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KA Ū TE WAKATakitimu Ora Collective Impact

2015 Business Plan

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WHAKATAU

Ko wai te waka e takoto nei, ko Takitimu, ko Takitimu! Pā atu rā taku hoe ki te waka e takoto neiRei kura, rei oraRei ora te mauriRūrurkutiaRūrukutia te waka e takoto neiRūrukutia te kei matapupuniRūrukutia te ihu matapupuni a TāneRūrukutia te kōwhao tapu nui a Tāneo te waka e takoto neiTīhei Takitimu Ora!

Tēnā tātau i te āhuatanga o ngā mate tuatini o te wā, rātau te hun-ga kua kopi te waha, kua turi ngā taringa, rātau kua ngū. Nō reira ngā mate haere atu rā ki Tua-o-Whakarere. Ka hoki ki a mātau te hunga kua mahue mai ki muri, tēnā tātau katoa.

Tēnā tātau i te āhuatanga o te kaupapa i whakaemi ai mātau, arā te whakawhanaketanga o ngā whānau māori e noho nei ki ngā kāinga, ki ngā marae, ki ngā hapori huri noa i te rohe nei. Kua rewa te waka o Takitimu Ora ki ngā tai karekare o te wā, hēoi anō e ngana tonu ana ngā kai tārai, ngā kai urungi te whakatere waka ki uta, ana ko mātau ērā, Nikā tā mātou mahere rautaki hei whakangāwarihia te anga whakamua hei whai oranga anō mō te hunga rangatahi i te tuatahi, a nāwai rā mō te whānau whānui puta noa. Nō reira tēnā koutou katoa.

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WHAKATŪWHErAIntroduction

Takitimu Ora is a collective of leaders representing Māori community organisations based in Heretaungai . The collective was formed in response to Te Pou Matakanaii seeking to support communities to form partnerships focused on improving wellbeing using a collective impact approach. Māori traditions and beliefs provide the context to our work and Collective Impact the toolsiii . Our name was chosen to reflect the breadth of the relationships that the approach embraces, similar to the many genealogical connections to the great waka (canoe), also the depth of the approach in relation to the sacred treasures that travelled upon the waka to protect and sustain its descendents in our new home.

Ka ū te waka is our annual business plan for 2015/16 and a call to action for community groups, marae, providers, government and businesses to come together.

Ū – Nurture, strengthen, focus, achieve (Papatūānuku, Rangnui, Tūmatauenga)

i Hastings, Ngati Kahungunu, Taiwhenua https://www.google.com/maps/d/viewer?mid=zwp6uyYgvURU.kIjXqByVbho8&hl=en_USii North Island whānau ora commissioning agency http://www.tepoumatakana.com/iii Collective impact http://www.collaborationforimpact.com/collective-impact/

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CONTENTS

1. Introduction - whakatūwhera 4

2. Our journey - whakarewa 6

3. Our vision - whaia te pae tāwhiti 8

4. Our goals - whaia te pae tata 10

5. Outcomes framework - whakamaua 12

6. Supplier model - whakatina 14

7. Our community - whakahuihui 15

8. Our Collective Imapct initiative - whakamahi 16

9. Collective Impact steps - whakawhaiti 16

10 Back bone support - tautokona 17

11. Action plan 2015/16 – kōkiritia 18

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WHAKArEWAOur Journey

Our journey has been constructed using tools and approaches such as Appreciative Inquiryiv, Results Based Accountabilityv , Collective Impact and ASPIR€ reframed using Māori concepts and practices of Ngati Kahungunu. We have been guided in our work by CLS Group Ltd and Haggerty & Associates. The collective partners are:

• TeTaiwhenuaoHeretaunga• NgāMaraeōHeretaunga• TeWānangaWhareTāpereoTakitimu

• WaimāramaMarae• WhānautahiTrust• U-TurnTrust

iv Appreciative Inquiry https://appreciativeinquiry.case.edu/intro/whatisai.cfmv Results Based Accountability http://resultsaccountability.com/about/what-is-results-based-accountability/

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WHAIA TE pAE TāWHITI

Our vision

Our vision is to grow whānau potential.

In all things we do successfully we have:

• Community – building communities by connecting people, deepening communities with whānau/family action

• Leadership – ambassadors for our communities, championing issues, growing leadership

• Te Ao Māori – identity, language and culture as a means of empowering communities

• Knowledge – data, research and narratives for understanding and improving performance

Our partnership is organised in a way that brings collectiveimpact together within a Māori construct.

TaurapaBackbone

rauawaContinuous Communications

Taurapa - Backbone : The taurapa is the carving situated at the rear of the waka that extends toward the heavens and joins Papatūānuku (earth mother) and Ranginui (sky father) maintaining connection, balance and alignment throughout the journey. This is also where rangatira or leadership sits. The backbone infrastructure provides leadership over the initiative and coordinates the participation of stakeholders. The backbone ensures activities are aligned to the goal of the collective through regular engagement and reporting.

rauawa - Continuous Communicaitons : The rauawa run along the sides of the waka where food and water are stored used to sustain the travellers during their journey. In the same way communication sustains the momentum of the initiative by keeping stakeholders engaged and informed of activities and results. This occurs through regular meetings and reports facilitated through the backbone.

Hoe - Mutually Reinforcing Activities :The hoe or paddle is the force that drives the waka towards its destination. In the same way the hoe represents activities undertaken by each stakeholder working in unison. The activities align to the goals held by the common agenda however each maybe different between agencies who work from one shared plan.

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HoeMutually Reinforcing

Activities

TakereCollective Impact

Initiative

KaitiakiShared Measurement

TauihuCommon Agenda

Takere - Collective Impact :The takere is the hull of the waka that carries people toward their destination. In this regard the takere is collective impact through all of its 5 components together is able to carry the aspirations of the community forward to be realized.

Tauihu - Common Agenda : The tauihu is the head of the waka cutting through the water it represents the future as it leads the waka toward its destination. The common agenda through its shared vision and goals drives the activities of the collective.

Kaitiaki - Shared Measurement System : This is the carved figure behind the tauihu that looks back over the paddlers. The purpose of the kaitiaki is to protect the paddlers ensuring they stay on course. In the same way the shared measurement system informs stakeholders of the results of their activities and progress toward achieving the goal.

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WHAIA TE pAE TATAOur goals

Our community goals for the next 3 – 5 years centre around, “Rangatahi to Rangatira”

We will work to advance the education, income and health of our neighbourhoods and communities to ensure every child succeeds, every step of the way, from “Cradle to Career”. In order to achieve results for rangatahi, we must focus on:

1. LINKING WHāNAu ANd COMMuNITy SuPPORT

GOAL: Whānau/families have access to food, shelter, health, and safety

When individuals are unable to meet their basic needs, it becomes more difficult to focus on long-term goals such as employment, housing, or education. Takitimu Ora supports basic need services as critical to getting people back on their feet and on the road to self-sufficiency.

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2. WeALTH CReATION

GOAL: Whānau gain job stability, income and financial tools to thrive

Households that are financially stable and have sufficient income to support their whānau create a stronger community and economy. Takitimu Ora is helping whānau build a firm financial foundation by bringing together partners from businesses, community organisations, and local government to help more whānau in our community reach financial independence.

3. HeALTH ANd WeLLBeING

GOAL: Children and whānau have access to affordable health services to improve their overall health

Access to affordable, quality health coverage and care are essential for individuals to stay healthy and return to health when illness strikes. By increasing the number of children and adults who have access to health services and regular health care, including mental and oral health, we can help individuals and whānau build healthy foundations for success in life.

4. Te AO MāORI

GOAL: Children, youth and their whānau have access to Māori arts and culture

Individuals and whānau who have a strong connection with marae and cultural identity are more resilient resulting in better life outcomes. Takitimu Ora supports marae as healthy environments, mātauranga (Māori knowledge) and ngā toi (Māori arts) as an important element to education and cultural expression key to realizing Māori potential.

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WHAKAmAUAOutcomes framework

Takitimu Ora has designed an outcomes framework where activities under collective impact initiatives can be clearly aligned to the health and wellness conditions we want to see in our communities for young Māori.

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WHAKATINASupplier model

Takitimu Ora has adopted the ASPIR€ model to show a clear line of sight from activities to outcomes. The process encourages collective action, courageous conversations and a culture of continuous improvement.

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WHAKAHUIHUIOur community

Hawkes Bay is rich in natural resources making primary and manufacturing industries the cornerstones of our region’s economy. The largest employing industries in the Hawke’s Bay as a whole are agriculture, manufacturing, health care, retail trade and education. There is also a strengthening Māori economy driven by growth in the primary industry and treaty settlements. Ngati Kahungunu is the third largest iwi in NZ and make up over 40% of all Māori living in Hastings. Hastings has the largest population in the Hawke’s Bay at 70,842vi of which 24% are of Māori descendent. Māori will account for the majority of growth in the working-age population over the next two decades.

Despite the regions abundance, within our communities of Heretaunga:

vi Statistics NZ http://stats.govt.nz/Census/2006CensusHomePage/QuickStats/AboutAPlace/SnapShot.aspx?type=ta&ParentID=1000006&tab=Culturaldiversity&id=2000030

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WHAKAmAHIOur Collective Impact Initiative

Takitimu Ora has chosen as our first collective impact initiative to: Increase Māori youth in trades.The definition of ‘youth’ can differ, generally based upon age groupings. Data is available in 5-year age groups. On this basis, the definition of youth used for the purposes of this initiative is ‘people aged between 15 to 24 years who identify with Māori as an ethnicity’. As our first initiative we want to focus on Heretaunga specifically those youth living, studying and/or working in the communities of Flaxmere, Whakatu and Waimārama.

WHAKAWHAITICollective impact steps

Takitimu Ora wants to work with willing partners who can operate with the speed of trust. We will create action orientated eco-systems that make it easy for people to contribute underpinned by our core value of manaakitanga. When people and organisations are brought together in a collective impact initiative they should expect:

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TAUTOKONABack bone support

Takitimu Ora has a backbone infrastructure at Te Taiwhenua o Heretaunga that supports the work of the collective.

Governance Provides strategic leadership and advocates on behalf of communities

Project ManaGeMent Convenes governance, committee and stakeholder meetings, monitors and reports achievements, aligns activities and pursues opportunities

SteerinG coMMittee Provides strategic guidance and stakeholder accountability around the initiative

Stakeholder MeetinGS Individually and collectively identifies contribution to the initiative, deliver, report and review performance

Shared MeaSureMent SySteM Gathers and reports data around activities promoting accountability, learning and improvement

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KōKIrITIAAction plan 2015/16

Takitimu Ora over the coming year will focus on building out the backbone infrastructure whilst undertaking our first impact initiative. The matrix below maps our work against the 5 conditions of CI. The work we have completed to date is shown in the first row with the actions required for the 2015/16 in the second row.

Common understanding of the problem and shared vision to solve it

• Rangatahi to Rangatira• Every child at every step

involved, engaged and succeeding

SHaredMeaSUreS

To be completed in 2015/16: 1. Produce a population analysis for Māori youth in trades.

2. Populate outcomes framework.

Collecting DataMeasuring results.Focusing on performance management.Shared accountability

• Children & rangatahi analysis

• Current investments• Current measures • High needs measures • Indicators• ASPIRE model • Forward facing measures

To be completed in 2015/16: 9. Identify high level indicators & performance measures for initiative

10. Review current investment analysis around rangatahi & trades

CoMMoNageNda

CoNdiTioNS aligNMeNT goalS

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• Takitimu Ora partners• Contribution charts

Education, health communities, arts & social services

• Governance• Project management• Administration

3. Identify stakeholders for initiative and invite to hui

4. Complete contribution charts

5. Confirm a shared planning template

6. Convene hui with stakeholders to develop shared plans

7. Appoint Project Manager 8. Research base-line and

establish forward facing measures for trades

• Flashlight not a Hammer• Local data, Attendance ECC,

Rates of offending, No quals• At risk whanau• Health, WINZ stats

• Align data agendaie: opportunity youth data and non achieving Health checks, AOD,NEET, Other

• Non-disclosure agreement• Whānau engagement

and assessment analysis completed

• Mobile technology devices confirmed

• Initiated scoping of Whānau Tahi

11. Develop performance measures with suppliers

12. Engage local agencies to establish data analysis group

13. Establish data development agenda for initiative

14. Test and approve data sharing protocols with stakeholders

15. Implement technology platform for data capture and reporting

CoNTribUTorS SHaredplaNS baCkboNefUNCTioN

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Differentiated approachesCoordination through joint plan of action

• Flashlight • Look at what’s working • Planned meetings

To be completed in 2015/16: 16. Develop agenda and facilitation approach for stakeholder meetings

• Consistent open communication

• Focus on building trust

• Partnership happens at the speed of trust

• Policy, principles, transparency Web presence report cards web page

•Storiesandevents

To be completed in 2015/16: 23. Develop website to locate documents, report cards, etc

24. Complete and approve policies

25. Develop approach to story board initiative

Convene coordinate resources, skills Action orientated Strengths basedCompetent with toolsIndependent

• Able to switch to the current focus

• Stay on course • Baselines are known • Report cards

To be completed in 2015/16: 32. Review the initial Terms of Reference to reflect the next structure for initiative

CoNTiNUoUSCoMMUNiCaTioNS

MUTUallyreiNforCiNgaCTiviTieS

baCkboNefUNCTioNS

CoNdiTioNS aligNMeNT goalS

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• Share meetings • Invite others • Not all plumbers around the

table

High energised conversationsAcknowledging first followersActions that are part of your normal role

• Follow through on meetings actions

• Report in between meetings • Convene coordinate

17. Develop engagement strategy for stakeholders

18. Develop strategies to link activities and celebrate successes across stakeholders

19. Develop CI meeting schedule for stakeholders

20. Appoint facilitator21. Develop activities

management system22. Schedule stakeholder follow

up between performance meetings

•Backboneandinternal backbone

Sign up to policy principles level of disclosure spelt out

•Providedbybackbone• But also seeks to involve

other experts spread the heavy lifting

26. Engage and consult communities on 15/16 business plan

27. Engage marketing and communicatrion stakeholders

28. Develop communication plan for 15/16

29. Source website designer30. Confirm back bone editor

role31. Deliver on communication

plan

• Located outside any one partner, firstly resourced by TPM

Plans on five conditionsLet partners own plans

• Next steps • Identify key roles /people • Look at examples of

successful models • Avoid repeating others

mistakes

33. CLS Group, Haggerty & Associates

34. Schedule actions from the business plan

35. Adopt Smart Sheet to manage activities

36. Confirm staff for backbone37. Join CI peer group with

others

CoNTribUTorS SHaredplaNS baCkboNefUNCTioN

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