Whānau Ora looking out to the next decade

Conference
Summary
Prof. Sir Mason Durie
Ngāti Kauwhata, Rangitane
Powhiri
Whakatau, Karakia
Robin John Cooper, CNZM
Whakataki
Rawiri Waititi
Dale Husband
Opening Addresses
“It the 2 years since establishment, there have been
very high expectations placed on TPM. We are
meeting the challenges and we want to make a
difference for whanau. To do that we need to
measure the difference we can make – and that is
why this conference is so important.
Merepeka Raukawa-Tait
Chair, TPM
John Tamihere
CEO,TPM
“TPM is committed to helping build solutions.
Our differences across regions are cause for
celebration – not contest; our diversity must be
applauded. And global benchmarking will be an
important lever to achieving the highest possible
standards. The differnce we can make for whanau
will always be most important to TPM. And we
need to measure that difference.”
Implementing Outcomes
Implementing Outcomes:
What Works for us -The 6 Pou
1.
2.
3.
4.
5.
6.
Tureiti Lady Moxon
Te Kahao Health
Vision
Organisational stocktake
Transformation
Collectivity
A framework and a single action plan
Connectivity – WhānauTahi integrated data
Taking the Plunge in Outcomes Measurement
‘Celebrate the little day by day outcomes’
Lewis Ratapu
Taiwhenua
Matariki Ora, transformation – transforming selves,
services, community
• Te Pae Tata
• Te Pae Tawhiti
• Te Toi Waiora
Takitimu Ora -collective impact
• Rangatahi Tu
International & National Benchmarks
Maximising Social Value (in the hot seat)
Minimum level of accountability
+ Culture of relentless striving to increase impact
= Maximising social value
“We also need to see some of the stories of people who
are not successful.”
Jeremy Nicholls
CEO SVI
Beware of cognitive dissonance
•
•
Hon Te Ururoa Flavell
Minister Whānau Ora
•
•
Nanaia Mahuta MP
Manaaki i te tangata
Embed Whānau Ora into everyday culture
Reframe our position: from measuring the costs of
disadvantage to assessing the inverse costs of lost
opportunity
Speak up so that the benefits of Whānau Ora can be
heard “the sweetness of the kumara”
Tackling complex problems
Questions of accountability will always be important
Potential for cross-party endorsement (?)
Workshop (sets 1 & 2)
Navigating Outcome Measurement the
Helicopter View
Susan Snively
Jeremy Nicholls
Jo Nicholson
This workshop gave participants the opportunity to think
about how to account for value and the questions an
organisation needs to ask itself in that process, such as
Have we made a difference?
How much of a difference have we made?
How much difference can we make with the resources we
have?
Are we creating as much value as we can?
Questions to ask are “How important are the outcomes
to the beneficiaries? What is their relative importance?”
It is not enough to have good outcomes related to your
objectives, you need to understand the relative
importance of those outcomes.
Workshop (sets 1& 2)
Outcome Roadmaps
Di Grennell
Growing Organisational Capability
Tureiti Moxon
Lewis Ratapu
Janice Kuka
The top 10 Requirements:
1. Identify a common agenda
2. Amalgamate contracts
3. Build trust
4. Strengthen relationships
5. Extend the reach (health, employment, housing)
6. Embrace technology
7. Value stories from whanau to assess benefits
8. The tino take: adding value to whanau
9. Underpin services by consistent cultural values
10. Systems that can take account of multiple
accountabilities
Workshop (sets 1 & 2)
Outcome Indicators
Brad Norman
Delving into Detail
TPM Outcome Framework with examples of tools and
processes for developing meaningful indicators for
whanau.
SMART: Specific, measurable, achievable, realistic, timely
BACKS: Behaviours, Attitudes, opinions and beliefs,
Circumstances, Knowledge, Skills
John Huakau
Selecting Indicators –
what is important to whānau
what kaimahi consider
important
what is already available
kaupapa Māori based
indicators
Jaqui Harema
Workshop (sets 1 & 2)
Getting the Best out of Social Media
“The mana of social media is that if your post goes viral it can be reported as a “statistic”
Some Social media platforms for whanau ora
1. Facebook
2. Twitter
3. Instagram
4. Snapchat (mostly for rangatahi)
“Social media platforms are intergenerational,
cross-global engagement tools – through them
culture can be expressed in new and innovative
ways.”
Stacey Morrison
Whitney Nicholls-Potts
Celebrating Whānau Ora
The Hakari
Dame Tariana Turia
Pou, Te Pou Matakana
Celebrating Whānau Ora
The Hakari
Hii – Haa - Hii
Day 2
Karakia
Wi Mutu Te Whiu
Welcome to Day 2
Ngaire Te Hira
Dale Husband
Rawiri Waititi
Day One Stocktake
Great Day 1.
Sharing relationships and understanding the bigger
picture within which Whānau Ora operates is critical for
moving into the next phase.
The wisdom for international speakers has been hugely
important to us. It provides insights that have global
relevance
Merepeka Raukawa Tait
In NZ other Governments Departments such as CYFS
will soon try and copy Whānau Ora. That could be both
flattering and a little scary.
A reminder that to be most effective more realistic
funding arrangements are necessary.
Commissioning for Outcomes
Fundamentally it is relationships that matter and a
relentless focus on the customer.
Advocacy for Whanau Ora by whanau and by Whānau
Ora teams is critical.
“You are going to have to argue for what you are doing. A
lot of people don’t want it to work because it challenges
what they’re doing”
Changing the lives of whanau with complex and
challenging problems is an immediate concern but coinvesting with communities will also bring about change
for whanau.
Hon Bill English
Whanau Ora is moving where Govt would like to move
and will want to replicate Whānau Tahi
‘Whānau
Ora is leading the way for
Government’
Tackling Complex Problems
Our environment is a critical foundation for whānau
wellbeing. Measuring the health of our people cannot be
separated from measuring the wellbeing of the
environment.
Mihi Keelan
Nga Mataapuna Oranga
Reweti Te Mete
Nga Mataapuna Oranga
Dredging Port Tauranga harbour threatened our identity
and threatened the decimation of pipi beds.
Protecting the integrity of the environment underlies a
major environmental strategy. A Pipi enhancement
project has emerged.
A collective response from other community players has
been an important step forward and continuous
relationships will strengthen it. .
Environmental integrity has been incorporated in a school
curriculum
Collective Impact
Ruapehu Whānau Transformation Plan
Collectivity is the key
‘Everyone who lives under the shadow of Koro
Ruapehu’
Education, Employment, Housing, Health, Social
Involvement of Ruapehu District Council and a range of
community organisations.
10 opportunities for change with measurements for
each e.g. housing-needs
Learnings
Erana Mikaere-Most
Ngati Rangi Trust
1.
2.
3.
4.
5.
6.
Respected & inclusive leadership
Whenua based framework
Understanding the true need
Logical, inclusive process
Strong project management and facilitation
Continuous self-review & improvement
‘I just want my tamariki to be proud of their home’
Increasing Our Social Impact
Ian Learmonth
Impact Investing
Social Venture
Impact Investing – views from ‘across the Ditch’
Impact investment in Australia occurs through: Social
Impact Bonds which are loans by either an investment
partnership btw. Government and private investors, or
solely private investors.
The criteria to support “high risk” ventures are:
• Must meet specific deal criteria
• Must show financial sustainability
• Must show social impact
• Must have managers with good track record
Social impact fund themes/areas:
• Employment opportunities
• Under-served markets
• Social Services
• Education and skills
“Social Impact Bonds are like a blue whale – they are
rare creatures, difficult to find, take a long time to
gestate – but when you do see one they are things of
great beauty.”
Whānau Ora and Parliament
Whānau Ora is leading the way for Māori policy.
A kaupapa Māori initiative.
Systematic failure of WINZ, CYFS is evident especially for
vulnerable children.
Te Puea Marae and Manukau marae are demonstrating how a
kuapapa Māori approach can lead to stunning results.
Marama Fox
MP
The aim is to become independent not dependent on
Government
First Nations Peoples, Equals First World
Outcomes
Tiwahe Initiative
A response to lack of progress with other
approaches.
Returning to business models based on old ways
that still have relevance.
Hankie Ortiz
Bureau Indian Affairs
USA
Building tribal programmes that work together to
invest in children, youth and families while
preserving tribal values and traditions.
Programme is expanding to other sites for other
tribes (6 at present).
The plan is to assist tribes to develop their own
goals, assessment tools, and service
coordination/delivery.
A View from A Great Lady
Iritana Tawhiwhirangi
• Families deserve to be valued,
deserve to have dignity, deserve to
have good health and deserve to
take back their own responsibility.
• This conference is spurring us on to
achieve great things
• The Whānau Ora approach is
extending to a wide range of other
Māori community initiatives
• We are the means not the answer
• Thank you for what you are doing
for our mokopuna
Workshop (set 3)
Finding the Golden Thread
Ian Learmonth
Jon Myer
Jacqui Harema
• Describes the “golden thread” method, - a
way to describe what you are trying to
achieve, a visual and effective way to
describe the outcomes you want.
• The golden thread is a tool that can be
utilised as a first step on the outcomes
journey: logic model= Issue+ participants+
activities + outcomes + Impact (which
interlink in complex ways).
• Key definitions explained:
• Outcomes = what are the things that change
as a result of something we are doing?
• Outcomes measurement = what data can we
collect?
• Outcomes management = who do we use
that data?
Workshop (set 3)
Getting Started on Shared Measurement
A comprehensive review of Indian self determination
Stephen Keung
Hankie Ortiz
Tribes integrate federally funded employment,
training and related services into one co-ordinated
self governance 477 programme
The one programme emphasises:
• One program
• One budget
• One reporting process
Shifting the balance:
• between providing an excellent service and
completing reports
• Co-mingling funds allows for on-the-ground
responses to current priorities.
• Reducing administrative tasks
“Keeping it simple and keeping it focussed on
the people”
Workshop (set 3)
How Other Sectors Measure Impact
Jo Nicholson
Shona McElroy
Emily Preston
Jeremy Nicholls
• impact measurement tools
• - Social, environmental and financial results
sitting alongside each other and acting as
powerful tools for decision making –
• Need to be moving from CSR to whole company
analysis. Need to go public with information that
is good enough for making decisions internally
despite criticism of lack of rigour. This is part of
rethinking the way we create value for people.
• Social Enterprises
• Placing social value at centre of board
conversations, reporting against social value
targets and financial targets. Creates much more
interesting board level conversation about value
and how we maximise that impact. Creates
healthy arguments.
Workshop (set 3)
What Outcomes Data Says
Robin Hapi
Tureia Moxon
Mii Keelan
Brad Norman
Hands on workshop on:
Steps to collecting data in the right order
• how to develop relevant indicators,
• how to efficiently collect data
• how good information can help us better
understand whanau on their journey within
whanau ora.
The data tells us what matters most to whanau
and most importantly tells us that whanau ora is
working for whanau.
Whānau Tahi seeks to take a whanau centred
approach to collecting data and analysis to
determine outcomes.
THE KEY THEMES
There is abundant evidence that:
• Whānau Ora has enriched the lives of whanau throughout Te
Ika a Maui
• Whānau Ora outcomes have been measurable, positive and
inspirational
• Competition and duplication between community services
for Māori have been replaced by collaboration and
collectivity
• Te Pou Matakana has provided national leadership in the
development of social value indicators that measure ‘making
a difference’
• Te Pou Matakana has confirmed the benefits of
commissioning for outcomes as an alternative to contracting
for services
• Whānau Ora challenges Government to demonstrate
measurable gains for Maori across all sectors
The Impact of the past 2 days
Whānau Ora is
Making history
and
Shaping futures
Whānau Ora: Making History
• Showing that it is possible to measure social values for
Māori
• Demonstrating the importance of international experience
• Affirming the good sense of working together to magnify
the impact in communities, across sectors, and across partypolitical lines
• Providing a beacon of hope where sometimes hope had
been lost
• Developing indicators that reflect real change for whānau
• Showing that commissioning for outcomes makes a
difference
• Introducing a model of accountability that is based on social
values and making a difference for whānau
Whānau Ora: Shaping Futures
• Shaping the State
• Shaping Funders
• Shaping Commissioning Agencies
• Shaping Providers
• Shaping Whanau
Shaping the State
In the (not too distant) Future:
• Māori MPs who represent Māori electorates will commit
to supporting Whānau Ora, regardless of political
affiliations
• Siloed approaches to whanau development will be
replaced by integrated pathways that reflect crosssectoral common sense
• Value for money will be assessed on achievement of
social value indicators
• Commissioning for best possible Māori outcomes will
replace contracting for services
• Māori-centred programes will reflect an integrated
approach that has been articulated by Māori:
•
•
•
•
Whānau Ora
TPK - Te Matawai – MTV, Broadcasting, Taura Whiri
Māori Land – Māori Land Court
Māori economic development – MBIE, MPI, TPK
Shaping Funders
• Funders will adopt accountability measures that
reflect whānau aspirations
• Funders will develop high trust relationships with
providers
• Funders will work with providers to agree on high
level indicators and maximising value
• Funders will monitor Whānau Ora according to the
agreed indicators of success
• Funders will favour longer term funding
commitment
Shaping Commissioning Agencies
• Whānau Ora Commissioning Agencies will jointly
advocate for Whānau Ora at Government Levels
• Whānau Ora Commissioning Agencies will be leaders in
the reformation of policies for Māori
• Whānau Ora Commissioning Agencies will build
collaborative relationships with Iwi at a national level
so that Iwi will be in a stronger position to support and
contribute to whānau
• Whānau Ora Commissioning Agencies will seek
opportunities to increase Whānau Ora resources from
other (than Government) funders
Shaping Providers
• Whānau Ora Providers will expand teams to include
additional expertise in:
•
•
•
•
Education
Financial management
Exercise and sport
Te Reo Māori me ona tikanga
• Whānau Ora Providers will lead the way in developing
practices that focus on recognising and endorsing social
value
• Whānau Ora Providers will be community advocates for
family-centred approaches to wellbeing and
Whānau Ora Providers will never get tired
Shaping Whānau
In the (not too distant) future
All whanau will realise
their aspirations
Whānau Ora
Shaping Our Future
• Shaping the State
• Shaping Funders
• Shaping Commissioning Agencies
• Shaping Providers
• Shaping Whānau
Nga Mihi
Te Pou Matakana
MAURI ORA
Whānau Ora
‘Making History
and
Shaping Futures’
Kia tina ki runga
Kia tāmore ki raro