Te Pou Matakana
Establishment Conference 2014
Mason Durie
Massey University
Whanau Ora Governance Group

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
TuTanagata Pūao-te-ata-tu Kohanga Reo Matua Whangai
Dale Husband
Rawiri Waititi
The NUMA journey
Despite limited resourcing
for Whanau Ora
“We will make it
happen”
Willie Jackson
Whānau Ora
Chair, NUMA
“By Māori for everyone”
“Long term change will
only happen if it is led by
whānau”
Hon Tariana Turia
Minister, Whānau Ora
“Whānau Ora is not about
money or reaching a
destination but about the
spirit of the journey”
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”
Michelle Hippolite
CeO Te Puni Kōkiri
“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’
“Fuji Xerox supports best
practice and is privileged to
be involved in Whānau Ora”
Malcolm Scott
“Te Pou Matakana Board will
foster innovation and will work
with others to maximise the
Pahia Turia Suzanne Snively
collective impact”
“It will be important to have a
common agenda”
“When all people have an
Tania Rangiheuea Robin Hapi
authentic voice then the economy
will benefit”
Merepeka
“Today is a new day – an
Raukawa-Tait
opportunity for faith in ourselves”
“Despite the limited
resources from Government
TPM will seek coinvestments so that the
goals can be achieved.”
“Whānau Direct funding will
be part of the strategy”
Hon John Tamihere
NUMA lead for Te Pou Matakana
“Our mission is “for our
communities, by our
communities”
Māori Party
‘It is not about the
State intervening in
our lives”
Hon. Tarianna Turia
National Party
“Whanau Ora is working
for Māori and for all New
Zealanders”
“For NZ to succeed
families need to succeed”
Nanaia Mahuta
Jamie Lee Ross MP
David Clendon
Green Party
“We support Government
funding communities to
deliver services to
communities”
Winston Peters
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”
Pierre Tohe
“Community finance
underlies our joint
ventures with community
groups”
Whānau Ora could well
be part of the mix”
The Theory of Change
Client segmentation reflects differing
expectations and aspirations
‘Measuring outcomes will be the norm’
SROI = [Value of Change]
[Investment]
Les Hems
Director
Net Balance Research
Institute Melbourne,
Australia
“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”
Embedding Practices... Improving Whānau
Outcomes
Ko au
Ko tāua
Ko mātau
Ko tātou
Nancy Tuaine
CEO
Te Oranganui Iwi
Health Authority
•
•
•
•
•
what an individual needs
working effectively as colleagues
how organisations make an impact
a systems approach across
communities
Active relationships
Strong leadership
Whānau centred
Clear vision
Capable workforce
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
Tukoroirangi Morgan
Executive Chair,
Raukura Hauora o • Kotahitanga
Unity
Tainui
• Mahi tahi
working together
• Whanaungatanga share information
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)
Awerangi Tamihere
A phased approach to outcomes:
Director, Strategy & Design • Stability in the short term
Thinking for Outcomes, • Success in the longer term
Te Whānau o Waipareira
Trust
The Dynamics of Change
Nga Mataapuna Oranga
Janice Kuka
Managing Director
Rewiti Te Mete
Whānau Ora Navigator
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”
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”
Rob Johnson
Māori goals programme
Staff training
Te reo Māori
Māori Graduates
Māori sector management
The I-pad Draws
Sonny Neha
Moments that Matter
Commissioning for Results
Partnering for success
Opportunity to be involved in Whānau Ora
Assisted with TPM design
Hamish Wilson
Te Pou Matakana
Programme Director,
Partner & Human
Capital Practice Leader –
New Zealand &
Asia-Pacific
Deloitte
Funding streams
Whānau Direct – capturing the moment
Innovation EOIs
Outcomes focus
Global experience
Provider Capacity Building
Collective Impact
 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
Te Pū o te Wheke
Hone Sadler –celebrate our own heroes
‘Problems will not be resolved in the
same consciousness in which they were
created’
•
•
•
•
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”
Leanne Morehu
The Service delivery model
10 phases in whānau journeys built around
Kauae runga & Kauae raro
A Post settlement Governance entity
2011 – embraced Whānau Ora
Tupara Morrison
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
Kawa and Tikanga agreement
Ngaroma Grant
Project Manager
Te Arawa Whanau Ora
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”
An organisation’s journey over 20 plus years
Whānau in Flaxmere
Small beginnings but big dreams
10 years before establishing a the new entity
Audrey Robin
CEO
Te Kupenga Hauora
O Ahuriri
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
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
Lady Tureiti Moxon
Managing Director
Te Kōhao Health
The Thompson Whānau
From worthlessness to self worth
“The transformation of their lives has inspired
others to dream and act”
The Explosive Journey of Southside Rangatahi
Realising the Dream & Going Global!
Whānau Transformation 5 Key Tools
Te Puea Winiata
Kotahitanga
Natasha Kemp
Te Kaha o
Te Rangatahi Trust
Tony Kake &
Diarmid Tanaki
& KRASH
Our 5 Pou
Population Outcomes
Mana tiaki model
PATH
Takarangi
RBA
Employment successes
Marae links
Dance as a transformative medium
Brotherhood
KRASH
Working across the multiple
domains that have impact
on whānau
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The whānau domain
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The provider domain
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The community domain
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The policy domain
 The whānau domain is at the centre of
the Commissioning agenda

It encompasses
 whā[email protected]
 whā[email protected]āori
 Whā[email protected]

The Whānau domain is built around whānau
aspirations for the future.
Whā[email protected]
Whā[email protected]āori
Whā[email protected]

Whā[email protected] 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

Whā[email protected] is about inter-generational
ties, current lives, and future aspirations
Whā[email protected]āori 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:
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
Iwi
Māori networks
Marae
Land
Culture and language

Whā[email protected] 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

The whānau domain
 The Provider domain

The community domain

The policy domain
A key challenge for
Commissioning Agencies
will be to support whānau
providers to become
catalysts for change

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
No single provider,
agency, institution or
profession, acting alone,
can generate success for
whānau

The community domain includes those services and
institutions that are necessary for whānau success
including:
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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
Whānau Ora cannot make
progress without a cohesive
policy framework that makes
sense to whānau.
No sector by itself can take
Whānau Ora to new heights

The policy domain is built around fostering a
collaborative approach between the sectors that can
contribute to whānau success especially:
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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
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
The Whānau Domain
Whānau priorities determine TPM
agenda
TPM explores ‘whānau direct’ funding
opportunities
TPM measures results according to the
realisation of whānau aspirations
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
The Community Domain
TPM supports providers to be innovative
TPM supports fresh community innovation
for whānau success and community coinvestments
TPM assists communities to build Collective
Impact
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
The Whānau
Domain
The Provider
Domain
Whānau priorities TPM enables
determine the TPM providers to respond
agenda
to whānau
circumstances
Community
Domain
TPM supports
providers to be
innovative
The Policy
Domain
TPM seeks direct
support from
relevant
Ministries
TPM explores
‘whānau direct’
funding
opportunities
TPM assists providers TPM supports
to adopt outcome
fresh community
focused practices
innovation & coinvestments 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 works with
Minister Whānau
Ora to advance
WiAP
TPM assists
communities to
build Collective
Impact
The Hui has confirmed the
potential of Whānau 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 Whānau to new heights
TPM
Kia Tū
Kia Oho
Kia Mataara
KIA ORA
KIA MAIA
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