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Whānau Ora in Te Waipounamu: Annual Report of TE PŪTAHITANGA O TE WAIPOUNAMU 1 July 2015 to 30 June 2016
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Whānau Ora in Te Waipounamu: Annual Report of
TE PŪTAHITANGA O TE WAIPOUNAMU
1 July 2015 to 30 June 2016
CONTENTS
Foreword
He Kupu Whakataki
Glossary
Who Are We?
Update On Commissioning Activities
Progress And Evidential Link Between Commissioned Activities And Performance Measures
Description Of The Experience Of Whānau Engaged In Commissioned Activities And The Impact Of These On Whānau Capability
Aggregated Data Regarding The Geographic Aggregations Or Other Population Characteristics Of The Population In Te Waipounamu
Financial Statements
Appendix
03
04
06
08
10
14
20
30
63
79
FOREWORD
Mauri ora tūhāhā ki te atua te runga rawa, hekeheke iho rā, ko ue Uenuku ko ue Uerangi ki tai tanganui, ki tai tangaroa.
E au ai āku mihi ka rewa ki te hau pūpuhi ki ngā pūkenga maunga mai te Tauihu ki te Taurapa O Te Waka, mai te Tai Poutini ki Te Taumanu o Te Waka, e kui mā, e koro mā i te pō, moe mai, moe mai nā kei raro te putanga mai o Matariki, o Puaka rānei. Haere ki te paepae roa a Matariki me Rehua ki te Toi o Ngā Rangi, ki a Io Matua.
Rātou ki a rātou, tātou ki a tātou.
Anei rā te mihi maioha ki tou tātou whānau o Te Waipounamu, kia tūpono ai, kia whai hoki ki te huarahi tika, te huarahi pai mai te Pūtahitanga ki rō hāpori, ki rō kāinga, hei mahia te mahi. Kia kaha, kia māia hoki, me tauaro ki te pae tata, ki te pae tāwhiti kia eke mai nei.
He mihi aroha tenei ki a koutou katoa nō te Taumata o Te Pūtahitanga O Te Waipounamu hei awhi, hei ārahi ki ōu koutou haerenga,
Tēnā koutou, tēnā koutou, kia ora tātou katoa.
All lifeforce bestowed from our creator travelled through the eons of time and space bringing lifeforce to us on Earth.
My acknowledgements extend to the collective of mountains across the Waka of Maui, Te Waipounamu, to those elders we have all lost and those who are now under the gaze of Matariki & Puaka. Go now to the long platform between Matariki and Rehua, to that sacred place in the stars from whence we were created.
Our acknowledgements extend out to all of our families who found their correct path, either by accident or by focus, we commend you all for navigating the arduous journey from Te Pūtahitanga and all of its support, into your communities and your homes, Be strong and brave and never let go of the vision to your further most horizon, achieved by holding steadfast to your immediate horizon.
Te Taumata o Te Pūtahitanga would like to express our heartfelt respect and care to you on your journey into a more prosperous future.
Kia ora tātou.
Kei ngā mana kei ngā reo kei aku rangatira o Te Whānau Ora.
Nāia te hau o mihi e rere ana ki a koutou katoa mai i Te Pūtahitanga o Te Waipounamu. Ko tā Te Pūtahitanga o Te Waipounamu “Kia uhia te oranga o te whānau ki te korowai o manaakitanga. Tūhonotia rā - Tui, tui, tuia!”
Tēnā koutou tēnā koutou tēnā hoki tātau katoa.
Firstly I would like to acknowledge Te Taumata, the representative board of the nine iwi of Te Waipounamu; Ngāi Tahu; Ngāti Rarua; Ngāti Tama; Ngāti Kuia; Ngāti Koata, Rangitane ki Wairau, Ngāti Apa ki te Rā To; Ngāti Toa Rangatira, Te Atiawa. Te Taumata is the foundation of our commissioning agency as it was from their vision that Te Pūtahitanga o Te Waipounamu was born. Nāia nga mihi ki a koutou mā, te ihu o tēnei waka.
I want to also acknowledge my fellow Directors for their leadership and guidance over the last twelve months; the ongoing support and guidance from Parekawhia McLean and the fresh energy and rigour from our new Directors; Donovan Clarke, Trevor Taylor and Lisa Tumahai. The demands on them have been great, and it is vital that their contribution towards shaping the pathway forward is recognised.
In 2015/16 we also established a new three-member independent Application Assessment Panel, chaired by Dr Lorraine Eade and with Hon Dame Tariana Turia and Malcolm Morrison. The Panel has had an enormous responsibility in determining the outcomes of the applications that come before them, for advancing Whānau Ora in Te Waipounamu, and I thank them sincerely for their dedication.
Finally, I would like to thank our Pouarahi / Chief Executive Helen Leahy and her team for their tireless efforts to support whānau as they write their own futures.
As the Chair of Te Pūtahitanga o Te Waipounamu I am proud to share the continuing highlights of our commissioning agency. The last twelve months have seen a period of rapid growth in the development of whānau initiatives and implementation of Whānau Ora. An additional 53 initiatives has been funded through our commissioning pipeline bringing the total number
of whānau focused initiatives funded at year-end to 76. This increased level of support has been made possible through additional funds provided to Whānau Ora from Vote Social Development, an indication of the increasing support for the potential of Whānau Ora to significantly improve outcomes for whānau.
The past year has also seen a significant increase in the number of Whānau Ora Navigators across Te Waipounamu. As of June 2016 Te Pūtahitanga o Te Waipounamu is funding 32 Navigators, an increase of 22 Navigators compared to the previous year.
We also saw the launch of our leadership development initiative Te Kākano o Te Totara, a programme designed to support our rangatahi who have been identified as emerging leaders within their whānau and communities.
Te Pūtahitanga o Te Waipounamu, in conjunction with Te Runanga o Ngai Tahui, Te Puna Oranga and Te Whare Hauora created an innovative community-wide campaign to eliminate violence from all our homes. Tu Pono: Te Mana Kaha o te Whānau involved hui in six venues across Te Waipounamu and has been instrumental in shaping our participation in the Integrated Safety Response pilot.
A new emphasis throughout this year has been the commencement of five pilots brought together under the context of Te Punanga Haumaru: literally sites of safety and wellbeing for our whānau. The progress of the initiatives in Invercargill, Waihopai, Dunedin, Kaikoura and Abel Tasman will be of great interest in terms of the diverse responses to keeping whānau safe, strong and secure in their identity.
It has been a busy year for Te Pūtahitanga o Te Waipounamu, but as I witness the passion and the dedication of so many whānau in creating better lives for them and their descendants, I cannot be anything but enthusiastic about the future.
Norman Dewes, MNZMChairperson, General Partner Limited Board
HE KUPU
WHAKATAKI
Building on the momentum gained during our establishment year, Te Pūtahitanga has stayed the course towards a future born of the dreams and aspirations of whānau in Te Waipounamu. Whānau Ora is about trusting in the ideas which whānau themselves have about how to make positive transformation in their lives. Our role as a commissioning agency is ultimately to support the realisation of rangatiratanga. The corollary of our support on these terms is that we enhance and develop whānau capabilities on their terms, for whānau to be self-managing in all aspects of their lives.
With over eighty initiatives in varying states of progress Te Pūtahitanga is at an exciting point of development in the commissioning of Whānau Ora. Whānau from the Catlins to Motueka, from the Chathams to Hokitika, are coming forward with innovative ideas about how to make a sustainable difference in their wellbeing and stability as a whānau. Whānau Ora is being actioned in a multiplicity of ways which reflect the diversity of whānau needs in health and healing, maara kai, alternative education, outdoors and fitness, life planning, and social enterprises. Yet at the core of them all is the optimisation of the most basic unit of value within te ao Māori: whānau.
Our unique position at ‘Te Pūtahitanga o Te Waipounamu’, literally the point at which the many rivers of Te Waipounamu converge, adds force and principle to our commissioning approach. We seek to strengthen the binds which hold people and place together through space and time: this underlies the value of initiatives that nurture links between the people of Te Waipounamu with their natural environment, as well as those which focus on language revitalization, whakapapa, koha kai, community development and engagement. Still, we acknowledge the positive ripple effects of those activities with universally good outcomes for all people, for instance in physical health and material wellbeing.
We wish to continue to give wings to initiatives which are whānau-driven and whānau-enhancing, empowering transformation through whānau leadership. Te Pūtahitanga support will remain grounded in the transformational potential of whānau, engaging with issues through a strengths-based approach. The way we engage with issues is systematic via proof of concept (Pipeline); direct engagement (Navigator); and evidencing the new solutions (Research and Evaluation). While Crown funding supports the former two, that is proof of concept and direct engagement, innovation through collaboration is critical to finding and evidencing what works. Relevant data collection through research and evaluation is imperative to the ongoing sustainability of our model, which is solutions-focused not problem-driven. We recognise that sustainability of Crown funding is contingent upon the confidence we have in the proof of our own solutions. However forthcoming results of research and evaluation should not lead to pre-determined solutions for whānau. Again, it is about empowering transformation through whānau leadership.
This year we were proud to see the mobilisation of a workstream distinctive in that it represents the first time that funding has come outside of the Whānau Ora Vote. Te Punanga Haumaru represents a vote of confidence in Whānau Ora; that the intention that Whānau Ora will be an approach which stretches right across government is coming into fruition. We know there are more whānau to be reached: those in rural locations, others who may feel disconnected, and other whānau just wanting to know they can get their lives back on the right track. Yet as we look back over the past year we recognise that extending our reach and exploring alternative pathways to whānau empowerment is about knowing what we don’t know. Growing diversity of leadership, maximising opportunities to build connectedness, and above all listening to our people – these are the ways we will maximise our potential to grow the burgeoning population of whānau change agents in Te Waipounamu.
GLOSSARY
MĀORI TERMINOLOGYTERMINOLOGY DEFINITIONHauora Health
Kaimahi Worker/ employee
Kaiwhakahaere Manager/ organiser
Kaumātua Elder
Kaupapa Māori Māori approach; Māori principles
Kaupapa tuku iho Traditional principles
Koha kai Sharing food
Kotahitanga Unity; Collective action
Maara kai Garden
Mokopuna Grandchild/ren
Murihiku Southland
Ōtākou Otago (region)
Ōtautahi Christchurch
Pou (tahi, rua, toru, etc.) Pillar (first, second, third, etc.)
Rangatahi Youth
Rangatiratanga Right to exercise authority
Rū whenua Earthquake
Tamariki Children
Te Ao Māori Māori society
Te Tau Ihu Northern South Island
Te Waipounamu South Island
Te Whenua Taurikura Promised lands (lit.); Name of hub used by Te Pūtahitanga o Te Waipounamu Commissioning Agency
Tupuna Ancestor
Whakapapa Genealogy
Whakatū Nelson
Whānau Family group
Whanaungatanga Relationship; Sense of family connection
Whenua Land
WHĀNAU ORA TERMINOLOGYTERMINOLOGY DEFINITIONAnahera fund Funding to help whānau move their proposal beyond the idea phase
Commissioning activity Any activity undertaken by Te Pūtahitanga that supports the aspirations of whānau as per the Whānau Ora outcomes framework. Examples include advocacy, lobbying, investment, programmes, etc.
Commissioning investment An investment of commissioning funds into an initiative that supports the aspirations of whānau as per the Whānau Ora outcomes framework
Commissioning pipeline Open tender funding rounds that enable whānau to submit their ideas, projects and initiatives for funding, coaching and other support
Maara Kai fund Funding for ideas that nourish and sustain whānau through healthy kai
ORA application Opportunity to Realise Aspirations application
Te Kākano o te Tōtara Leadership development programme
Te Pāpori Whakatere Social accelerator
Te Punanga Haumaru A site of safety (lit.); An investment stream to help communities and whānau create safe and nurturing environments for children and young people
Te Pūtahitanga o Te Waipounamu Our organisation’s name, taken from the convergence of the many rivers of Te Waipounamu
Te Rauwhiringa Kaiao The name of the Whānau Ora eco-system model applied by Te Pūtahitanga o Te Waipounamu
Tū Pono An integrated service response and community engagement campaign to prevent family violence, which Te Pūtahitanga o Te Waipounamu is a part of
Whānau capability development Investment to support the growth and development of initiatives that create social impact for whānau
Whānau enhancement Investment in Whānau Ora Navigators and Rū Whenua to work with whānau to support planning and implementation activities
Whānau Enterprise Coaches Coaches offer support to whānau in the commissioning pipeline with a knowledge of business development and enterprise and the ability to work within the local Māori community
Whānau Ora A philosophy, an outcome and a model of practice for achieving whānau wellbeing
Whānau Ora outcomes Whānau outcomes will be met when whānau are: • Self-managing • Living healthy lifestyles • Participating in society • Participating in Te Ao Maori • Economically secure and successfully involved in wealth creation • Cohesive, resilient and nurturing
Whānau Ora Navigators Navigators work to develop leadership in the whānau so that whānau themselves are more able to lead the process of whānau transformation rather than becoming dependent on Navigators
Whirinaki fund Funding for proposals to enable our whānau to get active and stay active, physically & culturally
WHO ARE
WE?
GENERAL PARTNERSHIP LIMITEDFROM LEFT:• Norm Dewes• Parekawhia Mclean• Donovan Clarke• Trevor Taylor• Lisa Tumahai
TE TAUMATA
Te Pūtahitanga is a partnership between the nine Iwi of Te Waipounamu:
COMMISSIONING MANAGERMAANIA FARRAR
The Commissioning Manager role oversees our contracting, reporting and engagement processes with whānau and community throughout Te Waipounamu and Wharekauri. The Commissioning Manager provides leadership and guidance to the Contract Advisors and Navigator Coordinator to increase our ability to respond to whānau.
INNOVATIONS DIRECTORHAYDON RICHARDS
The Innovation Director is responsible for the creation, development, implementation and improvement of new commissioning activities, systems, frameworks and methodologies including research and analysis. This job includes a focus on design thinking, innovation, strategic engagement and initiative incubation.
POLICY ADVISORALICE MATHESON
The Policy Advisor is responsible for producing high quality research and analysis to support the work programmes driven by Te Pūtahitanga team members under the direction of the Chief Executive.
INFORMATION ANALYSTBEN RERITI-JONES
The Information Analyst (Ben) carries out high quality data collection in order to support the projects of Te Pūtahitanga o Te Waipounamu team members, assisting them to provide sound advice across a diverse range of work streams.
POUARAHI | CHIEF EXECUTIVEHELEN LEAHYThe responsibilities of the Chief Executive include implementing a commissioning model and framework that aligns with the principles and seven Whānau Ora outcomes and to establish the procurement strategy, policies and procedures which make our investments unique. This Chief Executive will lead Te Pūtahitanga to develop new approaches to Whānau Ora including the development of appropriate frameworks that measure and showcase success.
TE PŪTAHITANGA O TE WAIPOUNAMUSTAFF ROLES AND RESPONSIBILITIES
KAIMAHI
NAVIGATOR COORDINATORMAIRE KIPA
The Navigator Coordinator ensures the smooth operation of various processes that contribute to the output and success of the Navigators. The Navigator Coordinator serves as the primary contact point between Navigators and Te Pūtahitanga o Te Waipounamu to ensure the seamless co-ordination of communication, logistics and information sharing.
CONTRACT ADVISORS VANIA PIRINITE RA MORRISTRISHA HARRISON-HUNTGINA-LEE DUNCANThe primary focus of the Contract Advisor is building and maintaining relationships and networks with whānau. Spending around 80% of their time out in the field, this role is the face of Te Pūtahitanga o Te Waipounamu to our whānau. The Contract Advisor will be responsible for engaging with key stakeholders in the execution and delivery of commissioning. Through consultation this role will support whānau to determine their local development needs and any opportunity for Te Pūtahitanga o Te Waipounamu to provide advice and services.
SENIOR ADMINISTRATORJULIANNA TYLER
Juli provides seamless administrative, executive and communications support across the team. This role also supports the Chief Executive and the Board in the management of the office and meeting our responsibilities.
KAIARAHI RECEPTIONRONGO BAKER
The meaning of ‘Kaiarahi’ is to lead or guide; to act as a guardian. The Kaiarahi is the first face that greets people as they walk in our doors. The Kaiarahi undertakes a variety of general administration and coordination duties to contribute to a positive and friendly image with all who enter the doors of 10 Show Place.
INTERNSEAN BRAGG
Sean is placed with Te Pūtahitanga o Te Waipounamu from 13 June to 9 September 2016 as an intern. Sean has completed placements within Te Rūnanga o Ngāi Tahu in the Whai Rawa team, the BIS Mapping team, Tahu FM and most recently with Ngāi Tahu Tourism.
Te Pūtahitanga see their role as growing and backing Māori who are finding solutions to some of the complex issues affecting whānau. The investment philosophy is guided by four principles:
PANONI HOU | INNOVATION
Te Pūtahitanga invests in innovative approaches to whānau transformation. They believe that the status quo is not working, and will therefore only invest in opportunities that create change. They define innovation in broad terms to include ‘back to the future’ thinking that brings tradition based approaches into 21st century applicability as well as renewing successful initiatives.
KĀINGA FOCUSED | LOCAL SOLUTIONS
Te Pūtahitanga invests in ground-up solutions, identified, developed and driven by people who live within the community and are passionate about creating solutions for and with whānau.
KOTAHITANGA | INTEGRATED SOLUTIONS AND COLLABORATIVE DELIVERY
Te Pūtahitanga invests in cross-sectoral, cross-disciplinary solutions and prefer investment opportunities that have a team or partnership behind them.
KŌKIRITANGA | PARTNERSHIPS AND GOVERNMENT ALIGNMENT
Te Pūtahitanga places priority on investments that they can co-fund with partners.
UPDATE ON COMMISSIONING ACTIVITIES
Commissioning activities are classified under the following categories. Each category represents a particular work stream.
The five commissioning workstreams of Te Pūtahitanga o Te Waipounamu are: 1. Commissioning Pipeline (inclusive of Maara Kai; Whirinaki Fund and the Anahera Fund) 2. Whānau Enhancement (inclusive of Navigators) 3. Capability Development (inclusive of Te Kākano o te Tōtara; Te Pāpori Whakatere; Whānau Enterprise Coaches;
and the Symposium – Te Aho Mutunga Kore/ The Eternal Thread) 4. Te Punanga Haumaru (inclusive of Mokopuna Ora; Tū Pono) 5. Research and Evaluation (inclusive of opportunities for innovation; co-investment and the Rangatahi
Succession work programme).
WHĀNAU CENTRED ECO-SYSTEM
Te Pūtahitanga has developed a whānau centred eco-system to build capability and support transformation initiatives. There are three key modes of delivery within the ecosystem: • one on one support • group approaches • brokering relationships
FIGURE 1: AN INTEGRATED ECOSYSTEM TO ACHIEVE WHĀNAU CENTRED TRANSFORMATION
CAPABILITY DEVELOPMENT MODEL
WHY USE A CAPABILITY DEVELOPMENT MODEL?Te Taumata, the iwi representative board of Te Pūtahitanga mandated a capability development model of commissioning. This type of model closely aligns with Māori values whilst also being an economically efficient model, capable of generating long term transformative change with a lower investment than traditional service delivery. Capability development is preventative rather than service delivery which is reactive.
HOW DOES CAPABILITY DEVELOPMENT WORK?Capability development works by increasing the ability of whānau to respond positively to the challenges and opportunities within their lives. It enables whānau to be self-reliant rather than depending on state intervention.
WHY IS CAPABILITY DEVELOPMENT MORE EFFICIENT THAN TRADITIONAL SERVICE DELIVERY?If the conditions of the status quo are allowed to continue, as the population ages and diversifies more service delivery will be required. Given that such significant numbers of the targeted population are dependent on state intervention, volumes will increase substantially. Capability development seeks to reduce the level of state intervention. Service delivery will always require state intervention.
HOW DO CAPABILITY DEVELOPMENT MODELS MEASURE OUTCOMES?Capability development models are more complex than traditional service delivery models. The standard approach to measuring outcomes is through lineal measures such as Results Based Accountability (RBA), which measure an immediate outcome. In a capability development model, outcomes are measured through a variety of methods including: outcomes mapping, three circles model and triangulation. Each approach uses multiple sources of data to measure “radial” outcomes. Radial outcomes are the multiple outcomes that are generated through building capability.
In short, service delivery tends to produce few immediate outcomes and minimal long term outcomes, while capability development produces more outcomes over a longer period of time. (See Outcomes mapping diagram)
HOW WILL CAPABILITY DEVELOPMENT WORK FOR TE PŪTAHITANGA?The Te Pūtahitanga capability development model consists of five interconnected layers that create the model, the parameters and measures for the model. The five layers are: reach, pathways, collaboration, knowledge and transformation.
SERVICE DELIVERY
SHORT TERM MEDIUM TERM LONG TERM
CAPABILITY DEVELOPMENT
TE PAE TAWHITI | REACH
Te Pūtahitanga is unique in that it is owned by the nine iwi of Te Waipounamu, this equates to a reach that extends across the entire South Island. Staff, navigators and initiatives are whānau and community champions who are able to utilise their networks (social capital) to access communities and whānau that are otherwise difficult to engage. Using a social capital approach in conjunction with technology and data means we will be able to identify hotspots of need and opportunity. This will enable us to know which people, where they are and how to engage them.
NGĀ ARA WHAKAMUA | PATHWAYS
By utilising social capital to reach whānau, Te Pūtahitanga is able to create pathways for capability development to occur. By understanding the transition from high needs to low needs pathways are able to be created that open up the flow of resources, support, knowledge and opportunities to flow and grow. The ecosystem design includes five specific workstreams: a commissioning pipeline (76 entities); whānau enhancement (32 navigators); capability development, te punanga haumaru (sites of safety) and research and evaluation.
WHAKAWHANAUNGATANGA | COLLABORATION
Te Pūtahitanga is able to collaborate with a multitude of parties including whānau, rūnanga, iwi, maata waka, government and communities. These collaborations support and resource the pathways created through the commissioning model. As initiatives develop their capability, Te Pūtahitanga is able to network these initiatives with other initiatives and parties to create additional radial outcomes. (See Outcomes mapping diagram).
MATAURANGA | KNOWLEDGE
Commissioning is informed by data, whānau narrative and research. Outcomes are also measured through data, whānau narrative and research. For example, a rangatahi development research currently being undertaken will inform future rangatahi capability development.
TE AO HOU | TRANSFORMATION
The outcomes of the commissioning model will be seen in a self-sustaining community that reaches across the south island connected through social capital. Whānau will be less dependent on state intervention, more innovative and entrepreneurial, more cohesive, nurturing and resilient.
core business
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OUTCOMES MAPPING DIAGRAM (RADIATING EFFECTS)
COMMISSIONING PIPELINE
RESEARCH, EVALUATION AND INNOVATION
WHĀNAU ENHANCEMENT TE PUNANGA HAUMARU CAPABILITY DEVELOPMENT
KoukourarataMaara Kaione two
Ex-inmatesaawork on garden
(Employmentrehabilitatt tion)aa
corrections
Kakanocafe
one
two
feeding homeless(high needs) healthy kaill
on a budget
Halecompound
conditioning
one
two
low needs
Medium needs
high needs
collaborationaa
low needs
Medium needs
high needs
collaborationaa
low needs
Medium needs
high needs
collaborlaboraationtionaaaa
addressingdiabetes and
obesity
foodsharingnetwork
food skillsfor students
OUTCOMES MAPPING DIAGRAM
Part of the success of an initiative can be seen from the size, scope, reach and frequency of radiating outcomes from core business. (added value created)
COMMISSIONING PIPELINEFunding continues to be utilised at the ‘Set Up’ phase to develop whānau capacity, however as the year has progressed investment in the ‘Go Live’ phase has also increased.
The empowerment of whānau is the base unit of Whānau Ora and is the focus of Te Pūtahitanga. Applications for funding during the year indicated that this focus needs to be made plain to applicants to ensure clear alignment between applications and investment criteria.
Connecting with whānau who Te Pūtahitanga is not already engaged with is also a focus of our investment approach generally, with workstreams active in capability development and whānau enhancement.
COMMISSIONING INVESTMENTS: SUCCESSFUL APPLICANTS
WHĀNAU AND COMMUNITY DEVELOPMENT1. Omaka Marae – Pa Ora, Pa Wānanga2. Corstophine Hub3. Chatham Islands – Wharekauri4. Awarua Hub5. Te Hā o Kawatiri
WAVE ONE10 initiatives in post-investment stage > 10 initiatives in progress > 3 completed initiatives
1. Te Kura Kaupapa Māori o Te Whānau Tahi | Poipoia2. Kākano Café/Cookery School | Kākano Café3. Te Tapuae o Rehua | Whenua Kura4. He Toki Ki Te Mahi Charitable Trust | He Toki Ki Te Mahi 5. Ōtākou Health Limited | Te Kaika6. Te Rūnaka o Awarua | Whānau Ora Ki Awarua7. Koukourārata Development Corporation | Koukourārata Wānanga Taiao8. 1000 Days Trust | 1000 Days9. Te Rūnanga o Ngāti Waewae | Te Hā o Kawatiri10. Tatau Pounamu ki Ōtautahi | Sisters 311. Kai Tahu ki Otago / Tū Mai Ora Whānau Services | Te Kākano Maara Kai 12. Poutini Waiora – Te Whare Oranga Pai | Hauora Pai, Wellness and Wellbeing13. Maata Waka Trust ki Te Tauihu | Tīramarama Mai 14. Te Hā o Wharekauri | PATH Training15. Te Puna Oranga | Whānau Resource – Whakatōkia te Kākano o Te Haa16. Te Hauora o Ngāti Rārua Ltd | Maara Oranga17. Reo Pēpi Tapui Ltd | Reo Pēpi18. Rangatahi Tūmeke Limited | Rangatahi Tūmeke19. Ruka Tapata Tamati Trust | Ruka Tapata Tamati Trust20. Arai Te Uru Whare Hauora - Corstorphine Hub | Corstorphine Hub21. Te Ataarangi ki te Tau Ihu ki te Waka a Māui | Ngā Muka22. Omaka Marae | He Pā Ora, He Pā Wānanga23. Ariki Creative and Manu Media (Digital Natives Aotearoa) | IwiNet
An evaluation has been completed which reports on the first wave of investment and the describes the activity and outcomes that have been realised through a whānau enterprise model. This evaluation focuses on the first twenty-three projects in the commissioning pipeline with a particular focus on the impact of the commissioning model.
The data for this evaluation was collected between June and July 2016 but reports on the first Wave of initiatives, which were negotiated and initiated between April 2015 and January 2016. Key findings include:
Whānau have experienced positive cultural, social and economic outcomes as a result of the investment approach
The narratives demonstrate the outcomes that have been achieved as a result of the investment approach for each project. Across the investment there is evidence of positive outcomes including; increased whānau capability, increased employment, newly acquired qualifications, new knowledge generation, improved support networks, increased mana and whānau living healthier lifestyles.
There was clearly a commitment to Inter-generational outcomes in order to sustain whānau for many generations.
“This is our home and I’m thinking, I’m not moving any time soon, let’s make it better. Yeah, and when you’ve got kids it’s totally different as well because you want them to go off and see the world… But we have to change their mindset about giving back as well. Like if you don’t give, you can’t sit back and moan. You’ve got to get involved and be positive.”
Whānau have been able to innovate and create additionality in the Whānau Ora space
The opportunity that Te Pūtahitanga has created for whānau is evident in the data. By funding whānau directly Te Pūtahitanga has created a space for innovation that has been unexplored in terms of previous service provision. The interviews demonstrated that the initiatives provided a space and opportunity for the talent and skill of whānau to create a Māori response to addressing their particular need or issue.
The investment approach has enabled whānau to be self determining in the pursuit of their aspirations
Whānau identified that self determination is at the heart of what it means to bring about positive transformation for whānau. The interview data demonstrated that whānau did not want to be recipients of services but wanted to make their own decisions and determine their own pathways to realising their aspirations. Many of the project whānau describe their approach as ‘whānau led’ as they talked about whānau deciding for themselves what they needed.
“What I felt was missing when I came in this space was a whānau led approach and I’m quite passionate about that because in my previous mahi we were always being done to, not walked alongside and supported with what they believe is important to them. I’ve worked in health long enough to understand that the ‘doing to’ approach is not successful, we need to rethink how we support whānau in our community based on their wants and needs.”
The investment approach is transforming services for whānau
Initiatives that saw themselves as serving other whānau were very clear that the purpose of the funding was to transform the service that was being provided to make it better for Māori. There was a consistent view across the whānau interviewed that the traditional service delivery model has not worked for Māori and that Whānau Ora offered an opportunity to change the way that service providers worked with whānau. These comments explain:
“I’ve never thought that we have unwell whānau. I have thought we’ve had unwell systems that produce those contexts for whānau. So it’s really about the fact that we need to change the environment and the system in which whānau are located so they can achieve those things themselves. I don’t think the initiative or any initiative should be about giving them those outcomes.”
The investment approach has created a collective Whānau Ora movement within Te Waipounamu
There is evidence across the data set that the investment approach has created a collective movement with a shared understanding of Whānau Ora. It is notable that the collaborative work that is a feature of the investment approach is not only bringing about positive outcomes for Māori but also those Pākehā who are involved in the initiatives in Te Waipounamu. In a community where Māori are a minority, whānau success is not only determined by what whānau can achieve through the funding but also what they can achieve in partnership. Bringing about change in mainstream organisations by working in a Māori led partnership has positive consequences for Māori in the wider community.
WAVE TWO22 initiatives approved for funding
1. A3Kaitiaki2. Arai Te Uru Whare Hauora3. Hale Compound Conditioning4. He Toki ki te Mahi5. He Waka Tapu Limited – Bros for Change6. Kaikaiawaro Charitable Trust7. Kanohi ki te Kanohi8. Ngāi Tahu Law Centre – Motoitoi9. Ngāi Tahu Māori Law Centre – Hoki ki te Kainga10. Soulfull Superfoods11. Te Awhina Marae o Motueka12. Te Kaihinaki Consultancy – Te Whakapiki Wairua13. Te Kōhanga Reo National Trust14. Te Ora Hou Ōtautahi15. Te Rōpū Tautoko ki te Tonga - Whakaari16. Te Rūnanga o Arowhenua Orakanui17. Tipu Taitama Voyaging18. Waikawa Marae19. Waka Whenua20. WestREAP – Tuia Te Tai Poutini21. Whakatū Te Korowai Manaakitanga22. Whenua Kura
WAVE THREE26 applications approved. 8 for Move our Motu: Whirinaki Fund > 11 for Anahera Fund > 7 for Maara Kai Fund
MAARA KAI FUND
Te Kura Kaupapa Maori o Otepoti Te Kura Taiao OtakouKoha Kai Trust Koha Kai MurihikuTe Runanga o Rangitane O Wairau Trust Te Ngakinga nui a Wairau Wairau
Waka Whenua Limited Puha Pesto Te Tau IhuKai Tahu ki Otago / Tu Mai Ora Whānau Services Ruia OtakouTe Hauora o Ngati Rarua Maara Oranga WairauNga Maata Waka Enterprises Ltd Marae Maara Kai Waitaha
MAARA KAI WĀNANGAThe Maara Kai wānanga is a specific event targeted at increasing the health and wellbeing of whānau through sustainable gardening practises. The Maara Kai wānanga focus was to bring together stakeholders, including previous whānau applicants, to collaboratively explore additional and complementary transformation opportunities.
This event was focused on supporting collaboration among participants and second generation initiatives. It was pitched as a two-day event to bring together all parties currently supported by Te Pūtahitanga to progress Maara Kai related initiatives.
A key Maara Kai wānanga goal was to develop networks of those projects interested in the gardening/healthy kai area. The wānanga sought to allow whānau involved in current and future whenua projects to share knowledge, and for attendees to fill gaps in their own knowledge.
The project will be focused around the new Whānau Ora pou, Pou Whetu, enabling whānau to become the guardians/ stewards of the natural and living environment and Pou Rua; living healthy lifestyles.
In the course of the wānanga, Te Pūtahitanga planned to bring together the existing five Wave 1 - Maara kai focused commissioned activities;
• Wānanga Taiao Koukourārata
• Kākano Café and Cookery School
• Te Hauora o Ngāti Rarua – Maara Oranga
• Kai Tahu ki Otago and
• Whenua Kura
Together with the Wave 2 - Maara kai orientated investees such as;
• Hale Compound Conditioning
• Soulfull
• Hoki ki te Kāinga
• Whenua Kura
Envisioned outcomes from the wānanga included the promotion of mātauranga Māori around maara kai such as the Maramataka; sharing strategies around gardening practise; show casing projects; and networking.
Te Pūtahitanga has already invested in a number of different and complementary maara kai initiatives that teach, grow, feed and inspire. To be eligible for this fund, applicants must demonstrate their initiative will deliver maara kai outcomes that align to Whānau Ora outcomes; and have a legal entity in place to receive any funds. We prioritised applications that:
• involves collaboration between two or more maara kai related organisations
• complement existing investments i.e. does not duplicate existing investments
• demonstrate commitment to whānau impact
• increase the scale, reach or impact of existing investments
The approach to investment taken with the Maara Kai Fund is consistent with our focus on long-term sustainability, and finding ways to maximise the potential for initiatives to succeed. For some initiatives, it is critical that they show other funding sources to demonstrate sustainability.
WHIRINAKI FUND | MOVE OUR MOTUEmphasising the dual importance of physical and cultural wellbeing.
He Waka Kotuia Charitable Trust He Waka Kotuia OtakouRangatahi Tumeke Limited Rangatahi Tumeke MurihikuYoga in Schools Ltd Yoga in Schools WaitahaNga Kete Mātauranga Pounamu Charitable Trust Hīkoi to Hauora MurihikuPurapura Whetu Tri-Pounamu WaitahaTe Runanga o Ngati Waewae Hīkoi Waewae HokitikaAwarua Whanau Services Try-Whānau MurihikuWhakatu Marae Incorporated Manawa Ora Whakatu
To be eligible for this fund, applicants must demonstrate that the whānau initiative will get at least twenty whānau members physically active and have a kaupapa Māori approach; and have a legal entity in place to receive any funds.
We prioritised applications that:
• Get more whānau members engaged in activities
• Are likely to help whānau to maintain physical/ cultural activity
• Contribute to confidence and participation in te ao Māori
WHIRINAKI FUND | MOVE OUR MOTU WĀNANGAMoving the Māori Nation is a specific fund targeted at increasing the health and wellbeing through a medium of physical and cultural activity. The intent of the Move our Motu event was to bring together stakeholders to encourage collaboration and innovative ways to increase whānau physical and cultural activity.
The event was focused on generating initiatives which are driven by the Whānau Ora outcomes, and in particular Pou Rua: living healthy lifestyles; .and Pou Wha: Whānau in Te Waipounamu are confidently participating in Te Ao Māori.
Goals of the wānanga included:
• To enable investment of the Moving the Māori Nation Funding
• To generate applications for the Moving the Māori Nation Funding that are highly transformative
• To support applicants to strengthen the impact of the initiatives through an empowering and enjoyable capability development forum
• To encourage applicants to explore potential collaborations
A two-day event was held on the 6-7 May 2016 at the Hagley Oval. Approximately ninety people attended the weekend event designed to:
• bring together whānau interested in putting forward initiatives for the Whirinaki Fund.
• provide practical support to advance ideas to be investment ready by 30 May when applications for the fund closed;
• create an encouraging and safe space for participants to explore collaboration opportunities;
• provide structured support for attendee’s initiative development through canvas resources and planning papers and the availability of mentors to guide the process
In addition during the wānanga participants were inspired by the keynotes of Gilbert Enoka (All Blacks Management Team), Heather Skipworth (Iron Maori Founder) and Dallas Seymour – (Ex All Black and NZ Sevens Player).
“There was so many people that attended and every idea was different. I found that very inspirational.”“Truly uplifting experience”“Exceeded my expectations”
“Such great caliber of mentors on hand and very keen to help”
ANAHERA FUND | MOVE OUR MOTUSupporting big differences through small amounts of funding.
Te Oranga O Wairau Maori GP Service ArowhenuaParerarua Whanau Parerarua Whanau Hui WairauHui Hapai Taumaha Hapūtanga Pregnancy Support Hui WaitahaMere Te Aka Grey Whānau Trust Wairau Pa Hui WhakatuKarara Kopae a Tuhaitara Mau Rakau Wanaga WaitahaHealthy Homes Westport Project Group WaitahaForest Pharmacy Rongoa Marketing WairauTū Tonu Maori Cancer Research HokonuiTe Ngakau Pono Fitness Support WaitahaTies That Bind Us Writing Wanaga MurihikuRangatahi Tumeke Limited Rangatahi Tumeke Otakou
The fund is designed to help whānau to move great ideas along through three means:
1. ROADBLOCKS: the fund will support whānau to solve roadblocks to pursuing funding for their initiative, such as needing to become a legal entity or accessing other professional services.
2. READY-TO-GO: the fund will support whānau to get their idea/ initiative ready for investment, supporting market research, proof of concept, whānau benefit, alignment to Results Based Accountability (RBA) and feasibility work.
3. REACHING OUT: the fund will support events and initiatives which are high touch with whānau i.e. lots of engagements.
WAVE FOUR, TARGETED TE PUNANGA HAUMARU, AUGUST 2016
WAVE FIVE, OPEN ORA INVESTMENT, OCTOBER 2016
ORA APPLICATIONSSeize the Opportunity to Realise your Aspirations.
ORA applications are open to all individuals, whānau and other groups with an innovative, local-level, whānau-centred idea. Current initiatives target specific cohorts – on a per region, per outcome area or per whānau characteristic (e.g. whānau coping with trauma from abuse or natural disasters) basis.
ORA Criteria:
Declined applications have received various forms of assistance including referral to other funding streams, to Ministers, to government departments or to Whānau Enterprise Coaches.
For those not successful in the ORA process, the independent panel recommended some other potential ways forward:
• Sponsorship funds: Te Pūtahitanga to develop a sponsorship policy for small projects
• Referrals: Te Pūtahitanga to refer to other organisations or funds in their wider network i.e. housing or the ICT fund
• Funding for a short six-month project or phased projects
Local level solutions
Inter-generational transmission
Collective identity & ownership
HolisticWhānau centred
Strengths based
Innovation
WHĀNAU ENHANCEMENTThe eyes and ears of Whānau Ora from Murihiku to Motueka, from Makaawhio and Ngāti Waewae
through to Koukourārata, to Kaikōura, to Arowhenua.
The role of the Navigator is to be a guide for whānau, to assist whānau in making their way through the maze that life can sometimes be.
RŪ WHENUA NAVIGATORS / WHĀNAU ORA NAVIGATORS - RESILIENCE
The novation of the five Rū Whenua Navigators (now known as Whānau Ora Navigators – Resilience) commenced on 1 April 2016 under Te Pūtahitanga o Te Waipounamu. Five full time equivalent positions were resourced to Te Rūnanga o Ngā Maataa Waka, Positive Directions Trust, Te Ora Hou ki Ōtautahi Inc., Te Puāwaitanga ki Ōtautahi Trust and Kākākura Health Services.
26 Navigator FTEs
5 Rū Whenua FTEs
119 whānau
462 individuals
61% aged 15-60
years
72% Māori
20% aged 0-4 years
& 60+
Whānau Ora Navigators – Resilience engaged with 462 individuals from 119 whānau. Seventy-two per cent of whānau identified as Māori, with sixty-one percent of all adults aged 15-60 plus years. Twenty percent were children aged 0-4 years and kaumātua sixty plus years of age. The latter of these two age groups represent the most vulnerable groups as they are most likely to be dependent on others, and face particular challenges in accessing health care and social support from whānau or community.
The Rū Whenua review and quality of life survey undertaken this past year (discussed further below) aimed to ensure the approach we are taking is fit-for-purpose in the post-recovery environment, and that this special taskforce of resilience focused Navigators have the right skills and capability to build whānau resilience.
The following funds have been made available to further advance the Whānau Ora outcome that whānau are cohesive, resilient and nurturing.
CAPABILITY DEVELOPMENTAlongside the creativity of commissioning is the importance of building the capacity of whānau to be
self-determining; to be confident in the solutions they develop for what can seem to be the most insurmountable obstacles.
SYMPOSIUM
‘Te Aho Mutunga Kore: The Eternal Thread’ was the theme for the inaugural symposium of Te Pūtahitanga o Te Waipounamu, held in July 2016 at the Lincoln Event Centre in Christchurch.
This theme represented the everlasting and perpetual strength of whānau from the rich heritage of yesteryear through to the entrepreneurial splendor of tomorrow.
“You are creating the eternal thread from one generation to the next – the threadthat all of our mokopuna will take hold of, to weave a new tomorrow.”
(Dame Hon Tariana Turia, Opening address)
The symposium was an opportunity to:
• Showcase and celebrate Whānau Ora success stories in Te Waipounamu.• Share best practice and strategies to achieve Whānau Ora outcomes.• Connect participants with potential partners, funders, collaborators and networks through the Te Pūtahitanga
eco-system.• Expand the Te Pūtahitanga eco-system through developing partnerships, establishing a presence and promoting
our profile.
TE PĀPORI WHAKATERE - THE ACCELERATORGrowing ideas and supporting proposals to create far reaching social impact for whānau.
Te Pāpori Whakatere offers the opportunity to support the growth and development of innovative initiatives through wānanga, networking, coaching and mentors. Existing whānau applicants will meet with the coaches to explore a customised programme. Preliminary selection of participants has occurred and the programme will be delivered in FY17 by Tū Māia when the final cohort of participants is recruited.
This workstream is influenced by the driving force of Pou Tahi, that whānau will be self-managing. Indicators of Pou Tahi are:
• Whānau exercise rangatiratanga on a daily basis by being self- managing, independent and making informed decisions.
• Whānau recognise and value knowledge within their own whānau.
• Whānau determine their own leadership according to their own values and traditions.
• Whānau are supported and enabled to take responsibility for their own lives and wellbeing.
• Whānau are able to draw on the skills of their own members to achieve their collective interests.
TE KĀKANO O TE TŌTARA - LEADERSHIP DEVELOPMENTHelping to grow our emerging leaders through wānanga, networking, coaching, and professional mentors.
Te Kākano o te Totara is a development programme created by Te Pūtahitanga. We seek to nurture emerging leaders who are recognised by their whānau or community as future champions of Whānau Ora. Where they start out with an idea for what they want to do to generate whānau transformation, Te Pūtahitanga will support them with the how; to flourish that idea into a reality through an individualised development plan, culminating in a place-based Whānau Ora project.
An important element of the programme is that participants are nominated by their people. Backed by the confidence of their people in combination with the active support of Te Pūtahitanga, those who participate in Te Kākano o te Tōtara will break ground in engineering the next layer to come of Whānau Ora.
The first wānanga for Te Kākano o te Totara was held in May. The programme had sixteen participants from across Te Waipounamu. The wānanga concentrated on ideation and goal setting. The participants assisted in the Move our Motu event, supporting delegates and mentors. The second wānanga was held in July, where Te Kākano o Te Totara participants attended the symposium, engaging with discussion, connecting with other participants and kaupapa, and developed greater understanding of the needs of whānau across the motu.
TE KĀKANO O TE TŌTARA LEADERSHIP PROGRAMME WĀNANGATe Kākano o te Totara is a development programme aimed at emerging leaders who are actively involved in the advancement of their whānau. Te Kākano o te Totara offers the opportunity to support the growth of these emerging leaders through wānanga, networking, coaching, and mentors. Developing leadership qualities within whānau can result in long-term benefits. Transformation occurs from the increased capability and opportunities created through developing local change agents.
Goals of the leadership programme include:
• To support the development of emerging leaders who are actively involved in the advancement of their whānau;
• To inspire emerging leaders to pursue whānau transformation;
• To establish opportunities for Whānau Ora leadership to be realized within the context of whānau – how do we mobilise and sustain a focus on ‘ora’ within our whānau?
• To build skills and practical know-how to progress and realise transformation aspirations and opportunities; and
• To encourage and support programme participants to submit transformation initiatives into the FY 16 investment rounds (as relevant to their personal priorities)
• To create opportunities for leadership to be experienced across the full range of the seven Whānau Ora outcomes.
To date, two, four-day wānanga have been completed. The first wānanga was delivered on May 5-8th and the second was delivered on July 6-9th inclusive.
“Really enjoyed the four ‘action packed’ days, every task that we did seemed to have a purpose and all the built in surprises were great”
“One of the best learning environments I’ve been a part of”“Excellent, fun and engaging”
TE PUNANGA HAUMARULiterally, providing a site of safety, so that that whānau are cohesive, resilient and nurturing.
Te Punanga Haumaru is a new fund aimed at commissioning a whānau-centred approach which will enable whānau and communities to create safe and nurturing environments for children and young people. This workstream is distinctive in that it represents the first time that funding has been made available outside of the Whānau Ora vote, through a transfer from the Ministry of Social Development. It represents a vote of confidence in Whānau Ora and is indicative that the intention of Whānau Ora to be an approach that stretches right across government is finally coming into fruition.
A total of five new initiatives have been commissioned through Te Punanga Haumaru.
1. Ngā Kete Mātauranga Pounamu Charitable Trust - Invercargill
2. Waihopai Runanga Incorporated Society
3. Able Tasman/Whenua Iti - Motueka
4. He Waka Kotuia Charitable Trust – Dunedin
5. Te Tai o Marokura Charitable Trust - Kaikoura
These initiatives reflect the Whānau Ora outcomes, particularly Pou Ono, that whānau in Te Waipounamu are cohesive, resilient and nurturing. They will each provide a source of strength for families to find a haven of support from the impact of tragedy like suicide, like violence, and harm committed in homes. These are the daily tragedies faced by whānau which must be addressed if we are ever to fully realise the impact of Whānau Ora for Aotearoa.
RESEARCH AND EVALUATIONHighlights of the research and evaluation workstream progressed this year draw attention to the important role which Te Pūtahitanga plays with regards to the collection of whānau-level data and data relevant to Whānau Ora outcomes in Te Waipounamu. Indeed, this workstream underlies each of the seven Pou upon which the outcomes framework is constructed. It also underlies each of the principles of our commissioning approach.
Through our approach to research and evaluation thus far Te Pūtahitanga has sought to design systematic processes, emphasising qualitative as much as quantitative assessment values. The following highlights have been concerned with mitigating the use of arbitrary and quantitative research and evaluation processes:
• Development of a results based accountability framework for commissioned initiatives and performance of Te Pūtahitanga.
• Narrative-based evaluation of commissioned initiatives, commenced by Ihi Research & Development.
Te Pūtahitanga has also been concerned with filling gaps identified in our commissioning activities and investments through statistical analysis and anecdotal evidence from whānau. Such has been the purpose of the following projects:
• Commissioned scoping analysis to explore rangatahi development, succession and engagement with marae.• A demographic analysis of whānau in Te Waipounamu undertaken.
Engaging with whānau who are not already connected with Te Pūtahitanga remains a key focus area, driving the development of research and evaluation programmes which we continue to pursue.
Our research collaboration with the University of Canterbury aligns with our commitment to form strategic partnerships to ensure that future commissioning will contribute value to whānau, hapū, iwi and Te Pūtahitanga.
UNIVERSITY OF CANTERBURY RESEARCH TOPICS
1. What are the macro-disruptive trends that will impact on Te Ao Māori and how could/should these forces inform Te Pūtahitanga’s investment decisions to effect social transformation?
2. What is the role of technological disruption on Te Pūtahitanga investment in social transformation?
3. What is the ‘theory of change’ for Te Pūtahitanga and what matters most for successful investment in Whānau Ora outcomes? More specifically:
a) What is the role and import of social capital to successfully invest in social transformation? (With the focus on understanding cultural reclamation and resilience as a success factor for whānau transformation); and
b) How effective and aligned are existing investments for Te Pūtahitanga?
4. What is the role of social transformation infrastructure for Te Pūtahitanga (i.e. Te Rauwhiringa Kaiao, Te Pūtahitanga eco-system) and how can the most impact be realised?
PROGRESS AND EVIDENTIAL LINK BETWEEN COMMISSIONED ACTIVITIES AND THE OUTCOMES FRAMEWORK
Commissioned activities fall within one of five workstreams:
1. Commissioning Pipeline (inclusive of Maara Kai; Whirinaki Fund; and the Anahera Fund)
2. Whānau Enhancement (inclusive of Navigators)
3. Capability Development (inclusive of Te Kākano o te Tōtara; Te Pāpori Whakatere; Whānau Enterprise Coaches; and the Symposium – Te Aho Mutunga Kore/ The Eternal Thread)
4. Te Punanga Haumaru (inclusive of Mokopuna Ora; Tū Pono)
5. Research and Evaluation (inclusive of opportunities for innovation; co-investment; and the rangatahi succession work programme)
These workstreams feed into the following three frameworks which together form the outcomes framework applied by Te Pūtahitanga, which is constituted by 21 guiding principles for commissioning.
i. Whānau Ora outcomes
ii. Te Pūtahitanga commissioning approach
iii. ORA application criteria
Te Punanga Haumaru
Commissioning Pipeline
Research & Evaluation
Whānau Enhancement
Capability Development
Outcomes Framework
OUTCOMES FRAMEWORK
i) WHĀNAU ORA OUTCOMES ii) TE PŪTAHITANGA COMMISSIONING APPROACH
iii) ORA APPLICATION CRITERIA
• Whānau are self-managing & empowered leaders
• Whānau are leading healthy lifestyles
• Whānau are participating fully in society
• Whānau are confidently participating in Te Ao Māori
• Whānau are economically secure & successfully involved in wealth creation
• Whānau are cohesive, resilient & nurturing
• Whānau are responsible stewards of their living & natural environments
• Ngā Kaupapa Tuku Iho
• Whānau Opportunity
• Best Whānau Outcomes
• Coherent Service Delivery
• Whānau Integrity
• Effective Resourcing
• Competent & Innovative Provision
• Local level solutions
• Inter-generational transmission
• Collective identity & ownership
• Holistic
• Whānau centred
• Strengths-based
• Innovation
The tables below present a sample of commissioned activities correlating to one of the 21 principles tabled above. This sample is intended only to provide a snapshot of the range of ways by which particular outcomes are being progressed, extending to the range of directions sought through our commissioning approach in general. Most of the activities listed could mutually sit on any one of the three tables since there is broad convergence of the principles which span our strategic framework.
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ntiti
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odel
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ds to
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ntry
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Te P
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a
INDEPENDENT ASSESSMENT PANEL
A key feature of the Commissioning Pipeline is the role of the independent Assessment Panel which is responsible for:
• reviewing all Ora Applications that meet the initial qualification criteria; and
• arriving at a recommendation for the preferred applicant/organisation(s) who should receive funding from Te Pūtahitanga for their initiative.
The three member Panel have been selected based on the expertise and knowledge of the individuals. The Panel is chaired by Dr Lorraine Eade. The other two members are Hon Dame Tariana Turia and Malcolm Morrison.
The Assessment Panel
• undertakes a review of each application;
• completes an individual assessment of each application;
• discuss and agree which applications to recommend to Te Pūtahitanga for funding in each Whānau Ora Commissioning wave; and
• makes a recommendation to the Pouarahi / Chief Executive of Te Pūtahitanga on which application(s) to take to contract
RŪ WHENUA REVIEWWhānau are cohesive, resilient and nurturing
To better understand the barriers and challenges for whānau post-earthquake, Te Pūtahitanga commissioned a Rū Whenua review.
The review findings suggest Navigators are working with whānau in serious transition and living in uncomfortable to critical contexts.
On the surface it appears that earthquake support agencies ignored pre-existing social and cultural vulnerability of whānau Māori. Sweeping changes since the earthquakes for homes, neighbourhoods and communities have entrenched inequality and negatively impacted on resilience. Where ignored the adverse consequences are increased isolation as seen, for instance, by increased homelessness. Such consequences further exacerbate vulnerability.
Unsurprisingly, communities that have experienced significant change since the earthquakes reported a weaker sense of community. For example, of of all ten areas surveyed in the Canterbury Wellbeing Index for social connectedness, east Christchurch reported the lowest sense of community. East Christchurch is known as a low socio-economic residential area, where many Māori live, which incurred significant damage in the earthquakes.
The Rū Whenua review incorporated findings from a quality of life survey conducted with whānau in April 2016.
Thirty-six percent of families surveyed reported a significantly diminished quality of life, this being due to the daily grind of surviving, anxiety about the future, and depressive states.
This suggests professional intervention is urgent.
Thus, significant issues still remain for a third of families with the most significant determinant being those in the fifty plus years of age. This provides useful insight for navigators to promote Whānau Ora outcomes, in particular “whānau are cohesive, resilient and nurturing”.
This type of information is essential in developing a systematic approach to the assessment of needs and challenges. Yet we remain mindful that methodologies and data such as this complement, rather than supplement, a proper level of understanding gained through first-hand experience and communicating with whānau kanohi ki te kanohi (face to face).
The review concludes that the role of the Navigator should continue indefinitely to enable a secure foundation for whānau wellbeing post-recovery.
The CERA Community Wellbeing survey found that the majority of people are moving forward, yet Māori were disproportionately more likely to report lower levels of wellbeing. Still, the general focus of central government has been to withdraw earthquake support services over the past two years. Our responsibility is to undertake commissioning activities which will in part counter the flow-on effects of government withdrawal to whānau Māori, in particular vulnerable whānau who by and large fall through the gaps.
Te Puni Kōkiri has approved the continuation of one further year of funding from 1 July 2016 – 30 June 2017, on the same terms and conditions as previous Rū Whenua arrangements. Where at all possible Te Pūtahitanga will support transition planning to ensure the best possible mix of skills and ingenuity is applied:
a. Navigators funding for five FTE’s to be confirmed indefinitely or extended to 2019b. Te Taura Tautoko - a discretionary fund is approved for the navigators – resiliencec. Whānau Resilience Activities –to support whānau to create or participate in community/ neighbourhood
activities d. Quality of life survey completed by February 2017 e. Quarterly quality of life surveys with whānau living in worst earthquake affected areas and/or experiencing
harm from domestic or sexual violence (Tū Pono) f. Whānau living in critical contexts continue to access support of experienced, skilled navigators
WHĀNAU ENTERPRISE COACHESWhānau are economically secure and successfully involved in wealth creation
To better understand the barriers and challenges for whānau post-earthquake, Te Pūtahitanga commissioned a Rū Whenua review.
Following coaching induction on 11-12 February 2016, coaches have been engaging with whānau and supporting newly commissioned applicants through the contract negotiation process. The role of the coach is to provide support and advocacy to applicants to generate a pipeline of whānau initiated ventures.
Six contracts have been negotiated for Whānau Enterprise coaching in Invercargill, Dunedin, Christchurch, and Te Tau Ihu. A consortium approach has been introduced in Invercargill and Dunedin.
When surveyed in late 2015, whānau associated with Te Pūtahitanga considered that the most important value the coaching service delivered included:
• Building whānau confidence;
• Validating ideas;
• Practical skills and tools to progress initiatives; and
• Access to additional relationships, supports and resources.
Coaching and advising across innovation development, business and commercial expertise, and access to a broad range of networks are among the forms of support which whānau can further expect through their Enterprise Coach.
The survey of the Whānau Enterprise Coaching programme was undertaken by Te Aotahi, University of Canterbury, who successfully tendered after a Request for Proposals was released by Te Pūtahitanga on 13 July 2015. As a result of the review, the coaching approach has been refined to ensure that at an early stage of initiative development we are able to deliver 1:1 coaching which responds to stated whānau needs for high touch, confidence building at an early stage.
At mid stage of initiative development the coaching approach seeks to deliver:
• 1:many support through the Accelerator Programme to build skills and know-how in the whānau environment (which achieves reach and is scalable)
• Targeted 1:1 coaching as support to Accelerator Programme
• Access to external partners’ mentor networks
• Access to specialist support (e.g. legal, marketing, tikanga etc.)
We see the continuation of the coaching approach as a key component of building whānau capability, and are committed to the ongoing development of resources and infrastructure which will strengthen the coaching approach.
FOCUS ON WHAKAPAPAWhānau are confidently participating in Te Ao Māori
While Te Pūtahitanga has a role in promoting kaupapa, it is important that investment remains whānau-driven within local contexts. Whakapapa is the glue which binds whānau to hapū to iwi and which links people to land. We recognise that we have a role to play in supporting the growth and strength of these pā harakeke within Te Waipounamu.
Te Kupenga (2013), the first official survey of Māori wellbeing, found that 99 percent of Māori think of their whānau in terms of whakapapa, although there is a breadth of opinion in what that means for different people. Qualitative evidence gathered through our navigation service indicates that concern for the wellbeing of other whānau members to whom there is a close whakapapa connection, particularly tamariki, mokopuna and kaumātua, is a motivating factor for individuals seeking the support of a Whānau Ora Navigator. Here we see concern for whakapapa as the means by which Navigators gain access to support transformation from within whānau. Reports from our Navigators further suggest that it is often (though not always) the women of the whānau, those who are mothers and grandmothers, who initiate contact with Navigators on behalf of their whānau. Indeed, for Wave Two, for example, 60% of applicants for funding through Te Pūtahitanga also tend to be women.
While whanaungatanga is a cornerstone of most commissioned investments, whakapapa is pervasive as a kaupapa tuku iho across multiple outcomes being progressed, including whānau cohesion and resilience, and connectedness to natural environment.
NAVIGATOR REPORTS:
“The mum had a number of issues weighing on her at the that time which involved mainly the people around her and not specifically herself. She carries the weight of her whānau but at the time she came to me, it was feeling like too big a burden.”
“The girls needed to live with their grandparents because both of their parents had a P addiction and were leading very unhealthy lifestyles with constant criminal offending. The maternal grandmother engaged with Whānau Ora because she wanted her daughter and partner to step up and start taking responsibility for their child/ren.”
“I knew from reading the newspaper that her son was back in court and I had heard through the grapevine that there were some other issues … I continued to text about once a week and give her the odd phone call, I wanted her to know I was still on the sidelines if she needed any awhi.”
COLLABORATION AT ALL LEVELSWhānau are leading healthy lifestyles
Collaboration remains a critical success factor to the progress made across Whānau Ora outcomes. Te Pūtahitanga has taken a varied approach to promoting the concept of collaborative delivery and partnering for success through the different strands of our commissioned activities.
For instance, within the Commissioning Pipeline the Maara Kai Fund invests in initiatives delivering maara kai outcomes which align to Whānau Ora outcomes. Through the Wave Three applications granted we have prioritised initiatives which complement existing investment and collaborate with at least one other maara kai related organisation in order to extend scale, impact or reach.
In the Whānau Enhancement workstream Navigator narratives highlight a sense of cohesion and connectedness, for the mutual benefit of whānau and their community, where Navigators and other providers are sharing knowledge and resources. This often requires those working with whānau to be proactive in their interactions with one another and in fostering an ethic of kotahitanga; something which appears to be occurring naturally where providers share common workspace such as community hubs, and where providers are part of a Whānau Ora collective.
By way of Te Pūtahitanga’s own office space arrangements within our hub ‘Te Whenua Taurikura’, which is shared by nine Whānau Ora entities, we are realising firsthand the value of sharing workspace with others who are working towards Whānau Ora outcomes. It establishes an environment conducive to kotahitanga; encourages a daily exchange of thought leadership and creative application; and contributes real value to best whānau outcomes.
As an organisation Te Pūtahitanga is working with Te Rūnanga o Ngāi Tahu and the Waka Ora Collective, particularly Te Whare Hauora, Te Puna Oranga and He Oranga Pounamu, on a community engagement campaign to create momentum across whānau, community, marae and papatipu rūnanga to prescribe a way forward in the family violence space. Through the campaign Tū Pono we are seeking to:
• Strengthen the Whānau Ora workforce and whānau tautoko/ volunteers who battle on a daily basis the symptoms and causes of family violence;
• Build capacity to foster kaupapa Māori and Whānau Ora in the interagency responses to family violence; and• Collectively impact on family violence in Te Waipounamu. An Integrated Service Response pilot started on 1 July 2016 in Christchurch. The response team will bring together Police, Child, Youth and Family, Corrections, health, specialist family violence NGOs and Māori service providers. Te Pūtahitanga has been invited to sit at the governance table.
Collaboration further underlies progress being made under the Research and Evaluation workstream by way of our research collaborations with the University of Canterbury. The purpose of these research collaborations is to research issues that are relevant to current and future commissioning, and will contribute value to whānau, hapū, iwi and Te Pūtahitanga.
Whānau Ora Population Outcomes Framework: Empowering Whānau into the Future
To help measure whether whānau are realising their aspirations, and in what aspects of their lives whānau are strengthening, Te Pūtahitanga has created an outcomes framework, Whānau Ora Population Outcomes Framework – Empowering Whānau into the Future.
That framework is divided into seven primary areas:
Pou Tahi Whānau in Te Waipounamu are self-managingPou Rua Whānau in Te Waipounamu are living healthy lifestylesPou Toru Whānau in Te Waipounamu are participating fully in societyPou Whā Whānau in Te Waipounamu are confidently participating in te ao MāoriPou Rimu Whānau in Te Waipounamu are economically secure and successfully involved in wealth creationPou Ono Whānau in Te Waipounamu are cohesive, resilient and nurturingPou Whitu Whānau in Te Waipounamu are responsible stewards of their living and natural environment
Under each outcome area there are a range of experience statements to describe what those population outcomes might look like when we see them happening.
PERFORMANCE MEASURES
POU
TAHI
POU
RUA
POU
TORU
POU
WHA
POU
RIM
APO
U ON
OPO
U W
HITU
Whā
nau
in Te
W
aipo
unam
u ar
e se
lf-m
anag
ing
Whā
nau
in Te
W
aipo
unam
u liv
ing
heal
thy l
ifest
yles
Whā
nau
in Te
W
aipo
unam
u ar
e pa
rtic
ipat
ing
fully
in
soci
ety
Whā
nau
in Te
W
aipo
unam
u ar
e co
nfide
ntly
pa
rtic
ipat
ing
in Te
Ao
Māo
ri
Whā
nau
in Te
W
aipo
unam
u ar
e ec
onim
ical
ly se
cure
an
d su
cces
sful
ly
invo
lved
in w
ealth
cr
eatio
n
Whā
nau
in Te
W
aipo
unam
u ar
e co
hesi
ve, r
esili
ent a
nd
nurt
urin
g
Whā
nau
in Te
W
aipo
unam
u ar
e re
spon
sibl
e st
ewar
ds
of th
eir l
ivin
g an
d na
tura
l env
ironm
ents
% w
hāna
u (a
dult
indi
vidu
als a
gesd
15+)
/ h
ighe
st q
ualifi
catio
n
% o
f whā
nau
(col
lect
ives
) who
re
port
that
they
sp
end
mor
e th
an 3
0%
of th
eir d
ispo
sabl
e in
com
e on
hou
sing
% o
f whā
nau
(adu
lts)
invo
lved
in u
npai
d ac
tiviti
es b
y typ
e
% w
hāna
u (a
dults
) w
ho c
an sp
eak
te re
o M
āori
wel
l or v
ery w
ell
% w
hāna
u (a
dults
) em
ploy
men
t sta
tus /
ty
pe
% w
hāna
u (a
dults
) re
port
they
hav
e fe
lt lo
nely
all
or m
ost o
f th
e tim
e in
the
last
fo
ur w
eeks
#/%
whā
nau
(adu
lts)
who
repo
rt th
at it
is
hard
to k
eep
thei
r ho
me
war
m
% w
hāna
u w
ith a
hi
gh le
vel o
f life
sa
tisfa
ctio
n (8
-10)
% w
hāna
u (a
dults
) fin
d it
easy
or v
ery
easy
to a
cces
s gen
eral
su
ppor
t
% w
hāna
u (a
dults
) re
port
that
thei
r w
hāna
u ar
e do
ing
wel
l or
ext
rem
ely w
ell
% w
hāna
u (c
olle
ctiv
es) t
hat
had
no a
cces
s to
tele
com
mun
icat
ions
% w
hāna
u (a
dults
) w
ho k
now
thei
r iw
i
% w
hāna
u re
port
th
ey h
ad e
noug
h or
m
ore
than
eno
ugh
tota
l inc
ome
to m
eet
ever
yday
nee
ds
#/%
whā
nau
(adu
lts)
who
repo
rt th
at th
eir
hom
e ne
eds r
epai
rs%
Māo
ri ch
ildre
n (0
-5 ye
ars)
enr
olle
d/at
tend
ing
Early
Ch
ildho
od Ed
ucat
ion
% w
hāna
u (a
dults
) fin
d it
easy
or v
ery
easy
to a
cces
s sup
port
in
tim
es o
f nee
d (i.
e.
cris
is su
ppor
t)
PROGRESS AGAINST INVESTMENT PLANACTIVITY TASKS
Commissioning Pipeline Procurement model developed.
Wave One: 3 initiatives concluded their contracts; 10 initiatives entered post-investment relationship; and 10 are still progressing.
Wave Two: 22 Wave Two initiatives are progressing.
Applications closed 11 January 2016;
60 applications were received with 23 recommended for investment.
Wave Three: Commissioning round closed 31 May with 64 applications received; 26 applications were approved for investment.
The ORA Application process opened on 30 November 2015 and closed on 11 January 2016. The assessment process resulted in investment recommendations being made to the Board of Te Pūtahitanga, with investment contracts entered following Board approval.
Symposium Symposium hosted on 7-8 July at the Lincoln event centre. The date was moved outside the fourth quarter due to the availability of suitable venues. Tū Māia contracted to event manage the symposium.
Te Kākano o Te Tōtara Leadership Development
Symposium hosted on 7-8 July at the Lincoln event centre. The date was moved outside the fourth quarter due to the availability of suitable venues. Tū Māia contracted to event manage the symposium.
Te Pāpori Whakatere Accelerator Programme
Tū Māia contracted to deliver the programme.
Preliminary selection of participants has occurred, however the programme start date has been deferred until FY17 due to a limited number of suitable participants being selected
Whānau Ora Navigators 5 FTE’s were resourced to Te Rūnanga o Ngā Maata Waka, Positive Directions Trust, Te Ora Hou ki Ōtautahi Inc. Te Puāwaitanga ki Ōtautahi Trust and Kākākura Health Services. An additional two FTE were employed in Invercargill (Ngā Kete Mātauranga Pounamu and Awarua Whānau Services). Negotiations also commenced for an additional FTE Navigator to support whānau in Arowhenua.
Completion of novation of contract between He Oranga Pounamu & Te Puni Kōkiri.
Completion of novation of contracts between He Oranga Pounamu and 5 Rū Whenua providers.
RBA training & PATH facilitation training has commenced.
Navigator Co-ordinator was appointed in September; Maire Kipa.
Following the tendering process, completed 30 October 2015, 14 host organisations contracted across Te Waipounamu to be responsible for 24 FTE.
Implementation of Te Taura Tautoko began with all Navigator host agencies agreeing to distribute the fund; $140,000 distributed as of 31 March.
ACTIVITY TASKS
Whānau Enterprise Coaches
A new fit-for-purpose model developed based upon a commissioned review.
Coaching contracts were successfully tendered with 6 contracts negotiated for Whānau Enterprise coaching in Invercargill, Dunedin, Christchurch, and Te Tau Ihu. A consortium approach has been introduced in Invercargill and Dunedin.
Commissioned initiatives continue to be supported by Coaches.
Research & Evaluation Demographic profile completed.
Literature review completed with a scoping analysis commissioned to explore the challenges and opportunities for rangatahi development, engagement and succession.
A think tank was held on 11 December 2015; participants discussed the opportunities and challenges associated with conducting a comprehensive dynamic evaluation.
An internal evaluation framework has been commissioned.
Ihi Research and Development have been contracted to evaluate Wave One initiatives and the Te Pūtahitanga approach. They have also leased desk space and have joined our Innovation Hub.
Research collaboration with University of Canterbury has commenced.
Te Punanga Haumaru Te Pūtahitanga was allocated $445,260 for the period March 2015-June 2016 for Te Punanga Haumaru.
5 initiatives are being supported in the Abel Tasman, Kaikōura, Dunedin, Invercargill and Waihōpai.
Budget 2016 increased Te Punanga Haumaru with an additional allocation, uncommitted, of $636,900.
Tū Pono Key relationships were established between the Te Pūtahitanga o Te Waipounamu, Te Rūnanga o Ngāi Tahu, Te Puna Oranga and Te Whare Hauora.
Advisory group established, comprising 15 recognised, skilled and competent kaiwhakahaere, senior kaimahi and kaumātua.
4 consultation hui and 4 community engagement workshops were delivered across Te Waipounamu, attended by over 200 whānau and community members in Ōtautahi, Waimate, Waihopai and Hokitika.
Other Updated website went live on 25 September 2015.
Facilitated RBA Training workshops for Te Pūtahitanga staff
WHĀNAU PLANS
The total numbers of whānau plans developed were 201. Of that total 110 whānau have developed plans and remain in contact with a Navigator. Seventy whānau have arrived at the point where they are self-managing their own whānau goals and aspirations. In the final quarter thirty-six new plans were initiated and under development with Navigators.
Over two thirds of whānau (68%) made significant progress on their whānau plans within a one-year time frame. The top three goals whānau worked on were 1) financial planning, 2) whānau relationships and personal development skills, and 3) health and disability goals.
Navigators say goal setting and whānau planning works well because communication and engagement is whānau-centred, holistic and achievable in a timely manner.
As of 31 March 2016, $140,000 of Te Taura Tautoko had been distributed to Navigator host agencies to provide targeted support for whānau who are working with Navigators to develop and implement a whānau plan. The intent of the fund is to support whānau in realising aspirations specified in their Whānau Ora PATH Plan. The concept arose from conversations held with existing Navigator host agencies who relayed stories of small expenditure that helped whānau.
Training for Navigators has been undertaken to support their professional development in planning alongside whānau. Over thirty navigators met in Christchurch on 31 March-1 April 2016 for PATH facilitator training. A selected group of Navigators participated in Tetramap training on 20-21 April. The two-day training was aimed at enabling Navigators to enrich their understanding of facilitation and enhance their skills through tools and techniques of the TetraMap framework.
$140k distributed
(as of 31 March 2016) to support
implementation of plans
201 Whānau Plans
70 whānau are self-managing
their plans
110 whānau remain in contact
with Navigator
68% of whānau made significant progress on their
plans within 1 year
RESULTS BASED ACCOUNTABILITY TRAINING
Te Pūtahitanga has a Results Based Accountability (RBA) framework established as a way of monitoring projects and their outputs. It is expected that all recipients of funding from Te Pūtahitanga will report on the performance of their initiative using the RBA framework. In addition to this Te Pūtahitanga is undertaking digital storytelling to construct project narratives demonstrating impact.
Trainings have been held in Whakatū, Ōtākou, and Ōtautahi.
Workshops have been designed to enable whānau to:
• Understand,inmoredetail,whattheydeliver(orplantodeliver).
• Measurehowwellit’sbeingdelivered.
• Measuretheassociatedimpactand/oroutcomesforwhānau.
These workshops were intended to not only showcase the value that each of our initiatives add to whānau and in turn communities, it also enables us to co-create a set of performance measure data that we can use in reporting and continuous performance improvement.
DESCRIPTION OF THE EXPERIENCE OF WHĀNAU ENGAGED IN COMMISSIONED ACTIVITIES AND THE IMPACT OF THESE ON WHĀNAU CAPABILITY
COMPLETED INITIATIVES
RUKA TAPATA TAMATI WHĀNAU TRUST
This project is all about keeping people grounded: connected to each other and their land.
The Trust was set up to ensure that individuals in the community would benefit and to help get people involved in events and activities that facilitate engagement and their shared history and knowledge transmission. To give whānau members a sense of identity and connection to each other and the land they share. In the long term this will encourage a network for life that will continue to evolve across generations, ensuring that the whakapapa and traditions that are important to the people of Te Tau Ihu are preserved for generations to come.
Iwi whānau whakapapa traversed extends to Ngāti Rarua, Te Atiawa, Ngāti Tama, Ngāti Toa Rangatira through their tupuna wahine; and Ngāi Tahu through their tupuna tāne.
“Our idea is to build a toolkit that specifically showcases whakapapa, tikanga, kawa and history through a combination of road shows, noho marae, and online and printable resource materials designed, developed and delivered entirely by whānau for whānau.”
POUTINI WAIORA – TE WHARE ORANGA
This initiative has been designed to support whānau that have been diagnosed with long-term health conditions that require ongoing medical intervention, and who do not have access to specialised health and nutrition programmes and support.
The aim of the project is to improve the health and wellbeing of Māori living in Hokitika through the concept of Te Whare Tapa Whā, representing the four cornerstones of Māori health and wellbeing: taha wairua (spiritual); taha tinana (physical); taha hinengaro (mental) and taha whānau (social).
“It has been heartening to appoint a Māori Fitness Instructor who is clearly a role model and a strong advocate for Māori. One of the points liked by the whānau in respect of the Instructor is her positive attitude. The Instructor exudes wellness and that makes her influential to our whānau as she is living proof we can all attain a portion of our wellness through healthy lifestyle.”
TE HĀ O WHAREKAURI
Te Hā have interwoven three strands into their contribution to Whānau Ora.
The first is whānau rangatiratanga, which is building whānau capacity by expanding on the provision of whānau planning, wānanga, workshops, training and growing whānau enterprise and cultural development. An extra part time job can be the difference between a family staying or having to move to the mainland. As part of whānau rangatiratanga the primary tool and measure used for projects is called PATH planning (Planning Alternative Tomorrows with Hope).
Secondly, Te Hā is leading the development of a service hub that will deliver health promotion as well as a mobile service for tamariki and rangatahi. They undertake referrals and awhi whānau for mental health, alcohol and drug support services and awareness. There is still more required with counsellor choices and whānau education and awareness of how to change intergenerational ways of coping with stress – taking forward what works and leaving behind what doesn’t. In a small rural community – nothing is in isolation – what affects one whānau affects all – we celebrate together and we grieve together. The initiative is now in a position to work towards getting a crisis, short-term stay, emergency housing – a multi-purpose building that will suit local needs.
“We are seeking support from the local Chatham Islands Council, Imi, Iwi and Chatham Islands Enterprise Trust but most importantly the whānau and community. We will need a massive dose of kotahitanga and working together – volunteers and support is mounting. Hon Tariana Turia has mentored us, pulled our ears and given big doses of awhi on this journey and we have a way to go. Bless her!”
Since 2012, forty whānau PATH plans have been completed. 21 of the PATH plans were developed by individuals for themselves and fifteen were developed by whānau for whānau.
OTHER SUCCESSFUL APPLICANTS
KĀKANO CAFÉ & COOKERY
Māori inspired food traditions, leading to long healthy lives, broader dietary options, a garden at home.
“Kākano Café is an opportunity for us to live our own potential”
“Engaging with the community; engaging with our whenua; creating enterprise within our people; and getting our people healthy and whole and living and thriving and being together, the way that we’re supposed to be”
“If anything I think it’s brought us closer together because my kids are seeing that they can have dreams and their dreams can come true too. That’s why we do what we do, for our kids”
PĀ ORA, PĀ WĀNANGA
Transforming the marae into a learning living village through a range of initiatives that engage whanau, rangatahi and tamariki.
“Tērā anō te whakataukī ‘He tangata ākona ki te marae, tū ki te ao tau ana’. That talks about a person that is well connected to their marae, to their pā, learns all the values and then is able to participate in the global village with confidence”
“Part of what we do during our Pā Kids session is we’re trying to whāngaitia te reo and we’re bringing our whānau in so they’re accompanying their babies and they’re learning as a whānau together to be able to take it out to their homes and wider community”
“I love coming to Pā Kids. I bring my moko here and it’s special time. It’s about empowering the family to become responsible for their own lives and it’s so relevant today”
“What I love about these evenings is it’s a real whānau environment here and our tamariki are learning their tikanga as well as the kaupapa that we are Māori and we are healthy and we are developing strong children and strong bodies, minds and spirits”
“Just love it. Being with whānau. Healthy minds, healthy bodies”
“I’m one of these people who probably bought every membership to every gym and always sat in the carpark. Whereas with the whānau atmosphere here it’s so much easier coming in. You can just relax and everybody supports everybody”
“We believe as part of our rangatiratanga and our self-determination here at the marae that we have to be self-sufficient”
MAARA ORANGA – NGĀTI RĀRUA
Moving towards healthier eating habits and physical activity through a Whānau Ora approach.
“As you get older it’s a bit harder to do all this stuff … Once you’ve got a raised bed and you don’t have to be bending all the time, some people felt they could do more”
“It meant that I’ve got something to do when I get up in the morning, to go out and water that garden and talk to the plants”
“We now have 13 whānau involved with our little Maara Kai enterprise … When we first started everyone was a little cautious, a little apprehensive … no direction, no vision. But now you fullas have been around and seen some of these maara kai after 4 months and what you’re seeing now are people that are excited. They have their own kai”
1000 DAYS TRUST
Invercargill based initiative to invest in the role of mothers, fathers and whānau to help babies thrive.
“You learn about what it’s like to forge the bond, to understand how important you are as a parent”
“It’s the traditional stuff, like having the Aunty there beside you, cooking alongside you and having those conversations while you’re cooking. Or it could be if Mum’s feeling tired, we’re happy to nurture that baby while Mum goes and nurtures herself”
“It’s been a massive task because it’s new, it’s unique. There’s lots of research saying early intervention; relationship is the key; we’ve lost traditional wisdom in parenting. So we’re trying to achieve all of that and true community collaboration, everyone working together, so that whānau are well supported whether they’re with 1000 Days or post-1000 Days. So that’s been the mission and we’re really excited that we’re finally there”
“We’re going to be doing something right for our whānau. And it’s only through those dreams, allowing whānau to dream, that our children will then dream”
TE HUARAHI ORANGA (HCC)
Hale Compound and Conditioning is all about hauora and improving Whānau Ora through changing mindsets and mobilising whānau to be proactive with their physical and mental wellbeing.
“People needed a little something extra in their life, especially after the earthquakes. Most people had kids and that really put their focus into their whānau rather than themselves, so they were sort of neglecting themselves. Depression was rife. So we felt that we could make a difference”
“HCC to me is whakawhanaungatanga, it’s community-based. They’re all about changing families. This kaupapa here doesn’t just change your life through exercise, they change your life through a holistic approach”
“It has a flow-on effect. You see kids coming in. We have a rangatahi programme available where our rangatahi can come along and train alongside their parents. That all goes home. The nutritional advice goes home as well and it flows on through the whānau in the kitchen”
“It’s an amazing thing to keep my physical and mental health in check. And long-term, I’m setting a good example for my daughter and those around me”
“I’d had a bad night and I wanted to ring and say I couldn’t make it, but I came and we did beach runs and it was hard but afterwards I felt amazing … This has raised the bar for me. When I don’t want to get out of bed I think about that day”
TE KĀKANO O TE TŌTARA
Te Kākano o te Totara supports the growth of emerging leaders through wānanga, networking, coaching, and mentors to pursue whānau transformation.
“We’ve focused a lot on our dreams and our goals. We’ve been asked a lot of questions about how we’re going to actually make those happen. It’s been a really good catalyst for action, for sure”
“Doing this leadership programme has validated that I’m going where I’m supposed to be going. I’m on the right path”
“I guess it’s creating an opportunity for development … We were developing ourselves as leaders, learning by listening, which was pretty awesome”
“Connecting with other ‘Tahu’s’ who could be close by and bouncing ideas off each other and just creating contacts so when we go home we know have each other to call on”
AGGREGATED DATA REGARDING THE GEOGRAPHIC AGGREGATIONS OR OTHER POPULATION CHARACTERISTICS OF THE POPULATION IN TE WAIPOUNAMU
FIGURE 2: POPULATION SIZE, MĀORI DESCENT POPULATION IN THE SOUTH ISLAND, 2001-2013
83,154
92,847100,905
2001 2006 2013
FIGURE 3: SELECTED AGE GROUPINGS OF MĀORI DESCENT POPULATION IN THE SOUTH ISLAND, COUNT AND PERCENTAGE, CENSUS 2013
MOK
OPUN
A
TAM
ARIK
I
RANG
ATAH
I
RANG
ATAK
APŪ
PĀKE
KE
KAUM
ĀTUA
11,74211.6%
19,53619.4%
20,97620.8%
25,04424.8%
18,42618.3%
5,1785.1%
0-4 YEARS
5-13 YEARS
14-24 YEARS
25-44 YEARS
45-64 YEARS
65+ YEARS
FIGURE 4: SPEAKERS OF TE REO MĀORI BY AGE GROUPINGS, MĀORI DESCENT POPULATION IN THE SOUTH ISLAND, 2001-2013
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
2013
2006
2001
75 YEARS & OVER
65-75 YEARS
55-64 YEARS
45-54 YEARS
35-44 YEARS
25-34 YEARS
19-24 YEARS
14-18 YEARS
5-13 YEARS
0-4 YEARS
FIGURE 6: OCCUPATIONS OF THOSE EMPLOYED, MĀORI DESCENT ADULT POPULATION IN THE SOUTH ISLAND AND NEW ZEALAND (WITH FEMALE AND MALE COMPARISONS), CENSUS 2013
0.0% 10.0% 20.0% 30.0%
MĀORI NZ FEMALES
MĀORI NZ MALES
MĀORI SOUTH ISLAND FEMALES
MĀORI SOUTH ISLAND MALES
FIGURE 5: STATUS IN EMPLOYMENT FOR THOSE EMPLOYED, MĀORI DESCENT ADULT POPULATION IN THE SOUTH ISLAND, CENSUS 2013
87%
5%
7% 1%
PAID EMPLOYEE
EMPLOYER
SELF-EMPLOYED WAND WITHOUT EMPLOYEES
UNPAID FAMILY WORKER
MACHINERY OPERATORS & DRIVERS
LABOURERS
SALES
CLERICAL & ADMINISTRATIVE
COMMUNITY & PERSONAL SERVICE
TECHNICIANS & TRADE
PROFESSIONALS
MANAGERS
FIGURE 7: TOTAL HOUSEHOLD INCOME FOR THE MĀORI DESCENT POPULATION IN EACH REGION (AND TOTAL SOUTH ISLAND AND NEW ZEALAND), CENSUS 2013
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2016
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
CONTENTS Page Partners’ Approval of Financial Statements 3
FINANCIAL STATEMENTS Statement of Comprehensive Income 4
Statement of Changes in Partner Capital 5
Statement of Financial Position 6
Statement of Cash Flows 7
NOTES TO THE FINANCIAL STATEMENTS 8 Section 1: Analysis of Assets and Liabilities 1.1 Cash and Cash Equivalents 9
1.2 Receivables 9
1.3 Plant and Equipment 10
1.4 Payables and Accruals 10
Section 2: Financial Performance 2.1 Income Received 11 Section 3: Financial Instruments 3.1 Management of Financial Risks 12 Section 4: Other 4.1 Related Parties 13
4.2 Capital Commitments 13
4.3 Contingent Liabilities 13
4.4 Subsequent Events 13
4.5 Operating Lease Committments 14
4.6 Going Concern 14
4.7 Changes in Financial Reporting Standards 14
Audit Report 15
Directory 16
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
3
PARTNERS’ APPROVAL OF FINANCIAL STATEMENTS For the Year Ended 30 June 2016 AUTHORISATION FOR ISSUE The general partner authorised the issue of these financial statements on 30 October 2016. APPROVAL BY GENERAL PARTNER The general partner is pleased to present the financial statements of Te Pūtahitanga o Te Waipounamu Limited Partnership for the Year Ended 30 June 2016 on pages 4 to 14. For and on behalf of the General Partner, Te Pūtahitanga o Te Waipounamu GP Limited 30 October 2016 Director: ______________________________ Director: ______________________________
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
These statements need to be read in conjunction with the notes to the Financial Statements attached 4
STATEMENT OF COMPREHENSIVE INCOME For the Year Ended 30 June 2016 2016 2015 12 Months 15 Months Notes $ $ Income Received
Te Puni Kōkiri 8,340,061 5,765,654
Other Income 53,063 38,715
Interest Received 101,203 142,685
8,494,327 5,947,054
Add: Contractual Funds brought forward 2,448,879 0
Less: Contractual Funds not yet earned (984,666) (2,448,879)
Net Operating Income 2.1 9,958,540 3,498,175
Operating Expenditure
Personnel Expenses
(1,050,052) (585,091)
Contractor and Navigator Payments (3,573,178) (385,716)
Office Expenses (64,845) (21,804)
IS/IT Expenses (90,847) (76,284)
Depreciation (3,052) 0
Occupancy Expenses (215,549) (173,293)
Communication Expenses (12,712) (5,493)
Insurance (11,472) (9,810)
Travel Expenses (173,307) (185,130)
Vehicle Expenses (35,742) (14,523)
Professional Charges (434,841) (579,414)
Business Promotional (99,911) (134,567)
Bank Charges (712) (1,602)
Board Expenses (115,744) (215,997)
Commissioning Payments (4,036,565) (934,953)
Hui & Koha Costs (19,886) (174,498 )
(9,938,415) (3,498,175)
Surplus for the Year
20,125 0
Other Comprehensive Income
0 0
Total Comprehensive Income for the Year
20,125 0
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
These statements need to be read in conjunction with the notes to the Financial Statements attached 5
STATEMENT OF CHANGES IN PARTNERS CAPITAL For the Year Ended 30 June 2016 2016 2015 12 Months 15 Months $ $
Balance as at start of the period 0 0
Surplus for the year allocated to Limited Partners: 20,125 Other Comprehensive Income for the Year 0 0 Total Comprehensive Income for the Year 20,125 0
Balance as at end of period 20,125 0
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
These statements need to be read in conjunction with the notes to the Financial Statements attached 6
STATEMENT OF FINANCIAL POSITION As At 30 June 2016 2016 2015 Notes $ $ Current Assets Cash and Cash Equivalents 1.1 2,976,605 3,113,735 Receivables and Prepayments 1.2 342,240 115,496 Resident Withholding Tax Refund Due 33,377 47,086 Total Current Assets 3,352,222 3,276,317 Non-Current Assets Plant and Equipment 1.3 8,487 11,539 Total Non-Current Assets 8,487 11,539 Total Assets 3,360,709 3,287,856
Current Liabilities Payables and Accruals 1.4 2,310,767 788,568 Employee Entitlements 45,151 50,409 Contractual Income Received in Advance 984,666 2,448,879 Total Current Liabilities 3,340,584 3,287,856 Non-Current Liabilities 0 0 Total Liabilities 3,340,584 3,287,856 Net Assets 20,125 0
Partnership Equity Partners Equity 20,125 0
Total Equity 20,125 0
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
These statements need to be read in conjunction with the notes to the Financial Statements attached 7
STATEMENT OF CASH FLOWS For the Year Ended 30 June 2016 2016 2015 Notes $ $ Cash Flows from Operating Activities Cash receipts from Customers 8,398,869 5,759,541 Cash paid to Suppliers, Providers and Employees (8,616,971) (2,762,054) Interest received 101,203 142,685 Goods & Services Tax (Paid) / Received (20,231) (14,898)
Net Cash Inflow from Operating Activities 1.1 (137,130) 3,125,274
Cash Flows from Financing Activities Purchase of Property, Plant and Equipment 0 (11,539) Net Cash (Outflows) from Financing Activities 0 (11,539)
Net (Decrease) / Increase in Cash and Cash Equivalents (137,130) 3,113,735 Cash and Cash Equivalents at 1 July 3,113,735 0
Cash and Cash Equivalents at 30 June 1.1 2,976,605 3,113,735
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
8
NOTES TO THE FINANCIAL STATEMENTS REPORTING ENTITY
Te Pūtahitanga o Te Waipounamu Limited Partnership is a Limited Partnership registered in New Zealand under the Limited Partnerships Act 2008.
The partnership is a not for profit public benefit entity for the purposes of financial reporting in accordance with the Financial Reporting Act 2013 and is domiciled in New Zealand. Its principal service is to invest in building sustainable whānau capability across Te Waipounamu. BASIS OF PREPARATION
The financial statements have been prepared:
• in accordance with Generally Accepted Accounting Practice In New Zealand (“NZ GAAP”). They comply with Public Benefit Entity Reduced Disclosure Regime (“PBE Standards RDR”) as appropriate for Tier 2 not for profit public benefits entities, for which all reduced disclosure regime exemptions have been adopted.
The entity is eligible to apply Tier 2 not- for-profit Accounting Standards on the basis that it does not have public accountability and is not a large for-profit entity.
• on the basis of historical cost. The Financial Statements were authorised for issue by the directors on 30 October 2016.
EFFECT OF FIRST-TIME ADOPTION OF PBE STANDARDS ON ACCOUNTING POLICIES AND DISCLOSURES
This is the first set of financial statements for the entity that are presented in accordance with PBE standards. The entity previously reported in accordance with NZIFRS (PBE). Apart from some disclosure amendments there have been no significant changes to the financial statements as a result of the transition to the new PBE standards.
CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
The preparation of financial statements requires management to exercise its judgement in applying the entity’s accounting policies.
Estimates and judgements are reviewed by management on an on-going basis, with revisions recognised in the period in which the estimate is revised and in any future periods affected.
ACCOUNTING POLICIES
Accounting policies that are relevant to the understanding of the financial statements and summarise the measurement basis are provided throughout the notes to the financial statements where applicable. The remaining accounting policies are provided below. The accounting policies have been consistently applied to the periods in these financial statements. Revenue Revenue is the fair value of the consideration received or receivable, net of GST, discounts and rebates. Revenue is recognised when it is probable that the economic benefits will flow to the entity and that it can be reliably measured. Revenue from services is taken to the profit and loss when the service is actually provided. Interest income is recognised on a time proportion basis using the effective interest method.
Goods and Services Tax Revenues, expenses, assets and liabilities are recognised exclusive of goods and services tax (GST), except for receivables and payables which are recognised inclusive of GST where applicable. Impairment of Assets At each reporting date, the entity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 1. ANALYSIS OF ASSETS AND LIABILITIES
9
Section 1: Analysis of Assets and Liabilities 1.1. CASH AND CASH EQUIVALENTS 2016 2015 $ $
ANZ National Bank – Cheque Account 50,569 8,089 ANZ National Bank – Call Account(1) 2,926,036 3,105,646
2,976,605 3,113,735
(1) Interest is received on balances in funds on a daily basis at a current rate of 2.75% (June 2015: 3.75%) and charged on overdrawn balances on a daily basis at a floating rate currently 16.40% (June 2015: 17.40%).
Te Putahitanga O Te Waipounamu maintains a $104,817 guarantee through ANZ to Henshaw Goodman Limited as part of the office lease at 10 Show Place. Recognition and measurement Cash and cash equivalents includes cash in hand, deposits held at call with banks, and other short-term highly liquid investments with original maturities of three months or less. Cash flows are included in the Statement of Cash Flows net of Goods and Services Tax. Reconciliation of Net Operating Cash Flows Profit for the Year 20,125 0 Non Cash adjustments: Depreciation 3,052 0 Movement in working capital items: Receivables, Payables and Accruals (160,307) 3,125,274 Net Cash ( Outflow) Inflow from Operating Activities (137,130) 3,125,274
1.2. RECEIVABLES Trade receivables 11,570 4,466 GST receivable 330,670 111,030 342,240 115,496
Recognition and measurement Trade and other receivables arise in the ordinary course of business and are recognised at the original invoice amount less any provision for doubtful debts. They are subsequently measured at amortised cost (using the effective interest method) less any provision for impairment. No interest is charged on trade receivables. Receivables are reviewed on an individual basis to determine whether any amounts are unrecoverable and a specific provision is made. The provision for doubtful debts is the estimated amount of the receivable that is not expected to be paid. Debts known to be uncollectible are written off as bad debts to the profit and loss immediately.
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 1. ANALYSIS OF ASSETS AND LIABILITIES
10
1.3. PLANT AND EQUIPMENT
Office Equipment at Cost
Computer Equipment as Cost
Total
$ $ $ Net book value at 30 June 2015 8,087 3,452 11,539 Disposals 0 0 0
Depreciation expense 1,704 1,348 3,052
Closing balance at 30 June 2016 6,383 2,104 8,487
Cost 8,087 3,452 11,539
Less accumulated depreciation 1,704 1,348 3,052
Net book value at 30 June 2016 6,383 2,104 8,487 Recognition and Measurement Plant and equipment are stated at cost less depreciation and impairment losses. Depreciation Depreciation is charged to write down the value of the asset on straight line basis to an estimated residual value over their economic lives. Land and work in progress are not depreciated. Estimated useful lives are as follows:
Office Furniture and Equipment 5 years Computer Equipment 3 years
1.4. PAYABLES AND ACCRUALS 2016 2015 $ $
Trade payables and accruals 2,305,780 774,963 Related parties 4,987 13,605 2,310,767 788,568
Recognition and measurement Accounts payable are recognised when the entity becomes obliged to make future payments resulting from the purchase of goods and services. No interest is charged on the trade payables. The entity has financial risk management policies in place to ensure that all payables are paid within the credit timeframe.
Plant and equipment of the entity is reviewed for any indication of impairment on an annual basis. If an indication of impairment exists, the recoverable value of the plant and equipment needs to be assessed.
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 2. FINANCIAL PERFORMANCE
11
Section 2: Financial Performance
2.1. INCOME RECEIVED
2016 2015 $ $
Exchange Revenue 154,266 181,400 Non-Exchange Revenue 9,804,274 3,316,775 Net Operating Income Received 9,958,540 3,498,175 Recognition and measurement – Grants and External Funding
Revenues from non-exchange transactions is recognised when the entity obtains control of the transferred asset (cash, goods or services), and: • it is probable that the economic benefits or service potential related to the asset will flow to the entity and can be
measured reliably; and • the transfer is free from conditions that require the asset to be refunded or returned to the funding entity if the
conditions are not fulfilled. To the extent that there is a condition attached that would give rise to a liability to repay the grant amount or to return the granted asset, a deferred revenue liability is recognised instead of revenue. Revenue is then recognised only once the entity has satisfied these conditions.
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 3. FINANCIAL INSTRUMENTS
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Section 3: Financial Instruments
3.1. MANAGEMENT OF FINANCIAL RISKS The Limited Partnership is subject to a variety of financial risks relating to its operations that are managed by the Combined Group’s Treasury Policy. This policy provides guidance to management on minimising the exposure to these risks and the use of derivative financial instruments. CREDIT RISK Credit risk is the risk of financial loss to the Limited Partnership if a customer or counter-party fails to meet its financial obligations. The Limited Partnership’s maximum exposure is represented by the carrying amount of receivables, cash and cash equivalents. Exposure to credit risk primarily arises from receivables which is limited due to the customer base being large and unrelated. This risk is managed through a credit approval process, terms and conditions of trade are signed where required, limits of trade are set where appropriate and on-going monitoring is undertaken. There is no single counter-party that gives rise to significant credit risk exposure. LIQUIDITY RISK Liquidity risk is the risk that the Limited Partnership Group is unable to meet its financial obligations. This is managed by monitoring forecast and actual cash flows. GUARANTEES Te Pūtahitanga O Te Waipounamu maintains a $104,817 guarantee through ANZ to Henshaw Goodman Limited.
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 4. OTHER
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Section 4: Other 4.1. RELATED PARTIES Shareholder entities
Te Pūtahitanga o Te Waipounamu GP Limited is the general partner of Te Pūtahitanga o Te Waipounamu Limited Partnership.
The limited partners of Te Pūtahitanga o Te Waipounamu Limited Partnership are:
Name of Limited Partner % of equity interest 2016 2015
Ngāti Apa ki Te Rā To Charitable Trust 11.11% 11.11% Ngāti Koata Trust 11.11% 11.11% Kaikaiawaro Charitable Trust Board 11.11% 11.11% Ngati Rarua Iwi Trust 11.11% 11.11% Te Rūnanga a Rangitane o Wairau Inc. 11.11% 11.11% Ngāti Tama ki Te Waipounamu Trust 11.11% 11.11% Te Rūnanga o Toa Rangatira Incorporated 11.11% 11.11% Ngāi Tahu Development Corporation Limited 11.11% 11.11% Te Ataiawa o Te Waka-a-Māui Limited 11.11% 11.11% Transactions with related parties involving shareholder entities There have been transactions with related parties during the year. All related party transactions were on an arm’s length basis. The related party was Te Rūnanga o Ngai Tahu (as parent of the Ngāi Tahu Development Corporation Limited). The type of transaction involved was payroll and accounting services paid $18,000 (2015: $18,000), legal services $18,000 (2015: $27,000), communication services $15,000 (2015: $20,000), business & information support fees $57,500 (2015: $57,000) and HR services $18,000 (2015: $22,000). Included in board expenses for the year are Directors fees of $67,195. 4.2. CAPITAL COMMITMENTS Capital commitments are those asset purchases that are contracted for at balance date but have not been recognised in these financial statements. There were no commitments for development expenditure at 30 June 2016 (2015: nil).
4.3. CONTINGENT LIABILITIES A contingent liability is a liability that is not sufficiently certain to qualify for recognition on the balance sheet due to a uncertainty of future event occurring or cannot be reliably measured. There were no contingent liabilities at 30 June 2016 (2015: nil).
4.4. SUBSEQUENT EVENTS There are no events subsequent to balance date in the current year (2015: nil).
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP 4. OTHER
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4.5. OPERATING LEASE ARRANGEMENTS Operating leases relate to :
• Buildings 3 year term • Motor Vehicle 3 year term
The entity does not have any options to purchase the leased assets at the expiry of the lease period.
Future commitments on operating leases are as follows: 2016 2015 $ $
Due within One Period 212,466 170,046 Due within One to Two Periods 156,779 170,046 Due within Two to Five Periods 0 124,964 Due after Five Periods 0 0 369,245 465,056 Recognition and measurement
Operating leases are leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased items. Operating leases payments are recognised in operating expenditure in the Statement of Comprehensive Income.
4.6. GOING CONCERN Te Pūtahitanga is currently receiving funding from Te Puni Kokiri under a 3 year contract which expires in June 2017. Te Pūtahitanga is in the process of renegotiating the extension of this contract. There is an expectation by the board that a new contract will be entered into by mutual agreement of both parties prior to 30 June 2017, and negotiations for renewal of this contract have commenced.
4.7. CHANGES IN FINANCIAL REPORTING STANDARDS In the current year, the entity adopted all mandatory new and amended Standards and Interpretations. None of the new and amended Standards and Interpretations had a material impact on the amounts recognised in these financial statements. We are not aware of any standards in issue but not yet effective which would materially impact the amounts recognised or disclosed in the financial statements. They will be adopted when they become mandatory. This is the first year, Te Pūtahitanga o Te Waipounamu Limited Partnership has adopted PBE Standards (RDR) . The adoption has had no material impact on the financial statements.
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
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AUDIT REPORT
TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
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DIRECTORY PARTNERSHIP OFFICE Te Whare o Te Waipounamu 10 Show Place Addington Christchurch P O Box 13-046 Christchurch Phone: 0800 187 689 GENERAL PARTNER Te Pūtahitanga o Te Waipounamu GP Limited DIRECTORS OF GENERAL PARTNER, TE PŪTAHITANGA O TE WAIPOUNAMU GP LIMITED Donovan Clarke Appointed from 4 December 2015 Norman Dewes Parekawhia Joanne McLean Trevor Taylor Appointed from 4 December 2015 Gina Moses-Te-Kani Appointment ended 4 December 2015 Lisa Tumahai Appointed from 4 December 2015 LIMITED PARTNERS OF TE PŪTAHITANGA O TE WAIPOUNAMU LIMITED PARTNERSHIP
Ngāti Apa ki Te Rā To Charitable Trust Ngāti Koata Trust Kaikaiawaro Charitable Trust Board Ngati Rarua Iwi Trust Te Rūnanga a Rangitane o Wairau Inc. Ngāti Tama ki Te Waipounamu Trust Te Rūnanga o Toa Rangatira Incorporated Ngāi Tahu Development Corporation Limited Te Ataiawa o Te Waka-a-Māui Limited AUDITOR Deloitte SOLICITORS Buddle Findlay BANKERS ANZ National Bank Limited
TE TAU IHU: 5 FTE• Whakatu Marae: 2 FTE• Maataa Waka ki te Tau Ihu: 1 FTE• Te Awhina Marae o Motueka Society: 1 FTE• Te Hauora o Ngāti Rārua: 1 FTE
TE TAI POUTINI: 2 FTE• Ngāti Waewae: 2 FTE
••••••••
WAITAHA: 16 FTE He Waka Tapu Trust: 2 FTE Te Runanga o Nga Maata Waka: 6 FTE Te Whare Hauora: 1 FTE Te Runanga o Koukourarata: 1 FTE Te Ora Hou: 1 FTE Positive Directions Trust: 1 FTE Te Puawaitanga o Te Waipounamu: 1 FTE Te Kakakura Trust: 1 FTE
MURIHIKU: 3 FTE• Ngā Kete Mātauranga: 2 FTE• Awarua Health and Social Services: 1 FTE
ŌTĀKOU: 6 FTE• Arai Te Uru Hauora Ltd: 2 FTE• Te Roopu Tautoko Trust: 1 FTE••
Kāi Tahu ki Otago: 2 FTETokomairiro Waiora Inc: 1 FTE
TE PŪTAHITANGA O TE WAIPOUNAMU NAVIGATORS
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2
1616
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3
MAP OF COMMISSIONING ACTIVITIES
WAVE ONE:1 x Awarua1 x Hokitika1 x Kawatiri2 x Murihiku 4 x Ōtākou 8 x Ōtautahi 1 x Te Tau Ihu3 x Wairau 1 x Whakatu1 x Wharekauri
AWARUA
WAIHOPAI
WAIRAUBULLER
KAIKOURA
AROWHENUA
WAVE TWO:1 x Arowhenua7 x Ōtākou 8 x Ōtautahi1 x Te Tai Poutini1 x Waikawa2 x Wairau 2 x Whakatu
WAVE THREE:1 x Buller1 x Hokitika1 x Kaikoura1 x Motueka11 x Murihiku6 x Ōtākou 6 x Ōtautahi 1 x Waihopai5 x Wairau 3 x Whakatu
1
1
1
8
23 22 36
1
3
1
1
1
1
1
11
6
6
1
1
5
3
1
7
8
1
1
2
2
2
4
HOKITIKA
TE TAI POUTINI
WAIKAWA
TE TAU IHU
MURIHIKU
ŌTAUTAHI
ŌTĀKOU
WHAKATUKAWATIRI
MOTUEKA
WHAREKAURI
MAP OF COMMISSIONING ACTIVITIES
WAVE ONE: 1. Te Runaka o Awarua | Whanau Ora Ki Awarua
2. Poutini Waiora - Te Whare Oranga Pai | Hauora Pai, Wellness & Wellbeing
3. Te Runanga o Ngāti Waewae | Te Ha O Kawatiri
4. 1000 Days Trust | 1000 Days
5. Rangatahi Tumeke Limited | Rangatahi Tumeke
6. Reo Pēpi Tapui Ltd | Reo Pēpi
7. Kai Tahu ki Otago / Tu Mai Ora Whānau Services | Te Kakano Maara Kai
8. Ōtakou Health Limited | Te Kaika
9. Arai Te Uru Whare Hauora | Corstorphine Hub
10. Koukourārata Development Corporation | Koukourārata Wānanga Taiao
11. Te Tapuae o Rehua | Whenua Kura
12. He Toki Ki Te Mahi Charitable Trust | He Toki Ki Te Mahi
13. Kākano Café/Cookery School | Kākano Cafe
14. Te Kura Kaupapa Maori o Te Whanau Tahi | Poipoia
15. Ariki Creative and Manu Media (Digital Natives Aotearoa) | IwiNet
16. Tatau Pounamu ki Ōtautahi | Sisters 3
17. Te Puna Oranga | Whanau Resource - Whakatōkia te Kakano o Te Haa
18. Te Ataarangi ki te Tau Ihu ki te Waka a Māui | Nga Muka
19. Maata Waka Trust ki Te Tauihu | Tiramarama Mai
20. Te Hauora o Ngāti Rarua Ltd | Maara Oranga
21. Omaka Marae | He Pa Ora, He Pa Wānanga
22. Te Hauora o Ngati Rarua | Ruka Tapata Tamati Trust
23. Te Ha O Whare Kauri | PATH Training
WAVE TWO:24. Te Runanga o Arowhenua | Orakanui
25. Ngai Tahu Māori Law Centre - Motoitoi | Hoki Ki Te Kainga
26. Ngai Tahu Māori Law Centre - Purakaunui | Purakaunui
27. Te Kaihinaki Consultancy | Te Whakapiki Wairua
28. Arai Te Uru Whare Hauora | Toka Tu Moana
29. A3 Kaitiaki | Project Kete
30. Tokomairiro Waiora | Mahinga Kai
31. Te Roopu Tautoko Trust | Whakaari Marae Theatre
32. He Waka Tapu Limited | Bros for Change
33. Hale Compound Conditioning | Te Huarahi Oranga
34. Te Tapuae o Rehua | Whenua Kura
35. He Toki Ki Te Mahi Charitable Trust | He Toki Ki Te Mahi
36. Kanohi Ki Te Kanohi Consulting | Kia Korero Tahi Tatou
37. Te Ora Hou | Whanau Mauriora
38. Tipu Taitama Voyaging Trust | From Hawaiki
39. Soul Full Superfoods Ltd | Healthy Food Choice
40. WestREAP | Tuia Te Tai Poutini
41. Waikawa Marae | Poutama Ahi Kaa
42. Te Awhina Marae o Motueka Ltd | Mana Kaumatua
43. Kaikaiawaro Charitable Trust | Whanau Land Initiative
44. Waka Whenua Limited | Waka Whenua
45. Whakatu Te Korowai Manaakitanga Trust | Hei Whakatipuranga Whānau
WAVE THREE:46. Te Rūnanga o Ngāti Waewae | Hīkoi Waewae
47. Te Tai O Marokura Charitable Trust | Whakamana Ngāti Kuri
48. Waka Whenua Ltd | Puha Pesto49. Nga Kete Mātauranga Pounamu Charitable Trust
| Waiora Mokopuna 50. Tuatapere Community Support Worker Trust |
Tuatapere Whānau Support Worker 51. Otautau & District Community Charitable Trust |
Integrated Family Support Services52. Northern Southland Community Resource Centre
| Integrated Family Support Services53. Rangatahi Tumeke | Rangatahi Tumeke54. Ngā Kete Mātauranga Ki Pounamu | Hīkoi to
Hauora55. Awarua Whānau Services | Try whānau56. Koha Kai Trust | Koha Kai57. He Waka Kotuia Charitable Trust | Kai a Koe Te
Mana58. Methodist Mission | The Hub59. He Waka Kotuia | He Waka Kotuia60. Te Kura Kaupapa o Ōtepoti | Te Kura Taiao61. Kāi Tahu Ki Otago - Tūmai Ora Whānau Services
| Ruia62. Early Start | Outreach Services, Shirley63. Yoga in Schools | Yoga Warriors64. Purapura Whetu | Tri-Pounamu65. Ngā Hau e Whā National Marae | Marae Maara
Kai66. Waihōpai Rūnanga Incorporated Society | Youth
Mentor67. Te Rūnanga a Rangitane o Wairau | Te Ngakinga
nui a Wairau68. Te Hauora o Ngāti Rarua | Maara Oranga69. Abel Tasman Whenua Iti | Te Waka Tangata70. Whakatū Marae | Manawa Ora 71. Arthur Phillips| Te Oranga o Wairau72. Barney Thomas | Parerarua Whānau73. Jason Grey | Mere Te Aka Grey Trust74. Jerry Pu | Karara Kopae a Tuhaitara75. Jo Howard | Healthy Homes, Te Ha o Kawatiri76. Stephanie can der Anker | Te Ngākau Pono77. Stevie Blair | Rangatahi Tū Meke78. Tracey Wright-Tawha | Ngā Kete Mātauranga
Pounamu; Ties That Bind Us79. Rachel Miller | Te Maiharoa80. Leigh Spencer | Forest Pharmacy81. Hemaima Hughes | Hui Hapai Taumaha
Hapūtanga
