So a huge thank you and welcome from us at the EHF crew, just a tiny little bit of context on the session. So this is part of the EHF mini springboard, which is a series of sessions that we're running this week in line with the organizational, the new organizational strategy of EHF. So EHF exists to partner with Aotearoa to find and build solutions to our toughest challenges. So that Aotearoa New Zealand can be an inspiration of global leadership for future generations. And so that's kind of a big lofty statement that holds us together as an organization. And it sort of makes itself real in three ways. One is around activating our fellowship and our fellows. The other is around partnering meaningfully with Aotearoa New Zealand. And the third is around initiatives that show promise for global leadership and signals of global impact. And so this session in some ways covers across all three. It's going to be led by one of our fellows, Shay Wright. He'll share some further context and framing. But before I hand over to Shay, I just want to do a couple of little bits of quick housekeeping. So we will be recording the session and live streaming the main presentation at the start of it. And then when we go into breakout rooms, we won't be recording or live streaming that part. We ask that just to minimize disruption, to stay on mute when you're not speaking and Shay's going to moderate some questions for us. And we'll use the raise hand function of Zoom and the chat function for that. So that'll be the way to get involved there and then Shay will moderate. And just to note that we've also got one of our fellows, Bex, in the room with us who's writing up a report to summarize the key learnings and things that come up. So keep an eye out for that as well. So we'll share some of the recordings, some of the written reports and hopefully some invitations to continue the conversations. So with that, I mentioned Shay's going to lead the session. He's a fellow from cohort six and it's hard to sometimes describe Shay's work because he's active in so many amazing things. He's long been a champion for multi-economic development, entrepreneurship and sort of backing bold ideas for systems change. He's the co-founder of Tewhare Hokaoka which supports the development of governance skills in young Maori. He's a speaker, convener, systems change entrepreneur, a member of the New Zealand government Maori Economic Development Advisory Board. And we connected around the session in a recent titidity training where Shay just sort of articulated this thing so beautifully, this super compelling challenge in a really clear articulate economic focused way. And we just saw the spark there for a thread that we should take further. So thank you so much for joining us to explore this. I'm really looking forward to it. Kia ora Shay, over to you, my friend. Kia ora aunts. Ngā tēnā tātou. Ngā hoa iro tō inne i tu ahuatanga i pāna ki a tātou i tēnei wā. So I'll just open our hui with a karake or an incantation that calls upon our atua, our deities to bestow on us the spirit of learning and that allows us to kind of deep dive into this particular challenge we're talking about today and be bold like the taniwhā so that we can be enlightened around what we can do to address it.  A i ngā mana, i ngā reo, i ngā reo rangāti ramaa. Tēnā koutou, koutou o ngā hau e whā. Ngā u mai hāramai ki tēnei kōrero mō te tākei nui ki mū e tātou. Tēnā koutou katoa. I see quite a few familiar faces, some brown faces, some of our Māori champions from our communities around the place and many fellows, a number of you from calling in from outside of Aotearoa, New Zealand and also some of you from here in New Zealand. So what a great and auspicious group to have on the call today. Now we're kind of tackling some big things over the next few days when I look at the nature of this particular impact springboard but I guess that's really in the nature of EHF fellows and as community leaders. So we are amongst good company but we're also not averse to shying away from these big issues. And when we observe our tāiau or our environment we see that these waves of change come in sets and that really is the case for this current form of disruption, digital disruption, globalization, automation. We are in an interesting era where our economic models, our financial systems, our healthcare systems, our natural systems and even our demographics are changing significantly, rapidly. And it strikes me that we don't seem to be front footing a lot of these trends. That may be something that's particularly the case in New Zealand. It may be something that some of you as fellows are seeing in other parts of the world as well. Now if you're used to surfing the waves of change then the prospect of it isn't such a bad thing. In fact it can be quite exciting. But overwhelmingly those waves crash on the heads of some people and in New Zealand that tends to be battering and drowning those who don't have the luxury of education, of connections, of support to brace for these waves of change and Māori tend to be at the forefront of that. So when we think about that context it's something that we need to be changing for Māori so that there is greater levels of equity and opportunity but actually it's a change we need to make for the benefit of Aotearoa New Zealand. We need an Aotearoa that works for all of us and if we think about where that works really needed it's to create a future that works for Māori and Pacifica, peoples in particular given the proportions of who is going to make up our future workforce in New Zealand. And so we're going to look at this session through the lens of the economic challenge not the social challenge or cultural challenge which is an interesting different take to how we usually talk about the challenges ahead of us. So as parts of New Zealand came out of lockdown I was able to come home to the rural farm north last week where 50% of our local population is Māori and we're more than twice as many Māori are unemployed compared to non-Māori. And yet the statistics even at an economic level look just as dire in our urban areas where the majority of Māori actually live. Even a job doesn't equate to success. Half of all Māori employed are in low paid work which is a proxy for insecure and vulnerable work and in-work poverty is potentially going to get worse when we stare down the level of disruption we're talking about when we look at some of the economic challenges that may face us given COVID. And so this is a pretty compelling challenge in itself but our demographics are going to shift to make this challenge even greater. Māori Pacifica and other ethnic minorities are going to make up more than 50% of our workforce in the next 25 years. So if we don't catalyze change then wealth inequality and our ability to actually pay for public services and health care and all of the benefits that we currently enjoy could reach a tipping point. Our economy and all of our public spending is going to rely on the incomes of young brown people and if we aren't earning well then that's going to be felt by everybody. Now one of the interesting complexities about this challenge is that the value of the Māori economy has increased significantly over the past 20 years to around sort of $60 billion on paper but the living standards for Māori families continues to decline so we're not seeing any causality on a macro level in these two things. So what this suggests is that we need to be paying far more attention to Māori households as the primary economic unit and looking at how we can increase incomes at that level rather than just looking at the top line Māori economy figures. Now it's an assumption or a commonly held misconception I guess that iwi are the backbone of the Māori economy. They're actually not really when we look at how that Māori economy is broken down. For example in Auckland 88% of the Māori economy which is also the place where many Māori live about a quarter of all Māori, 88% of the Māori economy in Auckland is in privately owned Māori businesses so they are actually the backbone of that Māori economy and research shows that Māori owned businesses are three times more likely to employ Māori than non Māori owned businesses are which is a great thing for increasing employment of Māori and yet Māori businesses at a statistical level are far more likely to be smaller and are in most cases less profitable and therefore more prone to economic shocks. So Mason Jury, one of our top Māori leaders proposes three goals for Māori educational advancement and I think that these are also relevant for this session. These three goals are around for Māori to be able to live as Māori so comfortable within their own culture and worldview to actively participate as citizens of the world increasingly becoming relevant when we consider the nature of globalization and thirdly to enjoy good health and high standard of living. Very much in alignment with the economic challenge we've just been talking about. So I think that these three goals are a useful starting point for us to reflect the different dimensions of the challenge ahead of us and so just to summarize some of these thoughts and this framing we're facing here an economic challenge not just a social one and let's be real about it. This is not a romantic situation we find ourselves and this is going to be something that's very difficult for us to address. We're talking here about reversing generations of discrimination of colonization of neglect of lack of good solutions, lack of coordination. But if we can catalyze success here for Māori households and whānau and young people then we can create another type of intergenerational change and hopefully bake in success and opportunity which will benefit New Zealand really will help New Zealand and the economic level moving forward. So we're not unmindful as those of us who already are grappling with these issues on a day to day and we have many speakers and grassroots leaders Māori leaders on the call us today. We're not unmindful that addressing this issue is going to take many different types of stakeholders. It's going to take on the ground initiatives. It's going to take our schooling system. It's going to take government and policy change. It's going to take philanthropy and social investment. It's going to take mental health practitioners, research institutes, unions, industry, employers and this is where you come in as fellows, as a global group of change makers who can look at these, the nature of this issue from different lenses and help us with identifying what is needed so that we can properly address it and ideally we invite you to actively be part in helping change the narrative. So while we know that we can't tackle this in one session, we're going to focus on two parts and two particular areas in this session to then set the context for further discussion. So those two areas is firstly we're going to look at some actual initiatives that are actually happening and we're going to do some work on those initiatives. We're going to be able to contribute our thinking to them and then we're also going to be able to look at it from a collective perspective. So what is the coordinating framework that we need in place so that we can create stronger alignment and impact around this issue? We've got roughly two and a half hours on the run sheet. At first hour, we're going to spend setting the scene and kind of understanding it, not only the challenge but also the future forecasting. You know, what that could look like and we have two speakers, Eriweta and Heneponamu who are going to speak to us about this and then have time for Q&A. We have a five minute break after that first hour and then we'll hear from four Māori initiatives that are active and that are geared up around aspects of the solution to addressing this particular socio-economic challenge. And then after we've heard from these initiatives, then it's really a chance for us as fellows to break out into groups, two breakout sessions. The first one is going to be focused around those various initiatives, so you pick one and it's a chance for you to contribute your thinking and groups with them. And then the second is to explore what a shared agenda could look like, where you see the gaps being and where you see us being able to create greater impact together. And then we'll just do a final wrap up around some of the actions and that's going to set the scene really with the intention for you to then be able to have the context, the awareness and the connections so that if you so choose, you're able to then be part of addressing this challenge beyond today. So Tatauma, some context building to set the scene and to unpack the challenge for us a little bit more from a macroeconomic view and provide a little bit of the future projection of how we may address it. I'd like to introduce our initial two speakers, Eruera Prendergas-Tarena and Hinepounamu-Apanui-Baa. Now they come to us from Te Waipounamu, the South Island from Tokona-Tiraki, the Māori Futures Collective. And this session sits squarely in the work that they do pretty much on the daily, mapping these problems, these challenges with solutions and how we wire those for equity. So for our audience, feel free to note your questions in the chat that you have for Eru and Hinepounamu and we'll have a bit of a Q&A at the end and for now I'd like to hand over the talking stick to Eruera and Hinepounamu. So thank you for that. Thank you, Shay. I'd like to thank you for your time and for giving us the opportunity to hear the language of the North Island. So thank you. I'd like to thank my friend, Ringa Ringa Waewae, for all of these issues and for all of our people who are here today and tomorrow. So thank you. My name is Eruera Tarena from Ngāiwi of Ngāi Tahu, Ngāti Pou and Te Whānau Apanui. So thank you. My name is Eruera Tarena. I'm the Kaihautu Executive Director of Tokona-Tiraki, which is a Ngāi Tahu Social Innovation Lab. So if you guys are talking about Collective Impact, Social Innovation Labs, we're going to do that. It's our role with our iwi and providing a mechanism for iwi to facilitate collaborative partnerships and collaborative innovation using our own sort of Mataranga Māori. And so we kind of have one piece of it, is next-gen solutions. So we work on a range of research and collaborative projects. And then we also grow the next-gen of our leadership in the growing an army of rangatahi future makers. So on that, obviously not rangatahi, so I'll pass to Hine Pounamu. Kia ora tatua. Thank you Eruera. O tira ngā mihi nui kia koutou katoa. Ngā mihi nui kia koe ewha shae o tira kito tira o tina o ngā hui me tina o ngā kaupapa tina koutou. O Hine Pounamu to ku i nua. He uri tina i no Ngāi Tahu, Ngāti Pou me Ngāti Hine. Kia ora everybody, as Eru mentions, my name is Hine Pounamu, and I am one of rangatahi, one of the youth that works here at Tokuna Teraki. There are 11 of us that work here as part of our organisation. And as Eru mentioned, it's trying, the fukarō, the idea behind it, is trying to grow a generation of young people trained in social impacts and collaboration. So, I really enjoyed your kōrero shae about the waves. And that's our daily business. We know that Māori are often the worst impacted by those huge, battering waves of change. And what we focus on and what we work on here at Tokuna Teraki is influencing the tides and influencing the conditions of the waves to ensure that our people have the ability and the tools to surf them, to surf the waves of change and also to front foot them. So, we have some slides to share with you all. We have a piece of work that we have been undertaking in the last year around the future of work for Māori, but I find myself very privileged to say that equity is my day job. Yeah, I'm one of the researchers in our team and yeah, I'll let you do, I'll let you introduce us once. Yeah, just sort of really taking an equity lens and I suppose when you think about the future, there's a beautiful writer, thinker and scholar, Sahail Anaitola, like a Muslim futurist and he just has this beautiful fokadol that the future is just an aspect of the present and even just by thinking about the future we're changing it. So, when we think about our tupuna they were future makers and we've been through a process where we've forgotten them and so we've been decision takers and so rather than sort of reacting to all of these fear driven narratives around a burning platform around we've only got 12 years left that these are things that actually can be quite weaponised against our communities where our people have this idea that the future is set in concrete and rather than thinking about what the future is something we make and so how do we elicit rangatira tanga and agency and get back into that space and I think Shea pointed that out beautifully, it's really hard to think about thriving when you're surviving so how do we reclaim some of that tupuna way of thinking about owning the future and being yangatira paupo the tribe of the future I'm a wakanlat and we often have battles where we try to sort of use metaphors for different kaupapa and I always lose but I drew this slide so I get to put waka in there but when we look at that when you think about our whakatauki te titiro whakamuri, ke haire whakamua ka mua ka muri all of these framings around looking back to move forward and so when we think about equity you know and we talk about that in an aspirational sense and we are very lucky because our job is to kind of go well okay how do you make that shit happen and how do you break that into bite sized chunks but yeah our tupuna wisdom says well the first thing you do is you look backwards so we can talk in an aspirational sense in Aotearoa about wanting an equitable Aotearoa we're pretty bad at talking about well how do we create inequity in the first place and what are we doing today to sustain that and a beautiful courted or by our relation Hanna O'Regan who's the chief executive of core education and there's just a Ngai Tahu Wahine superstar in general and that's a fucka-puffa back to the 1860s you know when we talk about the Māori economy and the Māori workforce and Shay is absolutely right you know I hate the term but half of our people have been deprived of a qualification half of our people are in low skill low pay high vulnerability work and unsurprisingly half of our people in occupations that are going to be most negatively impacted by the anticipated changes from the future of work so these things didn't happen by accident and right from the 1860s you had overtly racist government policies where the intent was to create a blue-collar workforce and yeah all based around racial inferiority you know sorry superiority to go well Māori will make their means by manual labour not mental labour and so a lot of those overtly racist ideas have been embedded and have become cultural norms and so even Māori today we say we're good with our hands we're good in team sports, good on the guitar and a good laugh you know your hands are operated by our heads you know so we have this idea deeply embedded in our culture in our society and policy that Māori make good labourers but aren't capable leaders and when you look at the implications of that and I'm not going to get into all the deficit stats of today because we're surrounded by that but I think again Che pointed at that key point to go well the implications of those racist policies and racist practices have created racial disadvantage and racial inequities today and not going to speak to that because that's just well evidenced and I'm sure we all can rattle off a bunch of statistics and evidence around that the key thing Che pointed at is okay well what about our future trajectory so that's the weight of our past we know that's pretty heavy stuff but when we're looking ahead Che pointed out yeah we are going to be the booming population of the future we had our former Kaifaka Haide Tā Mark Solomon who used to do his 2050 speech and say you know that half of the workforce in 2050 will be Māori, Pacifica and Asian absolutely right and when you look at that today to go all for every Pākehā baby being born there's a Māori baby, a Pacifica baby and an Asian baby and when you look at we did some work around futures that work for Māori a report called whānau saw the same stats that came out recently but you know the Māori workforce grew by 40% between 2013 and 2018 at the same time the non-Māori workforce grew by 8% so you can see there's this phenomenal brown population bubble that's coming through and that for us yeah is a massive driver in terms of change so when we think about climate change when we think about globalization and technological change for Aotearoa just as significant is this population demographic and really that demographic dividend to go okay how do we see the strength and opportunity of a younger faster growing browning workforce and when we think about the idea of if you've ever heard the whakatauki kō te pai tawhiti whāia kia tata kō te pai tata whakamaua kia tina strife with distant shores but cherish the ones you attain te pai tata is like a probable future to me so you go well that's where we're currently heading and so if you just think about that and you go well yeah if our population is going to grow by 80% by 2040 then you know if we keep doing what we're doing we can expect that a lot of those inequities will grow by 80% the reality of it is actually will grow by 100% my not superly sophisticated estimation but because of a younger population who generally tend to have a higher level of vulnerability so our youth population actually doubles by 2040 so when we think about that te pai tata our current pay gap for Māori is 2.6 billion by 2040 that would grow to about 3 billion some of the forecasting work so you can kind of see that for that pai tata even just the status quo is not viable it's not moral in the sense of if we are to be inspired and committed by values of a fair and just society but it's also not economically viable and as we so to say growing inequity we also have to acknowledge that's not a brown problem that's an Aotearoa ink problem and we've had this idea of you know separate fates that you know well Māori are inferior, Māori are a minority and they are the cause of their own problems you know we blame poor for people for being poor and as I'm sure anyone can look on social media hit any post of our Māori or vaccination rates at the moment and see just that racist material at the moment that is totally framed around you know blaming Māori for their own circumstances rather than looking backwards and understanding our historical context and the whakapapa of these issues which are deeply embedded and a systemic not around personal choice so coming back to that I'm thinking about that to pai tata our expected future but really starting to flag our pākehā whānau to go that actually the fate of our younger faster growing browning workforce is an extricably tied to our also growing aging pākehā workforce exiting the world of work and hitting retirement and that whole idea of pākehā baby boomers expectations that they will get their super end because they paid their 40 to 50 years worth of taxes when the reality of it what doesn't work like that and you're going to have a young brown workforce that are going to be paying those taxes and if we want to have a healthy tax flow to support the burden of an aging pākehā population then we're going to need to have a young Māori thriving workforce living good lives in jobs for the future jobs that can support a whānau and jobs that offer opportunities for progression to set up from our past and so really when we think about that the opportunity of an equitable Aotearoa and equitable future for understanding what our current trajectory is heading towards inequality plus how do we start to map where we want to be what does that island look like and understand the changes that are needed to change our course I'll just briefly talk but again when we think of our people when I think of forecasting our people were at some point in an island in the Pacific and our traditions down here we call it te patu nui o aio and it's the idea of te wakuhuru huru manu that our people looked at the horizon always imagine there was something beyond it that didn't have any real world evidence didn't have a map or any coordinates and so the tradition states that we built a canoe out of feathers and then cast that across the horizon and eventually te wakuhuru huru manu returned from the heavens and it was all battered and ruffled and what everyone took that as a sign of is that there are storms there is chaos there is life and energy and potential beyond the horizon and I always love our tupuna kōrido because when you think about that the metaphor of a canoe of bird feathers but if you're on an island and you watch a flock of birds head off in the same direction every time of year and six months later they all come back from the same direction then you know there's something out there and so even though we might not be able to clearly articulate what an equitable aotearoa looks like today we know it's possible and we know it's beyond the horizon and the thing with our tupuna is that they can't wait for the island to bump into them they push beyond the horizons beyond their known and that's what you call discovery and that's I think a really good metaphor for innovation how do we get to somewhere we haven't been yet how do we achieve a state we haven't yet experienced as peoples in aotearoa and an equitable aotearoa so that's often term seeing the island the idea that if you don't have a picture of where you're going in your head then you're definitely not going to get there and I think as Shay said we haven't created the spaces as totality partners to be able to dream and to imagine where we want to get to we're always in the business of reacting to the present trying to work through the shit and trauma of the past but actually how do we create some space to just dream imagine of the present because again if we don't have a plan we're never going to get there and particularly for Māori if we don't have a plan we're just part of someone else's it's always so hard to follow that Mita was talking about somehow he loses out on the waka metaphor being a part of our projects this is one of those projects so this is Te Whare Toto Pukinga and it's our our aotearoa version of the skills clustering report that came out the New Work Mindset Report that came out from the foundation the young Australians and we've kind of adapted that idea and tried to back it up with some data that's relevant to Māori especially in the workforce but also our New Zealand workforce so what you see on the screen is the seven skills clusters or job clusters, seven job clusters and they show there's an algorithm that is used to cluster jobs based on the similarity of skills required for those jobs and the idea behind it is I might just go back but we know that these wins or these waves of change are coming and they're coming fast we have technology kind of rapidly changing the way we work we have climate change globalisation all these things are affecting the security of jobs and the security of employment but what we do know is there's an increasing need for agility there's an increasing need for a diverse portfolio of skills and the skills cluster or job cluster methodology speaks to the idea that it should be theoretically easy for people to gain upwards mobility or switch careers if something is to happen so this is we we got Bill to harvest some Māori data and also data on the different skills clusters in Aotearoa so what you see on the bottom are the different clusters that exist and what we see is the cluster growth is different for each so we know that jobs and the digital IT tech sector there's a huge growth in that cluster same for designer so that's the use of STEM to design or produce buildings and other materials there's a huge growth in those different clusters and there has been from 2013 to 2018 and there will be in the future what we also see is that the share of Māori workers almost sits at a kind of opposite direction to the trend of growth so Māori are highly over represented and our artisan and generator clusters making up the majority of our manufacturing production, labour workforce and we know this but what is worrying I guess is the really low share of Māori workers in our high growth clusters currently so in the designer and technology clusters we are heavily under represented in those areas what we know though and what we've talked about today is much as there is a bit of fear and worry about the changes in the future there are also plenty of wins of opportunity so as Shay and Eru have talked about we have the opportunity to front foot that change and to start designing the conditions for the future that will make a more equitable future of work not only for Māori but for all of Aotearoa Just to add there too simply put Māori have always been last on and first off that we're always hardest and longest in terms of an economic speed bump or recession but also when we have economic booms we're the last to if at all to benefit and so when we think about a conversation around the future of work which is really just the future whether it be an economic lens a social lens a skills lens what Hinepone has been doing is trying to figure out what's one shift that we can control and even just that simple thing from shifting our mindsets from quals to skills is kind of key but then I think in terms of the bigger copepo is about well how do we start to put Māori and equity and social just values to the four of our conversations around the future of work so that it's not a narrative driven around technological changes that happen to us but really about us making deciding what's the future we want and creating a clear pathway so that rather than being buried by those waves of change how do we give all the whānau a nice long board teach them how to paddle and then we can ride that energy towards a better future and again that key thing of la la he we tahi tātou you know they he tangata ke tātou that idea of separate fates that actually that's not true and that what's good for Māori is going to be good for Aotearoa Inc and how do we kind of get on that same double hold whaka to get us there yeah and I think speaking about the winds of opportunity what we know is there is you know compared to the last graph around share of Māori workers in those high growth sectors or clusters there's a higher growth rate within the seven clusters of Māori in general and if you look at the design cluster where Māori are heavily underrepresented there's a huge growth more than double the growth in that cluster then there is of all Aotearoa and it kind of speaks to that idea of Māori are going to increasingly become the backbone of our working population and it's when we look at the kind of shifts that need to happen so we know that our paitawhiti you know is an equitable Aotearoa but how do we get there and what shifts need to happen we know that mindsets need to shift between a kind of linear what do you want to be when you grow older you go to university to study that and you work in that area for life that's shifting to what skills do you have in your kete what skills do you have in your portfolio and how does that give you longevity and stability in your career so the data shows that rangatahi will have 18 jobs across five industries in their life so that's a lot of jobs and a lot of industries and that again speaks to the need to be agile to have a diverse range of skills and it's not to dismiss qualifications but it's to think at the moment the entreat into high level high skill jobs is really over credentialised and how do we open up those gates to allow for equity we know that most Māori don't go to university we know the university rates for Pacifica are still really low so how do we still ensure that those demographics have equal access to high skill high level education and high skill jobs and for us that's a shift from a qual job mindset to a skills career mindset we also know that in the future it's going to be more and more important to recognise lifelong cyclical learning that we are never going to know enough to sustain a career for the rest of our lives but we will have to continue to train continue to develop our kete of skills to remain employable and to remain in jobs that give us longevity. The key thing we can guarantee is that the pace of change is exponential so our challenge then becomes how do we support whānau to adapt to that change and thrive into that future rather than getting buried by it just that simple idea of being educated and having a qualification and having a qualification as the price of entry into the future of work well if we have historic inequities then we are immediately screening out and excluding 90% of Māori who don't go to university so how do we have a different mindset, a different cultural practice different recruitment processes different data tools different structures and funding mechanisms so that we are building a new type of skills infrastructure that is built around lifelong learning and adaptation to change as opposed to get your ticket and get in or don't just that last thing so again the idea of the weight of our past and Māori being the factory worker the labourer that blue collar low cost workforce to get that's what those policies and those ideas that do steam from as I said that kind of idea of human hierarchies and racial superiority that's where the whakapapa this problem comes from and so how do we flip that and at least acknowledge to go well if we keep sustaining these ideas we are going to see racial inequities grow but also that intergenerational disadvantages is not just going to hurt Māori it's going to hurt everyone and really when we think about that we can now start to use data which Hene Pona moves working on to look at well where are these opportunities going to be how do we create enterprise skills and make that a normal toolkit for our rangatahi in our country so that when they have good enterprise skills no matter what's hot they can bounce and thrive so these are highly transferable skills in particular looking at Shea but also for us this idea that you have to leave your culture behind in order to move forward we've already seen that most in-demand skills are those human skills collaboration teamwork critical thinking communication skills and when we look at our Māori values it's like whanau ngatanga and mahi tahi is the secret source that it's actually owning our cultural strengths are the things that set us up and already seeing that in the market where technical skills are depreciating because they're getting eaten up by and automation and it's actually those uniquely human skills that no matter anyone that's done collaboration knows there's no way an app or an algorithm is ever going to figure out how to get your aunties talking to your uncles and that's the complexity of humans so how do we embrace that and actually get rid of the sexist language around soft skills and really start to think around how do we embrace these human skills because to go back to the things that are going to set us up for the future and again trying to summarise that how do we start to have that conversation where we can actually one and what's the future we want and in particular for our perspective of things how do we look at things like if I go back to that pink bridge that ideas of equitable futures how do we kind of build those totality based bridges to get us here because coming back to that idea of a shared fate you know I've heard I think called it a demographic dividend but you know just the endgame where equity for Māori is equity for everyone you know it's an equitable where we're all doing good we're all living our lives you have a dream that every whānau can own and it's not like one person owns 40 and it's 29 others are renting so how do we kind of think about what's the economy we want what's the society we want but our assumption is that you know we're all going to need to hold hands and go on that journey together and what would that totality based bridge look like to get us from that paitata to the paitawhiti should have probably been a waka rather than a bridge but yeah kōtātou te eras koutu ki akuri so now we've got some time for questions and I've got a few of of my own that I've written down I think there's a few in the chat and now welcoming the space for other fellows as well to contribute any part I put in the chat or feel free to use the raise hand mode if you've got questions for Hineponamu and Eriwera. Maybe if I just kick off to both, one of the questions I have is around what's the size of the challenge here? Like just for us to get a sense of the number of whānau that we're projecting to be seeing as those that we need to be working with. And given that we have different outcomes that are forecasted for various whānau, we have some Māori families that absolutely are at the front end of change and leadership. And then we have others who are swallowed in the storms of this stuff. What do you sense to be the size of the challenge here that we need to be thinking about? And is it going to be that we need to be focused particularly on some or is this something that needs to be considered for all Māori moving forward? I'll just probably... I often get told off by one of our sort of kaumātua but for talking about equity, and he is, well, that's not what we're about. And we always sort of have that discussion and to go, yeah, that in-destination at Hawai'iki Hall, it is rangatiratanga moving from dependency to self-determination. But I think equity is useful because it's kind of a marker of our progress on the journey. And so equity is measurable. So if we think of what would equity for Māori look like, I think it's around 33,000 Māori transitioning from low-skill to high-skill jobs, additional 50,000 Māori attaining A tertiary qualification, and then a further additional 50,000 Māori attaining a level five plus. And stuff like that's tricky because we don't want to kind of plot our trajectory in the future based around the stuff that's easily measurable in the past and the present. But even in our own takiwa, just for Māori, we know that equity would mean supporting an extra, I think it's around 300 rangatahi to exit school with university entrance every year and support an additional 6,000 of our whānau to transition into those high-skill, high-pay, high-security jobs for the future. So the scale is pretty huge, bro, long story short, but I think equity is useful in that it's something that we can measure. And again, when you have that kind of bigger picture measure, it shifts the frame to look at the sort of societal and systemic lens as opposed to going, you know, blaming whānau, you know, poor people are poor because they make bad decisions. When you look at that big picture, you can spot patterns, and there are really massive patterns in there based around cultural stereotyping and racial bias. So that's what's useful is using equity as a target to measure our progress towards that rangatiratanga. Yeah, I would just also add, as well as the data that shows us the scale of the issue, a lot of the work we do is talking to rangatahi and talking to whānau and focus groups and in different types of qualitative research methods to understand, I suppose, the impact of the issue. And regardless of how many people are impacted by what's happening in our education and employment space, it's actually the issue itself that is the size of the issue, if that makes sense. We hear from rangatahi who, you know, have been really heavily undercut by our education system and really struggled to find their way into meaningful or disemployment in general. So the size is absolutely huge and we can pop projections and data, but it's also about whānau showing up for each other and iwi Māori organisations showing up to pull our rangatahi and to pull our whānau into better positions as well. Well, I think just hearing the articulation of yes, equity is a useful proxy for measuring progress towards self-determination, that's interesting. I think for me, hearing the scale of the challenge reflects the idea that this is systemic. If we're talking about tens of thousands of Māori moving from low-skilled to high-skilled jobs and needing to be, you know, transitioning into attaining certain kind of qualifications to be primed for that future workforce, and then, you know, that really... Am I back? Your... Sounds funny now. Can you try again? Now, is that better? That's good. Thank you. Bye-bye. Yeah, the nature of the scale of the challenge you reflected there, Eruera, where we're talking about tens of thousands of Māori whānau or individuals needing to... Well, you know, transitioning from low-value work to high-skilled work into greater qualifications that are primed for the future, that to me reflects that this is systemic and that we need to consider then massive change, massive systemic change to be able to rise to that. This is not talking about small, little initiatives here that can work with 10 or 20 or even 100 whānau members. We're talking about what that can look like at scale. And so, whether that is deeply embedding institutional and systemic change or whether it is about better weaving together many grassroots initiatives that can speak to local context, but in a way where we can then have a dashboard across the kind of the macro trends, either of those two is going to be really important. And that's kind of what this session is about, to look at how are we going to be able to rise to the level of the challenge that you just put forward. And that was only in relation to Māori statistics. Of course, we have Pacifica whānau, we have other ethnic minorities that are in a similar position in terms of being part of that demographic shift. So, are there any other pātai from fellows? I noticed there's one there from Rosalie. Rosalie, would you like to unmute and ask your question, please? Just as I was listening, and I wondered if there is an opportunity for rangatahi and Pacifica bringing a really different and learner's mindset to actually leapfrog, so that it's not a situation of equalising, but actually leaping ahead with skills for the future and a mindset for the future that is really based on that collective impact. Because I think so many of us are recognising that the industrial hierarchical modes of leadership that we've grown up with and have been embedded in our business environment are not fit for the future. And so my question was, is there an opportunity for us through supporting rangatahi and Pacifica to actually show a new direction and a new path? Yeah, I would say, and there's absolutely opportunity, and it's a great Picard, or when we think of Eru was talking about really maximising those cultural strengths and as part of the research that we shared, we did focus groups with different groups of rangatahi and young people. And predominantly in the rangatahi Māori group, without a qualification who had found employment, they made a really interesting observation that one of their own view of their key transferable skill they had learned throughout their life and their journey through work was actually manakitanga. So their ability to not only look after people, but to look after kōpapa, to look after spaces and programmes that is kind of innate for Māori, but was a key skill that they viewed as making them really employable. And within, I think there are a lot of different cultural strengths, a lot of different inherent Māori values and Pacifica values that are also key leadership skills that absolutely kind of open that possibility, as you said, to leapfrog and really leverage off those enterprise collaboration skills. Partly so, I mean, kind of created an academy, which loosely is just, we're just giving it a go. So we thought, well, we keep hearing all the stuff around skills for the future and, you know, all that sort of collaborative problem-solving. And our guess was, well, if we can figure out a Mātaranga Māori way of doing it, that'll work better. And then we just said, well, let's hire a bunch of rangatahi full time and try and figure it out. And hopefully it sounded like it was a bit more planned than that. Not really, but yeah, you learn by doing. And we're definitely learning heaps. And so from a pocket-keeper's perspective, yeah, we're seeing the value of that, you know, and that who better to be shaping the future than those that'll still be around. And also that we can always view that as not having 20, 30, 40 years experience, but also 20, 30, 40 years of institutional baggage, you know, and not have to navigate the loss. And so for us as Parker Care, we're figuring out how to rewire an organization to, you know, to be based around that sort of skills, collaborative problem-solving, agile, adaptive. And that's working well. It has its ups and downs, but I think that's kind of a key piece is if we want that transition, we got to build the worker to get us there. Not just have the crew. Come on, yeah, I noticed a raised hand there from Adam, one of the international fellows, Adam. Yeah, I've been, I don't want to lower the hand. Yeah, I really appreciate this discussion. Thank you, Shay, for bringing this and ants and everybody for bringing this discussion. I think this is an absolutely vital discussion that you're having. And it's super exciting to me. To have the speakers here speaking right now, because this is exactly the work that I've been doing in the regenerative built environment is this visioning process of trying to understand what would or could we be doing and how, you know, it's like, it's like not envisioning the future, but the way I've been doing it is a little differently. We've been going backwards to the past and then forward casting to the now. But these kind of really core systematic changes. I mean, I've been studying the built environment in Ealtoroa. And to me, one of the things that I see is a huge problem in Kiwi land as it is in a lot of other British children is that we look at our houses, our houses are our our ego economic engines. It's the way we retire, it's the way we pass on wealth and it's also the way that we show each other who we are. And if we there's no way to square that circle, that has got to go and to see, you know, a vision of a decommodified land, right? And this is just a tiny little piece of the radical kind of change that we're talking about that has to be systemic with what's being thrown at us between now and 2050 in the climate wars. You know, I just think that providing that radical vision of what could be as an aspirational thing. And then there's lots of ways and steps to make that happen. There's all kinds of cool built environment stuff going on amongst the Māori communities that I've been in contact with that are exploring on Faunae land some really revolutionary regenerative housing ideas and concepts. So like it's a matter of kind of linking for at least and I'm only I'm only I'm only studying one tiny little tiny little part of the whole picture, right? Just the built environment stuff. But to me, it seems like linking up some of the initiatives that with the vision is and then really like it'll be an additive process. Like as you succeed, people are going to look around and say, well, we thought you were crazy for saying nobody's going to, you know, make their living off of their house because we're going to take care of each other. And we can adjust our houses to the size of families that we need and we can be agile within our communities knowing that we're going to have climatic change that's going to make us our houses much more movable and much quicker to go up and down. And there's a lot of change coming for us. And like the future state of a climate resilient economy is based on redundancy and resiliency and and reinforcement and cooperation. And New Zealand is the perfect place to be the experiment for that because it's so far out from everywhere else and it's so used to being out in its own walk in the middle of nowhere. And and the kind of change that's coming very rapidly in the West is going to really hit everybody hard. And so the quicker New Zealand gets onto this idea and what better way than have the young people of them of the young Iwi envision this what this could what could the now look like if if we had been able to adjust our path along the way with what we know now. What could this now look like? And then and then I mean this is super I mean anyway. Thank you guys so much. I don't know if there's a question in there but this is incredibly inspiring and it's exactly the work I'm doing. And so if there's anything I can do to ever help I'm an architect and I'd be happy to teach young ones about regenerative built environment. I'd love to engage with people that are in the teens that want to talk about design and I'm also a builder design and building and all that. I'm very inspirational. Happy to do that. Awesome. And I think too you go. Yeah. And in a global context inequality is you know is growing and within every pretty much every country. But what can make us unique is that sort of Tertidity superpower. And to go yeah how can we start to figure out what does what do indigenous solutions to global problems look like? What does Tertidity based partnership solutions look like in terms of climate change? So absolutely Tautoko that Fakaro and to go well that's something we can own in that tiny little Motu in the bottom of Timana Nuiakiwa. Kia ora. Kia ora. Kia ora Adam for that and reflecting that there are many different ways we can draw on Mato and Amari to solve the social and economic challenges and actually we're going to have to use that as a methodology or as the way that we bring about the future. I'm conscious of our time. There's we're going to move to for a five minute break. But before we do that, Paula, could you launch a poll? I just want to get a pulse of how we're feeling about this particular challenge that we've heard set down and to see whether in fact we think it is one of the few things that we should be focusing on around addressing for New Zealand in terms of an economic challenge. So Paula's going to launch our poll, just take that very quickly and then we'll just have a five minute break before we move into our next phase of the session which is going to be looking at some of the initiatives that are doing the mahi on the ground to address this stuff. And I'm also conscious that there were some questions which our fellows have been wanting to ask and haven't been. I do think that they are relevant, that they can be posed later in the session through the broader group of initiatives as well. So we want to lose those questions. We'll just hold them for later. Kia ora Paula. Someone recently says that the Policy Act is not available. I see. Oh, yeah. I can see it on my screen. Can you? We just got a hand up. So I think there's at least a few of us. All right. There we go. Oh, great. All right. So we'll just hold it open for another 20 seconds and then Paula can give us a feel for how we're seeing this issue amongst us. All right. Paula, what do we see? Okay. All right. Well, it seems pretty convincing. 90% of us do see this as a key challenge. And I think for the 6% of us that think that there are greater economic challenges ahead of us, that is also a really important perspective to be bringing when we come into the conversation and towards our breakout groups this afternoon. Bring that perspective out because we need to hear it from all angles. And if we're still not feeling convinced, also please ask the questions, which will help elicit that so that we can really piece this out. Because it's a challenge that I believe we're all facing, but it's also a challenge that we all need to be cognizant of. And that requires us to have the right framing for people to be aware of it and to be understanding of how they can be involved in solving it. So let's just break for a short break. We'll be back at, we'll go for four minutes. We'll be back at 12, 12, sorry, 112 for those of you who are in New Zealand, four minutes time. And then we will have our four speakers. Keora Shai, just to let the people in the live stream know that we will now stop live streaming, given that we will do breakouts afterwards. For us, the more I realize how complex and multi-layered it is and how many different components of they need to be as part of an overall solution and how scale this challenges in terms of the tens of thousands of individuals and whānau that we need to consider bearing in our mind when we think about what the solutions might need to look like. Now these complex challenges aren't often solved through one intervention, especially in the lives of young people. So we need to therefore consider what that pathway or the pathways might look like and how various initiatives can be woven together and well coordinated. I'm also cognizant that there tends to be a lot of duplication and a lack of coordination that goes on around community level initiatives. And each one of them typically is struggling for resources. So how do we ensure that each can be resourced to deliver what it needs to as it contributes to the greater whole? Now the nature of these kind of issues I'd like us to look at through a framework that I think can help with strengthening the coordination between these initiatives and it's called Collective Impact. Many of you have probably heard about it. Eruera referenced it and that's some of the work that they are doing there in Tokuna Parake in the Māori Futures Collectives. So for those of us who are not intimately aware about what Collective Impact is or the various principles that make it up, I'd just like to share a few high-level principles and if we can keep these in mind as we consider the overall solution, the systemic change solution that we will look at later in the session. Paula, just checking if you're going to be recording for Facebook this next session, this next component. I'm recording but I'm not live streaming anymore. Okay, sure. Okay, do you want to keep live streaming? I think it would be helpful too. I think this is still a really important part of the session which people will be interested to hear. Sounds good. Heading to do that now but we are recording and we will then upload the recording altogether on our YouTube page. So just look at Collective Impact. So Collective Impact is really a model or framework that is premised on a commitment by a group of aligned organizations around addressing a social issue in a coordinated and structured way. So where we might have loosely cooperation or collaboration, Collective Impact really is about the disciplines that sit behind it and what it's proven to do is increase the chances of that collaboration being successful. Usually it involves a number of different kinds of organizations and individuals and funders and businesses and government all working together tackling the same issue from different perspectives and there tend to be these five conditions for Collective Impact to work and we'll just unpack what each of them are. The first is a common agenda. So having a shared vision and common specific goals around what success looks like. Also in the common agenda is about having an agreed definition of the problems we're trying to solve. If we have different versions of the problems then we can be off doing disparate activity but when we agree on what the actual problems are we can all align our efforts to solving them and playing different roles in solving those same problems. And then the third part of the common agenda is knowing who the outcomes are for that we're trying to regenerate this impact but we're clear on who the target group is. That's series of initiatives. The second is around shared measurement. So this is having a common set of agreed measurement indicators that reflect progress so that all of us as we go about or embark on different parts of the agreed problem or work towards the agreed goal we are all using the same approach to tracking progress. We're able to then share our measurements between different initiatives and we're able to start to evidence what things are working and what are not because we're using a common set of measurements which is helpful not only for holding each of the components accountable because in a collective impact model every component is important to the overall success. It's also helpful for sharing knowledge and different ideas between the initiatives. The third of the principles of collective impact is around mutually reinforcing activities which sort of is in three parts. The first is making sure that we are identifying which activities make the most impact so that we only do the things that really matter that 80-20 rule. The second is that we are figuring out the order of things that need to be worked on. So that we're kind of using a domino effect principle or working on the right things first and then thirdly that we are defining clearly the roles that each organization or initiative is going to hold so that we are carving up the workload and apportioning it to the right kinds of organizations. The fourth component of collective impact is around continuous communication. A lot of the time collaboration falls down because there's not a real strong discipline around communicating between all parties and so collective impact really embeds that into the structure to make sure that there's an agreed approach for how we will maintain communication that we will prioritize knowledge sharing between the different initiatives that we will build trust and relationships so that we don't feel that we can't share anything particularly any sort of bad news or failures that we're seeing which is all part of achieving success in the long-term and also identifying how we involve our communities and our core stakeholders in this communication and that's not so yes that is our communities and in this case it would be Māori and rangatahi but it's also our other kind of stakeholders including government agencies and funders and then the fifth component of collective impact here just to reference is the concept of a backbone organization an actual organization that has a dedicated role in serving the collaboration which is important because if there's no one kind of there is the glue or the knitting to hold it together then often these initiatives kind of fall apart or don't maintain that same level of practice and I'll just put on the screen here some of the work that that backbone tends to do around project coordination um usually they're independent um usually they would be selected by the various members because they're seen as an honest broker that have a dedicated team sufficiently resourced they tend to stay in the background rather than sort of be you know the front and center because success needs to be and credit needs to be um felt by all of the members that are participating usually the greatest expense in the backbone organization is around the people cost and then costs of the systems whether they be communication management systems engaging with the community and administrative so this gives us a sense of this particular piece here which I don't feel when I look across our ecosystem I think this is relevant as well for our conversation on Friday around the ecosystem but when I think about our entrepreneurship ecosystem and when I think about the nature of our Maori community initiatives that are working with rangatahi Maori young people I don't see there being a strong collective impact methodology used nor do I see there being a backbone organization that facilitates a lot of that so part of what we're wanting to do today is to evidence how we might use this collective impact methodology um or whether there are any things from it that can help moving forward and rising to the occasion so now we are going to look at some of these particular initiatives that are already addressing uh the challenge that we're seeing or at least a component of it so we have um we have four of us that are going to present to us today um generally they are working in the space of enabling Maori and Pacifica youth to enter high value careers that are geared towards the future and that are integrating Maori knowledge and that's been a particularly important lens that we've run over which initiatives we've showcased today there are dozens and dozens of brilliant initiatives that are in some way connected to this challenge and many of those even if they're not presenting um are on the call today now fellows now Maori fellows are holding some of these initiatives before we're showcasing today um are addressing uh what we think is kind of directly focused on this issue and integrate Maori knowledge um they they where most initiatives tend to be regional low scale and expensive to run um there are kind of a a fewer number that we see that are really scaled up and that have quite set operational models um and they're connecting learning and skill development to actual high earning potential and so four of the initiatives that we're showcasing today we feel are kind of reflecting that um and so the idea is by amplifying the work that they're doing um then we're able to as fellows collectively contribute to pumping them up and also to looking at what a woven model might look like um to uh address the next one here we're working on so our first um showcase today is the Puhoro STEM Academy led by the CEO Naomi Manu and now let's stem with two M's the second M is for Ma Tauranga Maori or Maori knowledge um and so Naomi Naomi's going to share with us here the contribution that Puhoro STEM is making how they measure their impact and where to in the future thank you all so I'll jump right in and say that uh we established Puhoro in 2016 in response to the disproportionate number of Maori who young Maori who are engaging in science technology engineering and mathematics recently we added the M it doesn't accurately capture um you know uh as a it really is a visual representation of uh the sophistication of Ma Tauranga Maori or Maori knowledge and uh so we wanted to visually represent that so we added another M but of course uh uh we understand that Maori knowledge uh stem fits within uh the broader ambit of Maori knowledge too so uh it's been quite wonderful having some sort of visual representation uh to to make sure that we appropriately capture the sophistication of indigenous knowledge systems and in this case particularly Maori knowledge systems now um we have fewer than two percent of the scientific workforce are Maori and so we wanted to do something that was going to address that and what we want what we did was we established a long-term pipeline so from secondary school uh in the last three years of secondary school uh through tertiary and into employment and the reason we we established this long-term pipeline uh is for the reasons that that Shea highlighted before around collective impact it means that employers are participating in this co-puppa or this program uh and walking alongside young Māori from secondary school all the way through uh that pipeline so that's a really important component here when a student registers with this program and we register their their family so we see whānau as a key driver of success uh and that's also an important component of what we're trying to do here uh is to ensure that they have our young people have success uh an environment that where they can succeed and where they can thrive what we're also uh as we're going through this program what we're also doing is we're re-engaging them often re-engaging our young person in science technology engineering mathematics uh at secondary school we're supporting them academically we're also supporting them from a Māori worldview and applying a Māori lens so this very much is also about ensuring that they are anchored uh with their identity and who they are of course that's building uh their confidence and creating a more uh an environment a learning environment that is more conducive to their success uh so that goes hand in hand really this academic support and in this other work that we're doing around their identity the other um the other part of this long-term program and where employees or industry uh participants is they're participating and providing work experience uh at secondary school uh internships at uh it with intertory so that we can establish a network and have our students our young people uh engaging and networking nice and early as well so what we consider uh Puhoro is is it is a kopapa Māori and a kopapa whānau approach to STEM education and in doing so we're able to provide a more equitable uh access I guess to to STEM education the uh in terms of how we measure success measuring success uh looks like uh we run a whole lot of evaluations both internally and externally we measure success through uh their achievement uh we measure success through their participation in the program we measure success around how um their whānau are also participating in the program as well and how their whānau are engaging in learning uh so uh and that that's a key thing we're running events where um we're able to provide support for whānau to understand the complexities around the education system and particularly uh the qualifications framework as well and the last thing I just wanted to to say is we started this program with 97 students in the Manawatu area um and we now have over a thousand students across the country in the program over the next five years we're looking to expand the program to uh to five thousand students um so we've got this uh program of growth ahead ahead of us and that's one of our challenge how do we grow at scale uh how do we grow whilst maintaining the the quality of the program as well the last point to note is that uh our Māori students achieve parity our Pūhūta students achieve parity with non-Māori students across the science and technology um qualification framework uh and our students are five times more likely than other Māori students to um achieve university entrance and go on to start a degree program if that's their aspiration um Kōrūnei, I mean hey um thank you for sharing uh the context of it and also some of the the numbers to give us a sense of the scale five thousand over five years I'm also um just interested to get a quick response from you around how do you value how this is the impact of Pūhūta being valued and how do you know it's working great in terms of uh how we know it's working is we privilege relationships over everything else uh so we build our relationships we have very close relationships with our students so the the main indicator of um of uh of this working is uh the very high level of engagement we have without without Angatahi um because this is about them and about their aspirations and what we what they want to do and so we pivot uh the delivery of our program based around what their aspiration is for their future uh and um how is it valued uh I think um a number of things um it's valued in a whole range of different ways it's valued in terms of uh externally in terms of uh being a something that is achieving parity uh in education for our young people um uh that that's a big one for our funders um because that's something that that is easily easily measured uh in terms of um we we also have this cost benefit analysis another way that we uh we um measure impact is we use treasury modeling around the cost benefit analysis for the program and we talk about investing in a structurally youthful population where we're going to see a return on that investment for the next 40 years when we're investing in our young people uh and so uh uh the Puhuudal program is valued at its most conservative levels at 92 million dollars this year and so um yeah I guess in how the way that it is valued I guess with our external partners is we're doing something that hasn't been done before uh and we have since the beginning um being able to evidence our results as well. Well there's uh there's one example for us if we're particularly interested in the stem side of things and um the way in which we might contribute towards that Naomi will be I'm hosting one of our breakouts afterwards and so too will our other three uh speakers that are about to follow. So our second showcase for this afternoon is one of our own EHF fellows from Cohort 8 from the tribes of Ngai Tuhoe and Te Rarua and he's going to illustrate for us his initiative Young Animators which is creating an end-to-end solution for youth to get into the animation visual effects and gaming industry and Nikora is um joining us from a very early morning in Dubai so I'm just going to share my screen. Um tell everybody it's great to be here um as as Shay mentioned I'm here in Dubai and it's a very early morning um for me so it's 3 a.m but that's okay um I'm here to talk with the co-papa and share some of the stuff that we're doing um as part of ENMG so to give a little bit of context and background um I came from the visual effects industry uh and in a team of about 1500 people you'd have maybe five more you know we just weren't seeing our people come through the doors um in 2015 I left that industry and I'm thinking about how can we take those principles um concepts and turn them into an accessible program that our rangatahi could do anywhere in the country so whether you're rural whether you're based in the city or otherwise and so we developed the program from the ground up uh and and part of the challenge was we just went seeing Māori move into these spaces we were you know we were seeing really talented Māori who couldn't see a direction or a pathway um for that for that creativity um coming from the industry they've spent the last 20 years on you know the pay is fantastic the projects are amazing but we didn't even have role models in this space we didn't see our people kind of coming through so Young Animators was about taking those ideas out to the people being able to do it regionally um and then inspiring me as well into these sorts of careers so long story short um we've continued on with our program we've been in 14 different regions around the country um and we've been looking at this end-to-end solution like how do how do we take out rangatahi on this journey um how do we get them to look at animation is not just the uh the skill set but as the point to kind of open up everything else is my feed i'm not cutting up is it am i all right okay um so with that we kind of like we looked at looked at the skill set we used that as a catalyst to look at coding to look at visual effects to look at different opportunities that could be integrated into these spaces so coming from an artistic lens but also looking at them technology and what was available out there you know not everybody's an artist but there are so many parts of this pipeline where people can fit into and that was the beauty about creating this particular program so we've been going quite hard with this um over the last few years um we helped design develop a new digital curriculum but one of the one of the challenges we had there was um and i'll i'll mention Porto there Porto came to me with an amazing idea where i was helping develop the curriculum but there was an inner there was a fear around ideas that were too progressive or moving too fast for those people who couldn't keep up with them you know and so we had great people bringing this mato danga you know they had a um i won't talk for you Porto you can you can do that but they had a relationship with write gaps um which Aotearoa could have leveraged to put into the program as well so you know we've had challenges at the government level around speed implementation um trying to get uh some of the skill sets that we that we see in these initiatives into the the staple mainstream education space so that our kids can access um and as as you know uh the government space can can move quickly but generally um it's made for scale not speed you know so we have the hook we've been getting the mato danga into that space and that's that's been awesome um we're enjoying that process um so we are a team of passionate uh animators, clerical teachers, mothers, parents as well um who have kind of taken on this duty of looking at animation and bringing things through into the into that wider context and i'm just looking at the time i've only got like 40 seconds here but in terms of initiative we would love to see um support around and the skill set with EHF around logistics long-term strategy um connecting with different communities well so that there is a voice coming through in that space not just from the communities but also from our different connections in the industry at a localised level like we have to make these things work at a local level or for our tamariki for our kids to be able to see themselves in those spaces and so i i guess our big ask um out to the community is what skills do you have that that you might be able to bring into the space um administration strategy logistics and procurement um policy where we can rally those skills and try and change things not just at a federal government level but at a localised level as well so that we can create partnerships within the community um where we're not just asking for a handout but a hand and everybody to come together and get on board so i'll i'll keep the time and i'll just cut it off there but kia ora tawhai kora and you mentioned in there uh poltawa as well and so poltawa has joined us uh from the digital natives academy so it's something that he founded an initiative um based out of rotulua but are now extending into other centers and the digital natives academy really helped Māori become leaders in the digital tech industry and creative industry and become future makers and innovators of technology so that's why you're the Cheers to all the cousins, you know, my man. All right, thank you, thank you. Oh, cousin, yes, yes, thank you. Thank you, mother Rachei. So, just sending big, big mihi out to you from Rotorua, Nui, our Kahu Matamomboi. My wife and I, Niko Lassa, we started Digital Leaders Academy about seven years back and it's our sanctuary in the heart of our city where we have inspired the next generation of digital leaders. Over one back to like 2011, 2012, our kids started jumping on Minecraft. They were just bubbles, got two little bubbles and Minecraft was their thing. And we said one day, for the birthday, I can tell you, what do you want to do for your birthday? He goes, hey Minecraft. So we've got all of those cousins together with all of the tables and we realized our house was too small and out there tonight wasn't there good. So we thought, how about we jump into but in the background, I've been a hardcore spacey player since I came here. We used to go and play all the arcade games down at the fish and chip shop in Ipikiru and we used to dominate all the spaces also to Hamilton, Christchurch. Every where we went, we could find a space pilot, play a bit of Street Fighter and then because it was for us, there was entertainment and escapism, but it was also that social creativity for the cousins and spaces. Most of us were broke. If there was 10 of us, one might have 20 cents. So well over seconds, but just that love for IT or gaming always ran in my background. But I went to study at First Waikato University and Category University. That's one of many to my very end. And I studied politics and over the years I love politics, just being amongst the process and stuff, but it's so negative. And I come from Fort Bob Rotorua and we've had enough. We've had enough of that new activity. So IT and at that moment, something sparked in my head. We've been doing Tongata Fennelwood Rock Hall, our online primary for Maori since 2002. In the background, just quietly sending positive primary to anyone that we knew. In the beginning it was just 12 primary, just sending an email and then by the end of the year there were 1,200 on our email list. By the end of the following year there were 2,000 and then the heap we came and our list went to 10,000 people. Then the Maori Party came, our list looked at 50,000 people and they were all Maori. It was Maori from throughout the country. So I knew that we were all connected and we were using email at the early stage. But so we were working with our tribe on 2004-2005 post settlements. And a lot of our iwi had been working with the Crown to transition all of the services. So we have the website setting up databases for the iwi around here in Taurua and Matatua. And one thing we realized was there weren't a lot of Maori that could make websites that from 2004-2005 will help us with databases. It was called a paper-based process. So we were putting people on Apple FileMaker Pro setting up the basic websites and WordPress, which is using the official sites. And kind of a confluence happened where we realized there weren't a lot of Maori in the IT industry. But we also saw that our kit were digital. The digital natives team had just been pregnant. So we hired a small room. I got a poor half computer from the council. My wife, Nicole Lassie, and I had two computers. We shot off to the dump. Because people would dump computers like Christmas, check out all the computers. Got a new computer, check it out, just check it out once. So we harvested four computers out of the invoice. And then we opened up Digital Latents Academy just so our kids could first play Minecraft, or a boha. But then so we could start training them in the basics of code, replicant to face, WordPress. And then that grew into coding, animation, digital storytelling, which is quite important, and game development, eSports, AR, VR. So every year we've added some new dimension, a new piece of tech. This is what we're playing with at the moment. Yes. The question, I know, we'll get to that in a minute. So ours was about, in 2010, I'd gone around with other money, looking for money in the IT industry. And we found about 500, I think. No one even, because most geeks are introverts, we just, if we get a job, we'll stick to ourselves. We don't go out and have parties. We're not like the Silicon Valley CEOs, and so I flash past. Now, we really want to stick to ourselves as a humble. And what I realized is just by connecting people in the script for the digital money form, we could just talk, we could just like, hey, Kazy, well, what do you do? And so from the PMF in 2010, we kind of snowballed into this, using Netfully from Internet New Zealand, every possible opportunity for Māori to get together. That's why I'm making it to Decay, to Rio, to Niqueta, because we were all alone until we found each other. And then once we found each other, we were across infrastructure, hardware, software, cybersecurity, and most recently, our content creation, because most of our kids like their TikTok, YouTube and their InstaLush, it's not moved by now, it's too old for their TikTok. But they're not stealing my dance moves, it's all helmet, it's their own dance moves. But because we've had, we've got a lot of infrastructure, we've now got two autonomous, we can help our own thing. And in Digital Leaders Academy, we're taking hundreds of kids every week from every school, just the first time they've been into a computer lab, it's all LED lights and computers for days, they've got a computer chair, it's the first time they've been into those spaces, the first time they've switched on the PC, this first time they've got a headset, and then we get them on a Discord and Twitch and just start connecting them with online communities. Because it's important for us to never let it be by themselves if they don't want it. It's just about connection, how do you connect? Is it through Twitch? That's the gaming platform, is it through Discord? That's the online chat platform. Is it through Insta? Is it through TikTok? And then we bring them back to Digital Leaders Academy and just start working together as a partner. On Friday, we're doing virtual reality one, which is between us and Michaela Jade over at Australia.  And then our Aboriginal cousins, we're trying to understand the rituals of engagement in the Outer, how do our First Nations find the greeting, how do we greet them? And after our hour session, we'll write it down and our elders will be there with us inside the headsets and then they'll help us develop time in Tikanga because this is a new place for us and we need to keep our community safe. And now Rangatai is knowledgeable because what happened when we were part of two degrees, we helped launch the network and then Steve Jobs put the smartphone on our hand and that network exploded. And that was Māori based, that's not a story most people know, two degrees is a papa papa Māori. And lots of Māori were involved in there at the beginning, that's where I started to meet all the kids. It was like, yes. But we've got these phones and there was not a lot of ethics around them. And now all the years later, we're starting to see our Tamariki are getting harassed, our Rangatai are getting bullied. And so because we've been put down digital ethics team, we're in patch up mode. So we're working with our whānau, our Tamariki Rangatahi and our Māori Mātua just to lay down the ethics. Now put down, lay down the law. But at least there's whānau where they've been asked questions but here's our base understanding when we go into AI, when we go into VR. So we make sure that our Tamariki are grounded in here at home, have aspirations and dreams because first Māori don't dream because we've been suppressed, whānau, did you know they've been suppressed at last for 200 years? Oh, we're taking it. But we're going to ourselves to listen to dream. And that's even to generational thing. That's this generation now starting to dream, which will allow their whānau to dream. And we back ourselves, but it's all about connecting with all of the cousins that hold similar values. So digital native academy, you're able to do at least that down when the lockdown or whatever. Yeah, they'll be able to meet you too. Yeah, ki ora po tāwa. And it's interesting how you reflected there that humble beginnings then to VR headsets and now the technology is part of the portal for utilizing Mātautanga Māori and rethinking our te kanga and rituals of engagement. So these things are not set, they are fluid in technology and some cases is helping to create that fluidity. And I think because our whānau would knock down and we were always going to do this because some of our whānau in Australia still want to redo it. But now we have to stay in our regions. How do we join a whānau? How do we learn our people and our whānau? How do we learn about our sites of significance? These could have so much potential in the 5G space, for instance, like these that when we launch to a region. But it's a gamble because these things are $2,000. But we think that we can put these in the influences hands of our whānau like Pākeke, Kōmātua and Whānau Te Hau. And just one here, there, there, then go to that person if you need to be a part of that whānau. Just have them close. It's about access in the train. But you're so open. We need more talents. Kia ora. Kia ora. Well, thank you for that, Porto. And now we have our fourth initiative presenting to us before we move into our breakout groups. And that comes in the form of Young Enterprise Trust, which delivers a range of entrepreneurship, education, programs and competitions in high schools. And actually was a big part of inspiring my journey into entrepreneurship when I was at school. So here to talk about the nature of their work is their Māori, head of Māori engagement, Ian Musson. Tēnā koe, Ian. Tēnā koe, Shea. Tēnā kato kato. How are we whānau? My name's Ian Musson, like, Shea Pūne. I'm a Coastie. I work from down Ngāti Porou. So I've got to shout out to Canaan and follow over there. Especially some of the amazing mahi te rūdā on the coast and part of Taiki and all that cool stuff. But yeah, whānau, I had notes today. And then I was listening to everything, our first session, the second session and those notes just went out the door. And I think for most of us that was the case. And so what I thought I would do is come on and speak more from a, we'll call it a heart perspective of what we do at Young Enterprise and what we're doing, what we hope to achieve and the impact that we intend to make in the future. And I guess they really kicked that off, really wants to acknowledge Patoa, Nikora and Naomi because the mahi that they undertake is incredible. And when I listen to them, I think what more can we do at Young Enterprise? Now to kind of frame things up for us whānau, Young Enterprise, we're not a Māori organization. We don't claim to be, but what we do recognize, and I think what would become more apparent to us recently is that we have a platform when we are, I guess we deliver entrepreneurial and innovation programs to 85% of Aotearoa's high schools. And as a result of that, we have a responsibility to do more for Māori. And so while we're not a Māori organization, we have reach. And with that reach comes a lot of accountability and also a lot of, I guess need to do more. So similar to what Shay was mentioning, so I done Young Enterprise when I was at high school. Now, I'm not going to tell you how I am. I'm not going to tell you what year it is. So you can take guesses, but we'll say it's still in the 2000s. I don't go too far back. And it was a pinnacle part of me deciding what I wanted to do in my future. Now, it didn't suggest or tell me that I was going to go into business. I was going to study a certain thing. But what it did do for me is give me the confidence in myself. Now, the reason I say that is because some of the biggest concerns how I recognize them, I think as many of our whānau in here have recognized it, is that there is, and I'm going to read this because I've written this part down. And I think it captures my thinking well in this space, is there's, we need to combat this kind of unfair, unwanted existing stigma. Okay. And so we know these are under representation of Māori, but also our Pacific whānau, our lower income whānau. And I guess a whole range of different marginalized groups in entrepreneurial activity. And a lot of this persists from my perspective in part because indigenous and other non-Western cultures have been stereotypically portrayed as being averse towards excellence in these areas. And as a result of that, those notions carry on to young people, which then in turn reflects their ability of themselves, their self-identification, what they believe they can achieve. And as a result of that, they don't feel like they belong in such spaces. And so I think everyone on this call, including us at Young Enterprise, we all do it differently and we focus on different areas, but it's around how do we help our young people recognize their innate ability that sits within them to, and I don't use the word empower because I don't think we empower them. I think it already sits within them, but how do we help them to refine that, to be able to go on and continue to do the incredible things that I think we as people that have a little bit more maturity in terms of age recognize in them, but they can't quite see in themselves. So Young Enterprise in its simplest form and from an external looking in, you might suggest that, okay, they help kids in high schools set up businesses, but for us, it's really around inspiring young people and unleashing future leaders. And we do that very much in use, I guess, building skills. Yes, our young people do run a business while they're at high school, but more so it's around empowering them with skills that we feel are gonna benefit them going forward into their future careers. And so it goes back on to Hineponam's and Eruita's talk around, I guess I've made this right on this down to moving from close to skills, helping our young people recognize the skills that they do have or they can grow into and how those will benefit them moving into the future. I guess final is just to share a little bit of how we kind of measure some of the successes we have. You know, numbers are one thing, but they miss a narrative. I think of what we as Young Enterprise this year, we have 4,701 students, okay? Which is cool. We have about 18% of those are Maori, which is cool, but we also can then recognize there's so many gaps that we're missing and so much more that we can do in order to actually make a difference to more people. I looked back at my junior with the Young Enterprise, Shane Mencher with his, I guess, in his corridor intro to what I was gonna talk around, the impact it had on our lives, but we also recognize that there's so many more young people that we can have an impact moving forward. I think I saw a question pop up. We got 4,701 students to answer that question during one of our programs within Young Enterprise. And a portion of those are Maori, which is cool, but also it's about recognizing where those rangatahi Maori sit within the country because a lot of them are like Shane mentioned in our bigger areas where a lot of Maori are. And then we wanna really be supporting our final that are in our regional parts of Aotearo as well to kind of build that ability. I guess my hope, and this isn't me randomly, this is just me speaking from a piece of passion, is that if we can build young people that become those beacons within their community, it snowballs, right? I think of someone like Patoa in Rotorua, what he does there and how that can benefit and help more people going into the future. And I get scared for more Patoa's been around in 20 years in Rotorua because it freaks me out, but it's amazing at the same token. Same with Nikora, same with Naomi, and all that stuff to see these young people becoming our leaders in the future. It's freaky because there's a pretty out there people, but it's an exciting opportunity that I think is ahead of us. To kind of summarize and wrap things up, how we measure success within young enterprise, it's by talking with people. Like I mentioned before, numbers are one thing, but they miss the narrative and they miss the actual impact that can be made. I know sometimes, and I think Naomi mentioned this, she was very articulate in how she mentioned it in terms of some audiences that we're trying to serve who may fund us are looking for numbers, but we know that the biggest impact is through those conversations. So we're fortunate that with young enterprise, we operate in 21 regions across South Terrell, and we have people that are local in those regions that work with the students. So whilst I don't clearly don't get to know all 4,701 of our students, our people in the regions do get to know them and they get to talk with them. And it's that connection that allows them to feedback and allows us to learn and to go our offering going into the future. And we're in a position of change moving forward because we recognize the girl need to support more and more Māori and Pacifica whānau. They're gonna occupy the majority of our workforce in the future. And what we have now as a program is great and I champion it. We know that it needs to change in order to be sustainable and have the best impact to use shades words, as well as I'll use anyway, the brown faces of the future to ensure that we can actually be sustainable to support them and do some incredible things in the years to come. So yeah, that's me whānau. Pop into our chat after, we'll have to chat with you all. Chair Currian. So yeah, and just to your point there, we'll take now our energy into breakout groups where we can find the initiative, we'll pick one initiative that we think we could add particular value to or we wanted to learn more about or add some thinking to. And so I've just put up on screen here the different breakout sessions. So we'll have five. Paula, if you can please launch the breakouts and then we can self-select which of those five we want to go into please. And what we'll do fine is we're sitting at two o'clock on the dot. And so we will go for 15 minutes in our breakout groups, Kawhai. And so we'll rejoin this face here at 2.15, 15 minutes time. And then we will be moving into a second breakout group. It has a slightly different focus. Keora, you can please launch those now Paula. Yeah, so for 15 minutes correct? Correct. And then people can just, so breakouts are open and then people should be able to see them at the bottom of the Zoom.  If you need help, let me know and I can assign you to the room that you wanna go. Paula, always too short, always too short. Awesome, so that was our first breakout group final and opportunity for us to have a chat about looking at particular initiatives that we think we could help out on or ways we could stay in touch with them. What I'm keen to do is to just get a sense of one or two things that were top of mind that we took from the session. If there's anyone from each of them that would like to offer a few thoughts and I might actually hand it to our hosts from the various initiatives to do that summary of kind of a key conversation that was had or a thing that was talked about in the session. So can we start with you please Naomi? Thank you. One of the key things is for us just stuff around how do we maintain quality of provision as we say scaling up. And some feedback is just making sure that we're valuing our people, our staff, like we end valuing our staff, remunerating them appropriately, engaging them in helping all of our staff understand that building up that passion but also feel a sense of ownership over the initiative too that they're part of growing a movement as well aids with that passion. Which can be quite challenging to honour valuing staff at the level we would like to when we grassroots organisations that run on the smell of oily rags. So that can be part of the challenge. And from the work I've done with various Māori organisations, often that manifests because Māori organisations tend to be funded by few government contracts and don't necessarily have earned income streams, business models beyond few limited amounts of funding. So how we could look at through the HF network, diversifying the range of funding avenues or even better building self-sustaining business models that can always be helpful, hopefully with addressing part of that challenge. Yeah. Thank you. Bye. So Nekora has had to go, is this very early in Dubai, he has to have a quick sleep before this next day of the trade expo. Michelle, could you just give us a quick sense of what the conversation was with Nekora and also what his ask might be? Yeah. So because I had seen already that he was after philanthropy that was, how do we help more of the impact and the Iwi companies get more philanthropy? And I know this is big to look for Lily as well. Lily has actually left us from Tolaga Bay. So he's gonna be an MIQ next week from Sunday onwards for a week. So if anyone's got any ideas and can help him out, he would love to be able to broaden out and get more philanthropy in for his business. And one thing that came quite clearly in that was that the ask, what actually was the ask? So it took a bit of sort of me prompting him that I knew that he was after philanthropy as opposed to him asking for it. So I think we have to think, how do we get that trust built up there then so that we can actually, people can feel comfortable to ask for what it is that they really want and be quite clear on what that ask is and to let you know that our channels at EHF are open for even non-fellow companies, for people to bring their asks to us and we've got a whole lot of raft of avenues that we can put them in, whether it's your dev you're looking for, whether it's jobs you want to replace, if it's cash, equity, and we can put it out to the fellowship. Alright, Michelle, thanks for that. I'll ask the same question of you too, Portowa. Any kind of key things that were brought up on that session and then the other question is, what would you see as the big ask that you would have for fellows as well, given the nature of the mahi that you're doing, what do I have to say? Jordan, how have we talked about apprenticeships and about linking up nationally? There's so many opportunities that are happening throughout the country, throughout the world. How can we link all of those up together? The pathways of the teaching and how do we train? What are we training or training for industries of the future? Opportunities of now? But then industry, could we get some really solid help to link up that training to industry correct? And when we were talking about industry, it was considered not just tech, not just marketing, but senior management roles and governance. Even if they're young, they could be a shadow governor. Even if they're young, they could spend a few months in a boot camp to get them really up to senior management. But the younger they learn and gain those experiences, inside of an organization and paid, and those agreements helped with all of the programs together, I think that would really help us as trade providers and partner with their pathway, plus the Rallatang, it was really central for us. So, what are you talking about? Kia ora, kia ora potaua. And finally, to you at Young Enterprise, Ian, what were some of the key reflections you have from the kōrero? Yeah, so our, I guess, it's kind of some reinforcing on the role we can play across our title. And I guess reiterating that we're not a Māori organization, but the reach we have is, gives us a responsibility to do more for our rangatahi and to do it in a meaningful and impactful way. And kind of part of the conversation led on from there was, what does our regional involvement look like? And so, I guess, that's something that probably sits in my head, that's something that possibly didn't explain it correctly, is that, so how Young Enterprise operates across the country is that we have a regional partner in each rohe. And the idea is that it's someone local organization that supports the young people from that space. The reasoning behind that is it gives some continuity and some consistency to the people that our young people are exposed to, gives them a place to, and I guess the methods that we, to be able to support young people is we have a person in each region that supports those students. We also have a person in each region that supports the teachers. And the goal with that is oftentimes in education and environments like this, we throw all our energy at supporting the young person, but neglect to also support the people, the educators, who are with them every day and who are that incredible, I guess, support and effort for them. And so, how we have a focus there, where we think it can go beyond is how do we extend that to ensure that we can support whānau in that space. And that's a massive ask. And it's a massive, you know, that's, but for us, we see it's where incredible step change can happen. And the reason it's important is because oftentimes our young people have, they might have great ambitions, but whether it's Mum, Dad, Nanny, Papa or someone within their whānau circle may not know too much about those areas or may not know how to direct people. And so, you know, for us, we know that now. And again, like I said before, by knowing that we have an accountability and a responsibility to better support that. And I guess, so, the ask, like anything, always ask for people would like to always ask for money and we'll ask for those things. But also being mindful is, I guess, probably what's more particular at this time is asking how we build or how do we get the HF whānau to help us build our young people to recognise the abilities that are within themselves and what more initiatives can we put out there? So young Māori, young Pacific and young people from marginalised communities recognise the innate abilities, the whakapapa that flows through them to help them kind of lead the change for tomorrow. Awhai, kia ora i'an. It's interesting that you and Puteu have both talked about this idea of step stepping up into leadership, which really is that transition from being, as Eru was talking about, people who mahi with the hands to actually being able to use the strategic insights and into that kind of level of using, you know, using the brain as a key organ of value. Hey, so I was interested to see that many fellows joined the session or joined the particular breakout around EHF's role in supporting these initiatives, which starts to lift us up beyond any one initiative to look at more the systemic space, the collective impact space. So, Rosalie, if you could please share just a few of the reflections from your breakout group. Thank you, and I'd be very happy for anyone else in the group to talk, because we had quite a wide-ranging conversation. Really, what a lot of it came down to was thinking about what is it that we bring uniquely in our global and our local fellowship. And one of the parts of that, which was a sort of a starting point, was that because our fellows often have a unique global perspective of what is happening in the world, they don't come often through traditional channels of qualification, they come from portfolio careers. And so that ability to be able to inspire with ambition to tell the stories and bring the visibility of what is possible, we felt was one of the areas. Then also, of course, we've got the building of the 21st century skills and the potentials around internships. And really sort of underlying this point, we had quite a big discussion, which was really sort of related, I guess, to business model and one of the tools in which we might do that, which is what might be the resourcing and how would we do that and how do we ensure that this is part of it. We were just getting into the interesting stuff of where we might be able to take this when we sort of drew to an end. But there was one other piece, I think, as well that was really important. I just wanted to give a huge thank you to you personally, Shay, for both the session and the power of the session. But also talking about collective impact because as an organization that is built of leaders, global leaders, who really seek to have collective impact, this idea of how do we take that collective impact methodology and what would that therefore mean for us? And therefore, how do we take that conversation forward for the Edmontillary Fellowship as an organization that is supporting both our terror but also enabling fellows to be able to be really powerful in the impact that they want to achieve? Appai, well, you mentioned there, Rosalie, that you kind of ran out of time to really have the substantive courted around that but not to worry because we now, for those of you who are able to stay on the call, I'd love us to have another 15 minute breakout where we can kind of dive in a little bit more around that collective impact model and to answer those questions from what we've heard and seen, what do we see as the common agenda? What are we seeing as some of the key problems to solve? What do we see as missing? Where are the gaps here? For example, from what I'm aware of, there's not too much in the web three or crypto space in terms of initiatives for young Māori. So are there gaps here that we're seeing around how the future is going to show up and what we need to be front loading? How might the HF leverage our collective potential to be an active part of the solution building? What might collective impact model, what might that model look like in terms of bringing in more funding or creating greater impact for these initiatives? So I'd love us to be able to break out into our next breakout group for 15 minutes and after that we will be doing a final conclusion and we'll be able to go towards the rest of our days but for those of us who can stay, we can join a breakout and these ones are not going to be hosted by anyone in particular, they're just going to be randomly selected and we do have the document which I'm just going to share the link to and that is a place where we can actually start to harvest our notes. So if someone at least in each group can please contribute some of the thinking and focato that we're hearing. I'm going to put that in now. Some of our speakers have to leave as well and so just before we do break out into our breakouts a huge me to those who have contributed there focato in this session today who have given their time to speak to us about this particular packet that they feel every day and the work that they do and so forth for the words and ideas that you've shared with us. Thank you and for the work that you're doing and your community has paid for me here. A couple of katoa. All right.  Sweet. So I'm going to call Paula to launch the breakout groups again if we can get into small groups. Morehu, the survivors. The ones beyond 2.30pm who didn't have a back to back. So just to do a quick reminder, a reflection I should say of our session and then just a reminder of some things about what we're to from here.  We're talking about something that's going to affect the whole of New Zealand, the economic and the social aspects of our communities. We're talking about a problem that is at scale. We're talking about tens and tens of thousands, potentially hundreds of thousands of people that need to be engaged in pathways and initiatives. Māori, Pacific and other ethnic minorities that needs to be culturally imbued so that they have the opportunity to be skilled, educated and transition into high value work. Or as our Matua Ta Masen jury would say that we focus on ensuring that they can live as Māori and are comfortable in their culture and worldview, that they can be active participants and citizens of the world and that they can enjoy a high good standard of health and a high standard of living. So that's kind of the goal that we're aiming towards. We've heard some of the challenges. We've seen some of the initiatives that are in place to help further that aspiration. We can see that beyond the specific initiatives, we need to take a bit more of a systems approach to addressing this. And so the conversation that we've had around things like collective impact and the way in which even EHF can play a role in coordinating, connecting and supporting these kinds of initiatives. This is really where the rubber hits the road and this is the enduring conversation that we welcome you to join us in. Just a reminder that we have some further sessions coming up on slightly different topics. But interestingly enough, there seems to be this common theme of ecosystems and collective impact about them. Tomorrow at 9 a.m. New Zealand time, we have a session around measuring what matters, the global best practices and the impact measurement space to create a framework and tools for holistic impact measurement. Tomorrow at 3 p.m. New Zealand time, a session around taking a systems view of our New Zealand startup and innovation ecosystem and how we can grow that, not disconnected from the conversation we had today. And then on Friday or November the 19th, at 8 a.m. New Zealand time, a conversation around New Zealand's priorities and opportunities in the emerging decade of action on climate. So in terms of moving forward from here, we have a form, like a little Google form that we'll put out, which is really just seeking your views of which initiatives, if any you'd like to stay in touch with or contribute to moving forward, we'll make sure we send out details of the key leaders of those initiatives and just to get your sense of the highlights and any suggestions you have from the session. So make sure that form comes out, we'll be sending out a copy of the recording. We still have that harvesting doc, if you would like to put any further commentary in there as your ideas percolate, and that's gonna be useful for the team that are behind the scenes pulling together the summary document led by Bex, one of our fellows. And we'll also be looking then at the role that EHF can play in an enduring sense in enabling some of these initiatives and core, what role it can play in the coordination piece moving forward. So thank you all for joining us for this corridor today. I'm just gonna check if Rosalie had any further last things to add. No, just a huge and heartfelt thank you for all the effort that you've put in Shea for every one of the speakers and for those that have attended through this session. This for us does feel really important. We think it's the beginning of the conversation. So I know that it's been something of a marathon and there's a huge amount that we have to think about and absorb, but frankly, I've never had the opportunity to have this conversation like this before. So the mahi and the work is incredible and we're excited about where we can take it from here. Got it Rosalie. And just to total all that, I think I'm fortunate enough, I do get to have the conversations about this all the time, even at a government level. And this particular thing I'm fortunate about for today is that we were all able to participate in it with those community leaders who are literally at the forefront of creating that change and helping us drive some of these initiatives forward. So we've been blessed and the Maori leaders that are involved in those initiatives are blessed to have had your willingness to participate in the conversation. Bye-bye. Well, I'll just close our, who with a karakea, this karakea is not, this karakea is about closing down this as a learning space to enable us to transition into whatever is next for us on our day and to let any of the barriers and any of the heaviness from this conversation as well, lift a little from our shoulders so that we can get on with the next thing that requires our energy.