NgātiWhātuaŌrākeiTrust2020/21 ANNUAL PLAN

Prepared by the Trustee – Ngāti Whātua Ōrākei Trustee LtdAuthorised by the Directors and Shareholders of the Trustee on 3 July 2020

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Rārangi KaupapaContents

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He WhakarāpopotoSummary

Te Whakatakoto RangapūGroup Structure

HuaketoCOVID-19

MoemoeāOur Vision

MatanāOur Aspiration

Ngā Whāinga hei TutukiAnnual Plan Priorities

TukangaKey Actions

E tū ngā urio Tuperiri

This is the Annual Plan of the Ngāti Whātua Ōrākei Trust for the year 1 July 2020 to 30 June 2021. This document outlines the activities and priorities of the Ngāti Whātua Ōrākei Group.

This document should be read in conjunction with the Long-Term Strategy and 5-Year Plan of the Ngāti Whātua Ōrākei Trust which are available from the Group website.

This Annual Plan also reflects the significant impacts of the COVID-19 pandemic which has severely impacted whānau households and the wider economy.

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He WhakarāpopotoSummary

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MembersThe Members of Ngāti Whātua Ōrākei are those who can trace descent back to Tuperiri. As at June 2020 there are 5,521 registered members.

Ōrākei MaraeŌrākei Marae is at the heart of our hapū and connects us all as uri o Tuperiri through our whakapapa. The Marae land and buildings are owned by the Trust. The operations and maintenance of the Marae is funded by the Trust and managed by Komiti Marae Orakei Trust (KMOT).

Ngāti Whātua Ōrākei TrustThe Trust was established as the Post Settlement entity for the hapū in order to hold, manage and grow the assets of Ngāti Whātua Ōrākei for the benefit of members. The Trust is governed by a Trust Deed which outlines the purposes of the Trust and the requirements of the Trustee in delivering on this purpose.

The Trust has one Trustee, being Ngāti Whātua Ōrākei Trustee Ltd. Elected Representatives are the sole shareholders and Directors of the Trustee company.

Ngāti Whātua Ōrākei Whai Maia Limited (Whai Maia)Whai Maia is responsible for the social and cultural development of Ngāti Whātua Ōrākei whānau.

Whai Maia have a focus on whānau outcomes and manage a large number of programmes covering areas such as health, education, environment, small business and employment.

Ngāti Whātua Ōrākei Whai Rawa Limited (Whai Rawa) Whai Rawa is tasked with maintaining and growing the commercial assets and investments of the hapū. The profits help fund the work undertaken by Whai Maia and the operations of the Trust and Marae.

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Te Whakatakoto RangapūGroup Structure

Ngāti Whātua Ōrākei Group The Ngāti Whātua Ōrākei Group represents the entities that deliver on the Purposes of the Trust.

“The purpose of the Trust is to receive, administer, manage, protect and govern the Trust’s Assets on trust for the cultural, commercial and social development of Ngāti Whātua Ōrākei for and on behalf of and for the benefit of the Members of Ngāti Whātua Ōrākei.” (Trust Deed, s. 2.3)

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This Annual Plan is developed in the context of a global pandemic that has resulted in once-in-a-lifetime shocks to our global community. It has led to the effective shut-down of the economy, overwhelmed many health systems, closed national borders, disrupted international supply chains, and will result in the worst economic downturn since the Great Depression.

For our whānau households, the impacts will vary depending on their situation prior to COVID-19 and the impact of the pandemic on their employment and financial situation. From our research during the level 4 lockdown, key concerns, in order of priority, were:

1. Housing – ability to pay rent / housing. Overall, housing was the main concern for whānau.2. Employment – one third of whānau surveyed are potentially impacted by COVID-19 in terms of

employment.3. Financial stress – relatively low financial resilience for the majority of whānau surveyed.4. Education – majority of surveyed need support with access to devices/technology.

The initial response to support whānau was focussed on immediate health, kai and hygiene needs of our most vulnerable as well as education support for our whānau households challenged with at-home learning.

We learnt a lot during that initial period, both in relation to our whānau and also in terms of our business and how we can operate better as a group to deliver positive outcomes.

The recovery from the impacts of COVID-19 will take years and the situation will continue to evolve. Whānau households will face increased pressures in relation to employment and financial stability.

As a group we worked together to plan the next two years of the recovery period. This Annual Plan reflects the priorities and actions needed to support whānau and our business over the coming year.

HuaketoCOVID-19

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Our vision and aspiration for our whānau remains consistent with our long-term strategy:

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MoemoeāOur Vision

Kia rere arorangi te kāhu pōkere ki ngā

taumata tiketikeTo soar and fly to the highest heights

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MatanāOur Aspiration

“We are a thriving and prosperous hapū that are leaders in our communities,

Tāmaki, and throughout the world. The wellbeing of whānau exceed national standards and our people experience

meaningful Mana Motuhake.”

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Activities under the following priority areas are incorporated into this Annual Plan. These priorities align with the long-term strategy, 5-Year plan and COVID-19 renewal strategy:

1. Increase investment in our culture 2. Uplift whānau to enhance mauri ora 3. Help whānau realise mana motuhake4. Build a sustainable future business

Increase Investment in CultureNot only is cultural identity the priority for whānau, it has been a defining feature of how the hapū has come together during the pandemic. As a platform for self-actualisation, culture and connection must be prioritised.

Uplift Whānau to Enhance Mauri OraDuring the COVID-19 lockdown, our whānau survey identified that a significant proportion of our whānau households will be badly impacted by the fallout from COVID-19. Unless we spend the time, energy and resources to reach out and work closely with this group, the hapū will never achieve our aspiration for whānau to be self-determining.

Help Whānau Realise Mana MotuhakeThe shock and impact of the COVID-19 pandemic left many feeling vulnerable and ill-prepared. We will invest in growing independence within our whānau – ensuring they have the confidence, skills and financial resilience to take care of themselves and each other in times of need.

Build a Sustainable Future BusinessWe have a strong platform to build our future business. Now is the time to make deliberate, measured moves to take opportunities that align to our principles, are sustainability focussed and grow our future commercial resilience.

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Ngā Whāinga hei TutukiAnnual Plan Priorities

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The following are the activities that will be prioritised over the 2020/21 financial year in relation to each of our priority areas. These activities support our longer-term strategy and objectives and also reflect the insights gained over the COVID-19 response period.

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TukangaKey Actions

Increase Investment in CultureWhakapapa • Establishment of resourced whakapapa unit to advance research, protection and

documenting of whakapapa.• Increase whānau access to resources and opportunities to wānanga about

whakapapa.

Te Reo Māori • Complete Te Reo Māori me ōna tikanga strategy.• Continue to grow resources and opportunities for speakers. Ensure online access is

prioritised.• Support extending opportunities to grow our advanced speakers.

Mahi Toi • Share Whātua āhua and Whātua tohu.• Create more toi opportunities for Whātua artists.

Whare Taonga • Prioritise storage, protection and digitisation of our hītori, taonga and mātauranga.• Investigate possibility of a physical Whare Taonga.

Mana Tāmaki • Advance our rights and interests across Tāmaki. • Consistently and firmly apply our principled approach to engagement with Auckland

Council and Local Boards. • Continue with challenge to the Crown in relation to their Treaty obligations.

Kura • Alongside the Ministry, initiate the scoping of a new kura to be based near our Marae, that will provide learning through a Te Ao Māori and Ngāti Whātua Ōrākei lens.

Uplift Whānau to Enhance Mauri OraTargeting Whānau Support

• Increase research and insight capability to identify supports and priorities for whānau most in need.

External Relationships to Support Whānau

• Grow and leverage our external influence for the benefit of whānau.• Increase opportunities and funding that support whānau outcomes.• Grow Kāinga Ora relationship in support of increased housing availability.

Group Housing • Complete Group Housing Plan.• Continue with programme to build kaumātua units and Kāinga Tuarua.

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Build a Sustainable Future BusinessLoan Ratios • Trust Deed loan ratios are amended to reflect our banking requirements and to

empower our Group strategy.

Impact Investment • Ensure investment framework is in place that establishes a clear values-based ap-proach to investment.

• Investment approach prioritises investments that generate positive environmental, social or cultural outcomes alongside an appropriate financial return.

• We measure our portfolio in relation to the economic, environmental, social and governance impacts of our investments.

Diversification • Diversification plan and pathway clarifies the speed and direction of our asset diver-sification programme.

• Any diversification plan will look to build on resilient sectors (e.g. kai, finance) and investigate opportunities to grow with the digital economy.

Digitally Enabled • A Group IT strategy and roadmap is finalised that empowers the Group to deliver better, faster.

• Cyber risk and data governance protocols in place to protect our personal, whānau and financial information.

Help Whānau Realise Mana MotuhakeFocus on Employment

• Create opportunities for increased whānau employment and training through external partners.

• Support whānau businesses to identify and realise opportunities.• Embed circular economy approach across Group businesses.

Whānau Hauora • Ensure whānau support for mental well-being and alcohol/drug addiction.

Kai Self-Sufficiency

• Develop kai sovereignty model at both the micro/whānau and macro levels. • Expand nursery capacity using a regenerative and sustainable model.

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