[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_text admin_label=”Text” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
SociaLink, the umbrella organisation for the Western Bay of Plenty’s social agencies and charities, started moving to a bicultural governance model in 2019.<\/p>\n
The partnership approach is designed to build trust through sharing power, acknowledging individual strengths, knowledge and experience and reaching compromise.<\/p>\n
SociaLink’s board increases from a maximum of nine to a maximum of 11, made up of four non-M\u0101ori seats and four M\u0101ori seats, with an additional three seats permanently allocated for local iwi Ng\u0101ti Ranginui, Ngaiterangi and Ng\u0101ti Pukenga.<\/p>\n
Co-chair Tessa Mackenzie says this allows for greater flexibility within the \u2018two houses\u2019 (M\u0101ori and non- M\u0101ori) while maintaining the ability for iwi representation at the table.<\/p>\n
It is often a challenge to engage M\u0101ori onto governance boards of predominantly\u00a0 P\u0101keh\u0101 organisations, she says.<\/p>\n
\u201cEstablishing trusting, equitable relationships is fundamental to shared understanding of the cultural richness held within te Ao M\u0101ori that usurps process-only driven practice, and models a bi-cultural partnership approach to decision making within the social sector.<\/p>\n
\u201cThe reality of what a Te Tiriti o Waitangi policy looks like in a predominantly tau iwi organisation can be challenging for both M\u0101ori and non M\u0101ori, as it is policy based on a world view that is relational, ancestral and acknowledges the unseen forces of lore, rather than being purely process driven,\u201d she says.<\/p>\n
To honour an authentic partnership approach, a willingness to learn, engage and participate in this kaupapa is key to achieving outcomes that work for both M\u0101ori and non-M\u0101ori.<\/p>\n
Potential nominated board members, both M\u0101ori and non-M\u0101ori, are discussed by the full board based on what skills, experience and networks they would bring.<\/p>\n
Mana whenua for the area SociaLink is located – Ng\u0101i Tamar\u0101waho – is represented by a cultural advisor, who can be part of the M\u0101ori House, an iwi representative or an external cultural advisor as they are at present.<\/p>\n
“Bi-culturalism ensures Te Ao M\u0101ori is legitimised, welcomed and appreciated for its unique contribution to the development of the community as a whole, while honouring promises made on the rights of tangata whenua,” Co-Chair Amohaere Tangitu says.<\/p>\n
Prior to the implementation of the bi-cultural model, time was spent with mana whenua kaum\u0101tua Peri Kohu to learn about the cultural history of the area. Training to increase understanding of the Treaty\/Te Tiriti, as well as learning more about the intergenerational impacts of colonisation help to reach a more equitable place of shared understanding.<\/p>\n
The board looked at models used in Whakat\u0101ne and the Bay of Plenty District Health Board in developing the new structure.<\/p>\n
Bi-culturalism, with development of parallel decision making, allows for the three articles of Te Tiriti to be addressed within an organisation.<\/p>\n
\u201cThose working in the social sector have known for a long time that non-relational process-driven models are less effective in terms of client and wh\u0101nau engagement towards changing future outcomes,\u201d Ms Tangitu says.<\/p>\n
The timing of SociaLink’s change aligns with the District Health Board’s new M\u0101ori Health Strategy Te Toi Ahorangi.<\/p>\n
\u201cThe key principle is establishing trusting relationships, which allow a layer of autonomous decision-making with the social sector and community service at its heart.<\/p>\n
Each “house” brings values and practices from differing world views using a strengths-based approach that taps into the specialised skills individuals bring to influence consensus decision making.<\/p>\n
Where there is a skills gap the board can co-opt people to attend board meetings, without voting rights, but to influence, advise and action initiatives.<\/p>\n
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SociaLink, the umbrella organisation for the Western Bay of Plenty’s social agencies and charities, started moving to a bicultural governance model in 2019. The partnership approach is designed to build trust through sharing power, acknowledging individual strengths, knowledge and experience and reaching compromise. SociaLink’s board increases from a maximum of nine to a maximum of […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"SociaLink, the umbrella organisation for the Western Bay of Plenty's social agencies and charities, started moving to a bicultural governance model in 2019.\r\n\r\nThe partnership approach is designed to build trust through sharing power, acknowledging individual strengths, knowledge and experience and reaching compromise.\r\n\r\nSociaLink's board increases from a maximum of nine to a maximum of 11, made up of four non-M\u0101ori seats and four M\u0101ori seats, with an additional three seats permanently allocated for local iwi Ng\u0101ti Ranginui, Ngaiterangi and Ng\u0101ti Pukenga.\r\n\r\nCo-chair Tessa Mackenzie says this allows for greater flexibility within the \u2018two houses\u2019 (M\u0101ori and non- M\u0101ori) while maintaining the ability for iwi representation at the table.\r\n\r\nIt is often a challenge to engage M\u0101ori onto governance boards of predominantly\u00a0 P\u0101keh\u0101 organisations, she says.\r\n\r\n\u201cEstablishing trusting, equitable relationships is fundamental to shared understanding of the cultural richness held within te Ao M\u0101ori that usurps process-only driven practice, and models a bi-cultural partnership approach to decision making within the social sector.\r\n\r\n\u201cThe reality of what a Te Tiriti o Waitangi policy looks like in a predominantly tau iwi organisation can be challenging for both M\u0101ori and non M\u0101ori, as it is policy based on a world view that is relational, ancestral and acknowledges the unseen forces of lore, rather than being purely process driven,\u201d she says.\r\n\r\nTo honour an authentic partnership approach, a willingness to learn, engage and participate in this kaupapa is key to achieving outcomes that work for both M\u0101ori and non-M\u0101ori.\r\n\r\nPotential nominated board members, both M\u0101ori and non-M\u0101ori, are discussed by the full board based on what skills, experience and networks they would bring.\r\n\r\nMana whenua for the area SociaLink is located - Ng\u0101i Tamar\u0101waho - is represented by a cultural advisor, who can be part of the M\u0101ori House, an iwi representative or an external cultural advisor as they are at present.\r\n\r\n\"Bi-culturalism ensures Te Ao M\u0101ori is legitimised, welcomed and appreciated for its unique contribution to the development of the community as a whole, while honouring promises made on the rights of tangata whenua,\" Co-Chair Amohaere Tangitu says.\r\n\r\nPrior to the implementation of the bi-cultural model, time was spent with mana whenua kaum\u0101tua Peri Kohu to learn about the cultural history of the area. Training to increase understanding of the Treaty\/Te Tiriti, as well as learning more about the intergenerational impacts of colonisation help to reach a more equitable place of shared understanding.\r\n\r\nThe board looked at models used in Whakat\u0101ne and the Bay of Plenty District Health Board in developing the new structure.\r\n\r\nBi-culturalism, with development of parallel decision making, allows for the three articles of Te Tiriti to be addressed within an organisation.\r\n\r\n\u201cThose working in the social sector have known for a long time that non-relational process-driven models are less effective in terms of client and wh\u0101nau engagement towards changing future outcomes,\u201d Ms Tangitu says.\r\n\r\nThe timing of SociaLink's change aligns with the District Health Board's new M\u0101ori Health Strategy Te Toi Ahorangi.\r\n\r\n\u201cThe key principle is establishing trusting relationships, which allow a layer of autonomous decision-making with the social sector and community service at its heart.\r\n\r\nEach \"house\" brings values and practices from differing world views using a strengths-based approach that taps into the specialised skills individuals bring to influence consensus decision making.\r\n\r\nWhere there is a skills gap the board can co-opt people to attend board meetings, without voting rights, but to influence, advise and action initiatives.\r\n\r\nThe Co-chairs, Amohaere Tangitu and Tessa Mackenzie will be speaking about the partnership journey so far at SociaLink's upcoming AGM on 23rd September which will be held at Huria Marae (pending lockdown status) and is open to anyone in the sector to attend.\u00a0 To register please go to www.socialink.org.nz.","_et_gb_content_width":"","om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[14],"tags":[],"resource_type":[],"class_list":["post-56059","post","type-post","status-publish","format-standard","hentry","category-tautoko"],"aioseo_notices":[],"yoast_head":"\n