STRATEGIC PLAN 2009−2012
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STRATEGIC PLAN 2009−2012 Ko Hikurangi Te Maunga Ko Waiapu Te Awa Ko Ngati Porou Te Iwi Mana Motuhake Ngati Porou Nga Uri Whakatipu Ngati Porou Self-determining for the Future 1 CONTENTS Chairman’s Foreword ………………………………………………………....……. 2 Ngati Porou Profile ……………………………………………………………...….. 3 Te Runanga o Ngati Porou …………………………………………………….…..6 The Board’s Approach …………………………………………………………....… 15 Environmental Scan ……………………………………………………………........16 Key Strategies ……………………………………………………………........………..21 Strategic Priorities .....................................................................….….. 22 Key Risks ……………………………………………………................……….……….…25 2 CHAIRMAN’S FOREWORD Tena koutou Ngati Porou – tenei nga mihi te tukua atu nei ki a koutou e noho mai na i o koutou kaenga noho, mai i te wa kaenga, ki wera atu waahi o te whenua nei. Kei te tangi atu ki nga aitua i pa ki tena, ki tena o tatau. Kei te rere tonu nga moteatea mo ratau kua whakamorehu nei i a tatau. E whai ake nei ko nga kaupapa kua whakaritea e matau mo nga tau e toru kei mua, me te tumanako hoki tera ka puta hei painga mo Ngati Porou puta noa. This document sets out Te Runanga o Ngati Porou’s (TRONP’s) strategic direction over the next three years. It was informed by consultative meetings during March, April and June 2009 of the TRONP Board of Trustees and various directors of TRONP’s subsidiaries (i.e. Pakihiroa Farms Ltd and Ngati Porou Seafoods Group) as well as various Ngati Porou stakeholders. The next three years are important transition years for this organisation as those of us involved with the negotiations around the historic Treaty of Waitangi claims move to establish a post settlement governance entity that better meets the requirements of nga hapu o Ngati Porou. This plan outlines where the Runanga has come from, where it is at the moment and where it wants to be in the future. In doing so it provides an insight into the decisions that will need to be made over the next three years. When all's said and done, however, it is only the plan. The real measure of our success will be the engagement, vibrancy and participation of our people in the activities that arise as a result of its implementation. Dr Apirana Mahuika Chairman 4 April 2009 3 NGATI POROU PROFILE Ngati Porou have maintained their ahi ka rights and responsibilities within the cultural/geographic area, mai i Potikirua ki te Toka a Taiau, on the basis of our descent from Maui Tikitiki a Taranga, Toi Kai Rakau, Rauru nui a Toi, Paikea, Porourangi and Hamoterangi, to mention but a few of our illustrious ancestors. Whanau and hapu own significant land-holdings throughout the rohe that they have endeavoured to farm, afforest and develop within the parameters of the financial and human resources that they have had available to them. About 72,000 people of Ngati Porou descent live in Aotearoa/NZ, according to the 2006 Census. Another 12,500 Natis live in Australia, a Te Puni Kokiri report says and we estimate another 5,000-10,000 live throughout the rest of the world. Ngati Porou is the second largest iwi in the country and is one of the most widely dispersed. 4 However, the single largest concentrations of Ngati Porou reside within the Gisborne/East Coast district (12,399), Auckland (13,215) and Wellington. The chart below shows the number of people in the Tairawhiti region and throughout the country who have identified themselves as affiliating to Ngati Porou. Note that more than half the population is less than 30 years of age. NGATI POROU KI TE TAIRAWHITI Ngati Porou ki te Tairawhiti 3,000 2,500 Population 2,000 Male 1,500 Female 1,000 500 0 Under 15 15-29 30-64 65+ Age Groups Age Male % Sex % Age Female % Sex % Age Total % Sex Group Sex Under 15 2,232 50.2% 38.4% 2,208 49.7% 33.5% 4,443 35.8% 15-29 1,212 44.9% 20.9% 1,482 54.9% 22.5% 2,697 21.8% 30-64 2,058 45.5% 35.4% 2,469 54.5% 37.5% 4,527 36.5% 65+ 303 41.2% 5.2% 432 58.8% 6.6% 735 5.9% Total 5,808 46.8% 100.0% 6,591 53.2% 100.0% 12,399 100.0% NgAti Porou ki Aotearoa Ngati Porou ki Aotearoa 16,000 14,000 12,000 Population 10,000 Male 8,000 Female 6,000 4,000 2,000 0 Under 15 15-29 30-64 65+ Age Groups 5 Age Male % Sex % Age Female % Sex % Age Total % Sex Group Sex Under 40.5% 34.3% 37.2% 15 13,740 51.3% 13,044 48.7% 26,784 15-29 8,433 45.0% 24.8% 10,299 55.0% 27.1% 18,735 26.1% 30-64 10,710 44.7% 31.6% 13,242 55.3% 34.9% 23,952 33.3% 65+ 1,050 43.1% 3.1% 1,386 56.9% 3.6% 2,436 3.4% Total 33,936 47.2% 100.0% 37,974 52.8% 100.0% 71,910 100.0% Other demographic information borne out by the 2006 Census includes: • high percentage of young boys • higher than normal speakers of Te Reo • large pool of Native speakers • higher than average general & tertiary qualifications • higher employment rates than other Maori • high proportion of professionals • high participation in the education sector 6 TE RUNANGA O NGATI POROU History Moves to set up a Ngati Porou tribal authority came as a result of the Hui Taumata held in January 1985 at Ruatoria. Twenty interim trustees, who were nominated to represent the interests of four rohe, met regularly guided by the following kaupapa: • whakakotahi i te iwi • whakapumau to tatau Ngatiporou-tanga • tiaki i te iwi • rapa oranga mo te iwi In those early days there was a huge voluntary effort on the part of Ngati Porou that went into establishing the Runanga. On 1 September 1987, the Te Runanga o Ngati Porou was established under its own act of parliament, as a body corporate that operates as a Maori Trust Board. It is charged with the principal function of administering its assets for the general benefit of its beneficiaries who are “Nga uri o nga hapu o Ngati Porou mai i Potikirua ki Te Toka a Taiau” (the descendants of the sub- tribes of Ngati Porou occupying the region of Potikirau to Te Toka a Taiau). Our vision statement was developed in the 1990s and reads: Ko te whakapumau i te mana motuhake o Ngati Porou i roto i tona mana Atua, mana tangata, mana whenua. That is, the vision of Ngati Porou will be achieved through affirming the Matauranga Ngati Porou and it’s application to Cultural, Economic, Social and Political developments that contribute to the prosperity and survival of Ngati Porou whanau and hapu while actively enhancing the “mana motuhake” of Ngati Porou. 7 A Snapshot of trustees from the late 1980s/early 1990s period. GOVERNANCE A board of directors is a collective decision making entity where the whole is far greater than the sum of the individuals. TRONP is governed by a board of up to 20 trustees who are elected triennially by adult tribal members registered on the Runanga electoral roll. These trustees are accountable to the rohe from which they are elected and the Board as a whole maintains a relationship with Ngati Porou as its beneficiaries. The Board has overall responsibility for governance of the Runanga and in carrying out its responsibility it has the following specific duties: • Develops TRONPs strategic vision and direction and approves TRONPs’ strategic plan (NB: Previous strategic plan was for the period to 2009); • Develops policies to guide the organisation; 8 • Appoints the CEO, manages, monitors and reviews the CEOs performance; • Approves financial and non-financial delegations; • Monitors performance against strategic plan; and • Ensures robust financial, audit and risk management processes are in place. The trustees also: • Manage themselves; • Focus on the future; • Empower the staff; • Set the limits for the organisation; • Hold staff and board members accountable; • Represent the organisation; and • Carry out other duties as the Board decides. Assets and Resources Since its inception the activities of Te Runanga o Ngati Porou have expanded to encompass economic development initiatives for Ngati Porou, in forestry, commercial fishing and farming, always with the intent that these activities would complement and assist the Runanga to meet social and cultural goals for its beneficiaries. This has led to an increased number of assets for the Runanga to administer on behalf of Ngati Porou. People & Database The Runanga’s most significant asset is its membership which at present numbers in excess of 30,000 registered members. This figure is noteworthy as the adult Ngati Porou population was estimated at 40,000 in the 2006 Census. To this end, TRONP’s electronic database cannot be underestimated as a priceless resource. It is critical for elections as well as collating statistics about our Ngati Porou population. Equally important is TRONP’s staff as they have significant institutional knowledge and key linkages with hapu. Income The principal source revenue for TRONP has been and remains largely contract income. Last year it made up 86% of the organisation’s total revenue. Other sources of funding came through rental income from properties owned 9 or leased by the Runanga (3%), interest from fixed term investments (4%) and sundry income (7%). Pakihiroa Farms Limited Pahikiroa Station Pakihiroa Farms Limited (PFL), a subsidiary of the Runanga, leases and manages Pakihiroa, the farm on Hikurangi Maunga that is owned by the Runanga for and on behalf of all Ngati Porou people. PFL pays the Runanga and annual lease fee which is presently set at $80,000. To date all other profits from the farm have been reinvested in the farm (i.e. the Runanga has never received a dividend from PFL). PFL also owns and manages Puanga, a farm on the outskirts of Gisborne that is run as a complimentary farming operation to Pakihiroa. Because Pakihiroa takes in part of our maunga the Runanga has invested in its tourism potential as well as its significance as a cultural icon. Porou Ariki Trust The Runanga is also the trustee, along with up to seven advisory trustees, of the Porou Ariki Trust (PAT) which was established in 2006 to receive, hold, manage and administer the settlement assets allocated and grants made to Ngati Porou by Te Ohu Kaimoana Trustee Limited. The Trust facilitates the receipt of Ngati Porou’s share of fisheries assets which, on transfer from Te Ohu Kaimoana, was valued at about $35.5M. The assets primarily comprise quota, shares and $1.9M in cash. Quota and shares were directed to Ngati Porou Seafoods Limited, the asset holding company, and the cash to PAT. The PAT board meets no less than four times each year, is served by the TRONP CEO and an administrator and has its own budget derived from two sources: a portion of the annual fishing dividend provided by the asset holding company and interest from the original cash transfer. The same source of funding is used to distribute marae grants annually, to support Ngati Porou events of cultural significance, as sponsorships, and to build up a Ngati Porou Education Trust Fund. Te Haeata 10 More recently (April 2008), the Crown officially recognised TRONP as the mandated authority on behalf of Ngati Porou to enter into direct negotiations for resolving historic Treaty of Waitangi claims. Prior to this, in 2007 Ngati Porou voted and approved TRONP to proceed with direct negotiations. The Runanga delegated this responsibility to a sub-committee known as Te Haeata made up of seven hapu cluster representatives and three Runanga appointed members. Negotiations are in progress with a view to reaching agreement on a settlement package with the Crown by 2010. Foreshore and Seabed Deed of Agreement Nga Hapu o Ngati Porou Foreshore and Seabed Deed of Agreement, signed on 31 October 2008, sees TRONP also acting as a facilitator between the Crown and Nga Hapu o Ngati Porou to ensure Nga Hapu have support in fulfilling their responsibilities under the specific clauses and schedules of the deed. A major part of the Runanga’s role is to assist hapu to become fully informed of their mana, rights and responsibilities under the Deed. A roopu of Ngati Porou representatives travelled to Wellington to sign Deed of Agreement SERVICES Te Runanga o Ngati Porou delivers a diverse range of services while maintaining a continuous commitment to improvement. The ongoing developments in IT, pending contracts, and long term projects with marae and hapu groups have highlighted the need for the Runanga to increase its workforce capacity so that the new roles and functions created are managed effectively. The Board periodically reviews the organisation’s capability needs and takes the appropriate actions to address gaps, identify risks, recognise opportunities and strengthen our weaknesses. The organisation has four streams to its management arm: 11 Whanau Oranga Unit This unit focuses on lifting the life quality and socio-cultural status of whanau and their members with the ultimate outcome being good health, adequate housing and steady employment. While Whanau Oranga staff (3 managers and 23 staff) spend a lot of their time in our communities they do have two work bases in Ruatoria and Kaiti. The core business of the unit includes: • Health Education and Promotion • Housing • Iwi Social Services • Education • Hapu Development Support • Special Iwi initiatives These work streams are performing well and this is reflected in the continued roll over of contracts by the funders. Matauranga Unit The Matauranga Unit has a diverse work programme with its’ key goal being to support Ngati Porou whanau, marae and hapu to participate in opportunities that enable them to make informed choices about their lives and which hold them accountable for those choices. A Ruatoria–based team of twelve coordinate and deliver the following work programmes/contracts: 12 • Co Production (with Te Puni Kokiri) – policies and programmes that encourage Ngati Porou to succeed • E Tipu E Rea – includes Te Rangitawaea Festival and ICT professional development • Raparapaririki – Early Childhood Education • Te Whare Wananga o Ngati Porou – NZQA accreditation Enterprise Training Programme – delivers 10 BIZ workshops a year • Beneficiary database – goal is to increase registrations by 20% annually • Connect a Nati – helps disconnected whanau reconnect with Ngati Porou • E Nati – Ngati Porou marae website development and training Again, these work streams are meeting milestones well ensuring the on-going funding of the projects continues. Supreme Winners from past Te Rangitawaea Festivals Young Nati ICT professionals of the future Roopu Tautoko (Corporate Services) Unit The objective of Corporate Services (six staff) is to provide a range of ongoing administration support, financial and legal services in order to maintain efficient and effective operations. The core business of the Corporate Services unit includes: 13 • Administration Support • Finance Management • Asset Management • Information Services • Human Resource Management • Internal Audit • Trustee Services • Litigation Rawa (Economic Development) The objective of the Economic Development Unit is to maximise the finance and/or strategic value of the Runanga’s economic activities and opportunities, and from profits provide agreed levels of funding to the Runanga’s Matauranga, Whanau Oranga and Ropu Tautoko units plus other direct benefits to beneficiaries such as the Runanga’s marae grants and education trust fund. THE CORE BUSINESS OF THE UNIT INCLUDES: FISHERIES TOURISM PAKIHIROA/PUANGA FARMS MANA LOANS PROJECT DEVELOPMENT 15 THE BOARD’S APPROACH TO: The Budget The Board adheres to the Governments fiscal year, July 1 through June 30, and our budgeting process follows the guidelines and timelines established under the Maori Trust Boards Act 1955. The Business Services Manager leads the budgeting process, which simultaneously provides information to and seeks input from the Board, CEO and the Senior Management Team. Financial Resource Management The TRONP Board has been consistent in its efforts in maintaining adequate reserves and cash on hand to meet organisational needs. The Board has made considerable efforts to increase the organisations competency to generate accurate and timely financial reports that support managerial decision- making. It has also been proactive in addressing / avoiding deficit operations through the establishment of the internal Audit, Risk and Finance Committee. Conflicts of Interest The Board has measures in place to ensure that the Trustees are not put in a position where they compromise either themselves or the Board. e.g. Signing a declaration of conflict of interest and setting clear approval and delegation processes. These measures are also applicable to employees. Risk Management To mitigate the risks for the organisation, an internal Audit, Risk and Finance Committee has been established that comprises of one representative from each of the 4 Ngati Porou Rohe, the Board Chair, Deputy Chair and a Financial Advisor. Structural and Internal Reviews Operational reviews are normally part of the Runanga’s planned operations and identified in our business plans. The following reviews have been prompted by circumstances that have occurred throughout the past four years and were unforeseen during the time of our annual planning processes. Regardless of the circumstances prompting the reviews, the Boards approach is that they are committed to structuring the Runanga and its operations to best meet the long-term goals and aspirations of the organisation Board of Trustees Efficiency Review (2006) Corporate Services Review and Restructure (2006) Administration Services Review (2004/2005) Whanau/Hapu Development Efficiency Review (2006) 16 ENVIRONMENAL SCAN The Chairman asked TRONP’s Chief Executive to provide an environmental scan or overview of the Runanga’s present operation as an important first step in refining the activities of the organisation. The CE met with TRONP Trustees, Senior Management and the subsidiaries Directors and the result was a useful discussion with follow-up emails that led to the following overview: 1. What is TRONP’s core business? The original intention of the Runanga was to develop sustainable funding (i.e. an independent viable economic base to fund its activities). Once established, the organisation would take a positive role in helping the East Coast region recover from the ‘endemic recession that had pervaded the Ngati Porou people’ since the 1960s. The Runanga was to be the channel for resources to and from the region and it was to ensure that certain key functions important to the development of Ngati Porou were firmly in Ngati Porou hands. Further, it was envisioned that with the development of the region there would come a declining need for the Welfare State. Almost a quarter of a century on, it cannot be said that this has happened, despite the achievements of the Runanga, including establishing Radio Ngati Porou, Ngati Porou Hauora, Ngati Porou Whanui Forests and the return of Hikurangi Maunga. In 2009 the Runanga still does not have sustainable funding and, as stated earlier, is hugely dependent on contract income from social service provision to ensure its operation. The intent in becoming a social service provider for Ngati Porou lay in our conviction that we could do it best. As more and more staff were employed the focus changed so that the service contracts became integral to the ongoing operation of the organisation. As contracts ended and others began the Runanga developed a policy of relocating staff, wherever possible, to other parts of the organisation. The result of this sometimes was missed opportunities to employ more experienced people and accusations of favouritism (even nepotism) from members of our communities. It is important to acknowledge that to participate meaningfully in our communities we will need to adopt new approaches from the way we have done things in the past. 2. Sustainable Funding At present the Runanga’s Corporate Services unit could hardly operate with out the overheads derived from its service provision contracts. From a financial perspective, these contracts are making a financial contribution to 17 not only their share of Corporate Services overheads (i.e. finance, IT, management) but also they provide the putea to enable TRONP to advocate on iwi issues quite unrelated to these services. The new Government has announced a $9.3 billion deficit forecast to 2016. Unless there is a dramatic economic turnaround current belt-tightening will be maintained. Social service funding will continue to be directed to front- line services. The line by line financial scrutiny of the past six months could be expected to continue as a culture of frugalness sets in. The implication may be that surpluses at contract completion becomes both visible and subject to debate by the funder. The impact of this business model raises a number of issues: 1. Less money to reinvest back into service delivery – critical in order to advance services. 2. How sustainable is the model – where should the money come from for the iwi entity to undertake public/iwi good initiatives if not from these services? 2 Social Service Provision Sustainable funding is a process or approach to increasing an organisation’s financial sustainability that will help to ensure its long term future; it is not a source of funding or income, nor is it concerned with being able to fundraise better or more effectively. In order to become sustainable an organisation needs to be able to move away from service contract dependency, replace these contracts with more stable and secure income sources. As an organisation we should decide whether social service provision is to be part of our future operation or whether we should focus on advocating for these services while allowing others to deliver the programmes. We may in fact be the best deliverers but we cannot be certain as we have shut any competition out. Also by taking up these contracts we need to ask are we relieving the government of its own responsibility to deliver such programmes itself? If social service provision is to remain a major source of funding for TRONP it needs to be a focal point in Board meetings. In the past the BOT has spent more time on issues associated with areas such as the Porou Ariki Trust, Te Haeata and Treaty Settlements, the Tairawhiti Development Partnership, political interaction with various Ministers and Ngati Porou events. This was because reporting from management focused more on strategic issues for the iwi rather than compliance and performance of these important services (service quality, contract performance, and strategic aspirations). 18 3. Pakihiroa The key to sustainable funding is diversification of income streams underpinned by effective management and planning. Although the primary purpose in acquiring Pakihiroa was to get Mount Hikurangi back into Ngati Porou ownership, the farm had been seen as one means of creating a more constant source of income for the Runanga. Difficult economic times and varying market conditions have not seen that goal realised. Tension will always arise from the commercial exploitation of natural resources for commercial outcomes to benefit those whose ethos is to ensure the survival of the same resources for future generations to come. TRONP needs to determine whether it wishes to continue trying to manage the tension between the responsibilities of Kaitiakitanga while building an economically viable farming venture. Should it be doing both? If the answer is yes, how can it do it better? TRONP has an opportunity to play a key role in economic development with the view to achieving sustainable income. Some areas we might address include: a) What, if any, putea does TRONP have to invest b) Public/private partnerships – what can be gained by working with the private sector such as Forestry Owners c) Leadership – e.g. in our Maori Farming sector d) Appropriate and professional management of existing investments – NPSG and PFL e) Lobbying for key Ngati Porou people to positions of influence for the advancement of the iwi The Runanga’s future will be dependent on securing and maintaining relationships with certain stakeholders. We need to be familiar with the strategic intentions of various local organisations and to communicate our strategy to them (e.g. What position does Ngati Porou want to achieve with GDC, ECT, Tairawhiti Development Partnership, Chamber of Commerce.) 4. Post Settlement Governance Entity (PGSE) The future of the Runanga will also be impacted on by the settlement package reached with the Crown in respect of historic Treaty of Waitangi claims. As part of the negotiations a Ngati Porou approved governance entity has to be established to receive and manage the assets arising from the settlement. The deadline for this is December 2009. The structure of the entity needs to: 19 properly reflect the role of the organisation including such representation matters as hapu representation and voting; Takes account of the current strategic functions such as stewardship of Mt Hikurangi, the fisheries assets and allows for similar changes in the future; Reflects best practice organisational design attributes such as the separation of functions to render clarity of respective roles and accountability e.g. social and profit making activities, governance and management roles; Provides for the efficient and effective use of resources. There has already been considerable prior work and consultation on the PSGE. The following Holding Corporation structure (separation of commercial from other activities) is one model that has been proposed. The type of PGSE structure, however, and the pros and cons of operating as a statutory body, post settlement, have still to be worked out and accepted by Ngati Porou. The Runanga should not assume that it will morph into the new PGSE although that is a possibility. Whatever PGSE structure we end up with there must be improved accountability back to our constituents. Questions to consider of the PGSE include: What is best practice in terms of bringing Ngati Porou with the organisation? 20 How do Trustees account back to their rohe? Our strategic focus for the next 3 years generally includes: -Treaty Settlements -Foreshore and Seabed Implementation -Economic Development -Ngati Poroutanga -Community Development -Local government -Iwi Database -Education The current structure of TRONP has to allow effective focus on these areas. At present our financial and human resources and project management are committed on an ad-hoc basis as the time and resources of the Chief Executive allow. In a post settlement environment the Board will have to consider whether it needs access to a broader range of senior management skill and expertise to support these projects and whether these people need to be based in the Ngati Porou rohe. 21 KEY STRATEGIES Various documents belonging to TRONP and other iwi organisations have been reviewed in light of the Board’s strategic planning session and a number of key themes emerge. For the sake of brevity, a three year strategic plan for TRONP includes the following five key strategies. These strategies will strengthen the hapu and whanau of Ngati Porou to achieve our vision of successful hapu and a successful Ngati Porou. Strategy 1: Mana Tangata Capacity & Capability. Building the capacity (people power) and capability (effectiveness) of our whanau and hapu to achieve Ngati Porou self governance and self reliance. Strategy 2: Mana Tuku Iho – Ngati Poroutanga Culturally Strong Ngati Porou are practising, preserving, maintaining and promoting the ancestral heritage of Ngati Porou including te reo ake o Ngati Porou me ona tikanga Kaitiaki Strategy 3: Mana Kaitiaki Expansive Networks, Effective Representation Enhance relationships at home and abroad with hapu, other iwi, government and non-government agencies. Represent Ngati Porou interests effectively and efficiently at all times. Strategy 4: Mana Whenua Realisation. Protecting and Enhancing our Environment Ensuring the return, retention and protection of Ngati Porou taonga (whenua/takutai). Strategy 5: Whakatipu Putea Economically Strong Pursuing commercial and non-commercial opportunities that enhance the economic well being of Ngati Porou while supporting whanau and hapu to achieve an optimum return on their assets and resources. 22 STRATEGIC PRIORITIES Strategy 1: Whakamana / Matauranga Capacity & Capability Capacity and capability are impacted on by good health, adequate housing, and steady employment. This strategy aims to realise the aspirations of Nga Hapu o Ngati Porou to resolve past inequities and ensure a brighter future for themselves and their descendants. The Runanga will support hapu to establish viable, legal, governance entities capable of leading and governing initiatives that are potentially economically transforming, culturally reaffirming, and which lift the life quality and socio- cultural status of whanau and hapu members. The projects under this strategy include Treaty of Waitangi settlement negotiations and the implementation of the Nga Hapu o Ngati Porou Foreshore and Seabed Deed of Agreement and those Government contracts that provide positive social services to hapu and whanau. Strategy 2: Te Ira Tangata – Ngati Poroutanga Culturally Strong Ngati Porou Calender of Event Activities (l-r): Matariki music Festival & Pa Wars Te Runanga o Ngati Porou is committed to developmental pathways that facilitate and support Ngati Porou people and their identities as kin, whanau, hapu and iwi to be realised in authentic, culturally reaffirming ways. In practice, this means exploring opportunities to maintain and modernise Ngati Porou traditions to achieve a better life as a Ngati Porou person. Priorities under this strategy include initiatives that encourage te reo ake o Ngati Porou me ona tikanga within the organisation and among our communities as well as the annual calendar of events that promote Ngati Porou to Ngati Porou. Also included are those projects that support individuals to identify and confirm their whakapapa connections to Ngati Porou. This is particularly important to Ngati Porou living away from the tribal rohe. The ability to 23 connect to what it means to be Ngati Porou through an electronic portal or by attending one of the events on the Ngati Porou calendar is often sufficient. Strategy 3: Manaakitanga Expansive Networks, Effective Representation The aim here is to achieve Ngati Porou representation in all areas of decision making that contributes to Ngati Porou self governance and self reliance. Priorities include: achieving local, regional, and national Ngati Porou mandated / accountable representatives; positioning the Runanga so that it is the preferred provider of central and local Government services to Ngati Porou, except where it has to compete with another Ngati Porou provider; ensuring service integration and agreed accountability protocols among Ngati Porou service providers Critical to the success of any iwi authority is its unrestrained and efficient communication with both its ahika and taura here members. It is vital to ensure the Runanga’s database is continually updated and upgraded to assist in this area. Priorities under this strategy also include initiatives that: promote two-way relationships with other iwi organisations, central and local government ― including ministers of the Crown particularly utilise the Runanga and other Ngati Porou websites to connect and communicate relevant information to Ngati Porou people; ensure effective communication between marae, hapu and taura here to achieve our key goals; present Ngati Porou individuals with opportunities to participate in decision making at the hapu and iwi level. 24 Te Runanga o Ngati Porou website - www.ngatiporou.com Connecting & Communicating to Ngati Porou worldwide Strategy 4: Puawaitanga Realisation. Protecting and Enhancing our Environment To help promote the sustainable management, protection, conservation and development of Ngati Porou's environmental resources, the Runanga will continue to undertake the following activities: support hapu environmental management planning; the development of Ngati Porou environmental policies; input to the District Council resource consents process; and consultation on resource management matters. Strategy 5: Whakatipu Putea Economically Strong Te Runanga o Ngati Porou controls a valuable parcel of commercial assets that if managed competently can provide the platform for the development of Ngati Porou to participate directly in, and extract additional premiums. The Runanga will effectively manage and protect settlement assets for all Ngati Porou and will continue to advocate for economic growth across all sectors in the Tairawhiti region on behalf of Ngati Porou. Priorities include ensuring: the efficient growth of the Runanga’s economic assets; the effective use of Ngati Porou resources for the benefit of Ngati Porou whanau and hapu. 25 KEY RISKS We have identified the following key risks with the implementation of this strategic plan: • Funding failures • Ensuring governance structures are appropriate to allow for competent and effective management of assets • Ensuring strong and effective management of the trading entities • Communication difficulties between Board/management and beneficiaries (including Taura Here) • Communication difficulties between Board/management and other stakeholders • TRONP restructure in line with PSGE • Government policy changes – central & local • A negative relationship with hapu • Individual trustee agendas • Departing from the strategic plan • Failure to build accountability & transparency Ngati Porou will need to capitalise on its inherent strengths such as leadership and long traditions and cultural association with the Tairawhiti region to build strength in governance and commercial structures, operational management and relationship development. The development of strong relationships will be critical over the next three years if we are to develop an organisation that meets the aspirations of Ngati Porou people.