Te Uru Taumatua Annual Plan Bringing to Life the Blueprint 2015 - 2015

TŪHOE TE URU TAUMATUA ANNUAL PLAN THE BLUEPRINT

2015 – 2016

contents anamata Tūhoe Futures

3

ōnukurani The Tūhoe Biosphere

7

whairawa Infrastructure & Resources

11

iwi Tūhoe People

15

overview

19

organisational framework

21

Kimi is 17 years old, in her last year of high school and has big dreams of becoming a doctor. In her homeland of Tūhoe, she spends a lot of time thinking about the future as things begin to unfold post-settlement, and she wonders what she can do to help her whānau and hapū. Follow Kimi on her journey as she tries to make sense of this new era in Tūhoe history.

Anamata

tūhoe futures

The atmosphere at the Tūhoe ahurei was buzzing with the fast and firm vibrations of heavy feet pounding, bloody chests heaving and pūkana eyes bulging. Kimi was captivated by the kaitātaki wahine and the kererū korowai she wore and when she began the waiata koroua it brought tears to Kimi’s eyes.

“Ahi Manawa is the hill where Tūhoe determined his own future by assuming power. In this way, Tūhoe secured mana motuhake for himself and for you”, called the kaitātaki wahine.

Kimi remembered seeing her māmā wearing a korowai made from kererū feathers when she graduated all those years ago. Now Kimi felt determined that she too would one day be on stage wearing a korowai made of kererū feathers. She would never forget the softness of the feathers against her face when her māmā wrapped her in a loving embrace for the last time.

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identity

blueprint purpose:

Connecting Tūhoe members both living and past, at home and abroad, young and old to treasure Tūhoetana.

Anamata will honour the high standards of the Tūhoe rēhita so that it continues to be accurate and valued.

The priority is to offer policy direction and to determine whether the primary purpose of the rēhita is ‘identity-whakapapa’ or ‘infrastructure-demography’. Anamata will redesign the rēhita so that it meets the standards of the chosen purpose. Anamata will innovate greater opportunities for registration access by taking advantage of the latest technology and creating platforms that reach a far wider Tūhoe audience.

Our leadership must be Tūhoe centred in their actions, have global awareness in their deliberations,

AT THE END OF THE YEAR… • The improved Tūhoe rēhita is established

ideas focussed on growing Tūhoe self-

permanency

reliance; autonomy

Growing future leaders for Tūhoe permanency

will assure that

Anamata will identify and understand Tūhoetana leadership needs and workforce growth requirements.

Tribal leadership development will be supported through recommending future cultural exchange programmes. Workforce and career options will grow by offering secondments that inspires future choices.

continuity of Tūhoe culture, language and

AT THE END OF THE YEAR… • Industry sectors identified • Cultural exchange opportunities planned

identity – our greatest asset and source of our worth, honour and prosperity. {Blueprint 2011, page 18}

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heritage

Te Wharepuri entertains with Tūhoe story-telling celebrating the cultural wealth and treasures of our tipuna.

Anamata will support a wide range of arts and cultural events which celebrate Tūhoetana. This includes developing and producing a calendar of cultural events that may include a mix of performing arts, photography, art, sculpture, dance and theatre that embraces and tells stories about Tūhoe heritage.

Anamata will grow the diversity of tāona held with Te Wharepuri wholly for our enjoyment and pride.

Establishing networks with Te Papa, Archives New Zealand and Ministry of Culture and Heritage will empower Anamata to access and return tāona which will provide a deeper experience to Tūhoe themed exhibitions. Anamata will offer whānau and hapū methods of care and preservation for their respective tāona. By doing so the collective heritage of the Iwi is preserved and utilized by and within the care of whānau, therefore enhancing the collective memory, pride and expression of Tūhoetana.

AT THE END OF THE YEAR… • An exhibition is hosted • A whānau day event is held • Tūhoe creative arts event is hosted • A calendar of cultural events is launched

knowledge

Knowledge brings quality of life, respectful economic growth that achieves true development.

Anamata understands that Tribal led planning priorities are central to achieving true development.

Anamata will facilitate key planning steps determined by collective Tribal decision making and then coordinate advice to the Tribal’s to assist in their systems establishment. Tribal spatial plans will be consolidated to form the Tūhoe Economic Development Plan 2015-2016.

AT THE END OF THE YEAR… • First Tūhoe Tribal Economic development plan is published.

• Systems are established at the tribal offices.

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Ōnukurani

the tūhoe biosphere

Kimi watched her koro fold his hands in his lap but it was the look on his face that concerned her most. The deep folds between his eyebrows, mouth turned down and a puzzled look in his eye. His right hand reached up and rubbed the back of his neck.

“Kai te pēhea koe e koro?”

“You know, even the trees and plants of Te Urewera are confused. Like this old houhī is so confused that it has flowered twice this season, and that tree over there is important for the kererū seasonal cycle, but now even they are getting confused. Back in the old days, fruit ripened, and was all gone in a couple of months, but nowadays some trees are fruiting right up til the end of the year!

“So what can we do about that koro?”

Haere mai ki te hui with your kuia and I this afternoon at the marae. Your uri and these flash biodiversity managers are coming up to have a kōrero about what kawa needs to be put in place for us as kaitiaki of Te Urewera.

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te urewera

blueprint purpose:

Tūhoe management of Te Urewera begins Ōnukurani will support Tribals, where required, to facilitate and consolidate the Tūhoe component of the Te Urewera wide annual Operational Plan. This includes assisting Tribal teams to develop and deliver on their biodiversity spatial plan priorities. Ōnukurani will host discussions and debates in relation to resource allocation, work programme approval processes and drafting the Te Urewera Operational plan for endorsements and ratification.

Te Urewera our homeland.

Encompassing te rohe pōtae o Tūhoe in its entirety. Our tikana of

Ōnukurani will undertake Te Urewera Operational Management by supporting the appointment of Tribal Biodiversity Managers who will report primarily to Ōnukurani while working with and reporting to the Tribal. Implementation of the Te Urewera Operational plan will be undertaken through Tribal Biodiversity Managers who will be responsible for the completion of the Annual Operation plan and will provide support to the Tribals

rights and obligations, our need to use our natural resources, our

Advise and support as required the development of Te Urewera Board management policy and planning documents. Ōnukurani is required to keep current with and understand the implications of overlapping Iwi mana whenua claims from both settled and yet to be settled neighbouring Iwi. Ōnukurani will also monitor the operational activities of other Iwi treaty settlements on shared areas.

responsibility to bring employment, wealth opportunities and

AT THE END OF THE YEAR… • Four Tribal Biodiversity managers based at the Tribal offices • Te Urewera wide Annual Operational plan is active and works within Te Urewera increases

desirable lifestyle. {Blueprint 2011, page 18}

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land use

Engagement with Territorial Land Authorities to mitigate the land use rules impacting on the lives of Tūhoe. Ōnukurani will keep current with council’s policies and land use rules that may impact Tūhoe and Te Urewera. The Engagement and Relationship Protocols established at settlement will be implemented with Councils to as far as possible moderate land use rules that adversely affect Tūhoe.

AT THE END OF THE YEAR… • Kaitiaki obligations are built into standards and planning • Mātaatua relationships are maintained before assessing benefits

kaimōana

Tūhoe access rights to Ōhiwa for customary kaimōana cultural take are exercised Ōnukurani will establish the Tūhoe Kaitiaki Customary Fishing provisions in partnership with Te Waimana Kaaku and will seek the endorsement of other Tribals.

AT THE END OF THE YEAR… • Being connected to the southern boundary unitary authority amalgamation to smooth impact on Te Urewera management.

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Whairawa

infrastructure & resources

The sound of sizzling venison cooking above the ahi was the only sound around for miles. Huge surrounding hills stood watchful and peaceful. Nestled around the amber glow of the ahi, Kimi and her cuzzies huddled up under a blanket and began to talk about stories of old.

The soft coo-coo sound of the kererū sung out from near the awa. Kimi began thinking up wild and colourful ideas of how best to look after the nāhere, she thought about the Tūhoe whakataukī her māmā had once told her: Tūhoe moumou kai Moumou tāona Moumou tanata ki te pō.

Kimi often thought about that whakataukī. She thought about what it must have been like in the time of her tīpuna: how they used their resources and traded with other iwi and hapū. She wondered what it would mean in the future, and how tāona and resources would be used and traded to help Tūhoe fulfil its dreams.

Kimi took a big bite into the venison and pulled the blanket a bit closer.

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Whairawa economic growth

blueprint purpose:

Accelerate Tribal Economic Development Whairawa will create a robust Tribal development funding model. The financial model will plot scenarios of revenue, expenditure and commitments over a ten year period, to forecast what funding is available for annual development. The Tribal allocation model will enable fair prioritization of annual Tribal development funding.

Consolidate and better plan the utilizing of our funds and holdings to create sustainable

Whairawa will select properties from the Deferred Selection Properties and the Right of First Refusal Crown properties for inclusion in the Trust Fund. Settlement properties that add to Tūhoe core business and income generation capacity will be considered. Whairawa will produce feasibility studies for key Tribal spatial development goals that will contribute to the Tūhoe Economic Development plan established from the Tribal spatial planning priorities; lead the development of communication, infrastructure, work with Waikaremoana to develop a tactical approach to the lake lease re-negotiations, suport build design teams for the build projects occuring throughout the Tribals; support land use and land planning needs; and assist with Tribal office setup needs.

access for Tūhoe people, whānau and hapū to prosper. {Blueprint 2011, page 18}

Whairawa will explore Te Urewera innovation and livelihood opportunities by supporting work programmes to the selected opportunities. Whairawa will develop shared solutions or products to support financial independence. A package of wānana and education resources will be developed to raise an understanding of economic growth and development issues globally and regionally.

AT THE END OF THE YEAR… • Progress tarsealing State Highway 38 • Understand the economics of a return to ground based trapping • Plan towards a Tūhoe - Te Urewera tourism strategy • A sustainable distribution funding model is in place to promote Tūhoe development and endeavour

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commercial asset development

Enhance the commercial development of Tūhoe Assets Whairawa will secure expertise to realise the potential of settlement assets and will establish a review system, to ensure best governance and management practises are in place to return value. Whairawa will set commercial development benchmarks for each asset and establish management accountability.

Whairawa will consider a feasibility study of the Deferred Selection Properties and other Deed of Settlement properties, to forecast Tūhoe capital gains. The Deferred Selection Properties and Deed of Settlement mechanisms will be executed and selected assets will be transferred to Tūhoe.

AT THE END OF THE YEAR… • A unified strategic approach with set performance targets will apply across the settlement assets; - Kainaroa - Ex-Kiwirail - Ministry of Education School Properties - District Health Board Properties - Lake Waikaremōana

te uru taumatua shared services

Fortify Tūhoe Foundational infrastructure Whairawa will create and enhance Te Uru Taumatua management information systems and shared services to provide timely information, data and reporting for multi-level decision making.

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Whairawa investment committee

Role and objectives The Te Uru Taumatua Board is in charge of a significant investment portfolio. Its mission is to act in the long-term interests of and for the benefit of Tūhoe through prudent management of the Tūhoe Trust Fund.

The Investment Committee, an independent advisory committee that enables expert technical advice, is responsible to the Board for the day to day over-sight of the Tūhoe Trust Fund.

On-going services and the case for preserving net worth The Tūhoe Trust portfolio of investments serves to generate a sustainable stream of income that can be distributed to support the Tūhoe spatial plans. The portfolio’s capacity needs to be maintained through time to provide a stream of income that is enduring for both current and future generations.

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Statement of Investment Policies and Objectives A responsibility of the Investment Committee is the Statement of Investment Policies and Objectives (SIPO). This is a working document that sets out the roles, functions, objectives, asset allocation and strategies of the Trust is developed and reviewed annually by the Investment Committee.

The purpose of the Statement of Investment Policy and Objectives is to identify; • The investment objectives and strategy • Constraints on accepting risk and dealing in assets • Performance measurement criteria and standards • Governance and accountability arrangements.

The objectives of the Tūhoe Trust’s portfolio are to; • Hold an appropriate balance of reserves • Earn after-fees returns for 5 percentage points above CPI inflation on a rolling 3 year basis • Be invested in accordance with the trustees risk appetite expectations.

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tūhoe people Kimi took out the old dry flowers from the vase near the headstone of her māmā. She clutched the kawakawa leaves in her pocket and began cleaning the paru out of the lines of the kererū etched on the back of the headstone. Her sister Hera returned with water and putiputi fetched from the nearby creek.

“Sister, what do you reckon māmā would want us to do when we grow up?”

Kimi cast her mind back to a time when her and her māmā were sitting underneath the houhī tree at koro’s whare one afternoon and how her māmā had retold her their whakapapa almost all the way back to Tūhoe, their tīpuna.

“I want to be a doctor. That’s what māmā would have been, a doctor, so that’s what I want to do. But for now though, we gotta make sure we do our homework every night!”

At the urupā gate Kimi and Hera flicked water on each other, turned once more to look at the headstone of their māmā then jumped on their horses and returned home to their koro and kuia.

The Service Management Plan (SMP) which is a commitment by the Ministry of Business Innovation and Employment; Ministry of Education; and the Ministry of Social Development to provide a strategic pathway to transform the employment, health, education and social conditions of Tūhoe. The SMP includes Crown and Tūhoe priorities, actions and relationship arrangements to be implemented over the next five years, being phase one of an intended 40 year plan to achieve collaborative outcomes.

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health

blueprint purpose:

The raising of

The Tūhoe health strategy is in action.

SMP Priority 1: Understanding the health needs of Tūhoe people in the Tūhoe area of interest.

whānau, hapū stature

SMP Priority 2: Supporting access to quality health services.

strengthens the Iwi.

SMP Priority 3: Supporting Tūhoe participation in planning and decision making for the provision and delivery of health services in the Tūhoe area of interest.

The Iwi team will draft the framework that transitions Te Uru Taumatua operational management to each of the Tribal’s management of the Tūhoe Medical Centre’s and later the Oral health services; produce the Tūhoe health strategy; and begin the Oral Health work plan.

{Blueprint 2011, page 12}

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welfare

blueprint purpose:

1 Tūhoe tamariki and rangatahi in state care are safe and provided with the best possible options of care

1 Whānau is the nation builder, the origin of

SMP Priority 1: To ensure that Tūhoe children and young people are safe from harm

Tūhoe identity.

The Iwi team will pursue Iwi Social Service Accreditation to ensure that Tūhoe will have a say and be responsible for the provision and care of Tūhoe mokopuna and tamariki in CYF’s care.

{Blueprint 2011, page 13}

2 Tūhoe values, beliefs,

2 An iwi wide perspective to social strategy will be advanced.

SMP Priority 1: Tūhoe welfare is developed and understood so that attitudinal alternatives to welfare dependency are evoleved and programmes to reduce the number of Tūhoe in receipt of welfare dependency.

The Iwi team will determine the value of devolved models of welfare and develop a principle based model of development for Tūhoe as proposed and shaped by Tribal engagement.

and way of life as vital to the individual and the family sense of wellbeing. {Blueprint 2011, page 12}

3 Devolve Family and Community Services in Te Urewera to Tūhoe

SMP Priority 1: To assist Tūhoe to access support services that enable whānau to live independently of welfare.

3 The freedom to

Programmes will be identified by the Iwi team, that will enhance the capacity for the delivery of the Service Management Priorities.

Tūhoe will live, how

determine how they will raise their children and mokopuna... {Blueprint 2011, page 12}

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housing

blueprint purpose:

Publish the Tūhoe Housing Strategy

Establish a physical

SMP Priority 1: Increasing the capability of Tūhoe with respect to ‘smart’ spatial planning, home design and relationships with planning experts, with a view to formulating a 40 year strategy for developing living spaces and housing across the entire rohe.

centre that encourages pride, unity and

A Tūhoe sustainable housing prototype will be designed, built and trialled; and housing subsidy options for new and existing homes utilising Te Kura Whare concepts will be confirmed.

presence. {Blueprint 2011, page 26}

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education

blueprint purpose:

Publish the Tūhoe Education Strategy

The vibrancy and

SMP Priority 1: Establishing Tūhoe as a shaper and leader of education in the rohe.

Iwi will plan a Tūhoe education hui which will include wānanga on the past and current systems of learning, the education act, ideas for the future, Kura-ā-Iwi and working along side Tribals for tōku reo tōku Tūhoetana.

potency of Tūhoe is dependent on the vibrancy and potency of Tūhoe institutions. {Blueprint 2011, page 13}

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Overview anamata

IDENTITY Connecting Tūhoe members both living and past, at home and abroad, young and old to treasure Tūhoetana.

PERMANENCY Growing future leaders for Tūhoe permanency HERITAGE Te Wharepuri entertains with Tūhoe story-telling celebrating the cultural wealth and treasures of our tipuna.

KNOWLEDGE Knowledge brings quality of life, respectful economic growth that achieves true development.

ōnukurani

TE UREWERA Tūhoe management of Te Urewera begins.

LAND USE Engagement with Territorial Land Authorities to mitigate the land use rules impacting on the lives of Tūhoe.

KAIMOANA Tūhoe access rights to Ōhiwa for customary kaimoana cultural take are exercised.

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whairawa

ECONOMIC GROWTH Accelerate Tribal Economic Development.

COMMERCIAL ASSET DEVELOPMENT Enhance the commercial development of Tūhoe Assets.

TE URU TAUMATUA SHARED SERVICES Fortify Tūhoe Foundational infrastructure.

Kimi was accepted to study Medicine and understands that for the future of Tūhoe to flourish she needs to be active in whānau and hapū.

She does what she can to help her whānau and hapū when she is home on study break, whether that is being a rinawera at the

iwi

HEALTH STRATEGY The raising of whānau and hapū stature strenghtens the iwi WELFARE Tūhoe tamariki and rangatahi in state care are safe and provided with the best possible options of care.

HOUSING Establish a physical centre that encourages pride, unity and presence.

marae, or in time helping out at the Tūhoe Medical Centre.

Kimi also understands that while main contributions will first be made with hapū and nā whārua, distributions for grants and scholarships are planned and hopes the iwi will support her in her studies.

EDUCATION The vibrancy and potency of Tūhoe is dependent on the vibrancy and potency of Tūhoe institutions.

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organisational framework THE BOARD

Chief Executive

Executive Assistant

Group Manager IWI

Group Manager ŌNUKURANI

Group Manager WHAIRAWA

Group Accountant

Financial Administrator

Operations Officer Ōnukurani

Operations Manager - Housing and Education

Operations Manager - Business Development

Project Analyst Ōnukurani

Project Analyst Iwi

Tribal Biodiversity Manager Waikaremōana

Operations Manager Health & Welfare

Team Leader Communications

Office Administrator

Project Analyst Anamata

Writer Communtications

Project Analyst Whairawa

Reception

Register Analyst Anamata

Graphic Design Communtications

Operations Manager Property

IT

Special Project Trust Board

Social Media Commentator

Tribal Biodiversity Manager Waimana

Practice Manager

Site Maintenance Team Leader

Tribal Biodiversity Manager Ruatāhuna

Reception

Site Maintenance x2

Tribal Biodiversity Manager Rūātoki

General Practitioner

Cleaner Team Leader

Kaupapa Maori Nurse

Cleaner x2

Practice Nurse

Operations Manager ANAMATA

People and Development Manager

Special Project Trust Board

07 312 9659 tari@ngaituhoe.iwi.nz 12 Tﾅｫhoe Street, Tﾄ］eatua PO Box 56, Tﾄ］eatua 3163 TELEPHONE:

EMAIL:

www.ngaituhoe.iwi.nz