WHĀNAU ORA Commissioning for Whānau

1. TePouMatakana Establishment Conference 2014 WHĀNAU ORACommissioning for Whānau Mason Durie Massey University WhanauOra Governance Group

2. The Whānau Ora 2014 Hui • Marks a new milestone for Whānau Ora • RecognisesTePouMatakana 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. POWHIRI TuTanagataPūao-te-ata-tuKohanga Reo MatuaWhangai

4. Tū a Te Kahikatea KapaHaka

5. NgāKaiwhakahaere Dale Husband RawiriWaititi

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

7. Setting the Scene Hon TarianaTuria 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. Setting the Scene Supporting Commissioning for Whānau Across TeIka a Māui “The impact of Whānau Ora is something to be proud of but much work is yet to be done” “TePouMatakana is an important milestone – as both a funder and an investor” “WhanauOra is at the heart of the TePuniKokiri goal to achieve and sustain improvements in Māori lives’ Michelle Hippolite CeOTePuniKōkiri

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

10. TePouMatakana Board, the first stage of implementation “TePouMatakana 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” Merepeka Raukawa-Tait PahiaTuria Suzanne Snively Robin Hapi Tania Rangiheuea

11. TePouMatakana, the first stage of implementation “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 TePouMatakana

12. Party Directions on Whānau OraA Panel Discussion Māori Party ‘It is not about the State intervening in our lives” National Party “WhanauOra 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 “WhanauOra 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 Hon. TariannaTuria NanaiaMahuta Jamie Lee Ross MP Winston Peters David Clendon

13. Another Word from a Sponsor “Community finance underlies our joint ventures with community groups” Whānau Ora could well be part of the mix” Pierre Tohe

14. Working Together to Embed Outcomes for Successful Whānau Transformation 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” • Les Hems • Director • Net Balance Research Institute Melbourne, Australia

15. Working Together to Embed Outcomes for Successful Whānau Transformation • Embedding Practices... Improving Whānau Outcomes • Ko au what an individual needs • Kotāua working effectively as colleagues • Komātau how organisations make an impact • Kotātou a systems approach across communities • Active relationships • Strong leadership • Whānau centred • Clear vision • Capable workforce Nancy Tuaine CEOTeOranganuiIwi Health Authority

16. Working Together to Embed Outcomes for Successful Whānau Transformation • 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 • Kotahitanga Unity • Mahitahi working together • Whanaungatanga share information TukoroirangiMorgan Executive Chair, RaukuraHauora o Tainui

17. Working Together to Embed Outcomes for Successful Whānau Transformation • 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 AwerangiTamihere Director, Strategy & Design Thinking for Outcomes,TeWhānau o Waipareira Trust

18. Working Together to Embed Outcomes for Successful Whānau Transformation • The Dynamics of Change • NgaMataapunaOranga • A PHO and a Whānau Ora Collective–leveragingoffeachother • One house one face • Collective agreement on Whānau Ora • Whānau Ora shared practice • Network infrastructure • “Whānau rangatiratanga is our collective vision” JaniceKuka ManagingDirector Rewiti Te Mete Whānau Ora Navigator

19. Reflections of the Day TePouMatakana 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. Support from a Sponsor Rob Johnson • Māori goals programme • Staff training • Te reo Māori • Māori Graduates • Māori sector management The I-pad Draws Sonny Neha

21. Day 2A word (or two) from the Sponsors Moments that Matter Commissioning for Results Hamish Wilson TePouMatakana Programme Director, Partner & Human Capital Practice Leader –New Zealand & Asia-Pacific Deloitte 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. Whānau Success: Te Pū o teWheke • 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 teWheke Hone Sadler –celebrate our own heroes ‘Problems will not be resolved in the same consciousness in which they were created’

23. Whānau Success – TeAoMārama Whānau Ora Collective • Established 2012 across three Iwi • A model: • Deficit thinking to aspirational thinking • Transformational • Indigenous (whare Māori & wharePākaha) • Sustainable • “All kaimahi will be kairaranga” • The Service delivery model • 10 phases in whānau journeys built around • Kauaerunga& Kauaeraro Leanne Morehu

24. Whānau Success – NgātiWhatua o Orakei 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 Tupara Morrison

25. Whānau Success – TeArawa Whānau 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” Ngaroma Grant Project Manager TeArawaWhanauOra

26. Whānau Success Te KupengaHauora 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 Audrey Robin CEO TeKupengaHauora O Ahuriri

27. Whānau Success – TeKohao Health Ltd. The Quiet Revolution • 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” Lady Tureiti Moxon Managing Director Te Kōhao Health

28. Whanau Success: Kotahitanga Collective The Explosive Journey of Southside RangatahiRealisingthe Dream & Going Global! Whānau Transformation 5 Key Tools Our 5 Pou Population Outcomes Manatiaki model PATH Takarangi RBA Employment successes Marae links Dance as a transformative medium Brotherhood KRASH TePueaWiniata Kotahitanga NatashaKempTe Kahao Te RangatahiTrust Tony Kake & DiarmidTanaki & KRASH

29. Commissioning for the Future Working across the multiple domains that have impact on whānau

30. Commissioning Agencies and Four Broad Domains • The whānau domain • The provider domain • The community domain • The policy domain

31. The Whānau Domain • 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. Three Realities for Whānau Whānau@Home Whānau@Māori Whānau@Large

33. Whānau @ Home • Whānau@Homerecognises 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 Whānau@Māorirecognises the heritage, culture, whakapapa, and other connections that link whānau to teao Māori ‘Being Māori’ is a defining feature of whānau Whānau distinctiveness is about engagement with: • Iwi • Māori networks • Marae • Land • Culture and language

35. Whanau @ Large • Whānau@Largerecognises that whānau live in communities andare 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. Four Broad Domains • The whānau domain • The Provider domain • The community domain • The policy domain

37. The Provider Domain A key challenge for Commissioning Agencies will be to support whānau providers to become catalysts for change

38. The Provider Domain • The Provider domainrecognises 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. The Community Domain No single provider, agency, institution or profession, acting alone, can generate success for whānau

40. The Community Domain • 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 collectiveimpact

41. The Policy Domain 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

42. The Policy Domain • 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 (Whanauin All Policies) - policies across all sectors are whānau relevant

43. The Four Domains and Possible Implications for Commisioning Agencies 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 & some possible implications for TePouMatakana

45. The Provider Domain & some possible implications for TePouMatakana

46. The Community Domain & possible implications for TePouMatakana

47. The Policy Domain & some possible implications for TePouMatakana

48. The Four Domains & some possible implications for TePouMatakana

49. Whānau OraHui 2014 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,TePouMatakana is well placed to take Whānau to new heights TPM

50. TePouMatakana Kia Tū Kia Oho Kia Mataara KIA ORA KIA MAIA