Family Futures

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A dvancing S ocial I ntegration and I ntergenerational Solidarity
interventions with family circumstances, combine crisis
management with capability building, measure results as
well as volumes, balance NGO autonomy with community-
wide cooperation, and match sector-led initiatives with
cross-sector collaboration.
In 2009, concerned that current policies and prac-
tices were not reducing disparities, the Hon. Tariana
Turia, Associate Minister for Social Development and
Employment and co-leader of the Māori (political) Party
of the New Zealand Government, established the Taskforce
on Whānau-centred Initiatives. Its main objective was to
construct an evidence-based framework that would lead to
strengthened whānau (family) capabilities, an integrated
approach to whānau well-being, collaborative relationships
between state agencies in relation to whānau services, and
relationships between government and community agencies
that were broader than contractual. Improved cost-effec-
tiveness and value for money were also to be important.
After receiving written submissions and undertaking
an extensive consultation process with Māori commu-
nities, health and social service providers, tribal leaders
and state agencies, a detailed report was presented to the
Government outlining the rationale for adopting a new
approach to Māori families – Whānau Ora (Well Families).
‘Whānau Ora: Report of the Taskforce on Wh ānau-Centred
Initiatives’ recommended an independent trust reporting
to a dedicated Minister of Whānau Ora, charged with the
governance, coordination and implementation of Whā nau
Ora. A specific Whānau Ora appropriation derived from
relevant government departments was also recommended
in order to deliver whānau services that linked social,
cultural and economic development and built whānau
capability. The taskforce’s third recommendation was that
Whā nau Ora services should be integrated and compre-
hensive, and focused on measurable outcomes that would
contribute to whānau empowerment.
The report stressed the importance of a cultural dimen-
sion to Whānau Ora and the incorporation of a M āori
cultural paradigm that endorsed wh ānau heritage and
facilitated full participation in Māori networks. Further,
all government agencies with responsibilities for any aspect
of whānau well-being should commit to the Wh ānau Ora
principles and support the Whānau Ora approach. Finally
the taskforce recommended that regional panels be estab-
lished to ensure Whānau Ora could contribute in positive
and realistic ways in local communities.
Government did not immediately accept Whānau Ora.
There were concerns that a policy geared mainly towards
Māori could inadvertently marginalize Māori families; and
social policy sector leaders pointed to existing programmes
that contained elements of Whānau Ora. The relevant state
departments also had to consider the impacts on their own
budgetary appropriations of a new programme outside
their immediate responsibilities. But by mid-2010 the New
Zealand Government had approved the Wh ānau Ora policy
and had taken steps towards implementation. A responsi-
ble minister was appointed and instead of an independent
trust, as recommended, a governance group was estab-
lished comprising the chief executives of three government
departments (Health, Social Development and Māori
Affairs) together with three Māori community representa-
tives, one of whom chaired the group. The implementation
of Whānau Ora hinged on commitment to:
• a wh ānau-centred philosophy
• an integrated approach to service delivery
• building whānau capability as well as dealing with
urgent problems
• utilizing outcome indicators to gauge effectiveness.
A wh ānau-centred philosophy required a shift in two direc-
tions. First, providers had to be mindful that people who
needed assistance were members of whānau rather than ‘self-
actualizing’ individual clients. Second, the goals of provider
organizations were to be a lesser priority than the aspira-
tions of wh ānau. The aim would be to work with whānau to
establish their priorities and then to help them achieve their
goals. Many Māori providers had already adopted a whānau-
centred philosophy, but were often constrained by narrowly
framed contracts that did not allow for the broader view.
For many other providers the attitudinal shift represented a
substantial departure from established practices; addressing
problems within the whānau context was a new experience
that required additional training.
Consistent with the whānau-centred philosophy, a dedi-
cated fund was established to help whānau develop and
then implement their own plans for improving the condi-
tions of their people.
Even greater challenges arose in fostering an integrated
approach to service delivery. For the most part government
All whā nau have the potential to flourish. A young M āori family enjoy playtime
together at their home in Aotearoa, New Zealand
Image: Ng
ā
Pae o te M
ā
ramatanga