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TTTe Taiwhenua o Heretaunga

Strategic Plan 2013 - 2018Tō tātou moemoea me tō tātou kaupapa

“Our Vision and Our Purpose”

HERETAUNGA HAUKU NUIHERETAUNGA ARARAU

HERETAUNGA TE HAARO O TE KAAHUHERETAUNGA TAKOTO NOAHERETAUNGA RINGAHORA

Ngā mihi o te wā, mā Te Runga rawa koe hei manaaki

In 2006 Te Taiwhenua o Heretaunga engaged in a whānau-development research project with the participation of twelve Marae in a series of hui-a-kaupapa and associated activities. This resulted in the publishing of the WDARP report, a blueprint to progress Marae strategic capability and community development.

Strategic capability was defined as ‘Our ability to achieve our desired future, rather than our expected future’. The alarming conclusion reached was that the prevailing ‘expected future’ for our marae and urban communities was one of ‘continued decline, which one could expect to conclude in eventual demise’. Since the WDARP report, our work has focused on reversing this predicted demise.

An unacceptable number in our community are in a dire situation owing to circumstances such as substandard housing, poor health literacy and health outcomes, unemployment and disconnection from whānau and

community. Service-provision is orientated to ‘cure rather than prevention’.

A vibrant community has strong marae\hapū as its foundation. We as a kaupapa hapū/marae mandated organisation will use our skills and capabilities to promote improved marae\hapū\whānau development.

It is this organisations strategic intent to work with and embrace the wider community. This strategic plan sets out this organisation’s five strategic priorities, and identifies what action we will take to achieve the outcomes that have been determined.

Nāku anō i runga i ngā mihi

Mike Paku.Te Haaro Board Chair

Tēnā koutou katoa

E ngā mate o te tau haere atu rā. Haere ki te tini me te mano. Kāpiti hono tatai hono. Te hunga mate ki te hunga mate. Haere haere haere atu rā. Kāpiti hono tatai hono, te hunga ora ki te hunga ora, tēnā koutou tēnā koutou kia ora tātou katoa. Tēnei te mihi nui ki ā koutou ngā whānau hapū\marae o Te Taiwhenua o Heretaunga, i runga i te karanga o ngā kahui rangatira o Matariki, hei tohungia te tau hou o te Māori he tirohanga ki paerangi mō ngā tau e rima. Matariki whānau ora. Tihei mauri ora

Cover: The new entrance to Heretaunga Park is named Ringahora.

Ringahora is a matriarch ancestor who symbolises manaaki by the gesture of open hands in acknowledgement of the welcome extended by the tangata whenua to manuhiri.

The entranceway underwent a significant upgrade in late 2012 to create a more clearly-defined approach for manuhiri. The gardens and seating provide a relaxed gathering area, while three flagpoles were positioned to allow TToH to hoist banners acknowledging significant occasions.

Back Cover: The red and black pattern (Mā Pango Mā Whero) on the floor of Te Manawa is a visual reference to the fault lines, folding and lava flows that continually re-shape the surface of Earth, caused by Ruaumoko, the unborn son of Papatuanuku and Ranginui.

Mā Pango Mā Whero ka oti ai te mahi is also about co-operation and working together.

Tēnā koutou katoa

Te Taiwhenua o Heretaunga (TToH) has developed this Strategic Plan as a roadmap for our organisation and community for the next five years.

Since running training courses in 1991, TToH has grown to become one of the largest non-governmental service providers on the East Coast. It is a well-developed and a highly-respected organisation, and the only mana whenua-mandated provider within Heretaunga. The beneficiaries are our hapū\marae and whānau.

TToH has a dedicated staff of more than 170, carrying out 55 contracts for service to people and communities within the Ngāti Kahungunu takiwā, which stretches from Mahia in the north to Wairarapa in the south. These are challenging times for TToH. Demand for our services continues to grow, and in some cases has outstripped our capacity to provide. This is predominantly due to a large and rapidly-growing population of tamariki\ rangatahi\ kaumātua facing uncertain futures, and communities beset by increasingly severe and complex problems.

The stakes are high. The future wellbeing of our region depends on these rangatahi and their communities being uplifted and enabled to participate in, and contribute to society. We need them to be able to live fulfilling and prosperous lives. Therefore the organisation will need to work closely with and to embrace the wider community and other providers.

The TToH Strategic Plan is therefore based on the principle of Better Whānau Futures. It sets out our focus and goals within five strategic priorities - the essential building blocks of our kaupapa - along with the strategies to achieve them. These are:

• Kainga (Communities)

• Mātauranga (Education)

• Mahi (Work)

• Oranga (Health)

• Building Our Organisation

The holistic and interdependent nature of these five priorities means that any one outcome may help achieve multiple priorities.

TToH faces these challenges in an increasingly difficult and competitive funding environment. However, we are confident we can meet them through the continued support of our marae, beneficiaries, communities, partners and funders. At the same time, we look ahead to exciting times as we launch the first phase of our Matariki Whānau Ora Project and celebrate the milestone opening and blessing of our first Kaumātua Whare in Flaxmere on 12 July 2013.

There is a saying that sums up our philosophy.

“Kanohi ki te kanohi

Pokohiwi ki te pokohiwi

Mahi te mahia”

Let’s go face to face, shoulder to shoulder, to get the work done

Mauri ora ki te Mana Māori

Marei ApatuActing Chief Executive and Te Kaihautū

Executive Summary

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Healthy, educated and engaged communities are the platform on which prosperous lives are built; if everyone is working, vibrant communities will follow. The environment, including traditional Marae/Hapū lands, also serves to protect, promote and maintain whānau wellbeing. TToH will work to create opportunities for the development and growth of all Māori, to enable their access to meaningful work opportunities.

Outcomes 1.1Vibrant whānau and connected communitiesA well-functioning and inclusive society is a trusting and caring community. Neighbourhoods in which people keep an eye out for each other take an interest in maintaining ties and networks. They have a shared pride of place and are more likely to be safe and fulfilling environments than those where there is little, or negative, interaction.Whānau with a strong sense of pride and community are the key to building strong, sustainable and connected communities. These people will act as advocates to promoting, contributing and improving their

neighbourhoods. The built environment contributes to the way people feel about where they live and impacts strongly on the sustainability of the natural environment.

Outcome 1.2 Increased leadership for community concerns is demonstratedThe development of strategic relationships is necessary to build the connections that will allow TToH to operate as a “champion” for those in the community whose voices would otherwise go unheard.

Outcomes 1.3Increased healthy and affordable housing optionsAffordable housing is important for people’s wellbeing. For lower-income households, high housing costs are often associated with severe financial difficulty and insufficient income to meet other basic needs such as food, clothing, transport, medical care and education.

Priority One: Kainga

Welcome for the Hikoi participants at the Waitangi Day Celebrations Tautoko Whānau – Children’s Day 2013 in Flaxmere

Family Start – Food Bank Donation Te Ahurutanga– affordable and healthy housing for our kaumātua

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TToH understands the value of looking forward, to ensuring our children and their children benefit from parents living in a healthy environment, connected to and participating in a community. TToH will work to ensure each generation has the knowledge and ability to live prosperous lives and to pass on that knowledge and ability to their children.

Mātauranga encapsulates all skills acquired throughout life, through formal and informal learning, training and education, in both the Māori and non-Māori worlds. It involves the discovery and identification of skills, traits and potential.

Priority Two: Mātauranga

The healthy and prosperous closeness of mother and child

Whakaakoranga – tutor and studentTe Whare Karamu - a life-changing experience for teen mothers

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Outcome 2.1 Increase whānau achievement in education and the workforceOur focus is to ensure whānau have the necessary skills, knowledge, training and education to participate fully and

succeed in society. Each generation receives the education and support it needs to thrive and participate meaningfully in the community, and has the means and motivation to pass on this knowledge for the betterment of whānau in successive generations.

Priority Two: Mātauranga

Education - Te Tirahou Story Time Health and Safety - Te Tirahou Earthquake Turtles

The trusting relationship between rangatahi and co-ordinator Tertiary scholarship in Clinical Psychology

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We provide organisational support and influence that is extended to all Māori in terms of opportunities for training, paid employment, innovative and entrepreneurial enterprise, and domestic and voluntary service.

Outcome 3.1Increased whānau participation in paid employmentMSD’s definition of sustainable employment refers to the achievement of economic independence throughout working lives (MSD 2004:47). Work is good for people of all ages, their families and society, and vital in the fight against child poverty. People who work are better-off financially, in their health and wellbeing, self-esteem, and in terms of future prospects for themselves and their families. Work promotes choice and independence, supports our society and increases community cohesion.The world of work is changing; more skills and qualifications are needed to get a job and make progress in work.

Outcome 3.2Marae/Hapū undertake strategic development planningWithin the Ngāti Kahungunu rohe, a variety of healthy and affordable lifestyles can be pursued. A peaceful, harmonious and secure society is a vital and profound social asset that

Priority Three: Mahi

Continuous workforce development for TToH staff

Alfalfa Catering and Café

directly benefits the economy and the quality of life of its citizens. If people’s perceptions of their overall quality of life are high, their sense of wellbeing also tends to be high.A prosperous community is one in which employment is growing, unemployment is low, incomes are relatively high and evenly distributed, and people are well-educated. Having a decent income is a crucial element contributing to quality of life, because most basic needs such as food, water, shelter, healthcare and many forms of recreation have to be purchased.

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This encompasses whānau, community and environmental wellbeing, which includes Taha Tinana, Taha Wairua, Taha Hinengaro, Taha Whānau and Mauriora (cultural identity), and Waiora (physical environment).

Outcome 4.1Healthy and Sustainable EnvironmentOur physical and mental health is protected. Living and working environments are safe, and everyone has access to healthcare. Every opportunity is taken to encourage good health that is vital to wellbeing. Without it, people are less able to enjoy their lives; their options may be limited and their quality of life and happiness may be reduced. They are unable to participate in, and contribute to the economic, social and cultural life of the region.

Good health assumes a supporting framework of efficient and effective primary and community health services.

Outcome 4.2Services focused on Māori health prioritiesThe environment is everything around us. It includes the places where we live, learn, work and play. These environments are important influences on our wellbeing, social connections and sense of community belonging. The opportunity to live a healthy life often depends on living in a healthy environment. Everyone’s environment should be

Priority Four: Oranga

Te Tirahou - happy and robust little gardeners

Ko Wai? Nō Wai? Mā Wai?

free of unhealthy materials or hazards that can cause illness or even death.Good air, water and soil quality, and reducing waste are all essential to maintaining a healthy environment and ensuring the sustainability of resources. Primary land uses such as agriculture, dairying and cropping are key contributors to our economy but they can have undesirable consequences for the environment.

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Outcome 4.3Effective ServicesTToH will cultivate wellness amongst our communities by ensuring Māori continue to have access to well-run primary and community services meeting whānau outcomes.

TToH will leverage its hauora expertise to ‘cultivate wellness’ through the education of Māori to take personal responsibility for their health and recognise that ‘prevention is better than cure’.

Kaumātua keeping fit with a healthy lifestyle

Immunising our tamariki Students internship with Hauora Dental

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In order to enhance service delivery and outcomes for our people, the first step is to take stock of TToH as an organisation; to retain the best and exploit the potential to create:

• Efficient processes• People capital – the right person in the right place at the right time; ‘fit for purpose’

• Strategic management of our information and intellectual property

• Effective communications – with our community, our stakeholders and our people

‘Matariki Whānau Ora’ is the name of TToH’s Whānau Ora strategy. The appearance of the Matariki star constellation signifies a time of seasonal change and new beginnings. It is a time to take action and prepare for the forthcoming seasons. Similarly, our Whānau Ora business plan is also about change, action and preparedness.

Priority Five: Building our Organisation

Pou Tikanga – the launch of Te Toi Huarewa

Matariki Whānau Ora envisages that by transforming our services we will be in a better position to support whānau. Community and whānau in turn will be better able to support each other. The main features of Matariki Whānau Ora are:

• A value based organisation that embraces change.

• Process-mapping -- creating capacity and the blueprint for organisational change.

• Right person, right place – moving from a culture of compliance to community.

• Information Management strategy and systems aligned to processes and people.

• Strengthen relationships with our community – to develop and implement a TToH Communication Strategy.

Outcome 5.1An organisational culture that is kaupapa-drivenTToH is disciplined and dedicated in its ongoing reviews of performance, the effectiveness of its services, and the quality of its client experience. There is clear understanding of the current reliance it has on external funding to support service-delivery.

The organisation has evolved into one that operates as independent divisions but collectively delivers an expanded scope and quality of services to the Heretaunga community. Each division has its own client entry point, its own information base designed to meet contract-compliance requirements and funding arrangements, and its own relationship with the clients served.

TToH recognises the unique nature of the clients and communities it serves. To this end, kaupapa Māori is equally as important as employee competence. The organisation currently employs a Pou Tikanga (Cultural Adviser) who will have a significant part to play in supporting communications and culture.

Outcome 5.2Strengthened relationships with our communityTToH will ensure the wider community embraces and understands the organisation service-offering.

The organisation must be considered by the community it operates in as a credible service provider. Communications should inform the community about the high level of support and services that can be accessed through TToH, and how whānau can self-navigate across those services. This requires the development of a Communications and Marketing programme to operate in tandem with the organisation’s key change-management initiatives. It further includes a managed and proactive approach to the flow of information through the media.

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Outcome 5.3Organisational culture of evaluation and continuous improvementA key aspect of the proposed Information Management (IM) Strategy will be to enable our people to share and access information across all TToH divisions. This will improve our research and evaluative capacity. In its current state, our IM is limited, and services are unable to share information or make electronic referrals to other services.

Our IM also needs to support another key TToH driver, that of improving organisational efficiency and creating additional capacity. It is intended that an IM strategy should include the future-proofing of existing hardware and that any IT investment meets and enhances the organisation’s information-management capability.

Going forward TToH needs to ensure that any IT identified and that any investment considered must meet and enhance the organisations information management capability.

Outcome 5.4 Enhanced responsiveness and scope of deliveryTToH has undergone significant organisational change in recent years, with resultant growth in the size and scope of its operations. This transformation has had significant flow-on effects on service-provision; scale of revenue; cost-management and financial reporting; size of the asset base; and increased in staffing.

TToH is to engage with funding providers to build opportunities for contract-consolidation and streamlining. It will conduct research and develop prospects to build and grow services, moving from its current position as a service-supplier to one of ‘service brokerage’. This will require re-orientating of employees, individual goal setting, and performance reviews against enhanced capacity.

Staff workshops contribute to implementation of the Strategic Plan

Tai Ora Community were the winners of the marae noho Wearable Arts show - Pōwhakangahau

TToH Senior Management Team

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Outcome 5.5 Planned organisation growthOver time, TToH has taken an ad hoc approach in terms of its staffing levels and capabilities to respond to the organisation’s immediate needs, rather than adopting a long-term strategic plan.

In 2012 TToH reviewed its human resourcing capabilities to ensure better alignment with its aspirations and future operational requirements. The objective was to ensure the ‘right person, right place’ is engaged across the organisation, and to address the need for additional capacity to ensure appropriate levels of strategic support and internal expertise are maintained.

TToH employee resources will be aligned to future business requirements and streamlined operations. It is important that organisational structure and roles continue to remain current, and a pool of labour talent with an affinity for the organisation is available to populate vacancies as they arise.

TToH will develop and deliver a distinctive programme to ensure the current and future leaders of the organisation are equipped to lead change and effectively manage its operations. This will include a needs-assessment and individual development plan to foster management competence in people, organisation-planning and goal setting, finances and resources.

Outcome 5.6 Reporting and MonitoringTToH is committed to the implementation of new information systems to enhance reporting and contract compliance, and

evaluation to provide a better customer experience. TToH plans to undertake a ‘stocktake and review’ of its internal processes and information management. An expected outcome will be that TToH will be able to enter into initiatives with other organisations with a better understanding and appreciation of what it ‘brings to the table’.

An understanding and review of TToH ‘whole of organisation’ contract requirements will identify duplication and inefficiencies in compliance and reporting requirements. This will create a platform to engage with funders on opportunities for contract and compliance streamlining. Some funding agreements have distinct data maintenance and reporting requirements that could be managed on an integrated basis, so there is potential for efficiencies to be passed on to contract funders.

TToH Whānau Ora Team – Kaitakawaenga and Analyst

Acknowledgement of TToH Registered Nurses by HBDHB

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Outcome 5.7 Fit for purpose information systemsTToH has identified that ‘information’ is one of the foundations that enable us to operate efficiently, ensure funder-compliance requirements are met, and deliver services effectively.

The current IT system is a barrier to achieving this outcome. The information that we currently gather is a mixture of paper and electronic records, which makes sharing and evaluating information a challenge.

As part of our commitment to aligning our systems and processes, TToH will be undertaking a review of how it operates by way of a LEAN process-mapping system and the development of a fit-for-purpose MOS (Management Operating System). It is anticipated that this work will increase organisational capacity and create a blueprint for organisational change.

The Whānau Ora business case also enables TToH to engage external expertise to assist with mapping and reviewing Information Management (IM) requirements. This piece of work supports the organisational goal of improving efficiencies and processes.

Outcome 5.8 An integrated risk management approachThe Board has a responsibility to be able to effectively monitor the financial performance of TToH. The establishment of an appropriately structured and qualified Audit and Risk Committee will play a key role in assisting the Board to fulfil its responsibilities, and can contribute significantly to reducing the chance of audit failure, whilst improving overall risk management and corporate governance.

Risk management is the co-ordinated set of activities and methods used to direct an organisation and to control the many risks that can affect its ability to achieve objectives. Adopting an approach to risk management will increase the level of understanding of risk across the whole organisation and develop the risk-management capacity of all managers.

Quality and Risk Steering Group Committee

The Audit and Risk Committee for TToH

Top: Tom Manaena (chair) Elizabeth CarrMiddle: Jacoby Poulain Kellie Jessup

Bottom: Christine Hilton

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Strategic Priority One: Kainga• Vibrant and Connected Communities• Healthy Homes• Affordable Housing Options

KEY RESULT AREA STRATEGIES

1. Vibrant whānau and connected • Supporting and developing community organisations, communities events and voluntary agencies.

• Linking whānau to positive community support networks.

• Supporting the reduction of crime and violence in the community.

• Working to improve access to community facilities.

• Support the development of 3 Heretaunga Marae

• 3 Marae/Hapū to undertake development planning.

• Increased Marae/Hapū leadership participation in Marae/Hapū development initiatives.

2. Increased leadership for community • Develop a strategic relationship management plan. concerns is demonstrated

• Facilitate placement of board members and community leaders into key strategic positions.

• Co-ordinate community responses to issues impacting on Māori.

3. Increased healthy and affordable • Implement our housing strategy housing options

Strategic Priority Two: Mātauranga• Skilled and Qualified Whānau

KEY RESULT AREA STRATEGIES

1. Increased whānau achievement in • Ensure all TToH services have focus on engaging education and the workforce whānau in education.

• Increase whānau skills and qualifications through employment and work experience at TToH.

• Partner with industry, education providers and employers to get rangatahi into cadetships and employment.

• Maximise opportunities to provide early childhood and youth education services.

• Review the feasibility of Whakaakoranga

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Strategic Priority Three: Mahi• Sustainable Employment• Prosperous Living• Thriving and Prosperous People

KEY RESULT AREA STRATEGIES

1. Increased whānau participation in • Education programmes offered by TToH aligned to local employment industry and staircase into higher education.

• Investigate viability of a work brokerage function.

• Increase whānau skills and qualifications through leveraging business partners.

• Support Māori business via TToH supplier selection practices.

• Support a systematic mentoring system.

Strategic Priority Four: Oranga• Healthy Environment• Healthy Population

KEY RESULT AREA STRATEGIES

1. Healthy and sustainable environment • Increased Marae/Hapū participation in environmental management initiatives.

2. Services focused on Māori health priorities • Prioritise areas of focus for Māori health gain.

• Investigate, develop and implement service initiatives to meet community needs.

• Develop service approaches to reduce avoidable hospital admissions.

3. Effective services • Strengthen Kaupapa Māori service model.

• Increased focus on wellbeing.

• Engage community in planning, implementation and evaluation of healthy lifestyle initiatives.

• Develop a health literacy; health education plan.

• Strengthen service integration across Hauora, Hinengaro and Social Services.

• Develop a clinical governance framework.

• Develop clinical leadership.

• Introduce outcome measurement tools for all services.

• Establish a research and evaluation function.

• Develop a standardised organisational enrolment and needs-assessment mechanism.

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Strategic Priority Five: Building our Organisations KEY RESULT AREA STRATEGIES

1. An organisational culture that is • Embed our organisational value in our people systems.

kaupapa-driven • Our people strategy supports our strategic plan.

• Engage our staff in our organisational change.

• Enhance our leadership skills.

• Build our employment proposition.

• Te Reo me ōna tikanga are strong and vibrant in the everyday lives of whānau.

2. Organisational culture of evaluation • Establish a monitoring and evaluation framework.

and continuous improvement • Build research and evaluation capability at all levels of the organisation.

2. Enhanced responsiveness and scope of • Develop a service agreement re-negotiation agenda.

service delivery • Engage funders in service agreement re-negotiations to allow holistic service approaches.

4. Planned organisation growth • Develop an organisation growth plan.

• Investigate opportunities for increased investment to sustain existing services and allow development of new initiatives.

• Develop sustainability plan for Te Manaaki Taiao (TMT)

5. An efficient organisation • Identify and exploit operational efficiencies.

• Internal reporting and monitoring processes are developed to track progress against Business Plan Objectives.

6. Fit for purpose information systems • Immediate IT issues are identified and addressed.

• ICT gap analysis undertaken.

• Information-Management System (IMS) modernised and meets TToH business requirements.

7. An integrated risk-management • Develop a risk-management framework.

approach • Establish Board Audit and Risk Committee.

• Integrate risk management into core business processes.

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Appendix 1: Governance and Services

Organisation Chart

Operational Chart

Te Haaro o te KaahuBoard of Trustees

Te KaihautuRangatiratanga

Kaiwhakahaere MatuaChief Executive

KaiwhakahaereChief Executive

Executive Assistant Pou Tikanga Te Manaaki

Taiao

GM Operations Support

GM Tautoko Whānau me

WhakaakorangaGM Finance GM Hauora GM Hinengaro

Marketing & Comms Te TirahouAccounts

Hauora Heretaunga

Medical & Dental

Ararau Residential &

Day Programme

Q & R Specialist

Family StartTai Ora Clinical Nga Oranga o Te rae

Support Services

RangatahiTai Ora Community

Tai Mana

People & Performance Teen ParentCommunity

Nursing

IT Support Specialist

Attendance Services

Projects

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Te Kaihautū

The capacity of TToH to provide comprehensive social, education, health and community development services, and to progress effective community/regional leadership processes, is underpinned by many valuable partnerships with a wide range of public and private sector organisations.By working with these organisations, TToH can improve service and resource efficiency, gain greater knowledge of the impacts of services and programmes, build better evidenced-based strategies for service delivery across the rohe, and lead community-wide initiatives through a determination to make change that ensures a sustainable and prosperous future for the community, and wellbeing of the environment.

The table below shows the many partnerships TToH has developed for primary service delivery over past years, the focus of these relationships, and their contribution to our strategic priorities and associated outcomes. This helps us focus our relationship management and identify relationship gaps, to inform our partnership-development strategies. Supporting and building on these important relationships is central to the long-term strategic development of service delivery across the Ngāti Kahungunu rohe. The championing of community leadership through an ability to persuade others to follow is required to navigate ourselves through some of the most critical issues our society and community faces at local, regional and global levels.

Iwi Marae HapuNgāti Kahungunu Iwi IncorporatedNgāti Kahungunu (Wairoa Taiwhenua) IncTe Whanganui A Orotu TaiwhenuaTe Taiwhenua o TamateaTe Runanga o Turanganui a KiwaKahungunu ki Tamaki Nui A RuaKahungunu ki WairarapaHe Toa Takitini Treaty Claimant GroupNgā Marae o HeretaungaNgai Tahu / Te Ao MaramaNgati WhatuaWaikato River Authority

Local GovernmentHawke’s Bay Regional CouncilHastings District CouncilNapier City CouncilCentral Hawke’s Bay District CouncilRangitikei District CouncilBay of Plenty Regional CouncilAuckland Council

Central GovernmentAccident Compensation Corporation Biosecurity NZCareers New Zealand Department of ConservationDepartment of Corrections Department of Internal AffairsHistoric Places TrustHousing New Zealand Ministry of Economic DevelopmentMinistry of Education

Ministry for the EnvironmentMinistry of Health Ministry of Justice Ministry for Primary IndustriesMinistry of Social DevelopmentNZ Walking Access CommissionNZ PoliceNZ Qualifications Authority Te Puni Kokiri Tertiary Education Commission

Regional Government AgenciesHBDHBHBPHO

Education InstitutionsAgITO TrainingAlternative Education ProvidersCareerforceEastern Institute of TechnologyFITEC (Forestry Industry Education Council)FutureColInstitute of Environmental Science & ResearchLincoln UniversityMassey UniversityNZ Correspondence SchoolOpen Polytechnic of New Zealand Otago UniversityPrimary, Intermediate and Secondary SchoolsSecondary Schools Principals AssociationTe Kura – Correspondence School Te Kura Kaupapa Māori o Ngāti Kahungunu ki HeretaungaTe Kura Kaupapa o Te Ara HouTe Wananga o Aotearoa

Appendix 2: Our Partners

Partner Organisations

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Te Wananga o AwanuiarangiTe Wananga o RaukawaTrade and Commerce William Colenso College Teen Parenting UnitWorkforce Development

Non-Government OrganisationsAABay City Outreach ChurchBirthright Hawke's BayBusiness Hawke's Bay CCS Disability ActionCitizens Advise Bureau Christian LovelinkCranford Hospice Dove Hawke's Bay Gains PsychologyGeological & Nuclear SciencesEmployers and Manufacturers AssociationFederated FarmersFish and GameForest and BirdHastings Budget Advisory ServiceHastings Women’s Refuge Hawke’s Bay Chamber of CommerceHawke’s Bay Hauora Provider CouncilHawke’s Bay Community Law CentreHawke’s Bay Maori Business NetworkHeretaunga Māori ExecutiveHorticulture AssociationInjury Prevention Association NZMāori Land TrustsMāori Women’s Welfare League Methadone Napier ClinicMauri Protection AuthorityMWH (Montgomery Watson) Napier Budget Advisory Service Napier Family Centre

Napier Women’s Refuge Ngā Whenua RahuiNZ Fire ServiceParentline Hawkes Bay Petroleum Exploration and Production AssociationPlunketPoutama Business TrustPresbyterian Support (Including Family Works)Quality Improvement Group Māori Oral Health ProvidersRelationships AotearoaRadio KahungunuRoopu a Iwi TrustSalvation ArmySouthern Wairarapa Safer Communities CouncilSpringhill Residential Rehabilitation ServiceSt. Vincent De Paul SocietyStrengthening Families Te Rangihaeata OrangaTe Ao Marama NZ Māori Dental AssociationTe Upoko a Nga Oranga o Te RaeWinstone AggregatesWinegrowers Association

Māori Service ProvidersAwhina Social ServicesCentral HealthChoices Kahungunu Executive/Te Whare Maire o TapuwaiNgati Kahungunu Health ServicesTe Aka Charitable TrustTe Ikaroa Rangatahi Social ServicesTe Ora HouTe Runanga O Ngati PorouTe Upoko a Nga Oranga o Te RaeTe Kupenga Hauora Ahuriri Te Roopu Huihuinga Hauora TrustTe Whare Kauri Hauora Trust

Appendix 2: Our Partners

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A 821 Orchard Road, Hastings P 06 871 5350 E Taiwhenua.heretaunga@ttoh.iwi.nzW www.ttoh.iwi.nz