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.

22

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