july 2019 - june 2020 annual report - te taumutu rūnanga · #2 te taumutu rūnanga annual report...

July 2019 - June 2020 Annual Report

#2 Te Taumutu Rūnanga Annual Report 2019-2020

C O N T E N T S

#4 Te Taumutu Rūnanga Leadership, Charitable Trust & Marae Trustees#8 Pūrongo Tumuaki

#10 Executive

#18 Treasurer

#22 Te Poari o Taumutu

#30 Te Pā o Moki - Ngāti Moki Marae

#50 Te Rūnanga o Ngāi Tahu

#52 Kaihautū

#58 Ruahikihikitanga Portfolio Selwyn District Development Selwyn District Council Creative Communities

Te Ara Ātea Lincoln University#68 Hauora Portfolio

Mātauraka Mahaanui

Lincoln University Ahumairaki#76 Kaitiakitanga Portfolio

CWMS Rūnanga Forum Muriwai o Whata

Mahaanui Kura Taiao Shareholder Council

#16 Te Kāhui Kahukura#17 Te Hononga

Te Whāriki Advisory Group

Te Taumutu Rūnanga Annual Report 2019-2020 #3

He rau kawakawa kei taku ringaHe tohu o te mate

He paiao kaniawhea ki runga TaumutuOtirā ki runga Ngāi Te Ruahikihiki, ki runga Ngāi Tahu whānui

Ka pata ngā roimata rīkiMō koutou te kāhui manu taupua.

Mō koutou i whakakanohi te iwiMō koutou i whakapau werawera

Mō tatou, ā, mō kā uri ā muri ake nei te takeHanatū rā ki te kāinga wairua i te rangi

Ki a rātou mā e whanga mai neiWaiho atu te tewe muri nei

Hei haku, hei hopo, hei tangiHaere, haere, e oki e.

Tātou ngā urupā kanohi o rātou māTēnā tātou.

Ka tū au i te poho o taku piringa a MokiE tuku nei te whakamānawa, te maioha

Ko te tau kua hori ka mihia,Ko te tau e hora nei ka mīharo

Tēnei te mihi kau me te tangi nuiKia ora mai koutou katoa.

MIHI

David Perenara-O’ConnellTe Rūnanga of Ngāi Tahu RepresentativeRuahikihikitanga Portfolio Leader

Rulon NutiraDeputy Chairperson


TE TAUMUTU RŪNANGA - Executive Leadership

Liz BrownChairpersonTe Rūnanga o Ngāi Tahu Alternative

Trisha Harrison-HuntTreasurer

Liz Hill TaiaroaSecretary,Hauora Portfolio Leader

Graham NutiraMarae Trustees Chairperson

Bridget RobilliardKaitiakitanga Portfolio Leader

Paul Tuatini

Graham NutiraChairperson

Malcolm Wards

Sam Brown

Chris Brown

Pari HuntDeputy Chairperson


Charitable Trustees - TE TAUMUTU RŪNANGA


Sissy Wanhalla

TE TAUMUTU RŪNANGA - Marae Trustees

Graham NutiraChairperson

Annette Keepa

Malcolm Wards

Trevor (Bomber) Mehlhopt

Te Awhina Arahanga


Settlement Day 2019 - Ngāi Tahu Staff Ngā Kōrero o Neherā Wānanga - Margaret Jones

Tamanuhiri Parata, Rachel Flutey and Cobi Dzoma ECan Councillor Pauling, Photo courtesy of ECan

Waitangi Day 2020 - Les Wanhalla & Adia McKay Childrens University - Tamanuhiri Parata

Waitangi Day 2020 - Councillor Mark Alexander, Denise Sheat

Tamariki Day 2019 - Aalia Cameron, Jahkeil Nutira


Papaki kau ana te tai o MahaanuiKo tau te paiao kaniawhea ki runga i Te Waihora

Kāore ia nei he tohu o te mateKo Matariki ki te rangi e tīaho mai nei

Ko Ngāi Te Ruahikihiki ki te whenua e tangi atu neiRātou kua ngaro, haere, okioki mai rā

E aku nui, e aku rahi, e te whānau, tēnā koutou katoa.

Ehara taku toa i te toa takitahi engari he toa takitiniMy strength is not mine alone but that of the many.

Our year in review is a little like taking a rollercoaster ride. We started off slowly and gently, working on confirming our annual plans and targets for the coming year. We then spent a little time settling in. We confirmed David Perenara-O’Connell and I as the Te Rūnanga Rep and Alternate respectively. Then the year sped up and 2020 rolled around with the twists and turns of Covid-19. Now every day our whānau are faced with new challenges. The forecast is more of the same ups and downs and twists and turns. Covid-19 is going to be here for some time.

Our team have worked hard to roll with the uncertainty and to focus attention on the needs of our whānau and community. This has meant that previously agreed annual plans had to be reviewed and revised. We have

had to learn how to be agile and to re-work our medium to long term goals. This work is still in progress. Despite this, the staff and executive have managed to carry out a number of projects on your behalf.

Financial results for the year reflect the challenges we have faced in the last 6 months and against all odds the team have managed to bring in additional funding to assist with mahi resulting from the pandemic.

Some significant kaupapa were worked on this during this period and will carry across into the new year. These include the ongoing work to secure Wongan Hills, Kaitorete, Marae Development including the change of marae status, Papatahora Restoration and ongoing work with Te Waihora. A new training and employment opportunity with

Te Papa Atawhai is currently in the planning phase.

I am reminded each day of the whakataukī I started with. Our collective mahi, our collective strength has got us through some tough times this year. I would like to take the time to congratulate and thank our staff, my fellow executive and our many volunteers and representatives for their hard work over the past 12 months. To our whānau, those of you who have touched base with us, attended wānanga and hui, those who have given support and aroha, thank you.

Mā te atua tātou e tiaki.

Liz BrownChairperson

Pūrongo Tumuaki

December 2019

January 2020

Ngā Tapuwae Archiving Project

Tamariki Day

Wastewater system installed and eco trench planted.

Christmas Church Service

March 2020

Pou Whenua Strategy

The country goes into Covid-19 lockdown

Te Pā o Moki closes under Alert Level 3 & 4

February 2020

Wānanaga Whakapapa - Ngā Kōrero o NeherāWānanga RaupōWaitangi Day and Selwyn District Citizenship Ceremony

May 2020

The country moves to Alert Level 2

April 2020

The Rūnanga takes a proactive approach to reaching out to our community – our online presence increases by 300%.

Mediation with Wongan Hills, Kaitorete Spit fails, returning Taumutu and Wairewa Rūnanga to Court

June 2020

7,500kgs of pork is distributed to our whānau and community by our staff and volunteers. We hold our first Te Taumutu Rūnanga Zoom MeetingQueen’s Birthday Honours are announced – 5 Ngāi Tahu recipients are recognised

July 2020

Te Pā o Moki opens under Alert Level 1Tamariki DayWānanga - Matariki Ahunga NuiSuccessfully secured a Whānau Navigator position with Te Pūtahitanga

August 2020

Te Pā o Moki closes under Alert Level 2

Te Kāhui Kahukura and Te Papa Atawhai create training and employment opportunities in our environment.

Wānanga Whakapapa held with social distancing and zoom

“Key Achievements and Activity

Kaihautū Taumutu Charitable Trust

Staff


Executive Report

MEGEN MCKAY

Our Executive began in 1998 as an Incorporated Society. We have a very straight-forward legal structure.

Ngāi Te Ruahikihiki ki Taumutu23,000 individual hapū members

Marae Trustees

Taumutu Incorporated Society

Executive


EXECUTIVE

Our Constitution sets the rules for the Incorporated Society, including the appointment and make-up of the Executive. There are three types of officers: elected, appointed by the Constitution, and co-opted members.

Who and How

Elected Officers Four members of the Executive are elected for a three-year term:

CHAIRPERSONLiz Brown appointed in September 2019

DEPUTY CHAIRPERSONRulon Nutira appointed in September 2019

TREASURERTrisha Harrison-Hunt appointed in September 2018

SECRETARYLiz Hill Taiaroa appointed in September 2017

To provide consistency and good leadership, our elections are revolving. The Secretary will be appointed at the current AGM for a three year term.

Constitutionally Appointed

UPOKO RŪNANGA who is chosen by consensus of the rūnanga members with guidance from the kaumātua – Currently vacant

TRONT REPRESENTATIVEDavid Perenara-O’Connell appointed in September 2013

TRONT ALTERNATE Liz Brown appointed in September 2013

Co-opted Members

The elected and constitutionally appointed members can co-opt up to three rūnanga members to the Executive membership.

Current co-opted members are:

KAITIAKITANGA PORTFOLIO LEADERBridget Robilliard

and

MARAE TRUSTEE CHAIRPERSONGraham Nutira


EXECUTIVE

Our Constitution is prescriptive of the purpose and roles and is a bit outdated. It states that the primary purpose of the Executive is to conduct the business of the rūnanga between rūnanga general meetings.

Although specific duties are allocated to the Secretary and Treasurer, the Chair and Deputy Chair roles are left undefined.

In 2017 the Rūnanga decided to increase staffing capacity and the Executive delegated conducting the rūnanga business to staff.

This enabled the Executive to begin the transition into a pure governance role.

Governance steers the rūnanga towards its goals by keeping the operational team focused on the main objectives.

Purpose and Roles

With management, set and monitor the rūnanga strategic priorities

Scan the environment to ensure that what the rūnanga is trying to achieve is relevant

Ensure there are sufficient resources (people and pūtea) to achieve key outcomes

Core governance functions include:

Monitor performance

Manage risks by identifying obstacles and events that might prevent the rūnanga from achieving its key goals

Ensure compliance with all legal requirements and rūnanga rules

Evaluate governance performance and maintain a succession plan

Te Pā o Moki Wānanga Raupo - Team Raupo


EXECUTIVE

COVID-19 posed a significant risk to rūnanga performance over the past year.

Overall Taumutu Rūnanga responded well to COVID-19. We quickly implemented our pandemic response plan that focused on staff and whānau safety and wellbeing.

Moving through the lockdown stages, we implemented several whānau support initiatives including securing and delivering thousands of pork to whānau throughout and beyond our takiwā. Our main COVID-19 reflection has been to identify that the rūnanga structure was not flexible enough to enable staff to change priorities and focus their mahi on responding to the most pressing and immediate needs of our whānau and community.

We have since restructured our entity to an 'Agile' business methodology – this new entity design will enable us to be sufficiently agile to pivot responses as needed and provide for an excellent team working environment.

Purpose and Roles

Breaking work into short performance timeframes (called sprint periods) – Taumutu Rūnanga has chosen a three-week sprint period)

Creating a backlog of prioritised projects and tasks

Setting agreed goals for the sprint period

Agile enables rapid decision-making by:

Scheduling weekly 15-minute hui

Focus work by skill and capacity rather than speed

Pork Deliveries, Awhioraki Goodall Pork Deliveries, Hera Putiputi Takurua & Hineamaru Paraone


EXECUTIVE

The Incorporated Society is a member of Te Rūnanga o Ngāi Tahu (TRoNT) under the Ngāi Tahu Claims Settlement Act.

There are only 18 members (aka. 18 marae and 18 rūnanga) under that Act but many registered individuals (over 65,000).

As a rūnanga, we are still trying to figure out what it means to be a ‘member’ under the Act. What rights, interests and obligations does Taumutu Rūnanga Incorporated Society have towards TRoNT and vice versa?

We, TRoNT and all papatipu rūnanga are still to determine and understand this fully: cue Phase two of post-settlement iwi existence.

Relationship with Te Rūnanga o Ngāi Tahu

The Ngāi Tahu claim was settled in 1998 with an apology, the gift of Aoraki, cash ($170 million), a ‘Deferred Selection Process’ and ‘Right of First Refusal Process’ to acquire Crown owned land and a mechanism to insure Ngāi Tahu risk in being the first two Iwi to settle (with Tainui) whereby a further cash payment (or equivalent) was agreed relative to all treaty settlements with other iwi.

Pūtea Whakamahi – Annual TRoNT distribution to all 18 papatipu rūnanga

Pūtea Tautoko – One-off distributions to all 18 papatipu rūnanga

Ngāi Tahu Fund – Various grants for kaupapa

We receive pūtea from TRoNT

$5,522,360 in Pūtea Whakamahi;$2,269,693 in Pūtea Tautoko;

Various funds from the Ngāi Tahu Fund however, traditionally, we have only ever applied for funding in the small project bracket ($5,000 or less).

We have been fortunate to gain funds to hold regular Tamariki Days which in turn ensures our people remain connected to our marae and traditional home, and in turn ensures continuous occupation of our takiwā (a legal test for various indigenous rights that benefits our Iwi).

Since then (1998 - 2020) Taumutu rūnanga has received


EXECUTIVE

Since 1998, Te Taumutu Inc Soc has run the following events for whānau

TAMARIKI DAYS

HĪKOI/EVENTS

EELING WĀNANGA

TIKANGA AND KAWA WĀNANGA

RONGOĀ/MIRIMIRI WĀNANGA

RARANGA WĀNANGA

NGĀ TOI WĀNANGA

KAUMĀTUA LUNCHES

SPORTS DAYS

TE ATAKURA/KAPA HAKA

CHRISTMAS CHURCH SERVICES

ORAL HISTORY WĀNANGA

CULTURAL MAPPING WĀNANGA

86

3

15

13

16

2

6

4

6

6

8

16

2


Te Kāhui Kahukura [TKK] has met formally twice over the last year, regular meetings have been impacted by COVID-19.

Te Taumutu provides secretarial support to TKK, that has been recently confirmed with a contract being signed confirming the assistance in a more formal way. This will allow for a more structured approach.

Te Kāhui Kahukura provides an opportunity for the six local rūnanga chairs/ TRoNT representatives to come together and discuss kaupapa that are important/relevant to us and to be informed on upcoming kaupapa, for example freshwater reforms.

Te Kāhui Kakukura does not speak on behalf of individual rūnanga, the mana resides with individual rūnanga.

It has been agreed that the Kawenata and Terms of Reference should be reviewed as they are due for reconfirming.

Informally since March and the start of COVID-19, the six chairs of TKK have met on a regular ZOOM basis, almost weekly, to initially share information about the approach each rūnanga was taking, and more latterly to discuss the medium and short term impact on whānau employment and economic development opportunities that are likely to arise.

We have discussed taking a collaborative approach across the rūnanga as there is potential for more leverage as a collective.

The concept of an Environmental Services Entity is an example of this.

Te Kāhui Kahukura

Liz Brown


Te Hononga is a forum where the members of TKK meet with Christchurch City Council (CCC), as all the rūnanga have takiwā within the CCC rohe.

This year we have had a wānanga reconfirming the main foci for rūnanga that had been identified previously.

For Taumutu that is mainly the impact of initiatives on Te Waihora.

There was also a presentation to rūnanga on the new Three Waters proposal that relates to drinking, waste and storm water.

The next scheduled meeting will discuss the concept of Māori wards with the CCC rohe.

Te Hononga

Te Pā o Moki


As I move into my second year as Treasurer for Taumutu Rūnanga, I

am proud to report on the financial wellbeing of our Inc Soc.

Our Inc Soc is the operational arm of the rūnanga.

Our Charitable Trust is our investment arm.

Whānau are encouraged to review the financial statements for both the

Inc Soc and Trust to gain an overall understanding of the Taumutu Rūnanga

financial wellbeing.

The remainder of this report will focus on the Inc Soc finances only.

Treasurer Report

TRISHA HARRISON-HUNT


Year in Review July 2019 - June 2020

We ended the year with $439K in the bank which is $71K more than the previous year.

Most of these funds are made up of:

(a) pūtea that we hold on trust for Te Kāhui Kahukura ($194K) and;(b) $187K for projects that are externally funded (see table 1).

Assets and Liabilities (aka. Balance Sheet)

ASSETMoney in bank

Our year end value (including depreciation) is $534K which is $36K more than the previous year.

You can find a full list of all property on pages 11-13 of our financial statements.

Purchase dates are listed so you will be able to see all property purchased in the past year (includes 50” TV for the office, Kitchen extractor, Brush cutter, Blower Vac, Down pipes, Washing machine).

Due to accounting rules, this list only includes assets that have a purchase price over $500 and excludes artwork and consumable items (e.g. Kapa haka uniforms). We keep a full inventory list of our lower value assets (chattels), artworks and consumables.

Our new wastewater system is not recorded as an Inc Soc asset; although paid for from Pūtea Whakamahi reserves, it is owned by our Trust and located on the Pohau Cottage site that they purchased from marae trustee, Trevor Mehlhopt (Bomber) a few years ago.

You will see that the marae buildings are recorded as an asset in the Inc Soc financial statements. An accounting rule permits this despite being legally owned by the marae trustees on trust for the land-beneficiaries. This is because the Inc Soc pay for all marae costs, including repair, maintenance, and renovations.

Our Te Ao Māori view of collective ownership and use does not align well with legal rules.

ASSETProperty, plant and equipment

Our liabilities are made up of the $194K held on trust for Te Kāhui Kahukura and the externally funded project pūtea (called unspent grants in the financial statements).

LIABILITIES


Whānau approved the following cash budget: $884K income, $945K spending, overall loss of $61K

Profit and Loss (P&L)(aka. Budget Variance)

Our actual Cashflow was: $902K income, $838K spending, overall profit of $64K

Please note that when reviewing the P&L in the financial statements that our financial accounts are prepared on an accrual (not cash) basis but our budget is on a cash (not accrual basis).

Accrual is an over time basis that considers accounts payable (money we owe) and accounts receivable (money owed to us) outside of the financial period. A cash basis is more familiar to and understood by our whānau members (money in and money out).

Year in Review July 2019 - June 2020 - cont

5,000.00

Project Amount

Biodiversity Trail Project

2,893.31COVID 19 - Te Puni Kōkiri

5,000.00Hauora Strategy

10,000.00He Oranga Pounamu - EQ grant

13,997.27Te Whare Wānanga o Te Ruahikihiki

3,320.19Kaunihera Kaumātua

5,000.00Ngā Tapuwae Archiving

40,626.92Papatahora Restoration

5,577.70Rangatahi/Taiohi Project

5,746.28Tamariki Day

90,000.00Te Waihora Leadership Project

187,161.67TOTAL

$

$

$

$

$

$

$

$

$

$

$

$

Table 1.1


Budget July 2020 - June 2021

Following the adoption of our Financial Delegations Policy in February 2019, we have a very clear process for setting a whānau-lead budget and clear authority for budget variation. We implemented an easily understood, transparent budget variance report which we present to whānau quarterly.

Budget highlights for the upcoming year include the following:

Whānau Ora Navigator – funding secured for 1FTE navigator to support whānau with achieving their aspirations.

Culture & Identity Wānanga – $16,000 allocated towards wānanga focused on developing and deepening whānau understanding of Ruahikihikitanga.

Tamariki Day – $5,750 allocated to continue to deliver our very popular Tamariki Days in each school holidays.

Hui-a-Tau - $1,000 to support whānau transport and accommodation (although we acknowledge that with over 25,000 registered members, this does not go far).

Volunteer communications support - $7,200 allocated to provide a koha to our very active volunteers to contribute towards their phone and internet costs.

Kaumātua support - $3,320 to support a programme of engagement and learning for kaumātua.

Marae Development – We have partnered with Whakaora te Waihora (Co-Governance programme) on our waterway’s restoration projects – with Orariki complete, Waikekewai adjoining the marae complete, we will focus on Papatahora restoration before moving outwards from the marae. We have also secured funding to support development of a Biodiversity Trail at and around the marae so that whānau and manuhiri can learn about our floura & fauna as they enjoy a healthy walk around our marae.

Te Waihora Leadership Review – We have secured $90,000 in funding to progress mahi on designing a post Te Waihora Management Board leadership structure for Waihora governance.

Kaitorete Project – We have secured some funding to engage a Project Manager to assist us with our aspirations to purchase the Wongan Hills Limited farm on Kaitorete, with Wairewa Rūnanga.


Our Charitable Trust was established in 1998 in anticipation of the Ngāi Tahu Claims

Settlement. The core purpose of the Trust has evolved from providing grants to the

Inc Society and whānau for wellbeing and culture development to now being our

main asset owner and wealth creator. The trustee role has changed substantially, with

a focus on investment growth.

Te Poari o TaumutuCharitable Trust

The current trustees bring a range of skills and experience. They are

Graham Nutira (Chair), Paul Tuatini, Malcolm Wards, Chris Brown, Pari

Hunt (Deputy Chair) and Sam Brown. Pari and Sam replaced outgoing

trustees – Tony Taiaroa and Fiona Sloan, both of whom have dedicated

years to the Trust. We thank both and are grateful for their years

of dedication to growing our wealth. Like our Inc Soc Executive and

Marae Trustees, the trustees of the Charitable Trust do not get paid –

they volunteer their time, effort, and skill for the people of Taumutu.

TRUSTEES

To gain an overall understanding of Taumutu Rūnanga financial

wellbeing, please also refer to the Incorporated Society Treasurer

report. The Inc Soc is responsible for the rūnanga strategic and

operational direction. The Charitable Trust is the rūnanga investment

arm but also provides direct support to whānau in the form of grants.

FINANCIAL WELLBEING


Financial Performance - July 2019 - June 2020

Kaitorete Spit sections, 765 Leeston-Taumutu Road, Whakamatakiuru (Fisherman’s Point), Pohau Cottage

PROPERTIES

Combined Value of Properties 814,800.00$

Kaitorete Spit Properties 102,800.00$

765 Leeston -Taumutu Road 401,361.00$

Whakamatākiuru 25,000.00$

Pohau Cottage 315,806.00$

Combined Income 49,000.00$

Combined Expenses 8,115.00$

Investing in our people, three generations at a time


Financial Performance - July 2019 - June 2020

A portfolio is a collection of financial investments like stocks, bonds, commodities, cash, and cash equivalents.

There are several different ways to measure investment performance. A common and easily understood method is to determine the Rate of Return.

The formula for that calculation is:

Our Rate of Return over the past year is: Change in valueOur market value decreased from $868,283 to $852,575 = -$15,708

Income Dividend payment of $30,471 Investment amount (The cost price valuation) = $798,719

Taking the $11,682 professional fees charged by Polson Higgs into account:

An annual Rate of Return does not consider the whole picture because the primary purpose of an investment portfolio is that it is a fixed asset (long-term).

Instead, the best way to compare performance is to calculate the annualised Percent Return. That is calculating the rate over an agreed performance period, for example 3 years.

INVESTMENT PORTFOLIO

Polson Higgs

(Change in value + Income) ÷ Investment amount = Percent return

+

÷

(Change in value + Income) ÷ Investment amount = Percent return( -$15,708 + $30,471 ) ÷ $798,719 = 1.85%

( -$15,708 + $18,789 ) ÷ $798,719 = 0.39%

Environment Canterbury pōwhiri for the new council, October 2019


Launched in 2015, Te Haumi Whakamana is a mechanism to allow each of the 18 papatipu rūnanga to invest and generate direct benefits from six of the Iwi’s commercial properties.

The properties are modern commercial buildings in Christchurch, Dunedin and Queenstown on long-term leases to Crown or local authority tenants. The buildings are Te Hononga (Christchurch Civic Building), Te Whare Whakapapa (New Zealand Blood) and the Department of Conservation building in Christchurch, the Dunedin and Queenstown Police Stations and the Queenstown Court.

Taumutu Charitable Trust has $1,500,000 invested in Te Haumi Whakamana.

We will not recalculate less the professional fees, but feel free to do so in your own time. Fees were ($10,962 in 2018, $11,207 in 2019 and $11,682 this year) = $34,020

Then compare the annualised rate of return with other investments, for example BNZ current 3-year Term Deposit rate is 1.2% (but these are very low currently in the COVID economy where borrowing rates are also very low)

+

÷

Change in valueOur market value increased from $770,016 to $852,575 = $82,559

Income Dividends ($24,137 + $17,386 + $30,471) = $71,994 Investment amount (The cost price valuation as of 2017) = $699,022

Looking at the Rate of Return period the 2017-2020 period, the annualised percent return is:

(Change in value + Income) ÷ Investment amount = Percent return( $82,599 + $71,994 ) ÷ $699,022 = 22% total return rate

Then to annualise (1+.31) (1/3) - 1 = 6.84%

Te Haumi Whakamana

Dunedin Police Station Queenstown Police Station


Total Cash Dividends for the past 5 years - FY16 to FY20

FY16

FY17

FY18

FY19

FY20

Total

8,702.55

17,588.34

18,286.52

44,319.61

52,026.90

140,923.92

$

$

$

$

$

$

Cash dividend #16 months to December 31

Cash dividend #26 months to June 30

Total Dividend

8,683.41

17,830.08

19,000.66

44,240.75

52,254.39

142,009.29

$

$

$

$

$

$

17,385.96

35,418.42

37,287.18

88,560.36

104,281.29

282,933.21

$

$

$

$

$

$

Total Value Movement for the past 5 years - FY16 to FY20

FY16

FY17

FY18

FY19

FY20

Total

250,000.00

250,000.00

n/a

750,000.00

250,000.00

1,500,000.00

$

$

$

$

$

New Investment Increase in value movement Closing Balance

22,694.00

6,220.00

25,030.00

47,716.00

173,801.00

275,461.00

$

$

$

$

$

$

272,694.00

528,914.00

553,944.00

1,351,659.00

1,775,461.00

$

$

$

$

$

1,601,659.00

SHAREHOLDER TE TAUMUTU CHARITABLE TRUST

Open Balance Investment

173,801.00Value Movement

1775,461.00Closing Balance Investment

52,026.90Cash dividend #1 (6 months - 31-12-2019)

104,281.29Cash dividend #2 (6 months - 30-06-2020)

104,281.29Total Dividend

6%Cash return %

17%Total return (incl. value movement) %

$

$

$

$

$

$

Twelve Month Cash Return to Te Taumutu Charitable Trust12 Months to 30 June 2020


The value of the Trust assets as of 30 June 2020 are: Assets

348,938.00BNZ Bank account

798,719.00Polson Higgs

1,500,000.00Te Haumi Whakamana

102,800.00Kaitorete Spit

401,361.00Leeston-Taumutu Road

25,000.00Whakamatakiuru

Pohau Cottage

Marae wastewater system

$

$

$

$

$

$

315,806.00$

263,713.00$

3,756,337.00$

Grants to Whānau

12,847.45

People

7,070.66

Health Grants

1,400.00

School Uniform

6,750.00

Technology

1,000.00

Kaumatua

1,200.00

Tertiary/Trade Training

Tangi

$

$

$

$

$

$

30,268.11$

19

24

7

25

2

2

Grant to Marae trustees for fencing Urupa Gate


GRANTS TO MARAE TRUSTEES

GRANTS TO THE

TAUMUTU INC SOC

$6,482.79 for fencing around the Urupā and Wetlands

Each year Te Rūnanga o Ngāi Tahu makes a payment to each of the

18 papatipu rūnanga/marae that make up Ngāi Tahu, known as Pūtea

Whakamahi under a contractual arrangement whereby:

TRoNT has agreed to distribute some Iwi resources to Papatipu

Rūnanga in an equitable and consistent manner

Papatipu Rūnanga have agreed to use the grant to advance its

objects and purposes stated in their foundation documents, in our

case our Inc Soc Constitution and our Charitable Trust Rules

The Taumutu Charitable Trust and Taumutu Inc Soc must have

clearly defined management roles and structures to enable clear

lines of communication between the two entities

Papatipu Rūnanga report to TRoNT annually on how money has

been spent and provide a copy of audited accounts

Papatipu Rūnanga are obliged to use all reasonable endeavours

to ensure that every Ngāi Tahu descendent who is entitled to

membership of the papatipu rūnanga is shown as a member on the

papatipu rūnanga roll

Papatipu Rūnanga are required to encourage positive participation

of its members in its affairs

Legally it is Taumutu Inc Soc that are the member of TRoNT and

therefore decide how pūtea whakamahi is received and spent. For

many years, our Inc Soc has instructed TRoNT to pay Pūtea Whakamahi

to our Charitable Trust for the trustees to hold for the benefit of the

Inc Soc. Trustees are instructed that the trust terms for these funds

are that the Inc Soc can call on these funds at any time, which will

be spent in line with the charitable purpose of the Trust. Last year

our Inc Soc called for all the Pūtea Whakamahi received to be paid to

the Inc Soc for operation costs. The Trust received $524,362 Pūtea

Whakamahi from TRoNT and paid this to the Inc Soc which have been

spent in line with the budget set by whānau with the Treasurer and

reported against quarterly variance reports.


2009

2010

2011

2012

2013

Summary of Pūtea Whakamahi

Balance

Pūtea WhakamahiCharitable Trust Audit

2014

2015

2016

2017

2018

2019

2020

169,263.00

169,263.00

240,000.00

280,000.00

From TRoNT Paid to Inc Soc Surplus/Deficit

154,584.00

167,201.00

186,577.00

180,000.00

184,609.00

4,135,190.00 3,616,185.00

14,679.00

2,062.00

7,645.00

60,000

95,391.00

320,000.00

320,000.00

500,000.00

504,000.00

201,739.00

209,373.00

300,000.00

501,512.00

556,228.00

118,261.00

110,627.00

100,000.00

1,512.00

52,228.00

194,222.00

400,000.00

514,080.00

524,362.00

$

$

$

$

$

$

$

$

$

$

$

$

$

450,000.00

524,362.00

64,080.00

0

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

519,005.00

The Inc Soc have $519,005 from Pūtea Whakamahi that they can call upon. However, the

Charitable Trust paid for the marae wastewater system and there was a verbal agreement that the

costs would come from the Pūtea Whakamahi reserve funds.

This currently sit as an asset for the Charitable Trust because most of the system is located on the

Pohau Cottage site, owned by the Trust. Earlier this year it was agreed that the trustees would

amalgamate the Pohau Cottage site to the marae reserve land.

Although a gift, it would seem appropriate that at that time (when the wastewater asset is

transferred to the Inc Soc) that the Pūtea Whakamahi Reserve funds are reduced by the costs of

the system.


Te Pā o Moki

Marae trustees are appointed by the Māori Land Court to be the legal owners of the marae reserve land for the benefit of the land-beneficiaries.

To find out if you are a land-beneficiary, visit Te Kooti Whenua Māori website – maorilandonline.govt.nz.

Over the past few years, the marae trustees have been working with the Inc Soc Executive to clarify the role and responsibilities for the marae reserve land and Urupā.

A Charter has been drafted and although the intent is agreed between the parties, the legal status of the marae reserve prevents the Charter from being implemented.

We have engaged a lawyer to assist us to change the existing legal status of the marae from a community hall to a marae (fixing a very old technical issue).

The intent of the Charter is for the trustees to retain complete oversight of the urupā but delegate responsibility for the marae reserve to the Inc Soc (engagement with marae trustees on major works only).

Te Pā o Moki has six marae trustees:

Graham Nutira (Chairperson) appointed by the Nutira whānau

Annette Keepa appointed by the Marsh whānau

Sissy Wanhalla appointed by the Brown whānau

Malcolm Wards appointed by the Wards/Martin whānau

Te Āwhina Arahanga appointed by the Taiaroa whānau

Trevor (Bomber) Mehlhopt appointed by the Teihoka whānau

Our Marae Trustees are whānau primary point of contact for marae based ideas and issues.

They are appointed by whānau to represent you and act on your behalf.

MARAE TRUSTEES


The Marae Trustees normally meet at Te Pā o Moki marae bi-annually, however the pandemic has brought about a change to how people interact this year.

A special thank you to Katrina and the grounds and maintenance staff at the marae and urupa who are doing a fantastic job keeping the areas looking great.

The long awaited upgraded septic tank project is finally complete and the outfield has now been fenced. The fencing upgrade to several areas around the neighbourhood is well underway and should be completed by the time of the AGM.

The ongoing improvement works to the marae grounds stream bank restoration will continue with the next round of financial funding, as we get closer to the final stages of the grounds redevelopment.

The Marae Development Committee however, has been stalled, due to funding requirements, affected by the original gazetted marae land status, and we are currently awaiting confirmation of a Maori Land Court application that will determine the associated issues.

The Hone Wetere Whare Karakia still stands proud and we are updating the entrance gates and tidying the roadside fencing.

The water supply upgrade, to allow for a tap at the gate entrance, is on the current to do list and hoping to be installed this summer.

A reminder that any intended internments to this urupa are to contact Malcolm Wards, via Rose at the town office, to discuss location and arrange access.

On behalf of the marae trustees, ngā mihi nui ki a koutou

NāGraham Nutira

MESSAGE FROM THE CHAIRPERSON - GRAHAM NUTIRA


YEAR IN REVIEW

In last years annual report, we provided a table summary of all marae works from 1988-2018 and reported in more detail on works during the 2018-2019 financial year. Whānau are very welcome to request a copy of last years annual report to see the twenty-year review. For this report, we will focus on works from July 2019 – June 2020. It has been a big year and we have plenty to report!

01 02

03 04

01. Waste Water System

03. Drain Clearance Te Waikēkēwai

02. New Fencing

04. Restoring Papatahora


This has been a truly collaborative project between our Incorporated Society (lead by the Executive), trustees of the Charitable Trust and the Marae

Trustees. Taumutu Rūnanga staff have supported and enabled our leadership team on this project.

Installation of our new, world leading environmentally sustainable wastewater system is complete.

This has been a long journey over several years. We were committed to having an eco-friendly zero environmental impact system.

Our first obstacle was that we did not own sufficient land surrounding the marae for such a system so our Charitable Trust purchased the adjoining land (Pohau Cottage) from Marae Trustee, Trevor (Bomber) Mehlhopt. Next was finding a system design and all parties settled on a system manufactured and shipped from Belgium – and a professional installer. Staff member Rae Solomon was the Project Manager for the project and deserved to celebrate Christmas, as the project was completed just days before the Christmas break. We have one outstanding matter – because the system is spread over two sites (marae reserve and Pohau Cottage) that has different owners, we need a legal easement to convey water and sewage over both land parcels to get our final Code of Compliance. This is a legal matter that does not align to our Te Ao Māori holistic view of our marae so the Charitable Trust has decided to gift the Pohau Cottage site to the marae trustees – amalgamate the whole area as the marae reserve. We are seeking approval for the amalgamation through the Māori Land Court.

As noted in the January 2020 rūnanga report, this system pre-treats the wastewater before discharging in a controlled manner to a land treatment area on-site (an eco-trench).

The Charitable Trust approved final design and specification of the Hynds/Eloy Oxyfix aerated treatment system.

Waste Water System

01


Wastewater moves through a submerged aerated grease trap, its then pumped to a balance tank where it receives another layer of cleaning. It then enters a pump line where it's pumped uphill to a secondary treatment tank before it enters the eco-trench system where it's processed through a further 4 cycles until it discharges to the plants which via evapotranspiration, is then absorbed into their root systems and leaves.

The eco-trench relies on several processes for the management and processing of effluent, sand filtration, evaporation, buffering storage through gravel, soak pit and sloping design to prevent surface pooling and enable rainfall shredding.

A 11.25m3 per day system was agreed to give the marae a large buffer for future flow increase.

Many people have put thought, effort and volunteer mahi into this project. The Charitable Trust has spent hundreds of thousands of dollars on this project from the purchase of the property next door to the wastewater system itself – from Incorporated Society Te Pūtea Whakamahi which has been saved and invested by the trustees over many years.

Waste Water System


A new fence has been installed on 2 sides of the churchyard, at the eastern end and around the corner along Church Rd down to the macrocarpa grove.

A stile and 3 new gates will be installed when they’re finished being made, 1 into the wetland area from Church Rd, 1 for pedestrian access into the churchyard and the other for vehicle access into the churchyard.

The Wastewater Ecotrench was also fenced on 3 sides to meet the existing fence to the rear of the trench.

New Fencing

02


Te Waikēkēwai is important for many reasons, one of those being, it contains native fish.

The very name indicates that it may have been a bastion for freshwater kōura in the past and still is today – kēkēwai is another name for kōura. However, the stream is also a river rating district meaning the council clear it each winter to avoid flooding of neighbouring properties.

To date council have used machinery to clear it of vegetation. However, while machine clearing may do a fast and thorough job, it also threatens the habitat of native fish and the fish themselves.

It removes all weeds including those that constitute fish habitats and removes fish in close proximity, at the same time.

For this year’s clearance we wanted to do things a little different.

The area identified for cleaning was too large for hand clearing alone and for the limited manpower/resources available and therefore we had to compromise and agree to using a machine in some of its reaches.

So, we indicated on a map to the council, the reaches that could be machine cleared and what could be hand cleared.

We were advised by marae staff who have hand cleared reaches in the past and who have been ‘spotters’ in previous years too. A spotter is another name for a monitor, who walks behind the machine spotting and rescuing fish and returning them to the stream, when they’re removed by the machine.

There was quite a bit of maneuvering and negotiating between the rūnanga, the council and the drain clearance contractor to arrive at this point, but we got there in the end.The council paid costs for the spotter and 4 freshwater kōura, numerous juvenile eel and 3 big eels were rescued.

Drain Clearance Te Waikēkēwai

03


Restoring Papatahora is integral to restoring Te Waikēkēwai which in turn is integral to restoring Te Waihora.

Restoring Papatahora has been split into two phases and we’re currently in the midst of Phase 1.

Restoring Papatahora as a Mahinga Kai and for Indigenous Biodiversity

04



Phase 1 Includes the removal of sediment and vegetation from the bed of this stream.

The physical works for Phase 1 will be actioned before Christmas of this year but first, several resource consents need to be obtained to permit the physical works.

In order for the resource consents to be obtained, various expert reports need to be completed to inform these consents. The planners preparing the consents have received most of the expert reports including the fish survey, but a final 2 need to be prepared to comply with the last part of the regulatory framework (i.e.) an environmental management plan and a construction management plan.

The method of sediment removal has now been decided, chosen for 2 reasons (1) it has the least environmental impact (2) no need for ongoing monitoring resulting in no ongoing costs.

The method chosen is called ‘over-pumping’ - In essence, it’s taking the stream water into a pipe at the upstream end of the works area, piping it past the works area and discharging it back into the stream below, so the works area itself is dry (i.e.) resulting in no sediment dispersion effects. This method will include barricading the water upstream and downstream using sandbags combined with a filter fabric overtop. It will also require removing the fish in this stretch and returning them downstream.

Once the consents are approved, the physical works of removing sediment in the dry bed can commence but only after the tenders are issued and contractors are identified to undertake the physical works. Phase 1 will be paid for from a number of external sources – Whakaora Te Waihora, Tuia Fund, Ngāi Tahu Fund.

While the removal of the container and the dismantling of the concrete beneath were completed in preparation for this restoration phase, the removal of harakeke from the bed of Papatahora was completed for different reasons (i.e.) to appease the flood risk to upstream properties, but the timing of the harakeke removal well suited these Phase 1 restoration efforts.

PHASE 1



PHASE 2

As previously reported, in 2018 a landscape plan was prepared by Kamo Marsh Landscape Architects, the plan included a new wetland and boardwalk beside Papatahora on the Charitable Trust owned land.

As you’ll know from Te Repo Orariki experience, constructing a new wetland is a huge undertaking that requires lots of expertise and lots of dollars.

To precede the construction of the wetland, the commissioning of a feasibility study is necessary for 4 reasons.

1) To see how viable the location is for a wetland2) To ensure the landowners and whānau concerns are addressed and mitigated3) To see what impact (positive and negative) diverting water from Papatahora to the wetland, will have on Papatahora4) To meet Wetland Fund provider criteria.

A feasibility study is required to precede a funding application to construct a wetland or to pay for the costs of wetland technical reports.

Phase 2 is anticipated to commence next year (2021) although the planning for it, has already started with the commissioning of the feasibility study to be undertaken by Boffa Miskell, again thanks to externally sought funding.


Marae Digital Connectivity 05

Spark made contact to progress the marae Digital Connectivity Project in partnership with Te Puni Kokiri and Crown Infrastructure Partners. The Marae Trust signed up to this initiative some months ago.

The hardware offered is:

1) A wireless 4G modem for Broadband access2) Access Points for max WiFi coverage (up to 3 – choice between both indoor and outdoor models)3) Security Cameras (up to 3 – choice between both indoor and outdoor models)4) PoE switch for connection of cables between the modem and WiFi/camera devices 5) AV bundle (65inch TV screen, Video Conferencing Polycom camera, TV trolley)6) Cisco Meraki dashboard site administrator level access to camera footage and WiFi usage details

There are no upfront or monthly user costs to be paid by the marae. The broadband and hardware provided is fully covered by the Provincial Growth Fund along with monthly usage costs, for 5 years with 500GB per month (starting from the 6th of each month) available.

A 4G modem arrived at the marae and is installed. Prior to installation, a survey was completed indicating where the hardware was to be installed. 3 access points (bullet point 2 above) will be installed around the marae to ensure maximum coverage and use.

Matariki Ahunga Nui 2020


4G Wifi coupled with an antenna mounted on the roof, will ensure coverage of 70 metres meaning that any blind spots currently experienced at the marae, will be eliminated.

3 security cameras will be installed to ensure all the entrances to the marae are captured on camera. The cameras have a span of 130 degrees.

No digging or disturbing of ground is needed for this initiative. Any cables that need to span between the marae and Tūteahuka were attached to the overhead pole where the power cables are currently attached to.

The control box (bullet point 4 above) is sited in the wharekai below where the antenna is mounted. 2 ‘Marae Managers’ will monitor the system and ensure there is enough gigabytes in the system to accommodate rūnanga needs. Training for this occurred on 28 August 2020.

Use of the TV is to give whānau the ability to virtually link into and participate in rūnanga meetings and any other meetings/wānanga as identified from time to time. A policy will be drafted to reflect this.

Matariki Ahunga Nui 2020


The Last Financial Year

MARAE PURCHASES

Last financial year we purchased: A new Stihl blower bac and brush cutter in June A new washing machine was purchased in September

In addition to the above purchases for the marae this year includes ; sheets, table cloths, coffee cups, fire pits, projector & bracket, scrub cutter, compost bins, planter boxes, hoses/sprinklers, recycling bins, hedge trimmer, dish washer, extractor fan & unit, kaumatua couches/bed sofas, bait stations, shower unit & shower curtains (Moki), seating in wetlands.

Matariki Ahunga Nui 2020, stoking the home fires


Upcoming Year

MARAE PURCHASES

In the upcoming year we will purchase:

An additional 50 new chairs will be purchased in this financial year, to save carrying them between Tūteahuka and the wharenui when both rooms are being used for hui or wānanga.

New tablecloths will also be purchased to replace the worn out ones.

Within the next 6 months, additional lighting will be installed outside and near the footbridge that spans Te Waikēkēwai to lessen the Health & Safety risk posed by poor visibility in the evenings.

Disability signage for parking will be erected to show where 2 dedicated carparks for those with disabilities, will be sited.

Plus, a no parking sign will be erected indicating that no parking is to occur in front of any gateway to allow easy access for pedestrians.

Discussions about purchasing a portable ramp to allow access for wheelchairs into the marae, is suggested as a result of a hui where a whānau member’s wheelchair had to be lifted over the doorway each time they entered and exited the marae.

Platters – Fiona has been on the hunt for nice food platters for some time. She is very pleased to receive a koha from JL Furniture (Marsh whānau member) for lovely wooden platters. Thank you, Jon & Laura.


TE PĀ O MOKI

MARAE REPAIRS

The concrete paved area outside the front of the wharekai needs to be levelled or pavings replaced. Most areas are level but there are 3 areas that pose a health & safety risk due to their unevenness that could result in tripping and footfalls, especially by our kaumātua and tamariki. These 3 areas are marked in our register as a hazard and are on the list to be fixed

We are in the process of repairing the gutter, fascia, and timber at the corner of Moki, near the wharekai entrance. Repairs will include new guttering, wooden boards and an additional down pipe connecting to our drainage pipes underground.

Minor repairs undertaken during the year with the replacement of a shower unit and broken window in the Tūteahuka toilet were completed in February

Upstairs toilet – External door repairs to the handle and lock

Kitchen – Shelving bracket near dishwasher

Office – Curtain blind rail repair


TE PĀ O MOKI

GARDENING AND RECYCLING

Purchases for repairs & maintenance have also included; handrails, disability pathway, toilet flooring, sliding door (Tūteahuka), linen shelving, storm water underground piping, soak pit, garage storm water pipe, toilet external door repair, toilet drainage pipe and window repair, whanau gate repair, 2 outside tap repairs, oven racks

Within the next couple of months 2 new raised gardens will be built containing herbs and vegetables. The herbs and vegies will be for use in the marae kitchen.

Along with the raised gardens a compost bin will be built for green waste from the kitchen and gardens. Definitely no meat will be composted to avoid attracting vermin. Meat waste will be given to whānau dogs or buried in the garden.

Materials to build the gardens and compost is being contributed from the Kaitiakitanga Portfolio as a result of unspent funds from a 2019 Ngāi Tahu Fund application.

The composted green waste will be used as mulch on the marae gardens.

The compost bin is part of the marae’s new recycling initiative, which has only just begun so there’ll be more about this in future reports.


TE PĀ O MOKI

BIODIVERSITY TRAIL INTERPRETATION

PANELS

Eventually when whānau walk the track to Te Repo Orariki from the marae, they will see interpretation panels scattered along the track amongst the plants.

The panels will include key information about the native plants, planted during previous restoration efforts.

Key information will include the Māori, English and scientific name, the genus, its growth form, natures services (how it contributes to other species), and its traditional Māori use.

The panels will complete another part of the overall restoration efforts for Te Waikēkēwai, they will assist with educating tamariki and importantly, will facilitate the passing on of traditional knowledge - Mātauranga Māori.

We couldn’t do this project without the practical support of Waitaha School Technology Department, who will design the panels along with the Kaitiakitanga Portfolio and construct them at no cost to us. We are very grateful and appreciative to Waitaha School for their kind contribution to this project.

The only costs we will incur is for the materials used to construct the panels. These costs will be paid for using external funds.

Since 2013 we’ve incrementally completed 5 different restoration efforts over the last 7 years and this year, we are in the midst of our 6th effort (Phase 1 and 2 noted above). Because of these efforts we’ve put increasing pressure on both our maintenance program and our existing irrigation system.


TE PĀ O MOKI

MARAE IRRIGATION SYSTEM UPGRADE

The more we restore, the more maintenance and irrigation is needed, particularly when plants are not fully grown, once they’ve matured irrigation will ease. We have one water supply that services the marae and for irrigating the entire property.

Additionally, we’ve also installed (Dec 2019) a new wastewater system to service the marae complex.

Part of the wastewater system includes an ecotrench.

The ecotrench is the last phase of treatment before the treated wastewater is absorbed, via evapotranspiration by the plantings in the ecotrench.

The ecotrench design and wastewater system is large enough to service the marae when it’s at full capacity.

For the rest of the time when the marae is below capacity, not enough liquid is generated to the ecotrench, to adequately water the plants and therefore extra water needs to be supplied to the ecotrench, at least until the plants are mature and can survive on their own.

Further, because we’re currently investigating constructing a new wetland on the same property as the ecotrench the wetland plants will probably need to be watered until they’re fully established, should the wetland construction proceed.


TE PĀ O MOKI

MARAE IRRIGATION SYSTEM UPGRADE

CONT

Due to the previous 5 stages of restoration, water pressure of the existing irrigation system has decreased to the point when watering with a hose particularly in the far reaches of the property, can only be done when the taps in the marae are not in use. There is a tap in the churchyard that’s used to irrigate the eastern end of the wetlands where a sprinkler is moved gradually around until all the plantings receive water.

Much of the time our groundskeeper is shifting sprinklers and hoses around the property taking valuable time away from the core grounds keeping tasks.

A funding application has been submitted to pay for the costs of the upgrade. As per our normal process, 3 irrigation infrastructure suppliers have provided quotes. A decision was made that identified the successful supplier with the decision being based on consideration given to:

adherence to the project brief provided

maintaining the existing water pressure at the marae, future proofing our irrigation supply by allowing for irrigation of future restoration initiatives (Papatahora wetland)

ongoing power costs (pumping) by recommending the use of solar panels - given the power

supply increases as a result of the new wastewater system.

Fingers crossed that our application is successful but if not, we will identify other relevant fund providers and continue to lodge applications until we are successful.


TE PA O MOKI

ORARIKI SEATING

Last year whānau asked for seating to be provided in Orariki wetlands to enable better enjoyment of the environment. We have used the leftover Tōtara logs from the gateway to create two beautiful seats which have been located at the highest points of Orariki, for best views.


Te Rūnanga o Ngāi Tahu

Last September I was again privileged to be appointed by the Appointments Committee as the Te Rūnanga o Ngāi Tahu Representative for Te Taumutu Rūnanga. As in previous years, I will continue to represent our hapū and Rūnanga to the best of my ability and in accordance with our tikanga and values.

Haea Te Awa has been a key strategic initiative developed by Te Rūnanga over the past 18 months to shift emphasis toward greater regional development for Papatipu Rūnanga and whānau. At its hui in November 2019, Te Rūnanga approved a new Investment Charter, a new Financial Policy, and a Regional Development Strategy to meet these aspirations. All of these documents took effect from 1 July 2020. This work has also included the review of the distribution policy, development of a pou whenua project, and exploring initiatives that will be of more universal benefit to enabling whānau to succeed. For more information see the Haea te Awa video

Since the outbreak of COVID-19 in late 2019, its impact has taken hold affecting us all in different ways; from those whānau members who have lost their jobs, to the need for our rūnanga activity to shift to provide support and kai to meet the needs of the hapū, to the unprecedented impact experienced by many of our tribal businesses.

The past six months has required Te Rūnanga to operate differently meaning that we have only managed to have one meeting in person with the balance being via Zoom video conferencing.

DAVID PERENARA-O'CONNELL

Ahakoa ngā piki me ngā heke o tēnei tau, rere tonu ngā mihi maioha ki a koutou


Having 36 Representatives and Alternates together with staff and other presenters can make for a challenging Zhui, but we’ve managed to get the business done! Covid-19 has required the need for Te Rūnanga to revise its expectations of both Ngāi Tahu Holdings Corporation, the Office of Te Rūnanga and other entities while we move through the economic downturn created by this pandemic.

Making necessary decisions in times of adversity are never easy. We will learn from this and need to be better prepared for the impact of these situations in the future.

I reported last year that I had been appointed as Deputy Chair of Te Apārangi, the external issues committee of Te Rūnanga. Following the sad passing of our colleague Tahu Potiki one year ago, I was appointed by Te Rūnanga Representatives as the Chair of this Committee.

The focus of Te Apārangi at present is on freshwater, ensuring Treaty compliance by the Department of Conservation, protecting the Settlement, fisheries and aquaculture and supporting regional development through regional relationships with local government.

Lastly, a note of thanks to Liz Brown, Taumutu Alternate Representative, the staff of our Rūnanga office and to the whānau members who support me in my role.

Tēnei ngā mihi.

No reira, ahakoa te taumahatanga o te wā, piki te ora, piki te kaha, piki te māramatanga i runga i a tātou katoa.

Ko Te Ruahikihiki e ngunguru neiI au au tū pae a hā hā


Kaihautū

MEGEN MCKAY

My role is to execute the overarching rūnanga strategy in line with our core purpose and vision. I am responsible for designing and leading the development of

workplans to give effect to the strategies.

I make operational decisions and policies of the rūnanga. I keep the Executive educated and well informed on governance related topics, issues and opportunities

and provide them with recommendations for major decisions.

I have oversight of all rūnanga staff including their safety, wellbeing, performance, and development.

Taumutu Staff 'Zooming' during Level 4 Lockdown


We are very pleased to welcome Brenda Kingi-Booth and Corrina Ruki to our small team. Brenda joined us in October 2019 as a Kaitohutohu, primarily supporting the Hauora portfolio. Corrina will join us later this month as our first ever Whānau Ora Navigator.

Rose NutiraMata Ahupae - Administrator

Permanent Part-time

Sefeti ErasitoKaitohutohu

Permanent Full-time

Puamiria Parata-GoodallKaitohotohu

Permanent Part-time

Raewyn SolomonKaitohutohu

Permanent Part-time

Brenda Kingi-BoothKaitohutohu

Permanent Full-time

Dardanelle McLean-SmithKaitohutohu

Permanent Full-time

Corrina RukiWhanau Ora Navigator

Fixed-term Full-time

Fiona SloanKaiawhina

Permanent Part-time

Katrina MartinKaitāwhiri

Permanent Full-time

Megen McKayKaihautū

Permanent Full-time

TE TAUMUTU STAFF


To enable a shift to this new system, staff completed a stock-take of their mahi and categorized their work into two categories: Projects and Business as Usual (BAU). It became very apparent that our small staff team do A LOT of work. Excluding the new Navigator role, we have 7 FTE staff. We thought whānau might be interested in a summary of staff mahi.

As reported in the Executive Annual Report, we have moved to an Agile business methodology for our rūnanga:

We have broken all work into a three-week sprint period

The Executive sets the strategic priorities – What the rūnanga staff and volunteers (Scrum team) will focus on for the sprint period

The Scrum team decides how they will do the work to achieve the desired strategic outcome

Business as Usual includes

Marae bookings – pre-booking, during visit manaaki, post-booking

Reception – email, mail, phone, pānui to whānau

Staff management

Inc Society Financial Management

Funding applications (to get sufficient pūtea to pay our bills)

Rūnanga hui secretariat function and reporting

Executive hui secretariat function and reporting

Charitable Trust financial management

Charitable Trust secretariat function

Charitable Trust grant application management

Portfolio support – Hauora, Kaitiakitanga and Ruahikihikitanga

Marae based mahi – health & safety, catering, cleaning, stock-take, chattel and equipment procurement, equipment servicing, grounds maintenance, facilities management (repairs and maintenance), oversight of major works

Inc Society legal compliance – AGM, Executive appointment process, conflicts of interest, policy review, Annual Report, Emergency Preparedness and Health & Safety compliance, Membership database

Charitable Trust legal compliance – Trustee appointments, Annual Report to Charity Services, landlord obligations

External Engagement requests – Schools, tertiary institutions, community, justice, health services, local govt, industry, environmental

Papatipu rūnanga relationship management

Member events – Christmas lunch, Hui-a-Iwi support, kaumātua gift baskets


Staff are leading or supporting many rūnanga projects – some include:

Kaitorete Spit - environmental court action and resource consents

Kaitorete Spit – land purchase

Te Waihora Leadership Project

Economic Development Project – environmental services

Jobs for Whānau Project – DOC employment and training

Māori Land – reservation status change, amalgamation with Pohau Cottage, land transfer issues

Papatahora Restoration

Muriwai o Whata – implement the management plan

Marae Recycling Project

Biodiversity trail

Naming strategy and committee support

Pou Whenua Strategy implementation Plan

Archivng

Te Reo Aspirations research and language plan

Tamariki Day

Matariki

Karanga wānanga series

Kaikōrero wānanga series

Whakapapa wānanga series

Oranga Strategy development

Education Workshops – provide L&D workshops for school teachers

Educational resource – provide schools with an new resource to embed into their schools annually

Annual education wānanga hui for all schools and teachers within our takiwā

Waihora – Lake Opening, Freshwater Court Case, Lakebed Agreements with Commercial fishes, Quota engagements

DOC Concession Grazing licences

Accidental Discovery Protocols

Wetlands Project – Embarkment Road

SDC Water race

Living Waters – Ararira Wetlands


I appreciate the hard work of our volunteers and staff that work endlessly for the benefit of Taumutu whānau and uphold the tino rangatiratanga of Te Ruahikihiki.

Our marae trustees, the trustees of our Charitable Trust and our Executive are all volunteers – no one gets paid a cent. In fact, it costs them money to take on these roles (unpaid time of work, having to use annual leave for rūnanga business, travel costs, kai contributions, personal contribution to koha when appropriate). But they don’t do it for the money.

Each will have their own reasons for giving their time and love to Taumutu rūnanga.

Each assumes the leadership responsibility for our rūnanga and the legal and personal risks that come with leadership roles.

Final Words and Thank-you's


As I move into my second year in this role, there are two groups of people who I am especially grateful for:

Taumutu Executive – Hard working and under-appreciated.

Liz Brown is a workhorse/powerhouse for our rūnanga.

Trish has been a great personal support as the Executive Employment Advisor (i.e. my direct boss).

Each Executive member brings something unique and necessary to the team and together have grown and embraced best practice governance.

Buy those people a drink!

Taumutu Staff – Hard working and very appreciated.

We have an exceptional staff team – an enormous amount of work is completed by such a small group, but more importantly, we all care deeply about and for each other, and our leadership team & volunteers.

If you haven’t had the chance, please scroll through our Facebook posts this year where I highlight each staff member, explain their role and share with you why each and every staff member is brilliant.

My personal goal (which this team is all over) is to make Taumutu rūnanga the best place to work so that every person wants to work with us, for the benefit of whānau.


The role and fuction of the Ruahikihiiki Portfolio is to drive and uphold the

tino rangatiratanga of Te Ruahikihiki by strengthening our Te Ruahikihiki values, traditions and practices and embedding

our mātauranga in our place.

Whakapapa Connection to

Taumutu’s Strategic

Goals

Grow deeper understanding of our whakapapa.

Grow and embed our kawa and tikanga within all we do.

Kawa and Tikanga

Te Reo Increase our confidence and use of te reo

Put into place strategies and protocols for the protection of our taonga

Taonga Tuku Iho

Tino RangatiratangaActively uphold and grow our tino rangatiratanga within our hapū and takiwā.

Empower and strengthen our whānau wellbeing

Oranga Whānau

Ruahikihikitanga Report


PORTFOLIO LEADER DAVID PERENARA-O’CONNELL

Development of Pou Whenua Strategy – framework for cultural narratives and naming.

The Past YearKey Achievements

Funding – 1 successful application to Papakāika Reo Fund for $15,000 to support delivery of Te Reo Māori outcomes, 1 successful application to Ngāi Tahu Fund for Ngā Tapuwae Archiving for $5,000, a total of $20,000. Extensions granted on current funding held from Ngāi Tahu fund for Te Whare Wānanga o Te Ruahikihiki and Kaunihera Kaumātua.

Ngā Tapuwae Archiving Phase 1 Specific Achievements for

TaumutuSuccessful development of database for all names and narratives gifted by Te Taumutu Rūnanga to the community.

Wānanga Raranga, Wānanga Karanga, Te Atakura, Wānanga Raupō, Wānanga Whakapapa, Waitangi Day Celebrations.

Te Whare Wānanga o Te Ruahikihiki

Current issues - future risks of

this Committee to Taumutu Strategic

goals

Most outcomes are resourced through Ngāi Tahu Fund. As a direct result of COVID-19, the Ngāi Tahu Fund pool has been reduced to one funding round per year. We will have to cast our net wide to secure funding for our strategic priorities.

If we must move through the alert level system again, ensuring our delivery to whānau can easily be facilitated and moved to a different platform.

Priorities across all rūnanga business and portfolio mahi can conflict with delivery to whānau.

Last year, we reported on requirements for young blood to help identify and implement strategies to support and work with all age groups. This year, the requirement is needed more than ever to secure our engagement across all age groups within our whānau. COVID-19 highlighted desire from whānau to engage in meaningful ways with the hapū and rūnanga. A succession plan to engage Ngāi Te Ruahikihiki ki Taumutu whānau across the motu and globe is needed.

Succession Planning

The Selwyn District Council recently completed an extension to their building and refurbishment

of their meetings rooms.

Puamiria and Bridget were engaged as the Cultural Narrative Advisors to advise on the design of

the extension and naming of the meeting rooms.

Cultural narrative work is part of the Ruahikihikitanga Portfolio’s Pou Whenua Strategy. The

strategy has 3 workstreams.

SELWYN DISTRICT COUNCIL

NGĀ POU

a plan for the location and placement of physical pou whenua to identify sites

of significance.

NGĀ TAPUWAE

a plan for the naming of buildings, parks, reserves, suburbs, streets, schools

and programmes.

NGĀ KORERO

a plan for the ongoing management of cultural narrative work.

Specific Achivements for Taumutu

Future work includes:

Key Achievements for the Past Year

Incorporate Ruahikihiki visual markers in the foyer and reception area

Design a naming strategy for the meeting rooms

Design Manifestations on meeting rooms

Naming of 16 meeting rooms and offices plus 4 office pods

Name for the district

CONTACTBridget Robilliard

m: 027 229 95782

e: [email protected]

CONTACTPuamiria Parata-Goodall



The Creative NZ Creative Communities Scheme is a partnership between Creative New Zealand

and territorial local communities.

The purpose is to increase participation in the arts at a local level and to increase the range and

diversity of the arts to local communities.

Each local authority is required to appoint an assessment committee comprising of local authority

councilors, arts council representatives, community representatives including a representative

from the local Māori community.

This connects to Taumutu's Strategic Goals via Tino Rangatiratanga:

That our Ruahikihikitanga values, culture, traditions and practices are respected and living within

our Ruahikihiki community and the wider takiwā.

SELWYN DISTRICT CREATIVE COMMUNITIES ASSESSMENT

COMMITTEE

CONTACTTania Nutira

m: 021 993 191


Current issues/future risks to Taumutu Strategic Goals

No known current issues and no foreseen future risks of this Committee to Taumutu Strategic goals. Taumutu are not engaging within this fund and arts space.


Majority of applications received were accepted for funding applied for.


Te Whāriki is a 118-hectare subdivision established in 2007 as a joint venture between Lincoln

University and Ngāi Tahu Property. The subdivision is located in Lincoln.

Representatives from the Rūnanga have participated in the discussions with Ngāi Tahu Property

around street names, development layout and landscape design. The project is now in stage 4,

the final stage for the development.



TE WHĀRIKI

NGĀ POU


of significance.

NGĀ TAPUWAE


and programmes.

NGĀ KORERO



MILESTONE 1

Commencement of stage 4.



Addressing the issues identified above and ensuring the right people are in the kōrero.

Specific Achievements for Taumutu

Painting and wetland development

Paving designs

Bilingual signage

Interpreation boards

Te Wharau

CONTACTHirini Matunga

[email protected]

Current issues/future risks to Taumutu Strategic Goals

Housing for whānau in Te Whāriki - i.e. establishment of a Taumutu presence

Kainga nohonga

Social housing


Te Ara Ātea is the new Rolleston Library and Community Centre currently under construction.

This facility is part of a collection of buildings that are in planning to form a town centre for

Rolleston. Plans for Te Ara Ātea include a library, community centre and museum experience. It is

anticipated to be completed mid-2021.

Puamiria and Bridget are engaged as the Cultural Narrative Advisors for Te Ara Ātea. Jointly they

bring to the fore their experience and skills in cultural narrative writing, local history, perspectives

on form, function and design, landscape architecture, museum experience and designing naming

and wayfinding strategies.



TE ARA ĀTEA

NGĀ POU


of significance.

NGĀ TAPUWAE


and programmes.

NGĀ KORERO


Image: Te Ara Ātea, Architect rendering, courtesy of Warren and Mahoney.


CONTACTBridget Robilliard

m: 027 229 95782



Name the new facility

Influence the form and function of the building based on our values and aspirations

Incorporate Ruahikihikitanga visual indicators e.g. patterning and design work.

Ensure our story is told, in a way that is appropriate to us, in the museum experience

CONTACTPuamiria Parata-Goodall


Specific Achievements for Taumutu

The name Te Ara Ātea was adopted by the Selwyn District Council in Nov 2018.

Taumutu led a karakia whakanoa in Nov 2019 to signal the beginning of the ground

works.

Te Mauru, Tūterakiwhanuoa, Rakaia Gorge kōrero incorporated in the internal and

external design

A ‘wakahuia’ incorporated in the heart of the building to house special collections

and taonga.


Ensuring Ruahikihikitanga presence in the completed landscape and building

Integrated history told in the museum experience, starting with our history

Influence on the te reo, naming and wayfinding strategy for the facility

Whakatau Whare and Opening in 2021


Lincoln University are working on the following projects.

LINCOLN UNIVERSITY

Over the years, the cultural narrative work has included priorities.

Development of a Cultural Narrative

Development of a Cultural Naming Strategy

Development of a series of Māori designs and patterns based on the narrative

Advice on the spatial layout, design, form and materials for the buildings and

surrounding landscape

Review and redevelopment of the Campus Masterplan

Development of the Campus Landscape Masterplan

Puamiria is the Cultural Narrative Advisor on this project. The original cultural

narrative work was developed for the Lincoln Hub, He Puna Karikari, however, when

that project did not receive the funding and government backing to proceed, the

narrative was transferred back to Lincoln University and adopted as the narrative for

the entire site.

NGĀ POU


of significance.

NGĀ TAPUWAE


and programmes.

NGĀ KORERO


Cultural narrative work is part of the Ruahikihikitanga Portfolio’s Pou Whenua Strategy.

The strategy has 3 workstreams.


Specific Achivements for Taumutu

Future Work


Incorporation of the narrative through Māori design and pattern in the newly

refurbished student space.

Naming of the Futures Committee – He Toki Tārai – as part of the Cultural Naming

Strategy

Redevelopment of the Cultural Naming Strategy Reinforcement and embedding of

narrative in each of those schools

Advisory work on the Wayfinding Strategy and the Te Reo Strategy – pertaining to

wayfinding

Development of Ruahikihiki visual indicators in the Campus Landscape

Ongoing advisory work on the spatial layout from a tikanga perspective

Cultural Narrative workshops

Completion of the work indicated above. Ongoing need to secure MOE funding and

partnerships to sustain the mahi.

CONTACTPUAMIRIA PARATA-GOODALL



The Hauora Portfolio's purpose is to drive and uphold the tino rangatiratanga of Te Ruahikihikitanga ki Taumutu by strengthening and embedding our mātauranga, kawa and tikanga within our partner wellbeing institutions to ensure that our whānau have opportunities to fulfill their full potential and enjoy success.

Tamariki Days There were four Tamariki Days held in the last financial year. One day had to be cancelled due to the Covid-19 lockdown, however the last one held in July 2020 had a fantastic turn out as everyone took advantage of the chance to reconnect after weeks of being locked down.

The focus of the days ranged from printmaking, Waiata, 3D printing and painting of Tuna, Sport Canterbury activities, marbling and much more.

This is always a fantastic way for tamariki and whānau to reconnect with Te Pā o Moki and the wider whānau.

HauoraReport

KeyAchievements


Illustration Project – In collaboration with University of Canterbury Child Wellbeing Research Institute the Hauora Portfolio had the opportunity to produce three Early Reader Books based on our Taumutu Pūrākau.

We worked closely with Gail Gillion from UC to produce three story books, The Creation of Tuna, Tūterakiwhānoa and the Rakaia, Ruru and the Pōuakai.

We also had the opportunity for two budding rangatahi artists be mentored to illustrate these books. Jayda and Olivia were supported by Leisa Aumua, Ngāi Tahu Artist to develop story boards, refine illustrations and produce over 30 images for the books.

These books as a part of the research will be used within schools in our takiwā to support early readers. We gave 100 copies to whānau at our January Tamariki Day.

Resources

We recently changed the way that we engage with schools when they book the marae for a school visit.

To reduce staffing costs at the visits, our Kaitohutohu offers to visit the teachers, providing them with a run down of the day, what to expect and an overview of the Taumutu activities that they can provide for their tamariki on the day.

There has been a lot of interest and positive feedback from schools around this structure.

School Visits


Strengthening Early Learning Opportunities (SELO) is an initiative supported by the Ministry of Education in partnership with Te Taumutu Rūnanga.

The Professional Development provided to the education centres helps support them to make sure they reflect the unique place of Māori as Tangata Whenua. Tamariki are given the opportunity to build knowledge and understanding of both parties of Te Tiriti o Waitangi.

Two professional development workshops were held at Te Pā o Moki. A total of 14 Early Childhood Education Centres attended with 26 participants in total.

Follow up visits were completed to help ensure that the Centres had clear goals and a plan going forward.

SELO

With COVID-19 there is now an absolute need to focus on the wellbeing of our Ngāi Te Ruahikihiki ki Taumutu whānau whānui.

We are working on initiatives that will support our whānau first in relation to health and wellbeing outcomes.

We have received a grant of $5k to support the development of our Oranga Strategy and to implement this plan.

Succession Planning


PORTFOLIO LEADER LIZ HILL TAIAROA

COVID-19 and moving up levels will hinder our ability to provide wānanga kanohi ki kanohi.

Mitigation plans are being developed to ensure we can still meet the needs of our people in the event we move up levels.

Workplans to focus on the development and health of our people, will be worked on in conjunction with all portfolios. A strong team cohesion across disciplines will support better opportunities and outcomes for our people.

School engagement has been a key are of work for the Hauora Portfolio. This will be changing as the world around us has changed.

To do this, a framework will need to be developed that addresses expectations of both schools and rūnanga members to ensure our resource is used to achieve our strategic outcomes.

Futur

july 2019 - june 2020 annual report - te taumutu rūnanga · #2 te taumutu rūnanga annual report...

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