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Strategic Plan 2015-2020Prosperous Pacific Families
Pasifika Futures Strategic Plan 2015-2020
Copyright © Pasifika Futures, June 2015
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Pasifika Futures Strategic Plan 2015-2020 | Contents
Printed | June 2015
Contact us
Contents
Phone +64 9 250 5761Fax +64 9 250 5768Email [email protected] www. pasifikafutures.co.nz
Address Level 1, 733 Great South Road, Pacific Business Trust Building, Auckland, New Zealand
Introduction from Dr Kiki Maoate ONZM, FRACS, Chairman ......................... Page 5
Introduction from Mrs Debbie Sorensen, Chief Executive Officer ............... Page 6
Our vision, purpose and values ................................................................................. Page 7
Our strategy ...................................................................................................................... Page 9
2015-2020 strategic objectives ................................................................................. Page 10
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Pasifika Futures Strategic Plan 2015-2020
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Pasifika Futures Strategic Plan 2015-2020 | Intro from Dr Kiki Maoate
On behalf of the Board of Directors of Pasifika Futures Ltd, I am pleased to present our Strategic Plan 2015-2020. It is an aspirational plan that aims to provide opportunities for Pacific families and communities to realise their dreams for a better future and a better life.
At the core of our plan are our organisational values, which guide the manner in which we work with our families, communities and partners. We believe that our work is based on incorporating traditional values within a non-traditional context to support our diverse communities to prosper.
We are a values based organisation and are guided by the following values:
• Families are the core of our communities.
• Diversity recognising and celebrating the diversity of all communities.
• Strength-based we focus on opportunity and what is possible.
• Service we are humbled by the privilege to serve our communities.
• Leadership we will lead with courage and boldness aspiring to excellence.
• Integrity we do what we say we will do.
• Reciprocity we will meet our obligations and nurture our partnerships.
These values provide a lens which determines the manner in which we do our work and the way in which we work with others.
The Board prides itself on delivering best practice governance to lead the organisation through the next five years, building capacity and capability and demonstrating our ability to impact positively on outcomes for our families.
We will continue to support our CEO and staff to ensure they are well equipped to deliver on the strategic goals
and activities outlined in this plan. On behalf of the Board I would like to encourage you to join with us to achieve our vision of “Prosperous Pacific Families” contributing to our families, communities and New Zealand society.
Kia manuiaDr Kiki Maoate ONZM, FRACSChairman
Kia orana, Talofa lava, Malo e lelei, Ni sa bula vinaka, Fakaalofa lahi atu, Taloha ni, Halo olaketa, Ia orana, Namaste, Mauri, Kia ora and warm Pacific greetings.
Pasifika Futures Strategic Plan 2015-2020 | Intro from Debbie Sorensen
Our diverse and vibrant Pacific communities are well established in New Zealand society. Many have made the transition from immigrant based, new settlers to third generation New Zealanders with Pacific heritage. We are making progress in establishing ourselves in business, sports, the arts, social service delivery and public sector roles. We are represented at the highest level of Government, in local bodies, lead many Pacific organisations and hold senior leadership roles in mainstream businesses, non-governmental and community based organisations.
Despite this, the outcomes in many areas for Pacific individuals and families remain a challenge. The education system has a central role in enabling Pacific people to gain the skills and knowledge required to enter highly skilled occupations with a higher demand for growth. Higher education is closely linked to income and general wellbeing but of all ethnic groups in New Zealand, Pacific people make up the smallest proportion with a degree and the largest proportion with no qualification at all. The New Zealand Annual Health Survey 2013/14 revealed that Pacific adults were slightly less likely
(0.9 times) to be in good health compared with non-Pacific adults. Pacific people also face an inequitable burden of chronic disease including high rates of obesity and diabetes. The Pacific unemployment rate has been consistently higher than the rate for the total population. Pacific people have the lowest percent of people living in an owned home overall (32 percent).
Our challenge over the next five years is to develop strong partnerships and collaborations with “like-minded” organisations who want to contribute to better outcomes for Pacific families. We will commission innovative and exciting programmes that will demonstrate success in ensuring Pacific families will be financially independent, live long and healthy lives, be educated, skilled and employed. Pacific people will own and lead businesses and will be engaged in all aspects of the community. They will live in safe and secure communities and environments, and will be well connected, caring for others. Our communities will continue to develop strong cultural capital and protect and preserve the vibrancy of our communities through language, custom and
protocols. To achieve our organisational goals we will need to be efficient, resourceful and will need to focus on achieving positive outcomes that can be clearly measured and articulated. We will need to be bold and ambitious and take considered risks to make a greater impact on those around us.
We look forward to the challenges ahead with enthusiasm and commitment and will utilise all our resources to the benefit of Pacific families and communities.
Faka ápa ápa atuMrs Debbie SorensenChief Executive Officer
Malo e lelei,
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Pasifika Futures Strategic Plan 2015-2020 | Our vision, purpose and values
Our vision, purpose and values
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Pasifika Futures Strategic Plan 2015-2020 | Our vision, purpose and values
Families Families are the core of our communities and influence all we do and all that we are. We are committed to working with family groups and collectives.
Diversity We recognise and celebrate the many cultures and communities that make up the “Pacific Community”. Our approaches and interventions will be inclusive of all members of our communities. We are “Pacific”.
Strength-based We focus on what is possible building on our collective strengths. We believe passionately in self-determination and working to empower our communities.
Service We are humbled by the privilege to serve our families and communities.
Leadership We will lead with boldness and courage and aspire to excellence in all we do.
Integrity We do what we say we will do. We will operate in a transparent manner holding ourselves accountable to the highest standards.
Reciprocity We value our partners and respect the relationships we have. We can achieve more working together. We will respect those we work with and recognise the strengths they bring to our work. We value and nurture the relationships with our stakeholders.
Our values
Our purpose“Supporting Pacific families to shape a better future”
Our vision
“Prosperous Pacific Families”
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Pasifika Futures Strategic Plan 2015-2020 | Our strategy
The results we seek How we deliver Our organisational base Our financial resources
Succeeding in education through lifelong learning
Commissioning highly effective programmes, designed to strengthen family capacity and capability through innovation
Effective governance, management structures and business processes, including planning, monitoring and evaluation
Efficient and strategic utilisation of resources
Healthy lives seeing families living longer and living better
Consolidating strategic partnerships that will extend our influence and impact
Highly skilled and well developed workforce that reflects our communities that we serve
Growing our revenue sources including partnerships with industry and philanthropic organisations
Economically independent and resilient with financial freedom
Demonstrating the effectiveness of our programmes through research and evaluation
A credible profile and brand
Leading and caring for our families, communities and country
Advocating for the needs of Pacific families and communities that builds political will and financial support
Knowledge management
Our strategy
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2015-2020strategic objectives
Pasifika Futures Strategic Plan 2015-2020 | 2015-2020 Strategic objectives
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Pasifika Futures Strategic Plan 2015-2020 | Strategic objectives
Succeeding in education – lifelong learning
Healthy lives – living longer, living better
Economically independent and resilient – financial freedom
Leading and caring for our families, communities and country
• Increase in NCEA level 2, 3 and University Entrance rates
• Increase in tertiary, trades and training qualifications
• Increase in family literacy
• Increase in Science, Technology, Engineering and Mathematics participation and achievement
• Increase in enrolment in quality early childhood education
• Increase in the proportion of Pacific non smokers
• Increase in families engaging in regular exercise
• Increase in families making healthy eating choices
• Increased average income levels
• Increased employment rates
• Increased level of family savings
• Reducing family debt
• Increase in Pacific owned businesses
• Reduction in the incidence of women, children and elders experiencing abuse
• Reduction in the incidence of mental illness and addiction
• Increase in number of Pacific people on local, regional, community and national and government boards
• Increase in communities accepting and supporting diversity
• Increase in Pacific people (voting and candidacy) in local regional and government elections
• Increase in number of Pacific parents on school boardsTh
e res
ults
we s
eek
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Pasifika Futures Strategic Plan 2015-2020 | Strategic objectives
Commissioning high quality programmes
Consolidating strategic partnerships Research and evaluation Advocacy
Objective: Commissioning high quality programmes, designed to strengthen family and community capacity and capability through innovation.
Supporting innovative programme delivery provides us with real life understanding of the challenges that our communities face and the potential changes that are possible. It makes us a credible and legitimate advocate for Pacific communities.
Key activities:
• Commission high quality programmes on a national basis that support family capacity and capability to meet their aspirations
• Commission focused programmes that demonstrate our impact through innovation
• Deliver a small grants scheme that extends our support to family and community groups
Objective: Consolidating strategic partnerships that will extend our influence and impact.
Working with like-minded organisations who share our vision and values lets us maximise our impact through shared resources and strengths.
Key activities:
• Develop our relationships with existing strategic partners
• Explore partnering with industry, philanthropic organisations and donor partners
• Strengthen partnerships with Crown agencies
Objective: Demonstrating the effectiveness of our programmes through research and evaluation
Disseminating evidence from programme delivery will strengthen our understanding of effective approaches to support Pacific families and communities.
Key activities:
• Commission research to gain and share new knowledge
• Develop systems to monitor and share evidence that informs our approach
• Continue to build evaluation capacity and lead Pacific evaluation practice
Objective: Advocating for the needs of Pacific families and communities that builds political will and financial support.
Influencing policy makers and other key decision makers increases our impact beyond our commissioning role and enables Pacific communities to have a voice.
Key activities:
• Commit resources to continuing to build our capacity for high level policy analysis to engage the Crown and decision makers
• Develop advocacy capability in our workforce and partners with a coordinated approach
• Continue to advocate for resources to improve outcomes for Pacific communities and families
How
we d
elive
r
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Pasifika Futures Strategic Plan 2015-2020 | Strategic objectives
Effective governance Workforce A credible brand Knowledge management
Objective: Effective governance, management structures and business processes including planning, monitoring and evaluation.
Effective governance will ensure the organisation meets its strategic vision and will support continued growth and development.
Effective management ensures we are utilising all our resources in the most efficient manner.
Key activities:
• Board will review its effectiveness and composition
• Board members will continue to participate in governance development and credentialing
• Strengthen and leverage relationships with like-minded organisations
• Review the current legal/entity structures to ensure they support our ongoing work
• Establish a performance monitoring system to articulate and demonstrate the impact of our work
Objective: Highly skilled and well developed workforce that reflects our communities that we serve.
Focusing on building our capacity and capability within our workforce will strengthen our ability to be effective and take a leadership role in our communities.
Key activities:
• Invest in the development of our workforce ensuring that all staff are on a development pathway
• Invest in leadership development to create a talent pipeline that en-sures the right people in the right place at the right time
Objective: A credible profile and brand.
Developing and strengthening the “Pasifika Futures” brand encourages trust and confidence for our shareholder and stakeholders.
Key activities:
• Strengthen the profile of the organisation to raise awareness of our work with stakeholders and partners
• Invest in communications activities, systems and processes
• Leverage off social media to expand our profile
Objective: Dissemination of evidence and best practice.
Gathering and extending our knowledge about Pacific families and communities informs our strategy, interventions and approaches. Sharing evidence, best practice and lessons learnt is part of our service to Pacific families and communities.
Key activities:
• We will publish evidence and best practice through the Pacific Dialog and other journals
• We will host forums to discuss our learnings and share our experiences
• We will develop an expert repository of knowledge
• We will use our resources to give Pacific communities a voice
Our o
rgan
isatio
nal b
ase
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Pasifika Futures Strategic Plan 2015-2020 | Strategic objectives
Efficiency Grow revenue
Objective: Efficient and strategic utilisation of resources.
Using our resources in the most efficient way gives confidence to our shareholder and stakeholders that we are having the greatest impact we can with funding.
Key activities:
• Prioritise resources for families
• Allocate resources in a transparent, consistent manner to maximise our impact
• Ensure our forecasting and budgeting allows the most flexible management of funds
Objective: Growing our revenue sources including partnerships with industry and philanthropic organisations.
Increasing our revenue and diversifying our funding sources enables us to have a greater impact and be less vulnerable.
Key activities:
• Secure commitment from the Crown to continue the funding model
• Develop a fundraising strategy to source funds from high net worth individuals, corporates and institutions
• Invest in systems and capabilities to increase financial support and accountability
Our f
inan
cial r
esou
rces
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Pasifika Futures Strategic Plan 2015-2020
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Pasifika futures is a Whanau Ora Commissioning agency. Pasifika Futures is a Limited Liability Charitable Company owned by the Pasifika Medical Association.
