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Te Pou Matakana Establishment Conference 2014 Mason Durie Massey University Whanau Ora Governance Group.

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Presentation on theme: "Te Pou Matakana Establishment Conference 2014 Mason Durie Massey University Whanau Ora Governance Group."— Presentation transcript:

1 Te Pou Matakana Establishment Conference 2014 Mason Durie Massey University Whanau Ora Governance Group

2  Marks a new milestone for Whānau Ora  Recognises Te Pou Matakana as the preferred Māori Whānau Ora Commissioning Agency for the North Island  Looks back on achievements over the past 4 years  Identifies directions for the next 5 or so years

3 Tu Tanagata Pūao-te-ata-tu Kohanga Reo Matua Whangai


5 Dale Husband Rawiri Waititi

6 Willie Jackson Chair, NUMA The NUMA journey Despite limited resourcing for Whanau Ora “We will make it happen” Whānau Ora “By Māori for everyone”

7 Hon Tariana Turia Minister, Whānau Ora “Long term change will only happen if it is led by whānau” “Whānau Ora is not about money or reaching a destination but about the spirit of the journey”

8 Michelle Hippolite CeO Te Puni Kōkiri Supporting Commissioning for Whānau Across Te Ika a Māui “The impact of Whānau Ora is something to be proud of but much work is yet to be done” “Te Pou Matakana is an important milestone – as both a funder and an investor” “Whanau Ora is at the heart of the Te Puni Kokiri goal to achieve and sustain improvements in Māori lives’

9 Malcolm Scott “Fuji Xerox supports best practice and is privileged to be involved in Whānau Ora”

10 Merepeka Raukawa-Tait Robin Hapi Tania Rangiheuea Suzanne Snively Pahia Turia “Te Pou Matakana Board will foster innovation and will work with others to maximise the collective impact” “It will be important to have a common agenda” “When all people have an authentic voice then the economy will benefit” “Today is a new day – an opportunity for faith in ourselves”

11 “Despite the limited resources from Government TPM will seek co- investments so that the goals can be achieved.” “Whānau Direct funding will be part of the strategy” “Our mission is “for our communities, by our communities” Hon John Tamihere NUMA lead for Te Pou Matakana

12 Hon. Tarianna Turia Jamie Lee Ross MP David Clendon Winston Peters Nanaia Mahuta Māori Party ‘It is not about the State intervening in our lives” National Party “Whanau Ora is working for Māori and for all New Zealanders” “For NZ to succeed families need to succeed” Green Party “We support Government funding communities to deliver services to communities” Labour Party “Whanau Ora is a kaupapa whose time has come” We will review what is working – many Govt. departments have yet to commit” NZ First “Our priorities are for Housing Health Education Employment” NZ First

13 Pierre Tohe “Community finance underlies our joint ventures with community groups” Whānau Ora could well be part of the mix”

14 Les Hems Director Net Balance Research Institute Melbourne, Australia The Theory of Change Client segmentation reflects differing expectations and aspirations ‘Measuring outcomes will be the norm’ SROI = [Value of Change] [Investment] “Focus on what works” Investments in prevention, early intervention, and breaking the cycle make social and economic sense” “The mission of ‘For-Purpose’ organisations should focus on outcomes”

15 Nancy Tuaine CEO Te Oranganui Iwi Health Authority Embedding Practices... Improving Whānau Outcomes Ko auwhat an individual needs Ko tāuaworking effectively as colleagues Ko mātauhow organisations make an impact Ko tātoua systems approach across communities Active relationships Strong leadership Whānau centred Clear vision Capable workforce

16 Tukoroirangi Morgan Executive Chair, Raukura Hauora o Tainui Making Outcomes Work for Whānau The central challenge: can we work together in an organised way? Tainui and a 50 year strategic plan A collaboration between Iwi and urban Māori organisations Other Ministries should be contributing to Whānau Ora KotahitangaUnity Mahi tahiworking together Whanaungatanga share information

17 Awerangi Tamihere Director, Strategy & Design Thinking for Outcomes, Te Whānau o Waipareira Trust Through the Lens of Waipareira, a Multi Sector Model for Whānau Success Changing direction: An outcomes road map with signposts to longer term outcomes. Recognition of longer term goals: a shift to a generational approach (25 yrs) A phased approach to outcomes: Stability in the short term Success in the longer term

18 The Dynamics of Change Nga Mataapuna Oranga A PHO and a Whānau Ora Collective – leveraging off each other One house one face Collective agreement on Whānau Ora Whānau Ora shared practice Network infrastructure “Whānau rangatiratanga is our collective vision” Janice Kuka Managing Director Rewiti Te Mete Whānau Ora Navigator

19 Te Pou Matakana Chair “Whānau Ora could lead the way for NZ” “We have limited resources but will seek co-investments” “The journey so far has experienced ups and downs” “But the presentations today point to a great future”

20 Rob Johnson Māori goals programme Staff training Te reo Māori Māori Graduates Māori sector management The I-pad Draws Sonny Neha

21 Hamish Wilson Te Pou Matakana Programme Director, Partner & Human Capital Practice Leader – New Zealand & Asia-Pacific Deloitte Moments that Matter Commissioning for Results Partnering for success Opportunity to be involved in Whānau Ora Assisted with TPM design Funding streams Whānau Direct – capturing the moment Innovation EOIs Outcomes focus Global experience Provider Capacity Building Collective Impact

22 Te Pū o te Wheke Core competencies for a whānau centric approach Hakahuatanga e-based learning Whānau Ora in action Whānau Ora outcomes Whanaungatanga is a core aspect of work Hone Sadler –celebrate our own heroes ‘Problems will not be resolved in the same consciousness in which they were created’

23 Leanne Morehu Established 2012 across three Iwi A model: Deficit thinking to aspirational thinking Transformational Indigenous (whare Māori & whare Pākaha) Sustainable “All kai mahi will be kairaranga” The Service delivery model 10 phases in whānau journeys built around Kauae runga & Kauae raro

24 Tupara Morrison A Post settlement Governance entity 2011 – embraced Whānau Ora Client segment analysis - population includes high levels of vulnerability Intensive work and ongoing monitoring Whānau monitor our responsiveness Funding model needs to be reviewed to match actual whānau needs Next phase requires a new funding model Co-investment the key High trust environment and appropriation of funds held by other organisations

25 Ngaroma Grant Project Manager Te Arawa Whanau Ora Kawa and Tikanga agreement Governance structure Management structure Workforce recruitment Service delivery model Advisory groups Website & IT strategy Database Business case Service delivery built around the ‘Continuum of Life’ - Real life encounters Poutama: steps towards reaching an outcome “We are humbled by what whānau can do for themselves”

26 Audrey Robin CEO Te Kupenga Hauora O Ahuriri An organisation’s journey over 20 plus years Whānau in Flaxmere Small beginnings but big dreams 10 years before establishing a the new entity From a small contract with the HFA to becoming a significant provider of health and social services in Napier Formed a collective of 17 providers - not sustained Today: operating as a sole provider working for what is best for whānau

27 Lady Tureiti Moxon Managing Director Te Kōhao Health Three Whānau Stories “Reaching Goals they never thought possible” The Philips whānau From dependence to independence The Ngalu Whānau From fear to fearlessness, from uneducated to educated The Thompson Whānau From worthlessness to self worth “The transformation of their lives has inspired others to dream and act”

28 Te Puea Winiata Kotahitanga The Explosive Journey of Southside Rangatahi Realising the Dream & Going Global! Whānau Transformation 5 Key Tools Our 5 Pou Population Outcomes Mana tiaki model PATH Takarangi RBA Employment successes Marae links Dance as a transformative medium Brotherhood KRASH Natasha Kemp Te Kaha o Te Rangatahi Trust Tony Kake & Diarmid Tanaki & KRASH

29 Working across the multiple domains that have impact on whānau

30  The whānau domain  The provider domain  The community domain  The policy domain

31  The whānau domain is at the centre of the Commissioning agenda  It encompasses  whānau@home  whānau@Māori  Whānau@large  The Whānau domain is built around whānau aspirations for the future.

32 Whānau@Māori Whānau@Home Whānau@Large

33  Whānau@Home recognises the importance of relationships between whānau members  It concerns the circumstances within which whānau live, and the ways in which whānau cope with adversity as well as achieving success  Whānau@Home is about inter-generational ties, current lives, and future aspirations

34 Whānau@Māori recognises the heritage, culture, whakapapa, and other connections that link whānau to te ao Māori ‘Being Māori’ is a defining feature of whānau Whānau distinctiveness is about engagement with:  Iwi  Māori networks  Marae  Land  Culture and language

35  Whānau@Large recognises that whānau live in communities and are integral members of wider society  Whānau should have ready access to community resources and also be able to contribute to society – its economy, education, and values  The Whānau diaspora will increasingly rely on digital connections to maintain cohesion

36  The whānau domain  The Provider domain  The community domain  The policy domain

37 A key challenge for Commissioning Agencies will be to support wh ā nau providers to become catalysts for change

38  The Provider domain recognises that a commitment to best outcomes for whānau will determine the best practice adopted by providers  Whānau Ora providers work within a whānau centred framework that enables teams to work towards a common goal  Efective providers are innovative. Their innovation enables whānau who are languishing to be transformed into whānau who are flourishing

39 No single provider, agency, institution or profession, acting alone, can generate success for wh ā nau

40  The community domain includes those services and institutions that are necessary for whānau success including:  Schools, health services  sport and recreation, social welfare services  banks, commercial enterprises,  legal services, Māori Land Courts, …  Community contributions to Whānau Ora have yet to be fully explored – co-investments  The community domain also challenges communities to pull together to achieve collective impact

41 Wh ā nau Ora cannot make progress without a cohesive policy framework that makes sense to wh ā nau. No sector by itself can take Wh ā nau Ora to new heights

42  The policy domain is built around fostering a collaborative approach between the sectors that can contribute to whānau success especially:  health and social welfare,  education and housing  Māori Affairs, Youth Affairs, Women’s Affairs  Justice and the Treasury  But it also recognises the need for a whole-of Government commitment for resources and support  WiAP (Whanau in All Policies) - policies across all sectors are whānau relevant

43 The Whanau Domain is at the centre of Whānau Ora The Provider Domain can greatly accelerate Whānau Ora goals The Community Domain is about a cohesive and collaborative approach to Whānau Ora The Policy Domain recognises the role of Government in creating whānau-friendly policies support Whānau Ora

44 The Whānau Domain Whānau priorities determine TPM agenda TPM explores ‘whānau direct’ funding opportunities TPM measures results according to the realisation of whānau aspirations

45 The Provider Domain TPM enables providers to respond to whānau circumstances TPM assists providers to adopt outcome focused practices TPM helps providers work collaboratively and towards common goals

46 The Community Domain TPM supports providers to be innovative TPM supports fresh community innovation for whānau success and community co- investments TPM assists communities to build Collective Impact

47 The Policy Domain TPM seeks direct support from relevant Ministries TPM advocates for WiAP – Whānau in All Policies TPM works with Minister Whānau Ora to advance WiAP

48 The Whānau Domain The Provider Domain Community Domain The Policy Domain Whānau priorities determine the TPM agenda TPM enables providers to respond to whānau circumstances TPM supports providers to be innovative TPM seeks direct support from relevant Ministries TPM explores ‘whānau direct’ funding opportunities TPM assists providers to adopt outcome focused practices TPM supports fresh community innovation & co- investments for whānau success TPM advocates for WiAP – Whānau in All Policies TPM measures results according to the realisation of whānau aspirations TPM helps providers work collaboratively and towards common goals TPM assists communities to build Collective Impact TPM works with Minister Whānau Ora to advance WiAP

49 The Hui has confirmed the potential of Wh ā nau Ora to bring about transformational change There is every reason to be optimistic Building on the foundations,Te Pou Matakana is well placed to take Wh ā nau to new heights TPM

50 Kia Tū Kia Oho Kia Mataara KIA ORA KIA MAIA

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