WHANAU ORASharing the Learning

2011

Mason DurieWhānau Ora Governance Board

Sir Paul Reeves1933 - 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

Family Life Education Pasifika

Lianna Burns Sarah-Jane Smith

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’

• 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

Leith Comer

‘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

‘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

Willie Jackson Pauline Kingi

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

Te Ope KoioraWhānau Ora & Tainui

National Urban Māori Authority

‘Walking the talk’

Pacific Nations Whānau Ora

in Action

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

Catastrophe to recovery

Forward planning

Locally driven

Marae as a disaster recovery centre

Collaboration

Whānau resilience

• Culture & values

• A sense of belonging

• Modelling hope and change

• Champions for change

Pacific Care TrustTe Pū o te Wheke Te Ao HouAchievements• 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

Paraire Huata

The Phenomena of CarePATH Model

Kataraina Pipi Mariao Hohaia

Establishing the bondsWhanaungatangaWhakapapaKaumātua

Six Whānau Ora principles including relationships, care for each other, wairua

• Planning - alternative-tomorrows- hope• Model for working with whānau in a planning process• Thinking beyond and beginning with the end in mind• A 12 step process

Karen Vercoe Te Pu o te Wheke

RBA The Maori Way

Te Tukunga Iho o te Pu o te Wheke

Value for Money

Nan Wehipeihana Julian King

Mataora

Laurie Porima

What difference did you make ?

The story behind the baselineWhat works?

Māori models

One stop shops

Integrated contracts linked to outcomes

Whose values

Future generations

Non- $ values

Investments to grow the investment

Waipareira Model

Whanau at the centre

Drives outcomes

Priviledge the organisation

Jennifer Tamehana

Terry Huriwai Moe Milne

Maori Organisation? Open Forum Transforming Whānau

Wheturangi Walsh-Tapiata

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

Pam Armstrong

Beyond the Pretty Screen

Carlos Martinez,Microsoft NZ

Quality in a Moodle Box

Rita O’Callaghan

Paula Parkin

Refining Quality

Jackie Richardson

Pacific Innovation

Debbie Ryan

Navigating to Outcomes

Rawiri Waititi

Jacqui Harema

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’

‘The Good the Bad & the Ugly’

Jordan Waiti

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 leadershipand good leadership

The X factor

Leadership is personal

Leadership for the future

Distributed leadership

Alfred Ngaro

Doug Hauraki, MerepekaRaukawa-Tait

Phase

Task Result Indicator

1 Making the case Task Force Report Feb 2010

2 Government Endorsement

Minister Whanau Ora March 2010Dedicated Whanau Ora Fund

3 Establishment• Management

• Accountability

• Identification Providers

TPK + MoH, MSD March 2010WIIE Fund, Whanau Centred Services FundGovernance Body April 2011Regional Leadership Groups June 201025 Provider Groups identified Oct 2010

4 Operationalisation• Whanau Ora Contracts• Additional contracts• Provider networking, & development

ongoingOngoing

• 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 Maori40% 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 exceededPenalties 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

The Whānau Ora vision converts high hopes into strong whānau to lead communities throughout Aotearoa

Whānau potential is high and ready to be unleashedWhānau Ora provider networks are extensive, committed, innovative, & ready to learn from each otherWhānau Ora is already anchored on solid foundations that will bring fresh opportunities and gains for whānau in the decade ahead.

Whānau Ora will come to inspire the nation and act as a beacon of hope for indigenous peoples across the globe