Mapping of elements in Manawa Ora to the He Tauira reporting framework, supported by examples from Māori NPO reports
| Manawa Ora element | He Tauira element | Evidence from NPO reports |
|---|---|---|
| Whakapapa (genealogy and collective identity) | Tūāpapa (foundation/identity) and pou hononga (ecosystem of connections) | Represents intergenerational identity and responsibility; it emphasises long-term impacts and continuity, as seen in aspirations to be “good ancestors”. For example, He waka Tapu’s emphasis on “deep ties to the whenua through whakapapa” and Koata limited’s commitment to “working together for the wellbeing of all” reflect a foundational identity rooted in relationships |
| Pūmahara (collective memory) | Pou tuarongo (institutional/ancestral knowledge) | Anchors the organisation in ancestral knowledge and strategic wisdom, exemplified in the concept of “Ahikā” and enduring legacy. Organisations invoke ancestral narratives to guide present action. Te Rūnanga o Whaingaroa invocates “Mahuta mai te onehungahunga” (emerging from hardship through ancestral strength) to exemplify how collective memory informs organisational purpose. The XRB describes this pillar as encompassing “institutional memory and ancestral knowledge in guiding present and future decision making” (XRB, 2024b, p.21) |
| Te ao Māori (cultural worldviews, values) | Poupou (supporting cultural elements) and tūāpapa (cultural grounding) | Organisations Centre tikanga and mātauranga māori in governance. Whenua iti trust’s articulation of core values (whakamana, kaitiakitanga, manaakitanga, whanaungatanga) and He waka Tapu’s commitment to “kaupapa māori principles” demonstrate how shared values structure decision-making. He Tauira’s poupou provides a customisable space for expressing these values |
| Rangatiratanga (self-determined strategy) | Tāhuhu (aspirations/vision) and pou tāhu (strategic vision) | Organisations assert sovereignty and strategic agency. Te pā’s alignment with “tino rangatiratanga” and Te aupōuri’s assertion of “mana motuhake over tribal waters” reflect self-determined leadership. These map to He tauira’s tāhuhu (aspirational vision) and pou tāhu (strategic direction) |
| Crisis navigation (resilience in practice) | Wāhi (spaces to transition) | Organisations articulate transitions through crisis based on kaupapa Māori governance and leadership sovereignty. Reports describe COVID adaptations, climate responses and economic pressures, reflecting navigation through challenging circumstances. He Tauira’s wāhi provides explicit space to “articulate current position, anticipated challenges and the transition it is undergoing” (XRB, 2024b, p. 35) |
| Manawa Ora element | He Tauira element | Evidence from |
|---|---|---|
| Whakapapa (genealogy and collective identity) | Represents intergenerational identity and responsibility; it emphasises long-term impacts and continuity, as seen in aspirations to be “good ancestors”. For example, He waka Tapu’s emphasis on “deep ties to the whenua through whakapapa” and Koata limited’s commitment to “working together for the wellbeing of all” reflect a foundational identity rooted in relationships | |
| Pūmahara (collective memory) | Anchors the organisation in ancestral knowledge and strategic wisdom, exemplified in the concept of “Ahikā” and enduring legacy. Organisations invoke ancestral narratives to guide present action. Te Rūnanga o Whaingaroa invocates “Mahuta mai te onehungahunga” (emerging from hardship through ancestral strength) to exemplify how collective memory informs organisational purpose. The | |
| Te ao Māori (cultural worldviews, values) | Organisations Centre tikanga and mātauranga māori in governance. Whenua iti trust’s articulation of core values (whakamana, kaitiakitanga, manaakitanga, whanaungatanga) and He waka Tapu’s commitment to “kaupapa māori principles” demonstrate how shared values structure decision-making. He Tauira’s poupou provides a customisable space for expressing these values | |
| Rangatiratanga (self-determined strategy) | Organisations assert sovereignty and strategic agency. Te pā’s alignment with “tino rangatiratanga” and Te aupōuri’s assertion of “mana motuhake over tribal waters” reflect self-determined leadership. These map to He tauira’s tāhuhu (aspirational vision) and pou tāhu (strategic direction) | |
| Crisis navigation (resilience in practice) | Organisations articulate transitions through crisis based on |
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