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

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

3. Health Inequities – A Wicked Problem
National Performance March Maori

4. 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

5. He Korowai Oranga

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

7. 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.

8. 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

9. 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

10. Pathways of
He Korowai Oranga

11. Implementation

12. Future Implementation

13. 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

14. 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

15. 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

16. 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.

17. 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.

18. First WHO then What

19. Confront the Brutal Facts ... But Keep The Faith

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

21. Technology as an Accelerator

22. Where will we get the greatest impact?

23. A System that Learns & Innovates
Productivity Commission

24. He Ritenga Cultural Audit Tool
Measuring Mainstream Responsiveness

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

26. 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’?