1. Te Rūnanga o Ngāti Ranginui
STRATEGY 2038
166 SEVENTEENTH AVE, 17TH AVE BUSINESS PARK TAURANGA

2. Who are we? Been in existance for 27 years, nearly 100 staff
24 Social Service Contracts
13 Agencies
Having an impact on over 200 individuals plus wider whānau every single day
Work with whānau with anything from housing, parenting, navigating the ‘system’, education, employment, health, income, justice, you name it, we do it

3. What do Whanau Ora services look like?
Its treating the Whole not just a part
Whanau Ora = multiple people, complex, intergenerational, physical, mental and emotional health & wellbeing
Funding pays for 1 person, often 1 service or ailment, timebound

4. Why is the Whanau Ora model successful?
Education WITH Treatment
Educating cause AND Treating the effect
Planned, Sustained, Fearless services
Our workers care, are accountable to their whanau and the Tangata – we can’t walk away from being a Maori

5. Seven Strategic priorities over the next 20 years for Ngāti Ranginui Iwi Rūnanga
Shared Vision, three entities, one Iwi (SV31)
Kotahitanga - mātauranga māori Revitalisation
HEALTH –Mauri Ora, Whānau Ora
Education, Training and Life Long Learning
Economic Development and Social Enterprise
Environmental Sustainability
Housing Innovation

6. Approaches may include…
The Rūnanga’s direct services and projects
Co partnership with Marae, hapū, Committees activities
Co partner, co delivery with other NGOs
Co partner with funders (Govt., Philanthropics, Councils)
Partner with schools, institutions, business
Utilise and share resources, strengths and opportunities across our wide range of collegial networks
Have a disciplined and dogmatic approach to building our staffs capability and expertise, and that of the sector

7. The Strategic Priorities related to Hauora

8. Share Visions, Three Entities, One Iwi; Objective 2
Implement databases to monitor organisational performance and client analyses (Iwi register, Excess, Timefiler, IMS, Reckon) (BSup).
Implement locational heat maps to show social services need and economic growth opportunities for the WBoP (BSup).
Develop a programme of work to establish a longitudinal research project to measure the benefits of wrap around Kaupapa Māori services (BSup).

9. Objective 1. Focus on care and recovery at home through a Whānau Ora model of care
Implement Home Care respite services for illness, injury, palliative and emotional and mental needs
Develop opportunities to have registered nurses and health practitioners on Marae and at community gatherings, for those hard to reach whānau in critical health areas (oral, pre/post natal, diabetes etc.)
Implement or develop services for social work, non violence, drug and alcohol addiction, mental health and trauma informed counselling services
Develop and implement a Kaupapa Māori Health Clinic providing wrap around complementary services

10. Education, Training, Career Planning
Develop initiatives for younger Rangatahi in partnership with Marae (homework clubs, self esteem, identity, three Rs,
Develop programmes to upskill parents and Caregivers in areas of child development, parenting, complex learning needs
Develop programmes for Youth that focus on understanding healthy relationships, self esteem, goal and career setting
Develop and implement workshops and services on maintaining healthy relationships, non violence and positive parenting

11. Challenges for Māori Providers
Non Māori Practitioners, Govt, PHO understanding the complexity and costs of improving Māori Health gains within the Community
Narrowly focussed contract widget counting
Expectations that Māori service delivery is “cheaper” than other traditional delivery services
Shortage of Māori practitioners across all the Hauora areas

12. Strategic Goals for Tangata Whenua
Continue to extend the flexibility of service reach and how we do it
Continue to diversify and extend the breadth of services (mental health,addiction, dual diagnosis, counselling)
Co-locate with complimentary Government and NGO services

13. Strategic Goals for NRI in Health
Representation on key structural reviews that will effect providers
Lead or participate in key reviews of health priority areas
Flexibility to tailor the funding models to address the complexity of needs in the changing demographics of the Bay
Implementation of alternative and innovative ways to health service delivery
Emphasis on cultural awareness and training for all DHB staff
More in depth research on inequality and barriers to accessibility focussing on the health priorities

14. We are providing care and organising access to critical services for our vulnerable
What’s important
We are supporting more than 1300 people every year in sometimes hard to reach places.
We are transforming our people’s whakaaro around health .
Funding Applications/Funding and Revenue Strategy, put in about the move reductions.
We employ a large workforce who educate and treat.
We value our partners and their strengths .
We are supporting complex need every day.

15. Ngā mihi nui ki a koutou