Healthy Futures for Whānau Pae Ora Healthy Futures for Whānau April 2017

Health Inequities – A Wicked Problem National Performance Dashboard @ March 2017 - Non-Maori For context – knowing where we starting from Reference Trendly, to be covered later

Health Inequities – A Wicked Problem National Performance Dashboard @ March 2017 - Maori

Pae Ora Framework Treaty of Waitangi Whānau Ora philosophy Determinants of ethnic inequalities in health. Whānau self-managing & empowered leaders Living healthy lifestyles Participating fully in society Confidently participating in te ao Māori Economically secure and successfully involved in wealth creation Cohesive, resilient & nurturing Responsible stewards of their living and natural environments. He Korowai Oranga 2014 Refresh (HKO) DHB Maori Strategies DHB Plans Regional Services Plan Public Health Plans All other Plans

He Korowai Oranga

Pae Ora – Healthy Futures For Whanau Mauri Ora Healthy Lives The Elements of Pae Ora Whānau Ora Healthy Families Waiora Healthy Environments

Whānau Ora Every service offered or funded by the DHB should transfer knowledge and skills that empower whānau to understand and manage their own health conditions.

strengthen protective factors Waiora Health interventions must take into account the nature and interaction between people and the surrounding environments Interventions should… avoid or reduce risk factors strengthen protective factors Strengthen protective factors

Encouraging Self-management Fostering Healthy Lifestyles Mauri Ora Every health intervention provides an opportunity to shift a mauri that is languishing to a mauri that is flourishing Encouraging Self-management Restoring Dignity Increasing Fostering Healthy Lifestyles Strengthening Identity

Pathways of He Korowai Oranga

Implementation

Future Implementation

Future Annual Plans and RSP No Māori Health Plan, Māori health across all plans. Agreed Māori health priorities Linked to Whānau Ora Outcomes Framework Actions expected: a. Monitor & report ethnic inequalities for all performance indicators b. Use HEAT to review existing and planned services c. Undertake health literacy review

Whānau Ora, Mauri Ora, or Wai Ora Activity In groups of 3, choose 1 of the 3 Pae Ora statements Whānau Ora, Mauri Ora, or Wai Ora and discuss what this may look like from a DHB perspective, as a provider arm service or as a planner and funder

From Strategy To Action The 2014 refresh of He Korowai Oranga introduced Pae Ora – healthy futures for Taranaki This introduced interdependent elements which bring with them a much stronger emphasis on the determinents of health And health equity Jim Collins: Good to Great

Good to GREAT Good to Great KIRI Jim Collins author of the best selling book “good to great” based on researching elite companies that made the leap to great and sustained those results for 15 years or more The research contrasted good to great companies to find out what was different. Collins refers to the hedgehog concept.

Good to Great Principles Collins and his research team identified the determinants of why some companies make the leap and others don’t. This is a useful framework of concepts to help us understand the transformation from good to great. Included in the framework are three phases, the right people, the right thinking and the right actions. The concepts and principles have been applied to the presentation. Refers to L5 leadership this is more than competent managers or effective leaders L4 but level 5 leaders create enduring performance through a mix of personal humility, professional will and a fanatical focus on performance improvement that is sustainable. First who than what: Getting the right people on board. Getting the right people on board becomes before vision, strategy and execution. Confront the brutal facts- understanding the realities of the environment by talking to the real issues but never lose the faith. This includes creating a culture where truth can be heard, conduct autopsies without blame The hedgehog concept. Hedgehog concepts are simple creatures that know one big thing and stick to it. Other companies are more like foxes that know many things but lack consistency. Getting to great is an iterative process not a ‘big bang”. A culture of discipline. The single most important form of discipline for sustained results is fanatical adherence to the hedgehog concepts and the willingness to shun opportunities that fall outside the 3 circles. Sometimes it’s harder to decide not what to do. Technology Accelerator: Good to great companies ignore technology fads but become pioneers in applying carefully selected technologies. Great companies use technology as an accelerator of momentum, not a creator of it i.e. Trendly and health excellence seminars Flywheel and the doom loop. Good to great transformations are consistent cumulative processes where there is no single defining actions, no grand program, no lucky break or miracle moment. Sustainable transformations follow a predictable pattern of build up and break through-like a giant fly wheel. Many organisations follow the doom loop pattern. They try to skip build up and jump to break through then with disappointing results lurch back and forth failing to maintain a consistent direction.

First WHO then What

Confront the Brutal Facts ... But Keep The Faith

All DHB are doing great in their performance of Non-Māori Health

Technology as an Accelerator

Where will we get the greatest impact?

A System that Learns & Innovates Productivity Commission

He Ritenga Cultural Audit Tool Measuring Mainstream Responsiveness

Health Inequity – A Wicked Problem Context to help members understand the difference between inequality and inequity

Choose a Māori Health Plan indicator using Trendly Activity Choose a Māori Health Plan indicator using Trendly and feedback your analysis of it and decision on ‘what next’?