TRONT REPORT JANUARY 2011

T e R u n a n g a o N g a i T a h u R e p o r t

30 January 2011

January TRoNT Report to Te Runanga

1. INTRODUCTION

Kia ora ano tatou
This is my first report for the year and it is an appropriate time to reflect on how things went over the past year. There have been a few things that Otakou have contributed to significantly during the period of time that I have been acting as your representative.

1. Peace has broken out
2. Funding focus has shifted and the capital distribution policy (Nov Meeting) was aided significantly by our intervention
3. Better information is being distributed as a direct result of our action (resolution panui and papers on the website)
4. Fewer meetings are planned for this year (8)

Other things that have happened during the year that are consistent with Otakou objectives

1. A greater focus on Runanga priorities
2. Discussion emerging on local investment strategies

2. NOVEMBER 2010

In November, Te Rūnanga made two significant decisions. The first was in regards to the distribution of 50% of fisheries and aquaculture settlement funds and the second was in respect to a Ngāi Tahu Holdings Corporation (NTHC) and Ngāi Tahu Property (NTP) proposal for a pilot of three dairy farms at Eyrewell.

Distribution of capital funds to Papatipu Runanga Te Rūnanga has been considering the possible distribution of $9 million of capital funds derived from the fisheries and aquaculture settlements. Options ranged from investing the funds in the Ngāi Tahu Charitable Trust to full distribution to Papatipu Rūnanga.
Te Rūnanga has authorised a capital distribution to Papatipu Rūnanga of $4.5 million ($0.25 million each) for capital works or investments.
In addition, Te Rūnanga has provisionally agreed that a further $4.5 million will be invested in a Papatipu Rūnanga Investment Vehicle (PRIV). The PRIV working group is now tasked with developing implementation processes and governance and management structures for Te Rūnanga to consider.

Quarterly Reports Te Rūnanga received monitoring reports on the Office and Whai Rawa activities. At this early stage of the year both are tracking as expected.

Appointments

Two appointments to external committees were made by Te Rūnanga and are as follows:

Canterbury Water Management Strategy Regional Water Committee
Gail Tipa

Development West Coast
Helen Rasmussen

Te Rūnanga meeting dates 2011
Te Rūnanga discuss the proposed 2011 calendar of meetings and have asked management to return with a proposal which allows for eight fixed meetings and four optional meetings.

3. DECEMBER 2011

Te Rūnanga held a one-day meeting in December to consider a number of papers tabled, but not discussed, at the November meeting due to time constraints.

Te Rūnanga meeting dates and work programs 2011
In November, Te Rūnanga considered a proposed schedule of meetings for 2011. At this meeting, Te Rūnanga confirmed the meeting schedule which for 2011 will consist of eight fixed meetings, and three optional meetings. There will be no meeting in January. The 2011 work plan has been developed for alignment with these meeting dates.

Te Rūnanga Committees (status and appointments)
The Office presented a decision paper setting out the status of Te Rūnanga appointments to various committees in order to help Te Rūnanga decide how future appointments or reappointments to those positions should be managed. Te Rūnanga requested a paper regarding the repopulation of committees, including required skill sets, be tabled in February 2011. During this discussion Te Rūnanga indicated it would like the election process for the Kaiwhakahaere and Deputy Kaiwhakahaere to be conducted at the May 2011 meeting of Te Rūnanga.

Papatipu Rūnanga Aspirations Group (PRAG)
Following the two-day hui in June where Representatives presented the aspirations of the respective Papatipu Rūnanga, further work was undertaken to collate the aspirations of all 18 Papatipu Rūnanga. A report on these aspiarations was presented to Te Rūnanga. At this meeting, Te Rūnanga approved in principle that the identified aspirations of ngā Rūnanga would form part of all Te Rūnanga planning and strategic documents going forward as a means of giving effect to those areas of 2025. The work of PRAG is to continue with a key output being development of a 3-5 year model to guide resource allocation in order to approve alignment.

4. OTHER ISSUES

PRAG
Of most significance at these meetings was the PRAG Paper which has started to give much more form to a planning priority framework. I have attached part of the paper and perhaps the most important issue to focus on is the priority framework which is likely to heavily influence this year’s planning process.

1. Do we agree with these priorities?
2. Do we adamantly disagree?
3. Where would we place the emphasis?

Whatever we decide this process has, thus far, provided an excellent foundation for strategic debate that we should make the most of in our own discussions.

Kaupapa Taiao
Currently the environment team is under review. Significant personnel changes mean that this is actually necessary. Long term staff Marie Willets and Rachel Puentener are moving on and others are being reshuffled. The discussion is currently in committee but it represents an opportunity for Otago runaka to make a point about equitable distribution (which we did in the December meeting).

Other Priorities for 2011 and Beyond
• Kaiwhakahaere and Deputy Kaiwhakahaere election in May
• National Election issues and where we may end up having an opinion
• What to do with 250K
• Distribution policy discussions

ATTACHMENTS
Combined overview of the priorities identified by Papatipu Rūnanga
While there are key common priorities across a number of Papatipu Rūnanga the wants and needs of some differ and a one size fits all is not going to work across the board. The challenge for PRAG is to bring recommendations forward that Papatipu Rūnanga are satisfied with and confident that their aspirations are reflected in Te Rūnanga’s response to the work of the Papatipu Rūnanga Working Group.
The common visions across Papatipu Rūnanga were Tino Rangatiratanga (the right to self-determination) and financial independence.
The range of projects that sit under each of the priorities falls into two categories – firstly those that are to be Papatipu Rūnanga led and secondly, those that describe the type of TRoNT support that is sought. These are summarised below.

Priority 1 – Marae Development Papatipu Rūnanga Marae development projects feature in 17 Papatipu Rūnanga aspirations as follows;
• new building projects
• mahinga kai developed
• vege gardens developed
• relocation and/or renovation of existing Marae
Papatipu Rūnanga

TRoNT
• Marae Development Komiti
• Project responsibility
• Guidance, vision
• Financial support,
• Capital investment
• Expert/specialist support/advice

Priority 2 – Whanau Development - social, education, health
Social, education and health aspirations feature in the majority of Papatipu Rūnanga aspirations as follows;

Education
• Regional influence - Te Kete o Aoraki
• Regional delivery of education initiatives
• After school programmes for Tamariki/Rangatahi
• Scholarships
• Leadership training
• Trade training
• increase Rangatahi involvement
• Whanau development
• Succession planning framework
• Youth council
Papatipu Rūnanga

TRoNT
• Greater regional influence
• regional delivery of education initiatives
• Professional development and open pathways for teachers within a region
• Rūnanga led programmes like Te Kete Tuarua
• MOE influence and monitoring
• Kip McGrath
• Education Scholarships
• Develop succession planning framework
• Develop a tribal youth council

Health & Social
• owners of health & social service agencies delivering to whanau
• regional influence
Papatipu Rūnanga

TRoNT
• Own health services, participate in delivery
• Participate in Whanau ora
• Influence at local levels
• Strengthen mana whenua groups
• Partnerships at local level for those not wanting to deliver
• MOH influence
• HOP

Priority 3 – Economic Development
Economic Development featured in all aspirations with a goal of financial independence.
• Commercial development opportunities are real
• Taonga resources are developed commercially by Papatipu Rūnanga
• PRIV is an option for economic development
Papatipu Rūnanga

TRoNT
• Ownership and commercial development of taonga resources within the relevant PR takiwa
• Tourism/cultural tourism
• Fish/ACE
• combined PR investments
• Land ownership/RFR
• Property investment
• Pounamu
• PRIV investment
• Commercial development
• Whai Rawa
• Office of Te Rūnanga work with PR on commercial development with ancillary targeted support from NTHC
• Facilitate access to expert advice - legal, financial, organisational, scientific, technological
• Capital investment
• Enablers of taonga resource use by PR
• Enablers of RFR consideration to PR
• “Think tank incubator” developed for future planning

Priority 4 – Cultural Development
Cultural Development featured strongly in majority of aspirations.
• Te Reo, Karanga, Waiata, Kapahaka, Paepae development/strengthening
• regional programmes
• Education - arts, music, carving, takiwa hikoi
• Carving schools
Papatipu Rūnanga

TRoNT
• Cultural development across all disciplines
• Arts and music Wananga
• Hikoi around the takiwa
• Paepae development/strengthening
• Carving schools – regional
• Ngāi Tahu Fund
• Strategy for tribal development targeting local programmes for PR development

Priority 5 – Environment
Environmental Development featured strongly in a majority of aspirations.
• Environmental companies are developed or strengthened
• Regional influence
• Regional control/management
• National influence
Papatipu Rūnanga

TRoNT
• Environmental companies are sustainable
• Influence, delivery, development, protection, preservation,
• Key relationships all controlled at local level
• high level political influence

Tribal Properties
Tribal properties feature in some Papatipu Rūnanga aspirations and were specific to certain areas of significance to those Papatipu Rūnanga.
• regional ownership and control
• maintenance of reserves and urupa
• regional kaitiakitanga over certain tribal properties
Papatipu Rūnanga

TRoNT
• Ownership and control over tribal properties
• Maintain reserves and urupa
• Manage Mataitai
• Rūnanga led
• Enable PR to manage, restore and preserve tribal properties
• Provide tribal resources to underpin development

Priority 6 – Rūnanga Capacity
Rūnanga Capacity featured in some aspirations.
• financial literacy is developed
• assisting with development and application of appropriate policies and procedures
• build regional skill base
• Papatipu Rūnanga influence and feature in Te Rūnanga annual planning
Papatipu Rūnanga

TRoNT
• Improve policies and processes
• Succession planning
• Build skill base
• Support hikoi round takiwa to educate
• Improve communication and consultation with PR
• Respond to PR aspirations in annual planning
• Where appropriate support PR research projects
• Provide financial/budgeting education
• Facilitate access to expert/specialist support

Priority 7 – Restoration & Research
Restoration and research featured in some aspirations.
• urupa establishment and maintenance
• Mahinga kai cultural park development
• restoration of specific Papatipu Rūnanga projects of significance to those Papatipu Rūnanga ie lakes, waterways, soil
Papatipu Rūnanga

TRoNT
• Urupa establishment or maintenance
• mahinga kai cultural park development
• Research
• Specific PR special projects for restoration
• Facilitate access to expert/specialist advice

Overview of the key themes

UNDERPINNING ALL THE PRIORITIES IDENTIFIED BY REPRESENTATIVES WERE A NUMBER OF COMMON THEMES. THESE ARE LISTED BELOW.
• Increase in Putea Whakamahi to meet the aspiration to deliver services locally
• Decentralising services
• PR aspirations must influence annual planning
• Less central expenditure more to the regions
• High level leadership on political issues
• TRoNT to provide equity across the regions
• Improve transparency
• Facilitate access to specialist services (i.e. be a hub) rather than controlling the “gateway” and the putea.
• Consider a change in tribal model i.e. 1/3, 1/3, 1/3.
• Empower companies of individual Papatipu Rūnanga or collectives operating locally, including decentralising service delivery

Both the priorities and key themes need to be responded to within the planning processes of TRONT. Papatipu Rūnanga want to see their aspirations actioned, however, actions across all priorities must be consistent with the key themes.