contracts / initiatives and pilots in a ‘live and adaptive environment, before fully integrating with other services
• Indigenous research and capacity building
• Financial, human resource and quality management
• Information and communication technology (ICT)
• Data management and analytics
• Brand, design and digital content
• Outcomes management and measurement
• Capacity building, training and development
• Change management, organisation design and adaption
• Contract and risk monitoring
• Funding and contracting for outcomes
Alongside our internal support to frontline Waipareira units, our next largest client Te Pou Matakana utilises the full suite of Waipareira Tuararo services.
This booklet offers some insight into the engine room that is Waipareira Tuararo highlighting significant accomplishments for the 2015/2016 financial year.
Workforce
WORKING BEHIND THE SCENES TO SUPPORT FRONTLINE SERVICES
Waipareira Tuararo
Overview
Waipareira Tuararo has a dynamic workforce of 78 kaimahi in permanent, contracted and casual roles.
The capability and breadth of skills across these kaimahi has been recognised externally with
ancillary services now being provided to affiliates; Hapai Te Hauora, Whānau Tahi, Wai-Tech Ltd and Te Pou Matakana, North Island Commissioning Agency.
Waipareira Tuararo Kaimahi Qualifications
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Wai-Atamai is responsible for ‘bringing to life’ and operationalising the strategic vision of the Board and whānau. Plotting road
maps for implementation and embedding new and uncharted approaches to whānau transformation.
Wai-Atamai has three (3) core objectives:
1. Insight & Foresight – grounding innovation with evidence and best practice,
2. Strategic innovation, Design & Digital Content – fuelling growth and market distinction + solving challenges while using the tools of innovation,
3. Innovation Road Mapping – moving ideas to innovation + moving through change successfully
To achieve these objectives Wai-Atamai kaimahi are distributed across complementary work streams that intersect and overlap at critical points.
Wai-Atamai work streams integrate with the broader Waipareira Tuararo
services offering comprehensive capability and capacity to whānau services and affiliate organisations.
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RAUTAKI MĀORI RAUEMI
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WORKSTREAM AREAS OF EXPERTISE
WAI-RESEARCH • Evaluation of Waipareira and TPM services• Outcomes Measurement and Frameworks • Indicator Frameworks• Epidemiology (Statistics and Population Health).
STRATEGY & INNOVATION
• Strategic development and planning support • Translating strategic objectives into day-to-day business• Outcomes measurement and implementation • Development of assessment tools to measure indicators and outcomes • Collective impact methodology – regional partnerships • Social Return On Investment (SROI) principles and snapshot methodology.
BRAND & DESIGN • Consistency of branding across Waipareira and affiliate groups • Design of logos, websites, publications, conference materials, major events
and special projects across affiliate groups.
SOCIAL MEDIA AND DIGITAL CONTENT
• Strategic approach to social media communications across multiple platforms • Increasing the reach of key messages to relevant audiences using social media
platforms • Up-skilling of Kaimahi to increase social media use as a forum for connecting
whānau• Provision of digital content for websites and social media.
CHANGE & TRANSFORMATION
• Supporting change management across all levels of an organisation.• Social value and impact methodology • SROI principles and snapshot methodology• Collective impact methodology – place based initiative.
INCUBATOR START UPS
• Design and develop new services and initiatives • Provide the structure and environment to ‘test’ and ‘pilot’ new initiations
before embedding into frontline services• Risk management.
In October 2015 Wai-Research celebrated our first year. As the research arm of Te Whānau o Waipareira Trust, we are responsible for a
research programme that supports Waipareira to evidence the best outcomes for whānau, and creating an indigenous knowledge base where we advance – for Māori, by Māori, to Māori.
THE WAI-RESEARCH TEAM GROWS:
The 2015/16 year has seen the growth of the Wai-Research unit to seven researchers, including a new Director, Dr
Tanya Allport, and Associate Director, Dr Te Kani Kingi. Part of the Wai-Research agenda is to foster Māori research capacity – to this end Wai-Research has been able to employ a full-time emerging Māori researcher, as well as host a third year Māori medical student on a Health Research Council funded ‘Māori Summer studentship’ for four months.
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NEW RESEARCH FUNDING FROM THE HEALTH RESEARCH COUNCIL:
Wai-Research was successful in receiving several grants from the Health Research Council, including two Ngā Kanohi
Kitea Development Grants, one Māori Health Development Grant, and a full Ngā Kanohi Kitea Grant. The Development Grants allowed Wai-Research to work on larger grant proposals, while the full Ngā Kanohi Kitea grant funded Wai-Research ‘Catalysts of Health and Wellbeing’ project directly aligned to a strategy objective set by the Board in 2013.
KEY WAI-RESEARCH PROJECTS OVER THE YEAR:
Catalysts of Health and Wellbeing This 18 month project looks at five generations of Waipareira whānau to determine the catalysts that have helped them move from crisis, to stability, to success. Seven months into the project the research team have interviewed twenty-five whānau,
and are beginning interview analysis, with the aim of completing the research during the third quarter of 2016/17.
Kaupapa Māori models of Psychological Therapy and Mental Health Services This literature review focuses on identifying gaps in the current knowledge around the frameworks and application of kaupapa
KAUPAPA MĀORI RESEARCH GROUNDED IN AN URBAN EXPERIENCE
Wai-Research:
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TE WHĀNAU O WAIPAREIR A
KAUPAPA MĀORI MODELS OF
PSYCHOLOGICAL THERAPY
& MENTAL HEALTH SERVICES.
A LITERATURE REVIEW.
WAIPAREIRA TUARARO WORKFORCE
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Māori based psychological therapy, and how the existing literature can inform the development of appropriate mental health strategies and services.
The final report is currently in production and will be launched in October 2016.
He Puāwaitanga o Ngā Tamāriki: West Auckland Whānau talk about child wellbeing This research project is a partnership with Dr Tim Jelleyman, paediatrician for the Waitemata District Health Board. The aim of the research is to record the voices of West
Auckland Māori parents, grandparents, and caregivers to tell the stories of what child wellbeing means to them, and how this might differ to the nationally accepted definitions of wellbeing that drive child health provision. The full report for this project was launched in October 2016.
Ngā Tini Whetū A Navigational strategy for developing long term success for indigenous families’- This emerging initiative seeks to address long-term outcomes for whānau who no longer require short to medium term support. At its core Ngā Tini Whetū embraces
seminal cultural concepts that empower families to become central agents of change within their own aspirational journey to wellbeing. The research component runs alongside hands-on delivery of this 18 month project, with the final research report scheduled to be completed by mid-2017.
Ngā Pou o te Whare O Waipareira –Whānau Centre Collective Impact Research Wai-Research has been working alongside the Whānau House Collective Impact Initiative to inform and support backbone activities through action research, with the aim of compiling a comprehensive report detailing research findings, collective learnings and a “tool kit” for dissemination to the Tāmaki Regional Collective Impact partners and other stakeholders.
TE PAE HERENGAO TAMAKI
COLLECTIVE IMPACT
Whānau Centre: Reception Level 2, 6-8 Pioneer Street, Henderson
Postal: PO Box 21 081, Henderson, Auckland 0650
Phone: +64 9 836 6683 Freephone: 0800 924 942
Facsimile: +64 9 837 5378 Website: www.waiwhanau.com
HE PUĀWAITANGA
O NGĀ TAMĀRIKI:
WEST AUCKLAND WHĀNAU
TALK ABOUT CHILD WELLBEING
he PuAwaitanga o NgA TamAriki:
West Auckland whAnau talk about child wellbeing
In August 2015 Wai-Research signed a Memorandum of Understanding with Whakauae Research for Māori Health and
Development, which outlined an agreement to collaborate on mutually beneficial research and staff development activities, with the shared aim of advancing whānau development through research. Established by Te Rūnanga o Ngāti Hauiti in 2005 to develop the research capacity of Ngāti Hauiti, and to offer a broad range of Māori-centred research services both nationally and internationally, Whakauae Research has a strong track record of effective partnerships and community linkages with whānau, hapū and iwi, and has begun to work with Wai-Research on a shared project looking at Māori Commissioning, due to be completed in late 2017.
INTERNATIONAL SHOWCASING OF WAI-RESEARCH:
Wai-Research representatives have presented at the following international conferences:
• Indigenous Health Conference 2015 – Cairns, Australia. Key note speaker presentation: ‘Te Whānau o Waipareira – tracking thirty years of indigenous health gains in New Zealand.’
• 9th Health Services and Policy Research Conference – Melbourne, Australia: ‘Commissioning for Outcomes’
TE POU MATAKANA RESEARCH HIGHLIGHTS:
Wai-Research is contracted to undertake research for Te Pou Matakana – the North Island Māori Commissioning
Agency - to align research activities to support current TPM investments and strategic vision, to better understand and inform future activities, to support the design of effective monitoring and evaluation models.
The highlights of the 2015/16 research projects for Te Pou Matakana include:
• The completion of Whānau Direct Formative evaluation (independent)
• The completion of Collective Impact Formative and Process evaluation (independent)
• The scoping of a research project on ‘Indigenous Models of Commissioning’ – partnership with Whakauae Research
• The completion of ‘Whānau voices’ – A publication on the experiences of whānau with TPM commissioning products
• The completion of Te Pou Matakana Outcomes Roadmap
IWI RESEARCH LINKS:
Connections
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Wai-Research is excited about the coming year and completing research projects that further extends our indigenous
knowledge research base within an urban Māori environment.
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This work stream of Wai-Atamai is tasked with ensuring the successful implementation of the strategic plan across the organisation, both the
three year outlook & positioning Waipareira for the broader achievement of the 25 year strategy. All Board and organisation wide priorities are primarily co-ordinated through this division.
PRIMARY PROJECTS FOR STRATEGY & INNOVATION 2015 / 2016
Key strategic projects include:
• Updating the strategic plan on instruction from the Board
• Implementing outcomes measurement and management. Starting with the ‘Measuring What Matters’ project where we explore value and impact, advancing through to the next phase of Ngā Hua o Mataora Outcomes Measurement Pilot. Identifying and prioritising whānau outcomes and the subsequent development of systems and tools to measure and report on these
• Increase internal organisation capacity around outcomes management, and measurement and collective impact
• Increasing kaimahi knowledge and application of Te Kauhau Ora combined with Kaimahi House challenges has promoted further integration across all units and raised Te Kauhau Ora knowledge
• Increasing and extending kaimahi reo and tikanga knowledge is a priority encompassed in the Rautaki Māori strategy. This framework is now ready to be rolled out to other divisions of Waipareira.
SUPPORT TO TE POU MATAKANA
Using our pilot and test approach to incubator start-ups and initiatives we are able to increase Te Pou Matakana kaimahi and provider capacity around collective impact, outcomes measurement and reportage through sharing key learnings and lessons.
BRAND & DESIGN: CREATING THE ‘WOW’ VISUAL FACTOR TO ALL BRANDING MATERIALS
Brand identity is a vital part of business and incorporates many key aspects – e.g. organisation name, logo, documents, marketing materials, signage, websites and advertising. Branding is a great way to promote recognition of a service and creates a perception of the quality based on the professional look and consistent use of the brand.
Brand & Design manages the branding across Waipareira and affiliates Social Value Aotearoa, Whānau Tahi Ltd and Te Pou Matakana ensuring they have consistent brand specifications. Key publications and achievements for this year include production of materials for Te Pou Matakana Conference, Wai-research publications and books.
PROGRESSING OUR VISION FOR WHĀNAU
Strategy & Innovation
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wai atamaiE rongo, ki te tangi
O te ngakau, e kapa ana
Mo te tira, kua rere,
Ki te pae o nga rangi.
Rangi runga, papa raro,
Tipu ana e nga uri,
Pu te Wai o pareira,
Inuhia ki a ora e.
E te kura e takoto
I to waka tapu ana
Ko koe te huia kua ngaro
Mai te hunga o te ora
Me rere runga, me tiro raro
Mahuetia i o uri
Ringihia o roimata
Maku ai kia noa e.
Composed by Mereana Rangihuna,Board of Trustees Hui, 2009.
Kotuku rere tahi,
Ki te toi o nga rangi.
Rite kia rarohenga,
Rite kia Mataora,
Pu ko te whānau ora,
Ara mai he tete kura,
Kura nui, kura roa,
Whakamau kia ora e.
Composed by Anaru Martin and Rawiri Waititi,Board of Trustees Hui, 2012.
BAcKgROUNd TO OUR MōTEATEA
The Board of Trustees meet every 3 years to define the
ongoing strategy for the organisation. As part of this
process the Trustees write a verse for our Mōteatea.
As this Mōteatea grows, a story also unfolds about the
goals, aspirations and challenges of our whānau.
This Mōtetea is a tohu for Waipareira, a tohu which we
hope can be shared with many generations to come.
pa
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3. Strategic Intent
MIssIOn
ChAMPIOns fOR fuTuRE gEnERATIOnsLeading successful generational change for whānau.
2.3.
2. He Moteatea
VIsIOnMāORI fuTuRE MAKERsCreating future spaces where whānau hopes and opportunities can flourish.
PuRPOsEWhānAu bECOMIng ThE InfLuEnTIAL LEAdERs Of ChAngEsupporting the development of whānau leaders who can be the influential agents in shaping their whānau potential through;
• brokering entry into education, the economy and
• promoting high standards of health.
VALuEsTO uPhOLd ThEMAnA Of TE WhānAuO WAIPAREIRA by;Always acknowledging where we have come from and who we are,
• Keeping whānau at the centre of our world and
• successfully living and breathing change, the key for building successful generations of whānau.
T E W H ā N a u O Wa i pa r E i r a T r u s T s T r aT E g i c p l a N , “ W H ā N A U F U T U R E M A K E R S , A 2 5 Y E A R O U T L O O K ”
2013/2014 – 2038/2039
T E W H ā N a u O Wa i pa r E i r a T r u s T s T r aT E g i c p l a N , “ W H ā N A U F U T U R E M A K E R S , A 2 5 Y E A R O U T L O O K ”
2013/2014 – 2038/2039
Table Of ContentsE Ngā Mana,
E Ngā Reo,
E Ngā Karangatanga Maha,
Tena Koutou, Tena Koutou,
Tena Koutou Katoa.
Now in our 28th year as an organisation, we have had an opportunity to reflect on the last 25 years and look to where we may head in the next 25 years. It is clear that being in place for 25 years both through exciting and challenging times has meant we are truly a long term provider of services to whānau. We also acknowledge the instrumental role our marae, Hoani Waititi has played in supporting the development of a strong platform for our urban Māori in West Auckland. Furthermore, the pivotal role it will continue to play for our future generations of whānau.
Within this context, we are proud to present to you our 25 year strategy. This is a plan that has been developed in our own style and in our own way, The Waipareira way.The development of the 25 year plan represents a significant milestone in planning the future for our people working with whānau. In particular we are excited by the Mataora model for whānau development, a model which has continued to be refined since the development of our first whānau integration model – ‘the hub and spoke’ in 1991.
As leaders, we acknowledge that our key role is that of kaitiaki, kaitiaki of the kaupapa for our Waipareira whānau. It is our hope that the following plan fulfills our guardianship in the greatest traditions of those that have gone on before us and that this plan will laya strong foundation for seeing our whānau continue to flourish over the next 25 years.
Josie SmithChairTe Whānau o Waipareira Trust
3.Strategic Intent
Our Vision
Our Mission
Our Purpose
Our Values
6.Broad
Themes
7.Goals
9.A 25 Year
Framework For
Objectives
10.Future Proofing
2013/2014 -
2017/2018,
Key Objectives
pagE pagE pagE pagE pagE pagE pagE pagE
O N E T W O T H r E E F O u r s i X s E V E N N i N E T E N
1. Nga Mihi
pa
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1.4.
Mataora,
Our Whanau
Model of
Service
Delivery
1.Nga Mihi
2.He Moteatea
“our own style and in our own way... The Te Whanau o Waipareira way “
Back cover fold outMataora desk top mini
T e W h ā n a u O W a i p a r e i r a T r u s T s T r a T e g i c p l a n “ W H ā N A U F U T U R E M A K E R S , A 2 5 Y E A R O U T L O O K ” 2013/2014 – 2038/2039
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continued
Strategy & Innovation: PROGRESSING OUR VISION FOR WHĀNAU
SOCIAL MEDIA & DIGITAL CONTENT: GROWING AN INTERACTIVE ONLINE COMMUNITY WHILE BUILDING OUR KAIMAHI SOCIAL MEDIA AND DIGITAL CONTENT POTENTIAL
This is a new division of Waipareira Tuararo set up in the second part of this financial year. This division is part of a wider Urban Maori
communications coalition with Hapai te Hauora, National Urban Māori Authority (NUMA), Te Pou Matakana, Whanau Tahi and Social Value Aotearoa.
Key objectives of social media and digital content over the next year include:
• The development of an Urban Māori proud community generating regular, original and nostalgic content that encourages conversation and is consistently shareable across multiple platforms
• Inspire and uplift whānau through the power of story and visible role models – identifying positive role models in the community
• Build kaimahi capacity as content creators to grow our online community
• Establish strong, positive brand identity online.
Some major events we covered over the year include Waitangi@Waititi and the Waipareira sports challenge, Ka Hao te Rangatahi. We enlisted the support of our rangatahi utilising their social media expertise to cover these events in a dynamic way with our online community and inclusive of our wider whanau and community.
JOIN OUR ONLINE COMMUNITY:
Facebook: waiwhanau
Twitter: @Waipareiratrust @Wai_whanau
Instagram: Waipareira
Snapchat: Waipareira
Rautaki Paerewa Pae Pāpāho PāporiSocial Media and Urban Māori: Developing our online community
Te Whānau o Waipareira June 2016
#FutureMakersFor the future for our tamariki: I want them to learn to dive. I want them to be divers, gather their own kina and pāua.Ngaire Te Hira
Major act performances from Waitangi@Waititi
gained over 1 million views nationally and
internationally.
wai atamai
WAIPAREIRA TUARARO WORKFORCE
Congratulations to
On having successfully completed the 2014Knowing Me, Knowing YouProgramme
Tipu NgapoAssociate - The Learning Wave John TamihereCEO Te Whānau o Waipareira
02 April 2015
TRANSFORMING ORGANISATIONAL PRACTICE AND FOSTERING AN ADAPTIVE WORKFORCE
Change & Transformation has continued to support initiatives across Waipareira and Te Pou Matakana. Our work stream
dove-tails with other Wai-Atamai work streams and are featured in more depth throughout the report.
Some of the key focus areas have been:
In partnership with external training company Learning Wave - The Waipareira leadership training program “Te Huka Tai’ for tier 3 Team Leaders continued its rollout. 23 Team Leaders took part in three key workshops focusing on upskilling them to support their teams to work in our adaptive environment with the “Readiness for Change’; “Getting PDP Ready” and “Delegation, Negotiation and Influencing” workshops. These were supported by one-on-one coaching sessions.
Within TPM, the focus has been the ongoing support of the rollout of the Outcomes and Milestone Indicator Framework across providers and travelling with the Back Office Collective Impact team on scoping visits prior to Social Ventures Australia training.
One of the key highlights for the team is leading the implementation phase of the Ngā Pou o Te Whare o Waipareira which is the place based Whānau Centre Collective Impact project. This has taken a considerable amount of time and energy building relationships across the Whanau Centre partners, oversight of the various work streams along with developing the whanau navigation service and recruitment of whanau. This is discussed in more detail further on in this report.
Alongside these projects the team worked to grow the profile and membership of Social Value Aotearoa Network locally and nationally.
Change & Transformation
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wai atamai Te Pou Matakana COMMISSIONING AGENCY
Whanau Direct
Social Value AotearoaNZ Affiliated National Member Network of Social Value International
WAIPAREIRA TUARARO WORKFORCE
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MANAGING PEOPLE, POLICIES AND DATA
People, Data and Performance
We ensure systems, processes and tools are in place to enable staff to work with whānau to achieve their outcomes, and measure that
change with robust data.
PEOPLE AND QUALITY MANAGEMENT - OUR PEOPLE, OUR KEY RESOURCETo enable the continued delivery of effective, high quality services to our community, we ensure our people have the capabilities to meet the needs of whānau and are able to support them to achieve their goals and aspirations. From talent acquisition through to professional and leadership development, positive and successful whānau engagement is embedded across all policies.
Our people – our key resource – are supported by our quality management system, which meets international standards under ISO 9001:2008. This is the seventh consecutive year that Waipareira has received certification and further promotes our ability as an organisation to meet whānau aspirations, enhance whānau satisfaction, and improve whānau wellbeing.
Alongside our quality management system is our health and safety work programme which ensures we are meeting the new Health and Safety regulations that came into effect this year, providing our staff with a safe and positive working environment.
This commitment is reinforced through our ACC Workplace Safety Management Practices, which are accredited at the highest level. This tertiary standard
provides us with a reduced ACC levy by 20%.
DATA AND PERFORMANCE
Outcomes based data evidencing Whānau Transformation
The Data and Performance team have expanded their capacity and capabilities this year to meet the increased information and reporting requirements across Whānau o Waipareira and Te Pou Matakana. This investment has supported the successful implementation of the Whānau Ora Policy and Outcomes Management Plan across both organisations, whilst continuing to build a robust and progressive policy on data and information management.
For Waipareira this means that Whānau Tahi is continually enhanced ensuring the collection of transactional outcomes based data to evidence whānau transformation, whilst meeting multiple funder reporting requirements.
Over this financial year, the team produced almost 300 funder and management reports across the 50+ services.
Our outcomes measurement framework challenges us to continuously push data and system development that will provide a consistent measure of success and accountability back to our whānau. We reinforce this framework through the probity of data reinforced through system compliance and regular data checks.
Continued
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Over this fiscal year Funding & Contracting for Outcomes has concentrated on scoping and gaining new contract and funding opportunities that complement and grow current service provision. Relationship management with funders and sub-contracted providers has been another area of focus.
In 2015 / 2016 Funding & Contracting for Outcomes have supported Waipareira to gain and/or renew funding in areas of high need, for children and their safety and for women who are reflected in high cervical and breast cancer rates.
Reports for 2016 have seen a realignment of outcomes reporting with the Waitemata District Health Board (WDHB) - a positive step in terms of being Whānau Ora specific. There will be challenges with outputs reporting for support hours in Child Health that Waipareira will be working through.
Relationships: The key external relationships with WDHB Memorandum Of Understanding (MOU) Partner continues to be strong which is evidenced in our collective impact initiative #Tatou and new integrated health contracts focussed on outcomes reportage. Future relationships we will be concentrated on working closer with Counties Manukau DHB and Ministry of Social Development. ACC is now contracting with Waipareira and we will be building closer relationships with the Sports and Falls managers within that sector.
SUPPORT TO TE POU MATAKANA Funding & Contracting provide services to Te Pou Matakana comprising of provider contract and reportage monitoring and raising key risks. Expertise in Request for Proposal (RFPS), Expressions of Interest (EOI) co-ordination has also been utilised by TPM.
WORK FOR TE POU MATAKANA
For Te Pou Matakana (TPM) and its partners across the North Island, data is a fundamental point of difference. No other programme is held to the same level of scrutiny as we explore Whānau Ora in this new evolved form. This has posed a challenge as no other programme in Aotearoa has attempted to author such a thorough framework to evidence change. As whānau shift along the framework working on their goals and outcomes, TPM’s partners need to collect information at key points along their journey that detail and evidence their progression. For our team, this required us to check and analyse over 300 provider reports before consolidating for TPM reporting.
TPM has endorsed Whānau Tahi as their Whānau Ora information system, and our team works closely with Whānau Tahi to ensure the system meets the requirements of TPM’s Whānau Ora policy and Outcomes Roadmap. All assessment and measurement tools and processes within this framework are co-designed and tested with TPM’s partners, supported by the Data and Performance team, before being embedded within the system. Enabling this policy is a dedicated help desk providing training and support on data and reporting to TPM’s 60+ partners across the North Island. Multiple face to face visits across the regions have enhanced this engagement.
The Data & Performance team have become more agile and adaptive this year to meet the innovative policies of Waipareira and TPM, ensuring our systems and processes are constantly aligned, whilst continuing to maintain the integrity of our data.
MANAGING PEOPLE, POLICIES AND DATA
continued
People, Data and Performance:
FUNDING & CONTRACTING FOR OUTCOMES:REPORTING ON OUTCOMES FOR WHĀNAU TO GROW OUR SUITE OF SERVICES
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ICT provides us with custom in-house solutions that meet our cross sector, multi-agency, whānau centred approach. Through innovation, design and technology we are able to design and develop our own solutions to the challenges before us. Our team is divided into two units –Infrastructure who manage all the hardware, computers, networks, telephony and services to support the business and the Application section who are skilled with software, develop websites, IT solutions and mobile applications.
It has been another fast-paced year for ICT. With the increasing number of business entities and kaimahi at Waipareira, ICT has tried to provide and support all frontline and backoffice kamahi with new and innovative technologies for both Waipareira and Te Pou Matakana.
A large portion of our time is dedicated to developing new IT and information systems that enable more efficiencies for frontline kaimahi and management.
Both infrastructure and the application teams have continually worked on the latest technology platforms with the aim of keeping our whānau on the same phase with advanced hardware and software systems. As a support to the growth of Waipareira and TPM business, the web application team has designed and implemented several additional reports and functions to the Whānau Direct, Whānau Tahi Navigator, internal electronic Quality Improvement Form and other web systems. By participating in professional certification exams, the infrastructure team is not only awarded with MS professions but also gained Cisco and Huawei network excellence.
Enhancement and customization of Whānau Tahi Navigator system is a key priority for our team. Based
on kaimahi feedback we have created smart forms, added a referral matrix and reports framework. We will continue to customise this solution to better support our frontline kaimahi and whānau they work with, providing more comprehensive and real-time reportage to funders.
ICT SUPPORT FOR TE POU MATAKANA:
Wai-ICT provides ICT expertise to Te Pou Matakana and their commissioned providers. Over the year we have:
• Designed and Implemented TPM management screen in the Whānau Direct system to provide a transactional and performance overview of both providers and TPM working streams
• Built additional TPM and Providers’ reports in the Whānau Direct system for the purpose of data extract and financial review
• Launched the TPM conference App for both iOS and Android phone systems to support various activities in the Whānau Ora Conference 2016.
As a part of ISP’s wholesale partner scheme, ICT has delivered several self-provisioned network solutions to multiple urban and rural sites across the North Island. The overall responding time starting from service request to the end installation has a significant improvement via utilizing ISP’s whole sale service portal. We are now able to provide all types of broadband connections to all available areas in the Auckland region and the rest of the country as and when and required.
WAI – ICT DEVELOPING NEW IT AND INFORMATION SOLUTIONSTO ENABLE GREATER FRONTLINE AND MANAGEMENT EFFICIENCIES
BUILDING AN EXPERTISE IN ‘NUMBERS’ TO WORK WHERE IT CAN DO THE BEST FOR OUR WHĀNAU AND COMMUNITY
Wai-Finance is responsible for ensuring robust, accurate and timely financial management practices are embedded
across all business areas and functions. The scale of our organisation requires that there is a high level of accuracy and transparency for all activities. We take great pride in the relationships we build with our Kaimahi, our leaders, our suppliers, our funders and Board members. These relationships help to remove barriers, advance group strategy and create entirely new business module to support our day-to-day operations.
Wai-Finance continues to provide financial expertise and processes for all internal business units and subsidiaries, Wai-tech Ltd, Hapai te Hauora, Whānau Tahi and Te Pou Matakana. This past financial year we have completed five clean audits across Waipareira and affiliates.
Te Pou Matakana continues to be our largest external client. Over the year we have refined our financial practices for Te Pou Matakana ensuring we meet our contractual requirements and processing all Whānau Direct applications within a 48 hour turnaround.
Wai-Finance Overview
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Recently I caught up with Director of Business Solutions, Brad Norman, and his right and left hand ladies: Naomi Waka and Paula Parkin.
With Paula at the helm of HR and Quality Management, and Naomi leading out the Whānau Tahi Navigator roll out and TPM Whānau Direct Support–the crux of our conversation was one word three ways: Relationships, relationships, relationships.
The team is ever seeking ways to improve processes and systems, and build connections across the organisation to ensure tools and resources are in place to make life easier for frontline Kaimahi so they can get on with the important stuff–building up and supporting healthy whānau in our community.
You would’ve been in touch with Paula and her team for all kinds of things: sick days, leave, internal/public complaints. On a daily basis HR’s, Raewyn Morton and Alisha Singh, and
quality management’s, Alfonso Fuiava and Kara-Lucia Parkin, work across the organisation.
“We engage with everybody so relationships are key,” said Paula.
“This year we’ve concentrated more on breaking down barriers and being more user friendly for Kaimahi and our leadership team. Trying to build better relationships with leadership.”
“The stronger the relationships with the leaders we have means that will filter down to the frontline and we get more support–which is crucial to the success of what we do. And it’s going really well. We’ve got a more positive standing in the organisation.”
The HR team’s biggest role is recruitment–this is major given that, arguably, kaimahi are an organisation’s greatest asset–HR has the job of ensuring that we get Kaimahi who are the right fit for the organisation and the community we serve. Whether it’s through shoulder tapping, a chance
encounter at the supermarket, or a full external recruitment process–they must fit with Te Whānau.
From a quality perspective, the key focus is ensuring the maintenance of our Quality Management System and more of a concentration on internal audits of the contracts across the organisation to identify any opportunities for improvement and provide recommendations where appropriate.Waipareira: he nui te organisation! Spanning multiple sectors and effecting change on many levels including: advocacy for Māori, thought leadership by Māori and Whānau services to Māori. we all know, day to day, it’s all go.
And, as a newbie, what I’ve noticed is that the Whānau vibe here is strong. Everyone is part of the unique and diverse fabric of Waipareira–together and familiar. Even if you’re only crossing paths once a week at the canteen over the jar of teabags, there’s always a kihi, a ‘pehea ana? A wise-crack. This has been
In a work environment that is constantly changing, Waipareira Tuararo Team, Wai-Business Solutions, are right in the thick of it implementing systems for
smoother sailing at the frontline and better outcomes for Whānau.
The Business Solutions team: from left Wai-Intel: Naomi Waka, HR: Raewyn Morton and Alisha Singh, Quality Management: Kara-Lucia Parkin and Alfonso Fuiava Director: Brad Norman Wai-Intel: Haze White, Faye Ye, Danielle Cuthers and Anita Kuang*
*Not present,: Je’von Graham and Sam Te Hira.
Wai-Business Solutions
Is it a plane? Is it a train? No it’s our Superman Fonzmaintained through all of the growth and that is no small feat. Paula agrees: “Even though we are a
multi-sector organisation with people in many different departments and from many different backgrounds, we are all a part of the Whānau and that is very important to maintain that - KOKIRITIA I ROTO I TE KOTAHITANGA.” The Quality management component
works across the org too, “in order to build relationships with frontline services all of the quality team are Whānau Tahi trained so that they understand better the frontline systems.”
This is where Naomi comes in. She’s in charge of looking after the internal Whānau Tahi Navigator roll out. This involves working with a team of analysts and developers including, Anita Kuang, Faye Ye, Danielle Cuthers, Haze White, Je’von Graham (on contract) Sam Te Hira and Ping Huang (Developer) as well as our frontline kaimahi and managers. She is also responsible for overlooking the help desk for Waipareira and Whānau Direct. The team also have a support line with
Te Pou Matakana and 25 providers. They provide Helpdesk support, and assist with training on the system where necessary and amazingly they all know each other by name. This is really important because, she said, “they feel comfortable contacting the team for assistance. In any organisation the development and strengthening of relationship with our customers is very critical.”
Recent milestones for the team have been: “coming together as a team and successfully accomplishing all projects that were targeted to be completed by end of June.” Given the nature of business in general - this is always a thing
to celebrate as something all too often ‘comes up’ to get in the way of this.They both agreed that although the
team’s functions are different, the two worked well together and felt they made a significant contribution to the greater Waipareira Tuararo division. Brad popped in at the conclusion of
our interview. He’s a busy man but he still made time for us. That’s what Naomi and Paula both really appreciate–having a director who allows them to do their mahi, and trusts them to do it, which means they can get on with the job.“Wai-Intel is a fairly young unit and I think
we’ve developed a good team. What has been achieved in a short time in terms of rolling out the Whanau Tahi Navigator system and where we are heading in the future regarding outcomes measurement is exciting. It would be remiss of me not to acknowledge our expert consultant, Dean Stockman, and his major contributions to this rollout and development of the team also”
Over the next year, the team will be working more closely with Wai-Atamai in developing these systems. One of the buzzwords we’ve been hearing a lot around here lately is: OUTCOMES. A new way of reporting back that allows us to actually identify and communicate
the changes we are seeing in whānau coming through the services. Reporting on outcomes means we can show the value we are creating in the community. The Whānau Tahi Navigator has made it possible for frontline Kaimahi to collect important data to contribute to this, and the system will be refined further to support collection of information to measure the change we are making. As was evident at the CEO Staff Breakfast last month, there
was a real sense of pride by Kaimahi in being able to communicate those changes–realising the
impact they are having on Whānau and within the community. “At the moment our system has been
configured to measure and report on funder performance indicators, which yes, is important, but as an organisation we want to go further–to measure the changes whānau experience from our programmes, to report the value of our work, and to improve the impact of our mahi over time”
“From an HR and Quality perspective–our systems have been manual since day dot and in the last 12 months we’ve made a great effort in terms of systemising a lot of our processes and data collection. Ideally we are looking at having an HR information system in place next year to match the in-time, on-time reporting that Whānau Tahi Navigator gives us.”Finally, as far as Tikanga and Te Reo
Maori inspo goes, it’s awesome to hear that Paula is enrolled at level four in a Te Ara Reo programme, Naomi speaks Cook Island Maori and Brad has completed his Diploma in Te Ara Reo Māori. The teams are also looking to kick off weekly and monthly te reo and tikanga sessions with Wai-Atamai. Tōku Reo, tōku ohooho.
Written by Whitney Nicholls-Potts
Pictured from left HR: teammembersRaewyn a ndAlisha withManagerPaul Parkin.
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Whānau Ora Clinical GovernanceON-GOING IMPROVEMENT
IMPROVING THE QUALITY OF OUR SERVICES TO WHĀNAU BY CREATING AN ENVIRONMENT IN WHICH EXCELLENCE IN CLINICAL CARE CAN FLOURISH.
Traditionally our clinical governance forum has concentred on providing contract monitoring, risk management and best practice
development for all frontline clinical service activities. This year we have extended the scope of clinical governance and included non-clinician experts into this forum. The rationale is to broaden the function of clinical governance and include all aspects that would ensure effective, efficient integrated practice across all services. This year we moved towards a more strategic helicopter view of service activities focused on high level integration making a ‘collective impact’ on the lives of whānau we serve.
The Whānau Ora Clinical Governance group membership consists of executive leaders who are also senior practitioners in their relevant disciplines. This is now complimented by our Whānau Tahi system representatives, Wai-Atamai, HR and Quality and administration. Combined skills provide direction, advice and leadership driven by best practice models which support the integration of our Whānau Ora services in a manner that is consistent with the 25 year Strategic plan.
This year we have worked on:
• Stream-lining assessment and practice tools across all clusters e.g. Mataora snapshot
• Supported the rollout of the outcomes measurement pilot
• Implemented integration and change management strategies
• Supported collective impact initiatives
• Continuously improving our processes and quality of service through internal audits
As we further evolve services and best practice models Whānau Ora Clinical Governance will become more adaptive and fluid as we trial new and innovative approaches. Our experience will be shared with other TPM providers as shared learnings.
All services detailed in this book make up the engine room that is Waipareira Tuararo servicing our frontline activities, thriving community projects, urban Māori activities and all affiliate groups.
He amorangi ki mua, he hapai o ki muri
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T E W H Ā N A U O W A I P A R E I R A A N N U A L R E P O R T 2 0 1 5 - 1 6
PO Box 21 081, Henderson, Auckland 0650, New Zealand
Website: www.waipareira.com
Phone: +64 9 836 6683 Fax: +64 9 837 5378
