All Māori in Otara-Papatoetoe, Mangere-Otahuhu, Manurewa and Papakura are healthy, well, thriving and fulfilled spiritually, mentally, culturally and physically
Why Is This Important?
Notwithstanding the obligations placed on Local Boards, derived from both the Local Government Act and the Treaty of Waitangi for improving Maori Input into Local Government Decision making, the working group recognised there was a real need for them to understand the value of engaging, whether compelled or otherwise, and for what real purpose in the end. And so with a Results Based Accountability (RBA) approach, the group as individual entities explored first the purpose of their existence, and what importance this held for each of them.
Through this process they found they shared a common purpose that was simply about ensuring a physical, economic and cultural environment exists. One sufficient to allow all people in Otara-Papatoetoe, Mangere-Otahuhu and Manurewa the same opportunity of being healthy, well, thriving and fulfilled spiritually, mentally, culturally and physically’.
It became clear if not acknowledged already, that whether required by the Act or Tikanga Maori, both Local Boards and Mana Whenua enjoy a shared role of responsibility. And from the very nature of their existence, each possesses a genuine desire and motivation to see their common purpose, realised.
And so by the third hui, applying the RBA approach; the group agreed a common population level outcome meaningful to them both.
In order to ensure a clear understanding of the population outcome sought after by the group, the membership provided a list of what this looks like for them if happening today. The list is provided further below.
Continuing with the RBA approach, together the group translated these conditions into seven population level indicators. They followed this up with an exercise to determine just how well the population group was actually doing on these. Without actual data at hand, they applied a group think[1] approach drawing on their professional, personal and lived experience to do this. The population indicators listed below, and presented within the next section in graphic form, contain a base line with a short narrative of the story behind each. In some cases the group think data may be replaced with that from other sources.
[1] Group think is the term used throughout this scorecard to describe that the data, views, information provided is the working groups professional, personal or lived experience, and may or may not align or agree with data captured or recorded from other sources.
What Would This Outcome Look Like if We Could See It Now?
- Safe homes – reduced FVIARS cases, crime statistics
- Warm houses
- More home ownership
- Reduced rates of obesity and diabetes
- Educational aspirations – children getting employed, parents getting training and education
- Getting back to a safe, happy community base
- Educated
- Happy home
- Reduction in crime
- Strong connection to Maori culture, and te reo
- Increased Maori in higher positions in government and confident
- People enabled, uplifted and sharing their abilities
- People employed
Measures
Period
Trend
- "Maori know better than anyone else what is good or not good for their well being, and the barriers that obstruct their success and achievement. Their input into any think tanks, policy development or initiatives that impact on them, is not only essential but makes plain sense".
- "What is good for Māori should be good for the whole population". Focusing on equality and making improvements among Māori will bring improvement for the overall population as there are many disparities present at the moment not only with Maori but with other sectors of society too".
The group was of course not satisfied with the overall performance as depicted in the population level indicator data. Having gained through this process already, a better understanding of the two levels of accountability applied within the RBA framework, they realised a multi stakeholder approach would be required if they were to have any hope of significantly turning the curves on each of these population level indicators. Without the funding available as necessary for engaging at a multi Inter-sectoral level, the group opted instead to focus their joint efforts on a smaller client population.
They accepted that their joint efforts would be more about making a contribution only, toward the achievement of the overall desired population level outcome they were otherwise collectively seeking. Rather than accepting accountability for delivery of a population level outcome they couldn’t achieve on their own, they acknowledged that by genuinely Improving Maori Input into Local Board Decision Making, even if for a smaller, targeted client population, this approach could still have significant influence on the level and achievement of successful outcomes overall. This was not to say that the group might not at another time in the future decide to work together, in order to bring about a grand coalition of influential and interested stakeholders, to tackle the wider social issues plaguing their respective communities.
Simply put
Our Strategy is to "Improve Māori input into Local Board decision making".
| Stakeholder | Where do we stand on the issue of Maori input into Local Board decision-making? | What is important to us about this issue? | What question(s) must this project resolve? |
|---|---|---|---|
| Local Board Chair/Advocate | Dissatisfied Poorly informed | Better health Warm/insulated houses Live longer Participate in society | Can we get housing for under $450k? How do we lower rent costs? Why are house prices so high? |
| Local Board Chair/Maori | We need healthy engaged families | Need to reduce obesity and diabetes in our communities | How can we help our families lead healthy full lives? |
| Local Council | Employment for all Higher wages | Youth employment Free education Free public transport | How can we engage with Maori youth to be proactive in politics and local issues? |
| Local Board Chair | I support this kaupapa as a critical part of local board decision-making, the LGA did not influence my choice to be here | Trust, respect for each other, ability to disagree and get through it, solidarity on the important issues when they fly in the face of convention | How can Maori have a mandated role in decision-making alongside local boards which is acknowledged by all stakeholders? |
| RMA Manager Mana Whenua representative - Te Akitai | I support this kaupapa 'in principle' Still in cogitation mode | Equal representation for iwi Self determination | Define for 'us' Meaningful engagement with iwi |
| Mana Whenua | Maori under-represented in Local Board decision-making | Mutual respect, share in our commonalities and celebrate/respect our differences | How do we further develop this relationship? |
| To tautoko Maori in their aspirations to achieve Whanau Wellbeing | Collaboration Partnerships Stakeholders Communication | Whanau are empowered and achieving their goals and their aspirations | How do we work together? |
“As leaders within our respective rohe how will we enshrine Maori aspirations that drive Local Board decisions, whilst maintaining trust and respect for each other?"
Mana Whenua and Local Board Representatives Working Group
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