Te Rūnanga o Ngati Awa - Annual Report 2022

Annual Report 2022

Cover photo: Te Awhina James, Ngāti Awa, Ngāi Taiwhakāea

Te Rīpoata o te Tumuaki

Taku manawa e kakapa ana, e kakapa ana ki te rā, ki ngā whetu ki te marama, ka tau kei te rua. Kātahi au, ka kite i te hē, kātahi au, ka kite i te mate, ko koutou kua riro kei tua, kei Paerau, ki te huinga o te Kahurangi, ka oti atu koutou e. Ko koutou ēnā e nga hurumanu e Hōhepa, e Pairama, e Wira, e Puti, koutou kua riro ki te tōwenetanga a te iti, te māpihi herenga mahara o te tini, ka tauawhi tonuhia koutou e tō iwi a Ngāti Awa ki te uma pupuri ai. Me pēhea he kupu kia koutou kua puta i ngā ākinga a ngā tau kua hori, kua waia kē ki ngā hau pūkeri o te wā, kua hoea ngā wai tāpokopoko o te raru, kua hīkoi kē i te ara o te tika kua karo i te hē. E te hā o te ora, ngā pae o te mātauranga, ngā pepeha o te hunga kua ngaro, te whirinakitanga mo te ngākau pouri, takoto mai ra i te paeroa o te mate, e kore nei a muri e hokia, okioki mai i roto i te Ariki. Tēnā e Rongo, whakatāirihia o pononga nei ki te rangi, tūturu ō whiti whakamaua kia tinā, tinā! hui e tāiki e!

It is right that we remember those who have made major contributions to the building of a foundation premised upon achieving the 2050 Vision for Ngāti Awa based upon the statement: ‘Ko Ngāti Awa te Toki, tē tangatanga i te rā; tē ngohengohe i te wai, built upon the imperatives of Wellbeing, Culture, Leadership and Resourcing

As I reflect on the 2021-2022 year, disruption has once again been at the forefront of business. Whilst we have been in the process of building capacity and capability within Ngāti Awa as can be witnessed by the many projects that have provided employment, cultural learnings, and business opportunities, we have still had to defend our boundaries and cultural values through courts and legal proceedings. Tā Hirini best sums this up as ‘the continuing erosion of the mana of Ngāti Awa through encroachment upon our settlement boundaries by our neighbouring iwi’. It has become increasingly evident that the goal posts have moved markedly since Ngāti Awa settled. Despite this, we have continued to do the best that we can with the resources available. We have continued to be represented by Whāia Legal with regards to legal proceedings involving Creswell, Whakatōhea, Ōpihi Whānaungakore and the Marine and Coastal Area (Takutai Moana) Act 2011 (MACA Act). Whakaari continues to be in the consciousness of the Rūnanga. I am of the belief that whatever the kaupapa we have been thrown, we have tried to the best of our ability to advocate and progress the aspirations of Ngāti Awa.

In mid-November, a review of the Ngāti Awa Governance Structure was initiated. The focus of the review was around Strategic direction: including confirmation of the group’s vision, purpose, and strategic plan; Structure: including a review of the governing documents and policies, information flow and accountability and People: including staff engagement and alignment with the vision. I look forward to the outcomes of the review which I know will set Ngāti Awa on the path to achieving our 2050 vision. The review I believe will require us to think and to behave differently as to how we effect the change required to realise our 2050 vision. Change is difficult in any circumstance. It requires leadership, no matter how popular or unpopular the decisions are to be made. If we do what we have always done, we will get what we have always got. It is up to we as leaders within our hapū and the community to not be risk averse. It is encapsulated in the saying “ Tūwhitia te hopo, mairangātia te angitū! Feel the fear and do it anyway! A more literal translation is: Tūwhitia te hopo – eliminate the negative; mairangitia te angitū – accentuate the positive.

Lastly, I would like to congratulate Reuben Araroa on his appointment as Manahautū of Ngāti Awa. I have much appreciated his patience and tenacity to address matters in a professional and timely manner, in the short time that he has been at the helm. I see change already, in a very positive light. Changing of culture and process is like a fine wine; it takes time to mature. I would also like to thank all hapū delegates for your commitment to wanting the best for Ngāti Awa.

Noho ora mai i raro i ngā manaakitanga a tō tātou matua nui i te rangi.

JOE HARAWIRA Chair, Ngāti Awa

Ko Ngāti Awa tē toki, tē tangatanga i te ra; tē ngohengohe i te wai

Te Rīpoata o te Manahautū

Tēnā koutou

It’s my sincere privilege to report as Manahautū Te Rūnanga o Ngāti Awa. As I write my report, I’m conscious of being in the role for a little over four months. During this early phase, the primary focus was to undertake a learning plan designed to understand, as much as possible, about Te Rūnanga o Ngāti Awa Group, its history, how this informs the present and what short term opportunities exist to improve our future.

My first insight is knowing my appointment follows a few years of significant challenge for our Rūnanga, iwi, hapū and whānau. From the 2019 eruption of Whakaari, lockdown and alert level challenges of Covid-19 and the disruption of national and international supply chains, we now find ourselves confronting a new set of challenges relating to the cost of living, housing affordability, climate change and multiple reforms imposed by government. Considering this it’s been encouraging to observe the perseverance and resilience of the Rūnanga, hapū and whānau to get on with our respective work and grow from those experiences. I find solace in the introduction of new Ngāti Awa activities such as Matariki Whakapiri, and the traditional such as Rangitāiki Festival, Te Toki, Nanao Harvest, and Te Whare Wānanga o Awanuiārangi graduation. All these events being delivered with the enhancements learnt from our recent life of disruption and continual change. I am proud of how we as Ngāti Awa have adapted and survived this period of history.

As with previous years we continue to participate in multiple legal matters with each case being assessed on its outcome merit to pursue or change strategy. This year we withdrew from the Environmental Court Appeal for Opihi Whanaungakore in favour of a new strategy and agreed with hapū and land trust groups any further independent litigation will be at their expense. In summary the message is that litigation is only one option where a change in strategy that enables greater proactive presence and influence may serve the Rūnanga equally well.

In terms of opportunities the 2021/2022 financial year result has been an obvious challenge. In general terms the head count for Te Rūnanga o Ngāti Awa increased as a result of the provincial growth fund workstreams in response to COVID-19, marae renovations, Te Toka Tū Haumaru and our Taiao initiatives Korehāhā Whakahau, Te Ara Wai and Te Ara Mahi. Although these projects are funded to deliver results aligned to our cultural and social aspirations the reality is the Rūnanga is spending more than the current agreed upon distributions from its subsidiaries. The positive from this is the identified opportunities such as Te Mānuka Tūtahi where a transition from what I would I term a “hybrid” approach to running a marae as a tourism destination to a more deliberate premium event focused venue. Overall, I am confident we have appropriately assessed the current situation and are more conscious of the attention required to improve this result. I have been encouraged by our senior management with their openness to change and willingness to work towards a better position for the Rūnanga in the year ahead.

I want to extend my gratitude to the staff of Te Rūnanga o Ngāti Awa who supported my transition into the role of Manahautū. With your knowledge, effort, and willingness, I am far more informed and ready for the new year ahead.

I acknowledge my Iwi mentors whom I have connected with since my appointment. Your wisdom and insight on how I may navigate the iwi landscape has been invaluable.

To our kaumātua within Ngāti Awa, thank you for your time, knowledge and importantly encouragement. Your continued presence and support have made me feel safe, empowered, and motivated.

To the Board of the Ngāti Awa Group, together with the descendants of Ngāti Awa, thank you for the opportunity to serve.

Lastly to my whānau of Ngāti Awa ki Rangitāiki, your presence in my heart and mind continues to serve me well and reminds me I am Ngāti Awa by choice.

REUBEN ARAROA Manahautū, Te Rūnanga o Ngāti Awa

Ngāti Awa tē toki tangatanga i te rā

Te Kāhui Kaumātua ō Ngāti Awa

Tēnā koutou,

Ki a tātau mate, haere ki tua o ngā ihoiho o Roimata Turuturu ki Paepae o Aotea ki kāhui o ngā whetū, haere, haere whakangaro atu.

Ki a tātau te hunga ora, ngā kaihoe a tēnā whānau, a tēnā hapū o Ngāti Awa ki Uta, o Ngāti Awa ki Tai. Ka mutu.

He nui ngā kaupapa kei mua i te aroaro o tō tātau iwi. E kī ana te kōrero me titiro whakamuri kia haere whakamua.

Ngā hui i July 2021 to June 2022

• 09 August 2021

• 09 November 2021

• 13 April 2022

• 08 June 2022

KĀHUI KAUMĀTUA AND ESTABLISHMENT OF TE ROOPU

RONGOMAU

The Kāhui Kaumātua o Ngāti Awa met several times during 2020 and 2021 and established Te Roopu Rongomau and its Terms of Reference.

Ngā taru o Tura

TE ROOPU RONGOMAU TERMS OF REFERENCE 2021

1 PURPOSE

To facilitate and provide high level cultural advice on Ngāti Awa tikanga and kawa as it relates to the present and future wellbeing of the iwi and, make findings and decisions on the disputes and other matters referred to it.

2 ROLE

Te Roopu Rongomau (Panel of Experts) shall consist of Ngāti Awa koroua and kuia and external specialists who, in the view of Te Kāhui Kaumātua, have the necessary skills and expertise to deal with the relevant dispute or matters before it.

3 SCOPE

Te Roopu Rongomau will be available to support TRONA and NAGHL for matters aligned to its purpose. This covers any matters and disputes.

4 RESOLVING DISPUTES

Te Roopu Rongomau shall carry out its work of attempting to resolve disputes that are referred to it by TRONA in the terms set out in the Charter. It may however be called upon to deal with other matters that the Kāhui Kaumātua, TRONA or NAGHL may want referred to it.

5 POWER TO ACT AND MAKE DECISIONS

a Clause 23.4 of the Charter of Ngāti Awa:

b Te Kāhui Kaumātua can appoint Te Roopu Rongomau.

c Clause 23.13 of the Charter of Ngāti Awa:

d Findings and decisions of the experts shall be final and binding on the parties.

6 APPOINTMENT OF TE ROOPU RONGOMAU

Te Kāhui Kaumātua can appoint a person/s who has the necessary skills and expertise to deal with the relevant dispute. In the event that Te Roopu Rongomau is sought to resolve a dispute, there must be fair representation to ensure a balanced perspective.

7

OPERATION AND MEETINGS OF TE ROOPU RONGOMAU

Te Roopu Rongomau shall have the sole discretion to call for evidence and determine the manner in which a dispute before it should be dealt with.

Te Roopu Rongomau may convene a general meeting of the koroua and kuia of Ngāti Awa in order to discuss the matters that are in dispute.

Te Roopu Rongomau shall give their findings and decision, together with the reasons therefore, in writing to respective parties.

Meetings will be convened as required with administration support provided by TRONA staff. A budget will be determined by Management in relation to costs associated with meetings and independent specialists

8 REVIEW

Te Roopu Rongomau and its Terms of Reference will be reviewed every five years from the date it is established.

Board of Hapū Representatives

The Board of Representatives comprises of members from each of the 22 Ngāti Awa Hapū. They are responsible for the governance of Te Rūnanga o Ngāti Awa.

JAY MASON Ngāti Awa ki Tāmaki Makaurau

MARK (JOE) HARAWIRA (Chairman) Ngāi Taiwhakāea II

TE ARANI BARRETT Ngāti Hokopū ki Te Hokowhitu a Tū ki Te Rāhui

WILLIAM STEWART Ngāti Hokopū ki te Whare o Toroa

VICKI MURRAY Ngāi Tamapare TE KEI MERITO Ngāti Rangataua

TE WHAUHUIA KOOPU Ngāti Maumoana

PUTIPUTI KOOPU passed away 7 February 2022

RUIHI SHORTLAND BOYCE KINGI Ngāi Tamaoki

ALF MORRISON Ngāi Tamawera

MIRO ARAROA Ngāti Hāmua

MIHIPEKA SISLEY Te Kahupaake VANESSA AUGUST Tuariki

KEMI MOKOMOKO Warahoe

REGINA O ‘BRIEN Ngā Maihi AMOHAERE TANGITU Te Tāwera

BRIAN TUNUI Ngāti Awa ki Pōneke Whakaruruhau

MATEROA DODD Wharepaia

MANURERE GLEN Ngāi Te Rangihouhiri II

STANLEY RATAHI Ngāti Hikakino

TŪWHAKAIRIORA O’BRIEN Te Pahīpoto (Deputy Chairman)

Our Staff

NGĀTI AWA RESEARCH & ARCHIVE

TAIAO

JACKIE WHAREWERA Manager Knowledge and Information

NGAIRE RAPANA IT Support

ADRIAN JARAM Research Facilitator

MALIA GODSMARK Digitisation

MONICA MANIAPOTO Iwi Register

LANAE CABLE Kairangahau ROB WHITBOURNE Kairangahau Matāmua

GINA MOHI-HELMBRIGHT Kaiahtū Wai Māori o Ngāti Awa

TE KAWA ROBB Kairangahau

MICHAL AKURANGI Manager Taiao

BEV HUGHES Interim Manager Taiao

JAYMIE-KATE WARDLAW Consents Policy Planner

TE AURERE WILLIAMS Taiao Administrator

JOELENE GEORGE Seconded from ESR

TE AWHINA JAMES Receptionist

HALEY MCCORKINDALE Board Secretary/ EA to Manahautū

ANDREA KINGI EA to Manahautū

PETI RENETI Receptionist

CHARLIE BLUETT Fisheries NOTI BELSHAW Manager Identity: Language and Culture

JOHN ERUERA Operations Manager

MERENIA SAWREY Comms & Engagement Advisor

SIMON HARRIS Kaiārahi Field Team

KAIA VERCOE Kaimahi Field Team

RANGIPAI ERUERA Project Administrator

SIMON STOKES Project Manager

RAYNOR POUTAMA Kaimahi Field Team

DAMON STURMEY Kaimahi Field Team

NAEDENE STEWART Project Administrator

GREG MOORCROFT Technical Advisor

SUMMER O’SULLIVAN Kaimahi Field Team

DAN BAIGENT Technical Advisor

KARLA AKUHATA Comms & Engagement Advisor

TERINA MOKOMOKO Kaimahi Field Team

MĀNUKA TŪTAHI MARAE

PROJECT MANAGEMENT OFFICE

VAIMANINO HARAWIRA General Manager

KATARAINA RENETI-PANAPA Senior Pou Arataki

LYNORA NGOUNGOU Administrator

PUHIKURA TEKA Pou Arataki

KRYSTAL LEGG Programme Manager

KATARAINA MONIKA Project Coordinator

PAIGE WAWATAI Te Ara Mahi Project Manager

TE AWHINA JAMES Communications & Media Administrator

ANITUATUA BLACK Communications & Media Officer

TAWERA SIMPSON-RANGI Project Administrator KRISINA KERR Rangatahi Mentor

TE AOTAAWHIRANGI ONEHI Project Administrator

MANIA CROWN Marae Project Manager/ Workforce Navigator

MELISSA WEENINK-SMITH Pastoral Care Provider

PIRIPI AKUHATA Pou Arataki TE RAU WHARANGI HUDSON Pou Arataki

NGĀTI AWA GROUPING HOLDINGS LIMITED

VICKI MURRAY Team Leader/Coordinator (Te Manu Hau)

SHARON TUTUA Lead Administrator (Te Huruhuru Manu)

SHARLENE KINGI Iwi Navigator (He Tieke)

PATRICK WETINI Maintenance PATRICK O”SULLIVAN General Manager Ngāti Awa Tourism

JENNIFER GOODFELLOW Finance Assistant

TINAKA MERITO Iwi Navigator (He Tieke

GEORGINA MAXWELL Iwi Navigator (He Tieke)

GLENDA STEWART Board Secretary

COURTNEY RENETI Executive Assistant to the CEO

MEREWAAKANA KINGI

STUART BROWN Chief Finance Officer

LYNSEY MARIU Finance Administrator

DYLAN STEWART Accountant

ALIETA WAITOA Chief Operations Officer

BOB HUDSON Operations Manager/ Health & Safety Manager

ROMANA GRAHAM Properties Manager GERARD JULL Health & Safety Manager

EMMA-LI MERITO Iwi Navigator (He Tieke)

KEITA WHAREWERA Iwi Navigator (He Tieke)

KATARAINA RENETI Iwi Navigator (He Tieke)

PARE POUWHARE-AKUHATA Iwi Navigator (He Tieke) RERE WILLIAMS Iwi Navigator (He Tieke)

He maimai aroha Dr Hōhepa Mason

Dr Mason held leadership and governance positions, including chair of Te Rūnanga o Ngāti Awa, member of Te Kāhui Kaumātua, the principal advisory body for Te Rūnanga o Ngāti Awa, secretary of the Ngāti Awa Executive Committee, director of Mātaatua Fishing Company Ltd, director of Ngāti Awa Group Holdings Ltd, trustee and chair of the Kiwinui Trust, trustee of Ōmataroa Rangitāiki No 2 Trust, and various roles on a number of whānau entities.

Dr Hōhepa (Joseph) Mason of Ngāti Awa, Ngāti Pūkeko and Ngāti Hokopū passed away on 24 July 2021, aged 87, after a long illness.

Dr Mason was the son of Mataika and Makarena Mason and had a traditional Māori upbringing in the Bay of Plenty.

His whakapapa connected him with several important genealogical lines of Ngāti Awa and Ngāti Pūkeko, including to the nineteenth century tribal leaders Te Meihana Koata and Heteraka Merito. Throughout his life, he maintained a strong and continuing association with the people of Ngāti Awa and Ngāti Pūkeko in the Bay of Plenty.

A highly regarded Māori leader, Dr Mason was a renowned orator and a custodian of customary knowledge, including hapū whakapapa, waiata and the history surrounding many tribal tīpuna. He taught at numerous schools and learning institutions within the Mataatua rohe, including Pāroa School, Bethlehem Primary School, Te Kaha District High School, Wharekāhika Native School, Whakatāne Intermediate and Waiariki Polytechnic.

He was a member of the Ngāti Awa negotiation committee that led to the settlement of the tribal raupatu claim and the passage of the Ngāti Awa Claims Settlement Act 2005.

Dr Mason served his tribal and wider communities with distinction for over six decades and was appointed a companion of the Queen’s Service Order in the 2008 New Year’s Honours, and in 2013 awarded an Honorary Doctorate in Māori Development in recognition of his leadership and contribution to Māori social and cultural development.

As a foundation member of Te Mana Whakahaere o Awanuiārangi, Dr Mason retired from the Council in September 2020 but served as a kaumātua adviser on Te Taumata Mātanga in October 2020.

Dr Mason is survived by his wife Erina, son Joseph, daughters Eneta and Waana, and his mokopuna.

… a renowned orator and a custodian of customary knowledge, including hapū whakapapa, waiata and the history surrounding many tribal tīpuna.

He maimai aroha Tā Harawira Tiri Gardiner, KNZM

He also held several important governance roles chairing the Tertiary Education Commission, the Te Papa Museum Board, and the Local Government Commission.

Tā Wira was also a published author of non-fiction books on the Māori Battalion, the history and tradition of kapa haka and a personal view on combat: A Soldier’s View of the Vietnam War told from the perspective of soldiers from the V4 Company who served in South Vietnam.

On the 17th March 2022, our whanaunga Tā Harawira Tiri Gardiner, KNZM passed away at the age of 78.

Tā Wira (Ngāti Awa, Ngāti Pikiao, Whakatōhea, Te Whānau-ā-Apanui) was one of the pre-eminent Māori leaders of our time – a founding Director of the Waitangi Tribunal, a devoted public servant, and a staunch leader, and advocate for Māori rights, education, and culture.

During his long and distinguished career Tā Wira served in the New Zealand Army, rising to the rank of Lieutenant Colonel, headed the Iwi Transition Agency and was founding CEO of Te Puni Kōkiri. Most recently he served as the interim Chair of Oranga Tamariki, before standing down due to illness.

Tā Wira was known for his diplomacy, sharp intellect, and his ability to navigate and maintain collaborative relationships with Māori and non-Māori alike.

Te Rūnanga o Ngāti Awa Tumuaki (Chairman) Joe Harawira said:

“Tā Wira was an agent of transformational change in all that he pursued on both the political and social scene for Ngāti Awa and Māoridom as a whole. His aroha for his iwi, was second only to his whānau. The legacy he has left for his people is immeasurable.

“We send our aroha and condolences to Tā Wira’s whānau, his wife Hekia, his children, mokopuna and everyone that knew and loved him. His passing is a great loss. Kei te tangi te ngakau mōu, mō tō whānau e Wira.”

It was Tā Wira’s express wish that no tangihanga was to be held following his passing to protect against any potential impacts to frontline workers and the health system as the result of the current Omicron outbreak.

…a devoted public servant, and a staunch leader, and advocate for Māori rights, education, and culture.

He maimai aroha Putiputi Kirsten Koopu

Nevertheless, she was always there to support her hapū, Te Pahīpoto, Te Warahoe and Ngāi Tamaoki. Her marae, Kokohinau and Ruaihona, remaining a kanohi kitea on these tūrangawaewae of hers pertaining to the paternal side of her lineage. Puti knew of the importance of making sure her three daughters, Meremaihi Sharleen, Te Rumate Ngātāria and Amelia Marie were familiar with who they were and where they came from.

Despite her strong connections to Te Whānau ā Apanui, Te Whakatōhea, Ngāi Te Rangi, Ngāti Raukawa, Ngāti Pikiao and Ngāpuhi to name a few Iwi. She was first and foremost, Ngāti Awa. This was evident in her being the representative delegate for Ngāti Maumoana on the Rūnanga Board, serving a few terms. She fought many battles in and outside of court, protecting the mana of Ngāti Awa in its cultural settings, especially when it came to her moutere, Mōtītī.

Putiputi Kirsten Koopu, Board Representative for Ngāti Maumoana passed away on the 7th February 2022. Puti was elected to represent Ngāti Maumoana on the Te Rūnanga o Ngāti Awa Board in 2013.

He kōrero hei whakamaumahara ake ki to mātau whaea, hoa, tuahine, irāmutu hoki ki a Putiputi Kirsten Koopu.

There are numerous kaupapa one could write about Puti and her contributions towards them. She gave of herself one hundred percent to whatever she committed to and her whānau were expected to give the same effort.

But above all, she was absolutely at the forefront of any kaupapa that had anything to do with Te Patuwai –Ngāti Maumoana, her three marae, Pupuaruhe, Te Hihitaua and Te Ruakopiha and her tūrangawaewae, Pupuaruhe and Mōtītī. These were all places of cultural significance to the maternal side of her whakapapa.

Perhaps, her biggest battles occurred in the last 10 or years in three significant cases. Firstly, was the Rena battle, secondly, the battle with a fragment of her own relations stating that Ngāti Awa had no standing on Mōtītī and the last being about MACA and the crown identifying who had rights to the waterways and coastal boundaries surrounding Mōtītī Island.

Our marae benefited from the many wānanga, fundraisers, caterings that Puti organised. She was a marvellous fundraiser and people supported greatly to any initiative she was a part of.

On the 13th of October 2021, her beloved mother, Meremaihi passed away, which was a huge loss to the whānau, hapū and iwi. On the 7th of February 2022, just under three months, Puti suddenly passed in Hamilton doing what she loved outside of Iwi mahi, she was playing cards. She was returned to Pupuaruhe Marae in Whakatāne before being returned to Mōtiti where she slumbers in eternal sleep with our tīpuna at Tahuapiri Urupā.

Her sudden passing and the impact of her passing on us has been heart shattering. Since then, progress in all our hapū and iwi kaupapa has come to a halt. She had tried many times to put in place a succesion plan in the hope that her younger whanaunga would take up the many leadership roles she had. Upon reflection, we never saw a future without our Puti, and now we are left trying to find our feet and the courage again to carry on. Only time will tell...

Moe mai e Puti. E kore e mauru ake te mamae mōu kua ngaro nei i te tirohanga kanohi. A tōna wā pea e kite ai i te hua o ngā mahi i waihotia mai e koe hei hāpai ake mā tēnei reanga whakatipuranga e piki ake nei.

She was first and foremost, Ngāti Awa.

Acknowledegment to Tā Hirini Moko Mead

The greatest Ngāti Awa academic and scholar of our time, Tā Hirini Moko Mead, New Zealand anthropologist, historian, artist, teacher, writer, and prominent Māori and Ngāti Awa leader was awarded the Te Huihuinga o Matariki, Lifetime Achievement at the 2022 Matariki Awards on 14 June 2022, in Tāmaki Makaurau. Our Ngāti Awa rangātira has not only helped to revitalise te reo māori, and te ao māori across the motu, but lead many of the tribal affairs of our iwi of Ngāti Awa, established the Ngāti Awa Trust Board in 1980, the first representative body for the tribe in the 20th century. For almost 20 years the Trust Board helped to research and prepare Ngāti Awa’s case for historical redress with the Waitangi Tribunal.

Founding leader of Te Rūnanga o Ngāti Awa and Te Whare Wānanga o Awanuiārangi and the Ngāti Awa settlement process in returning the Mataatua Whare.

E whakahīhī ana mātou ōu uri ki a koe e te pāpā e te rangātira mo ō mahi rangātira e kore rawa tātou e wareware engari he kounga kua whakairihia hei pou whakawhirinaki, hei pou arataki i ngā uri o Ngāti Awa whānau.

Tū Pakari

Toi Ora

2022/2023 Annual Plan

IWI VISION 2050: Ko Ngāti Awa Te Toki Tē

Tangatanga i Te Rā, Tē Ngohengohe i te wai Core and Multi Year Activities

Whakapapa Committee

Major projects and activities for 2022/2023

NGĀTI AWA RIGHTS AND INTERESTS

Continued advocacy to recognise and provide for Ngāti Awa rights and interests across multiple platforms: our taonga, Iwi settlements, Crown, and local government –Waitangi Tribunal, Te Arawhiti, litigation & relationships

KAITIAKITANGA

Lead kaitiakitanga within the Ngāti Awa Group and provide opportunities for hapū and Iwi kaitiakitanga –Para Kore, Predator Free 2050 and Ngāti Awa Tourism Strategy

OUR STRATEGIC

Leadership & Development Strategy

FOCUS:

• Fostering the next generation of Iwi leaders

• Effective governance structures for the future

WHAT WE WILL DO:

• Taiohi leadership wānanga and summit

• Governance Review

• Partner and collaborate to achieve our strategic goals

• Ngāti Awa Workforce strategy

Wellbeing Strategy

FOCUS:

• Research & Partnerships

WHAT WE WILL DO:

• Undertake research on Ngāti Awa wellbeing indicators

• Partner & collaborate with other entities to advance Ngāti Awa wellbeing

Resources Strategy

FOCUS:

• Implement projects that have environmental, social, cultural and economic outcomes for Ngāti Awa

WHAT WE WILL DO:

• Baseline Taiao report to measure impacts

Cultural Strategy

FOCUS:

• Increasing the use of te reo Māori amongst Ngāti Awa

• Improving access to our archives & resources

WHAT WE WILL DO:

• Te reo wānanga – karanga, whaikōrero, mahi toi

• Develop te reo Māori resources for Ngāti Awa

• Implement IT tools for members –archives and Iwi register

• Implement our Environmental Management Plan

• Implement Predator Free 2050 - Ngāti Awa kaitiakitanga and workforce development

• Ngāti Awa Tourism Strategy implementation

Audit Finance and Risk Committee

Direct distributions

- hapū & tertiary

Resource Consents

Member Register

Charter and Legislation

Archive Management

Hapū capability and capacity building

AGM

OUR IDENTITY, LANGUAGE & CULTURE

Foster and promote our identity, language and culture across the Ngāti Awa Group (Group Holdings, Te Mānuka Tūtahi Marae and Rūnanga) - Workforce training and development and Ngāti Awa Tourism Strategy

STRATEGIC PARTNERSHIPS

Engage in strategic partnerships that advance our Iwi goals and aspirations – Workforce training and development and Ngāti Awa

Tourism Strategy and Predator Free 2050

VISION: Strengthening the bindings of the adze: Our culture. Our Environment. Our resources. Our people.

TE ARA POUTAMA: GUIDING

PRINCIPLES

Manaakitanga

CARING FOR EACH OTHER

Our shared obligations to care for one another, with particular emphasis on caring for our youth and our elders.

Kaitiakitanga

GUARDIANSHIP FOR FUTURE GENERATIONS

Represents our obligations to protect our culture, our environment, our resources and our people today and for future generations, in accordance with our cultural practices.

Ngāti Awatanga

OUR LANGUAGE AND CULTURE

Uphold and protect our language and culture - which derive from our shared ancestry - as the cornerstone of our unique identity.

Manaakitanga

CARING FOR EACH OTHER

Our shared obligations to care for one another, with particular emphasis on caring for our youth and our elders.

Ko Ruaihona te Marae

Ngāti Awa Education Scholarship Recipients

Ko Ngai Tamaoki raua ko

Te Pahīpoto ngā hapū.

Ko Ngāti Awa te iwi.

Ko Pia Rose Veitch tōku ingoa.

In 2020, during a time of great change and uncertainty in the world I made the decision to leave the airline industry and pursue a career in nursing. The health sector has always appealed to me as I see the role of a nurse being people centred and highly impactful on individuals and their whānau.

As I approach my final semester in the Bachelor of Nursing degree, my key aims are to be able to help address the inequities Māori face in the health sector and armed with my experience in team management, I hope to work towards a clinical leadership role where I may be able take a more policy-focussed approach in addressing those inequities.

Ngā mihi nui, Pia Veitch

Wharerau tōku ingoa

He uri whakaheke

nō Ngāti Awa, nō te hapū o Te Patuwai

Tēnā koutou, my name is Bella Rewiri-Wharerau, and I am a proud descendant of Ngāti Awa. I whakapapa to Ngāti Awa through my mother’s lineage, through my great grandfather Wiremu Tiaki Rewiri. Despite not being entirely familiar with my heritage to Ngāti Awa, I am on a journey of learning and restoring the knowledge of my family ties to Whakatāne and my iwi of Ngāti Awa. I was never raised in Whakatāne, nor in any place I truly whakapapa back to. However, I was always fortunate enough to often return to Whakatāne and Poroporo to sustain a connection to Ngāti Awa.

I am currently in my third year at the University of Otago, studying towards a double degree in a Bachelor of Health Sciences

Are you registered?

majoring in Māori Health and a Bachelor of Commerce majoring in Finance. I decided to major in Māori health as it is evident Māori are not receiving adequate health care due to many barriers and issues within our health care system. I intend to pursue a career within the Māori health workforce. Where I am able to advocate for Māori and promote Māori health. To essentially eliminate the barriers Māori are challenged with, enable our people to be more receptive to the health care system and improve the quality of life for all Māori.

So far through the course of my studies, I have gained an extent of knowledge and opportunities which has subsequently strengthened the ambition I hold, which is to better the health of Māori. I believe my studies will allow me to give back to my people, by representing my iwi and whānau within a critical role to our society and having the ability to offer my expertise to uplift the health and wellbeing of our people both mentally and physically. As I endeavor a career within the health sector, I hope to convey te reo me ōna tikanga within my role and uphold Te Tiriti o Waitangi by addressing the barriers and challenges Māori are faced with. To fundamentally achieve equity in health for Māori. I am also very excited to see what the future holds for our people as the new health reforms come into play and hope to eventually be part of that positive change when I enter the health workforce.

Tertiary Scholarships and Education Grants open February of each year. Check you are registered with us and your postal and email addresses are correct.

EMAIL: register@ngātiawa.iwi.nz or PHONE 0800 464 284

Nō reira, nei rā te mihi, nei rā te mihi.

Education Grants and Scholarship

2021/2022 Tertiary Grants

Education Grant Recipients

Emma Ruby Stewart

Kayla Haynes

Atakura Rangitia Hunia

Rangimaria Hale

Ngahera Vercoe

Armanii Erina Huitai Samson-Labrador

Charles Maru

Sophie Te Paea Te Poono

Cameron Nga-Hingerangi Phillips-Samu

Maraea Maude Gage

Nazaryth David Rangitukehu Jay-Koopu

Daniel Anthony Haynes

Paige Te Reia Hata

Ikey Ihaka Morehu Tunui

Waimarie Ataahua Hunia

Ashlea

Jennifer Margaret Woods

Pare

Te Aomihia Moana Tumai

Raeana Tyler Araroa

Misty Morning Gillies

Aroha Te Rangihau Ruha-Hiraka

Moniqua Demetriou

Jessica Keepa

Jack MacGibbon Campbell

Laken Melody Stone

Hokopū ki Te Whare-o-Toroa

Erina Te Huinga Te Aroha Brown Ngāi Tamapare

Rangiwhakapikia Taylah Hei Hei Te Patuwai

Lynette Hinemareikura Ngatai Te Patuwai

Peter Dion Ngatai

Ngāi Taiwhakaea II

Priscilla Altenburg Ngā Maihi

Tamatha-Kaye Erin Paul

Ngāti Pūkeko

Ranapia Secum Te Kurapa Keepa-Ratahi Ngāi Taiwhakaea II

Kerryn Maree Castle-Tauroa Ngāi Te Rangihouhiri II Bachelor

Tamahou Hayz Huihui Corbett Te Pahipoto Bachelor

Yvonne Mitchell Ngāti Awa ki Tāmaki Makaurau Doctorate

Shayden Michael Karanema Bell Ngāti Wharepaia Doctorate

Kataraina Robyn Cossey Ngāi Tamapare Bachelor

Javan Syntyche Ngapine McCauley-Walker Ngāti Pūkeko Bachelor

Nathan Te Hurinui Stewart

Ngāti Hokopu ki Te Hokowhitu-a-Tū Masters

Taitimuroa Harding Akuhata Ngāti Maumoana Bachelor

Maria Glennis Brostow Te Pahipoto Bachelor

Barbara Riripeti Matarena Reneti

Ngāi Taiwhakaea II Diploma

Wereta Ponatahuri Tutaki Ngāti Maumoana Bachelor

Aorere Waaka Ngāti Hokopū ki Te Whare-o-Toroa Bachelor

Education Grant Recipients Continued

Paul Jonathan Nuku

Shaun Toroa Te Rire McNeil

Liam Benfell

Teah Hingatu Anita Elliott

Carlene Aroha Bellas

Aareta Mohi

Rhys Douglas Tunganekore Mohi

Wesley-John Kauta Allan

Kimberley Wood

Antonia Marie Raynel

Taoitekura Brya Eruera

Tiaan Roia

Lavinia Terese Tanirau

Netana Samuel Barsdell

Macy Alexandra Glen

Hineani-Au-Rangi Campbell-Collier

Finnian Callum Campbell

Samantha Te Kahurangi Grace

Ngawairere Pihama

Awanuiarangi James Morris

Kohekohe Rochelle Nola Pihama

Angela Hinganoho Te Huiarangi Pateriki Taituha Warahoe

Veronica Maru

Ngāi Tamapare

Cheryl Karina Wilson Ngāi Tamaoki

Arielle Kathleen McMillan

Dyan Godsmark

Ngā Maihi

Ngāti Rangataua

Rongomaraeroa Koia Eruera Te Pahipoto

Madison Waiwhakaataata Hurkmans

Manaia Hereni Wano

Ngāti Wharepaia

Ngāi Taiwhakaea II

Pia Veitch Te Pahipoto

Elliott Monika Ngāi Tamaoki

Jackie Te Amo Warahoe

Maia Keti Krystina Tipene

Henrietta Josephine Hayes

Ngāi Te Rangihouhiri II

Ngāti Hāmua

Rosaline Hei Hei Te Patuwai

Maraia Enoka Te Pahipoto Post Graduate Diploma

Education Grant Recipients Continued

Ashley Kataraina Te Aroha Winiata-Simpson

Saffire Justene Morison

Te Hurinui Lamond Morris

Erana Mikayla Te Atamea Hurkmans

Brodie-leigh Te Oriwa Karaitiana

Petera Whaiao Hudson

Rawi Nuku Nuku

Michael Hoani Tipene Panapa

Isobel Hinerangi Anderson

Julie Elizabeth Pirere

Elaine Parekohai Hohepa

Phoenix Cheyenne Henare

Kasey Seekup

Sheridan Nitika Maxwell

Aria Tyler Moeke

Zyanne Wood

Tylah Sam Maniapoto

Merritt John Turumakina Duley

Matthew John Peryman

Marcia Nga Pikitia Hennings

Natarsha Williams

Anna Littler

Te

Denyze Doherty

Thomas Kereama Perese

Aaria Williams

Bella Rewiri-Wharerau

Wharepakau Akuhata

Ngawati Parepikiao Cook

Benjamin David Morgan

Amber Marie Paki

Heemi Brown

Nga Pikitia Nellie Hennings

Te Paea-Mei Viti Hennings

Manaakiao Taiamai Hahipene

Kataraina Reneti Panapa

Kooti Rangatahi

Looking back, we see that twelve Kooti Rangatahi Sittings were held at Wairaka Marae over the 2021-22 period. Normally there would have been twenty-two Kooti at Wairaka, but because of the Covid effect, we were only able to hold twelve.

Be that as it may, Kooti Rangatahi remains strong with more and more of our whānau recognising the benefits of Kooti Rangatahi over the normal Youth Court system and availing themselves of the opportunity.

Thanks, and recognition of the work contributed to the Kaupapa goes to many people and agencies.

• Te Kaiwhakawā (Judge) Louis Bidois

• Police

• Youth Advocates (Lawyers)

• Lay Advocates

• Ministry of Justice

• Court staff

• Oranga Tamariki

• Wairaka Marae

• Kaumātua, Kuia

• Rangatahi

• Whānau

It would be remiss not to mention the special part the Kaumātua who have since passed, played in the success and delivery of Kooti Rangatahi on Wairaka Marae.

Joe Mason, Te Tuhi Mate, Maanu Paul, were a significant influence and support of Kooti Rangatahi on the Marae. They along with the Judges recognised the need for a different way because experience showed that the Rangatahi weren’t responding to the normal Youth Court method and that it may not be the best method for them.

It is their enduring legacy that today we have Kooti Rangatahi operating on the marae, continuing to provide advice and tautoko for our Youth in the hope that they find a better pathway in life.

Charlie Bluett, Kooti Rangatahi Co-ordinator

Nō reira ka tika me poroporoake anō i a rātou

E ōku mātua e ōku māpihi pounamu. Kua oti o mahi ki runga i te papa o te whenua. Noho okioki atu i te kāinga tūturu i Paerau.

Haere, haere, haere atu rā.

Tātai whetū ki te rangi, mau tonu, mau tonu. Tātai tangata ki te whenua, ngaro noa, ngaro noa.

Te Kaupapa:

Provide a cultural environment and experience for Rangatahi and Whānau.

Network to assist Rangatahi post prosecution. Seek positive opportunities for the Rangatahi post Kooti Rangatahi.

Kaitiakitanga

GUARDIANSHIP FOR FUTURE GENERATIONS

Represents our obligations to protect our culture, our environment, our resources and our people today and for future generations, in accordance with our cultural practices.

Ōhiwa Harbour Implementation Forum

ESSENTIAL FRESHWATER POLICY PROGRAMME (EFPP)

The EFPP is BoP Regional Council’s work programme to implement the requirements of the National Policy Statement for Freshwater Management 2020 (NPSFM)

TANGATA WHENUA ENGAGEMENT.

Freshwater is a tāonga and integral to the whakapapa of tangata whenua. The NPSFM sets out increased expectation of active involvement of tangata whenua in freshwater management, including recognition and provision of Mātauranga Māori and identifying attributes or indicators relating to compulsory mahinga kai value and any other values identified by tangata whenua and Council. These are critical with respect to setting limits for Freshwater Management Units (FMUs) informing environmental outcomes, and the recognition of Mātauranga Māori monitoring methodologies.

Several Iwi are participating in the Freshwater policy mahi through draft policy consideration or project engagement.

AWHI MAI, AWHI ATU, SUSTAINABLE SEAS, NATIONAL SCIENCE CHALLENGE PROJECT (MUSSEL REGENERATION)

(Kai mahi, Professor Dr Kura Paul-Burke and PhD student Megan Ranapia)

• The Awhi Mai, Awhi Atu project is well ahead of the planned schedule. The project was funded from 2019 until June 2023.

• In 2019, K4 was the last traditional mussel bed remaining in the harbour with approximately 78,000 mussels.

• In 2021 the mussel population has grown to approximately 745,000 mussels throughout the harbour.

• A strong measure of success would be if K1 and K2 beds were still there in the future.

• In January 2022, tuangi and pipi surveys were undertaken in the harbour and 5 million tuangi were estimated on the western side. Results confirmed that they were smaller than usual which could be attributed to a number of factors.

• An unexpected Tītiko bed was discovered along with some scallops and Horse Mussels.

• Horse Mussels helped clean the water, but these had thin shells due to high acidity in the water. Recreational dredging has had a detrimental effect on their population.

• Sea star management trials showed that they were still reproducing and recruiting in the harbour

• Different removal methods were being considered including trapping and diver removal.

• Sea star sampling had been completed and lab testing showed encouraging results for marine protein, which is important for skin and bones. Using them as food for worm farms were also being considered as an option

Na, Charlie Bluett, Customary Fisheries Manager

Tuna (Longfin eel) Species: Anguilla dieffenbachia

Longfin eels have a complex lifecycle. Most of their life is spent in freshwater, followed by migration to the marine environment for reproduction.

Longfins are one of the largest, slowest growing and longestlived eel species in the world. Females can live for over a century, meaning they may be exposed to the impacts of environmental changes over multiple decades and climate change over their lifetime. Large eels play an important role in determining the population structure and these large eels affect species composition, sex ratios and size distribution. Longfin eels breed once in their life and die after spawning. They can produce millions of eggs and large females are more fecund than smaller females.

EXPOSURE TO MULTIPLE PRESSURES.

Species that are already facing multiple threats are often considered more vulnerable to climate change.

Longfin eels are ranked as “at risk declining” by DoC and “endangered” by the International Union for Conservation of Nature.

Pressures on longfin eels include the commercial eel fishery, in-stream barriers to upstream and downstream migrations, and mortality at Hydro-structures. Roughly one third of the available longfin eel habitat is estimated to be impacted by both Hydroelectric dams and commercial fishing. Drought is recognised as a significant ongoing threat to longfin eel, potentially affecting 50% of the population in New Zealand.

COMPLEXITY IN REPRODUCTION.

Longfin eels have several characteristics that likely increase their vulnerability to climate change. They migrate from freshwater to the Pacific Ocean to spawn, a spawning migration that spans thousands of kilometres. Sex-specific differences in migration time are known with males generally migrating to sea in April, and females during late April and May. The adult migration to the spawning grounds takes approximately 6-9 months. Females that do reach the spawning area must encounter males and spawn and they reproduce in large aggregations. However, the location of their spawning ground is unknown and therefore spawning behaviour has never been observed.

Gender is thought to be determined principally by environmental factors, particularly temperature, meaning sex ratios are vulnerable to changes in temperature.

Longfin eels are only found in New Zealand. They can travel up to 300kms inland and are distributed from sea level up to 1150 metres elevation. They can be found in many high-country lakes and rivers.

Na, Charlie Bluett, Customary Fisheries Manager

Taiao Report

JOSEPH HŌHEPA MASON

We acknowledge the passing of Dr Joe Mason whose steadfast and resolute contributions to the protection of our taiao are warmly remembered. Through Joe’s example Ngāti Awa continues to enjoy significant places once vulnerable to irreversible modification. He helped protect the wetlands and flax-dying paru near the yacht club in Whakatāne River, all the rocks at the river mouth, Te Horo at Ōhiwa Harbour, and many, many more waahi tapu and taonga from damage, destruction, and inappropriate development. His example reminds us to be steadfast and determined as we carry on in our exercise of kaitiakitanga.

E tangi kau ana te ngākau, e heke ana a hūpe, a roimata mōu e Koro Joe. Moe mai, moe mai, okioki atu rā, e te rangātira.

Kia

whakapūmau i te hihiri ō ngā tāonga ō te Ao Taiao, ō Ngāti Awa, kia kore ai e tihotihoi, hei aitua tai-matemate, ko te whakamutunga, ko whatu ngarongaro, ki tua pō-uriuri:

Be steadfast and resolute, cherish, sanctify, and perpetuate, the dynamics of Ngāti Awa’s environmental and conservation ethos, so that it does not wander aimlessly, to become a casualty of decay, and consequently disappear into obscurity.

Taiao Group is mandated to deliver kaitiakitanga by Te Ara Poutama strategic obligations to protect our environment, promote the relationships of Ngāti Awa people and their culture and traditions with their lands, waters, sites, waahi tapu and other ancestral taonga, today and into the future.

pūkeke manawa rahi, kia mau mata-popore, kia

TAIAO GROUP CHANGES Departures

We wish to thank and acknowledge four Taiao staff who have departed the Taiao Group this year.

Michal Akurangi & Jaymie-Kate Wardlaw

In May 2022, Michal Akurangi vacated the role of Manager Taiao to take up a new role as a Senior Policy Analyst with the Ministry for the Environment. Michal’s stalwart service over four action-packed years achieved many positive kaitiakitanga outcomes including the Cultural Values Statement regime, an improved consents assessment process, and establishment of the Korehāhā Whakahau Project, the Korehāhā Rangahau Project and Te Māhere Rautaki Wai Māori o Ngāti Awa Project for freshwater management.

In April 2022 Jaymie-Kate Wardlaw departed the role of Consents and Policy Planner for a new role with the Ministry for the Environment as well.

We bid farewell to Korehāhā Whakahau Administrator Naedene Stewart whose longstanding service to Te Rūnanga o Ngāti Awa has been greatly appreciated by us all. Naedene also leaves for a position with the Ministry for the Environment. We wish Naedene, Jaymie-Kate and Michal all the best in their new roles and look forward to collaborating with them on reforms to the RMA.

Te Rangimarie Williams and Te Konae Ltd also departed their role as consents assessor in August 2022, after four years’ sterling service in that position.

Arrivals

Taiao Group has warmly welcomed the following staff in 2022:

• John Eruera - Korehāhā Whakahau Project Kaiwhakahaere (Operations Manager)

• Damon Sturmey – Korehāhā Whakahau Kaimahi

• Karla Akuhata – Marketing & Communications Advisor for Korehāhā Whakahau and Rangahau

• Rob Whitbourne – Korehāhā Rangahau Project (to 2023) Kairangahau Matāmua (Senior Researcher)

• Lanae Cable – Korehāhā Rangahau (to 2023) Kairangahau (Researcher)

• Te Kawa Robb – Korehāhā Rangahau (to 2023) Kairangahau (Researcher)

• Jolene George - ESR Iwi Coordinator (secondment) – Te Mahere Rautaki Wai Māori o Ngāti Awa Project (to 2024)

• Gina Mohi-Helmbright – Project Manager, Te Mahere Rautaki Wai Māori Project (to 2024)

• Te Aurere Williams – Taiao Administrator

• Beverley Hughes – Interim Taiao Manager

• We also look forward to the return of Communications & Engagement Advisor Merenia Sawrey in January 2023.

2022 HIGHLIGHTS

Te Mahere Rautaki Wai Māori o Ngāti Awa Project – Gina Mohi-Helmbright and Jolene George.

We are delighted to welcome Ms Gina Mohi-Helmbright to the position of Kaihautū Wai Māori having successfully negotiated her secondment from the position of Putaiao Mātauranga in the Science Team at Bay of Plenty Regional Council.

Gina has been supporting Te Wai Māori o Ngāti Awa project since its inception. Former Environmental Unit Manager for Te Maru o Ngāti Rangiwewehi Iwi Authority, Environment Court Commissioner, and a Conjoint Bachelor and Master of Resource & Environmental Planning and Earth Sciences, and advisor to Te Mana o Te Wai Funding team at the Ministry for the Environment, Gina brings experience, capability and skill to the role and now commences the planning and recruitment process in earnest.

Ms Jolene George (Environmental Science Research Institute is seconded from He Wai Māpuna Programme to TRONA for two years in the Iwi Coordinator role assisting the Kaihautū Wai Māori and Taiao Manager in communicating iwi and hapū wai aspirations in support of the Ngāti Awa freshwater strategy and the Ngāti Awa Environmental Plan.

Jolene’s current focus is to work with Gina on co-design and implementation of the mauri assessment framework and pilot study.

Whakatāne & Kawerau Districts Spatial Planning Project

A Spatial Plan is a futures focused high-level strategy document that identifies places in a space that might be developed for human uses, after careful consideration of geographical, natural, and cultural characteristics of the space.

As part of the RMA reforms, the Spatial Planning Act will be formalised after the Natural and Built Environment Act comes into force in early 2023. Developing a spatial plan now will help Whakatāne and Kawerau district councils prepare, including for funding rounds that commence if the 3 waters reform is ever concluded.

Whakatāne and Kawerau Spatial Plan districts is being developed between December 2021 and June 2024, in two phases:

• Phase 1: will identify Rangitaiki Plains and Whakatāne, Kawerau urban growth areas

• Phase 2: will identify the southern part of the Whakatāne Districts land area

Manager Taiao has attended one Council Leadership hui and two technical group meetings contributing to draft reports and promoting Council’s engagement with the Ngāti Awa community including Rūnanga and NAGHL executives, Ngāti Awa Māori Land Trusts and ngā uri o ngā hapū o Ngāti Awa in the coming spatial planning processes for both phases.

LEGISLATIVE REFORMS

Three waters reform

Ngāti Awa rohe is within the massive Three Waters ‘Entity B’ area encompassing Waikato, Bay of Plenty and Taranaki regions and upper parts of ManawatuWhanganui region (Ruapehu, Whanganui, and Rangitīkei).

In June 2022, TRONA expressed conditional support for Iwi Secretariat initiative led by Te Arawa Lakes Trust which offers technical support, advice and a modest putea of $15,000) to each participating Iwi.

Te Rūnanga o Ngāti Awa conditions included:

• Recognition that Te Rūnanga o Ngāti Awa is the mandated representative body for the confederated hapū of Ngāti Awa, and no other entity is entitled to do so

• The Crown must uphold this outcome of the treaty settlements process

• promoting the principles in the Mātaatua Declaration on Water

• reserving its rights and interests in freshwater

• reserving its discretion to determine what Te Mana o Te Wai means to Ngāti Awa

• opposing privatization of water and a water permitting that marginalizes Māori land lessors whose lessees may hold water permits for use on their Māori land

• promotes research into groundwater and surface water bodies.

WHAKATĀNE RIVER

Te Rāhui Herenga Waka - Boat Harbour

On 23 June 2022, resource consents were granted by Ministers David Parker (Environment) and Kiritapu Allen (Conservation) for Te Rāhui Herenga Waka Boat Harbour, in accord with the recommendations of the Environmental Protection Authority.

Recommendations in TRONA cultural impacts assessment and responses feature in thirteen consent conditions designed to mitigate adverse effects on Whakatāne River, wetlands, biodiversity, biosecurity, ecology, access, water quality, management of contaminated soil, Ngāti Awa traditions and customary activities including white-baiting, swimming, waka ama and crossing the river to Ōpihi.

TRONA’s Taiao Manager will continue to work with in the Technical Reference Group alongside BOPRC, Whakatāne District Council staff to identify what the consent holders will need to do to comply with the consent conditions imposed by the EPA. TRONA Taiao will continue to monitor consent conditions for the duration of the consent term, at the cost of the consent holders.

BOPRC Easement for Flooding Protection and Return of Land to Te Rāhui Lands Trust

TRONA has supported the Bay of Plenty Regional Council easement for continued use of the floodwater channel at 44 Keepa Road, to ensure Māori land in the Kōpeopeo catchment area continues to be protected from stormwater flooding in future. Careful consideration of the dual use of the channel and return of land at 44 Keepa Road to Te Rāhui Lands Trust, was also supported by TRONA Board.

Opihi Whānaungakore

In May TRONA decided:

• Not to appeal the High Court decision on the Ōpihi resource consents to the Court of Appeal but to find another way to fight the proposed development

• To pay the High Court costs incurred by TRONA and other Ngāti Awa parties including Ngāi Taiwhakāea and the Ōpihi Whānaungakore Urupā Trustees

• To appeal the Heritage NZ decision to issue an archaeological authority to MMS GP Ltd subdivision consent, in the Environment Court

TRONA’s appeal against Heritage NZ in the Environment Court is currently scheduled to be heard on 5 to 7 December 2022 at Te Mānuka Tūtahi at Whakatāne, where evidence prepared by Tā Hirini Mead and Michal Akurangi will be heard by the Court.

TRONA has also lobbied central and local government representatives to find alternative locations for the proposed residential and retirement village developments and is also engaging with BOPRC consents staff on earthworks consents that were withdrawn by MMS GP Ltd in 2021 but which may be relodged after the archaeological authority appeal is heard in November 2022.

Stormwater network

Since May, Team Taiao has been notified of four wastewater spills to Whakatāne River caused by heavy stormwater inflows overwhelming the current system or cracked and illegal and improperly installed hook ups resulting in infiltration that mixes wastewater with stormwater that then flows to Whakatāne River.

Whakatāne District Council and TRONA Taiao are working through a programme of action to reduce these overflows and aim to resolve these ongoing three waters infrastructure issues in 2023.

RANGITAIKI RIVER

Fonterra Wastewater Treatment Plant TRONA Taiao and the Rangitāiki Hapū Coalition have assessed and supported Fonterra’s proposal to establish a new wastewater treatment system to minimize nutrient and contaminant discharge to Rangitaiki River.

TRONA’s recommended consent conditions include ongoing mauri monitoring before, during and after the treatment system has been established.

TARAWERA RIVER

Tarawera Awa Restoration Strategy Group As a result of the Rangitihi Treaty Settlement a new Tarawera Awa Restoration Strategy Group has been established to which Pouroto Ngaropo has been nominated by Te Rūnanga o Ngāti Awa Board decision in June 2022.

Tarawera River Tangata Whenua Forum The Tarawera River Tangata Whenua Forum was established in 2010 by Ngāti Awa, Ngāti Tūwharetoa and Ngāti Rangitihi and Tasman Mills Carter Holt Harvey and Norske Skog Tasman to enable them to work constructively on environmental matters concerning Tasman pulp (CHH) and paper (NST) mills and the effects of the mill’s activities on Tarawera River, on land, air and for the benefits of tangata whenua parties, the people living in this area.

With the departure of Norske Skog Tasman in 2021, remaining industry Oji Ltd has now proposed a new Memorandum of Understanding to update that established in 2009. Team Taiao and Ngāti Awa representatives Miro Araroa (Ngāti Hāmua) and Boyce Kingi (Ngāi Tamaoki) are working on development of the new MOU with Oji Ltd and informed by TRONA Manahautū and the newly appointed member to the Tarawera Awa Restoration Strategy Group, Pouroto Ngaropo.

CO-MANAGEMENT

Te Tapatoru a Toi

Te Tapatoru ā Toi Co-Management Governance Group for Moutohorā, Tauwhare Pā and Ōhope Scenic Reserve is reviewing Ngā Tikanga me Ngā Kawa Terms of Reference and Te Tapatoru ā Toi Conservation Management Plan (CMP).

Matatā Advisory Committee – new members including Rangitihi

Established in 2005 as a result of the Ngāti Awa Settlement, the Matata Reserves Joint Advisory Board is now being refreshed to formally welcome recently settled Ngāti Rangitihi membership.

As well, newly appointed Ngāti Awa representatives to the Joint Advisory Board include Stan Ratahi (Ngāti Hikakino) and Manurere Glen (Ngāi Te Rangihouhiri II) by nomination by the TRONA Board meeting of June 2022. Kawerau – District boundary adjustments, consents on industrial land

Kawerau District Council, with letters of support from affected landowners, has applied to the Department of Internal Affairs to expand its district boundaries to encompass the Pūtauaki Trust block, Manukorihi Block and Kawerau A8C into the Kawerau district to enable further expansion of the Pūtauaki Trust Industrial Park and correct four historical anomalies that bisect three out of four Māori land blocks, so parts are in Kawerau district and part is in Whakatāne district.

Two Māori land trusts opted not to be included in the boundary adjustment.

The end of this financial year marks the completion of year 2 of a 5-year project by Korehāhā Whakahau.

To date the project is on track to successfully complete its aims and objectives by 2025 with all required milestones met so far.

In the first year of operation, Korehāhā Whakahau installed a virtual fence, which is comprised of a network of traps and cameras, on the southern boundary of the Ngāti Awa farm. To bolster this mahi, contractors have started to build a modified fence and this work should be finished by December 2022. Archaeological permission for the new fence-line in the hills of the farm was granted which was a major achievement given the complexity of the archaeology present.

Work to secure agreements with key landowners in the Eastern Section has taken more time than estimated but progress is being made in securing agreements with owners of land blocks greater than 10ha in the eastern sector of the project area by December 2022.

Korehāhā Whakahau is the first Iwi led Predator Free 2050 project in Aotearoa NZ. It seeks to eradicate possums from 4,700ha of land within the rohe of Ngāti Awa - including Whakatāne, Ōhope, and Ōhiwa – by 2025, without using toxins and establish biodiversity career pathways by building capacity and capability in Ngāti Awa kaitiaki.

Fence installation Korehāhā Whakahau project progress map up to July 30, 2022.

Percentage of goal reached: 38%

In addition, a communications campaign targeting all residents in the Whakatāne and Ōhope residential area is about to roll out, and this will help support the implementation of the Ōhope community operational programme and mahi in the northern sector. Likewise the enhancement of relationships with key volunteer groups and entities including Whakatāne Kiwi Trust, Halo and kaitiaki is also advancing.

Additionally, Korehāhā Whakahau has been very busy with its engagement activities including developing a programme with Te Kura ō Te Pāroa. Ngā Māhuri involved Korehāhā Whakahau delivering a wānanga to the senior school at Te Kura ō Te Pāroa. From the wānanga, 10 taiohi were selected to join Korehāhā Whakahau once a week during Term two to walk alongside the project and learn about what it takes to be an active kaitiaki. The purpose of the programme is to inspire the next generation of Ngāti Awa kaitiaki.

Korehāhā Rangahau

The Korehāhā Rangahau team aims to research Ngāti Awa mātauranga taiao to apply in the Korehāhā Whakahau project and support Ngāti Awa aspirations of growing and strengthening our mātauranga kaitiakitanga mo te taiao by:

• Researching – connecting with our pūkenga taiao, our histories and ecological knowledge together to create a resource of mātauranga taiao mo te ngāhere.

• Reflecting on the process –understanding the unique nature of Mātauranga-a-Iwi, its revitalisation and application as kaitiaki.

• Integrating mātauranga into the Korehāhā Whakahau mahi

• Growing Mātauranga Together - bringing Mātauranga Taiao into our work, our kura, to whānau and marae, to lift our collective connection, understanding and responsibilities to te Taiao.

Highlights for the research kaupapa in the first half of 2022 include:

• Employment of Lanae Cable, Te Kawa Robb, and Rob Whitbourne as researchers welcomed into Korehāhā Whakahau in January 2022

• Lanae and Rob leading wānanga with Korehāhā Whakahau team members on traditional uses, whakapapa and tikanga associated with native trees, plants and animals, and the use of the whenua in traditional practices

• Researching tīpuna kōrero relating to the ngahere within the Ngāti Awa Research Archives (NARA), Whakatāne Museum, Te Whare Wānanga o Awanuiārangi, Archives New Zealand, National Library and Te Papa. A wealth of ngahere related knowledge is being collected to both support this research, but also the mātauranga taiao of the iwi.

• Developing a research methodology grounded in Ngāti Awa tikanga and kawa.

• Supporting the Ngā Māhuri kaupapa with rangatahi from Te Kura ō te Pāroa.

• Supporting and presenting at various Predator Free 2050 Limited workshops and events.

Korehāhā Rangahau will begin conducting interviews and workshops with various individuals and groups in coming months with mātauranga will be collated, and applied within the Korehāhā Whakahau project, and then shared back with ngā uri o Ngāti Awa. This will include developing resources, supporting kura and leading wānanga, to ensure these tāonga tuku iho remain strong and part of our lives. We are looking forward to getting out and talking with many of you through the second half of 2022 and early 2023.

Ngāti Awa Research & Archives

The year 2021-2022 found IT dealing with COVID-19 related issues. Supply chain interruptions caused lead times for IT equipment to roll into months in comparison to days pre covid. Multiple scenarios of traffic light changes, lockdowns, working in bubbles, working from home, and finding ways to communicate quality information to Uri provided a challenging but exciting space for the IT team to solve issues in a fast and agile manner

During this period, we rolled out Working from Home kits, Vaccine Pass checking, a covid website and the first Virtual AGM for Te Rūnanga o Ngāti Awa!

IT infrastructure and security was key during covid, with most of world staying home the hackers were busy and in line with this new threat the first Cyber Security Audit was conducted under the mantel of the Audit, Risk and Finance Committee. This audit highlighted the need for tightening up of security in websites, email, Office 365, and finance processes, and is an ongoing process for IT to keep abreast of.

Out of the Rūnanga Covid response sprung Te Toka Tū Haumaru project and with-it new boundaries for IT to push in terms of mobility, data security and development. With Te Toka Tū Haumaru came IT’s most exciting work for the year with the development of:

• Tieke Hub APP – that allowed Tieke in the project to interact directly with the register whilst out in all corners of our hapori using an inhouse designed mobile workbench installed in cellular capable ipad pro.

• Tū Haumaru APP – The new Te Rūnanga o Ngāti Awa APP that will allow our Uri to keep up to date with the Rūnanga and Ngāti Awa no matter where they are in the world, placing all the information they need at their fingertips all in one place.

• A new member portal - that will allow Uri to keep contact details up to date, apply for Education Grants, register for Events and Wānanga and many more things.

• Improvements in the Member Register to ensure that relevant information regarding housing, health, education, and employment are being gathered so that the Rūnanga can better understand the needs of our Uri. Providing better communications with our Uri and Community lead to the development of 3 new websites.

• Mātauranga Ngāti Awa - Information and Knowledge worked with Te Kāhui Ako to produce www.Matauranga.Ngatiawa.iwi.nz as TRONAs contribution to the new Aotearoa NZ Histories curriculum. All information on this website was taken from already approved sources and documents in NARA and is an ongoing collaboration.

• Projects Ngāti Awa – Key projects from Te Rūnanga o Ngāti Awa.

• Mateurutā – this temporary website was part of the Te Toka Tū Haumaru project, and collated information from reputable nationwide, international, and local sources. It provided easy to use information on Marae closures, how to use RAT packs and the statuses of various lockdown procedures in Aotearoa.

Mātauranga Ngāti Awa

Projects Ngāti Awa

Ngāti Awa Research and Archives (NARA) moved forward in leaps and bounds with digitisation this year due to the successful funding application to Te Papa and Ngā Tāonga respectively. Te Papa funding allowed for the fulltime employment of the Digitisation Administrator.

The increase in hours meant the increase in documents processed culminating in a total of 8872 documents digitised by June 30, 2022. Ngā Tāonga Sound and Vision furnished NARA with a full AV digitisation kit and trained interested staff in its use. With upwards of 150 videos and 400+ cassette tapes to digitise this kit will increase the accessibility of precious kōrero that NARA holds for our Uri.

NARA Research Library itself experienced a quiet period due to COVID as we were not accepting onsite visitors, but our Research Facilitator was kept busy assisting projects, MACA, and online/email requests. This is a high demand service and always much appreciated.

Te Toka Tū Haumaru project saw positive results in the Member Register with the two-pronged attack of updating by the Tieke and data cleanse by the Register Officer and the Data Cleanse Admin.

Data cleanse has dealt with missing gender data; city, suburb, postcode and country in the wrong fields and bad email addresses. The Data Cleanse team has onboarded another staff member and as a team they have touched 9000+ records to cleanse the data in them. This again is an ongoing process and there are hopes that this will continue into the next year.

Information and Knowledge as a department has now been in existence for five years. The forming of this department has provided a holistic approach to past present and future data and knowledge and they way that the Rūnanga deals with it. At this 5-year mark it is now time to look from the initial building period to setting down a roadmap to future and I for one look forward to this new challenge.

2 Physical Servers

10 wifi access points

17 iPads

2 IT Staff

39 mobile phones

76 User Laptops

4 Sites

3 Eftpos Machines

110+ Users

Ngāti Awa Tourism

Ngāti Awa House

Ngāti Awa Farm

Te Mānuka Tūtahi

Ngāti Awatanga

OUR LANGUAGE AND CULTURE

Uphold and protect our language and culture - which derive from our shared ancestry - as the cornerstone of our unique identity.

Project Management Office Report

WHAKAPAPA

In 2020, Te Rūnanga o Ngāti Awa and Ngāti Awa Group Holdings Ltd achieved significant funding streams from Ministry of Business Innovation and Employment (MBIE) and Te Puni Kōkiri to progress a range of exciting projects that would deliver substantial benefits for ngā uri o Ngāti Awa with broader outcomes across our rohe.

OUR MAHI

The Project Management Office (PMO) was created and designed to complete the following projects. Through these projects we are continuously learning, improving and have been able to do so much more for ngā uri, including upskilling, community engagement and events like Matariki Whakapiri.

• Te Ara Mahi Project (Pg 53-55)

• Marae Cluster Project (Pg 56-57)

• Ara-Wai Whakahau Project (Pg 58-59)

• Building Resilient & Sustainable Communities (Pg 60-61)

Ehara taku toa I te toa takitahi.

Engari, he toa takitini

ABOUT US

We are a relatively new team to Te Rūnanga o Ngāti Awa, we come with various experiences, knowledge, skill sets and connections, however we all come with the passion to work for Māori, work for Iwi, and work for ngā uri o Ngāti Awa.

Te Ara Mahi

PROJECT BACKGROUND

In 2020 Te Rūnanga o Ngāti were successful in their application for the Te Ara Mahi fund through the Ministry of Business Innovation and Employment. The purpose of the funding is to coordinate Marine Training Programmes and develop a Workforce Development framework to service the employment gaps within the Whakatāne district.

RECRUITMENT

The recruitment of kaimahi has been long, taking four recruitment drives to finally appoint a dedicated Te Ara Mahi team.

Programme Coordinator

To manage the strategic, operational, and technological aspects of the project leading it from ideation through to completion. Your role will be to facilitate the effective management of a workforce development ecosystem in Whakatāne.

Project Administrator

To provide effective administration and support to the reporting manager and project payroll, contributing to the successful delivery of the project.

Rangatahi Mentor

To support youth to achieve education, employment or training outcomes that lead to higher education and sustainable employment opportunities.

Workforce Navigator

O

To direct and support people into the relevant existing services and support on offer and work with the local workforce to identify any new assistance that needs to be provided.

STRUCTURE

TRAINING

We in the Project Management Office recognise the relationship between upskilling and meaningful employment.

As such we have been working hard to establish relationship with local and regional training providers to procure training initiatives for this area. Whilst we are still in our infancy, we have secured a small portfolio of training courses to compliment on offer for our whānau and wider hapori. Our initial focus was the Marine sector and servicing the recruitment deficit at Extreme Boats however, we have been able to secure training in other sectors.

TE RUNANGA

NGĀTI AWA - TE ARA MAHI

Chief Executive Officer Te Rūnanga o Ngāti Awa

Programme Manager Project Management Office Workforce Navigator

Project Administrator Technical Training Centre Manager

Project Manager Te Ara Mahi

Apprentice Supervisor

Rangatahi Mentor

PARTNERSHIPS

ORGANISATION

Boats Employer

Vertical Horizonz Training Provider

Toi Ohomai – Te Pūkenga Training Provider

MAST (Marine and Specialised Technologies) Academy Training Provider

Te Puna Ora o Mātaatua Pastoral Care

• Employment in Boatbuilding and manufacturing

• Provides practical venue for training

• Short courses

• Micro credentials

• Marine training programmes

• Marine training programmes

TRAINING PROVIDER LEARNINGS PATHWAYS

Launch It! MAST Academy

• Alloy welding

• Work in a team – unsupervised

• Refit or construct new vessels using alloy

• Workplace Health and Safety

• You and Your Team

• Your Tools and Equipment

• Sustainability

• Deck crew duties

• Basic operational tasks

• Workplace Health and Safety

• Basic sea safety and survival

• Maritime emergency procedures

• First Aid

• MAST Academy Apprenticeship with Extreme Boats

• Boatbuilder

• Marine Fabricator

• Welder

Engineering Level 2

• Boatbuilding techniques

• Composites

• Construction

• Design

• Qualified Deck Crew

• Skipper (coastal or offshore)

• Deckhand

Agriculture Level 3 Vertical Horizonz

• Workplace Health and Safety

• Operational activities

• Operate vehicles

• Specialist equipment

• Infrastructure

• Apprenticeship with Extreme Boats

• Boatbuilder

• Marine Fabricator

• Welder

• Junior Shepherd

• Farm Assistant

Construction Pre-Trade Vertical Horizonz

• Safe work practices at height

• Safety harness systems

• Heigh safety equipment

• Scaffolding

• Elevated work platform and forklift

• First aid and life support

• Building Apprentice

• Scaffolder

• Roofer

Chainsaws Vertical Horizonz

Quad Bikes Vertical Horizonz

Light Utility Vehicle Vertical Horizonz

Tractor Vertical Horizonz

Farm Bike Vertical Horizonz

Four Wheel Drive Vertical Horizonz

• The purpose of these short courses is to provide tauira with the knowledge, skills, and attributes to operate vehicles and machinery effectively and safely. Tauira will also learn 'best practice' guidelines with a strong emphasis on operator responsibility and accident prevention.

• Junior Shepherd

• Farm Assistant

• Warehouse worker

• Stockyard

PROJECT REDEPLOYMENT

The focus for the Project Management Office is employment continuity. Our aim is to expand professional portfolios and increase employment options through effective training programmes, pre-apprenticeship initiatives and redeployment opportunities. In the last 6 months, the team has been working with project kaimahi whose employment is ending. This includes kaimahi from the Ara-Wai Whakahau and Marae Cluster Renovations projects.

WORKFORCE DEVELOPMENT

SUMMARY

Overall, we are still in the initial stages of development for the Kanoa Project. Our focus right now is to finalise and improve our processes and policies for Marine training and Workforce development to ensure we get it right.

MARINE TRAINING PROGRAMMES

The ongoing engagement with employers to ensure that there is mahi at the end of the pathways is of extreme importance, we are not going to set the tauira up for failure.

Continual engagement with education providers to develop courses that are not currently provided by other institutions.

All the available Ngāti Awa programmes are undergoing development for the tikanga and historical components that will sit alongside our courses to ensure the tauira engage and resonate with their heritage.

This project is going to have a significant impact on the Whakatāne Hāpori, the Ngāti Awa uri will have the ability to come and meet with our employment and education teams to plan for their future.

Marae Cluster Report

SUMMARY

March 2021 marked the beginning of the marae cluster project and in June 2022 the last of the marae fully completed their work and were able to officially reopen their doors to whānau and hapū. Through the duration of the project, we not only achieved the objectives of the funder, Ministry of Business, Innovation and Employment (MBIE), but far exceeded whānau and hapū expectations.

Some of those outcomes included:

a Immediate redeployment of workers impacted by COVID-19

b Employing Ngāti Awa uri

c Whānau and hapū returning to the marae

d Marae buildings and infrastructure made safe and compliant

e Immediate financial injection into the local economy via the engagement of local suppliers and sub-contractors to complete marae work.

MARAE WORKS COMPLETED

Work schedules, although different, shared common areas of high need including:

• re-roofing of marae buildings

• Fencing and landscaping

• Repair, replace and install flooring

• Carpark and driveway installation and repairs

• Internal reparation of marae buildings

• Repair and installation of waharoa

• Updating of electrical systems

• Repair and installation of whakairo

• Earthworks

• Repair and install lighting

• Internal and external painting

• Carving reparation

REDEPLOYMENT AND SUPPORT

The most valued asset throughout the entire project has been the Kaimahi. Through the project, Kaimahi have gained real transferable skills from the building and construction industry, their confidence continued to grow as the project went along, individuals demonstrated an excellent work ethic, and with the support of the PMO team, they were transitioned into other fulltime employment at the end of their projects.

Some of the interventions to support the Kaimahi transition to work included:

• Working with 27 kaimahi to develop CVs and provided employment references

• 4 kaimahi passed their Class 1 driver license

• 23 kaimahi engaged by pastoral care support

• 10 kaimahi completed Growsafe Basic Certificate

• 6 kaimahi completed Wheels, Tracks and Rollers

• 3 kaimahi completed Class 2 Learners and Full

He Marae iwi kore he maumau, He iwi marae kore ehara.

FEEDBACK

We as Te Rūnanga o Ngāti Awa have faced many challenges and learnings throughout this entire project from operating within MBIE processes, change in leaderships, Covid-19, communication, to recruiting staff on the go and creating many new relationships. This was an entirely new and big project for all of Te Rūnanga o Ngāti Awa and the first of its kind in many ways. Post Project we released an open survey through many channels to gain feedback on the entire project from others and these were the averages from 1 (not good) – 10 (very good) to our proposed questions.

How satisfied were you with the overall outcome of your renovation project?

How satisfied were you with how your project was delivered?

How likely are you to engage with our project management team for future projects?

There were also many highlights within this project from seeing the skills and growth cultivated in kaimahi, witnessing Iwi, hapū and whānau reconnecting and collaborating to get works done, and admiring the many works completed.

For Michelle Merito (General Laborer at Te Pāhou Marae), she loved ‘seeing what the old people used in the past to build the marae’ as they just used what they had available at the time as well as the support she received during training which ‘gave her the confidence that she could do it’. For Riki Burnett (General Laborer for Te Rewatu Marae), this mahi taught him about his ‘marae, whakapapa knowledge of history, hapū, iwi, and self-belonging to his whenua and knowing that he had a part in rebuilding it is a feeling never to be lost’.

MINISTRY OF BUSINESS, INNOVATION

The on-going relationship with MBIE has been positive and communication remains regular.

The PMO team hosted 2 site visits for MBIE and representatives of Kanoa, the Regional Economic Development & Investment Unit of Ministry of Business. 10 of the 12 marae were visited to showcase the great work being achieved despite the many challenges that marae and kaimahi needed to navigate for example, delays caused by Covid-19, and supplier material shortages and delivery delays.

CONCLUSION

Through the marae project we were able to upskill and develop kaimahi for better future pathways and marae were renovated eliminating health and safety issues, restoring marae to current building compliance. Since the completion of the Marae Cluster Project, many of the marae have held re-opening ceremonies, to celebrate their hard work and allow whānau, hapū and iwi to return to their marae and appreciate the newly renovated spaces.

Ara-Wai Whakahau Project

PROJECT SUMMARY

The Ara-Wai Whakahau project was established by Ngāti Awa Group Holdings Ltd (NAGHL) and funded by Kānoa to restore the quality of waterways on Tumurau, Ngakauroa, and Ngāti Awa Farms. This was achieved through riparian fencing and planting. By erecting fences along paddock waterbodies, stock is unable to access these areas, reducing the risk of waste seeping into the waterways. The planting of native plants results in an effective filtration system as their roots act as a natural sieve to catch waste. These measures will ensure the drastic reduction in chemical, faecal and sediment pollution to the waterways, leaving fresh water for the flora and fauna livelihood.

TRAINING COMPLETED

COMPLETED WORKS

Over the last year, our team has been successful in eradicating a variety of weed species across 9ha of farm. During the winter months, there has been approximately 35,000 native plants and trees planted with a maintenance process of grubbing and release spraying. This is repeated an additional four rotations to ensure each plant remains in optimal health until it reaches a level of maturity where it can thrive on its own. It has taken a year and we are finally pleased to see our native plants flourishing. Our contractor Morrison Fencing has had the privilege of teaching and mentoring three apprentices from the Ara-Wai over the project. Their hard work is demonstrated through the quality of their mahi and with the erection of 75km of fence lines! The team along with Morrison Fencing have seen a massive transformation of the farms and brought this project through to fruition.

EMPLOYMENT

This year has seen several adjustments to the team. In November, the Pou Ara-Wai Whakahau retired and as a result we held an internal recruitment effort.

A new Pou Ara-Wai Whakahau was appointed later that month followed by an alternate Leading Hand. The project was to end 17 December 2021 however due to the frugality of the Project Management Office; the project was well under budget by December. After getting approval from MBIE (Ministry of Business, Innovation and Employment) the project was granted its first extension to 31 March 2022. The purpose of this extension was for a smaller team of 11 to continue the remaining works which included more mass eradication and the maintenance of already completed planting.

In March 2022, the project was approved for a further extension to 30 September 2022 with a smaller team of 5. Those who were unsuccessful in securing a position in either extension, were transitioned over to the Workforce Development team under the Te Ara Mahi project, who have been integral to supporting our kaimahi into alternative employment and pathways.

Our current team continues to complete their maintenance rotations and mass cleanup of our farms, along with supporting other areas in the organisation.

Poipoia te kākano kia puāwai

SUMMARY

2022 has not come without its challenges, with the declining of two funding applications to keep the remaining four kaimahi on to proceed with the ongoing maintenance requirements and plant releasing. Overall, the Ara-Wai Whakahau project has been an amazing opportunity for the iwi to undertake and one that will carry on for generations to come, due to the training and matāuranga instilled into the Ihu whenua and their whānau employed on this project.

Building Resilient and Sustainable Communities

This project was created to develop employment and economic resilience, and overall wellbeing of Ngāti Awa whānau by supporting dedicated human resource within Te Rūnanga o Ngāti Awa to identify, investigate, navigate, and facilitate strategic development opportunities in which whānau and participate and thrive.

Te Rūnanga o Ngāti Awa applied for funding for a 15-month term from Te Puna Kōrkiri for the following reasons:

Ngāti Awa and the people of Whakatāne / Eastern Bay of Plenty are recovering from a series of natural and global events that have had a devastating impact on the employment and economic resilience and overall morale and wellbeing of Ngāti Awa whānau. These events include the Whakaari eruption, COVID-19.

• These significant setbacks come in the wake of existing underlying challenges that already face the region. According to the Info metrics Quarterly Economic Monitor, the average unemployment rate in Whakatāne District in December 2020 was 6.6%; up from 5.6% 12 months earlier; higher than the BOP average (5.1%); and higher than the NZ average (4.6%).

• Te Rūnanga o Ngāti Awa (Rūnanga) inclusive of its subsidiaries has played a vital role both pre- and post-COVID-19 in responding the wellbeing needs of their uri and pursuing and supporting economic development initiatives that generate local employment and enterprise opportunities for their uri.

• The Rūnanga has secured Provincial Growth Fund (PGF) and Jobs for Nature (J4N) investment across four projects comprising a Waterways project; PGF Marae Renovations; Tourism (Army Hall); and Te Ara Mahi (a Marine Technical Training School). These projects will create 68 jobs and the Marine Training school will see 120 people successfully trained, qualified, and placed in employment by 2023.

While the PGF and J4N investments are positive and will certainly support Ngāti Awa whānau through this period as well as help the local economy to rebuild, the funding and the jobs created are all fixed term, with the longest project being five years. Consequently, the Rūnanga is focussed on ensuring that these projects lead to sustainable economic development for Ngāti Awa, for the rohe, as well as achieve sustainable, meaningful, and permanent long-term employment for whānau.

The current CEO’s predecessor solutions were to confirm the Te Puna Kōrkiri funding will ensure that the Rūnanga has dedicated capacity and capability to:

• Provide necessary pastoral care to employees across the four PGF and J4N projects (noting that pastoral care is not currently included in the PGF and J4N funding)

• Identify, investigate, navigate, and facilitate strategic development opportunities to benefit whānau wellbeing

• Advance job, training, education and business development opportunities and community response initiatives

• Increase Ngāti Awa whānau employment and economic resilience

The outcomes chosen for this project are:

Building resilient Ngāti Awa whānau better adapted to withstand future disruptions (e.g., lockdowns; financial recessions; natural disasters etc) by delivering initiatives in a collaborative and coordinated way that result in:

• Higher household income and standard of living

• Improved training/education/ employment and business outcomes

• Positive health results due to improved standard of living

• Better environmental outcomes

• Resilient and prepared Ngāti Awa communities.

Primary target group are Ngāti Awa whānau living in the Iwi rohe. This focus will benefit the broader Whakatāne district, the Eastern Bay of Plenty rohe and the NZ economy. Success will be measured by the number of whānau who are undertaking formal training and qualifications; the progression of whānau into higher qualifications and senior roles; employment retention and permanency; employment placement and continuity beyond fixed-term employment.

This project contributes to all three pou of the Te Puni Kōrkiri Māori Economic Resilience Strategy (Skills & Workforce, Community Resilience & Infrastructure, Enterprise)

The focus areas were:

• Building capability in management, leadership, resilience planning, implementation, and therefore overall ability to scale.

• Māori organisations to act as “virtual hubs” for a range of government and community interactions and services.

This project has been successful by way of:

• Employment of a pastoral care kaimahi for internal and external Ngāti Awa uri to seek advice and help with needs and barriers of each individual that has sought Ngati Awa’s advice.

– Total Pastoral care interventions to June 2022 are 323 contacts

– Total Expressions of interest into Pastoral care are 17

• Employment of a Team Administrator

• Employment of a Transitional Workforce Navigator

• Employment of a Strategic Business Manager, which is no longer in place due to a resignation and the role to date has still not been filled

• Employment of a communications FTE, this created a much-needed positive effect within the Rūnanga and iwi as it has allowed the following:

– An increase in social media traction through regular posting around kaimahi progression

– Beginning stages of a centralised comms strategy for TRONA

Engagement with other organisation arms such as NAGHL (Ngāti Awa Group Holdings Limited)

– Creation of Projects website to generate more awareness to wider community and organisations

• A Contract completed for an external HR company.

CONCLUSION

Through this project we have been able to help internal and project Kaimahi through barriers, education (upskilling), and new employment opportunities.

It has been an extremely successful project with a remarkable team that have consistently been facing barriers with external organisations.

It is poignant to see this project end in January 2023.

Matariki Whakapiri

Matariki hunga Matariki ahunga nui

Matariki Whakapiri 2022 was created as a festive day-night event to celebrate Matariki by embracing Te Ao Māori and Ngāti Awatanga in an engaging, collaborative, fun event for all our Ngāti Awa hapori and more.

Over the past years, Matariki has been celebrated within the community and Te Rūnanga oi Ngāti Awa through various initiatives. However, this year with the establishment of PMO and the newly official Matariki public holiday we wanted something different. With this idea in mind and the knowledge of Waitangi’s annual matariki celebration, this is when two kaupapa became one, by collaborating with Te Whare Wānanga o Awanuiārangi (TWWOA) led by Waitangi Black.

Heading into this project we set clear project aims of success as Te Rūnanga o Ngāti Awa’s very first Matariki Night Festival. The aims were:

• Education and awareness of Matariki

• Celebrating Māoritanga and Ngāti Awatanga

• The opportunity of bringing together EBOP Iwi and Hauora services through kapa haka

• Exposure and collaboration with Ngāti Awa registered pakihi

• Awareness and exposure of TRONA and its projects to the wider community

• Whakapiri is about coming together, whanaungatanga and connecting to our people

THE EVENT

There were so many dimensions to this event as we wanted it to be spectacular for all ages, bring all whānau and hapori together and of course meet our projects aims.

The event kicked off at Te Mānuka Tūtahi Marae with a collaboration of Kapa Haka performances by Te Rūnanga o Ngāti Awa, Ngāti Awa Taikura, Whakatāne District Council, Tūhoe Hauora, Ngāti Awa Social and Health Services (NASH), and Te Whare Wānanga o Awanuiārangi.

After the Kapa Haka, there were many different facets going on at the same time, In the Wharekai there were local pakihi stalls selling items such as kākahu, rongoā, tāonga and a tamariki area with mahi toi such as poi

making, harakeke weaving, stress ball making and Matariki coloring in. The tamariki/rangatahi area was extended outside with face painting and a rock-climbing wall.

Outside on Mātaatua Street was an array of food trucks such as Drip Desserts, Ngaiz Kai, Kraken Crumpets, and so much more along with stalls by TWWOA, NASH and us, all to engage with the people, get recruitments and showcase what we do. Whānau could meander through the various night market stalls at their leisure and sit with their tamariki to enjoy their kai under the twinkling lights while being entertained by our MCs Moerangi Black (TWWOA), Kahi Stevens (TumekeFM), and Timoti Tiakiwai (TumekeFM). As well as enjoying performances by some of our amazing local talents such as Eve Kelly, Jinan Dodd, Steps Dance Crew, Glenys Wana, and Shelley Akuhata.

Then inside the Mātaatua Wharenui we had the award-winning digital experience, Hiko: Legends Carved in Light show play for whānau and hapori to learn history and stories relating to Ngāti Awa as well as Dr Pouroto Ngaropo who shared his mātauranga on Matariki specifically to our area and iwi.

SUPPORTERS/FUNDERS

Firstly, huge acknowledgement to our partners TWWOA, specifically Waitangi Black for all the background mahi, support and coming together to achieve this event!

Thank you to our main sponsors

• Te Puni Kōkiri

• Trust Horizon

• Creative Community

A special acknowledgement for all those the contributed to this kaupapa in other ways. ‘Ehara tāku toa i te toa takitahi, engari he toa takitini’.

• Gather & Co

• NASH

• SunFm/ TumekeFm

• Huia Publishers

• Whakatāne Beacon

• Peppers Building Supplies

• Bay Of Plenty Regional Council

• Whakatāne District Council

• Mātaatua Movement

And our performing organisations:

• TRONA

• Ngāti Awa Taikura

• WDC

• Tūhoe Hauora

• NASH

• TWWOA

CULTURAL SIGNIFICANCE

Having Matariki become a recognised public holiday and openly celebrating it as hapori together is a huge cultural shift forward. For many of us here at Te Rūnanga o Ngāti Awa and other participating organisations Matariki Whakapiri was a momentous occasion that had inspired many of us to get together, practicing our waiata during our normal morning sessions, lunch times and the weekend, enabling us to brush up on our knowledge of Matariki further and bring along our whānau to celebrate the kaupapa. We look forward to preparing our new bracket for next years performance along with everyone else’s and continuing to celebrate Te Ao Māori!

CONCLUSION

Overall, we had approximately over 1500 people in attendance through out the festival, it was wonderfully attended by our pakeke of Ngāti Awa and Mataata whānui with a special mention to the attendance of our pou Tā Hirini Moko Mead and the presence of leadership both Reuben Araroa and Wiremu Doherty from beginning to the closure of event. We met all our project aims but most importantly we connected with the people, created a special event for the people and worked collaboratively with the people to get this done!

“Tātai whakapapa, taura hono tangata, paihere whenua, he huihuinga whānau. Matariki Whakapiri”

Te Toka Tū Haumaru

Te Rūnanga o Ngāti Awa applied to the Māori Communities COVID-19 Phase 2 Fund; a Māori led response to the COVID-19 environment to increase resilience of Māori communities.

The fund under the guidance of Tā Hirini Mead allowed TRONA to update and maintain the Ngāti Awa database thus identifying and connecting vulnerable and priority whānau with supports and services.

Te Toka Tū Haumaru (TTTH) team of Iwi navigators (Tīeke) were engaged in April 2022 to meet whānau, collect data, and assess their needs. TTTH were to network with local community groups and agencies to resource, support the development, implementation, and monitoring of bespoke whānau isolation plans. The project team was to identify and support the coordination of locations for isolating, testing, health checks, and vaccination campaigns at Ngāti Awa properties and localities. Tīeke were encouraged to initiate contact with anyone identifying as Ngāti Awa; in their communities, marae, work environs and places of leisure.

TRONA Iwi register was updated to include various key priorities for the Iwi at present;

• Contact details (member ID, contact type, legal names, birthdate (154 = 65+, 740 = 35+, 608 = 34), gender, primary hapū & associated hapū) – (1802 total)

• Te Reo levels (205 Basic, 248 Fluent, 72 Intermediate, 47 Nil; from a total of 572)

• Address (328), email (634), phone number/s (home, business, cellphone) (1667)

• COVID vaccination status, (198 Booster, 168 Vac2, 4 Vac1, 16 No Vac), COVID infected status, support for COVID contact members (100 pax issued), support providers (TPooM, NASH, HHTC), COVID testing information (TRONA Mate Urutā site)

• Pakihi accounts and subsequent company data

• Qualifications

• Education grant applications and subsequent data

• Workforce contact

• Occupation

Te Toka Tū Haumaru Project Team at Te Mānuka Tūtahi, June 2022. Vicki Murray (Te Manu Hau), Sharon Tutua (Te Manu Huruhuru), Sharleen Kingi*, Rere Williams*, Emma-Li Merito*, Peti Reneti (Data Cleanse), Keita Wharewera-Ballard*, Kataraina Reneti*, Georgina Maxwell*.

Absent: Tinaka Merito* & Pare Pouwhare-Akuhata*(*Tīeke).

• Events registration and tracking (Date modified, Person who modified the data)

The project will extend this data to include the following criteria

• Housing

• Employment/Education

• Health and Wellbeing (long-term illness, disabilities)

Mumuhou - te Toka Tū Haumaru work-pod at Te Mānuka Tūtahi

Identity, Language and Culture

This report provides a summary of the various activities undertaken or supported by Identity, Language and Culture Office as part of 2021/2022 Annual Plan and the strategic priorities contained within Te Ara Poutama.

Guiding Principle derived from Te Ara Poutama; our culture is a priority.

Ngāti Awatanga me ōnā āhuatanga – our culture and language and our responsibilities and commitment to uphold and protect our language and culture which derive from our shared ancestry as the corner stone of our unique identity.

DEVELOPING NEW RESOURCES THAT OBSERVE OUR TRADITIONS, CUSTOMS, AND PLACES OF SPECIAL SIGNIFICANCE

Ngā Puaroa Horonuku Series Two – Places of special significance at Te Awa o te Atua

Following on the success of the first Puaroa Horonuku series in 2020/2021 a further three pakipūmeka reo video clips were launched during te wiki o te

RE-ESTABLISHING OUR TRADITIONAL FOOD GATHERING PRACTISES AND FOSTERING KAITIAKITANGA

Ngāti Awa Manu Kuia Harvest

Harvesting manu kuia aka titi is something that Ngāti Awa has practised mai rā anō.

In 2012 the traditional practise was resumed with the support of DOC and with guidance from various Kaumātua, iwi members and a pūkenga from Rakiura.

Harvesting manu kuia aka titi is something that Ngāti Awa has practised mai rā anō.

4.3k people reached 1st week

2.2k video views 1st week

How are people watching?

– Recommendations 10.5%

– Followers 57.9%

Shares 31.7%

Audience Engagement?

Engagement comments 261

– Shares 60

Comments 11

– Reactions 190

Top 3 most viewed audience/region

– Bay Of Plenty 1,172

– Auckland 287

– Waikato 162

AGE:

39% Men

61% Women between the ages of 25-65

The second pakipumeka was uploaded on our social media 28 April 2022 and the third and last pakipūmeka was uploaded on our social media 12 May 2022.

In 2012 the traditional practise was resumed with the support of DOC and with guidance from various Kaumātua, iwi members and a pūkenga from Rakiura.

Kataraina O’Brien immersing manu kuaia in hot wax

Paula Hudson hanging in the Manu kuia after applying wax

WHAKATIPU RANGATAHI AND FOSTERING INITIATIVES THAT PROMOTE KAITIAKITANGA

Taiohi Moana December 2021 - Growing young Ngāti Awa leaders in the Marine Enviroment

The aim of this programme is to grow young Ngāti Awa leaders in the marine environment. The taiohi and the adults who come to support them, learn about kaitiakitanga and establishing our cultural and customary food gathering practices.

The components of the programme included:

• Class-based learning including breathing techniques and health & safety;

• Pool and lake snorkelling training;

• Snorkelling activity identifying algae, fish, kaitiakitanga;

• Conducting invertebrate (kina) surveys via the in-survey MUSA dive boat to McKewan’s Bay at Moutohorā and Rūrima Islets in the rohe of Ngāti Awa.

The Taiohi Moana workshops are led by Ngāti Awa Marine Researcher Dr Kura Paul-Burke and Joe Burke (Free Instructor). All taiohi worked in buddy pairs accompanied in-water by qualified dive instructors.

A big mihi to Joe Burke who while at the Whakatāne Pools training our taiohi, resuscitated the young boy (not part of the course) who was found unconscious after hurting himself in the pool.

All taiohi and one of our pakeke successfully completed the course and received their national free dive card.

Seven Sharp accompanied the taiohi on their final dive to film to find out about what the course was about and the people behind it and the experiences of the taiohi.

Training in the moana (McKewans Bay, Moutohorā)

Lake snorkel training (Lake Rotomā)

Pool snorkel training (Whakatāne Aquatic Centre)

BUILDING OUR CULTURAL CAPACITY AND FOSTERING WĀNANGA THAT PROMOTE TE REO ME ŌNĀ AHUATANGA – WHAIKŌRERO AND KARANGA WĀNANGA

AKORANGA

1 Ngā kōrero e pā ana ki te whaikōrero me te karanga/the genesis of whaikōrero and karanga;

2 Ngā āhuatanga e pā ana ki te whaikōrero me te karanga/The different parts or aspects of whaikōrero and karanga and the roles they play;

3 Ngā pepeha, ngā tauparapara o Ngāti Awa hei kīnaki mā te whaikorero me te karanga/How to build up their whaikōrero and karanga by incorporating proverbial sayings, places of special significance and the kaupapa o te rā;

4 Ngā parakatihi hei whakapakari/opportunity to practise learnings in a safe and nurturing environment without judgement;

5 Hei kaimahi, kaikaranga, kaikōrero mō te whānau/hapū/iwi. Training to become competent exponents of whaikōrero or karanga, who will support their hapū and iwi with their paetapu and events.

We have been running these wānanga for several years now and we believe that our main goal of providing mātauranga and tautoko by mātanga to our people in order for them to become competent exponents of whaikōrero or karanga, who will support their hapū and iwi with their paetapu and events is seeing results.

Almost 85% of whānau that sits on our Ngāti Awa paetapu today or perform our karanga has attended at least one of our wānanga.

Whaikōrero and Karanga Wānanga held on 22 May 2022 at Rangihouhiri II Marae, Whakatāne.

FOSTERING INITIATIVES THAT PROMOTE NGĀTI AWA IDENTITY, CULTURE AND HERITAGE

Commemorating important events in Ngāti Awa History

Te pakanga i Te Kaokaoroa (28 April 1864) maumaharatanga

The battle of te Kaokaoroa commemoration –29 April 2022 led by Te Tawera hapū

FOSTERING INITIATIVES THAT PROMOTES THE RECLAMATION OF OUR TRADITIONAL PRACTISES AND RE-CONNECTS

IWI TO OUR PLACES OF CULTURAL AND SPIRITUAL SIGNIFICANCE

23-June 2022 – Matariki Wānanga

The aim of the event was to deliver an iwi centric Matariki and Māramataka wānanga followed by a haerenga to one of Ngāti Awa’s places of spiritual significance kia tuku ai ngā wairua a tātau tīpuna i raro i te kaupapa o te rā.

COMMEMORATING IMPORTANT EVENTS IN NGĀTI AWA HISTORY, NGĀTI AWA & TOW

Te Tiriti o Waitangi kei Ngāti Awa, i 16 o Pipiri 2022 in collaboration with Te Whare Wānanga o Awanuiārangi and Eruera Manuera Memorial Speech

For the 3rd year in a row, we collaborated with Te Whare Wānanga o Awanuiārangi to hold our annual commemoration of Te Tiriti o Waitangi mini lectures on the 16 June 2022. Our guest speakers talked on a range of topics who, how and when the Treaty Sheet was brought to Whakatāne and other topics below:

• Te kōrero maumaharatanga mā Eruera Manuera;

• Te āhuatanga o te hainatanga o te Tiriti o Waitangi i Whakatāne

• Balanced and respectful partnerships for a flourishing taiao

• Treaty Co-Governance ‘What’s the fuss all about?

• How to be a good Treaty Partner and not a total hypocrite

One of the whainga i raro i te TRONA Cultural Strategy is the reclamation of our traditional practises including informing our people about the significance and relevance of our māramataka etc and show how it be implemented to potentially enhance and enrich our daily lives pērā i a tātau tīpuna.

Ko te whakahoki kōrero a te whānau that it was a wairua filled experience providing not only mātauranga but also healing especially for those that were still mamae following the death of someone close to them.

Dave Kohai, Dr Agnes McFarland, Background: Te Teira Tawera, Rangipare Belshaw-Ngaropo on haerenga to see some of Ngāti Awa’s places of cultural and spiritual significance

The Battle of Te Kaokaoroa commemorative plaque

Commemorative Ceremony performed by Justice Layne Harvey, Dr Pouroto Ngaropo, Stanley Ratahi and Les Umuhuri

Matariki and Māramataka Wānanga 23 June 2022 and resources provided

Guest Speaker Kataraina O’Brien and Professor Taiarahia Black

Foreground: Reuben Araroa, Professor Wiremu Doherty & Tame Iti, Background: Students and teachers from Whakatāne High School and Te Ōrini Kura Kaupapa Māori

Tē Mānuka Tūtahi Marae

Mātaatua Wharenui continues to forge pathways into the future while maintaining the integrity of its creation story. A beacon of hope, resilience, and unity.

Analysis of our client base through the pandemic has identified a shift in cultural paradigms. There is an increase in engagement from mainstream industries such as Health Care, Government Agencies, Education and Corporates. The symbolic representation of hope and unity is the driving force behind what motivates these sectors to utilise Mataatua Wharenui as their preferred cultural platform launching significant Kaupapa and major calendar events.

FEEDBACK BY NEW AND REPEAT CLIENTS:

• A safe place to develop and enhance cultural competency

• Ceremonial and traditional practices are mana enhancing for Kaupapa which could not otherwise be achieved in a corporate boardroom

• Manuhiri leave feeling a sense of belonging and connection to Ngāti Awa

• A place to strengthen strategic partnerships and participate actively with Ngāti Awa

• Ngāti Awa Manaakitanga, the feeling of being held in the highest regard throughout the duration of the experience

COMPLEX AND EVENT HIRE

A strong upward trend in Conference and Event hire gains momentum into 2023 with several pre bookings coming in over this financial period.

• 130 – 180 average attendees for events

• 900 people – largest event

• 5 days – largest block booking

• $16,700 – value of cancelled bookings due to Covid-19

• 90% of cancelled bookings affected by the pandemic have re-booked

• 43 major event hire

Cultural Strategic Priorities

2021/2022 – Mātaatua Wharenui has maintained strategic priorities which were achieved through the following outcomes:

• Ensuring all activities reflect, promote and are consistent with Ngāti Awa tikanga, and advance the strategic aspirations of Te Rūnanga o Ngāti Awa.

• Leverage commercial tourism activity to support, develop and inspire emerging Ngāti Awa cultural leaders.

• Ensure all Ngāti Awa owned and operated tourism products have opportunities for staff to develop and enhance cultural knowledge and skills.

You may not understand every word or every gesture of this welcoming ceremony… but you will feel it, when you hear it!

TOURISM

As anticipated, tourism performance results for 2021 / 2022 are underwhelming. With the borders opening at the end of the financial year we were presented with the extraordinary opportunity to feature in two of the country’s major international marketing campaigns. Aimed at welcoming the world back to our boarders, meticulous planning, and consultation over several months has led to the success of these two promotional activities.

“If You Seek” – Tourism New Zealand launched a 5.1-million-dollar multiyear campaign targeting the “high quality” international visitor. Mātaatua Wharenui featured as one of Aotearoas leading cultural tourism experiences. A short film showcases Pōhiri of the Ngāti Awa people. This is the opening narration… “ You may not understand every word or every gesture of this welcoming ceremony….but you will feel it, when you hear it!”

“Embracing the Tiaki Promise” – Air New Zealand announced the release of their safety video which utilises storytelling as a means to encourage international visitors to care for our environment, culture and people. Inspired by the Tiaki promise, it is from our very own Whare Tipuna where world renowned Indigenous storyteller Mark (Joe) Harawira delivers a message of Kaitiakitanga and the commitment we all have to protect Aotearoa for future generations.

The story of Tiaki and the Guardians was released across the international and domestic fleets in May as well as several digital platforms, marketing material and visual billboard promotions in major cities throughout Aotearoa.

The end of government mandates and the opening of boarders to the world means we can now look forward to maximising Mātaatua Wharenui to its full potential and embrace the exciting opportunities a pandemic recovery will bring.

Chairman’s Report

WHAKAUPOKO

Ngāti Awa Group (Ngāti Awa Group Holdings Limited and Ngāti Awa Asset Holdings Limited together herein referred to as the “Group”) has achieved stable returns for this financial year.

Challenges continue with the ongoing impacts of COVID-19, Whakaari, labour shortages, and geo-political influences. Markets have become more focused on several factors that have resulted in increased volatility and negative returns in the equity market. These factors include rapidly rising inflation and interest rates, the withdrawal of central bank stimulus and the start of the Ukrainian war that has increased energy prices, further escalating inflation and constraining growth. These factors occurred towards the end of the reporting period and have impacted our results, despite some positive gains achieved leading up to the end of 2021.

In achieving this year’s financial result, the Group has benefited from a deliberate strategy to diversify its business interests over recent years to reduce risk exposure. A reset of the Group’s Investment Policy Statement has meant that investments will be assessed based on risk profiles over a 10 and 30-year horizon.

More detail is provided on the financial results in the CEO report, suffice to say, that a net profit of $6.4 million represents a total portfolio return on invested assets of 4%, a steady result in uncertain and volatile times.

TE ARONGA WHAKAMUA

Your Board is conscious there are other key imperatives outside of financial targets that must be achieved if ngā hapū are to grow and flourish and your board continues to assess outcome deliverables as set out in our Strategic Plan and encompassed in the whakataukī:

We continue to apply a wide interpretation of economic benefits to encompass the general well-being of ngā uri ō Ngāti Awa and we have established key strategic objectives that align with our five pou:

• Kaitiakitanga (high performing portfolio);

• Ngāti Awatanga (supporting TRONA outcomes);

• Kotahitanga (high performing organisation);

• Whānaungatanga (effective relationships); and,

• Manaakitanga (sustainability).

We outline below examples of delivering against our strategic objectives in this financial year.

At the end of the 2022 milking season, we undertook to sell our interests in the Tumurau Farm. This decision was not made lightly. We had been challenged with the fact that the farm was purchased in 2014 at the height of the dairy sector boom and has since proven infrastructurally difficult to maintain. Significant capital expenditure would have been required to improve the performance of a 40-year-old milking shed in place and a dilapidated water supply network throughout the farm. The sale of this distressed asset means that we can reallocate the proceeds into a higher-performing asset that aligns with our Kaitiakitanga pou. We took the opportunity to ensure that if the farm is ever sold by the new owners, that it must be first offered back to Ngāti Awa before it goes on the market as a first right of refusal requirement.

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

The proceeds from the Tumurau farm sale have been recycled into the Ngakauroa Farm to invest in Project Whero – a 10-hectare conversion of dairy farmland into a red kiwifruit orchard. This project is now underway, and we can proudly announce that the orchard name will be Ōmataroa Orchard and the two block names within the orchard will be called Te Waiwhero and Te Wai-o-Koroahu.

It should be noted that we are already invested in Matai Pacific Iwi Collective with a one-third share of a 100-hectare kiwifruit orchard in Te Puke which produces green and gold kiwifruit. Project Whero provides geographic as well as variant diversification which, to a certain extent, de-risks our exposure in this sector.

Pou Whānaungatanga not only helps build relationships it also serves to provide greater opportunities and share risk and reward.

We are pleased to work alongside Te Rāhui Lands Trust, Whakatāne District Council, and Kānoa to progress the Te Rāhui Herenga Waka Whakatāne boat harbour development.

This development will provide commercial boat operators with access to better facilities and more berths, with the potential to enjoy flow-on economic benefits for the iwi in the form of procurement, employment, and marine trade trading for Ngāti Awa uri and Ngāti Awa pakihi.

The Ara-Wai Whakahau Ngāti Awa Farms, Fencing and Riparian Planting Programme which has been fully funded by the government’s regional economic development and investment unit – Kānoa REDIU is near completion. This project, through fencing, weeding, spot spraying, clearing, pest control, and riparian planting improves and protects the waterways quality on our three farms, in adherence with our Manaakitanga pou.

This project has also created employment and training opportunities for ngā uri ō Ngāti Awa and others and provided contracting opportunities for our people.

Focusing on sustainable outcomes framed by our pou will enable us to think beyond short-term gains and create long-term value that benefits all our stakeholders including our staff, our community, and our environment.

In closing, I take this opportunity to thank Te Rūnanga o Ngāti Awa for placing their trust and faith in the Board, Ngāti Awa Group Holdings staff, and my fellow Directors for their dedication and support in what has been another challenging twelve months.

Chief Executive Report

It is my pleasure to present this report for the financial year for the period from 1 July 2021 to 30 June 2022 (FY22). It has been another year of instability, but we have navigated through the impacts of COVID-19 and the Whakaari eruption over the past two years. In addition, geo-political influences have also impacted the supply of labour for our orchards and tourism offerings.

HUARAWA TAHUA

We have achieved a combined net profit of $6.4 million. This is largely due to a gain on the sale of the Tumurau farm which contributed $5.7 million to the bottom line.

Whilst this is a stable result, the unprecedented gains enjoyed in the previous financial year were not repeated this year – of which most were because of property and forestry valuation uplifts. It is important to note that our operating cash flows are positive and are $0.7 million more than last year.

The sale of the Tumurau farm, whilst a difficult decision, came with the challenge that the farm was purchased in 2014 at height of the dairy payout rate of $8.40 per kilogram of milk solids. The following season the payout dropped to $4.40. The dairy sector had only surpassed the 2014 level of payout in the 2022 dairy season. The drop in payout soon after purchase had meant that it was not possible to service the bank debt let alone make muchneeded improvements to the plant and infrastructure. This distressed asset was purchased at a historical height of the market and needed at least a $1 million capital injection to bring the farm up to good operational standards to continue. The sale means that we can recycle this capital into higher returning investments.

Payments to our shareholder, Te Rūnanga o Ngāti Awa (TRONA), reached an unprecedented high this financial year. Total payments of $2.4 million (FY21: $1.7 million) were made, comprising of a dividend of $1.3 million, plus a further $0.5 million paid in interest on the loan balance owed by NAGHL to TRONA. In addition to the interest and dividend, NAGHL made unplanned loan repayments of $0.6 million to ensure that sufficient cash was provided for TRONA to meet its immediate operational needs.

In 2020, we refreshed our Mahere Rautaki Strategic Plan for 2020 to 2025. We are accountable to this plan, and we monitor a scorecard which compares our actual results each year against our goals.

NGĀTI AWATANGA

Our focus over the recent years has been on Ngāti Awa employment through all our business sectors. Recruitment is an issue, as we constantly strive to seek Ngāti Awa talent throughout the motu. This has proven challenging for us, particularly in our hotel and café business. Added to this, we also see employees on our Kānoa funded riparian planting project, Ara-wai Whakahau wind down during this financial year.

Whilst employment is key, we have extended our commitment to Ngāti Awatanga by being deliberate in our procurement processes, seeking out Ngāti Awa Pakihi, encouraging their inclusion, and ensuring that during evaluation there is recognition of these whakapapa links. During this financial year, 8% of our discretionary spending has been on Ngāti Awa Pakihi (FY21: 7%) – a historical high. We will continue to hold ourselves accountable for improving on this result.

KOTAHITANGA

Ngāti Awa Whānau Employed

ARA-WAI

2 kaimahi: 40%

15 kaimahi: 72% (FY21)

NAGHL

5 kaimahi: 45%

5 kaimahi: 58% (FY21)

TOURISM

9 kaimahi: 33%

7 kaimahi: 22% (FY21)

TOTAL

16 kaimahi: 37%

27 kaimahi: 40% (FY21)

Discretionary Spend on Ngāti Awa Pakihi

9 kaimahi: 33%

7 kaimahi: 22% (FY21)

Our people are our greatest asset and are crucial to help us strive and deliver the best results possible for Te Rūnanga o Ngāti Awa. In recognition of this, NAGHL Governance established a People and Culture Committee, responsible for reviewing and guiding human resource-related strategy and policies, succession planning, CEO, and executive remuneration, as well as oversight of diversity and inclusion, and driving and delivering organisational culture and performance.

Building an excellent culture within the NAGHL team has been a focus this financial year. Emphasis on the right recruitment this financial year has meant

PAEMAHI MATUA The Strand Development

The site where the former Army Hall was located on The Strand has been sitting idle for some time. It is a location that begs opportunity, within proximity and to complement Te Mānuka Tūtahi, directly opposite Awa Motel, and within metres of the passenger launch departing for our Moutohorā tour.

We are resetting this project given the escalation costs of construction. It is still possible to develop a building that will be a vibrant hub to base our tourism product, transfer our café and hospitality offerings and create revenue opportunities. The government’s regional economic development and investment unit – Kānoa REDIU, has committed $7.6 million to the development of the building.

New Zealand Police

In May 2020, NAGHL, TRONA and New Zealand Police entered into a Heads of Agreement whereby we foster our relationship regarding investigating the viability of and progressing the development of the proposed Police Hub.

Discussions to build the new Police Hub in Whakatāne at the current site of our head office situated at 4-10 Louvain Street continue. The location is ideal as it backs onto the Whakatāne District Court – this is

Rebranding We have rebranded

White Island Rendezvous Motel and have renamed it Awa Motel. We have also rebranded and renamed White Island Cafe to Café Awa.

The development story aligns with our commitment and relevance to Ngāti Awatanga.

AWA Development Story

Any local will tell you, that whether you’re working, playing, or just taking time out, down by the awa (river) is the most comfortable and convenient place to be.

From the time our ancestors landed the first waka, away by the awa has always been a place of new arrival, of discovery and of a welcoming heartbeat so captivating - staying becomes easy and saying goodbye hard to imagine.

Over the years, many tides have ebbed and flowed, bringing visitors from near and far. Our unique spirit of manaakitanga – the ultra-warm hospitality our people are renowned for – quickly turns strangers into friends, and then friends into whānau (family).

Discover a heritage of welcome one thousand years in the making and find your home away from home right here, with us, by the Awa.

This story provides context to the renaming of White Island Rendezvous Motel and White Island Café to Awa Motel and Café Awa respectively.

The AWA Logo

Stylised lettering to create the word AWA provides sharp and steep slopes that depict the escarpment and hills behind the motel.

The symmetrical triangles below the lettering represent the Whakatāne River and the reflection of the hills rippling in the water and sunlight sparkling.

The design of the triangles was originally inspired by designs found in the Mataatua Wharenui.

Omataroa Orchard

The development of Omataroa Orchard, located on our dairy farm near Te Teko, is in full swing. This is a conversion of 10 hectares from dairy operations to growing red kiwifruit. We have contracted Southern Cross Horticulture to

The teal colour is a direct reference to the colour of the river water when viewed from the wharf but also stays within the green colour palette to represent the native bush and Pohutukawa growing on the escarpment and hills.

NGĀ WHAKAMIHI

Lastly and most importantly, I would like to express my sincere appreciation and thanks to the NAGHL Board who have guided your company through these challenging times. This is only done through the diversification strategy that the NAGHL board put in place from 2015 onwards, which

Board of Directors

A previous Member of Parliament (2008 – 2011) Paul has worked at the Reserve Bank of New Zealand, and has previous executive roles in New Zealand Forest Industry Council, Tranz Rail Limited, and Māori Business Facilitation Services.

Paul conceptualised, promoted and led the establishment of the Iwi direct investment fund, Te Pūia Tāpapa and has negotiated deals between various Iwi and large corporates in the forestry and energy sectors.

With a Bachelor Ag Com (Economics), Paul is also a member of the Commercial Advisory Board for Whakatāne District Council and a member of the Shareholder Council Review for Fonterra Co-op Group Limited.

Appointed to the Board in 2018, Jim has held Chief Executive roles at Te Wānanga o Aotearoa, Māori Television, and the Pacific Business Trust and is also the Chair of the Health and Safety Committee.

Having completed a PhD in Māori Economic Development, Jim also has a Master of Business Administration from the Henley Business School in England and a Bachelor of Business Studies.

He currently holds governance roles with the following organisations:

• Ako Mātātupu / Teach First NZ (Chair)

• Auckland Transport

Appointed to the Board in 2014, Heta is a Partner at Findex and a principal of the business performance team.

Paul previous directorships in recent years included GNS, AsureQuality, NZRU (Deputy Chair), Community Trust of Wellington (Trustee) and New Zealand – United States Educational Foundation (“Fulbright”) and he holds current governance roles with:

• Matai Pacific Iwi Collective Limited Partnership

• Te Pūia Tāpapa GP Limited

• InZone Education Foundation (Chair)

• Lakes District Health Board (Chair)

• Ministry of Business Innovation and Employment (Risk and Audit Committee)

• NZ Health Partnerships

• Radio New Zealand (Chair)

• Te Puni Kōkiri Audit and Risk Committee

He has Bachelor of Law and currently holds governance roles with the following organisations:

• Altus Enterprises Incorporated

• Te Taumata Toi-a-Iwi (Arts Regional Trust) (Chair)

PAUL QUINN CHAIR

Ngāti Awa, Ngāti Whare, Ngāti Mākino

Ngāti Awa, Ngāi Tūhoe

Board of Directors

Appointed to the Board in 2018, Kiriwaitingi is the current Chief Executive Officer of Māori Investments Limited.

Kiriwaitingi has a Bachelor of Law degree, Bachelor of Social Science, Bachelor Arts (Honours). Having previously practiced as a lawyer, she has also held senior leadership roles for Te Arawa Group Holdings Limited and Te Arawa River Iwi Trust.

Kiriwaitingi holds governance roles with the following organisations:

• Bay of Plenty Rugby Union

• Pūtauaki Trust (Chair)

• Tarawera Land Company Limited

• Waiū Dairy Limited Partnership

• Māori Kiwifruit Growers Council (Deputy Chair)

• Seeka Growers Council

VICTORIA CARTER

Victoria was appointed in 2020 and is also Chair of Ngāti Awa The Strand Development Limited. Victoria’s husband and sons are of Ngāti Awa descent. With over 20 years’ experience as a company director she has previously held governance roles with Jucy Group, Tax Management NZ, NZ Thoroughbred Racing, Best Start, Turners Auctions, Auckland Kindergarten Association. An entrepreneur, Victoria founded New Zealand’s first car share business, Cityhop. A former Auckland City Councillor, she was behind the re-starting of the Auckland Arts Festival. She has received a ONZM for services to the arts, business and community Victoria is a Chartered

Debbie was appointed in December 2014 and is also the Chair of the Investment Committee.

Debbie has significant financial, commercial, and strategic experience gained in Asia, Australia and New Zealand with more than 30 years working in global capital markets, and currently holds governance roles in:

• Eastland Group Ltd and subsidiaries

Raukawa ki te Tonga AHC Limited (Chair)

Fellow of the NZ Institute of Directors and has a Bachelor of Laws.

Victoria currently holds governance roles with:

• Waka Kotahi (NZTA) (Director)

• Waka Kotahi (NZTA) Chair of People and Culture Committee, and Audit and Risk member)

• Auckland Eye

• Auckland Regional Amenities Funding Board

• Various private companies

• Te Pūia Tāpapa GP Limited

• Tourism Holdings Limited

• Tuwharetoa Hau Rau GP Limited She is also a member of Treasury Capital Markets Committee, Te Puna Whakaaronui Thought Leaders Group and is a Trustee of Wellington Free Ambulance Trust, Manu Rere Charitable Trust and

DEBBIE BIRCH

Ngāti Tuwharetoa, Ngāti

Board of Directors

Appointed to the Board in 2019, Alecia is a Manager of Accounting Services at Fonterra. She was previously at Deloitte and has over ten years’ experience in assurance and advisory.

As a qualified Chartered Accountant Alecia also holds a governance role with the Waikato branch of Chartered Accountants Australia New Zealand as a local committee member.

REGAN STUDER

Appointed to the board in 2019, Wharehuia is an Associate Civil Engineer at Beca Limited.

Wharehuia has a Bachelor of Engineering (Civil) from the University of Auckland. He also has Te Tohu Pōkairua o Te Pīnakaitanga ki Te Reo Kairangi and is currently studying towards Te Tohu Paerua o Te Reo Kairangi, both from Te Wānanga o Aotearoa.

He pī kua rere, he manu kua auraki mai nei tau ai ki te peka o te hīnau, ki te rae o Te Pahipoto.

Nōku te marenganui ki te whai wāhi ki waenga i tēnei kāhui rangātira. He wheako hou tēnei ki a ia, me te aha, he huarahi hoki kia pai ai tana hokinga mai ki te kāinga.

He raukura tēnei nō Te Whare Wānanga o Tāmaki

Appointed to the Board in 2019, Regan’s primary background has been in the agricultural sector where he has personal farming interests. Over the past ten years he has worked with many Māori land trusts and organisations as both trustee and advisor.

Regan holds a Master of Business Administration from Waikato University and a Bachelor or Business Management.

Makaurau, ā, kua riro i a ia te tohu o te pūkahatanga. Kua tata ki te 15 tau kua takahi i tēnei ara, ka mutu kua nui aku wheako e hāngai ana ki ngā āhuatanga o te whakahoahoa me te whakahaere i ngā hinonga me te whakaaro he hua, he pūkenga rānei kei ōku ringaringa hei pāinga mō tō tātou Iwi.

I tua atu i tēnā, he wawata hoki ōku ki te whakarata i ā tātou mokopuna tamariki ki te ao pūkaha, ki te ao pūtaiao anō hoki kia whakawhānui ai ō rātou tirohanga ki ō rātou pito mata. Ko, ko, koia e ara e!

He currently holds the following governance roles:

• Trustee of Te Reo Irirangi o Te Mānuka Tūtahi (Sun and Tumeke FM)

• Ngāti Awa Farms Limited (Director)

• Te Whare Wānanga o

ALECIA WRIGHT-CHAND ASSOCIATE DIRECTOR Ngāti Awa

WHAREHUIA DIXON ASSOCIATE DIRECTOR Ngāti Awa

TE

RŪNANGA O NGĀTI AWA

Directory of Officers For the year ended 30 June 2022

TE RŪNANGA O NGĀTI AWA

Representatives

M Araroa

P Koopu / T Koopu

V Murray

TA Barrett

JH Mason / M Kingi

S Ratahi

K Mokomoko

TK Merito

MJ Harawira

Jay Mason

A Morrison

R Shortland

M Dodd

A Tangitu

M Sisley

M Glen

R O’Brien

W Stewart

V August

T O’Brien

B Tunui

B Kingi

THE NGĀTI AWA COMMUNITY DEVELOPMENT TRUST

Trustees

A Green

P Koopu

T O'Brien (Resigned 2 March 2022)

NGĀTI AWA RESEARCH & ARCHIVES TRUST

Trustees

J Mason / P Ngaropo (Chair)

A Jaram

S Tutua

NGĀTI AWA GROUP HOLDINGS LIMITED Directors

D Birch

VM Carter

HW Hudson

NGĀTI AWA ASSET HOLDINGS

LIMITED

Directors

D Birch

VM Carter

HW Hudson

J Mather

KS Gradon

BP Quinn

K Rei

NGĀTI AWA FARMS LIMITED

Directors

AE De Farias

BP Quinn

R Studder

NGĀTI AWA FORESTS LIMITED Directors

HW Hudson

BP Quinn

NGĀTI AWA PROPERTIES LIMITED Directors

HW Hudson

BP Quinn

NGĀTI AWA FISHERIES LIMITED Directors

HW Hudson

BP Quinn

WHITE ISLAND TOURS LIMITED Directors

D Birch

AE De Farias

BP Quinn

NGĀTI AWA FARMS (RANGITĀIKI)

JOINT VENTURE

Joint Venture Partners

Ngāti Awa Farms Limited

Ihukatia Trust

Moerangi Kereua Ratahi Lands Trust

MANU HOU LIMITED PARTNERSHIP

Limited Partners

Ngāti Awa Asset Holdings Limited

Pūtauaki Trust

Ōmataroa Rangitāiki No.2 Trust

MANU HOU GP LIMITED

Directors

D Birch

C Elliott

H Hudson

BP Quinn

TUMURAU LIMITED PARTNERSHIP

Limited Partners

Ngāti Awa Farms Limited

Rangitāiki 31P 3F Trust

(also known as Kiwinui Trust)

Rotoehu Forest Trust

Moerangi Kereua Rātahi Lands Trust

NGĀTI AWA FORESTS LIMITED

Directors

AE De Farias

BP Quinn

R Studer

NGĀTI AWA THE STRAND DEVELOPMENT LIMITED

PARTNERSHIP

Limited Partners

Ngāti Awa Group Holdings Limited

Crown Regional Holdings Limited

NGĀTI AWA THE STRAND DEVELOPMENT GP LIMITED

Directors

V Carter

P Drummond

T Hook

Statement of Comprehensive

Revenue

and

Expense

For the year ended 30 June 2022

Statement of Changes of Equity For the year ended 30 June 2022

CONSOLIDATED Cash Flow

Asset

The Board of Directors of Te Rūnanga o Ngāti Awa (Group) authorised these financial statements presented on pages 5 - 24 for issue on 28 October 2022. For and on behalf of the Board.

Statement of Cashflows For the year ended 30 June 2022

1 Statement of accounting policies for the year ended 30 June 2022

1.1 Reporting entity

Te Rūnanga o Ngāti Awa ("the Rūnanga") and its subsidiaries (together "the Group") manage the cultural, social, political and economic base of the Ngāti Awa iwi. The Rūnanga was incorporated under the Te Rūnanga o Ngāti Awa Act 1988, which was subject to the Māori Trust Board Act 1955. Under Section 5 of Te Rūnanga o Ngāti Awa Act 2005, the Rūnanga ceased to be a Māori Trust Board from 25 March 2005 but continues as the same body as established by the Te Rūnanga o Ngāti Awa Act 1988.

The Rūnanga is domiciled in New Zealand. The address of the registered office is 10 Louvain Street, Whakatāne.

2 Summary of significant accounting policies

The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

2.1 Basis of preparation

The Rūnanga is a registered charity under the Charities Act 2005 and its financial statements have been prepared in accordance with that Act, the Financial Reporting Act 2013 and as required by the Charter of Te Rūnanga o Ngāti Awa. The Rūnanga is a public benefit entity (“PBE”) for the purposes of financial reporting. A PBE is an entity whose primary objective is to provide goods or services for community or social benefit and where any equity has been provided with a view of supporting that primary objective rather than for a financial return to equity holders.

The financial statements have been prepared in accordance with New Zealand Generally Accepted Accounting Practice (“NZ GAAP”). The financial statements comply with the PBE Standards Reduced Disclosure Regime (“PBE Standards RDR”) as appropriate for Tier 2 not-for-profit public benefit entities, for which reduced disclosure regime concessions have been applied. The Rūnanga qualifies for Tier 2 as it has total expenses less than $30 million and does not have public accountability.

The presentation and functional currency is New Zealand Dollars (NZD). The measurement base applied is historical cost, as modified by the revaluation of certain assets and liabilities as identified in these accounting policies. The Group consists of the Rūnanga and its subsidiaries,

Basis of Preparing Consolidated Financial Statements Subsidiaries

Subsidiaries are those entities controlled, directly or indirectly, by the Rūnanga, that is, the Rūnanga has the power to govern the financial and operating policies of the entity so as to obtain benefits from their activities. The Rūnanga's consolidated subsidiary companies generally have an accompanying shareholding of more than one half of the voting rights. The Rūnanga's consolidated subsidiary trusts are where the Rūnanga appoints all the trustees of the trust and their activities are conducted on behalf of the Rūnanga. The results and financial position of subsidiaries are included in the consolidated statement of comprehensive revenue and expense and statement of financial position from the date control is gained up to the date control ceases.

The financial statements of subsidiaries are included in the consolidated financial statements using the acquisition method. The consideration for the acquisition of a subsidiary is the fair values of the assets transferred, the liabilities incurred, and the equity interest issued by the Rūnanga. The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Acquisition related costs are expensed as incurred. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. On an acquisition-by-acquisition basis, the Rūnanga recognises any non-controlling interest in the acquiree either at fair value or at the non-controlling interest's proportionate share of the acquiree's net assets.

The surplus or deficit and each component of other comprehensive revenue and expense of subsidiaries are attributed to equity holders of the Rūnanga and to the non-controlling interests. Losses which result in non-controlling interests having a deficit balance are only attributed to non-controlling interests if the non-controlling interests have a binding obligation and are able to make an additional investment to cover the losses.

Associates

The Group recognises the share of the net surplus of associates in the Statement of comprehensive revenue and expense. The investment held on the statement of financial position reflects the Group's share of net assets of the associate.

Joint Venture Receivables

2.2 Revenue Exchange & Non-Exchange Revenue

For exchange contracts, revenue is recognised to the extent that it is probable that the economic benefit will flow to The Rūnanga. Revenue is measured at the fair value of the consideration. The extent to which economic benefit is assessed is based on reaching milestones in the contract or matching revenue with total expenditure expected to be incurred.

For non-exchange revenue, the revenue is recognised in surplus or deficit when the Rūnanga becomes entitled to receive (or has received) the funds. The receipts are recognised as revenue in surplus or deficit, except where conditions which require the grant to be used as specified or returned remain unfulfilled at balance date, in which case the related amount is recognised as a liability. In addition, a liability is recognised in respect of other return clauses (if any) where it is probable that payment will be required. Judgement is often required in determining the timing of revenue recognition for contracts that span a balance date and multi-year contracts.

Grant Income

Grant income (from the Government or other parties) are assessed against the criteria for non-exchange or exchange transactions and treated accordingly.

Dividend Income

Dividend income is recognised in surplus or deficit on the date the Group's right to receive payment is established.

Farming Operations Income

Farming operations income includes dairy income and livestock sales. Income is recognised in surplus or deficit when the revenue associated with the transactions can be measured reliably. Revenues from the sale of goods are recognised when the significant risks and rewards of ownership have been transferred, the Group retains neither involvement nor control over the goods sold, it is probable that economic benefits will flow to the Group and the costs incurred in respect of the transaction can be measured reliably.

Rental Income

Rental income is recognised in surplus or deficit on a straight line basis over the term of the lease.

Other Income

Net Financing (Expense)/Income

Net financing income represents financing income less financing expenses. Financing income comprises interest income received on funds invested that are recognised in surplus or deficit. Financing expenses comprise interest paid on borrowings.

Interest income is recognised in surplus or deficit as the income accrues on an effective interest basis. Any fees and directly related transaction costs that are an integral part of earning interest income are recognised over the expected life of the investment, that is, these costs are recognised evenly in proportion to the investment amount outstanding over the period to maturity.

2.3 Expenses Operating Leases

Operating lease payments where the lessor effectively retains substantially all the risks and rewards of ownership of the leased items are included in equal instalments over the term of the lease and expensed to surplus or deficit. Lease incentives received are recognised over the term of the lease as an integral part of the total lease payments.

Grants and sponsorships

Grants and sponsorship costs are recognised as an expense in surplus or deficit (and as a liability) when the Rūnanga has a constructive or actual obligation to make the payment. This is usually when the Rūnanga has entered into an agreement with, or otherwise notified the recipient of the agreed amount. The Rūnanga considers at each balance date whether it is probable that the recipient will be required to repay the grant or sponsorship under the terms and conditions of the agreement, in which case a receivable would be recognised and the grant expense reversed where this is recoverable.

2.4 Taxation

Māori Authority Tax Credits

The Group has Māori Authority status. Entities in the Group are tax exempt except for Ngāti Awa Asset Holdings Limited which has a tax liability of 17.5%. Taxes paid by Ngāti Awa Asset Holdings Limited generate Māori Authority Credits, which are tax credits available to pass onto its shareholder. Te Rūnanga o Ngāti Awa recognises a tax receivable from the IRD for the Māori Authority Credits received from Ngāti Awa Asset Holdings Limited in the period in which the credits have been distributed.

Current tax assets and liabilities are offset only to the extent that they relate to income taxes imposed by the same taxation authority and there is a legal right and intention to settle on a net basis and it is allowed under tax law.

Deferred tax assets and liabilities are recognised where the carrying amount of an asset or liability in the consolidated statement of financial position differs from its tax base, except for differences arising on:

- The initial recognition of an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit, and

- Investments in subsidiaries and jointly controlled entities where the Rūnanga is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future.

Recognition of deferred tax assets is restricted to those instances where it is probable that taxable profit will be available against which the difference can be utilised.

2.5 Cash and cash equivalents

Cash and cash equivalents includes deposits held at call with banks and other short term highly liquid investments with an original maturity of less than 3 months.

2.6 Trade and Other Receivables

Trade and other receivables are recognised initially at fair value and subsequently measured at amortised cost on an effective interest basis with any expected losses recognised from initial recognition of the receivables. Bad debts are written off during the year in which they are identified.

2.7 Biological assets and agricultural produce

(i)

Livestock

Livestock is carried at fair value where fair value is based on the market price of livestock of similar age and gender. Gains and losses on changes in fair value are recognised in surplus or deficit. Livestock consists of sheep and cattle.

(ii)

Farm Woodlot

The Farm Woodlot asset represents standing trees at fair value less estimated point of sale costs. The farm woodlot asset is a consumable biological asset. Any movement in valuation is recognised in surplus or deficit.

2.8 Investments

Investments are carried at fair value unless they are not quoted in an active market and their fair value cannot be reliably measured. The fair value of such investments is

2.9 Investment property

Investment properties are stated at fair value. Any movement on revaluation is recognised in surplus or deficit. Management test fair value annually with an independent assessment not more than five yearly intervals.

2.10 Forestry Land Assets

Forestry land assets represent the land assets owned with long term lease to forestry companies. Forestry land assets are stated at fair value. Any movement in fair value is recognised in surplus or deficit.

2.11 Intangible assets

Carbon credits

Intangible assets include carbon credits acquired by way of a Government grant and are recognised at fair value. Increases in the carrying amount arising on revaluation are credited to other comprehensive revenue and expense except to the extent they reverse a previous decrease recognised in surplus or deficit. Decreases in the carrying amount arising on revaluation are recognised in other comprehensive revenue and expense to the extent they reverse a previous increase, any further decrease will be recognised in surplus or deficit.

Fish quota

Fish quota shares received by way of settlement are recognised at their fair value at the date of settlement and subsequently carried at cost less impairment. Fish quota is issued into perpetuity and therefore has an indefinite life. Given this, fish quota is not amortised, although it is tested annually for impairment.

Amortisation

Amortisation is recognised in the surplus or deficit on a straight-line basis over the estimated useful lives of intangible assets, other than goodwill, from the date that they are available for use.

2.12 Property, plant and equipment

All owned items of property, plant and equipment are recorded at cost less accumulated depreciation and impairment losses with the exception of the Ngāti Awa Farm which is recorded at deemed cost. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits or service potential associated with the item will flow to the Group and the cost of the item can be measured reliably.

Cultural Assets

(i) Depreciation

The estimated useful lives for the current and comparative periods are as follows:

(ii) Financial assets at fair value through other comprehensive income (FVOCI)

Depreciation methods, useful lives and residual values are reassessed at every reporting date.

2.13 Financial Assets

Financial instruments

A financial instrument is recognised if the Group becomes a party to the contractual provisions of the instrument. Financial assets are derecognised if the Group’s contractual rights to the cash flows from the financial assets expire or if the Group transfers the financial asset to another party without retaining control or substantially all risk and rewards of the asset. Regular way purchases and sales of financial assets are accounted for at trade date, i.e., the date that the Group commits itself to purchase or sell the asset. Financial liabilities are derecognised if the Group’s obligations specified in the contract expire or are discharged or cancelled.

Financial instruments comprise trade and other receivables, cash and cash equivalents, loans and borrowings, and trade and other payables.

Financial instruments are recognised initially at fair value plus transaction costs unless they are carried at fair value through profit or loss in which case the transaction costs are recognised in the profit or loss.

The fair value of financial instruments traded in active markets (such as publicly traded derivatives, and trading and available-for-sale securities) is based on quoted market prices at balance date. The quoted market price used for financial assets held by the Group is the current bid price; the appropriate quoted market price for financial liabilities is the current ask price.

The subsequent measurement of financial assets depends on their classification. The Group classifies financial assets into categories depending on their contractual cash flow characteristics and the Group’s business model for managing

Assets that are held for collection of contractual cash flows and for selling the financial assets, where the assets’ cash flows represent solely payments of principal and interest, are measured at FVOCI. Movements in the carrying amount are taken through OCI, except for the recognition of impairment gains or losses, interest income and foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity to profit or loss and recognised in other gains/(losses). Interest income from these financial assets is included in finance income using the effective interest rate method. Foreign exchange gains and losses are presented in other gains/(losses) and impairment expenses are presented as a separate line item in the Statement of comprehensive revenue and expense.

(iii) Financial assets at fair value through Profit or Loss (FVPL)

Assets that do not meet the criteria for amortised cost or FVOCI are measured at FVPL. A gain or loss on a debt investment that is subsequently measured at FVPL is recognised in profit or loss and presented net within other gains/(losses) in the period in which it arises.

Financial Liabilities

The Group’s financial liabilities include trade and other payables, loans and borrowings.

The Group classifies its financial liabilities as financial liabilities at amortised cost. The classification of financial liabilities is determined on initial recognition.

All financial liabilities are recognised initially at fair value, and in the case of loans and borrowings, include directly attributable transaction costs. All financial liabilities of the Group are subsequently measured at amortised cost.

Interest expense and foreign exchange gains and losses are recognised in profit or loss. Any gain or loss on derecognition is also recognised in profit loss.

Impairment of receivables

The Group assesses, on a forward-looking basis, the expected credit losses associated with its financial assets carried at amortised cost and FVOCI. The impairment methodology applied depends on whether there has been a significant increase in credit risk.

Notes to the Financial Statements For the year ended 30 June 2022

2.14 Impairment of Non-financial Assets

The carrying amounts of the Group's non-financial assets are reviewed at each balance date to determine whether there is any indication of impairment. If any such indication exists, the recoverable amount or recoverable service amount (“recoverable amount”) of the asset is estimated. If the estimated recoverable amount of an asset is less than its carrying amount, the asset is written down to its estimated recoverable amount and an impairment loss is recognised in the statement of comprehensive revenue and expense in surplus or deficit. The estimated recoverable amount of assets is the greater of their fair value less costs to sell and value in use.

For cash generating assets the estimated recoverable amount is determined by estimating future cash flows from the use and ultimate disposal of the asset and discounting these to their present value using a pre-tax discount rate that reflects current market rates and the risks specific to the asset. For an asset that does not generate largely independent cash flows, the recoverable amount is determined for the cash generating unit to which the asset belongs.

For non-cash generating assets the estimated recoverable amount is determined by estimating the depreciated replacement cost of the asset. The depreciated replacement cost is measured as the reproduction or replacement cost of the asset, whichever is lower, less accumulated depreciation calculated on the basis of such cost, to reflect the already consumed or expired service potential of the asset. An impairment loss on non-financial assets which are carried at fair value is applied to the other comprehensive revenue and expense but only to the extent that prior year gains are available to offset the impairment loss. All other impairment losses are recognised in surplus or deficit.

2.15 Trade and Other Payables

Trade and other payables are measured initially at fair value and subsequently at amortised cost using the effective interest method.

2.16 Term Loans

Term loans are recognised initially at fair value, net of transaction costs incurred. Term loans are subsequently stated at amortised cost. If the Group does not have an unconditional right to defer payment of a liability for at least twelve months after balance date, then the term loan will be classified as a current liability.

2.18 Goods and services tax

These financial statements have been prepared on a basis exclusive of GST with the exception of trade receivables and trade payables that have been included on a GST inclusive basis.

2.19 Fair value estimation

The fair value of financial instruments traded in active markets is based on quoted market prices at the statement of financial position date. The quoted market price used for financial assets held by the Group is based on the current bid price.

The fair value of financial and non-financial assets that are not traded in an active market is determined by using valuation techniques. The Group uses a variety of methods and makes assumptions that are based on market conditions existing at balance date. Techniques include estimated discounted cash flows which are used to determine fair value for the financial instruments with no quoted market price.

2.20 Capital Risk Management

The Group manages net assets attributable to the members. The Group’s objectives when managing capital are to safeguard their ability to continue as a going concern, so it can continue to provide benefits for the Groups members and beneficiaries and to maintain an optimal capital structure to reduce the cost of capital. The Group does not have any externally imposed capital requirements.

2.21 Critical Accounting Estimates and Judgements

The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

- Notes 12 & 13, key assumptions underlying the valuation of investments not traded in an active market;

- Note 14, key assumptions underlying the investment property valuation;

- Note 15, key assumptions underlying the valuation of the biological assets;

- Note 16, key assumptions underlying the valuation of forestry land;

- Note 18, key assumptions underlying the impairment testing of fish quota.

Notes to the Financial Statements For the year ended 30 June 2022

Notes to the Financial Statements For the year ended 30 June 2022

5 Expenses

6 Other gains/(losses)

Notes to the Financial Statements For the year ended 30 June 2022

9 Cash and cash equivalents

Livestock is valued using market rates from an independent valuer based on age and gender.

12 Current assets - Investments

Unlisted shares

Moana New Zealand Limited

Investment in unlisted shares includes Moana New Zealand Limited shares ("the MNZ shares") that were received on 30 March 2006 as part of the settlement proceeds in accordance with the Māori Fisheries Act 2004. The Māori Fisheries Act 2004 places restrictions on the sale of the MNZ shares where the shares can only be sold to either another Mandated Iwi Organisation or Te Ohu Kai Moana. The fair value of the MNZ income shares is based on cash flows calculated on an annual basis from 2023 to 2027 and a terminal value based on cash flows in 2027 with an assumed growth factor of 2.0%p.a. (2021: 3.3% p.a.) and a post-tax discount rate of 6.0% (2021: 6.0%). The MNZ shares are not actively traded and have no voting rights, due to this and the restrictions on sale, a further discount of 30% has been applied to determine the fair value. The shares have been valued at $2.08 million (2021: $2.08 million).

Direct Capital IV Limited Partnership

The Group has invested in Direct Capital IV Limited Partnership. Direct Capital IV invests in private equity opportunities with the intention of realising these investments and returning capital and capital gains to the partners over a 10 year time frame. There is no active market for shares in Direct Capital IV therefore the fair value has been calculated using an EBITDA multiple approach of the underlying investments held by Direct Capital IV. The manager of Direct Capital IV Limited Partnership applies Australian Venture Capital & Private Equity Association (AVCAL) valuation guidelines in preparing quarterly valuations for all portfolio companies. The Partnership is

Pencarrow Bridge Fund LP

The Group has invested in Pencarrow Bridge Fund LP. Pencarrow invests in private equity opportunities with established New Zealand based companies that offer a clear and sustainable competitive advantage. There is no active market for shares in Pencarrow Bridge Fund LP therefore the fund has been included at the balance held in the valuation used by Pencarrow Bridge Fund LP management held at the annual balance date of Pencarrow Bridge Fund LP of 31 March 2022. The Partnership is valued at $3.28 million (2021: $6.14 million).

HoneyLab Limited

The Group has invested in HoneyLab which undertakes research into medical uses of Honey and other products from bees. Management have considered valuation options and consider the carying balance sheet value of equity reported in their most recent financial statements as fair value. The investment in the company is valued at $0.03 million (2021: $0.23 million).

Limited Partnership

The ICP Koura Facilities Limited Partnership is an investment vehicle which was formed to invest into crayfish quota. The fair value of the investment is based on cashflows calculated on an annual basis from 2023 to 2027 and a terminal value based on cashflows in 2027 with an assumed growth factor of 2.0% p.a. (2021: 3.3%) and a post-tax discount rate of 6.0% (2021: 6.0%).

Listed Shares

Listed Shares includes an investment in Fonterra Co-operative Group Limited shares and Fonterra Shareholder's Fund units. The shares and units are listed on

13 Non-current assets - Investments

The Group has invested in Iwi Collective Orchards LP which owns and operates three kiwifruit orchards in the Bay of Plenty. The investment is recognised at cost plus the share of profit/loss attributable and has been included as at the annual balance date of Iwi Collective Orchards LP of 30 June 2022.

Notes to the Financial Statements For the year ended 30 June 2022

Non-current assets - Investment in Associate

The movement of investment property is as follows:

Residential properties on Wairaka and Toroa Streets were independently valued as at 30 June 2022 by Bay Valuation Services Limited. The valuation was based on market evidence of transactions for similar properties and direct comparison.

The 2022 valuers are independent registered valuers not related to the Group. All valuers hold recognised and relevant professional qualifications and have recent experience in the locations of the investment property they have valued.

The rent on Whakatāne, Ohope, and Apanui Schools were reviewed in April 2020 as per the respective rental agreements with the Ministry of Education. The initial valuations received by Ngāti Awa Properties and the Ministry of Education indicated a difference in the value of each of the three properties. As a consequence, a subsequently negotiated mid-point between the two valuations is adopted as the fair market value in these financial statements.

15 Biological assets

The pine woodlot was independently valued on 30 June 2022 by PF Olsen Limited. The valuation used a discounted cash flow model with a discount rate of 7.5%. Management confirmed the suitability of this valuation for 2022 and considers this valuation to be a fair representation for the value of the woodlot.

16 Forestry land assests

The forestry land assets were independently valued on 30 June 2021 by Telfer Young (Rotorua) Limited. The valuation used a mixture of market evidence of transactions for similar assets, direct comparison and capitalisation approaches. The key assumption of the valuation is based on the agreed lease payments.

The Group leases forestry land to various counterparties for terms of 35 years and records these as operating leases. The lease is adjusted for CPI/PPI movement annually and a general review every 10 years.

Notes to the Financial Statements For the year ended 30 June 2022

17 Property, plant and equipment

Notes to the Financial Statements For the year ended 30 June 2022

17 Property, plant and equipment (continued)

The farmland is restricted in use by the land having been vested to the R unanga under the Māori Land Court ensuring that the land is retained for Ngā Uri o Ngā Hapū o Ngāti Awa and is not able to be alienated. The net book value of the land is $8.35 million (2021: $8.35 million).

Te Mānuka Tūtahi land is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for the purpose of a meeting place of cultural and historical importance for the communal use and benefit of ngā uri o ngā hapū o Ngāti Awa. The net book value of the land is $0.20 million (2021:

Cultural Assets

The following cultural land assets were received as part of the settlement claim, and previously formed parts of historic, scenic and recreation reserves (with the exception of the former Matahina A4 Block). These land assets were received at no cost.

• Kaputerangi (4.9321 hectares)

• Te Paripari Pā (1.0451 hectares)

• Otitapu Pā (6 hectares approximately)

• Te Toangopoto (10 hectares approximately)

• Te Ihukatia (1.1 hectares approximately)

18 Intangible assets

Movements in the carrying value for each class of intangible asset are as follows:

* Amortisation of Nil (2021: $nil) is included in depreciation and amortisation expense in the statement of comprehensive revenue and expense.

(i) Fish Quota

Fish quota is an intangible asset that provides annual catch entitlements for fish stock species. The quota is issued into perpetuity and has been classed as an indefinite life asset. The asset is not amortised, it is tested annually for impairment. The recoverable amount of the fish quota has been determined as the cash generating unit associated with the asset. Cash flows have been projected into perpetuity using a long-term growth rate of inflation of 2.0% (2021: 3.3%) and discounted using the entity's post tax weighted average cost of capital of 6.0% (2020: 6.0%). The carrying value of the fishing quota is $3.5 million (2021: $3.5 million). Management does not expect that a reasonable change in key assumptions would result in a material reduction in the recoverable amount of the fish quota below its carrying amount.

(ii) Whakatāne Airport

The Rūnanga has a right to receive at no cost the Whakatāne airport land if the use of the land ceases to be that of an airport. There is nil value attached to the right to purchase.

(iii) Radio Frequency

The radio frequency licence used by Te Reo Irirangi o Te Mānuka Tūtahi is issued to the Rūnanga. This asset has nil value.

19 Trade and other payables

There are no non-exchange items of income received in advance.

(i) Forestry rentals relate to the lease of land at Northern boundary and Rotoehu East. This lease is received in advance for the following year and the income is recognised on a straight line basis.

(ii) Access rights relate to $5 million in relation to the Bonisch Road settlement received during 2010. This is being amortised over 35 years (2021: 35 years) beginning 1 October 2005 which is the period of access rights granted under the settlement.

(iii) The non-current liability for property rentals relate to a lease of land to the Te Whare Wānanga O Awanuiārangi. The lease is for a term of 100 years and the rental of $1 million was paid in advance. Rental income is being recognised on a straight line basis over 100 years beginning 1 July 2015.

(iv) The Government contracts relate to various grants received during the year. The contracts have conditions to be met before the income is recognised.

21 Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū

The Rotoehu West forest was being held by the Rūnanga on behalf of the Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū.

On 26 August 2016 the title of the Rotoehu West forest was transferred by the Rūnanga to the Rotoehu Forest Trust. The associated carbon credits remain with the Rūnanga, and will be transferred once Rotoehui Forest Trust complete registration.

As at reporting date the carrying amount of the Rotoehu West forest carbon credits held for distribution comprised of the following:

Seven loans are currently held with ANZ. The first relate to the purchase of Tumurau Farm which were paid off during the year.

Four loans relate to the purchase of the Joint Venture as part of the purchase of the dairy herd and farm plant, alongside additional Fonterra share purchases, the establishment of another farmhouse on the property, the purchase of the Pasmore Block from the parent Ngāti Awa Farms Limited, a new effluent pond and the purchase of minority interest shares. The loans are maturing between

November 2022 and June 2024 and are secured by a mortgage over the farmland. The loans are fixed with interest rates of between 2.98% to 5.1%, with interest charged on a monthly basis.

The final loan was raised in May 2017 and is secured against property held by Ngāti Awa Properties Limited. The loan was renewed in June 2022 financial year with a mixture of fixed and floating interest rate charged on a monthly basis between 4.00 and 4.63%. This matures on the 31 January 2024.

23 Provisions

TE RŪNANGA O NGĀTI AWA Annual Report 2022 • TE RŪNANGA O NGĀTI AWA 107

Notes to the Financial Statements For the year ended 30 June 2022

24 Investments in subsidiaries and Joint Ventures

Notes to the Financial Statements For the year ended 30 June 2022

25

Related party transactions

Payments to Board Members

Payments to Board Members under the Runanga Charter who have acted in other capacities:

The board comprises 22 people (2021: 22 people). Board Members were paid $148,286 in meeting fees for the year ended 30 June 2022 (2021: $127,555), which includes the Chairman's and Deputy Chairman's honorarium payments. Indemnity insurance of $27,632 (2021: $21,900) was paid on behalf of the Board Members.

Notes to the Financial Statements For the year ended 30 June 2022

Capital commitments and operating leases

Capital commitments

The Group has committed capital to Taurus Resources Fund No.2 Ltd, remaining capital commitment as at 30 June 2022 is USD$10k (2021: USD$10k).

Manu Hou Limited Partnership has committed capital of $5 million to Direct Capital IV. As at 30 June 2022 $2.98 million has been called (2021: $2.98 million). Due to the investment winding down, this commitment is unlikely to be called.

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Pencarrow Bridge Fund LP. As at 30 June 2022 $4.45 million has been called (2021: $4.45 million).

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Te Pūia Tāpapa. As at 30 June 2022 $2.94 million has been called (2021: $1.4 million).

The Group has committed capital of $1 million to Ngāti Awa The Strand Development Limited. As at 30 June 2022 $nil has been called (2021: $nil).

As at 30 June 2022 the Partnership has committed to orchard development expenditure of $4.5m and kiwifruit license expenditure of $1.7m (2021:$nil).

The Group has no other capital commitments as at 30 June 2022.

Operating lease Commitments

Non-cancellable operating lease rentals are payable as follows:

Non-cancellable operating lease rentals are receivable as follows. These relate to operating lease rentals on investment properties and forestry land.

Notes to the Financial Statements For the year ended 30 June 2022

28 Financial assets and financial liabilities

The Group holds the following financial instruments:

29 Events occurring after the balance date

There were no material events after the reporting period.

Independent Auditor’s Report

To the Members of Te Rūnanga o Ngāti Awa

Report on the audit of the consolidated financial statements

Opinion

In our opinion, the consolidated financial statements of Te Rūnanga o Ngāti Awa (the ’Rūnanga’) and its subsidiaries (the 'Group') on pages 84 to 111:

i. Present fairly in all material respects the Group’s financial position as at 30 June 2022 and its financial performance and cash flows for the year ended on that date in accordance with New Zealand Equivalents to International Financial Reporting Standards.

Basis for opinion

We have audited the accompanying consolidated financial statements which comprise:

The consolidated statement of financial position as at 30 June 2022;

The consolidated statements of comprehensive revenue and expense, changes in equity and cash flows for the year then ended; and Notes, including a summary of significant accounting policies

We conducted our audit in accordance with International Standards on Auditing (New Zealand) (‘ISAs (NZ)’). We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

We are independent of the Group in accordance with Professional and Ethical Standard 1 International Code of Ethics for Assurance Practitioners (Including International Independence Standards) (New Zealand) issued by the New Zealand Auditing and Assurance Standards Board and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) (‘IESBA Code’), and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.

Our responsibilities under ISAs (NZ) are further described in the Auditor’s responsibilities for the audit of the consolidated financial statements section of our report.

Subject to certain restrictions, partners and employees of our firm may also deal with the Group on normal terms within the ordinary course of trading activities of the business of Group. These matters have not impaired our independence as auditor of the Group. Our firm has no other relationship with, or interest in, the Group.

Use of this independent auditor’s report

This independent auditor’s report is made solely to the Members as a body. Our audit work has been undertaken so that we might state to the Members those matters we are required to state to them in the independent auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Members as a body for our audit work, this independent auditor’s report, or any of the opinions we have formed.

Responsibilities of the Representatives for the consolidated financial statements

The Representatives, on behalf of the Rūnanga, are responsible for:

The preparation and fair presentation of the consolidated financial statements in accordance with generally accepted accounting practice in New Zealand (being New Zealand Equivalents to International Financial Reporting Standards);

Implementing necessary internal control to enable the preparation of a consolidated set of financial statements that is fairly presented and free from material misstatement, whether due to fraud or error; and

Assessing the ability to continue as a going concern. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate or to cease operations or have no realistic alternative but to do so

Auditor’s responsibilities for the audit of the consolidated financial statements

Our objective is:

To obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error; and

To issue an independent auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs NZ will always detect a material misstatement when it exists. Misstatements can arise from fraud or error. They are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users t aken on the basis of these consolidated financial statements

A further description of our responsibilities for the audit of these consolidated financial statements

2021/2022 TRONA BOARD MEMBERS MEETING ATTENDANCE

NGĀTI AWA HAPŪ REGISTER

NGĀ MATE FROM 1 JULY 2021 TO 30 JUNE 2022

There were 49 known Ngāti Awa people who passed during this period; 49 of whom were registered and 12 of whom were not registered.

REMUNERATION AND PAYMENTS

Pakihi Ngāti Awa

SUMMARY

The Pakihi Ngāti Awa Database is all about recreating and supporting our Ngāti Awa economy today so that it is thriving tomorrow.

This database can be found at https://pakihi.Ngātiawa.iwi.nz/ with over 40 Ngāti Awa pakihi registered ranging from products such as jewelry, coffee, leather handbags, health & safety equipment to services such as counselling, finance, earthworks and more!

Check out this sneak peek into some of the awesome Ngāti Awa pakihi that have registered with us just in the past year…

ALLTHESANDS COFFEE

Allthesands Coffee, is a new Mobile coffee cart business (established 24 May 2021) owned and operated by myself Rikki-Maria Pakuria that operates in the Eastern Bay of Plenty providing coffee service to local events during weekends and is situated down Stewart Street Whakatāne Monday-Friday 6:30am-1:00pm.

Allthesands Coffee, is involved in the preparation and sale of a wide varieties of coffee beverages (cappuccino, espresso, iced coffee, decaffeinated coffee, cold brew coffee, flavored coffee, hot chocolates, and a variety range of teas that in the little time being established have gained the recognition from many locals.

WHAKAPAPA COLLECTION

Whakapapa Collection's is an online store providing a variety of Māori made products. We offer a range of unique pieces from custom earrings/ heru show casing your identity of who you are and where you're from. As part of our collection, we also sew and make children's clothing along with bibs and matching mink blankets with the main feature used in all my pieces sewed been Koru/Paua patterns.

DOHERTY STUDER LIMITED

We provide a full range of agricultural contracting services with work predominantly focused on maize establishment and harvest, as well as bulk

“Ko ngā pae tawhiti, whāia kia tata. Ko ngā pae tata, whakamaua kia tina.”

ALIGNED THERAPY

Aligned Therapy was established because we believe accessing counselling should be easy and it should be somewhere you feel comfortable. With this mind set, Aligned Therapy was born, bringing therapy service to your doorstep, on your terms. www.alignedtherapy.co.nz

Aligned Therapy aims to support the community of Aotearoa New Zealand

Core services provided by Aligned Therapy are:

• Counselling and Therapy

• Yoga for Anxiety

• Educational session for anxiety

PIHI

When you work with Pihi, you get advice from experts.

We help guide and support you as you navigate your way through the financial world, prioritising your financial wellness, helping you realise gains and improving your financial outlook.

Our collaborative approach ensures all aspects of financial advice are covered and that you have people you can trust on your side. We also partner with New Zealand’s leading banks, insurers, fund managers and financial companies, as well as other experts in their field. www.pihi.co.nz

Core services offered by Pihi:

• Mortgage lending

• Insurances

• ACC levies

• Kiwisaver

• Investment

BEULAH SERVICES LTD

Established in 1989 Beulah Services Ltd is synonymous with product quality and superior service. With over 45 staff we strive to improve and diversify, our reputation for a high standard of concrete work has been hard-earned, and we have proven our versatility and skill by reliably servicing the needs of Residential, Farming, Commercial and Industrial customers alike. We take every opportunity to meet and exceed expectations.

CROWWN SCAFFOLDING SERVICES LTD

With more than 35 years' industry experience, we have the skills & expertise to provide comprehensive solutions for your project. Our experienced scaffolders can handle any medium to large sized project whether it be retail development, industrial work, new-build, refurbishment, redecorating or re-roofing. Whatever your project, send us your plans or give us a call and our friendly team will help to find the right solution for you. www.crowwnscaffolding.co.nz

Some of the projects we supply structures for:

• Bridges

• New Builds

• Home Maintenance

• Roofing

• Painting

• Spouting

• Window replacements

MANA ELECTRICAL

Mana Electrical is a small whānau owned and operated business and has been trading for almost one year. I have 10 years’ experience in the industry and 7 years fully qualified and registered having had experience in all fields of the industry.

Core services include, but not limited to:

• domestic wiring

• renovations and new builds

• general electrical wiring

• mains cable installs

• EV charger installs.

THE DATABASE

Not only does this database provide an extra, free source of exposure but it also creates an easy one-stop-shop platform for anyone looking to support whānau, māori owned and Ngāti Awa connected pakihi.

CONCLUSION

Make sure to check out the Pakihi Ngāti Awa Database for more information on any of the pakihi mentioned or to find out what other

Directory of Staff

TE RŪNANGA O NGĀTI AWA

Tumuaki

Mark Harawira

Tumuaki Tuarua

Tuwhakairiora O’Brien

CE OFFICE

Manahautū

Leonie Simpson (resigned August 2021)

Reuben Araroa

Executive Assistant to the Manahautū

Andrea Kingi (resigned 11/5/2022)

Haley McCorkindale

Receptionist

Te Awhina James (joined PMO 17/3/2022)

Peti Reneti

Manager Identity, Language & Culture

Noti Belshaw

Manager Knowledge & Information

Jackeline Wharewera

Manager Taiao

Michal Akurangi (resigned 6/5/2022)

Bev Hughes (joined 2/5/2022)

General Manager, Te Mānuka Tutahi

Vaimanino Harawira

Manager, Projects Office

Krystal Legg

Customary Fisheries Advisor

Charlie Bluett

Iwi Register

Monica Maniapoto

Information Technology/Ngāti

TE MĀNUKA TŪTAHI MARAE

Pou Arataki / Ngā Kaimahi Tautoko

Lynora Ngoungou

Kataraina Reneti-Panapa (resigned)

Puhikura Teka (resigned)

Piripi Akuhata

Te Rau Wharangi Hudson

KOREHĀHĀ WHAKAHAU

John Eruera

Rangipai Eruera

Naedene Stewart (resigned)

Karla Akuhata

Merenia Sawrey

Simon Stokes

Greg Moorcroft

Dan Baigent

Simon Harris

Terina Mokomoko

Raynor Poutama

Kaia Vercoe

Damon Sturmey

Summer O’Sullivan

Kadyn Harawira

Eddie Sykes (resigned 13/8/2021)

PROJECTS TEAM

Paige Wawatai

Te Aotaawhirangi Onehi

Mania Crown

Melissa Weenink-Smith

Kataraina Monika

Te Awhina James

Anituatua Black

Tawera Simpson-Rangi

Krisina Kerr

TE TOKA TŪ HAUMARU

Vicki Murray

Sharon Tutua

NGĀTI GROUP HOLDINGS LTD

Chairman

Paul Quinn

Chief Executive Officer

Tracey Hook

Board Secretary/Executive Assistant to the CEO

Glenda Stewart (resigned 26/11/2021)

Courtney Reneti

Group Financial Controller

Merewaakana Kingi (Interim) (resigned 29/4/2022)

Stuart Brown (joined 8/6/2022)

Finance

Lynsey Mariu

Dylan Stewart

Operations

Alieta Waitoa

Bob Hudson (resigned 26/11/2021)

Romana Graham

Gerard Jull

Patrick Wetini

Ngāti Awa Tourism Limited

Patrick O’Sullivan

Jennifer Goodfellow

Sea Operations Skipper

Paul Kingi

Farm Manager Ngāti Awa Heritage Estate

Sam Philps

Contract Milker Ngakauroa Farm

Mike Learmond

Contract Milker Tumurau Farm

Craig Spence

Ngāti Awa House, 4-10 Louvain Street

Whakatāne 3120, PO Box 76, Whakatāne 3158

Freephone: 0800 464 284

Telephone: +64 7 307 0760

Email: Rūnanga@Ngātiawa.Iwi.nz

www.Ngātiawa.Iwi.nz