Sorensen D. Pacific Health Dialog 2019; 21(4):172-174. DOI: 10.26635/phd.2019.WOS620
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EDITORIAL OPEN ACCESS Whānau Ora - A New Beginning
Debbie SORENSEN
Chief Executive, Pasifika Futures Limited (PFL), as the Pacific Whānau Ora Commissioning Agency, [email protected]
Malo e lelei, Kia orana, Talofa lava, Faka alofa lahi atu, Ni sa Bula Vinaka, Mauri, Taloha ni, Halo olaketa, Ia orana, Namaste and Kia ora.
It is my humble pleasure to introduce this edition of the Pacific Health Dialog reflecting a sample of the work of Pasifika Futures Ltd, the Whānau Ora Commissioning Agency and its 51 partners supporting 14,000 families including over 75,000 Pacific people.1
In August 2013, Te Puni Kokiri released a Request for Proposal seeking to identify a non- Governmental organisation with knowledge, expertise and networks that could deliver Whānau Ora Commissioning Agency functions to build the capability of Pacific families across Aotearoa.2 The Pasifika Medical Association (PMA), a non-governmental charitable organisation, was approached by a group of 20 community based Pacific providers who proposed that PMA respond and establish a Pacific Whānau Ora Commissioning Agency.
Initially, PMA respectfully requested that the group reconsider their request. The group reconsidered and again approached PMA at which point PMA accepted the mandate to respond to the request for proposal.
In March 2014, a change was signalled with the signing of the Whānau Ora Commissioning Agency contract between Pasifika Medical Association and the New Zealand Government.
PMA established a Commissioning Agency charged with identifying and understanding the aspirations of Pacific families and developing, supporting and investing in a portfolio of initiatives and programmes to deliver progress towards family outcomes.
The establishment of Pasifika Futures Limited (PFL), as the Pacific Whānau Ora Commissioning Agency, was a historic point in time for Pacific communities in New Zealand. For the first time, as a collective group of Pacific communities, we were able to fully participate as Pacific people, to understand our challenges, design our solutions and create our future. For the first time, we had the opportunity to strengthen our families’ well-
being through engaging in a values-driven, strength-based and relationship-based manner.
Significantly, the Government was also interested in focusing on measuring the outcomes and impact for Pacific families. As part of this approach the Commissioning Agency was required to develop an outcomes and results- based framework to measure the progress that Pacific families make towards their goals and aspirations. This was a fundamental shift towards building family capability as opposed to building provider or partner capability. The foundation work of the Commissioning Agency was grounded in Pacific values, developed utilising Pacific methodologies such as “Talanoa”
and built on the consultation with more than 1,000 Pacific families and partners across Aotearoa.
We recognized that all families face different challenges at different stages of their lives and for some the challenges are complex, multi- generational and multi-dimensional. We understood that for families to progress we needed to take a strength-based approach, focusing on what works for each family and facilitating access to resources, services, skills and support to enable change. We needed to deeply understand the context within which our families live and join with families on their journey to success. We needed to stand alongside families navigating the difficult times and celebrating their achievements.
Establishing and developing the Commissioning Agency posed specific challenges unique to the Pacific community’s position in New Zealand society. At a governance level we had experienced governors, however we faced the first challenge of retaining our “Pacific” focus and being true to our values and principles. The Commissioning Agency was established for the benefit of Pacific families, we believed Pacific families could develop the solutions to their challenges and therefore we needed to lead by example and showcase the very best of Pacific governance leaders and practice.
Sorensen D. Pacific Health Dialog 2019; 21(4):172-174. DOI: 10.26635/phd.2019.WOS620
173 A Board of Directors for Pasifika Futures (the
Board) was established by the Pasifika Medical Association, utilising experienced Chairperson, Dr Kiki Maoate (ONZM, FRACS) and Deputy Chairperson, Dr Francis Agnew (MNZM, FRANZCP, FAChAM). They were supported by emerging leader Dr Siniva Sinclair (FAFPHM, MPH) and experienced community leaders La’auli Sir Michael Jones (KNZM), Ali’imuamua Sandra Alofivae (MNZM) and Emeline Afeaki- Mafile’o (MNZM), whom all brought extensive community experience, authentic Pacific leadership and provided the most important lens from the community.
The Board reflected broad Pacific community interests, extensive networks and were built on family, village, professional, sporting, church and community relationships. As part of its inception, the Board committed to upholding high standards of governance practice, guided by the standards and code of conduct from the New Zealand Institute of Directors. Even with such an experienced Board of Directors there was a cloud of cynicism that existed at a central agency level that believed we would not succeed. We knew however, that we could and would succeed and families now continue to demonstrate that success.
The second challenge was to recruit an executive leadership team, who were passionately Pacific led and driven, to co-create a new approach. The PFL executive and staffing group needed to be confident in their skills, courageous in co- creating family driven approaches and skilled in managing relationships with partners. They needed to undertake a constant process of reflection, seeking knowledge and evidence and able to change approaches if they weren’t working.
The new approach was future focused and centred around the potential of families to realise their collective aspirations. This required a
“cultural” change in the way providers worked with families. Families were now at the centre, families prioritised what was important and developed their own goals, plans and solutions.
Navigators were required to engage and guide families through a self-assessment and planning process, to enable and facilitate access to resources and to resist the urge to impose their opinions or solutions to a family’s challenges.
This was an uncomfortable but necessary change. Organisations became collaborative and active partners, not just passive receivers of Government funding.
There were no existing tools for measuring outcomes, no existing information systems or data sets, no family plans or other tools which
were fit for purpose. The team co-designed and developed tools, systems and plans to reflect the real-life contexts in which Pacific families lived.
This work was and remains ground breaking.
Alongside the tool development work was the work to select partners. The initial call for proposals and selection process required a disciplined approach which was supported by an independent group of financial experts. The 51 partners we work with today reflect the depth of expertise in this area across New Zealand.
The selection process resulted in the development of three distinct commissioning streams. Core commissioning utilised a navigation model, where families participate in a self-assessment and planning process and are supported by a navigator who connects them to the resources they need to succeed.
Commissioning for innovation are partnerships that invest in innovative approaches to support families to achieve their aspirations in one or more key outcome areas. The third area of focus was in Commissioning for communities to enable small community partners who leverage a largely volunteer community base to support Pacific families. The focus is often faith, ethnic or village based.
The first Pacific Whānau Ora Commissioning Agency is now a well-established, trusted and accepted organization, playing a critical role in supporting Pacific families and communities. The agency continues to be efficient with an operating budget of 20% of our total funding. The monitoring and evaluation framework continues to evolve and to articulate the progress families are making. We now have the largest single data set of information about Pacific families and we are developing powerful insights into the context in which Pacific families live and the solutions they are crafting to ensure their families wellbeing. We are partnering with crown agencies to collectively change the Pacific narrative to one of success.
We have established a solid foundation of core business processes that underpin our management of the commissioning investment portfolio. We continue to invest in the capacity and capability of our staffing group to enable them to support the work of our partners and add value where it matters. We have invested in a Whānau Ora Leadership Group the – “Moana Leadership Network” comprising of our partners and have developed a customized training program for all staff, partners and board members called “Our Way”. Our training programme reinforces the relationship and values-based model of working with each other and the families and communities we serve. We
Sorensen D. Pacific Health Dialog 2019; 21(4):172-174. DOI: 10.26635/phd.2019.WOS620
174 have developed a Moana Pacific Women’s
network to promote positive role models and Pacific women’s success.
We continue to invest in relationships with like- minded organisations and work collaboratively on projects that support the aspirations of Pacific families. We continue to commission inspiring and innovative programs that demonstrate Pacific families realizing their potential as they see it. As an organisation we need to continue to be bold and ambitious, be uncompromising about the aspirations that Pacific families hold close and have courage in our constant advocacy for Pacific self-determination.
In spite of the resistance we faced as an agency, regardless of the negative narrative that often surrounded the development of the Whānau Ora model, 5 years on, we are proud to describe some
of the work that has been undertaken. To have seen the independent Whānau Ora review panel support the model and recognise the many successes vindicates the journey that 15,000 Pacific families have embarked on. Pacific success is real, it is our future, it is our time.
REFERENCES:
1. Pasifika Futures. Pasifika Futures Quarter 2 Report: 1 October -30 December 2018. 2019 2. The New Zealand Government. (2013).
Whanau Ora Model of Governance Announced Today.
https://www.beehive.govt.nz/release/whanau- ora-model-governance-announced-today (Accessed 11 January 2019).
