Whānau Ora Agency commits to Living Wage Movement
Te Pūtahitanga o Te Waipounamu has announced at its annual symposium, that it intends to be a Living Wage Employer.
In speaking at the symposium in Blenheim today, Tūtakitaki nga waka, Tūtakitaki nga tangata, Board Chair Trevor Taylor announced that The Board has authorised the inclusion of a CPI adjustment for all contracts and asked for a minimum wage expectation to be included in all schedules.
“Te Pūtahitanga o Te Waipounamu is proud to be a Living Wage Employer, and we want to ensure all our Navigators are acknowledged for the vital role they play alongside whānau” said Mr Taylor.
The audience gave a spontaneous round of applause to this announcement.
Mr Taylor also announced that Wave Eight for investment funding opens on 1 May 2018.
Mr Taylor presented the results of a recent evaluation by Ihi Research which described seven critical success factors for investment.
The Whānau Ora Symposium, Tūtakitaki nga tangata, Tūtakitaki nga waka, is based at the Marlborough Convention Centre on Thursday 22 and Friday 23 March.
Further detail of the Seven Critical Success Factors for Whānau Enterprise
1. Strong social entrepreneurship and leaders
The initiatives that are most successful are those who had the ability to be flexible rather than fixed about ‘what works’; and to learn quickly from their innovation as they went.
2. Actively building their capability
Initiatives that are successful are involved in capability building activities, particularly around enterprise knowledge and marketing. Those entities who attended our accelerator programme and had access to a whānau coach were better equipped to plan for the future.
3. Creating and using their own network
Successful initiatives built a system of support around them including whānau, friends and community groups. Some of the initiatives utilised their networks to create a bridge between social services providers and whānau.
4. Seeking opportunity for sustainability
Thriving initiatives were constantly seeking opportunities to build their resource capability. For some initiatives, this meant seeking diverse funding activities or looking for opportunities to create a pathway that could create sustainable funding.
5. Personally invested in the project
The whānau of effective initiatives were personally invested in their activity. They were prepared to work voluntarily, over and above; and were passionate about the work they were doing. In several cases, leaders had made personal sacrifices to ensure the initiative was successful.
6. Clear about communicating the value they add
Successful initiatives were clear about their aspirations and goals and the value they added to whānau.
7. Targeted to a particular area of need
Rather than offering a generalised support or service, the high-impact initiatives were able to identify exactly who was the whānau that they were working with and for.