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Youth Hub Korowai Youth Well-being Trust

Youth Hub Korowai Youth Well-being Trust. Developments for some of the youth sector since earthquake Potential for further developments Youth health 198 becoming 298 . Youth Hub Timeline. Barriers. Location Opportunity Building modifications

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Youth Hub Korowai Youth Well-being Trust

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  1. Youth Hub Korowai Youth Well-being Trust • Developments for some of the youth sector since earthquake • Potential for further developments • Youth health 198 becoming 298

  2. Youth Hub Timeline

  3. Barriers • Location Opportunity • Building modifications • Landlords’ needs versus needs of tenants and their customers • Access for the user group • Silo approach to funding

  4. Enablers of Engagement and Collaboration • Common Values – eg the wellbeing of young people • Common Vision- to work across silos • Engagement at all levels – customers, workers, managers, bureaucrats, politicians • Co-location

  5. Examples of Advantages • Men’s Centre started projects bringing together young men with older men in the “Men’s Sheds” project, then add ReKindle • CPIT, Unlimited and an IT Hub • Supporting Families and 298 • White Elephant and opportunities for work readiness • Link between health and WINZ • Shared resources • Shared knowledge and support

  6. Draft shared values for organisations working within the youth hub • Guided by the Principles of Youth Development 2002[1] Mission Statement: NO WRONG DOOR - NO CLOSED DOOR EVERY DOOR THE RIGHT DOOR Is shaped by the ‘big picture’ by; • being knowledgeable about the impact on youth of policy, practices and systems in Aotearoa. • providing a collective voice to increase advocacy for the individual and with systems that impact on youth Is about young people being connected by; • ensuring services are youth centred through; flexible times to meet, peer relationships & support, with comfortable and welcoming meeting places. • acknowledging young people are part of systems and may need support to maintain, repair and/or make new connections to those systems.

  7. Is based on a consistent strengths-based approach • with a focus on what young people can do, not what they can’t do • recognises that skills for living are part of ongoing development Happens through quality relationships where • Collectively, the organizations are committed to the long journey (up to 24yrs of age) • adult relationships with young people are based on warmth, acceptance, respect and treating them as partners in the relationship Is triggered when young people fully participate • through representation at all levels of service provision through to an inclusion in an advisory group leading to board membership. (This should happen at individual, organizational and Hub levels) • and requires young people to be informed, and be shown to have a measurable influence in outcomes for youth. It needs good information • from existing research to ensure “best practices” guide planning for work with youth • to ensure ongoing research/evaluation of all the services within and as part of the Hub.

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