te rūnanga-Ā-iwi-o-ngāpuhi annual report 2010 · 2013. 1. 18. · te rūnanga-Ā-iwi-o-ngāpuhi...

Te Rūnanga-Ā-Iwi-O-Ngāpuhi Annual Report 2010

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WhakatauHe mea hanga tōku whare, ko Papatuānuku te paparahi.

Ko nga maunga nga poupou, ko Ranginui e titiro iho nei, te tuanui.

Pūhanga-tohora titiro ki Te Ramaroa e whakakurupaeake ra i te Hauāuru.

Te Ramaroa titiro ki Whīria, te Paiaka o te riri, te kawa o Rāhiri.

Whīria titiro ki Panguru, ki Papata, ki te rākau tū papata ki te tai Hauāuru;

Panguru, Papata titiro ki Maungataniwha.

Maungataniwha titiro ki Tokerau.

Tokerau titiro ki Rākaumangamanga.

Rākaumangamanga titiro ki Manaia, e tu kohatu mai ra i te akau.

Manaia titiro ki Tutamoe.

Tutamoe titiro ki Maunganui.

Maunganui titiro ki Pūhanga-tohora.

Ehara aku maunga i te maunga nekeneke, he maunga tū tonu, tū te Ao tū te Po.

Ko te Whare Tapu o Ngāpuhi tenei, tihei mauri ora.


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Contents6 Te Rūnanga-Ā-Iwi-O-Ngāpuhi Board of Trustees

8 Chairman’s Report

14 Chief Executive Officer’s Report

20 Iwi Development

28 Subsidiaries

28 Ngāpuhi Iwi Social Services Report

32 Ngāpuhi Asset Holding Company Report

38 Other Reports

38 Te Rōpū o Tūhoronuku Report

44 Kaumātua Kuia Report

46 Financials

56 Directory

Our VisionKia tū tika ae te whare tapu o Ngāpuhi.

That the sacred house of Ngāpuhi stands firm.

Our MissionMā te Rūnanga e arahi atu i te wairuatanga, i te pāpouritanga, i te tikanga me te tupu whai

hua mō Ngāuhi, kia hua ai ki te katoa o Ngāpuhi te mana motuhake me te ora tonu.

To lead the spiritual, social, cultural, environmental and economic growth of Ngāpuhi, by

ensuring the self determination and on-going sustainability of our people.


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Foreword

This time last year we had the review of

the Foreshore and Seabed legislation and

He Whakaputanga o Te Rangatiratanga o

Nū Tireni and Te Tiriti o Waitangi hearings

consuming the thinking and resources of

most hapū.

The National Iwi Leaders Group has en-

gaged with the Crown over the replace-

ment for the Foreshore and Seabed Act,

and we now have a solid foundation for

hapū and whānau to make submissions

to shape the new legislation.

At the time of going to print, He

Whakaputanga o Te Rangatiratanga o

Nū Tireni and Te Tiriti o Waitangi hearings

and preparations for a comprehensive

Ngāpuhi Te Tiriti o Waitangi settlement

are progressing.

On a national level, Māori are continuing

to engage with the Crown over natural

resources, including water, exploratory

mining rights and digital spectrum.

Our interests are in kaitiakitanga, as

opposed to the Crowns interest in owner-

ship. Kaitiakitanga in this sense means

He WhakaputangaMāori wanting a significant say in the

use and allocation of these resources.

This last year saw a visit from the

United Nations Special Rapporteur on the

human rights and fundamental freedom

of indigenous people. He heard loud and

clear the views of Ngāpuhi hapū, which

will hopefully be reflected in his next

report to the United Nations.

Overall, there has been much advance-

ment during the period under review, as

we carve out our own legacy for the next

generation.


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BOARD OF TRUSTEES

Rāniera (Sonny) TauChair, Te Rūnanga-Ā-Iwi-O-Ngāpuhi (since 2000)

Ngāpuhi ki te Hauāuru Takiwa Trustee

Hapū: Ngāti Hinemutu

Commissioner - Te Ohu Kai-moana

Director - Ngāpuhi Asset Holding Company, Ngāpuhi Iwi Social Services

Carol DoddTe Rōpu Takiwa o Mangakāhia Trustee

Hapū: Ngāti Terino, Te Kumu Tu

Director - Ngāpuhi Iwi Social Services (Chairperson)

Joe BristoweTe Rūnanga o Taumārere ki Rākaumangamanga Trustee

Hapū: Patu Keha, Ngāti Manu

Mere ForbesTe Taurāhere-o-Ngāpuhi-ki-

Te-Tonga-o-Tāmaki Makaurau

Trustee

Mere Forbes resigned as a

Trustee, effective 23 July 2010.

Mike KakeTe Takiwa o Ngāpuhi ki Whangārei Trustee

Hapū: Ngāti Hau, Ngāti Hine, Te Parawhau

Te Rau AllenTaiāmai ki te Marangai Trustee

Hapū: Te Whiu, Ngai Te Waka ki Tuawhenua, Ngāti Tautahi, Ngāti Whakaeke, Ngāti Rehia

Wane WharerauTe Taurāhere o Ngāpuhi ki Waitematā Trustee

Hapū: Ngaitawake, Te Māhurehure


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Paul HaddonNgāpuhi Hokianga ki te Raki Trustee

Pita TipeneTe Rūnanga o Ngāti Hine Trustee

Hapū: Ngāti Te Tarawa

Ruby WinikereiNgā Ngaru o Hokianga Trustee

Executive

Teresa Tepania-AshtonChief Executive Officer

Secretariat

Gema HaurakiBoard Secretary


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As chairman of Te Rūnanga-Ā-Iwi-O-

Ngāpuhi (the Rūnanga) and on behalf of

the board, it is indeed an honour for me

to report to you – for the tenth succes-

sive year - on our governance activities

over the past 12 months.

It has been a momentous year for

Ngāpuhi. One which finally saw the first

steps toward a modern-day recognition

of He Whakaputanga o te Rangatira-

tanga o Nū Tīreni – the Declaration of

Independence – and Te Tiriti o Waitangi,

signed by our tūpuna 175 years and 170

years ago respectively.

When these historic Waitangi Tribunal

hearings began at Te Tii Waitangi Marae

in May, continuing in parallel was

preparation for a comprehensive Ngāpuhi

Te Tiriti o Waitangi settlement, headed by

Te Rōpū o Tūhoronuku

Before addressing these, and other key

areas of Rūnanga business during the

year, I wish to give an overview of the

national and Māori environment in which

we governed on behalf of Ngāpuhi dur-

ing 2009/2010. It is important to record

these events, as they represent significant

advancement for Māori, but also

underscore areas for urgent attention.

We have seen the first full year in

Aotearoa New Zealand’s history of a

Māori political party as part of Govern-

ment.

On balance the Māori Party’s decision

to enter into a “confidence and supply”

agreement with the National Party to

form a Government appears the right

one. There have been many wins,

including:

• An agreement on a foundation to

repeal the Foreshore and Seabed Act,

restoration of customary rights and

the right of Māori to go to court

• A commitment from the National

Party that it will not seek to remove

the Māori seats in Parliament without

the consent of Māori

• The launch of a nation-wide

Government funded Whanau Ora

programme

• The signing of the United Nations

Declaration on the Rights of

Indigenous Peoples

• The establishment of a Māori

Economic Taskforce

Chairman’s Report


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• Official recognition for a national

Māori flag

The past year has also seen the growing

influence on the national stage of the Iwi

Leaders Group, of which Ngāpuhi plays

a prominent role. The Government, and

government agencies, now consult and

liaise with Iwi leaders on a regular basis,

across a wide-range of issues affecting

our people and the life of our country –

education, health, policing, corrections,

fisheries and water.

Being part of the Iwi Leaders Group

brings with it a great responsibility to

serving Māori katoa. It is a responsibility

that Iwi leaders take deeply to heart and

with humility. I am happy to report to

the Ngāpuhi nation that there is strong

whanaungatanga between the Iwi

rangatira. With few exceptions, we’ve

stood as one on the big issues.

Two of the major issues that affect

Ngāpuhi and te Ao Māori are those

of education and prisons. The current

systems of both are failing our whānau.

With half our young men leaving school

with no formal qualification, and 53

percent of New Zealand’s male prison

population made up of Māori (it is a

higher percentage for Māori female

prisoners), we accept that we have a

crisis to address.

Also a crisis is the latest Māori unemploy-

ment statistics (August 2010), which

shows 16.5 percent of Māori of working

age are out of work. That’s 26,400

Māori. This shocking statistic is a 10

year high, and almost 10 percent above

the national figure of 6.8 percent. Sadly,

many will be Ngāpuhi and many will

be in the North, with resulting hardship

and struggle for their whānau. These

are tough times indeed for many of our

people.

This is a challenge for us as Ngāpuhi,

for the Iwi Leaders Group, for the

Māori Party and the Government. The

Rūnanga will be looking to all these

stakeholders to address rehabilitation of

Māori prisoners, and the education and

employment of our people as a priority in

the next year.

He Whakaputanga o te Rangitaratanga o Nū TīreniThe last year has seen giant strides as

Ngāpuhi honours its past, and prepares

for its future.

Paramount for our Iwi has been the

Waitangi Tribunal hearings He Whaka-

putanga o te Rangatiratanga o Nū Tīreni

and Te Tiriti o Waitangi, which finally

began in May. By our Annual General

Meeting 2010 there will have been 20

days of hearings.

Without doubt, this is the most important

constitutional inquiry in New Zealand’s

history. It is an opportunity for the

world to finally hear – from Ngāpuhi’s

perspective – what our tūpuna agreed to

in 1835 and again in 1840.

And the answer is clear: our tūpuna

did not cede their sovereignty. Hapū

speakers from throughout the North gave

this consistent message time and again

during the Tribunal hearings.

We want the Crown to formally acknowl-

edge the intention of our ancestors, and

then reflect on this in the up-coming

national constitutional review due to

begin in this Parliamentary term.

By the completion of the Tribunal

hearings, which may now be extended

to February 2011, the process to seek a


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Deed of Mandate for a comprehensive

settlement will begin.

A new era for Ngāpuhi - a comprehensive settlementIt is less than two years since our Annual

General Meeting in October 2008, when

our people directed the Rūnanga - by

resolution - to become involved in

Ngāpuhi’s claims around Crown breaches

against Te Tiriti o Waitangi.

Much has happened in this short time

frame. Te Rōpū o Tūhoronuku (Te Rōpū),

a sub-committee of the Rūnanga, has

been established to proceed with the

work needed to negotiate a comprehen-

sive settlement with the Crown.

At our Annual General Meeting in No-

vember 2009, support was given to the

settlement work carried out by Te Rōpū,

together with the direction that during

the settlement process the Rūnanga must

work closely with our hapū.

Much of Te Rōpū’s focus this year has

been on developing a unique structure

that represents the many hundreds of

hapū of Ngāpuhi. In this way, it will be

hapū who provide governance and guide

us through this most important journey in

our modern history.

I am pleased to report that the Hapū

Kaikōrero structure proposed by Te Rōpū

was overwhelming approved during the

Information Hui held throughout the

North, Auckland, Hamilton, Wellington,

Nelson, Christchurch, Invercargill, Sydney

and Perth, during the middle of this year.

There were also some suggested changes

Some of Te Rōpū and Tūhoronuku team (from left) Rāniera Tau (Co-Facilitator), Titewhai Harawira, Hōne Sadler and Erima Henare (Co-Facilitator)

Legal Counsel Tania Tetitaha and her husband Greg Davis, are behind.


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to the structure which will be analysed

before the mandate round commences.

Tūhoronuku project leader Lorraine Toki

and her team are currently assisting hapū

to manage the Hapū Kaikōrero appoint-

ment process.

Where to from now?As soon as the Waitangi Tribunal

hearings end, Te Rōpū o Tūhoronuku will

begin seeking a Deed of Mandate from

Ngāpuhi throughout the motu and into

Australia. We give our commitment that

communications and advertising will be

stepped up for this important process, so

that all Ngāpuhi – no matter where they

live – have an opportunity to participate

in this historic event.

An important point to remember: Deed of Mandate can only be given by Ngāpuhi, not the Crown, not the Minister of Treaty Settlements nor any Government agency. It is for us to decide our own future. Te Rōpū o Tūhoronuku is only there to

provide the pathway to ensure every

Ngāpuhi of voting age is offered that

opportunity.

If Te Rōpū o Tūhoronuku is given a

mandate, it will then enter direct negotia-

tions with the Crown.

This process will not be easy; we have to

be clear on that. There will be political

opposition from within our own ranks.

This has already been signalled. But if

the majority of our people want us to

move past grievance to a new age of

Ngāpuhi ascendancy, then we must stay

the course.

For too long, Ngāpuhi has been the

poorest Iwi by a number of measures.

It is time for us to benefit culturally,

politically, economically and socially from

He Whakaputanga o te Rangatiratanga o

Nū Tīreni and Te Tiriti o Waitangi.

Funding commitmentAs an interim measure, the Rūnanga has

committed to underwrite the Settlement

process, with the Government refunding

the considerable cost of the two 2009

Roadshow Information Hui.

Currently we are in negotiation with the

Government to receive advance funding

for the Deed of Mandate process, which

we anticipate will be held throughout

early 2011.

A need to stay connected to NgāpuhiCentral to Te Rōpū o Tūhoronuku’s

strategy is engaging our people. Its

website – www.tuhoronuku.com gives

us the ability to provide access to the

wider Ngāpuhi community - particu-

larly taitamariki - both nationally and

internationally.

The growing popularity of this website,

and the Rūnanga’s own site – www.

ngapuhi.iwi.nz – shows that Ngāpuhi,

no matter where they live, have a strong

need to stay connected to their Iwi.

This is particularly evident at the

increasingly popular Ngāpuhi Festivals,

alternating between Kaikohe and

Auckland each year.

In late January 2010, the two-day Festival

was held in Kaikohe. It was a huge

success, attracting an estimated 45,000

from throughout Northland, Auckland

and even Australia. An important point to

note is that the Festival – and the hugely

successful Ngāpuhi Sports Awards held

at the same time – was alcohol, drug,

cigarette and incident free. This is truly a

case of Ngāpuhi leading social reform.


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Ngāpuhi Iwi Social ServicesAfter a challenging period in 2009, the

past year has been one of consolidation

for Ngāpuhi Iwi Social Services (NISS),

seeing a marked improvement in the

quality of its services and programmes for

our whānau.

We have the Ministry of Social

Development to thank for allowing us

to second highly regarded social service

sector manager Liz Marsden to head

the operation. With her experience and

management skills, Liz has improved

processes and relationships.

NISS now has 20 staff, including 13

social workers, supporting several

thousand whānau who need our services.

During the year we welcomed Matua

Pae Reihana as a director. He brings

experience, expertise and mātauranga to

the NISS board.

Ngāpuhi Asset Holding Company LimitedI am pleased to report that despite a

difficult economic climate, Ngāpuhi Asset

Holding Company Limited has had a

very good year. Excellent returns were

achieved from all areas of its investments.

Highlights include:

• Our overall fisheries return for

the year was $2.96m, the highest

recorded return from our fisheries

joint venture to date

• All space purchased in the previous

year at the John Butler Centre in

Kerikeri has been let

• A further property and business

purchase was completed – the Caltex

service station complex in Kaikohe.

The board of NAHC is now working

on a plan for significant development

on this site, which will commence in

early 2011.

A full report on the year’s activities is

included in this document. .

ConclusionThese are exciting times to be Ngāpuhi.

As we focus on our Tiriti settlement, we

know the road ahead will be difficult, but

we must not waiver. The stakes are too

high. It is important to remember that

currently we have a Government that

wants to accelerate the Treaty settlement

process.

There is no guarantee this environment

will continue.

Coming up in the next year is the

general Census. We urge our people to

participate. We need to know who we

are as an Iwi in the early 21st century,

and where we live. Knowing more about

Ngāpuhi will help government agencies

and our own structures in advocating for

improved services, greater funding and

general political clout.

One of the highlights of the year has

been the elevation to the District Court

of Judge Greg Davis, a gifted and proud

son of Ngāpuhi, who for many years has

provided wise counsel to the Rūnanga,

Ngāpuhi Asset Holding Company and

more recently to Tūhoronuku as we head

towards our Treaty settlement.

His swearing in on 24 June, at Ngāti

Manu Marae, Karetu, was attended by

many hundreds, including New Zealand’s

judicial hierarchy, Māori and Pākehā

politicians and crowds of Greg’s whānau

and friends.

We send him our aroha as he sets off

on this important new mahi, to identify

innovation in the area of criminal justice.


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His work will have a significant impact

on our Ngāpuhi taitamariki who slip

between the cracks, and on Māori

offenders nationwide. Nō reira e kara

e Greg, ko tō whānau, ko tō hapū, ko

tō Iwi kei muri i a koe e noho hei kai

hakawā mō tō iwi o Ngāpuhi.

In regards to the Rūnanga, I would like

to record that its vision, vibrancy and real

achievements are in the whānau, hapū

and marae communities where our staff

work. Examples of their mahi feature

proudly throughout this annual report.

On behalf of the Rūnanga board, I wish

to thank all our staff for their tremendous

dedication and efforts over the past

year. I especially want to thank our Chief

Executive Teresa Tepania Ashton and

her management team for their tireless

contribution.

Finally, I would like to thank my fellow

trustees for their unwavering commit-

ment to the Rūnanga. This has been a

demanding year and each has played

their part.

Ki te iwi o Ngāpuhi-nui-tonu, tēnā

koutou e tautoko kaha ana i te

huarahi kua oti kē te hakatakoto e o

tātou Mātua, Tūpuna. Kia kaha ai tātou

katoa ki te honore tō ratou tū hei pupuri

i te manamotuhake o tēnei whenua, hei

whāriki mā tātou, hei hakatutuki ai te

moemoea o te Ao o Ngāpuhi,”kia tu tika

ai te whare tupu o Ngāpuhi”.

Mauri Ora

Rāniera T (Sonny) Tau

CHAIRMAN

Guests arrive at Ngāti Manu Marae for the swearing in of new District Court Judge Greg Davis


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“As we strive towards independence,

we must strive towards a solid founda-

tion – this is how nations are built.”

It was important to start the year off

by building a stronger foundation.

Therefore, a lot of effort has gone

into consolidating our structures.

Full endeavour has been applied to

developing a solid foundation for each

of the companies within the Ngāpuhi

group. Focusing on leadership, ac-

countability and results - the outcomes

speak for themselves.

Financial Performance

For the financial year ending

30 June 2010 the Te Rūnanga-

Ā-Iwi-O-Ngāpuhi group

recorded a net surplus of

$460,000 (2009 - $141,000).

This represents combined

surpluses for Te Rūnanga-Ā-

Iwi-O-Ngāpuhi and its two

subsidiaries Ngāpuhi Asset

Holding Company (NAHC) and

Ngāpuhi

Iwi Social

Services

(NISS).

This is a $319,000 improvement over our

2009 results.

In addition, the group’s results were

further enhanced through an increase in

the number of quota shares allocated by

Te Ohu Kaimoana, following resolution of

coastline boundaries. In turn, this resulted

in a revaluation gain of $742,000 to our

revenue reserves and when combined

with the group’s net surplus increases our

net assets this year by $1.2 million.

Increases in the group’s net operating

surpluses can be attributed to higher

returns from NAHC, particularly from

its fisheries activities and a positive

Chief Executive Officer’s Report

Group Result ($m)

0.0

0.3

0.6

0.9

1.2

1.5

1.42

1.28

1.05

0.14

0.74

0.46

2006 2007 2008 2009 2010

Gain on Revaluation of Quota Shares 0.00 0.00 0.00 0.00 0.74

Net Surplus 1.42 1.28 1.05 0.14 0.46

Group Result 1.42 1.28 1.05 0.14 1.20


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contribution from NISS with the sale of

its Wihongi Street property, and effective

management of costs. Both subsidiaries

recorded surpluses well in excess of their

2009 results.

With respect to the Rūnanga’s own

operations, some of the significant fac-

tors affecting our financial performance

during the year included a recovery in our

investment portfolio, with gains being

recorded on our investments of $310,000

(2009 - $68,000 loss). We also continued

our support of Te Rōpu o

Tūhoronuku, providing

net funds of $560,000

(2009 - $280,000) to cover

the work towards Te Tiriti O

Waitangi Settlements process

for Ngāpuhi.

The group’s results are

especially satisfying when

compared to our 2009 results,

and also when compared to

our budget for the year.

We had budgeted for a group deficit of

$(370,000) and it is very pleasing to be

able to report a surplus for the year.

It has given our net assets a healthy

boost and sees them move from $35.9

million last year to $37.1 million at 30

June 2010.

2006 saw group net assets increase

significantly as a result of the settlement

of fishery assets under the Treaty of

Waitangi. Since then, net assets have

continued to grow, from $33.8 million to

the present value of $37.1 million. This

year’s increase represents asset growth

of 3.19% for the year.

Distribution of FundsOn an annual basis we look to distribute

funds far and wide. A wider communica-

tions effort and an increased interest in

Tūhoronuku has seen our registrations

grow by 7.5%, therefore putting more

demand on the available funds.

The year saw the total sum of distrib-

uted funds increase from $320,000 to

$332,164, compared to the previous

year.

Group Net Assets ($m)

0

5

10

15

20

25

30

35

40

24.4

9.4

24.9

10.2

24.7

11.1

24.3

11.6

25.1

12.0

2006 2007 2008 2009 2010

Other Assets & Liabilities ($m) 24.4 24.90 24.70 24.3 25.1

Fixed Assets, Managed Investments ($m) 9.4 10.2 11.1 11.6 12.0

Group Net Assets ($m) 33.8 35.1 35.8 35.9 37.1

Increase in Net Assets 28.95 1.20 0.79 0.08 1.14

3.55% 2.26% 0.23% 3.19%


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Shared Services

Human Resources

The past 12 months has been a busy

time, with the recruitment of new staff

to both the Rūnanga and NISS to ensure

that both meet their required outputs.

We have also worked through perfor-

mance management processes, and

professional development practices will

be implemented in the new financial year

to ensure all staff have management

plans. This will assist managers to review

staff performance.

Furthermore the health and safety

requirements of the organisation are

being brought into line with the Health

and Safety Act, and training days have

been held to bring staff up to date

with changes to policies, including the

expectations placed on them while

working for the organisation.

A new policy manual for the organisation

has been completed as part of the

process.

Information Systems

An analysis of the past year shows how

information systems have matured and

become an integral part of the Rūnanga’s

infrastructure, supporting core strategies

and leveraging technology to help the

Rūnanga achieve its goals.

The IT accomplishments over the past

five years have been challenging but

rewarding in terms of introducing IT busi-

ness concepts and methods that assist

and stimulate sound business practice

and solid decision making processes.

The ability to assess the IT needs of each

facet of the organisation and to adapt to

the changes has been key in achieving

success over this time.

How we protect our IT investment and

keep our data information safe has been

a focus of the year.

The Rūnanga has invested considerable

time and energy ensuring we have

consolidated and implemented our new

disaster recovery strategy.

The redevelopment of our Information

Systems Strategy has been critical in

providing us with a roadmap of where

information systems and technology is

heading.

Ngāpuhi Distributed Funds 2009 - 2010

$60,000.00Takiwā / Taurāhere Fund

$25,076.00Sponsorship Fund

$20,885.00Discretionary Grant

$160,000.00Hapū Development Fund

$85,000.00Scholarship Fund


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Our new strategic goals are:

1. Improve and maintain current IT

infrastructure

2. Promote a risk-based IT secu-

rity system that ensures integrity,

confidentiality and availability of

organisational information

3. Align IT infrastructure to support

changing business and technology

requirements

4. Integrate enterprise architecture with

the Rūnanga’s strategic plan.

These goals will define our next five years

of operations and how we achieve them

in an ever changing environment.

The future is clear in regards to the

future of information systems and where

the Rūnanga is heading. Information

systems continue to play a pivotal role in

ensuring our people have the necessary

systems and support available to ensure

they are able to perform to the best

of their ability while providing peace

of mind that the information they are

producing is safe.

Highlights of the Year:

Relocation of Ngāpuhi Iwi Social

Services:

A major highlight was the relocation of

Ngāpuhi Iwi Social Services to

16 Mangakāhia Road, and the purchase

of 12 Mangakāhia Road. Not only did

this allow us to align costs, but it also

ensured better staff relations and a

happier working environment for all. A

priority has always been to ensure that

all Ngāpuhi staff feel appreciated and

valued. This move has gone a long way

to achieve that.

Event Management:

It would be fair to say that we have

become exceptionally skilled at event

management, a requirement as we strive

to deliver a Ngāpuhi experience for all

to be proud of. This year we managed

to attract a wider number of sponsors,

ranging from corporate to community

entities, all keen to add value to the

Ngāpuhi brand. We truly appreciate their

contribution to the Ngāpuhi whānau.

$2,945.00Ngāpuhi Hokianga ki te Raki $1,100.00

Other

$4,705.00Ngā Ngaru O Hokianga

$1,600.00Te Rūnanga O Ngāti Hine

$600.00Ngāpuhi ki Whangārei

$950.00Te Rūnanga o Taumārere ki

Rākaumangamanga

$1,475.00Taiāmai ki te Marangai

$400.00Te Roopu Takiwā

o Mangakāhia

$7,109.67Ngāpuhi Ki Te Hauāuru

Discretionary Fund


17

• Taitokerau Sports Awards

29 January 2010

Te Rūnanga-Ā-Iwi-O-Ngāpuhi hosted

the Taitokerau Sports Awards as an

entrée to the Ngāpuhi Festival. It

was a spectacular affair, celebrating

the sporting talent of Ngāpuhi-Nui

tonu. Congratulations to all those

who participated, especially to the

finalists and exceptional winners of

the 2010 Taitokerau Sports Awards

- we look forward to seeing you

again next year. (To be hosted by Te

Rūnanga A Iwi O Te Rarawa).

• Ngāpuhi Art

Exhibition

27-31 January 2010

The Arts Team rallied

the finest Ngāpuhi

artists to exhibit

their creativity. Over

a five-day period,

the exhibition was

open to the public,

and was a special

feature at the

Ngāpuhi Festival

2010. Based on this

success, we have

decided to feature

an additional exhibition during the

World Cup. Although still on the

drawing board, our plans are a

Whangarei based exhibition featuring

local artists.

• Ngāpuhi Festival 2010

30 – 31 January 2010

“Toro atu ki ngā uri o Ngāpuhi, te iwi Māori, me ngā Iwi Taketake o te ao”

Reaching out to Ngāpuhi, Māori and the indigenous people of the world.

The aim of this festival was to reach

out. In doing so, we attracted a large

array of local and national talent, a

wider variety of stalls with a focus

on healthy food, and a re-cycling

waste management scheme. Each

hardworking Festival Working

Committee member brought their

relevant skills to the fore, but it could

not have been done without a record

number of volunteers. These are the

attributes that make us proud to be

Ngāpuhi.

Equally important however, is that we

maintain the momentum currently

gained, by starting work immediately

in the new financial year to secure

commitment for the next Ngāpuhi

Festival, in 2012.

A special acknowledgement to Northland

College for allowing us to use the

College campus as a key venue for these

events.

35.92%Education Events

10.56%Social Events

23.93%Cultural Events

29.59%Sport Events

Sponsorship Fund


18

Focus on the future:• Operational Priorities:

Ongoing monitoring of our workload

has forced us to realign our priorities.

While still adhering to the strategic

goals of the organisation, we will

continue to align objectives to

the capability and capacity of the

organisation. This will inevitably

bring greater success and results in

meeting the outcomes prescribed in

the Annual Business Plan.

• Communications:

Over the past year, operations com-

mitted to annual road shows, visiting

Takiwā and Taurahere. This will

continue as we concentrate on good

communications. It is important

that we obtain collective feedback in

order to measure our performance

as well as ensure information is

disseminated effectively.

• Ngāpuhi Merchandise:

We pride ourselves that our current

range of merchandise is affordable

and recognisable – it is the forefront

of our promotional tools. We are

investigating an additional line of

clothing that will take our brand

into the future. The new range will

complement our current stock, while

also striving for a higher standard

of product suitable for the retail

market. Purchasing the Ngāpuhi

Service Station will bring a number

of opportunities to market our

merchandise.

In Conclusion The past year began tentatively as

we faced what appeared to be major

issues with Ngāpuhi Iwi Social Services.

However, hard work and dilligence

resolved each issue we confronted. This

was a trying time for all staff as these

challenges arose, but their commitment

and passion for their work prevailed.

I would like to take this opportunity of

thanking each of the respective Boards

for their support throughout the year,

as well as the dedicated staff who work

tirelessly for their Iwi.

The Rūnanga is a determined performer,

and now and into the future we will keep

ensuring that our people, our business

practices and our services continue to

provide the highest level of service to all

of Ngāpuhi.

We will continue to enhance the reputa-

tion and recognition of Ngāpuhi over the

years to come.

Teresa Tepania-Ashton

CHIEF EXECUTIVE OFFICER


19

Iwi DevelopmentThe Iwi Development team, whose

Leader is Allen Wihongi, incorporates:

1. Hapū Development

• Matauranga

• Policy Development

• Natural Resource Management

2. Communications

3. Ngāpuhi Iwi Social Services*

Iwi Development has realigned its

structure in the past year to ensure

continued traction in achieving our five

year strategic plan.

Through tactical planning, we are

improving interaction across the different

sections of Iwi Development as we strive

to more efficiently serve the needs of

Ngāpuhi.

The Iwi Development team continued

to support hapū directly or engage

with external bodies either as a conduit

between the two or to influence policies

that affect hapū plans.

The work programme has been guided

with input from Taurāhere and Takiwā

through the roadshow forums. We have

responded by incorporating these into

the annual work plan.

Over the past year Hapū Development,

Communications and Ngāpuhi Iwi Social

Services (NISS) have been strengthened

with the appointment of additional staff

members:

• Liz Marsden has been appointed

interim manager to NISS, on second-

ment from the Ministry of Social

Development

• Dougal Stott joined Hapū Develop-

The Iwi Development team incorporates the strands of Hapū Development – Policy Development, Matauranga and Natural Resource Management, as well as Communications. The Iwi Development Leader is Allen Wihongi.


20 *NISS is a subsidiary of Te Rūnanga-Ā-Iwi-O-Ngāpuhi. A report on NISS activity during the past year can be found on Page 28.

ment, after working for Ngai Tahu

• Reuben Wharawhara, a highly

experienced communications expert,

rounds out the team as the new

Communications Leader.

Hapū Development Hapū Development continued as a core

strategy for the Rūnanga. The previous

five year strategic plan had concentrated

on the upgrading of marae. In the last

year our emphasis has been to develop

our thinking around a kāinga model as a

basis for sustainable development.

Education and Ngāpuhitanga have been

identified by hapū as a corner stone

of iwi future development as we strive

towards rangatiratanga. The Ministry of

Education recognises it has not delivered

to Māori and that iwi have an important

role to play in addressing Māori

underachievement in this field. Important

foundational work has been completed

as we move towards establishing an

education strategy for Ngāpuhi, by

Ngāpuhi, over the next year.

The continued use of the Hapū

Development Fund is an indication of

the serious approach by hapū and marae

to achieve what is important for them.

This is foundation building towards

self-determination.

One of the main areas the Rūnanga

has been able to expend effort in is

the Waimā Water Scheme, particularly

through the involvement of Kereama

[Wana] Maihi. He has been highly

professional in planning, facilitating,

paying attention to detail and tireless

in his efforts to get the work done.

However this has not been a solo job.

Wana regularly reports of whānau and

individuals from Waimā who are always

willing to work and are more than

competent at completing their tasks.

In the early stages of planning, we

were disappointed the Community Max

Scheme was curtailed by Government

due to the economic recession. The

opportunity for locals to contribute was a

big incentive for the project and to have

to tell people that we could not employ

them in this project was difficult.

$32,500.00Ngāpuhi ki Te Hauāuru

$5,000.00Te Rūnanga O Ngāti Hine


$7,500.00Te Takiwa o Ngāpuhi

ki Whangārei

$16,944.00Other

$3,500.00Ngā Ngaru o Hokianga

$19,722.22Ngāpuhi Hokianga ki te Raki

Hapū Development Fund


21

However those locals have again showed

their main concern is to improve the

kāinga, so individuals have voluntarily

worked weekends and public holidays to

ensure the project is delivered.

Ānei te mihi kau ake nei ki a koutou.

MataurangaThe major initiatives in Mātauranga for

the past year have been:

• the establishment of research

projects

• the development of a Ngāpuhi

education strategy in tandem with

the Ministry of Education

• assisting hapū to deliver marae-

based training programmes in

collaboration with Whare Wānanga

• the Mā te Reo strategy

• the continued delivery of the Kiwi

Can and Stars programmes in local

schools.

The view of the Rūnanga is that con-

tinued efforts to realise the potential of

land blocks by the use of research and

development funding options is highly

desirable. In this regard we have been

working hard to convince the Foundation

for Research, Science and Technology of

the importance of investigating horticul-

tural programmes.

This approach holds a lot of promise

for our hapū to improve their economic

outlook. Some of the reasons being

that our land blocks are quite small and

the commonly used ‘best development’

option of a conversion to dairy is not

viable on blocks of less than 100ha.

Accordingly, we have been investigating

the horticultural possibilities and given

our history of successful gardening - and

consistent with those initial impressions

formed by the missionaries - we believe

horticulture is the best area for us to seek

sustainable development.

A similar case also exists for the com-

Scholarship Fund

$10,500.00Te Rūnanga o Ngāti Hine $14,000.00

Ngā Ngaru o Hokianga

$11,000.00Ngāpuhi ki te Hauāuru

$4,000.00Ngāpuhi ki Whangārei

$11,000.00Other


$3,000.00Taumārere ki

Rākaumangamanga

$3,000.00Te Roopu Takiwā o

Mangakāhia$17,500.00

Ngāpuhi Hokianga ki te Raki


22

mercialisation of mātauranga tawhito.

Unfortunately, much of the financial gain

in this sector has been by foreigners

and as with WAI 262 there must be

provision for Māori to be included in

this opportunity, rather than have the

situation of companies owning the use of

our language in their domains.

The Hapū Development team has been

responsive to marae needs across a range

of requests and kaupapa. Over the past

year, coordinators have worked alongside

NISS in the delivery of the Tai

Tamariki Ara Marae Kaupapa.

Involvement ranged from the

support of programme delivery

and planning, through to the

strengthening of autonomy,

ownership and forwarding of hapū

aspirations.

Reflections have supported the impor-

tance of marae-based youth development

for our whanau and hapū. Workshops

have fostered a non-deficit methodology

and strive to provide Tai Tamariki with a

variety of hapū contextualised tools and

knowledge. Workshops supported the

revitalisation of traditional marae roles

and responsibilities, decision making,

how to recognise support, and practically

learnt skills in their day-to-day lives.

Several marae in the Waima area have

done very well collaborating to provide

local based Mātauranga wānanga

delivered by their kuia and kaumātua.

The marae operated on a revolving basis

and involved Tuhirangi, Otātara and

Okorihi whānau. The content covered the

areas of karakia, waiata, whai-kōrero and

the academic rigour has been provided

by Te Wānanga o Awanuiārangi.

We recognise that a number of other

hapū groupings are also conducting

wānanga series to achieve similar

aims. Another creditable aspect of the

wānanga is that the courses are used as

fund raising initiatives with fees retained

for Waimā marae building and rebuilding

programmes. Again the point man for the

Rūnanga involvement has been Wana

Maihi.

Policy DevelopmentThe past year has seen the implementa-

tion of the Ngāpuhi policy strategy

- necessary to protect Ngāpuhi interests

from the Crown and other threats. Some

of the interests are expressly stated in Te

Tiriti, and others collectively as taonga.

Many of the taonga we have concen-

trated on are our natural resources.

The development of Ngāpuhi policy must

be practical to the hau kainga and ahi

kaa. Accordingly Te Rūnanga-Ā-Iwi-O-

Ngāpuhi has been conducting

surveys at Takiwā and Taurahere

hui to determine the priorities of

policy focus for Ngāpuhi.

Not surprisingly health, educa-

tion and employment are still issues that

occupy us. Almost as popular however

is the group of what may be termed

Ngāpuhi specific issues of recognition

and provision for He Whakaputanga o

Te Rangatiratanga o Nū Tīreni me te Tiriti

o Waitangi, te mita o te reo o Ngāpuhi,

identity and values, mātauranga and

representation. The development of each

policy area will be a primary focus for the

next 12 months.

“Not surprisingly health, education and employment are still issues that occupy us.”


23

In the interim, much of our policy submis-

sions have been in line with previously

tabled documents detailing value state-

ments, adopted positions and, where

relevant, with reference to whakaaro

tawhito. For example, the management

of the Fisheries Settlement assets is an

acknowledgement that negotiated settle-

ments are favourable. In comparison, the

imposition of legislation and regulation

without negotiation is untenable.

There are two specific outcomes from

legislative hearings of the Court of

Appeal involving the New Zealand Māori

Council [New Zealand Māori Council v

Attorney-General [1987] 1 NZLR 641,

p 693] that much of our intervention is

based on. These are:

i.) The Crown Treaty obligation to

provide active protection of all Māori

interests guaranteed under Article

Two.

ii.) The requirement to provide for

Kaitiakitanga under the Resource

Management Act.

From these two elements, we can

construct position statements for hapū

and iwi to establish their interests and

Areas of Ngāpuhi Policy Activity 2009 - 2010To Central Government To Territorial Local Authorities

Ministry of Fisheries – 2030 Outcomes

Statement, Treaty Strategy.

The Rūnanga, together with the Hokianga

Accord, makes many submissions towards

stock assessments

Submissions to Long Term Council Community

Plans (LTCCP) - Whangārei District Council,

Far North District Council, Northland Regional

Council

Aquaculture - Legislative reform Regional Policy Statement Northland Regional

Council - submission with Taitokerau Iwi

Foreshore and Seabed – Repeal and Replace-

ment

Cultural Impact Assessments – review of

Cultural Values in the Far North Landscape

Ministry of Economic Development – submis-

sion on the Crown Minerals regime

Unitary Council for Northland – no submission

until after Te Paparahi o te Raki Inquiry

Biosecurity - Kauri Die Back, Top of the North

Strategy involvement

Whangārei 30/50 Sustainable Futures -

facilitated Hui for Hapū engagement

Resource Management Act – Simplifying and

Streamlining Amendment Bill

Alcohol Licensing - opposed a permit applica-

tion for extended trading

Environmental Protection Agency (ERMA) -

submission on Māori involvement

Fluoridation of public water supply - required

better information on the effects

Hazardous Substances Act involvement with

ERMA kaihautu

Climate Change Response – Emissions Trading

Scheme Amendments

Local Government Representation – Auckland

Law Reform. Submission with Ngāti Whātua

Māori Select Committee - Tobacco Inquiry,

Māori Development Act 1962

National Water Plan of Action – support Iwi in

Land and Water Forum


24

gain increased recognition of their

rangatiratanga.

For example on the Foreshore and

Seabed legislation, the Rūnanga submit-

ted that the legislation was bad, repeal

was necessary, and a longer conversation

was required to determine the nature

and extent of Ngāpuhi interests and

obligations via kaitiakitanga. We said

conversation was required with hapū,

and we supported the Iwi Leaders Group

to advance the concepts of mana Atua,

mana whenua, mana tangata and mana

Tiriti as the basis for any replacement

legislation.

We are conscious of the subtleties

by which our thinking is altered by

legislative terminology. Again as an

example, kaitiakitanga is a term widely

used in legislation with powers, roles

and functions specific to each Act or

regulation. But we recognise the concept

of kaitiaki as persons acting on behalf of

the hapū. The tiakitanga is actually by the

hunga, the collective responsibility is not

acknowledged by legislative draftsmen

and we slowly lose focus on the underly-

ing concepts by the simple day-to-day

usage of the language.


25

Natural Resource Management

The Natural Resource strategy adopted

by the Rūnanga states the need to

up-skill hapū in:

• Resource management related issues

• Focus on the waste water treatment

plants of district councils.

With relation to the first

outcome, we have con-

centrated on the improved

implementation of the

Resource Management Act

1991 and protection of the

existing provisions for Māori. Some of

this work has been necessary with the

review of the current legislation.

In particular we wish to strengthen the

position of iwi and hapū management

plans.

The current situation is that councils

under existing legislation are required

to take such plans into account, but

there is little detail or example of how

this will be done, what results hapū can

expect as a result of such action, and any

consequences that may exist when they

do not take our plans into consideration.

For the waste water treatment plants,

we are supporting the Waiora Hokianga

initiative and participating in the Baycare

Sedimentation group affiliated to the

Bay of Islands Maritime Park. Hapū are

taking control of their inputs to both of

these organisations with Ngāti Rehia, Te

Uri O Hua and other hapū of Kororipo

planting kowhai in the basin to highlight

the issues of agricultural pastoral runoff,

industrial and urban runoff and the

associated effects upon the environment.

Waiora Hokianga has a more

concentrated focus on the waste water

treatment plants activity in and around

the Hokianga and the total contribution

of all land based activities to the harbour

well being. Te Rūnanga o Te Rarawa is

also highly active in this forum.

Kiwi Can and Stars The Kiwi Can programme supports five

schools in the Kaikohe district, promoting

positive behaviour to awhi the school

curriculum.

Approximately 1120 children attend the

schools, with 85% of them Māori. Kiwi

Can has reduced the number

of referrals to social workers

in schools.

Similarly, the Stars

programme delivered a

mentoring course to Year

9, 11, 12 and 13 students

at Northland College. Four community

projects were undertaken during the year

with an annual camp for new college

entrants in Year 9.

The programme caters for 100 students,

97% of whom are Māori, and most of

Ngāpuhi descent.

“We have concentrated on the improved implementation of the Resource Management Act 1991 and protection of the existing provi-sions for Māori.”


26

Communications The Rūnanga strategic plan is the road

map for communications activities and

essentially it says “make sure we’re

communicating with our people, and in

return, hear what they have to say.” The

structure to making this happen is our

systems and processes.

The past year has been a time to see

what works for both the Rūnanga and

our people, run with what does; try

some new things; and manage the

daily discipline of being at the hub of

information inflows and outflows.

Communications is a challenging task

because of the diversity of our people.

Some prefer face-to-face, others hard

copy and yet others want even less

information but simply want to know

what’s next. And that doesn’t even begin

to capture how to reach them and the

best means of communications.

What we do know is:

• 80% of our people have mobile

phones

• 45% have access to computers

• 60% live in greater Auckland (13%

in the North).

The vision for communications for the

next three years is:

• Reach as many of our people as

possible

• Influence their willingness or

otherwise to make an investment in

the future prosperity of the Ngāpuhi

nation

• Preserve the kōrero that falls out of

our efforts to chart a way forward.

Communications operates in a paradigm

of borderless possibilities, yet we still

need to be able to pin down our key

goals, objectives and milestones. In a

single word, communications for the next

12 months will hone in on the “reach”

part of our vision.

Key to that will be the foundation:

• Ensuring we are present at every

Takiwā and Taurāhere hui

• Getting our bi monthly magazine Ae

Marika out in a timely fashion

• Utilising our website and Facebook

pages effectively

• Being an active part of our com-

munities whether in the North or

elsewhere.

Improved communications and relation-

ships is a continuum for the Rūnanga.

In line with the organisational review

(the APR report), communications has

become a focus for the organisation to

surge forward.

Smart use of technology will allow for

greater participation of Ngāpuhi mem-

bers in the future, and for us to better

inform all Ngāpuhi of our achievements.

Allen Wihongi

IWI DEVELOPMENT LEADER


27

Ko Ngā mihi The past 12 months for NISS has

brought about positive outcomes for

whānau, improved relationships and new

opportunities.

We welcomed the addition of Matua

Pae Reihana as a Director. He brings

experience, expertise and mātauranga to

the NISS board.

We also seconded Liz Marsden as Interim

Manager for NISS from the Ministry of

Social Development. Liz brings with

her a wealth of management skills and

experience in the social service sector -

from community to Ministerial level.

Ngāpuhi Iwi Social Services in 2010 NISS is pleased to report a modest

financial surplus for the year. In addition,

the sale of NISS’s Wihongi St property

during this period halved the deficit

recorded in the previous financial year.

Throughout the year, the greatest

challenge NISS faced was enhancing the

quality of its services and programmes so

that we continued to be mana-enhancing

for both the whānau receiving services

and the NISS staff delivering them. At

the same time we had to remain cost

effective and compliant with government

contracts.

Positive results were achieved through

maintaining a strong focus on continuous

review, re-alignment and close monitor-

ing of services to better meet the needs

of all stakeholders. Endorsement of this

strategy was evidenced in a clean bill of

health being granted after the formal

audit of NISS operations by Child, Youth

and Family in May this year.

Ngāpuhi Iwi Social Services is a registered subsidiary of Te Rūnanga-Ā-Iwi-O-Ngāpuhi. The Board members are Carol Dodd (Chairperson), Pae Reihana, Rāniera Tau, Teresa Tepania-Ashton. The interim manager is Liz Marsden.

Ngāpuhi Iwi Social Services(NISS)


28

Structure and ServicesNgāpuhi Iwi Social Services operations

is divided into five practice teams –

Whānau, Iwi, Mauri Ora, Taitamariki and

Social Workers in Schools (SWiS) – each

with its own supervisor (leader). Supervi-

sors and the interim manager form the

NISS leadership team.

There are currently 20 staff, including 13

social workers, a counsellor-therapist,

four supervisors, an administrator and

a manager. Fifteen have Diploma,

Bachelors or Masters level qualifications

in Social Work; two more are working

towards social work degrees; several

have additional qualifications in manage-

ment and education. Also, most staff

have completed training in the Dynamics

of Whanaungatanga (DOW), Mauri

Ora (Transforming Whānau Violence),

Te Atawhaingia te Pā Harakeke and He

Tāonga te Mokopuna.

Whānau TeamThe Whānau team provided services and

programmes, including:

• Home-based social work support

• Intensive social work support for

whānau experiencing multiple

pressures

• Parenting and whānau development

• Truancy services

This team supported more than 250

whānau through a wide range of issues

and needs.

Iwi Team• Care for children and young people

with disabilities

• Care and reintegration for tamariki

who are in the custody of Child,

Youth and Family (CYF)

• Whānau / whakapapa search for

tamariki in the custody of CYF

41 tamariki were placed with Ngāpuhi

care-givers.

Mauri Ora TeamFamily violence intervention services,

including:

• Information and advice

• Family violence related education and

initiatives

• Counselling for whānau affected by

family violence

• Counselling for whānau affected by

sexual abuse

99 whānau members accessed these

services.

Taitamariki TeamServices and programmes provided

included:

• Mentoring services for Taitamariki

whose offending is at risk of

escalating – working with CYF

• Marae-based programmes to build

confidence and leadership within

Taitamariki assessed as being at risk

of offending – working with CYF

NISS Interim Manager Liz Marsden


29

NISS board chairperson Carol Dodd (right) and board member Pae Reihana

One hundred and thirty two taitamariki

participated in a two-year, marae-based

programme. It was aimed at supporting

taitamariki to take responsibility for their

actions and decisions, make positive life

choices and follow their dreams. NISS

supports each participating marae to

hold up to four noho per year, although

many more activities are occurring

between noho. It has been particularly

gratifying to observe the growth and

confidence of our taitamariki as the

programme progresses.

Five taitamariki were supported or

mentored to complete the objectives of

their Family Group Conference plans.

This was a new service for NISS, and an

introduction to working with taitamariki

who are offending.

NISS also began to look at the Fresh Start

suite of services being offered by CYF

to reduce the frequency and severity of

youth offending. NISS plans to establish

and implement a range of Court-ordered

services during 2010/11.

Social Workers in Schools (SWiS) TeamSWiS provided social work services for

tamariki and their whānau within 20 low

decile schools and their communities

between Whangarei and Hokianga.

After more than a year of planning and

fund-raising, a highlight over this period

was a trip to Rarotonga in October


30

2010. Nineteen tamariki and 11 adults

participated in Nga Rangatira mo Apopo,

a leadership development programme

that enabled the group to share their

culture, language and Pacific whakapapa.

Feedback from whānau and schools

confirmed the value of such visits in

raising confidence and awareness and

growing potential leaders.

More than 200 tamariki and their

whānau received the services of the SWiS

team.

As we look ahead to the future, we need

to look to a time when Ngāpuhi whanui

are strong and secure, well and able to

build brighter futures for themselves,

and whānau will no longer need to

access services such as those provided

by Ngāpuhi Iwi Social Services. This is our

challenge, yours and ours.

He mihi nunui kia koutou,

Carol Dodd

CHAIRPERSON


31

Chairman’s ReportIt is with great pleasure that on behalf

of the board, I present our report on the

activities of the company for the past

year. Overall, we have had another good

year, with positive results being recorded

in all areas of our investments. This is

particularly pleasing given the ongoing

difficulties being experienced in many

areas of the economy.

Fisheries

Limited Partnership Operations

The new joint venture arrangement

through Northland Deepwater

Limited Partnership has now settled and

is working well. Our partners Dawson

Smith Management (DSM) continued to

demonstrate the value of their significant

experience in this industry and we have

good reason to persist with the commit-

ment of our Annual Catch Entitlement

(ACE) to this venture.

Our overall fisheries return for the year

was $2.96m - the highest recorded

return from our fisheries joint venture to

date.

Increased returns have come from good

squid prices, following the collapse of

the Atlantic squid season for the third

consecutive time. Squid prices peaked at

$3,100 per metric tonne with good prices

overall throughout the season.

As the season closes, the joint venture

will switch into Hoki, Hake and Ling.

Hake and Ling have yet to recover

anywhere near their earlier price levels

but present indications for Hoki suggest

prices may end up slightly higher than

last year.

The high New Zealand dollar remains an

ongoing concern for our joint venture

operations.

Our arrangement with Kahungunu for

the provision of their ACE has proved

beneficial for all parties. We visited

Napier earlier in the year to meet with

Kahungunu, holding a joint venture

Board meeting at which Kahungunu

representatives attended. Considerations

of future strategies were discussed

in some detail. We look forward to a

continuing relationship with Kahungunu.

Aotearoa Fisheries Limited (AFL)

A significant but positive issue relating to

Ngāpuhi Asset Holding Company


32

our shareholding in AFL is the fact that

these shares will attract a dividend next

year for the first time.

The recent hui held in Auckland to

discuss their first six month figures

reported that overall results were

expected to be behind the previous

year, due to a number of operational

problems. However we still anticipate

an initial dividend in the

vicinity of $0.75m which

will greatly add to our

cash flow next year.

We have recently

sought independent

valuations on both our

AFL shareholding and also our quota

holding shares. Given there will now be

a dividend flow associated with the AFL

shareholding we expect, in due course,

to confirm an increase in the value of our

shareholding. We do not expect to have

this confirmation agreed by the board

until later in the year.

We have also taken steps to re-state the

value of our quota holding shares as the

number of quota shares we hold has

been updated by Commercial Fisheries

Services Limited (Fishserve) to now

total 455 million. Commentary on this

re-valuation is made within the financial

statements elsewhere in this annual

report.

Investments

Managed Funds

Our managed investments administrated

by the Bank of New Zealand (BNZ)

continue to produce positive returns and

our association with BNZ is proving most

helpful in numerous areas.

John Butler Centre

During the year we completed the

purchase of an additional floor unit at

the John Butler Centre, Kerikeri. We now

have two units in this prestigious com-

mercial building. Both units are leased

to Top Energy and are proving to be

excellent investments with rental income

Ngāpuhi Asset Holding Company is a registered subsidi-ary of Te Rūnanga-Ā-Iwi-O-Ngāpuhi. The Board members are Sir John Goulter (Chairman), Leigh Auton, Paki Rawiri, Rāniera Tau, Teresa Tepania-Ashton. The Company Manager is Liz Ford.

from both units having commenced in

March this year

Ngāpuhi Service Station Limited

We have made a significant shift in our

commercial investment strategy. To date

we have focused on “passive” type

investments, such as the two commercial

units at the John Butler Centre.

We have now entered

an “active” invest-

ment phase through

the purchase of the

Caltex Service Station

at Kaikohe. This

investment was the

subject of a significant

due diligence process with settlement

taking place at the end of July.

Importantly, this investment will not only

demonstrate Ngāpuhi commitment to

Kaikohe, it will also serve to establish

Ngāpuhi as a business operator in the

region.

Furthermore, the value of the Caltex site

is such that it will allow development of

both the Caltex business and a number

of other businesses alongside. These may


33

include an arts and craft shop, coffee

shop, interactive cultural-tourist related

activities and other retail.

Other investmentsAs an ongoing process, we continue to

give consideration to other investments

in the quest to find value adding

opportunities.

We are mindful of the resourcing we

have available for future investment

and the Caltex investment as an active

management investment will occupy our

resource for some time. The Caltex site

is quite large at over 3000sq.m and the

NAHC Board members Rāniera Tau and Leigh Auton (right)

development of this site will be our prime

focus over the next year.

Rūnanga and Settlements

We have continued to support the

Settlements (Tūhoronuku) process as

required.

There has also been ongoing support and

advice provided on the development of

both 12 and 16 Mangakāhia Road. We

are pleased that we were able to effect

a sale of a Wihongi Street property and

release that capital back to the Rūnanga.

Turning our attention towards the

Rūnanga site redevelopment, an ap-

proach to spruce up the site is currently

the preferred option as opposed to any

major redevelopment.

Long term strategyWe have completed our long term

strategy plan which provides a roadmap

for the next five years.

Key elements of the plan are that we will

use the next two years to nurture our

core investments, while shifting to more

“active” management investments, and

focusing on investments that provide

employment opportunities.

Our management plan lays out our

strategic goals, performance measures

and timelines against those goals. We

have also developed a full set of policies

to complement delivery of our manage-

ment plan outcomes.


34

ConstitutionWe have recently amended the NAHC

constitution to allow for up to seven

Directors. NAHC currently has five, which

is not expected to change, but the

original Constitution allowed only for

three.

Our Constitution remains under review

to ensure it not only fits our needs, but

ensures we are meeting all obligations

on us within the Māori Fisheries Act.

SummaryWe are an organisation which continues

to grow. We now employ 13 staff, based

in Kaikohe and Kerikeri, and as we move

forward we continue to effect changes

within our management structure to best

manage our investments.

We continue to work closely with the

Rūnanga in ensuring all investment

activity meets with their approval.

The practice of having Rūnanga board

members attend Ngāpuhi Asset Holding

Company (NAHC) board meetings as

observers continues, as does the practice

of the NAHC Chairman reporting to the

Rūnanga on a quarterly basis.

The John Butler Centre, Kerikeri

In closing, may I reiterate it has been an

excellent year, reflecting great inputs and

efforts by all board members, manage-

ment and staff. My sincere thanks to all.

Mauri ora

Sir John Goulter KNZM JP

CHAIRMAN


35

Reporting matters required for the purposes of the NAHC Constitution and the Companies Act

Audited reports provided Yes

Settlement Quota

The quantity of settlement quota held by NAHC 455,731,528

The value of settlement quota sold or exchanged Nil

The identity of the purchaser or other party to the exchange Nil

Any transaction with settlement quota that has resulted in a registered interest by way of caveat or mortgage being placed over the quota

Nil

The settlement quota interests that have been registered against the quota shares Nil

The value of income shares sold, exchanged, or acquired

Iwi and MIO interactions

Any changes made under section 18 to the constitutional documents of the mandated iwi organi-sation or those of its asset-holding companies or any subsidiaries of the asset-holding companies

Nil (change made subsequent to end of year)

Annual Performance

The performance of NAHC or any subsidiaries See Chairman’s report and consolidated accounts

The investment of money of NAHC or any of its subsidiaries See Chairman’s report and consolidated accounts

The investment of money of NAHC or any of its subsidiaries See Chairman’s report and consolidated accounts – funds invested are managed by NAHC on behalf of the Rūnanga

Any proposal to change the constitutional documents of the asset-holding company or any of its subsidiaries.

Proposal to change number of NAHC directors to 7 (change made subsequent to end of year)

Kaupapa 11 (b)

The key strategies for the use and development of iwi fisheries assets Strategic overview and annual business plan

The expected financial return on the assets See Chairman’s report, Strategic overview and consolidated accounts

Plan to manage the sale of annual catch entitlements derived from the settlement quota held by NAHC

Nil

Plan to reorganise the settlement quota held by NAHC or its subsidiaries, as by buying and selling settlement quota in accordance with the Maori Fisheries Act.

Nil

Section 211 of the Companies Act

Changes to the nature of NAHC business Nil

Changes to the classes of business in which NAHC has an interest Nil

Financial statements completed and signed in accordance with relevant Financial Reporting Act Yes

Directors interests and remuneration See below

Employees (not directors) receiving, as employees, remuneration greater than $100,000 Nil


36

NAHC Directors interests and remuneration

Name NAHC Position

Remuneration for year Other Interests Entity Position

Sir John Goulter Chair $40k

$15k Northland Deepwater Limited Partnership Chair

N/A New Zealand Business and Parliament Trust Chair

N/A Paraparaumu Airport Ltd Chair

N/A Television New Zealand Ltd Director

N/A Opua Commercial Estate Ltd Director

N/A Packard House Limited Director

Mr Leigh Auton Director $20k

N/A Manukau City Council CEO

N/A Counties Manukau Rugby League Board Director

N/A Auton and Associates Ltd Director

N/A SCM Group Ltd Chair

Mr Paki Rawiri Director $20k

$10k Northland Deepwater Limited Partnership Director

Mr Raniera Tau Director $20k

N/A Te Rūnanga-Ā-Iwi-O-Ngāpuhi Chair

N/A Te Ohu Kaimoana Director

N/A Omapere Taraire E Rangihamama X3A Ahu Whenua Trust Chair

N/A Kotuku Holdings Ltd Director

Mrs Teresa Tepania-Ashton Director Nil

Nil Ngāpuhi Iwi Social Services Ltd Director


37

IntroductionThe past year has been both challenging

and rewarding for Te Rōpū o Tūhoronuku

and the project team. The discussion over

Ngāpuhi engaging with the Crown to

negotiate a settlement has bought out

the passion in our people – mostly for,

but a few against this direction.

It is timely then to clarify the role and

context by which Te Rūnanga-Ā-Iwi-O-

Ngāpuhi (the Rūnanga) is supporting

Ngāpuhi via Te Rōpū o Tūhoronuku

(Tūhoronuku).

The Rūnanga is the recognised Iwi

authority that represents all of Ngāpuhi.

The core purpose of the Rūnanga is

defined by the Trust Deed – “to receive,

hold, manage and administer the funds

for every charitable purpose benefitting

Ngāpuhi, whether it relates to the relief

of poverty, the advancement of education

or religion or any other matter beneficial

to the community of Ngāpuhi and all

the members of Ngāpuhi irrespective of

where those members reside”.

In order to realise this core purpose,

the key function of the Rūnanga is to

manage prudently the proceeds collected

from the Fisheries Settlement and to

utilise these funds to assist Ngāpuhi,

irrespective of where they reside.

To assist in fulfilling that vision, the

Rūnanga has agreed to support the

establishment and management of

Tūhoronuku, to give assistance in the

settlement of Crown breaches against

Ngāpuhi measured against Te Tiriti o

Waitangi.

The Rūnanga believes its primary

role with Te Rōpū o Tūhoronuku is in

complete accord with that arrived at

by the 2008 Annual General Meeting

(AGM), where by way of unanimous

resolution the Rūnanga was directed

to get involved with the claims pro-

cess. Following the 2008 AGM, an

interim working party was put in place to

consider what that involvement might be.

The interim working party recommended

that the Rūnanga not get involved in the

hearings process but seek the guidance

of kaumātua and kuia, who resolved that

the Rūnanga consult with Ngāpuhi on

how they should assist.

In 2009, after two rounds of consultation

Te Rōpū o Tūhoronuku


38

with Ngāpuhi, the Rūnanga was directed

to:

• not interfere with the hearings on He

Whakaputanga o Te Rangatiratanga

o Nū Tīreni and Te Tiriti o Waitangi

• get on with negotiations to ensure

that a Deed of Mandate was sought

from Ngāpuhi at the completion of

the initial Waitangi Tribunal hearings

concerning He Whakaputanga o Te

Rangatiratanga o Nū Tīreni and Te

Tiriti o Waitangi.

Te Rōpū o Tūhoronuku Te Rōpū o Tūhoronuku operates in

accordance with the Trust Deed and

operational policies of the Rūnanga.

The objective is to assist in overseeing

the negotiations of a comprehensive

Ngāpuhi settlement. The intention is

that settlement will provide an enduring

resolution to Ngāpuhi’s historical Te Tiriti

o Waitangi grievances.

In carrying out this objective, Tūhoronuku

has a commitment that it will be

informed by Ngāpuhi hapu, acting

through their appointed representatives

and include Ngāpuhi irrespective of

where they reside.

The Tūhoronuku team presents at an information hui at Te Mahurehure Marae, Pt Chevalier, Auckland during July.

The structure of Tūhoronuku is based on

Ngāpuhi representation, which includes

hapū and will be in place until negotia-

tions have concluded. Once a Deed of

Settlement is signed off by Ngāpuhi (not

Tūhoronuku), a structure will be put

in place to receive and manage those

assets. What this structure looks like will

be decided by Ngāpuhi. It is important

to highlight that it is Crown policy to not

return settlement assets to a Charitable

Trust. This point is highlighted because

Te Rūnanga-Ā-Iwi-O-Ngāpuhi is a

Charitable Trust and is not eligible to

receive any settlement assets.


39

Te Rūnanga-Ā-Iwi-O-Ngāpuhi Takiwā

and Taurahere

Tūhoronuku membership is made up of

hapū, representatives who reside outside

of Te Whare Tapu o Ngāpuhi, Rūnanga

representatives and kaumātua and kuia.

The Rūnanga supports the establishment

of taurahere if that is what Ngāpuhi

residing in other areas in fact desire. In

doing so the Rūnanga will

exercise due care and ensure

it has acted within the terms

of the Trust Deed at all times.

Supporting Claimants

Te Rōpū o Tūhoronuku and

the Rūnanga supports claim-

ants who work within the

Treaty settlement process.

The pace of this process is dictated by a

number of factors, the most significant

being the willingness and ability of all

parties to proceed together. The Waitangi

Tribunal and Office of Treaty Settlements

create the context or business environ-

ment which claimants and Tūhoronuku

operate within.

Negotiation and Settlement

While the Rūnanga and Tūhoronuku

“While the Rūnanga and Tūhoronuku have no control or responsibility over the timing or pace of the settlement process, the Rūnanga does have a responsibility to efficiently assist the participation and engagement of Ngāpuhi in a process to negotiate with the Crown. But the Crown sets that pace.”

have no control or responsibility over the

timing or pace of the settlement process,

the Rūnanga does have a responsibility

to efficiently assist the participation and

engagement of Ngāpuhi in a process

to negotiate with the Crown. But the

Crown sets that pace.

Te Rōpū o Tūhoronuku 2009-2010

The following summarises activities

completed or in progress since the 2009

Annual General Meeting:

1. Second Roadshow Hui November

2009

Key outcomes from the second

Roadshow:

• Initial hearings on He Whaka-

putanga o Te Rangatiratanga o

Nū Tīreni and Te Tiriti o Waitangi

should not be interfered with

• Tūhoronuku should not seek

Deed of Mandate until the first

round of hearings have concluded

• Te Rōpū o Tūhoronuku to

continue their mahi

• Te Rōpū o Tūhoronuku to work

with hapū

2. Kaumatua and Kuia

Tūhoronuku has undertaken

a commitment to regularly

report to kaumātua and kuia

during this process. Since

the 2009 AGM, Tūhoronuku

has held two hui with

kaumātua and kuia:

• on 26 February 2010

to report on the outcomes of the

second Roadshow Hui held in

November 2009

• in September 2010 to report back

on the outcomes of the Informa-

tion Hui held with Ngāpuhi

between June and August.

3. Interim Independent Audit

Tūhoronuku initiated an interim

independent financial audit in order


40

to provide assurance around the

project. Ms Paula Rebstock –

previous Chair of the Commerce

Commission - was engaged to

undertake the interim Financial

Audit and provide independent

financial oversight of the project.

This was to include the project’s

financial management and report-

ing systems.

The audit focused on the following:

• Te Ropu’s high level financial

management processes, procedures

and reporting for the project

• Budgeted project expenditure versus

actual project expenditure

• Sensitive expenditure, including

payment of committee member

fees

• Committee member and project team

expenses

At the completion of the audit, Ms

Rebstock found there were no

matters that raised fundamental

concerns or required immediate

correction from a project govern-

ance/management perspective.

4. Tūhoronuku Website

www.tuhoronuku.com

The level of existing and

likely future interest in

Tūhoronuku means that

initiatives that provide the

opportunity for a wider

audience participation

have been explored,

particularly for people

who are unable or are

reluctant to attend hui.

The Tūhoronuku

website and the

Matahauariki link are

such initiatives.

Matahauariki was

launched in May

2010. It is accessible

via our Tūhoronuku

website and enables people

to share their vision for Ngāpuhi post

settlement. The site also features the

vision and aspirations of well known

Ngāpuhi personalities and provides

an opportunity for those who are

interested to share theirs. Some of

those profiled are Ruben Wiki, Julian

Wilcox and Noeline Taurua-Barnett.


41

An additional feature of Matahauariki

is the accessibility via Facebook,

to enable wider taitamatāne/

taitamawahine participation.

5. Mandated Hapū Kaikōrero

Tūhoronuku has to date received

confirmation

from 17 Hapū

Kaikōrero who

have received

a mandate

to represent

their hapū in

settlement

negotiations.

In some

instances,

these Hapū

Kaikōrero

represent

more than

one hapū.

On 29 May 2010, Tūhoronuku

briefed mandated Hapū Kaikorero on

the proposed model and structure

to be presented to Ngāpuhi during

the Information Hui between June

and August. Since the Information

Hui were held there has been a

noticeable increase in hapū wanting

to ensure they have a Hapū Kaikorero

appointed.

6. Information Hui

During June to August, Te Rōpū o

Tūhoronuku hosted 14 Information

Hui, where Ngāpuhi were presented

the Deed of Mandate Strategy and

proposed Ngāpuhi representation

model to complete settlement of

Crown breaches against Te Tiriti o

Waitangi.

The model was well received with the

majority of comments focused on the

number of hapū representatives that

would sit on Tūhoronuku compared

with the number of Ngāpuhi hapū.

There were also consistent com-

ments around the wider Ngāpuhi

community having representation.

This model reflects the feedback from

the first two

consultation

hui held with

Ngāpuhi in

2009, where

Ngāpuhi want

to ensure

this model is

hapū driven.

The option

to participate

is now with

hapū to

decide.

7. Deed of Mandate Strategy

In September 2010, the Deed of

Mandate Strategy was formally

submitted to the Office of Treaty

Settlements. Prior to submitting the

strategy, consideration was given

to the feedback and comments

received from Ngāpuhi during the


42

Information Hui round held in June,

July and August 2010. At the time

of preparing this report, the Office of

Treaty Settlements was yet to advise

as to whether or not the strategy

meets

te rūnanga-Ā-iwi-o-ngāpuhi annual report 2010 · 2013. 1. 18. · te rūnanga-Ā-iwi-o-ngāpuhi...

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