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Strategic Planning DirectiveTe Kotahitanga o Ngati TuwharetoaOctober 2018
Foreword from Chair – Wiari Rauhina Nā te hau matao, ka wiri te kiri Nā te wiri o te kiri, ka piri te tangata Nā te piri o te tangata, ka ora ai tātou Me kii, ko tēnei tātou Te Kotahitanga o Ngāti Tūwharetoa taua piringa, ka ora ai tātou. Tēnā koutou This Strategic Planning Directive (“SPD”) encapsulates the short term actions necessary for a solid governance body and an operational foundation for Te Kotahitanga o Ngāti Tūwharetoa. Though not our Strategic Plan, the SPD outlines broad, high level areas of focus from the strategic direction of Te Kotahitanga, with associated objectives to accelerate the startup phase of the Ngāti Tūwharetoa cultural settlement. It is a vital stepping stone to the development of a 100-Year Strategic Plan that reflects where Te Kotahitanga is currently and where we are aiming to be. It has been a five month journey to develop the SPD, with results beyond its original intent. It was necessary for all hapū trustees to gain a shared understanding and accountability for the mahi ahead. That process nurtured the very nature of our work, in order to establish the new fully respresentative collective of 26 hapū. Creative team-building wānanga added an effective element of cohesiveness and healthy robust discussions amongst the 26 hapū. In-depth understanding of the settlement was achieved and a collaborative document developed by all hapū. Following implementation of the SPD, Te Kotahitanga o Ngāti Tūwharetoa will collaborate further with hapū, fellow iwi entities and other stakeholders regarding amalgamation and the 100-Year Strategic Plan. We have much work ahead. Our Te Poari Mahi members are in place, our Committees are progressing their various outputs and I am currently engaged in managing the ongoing development of hapū members, including governance and relationship building responsibilities. Compared to 12 months ago, we should now expect focused and accelerated progress moving forward. In conclusion, I wish to acknowledge the work completed by the hapū trustees, in particular the energetic input of Te Wikitoria Blandina Diamond who facilitated the many wānanga, briefings and drafts to develop and complete this Strategic Planning Directive. Wiari Rauhina Chairperson
Contents
Introduction 3
Te Kotahitanga o Ngāti Tūwharetoa 4
Strategic Character 5
Strategic Planning Outcomes 6
SPO1 Governance Operating Model 6
SPO2 Preparation for Cultural Settlement 6
SPO3 Amalgamation of Entities 6
SPO4 The 50-100 Year Strategic Plan 7
SPO5 Managing Short Term Risks 7
SPO6 Ancillary and Subsequent Claims 7
Tackling Communication 8
Annexes:
A Governance Model - Recommendations 9
B Preparing for Settlement 18
C Working Together on Amalgamation 22
D 50-100 Year Plan - Collaborating on Te Kapua Whakapipi 23
E Te Poari Mahi – Strategic Instruction 24
F Communication Strategy 27
Glossary 32
"This Stategic Planning Directive and its contents are confidential and may be legally privileged. They may not
be disclosed, copied, or forwarded to any party without the prior written consent of Te Kotahitanga"
Introduction After years of negotiations, persuasion, influence and compromise we have yet again come to a milestone in the return of our historic identity, whakapapa and mana. Te Kotahitanga o Ngāti Tūwharetoa has been created to manage the latest of the Crown and Iwi Settlements - The Cultural Settlement. The purpose of this document is to provide a summary and insight into the work that has been completed and planned to be fulfilled as part of a series of Strategic Planning Objectives contributing towards the Long Term Strategic Plan for Te Kotahitanga o Ngāti Tuwharetoa, together with hapū and iwi. The urgency of the preparation for the cultural settlement has meant that Te Kotahitanga has had to prioritise its time and also accept that further and more detailed plans must be developed in the immediate future. However, some very generic understanding of a strategic approach must be agreed in order to ensure that any short, medium or long term work contributes to the desired objectives and vision for the future of Ngāti Tūwharetoa people and whenua. Consequently, this document is designed to meet this interim strategic guidance and it is also designed to convey the approach that will be taken by Te Kotahitanga towards short, medium and long term planning as part of a Long Term Strategic Plan. We hope that this document provides you with some clarity over Te Kotahitanga as a group, the purpose of Te Kotahitanga and the progress towards its Strategic Objectives - on behalf of hapū and iwi.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a
wānanga at Tokaanu Marae face the hapū matrix.
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Te Kotahitanga o Ngāti Tūwharetoa Te Kotahitanga is guided by a Deed of Trust. The following extracts are taken from the Deed of Trust in order to provide an understanding of its creation, purpose and responsibilities.
I. Kupu Whakamarama We cannot protect our Ngāti Tūwharetoa identity by continuing practices that undermine our culture and identity. We cannot restore the strength of whanau, hapū and iwi by practicing individualism. We must empower our hapū to take a central role in decision making for the benefit of our people, wherever they may live. In establishing Te Kotahitanga o Ngāti Tūwharetoa, Ngāti Tūwharetoa seek to restore the relationships between whanau, hapū and iwi and recognise the importance of hapū based decision making. Te Kotahitanga will act as our iwi authority and post settlement governance entity (to be transparent, accountable and representative of all our members) and to receive and administer the redress from the settlement of our historic Treaty of Waitangi Claims.
II. Purpose of the Trust The purpose for which the Trust is established is to receive, manage, hold and administer the Trust’s assets on behalf of and for the benefit of the present and future Members of Ngāti Tūwharetoa in accordance with the Deed.
III. Principles of Decision Making The principle that the tikanga and kawa of Ngāti Tūwharetoa guide who we are as a people and how we make decisions. The principle that the mana motuhake and kaitiakitanga of the hapū should be respected, and that hapū have the right to represent their own interests. The principle that acting collectively is for the benefit of all Ngāti Tūwharetoa - ko Ngāti Tūwharetoa te iwi, Ngāti Tūwharetoa te hapū.
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Strategic Character
The following represents the Strategic character of Te Kotahitanga.
I. VISION: Me tū tangata tātou, me tū kotahi tātou, me tū rangatira tātou.
II. MISSION: Te whakatīnana i te moemoea o ngā hapū.
III. VALUES: Te Pono me te tika. Mana a hapū.
Mana a tangata.
Manaaki tangata.
Manaaki whenua.
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Strategic Planning Outcomes
These Strategic Planning Outcomes represent the primary pieces of work that will be developed into either Strategic or Operational plans. These Strategic Planning Outcomes include:
I. SPO1: Governance Operating Model - Establish a Highly Effective Governance Operating Model for Te Kotahitanga The model must enable the input of all 26 hapū delegations and meet the demands of the short, medium and long term requirements in accordance with the Deed of Trust.
A. Priority 1 B. For Te Kotahitanga C. Completed in June 2018
II. SPO2: Cultural Settlement - Ensure the Successful Receival and Management of the
Settlement for both Te Kotahitanga and Hapū A two part outcome that must ensure the successful receival of all components of the settlement to Te Kotahitanga and then receival and management by hapū.
A. Priority 1 B. For Te Poari Mahi as approved by Te Kotahitanga C. With milestones in Sept 2018 and July 2019
III. SPO3: Amalgamation of Entities - Successfully facilitate the Amalgamation of Iwi Entities
An amalgamation designed to bring together all of the resources and governance of Ngāti Tūwharetoa for the achievement of greater success and the medium and long term Strategic Outcomes.
A. Priority 2 B. For Te Kotahitanga C. With milestones in 2019, 2020 and 2021
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SPO4: The 50-‐100 Year Strategic Plan
SPO3: Amalgamation of Entities
SPO1: Governance Operating Model
SPO5: Managing the Short Term Risks
SPO2: Cultural Settlement
SPO6: Ancillary and Subsequent Claims
IV. SPO4: The 50-100 Year Strategic Plan - Develop and Deliver the 50-100 Year Strategic Plan The development of the Ultimate Strategic Plan focused on delivering - as a minimum - the aspirations of Te Kapua Whakapipi, followed by the delivery of the Strategic Plan.
A. Priority 2 B. For Te Kotahitanga and the Amalgamated Entities C. With milestones in 2019, 2020 and 2021
V. SPO5: Managing the Short Term Risks - Establish a Model and Resources to Manage Short Term Risks Until such time as the successful receipt of the Settlement is completed their will be risks that need to be managed in order to either protect, contain or rescue specific assets, resources, mana or values. Specific procedures and resources will need to be available at short notice.
A. Priority 3 B. For Te Poari Mahi as approved by Te Kotahitanga C. With milestones every quarter from March
VI. SPO6: Ancillary and Subsequent Claims - Provide support to the Ancillary and Subsequent Claims Monitor and support hapū and iwi with ancillary and subsequent claims.
A. Priority 3 B. For Te Poari Mahi as approved by Te Kotahitanga C. With milestones bi-annually
Image 2: Strategic Outcomes Diagram
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Tackling Communication Te Kotahitanga recognises that communication throughout the iwi and hapū, throughout the rohe and beyond the shores of Aotearoa is vital to our success, therefore communication will receive particular focus and resourcing. The following components will make up Te Kotahitanga approach to communication:
I. COMM1: Communicating with each other - accurately, positively, respectfully and timely A. Internal iwi and hapū stakeholders.
II. COMM2: Communicating with others - considerately, carefully and with influence
A. External local, national and international stakeholders.
III. COMM3: Managing and protecting our information A. Data Management. B. Confidentiality and Security. C. Accessibility and Availability.
IV. COMM4: Using Technology - both old and new
A. Kānohi ki te kānohi and story-telling. B. Social media platforms. C. Print, performance, art and crafts.
V. COMM5: Sharing and Growing our reputation
A. Marketing. B. Confidentiality, rumors and misinformation. C. Crisis Management. D. Resilience and Continuity.
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III. G3: Governance Rhythm A. Te Kotahitanga meeting be held on a Saturday of every alternative month from 10am
until 4pm.
B. Te Kotahitanga wānanga be held on a Saturday of every alternative month from 10am until 4pm.
C. The meeting and wānanga dates be set at the start of every year.
D. The location of every meeting and wānanga be set at the start of every year, and
include an alternative location for each month.
E. The following monthly themes: 1. Jun: Communication to stakeholders. 2. Jul: Governance and communication. 3. Aug: Te Poari Mahi – Settlement Protocols. 4. Sep: Communication to stakeholders. 5. Oct: Amalgamation Heads of Agreement. 6. Nov: Communication to stakeholders. 7. Dec: Governance review and AGM. 8. Jan: 50 – 100 year plan and Te Kapua Whakappipi. 9. Feb: Te Poari Mahi – Settlement Structure and Resourcing. 10. Mar: Communication to stakeholders. 11. Apr: Amalgamation models. 12. May: Te Poari Mahi – Settlement testing and documentation.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a wānanga at Tokaanu Marae, brainstorming during a SWOT analysis
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IV. G4: Meeting and Wānanga Procedures
A. Meeting and wānanga agenda items are to be separate events, although the events can be on the same day.
B. Special hui and special wānanga may be held with the approval of a prior Te Kotahitanga resolution.
C. Pre- activities to include: 1. Board papers and request for agenda item are received 14 days in advance of
the meeting or wānanga. 2. Committee reports to be received not less than 10 days in advance of the
meeting. 3. The agenda and agenda pack for meetings to be released not less than 7 days
in advance of the meeting. 4. Delegates to have fully read and prepared for the agenda items in advance of
the meeting commencement – individual time must be planned for this preparation.
D. The meeting agenda shall have a fixed format and no items can be added to the agenda after it has been published:
1. Mihi, karakia, waiata, pūrakau. 2. Roll-call and apologies. 3. Minutes of the previous meeting for acceptance. 4. Issues, Actions and Resolutions register review – as matters arising. 5. Correspondence. 6. Chairperson’s Scorecard report (template scorecard) 7. Committee reports. 8. Te Poari Mahi report. 9. General Business: 10. Board Papers. 11. Chairperson’s report of engagements, risks, focus for next meeting, priorities
for coming month. 12. Pūrakau, karakia, waiata.
E. Meeting protocol shall include:
1. Raising your hand to speak. 2. Only speak when the Chair has recognised you to speak. 3. Stand when you are speaking so that all can hear. 4. Always start your kōrero with your name and hapū. 5. Always have a copy of the Deed, Settlement Ratification and Te Kapua
Whakapipi with you at meetings and wānanga.
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F. The wānanga agenda shall serve three main areas: 1. Delegate training, education and team building. 2. Medium to Long term planning. 3. Managing risks.
G. Post-activities to include: 1. Minutes of the meeting to be published within 10 days of the meeting.
Including a copy of the Resolution register, Decision register, Risk register and Strategic scorecard.
2. Monthly newsletters to be published within 14 days of the meeting.
V. G5: Delegate Communication A. Delegates are encouraged to communicate with each other in between monthly
meeting and wānanga, via mail, phone and kānohi ki te kānohi. A full contact list for delegates is to be provided to all delegates.
B. Delegate communication can be to the full or smaller groups or between individuals. C. The mana of every individual and hapū is to be respected during communications
and therefore the following etiquette should be followed: 1. Te Kotahitanga values. 2. Courteous language. 3. Open-minded consideration. 4. Strictly professional and not personal. 5. Training must always be given to delegates for new communication tools or
information tools. 6. Emails: A hapū email address is to be created for each hapū delegation
(hapū@tekotahitangaotuwharetoa.co.nz) a) To start with greeting and end with salutation. b) Have an appropriate subject title. c) Action addresses should include those you wish to have a response
from. d) Only cc: relevant people. e) Have clear grammar and spelling. f) Be concise and have a purpose, do not ramble. g) Check before you push ‘send’.
D. A technology platform and service be purchased (for example see google or Inov8.ltd.nz) in order to provide:
1. Secure internal communication and information. 2. Secure electronic discussion forums. 3. Secure electronic voting. 4. Email communication. 5. Chat communication. 6. Video communication. 7. Internal intranet site.
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VI. G6: Decision Making in the Governance Body A. Decisions can be made by the below and in the following hierarchical order:
1. Te Kotahitanga. 2. Committee, through the Committee Chair. 3. Chairperson and Deputy. 4. Te Poari Mahi, through their Chair. 5. Any person as delegated in writing by Te Kotahitanga.
B. Committee are to ensure they refer to their associated Terms of Reference. C. The following information feeds into decision making:
1. Deed of Trust. 2. Previous Decisions. 3. Resolutions. 4. Strategic and Operationally approved documents. 5. Policies. 6. Committee reports. 7. Delegate and hapū based views, preference and positions. 8. Ideas, improvements and compliments. 9. Issues, problems and complaints.
D. The following decision pathways should be developed:
1. Decision and Approval levels – based on value, engagement and risk. 2. Approval for finance. 3. Policy – New and change. 4. Deed of Trust and Strategic document changes. 5. Approval to act or engage. 6. Approval to contract and procure. 7. Complaint and dispute.
E. The following are not decision pathways:
1. Education and training. 2. For information, consideration and sharing. 3. Team building and relationship building.
F. The following are the types of decisions:
1. Not/Approved 2. Not/Endorsed (Prior approval level before final approval) 3. Not/Supported (Not a Te Kotahitanga decision) 4. Agreement in Principle 5. Noted 6. Subject to the following …
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G. The following is the basic decision process:
VII. G7: Delegate Training and Inductions
A. Create an induction package consisting of the following: 1. Familiarisation of Deed, Settlement, Te Piringa, Te Kōpua Kānapanapa, Te
Kapua Whakapipi, Strategic Documents, Decision Register, Risk Register, Resolution Register, Issues Register, Delegate/Hapū and Marae Names, Karakia and Waiata.
B. Professional development through governance, Trustee and Directorship training. C. Focused training in communication, disputes, investigations and other approved
areas. D. Tikanga and Te Reo Māori.
VIII. G8: Securing further funding
A. Secure further funding for the purpose of current (24 months) Te Kotahitanga and Te Poari Mahi tasks - through:
1. Appropriate Entity/Entities created 2. Local grants. 3. Central grants. 4. Specific kaupapa grants.
Formulate your 'take'
Categorise the 'take' to the appropriate decision
pathway
Submit your 'take' to the relevant decision maker
and audience for consideration and
investigation
The 'take' is prioritised and scheduled against the Strategic Objectives and
work priorities
The 'take is presented, investigated further as necessary and resolved.
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IX. G9: Reports, Briefs and Registers Templates A. All reports and briefs are to be succinct and bound to a page count or time B. Reports formats for committees will be not more than 4 pages and standardised to
include: 1. Title, reporting period and date. 2. Author. 3. Members. 4. Table summary of decisions being sought. 5. Each Item and recommendation. 6. Next period (month) work-plan.
C. Briefs may be supported by a document or media presentation, such briefs should be:
1. Agenda 2. Background 3. Issue or Opportunity details 4. Stakeholders 5. Advantages and disadvantages, risks 6. Costs – if appropriate 7. Summary and Recommendations / decision / resolution being sort.
D. The following registers are to be created and managed:
1. Decision Register. 2. Resolution Register – tracking completion of resolution. 3. Complaints and Disputes Register. 4. Conflict of Interest Register. 5. Issues Register. 6. Risks Register. 7. Action Register. 8. Deed Review Register. 9. Policy Register. 10. Contracts Register.
X. G10: Disputes and Complaints A. In the first instance, disputes and complaints should be reported and managed
immediately to ensure events and information is recent. B. Where possible disputes and complaints should be managed between the parties, by
the parties involved through clear, calm communication and sharing of views and intent.
C. Disputes and complaints should be managed separately from normal business and governance matters.
D. The Deed of Trust includes clauses from 31.1 to 31.11.
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E. The Dispute or Complaint shall be viewed first by the Chair or Deputy Chair – who is then responsible for initiating the committee to investigate and manage the dispute or complaint.
F. The appointment of the committee should primarily ensure competence and be void of any conflict of interest.
G. All proceedings, findings, mitigation and consequences shall be captured, recorded, filed and kept confidential.
XI. G11: Audit and Risks
A. Appoint an external auditor. B. Schedule an annual audit of documentation and governance performance. C. Create a Governance Performance Scorecard to evaluate and improve Te
Kotahitanga Governance Performance including: 1. Deed Adherence. 2. Information and Decision Management. 3. Delegate contribution and performance. 4. Communication performance. 5. Disputes, complaints and risks management. 6. Opportunity and value-add management. 7. Performance against strategic objectives. 8. Hapū survey of performance.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a wānanga present some of their group work to others
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XII. G12: Role of the Chair and Deputy Chairperson A. Refer to the Policy Committee document for Role of Chair and Deputy Chairperson. B. Consider the following for each role:
1. Professional and relevant level of experience. 2. Te Ao Māori experience. 3. How the Chair and Deputy work together. 4. Leadership experience and setting an example. 5. Trust of others through integrity, compassion and courage. 6. Tasks:
a) Daily, weekly, monthly, annually. b) Management and administrative.
i) Innovation and development. ii) Engagement and building relationships.
c) Managing urgency and momentum. d) Crisis management. e) Communication, presenting and public speaking.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a wānanga using some of the visual tools
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Crown Te Kotahitanga
Iwi and Hapū
ANNEX B – Preparing for Settlement Preparing Te Kotahitanga and hapū for receiving the Cultural Settlement from the Tuwharetoa Hapū Forum negotiations is the priority effort for Te Kotahitanga. The Settlement is summarised in the table below:
Diagram 3: Summary of Deed of Settlement
The Deed includes Redress
Crown Apology An agreed historical account.
Cultural Redress Cultural redress lands.
Cultural redress pūtea.
Conservation redress.
Local government agreement through Te Kōpua Kānapanapa.
Relationship agreements.
8 Official place name changes.
Inclusion of an appropriate Mana Whenua process.
Commercial redress $25million in commercial redress.
Right to purchases selected sections and geothermal wells.
Right of first refusal over surplus Crown land.
Additional redress Additional redress that maybe included before the Deed of Settlement is signed.
Te Kotahitanga have held wānanga in order to understand the potential requirements of the various components of the Deed of Settlement. These thoughts are captured in the following paragraphs.
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I. An Agreed Historical Account A. Determine ‘how and who’ will manage this Historical Account. B. Work with the Crown to manage the Crown Acknowledgements for the breach of the
Treaty of Waitangi. C. Determine how the Crown Apology will be received.
II. Cultural Redress Lands
A. Ensure information followed by education is provided regarding the: 1. Deed of Settlement Process. 2. Redress process. 3. Relevant Acts, Legislation, Local Council Laws.
B. Ensure that a complete and thorough portfolio is created for each redress lands in terms of:
1. Classification 2. Concessions and covenants. 3. Title and boundaries. 4. Current management criteria, agreements and requirements. 5. Relevant RMA and environment studies and plans.
C. Work with hapū to develop a guiding document for receival and management based on a Te Ao Māori approach to redress lands, including but not restricted to:
1. Taiao approach. 2. Karakia. 3. Whakapapa and history capture. 4. Kaitiakitanga. 5. Wāhi tapū, wāhi tupuna and wāhi nōa.
D. Create or Assist in creating a central and or decentralised (hapū) governance and management organisation(s) for redress lands including:
1. Organisational design. 2. Roles and Responsibilities. 3. Training and Education. 4. Primary documentation on Strategy, Plans and procedures.
III. Cultural Redress Pūtea
A. Determine the requirements and then specifications of the following: 1. Whare Taonga. 2. Restore the mauri of Te Waiū o Tūwharetoa. 3. Mahinga kai projects. 4. Cultural and environmental kaupapa at Aratiatia and Atahaka.
B. Present options for the management and resourcing of the Cultural Redress pūtea.
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IV. Conservation Redress A. Firstly, summarise an understanding and the requirements of the relevant parts of the
Conservation Redress. B. Develop models and guidelines for conservation redress management, that will lead
into the detail listed in the next sub-paragraph, including a: 1. Terms of Reference, and 2. Charter for the engagement and partnering approach with Crown entities.
C. Secondly, work with iwi and hapū to determine ‘how and who’ will manage: 1. The changes to the Conservation Act. 2. The Co-writing of the Conservation Management Strategy for exclusive
lands. 3. Te Piringa Partnership Agreement. 4. Co-management of the Western Bays by the mana whenua hapū. 5. Tongariro Taupo Conservation Management Board. 6. Collective negotiation process for Tongariro National Park. 7. Overlay classifications for part-Pureora Forest Park and Whenuakura. 8. Statutory acknowledgement of 12 rivers, lakes, maunga and geothermal
fields. D. Create selection and election processes. E. Determine all costs and resource requirements.
V. Local Government
A. Firstly, summarise an understanding and the requirements and obligations of the relevant parts of the Local Government Redress.
B. Secondly, consult with government, iwi and hapū to determine ‘how and who’ will manage:
1. The establishment of Te Kōpua Kānapanapa over the Taupo Catchment. 2. Development of the Taupō Catchment Plan with statutory status.
VI. Government Relationship Agreement
A. Understand the requirements, obligations and desired outcomes of this component. B. Create the agreements and protocols for the agencies operating in our rohe:
1. 3 Ministers. 2. 2 Government agencies.
VII. Place Name Changes
A. Understand and share the process for place name changes. B. Consult and then publish the place names.
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VIII. Commercial Redress A. Determine the needs and requirements of the receival and management of:
1. $16m cash. 2. $8m of Taurewa Station. 3. Part of Karioi Crown Forestry Lands. 4. Tauhara Recreational Reserve. 5. Accumulated rentals. 6. Accumulated interest.
B. Develop a strategy and plan for future ‘right to purchase’. C. Develop a strategy and delivery model to provide training, education, skills,
resources, support, networking and mentoring to iwi and hapū specifically for: 1. Cash management. 2. Investment management. 3. Commercial contracts and management. 4. Commercial business management. 5. Construction and capital project management. 6. Non-capital project management.
D. Establish an organisation and facilities capable of providing the following support to iwi and hapū in a centralised and subsidised form:
1. Legal. 2. Financial. 3. Commercial. 4. Governance. 5. Business Management from a Māori kaupapa base. 6. Administration and printing. 7. Media. 8. Networking connections. 9. Contracts and negotiations. 10. Innovation, incubation and development.
E. Assist Te Kotahitanga in the strategy and process for determining the use and disbursement of cash settlement.
IX. Additional Redress
A. Create a strategy for subsequent redress. B. Support additional redress.
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ANNEX C – Working Together on Amalgamation The prospect of Amalgamation of the Tūwharetoa entities is a matter for the highest governance levels. Te Kotahitanga intends to collaborate with the relevant governance levels of the Tūwharetoa entities to ensure the best approach and outcomes for amalgamation. Te Kotahitanga expects that through collaboration and an examination of our past experiences, as well as contemporary and innovative thought – the future amalgamation will produce an entity and outcomes that deliver on Te Kapua Whakapipi and more. Te Kotahitanga through the Chairperson, Deputy Chairperson, Te Poari Mahi Chairperson and selected Trustees plan to meet with the fellow Tūwharetoa entities to conduct, coordinate and develop a strategic collective governance model and structure that will bring us together as Te Kotahitanga o Ngāti Tūwharetoa.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a wānanga, present some of their group work to others.
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ANNEX D – 50-100 Year Strategic Plan: Te Kapua Whakapīpī Te Kapua Whakapipi will be the foundation document for the 50-100 Year Strategic Plan. Furthermore it is expected that future wānanga will add to this document. Te Kotahitanga wish to collaborate and consult with iwi, hapū and other entities and organisations to develop a comprehensive Strategic Plan and the associated execution plans to achieve the aspiration of the people and whenua of Ngāti Tūwharetoa. Te Kotahitanga acknowledges also that specialists’ professional resources are likely to be needed to develop a comprehensive Strategic Plan, which will include a purpose designed delivery model and organisational structures.
Outline Approach
Current Status Report -‐ Hapū, Iwi, Trust Services
Desired Future Outcomes Report
Delivery Model Options
Feasibility Reports
Delivery Model Selection
Strategic Plan
Governance and Operational Implementation Plans
23
ANNEX E – Te Poari Mahi Strategic Instruction Based on the document and in particular Annex A-D the following Strategic Instruction applies to Te Poari Mahi.
Category Description
Authority Authority to act as Te Poari Mahi is given by Te Kotahitanga in accordance with the Deed of Trust.
Authority in accordance with Te Poari Mahi Contracts and Terms of Reference.
In accordance with the Deed, a quorum of 5 TPM members are required for decisions and resolutions.
Delegation Financial Delegation
Te Kotahitanga have delegated authority to the Finance Committee to approve invoices for payment within budget.
The Finance Committee oversees and prepare all schedule of invoices for payment to present to the Te Kotahitanga for approval.
Sensitive expenditure must be pre-approved by Te Kotahitanga. TPM Chair will meet with the Finance Committee to co-ordinate TPM Budget on a monthly/quarterly basis. Contractual Delegation
Te Kotahitanga have delegated authority to the Appointments and Recruitment Committee to conduct, the signing of contracts for services for TPM. The Appointments and Recruitment Committee oversees and prepares all Contract for Services and will present to the Te Kotahitanga for pre-approval.
TPM members will co-ordinate with the Appointments and Recruitment Committee the individual terms and conditions of their contractual obligations. Administrative Delegation
Te Kotahitanga have combined the Governance and Administration Services.
TPM Chair will meet with Te Kotahitanga Chair to co-ordinate the formal correspondence being conveyed on behalf of Te Kotahitanga and the authority to represent on behalf of Te Kotahitanga. Both TPM Chair and Te Kotahitanga Chair will inform and update Te Kotahitanga.
24
Engagements The following engagements require Te Kotahitanga (Chairperson) prior approval:
¥ Iwi Governance Boards ¥ Ministers of Parliament and their Offices ¥ City and District Mayors and their Offices
The following engagements require prior notification to be given in writing to Te Kotahitanga:
¥ CEO, GM, MD and their executive level managers. ¥ Leaders of government departments.
All other engagements require no prior approval or notification and need only be reported on monthly in accordance with the monthly performance measures. Every engagement is to be carefully planned and scheduled and directly linked to the priority work in this instruction. Engagements and their outcomes are to be reported to Te Kotahitanga.
Prioritised Work PRIORITY 1: The priority work for Te Kotahitanga is the Preparation for Settlement (SPO2). Refer to Annex B of the document for Te Kotahitanga initial analysis of this task.
PRIORITY 2: The second priority of work is to Manage the Short Term Risks (SPO5). The current short term risk has been identified as management of current consents being received by hapū. This is currently being led by a Te Kotahitanga committee. Refer to this committee for tasks. In addition it is important to develop a procedure for identifying and managing additional short term risks as they are identified. PRIORITY 3: The third priority of work is to support the ancillary and subsequent claims.
Milestones PRIORITY 1: SPO2
¥ Jul 2018 Outline Plan and Programme for Settlement preparation.
¥ Sep 2018 Completion of Protocols. ¥ Dec 2018 Detailed organisational design and plan for receiving
Settlement ¥ Jun 2019 Completion of Te Kotahitanga preparedness to receive. ¥ Jun 2020 Majority hapū prepared or having received their
Cultural Settlement. All other milestones to be recommended by Te Poari Mahi as part of their presented work-plan(s).
25
Work-plans Te Poari Mahi are required to present their intended work plans for approval. Day to Day reporting, guidance and approval will come from the Chairperson.
Performance Expectations
The performance measures for Te Poari Mahi are covered in the Te Poari Mahi contracts and Terms of Reference. A high level of professionalism and ethical conduct is expected.
A high level of integrity and loyalty to Te Kotahitanga is expected. Te Poari Mahi are expected to reflect a positive image of Te Kotahitanga.
It is expected that Te Kotahitanga delegates will find Te Poari Mahi to be transparent, highly responsive and approachable.
Written reports will be of a high caliber, succinct and make use of diagrams, tables and images.
Verbal briefs and presentations are to be of a high caliber, succinct and easily understood.
All members of Te Poari Mahi will develop writing, presenting, and governance and leadership skills. There should not be a reliance on a few members.
26
ANNEX F – Communication Strategy
I. The purpose of our communication A. Mā te kōrero kia mōhio. Mā te mōhio kia marama.
II. The objectives of our communication
A. Kia kōkiritia tātou. B. Kia ū ki matanuku, kia ū ki matarangi. C. To build trust.
III. The principles of our communication plan
A. COMM1: Communicating with each other - accurately, positively, respectfully and timely.
1. Internal iwi and hapū stakeholders.
B. COMM2: Communicating with others - considerately, carefully and with influence. 1. External local, national and international stakeholders.
C. COMM3: Managing and protecting our information.
1. Data Management. 2. Confidentiality and Security. 3. Accessibility and Availability.
D. COMM4: Using Technology - both old and new.
1. Kānohi ki te kānohi and story-telling. 2. Social media platforms. 3. Print, performance, art and crafts.
E. COMM5: Sharing and growing our reputation.
1. Marketing. 2. Confidentiality, rumors and misinformation. 3. Crisis Management. 4. Resilience and Continuity.
27
IV.
The
Stak
ehol
der C
omm
unica
tion
Plan
St
akeh
olde
r/ A
udie
nce
They
nee
d to
Kno
w
We
need
to k
now
K
ey m
essa
ges
Cha
nnel
s
Hapū
incl
udin
g m
arae
(MC
)
Who
we
are?
Wha
t is b
eing
do
ne?
Wha
t is t
he p
lan
and
outc
omes
targ
eted
? W
hat
prog
ress
, wha
t/whe
n/w
ho
affe
cts t
hem
, and
wha
t do
they
ne
ed to
do.
How
to e
ngag
e.
Cur
rent
stat
e of
hapū,
thei
r re
sour
ces,
thei
r whe
nua,
thei
r co
ncer
ns. H
ow a
nd w
ho in
the
hapū
can
pro
vide
inpu
t? Is
the
right
info
ava
ilabl
e? L
evel
of
com
fort
with
Te
Kot
ahita
nga
prog
ress
.
Wha
t the
out
com
es w
ill lo
ok
like
for e
ach
hapū
. W
hen
and
how
thes
e w
ill b
e ac
hiev
ed.
Wha
t are
the
key
time-
lines
?
How
can
hapū
get i
nvol
ved
and
influ
ence
thei
r des
ires/
w
ants
/nee
ds?
Rou
tine
new
slet
ters
. Reg
ular
re
port
back
by
dele
gate
s. U
pdat
ed w
ebsi
te a
nd
Face
book
. Reg
ular
pr
esen
tatio
ns.
Our
Iw
i Tr
ust
Bod
ies (
MC
) W
ho w
e ar
e, w
hat i
s bei
ng
done
? W
hat i
s the
pla
n an
d ou
tcom
es ta
rget
ed?
Wha
t pr
ogre
ss, w
hat/w
hen/
who
af
fect
s the
m, h
ow c
an w
e w
ork
toge
ther
, avo
id c
onfli
ct o
n is
sues
.
Stra
tegi
c an
d op
erat
iona
l ob
ject
ives
. Pla
nned
cha
nges
. A
vaila
bilit
y of
regu
lar m
eetin
gs.
Idea
s and
inno
vatio
n fo
r fut
ure.
M
ajor
reso
urce
com
mitm
ents
. A
vaila
ble
assi
stan
ce.
The
Stra
tegy
and
pla
ns. T
he
prog
ress
on
plan
s. H
ow w
e ca
n w
ork
toge
ther
and
how
we
can
help
eac
h ot
her.
Rou
tine
mee
tings
of C
hairs
an
d se
lect
ed T
rust
ees.
R
outin
e ne
wsl
ette
rs.
Reg
ular
upd
ate
repo
rts fo
rm
Cha
ir to
Cha
ir.
Cen
tral
Gov
ernm
ent
Dep
artm
ents
(K
S)
Who
we
are,
wha
t is t
he p
lan
and
outc
omes
targ
eted
? W
hat
we
need
from
them
, w
hat/w
hen/
who
aff
ects
them
, ho
w c
an w
e w
ork
toge
ther
?
Prog
ress
of S
ettle
men
t. Pl
anne
d ch
ange
s in
legi
slat
ion
or a
cts.
En
gage
men
t on
anci
llarie
s and
fu
ture
cla
ims.
Ava
ilabi
lity
of
reso
urce
s. In
tere
sted
and
in
fluen
tial m
inis
ters
.
Prep
ared
ness
for s
ettle
men
t.
Key
con
tact
peo
ple
and
cont
act
chan
nels
.
Lette
r of i
ntro
duct
ion
and
upda
tes.
Reg
ular
and
se
lect
ed c
onta
cts.
Reg
iona
l an
d D
istri
ct
Cou
ncils
(KS)
Who
we
are,
wha
t the
pla
n is
an
d ou
tcom
es ta
rget
ed, w
hat w
e ne
ed fr
om th
em, h
ow w
e ca
n w
ork
toge
ther
. Our
hig
h pr
iorit
y co
ncer
ns.
Stra
tegi
c pl
an. A
nnua
l pla
ns.
Dev
elop
men
t and
infr
astru
ctur
e pl
ans.
Cap
ital c
omm
itmen
ts a
nd
reso
urce
s ava
ilabl
e. K
ey p
roce
ss
and
cont
acts
. Key
risk
s.
Key
con
tact
peo
ple.
Reg
ular
m
eetin
gs. K
ey a
reas
of
conc
ern.
Rou
tine
mee
tings
of C
hairs
an
d se
lect
ed T
rust
ees.
R
outin
e ne
wsl
ette
rs.
Reg
ular
upd
ate
repo
rts fo
rm
Cha
ir to
May
or.
28
Stak
ehol
der/
Aud
ienc
e Th
ey n
eed
to K
now
W
e ne
ed to
kno
w
Key
mes
sage
s C
hann
els
Util
ity
and
Infr
astru
ctur
e pr
ovid
ers (
KS)
Who
we
are,
wha
t is
the
plan
an
d ou
tcom
es ta
rget
ed?
Wha
t w
e ne
ed fr
om th
em, h
ow c
an w
e w
ork
toge
ther
?
Stra
tegi
c pl
an.A
nnua
l pla
ns.
Dev
elop
men
t and
infr
astru
ctur
e pl
ans.
Cap
ital c
omm
itmen
ts a
nd
reso
urce
s ava
ilabl
e. W
hat
reso
urce
s and
opp
ortu
nitie
s do
they
pre
sent
?
Key
con
tact
peo
ple.
Reg
ular
m
eetin
gs. K
ey a
reas
of
conc
ern
and
oppo
rtuni
ty.
Lette
r of i
ntro
duct
ion
and
upda
tes.
Reg
ular
and
sele
cted
co
ntac
ts.
Oth
er Iw
i (K
I)
Who
we
are,
wha
t is t
he p
lan
and
outc
omes
targ
eted
, how
can
w
e w
ork
toge
ther
.
Thei
r org
anis
atio
n an
d pr
imar
y co
ntac
ts.
The
sim
ilar o
r opp
osin
g co
ncer
ns, r
isks
and
opp
ortu
nitie
s.
Key
con
tact
peo
ple.
Key
ou
tcom
es b
eing
soug
ht.
Lette
r of i
ntro
duct
ion
and
upda
tes.
Reg
ular
and
sele
cted
co
ntac
ts.
Te P
uni Kōk
iri
and
MB
IE
(KI)
Who
we
are,
wha
t is t
he p
lan
and
outc
omes
targ
eted
? H
ow
can
we
wor
k to
geth
er?
Thei
r org
anis
atio
n an
d pr
imar
y co
ntac
ts. W
hat r
esou
rces
and
in
fluen
ce a
re a
vaila
ble?
The
si
mila
r or o
ppos
ing
conc
erns
, ris
ks a
nd o
ppor
tuni
ties.
Key
con
tact
peo
ple.
Key
ou
tcom
es b
eing
soug
ht.
Lette
r of i
ntro
duct
ion
and
upda
tes.
Reg
iste
r a p
rofil
e w
ith D
IA. R
egul
ar a
nd
sele
cted
con
tact
s.
Publ
ic
Com
mun
ity
(M)
Who
we
are,
wha
t we
are
doin
g?
How
we
can
bene
fit?
Wha
t are
thei
r prio
ritie
s? H
ow d
o th
ey fe
el a
bout
our
org
anis
atio
ns?
Who
we
are
and
the
key
cont
act p
eopl
e.
Web
site
and
new
spap
er
artic
les.
Reg
ular
new
slet
ter.
Pr
esen
t at e
vent
s.
Bus
ines
s C
omm
unity
(M
)
Who
we
are,
wha
t we
are
doin
g?
How
we
can
bene
fit?
Wha
t are
thei
r prio
ritie
s? H
ow d
o th
ey fe
el a
bout
our
org
anis
atio
ns?
W
hat f
utur
e pl
ans?
Wha
t re
sour
ces a
vaila
ble?
Who
we
are
and
the
key
cont
act p
eopl
e.
Web
site
and
new
spap
er
artic
les.
Reg
ular
new
slet
ter.
A
ttend
and
pre
sent
at e
vent
s.
Glo
bal
Com
mun
ity
(M)
Who
we
are,
wha
t we
are
doin
g?
How
we
can
bene
fit?
Wha
t are
thei
r prio
ritie
s? H
ow d
o th
ey fe
el a
bout
our
org
anis
atio
ns?
Who
we
are
and
the
key
cont
act p
eopl
e.
Web
site
and
new
spap
er
artic
les.
Atte
nd a
nd p
rese
nt
at e
vent
s.
Not
e:
MC
– M
anag
e C
lose
ly
KS
– K
eep
Satis
fied
KI –
Kee
p In
form
ed
M -
Mon
itor
29
V.
The
Busin
ess a
nd C
omm
unica
tion
Rhyt
hm
Seria
l Ty
pe
Title
Pu
rpos
e Fr
eque
ncy
Cha
nnel
M
embe
rshi
p
1 In
tern
al
Mee
ting
Te K
otah
itang
a Tr
uste
es M
eetin
g G
over
nanc
e an
d M
anag
emen
t Ev
ery
alte
rnat
e m
onth
on
a S
atur
day
Mee
ting
Hapū
Del
egat
es
2 In
tern
al
wān
anga
Te
Kot
ahita
nga
Trus
tees
St
rate
gy, p
lann
ing
and
train
ing
Ever
y al
tern
ate
mon
th
on a
Sat
urda
y Wān
anga
H
apū
Del
egat
es a
nd
thei
r inv
ited
hapū
3 In
tern
al
Te K
otah
itang
a Tr
uste
es
Con
tinua
l upd
ates
W
eekl
y an
d on
a
regu
lar b
asis
Em
ail
Hapū
Del
egat
es a
nd
Com
mitt
ees
4 Ex
tern
al
New
slet
ter
Qui
ck in
tere
stin
g ne
ws
Fortn
ight
ly
Emai
l E-N
ewsl
ette
r, ha
rdco
py, w
ebsi
te,
Face
book
Hapū
and
com
mun
ity.
5 Ex
tern
al
Rep
ort a
nd
scor
ecar
d Pr
ogre
ss a
gain
st p
lan
Mon
thly
follo
win
g in
tern
al m
eetin
g Em
ail E
-New
slet
ter,
Har
dcop
y to
del
egat
es
and
web
site
upd
ate
Hapū,
Iwi b
odie
s and
co
mm
unity
.
6 Ex
tern
al
Pres
enta
tion
Shar
e up
date
s and
take
qu
estio
ns a
nd c
omm
ents
Q
uarte
rly
In p
erso
n pr
esen
tatio
ns
Hapū
and
com
mun
ity.
7 Ex
tern
al
AG
M
Gov
erna
nce
and
Con
sulta
tion
Ann
ually
A
GM
and
writ
ten
repo
rt.
Emai
l E-N
ewsl
ette
r, H
ardc
opy
to d
eleg
ates
an
d w
ebsi
te u
pdat
e
Hapū.
8 Ex
tern
al
Form
al L
ette
r B
uild
rela
tions
hips
Q
uarte
rly
Emai
l E-L
ette
r C
entra
l gov
ernm
ent,
Loca
l cou
ncils
, Oth
er
Iwi.
9 Ex
tern
al
Arti
cles
G
row
oth
ers k
now
ledg
e of
Te
Kot
ahita
nga
As o
ccur
s, at
leas
t tw
ice
year
ly
Exis
ting
publ
icat
ions
C
omm
unity
.
30
VI. Communication Plan Implementation Actions
A. Select a Trustee to be lead for communication strategy.
B. Allocate internal and external resources including a budget to communication plan.
1. Internal Resource tasks:
a) Monitor communication rhythm. b) Produce content for monthly report. c) Produce the monthly scorecard. d) Draft formal letters. e) Assist with managing the Facebook updates. f) Draft the standards Te Kotahitanga introduction booklet and
presentation. g) Update the Te Kotahitanga standard presentations. h) Prepare the quarterly and annual reports.
2. External Resource tasks:
a) Upgrade and manage the website. b) Produce the fortnightly newsletter. c) Assist with Facebook and other social media communications. d) Manage and coordinate articles. e) Print formal reports. f) Design and develop the information management system. g) Design and develop a plan for an integrated and interactive
communication strategy and platforms. h) Conduct annual communications survey.
Members of Te Kotahitanga o Ngāti Tūwharetoa during a wānanga brainstorming during a SWOT analysis.
31
Glossary
Levels of Planning A. Strategic Level: The top level management’s overall plan for the entire organisation.
The nature of the decisions and planning tend to be conceptual. Value based and long term.
B. Tactical Level: Business level management and decision designed to achieve strategic objectives. These are based on a medium term timeline.
C. Operational Level: These relate to monthly, weekly and daily tasks designed to achieve business level outputs.
Strategic Objective A. A broadly defined objective that an organisation must achieve to make it’s strategy
succeed.
Strategic Planning Objective A. A broadly defined objective that an organisation has identified as a key piece of
planning that is yet to be completed in order to define the final Strategic Objective.
SWOT Analysis A. An analytical tool designed to analyse an organisation by looking at the four areas of
Strengths, Weaknesses, Opportunities and Threats.
Timelines A. Short Term: A period up to 12 months. B. Medium Term: A period between 1 – 5 years. C. Long Term: A term beyond 5 years. From a business perspective this period is
normally 10 – 30 years. In terms of Māori kaupapa this time period is more akin to a period beyond 50 years as we see time in terms of multiple generations and whakapapa.
32
Acknowledgement Development and drafting of this document by
Te Wikitoria Blandina Diamond, Ng ti Te Maunga
35
Strategic Planning DirectiveTe Kotahitanga o Ngati TuwharetoaOctober 2018