Rangitāne, Ngāti Kahungunu, Ngāti Raukawa ki te Tonga
Janina Kameta
Tai Hononga | Partnerships Lead
Te Arawa
Victoria Fairweather
Tai Kōrero | Brand and Communications Manager Waikato
Kai Komene Puna Kōrero | Communications Coordinator
Te Ātiawa
HE MAIMAI AROHA
Norm Dewes | 1945 – 2023
Auē, taukuri e! Kua takawe te pokekeao e paroro ana ki runga Ngā Hau e Whā. He kawainga o te mate e takoto tiraha rā. He aituā, he parekura.
Tapuwae Roa mourns the passing of our longtime board member, former chair and champion of urban Māori, Matua Norm Dewes.
Matua Norm has been part of our Trust’s journey from the beginning, unflinching in his support of urban Māori and particularly rangatahi. Matua Norm gave so much of his aroha to our trust and was an avid supporter of his fellow board members.
Our Pou Herenga Tangata Award, fostering and encouraging rangatahi leadership, was established in recognition of his service and commitment to this kaupapa. We hope that through this kaupapa, and the ongoing work of the Trust, we can carry forward his spirit and passion to see rangatahi thrive into the future.
Moe mai e te pāpā, moe mai. Mā mātou tō kauwae e kawe ki uta.
Nā Kate Cherrington ēnei maimai aroha.
Maria Ngawati Chair, Tapuwae Roa
KŌRERO NĀ TE HEA
Chair Foreword
Tuatahi, e taku manu hakahaka, taku kauika kōpuni ki te pae, e matua Norm Dewes, ānei tō rahi e tangi tonu nei mōhou i tō rirohanga atu. E te pāpā, e moe, okioki.
Waihoki, ki a koe whaea June Mariu, te Pou Tuarongo o te Whānau o Waipareira. E te kahurangi, koutou ko tō momo, ānei te reo aroha o mātou e hangai tonu ana ki ō whakaaronui ki ngā Māori e noho taone ana.
Huri noa ki te motu ki ngā mate nui o te tau. Rātou kua rupeke atu ki tua o te pae maumahara, ko te pō rā ki a koutou.
It is my privilege to present Tapuwae Roa’s 2023-24 Annual Report, my first in the role as Chair. From our inaugural Chair, Dame June Jackson, to our most recent, Kate Cherrington, our trust has seen an amazing group of strong leaders, whose efforts have taken our trust from strength to strength.
Succession planning has been a vital focus for Tapuwae Roa. As this report shows, our trust has been dedicated to creating a wave of tikanga-led, futurefocused leaders that are fostered and prepared to step into positions of service. This reporting period included the continuation of our He Tukutuku Koiora Associate Directorship programme and the return of our Amorangi Māori in Governance Summit, a national hybrid event for Māori in governance.
Following on from the strength of the inaugural Summit in 2022, in July 2024, we hosted over 300 in-person attendees and another 500 online to foster a connected community of all those who occupy, or aspire, to governance roles. And it is not enough for us to advocate succession planning for others. Reflecting on my own journey, I joined Tapuwae Roa as an Alternate Director and have benefited from being surrounded by strong and supportive leadership and board culture, a journey
I hope for all our aspiring Māori board directors and trustees throughout Aotearoa. Our board has a full complement of Alternate Directors in Tatiana Greening, Bernie O’Donnell and Naomi Manu, whose suite of skills and expertise add tremendous value to the trust.
This report also sees the debut of our Ōhanga work programme; a series of kaupapa built on our guiding whakaaro of kumara economics: money is like a kumara; its true value lies in its ability to sustain people.
Through creating and delivering a series of initiatives that support Māori to participate and accelerate in entrepreneurship in a uniquely Te Ao Māori-centric way, we can help our entrepreneurial people to build and encourage economic resilience and independence for their whānau and hāpori. And, being delivered in a way that fosters and supports our tuakiri Māori, we aim to encourage this participation on their own terms, with their own values at the core of their pakihi.
MFA Four Year Audit
As required under the Māori Fisheries Act (MFA), this year also saw the undertaking of a non-financial audit for the period covering 2020-2024. This four-year statutory audit of Te Pūtea Whakatupu Trust (trading as Tapuwae Roa, referred to as ‘the Trust’) evaluating its activities against the statutory purposes, duties, and functions outlined in the Māori Fisheries Act 2004, that being to:
“…holdandmanagethetrustfunds on trust for and on behalf of the beneficiaries under the Deed of Settlementinordertopromote education,training,andresearch, includingmattersthatrelateto fisheries,fishing,andfisheriesrelatedactivities,butnotina mannerthatcouldadversely affectthecharitablestatus(ifany) of theTrust.”
We have worked closely with the appointed auditors to review our efforts and ensure our strategic direction is delivering against this, but we also maintain that our legislated purpose remains our minimum standard and that our spiritual purpose, the sustenance of Māori identity, continues to guide us as the local and global context changes.
We are encouraged by the audit findings that Tapuwae Roa:
The Audit also highlighted some areas of improvement, particularly in fisheries-related training and data and analysis, which we have actively incorporated into our annual planning process. The full Four-Year Audit report, as well as our response plan, is appended to this report.
Lastly, I acknowledge the completion of our first full year with our new ingoa. After undertaking a tikangaled process acknowledging the trust’s whakapapa and journey, our transition from Te Pūtea Whakatupu to Tapuwae Roa has been audacious and eventful. It is a name that consistently challenges our behaviour and keeps us true to our strategic direction. To be cognisant of the tūpuna trails we have followed to get to the here and now and to be deliberate about the ripples of impact we create with our actions.
Maria Ngawati Chair Tapuwae Roa
ARIĀ KUNEROA
Our Theory of Change
An outcomes framework that charts our intergenerational pathway to impact.
Build trusted relationships with strategic partners.
Demonstrate the value of strategic partnerships.
Share learnings about effective investment approaches.
REPUTATION OF THE TRUST GROWS WITH INVESTMENT PARTNERS
Reduce the risk and uncertainty for investment partners.
Trust has more capital to drive impact
The Trust’s fund in effectively managed
Gap is between impact creators and investors
The mana of strategic partners is upheld
RANGATIRA: Future leaders armed with ancient wisdom.
TANGAROA: Active and reciprocal relationship with Hinemoana and Tangaroa. MĀTAURANGA: Thriving mātauranga Māori knowledge systems. ANGITŪ: Māori succeeding as Māori.
: Economic emancipation.
NGĀ POU WHAKAAWEAWE
Our Impact Outcomes
TANGAROA
ACTIVE AND RECIPROCAL RELATIONSHIP WITH HINEMOANA AND TANGAROA
Future State:
We recognise our whakapapa relationship with the ocean and its inhabitants and acknowledge the co-dependency between Māori and the ocean. We have an obligation to the ocean, borne of our legacy and our genealogy. Where it thrives, so too do our people.
Success Indicators:
• Foster and grow an affinity for te moana.
• Advance the oceans knowledge base.
• Strengthen connections and interactions with ngā tini a Tangaroa.
• Action growth, enhancement, and advocacy over our ocean-based tīanga.
• Strengthened ability to make and advocate for ocean-centric decisions.
THRIVING MĀTAURANGA MĀORI KNOWLEDGE SYSTEMS
Future State:
Mātauranga Māori is the reverberation of tūpuna wisdom, representing intergenerational knowledge advancement uniquely drawn within Māoridom and the Aotearoa ecosystem. These knowledge systems are consciously advanced, meaningfully valued, and applied within the present and future Aotearoa context.
Success Indicators:
• The application and advocacy of mātauranga Māori within and alongside western systems.
• Advancement of thriving mātauranga Māori knowledge bases.
• Creating and scaling mātauranga Māori transfer systems.
RANGATIRA
FUTURE LEADERS ARMED WITH ANCIENT WISDOM
Future State:
Māori occupy key leadership positions throughout the fabric of Aotearoa. These rangatira harness traditional values and leadership approaches, as well as unmatched expertise, to meet future challenges head-on.
Success Indicators:
• Unleashing the potential of Māori in, or aspiring to, leadership roles.
• Charting Māori pathways to leadership.
• Providing skills and tools that will be needed by future Māori leaders.
• Encouraging and fostering Māori leadership paradigms.
ANGITŪ
MĀORI SUCCEEDING AS MĀORI
Future State:
In all walks of life, our people are confident and unapologetic in living and exuding their Māori identity. Their Māoritanga is luminous, and there is no situation nor space where they feel the compulsion for it to be diminished. Māori identity not only flavours their chosen area of success; it is a key contributor to that success.
Success Indicators:
• Advancement and incorporation of Māori values systems and identifiers.
• Promotion and championing of te Reo Māori as the widely desired medium of choice.
• Connection and strengthening of Māori to their whakapapa and communities.
• Cementing of Māori story sovereignty.
• Encouraging and fostering Māori leadership paradigms.
Future State:
In all societal levels, Māori have attained autonomy over their fates. Their economic resilience is not beholden to any external powers, nor vulnerable to external shocks. Our people’s right to dream is unfettered, and not constrained by economic pressures or limitations.
Success Indicators:
• The earning potential of Māori households meets or exceeds the national average.
• Māori are connected to and resilient against high-demand sectors.
E aku rangatira puta noa i te motu, nei rā te mihi ki a koutou.
2024 marked the first full year of delivery against Tapuwae Roa’s current Five-Year Strategic Plan and was characterised by the delivery of several audacious programmes, many for the first time.
Operational performance
Targeting the economic emancipation and resilience of Māori, delivery against the Trust’s Ōhanga workstream and its intergenerational Pou Whakaaweawe was established in earnest, with the inaugural delivery of regional Rakahinonga (entrepreneurship) Roadshows, the Tupu Māori Startup Accelerator, and the release of our research report, Te Ara Takatū: charting pathways for Māori entrepreneurs in partnership with PwC and NZ Trade and Enterprise.
With over 70% of the $69bn Māori economy held in small to medium enterprises, we see entrepreneurship and enterprise as the tactical application of education and training to determine the economic fates of our whānau units, harnessing the Māui Pōtiki legacy we hold in our whakapapa. Our research showed entrepreneurship (and particularly venture capital) remains a sector that is underrepresented in terms of Māori participation, and significant barriers remain for our Māori founders to bridge the gap to venture capital funds managers. Our Ōhanga workstream aims to build a bespoke pipeline to fully support rakahinonga Māori to reach their full entrepreneurial potential.
Te Ara Takatū report, delivered in partnership with PwC New Zealand and New Zealand Trade and Enterprise, highlighted the need for a bespoke support ecosystem to foster and support Māori founders to increase Māori participation and success in the startup
ecosystem. Based on interviews with over thirty Māori founders and Venture Capital Fund professionals, it contains rich insights into the entrepreneurship journey for rakahinonga Māori.
Our Tupu Māori Startup Accelerator completed its first cohort, selecting eleven Māori startups from over 300 expressions of interest and over 100 full applications. In addition, our inaugural Rakahinonga Roadshow series saw over 80 participants across Whangarei, Tamaki, Kirikiriroa, Tūranga, Ōtaki and Ōtepoti, as well as online.
Overall, the first year of our Ōhanga programme has received strong interest and feedback from pakihi Māori as well was ecosystem partners. This gives us great reassurance into strong impact proposition that this mahi offers for our communities, and we look forward to building on this momentum in the coming years.
Following on from previous years, the Trust’s mahi growing the next wave of tikanga-led, future focused governance leaders continues to go from strength to strength. The return of our Amorangi Māori in Governance Summit was an astounding success, with rich kōrero, high engagement and collective energy that bolstered all in attendance. Amorangi’s spiritual counterpart is our Associate Directorship programme, He Tukutuku Koiora, which saw eight Amonuku complete the first year of training and be placed on a diverse range of boards with organisations throughout Aotearoa.
We continue to pursue impactful outcomes for all Māori, anchoring our broad range of activities on a foundation of Māori identity to encourage success. Our expanding footprint of initiatives represents a deliberate and coordinated focus on identifying and exerting pressure on those points of systems acupuncture that we believe, through targeted and well-designed pressure, can create strong ripples of impact through our communities.
The Trust has made significant strides in expanding its networks and influence across Aotearoa and abroad. A strong focus on communication has resulted in the publication of numerous articles across diverse media platforms, including print, television, radio, and digital channels. Social media engagement has also seen consistent growth, with each campaign further strengthening the Trust’s online presence and building our digital community.
A clear commitment to advocating for its kaupapa and showcasing its impact was evident in the numerous public and professional speaking engagements serving as an effective avenue for connecting with diverse audiences, highlighting our mission and how our Ariā Kuneroa (Theory of Change framework) underpins all that we do.
Among the key speaking engagements this year included the following:
• Te Tiriti and Tikanga-led Governance, Onboard New Zealand
• Te Waka First Nations Ambassadors Tour to Canada and the Netherlands
• “Indigenomics: economics from an indigenous world view” (international panel)
• “Growing Oceans People, the relationship between us, Tangaroa & Hinemoana” (Iwi wānanga)
• “Koha and Kumara” Participatory Philanthropy Tour of Aotearoa
• Iwi Investment Forum by Harbour Asset Management and Jarden Wealth
• Sprout Agritech Summit
• Business is Boring Podcast
• 2024 Young Enterprise Scheme midyear regional pitches
• Kurutao: Māori Entrepreneurship Tour (University of Auckland)
• “Awakening the Māori Economy” Panel, Responsible Investment Association Australasia Conference Aotearoa
Our financial performance
This year featured strong returns for our portfolio, with gains of $4,087,514 for the financial year – more than twice those seen in FY2023. This strong result was also supported by increasing cofunding and sponsorship arrangements for Tapuwae Roa’s projects, including cofunding arrangements with Callaghan Innovation and sponsorship from New Zealand Trade & Enterprise for parts of our Ōhanga programme.
Operating expenses for the year were $1,707,589, an increase of $415,950 from FY2023. This reflects the increased capacity and delivery requirements, with increased personnel costs as the trust’s
team grew from three to five, and higher deployment directly to our delivery projects.
In all, the revenue performance of the Trust led to a net surplus of $2,636,573, a strong financial result for the trust, continuing the recovery from the hard market performance in FY2022.
Closing comments
As indicated in last year’s annual report, FY2024 was planned to be a strong year of project delivery with several key kaupapa taking place, in some cases for the first time. This featured not only mobilising pūtea towards external initiatives and arrangements but also resourcing direct delivery of signature projects such as the Amorangi Summit, He Tukutuku Koiora and Tupu Startup Accelerator. We will continue to build on a strong year with a focus on continuous improvement and efficiency, making sure we maximise the impact multiple on every dollar we put to work.
Nāku noa, nā
Te Pūoho Kātene Kaihautū | Chief Executive Tapuwae Roa
TŌ MĀTOU ARA PANUKU
Our Project Methodology
HAREWATIA - TO TAKE OFF IN FLIGHT
Launching new kaupapa
KIA RERE - TO FLY
The consistent delivery of existing kaupapa
KIA RANGAI - TO FLOCK TOGETHER
To strategically collaborate with motivated partners
Jeremy started Children of The Sea in 2021 as a hauora kaupapa Māori to raise awareness for men’s mental health and promote safety and knowledge when in the hands of Tangaroa. Jeremy utilised his funding to host 38 tāne and 15 rangatahi across multiple Children of the Sea wānanga on Kāpiti Island and now hopes to open the kaupapa up to wider iwi.
Kayleb Himiona
NgāiTūhoe
Kayleb utilised his funding to support his research into devising alternative means of producing highquality kakariki kūtai spat from catchment farms in Te Oneroa-a-Tōhē. Through the inclusion of mātauranga Māori, Kayleb hopes to bridge the gap in Aotearoa’s
Pou Herenga Tangata Awardees 2023
Tōnui Collab
Tōnui Collab facilitate a Recycle a Device (RAD) initiative in Te Tairāwhiti to support tamariki and rangatahi and ease digital inequality. Tōnui Collab utilised their funding to educate 20 rangatahi from Te Kura Kaupapa Māori o Horouta with the skills to refurbish laptops so that they can be donated to the wider community.
Jahvaya Wheki
NgātiHauā,Waikato
Jahvaya utilised her funding to support her haerenga to update the Kirikiriroa coat of arms to one that serves- as a tohu for both Tangata Tiriti and Māori to unify behind and beyond. With the support of tangata whenua, historians, community organisations, and local council, Jahvaya hopes to explore gaps in civil processes for Māori and how it can best be addressed.
Harema plans to utilise his funding to attend the Future Leaders Academy Pacific Leaders Programme, an international kaupapa hosted in the Pacific islands that supports rangatahi aspiring to leadership. Through this haerenga, Harema will attend advanced leadership workshops, and participate in kōrero and hui around the meaning of cultural competency.
aquaculture industry and pioneer a low-tech and commercially applicable approach to harvesting spat that generates economic return to iwi.
For the past two years, Hikawai Te Nahu has monitored the installation and effectiveness of uwhi (flax mats) in the Rotorua Te Arawa lakes. These uwhi were intended to shade out and kill off invasive weeds in Te Arawa lakes. Jointly, Hikawai intends to assess how uwhi can assist in protecting taonga species. In the future, Hikawai hopes to host wānanga for rangatahi, helping tamariki understand how to identify and address these issues.
Maruata Ngarewa-Cribb
NgāRauru,NgātiRuanui,NgāRuahine,NgātiRangi
Led by rangatahi, Maruata Ngarewa-Cribb, Te Aho Poutiaki, an allocation initiative launched under the Toi Foundation to support communities with high levels of deprivation in Taranaki. Alongside additional pūtea from the Toi Foundation, Maruata utilised her Award funding to support Te Aho Poutiaki in co-funding multiple taiohidriven projects, fostering tangible improvements in the community.
Inverness-Moana Cowles
Ngāpuhi,NgātiHauā
Inverness-Moana aspires to become a beacon of knowledge to her people. She hopes funded studies at the University of Auckland will become a springboard for a wealth of opportunity, resulting in a Doctor of Science. With this experience, she hopes to educate and inspire her whānau and communities.
Maia plans to use her funding to build a dedicated Māori mental health clinic. Currently, Maia is a student completing an undergraduate degree in commerce and science. After graduating, she hopes to incorporate a mātauranga Māori approach to hauora and care, encouraging her communities to seek the culturally specific care needed.
TE IKA A MĀUI
Kayleb Himiona
Jahvaya Wheki
Jeremy Padgett
Tōnui Collab
Hikawai Te Nahu
Inverness-Moana Cowles
Harema Rimene
Maruata Ngarewa-Cribb
Maia Kupai-Ashby
COOK ISLANDS
ANGITŪ Māori succeeding as Māori
In all walks of life, our people are confident and unapologetic in living and exuding their Māori identity. Their Māoritanga is luminous, and there is no situation nor space where they feel the compulsion for it to be dimmed. Māori identity not only flavours their chosen area of success; it is a key contributor to that success.
Marautanga Āhuarangi: Climate Change Curriculum
Last year the Trust entered a three-year agreement with Te Rūnanga Nui o Ngā Kura Kaupapa Māori o Aotearoa to fund the development of Te Marautanga Āhurangi - a climate change curriculum.
The curriculum seeks to design STEMbased resources and initiatives for their nationwide network of wharekura. To date, Te Rūnanga Ngā Kura Kaupapa has begun the development of a three-part docuseries aiming to illustrate a te ao Māori perspective of climate change.
To accompany this, the curriculum is currently developing kaiako support material to assist in delivering NCEA level one activities pertaining to climate change, much of which is outside the experience of teachers.
The delivery support and assessment model were presented to 30 tumuaki at a three-day hui held in Auckland. The proposition was well received, and consideration is now being given to how best to progress the project.
Mātauranga Māori is the reverberation of tupuna wisdom, representing intergenerational knowledge advancement uniquely framed within tikanga Māori and the Aotearoa ecosphere. These knowledge systems are continuously advanced, meaningfully valued and applied within the present and future Aotearoa context.
Representing attainable educational potential; and through it, prosperity for Māori, Tonganui’s marine origins invokee our whakapapa to Tangaroa and Hinemoana, and acknowledges Māui’s quest for the prosperity of Ngai Māori.
Tonganui Scholarship
Continuing to focus on advancing mātauranga knowledge systems, the Trust’s Tonganui Scholarship entered its third year of distribution, with three $10,000 grants awarded towards advancing tikanga Māori, mātauranga tuku iho, and Te Ao Māori within the oceans sector.
This year’s funded projects include PhD research toward sustainable highquality mussel spat farms in Te-Oneroaa-Tōhē, the installation and monitoring of traditional uwhi (flax mats) to combat invasive species present in Te Arawa lakes, and a Kāpiti-based hauora retreat that’s raising awareness for men’s mental health and promoting safety and knowledge when in the hands of Tangaroa.
This year’s Hinātore fund saw the sponsorship of the inaugural Tū Toa: Navigating Māori Success conference hosted by Kathie Irwin and Associates in Te Whanganui-a-Tara. This one-day event facilitated 90 participants, combining kōrero and mātauranga from successful Māori leaders and distilling pathways for future generations.
Following its inaugural success, the conference plans to run the kaupapa for the next five years across the motu, creating more opportunities for regional input.
Kura Waka Hourua: Traditional ocean navigation school
This financial year also saw further designs take place for the Kura Waka Hourua initiative, a traditional school for ocean navigation in collaboration with Te Toki Voyaging Trust. This kaupapa seeks to maintain and sail a fleet of training and voyaging waka, training the next generation of navigators and crew. Discussions over location and structure with key partners are ongoing.
MusselfarmingatTe-Oneroa-a-Tōhē
AkongaparticipatingintheAquabotsprogramme
TANGAROA
Active and reciprocal relationship with Tangaroa and Hinemoana
We recognise our whakapapa relationship with the ocean and its inhabitants and acknowledge the co-dependency between Māori and the ocean. We have an obligation to the ocean, borne of our legacy and our genealogy. Where it thrives, so too do our people.
Aquabots
Continuing in its support in previous years, The Trust has partnered again with the Ministry of Inspiration to help fund the delivery of AquaBots, a schoolbased robotics programme.
The nationwide kaupapa encourages primary school kura to form teams of ākonga to build and operate underwater drones to test water DNA and compete on a regional basis towards a national championship. Following the success of its Ōtautahi funding pilot in FY2022, the Trust funded the delivery of the Te Tauihu regional competition, which included four teams from Te Reo Māori bilingual units within the rohe, with another four teams participating in the training buildup. Tapuwae Roa is leveraging these strategic partnerships to explore the expansion of its support for this kaupapa to multiple regions.
RANGATIRA Future
leaders with ancient wisdom
Māori occupy key leadership positions throughout the fabric of Aotearoa. These rangatira harness traditional values and leadership approaches, as well as unmatched expertise, to meet future challenges head on.
Amorangi: Māori in Governance Summit
This year saw the return of Amorangi, our one-day biennial Māori in Governance Summit that aims to grow and inspire the next generation of tikanga-led, futurefocused Māori governors.
Debuting as an online-only event in 2022, this year saw the introduction of Amorangi as a hybrid hui, held in person at Te Papa Tongarewa, Wellington. Selling out within the first four weeks, Amorangi saw over 800 attending either virtually or online from across the motu.
Consisting of nine sessions across the day, the agenda was organised into four themes: māngai (represent), arahi (guide), wero (challenge), and whakamana (empower). This year we heard from industry leaders from across the governance sector, including Tina Porou, Jamie Tuuta, Chelsea Grootveld, and Merepeka Raukawa-Tait, with Atawhai Tibble returning as MC and guiding the panel kōrero.
He Tukutuku Koiora: Māori Associate Directorship Programme
This year saw the continuation of our flagship associate directorship programHe Tukutuku Koiora, as our cohort of eight Amonuku (associate directors) completed their first year of wānanga and embarked on their board placements.
Launched in FY2023, the two-and-a-halfyear programme consists of four major learning modules delivered by pūkenga across a diverse range of industries. These modules instil a gold standard of governance conduct, imbued by tikanga and mātauranga Māori to ensure our next wave of Māori governance practitioners have the expertise, guidance, and support to be effective governors and leaders of tomorrow.
To date, our Amonuku have completed modules one and two of the programme with the following submodules delivered in this financial year:
• Finding your unique strengths, delivered by Jodi Apiata and Dallas Harama.
• Communications as influence, delivered by Charmaine Ngarimu.
• Politics and persuasion, delivered by Robin Hapi, Awerangi Tamihere and Johnny McGregor.
• Health and wellbeing, delivered by Tuihana Ohia
• Governance foundations, delivered by Susan Huria
• Finance essentials, delivered by Dr. Nava Ramezanian
In early 2024, we called for expressions of interest from like-minded organisations across Aotearoa that shared our vision for succession and mentorship and were willing to provide a safe and supportive environment for our Amonuku to grow and flourish. We are pleased to welcome the following organisations as inaugural board hosts for He Tukutuku Koiora:
Amonuku will continue to complete module-based learning alongside their board placements with the programme concluding at the end of 2025. Expressions of interest for the next cohort of He Tukutuku Koiora will begin in FY2025.
Pou Herenga Tangata Award
The Trust’s third cohort of Pou Herenga Tangata Award grantees have been hard at work delivering their kaupapa this financial year, demonstrating the award’s purpose supporting rangatahi Māori to pursue their leadership aspirations through the delivery of community-led driven initiatives.
This award recognises the contributions of the late Norm Dewes to Tapuwae Roa (then Te Pūtea Whakatupu Trust) and to his community. In his many decades of service to his community, Matua Norm embodied this award. The post to which people bind their mooring ropes provides stability and unity.
Available as an individual or organisation application, the fund offers $5,000 grants to support rangatahi who are actively demonstrating a leadership role in their community or who aspire to deliver a leadership kaupapa in the community.
FY2023 features the delivery of six kaupapa by the grantees distributed, with projects including Tōnui Collab’s Recycle-a-Device (RAD) programme, a campaign to reindiginise Kirikiriroa’s Coat-of-Arms, and a funding allocation initiative to support communities with high levels of deprivation in Taranaki.
Pae Hangarau: Startup observer placements
During this period, the Trust also continued its partnership with Onboard New Zealand in sponsoring Māori professionals to join the Onboard NZ programme and to act as observers on the boards of tech startups. This financial yet, the Trust is proud to have sponsored Pou Parore to participate in the programme. This is in addition to the Trust’s ongoing support towards Onboard’s programme of learning through kōrero on tikanga-led governance.
ŌHANGA Economic emancipation
In all social levels, Māori have attained autonomy over their fates. Their economic resilience is not beholden to any external powers nor vulnerable to external shocks. Our people’s right to dream is untethered and not constrained by economic pressures or limitations.
into a practical framework, identifying critical drivers, assumptions, and incentives shaping investment decisions.
Te Ara Takatū: Researching Māori entrepreneurial pathways in Aotearoa
In collaboration with PwC and New Zealand Trade and Enterprise, the Trust published its inaugural research report under the Ōhanga workstream, offering a comprehensive analysis of the investment landscape for Māori entrepreneurs in Aotearoa.
The report synthesises insights from interviews with Māori founders and investors across various stages of the venture capital ecosystem. It distils their shared experiences and perspectives
A key finding of the report highlights that entrepreneurial journeys are seldom linear or prescriptive, with founders navigating diverse paths to success. However, one recurring theme was the importance of global growth aspirations to meet the requirements of early-stage investors.
Enhancing investment in minority founders is not merely an act of equity—it addresses a fundamental market inefficiency. To advance the growth of Māori businesses, we must continue to develop and support pakihi Māori through targeted initiatives such as investment education programs, accelerators, boot camps, incubators, and advisory services. These must be designed and delivered by Māori, ensuring their relevance and effectiveness for Māori entrepreneurs.
Rakahinonga Roadshow: Wānanga
Bootcamps for Māori Entrepreneurs
This financial year also saw the launch and delivery of the Rakahinonga Roadshow – a series of one-day regional wānanga that introduce the fundamentals of starting a business to budding Māori entrepreneurs.
Facilitated by Saara Tawha, these engaging and interactive wānanga provide participants with expert guidance to refine their business ideas, access valuable resources and support, develop compelling narratives to share their vision, and gain practical experience with tools like the Lean Business Canvas.
The roadshow also fosters connections among like-minded Māori entrepreneurs within each region, creating a supportive and inspiring environment for growth.
Rohe visited in FY2024 included Whāngarei, Ōtaki, Hamilton, Gisborne, Dunedin, Auckland and online. Further roadshows are planned for FY2025.
Tupu Māori Business Accelerator
Building on our Ōhanga workstream and the findings presented in Te Ara Takatū report, this financial year also saw the launch of the Tupu Accelerator, a 10-week cohort-style programmeto accelerate Māori start-ups towards becoming investment-ready.
Developed in partnership with Sprout Agritech and co-funded by Callaghan Innovation, Tupu saw over 100 pakihi Māori apply to participate, and officially onboarded eleven startups from across Aotearoa as part of its inaugural cohort.
Delivered from April to June, the tenweek accelerator delivered essential tools, mentorship, and resources for founders to grow their businesses from grassroots to global, culminating in a capstone showcase to potential investors.
Toi Tukua: Toi Māori partnership with Native Max
This year saw the Trust enter into its first international partnership with the launch of the Toi Tukua tour, where a delegation of Native American creative entrepreneurs met with Māori artists, designers, and founders as part of a trans-ocean partnership between Tapuwae Roa and U.S indigenous media platform, Native Max.
The tour introduced the delegation to Māori designers and creatives such as Nicola Te Kiri, Raymond Otene McKay, Jeanine Clarkin, Mitchell Vincent, Tyrone Ohia, and Māori innovation houses such as South Auckland’s Ngāhere Communities, Ōtaki-based film studio, Māoriland, and Gisborne-based impact house, Tāiki E!.
The tour concluded with a creative industries workshop in Gisborne, followed by a six-week blended accelerator programme for Māori and Native American artists and creatives pursuing entrepreneurship.
The partnership hopes to establish unique opportunities for Māori and Native American creative entrepreneurs to collaborate through a cultural exchange of the arts.
TAPUW YEAR IN 2023
TAUĀKĪ AHUMONI
Trustee’s Report
Tapuwae Roa
The Trustee of Te Putea Whakatupu Trust is: Te Putea Whakatupu Trustee Limited (trading as Tapuwae Roa)
Registered Office of the Trustee: Level 12, 7 Waterloo Quay Pipitea Wellington 6011
Entity’s Purpose or Mission:
The Trust’s objectives are to promote education, training and research including matters that relate to fisheries, fishing, and fisheries related activities.
Entity Structure:
Te Putea Whakatupu Trust was established under the Maori Fisheries Act 2004 (the Act). Directors are appointed by Te Ohu Kai Moana Trustee Limited.
Te Putea Whakatupu Trust has an executive manager to undertake and oversee management functions. Some administration functions are undertaken by Te Ohu Kai Moana Trustee Limited.
Main Sources of the Entity’s Cash and Resources:
The financial assets are invested in a portfolio of funds managed by Te Ohu Kaimoana Portfolio Management Services Limited (Portfolio Management Services). The Trust shares revenues and valuation movements, based on the percentage holdings relative to Te Ohu Kaimoana Trustee Limited and Te Wai Maori Trustee Limited.
Main Methods used by the Entity to Raise Funds:
Te Putea Whakatupu Trust’s main source of funds is the return on the Trust’s investments.
Entity’s Reliance on Trust and Donated Goods or Services:
Te Putea Whakatupu Trust does not rely on volunteers and donated goods or services to conduct its business.
For and on behalf of the Trustee
16 December 2024
Director Date
Statement of Comprehensive Revenue and Expense
Tapuwae Roa For the year ended 30 September 2024
The above Statement of Cashflow should be read in conjunction with the accompanying notes.
Statement of Changes in Equity
Tapuwae Roa For the year ended 30 September 2024
Statement of Financial Position
The above Statement of Financial Position should be read in conjunction with the accompanying notes.
Signed on behalf of the Trustee who authorised these financial statements.
Director Date
Director Date
Statement of Cashflow
Tapuwae Roa For the year ended 30 September 2024
Statement of Cash Flows
Cash Flows from Operating Activities
Cash Flows from Investing
Notes to the Financial Statements
Tapuwae Roa
For the year ended 30 September 2024
1. Reporting Entity
Te Putea Whakatupu Trust (the Trust) was established under the Maori Fisheries Act 2004 (the Act). In accordance with the Act, the objectives of Te Putea Whakatupu Trust are to promote education, training and research including matters that relate to fisheries, fishing, and fisheries-related activities. The Trust is domiciled in New Zealand.
Te Putea Whakatupu Trustee Limited acts as Trustee for the Trust.
2. Summary of Significant Accounting Policies
The following specific accounting policies, which materially affect the measurement of financial performance, movements in equity, cash flows and financial position have been established and consistently applied:
Statement of Compliance
The financial statements have been presented in accordance with New Zealand Generally Accepted Accounting Practice (“NZ GAAP”) and the Charities Act 2005.
For the purposes of complying with NZ GAAP, the Trust is a public benefit entity. The financial statements comply with Public Benefit Entity Standards Reduced Disclosure Regime (“PBE Standards RDR”) and disclosure concessions have
been applied. The Trust is eligible to report in accordance with PBE Standards RDR because it does not have public accountability and it is not large.
Basis of Measurement
The measurement and reporting of financial performance, movements in equity, cash flows and financial position is based on historical cost, except for investments which are recognised at fair value. Reliance is placed on the fact that the entity is a going concern. The financial statements are presented in New Zealand dollars and all values are rounded to the nearest dollar.
Income Taxation
Te Putea Whakatupu Trust is wholly exempt from New Zealand income tax having fully complied with all statutory conditions for these exemptions.
Goods and Services Tax
These financial statements have been prepared on a GST exclusive basis with the exception of receivables and payables, which are stated inclusive of GST.
Cash and Cash Equivalents
Cash and Cash Equivalents in the Statement of Financial Position are classified as loans and receivables, comprising of cash on hand and call deposits.
Financial assets and liabilities
Initial recognition and measurement
Financial assets are classified, at initial recognition, and subsequently measured at amortised cost or fair value through profit or loss.
The classification of financial assets at initial recognition depends on the financial assets contractual cash flow characteristics and the Trust’s business model for managing them.
In order for a financial asset to be classified and measured at amortised cost, it needs to give rise to cash flows that are solely payments of principal and interest on the principal outstanding amount.
The Trust initially measures a financial asset at its fair value plus transactions costs.
Financial assets at amortised cost
Financial assets at amortised cost are subsequently measured using the effective interest method and are subject to impairment. Gains and losses are recognised in profit or loss when the asset is derecognised, modified or impaired.
The Trust recognises an allowance for expected credit losses (ECLs) for financial assets at amortised cost. ECLs are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the Trust expects to receive, discounted at an approximation of the original effective interest rate.
The Trust applied a simplified approach in calculating ECLs. Therefore, the Trust does not track changes in credit risk, but instead recognised an allowance based on lifetime ECLs at each reporting date. The Trust has established a provision matrix that is based on historical credit loss experience, adjusted for forward-looking factors specific to the debtors economic environment.
The Trust considers a financial asset in default when contractual payments are 60 days past due. However, in certain cases, the Trust may also consider a financial asset to be in default when internal or external information indicates the Trust is unlikely to receive the outstanding contractual amounts in full before taking into account any credit enhancements held by the Trust. A financial asset is written off when there is no reasonable expectation of recovering the contractual cash flows.
Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss are carried in the statement of financial position at fair value with net changes in fair value recognised in profit or loss.
Derecognition
A financial asset is derecognised when the rights to receive cash flows from the asset have expired or the Trust has transferred its right to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full; and has either transferred substantially all the risks and rewards of the assets, or has transferred control of the asset.
Financial Liabilities
After initial recognition, the Trust’s financial liabilities are subsequently measured at amortised cost using the effective interest rate method. Gains and losses are recognised in the profit or loss when the liabilities are derecognised as well as through the effective interest rate method.
Amortised cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the effective interest rate method. The effective interest rate method amortisation is included within interest expense in profit or loss.
A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expires.
Revenue Recognition
Revenue is recognised and measured at the fair value of the consideration received or receivable to the extent it is probable that the economic benefits will flow to the trust and the revenue can be reliably measured. Interest Income is recognised as the interest accrues using the effective interest method. Interest income is considered an exchange transaction.
Statement of Cash Flows
For the purpose of the Statement of Cash Flows, cash consists of cash and cash equivalents as defined above. The cash flows included in the statement of cash flows are stated on a gross basis.
Changes in Accounting Policies
There were no changes to the accounting policies for the year ended 30 September 2024
3. Projects
4. Cash and Cash Equivalents
The investments represent the Trust’s share of the investment portfolio managed by Te Ohu Kaimoana Portfolio Management Services Limited (Portfolio Management Services).
The Trust shares on a proportional basis the income generated and valuation movements based on the percentage held of the total fund. The Target Policy Portfolio for Te Putea Whakatupu is categorised under four broad Asset Groups according to the primary roles that each asset class plays in the portfolio: Growth Assets, Diversifiers, Real Assets and Income Assets.
The types of investments that Te Putea Whakatupu hold within these asset classes are bonds (27%), equities (40%), private investments (16%), diversifiers and real assets (15%) and cash (2%).
The fair values of investments are based on price quotations at the reporting date.
The Trust implements Responsible Investment Policies and therefore aims excludes investments in the adult industry, alcohol, gambling, tobacco and controversial weapon companies as per the Statement of Investment Policy and Objectives (‘SIPO”).
Fair Values
The carrying value of the financial instruments as detailed above and as disclosed in the statement of financial position is the fair value.
6. Payables and Accruals
7. Capital Maintenance Reserve
The capital maintenance reserve represented portfolio earnings necessary to preserve the real value of the Trust’s capital, reflecting the inflation (as measured by the Consumers Price Index) and 0.5% growth components of the Investment Portfolio Strategy (IPS) - formerly Statement of Portfolio Objectives (SIPO). Allocations to this reserve were reabsorbed back into retained earnings with performance monitored throughout the year.
8. Description of Related Party Relationship
The Trust was initially funded by Te Ohu Kai Moana Trust as per the Maori Fisheries Act 2004 with the receipt of $20 million in October 2009. Additional capital was provided following the wind up of Te Ohu Kai Moana Charitable Trust in 2009.
Administration functions of the Trust are undertaken by Te Ohu Kai Moana Trustee Limited
Payment to Directors of Te Putea Whakatupu Trustee Limited
Vanessa Kate (Cherrington) Appointed 28 Nov 17 – 31 Jan 19 (Director) – From 1 Feb 19 (Chair)
Tamihere – Appointed
Maria Ngawati – Appointed alternate director 16 Jul 19
Greening – Appointed alternate director 16 Jul 19
- Appointed
Naomi Manu - Appointed alternate director 22 Nov 23
The Trust paid $186,588 to key management personnel (1 FTE) (2023: $172,150, 1 FTE).
Te Ohu Kaimoana Portfolio Management Services Limited (Portfolio Management Services) has the same ultimate parent as the Trust being Te Ohu Kai Moana Trustee Limited. It acts as the manager of the joint investment portfolio for the Trust. Refer to note 5 for further details. There have been no other related party transactions (2023: Nil).
9. Commitments and Contingencies
There are no capital commitments or contingencies as at 30 September 2024 (2023: Nil).
10. Events Subsequent to Reporting Date
There were no events that have occurred after the balance date that would have a material impact on the financial statements (2023: Nil).
11. Financial Risk Management
The Trust’s principal financial instruments comprise cash and call, a share in the joint Investment portfolio, receivables and payables. The Trust contracts Te Ohu Kai Moana Portfolio Management Services Limited to manage its share in the joint investment portfolio including its exposure to key financial risks, particularly the credit and interest rate risk in accordance with the statement of investment policies and objectives. The objective of the policy is to support the delivery of the Trust’s financial targets while protecting future financial security.
Exposure to credit and interest rate risks arise in the normal course of the Trust’s business. The Trust is risk averse and has policies that seek to minimise its risk exposure from its treasury activities.
Liquidity Risk
The Trust maintains prudent liquidity risk management which includes maintaining sufficient cash in accordance with its cash flow forecast and an investment portfolio that includes instruments that are readily convertible to cash.
All payables recorded within the Trust financial statements are current liabilities.
Credit Risk
Credit risk is the risk that a third party will default on its obligation to the Trust, causing the Trust to incur a loss. It arises from the financial assets of the Trust, which comprise cash, receivables and financial assets at fair value through profit and loss.
The Trust’s exposure to credit risk arises from potential default of the counterparty, with a maximum exposure equal to the carrying amounts of these instruments. The carrying amounts of these instruments that are presented in the statement of financial position are the maximum exposure at reporting date.
The Trust does not hold any credit derivatives to offset its credit exposure.
The Trust does not require any collateral or security to support transactions with financial institutions. The counterparties used for banking and finance activities are financial institutions with high credit ratings and sovereign bodies. The Trust limits the amount of credit exposure to any one financial institution.
TE KĀHUI O TE OHU KAIMOANA HUI-Ā-TAU 2024
Annual General Meeting Minutes 21 March 2024
Directors present:
Te Ohu Kai Moana Trustee Limited:
Pahia Turia (Chair), Dion Tuuta (Deputy Chair), Bella Takiari-Brame, Gale Thompson, Nicole Anderson, Bayden Barber, Maru Samuels (Alternate), Kim Skelton (Alternate).
Te Wai Māori Trust Limited:
Rawiri Faulkner (Chair), Donna Flavell, Pahia Turia, Erina Watene-Faulkner (Alternate), and Maria Nepia (Alternate).
Te Pūtea Whakatupu Trust Limited (trading as Tapuwae Roa):
Kate Cherrington (Chair), Awerangi Tamihere, Maria Ngawati, Tatiana Greening (Alternate), Naomi Manu (Alternate).
Apologies
Dean Moana (Te Ohu Kaimoana), Katie Murry, George Riley, Judy Haris, Mike Paku, Ngarimu Parata, Jamie Tuuta, Bernie O’Donnell (Tapuwae Roa), Harry Mikaere.
Whakatau/karakia
Pahia Tuira opens the hui with karakia.
General:
• Mihi
• Call for apologies
• Sets out agenda
• Housekeeping/health and safety
Introduction to the Board:
• Decision at Board hui on Tuesday 19 March 2024 that Dion Tuuta would be Deputy Chair
• Mihi to past Directors: Tā Mark Solomon, Rangimarie Hunia, Paki Rawiri, Alan Riwaka, Tā Selwyn Parata
Te Ohu Kai Moana Trustee Report
Presented by Pahia Turia Chair of Te Ohu Kaimoana, and Graeme Hastilow, Mātārae of Te Ohu Kaimoana.
Presentation by Pahia Turia:
Rangitaahua:
• In June 2024, the SGM saw a powerful response from iwi in opposition to the government’s proposal.
• Shift in the narrative to incorporate indigenous-led approaches to marine management.
• We saw the power of unity; the job now sits with us to enact the change that we want to see, to be selfdetermining in our role as kaitiaki. It is critical that we stand shoulder to shoulder so that we become a formidable force in a way that our people expect of us.
Māori Fisheries Amendment Bill:
• The Bill has had its first reading, select committee stage (which Te Ohu Kaimoana presented at), and we expected a second reading before the dissolution of Parliament last year, although this has not yet occurred.
• Te Ohu Kaimoana has several concerns regarding some of the additions to the Bill, including:
• The addition of RMOs as part of the appointment process of the directors of Te Ohu Kaimoana.
• Tax issues (for which we got advice from Chapman Tripp) regarding the transfer of settlement assets with Te Ohu Kaimoana being a charitable structure, which causes issues if some iwi are not charitable. We want to maintain flexibility and aim to protect iwi to ensure there is no loss to iwi because of those transfers.
Discussions with Ministers:
• Te Ohu Kaimoana has spoken with Minister Jones and Minister Potaka about a range of matters, including:
• The issues regarding the MFA Bill and the Bill’s progress to its second reading.
• An outline of key priorities, including upholding settlements, removing the Kermadec Ocean Sanctuary Bill, addressing the overlap of jurisdiction in government departments, and providing opportunities to advance our aspirations, particularly regarding aquaculture.
• The Government is trying to cut the fat on bureaucracy.
• The Government has said that they would honour settlements, though we are not sure if we have confidence in this respect yet; it will be on a case-by-case basis.
Fast-Track Consent Bill:
• Excitement about commercial development opportunities, however,
we have several concerns, and this will be a marker in the sand for us.
• Wanting to land in a place where we will not oppose the opportunity for economic prosperity, but we do not want that to come at the expense and degradation of our environment
Te Ohu Kaimoana Chief Executive Recruitment:
• Lisa te Heuheu resigned late last year and finished up in February 2024. Mihi to Lisa for her mahi. Noting that she made an effort to meet with iwi and obtain their feedback, we would like to do this more often to improve our visibility, hear what our people want, and show people what we do.
• Graeme Hastilow was appointed as interim Chief Executive in February 2024 and will continue in this role until we appoint and announce the Chief Executive.
• The Board has completed the interview process and will look to make an announcement in the next few weeks.
Te Kawa o te Moana:
• We held a workshop yesterday, 20 March 2024, and thank you to those who attended and participated.
• This is a framework that will help to inform decisions that Te Ohu Kaimoana will make, making decisions that are cognisant of doing what is right by our mokopuna.
Presentation by Graeme Hastilow
General:
• Mihi to Lisa te Heuheu.
• Mihi to staff.
Reflections and highlights: 2022-2023 financial year:
• Currently in the second year of the five-year strategy.
• Staff supporting Te Kawai Taumata in the appointment of Board members.
• Rangitaahua: SGM in June 2023, iwi wananga in August 2023.
• Aquaculture: Discussions and negotiations for aquaculture settlements, including the Bay of Plenty and several other regions; reconciliation and forecasting processes for regional agreements (delayed due to the commencement of the new Government).
• 28N Rights: October 2023 Te Ohu Kaimoana lodged a declaratory judgment against the Crown to address its failings in the context of s 28N rights, claiming the loss of quota is a breach of the settlement and that iwi must be compensated for that loss (some of which goes back to the early 2000s). Set down for hearing in the Wellington High Court in July.
Fast-Track Consenting Bill:
• We support sensible economic development but not at the detriment of the environment or Treaty settlements.
• We are working on a response to the Bill and expect to present it to the select committee; our response will be circulated to iwi in due course.
Trans-Tasman Resources Limited:
• Te Ohu Kaimoana has vehemently opposed this application, which has now been referred to the DecisionMaking Committee. Opening hearings were last week.
• Te Ohu Kaimoana is working with Ngāti Ruanui and Te Kaahui o Rauru in joint opposition.
Hauraki Gulf/Tīkapa Moana:
• Te Ohu Kaimoana recently appeared at the select committee.
• We agree that it is a culturally, spiritually and economically significant area.
• The right tools need to be used, and we consider that a reciprocal relationship does not include the permanency of a reserve; a resting period should be used.
Stakeholder engagement survey:
• In the next four weeks, we will send out a survey so that Te Ohu Kaimoana can hear from iwi about how we are
operating as an organisation and so that iwi can feed and shape our service.
Income:
• An improvement on previous years largely due to our investment portfolio which is continuing to perform well to date.
• In 2023, the Board approved the distribution of the Te Ohu Kaimoana portion of Aotearoa Fisheries Limited to Mandated Iwi Organisations and the Te Ohu Kaimoana portion of Māori tax authority credits, which are being distributed.
• Funds are held on trust for some iwi who are not yet Mandated Iwi Organisations for who we are working with to gain Mandated Iwi Organisation status (Ngāti Tama and Te Whanau Apanui).
• Operating expenses are up from those of 2022 largely due to staff costs and professional services (e.g., Rangitaahua advice, proceedings brought against Te Ohu Kaimoana, advice on the Māori Fisheries Amendment Bill – most of which are a one-off cost). Staff costs are across Tapuwae Roa, Te Wai Māori and Te Ohu Kaimoana. Costs are recovered from some of those entities to offset.
Major assets held:
• There has not been a re-evaluation of the Aotearoa Fisheries Limited shares
that Te Ohu Kaimoana holds, so these are the same as last year.
• We are working to distribute funds on trust ($3.4m) to iwi this year
Takutai Trust:
• Up $90k from last year
• Additional staff required to take on the work: expenses are mostly human resources and professional services (costs recovered from Ministry of Primary Industry funding)
Aquaculture:
• Settlement assets held on trust on behalf of iwi
• Funds earn interest, which is transferred upon agreement on allocation
Pātai from the floor
Pātai
• Ngāi te Rangi Fisheries Ltd: In terms of cashflow, distributions to iwi have come down. Should equity not be passed on?
Whakautu
• Distributions to iwi are based on the Te Ohu Kaimoana share of Aotearoa Fisheries Ltd dividends. We do not pass on the profits, but rather, these go towards the investment portfolio.
• The interest in the equity that we hold is what Te Ohu Kaimoana lives off. The profits of that are not distributed to iwi.
Pātai
• Ngāi te Rangi Fisheries Ltd: We lobbied the government regarding all matters relevant to te Tiriti. Has anyone thought of lobbying maritime to increase the limit?
Whakautu
Te Ohu Kaimoana has not looked at this but can if desired.
Pātai
• Sam Mikaere (Te Nehenehenui (Maniapoto)): There has been an increase regarding staff costs and professional services. Is this related to anything specific? What is the rationale?
Whakautu
• Staff costs: this relates to the four entities, one of which is Te Ohu Kaimoana. Part of the costs related to an organisational realignment are increasing staff. This was budgeted to give effect to our five-year strategic plan.
• Professional services: professional advice in terms of Rangitaahua, Māori Fisheries Amendment Bill, including tax advice, governance structures and appropriate ways to alter shares that we hold in Aotearoa Fisheries Ltd and how best to transfer these to iwi to ensure that no tax/cost will fall on iwi (all advice will be made available to iwi).
Pātai
• Danny Loughlin (Ngāti Tūwharetoa): Concerning the Māori Fisheries Amendment Bill, where are we at in terms of talking to iwi regarding the distribution of shares? How do we do that? Is there a programme put in place? If we are proactive about doing that mahi then Minister Jones may be more forthcoming in progressing that mahi.
Whakautu
• We have met with Minister Jones at least twice now regarding the Bill. We have made clear that this is a priority for iwi and Te Ohu Kaimoana.
• Advice will inform some of the work we do. Some advice is very technical in nature, for example, regarding taxation matters and the transfer of assets from a charity to noncharity entities.
• We need to be careful in providing advice; we do not want to be financial advisors. However, it is a priority of Te Ohu Kaimoana.
Pātai
• Danny Loughlin (Ngāti Tūwharetoa): Governance of Moana. We did work as to how we might support them. How do we manage that transition? Understand that it is not your job to tell iwi how to do things, but it could be an opportunity to work with iwi.
Whakautu
• Yes.
• We have not started that specific piece in terms of a new process of appointing Te Ohu Kaimoana directors. We appreciate that iwi will want to know about these but they are not yet underway.
Pātai
• Tracy Walters (Ngaitakoto Holdings): Financial investment appears to be funding Te Ohu Kaimoana operations through an investment portfolio.
Whakautu
• You are referring to the Tapuwae Roa report. I will let Tapuwae Roa speak to this during their presentation this afternoon.
Pātai
• Wallace Rivers (Ngaitakoto Holdings): Redistribution of pūtea. There are leftover fishing assets with a value of $102m. Where is that sitting with the Crown, and what is your recommendation for the Crown?
Whakautu
• The assets held for distribution are the shares Te Ohu Kaimoana holds in Aotearoa Fisheries Ltd.
• $81m: These will (on passage of the Māori Fisheries Amendment Bill) will be converted to ordinary shares and transferred.
• $20m in redeemable will be transferred.
• Voting shares in Aotearoa Fisheries Ltd will be cancelled. It will be for iwi to directly appoint Aotearoa Fisheries Ltd directors.
Te Wai Māori Trust Report
Presented by Rawiri Faulkner, Chair of Te Wai Māori Trust
Introduction:
• Lesson from Ngarongo Iwikatea Nicholson: what are we doing to manage our behaviour? Rather than managing a resource, it is about managing our behaviour – if we do not have authenticity in the way that we manage ourselves, then the taiao will teach us a lesson.
• Mihi to Donna Flavell as the previous chair.
• Governance changes and introduction to the new Board.
Providing better opportunities for iwi and hapū in resource management decision-making processes for freshwater fisheries and habitat:
• Highlights the importance of the work Te Wai Māori does in a space where there is a big focus on the moana.
• Notes that they are interconnected and that lakes, streams and awa are important; that we use these to identify ourselves as people, and it is important to uphold that responsibility Te Mana o te Wai:
• Have secured funding for the implementation of Te Mana o te Wai: $15m over three years
• To provide money and investment into our whānau to build capacity on the ground
• Were able to secure funding for about 41 iwi to provide an FTE to assist them
Enhance the recognition, status and health and well-being of Indigenous species:
• Plays video on Te Reo o Ngā Tuna
• Building on the mahi that Te Wai Māori is doing through Te Mana o te Wai, we will continue to support whānau through scholarships.
• Te Wai Māori annual freshwater conference will be held in November 2024.
• Continuing collaboration with Cawthron Institute.
• Mihi to Carly O’Connor (Manager) and Pahia Turia (Director) for their work.
Pātai from the floor
Pātai
• Shade Smith (Ngāti Kahungunu Iwi Incorporated): Regarding tuna and the inclusion in the QMS. Is there a thought as to removing longfin eel from the QMS?
Whakautu
• Rawiri Faulkner: Not sure of technical knowledge concerning this question.
• Erina Watene: I think we should take longfin tuna out of the QMS. Department of Conservation is saying that they are unwell; we are also the only place where they can be found.
Te Pūtea Whakatupu Trust Report
Presented by Kate Cherrington, Chair of Te Pūtea Whakatupu Trust, and Te Pūoho Kātene, Kaihautū of Te Pūtea Whakatupu Trust
Opening:
• Video presented regarding the transformation and rebranding from Te Putea Whakatupu to Tapuwae Roa.
Presentation by Kate Cherington:
Introduction
• Mihi to Te Ohu Kaimoana and those present.
• Mihi to the late Norm Dewes, previous chair of Te Pūtea Whakatupu Trust, who recently passed. Mention of the Pou Herenga Tangata Award established in his name that supports rangatahi-led leadership in the community. Noted to have been fortunate to have interviewed him regarding the history of the Trust.
• Introduction to the Board Ngā Pou Whakaaweawe (Impact outcomes):
• This is the intergenerational impact we expect to see in our communities.
• We are an expression of what our communities want to see.
• 2023 was the last year of our fiveyear strategy. We now need to realign ourselves. We want to be more
forward-facing in terms of growing oceans people.
• One of our impact outcomes is Tangaroa and it aims to foster active and reciprocal relationships with Hinemoana and Tangaroa.
Presentation by Te Pūoho Kātene:
Introduction:
• Mihi to those present.
• Reflection on the workshop yesterday (19 March 2024): I asked those to present their thoughts regarding our purpose. The responses are distant points in the horizon that we are working towards, and the present state is how we can work towards that.
Rangatira
• He Tukutuku Koiora associate directorship programme launched in 2023 and eight Amonuku (associate directors) were onboarded to the inaugural cohort.
• Amorangi Māori in Governance Summit launched in 2022 will return in July 2024.
• Pou Herenga Tangata Award distributed $25,000 to rangatahi-led kaupapa in the community.
• Pae Hangarau: funded Onboard NZ to support two associate directors on tech startup boards in Aotearoa.
Angitū:
• Ngā Uri Whakatupu: large focus on our 6-year programme regarding literacy and numeracy. 11,000 tamariki went through the programme over the last two years. Whilst we invested $4m over four years, we generated $7m in social impact.
• Marautanga Āhuarangi: the development of a climate change curriculum and arrangement with Te Runanganui o Kura Kaupapa Maori. Connecting tamariki with world problems and fostering ideas of how to solve issues. A three-year partnership has been entered into.
Ōhanga:
• Launched the Rakahinonga Roadshow, a series of one-day regional wānanga for Māori entrepreneurs. The first wananga was held in November 2024.
• Te Ara Takatū: Together with NZ Trade and Enterprise and PwC, we looked at a research report on the state of Māori entrepreneurship in Aotearoa; looking at how we can partner and help our people in a uniquely Māori way. Our business accelerator programme will start in May 2024.
Mātauranga:
• Tonganui Scholarship: We distributed three $10k grants to Māori who are advancing matauranga and tikanga in the oceans sector.
• Te Ara Tiatia: in late 2022, we sponsored two graduates to attend a haerenga to visit Oxford University in London to encourage higher-learning opportunities.
• Kura Waka Hourua: currently in the design process to build an ocean navigation school led by mātauranga and tikanga Māori to grow oceans people.
Tangaroa:
• Intention to uphold and advance our relationship with Tangaroa and Hinemoana
• A national focus is being targeted.
• Have partnered with Te Whānau Apanui to help build aquaculture and to support their aspirations. Deloitte was engaged to assist.
• We have relaunched our participation with Ministry of Inspiration to fund their primary school ocean-robotics programme, Aquabots.
Financials:
• Large amount of throughput in terms of participation, rather than external funding making up the lion’s share of our services.
• Four key activities of the Trust: fund, invest, advocate and directly deliver (which came to the fore in the last year).
• Distributed scholarships.
• Have had a year of surplus.
• Investment capital: long been the practice of all trusts within the Kāhui to use 4% of the interest of investment capital to fund the strategy; funding is used where it can be but not at the expense of our mana motuhake.
• A slide show sets out the information of the number: notes that it is all covered in depth in the annual report. It has been a decade of consistent growth, and we look to diversify our waka and reduce reliance on global markets.
Amorangi Māori in Governance Summit 2024:
• Amorangi will be held this 30 July 2024. Previously, nearly 1000 people attended. An announcement will come out shortly regarding this.
Tupu Accelerator:
• Applications are closing next week.
• Partnership with Sprout and Callaghan Innovation.
Pātai from the floor
Pātai
• Unknown: After Callaghan Innovation’s recent cuts regarding their Māori teams, will you continue to support them?
Whakautu
• We work closely with a lot of Māori providers at Callaghan Innovation and MBIE.
• Some announcements have come after we have come to agreements, and we have to think about how we maintain independence in terms of this.
• We can steer our own waka, and we will look to find how we can support.
Pātai
• Unknown: How are assets held? Is it collectively as a kāhui?
Whakautu
• Graeme Hastilow: The funds in the investment portfolio are held collectively as one large fund. Each entity has a portion of those funds and operations are funded off the interests of that.
Conclusion of Te Ohu Kaimoana Annual General Meeting
TE KĀHUI O TE OHU KAIMOANA HUI-Ā-TAU 2025
Annual General Meeting Agenda
Te Ohu Kai Moana Trustee Limited and Aotearoa Fisheries Limited (trading as Moana New Zealand) Hui-ā-Tau, Wednesday, 19 March 2024, Novotel Auckland Airport.
Agenda (may be subject to change)
9.00 am Mihi whakatau
9.15 am
Te Ohu Kai Moana Trustee Limited Annual General Meeting Te Ohu Kai Moana Report (including Takutai Trust)
10.00 am Te Wai Māori Trust Report
10.15 am Te Pūtea Whakatupu Trust Report (trading as Tapuwae Roa)
Te Ohu Kaimoana resolutions put to the meeting to:
1. Approve the minutes of the 2024 Annual General Meeting (Hui-ā-Tau)
10.30 am
2. Approve the annual report of Te Ohu Kai Moana Trustee Limited
3. Approve the appointment of auditors and authorise the directors to agree to the auditors’ remuneration.
10.35 am Morning tea
Aotearoa Fisheries Limited (trading as Moana New Zealand) Annual General Meeting:
11.00 am
12.10 pm
1. Moana New Zealand business overview
2. Sealord Group Limited business overview
Aotearoa Fisheries Limited’s resolutions put to the meeting to:
1. Approve the annual report of Aotearoa Fisheries Limited
2. Approve the appointment of auditors and authorise the directors to agree to the auditors’ remuneration.
12.30 pm Meeting concludes
PREFACE
Document Purpose
This report contains an audit of Te Pūtea Whakatupu Trust (trading as Tapuwae Roa) activity against the purpose, duties, and functions outlined in the Māori Fisheries Act 2004.
This document aims to evaluate the effectiveness and impact of the activities undertaken by Te Pūtea Whakatupu Trust in fulfilling its statutory purpose, duties, and functions as outlined in the Māori Fisheries Act 2004. It also identifies areas for improvement and provides recommendations for future actions.
Disclosure and Data Sources
This report has sourced a diverse range of information to deliver a comprehensive analysis of the Trust’s activities and outcomes. The report is informed by the Trust’s strategic plans, annual plans, and annual reports covering the period from 1 October 2020 to 30 September 2024. The data should be considered indicative, given the time elapsed since its collection and changes in operational processes and data management within this timeframe.
Confidentiality statement
Neither the whole nor any part of this report, nor any reference thereto, may be included in any published document, circular, or statement nor otherwise published or disclosed in any way without our written approval of the exact form and context of such publication or disclosure.
EXECUTIVE SUMMARY
Introduction
This report presents the findings of the four-year statutory audit of Te Pūtea Whakatupu Trust (trading as Tapuwae Roa, referred to as ‘the Trust’), evaluating its activities against the statutory purposes, duties, and functions outlined in the Māori Fisheries Act 2004. Covering the period from 1 October 2020, to 30 September 2024, this audit has aligned the Trust’s strategic objectives against its purpose of delivering education, research, and training through its statutory duties, and functions, assessed the effectiveness and impact of the Trust’s initiatives in achieving its objectives, identified areas for improvement, and provided recommendations for future actions.
Findings
• Training
The Trust’s mandate to promote training for all Māori is closely aligned with its statutory duty and function of funding the development of the skills of Māori (ii), facilitating access of Māori working in or wishing to work in industry (v), and other activities that are necessary to foster or promote this (vi). While both functions include the fishing industry, this has not been explicitly emphasised in the delivery of the mandate over the audit period.
Over the past four years, the Trust has actively funded the development of Māori skills across various sectors and life stages. A notable example is the significant investment in literacy and numeracy skills for taitamariki through the Ngā Uri Whakatupu programme. From 2019-2023, The Trust funded $5.7 million across two discrete approaches: Te Kete Aronui (North Island) and Te Reo Matatini me te Pangarau (Te Waipounamu).
A comprehensive review of Ngā Uri Whakatupu demonstrated that targeted literacy and numeracy programmes significantly benefit ākonga Māori compared to mainstream education, impacting 1,600 Tamariki in the review period.
A Social Return on Investment analysis calculated the impact multiple for Te Kete Aronui as 1.72, achieving a social impact of over $7 million during its fouryear analysis period. Additionally, prior investments in the Māhe Mātauranga science programme for kura kaupapa evidenced further achievements. When the programme ceased due to the global pandemic, the Trust swiftly redirected funding to provide STEMfocused scholarships and initiated funding for the primary school STEM robotics programme, Aquabots.
Towards the end of this audit period, the Trust strategically shifted its focus to developing the economic and entrepreneurial skills of Māori, aiming to achieve the impact outcome of Ōhanga (economic emancipation). This shift included launching the oneday wānanga series, Rakahinonga Roadshows, and the Tupu Accelerator programme. These initiatives provided training to over 200 aspiring Māori entrepreneurs through the roadshows and saw 11 founders complete the 10-week business accelerator programme. Complementing this effort, the Trust is developing a partnership with Te Ara Pōtiki Trust to fund 20 Māori technology entrepreneurs in a global internship programme over the next three years.
In fulfilling the duty of facilitating access for Māori to work in the industry, the Trust funded 14 Muriwhenua rangatahi to participate in a six-week pilot fisheries training pathway at the Westport Deep Sea Fishing School through its Te Ngake o te Kupenga programme. The current strategy also includes an objective to develop iwi aquaculture futures, and the Trust is working with Muka Tangata Workforce Development Council in reviewing current aquaculture vocational certifications. Discussions are ongoing to establish a comprehensive work programme for this initiative.
• Research
The Trust’s mandate to promote research for all Māori is closely aligned with its statutory duty and function of promoting research and development (iv) and other activities that are necessary to foster or promote this (vi). While both functions include the fishing industry, this has not been explicitly emphasised in the delivery of the mandate.
To fulfil this function, the Trust has partnered with iwi organisations, non-profits, and educational providers to fund external research and development, as well as to commission primary research projects in targeted areas. Notable projects within the fisheries and science sectors include a stakeholder and landscape analysis for fisheries training aimed at increasing Māori employment in the sector, and a partnership with Te Whānau a Āpanui to fund research into developing a long-term capability strategy for their aquaculture workforce. Within the science sector, the Trust has funded Te Rūnanga o Ngā Kura Kaupapa to develop a climate change curriculum for all kura kaupapa Māori, partnered with Pūhoro STEMM Academy to research the impact of school timetabling on rangatahi STEM engagement, and is working with Te Toki Voyaging Trust to establish a Kura Waka Hourua (traditional school for ocean navigation).
EXECUTIVE SUMMARY
Additionally, the Trust commissioned research projects exploring other areas of interest. These include a 202324 analysis of systemic barriers for Māori startup founder to the venture capital ecosystem, and two reports analysing the impact of COVID-19 on Māori education outcomes and the Māori economy. These publications highlight the inequities Māori face in being resilient to economic shocks, and provide further evidence of the need for targeted and interventional education, alongside high-skilled employment opportunities and entrepreneurial support.
• Education
The Trust’s mandate to promote education for all Māori is closely aligned with its statutory duty and function of promoting educational and training programmes, courses, and schemes (i), promoting the advancement of Māori (iii), and other activities that are necessary to foster or promote this (vi). While these functions include the fishing industry, this has not been explicitly emphasised in the delivery of the mandate.
Throughout this audit period, the Trust has made significant progress in promoting the advancement of Māori through the provision of educational and networking opportunities. The Trust funded the Moko Foundation to deliver the Hawea Vercoe Leadership
programme, benefiting 66 taitamariki and culminating in a Rangatahi Leadership Summit educating over 70 tamariki across three kura.
Providing education opportunities within the governance sector , the Trust funded three Onboard NZ board placements for tech startup boards, facilitating the professional development of Māori in the tech industry. Furthermore, the completion of the He Tukutuku Koiora strategy and programme design enabled the launch and delivery of a nationwide Māori Associate Directorship programme, with eight Amonuku (Associate Directors) onboarded and placed on hosting boards. Accompanying this programme as a continuing professional development opportunity, the Trust also delivered the inaugural National Māori in Governance Summit in 2022, attended by 916 delegates, including 830 virtual attendees. This event returned in 2024 as Amorangi and saw 334 attend inperson with 487 taking part virtually. Further educational advancements were made through the Trust’s Hīnatore initiative, co-funding the inaugural Tū Toa: Navigating Māori Success hui, attended by over 80 participants. These programmes, while primarily focused on leadership and governance, have created opportunities for broader educational engagement.
During this audit period, the Trust’s Taitamariki Fund was revamped, introducing the Tonganui Scholarship to support mātauranga and tikanga Māori within the oceans sector, and the Pou Herenga Tangata Award to support rangatahi undertaking leadership roles in their communities, both delivered as annual grants with $180k distributed within this timeframe. Additionally, the Trust pivoted funds from discontinued programmes including the Māhe Mātauranga Award and Te Ngake o te Kupenga award for rangatahi in STEMM. To support alumni of this funding, a support network, Ngā Auahitūroa, was established.
To encourage Māori into higher learning pathways, the Trust collaborated with the Rhodes Trust and Atlantic Institute to fund the inaugural Te Hononga Māori Graduate Study Tour to Oxford University, benefiting two graduates in FY2023. As another education initiative, the Trust also launched the iHono website to reconnect urban Māori to their whakapapa through a database of iwi, hapū, and marae. This platform was also utilised to educate and disseminate urgent COVID-19 information during the pandemic.
Lastly, to deliver on the function of promoting the advancement of Māori, significant governance improvements were made, appointing three alternative directors to the legislated three directors, and appointing an executive director to oversee operational performance. These initiatives collectively demonstrate the Trust’s commitment to fulfilling its statutory duties, supporting the development and advancement of Māori through targeted educational and leadership programmes, scholarships, and strategic partnerships.
EXECUTIVE SUMMARY
Focus for improvement
The Trust has made significant strides in fulfilling its mandate to promote education, training, and research for all Māori. However, there are several areas where targeted improvements can enhance its delivery against its statutory objectives. The Trust can increase targeted investment to develop skills relevant to the fishing industry. This includes increased funding for education and training courses, as well as continuing to fund fisheries-related research. The Trust’s successful fisheries training pathways and programs should be expanded beyond their pilot stages to ensure sustained development and longterm impact.
More robust data collection and analysis is crucial for accurately measuring outcomes and identifying areas for improvement, facilitating data-driven decision-making and effective resource allocation. A more precise understanding of the impact of its initiatives allows the Trust to better tailor its programmes to the needs of the Māori community. Reviewing and optimising resource allocation strategies will help address time and budget constraints, ensuring sufficient funding and support for all key initiatives and programs. By streamlining processes and focusing resources on high-impact areas, the Trust can enhance its overall efficiency and effectiveness.
Although the Trust offers annual grants and scholarships, these are not explicitly dedicated to tertiary education. While dedicated scholarships for Māori students entering tertiary education would deliver on this statutory function, we note the capital landscape and broadening financial support (such as Māori Education Trust). As such, we continue to target increasing access and opportunities for higher education and higher-skilled employment through focusing on underfunded elements of the learning journey, such as Tamariki literacy and numeracy, and participation in STEM – all vital for achieving NCEA level 2 and increasing likelihood of post-secondary school education participation and success. The Trust should target tertiary areas with significant gaps, such as science and engineering, to ensure that Māori students are participating in high value industries where Māori are drastically underrepresented. Furthermore, building on the success of the Rakahinonga Roadshows and Tupu Accelerator, the Trust should continue to expand its efforts in developing the economic and entrepreneurial skills of Māori. This includes forming strategic partnerships, like with Te Ara Pōtiki Trust, to provide global opportunities.
Conclusion
The Trust’s initiatives have had a substantial positive impact, evidenced by the achievements in literacy and numeracy programs, leadership and governance training, and support for entrepreneurial ventures. By addressing the identified areas for improvement, the Trust can further enhance its impact and continue to support the educational, economic, and social well-being iwi Māori. The recommendations provided in this report aim to support the Trust in its ongoing efforts to achieve its statutory purposes and deliver meaningful outcomes for its beneficiaries
INTRODUCTION
Nau mai, e rarau. Tomokia te whare kōrero o Tapuwae Roa e whakariporipo nei te moana i te reo karanga e pōwhiritia ai koutou.
Since its establishment in 2005, Te Pūtea Whakatupu Trust (the Trust) has discharged its duties through the targeted use of funds to deliver outcomes to Māori. The last Four-year Audit, as required under s111 of the Māori Fisheries Act, was in 2008, while the Trust was still in its formative years. Significant progress has been made over the ensuing years within a constantly changing external environment, in what could be described as a period of unbridled Māori progress.
By 2008, prior to the Trust Capital being received, a total of 23 Treaty Settlements (of varying forms and sizes) had taken place. At the beginning period of this audit, that number had increased to 90 deeds of settlement and c.$2.27bn11 in settlement value. Te Ōhanga Māori, the Māori economy, was estimated at $69.7bn22 and growing at twice the rate of the New Zealand economy. This reflection is pertinent to capture the shift in operating context within which the Trust finds itself – one in which the economic heft of Māori has shifted the capital landscape for a comparatively small (c. $25m AUM) charitable trust.
1 1Te Arawhiti, Written statement to AAP FactCheck, 20 October 2020
2 Te Ohanga Māori - The Māori Economy 2018, BERL, 2020.
It has been incumbent on the Trust to ensure it not only meets its legislative purpose but contextualises its activities within this landscape to maximise the impact created for every Trust dollar deployed. The result has been a gradual proportional shift away from activities with low specificity towards targeted, deeply considered mahi that delivers to an intergenerational Theory of Change. The establishment of this longterm horizon refined the Trust’s modus operandum to focus on four pillars of mahi: fund, invest, deliver, advocate.
The Trust, paradoxically, has both the largest remit within Te Kāhui o Te Ohu Kai Moana with, until recently, the smallest operational footprint. Ancillary to the schedule 3 Iwi and schedule 5 Representative Māori Organisations in the Māori Fisheries Act, the Trust has an obligation to all Māori. In particular, as identified in the 2016 High Court decision33, the Trust was established as the mechanism to ensure the benefits of the Settlement reach those who cannot or do not affiliate with Iwi. As such, a large history, and continued focus of the Trust, is targeted at delivery to Māori who live an urban experience or have not connected to their whakapapa.
The Trust’s five-year strategic plan, Te Rautaki, covered 2017-2022, and is a direct reflection of the emphasis
3
highlighted in the 2016 court decision. In particular, it reflects a significant commitment to Urban Māori through, among other initiatives, direct funding of Whānau Ora commissioning agencies to undertake literacy and numeracy initiatives in their communities.
As a pre-cursor to the impending strategic reset, the introduction of a Trust Theory of Change in 2020 allowed the structured approach to maximising our impact through our mahi, establishing a series of critical success indicators, on our continued journey to enshrine our Impact approach.
This audit covers a transitional period for the Trust as it completed Te Rautaki, and its incumbent work programmes, and adopted a new strategic plan for FY2022-26 in March 2023. This strategic plan formalised the Theory of Change, and its intergenerational Impact Outcomes, into the Trust’s strategic direction. While we continue to hold fast to our legislated purpose (s81 Māori Fisheries Act 2004), we maintain that our legislated purpose is our minimum standard. Our extension of this, our spiritual purpose, is the sustenance of Māori identity. For it is through flourishing Māori identity we can enable and accelerate all Māori to their boundless potential.
The shift in operating philosophy is captured elegantly in the adoption
of a new name. Te Pūtea Whakatupu describes the Trust’s function – a fund to promote growth. With the promulgation of our Theory of Change, intergenerational impact outcomes, new strategy, and doubling down on our spiritual purpose, it became evident that the Trust’s name, and the primacy on Pūtea, described one chapter in the Trust’s journey. In moving to a new chapter, we were privileged to be gifted the name Tapuwae Roa by Che Wilson. Tapuwae Roa acts as an imperative – to hold tightly to the legacy we received from our forebears, and to be judicial in the ripples of impact we create on our way to our aspirational horizons.
Finally, we note the discordance between s83(b) of the Act and the obligation placed on the auditors by 111(1) of the Act. While the Trust’s legislated purpose “authorises funding for educational and training opportunities, including those that have application or relevance to the fishing industry”, s111(1) restricts the scope of the audit to solely fishing related activity.
This inconsistency was previously noted in the 2008 Audit, and for those purposes, the spirit of the more permissive 83(b) interpretation was taken. As a Trust, we continue to deliver to that purpose, and as such, encourage this approach be considered to maintain consistency with the legislation as well as previous audit approaches.
TERMS OF REFERENCE
Statutory requirements
The Māori Fisheries Act 2004 (MFA) requires Te Ohu Kai Moana Trustee Limited (Te Ohu Kaimoana), Te Wai Māori Trustee Limited (Te Wai Māori), Te Pūtea Whakatupu Trustee Limited, now trading as Tapuwae Roa (Tapuwae Roa) and Aotearoa Fisheries Limited (AFL) (collectively referred to as the entities) to arrange an audit every four years.
The next four-year audit must be completed by December 2024 and covers 2020-2024.
Sections 105-113 of the MFA prescribe the statutory requirements regarding the four-year audit of the entities.
Māori Fisheries Act 2004
Section 105 of the Māori Fisheries Act 2004 (the Act) requires the entities to independently arrange an audit of their respective entities not later than four years after the commencement of the Act. Section 106 of the Act requires the entities independently, or two or more jointly, to arrange subsequent audits to be conducted not later than four years after the preceding audit.
Sections 105-113 of the Act set out the audit requirements.
Audit Objectives
Section 81 of the MFA states that the purpose of Te Pūtea Whakatupu Trust is
hold and manage the trust funds on trust for and on behalf of the beneficiaries under the Deed of Settlement, in order to promote education, training, and research, including matters that relate to fisheries, fishing, and fisheries-related activities, but not in a manner that could adversely affect the charitable status (if any) of the Trust.
The objective of the audit is to assess each entity’s performance in accordance with criteria set out in sections 108-111 of the Māori Fisheries Act (see scope of audit).
The audit assesses the ‘extent’ to which the objectives set out by the four Te Ohu Kai Group entities ‘are consistent with the effective implementation of the duties and functions of the entity under the Māori Fisheries Act or any other enactment’ is to be assessed (section 108(b) of the Māori Fisheries Act).
Statutory purpose
Section 81 of the MFA states that the purpose of Te Pūtea Whakatupu Trust is hold and manage the trust funds on trust for and on behalf of the beneficiaries under the Deed of Settlement, in order to promote education, training, and research, including matters that relate to fisheries, fishing, and fisheries-related activities, but not in a manner that could adversely affect the charitable status (if any) of the Trust.
Audit scope
The audit scope detailed in section 111 (1) of the MFA states “In the case of Te Pūtea Whakatupu Trustee Limited, an audit must consider and report on the contribution that Te Pūtea Whakatupu Trustee Limited has made towards promoting education, training, and research in relation to Māori involvement in fisheries, fishing, and Fisheries-related activities.”
Self-assessment scope
It has been documented in previous audits that the audit scope for Te Pūtea Whakatupu differentiates from the scope of the Trust outlined in the MFA. For the purpose of this audit, a review of Te Pūtea Whakataupu Trust has been carried out against the full scope of service outlined in section 81 of the MFA.
Duties and functions
The detailed duties and functions for Te Pūtea Whakatupu are set out in sections 83 (see Appendix 1 for listing the duties and functions of Te Pūtea Whakatupu Trust). However, for the purpose of this review, the Trust purposes of training, research, and education have been aligned with the following functions set out in the Act:
1. Training:
ii. funding the development of the skills of Māori, including those relevant to the fishing industry:
iii. facilitating access of Māori working in, or wishing to work in industry (including the fishing industry
iv. other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
2. Research
iii. promoting research and development by wānanga, universities, or other tertiary institutions in New Zealand or overseas
iv. other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
3. Education
iv. promoting educational and training programmes, courses, and schemes within New Zealand for Māori, with a view to providing educational and training opportunities, including those that have application to the fishing industry:
v. promoting the advancement of Māori
vi. other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
TERMS OF REFERENCE
Strategic objectives
The Board’s objectives (named Whāinga) for the first 24 months of the audit period were set out in the strategic plan ‘Te Rautaki’ for 1 October 2017 to 30 September 2022 (see Appendix 2). These were:
1. Whāinga 1 Ngā Uri Whakatupu: Future Proofing the generation for the 22nd century
2. Whāinga 2: Ngā Ako: Mentoring and governance training for Māori
3. Whāinga 3: Te honongatanga ki ngā rangi hou: New Blue-sky horizons through innovation and research for Māori engagement and growth
4. Whāinga 4: Te Ture Whakahaere: Transforming the Trust through legislative change
There was a transition period between 1 October 2022 and March 2023 where a new strategy was in development. During this time, the Trust continued to deliver on the existing strategy until the new strategy was formally introduced in March 2023. The new strategy (see Appendix 2), ‘Five-Year Strategic Plan’, covers the period between October 2022 and September 2027 (initially published as 2023-2027 in error) and is based on a ‘Theory of Change’ ideology introduced in 2020 (see Appendix 3)
and introduced the following impact outcomes (IO):
1. Angitū: Māori succeeding as Māori
2. Mātauranga: Māori knowledge systems
3. Rangatira: Future leaders with ancient wisdom
4. Tangaroa: Active and reciprocal relationships with Hinemoana and Tangaroa
5. Ōhanga: Economic Emancipation
Audit methodology
To complete this audit, a desktop review of both strategic plans, their accompanying annual plans, and subsequent annual reports has been conducted, and analysed against the purpose of Te Pūtea Whakatupu Trust and its statutory functions outlined in the Māori Fisheries Act 2004.
SELF-ASSESSMENT
OBJECTIVES AND APPROACH
Objective:
1. Enable evidence-based discussion with the external auditor
2. Provide clarity on the performance, issues, and actions Te Pūtea Whakatupu took to continue to fulfil its duties. This includes future changes that lift the level ofperformance for current activity and respond to new needs
3. Identify opportunities for improvement
Approach
The approach taken for the selfassessment reflects:
• ‘Te Rautaki’ and the ‘Five-Year Strategic Plan 2022-27’ reflect the operating environment, historical performance, and progress made on previous objectives and set the Trust’s strategic direction. This self–assessment has aligned the achievements of each of these strategic objectives with the purpose, duties, and functions set within the Māori Fisheries Act 2004.
• Te Pūtea Whakatupu has a long-term, intergenerational, impact investment focus in delivering on its purpose.
• Many of the Te Pūtea Whakatupu priority initiatives are delivered over extended timelines in complex and changing environments and are often connected with many other initiatives. The nature of the activity also means it can be challenging to set and measure explicit outcome objectives.
• Acknowledgement that the operating environment is constantly changing. Te Pūtea Whakatupu refines its short-term initiatives and activities to ensure it achieves its long-term impact outcomes. This can alter short-term objectives and performance measures.
• Information published and disseminated to stakeholders in the existing governance reports has been condensed for this review. The full context of this information can be found in these individual documents.
• The self-assessment will be followed by direct engagement with the external auditor. Both the selfassessment report and the interviews will inform the external auditors’ conclusions.
The steps in the self-assessment have included:
1. Define the purpose of Te Pūtea Whakatupu according to section 81 of the Māori Fisheries Act 2004.
2. Define the duties and functions from section 83 of the Māori Fisheries Act 2004
3. Align duties and functions within the Act with the strategic objectives outlined in Te Rautaki 2017-2022 and the Five-year Strategic Plan 20222027
4. Collate evidence ( Measure objectives, strategies, process, and outcomes as per the audit questions) to validate achievement of statutory purpose, duties and functions
5. Collate the self-assessment, including gaps, causes, actions and potential improvements
6. Provide recommendations based on the evidence provided
SELF-ASSESSMENT FRAMEWORK
The self-assessment requires Te Pūtea Whakatupu to assess the achievement of the strategic objectives within the context of the Māori Fisheries Act 2024. Specifically, this includes achievement within the duties of functions outlined in the Act
To enable the assessment:
• Strategic objectives have been aligned with the groups of duties and functions. The strategic objectives were set over two strategic plans. For the self-assessment, the strategic objectives are set in Te Rautaki’s 2017-2022 strategy and the FiveYear Strategic Plan for 2022-2027. The assessment also considers the objectives and performance against objectives in the Annual Plans and Annual Report within this reporting period.
• The self-assessment addresses the six key questions in the Four-Year Statutory Audit from 2020 to 2024
• For each of the critical questions, the self-assessment considers the achievements, any causes of achievement gaps, actions taken or planned to address the gaps and future opportunities for improvement.
• The self-assessment considered the evidence to support the conclusion.
• The assessment is presented to inform the independent assessment discussion and report. As such, it does not record all the evidence and does not include all the achievements reported in Te Pūtea Whakatupu Annual Reports and other documents shared with Iwi, RIOs, Māori groups, and stakeholders.
SELF-ASSESSMENT FRAMEWORK
Consolidated Māori Fisheries Act 2024 Duties and Functions
(ii) funding the development of the skills of Māori, including those relevant to the fishing industry.
(v) facilitating access of Māori working in, or wishing to work in industry (including the fishing industry).
(vi) other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
Strategic Objectives from Te Rautaki 2017 - 2022
Whāinga 1: Nga Uri Whakatupu: Future
Proofing the generation for the 22nd century
(iv) promoting research and development by wānanga, universities, or other tertiary institutions in New Zealand or overseas.
Whāinga 2: Ngā Ako: Mentoring and governance training for Māori Impact Outcomes (Strategic Objectives) from
Angitū: Māori succeeding as Māori
Review Questions
Have the objectives been established?
Mātauranga: Māori knowledge systems
Policies and strategies have been established on how to achieve the objectives.
Rangatira: Future leaders with ancient wisdom
The objectives were achieved (The organisations have completed the agreed work in line with the agreed policies and strategies.) Self-Assessment
(vi) other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
(i) promoting educational and training programmes, courses, and schemes within New Zealand for Māori, with a view to providing educational and training opportunities, including those that have application to the fishing industry.
Whāinga 3: Te honongatanga ki ngā rangi hou: New Blue-sky horizons through innovation and research for Māori engagement and growth
(iii) promoting the advancement of Māori.
(vi) other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
Whāinga 4: Te Ture Whakahaere: Transforming the Trust through legislative change
Active and reciprocal relationships with Hinemoana and Tangaroa
Ōhanga: Economic Emancipation
The outcomes (results) meet the expectations of the Act.
The reporting meets the obligations under this Act and the needs of stakeholders (timely, accurate, informative).
Tangaroa:
FOUR-YEAR AUDIT SELF-ASSESSMENT: TRAINING
Gaps or improvements
Organisational outcomes on the delivery of its statutory purpose, duties, and functions
Duties and functions as per the Māori Fisheries Act 2017 –2022 Strategic plan objectives and outcomes 2022 –2027 Strategic plan objectives and outcomes Key performance indicators
Purpose as per the Māori Fisheries Act
• More specific focus towards developing skills of Māori pertinent to the fishing industry.
• Social return on investment report conducted on Te Kete Aronui found that out of the $4,102,500 invested over four years there was a $7,069,259 social return on investment (1.72:1). Programme delivered to 385 ākonga total across Te Ika a Maui.
• Ngā Uri Whakatupu evaluation report provided further evidence of the benefit or targeted interventional literacy and numeracy programmes on ākonga Māori, including to 1600 Tamariki over the three-year review period.
• Due to disruption caused by the global pandemic, pivoted Māhe Matauranga funding towards a $5,000 rangatahi grant.
• Participating kura from our literacy & numeracy programmes in Te Waipounamu funded to participate in the Aquabots school robotic program. Further kura to be included in FY24.
• 211 registered participants for Rakahinga Roadshows, covering 6 regions and 1 online wānanga.
• 308 Expression of Interest for Tupu Accelerator, 117 registered applications with 11 founders successfully onboarded.
• Currently working with Te Ara Pōtiki to develop their programme of work.
• Continue to fund fisheries training programmes beyond the pilot stage.
• Funded 14 rangatahi from Te Aupōuri, participated in 6-week fisheries cadetship in Westport.
• Work is still underway to develop Iwi Aquaculture Futures pathways.
Non-applicable
Angitū (Māori succeeding as Māori):
• Funded the delivery of Te Kete Aronui literacy and numeracy programme in Te Ika a Maui. Invested in the delivery of Te Reo Matatini me te Pāngarau literacy and numeracy programme in Te Waipounamu. Tangaroa (Active and Reciprocal Relationship with Hinemoa and Tangaroa):
• Funding Aquabots school robotics programme. Ōhanga (Economic Emancipation):
• Delivered a series of Rakahinonga Roadshows (one-day wānanga for Māori entrepreneurs).
• Delivered inaugural Tupu Accelerator –a tenweek business accelerator for Māori startups.
• Te Ara Pōtiki: Global internship programme. Partnership in development with Te Ara Pōtiki Trust to fund 20 Māori technology entrepreneurs to take part in a global internship programme over the next 3 years, increasing Māori representation in the research, science and innovation systems.
Tangaroa (Active and Reciprocal Relationship with Hinemoa and Tangaroa):
• Iwi Aquaculture Futures: pivoted from strategydriven top-down approach with Te Ngake o te Kupenga work programme to work at a community level and review education systems for aquaculture certification.
Non-applicable
Non-applicable
Ngā Uri Whakatupu: Future Proofing the Generation for the 22nd Century:
Whāinga 1
(ii) Funding the development of the skills of Māori, including those relevant to the fishing industry
• Funded the delivery of Te Kete Aronui literacy and numeracy programme in Te Ika a Maui.
• Funded the delivery of Te Reo Matatini me te Pāngarau literacy numeracy programme in Te Wai Pounamu.
• Funding allocated towards the Māhe Mātauranga science programme in kura kaupapa.
Whāinga 3 New Blue-Sky Horizons through Innovation and Research for Māori Engagement and Growth:
• Funding Aquabots school robotics programme.
Whāinga 1 Ngā Uri Whakatupu: Future Proofing the Generation for the 22nd Century:
• Te Ngake o te Kupenga: Developed Future of Māori Fisheries Workforce Strategy. Funded Te Aupōuri to deliver pilot rangatahi fisheries training pathway to Westport Deep Sea Fishing School.
(v) Facilitating access of Māori working in, or wishing to work in industry (including the fishing industry), to:
• (A) Education and training courses.
• (B) Conferences, presentations, and other learning experiences.
Non-applicable
(vi) Other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v)
Training
FOUR-YEAR
Gaps or improvements
Organisational outcomes on the delivery of its statutory purpose, duties, and functions
Duties and functions as per the Māori Fisheries Act 2017 –2022 Strategic plan objectives and outcomes 2022 –2027 Strategic plan objectives and outcomes Key performance indicators
Purpose as per the Māori Fisheries Act
• Further research to be conducted into matters affecting Māori fishing and the fishing industry.
• Research with Te Whānau-a-Āpanui generated their aquaculture workforce strategy.
• Pūhoro STEMM Academy research now completed and awaiting publishing.
• Conducted exploratory discussions with key partners, Te Toki Voyaging Trust, to develop the Te Kura Waka Hourua work programme.
• Kura Waka Hourua: Funding to support the establishment of a traditional school for ocean navigation.
• Tangaroa (Active and Reciprocal Relationship with Hinemoa and Tangaroa)
• 25 Interviews, including 14 founders and 11 investors/ ecosystem support professionals, informed the Te Ara Takatū report. 95 guests invited to the Te Ara Takatū report launch, including investors, strategic partners, and collaborators.
• Te Ngake o te Kupenga: Continued to work with Te Whānau-a-Āpanui to develop their long-term capability strategy to develop aquaculture scientists.
• Ōhanga (Economic Emancipation)
• Te Ara Takatū: Pathways for Māori Entrepreneurship. A research report was published analyzing the startup ecosystem and investment landscape for Māori founders in Aotearoa.
• Opportunity to follow up on research findings
• Findings of both research reports highlighted the inequities Māori face in being resilient to economic shock. Further evidence towards the need to targeted and interventional education alongside high-skilled employment. Both reports received nationwide media coverage and have been cited in further publications.
• Marautanga Āhuarangi development is currently underway.
Angitū (Māori Succeeding as Māori)
• Marautanga Āhuarangi: Developing a climate change curriculum in Te Reo Māori for use in all (~68) kura kaupapa, intending to share with kura ā iwi and kura auraki.
Whāinga 1
Ngā Uri Whakatupu: Future Proofing the generation for the 22nd century:
• Te Ngake o te Kupenga: Undertook stakeholder and landscape analysis of educational institutions and their sector-specific offerings for fisheries training to increase Māori employment in the sector including highly skilled roles and leadership positions.
(iv) promoting research and development by wānanga, universities, or other tertiary institutions in New Zealand or overseas into (but not limited to)—
• the involvement of Māori in fishing and fisheries related activities; and
• matters affecting Māori fishing:
• Te Ngake o te Kupenga: Worked with Te Whānau-a Āpanui to develop their long-term capability strategy to develop their aquaculture workforce. Whāinga 3 New Blue-Sky Horizons through Innovation and Research for Māori Engagement and Growth
• Funded Puhoro STEMM Academy research into the impact of school timetables on rangatahi STEM engagement.
(Non-Strategy Delivery)
• A research report was published analyzing the impact of COVID-19 on Māori education outcomes.
• (vi) other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
• A research report was published analyzing the impact of COVID-19 on the Māori economy.
Research
FOUR-YEAR AUDIT SELF-ASSESSMENT: EDUCATION
Gaps or improvements
Organisational outcomes on the delivery of its statutory purpose, duties, and functions
Purpose as per the Māori Fisheries Act Duties and functions as per the Māori Fisheries Act 2017 –2022 Strategic plan objectives and outcomes 2022 –2027 Strategic plan objectives and outcomes Key performance indicators
• Directly delivered education and training programmes have been largely focused on leadership and governance training.
• Hawea Vercoe Leadership Programme delivered to 66 taitamariki, including a Rangatahi Leadership Summit attended by over 70 tamariki across three kura.
• Worked with the Ngā Auahitūroa network to inform the design of He Tukutuku Koiora programme.
• Opportunity to advance training and education in science and areas relevant to fisheries.
• Onboarded 8 Amonuku (Associate Directors) into He Tukutuku Koiora and placed them on 8 hosting boards.
• 2022 National Māori in Governance Summit: 916 registrations (830 virtual).
• Hinātore: Tū Toa 2024 Hui: 9 kaikōrero and 4 round table discussions, attended by over 80 people.
Whāinga 2: Mentoring and Governance Training for Māori
• Hinātore: Co-funded Tū Toa: Navigating Māori Success hui, delivered by Kathie Irwin and Associates. Rangatira (Future Leaders Armed with Ancient Wisdom)
• Funded the delivery of the Hawea Vercoe Leadership Programme, delivered by the Moko Foundation.
• Formed a Facebook group and support network for alumni of Trust scholarships, Ngā Auahitūroa.
(i) Promoting educational and training programmes, courses, and schemes within New Zealand for Māori, with a view to providing educational and training opportunities, including those that have application to the fishing industry.
• Delivered the second Amorangi Māori in Governance Summit 2024.
• Funded OnBoard NZ, board placements for tech startup boards.
• Pae Hangarau: Continued to fund OnBoard NZ board placements for tech startup boards.
• Delivered the inaugural Māori governance programme, He Tukutuku Koiora.
• Completed He Tukutuku Koiora strategy and programme design for the delivery of a nationwide Māori Associate Directorship programme.
• Delivered the inaugural National Māori in Governance Summit 2022.
Education
FOUR-YEAR AUDIT SELF-ASSESSMENT: EDUCATION
Gaps or improvements
There are currently no funds specifically dedicated towards reducing barriers for Māori to enter tertiary education. Could potentially introduce a dedicated tertiary scholarship.
Organisational outcomes on the delivery of its statutory purpose, duties, and functions
Duties and functions as per the Māori Fisheries Act 2017 –2022 Strategic plan objectives and outcomes 2022 –2027 Strategic plan objectives and outcomes Key performance indicators
• Tukuoha Fund: Continued to fund the Tōnganui Scholarship to pursue mātauranga and tikanga Māori within the oceans sector.
• Te Ara Tiatia Higher Learning Pathways: Funded Te Hononga Māori Graduate Study Tour to Oxford University in London, England. Rangatira (Future Leaders Armed with Ancient Wisdom)
• Tukuoha Fund: Continued to fund the Pou Herenga Tangata Award to support rangatahi towards leadership in their communities. Tangaroa (Active and Reciprocal Relationship with Hinemoa and Tangaroa)
• Provided funding for 1 x Te Ngake o te Kupenga Award.
Whāinga 3 New Blue-Sky Horizons through Innovation and Research for Māori Engagement and Growth
• Taitamariki Fund: Pivoted from existing Te Mātauranga Te Tuatahi, Te Piringa Te Tuarua, and Te Ao Whānui grants, replaced with two new grants: Tonganui Scholarship and the Pou Herenga Tangata Award.
• Working with Rhodes Trust and Atlantic Institute to fund the inaugural Te Hononga Māori Graduate Study Tour to Oxford University in London, England.
• Māhe Mātauranga: Utilised pivoted funding to provide 1x Māhe Mātauranga Award to rangatahi in STEMM.
(iii) Promoting the advancement of Māori by—
• (A) Offering or funding scholarships and grants to enable Māori students to meet the entry requirements of wānanga, universities, or other tertiary institutions in New Zealand or overseas.
• (B) Establishing scholarships and grants, or funding wānanga, universities, or other tertiary institutions in New Zealand to offer scholarships and grants, with a view to encouraging Māori to develop their education and skills.
Promoting the advancement of Māori is a legislated function that spans most strategic objectives. More work can be done to foster urban Māori connection to their whakapapa to enable prosperous futures.
• Pivoted the use of the connecting platform to disseminate urgent and real-time COVID-19 information.
• Appointed Maria Ngawati, Tatiana Greening, Bernie O’Donnell, and Naomi Manu as Alternate Directors and Te Pūoho Katene as Kaihautu (Executive Director).
Angitū (Māori Succeeding as Māori)
• I-Hono: Continued to host iHono website as an information resource.
Whāinga 3 New Blue-Sky Horizons through Innovation and Research for Māori Engagement and Growth
(vi) Other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
Education
• Launched the iHono website to connect Māori, iwi, and hapū through an online database.
Whāinga 4 Transforming the Trust through Legislative Change
• Implemented changes to Trust governance structure, introducing three alternate directors to the legislated three directors.
• Appointed an executive director for operational management.
APPENDIX 1: STATUTORY RESPONSIBILITIES AS PER MĀORI FISHERIES ACT 2024
Purpose of Te Pūtea Whakatupu Trust
The purpose of Te Pūtea Whakatupu Trust is to hold and manage the trust funds on trust for and on behalf of the beneficiaries under the Deed of Settlement, in order to promote education, training, and research, including matters that relate to fisheries, fishing, and fisheries-related activities, but not in a manner that could adversely affect the charitable status (if any) of the Trust.
Duties and functions of Te Pūtea Whakatupu Trust
In achieving the purpose of Te Pūtea Whakatupu Trust, Te Pūtea Whakatupu Trustee Limited must—
a. manage the trust funds; and
b. distribute the annual trust income for activities that include—
i. promoting educational and training programmes, courses, and schemes within New Zealand for Māori, with a view toproviding educational and training opportunities, including those that have application to the fishing industry:
ii. funding the development of the skills of Māori, including those relevant to the fishing industry:
iii. promoting the advancement of Māori by—
a. (A) offering or funding scholarships and grants to enable Māori students to meet the entry requirements of wānanga, universities, or other tertiary institutions in New Zealand or overseas; and
b. establishing scholarships and grants, or funding wānanga, universities, or other tertiary institutions in New Zealand to offer scholarships and grants, with a view to encouraging Māori to develop their education and skills:
iv. promoting research and development by wānanga, universities, or other tertiary institutions in New Zealand or overseas into (but not limited to)—
a. the involvement of Māori in fishing and fisheries-related activities; and
b. matters affecting Māori fishing:
v. facilitating access of Māori working in, or wishing to work in industry (including the fishing industry), to
a. education and training courses:
b. conferences, presentations, and other learning experiences:
vi. other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).
APPENDIX 2: STRATEGIC OBJECTIVES ESTABLISHED BY THE BOARD
Te Rautaki: 1 October 2017 – 30 September 2022
Te Whainga Tuatahi: Nga Uri Whakatupu: Future Proof The Next Generations for the 22nd Century
Te Whainga Tuatahi is the first of the four key cornerstones for Trusts strategy to 2022. This Whainga places its gaze and investment firmly on what the Trust can do to ensure Nga Uri Whakatupu - Our Next Generations are prepared, ready and at the leading edge of the 22nd Century. It is this Whainga that we have designed a multidimensional platform for literacy and numeracy. This platform is;
• Tahi: Numeracy and literacy programmes directly to Māori Yq-Y8
• Rua: Digital literacy Y1-Y8
• Toru: Science and Engineering literacy & numeracy
Te Whainga Tuarua: Nga Ako: Mentoring and Governance Training for Māori
Te Whainga Tuarua is the second of the four key cornerstones. Today more than ever we face economic, social and spiritual challenges due to changes in the fabric of our society and economy. This has created distance for Māori to actively engage in their own kaiapa. Where country towns were thriving communities today face the reality of
having had many or their whanau move to cities and larger neighbouring towns. Noting, over the past 30 years Māori have moved overseas in search for better opportunities and ability to apply their skill and knowledge.
Whainga Tuarua Nga Ako is how the Trust will work and join with partners to support education pathways for taitamarki in mentoring and governance training.
• Tahi: Regional Māori Mentoring Programme
• Rua: National Māori Mentoring Programme
• Toru: Governance Leadership Design and Training
Te Whainga Tuatoru: Te Honongatanga Ki Nga Rangi Hou: New blue horizons through Innovation and Research for Māori Engagement and Growth.
Te Whainga Tuatoru is the fourth key goal for the Trust. This Whainga is at the heart of the vision as we prepare the organisation and Māori for the 22nd Century. The Trust is tasked to invest in “new thinking opportunities in research and development or as it takes the bold step forward of “Nga Rangi Hou” for Māori development and transformation.
APPENDIX 3: STRATEGIC OBJECTIVES ESTABLISHED BY THE BOARD
Te Rautaki: 1 October 2017 – 30 September 2022
It is here that we ask the BIG questions of “What will our future look like and how can we get there…..?” And the Trust setting aside an Innovation Fund, to support Whanau Development
• Tahi: Develop a “i-Hono” App that allows whanau to connect tools for Māori, Urban, Hapu, Iwi and MIO’
• Rua: New Māori Industries in the 22nd Century
• Toru: Whanau Development Fund for approved funders with TPWT to extend service delivery
• Wha: Evaluation of Investment Programmes of TPWT over the service periods as contracted
• Rima: The business case for Fund Drawdown of $5m
Te Whainga Tuawha: Te Ture Whakahaere: Transforming the Trust through legislative change
Te Whainga Tuawha is the final of the four key goals for the Trust. This whainga is where the Trust has set the sails through the legislative framework of review with its parent body Te Ohu Kaimoana. This review commenced in 2016. Over the next three years the Trust will implement the requirements as set in the new legislation at both the governance and operational levels.
At the Hui a Tau held on 30 March 2017 iwi agreed to support the following:
a. that Te Pūtea Whakatupu Trust / Te Pūtea Whakatupu Trustee Limited continue with its directors increased to a maximum of 5 with a quorum of a majority of directors; and
b. undertaking a process that moves towards a more representative appointing body being developed to appoint directors to Te Pūtea Whakatupu Trustee Limited, such body to include representatives of urban Māori groups (including but not limited to, NUMA and the Schedule 5 Representative Māori Organisations) and Te Ohu Kaimoana, with such being implemented at the next review of Settlement Entities.
• Tahi: Governance structure change from 3 Directors to 5
• Rua: Operational executive management to implement the strategy
• Toru: Potential entity status change
APPENDIX 4: STRATEGIC OBJECTIVES ESTABLISHED BY THE BOARD
Five-Year Strategic Plan: 1 October 2022 –30 September 2027
Our impact statements describe the aspirational future state for Māori in distinct elements capturing how the Trust intends to fulfil its purpose and deliver on its obligations while driving social impact at the heart of Māori communities.
Tangaroa: Active and Reciprocal relationship with Hinemoa and Tangaroa
• Future State: We recognise our whakapapa relationship with the ocean and its inhabitants and acknowledge the co-dependency between Māori and the ocean. We have an obligation to the ocean, borne of our legacy and our genealogy. Where it thrives, so too do our people.
• Success Indicators: Foster and grow an affinity for the moana » Advance the oceans knowledge base » Strengthen connections and interactions with ngā tini a Tangaroa » Action growth, enhancement, and advocacy over our ocean-based tikanga » Strengthened ability to make, and advocate for, oceancentric decisions.
Mātauranga: Thriving
Mātauranga Māori Knowledge Systems
• Future State: Mātauranga Māori is the reverberation of tupuna wisdom,
representing intergenerational knowledge advancement uniquely framed within tikanga Māori and the Aotearoa ecosphere. These knowledge systems are continuously advanced, meaningfully valued and applied within the present and future Aotearoa context.
• Success Indicators: The application and advocacy of mātauranga Māori within and alongside western systems » Advancement of the mātauranga Māori knowledge base » Creating and scaling mātauranga Māori transfer systems
Rangatira: Future Leaders Armed With Ancient Wisdom
• Future State: Māori occupy key leadership positions throughout the fabric of Aotearoa. These rangatira harness traditional values and leadership approaches, as well as unmatched expertise, to meet future challenges head on.
• Success Indicators: Unleashing the potential of Māori in, or aspiring to, leadership roles » Charting Māori pathways to leadership » Providing skills and tools that will be needed by future Māori leaders » Encouraging and fostering Māori leadership paradigms.
Angitū: Māori
Succeeding As Māori
• Future State: In all walks of life, our people are confident and unapologetic in living and exuding their Māori identity. Their Māoritanga is luminous, and there is no situation nor space where they feel the compulsion for it to be dimmed. Māori identity not only flavours their chosen area of success; it is a key contributor to that success.
• Success Indicators: Advancement and incorporation of Māori values systems and identifiers » Promotion and championing of Te Reo Māori as the delivery medium of choice » Connection and strengthening of Māori to their whakapapa and communities » Centering of Māori story sovereignty » Encouraging and fostering Māori leadership paradigms.
Ōhanga: Economic Emancipation
Future State: At all social levels, Māori have attained autonomy over their fates. Their economic resilience is not beholden to any external powers, nor vulnerable to external shocks. Our people’s right to dream is untethered, and not constrained by economic pressures or limitations.
Success Indicators: The earning potential of Māori households meets or exceeds the national average » Māori are enabled to move from low-skilled to high skilled roles » Māori are accelerated into resilient, high-demand sectors » Whānau are resilient to economic shocks.
PERFORMANCE OF TE PŪTEA WHAKATUPU / TAPUWAE ROA
Purpose of Te Pūtea Whakatupu Trust
Limited and the audit process
190. Again, as with each of the other entities subject to the four-year audit process for 2020 until 2024 (inclusive), the starting point regarding the audit is to be located in the Māori Fisheries Act 2004. Section 81 of that statute, provides that the, ‘purpose of Te Pūtea Whakatupu Trust is to hold and manage the trust funds on trust for and on behalf of the beneficiaries under the Deed of Settlement, in order to promote education, training, and research, including matters that relate to fisheries, fishing, and fisheriesrelated activities, but not in a manner that could adversely affect the charitable status (if any) of the Trust’.
191. At the outset, we observe that Te Pūtea Whakatupu Trust Limited effectively trades under the name ‘Tapuwae Roa’. Having said that, we retain an abridged statutory reference to Te Pūtea Whakatupu throughout this audit report. Unless otherwise specified, when the term ‘Te Pūtea Whakatupu’ is used, this report signifies a reference to the single incorporated trustee of the trust bearing that name. That is, we are referring to the company mentioned in s 80(2) of the Māori
Fisheries Act: ‘The trustee of Te Pūtea Whakatupu Trust must be a company formed under the Companies Act 1993 with the name of Te Putea Whakatupu Trustee Limited’.4 Under the fouryear audit process, therefore, our assessment relates to the trustee entity (s 111(1) of the Māori Fisheries Act).
192. We have set out the broader legislative context and legal landscape as part of the introductory aspects of the report for Te Ohu Kai Moana itself. Nevertheless, we note that we received a helpful self-assessment report on 4 September 2024 entitled Tapuwae Roa ka haruru te moana, Four- Year Statutory Audit 2020-2024: SelfAssessment, which has permitted us to engage further with Te Pūtea Whakatupu representatives at the executive and governance level as we proceeded through our audit appraisal. The selfassessment report presents an especially extensive account of how Te Pūtea Whakatupu contemplates its direction overall and the various operational steps pursued to achieve such objectives. That self-assessment report is attached as Appendix E.
4 In this part of the audit report, we have inserted macrons in all legislative references to Te Pūtea Whakatupu Limited or its relevant Trust.
193. The objective of our fouryear audit is to assess each Te Ohu Kai Moana group entity’s performance in accordance with criteria set out in ss 108-111 of the Māori Fisheries Act.
194. In particular, the audit scope detailed in s 111(1) of the Māori Fisheries Act states, ‘In the case of Te Pūtea Whakatupu Trustee Limited, an audit must consider and report on the contribution that Te Pūtea Whakatupu Trustee Limited has made towards promoting education, training, and research in relation to Māori involvement in fisheries, fishing, and fisheries-related activities.’
195. We have met with the chief executive of Te Pūtea Whakatupu and with the Board chair. In addition, we have examined a considerable range of documents, including its current strategic planning documents, such as Te Pūtea Whakatupu Trust [Five]-Year Strategic Plan FY2023-2027.
Duties and functions of Te Pūtea Whakatupu
196. Section 83 of the Māori Fisheries Act outlines an extensive array of statutory functions for Te Pūtea Whakatupu, all of which are expressed as matters that it ‘must’ attend to ‘[i]n achieving
[its] purpose’ under s 81 of the legislation. We set out the provision in full here: ‘In achieving the purpose of Te Pūtea Whakatupu Trust, Te Pūtea Whakatupu Trustee Limited must—
a. manage the trust funds; and
b. distribute the annual trust income for activities that include—
i. promoting educational and training programmes, courses, and schemes within New Zealand for Māori, with a view to providing educational and training opportunities, including those that have application to the fishing industry:
ii. funding the development of the skills of Māori, including those relevant to the fishing industry:
iii. promoting the advancement of Māori by—
a. offering or funding scholarships and grants to enable Māori students to meet the entry requirements of wānanga, universities, or other tertiary institutions in New Zealand or overseas; and
b. establishing scholarships and grants, or funding wānanga, universities, or other tertiary institutions in New Zealand to offer scholarships and grants, with a view to encouraging
Māori to develop their education and skills:
iv. promoting research and development by wānanga, universities, or other tertiary institutions in New Zealand or overseas into (but not limited to)—
a. the involvement of Māori in fishing and fisheries-related activities; and
b. matters affecting Māori fishing:
v. facilitating access of Māori working in, or wishing to work in industry (including the fishing industry), to
c. education and training courses:
d. conferences, presentations, and other learning experiences:
vi. other activities that are necessary to foster or promote the activities set out in subparagraphs (i) to (v).’
197. Section 82 of the Māori Fisheries Act sets out the following regarding the distribution of the benefits of Te Pūtea Whakatupu Trust: ‘The benefits of Te Pūtea Whakatupu Trust must be made available as widely as possible to all Maori, having regard to—
a. the extent to which mandated iwi organisations are providing, or are able to provide, benefits for
members of their iwi that are the same or similar to those that are able to be provided by Te Putea Whakatupu Trustee Limited; and
b. the interests of Maori who—
i. do not associate with their iwi; or
ii. (ii) do not receive benefits from a mandated iwi organisation.’
Section 108(c) of the Māori Fisheries Act: progress made by Te Pūtea Whakatupu towards achieving the objectives
198. Te Pūtea Whakatupu provided the following summary of its achievements across our audit period:
‘Overthepastfouryears,the Trusthasactivelyfundedthe developmentofMāoriskills across various sectors and life stages.Anotableexampleis thesignificantinvestmentin literacyandnumeracyskillsfor taitamarikithroughtheNgāUri Whakatupuprogramme.From 2019-2023,TheTrust funded $5.7millionacrosstwodiscrete approaches:TeKeteAronui(North Island) andTe Reo Matatini me tePangarau(TeWaipounamu).A comprehensivereviewofNgāUri Whakatupudemonstratedthat targetedliteracyandnumeracy
programmessignificantlybenefit ākongaMāoricomparedto mainstreameducation,impacting 1,600Tamariki in the review period.ASocialReturnon Investmentanalysiscalculatedthe impactmultipleforTeKeteAronui as1.72,achievingasocialimpact ofover$7millionduringitsfouryearanalysisperiod.Additionally, priorinvestmentsintheMāhe Mātaurangascienceprogramme forkurakaupapaevidenced further achievements. When the programmeceasedduetothe globalpandemic,theTrustswiftly redirectedfundingtoprovide STEM-focusedscholarshipsand initiatedfundingfortheprimary schoolSTEMroboticsprogramme, Aquabots
Towards the end of this audit period,theTruststrategically shifteditsfocustodevelopingthe economicandentrepreneurial skillsofMāori,aimingtoachieve theimpactoutcomeofŌhanga (economicemancipation).This shiftincludedlaunchingtheonedaywānangaseries,Rakahinonga Roadshows,andtheTupu Acceleratorprogramme.These initiativesprovidedtrainingtoover 200aspiringMāorientrepreneurs throughtheroadshowsandsaw 11founderscompletethe10-week
businessacceleratorprogramme. Complementingthiseffort,the Trustisdevelopingapartnership with TeAra Pōtiki Trust to fund 20 Māoritechnologyentrepreneurs inaglobalinternshipprogramme overthenextthreeyears.’5
199. Again, the shift in direction is highlighted and its implications for a shift in achievements are apparent in the Trust’s more detailed reporting on achievements against objectives in quarterly, annual and other reporting to the Board.
200. On balance, we consider that Te Pūtea Whakatupu has reported achievements that substantively deliver against the organisation’s strategic priorities and annual objectives across the four-year period.
History of Te Pūtea Whakatupu Trust
201. In its self-assessment, Te Pūtea Whakatupu Trust provides the following context for its strategic choices across the past almost two decades:
‘Since its establishment in 2005,Te PūteaWhakatupuTrust(theTrust) hasdischargeditsdutiesthrough thetargeteduseoffundstodeliver outcomes to Māori. The last Four-
5
yearAudit,asrequiredunders111 of the Māori FisheriesAct, was in 2008, while theTrust was still initsformativeyears.Significant progresshasbeenmadeoverthe ensuingyearswithinaconstantly changingexternalenvironment, in what could be described as a periodofunbridledMāoriprogress. By2008,priortotheTrustCapital beingreceived,atotalof23Treaty Settlements(ofvaryingforms andsizes)hadtakenplace.Atthe beginningperiodofthisaudit, that number had increased to 90 deedsofsettlementandc.$2.27bn insettlementvalue.TeŌhanga Māori,theMāorieconomy,was estimatedat$69.7bn2andgrowing at twice the rate of the New Zealandeconomy.Thisreflection ispertinenttocapturetheshift inoperatingcontextwithinwhich the Trust finds itself – one in which the economic heft of Māori has shiftedthecapitallandscapefora comparativelysmall(c.$25mAUM) charitable trust.
It has been incumbent on the Trusttoensureitnotonlymeets itslegislativepurposebut contextualises its activities within thislandscapetomaximisethe impactcreatedforeveryTrust dollardeployed.Theresulthas beenagradualproportional
shiftawayfromactivitieswithlow specificitytowardstargeted,deeply considered mahi that delivers to anintergenerationalTheoryof Change.Theestablishmentofthis long-termhorizonrefinedtheTrust’s modusoperandumtofocusonfour pillarsofmahi:fund,invest,deliver, advocate.TheTrust,paradoxically, hasboththelargestremitwithinTe Kāhui oTe Ohu Kai Moana with, until recently,thesmallestoperational footprint.Ancillarytotheschedule 3Iwiandschedule5Representative MāoriOrganisationsintheMāori FisheriesAct, theTrust has an obligationtoallMāori.Inparticular, asidentifiedinthe2016High Court decision [footnote omitted], the Trust was established as the mechanism to ensure the benefits of the Settlement reach those who cannot or do not affiliate with Iwi.As such,alargehistory,andcontinued focusoftheTrust,istargetedat deliverytoMāoriwholiveanurban experienceorhavenotconnected totheirwhakapapa.
TheTrust’sfive-yearstrategic plan,TeRautaki,covered20172022, and is a direct reflection of theemphasishighlightedinthe 2016courtdecision.Inparticular,it reflectsasignificantcommitmentto UrbanMāorithrough,amongother initiatives,directfundingofWhānau
Oracommissioningagenciesto undertakeliteracyandnumeracy initiatives in their communities.’
202. The court decision in question here was National Urban Māori Authority & Anor v Te Ohu Kai Moana Trustee Limited & Ors, which the High Court at Wellington determined on 15 July 2016.6
203. We are impressed by Te Pūtea Whakatupu’s reported insights on iwi and Māori development over the decades pre-dating, and after, the establishment of Te Pūtea Whakatupu Trust. We were also encouraged that it appears to have nourished a position permitting it to contribute most effectively as a relatively small kaupapa Māori funding entity. This appraisal stands despite some tumultuous years in which relatively sharpened differences of opinion concerning the role of Te Pūtea Whakatupu played out amongst various iwi and Māori interests, culminating in the litigation also referred to in the excerpted account above.
204. It should be noted, however, that in our discussion with some iwi and other stakeholders on the performance of the Kāhui more broadly, alternative views were shared on the Trust’s target group. In particular, regarding
the assertion that ‘the Trust was established as the mechanism to ensure the benefits of the Settlement reach those who cannot or do not affiliate with Iwi. As such, a large history, and continued focus of the Trust, is targeted at delivery to Māori who live an urban experience or have not connected to their whakapapa’.
205. Some stakeholders explained their view that all Te Kāhui o Te Ohu Kai Moana entities have obligations to all Māori and there are no Māori, whether living in rural or urban areas who are not connected to their whakapapa or affiliated with an iwi. It seemed inconceivable to these stakeholders that as a Māori, one can be disconnected from one’s whakapapa, otherwise how could one be Māori? Māori targeted by the Trust may have no connection with one of the representative Māori organisations of the Māori fisheries settlement, but that does not remove the obligations of each Kāhui entity to deliver benefit to all Maori in line with each entity’s purpose, functions and duties.
206. We would note that the following statement in the self-assessment of Te Pūtea Whakatupu appears consistent with this logic:
‘While we continue to hold fast to ourlegislatedpurpose(s81Māori
FisheriesAct 2004), we maintain thatourlegislatedpurposeisour minimum standard. Our extension ofthis,ourspiritualpurpose,isthe sustenanceofMāoriidentity.Forit isthroughflourishingMāoriidentity we can enable and accelerate all Māoritotheirboundlesspotential.7
General finding
207. Our general finding is that Te Pūtea Whakatupu is currently placed at a stage of maturation and sophistication in organisational development such that it is generally demonstrating good corporate hygiene vis-à-vis its statutory requirements under the Māori Fisheries Act, including financial audits and performance. This trajectory owes much to a focused approach across the fouryear period subject to the audit. Accordingly, we are of the view that it is performing satisfactorily insofar as the expectations of a four-year audit under s 108 of the Māori Fisheries Act are concerned.
208. In completing its self-assessment for this audit, Te Pūtea Whakatupu has mapped its duties and functions to its five-year strategy and the objectives and priorities formulated in their annual plans and reports.
7 Tapuwae Roa ka haruru te moana, Four-Year Statutory Audit 2020-2024: Self-Assessment (received on 4 September 2024), at page 7 (introduction) (emphasis added in this audit report).
209. The auditors have assessed performance based on the alignment between the objectives and priorities set, and the achievements and impact on iwi and Māori outcomes related to the Māori Fisheries settlement, with the respective purposes, duties and functions of each entity borne in mind throughout. In essence, how well do the priorities and objectives set align with the duties and functions of an entity, and to what extent have the priorities and objectives been achieved. Performance assessed against section 105(a) of the Māori Fisheries Act: The objectives established by the board of directors of Te Pūtea Whakatupu
210. Te Pūtea Whakatupu very helpfully outlined the development and progression of its strategic direction as follows:
‘The Board’s objectives (named Whāinga) for the first 24 months of the audit period were set out in the strategic plan ‘Te Rautaki’ for 1 October 2017 to 30 September 2022 (see Appendix 2). These were:
1. Whāinga 1: Ngā Uri Whakatupu: Future Proofing the generation for the 22nd century
2. Whāinga 2: Ngā Ako: Mentoring and governance training for Māori
3. Whāinga 3: Te honongatanga ki ngā rangi hou: New Blue-sky horizons through innovation and research for Māori engagement and growth
4. Whāinga 4: Te Ture Whakahaere: Transforming the Trust through legislative change
There was a transition period between 1 October 2022 and March 2023 where a new strategy was in development. During this time, the Trust continued to deliver on the existing strategy until the new strategy was formally introduced in March 2023. The new strategy (see Appendix 2), “FiveYear Strategic Plan”, covers the period between October 2022 and September 2027 (initially published as 2023-2027 in error) and is based on a “Theory of Change@ ideology introduced in 2020 (see Appendix 3) and introduced the following impact outcomes (IO):
1. Angitū: Māori succeeding as Māori
2. Mātauranga: Māori knowledge systems
3. Rangatira: Future leaders with ancient wisdom
4. Tangaroa: Active and reciprocal relationships with Hinemoana and Tangaroa
5. Ōhanga: Economic Emancipation.’8
211. We acknowledge that Te Pūtea Whakatupu’s strategic direction changed part way through our fouryour audit period, with the adoption of a new theory of change, and this was accompanied by a change in the business objectives and focus of the types of initiatives funded. We commend the Te Pūtea Whakatupu on its new approach which provides a stronger line of site and intervention logic to the initiatives and programmes of focus under its new strategy, which in turn more clearly aligns with the purpose and functions of Te Pūtea Whakatupu under the legislation.
Section 108(b) of the Māori Fisheries Act: Consistency of objectives with the implementation of duties and functions
212. Te Pūtea Whakatupu’s strategic, medium and short terms objectives are consistent with the implementation of the duties and functions regarding the trust.
213. Te Pūtea Whakatupu has articulated clearly the alignment of objectives under the Training, Research and Education focus areas of its work programme. These three areas mean that
8 Ibid, at slide 9 (page 9): characterised as page 2 of 2 in the ‘terms of reference’ section of the selfassessment report.
objectives and achievements can be easily distinguished and associated with well-established grouping of socio-economic development deliverables and outcomes.
214. Through its annual plans and quarterly and annual reports, Te Pūtea Whakatupu has described how it has made progress towards achieving the objectives across the four-year audit period.
215. We consider that Te Pūtea Whakatupu has reported achievements that substantively deliver against the organisation’s strategic priorities and annual objectives across the four-year period. Furthermore, Te Pūtea Whakatupu has outlined a number of thoughtful and practical opportunities to improve the implementation and achievement of its stated objectives.
216. Since the adoption of its new strategy, the entity’s objectives and activities seem to be more focused on outcomes to improve Māori knowledge, skills and capability to access and participate at all levels of the fishing industry.
217. However, the shift away from funding basic numeracy and literacy learning programmes up until early 2023, to more
competency-based fisheries specific and generic science and business learning programmes, is likely to generate more direct positive outcomes to Māori, as intended by the legislation and the Māori Fisheries Settlement.
218. The Ngake o te Kupenga programme, supported by Te Pūtea Whakatupu, provides a good initial base for understanding the level of Māori participation in the industry, and potentially to utilise as a baseline reference for measuring the impact that Te Pūtea Whakatupu and other funding organisations in the fisheries and education and training sectors, are having on Māori participation moving forward.
219. It is also encouraging to see that Te Pūtea Whakatupu is partnering with a diverse range of iwi, Māori and non-Māori partner organisations. This diversity of relationships will ensure that the initiatives supported by Te Pūtea Whakatupu will reach Māori with a wide range of needs and demographic characteristics.
220. The focus of Te Pūtea Whakatupu on leadership, governance particularly, with young Māori, not only has the potential to produce world-class future Māori leaders
and managers for the fishing sector, but also for all sectors that support, and are supported, by fisheries.
221. The support of Te Pūtea Whakatupu for mātauranga and tikanga Māori in conjunction with the oceans sector is entirely consistent with the functions and overarching cultural approach of Te Kāhui o Te Ohu Kai Moana.
222. Similarly, the support of Te Pūtea Whakatupu for higher learning pathways for Māori has the potential to produce future Māori leaders, managers and role models for the fishing sector and all sectors that support, and are supported, by fisheries.
223. We acknowledge and commend Te Pūtea Whakatupu for providing the opportunity for those Māori identified as possessing the requisite commercial sector capabilities to participate as alternate directors of its Board. We agree that using its own governance vehicle and process gives those Māori the opportunity to gain valuable real-world governance skills and experience with the support of Te Pūtea Whakatupu directors.
Section 108(d) of the Māori Fisheries Act: Policies and strategies established to achieve the objectives and perform the duties and functions
224. We consider that the Board and its management have established effective policies and strategies to achieve Te Pūtea Whakatupu’s objectives and perform the duties and functions of Te Pūtea Whakatupu and intended by the legislation.
225. All of the material provided to us for review on policies and strategy - in relation to both building the organisations capability to deliver, and the outputs and outcomes it seeks to achieve for its Māori target group - have been clear, well-reasoned and of a highprofessional standard.
Section 108(e) of the Māori Fisheries Act: Quality and timeliness of the reporting documents prepared to meet the reporting obligations of the Act
226. Te Pūtea Whakatupu has been consistent in providing quality and timely reporting to Te Kāhui o Te Ohu Kai Moana and its stakeholders over the four-year audit period.
227. However, the auditors did receive feedback from some iwi stakeholders that they had low visibility and knowledge of what Te Pūtea Whakatupu does and offers.
Section 108(f) of the Māori Fisheries Act: The contribution that Te Pūtea Whakatupu Trustee Limited has made towards promoting education, training, and research in relation to Māori involvement in fisheries, fishing, and fisheries-related activities
228. Consistently with its current five-year strategy, Te Pūtea Whakatupu has identified a range of initiatives and programmes that have contributed to promoting education, training, and research in relation to Māori involvement in fisheries, fishing, and fisheriesrelated activities, over our fouryear audit period. These include:
• Angitū (Māori succeeding as Māori)
• Funded the delivery of Te Kete Aronui literacy and numeracy programme in Te Ika a Maui
• Invested in the delivery of Te Reo Matatini me te Pāngarau literacy and numeracy programme in Te Waipounamu
• Tangaroa (Active and reciprocal relationship with Hinemoa and Tangaroa)
• Funding Aquabots school robotics programme
• Ōhanga (Economic emancipation)
• Delivered a series of Rakahinonga Roadshows (one-day wānanga for Māori entrepreneurs)
• Delivered inaugural Tupu Accelerator – a ten-week business accelerator for Māori startups
• Te Ara Pōtiki: Global internship programme. Partnership in development with Te Ara Pōtiki Trust to fund 20 Māori technology entrepreneurs to take part in a global internship programme over the next 3 years, increasing Māori representation in the research, science and innovation systems
• Tangaroa (Active and reciprocal relationship with Hinemoa and Tangaroa)
• Iwi Aquaculture Futures: pivoted from strategy driven top-down approach with Te Ngake o te Kupenga work programme to work at a community level and review education systems for aquaculture certification.
• Whāinga 1 Ngā Uri Whakatupu: Future Proofing the generation for the 22nd century:
• Funded the delivery of Te Kete Aronui literacy and numeracy programme in Te Ika a Maui
• Funded the delivery of Te Reo Matatini me te Pāngarau literacy numeracy programme in Te Wai pounamu
• Funding allocated towards the Māhe Mātauranga science programme in kura kaupapa.
• Whāinga 3 New blue-sky horizons through Innovation and Research for Māori Engagement and Growth
• Funding Aquabots school robotics programme.
• Whāinga 1 Ngā Uri Whakatupu: Future Proofing the generation for the 22nd century:
• Te Ngake o te Kupenga:
• Developed Future of Māori Fisheries Workforce strategy
• Funded Te Aupōuri to deliver pilot rangatahi fisheries training pathway to Westport Deep Sea Fishing School.’9
229. In its self-assessment, Te Pūtea Whakatupu made the following comments on potential areas of ‘focus for improvement’
‘TheTrusthasmadesignificant stridesinfulfillingitsmandateto promoteeducation,training,and research for all Māori. However, there are several areas where targetedimprovementscan enhanceitsdeliveryagainstits statutoryobjectives.TheTrustcan increasetargetedinvestmentto developskillsrelevanttothefishing industry.Thisincludesincreased
9 Ibid, at page 13 (‘training’).
fundingforeducationandtraining courses,aswellascontinuingto fund fisheries-related research. The Trust’s successful fisheries trainingpathwaysandprograms shouldbeexpandedbeyondtheir pilotstagestoensuresustained developmentandlong-term impact.
More robust data collection and analysisiscrucialforaccurately measuringoutcomesand identifyingareasforimprovement, facilitatingdata-drivendecisionmakingandeffectiveresource allocation.Amoreprecise understandingoftheimpactofits initiatives allows the Trust to better tailoritsprogrammestotheneeds oftheMāoricommunity.Reviewing andoptimisingresourceallocation strategieswillhelpaddresstime andbudgetconstraints,ensuring sufficientfundingandsupportfor allkeyinitiativesandprograms. Bystreamliningprocessesand focusingresourcesonhighimpactareas,theTrustcan enhanceitsoverallefficiencyand effectiveness.’10
230. We concur completely with both areas for improvement outlined by Te Pūtea Whakatupu and recommend that Te Pūtea Whakatupu makes these a priority
10 Ibid, at page 5 (‘executive summary’).
area of focus to act on as soon as practicable.
Recommendations
231. Our recommendations are set out below:
• 231.1. We concur with Te Pūtea Whakatupu’s self-assessment, and recommend that it should:
• 231.1.1. Increase targeted investment to develop skills relevant to the fishing industry, and particularly for education and training courses, as well as continuing to fund fisheries-related research.
• 231.1.2. Endeavour to increase its capability to gather robust data for analysis to measure outcomes, gain a more precise understanding of the impact of its initiatives on outcomes, and allow the Trust to better tailor its programmes to the needs of the Māori community.
• 231.1.3. We suggest Te Pūtea Whakatupu periodically commission a stakeholder engagement survey, perhaps in collaboration with Te Ohu Kai Moana and the other Kāhui entities.
FOUR-YEAR AUDIT: RESPONSE PLAN
Proposed Action
• Implement Huanui Fisheries Futures Programme.
• Grow and expand the Ocean’s STEMM efforts, including but not limited to its support of Aquabots.
• No new action proposed.
Recommendation Trust Comments
The Trust has two planned programmes of work targeting fisheries and ocean related skills development; Huanui fisheries futures and expanding its Ocean’s STEMM workstream. Implementing these programmes, commencing in FY2025, would significantly improve the Trust’s delivery to this recommendation.
(a) Increase targeted investment to develop skills relevant to the fishing industry, and particularly for education and training courses, and…
233.1.1
• Develop Impact Assessment Tool.
(b) …continu(e) to fund fisheriesrelated research. As indicated, as part of our Business As Usual, we will continue to commission targeted research as appropriate, including fisheriesrelated reports.
233.1.1
• Apply to three case studies in FY2025 (new programme, existing, postfunding evaluation).
The Trust currently uses its Impact Outcomes as part of its funding allocation and decision-making processes; in this self-identified improvement area, we could improve our Impact reporting by developing a project-level impact assessment tool that evaluates our mahi against the Trust’s Theory of Change.
(a) Gather robust data for analysis to measure outcomes (and) a more precise understanding of the impact of its initiatives on outcomes.
233.1.2
• Design and undertake a replicable Stakeholder Engagement Survey.
Periodically commission a stakeholder engagement survey. The Iwi views of uncertainty as to the Trust’s mahi, expressed to the Auditor, is unsurprising. The High Court judgement, the explicit focus on delivering to beneficiaries who are not connected with Iwi, which naturally leads to focusing on other delivery pathways to fulfil this requirement. Nevertheless, the Trust agrees with this recommendation. A survey will be a useful addition to connecting with our wider stakeholders and beneficiaries. It has previously undertaken in person visits with its Representative Māori Organisations, in addition to its AGM and wānanga with MIOs.
