Whakatupu The next generation

Te Rūnanga-ā-iwi o Ngāpuhi Annual Report 2014 3 Annual Report 2014

He mea hanga tōku whare, ko Papatuānuku te paparahi. HAKATAUKI Ko ngā maunga ngā poupou, ko Ranginui e titiro iho nei, te tuanui. Pūhanga-tohora titiro ki Te Ramaroa e whakakurupaeake ra i te This hakatauki depicts the sacred house of Ngāpuhi. Papatuānuku (earth mother) is Hauāuru. the foundation, Ranginui (sky father) is the over arching tuanui (roof) with the sacred Te Ramaroa titiro ki Whīria, te mountains being the poupou (pillars). The boundaries are within the area covered by Paiaka o te riri, te kawa o Rāhiri. these sacred maunga (mountains) of Ngāpuhi. This must not be confused with the Whīria titiro ki Panguru, ki boundary of Ngāpuhi-Nui-Tonu which is contained in the hakatauki – te whare o Papata, ki te rākau tū papata Ngāpuhi, Tāmaki Makaurau ki te Rerenga Wairua. ki te tai Hauāuru; Panguru, Papata titiro ki Maungataniwha. Maungataniwha titiro ki Tokerau. Tokerau titiro ki Rākaumangamanga. Rākaumangamanga titiro ki Manaia, e tu kohatu mai ra i te akau. Manaia titiro ki Tutamoe. Tutamoe titiro ki Maunganui. Maunganui titiro ki Pūhanga-tohora. OUR Ehara aku maunga i te maunga nekeneke, he maunga tū tonu, tū te Ao tū te Po. Ko te Whare Tapu o Ngāpuhi tenei, tihei mauri ora. VISION Kia tū tika ai te whare tapu o Ngāpuhi That the sacred house of Ngāpuhi

KAEO KAITAIA Tokerau Maungataniwha Rakaumangamanga STANDS FIRM

WAITANGI

Pangaru ki Papata KAIKOHE

Whiria Te Ramaroa Puhangatohora

Maunganui Tutamoe WHANGAREI

Manaia

DARGAVILLE 4 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 5 Annual Report 2014

CONTENTS

CHAIRMAN’S CHIEF EXECUTIVE’S IWI DEVELOPMENT REPORT REPORT REPORT

10 20 30

NGĀPUHI ASSET NGĀPUHI IWI SOCIAL TE RŌPŪ O OUR HOLDING COMPANY SERVICES LIMITED TŪHORONUKU LIMITED REPORT REPORT REPORT

MISSION 38 50 58 Mā te Rūnanga e arahi atu FINANCIAL INDEPENDENT TRUSTEES i te wairuatanga, STATEMENTS AUDITOR’S REPORT i te pāporitanga, 64 78 80 i te tikanga me te tupu whai hua mō Ngāpuhi, RŪNANGA STAFF COMMERCIAL SOCIAL SUBSIDIARY kia hua ai ki te katoa o Ngāpuhi te mana motuhake me te ora tonu DIRECTORY SUBSIDIARIES To lead the spiritual, social, cultural, environmental, 81 81 82 and economic growth of Ngāpuhi SUBSIDIARY ADDRESSES by ensuring the self determination and on-going sustainability

OF OUR PEOPLE 83 6 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 7 Annual Report 2014

NGĀPUHI POPULATION PROFILE 100 NGĀPUHI MAKE UP 2006 122,214 TE RŪNANGA-Ā-IWI O NGĀPUHI 18.8% 2013 OF NEW ZEALAND'S 125,601 MĀORI POPULATION 126,000 Kia tū tika ai te whare tapu o Ngāpuhi 2001 102,984 80,000 That the sacred house of Ngāpuhi stands firm 0

NGĀPUHI ARE A YOUNG IWI Kaikohe based Te Rūnanga-ā-iwi o Ngāpuhi works on behalf We do this through our website and other communications of all Ngāpuhi to promote the interests and aspirations of our vehicles, including the biennial Ngāpuhi Festival at Kaikohe, a % % % % 35.4 25 35.1 4.5 people, no matter where we live. celebration of all facets of Ngāpuhitanga, this year enjoyed by Its role is to lead the cultural, social and economic 45 000 from throughout the motu, and beyond. growth of Ngāpuhi, which the 2013 Census shows is by far Rūnanga subsidiary Ngāpuhi Iwi Social Services - one of Under 15 15–29 30–64 65+ Aotearoa’s largest iwi, with 125,600 proudly affiliating. Aotearoa’s largest iwi social services providers - touches and NGĀPUHI AT A GLANCE* NGĀPUHI AT The Rūnanga reaches across te whare tapu o Ngāpuhi, improves the lives of many hundreds of Ngāpuhi whānau and MEDIAN AGE strengthening our hapū and our marae. We provide tamariki. Its programmes and skilled workers support the scholarships, discretionary and sponsorship funding, as well social upliftment of our communities. WHERE as financial and other support for hapū development. The Rūnanga, as the mandated 22.4 23.9 38 WE The Rūnanga connects and informs Ngāpuhi, whether we The Rūnanga, as iwi organisation, takes a leadership LIVE live at home, Auckland, elsewhere in Aotearoa, Australia or role in ensuring Ngāpuhi are heard NGĀPUHI MĀORI NEW ZEALAND the mandated iwi scattered throughout the world. organisation, takes and have influence in every facet of the nation’s life. ABLE TO HOLD A CONVERSATION IN TE REO MĀORI a leadership role in From the review of the Te Ture ensuring Ngāpuhi Whenua Māori Act, Whānau Ora, are heard and resource management, Māori Percentage of Ngāpuhi by region % % have influence in water rights, climate change and 21.7 18.4 ● 0.0 – 0.4 Northland economic development ● 0.4 – 1.4 Ngāpuhi of working age every facet of the … the Rūnanga proudly represents ● 1.4 – 3.60 81,138 (16 and older) nation’s life the interests of Ngāpuhi at these and NGĀPUHI MĀORI ● 3.6 – 6.4 many other fora. ● 6.4 – 40.3 Education and Ngāpuhitanga EDUCATION % are employed have been identified as a Rūnanga 66.6 cornerstone, as we strive towards rangatiratanga. Ngāpuhi who hold a formal qualification The Rūnanga will continue to advance the important work of % are unemployed (average improving the educational outcomes of our tai tamariki and 17.4 for New Zealand is 7.1%) strenghtening our taumata. 2013 Charged with protecting and growing our core assets % 2006 68.3 is the average income for – including our fisheries interests – is Rūnanga subsidiary 2001 62% $ Ngāpuhi (the average for Ngāpuhi Asset Holdings Company, which provides the Northland 19.9% 25,026 59% 21,700 New Zealand is $28,500) essential revenue streams the Rūnanga needs to deliver 70 Auckland 40.3% 50,580 programmes to Ngāpuhi. Waikato 10.7% 13,497 40 own or partly own the The most significant development in our modern history, Bay of Plenty 6.4% 8,061 % 26.6 homes they live in the settlement of our Te Tiriti o Waitangi grievances against Gisborne 0.9% 1,173 Ngāpuhi who hold a bachelor degree or higher the Crown, is now well advanced. Hawkes Bay 2.1% 2,613 The Rūnanga has taken a leadership role in this journey, Taranaki 1.4% 1,806 % in rental accommodation under-writing Te Rōpū o Tūhoronuku, the entity Ngāpuhi have 2013 Manawatu/Wanganui 3.6% 4,551 55.5 mandated to negotiate a settlement with the Crown. 10% Wellington 5.9% 7,464 With the negotiation process beginning in early 2015, a 2006 Tasman 0.4% 498 new era will dawn for the Rūnanga, with advancement for our 6.8% % have internet access people and Ngāpuhi becoming a key influencer and powerful 2001 Marlborough 0.4% 525 67.5 10 5% West Coast 0.3% 393 economic player in the future of Aotearoa. Canterbury 4.4% 5,475 0 no access to tele- Otago 1.6% 1,947 % communications systems *Census 2013 – statistics provided for Te Rūnanga-ā-iwi o Ngāpuhi Southland 1% 1,284 3.3 by Statistics New Zealand Ki te kore tāu kaupapa e hanga pū ki runga i te tūāpapa matua, ka horo tōu whare.

Te Rerekohu Tuterangiwhiu

NGĀTI HINE, NGĀTI RANGI, NGĀI TAWAKE 2014 Scholarship Recipient

If your foundation isn't set on solid ground, then your house will always crumble. 10 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 11 Annual Report 2014

Chairman of this Board and on behalf of all Trustees, I am again CHAIRMAN’S REPORT As pleased to report to this Annual General Meeting of Te Rūnanga- ā-iwi o Ngāpuhi (the Rūnanga) on its governance activities for the period 1 July 2013 to 30 June 2014. This is my fourteenth consecutive annual report as the Chairman of our Rūnanga, and I take this Raniera T (Sonny) Tau responsibility very seriously. I am immensely Chairman proud of the achievements of this Board over that time. The period under review was a year of good progress on many fronts, particularly the Crown recognising the Deed of Mandate I am privileged to The pace of work this E te iwi o Ngāpuhi, tena koutou katoa secured by Te Rōpū ō Tūhoronuku (now work with a Board year has barely let up. the Tūhoronuku Independent Mandated We stayed focused on Nga mihi tuatahi ki te hunga kua riro i te ringa kaha o Authority) on behalf of all Ngāpuhi. This is of committed and what our obligations to Aitua, i a Hauwhakararua, i te toki a Whiro – i te tau kua despite vociferous opposition from a few who capable fellow Ngāpuhi were, including, attempted to delay, and in some cases, derail Trustees who are completing a mammoth the settlement of Ngāpuhi’s historical Te Tiriti pahure atu nei, ka tangi, ka mihi, ka tukuna i a koutou ki united in our push effort –started over six nga ana matao a o koutou Matua, Tupuna ki ko, ki ko, ki o Waitangi claims. years ago – to continue However, this year also unveiled some very to achieving the best supporting Ngāpuhi ko. Kua riro hoki koutou i te ha kore, i te kiri matao, no reira difficult financial challenges for the Rūnanga possible results for through the settlement e te kahui mate, haere, haere, haere atu. Koutou te hunga group. Although returns from our investment Ngāpuhi. negotiations process. in the fishing industry were higher than I am proud to have chaired wairua ki a koutou, ko matou nga mahuetanga iho, e tangi expected, no dividend was paid out by Aotearoa this Board at a time when tonu nei, e mokemoke tonu nei mo koutou – Mauri Ora. Fisheries Limited (AFL). In comparison, AFL the Rūnanga did so much paid out $1.1 million to Ngāpuhi in the previous to support Ngāpuhi in commencing direct financial year. negotiations with the Crown. To have folded up I am, however, very pleased to report that the our tent half way through this journey, as some Ka mihi nui atu ki a koutou nga kaitiaki o nga whānau, strength and stability of Te Rūnanga-ā-iwi o demanded, would have been to abandon our hapū o te rohe potae o Ngāpuhi e kiia nei, Tamaki Ngāpuhi in all aspects of its mahi continues to responsibilities as the Ngāpuhi iwi authority. grow and in some areas, exceed expectation. Our focus is now on further developing Makaurau ki te Rerenga Wairua. E nga Matua, nga the six strategic goals approved last year Tupuna e tautoko kaha ana i nga mahi a Te Rūnanga-ā-iwi THE BOARD and playing our role as a major contributor to the economic strength of Ngāpuhi. The o Ngāpuhi, tena koutou katoa. Many challenges presented themselves over management of operational day-to-day the past year and I am privileged to work affairs of the Rūnanga is the responsibility with a Board of committed and capable of the Chief Executive Officer (CEO) and his fellow Trustees who are united in our push senior executive team, whose performance to achieving the best possible results for in achieving the strategic and operational Ngāpuhi. Business has flourished and moved objectives are regularly reported on, forward in this reporting year, whilst building monitored and assessed by the Board. on strategic planks established last year. This During early 2014 George Riley resigned is critical to reducing operational costs and as Rūnanga CEO. In his place the Board steadily working towards a new Ngāpuhi appointed Allen Wihongi, who has been with topography, shaped through the settlement the Rūnanga in senior executive positions of Ngāpuhi’s Te Tiriti o Waitangi grievances for more than ten years. We welcome Allen’s against the Crown. 12 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 13 Annual Report 2014

The biggest highlight One hundred and for Te Rūnanga-ā-iwi sixty stalls were erected with a mix of local and o Ngāpuhi this year regional products and was Ngāpuhi Festival services available. But 2014, easily the largest even more important was the large proportion appointment and have been well satisfied with total operations systems and infrastructure and most successful ii. Te Rūnanga o Taumarere ki of stalls allocated to his leadership at the top thus far. We thank to ensure they are fit for purpose. In this Rakaumangamanga: of all our festivals marae and hapū who George for his contribution to Ngāpuhi and we demanding, ever changing and unpredictable were able to use this wish him every success in his new endeavors. • Lorraine Young - Trustee environment, the worth of sound operational event to fund-raise systems and infrastructure enables us • Lorraine Young - Treasurer substantial amounts that will directly to provide an invaluable contribution in TRUSTEE ELECTIONS • Diane Tito-Salive - Secretary contribute to their revitalisation. delivering benefits to Ngāpuhi. We look forward to the next Ngāpuhi As per our Trust Deed, Te Rūnanga-ā-iwi Festival, in 2016. o Ngāpuhi is governed by a Board of ten iii. Te Takiwa o Ngāpuhi ki Whangarei: CORPORATE RESPONSIBILITY Trustees who are elected for a three-year term, determined by adult iwi members registered • Mike Kake - Trustee How we operate is a critically important part WITHDRAWAL BY TE RŪNANGA O with the Rūnanga. To maintain stability and • Puti Tipene - Treasurer of what we do and the businesses we manage. NGATI HINE knowledge retention, this election process is Our approach to corporate responsibility is • Wati Cooper - Chairperson As reported last year, the original issue of undertaken on a rotational basis with three now embedded in our business culture. withdrawing is still to be heard by the Māori Takiwa having elections each year, with four It influences our governance, our approach to We welcome back Carol Dodd from Land Court. in every third year. our environmental performance and how we Mangakahia, as well as Mike Kake from At the time of writing this report, no The Board is elected to provide governance, interact with stakeholders and communities Whangarei, for another three-year term. further progress has been made. Our position direction and control of Rūnanga activities we work alongside. We also welcome aboard Lorraine Young who remains very clear – Te Rūnanga-ā-iwi o and assets. We also exercise a leadership While we need certainty in our equity base has been filling in as proxy Trustee for Te Ngāpuhi has a responsibility to Ngāpuhi to role on behalf of Ngāpuhi with both local to invest in operations that can add value to Rūnanga o Taumarere ki Rakaumangamanga ensure that: and central Government, and continue to Ngāpuhi, we are mindful that we continue to as their Trustee Joe Bristowe recovers in demonstrate the organisation’s commitment operate in a volatile economic environment, • The interests of Ngāpuhi katoa are hospital. I take this opportunity to thank Joe for to Ngāpuhi. Our continuing efforts to provide more so than existed in previous years. With his twelve years’ service as their Trustee. Joe has paramount quality reporting to our members and our country being tethered to a global free been an architect and stalwart of the direction stakeholders can only add credibility to the market society, the economic situation this that the Rūnanga has travelled over many • Te Rūnanga-ā-iwi o Ngāpuhi has a Rūnanga and Ngāpuhi. creates contributes largely to our position and years. We are grateful for his contribution to responsibility to manage Ngāpuhi’s is out of our control. It would be unwise to Ngāpuhi and wish him a rapid recovery. This year’s rotational elections included: suggest that the economic downturn is behind assets prudently We also welcome aboard all current and us. We expect conditions to remain unsettled 1. Te Takiwa o Ngati Hine newly elected Takiwa executive committees into the next year, thereby requiring us to look • Te Rūnanga-ā-iwi o Ngāpuhi must and thank them all for being staunch for new ways to improve our operations and be mindful of what impact Ngati 2. Te Ropu Takiwa o Mangakahia advocates of our Takiwa system. governance efficiency, while being cautious It is our understanding that Te Takiwa Hine’s withdrawal would have on with our investments. 3. Te Rūnanga o Taumarere ki o Ngati Hine has again elected to remain Ngāpuhi katoa. Rakaumangamanga outside of Te Rūnanga-ā-iwi o Ngāpuhi; NGĀPUHI FESTIVAL 2014 however, we continue to service their hapū, In saying that, we do not wish to impede 4. Te Takiwa o Ngāpuhi ki Whangarei individuals and marae. I guess the biggest highlight for Te Rūnanga-ā- Ngati Hine from arriving at a destination iwi o Ngāpuhi this year was Ngāpuhi Festival of their choosing and will help facilitate The results of these elections are as follows: COMMUNICATING WITH OUR PEOPLE 2014, easily the largest and most successful of a process to that end. We are prevented, all our festivals, on many fronts. Over 46,000 however, from going any further at Communication is our main strategic plank i. Te Ropu Takiwa o Mangakahia: people from all corners of Aotearoa and the this point, as Ngati Hine has stated in and we are committed to ensuring that our Carol Dodd - Trustee world were in attendance to be part of this writing that they are 46.6% of the Ngāpuhi • members and Ngāpuhi are well informed of momentous occasion. population and expect that level of resources • Vivienne Bristowe - Chairperson all major issues and developments affecting The largest ever indigenous arts exhibition currently managed by the Rūnanga. We Ngāpuhi and the Rūnanga. We are constantly • Lysigna Taini Mihaka - Secretary was held, involving 50 indigenous artists from vigorously dispute that figure, and this is why seeking to improve our engagement with the four corners o te Ao. The acclaimed Toi we are stalled at this time. • Rosa Moon - Treasurer Ngāpuhi katoa and are frequently reviewing Ngāpuhi Arts Exhibition – held over a five our communications processes. As part of day period in the festival week – attracted ongoing efforts to strengthen these links, we over 25,000 people through the doors. Simply are currently in the process of reviewing our outstanding! 14 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 15 Annual Report 2014

TE TURE WHENUA MĀORI ACT 1993 REVIEW Another important piece of work being carried out at this time is the review of Te Ture Whenua Māori Act 1993 and the development of new legislation, the later part being led by the POLITICAL AND CULTURAL NATIONAL IWI CHAIRS FORUM WHĀNAU ORA Iwi Chairs Forum. This Act was last reviewed before 1993 and LEADERSHIP The Iwi Chairs Forum continues to be a Another concept being led by the Iwi Chairs took ten years to complete. This latest review As the Rūnanga Board, we continue to growing political force for Māori issues, being Forum is perhaps the biggest shakeup that is a very important matter affecting Māori demonstrate our ability to make sound addressed at Government and Ministerial has happened to the social services and health land retention and utilisation. The Crown political decisions, with the authority and level. It is important that we understand the delivery sectors that this country has ever and Māori are collaborating to review the Act capacity to make these decisions work for makeup and operations of this forum. The Iwi seen. Last year I advised that this is one of to make things easier for Māori to develop our iwi. Chairs Forum has a membership of recognised the biggest social and economic drivers in their land and better organise their whenua I want to reiterate my comments from last iwi Chairs who have been democratically Aotearoa for Māori (and all New Zealanders) affairs, whilst reducing Māori Land Court year’s report: elected by their respective since the Hunn Report was released in powers of interference. iwi. It is the decision 1961, confirming assimilation by official I remain firm in my Benefits would Research from the Ministry ‘As a Board, we carry a great deal of of each individual iwi government policy. Nothing in the past year opinion that the Iwi include an for Primary Industries in 2013 responsibility and authority when making to determine whether has made me change my mind. estimates that if 960,000 hectares decisions we consider are in the best interests Chairs Forum serves or not to register as a The Rūnanga continues to take a key additional $8 of under-utilised Māori land was of Ngāpuhi. Te Rūnanga-ā-iwi o Ngāpuhi iwi and Ngāpuhi well participating iwi, or leadership role in this kaupapa as we advance billion in gross brought up to average industry has no authority to make decisions that only indeed if they pay the the establishment of three commissioning and the Rūnanga output into our productivity benchmarks, benefits promote the interests of individual whānau small subscription fee. agencies and an over-arching governance will continue being New Zealand would include an additional or hapū. This ‘cultural contract’ within As stated above, this structure. The concept has been to Cabinet and $8 billion in gross output into our Ngāpuhi holds Te Rūnanga-ā-iwi o Ngāpuhi a member to ensure forum is for chairpersons received its signoff. economy New Zealand economy. To generate to a high standard: easily lost at the first sign Ngāpuhi are fully of iwi across the country The three commissioning agencies this level of land utilisation, there of corruption or pettiness’. who meet in congress established across the motu are: conversant with needs to be serious investment quarterly to discuss An example of this ‘cultural contract’ is what is going on • Te Pou Matakana (North Island) injected into these proposed changes. It is one advancing issues current the continual discussions regarding energy thing to review the law governing Māori land nationally, and indeed, and relevant to iwi katoa, sources, minerals and mining being led • Te Putahitanga o Te Waipounamu and come up with these concepts but a totally internationally puta noa i tenei whenua. nationally by Ngāpuhi. different picture emerges when it comes to Some hapū and Māori (South Island) Energy sources (water, gas, petroleum and bringing these moemoea to fruition. Therefore organisations have tried minerals) continue to be a major discussion resourcing of these expected policy changes is to vary that membership, • Pasifika Futures (Pacific Island). point in the North. On the matter of petroleum critical to this initiative succeeding. only to be told to come through their iwi if exploration in Ngāpuhi-nui-tonu, the Against this background, a review panel they wish to have an issue put on the table. As I write this report, it is envisaged that Rūnanga has a policy that says we will support was established in 2012 to review the Te Ture Disputes or differences are to be dealt with Whānau Ora will be overseen by a yet-to-be the position of hapū on the matter of natural Whenua Māori Act. They had a number of at ‘home’ not at the iwi forum. To that end, Te established partnership group compromising resource utilisation in their respective rohe. tasks and their work concluded in July 2013. Kahu o Taonui (current Ngāpuhi-nui-tonu iwi six iwi Chair appointments and six Ministers Notwithstanding that policy, we have a After reviewing all research and undertaking Chairs) - by majority vote - wrote to the Iwi of the Crown. The Iwi Chairs Forum considers responsibility to all Ngāpuhi and must explore consultation, a final report was provided to Chairs Forum, informing them that any hapū it appropriate to have a mixture of iwi all options and be informed to ensure agreeing Ministers. It is from this report that the Iwi in our respective rohe desiring to become an Chairs and appointed people who have or disagreeing is in the best interests of Chairs Forum was offered a chance to assist iwi, must first consult and get the clearance commensurate skills to take us forward. Ngāpuhi - environmentally, economically and develop the proposed new legislation along with from their parent iwi. Each Te Kahu o Taonui For the avoidance of doubt, we are not commercially. In this instance, the example a Crown team of officials. Nineteen regional hui iwi has pledged to support whatever the seeking nominations nor are we suggesting that comes to mind is the growing debate over were held across the motu with the Ngāpuhi affected iwi position is. representation be geographically centric, but access to water, water quality and how we hui taking place at Kohewhata Marae in I remain firm in my opinion that this rather the best people for these positions be might best manage competing demands. Kaikohe. This was a great opportunity for our forum serves iwi and Ngāpuhi well and the invited to sit on this group. iwi to get first hand information and have input Rūnanga will continue being a member to into the new Ture Whenua Māori Act and how ensure Ngāpuhi are fully conversant with we as hapū and iwi might benefit. what is going on nationally, and indeed, This process continues and when a final internationally. report is produced we will ensure that consultation with Ngāpuhi is undertaken before the new legislation is introduced to Parliament. As I write this report, it is unclear 16 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 17 Annual Report 2014

Involvement in This tension will improve national iwi politics now that the majority of hapū are on board this and leadership waka. Ngāpuhi has given continues to elevate you a great governance the status of Ngāpuhi team to work with, and will support you and your who will be in the new Government after the For those of you who are unaware, I am to its rightful place, CONCLUSION operations staff as you September general elections, but we remain the current Rūnanga representative on the in the upper echelon bring to fruition their hopeful that regardless of who it is, they will new Tūhoronuku IMA Board, and it is my Te Rūnanga-ā-iwi o Ngāpuhi has offered of national Māori hopes and aspirations take this kaupapa to the next level. responsibility to report on its progress and leadership to Ngāpuhi katoa, despite facing for settlement. activities. To that end I wish to report that many trials and tribulations, as we aligned political influence To our Ngāpuhi Iwi Tūhoronuku IMA had its first official meeting, our operations to be in accordance with and development TŪHORONUKU INDEPENDENT Social Services team, with all 22 representatives, on 22 and 23 August constitutional and legislative requirements. MANDATED AUTHORITY ably led by Liz Marsden, 2014 at Omapere, Hokianga. We can now report that to the best of our another great year of It goes without saying that the Crown’s The meeting was very positive, with all knowledge this has been achieved, therefore achievements whilst recognition of the Deed of Mandate Ngapuhi members contributing, which bodes well for posing no risk to this organisation or its assets. touching many hearts and lives of our fellow bestowed on Tuhoronuku in 2011 is indeed the future of Ngāpuhi’s Te Tiriti Testament to this is another unqualified Ngāpuhi members. an historic achievement. A great deal of I look forward o Waitangi settlement journey. financial audit and strategic milestones To our Ngāpuhi Asset Holding Company publicity, some negative, has been generated The election of Chair and Deputy having either been achieved or exceeded. to the renewed staff, congratulations on another great about this mandate. Some criticism has been Chair was conducted at that hui. I need not remind you that legislative challenge of this year and we look forward to many more aimed at the Rūnanga, some at individuals I was elected unopposed as Chair alignment is a vigilant process that requires important mahi, achievements into the future. and indeed some at the very concept of and Sam Napia as Deputy Chair. I constant monitoring. To our Kaumatua and Kuia, your support of Ngāpuhi settling historical Crown breaches whilst bringing am humbled and grateful for the Involvement in national iwi politics and Te Rūnanga-ā-iwi o Ngāpuhi and its direction against Te Tiriti o Waitangi. faith and support given to me to leadership continues to elevate the status of Ngāpuhi katoa is very much treasured and appreciated. The Rūnanga has played a major role continue leading this kaupapa. Ngāpuhi to its rightful place, in the upper together in one Finally, I would like to thank my fellow in enabling this process to commence Tūhoronuku IMA has a full echelon of national Māori political influence final push to Trustees for their unwavering commitment and move forward. We are proud of the schedule of work planned, with and development. The Iwi Chairs Forum is to Te Rūnanga-ā-iwi o Ngāpuhi and its achievements of Tūhoronuku and wish settlement two immediate tasks. The first certainly the most influential political forum responsibilities to our people. This has been to acknowledge those who participated. is to advertise and appoint a that Māori have today, as it challenges the a demanding year and each of you has played Whether they agreed with this kaupapa or Ngāpuhi negotiation team, with Government if any proposed legislation your part perfectly. Nga mihi. not, the most important point was that they the second being devising PSGE threatens to negatively impact on Māori. Ki te iwi o Ngāpuhi-nui-tonu, tena koutou were informed and the opportunity was options for wider consultation Within the Iwi Chairs Forum, the Rūnanga e tautoko kaha ana i te huarahi kua oti nei provided for them to participate. with Ngāpuhi. I look forward to the renewed is one of the leading iwi voices. We front and te hakatakoto e o tatou Matua, Tupuna hei As Ngāpuhi are aware, Te Rōpū o challenge of this important mahi, whilst lead many national initiatives, including arumanga ma tatou i enei ra. Kia kaha ai Tūhoronuku has severed all ties with the bringing Ngāpuhi katoa together in one final Whānau Ora, review of the Te Ture Whenua tatou katoa ki te hakahonore i to ratou tu ki Rūnanga and has become an authority push to settlement. It is hoped all will be on Māori Act and housing. a pupuri tonu i te mana motuhake o tenei in its own right. The entity is now known board to finish this kaupapa. In regards to the Rūnanga at home, I would whenua, hei whariki ma tatou o Ngāpuhi ki as Tūhoronuku Independent Mandated like to record that its vision, vibrancy and real a hakatutuki ai te moemoea o te Ao o Ngāpuhi, Authority (Tūhoronuku IMA). achievements are in the whānau, hapū and “kia tu tika ai te whare tupu o Ngāpuhi.” In saying that, the Rūnanga, as an entity, marae communities where our staff labour. will be put forward as an option for Ngāpuhi Examples of their successes feature proudly to consider as a Post Settlement Governance throughout this annual report. Entity (PSGE). With the pending settlement On behalf of the Te Rūnanga-ā-iwi o getting closer, this is an excellent time for us to Ngāpuhi Board, I wish to thank all our staff re-position Ngāpuhi and the Rūnanga for the for their tremendous dedication and efforts Mauri Ora future. In the coming months you will have over the past year. I especially want to thank Raniera T (Sonny) Tau an opportunity to provide your opinion and our CEO, Allen Wihongi, and his management Chairman feedback on a suitable Ngāpuhi PSGE – I urge team for their tireless contribution to the you all to have your say. continuous building of this mighty Ngāpuhi An application for an urgent hearing on Nation. Each and every one of our staff the Crown’s mandate process is before the members is highly valued. Waitangi Tribunal. At the time of preparing To Lorraine Toki and her operations team this report, the Waitangi Tribunal was still of Tūhoronuku IMA, we congratulate you to provide a direction on whether or not this on all the milestones you have achieved, hearing will proceed. often operating in an incredibly hostile environment. Ka hua mai ngā painga ki te hunga ahuwhenua.

Tania Bristow

TE HIKUTU 2014 Scholarship Recipient

Good things come to those who go out and work for it. 20 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 21 Annual Report 2014

Next Generation, the theme for this year’s CHIEF EXECUTIVE’S The annual report has always been a major consideration of thinking REPORT since the inception of Rūnanga vision, “Kia tū tika ai te whare tapu o Ngāpuhi” 13 years ago. This annual report is an opportunity to demonstrate Allen Wihongi how the Rūnanga has delivered for the next CEO generation of Ngāpuhi, against the strategies set by the Rūnanga Board. Firstly, I must acknowledge my predecessor, George Riley, who stood down in March 2014 from the Chief Executive I am delighted to report that despite the dark Tena koutou katoa position he held since 2011. We thank him economic backdrop and the challenges that for the contributions he has made to the come with that, the Rūnanga group operations “Hapaitia te ara tika pūmau ai te organisation and wish him well as he moves have not only ended the year with a positive on to new challenges. financial result, but have achieved important rangatiratanga mo ngā uri whakatipu.” It is a privilege to be given the opportunity by milestones that will benefit Ngāpuhi into the Board to continue building upon the strong the future. These milestones build on the foundations set by previous Chief Executives. achievements of previous years. Foster the pathway of knowledge to strength, independence and growth for future generations.

SUMMARY OF GROUP NET ASSETS

GROUP RESULT ($M) 2010 2011 2012 2013 2014

Gain (Loss) on Revaluation 0.74 0.85 6.60 (0.15) (0.26) Net Surplus 1.02 0.83 0.50 5.50 0.22 Tūhoronuku Contribution (0.56) (0.87) (1.10) 1.35 0.29 Total Surplus for the Year 1.20 0.81 6.00 6.70 0.25

GROUP NET ASSETS ($M) 2010 2011 2012 2013 2014 Takiwā Net of Other Assets & Liabilities 25.10 26.00 33.25 40.62 39.09 Te Rōpū Kaumātua Kuia o Te Whare Fixed Assets, Managed Investment 12.00 11.80 10.05 9.37 11.15 Te Rūnanga-ā-iwi o Ngāpuhi Tapu o Ngāpuhi Board of Trustees Net Assets 37.10 37.80 43.30 49.99 50.24

Increase in Net Assets 1.14 0.74 6.10 6.69 0.25

Ngāpuhi Iwi Social Services Ngāpuhi Asset Holdings Co TRAION Operations (NISS) (NAHC) Asset Growth 3.19% 1.99% 16.44% 15.46% 0.50% 22 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 23 Annual Report 2014

FINANCIAL PERFORMANCE RESEARCH PARTNERSHIPS FIGURE 1 TE RŪNANGA-Ā-IWI O NGĀPUHI GROUP NET ASSETS For the financial year ending 30 June Two major research projects have been With the wellbeing of our whānau, hapū

2014 $50,239,592 2014 Te Rūnanga-ā-iwi o Ngāpuhi undertaken over the past two years. Both focus and iwi foremost in mind, we have made a 2013 $49,994,473 group operations have resulted in a on our rangatahi. commitment to ensure that enduring strategic net surplus of $28,270. This includes the The first study, “Kia tū tika ai te whare partnerships and working relationships 2012 $43,301,960 share of profit from equity accounted tangata o Ngāpuhi”, sponsored by the are established at the local and highest 2011 $37,186,880 entities, but excludes the Tūhoronuku Ministry of Social Development, was aimed national levels. 2010 $37,068,725 operational result to February 2014 and at identifying qualities, values and practices The importance of strong relationships and 10 20 30 40 50 60 revaluation of investment properties. that allow Ngāpuhi tamahine to thrive. partnerships could not be better illustrated MILLIONS Many tamahine are at risk, due to the high than when we take into account the shameful GROUP RESULTS prevalence of teen pregnancy, violence, fact that whānau violence is too common in FIGURE 2 GROUP TOTAL ASSETS unemployment and poor education, as well as our communities, and that cases before the For the financial year ended 30 June alcohol and drug abuse. The study sought to courts involve a high percentage of Māori men. 2014, the Rūnanga consolidated group ● Cash & Term Deposits $6,490,801 (13%) understand these characteristics, by working Te Rūnanga-ā-iwi o Ngāpuhi and Te recorded an operating profit of $245,119. with affected tamahine in Te Tai Tokerau. Rūnanga O Te Rarawa co-hosted a two-day Short term investments $2,747,235 (5%) ● This represents a combined operating The second study was “Reducing and anti-violence conference ● Fisheries Settlement Quota $20,436,008 (39%) result for the Rūnanga and its two preventing violence in taitamariki Māori partner The premise is that funded by the Ministry subsidiaries, the Ngāpuhi Asset Holding relationships”. The development of quality transformation of of Social Development. ● Aotearoa Fisheries Income Shares $12,319,033 (24%) Company (NAHC) and Ngāpuhi Iwi relationships is significant to taitamariki for a services will lead to It was strongly supported Social Services Limited (NISS). healthy transition to adulthood. This research by Te Rūnanga O ● Other long term investments $1,543,429 (3%) transformation of was aimed at finding out what taitamariki Ngāti Whatua. The ● Investment properties $1,990,000 (4%) TŪHORONUKU SEPARATION need to support the development of healthy whānau high priority given ● Property, plant and equipment $3,779,424 (7%) partner relationships. to this kaupapa was On 14 February 2014, the Crown Both research projects have offered demonstrated by the ● Other assets $2,612,094 (5%) recognised the Te Rōpū o Tūhoronuku recommendations. These will help inform attendance and participation of three iwi Independent Mandated Authority on-going strategies and partnerships with Chairs and over 100 attendees from Ngāpuhi (Tūhoronuku IMA) Deed of Mandate. FIGURE 3 2014 NGĀPUHI DISTRIBUTION AT A GLANCE Ngāpuhi and providers to deliver locally and Te Rarawa. Until the date Tūhoronuku IMA designed initiatives for our rangatahi. The conference brought together men, separated from the group, the Rūnanga supported by wāhine, to discuss current ● Discretionary Fund $19,997 (8%) had invested $4.2m and the Crown has whānau violence with the view to becoming reimbursed just over $3.2m, including ● Hapu Development $119,735 (48%) change champions and ultimately community the reimbursement of $800,000 during advocates against whānau violence. ● Scholarship Fund $85,000 (34%) the financial year. Two notable speakers, Judge Greg Davis ● Sponsorship $25,000 (8%) and Te Rūnanga O Ngāti Whatua Chairperson ● Takiwa Distributions $59,300 (19%) FINANCIAL PERFORMANCE Naida Glavish, gave powerful messages. AT A GLANCE Judge Davis delivered a hard-hitting speech, based on what he sees daily within the court The operational revenue of the group system, which focused on leadership within FIGURE 4 2010–2014 NGĀPUHI DISTRIBUTION AT A GLANCE was increased by 19% over the last the whānau, and our responsibilities to each financial year. It was indicated by other. Naida Glavish spoke in parables, with ● Discretionary Fund $98,629 (6%) the Chief Financial Officer, at the last strong reference to the tewhatewha and AGM, that the Rūnanga group was not ● Hapu Development $612,455 (39%) the responsibility of the tāne to provide for expecting a dividend from Aotearoa their respective whānau wellbeing. The key ● Scholarship Fund $424,500 (27%) Fisheries Limited. This has resulted to raising children is to be great citizens of in a reduction in the group’s other ● Sponsorship $124,409 (8%) society, no violence and the whole whānau income. The group’s total expenses needs to be involved from the cradle to the ● Takiwa Distributions $304,100 (19%) were increased by $2m compared to grave in an individual’s life. the year before. The main contributing Our Rūnanga is the lead organisation for factor for this was expenses related Te Pū O Te Wheke Whānau Ora collective. We to Whānau Ora activities. All expense have worked alongside six social service and related to Whānau Ora was funded by health providers to transform how services are Te Puni Kokiri. delivered to Ngāpuhi whānau. The collective also has a strong working relationship with 24 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 25 Annual Report 2014

two other collectives who deliver services to out to the world.” An international ten day hui These are Kāinga (community) development, Ngāpuhi. The premise is that transformation hosted at Kohewhata Marae, for indigenous whenua use, housing (in particular of services will lead to transformation of visual artists from around the world, merged papakainga), education, regional economic whānau. The latest results indicate that with the festival. The Rūnanga acknowledges development and the creation of employment transformation of services is well in hand. all the volunteers and sponsors who made opportunities. Successfully meeting these The Te Tai Tokerau CEO consortium has this event possible. challenges will go some way to ensuring built on the successful Amokura programme, whānau and hapū wellbeing. a collaborative strategy addressing family THE NEXT FIVE YEARS Included in the strategy are critical violence. The consortium is now working cultural challenges, such as the retention of towards an iwi economic strategy for Te Tai The pathway for the next Five Year Strategic Ngāpuhitanga through Te Reo me ona tikanga, Tokerau. With a significant $2.4 billion Māori Plan has been set, following comprehensive strengthening our Ngāpuhi taumata, and asset base in the Te Tai Tokerau, and with consultation with Ngāpuhi in all takiwa. As sustaining marae. Māori contributing 12 percent to the Northland always, we value the input received in these The journey begun by my predecessors to GDP, it makes sense that we work closely with engagements with Ngāpuhi. achieve the moemoea of Ngāpuhi, within the each other. The asset holding companies from The new Five Year Strategic Plan reflects the strategic frameworks set by the Board, has each iwi have also been working collectively issues raised by takiwa. been a long and challenging one. Many critical to explore strategies and future economic milestones have been achieved over the last opportunities. ten plus years. We now approach another new We recognise the important place exciting era for Ngāpuhi. The journey has Ngāpuhi has in Te Tai Tokerau. A meaningful always focused on preparing for the future. relationship with local government, at all The developments aim to be robust enough to levels, has never been more critical than CONCLUSION now, with the impending Treaty settlements. be applied to any organisation of any size, and Ngāpuhi, along with other iwi, will be a major will provide the tools to report against desired I wish to acknowledge the Board for player in the economic development of the strategic outcomes. setting a clear strategic direction and for region, and has a real contribution to make for We have been working towards their leadership. The efforts of Ngāpuhi the whole of the North. Every effort is being consolidating support services across the Asset Holding Company for the prudent made to have local government recognise this, group, thereby creating efficiencies and cost management of Ngāpuhi assets cannot go not just at an advisory level, but at the decision recovery. Where it has been appropriate, unmentioned, given the fragile backdrop of making level. support services have been extended to the fishing industry. Also to be commended The Rūnanga considers it vital to continue external groups such as Te Hau Ora O Kaikohe. is Ngāpuhi Iwi Social Services’ untiring working strategically with other iwi - both As the Treaty settlement processes drew efforts in ensuring that the social needs of regionally and nationally - to influence and nearer, a significant number of Ngāpuhi Ngāpuhi are catered for in a climate of social fully participate in the legislation and policy ensured they were on the Rūnanga deprivation, and to the Rūnanga staff, who development that will impact on iwi katoa. registration database. Registrations have have contributed willingly to reshape and These areas include the Te Ture Whenua Act increased steadily over the last five years, with refine the organisation as we enter the next review, fresh water, unitary authority and iwi 2670 new registrations in the last year alone. Ngāpuhi five year strategic phase. representation, to name but a few. We are always looking to improve the way Festival 2014 We acknowledge in particular our The Rūnanga we communicate with our people. Connecting Kaumatua and Kuia for their continued acknowledges all to 126,000 Ngāpuhi is a challenge, and every support and guidance. LEARNING ORGANISATION the volunteers effort is made to keep the registration database and sponsors When one steps back to see where the Learning organisations are characterised up-to-date. Investigations are currently who made this Rūnanga has come from in the last ten years event possible by total employee involvement in a process underway to consider the upgrading of the plus, we see an astonishing journey … and now of collaboratively conducted, collectively iwi database to better fit current and future Ngāpuhi is on the cusp of an event that will accountable change directed towards shared technologies. This investigation is coupled propel us forward. values or principles. (Watkins and Marsick with the commissioning of a comprehensive A new era dawns, especially for Ngāpuhi’s 1992: 118) communications audit. future generation. In preparing our organisation to meet future challenges, dedicated staff members NGĀPUHI FESTIVAL 2014 continue working on the development and upgrading of support services, systems and A significant highlight of the year was programmes. This includes contract services Ngāpuhi Festival 2014. This was the largest and delivery and accountability reporting tools. best yet, with 46,578 attending over two days. Allen Wihongi It was a time for Ngāpuhi to reconnect with Chief Executive Officer each other and to celebrate as Ngāpuhi. The festival lived up to its theme “Ngāpuhi reaching

Nā te tautoko o te Rūnanga i āwhina i a hau te hakawhānui ake i tōku hinengaro, ka mōhio hau e taea e hau ngā whetu.

Mariata Kemp

NGĀTI RĒHIA, NGĀTI HINE, NGĀTI MAHUTA, NGĀTI WHAWHAAKIA 2012 Funding Recipient

The Rūnanga’s support helped broaden my mind and realise the stars are within my reach. 30 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 31 Annual Report 2014

the last five years the Rūnanga has expanded its focus, from the IWI DEVELOPMENT In cultural development space – the marae – to include providing strategic support for the socio- REPORT economic development of our kāinga (communities), the place in which our culture develops. The Rūnanga has supported marae Mariao Hohaia rebuilding and restoration projects, and there Iwi Development Leader have been some wonderful achievements over the past five years by marae, using the hapū development fund and the recently established $20,000 marae major projects “Kia tū tika ai te whare tapu o Ngāpuhi.” assistance fund. HAPŪ DEVELOPMENT COMMUNICATIONS AND IDENTITY Our desire is to ensure the Our vision is a constant reminder as to what guides our work. Our focus is on developing mana motuhake of our hapū, positive and effective relation- by providing assistance and ships between the Rūnanga, support planning processes whānau, hapū and marae, to that develop sustainable better meet current and future management plans and aspirations. practices for whānau, hapū and marae. We have continued to connect with Ngāpuhi through roadshows, our regular publications Looking at kāinga development has Pono Marika, E Mara, E Pānui, our website and necessitated us looking at three key needs: regular visits to takiwa. 1. The provision of clean potable water We have worked with marae and hapū to promote and develop communication to our people strategies to assist them to grow their capacity in this area. Opening up communication lines 2. Housing for our people who are within whānau and hapū - wherever they currently suffering from poor may be in the world - will not only allow all to housing arrangements reconnect, but also to facilitate participation in Ngāpuhi’s development. Access to additional 3. Capacity - the overwhelming need knowledge, skills and networks that exist for our people to be assisted to beyond the physical kāinga will help to strengthen and build capacity. address all kāinga issues. 32 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 33 Annual Report 2014

NATURAL RESOURCE MANAGEMENT FIGURE 5 2014 HAPŪ FUNDING DISTRIBUTION BY TĀKIWA Our desire is to have whānau Ngā Ngaru o Hokianga $19,890 (17%) ● and hapū able to exercise ● Ngāpuhi Hokianga ki te Raki $5,000 (4%) mana and kaitiakitanga over ● Ngāpuhi ki Hauāuru $29,850 (25%) their sacred sites and other $119,735 ● Taiāmai ki te Marangai $5,000 (4%) taonga while sustaining ● Te Rūnanga o Ngāti Hine $34,995 (29%) and protecting resources for ● Taumārere ki Rākaumangamanga $5,000 (4%) current and future generations. ●Te Takiwa o Ngāpuhi ki Whangarei $20,000 (17%) We have seen, among other activities, an increase in applications for resource consent FIGURE 6 2014 HAPŪ FUNDING DISTRIBUTION BY CATEGORY to take water and to discharge wastewater within the coastal marine area. This coupled ● Communications Plan $5,000 (4%) with national and regional policy reviews will ● Feasability $5,000 (4%) continue to provide challenges to all concerned. A number of hapū have been supported in ● Marae Building Development $69,850 (58%) the development of a hapū collective approach $119,735 ● Natural Resource Management $5,000 (4%) to address the management concerns in their river and waterways catchment areas. This ● Strategic and Communications Plan $19,885 (17%) model is being promoted with our kāinga and ● Strategic Planning $15,000 (13%) hapū as they begin to work across a wide range of environmental matters. Whānau capacity, the value of land in Te A number of hapū Several hapū and the Tai Tokerau and a national standardised have been supported community have also approach developed for more affluent areas in the development worked collaboratively to has not helped the papakāinga development inform the development in rural areas. The Rūnanga is making every of a hapū collective of a Cultural Impact effort to come to terms and keep up with the approach to address Assessment Report new structure and funding processes of the Ngāpuhi communities are predominately the management regarding the effects of Government’s papakāinga housing initiative. made up of several small settlements, and concerns in their forestry activities on the Growing capacity in human resources, as well basic infrastructure. To promote and sustain archaeological sites within as financial and infrastructure resources within river and waterways their development has required strengthening a local forest. This included our kāinga, continues to be a major challenge. catchment areas these communities. We have been working a proposal for a hapū A strategic focus of staff has been to work alongside many committed community collaborative approach to with hapū to develop tools, frameworks and leaders to develop strategies, plans and manage these areas. training to build knowledge of governance projects to grow the capacity and capability These models have been promoted to hapū, and management structures to support and within kāinga. who have been encouraged to collaborate sustain development. Such development While many of our communities now have with their neighboring hapū to form joint includes other whānau and hapū interests access to clean drinking water, there are now hapū environmental units and plan to such as the utilisation of whenua. new challenges around the resources required manage collectively their natural resources We especially acknowledge the JR McKenzie to sustain new water plants and treat the and the activities in their areas where activity Trust which has contributed funding to many increase in wastewater. It is unfortunate that might impact on their taonga tuku iho. of the workshops and training sessions we the Government’s funding of technical and Keeping abreast of local, regional have delivered over the last few years. capital expenses to establish water supplies in and national policy changes and issues rural areas is drawing to a close. around our natural resources and making We have been relentless in our efforts to submissions as required, continues to influence decision makers to initiate hapū and challenge. Added to this is the monitoring of whānau papakainga housing development. a large stream of resource consents. 34 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 35 Annual Report 2014

The prospect of all tamariki and taitamariki who live in Ngāpuhi learning FIGURE 7 2014 SCHOLARSHIPS BY TAKIWA about our rich history and culture is exciting. It reaffirms our importance in the history of ● Ngā Ngaru o Hokianga $9,500 (11%) Aotearoa New Zealand and pride is instilled Ngāpuhi Hokianga ki te Raki $20,500 (24%) in our tamariki/mokopuna when they are ● aware that they descend ● Ngāpuhi ki Hauāuru $14,500 (17%) MĀTAURANGA The prospect of from great leaders. $85,000 ● Taiāmai ki te Marangai $10,000 (12%) all tamariki and We have held Our desire is to promote taitamariki who live workshops to share and ● Te Ropu Takiwa o Mangakahia $5,500 (6%) impart knowledge on among whānau, hapū and ● Te Rūnanga o Ngāti Hine $4,000 (5%) in Ngāpuhi learning the best way to store and marae, the retention of tūturu about our rich history look after taonga. This ● Taumārere ki Rākaumangamanga $7,000 (8%) and culture is exciting stresses the importance of knowledge and the acquisition ● Te Takiwa o Ngāpuhi ki Whangarei $9,000 (11%) ensuring the preservation of new knowledge. of our mātauranga while ● Other $5,000 (6%) exploring solutions to Te Rūnanga has consulted with our hapū and develop and strengthen our marae to hold this whānau on a Ngāpuhi Education Strategy information for future generations. FIGURE 8 2014 SCHOLARSHIPS BY STUDY TYPE (NES). NES is a response to advancing the The second priority is to support whānau educational needs of our tai tamariki. The and hapū participation and engagement in the strategy’s intention is to: ● Certificate/Diploma$10,500 (12%) education of their tamariki and taitamariki. • Engage Ngāpuhi in education and To support our tamariki learners to succeed ● Bachelor $35,000 (41%) raise educational performance in all as Ngāpuhi, we must ensure that they have ● Bachelor W Honours $1,500 (2%) access to quality learning. The Rūnanga educational sectors $85,000 continues to focus on establishing effective ● Grad Dip/Post Grad $6,000 (7%) • Seek educational pathways for partnerships with education stakeholders to ● Masters $24,000 (28%) raise the levels of student achievement, and to our rangatahi and align these with alleviate the number of statutory management ● PHD $8,000 (10%) future employment opportunities interventions occurring in schools within the rohe of Ngāpuhi. • Include Te Reo and address how The Rūnanga has been instrumental in education is delivered to our developing the “Northland Hub”, a group Ngāpuhi rangatahi across all levels of entities comprised of Telford (Lincoln SOCIAL DEVELOPMENT University), Te Kotahitangi Mahi Kaha of education, including teacher Trust, Northland College and the Ministry Our desire is that Ngāpuhi- training. of Primary Industries. The project is focused tanga and the dynamics of There are two priority areas: on Northland College as a project and has seen a surge in students enrolled in pastoral whānaungatanga are actively 1. To retain Ngāpuhi tūturu knowledge development studies, with many enrolled to go onto Telford to train, and a substantial rise in promoted to enhance the 2. To improve educational outcomes the productivity of the school farm. development of positive social for Ngāpuhi The next stage is to enrol this forum to assist whānau in finding out the best ways to outcomes for Ngāpuhi. The first priority is to enable repositories utilise their whenua. Through the Whānau Ora initiative, the of cultural knowledge to be scoped and to The Rūnanga has supported individuals Rūnanga has extended its focus to not only develop plans to resource and maintain in their pursuit of higher education. Over include the social development of marae and them. We are currently scoping a range the past five years, 1291 Ngāpuhi people have hapū but also to address the needs of whānau. of approaches, including the use of new applied, with 361 scholarships and awards Self-managing whānau facilitate a self- technologies in combination with both central made to Ngāpuhi studying at 47 different managing iwi. and marae-based environments. Any approach tertiary institutions including Oxford (UK), The Rūnanga has been active in getting must meet Ngāpuhi criteria that is not only North Carolina, Florida State and Hawaii back into service provision with health and user friendly but can also be easily managed universities. A total of $414,500 has been social services the philosophical concepts and controlled by hapū and marae. awarded. Of note, 13 scholarships were for PhD associated with Whānau Ora. students and 55 were for Masters level study. 36 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi

FIGURE 9 IWI GROUPS OF INDIVIDUALS REPRESENTED IN WHĀNAU RECEIVING WHĀNAU-CENTRED SERVICES

● Ngāpuhi (74%)

● Ngāpuhi ki Whaingaroa-Ngāti Kahu ki Whaingaroa (10%)

● Ngāti Kahu (2%)

● Other (14%)

FIGURE 10 BREAKDOWN OF AGE OF INDIVIDUALS REPRESENTED IN WHĀNAU RECEIVING WHĀNAU-CENTRED SERVICES

● 0–4 years (11%)

● 5–14 years (18%)

● 15–19 years (6%)

● 20–24 years (8%)

● 25–59 years (44%)

● 60+ years (13%)

We have worked together with members of These changes and challenges have helped to the Te Pū O Te Wheke Whānau Ora Collective formulate our new strategic plan. to define our way of working that is centered We know we have made a difference and on whānau, and endorsed by whānau. we will continue to make a difference. We seek the most effective way to provide The strategy forward will services that satisfy whānau. To achieve enable us to continue the We know we whānau satisfaction will only inspire us journey. The development of further in our work, and perpetuate mana have made a whānau, marae and kāinga enhancing relationships. This is the strategic difference and self-assessment tools will focus of Te Pū O Te Wheke to which the we will continue enable Ngāpuhi to determine Rūnanga has signed off on. for themselves their needs and to make a For too long there has been a competitive common aspirations so that they Alannah Rihari contract driven environment where the difference can determine their priorities. Me ata mahi service provider determined what was good In addition to providing NGĀTI REHIA for the whānau and where successes were baseline data for future 2014 Funding Recipient measured in outputs rather than services that qualitative and quantitative measures, these mena koia provided positive outcomes that truly made a assessments will facilitate whānau, marae difference for whānau. or kāinga to define the context and the way in which they will interact with the external tōu hiahia. GOING FORWARD groups who will assist them achieve their You've got to work for it common vision. In our journey to this point, we have experienced if you want it. many significant changes that have challenged us to deliver against our strategic goals. 38 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 39 Annual Report 2014

must acknowledge that during the year Sir John NGĀPUHI ASSET We Goulter stood down from his directorship and Chair positions, which he has held HOLDING COMPANY since 2007. Sir John has provided years of admirable leadership and expertise in the formative LIMITED (NAHC) years of this company. We offer Sir John our Leigh Auton sincerest thanks and gratitude, and trust that Chairman the strength of his relationship with Ngāpuhi will remain strong.

DIRECTORSHIPS FISHERIES Kia Ora Tatou While Sir John Goulter resigned from the Board and as Chair in December 2013, he Like the majority of iwi prior to settlement, On behalf of the Board of directors, l am continued his appointments on Northland our balance sheet is weighted in favour of Deepwater GP Limited until June 2014, when fisheries, and fisheries assets continue to pleased to report on a very productive year he stepped down due to a pending external provide the majority share of our income. appointment. This income includes the sale of our Annual (ended 30 June 2014) for Ngāpuhi Asset I have been privileged in being appointed Catch Entitlement the new NAHC Chair. The returns this year (ACE) - in particular our Holding Company Limited (NAHC), not In May 2014, after an extensive executive for the sale of our deep-water ACE - the search, we welcomed the appointment of ACE (inshore and share of profits from only financially, but also with respect of John Rae as a new independent director. deep-water) were up our fishing partnership, Mr Rae was previously the managing director and traditionally it has governance and core capabilities. of Stevenson Group and has a bachelor 18% on the previous included dividend income of commerce and a law degree from the year, at $2.5m from Aotearoa Fisheries University of Auckland Ltd (AFL). Mr Rae is an experienced director, currently The returns this year serving on the Board of Eastland Group, Pie for the sale of our ACE Funds Management and The Lines Company. (inshore and deep-water) were up 18% on He is also Chair of Smart Environmental and the previous year, at $2.5m; we have also had the New Zealand Council for Infrastructure an increase in profit allocation from our Development. He is a member of the National fishing joint venture. These positive returns Infrastructure Advisory Board, reporting to the have partially mitigated the impact that AFL Minister of Finance. did not pay a dividend during the current The number of directors remain at five, year, due to losses in Sealord Group Limited. with three independent being Erena Kara, Although, AFL had returned significant John Rae and myself; and two representing dividends in the previous three years. Northland Deep Water Te Rūnanga-ā-iwi o Ngāpuhi being Raniera The Rūnanga, as a mandated iwi NAHC Board (fishing (Sonny) Tau and Wane Wharerau. organisation (MIO), is the largest holder of partnership) income shares in AFL, at 12.63%. The continued NAHC dividend income stream from these shares is a core component of our ability to reliably forecast our annual distributions to the Ngāpuhi Service Ngāpuhi Books & Station Ltd (NSSL) Stationery Ltd (NBSL) Rūnanga. Therefore, we are pleased to see (Caltex, Kaikohe) (Paper Plus, Kaikohe) that from the 2014 interim annual report 40 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 41 Annual Report 2014

BUSINESS UNITS NAHC. This takes clear strategic goal setting and having a consistent message carried Ngāpuhi Service Station Ltd continues to throughout the operations. If NAHC is to record positive results, by building year-on- continue to be the economic horse that pulls year trading results. The redevelopment and the cultural cart in a progressively commercial re-invigoration of Caltex Kaikohe has been environment we need to uphold, and be seen well supported by the local community and to be upholding, best AFL is provisioning for a distribution to Total operating has provided positive overflow benefits to the If NAHC is to continue to practice standards. shareholders, albeit at a reduced level. café and Kowhai Court. be the economic horse that Also, we need to The pending introduction of the Fisheries costs for the year Ngāpuhi Books and Stationery Ltd, which have the commercial (Foreign Charter and Other Matters) pulls the cultural cart in a were reduced by operates Paper Plus Kaikohe, is continuing competencies Amendment Bill will be the biggest challenge progressively commercial to trade during difficult financial times for necessary to meet to our deep-water partnership in its 20 years of book retailers, as the digital age encroaches environment we need to the challenge. operations. Awaiting the Bill’s passing, without on core business and the industry undergoes uphold, and be seen to be 2014/15 may well the amendments that we have lobbied for, is significant changes and competition. Costs be characterised by disappointing and creates a new uncertain % upholding, best practice within the business are continuing to be the impact of the environment for our deep-water fishing standards. reviewed, and the offering is being adjusted to foreign fishing vessel partnership that has been a strong suit for account for local buying patterns. legislation. However, NAHC until this point. 7 The Paper Plus franchise as a whole has we as a Board have However, with uncertainty comes been retrenching with the number of local set budgets that continue the positive financial opportunity, and our partners have expressed operators either closing or withdrawing from trend for NAHC, and we have confidence in their desire to continue to work with us, the group. We continue to see benefit in our achieving these goals. irrespective of the final outcome of the association with Paper Plus, and we will be legislation. We will continue to transact with surveying what additional services the store our ACE, and we are prudently fostering can offer, and focusing on transforming the MANAGEMENT AND STAFF relationships and investigating the means of ADMINISTRATION business. The Board acknowledges the effort and best maximising the value we derive from our Total operating costs for the year were reduced Ngāpuhi can be proud of the investment in valued contribution of all staff, and wishes fisheries assets. by 7% as we consistently strive for cost Kowhai Court, as it retains strategic assets in to thank each team member for a very reductions and efficiencies. Kaikohe, provides a professional entrance to successful year. INVESTMENTS During the year we also achieved charities the main centre, and predominantly employs registration status for Ngāpuhi Books and local people affiliated with Ngāpuhi. We continue to own commercial properties TE RŪNANGA-Ā-IWI O NGĀPUHI Stationery Limited and Ngāpuhi Service Station in Kaikohe and Kerikeri with premium Limited to bring the retail units in alignment The Board would also like to acknowledge commercial tenants including Top Energy, DISTRIBUTIONS with the group’s charitable purpose. the support of the Rūnanga Board. As the Ngāpuhi Iwi Social Services, Northland The NAHC Board continues to approve the In December 2013, NAHC’s administrative NAHC Board Chair I wish to emphasise our District Health Board and Café Malaahi. I am payment of a dividend to the Rūnanga to offices were relocated from Kerikeri to Kowhai commitment to open and active dialogue and pleased to advise that Top Energy has recently supplement the costs of the services the Court, Kaikohe, and in April 2014 we appointed communication between the two Boards. renewed its lease for a further term of five Rūnanga provides. Last year a dividend of Paul Knight the new company manager. NAHC acknowledges the need of the years in the John Butler Centre, Kerikeri. $1.95m was paid and a similar dividend is Mr Knight has management and law degrees Rūnanga, as our shareholder, for our We also occupy and lease our own premises likely in consideration of the current year from the University of Waikato; and has a complete transparency in regards to the at Kowhai Court, Kaikohe, which is utilised results. In addition, $1m of inter-company debt proven track record within PWC New Zealand commercial activities that we undertake. for the retail operations of Ngāpuhi Books and was repaid to the Rūnanga during the year, (PricewaterhouseCoopers), Turner & Growers The Rūnanga Board can be assured of NAHC’s Stationery Limited (Paper Plus Kaikohe) and which was funded in part by the refund of Limited and within specialty retail stores. commitment to this transparency. the upgraded Ngāpuhi Service Station Limited Māori authority tax credits. With Mr Knight on board we now have a team (Caltex Kaikohe). NAHC is committed to continuing to pay of four staff who are charged with managing Ngā mihi nui I have been pleased with the management a consistent dividend to the Rūnanga to and administering the breath of assets and of our fixed interest portfolio by the Bank of provide it with certainty regarding meeting investments that have been entrusted New Zealand, even though interest rates have its obligations. to NAHC. been at historical lows. As Ngāpuhi moves closer to settlement, we These investments continue to provide a are recognising the increasing complexities OUTLOOK level of security and consistency in returns for of the transactions that we are requested to the group. We are in a period of very compelling times evaluate. Therefore, with the introduction of Leigh Auton with the settlement process placing constraints, Chairman Messrs Rae and Knight, we are strategically yet opening doors for NAHC. It is how we positioning ourselves towards best practice in position ourselves going forward that will terms of governance and internal capabilities. ultimately determine the future success of Mena he tino mate nui tōu ki tētahi mea, me aru ake.

Samuel Tzicoukos

NGĀTI RĒHIA, NGAI TU 2014 funding recipient

If you have a passion for something, just go for it. 44 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 45 Annual Report 2014

Register of Interests Schedule:

Reporting Requirements

NAME NAHC POSITION ENTITY ENTITY POSITION

Leigh Auton Chair Auckland Council Property Limited Director Auton & Associates Limited Director Recovery Solutions Group Trust Chair Māori Fisheries Act 2004 Recovery Solutions Services Limited Director Kaupapa 7 of Schedule 7 to the MFA requires the Rūnanga to be accountable for its performance to all members of Recovery Solutions Property Trust Director the iwi. As a result, the Rūnanga must report annually to its members as follows: More Than A Roof NZ Trustee Northland Deepwater GP Ltd Director OBLIGATION COMPLIANCE COMMENT Raniera Tau Director Te Rūnanga-ā-iwi o Ngāpuhi Chair Te Rōpū o Tūhoronuku Interim Chair A Mandated Iwi Organisation (MIO) must hold an annual Rūnanga AGM in November 2014 general meeting for its members, providing an opportunity Te Ohu Kaimoana Dep. Chair for those members to consider: Omapere Taraire E Rangihamama Chair Annual report for the previous financial year reporting against objectives set out in the annual plan and includes: X3A Ahu Whenua Trust Director

Kotuku Holdings Director 1. Steps taken by MIO to increase number of registered Rūnanga See Chief Executive’s report members Wane Wharerau Director Te Rūnanga-ā-iwi o Ngāpuhi Trustee 2. Comparison of performance against objectives in Rūnanga See Chairman’s report and Ngāpuhi ki Waitemata Charitable Trust Trustee annual plan, including changes in shareholder/ consolidated statements. Guardians of the Sea Charitable Trust Trustee member value and dividend performance or profit distribution. Te Waihono A Kupe Collective Representative 3. Annual audited financial report prepared in Rūnanga See Auditors report. Northland Deepwater Limited Partnership Director accordance with GAAP and accounting separately for Hokianga Accord Chair settlement cash assets

Erena Kara Director Māori Health Gains Council Member 4. Report on sales and exchanges of settlement quota: Northland DHB Member a. Quantity of settlement quota held by the MIO’s Rūnanga/NAHC 458,194,246 quota shares. asset holding company Tangata Whenua, Community & Voluntary Trustee Sector Research Centre b. Value of settlement quota sold or exchanged. Rūnanga/NAHC Nil Te Hau Ora O Kaikohe Employee c. Identity of purchaser or other party to the Rūnanga/NAHC N/A John Rae Director The Lines Company Limited Director exchange Tepu Limited Chairman d. Any transaction with settlement quota that has Rūnanga/NAHC Nil resulted in a registered interest by way of caveat Eastland Group Limited Director or mortgage being placed over the quota Smart Environment Limited Chairman e. Settlement quota interests that have been Rūnanga/NAHC Nil National Infrastructure Advisory Board Founding Member registered against the quota shares of the MIO

New Zealand Council for Infrastructure Development Chairman f. The value of income shares sold, exchanged, Rūnanga/NAHC No Income shares were sold or FJ Hawkes & Co Ltd Managing Director & Shareholder valued or acquired. exchanged during the year. The Board retained the current value Playtime Holdings Limited Director & Shareholder of $390.06 per share. Kingyo Foods Limited Director & Shareholder Gobble Limited Director & Shareholder Taku Honey Limited Director & Shareholder 46 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 47 Annual Report 2014

OBLIGATION COMPLIANCE COMMENT OBLIGATION COMPLIANCE COMMENT

5. Report on the interactions of the MIO in fisheries Every MIO must exercise strategic governance over the process to examine and approve annual plans that set out: matters: The key strategies for the use and development of iwi Rūnanga/NAHC Encompassed within the budgets a. With other entities within the iwi. Rūnanga/NAHC A number of ACE parcel 1. transacted with local iwi fisheries assets. and operating plans of NAHC and members. NDWLP. The expected financial return on the assets. Rūnanga/NAHC Annual budgets approved by b. With other MIOs Rūnanga We continue to facilitate 2. productive conversations with NAHC Board of directors and other MIOs to best maximise Rūnanga. returns from our fisheries assets. 3. Any programme to: c. With Te Ohu Kai Moana Trustee Limited. Rūnanga Consistent with all MIOs we Manage the sale of annual catch entitlements Rūnanga/NAHC NAHC has the direct received an offer to purchase a. derived from settlement quota held by asset responsibility for all ACE additional quota from Anton’s holding companies or their subsidiaries. transactions on an ongoing basis. Seafoods. Our position was under Deepwater ACE is utilized by the review at balance date. charter operated by Northland Deepwater Limited Partnership d. Any changes under section 18 of the MFA to the Rūnanga/NAHC NAHC subsidiaries gained charity constitutional documents of the MIO, or its asset status during the year to align in which Ngāpuhi has 50% holding companies or any subsidiaries of the asset with the group. ownership. Any ACE not required holding companies. for the charter is tendered on the open market, as is inshore ACE, after first offering to iwi. An annual plan for the next financial year which includes: b. Reorganise the settlement quota held by asset Rūnanga/NAHC Governed by legislative and 1. The objectives of the annual plan Rūnanga NAHC has responded to all holding companies or their subsidiaries, as by constitutional constraints. requests from the Rūnanga. buying and selling settlement quota in accordance with the MFA. 2. The policy of the MIO in respect of sales and exchanges Rūnanga No sales or exchanges of settlement quota anticipated.

3. Any changes in that policy from the policy for the Rūnanga Nil previous year. 4. Any proposal to change the constitutional documents Rūnanga/NAHC Nil of any fishing company owned by the MIO.

In relation to every asset holding company or subsidiary of an asset holding company that received settlement assets:

1. An annual report on:

a. The performance of that asset holding company or Rūnanga/NAHC See NAHC Chairman’s report any of its subsidiaries, and consolidated financial statements.

b. The investment of money of that asset holding Rūnanga/NAHC See NAHC Chairman’s report company or any of its subsidiaries. and consolidated financial statements.

c. The matters set out in paragraph (b) of Kaupapa 2 Rūnanga NA

2. Any proposal to change the constitutional documents Rūnanga/NAHC Both NSSL & NBSL are now of the asset holding company or any of its subsidiaries. registered Charities. NBSL issued 100,000 additional shares during the year. HEADSHOT SPREAD

Mahia. Mahia kia tika. Mahia iāia tonu nei.

Mahonri Owen

NGĀTI HINE 2014 Scholarship Recipient

Do it. Do it right. Do it right now. 50 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 51 Annual Report 2014

NGĀPUHI IWI SOCIAL SERVICES IS GUIDED BY NGĀPUHI IWI THE FOLLOWING VISION, MISSION AND VALUES SOCIAL SERVICES Our Vision Kia Poua te Rangatiratanga mo 2013/2014 Ngāpuhi Carol Dodd Chairperson

Our Mission Kia tupu nga kawai o te Ira Tangata was the first Kia tupu ngā kawai o te ira tangata i roto i roto i te Ahi Kaa me ngā kainga ko year of a High i te ahi kaa, me ngā kainga ō ngā whanau mo Ngāpuhi 2013/14 Trust contract with the ō Ngāpuhi i ahi kaa kē mai i tawhiti. Ministry of Our Values Social Development (MSD). This commitment from MSD meant that 80% of contracted Maintain the whakapapa links between Ngāpuhi whānau living at home and Our values will inform our practice funding was able to be paid to Ngāpuhi Iwi living away from home. Social Services (NISS) before the end of July and create a shared understanding 2013 with the remaining 20% paid in quarterly about how we relate to each other installments. Additional funding came from contracts with the Ministry of Education (MOE), and the Ministry of Health (MOH). Funding through 2013 /2014 provided NISS with the ability to plan ahead, while maintaining Tika, Pono, Aroha, Manaakitanga, budget control. Whānaungatanga, Ngāpuhitanga Establishing priorities is an essential part of the organisational decision-making process. Ensuring that decisions on resource allocation are aligned with the established priorities and support the strategic direction is essential to achieving the objectives of Ngāpuhi Iwi Social Services. Allocation of resources for 2013-2014 was facilitated by a priority-setting process based on achieving the outcomes and measures in the 2013-2014 business plan.

NISS Board

General Manager

Whānau Services Social Workers in Schools Mauri Ora Parirau Attendance Services 52 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 53 Annual Report 2014

Navigators

NISS’S FIVE STRATEGIC GOALS ARE: Schools team. There are also many more examples of Kaiawhina from the Whānau 1. Self Managing Whānau Team working with whole whānau groupings while the Social Worker in Schools focuses 2. Collaborative Integration on the tamariki. The Whānau Team has also managed several respite 3. Innovative Service Delivery The Whānau Team weekend and holiday has also managed camps for tamariki 4. Sustainable Growth several respite whose parents (often solo parents) are stressed weekend and holiday Also under TPAT management, and based Whānaungatanga, the Takarangi Framework, 5. Quality and Excellence and in need of a break. within NISS, is the Kaikohe Social Sector Trial. and Te Hakahuatanga and will implement camps for tamariki Referrals to the camps This government initiative has been running these models across the whole organisation whose parents (often come from all NISS teams. since July 2013 and involves high levels of over the 2014/15 year. As well, regular reo and SELF MANAGING WHĀNAU External collaboration solo parents) are collaboration across both government and waiata sessions will be formalised. All staff NISS assisted more than 1,000 tamariki and has also grown over the stressed and in need non-government agencies. The trial focuses will be required to learn karakia, mihimihi their whānau over the year. The Whānau year. NISS’s partnership of a break on taitamariki aged between 12 and 18 and and waiata to use in their everyday practice. Ora kaupapa has been a significant driver with Otangarei Trust and aims to: in progressing towards the outcome of “self Youth Horizons Trust, managing whānau”. Staff training aimed known as Te Pae Aronga • Reduce truancy QUALITY AND EXCELLENCE Tai Tamariki (TPAT), has brought much at ensuring that whānau are engaged and Each of NISS’s five teams developed and needed, evidence-based, specialist therapuetic whānau directed plans are in place has • Reduce offending by young people implemented their own team plans with services into Tai Tokerau which NISS, on its enabled more whānau to increase their specific objectives relevant to their particular own, does not have the capacity or capability • Reduce alcohol and other drug use capacity and capability to achieve their goals. range of services and programmes, and to deliver. These include: Primarily using the PATH planning tool, linked to NISS’s Business Plan. Teams • Support collaboration, co-ordination NISS’s Whānau Ora Navigator completed • Specialist One-on-One Care for have made significant progress towards the highest number of whānau plans across and communication. tamariki with high and complex achieving their team’s goals. Teams have also the seven organisations that make up our implemented a number of small projects needs Whānau Ora Collective, Te Pū o te Wheke. focused on continuous improvement. Gains More than half of these plans were completed INNOVATIVE SERVICE DELIVERY • FirstCare – primary mental health include the recruitment and training of new with men incarcerated within Ngāwha Prison, This particular goal focuses on testing a care-givers who are actively involved in their and their whānau. The plans assisted several early interventions for tamariki number of service delivery approaches to marae and hapū and committed to involving men to receive earlier than anticipated release (2-12yrs) and their whānau evaluate what works best with whānau tamariki placed with them in marae life. on parole. and taitamariki. Although there has been There have also been 10 new Tuakana (youth • Teaching Family Homes – a model of considerable activity in this area, particularly mentors) trained. Recognised mentoring COLLABORATIVE INTEGRATION care for troubled taitamariki. within the Youth Services team, there has not training, provided by the Foundation for been a robust evaluation during this period. Youth Development, is planned during the Internally, case consults are now common Testing and reviewing will continue over the first quarter of 2015. practice across all five NISS teams. This has led next two years. Quality and excellence is a key feature to increased awareness and improved service of NISS. Continuous quality improvement delivery. An example of internal collaboration involves sound planning, strong data is demonstrated in the way our youth mentors SUSTAINABLE GROWTH integrity, increased competence in are increasingly involved with groups of Over the year, and in collaboration with Te maintaining processes and systems and students who are a disruptive influence in Pū o Te Wheke, considerable effort has gone ongoing attainment of standards. some schools. The tikanga-based programme into training trainers to work with NISS staff run by the mentors has resulted in improved to consistently demonstrate a Ngāpuhitanga engagement in education and greater respect centred (culturally competent) learning for staff and fellow students. Parents have organisation. Two staff, fluent in te reo, also reported improved behaviour. Referrals have completed training in the Dynamics of are received from the Social Workers in 54 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 55 Annual Report 2014

NISS SERVICES In October 2013 the Parirau Team Leader was seconded to CYF for a year to train to become Results For The Year Ending a Youth Justice (YJ) Family Group Conference WHĀNAU TEAM (FGC) Co-ordinator. Proposed changes in the 30 June 2014 legislation will enable iwi social services to (Team Leader and five social workers) convene FGCs from July 2015. In return, a CYF Whānau Team General social work support YJ Supervisor was seconded to NISS to lead the • 96 whānau received general social work support. Parirau team. Intensive social work support for • 46 whānau received intensive social work support whānau experiencing multiple SOCIAL WORKERS IN SCHOOLS and respite care. pressures (Team Leader and eight social workers) Respite care for whānau under • More than 2,000 nights of care were provided for Work with taitamariki and their tamariki in the custody of CYF. pressure whānau in order to meet their care Whakapapa search and support responsibilities. Mauri Ora Team SOCIAL WORKERS IN SCHOOLS (SWIS) • 37 whānau affected by family violence and/or 24/7 Care for tamariki in state custody Support whānau to strengthen Over this period, the SWiS team has worked relationships with schools and with sexual abuse received counselling. with 359 children and their whānau in 30 Respite care for children with their communities schools. 537 tamariki participated in group disabilities • More than 40 parents graduated from the programmes. Provide social work services for parenting courses run in Kaikohe and Moerewa. MAURI ORA TEAM taitamariki and their whānau NISS worked intensively with 15 whānau whose ATTENDANCE SERVICES within 30 low decile schools between children were at risk of being taken into care by On behalf of the Tai Tokerau Iwi CEOs (Team Leader, one social worker and Whāngarei and Hokianga CYF. CYF has reported that all whānau involved Consortium, NISS is contracted by the two Incredible Years facilitators) were supported to establish whatever routines Ministry of Education to manage non-enrolled Family violence related education and were needed to keep their children free from abuse notifications (NENS) for school-aged children ATTENDANCE SERVICES and young people who have been absent from programmes and neglect. (Team Leader and 11 advisors) school for 20 days or longer. Unexplained In-home intensive mentoring for absenses (UAs) are also investigated when Truancy and non-enrolled Parirau Team whānau at risk of a statutory a regular pattern of absences from school notifications services for 150 Tai • 148 taitamariki attended marae-based is evident. The service involves 156 schools intervention Tokerau schools programmes aimed at building confidence and throughout Tai Tokerau. At the end of June there were 181 active NENS and 132 UAs. Counselling for whānau affected by leadership. Nineteen programmes were delivered. Identity, language, culture and family violence and/or sexual abuse Kia tū tika ai te whare tapu o Ngāpuhi community engagement • Three to five hours of mentoring per week was The Incredible Years (IY) Parenting That the sacred house of Ngāpuhi stands firm. A support package is provided to a provided for 43 young people with low level Programme. cluster of Early Childhood Education offending. He mihi nui kia koutou services in Kaikohe that have child PARIRAU TEAM • 25 hours of mentoring per week was provided for spaces available and appear to have 11 young people on bail while awaiting sentencing. (Team Leader, youth worker and 15 low responsiveness to whānau. part-time youth mentors) • 30 hours of mentoring per week was provided for Carol Dodd Chairperson 13 people from Whangarei to Kaitaia, sentenced to Programmes for young offenders, pre Ngāpuhi Iwi Social Services. and post sentencing “Supervision with Activity”. This is the highest level of community sentence available to young people Mentoring services for taitamariki who have committed serious offences. It involves whose offending is at risk of intensive supervision and management of an escalating in severity and frequency. individual plan for a minimum of three months. Marae-based programmes to build • 1,000 taitamariki participated in Youth Week confidence and leadership within activities. taitamariki Kaua e riro mā ngā mea iti noa iho koe e hakatāpokopoko ai. Mena he whāinga tāu arumia. Kaua e tukuna tētahi mea te arai i a koe.

Nikolas Williams

NGĀTI RANGI MATAMOEMOE, NGĀTI RANGI MATAKAKAA, TE HOIA, TE AETO, NGĀTI POU 2014 Scholarship Recipient

Don't get bogged down by the little things. If you have a goal, just go for it. Don't let anything get in your way. 58 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 59 Annual Report 2014

14 February 2014, the Crown recognised the Te Rōpū o TE RŌPŪ O On Tūhoronuku Independent Mandated Authority Deed of Mandate. This was a TŪHORONUKU significant and historic occasion for Ngāpuhi and a major milestone for Te Rūnanga-ā-iwi o Ngāpuhi (the REPORT Rūnanga) whose contribution has made this Carol Dodd achievement possible. Trustee Sponser On the evening of 14 February 2014, JULY 2013 – FEBRUARY 2014 Tūhoronuku Rōpū members met and agreed by resolution to the following:

That Te Rōpū o Tūhoronuku members The recognition triggered the commence- The year under review (July 2013 – ment of separation of the sub-committee, agree to the terms of the following June 2014) has been another year of Te Rōpū o Tūhoronuku from the Rūnanga documents (dated 14 February 2014): and establishing the independent entity Te challenges. Despite these challenges, Rōpū o Tūhoronuku Independent Mandated • Te Rōpū o Tūhoronuku Independent Authority (Tūhoronuku IMA). another historical milestone in our Mandated Authority Deed of Trust modern day history was achieved (14 February 2014); PUBLIC SUBMISSION PROCESS Prior to recognising or not recognising a • The Deed Poll (Memorandum of when the Crown recognised the mandate, the Crown seeks submissions from Understanding) by Te Rūnanga-ā- throughout New Zealand on the mandate. Ngāpuhi mandated entity Te Rōpū o iwi o Ngāpuhi (14 February 2014); and The Crown considers the submissions to help inform whether or not they are able to Tūhoronuku. • The conditions listed in the recognise a mandate. letter from the Crown dated In July 2013, the Crown publicly advertised 14 February 2014 recognising the Tūhoronuku Deed of Mandate and Addendum for a six week period (6 July to 18 Te Rōpū o Tūhoronuku as the August), seeking submissions from anyone. mandated entity to represent What is normally a six to eight week process Ngāpuhi in Treaty Settlement for other groups became a five month process negotiations with the Crown. for Tūhoronuku, due to the number of submissions received. Moved: Toko Tahere Seconded: Tana Cooper FUNDING REIMBURSEMENT The project team has been emphatic in Carried unanimously. its approach to ensuring the Rūnanga is reimbursed for costs expended on this process. Despite the Rūnanga Board considering the costs expended on this process an investment in Ngāpuhi’s future, we are pleased to advise that to date, the Crown partially reimbursed the Rūnanga $3,260,126 for pre-mandate activities. 60 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 61 Annual Report 2014

2013 – 2014 Milestones July 2013 The Rūnanga receives partial reimburse of $2,184,993 for pre-mandate costs incurred by TŪHORONUKU GOVERNANCE COMPLIANCE At the time of drafting this report, the separation from the Rūnanga had been the Rūnanga. As reported in previous years, our relationship As per previous year’s reports, management completed: with Te Rūnanga-ā-iwi o Ngāpuhi (the of the day-to-day affairs of Tūhoronuku is July – December 2013 • Tūhoronuku IMA is independent Rūnanga) has been determined by Terms of undertaken by the Project Team. The Crown advertises the Deed of Mandate Reference agreed by Tūhoronuku members The integrity of systems and quality and from Te Rūnanga-ā-iwi o Ngāpuhi and approved by the Rūnanga Board. relevance of reporting are areas that remain and Addendum, seeking submissions from Tūhoronuku was satisfied sufficient a priority. • Tūhoronuku IMA has Charitable the public (a five month process). procedures, policies, guidelines and Tūhoronuku continues to use internal Trust Status organisational structure were in place to resources and engage external advisors to February 2014 ensure that appropriate division, decision- carry out audit functions on various parts of • The nomination and election process The Crown recognises the Deed of Mandate. making and responsibility exists between the Tūhoronuku to ensure full compliance with for the 22 Trustees to Tūhoronuku Rūnanga and Tūhoronuku. all regulations relating to Rūnanga and Crown Separation from Te Rūnanga-ā-iwi o No issues of concern were brought to policy and procedures. IMA is in progress Ngāpuhi commences. the attention of Tūhoronuku members in the Review of risks to the project is constant year under review. and on-going. • Governance and Operational The Waitangi Tribunal receives an Governance oversight and guidance for Policies and Procedures are application for Urgent Hearings to review this essential work is undertaken on behalf TŪHORONUKU IMA SEPARATION FROM approved of all Ngāpuhi by the following members the Crown’s mandating process. THE RŪNANGA of Tūhoronuku referred to as “Caretaker • The FY14-15 operational budget has Trustees”, with all the responsibility and The Rōpū members who signed the Te Rōpū been approved March 2014 authority of a normal Board. o Tūhoronuku Independent Mandated Information Hui were held with Ngāpuhi Authority Deed of Trust are referred to as • The Crown Work Plan to complete ‘Caretaker Trustees’ and remained in place throughout Aotearoa, Perth and Sydney to until the nomination and election process settlement has been signed off update Ngāpuhi whānau on the Deed of John Klaricich Kaumātua Representative was completed. As Caretaker Trustees, the • The Project Team have been Mandate, communicate the nominations Board members acted with the full authority and election process and introduce the Titewhai Harawira Kuia Representative and responsibility of a normal Trustee. These employed/contracted Trustees completed the transition phase PSGE conversation. Tana Cooper South Island Rohe Representative which was bought into effect when the Crown • An MoU and loan facility has been recognised the mandate: signed with Te Rūnanga-ā-iwi o April 2014 Hemi Pou Wellington Rohe Representative • To separate from Te Rūnanga A Iwi Ngāpuhi. Nominations and elections process for Hōne Sadler South Auckland Rohe Representative O Ngāpuhi; and Hapū Kaikōrero, Urban, Kaumātua, One of the downsides of separating from an Kuia commence. Denis Hansen West/Central Auckland Rohe • To commence the nominations and umbrella entity is the requirement to have Representative election process. an infrastructure in place to support basic June 2014 operational requirements. To minimise Separation from Te Rūnanga-ā-iwi o Kyle Hoani Hapū Representative this, Tūhoronuku IMA have entered into a Ngāpuhi is completed. Service Level Agreement with the Rūnanga Toko Tahere Hapū Representative for Financial and Information Technology The Waitangi Tribunal convenes a Judicial (IT) Services. Sam Napia Hapū Representative Tūhoronuku IMA is satisfied the Rūnanga Conference to determine whether or not an has the capability to provide the level of Urgent Hearing will be granted. Raniera (Sonny) Tau Rūnanga Representative financial and IT services required to support this project. Carol Dodd Rūnanga Representative 62 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi

THE WAITANGI TRIBUNAL JUDICIAL I want to farewell This will be my final CONFERENCE – URGENCY Board members report to Ngāpuhi as the Trustee Sponsor for Te Rōpū APPLICATION Titewhai Harawira, o Tūhoronuku. I want to At the time of writing this report, 12 WAI Tana Cooper, Kiro farewell Board members claimants have filed claims against the Crown Pou and Kyle Hoani, Titewhai Harawira, Tana alleging that the recognition of our mandate whose contribution, Cooper, Kiro Pou and Kyle is in breach of Te Tiriti o Waitangi. A number Hoani, whose contribution, of other WAI claimants supported these commitment, loyalty commitment, loyalty and claimants. The claims are all against the Crown, and dedication to dedication to Ngāpuhi has however Tūhoronuku is directly affected. Ngāpuhi has been been outstanding. A Judicial Conference was convened to outstanding Incoming Trustees have determine whether these claims should be a lot to live up to – these heard as a matter of urgency. This comes people set a very high down to whether the claimants are suffering, standard in governance or are likely to suffer, significant and and decision making on behalf of Ngāpuhi. irreversible prejudice if they are not heard And we thank you all. urgently and whether there are alternative Finally, I want to acknowledge Denis remedies available. Wilmot Hansen, whose sudden passing At the time of drafting this report, no bought us all to a standstill, in so many ways. memorandum from the Waitangi Tribunal E te Rangatira e Denis, e kore rawa ngā had been issued. mahi i mahingia e koe e warewaretia ia If urgency is granted, there will a hearing in mātou. Ngā hua katoa i hāpaitia e koe kia relation to the Crown mandating process. anga mua ai tō Iwi, kei kōnei tonu e noho ngakau ana. CLOSING COMMENTS Nō reira e Denis me mihi kau atu kia koe ka tika, tēnā koe, tēnā koe, tēnā rā tātou katoa. As you read through this report and join us in celebrating our successes, I hope you will share our pride in Tūhoronuku and our excitement for the future. As a Board, we recognise that strategic plans and initiatives are only as good as the staff Carol Dodd given the task of implementing those plans. To Trustee Sponsor our Project Team lead by Lorraine Toki, thank you for your dedication and hard work. During the past year, the Tūhoronuku Rōpū members have spent considerable time Kaua e mataku Rameka Alexander- ensuring a smooth transition from a sub- Tu’inukuafe committee to a separate mandated entity ki te wawata, kia to represent Ngāpuhi in the settlement NGĀTI RĒHIA, NGAI TAWAKE KI TE negotiations. They have spent the best part TUAWHENUA of 2014 putting in place governance and moata te hakatau operational policies to guide the Tūhoronuku 2014 Scholarship Recipient IMA Board. They did so in their capacity as Initial (Caretaker) Trustees with the full whāinga. authority and responsibility of Trustees. Don't be afraid to start dreaming and set goals early. 64 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 65 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Summary Consolidated Financial Statements

FOR THE YEAR ENDED 30 JUNE 2014 TE RŪNANGA-Ā-IWI O NGĀPUHI SUMMARY OF CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 66 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 67 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Statements of Comprehensive Income Statements of Changes in Equity

FOR THE YEAR ENDED 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014 68 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 69 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Statements of Financial Position Cash Flow Statements

AS AT 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014 70 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 71 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Notes to the Financial Statements Notes to the Financial Statements

FOR THE YEAR ENDED 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014 72 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 73 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Notes to the Financial Statements Notes to the Financial Statements

FOR THE YEAR ENDED 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014 74 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 75 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Notes to the Financial Statements Notes to the Financial Statements

FOR THE YEAR ENDED 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014 76 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 77 Annual Report 2014

Te Rūnanga-ā-iwi o Ngāpuhi Te Rūnanga-ā-iwi o Ngāpuhi Notes to the Financial Statements Notes to the Financial Statements

FOR THE YEAR ENDED 30 JUNE 2014 FOR THE YEAR ENDED 30 JUNE 2014

Financials 78 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi

Independent Auditor’s on The Summary Financial Statements

TO THE BENEFICIARIES OF TE RŪNANGA-Ā-IWI O NGĀPUHI

Ehara taku Cheryl Meek NGĀTI RANGI mātauranga 2014 Scholarship Recipient māku, mā My education is not for tōku whānau. me, it is for my whānau. 80 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi 81 Annual Report 2014

Trustees Staff Directory

Te Rūnanga-ā-iwi o Ngāpuhi Rūnanga Commercial Subsidiaries

EXECUTIVE NGĀPUHI ASSET HOLDING COMPANY LTD BOARD Allen Wihongi CEO Leigh Auton Chair Tara Rawiri Executive Assistant to CEO Rāniera (Sonny) Tau Director Iwi Development Administrator Wane Wharerau Director Anaru Kaipo Executive Assistant to Chairperson and Board of Trustees Erena Kara Director Rāniera (Sonny) Tau Carol Dodd Te Rau Allen Joe Bristowe Shelley Naera Co-ordinator Special Projects John Rae Director Chairman Deputy Chair Taiāmai ki te Te Rūnanga o Marangai Taumārere ki IWI DEVELOPMENT NGĀPUHI ASSET HOLDING COMPANY LTD Ngāpuhi ki Te Te Rōpū Takiwā o Rākaumanga- Paul Knight Company Manager Hauāuru Mangakāhia manga Mariao Hohaia Hapū Development Leader Kara George Hapū Development Coordinator Evan Rakena Company Accountant Tania Pene Hapū Development Coordinator Raewyn Matheson Accounts Administrator Lynette Wharerau Hapū Development Coordinator Merle Stirling Administration Officer

FINANCE NGĀPUHI SERVICE STATION LTD Ketan Panchal Chief Financial Officer Josie Taylor Site Manager Priya Pothula Accounts Administrator Adele Ashby Stock Manager Ngawai Tuson Brian Joyce Wane Wharerau Mike Kake Robyn Bone Accounts Administrator Helen Toto Shift Supervisor/Crew Member Kevin Hellyer Shift Supervisor/Crew Member Ngāpuhi Hokianga Te Takiwā-o- Ngāpuhi ki te Te Takiwā o Natasha Hedge Accounts Administrator ki te Raki Ngāpuhi-ki-Te- Waitemata Ngāpuhi ki Rhett Phillips Shift Supervisor/Crew Member Tonga-o-Tāmaki Whangarei SUPPORT SERVICES Makaurau Montina Pihema Shift Supervisor/Crew Member Robert Wikaira Head of Support Services Harata Daniels Crew Member Reuben Wharawhara Communications Leader Joshua Dalbeth Crew Member Tanya Martin Communications Coordinator Isaac Marsh Crew Member Medina Davis Iwi Registrar Funding Administrator Emma Pomare Shift Supervisor

Hamiora (Sam) Iwi Registrar NGĀPUHI BOOKS & STATIONERY LTD Wihongi Jayme Ngapera Store Manager Anne Hui Front Desk Support Helene Leaf Keith Wihongi Dee Davis Customer Service Assistant/Cartridge Iain Carruthers Health Safety & Facilities Coordinator Refill Technicianr Ngā Ngaru o (Proxy Trustee) Hokianga Joanne Rountree Customer Service Assistant Ngāpuhi ki Te Lisa Te Paa Customer Service Assistant Hauāuru 82 Whakatupu Te Rūnanga-ā-iwi o Ngāpuhi

Social Services Subsidiary Subsidiary Addresses

GENERAL MANAGER TTAS NGĀPUHI ASSET HOLDING COMPANY LTD (NAHC) Liz Marsden Carina Aiken Team Leader 19 Broadway Clive Fremlin Advisor Kaikohe OPERATIONS MANAGER Ph (09) 401 0317 Geoff Stone Advisor Aroha Shelford Gloria Pedro Advisor NGĀPUHI SERVICE STATION LTD (NSSL) PARIRAU Hayley Webster Advisor 19 Broadway Adelaide Cambell Mentor Keryn Bristow Advisor Kaikohe Ph (09) 401 0315 Anaru Toia Mentor Mereana Tua Advisor Fax (09) 401 0316 Boudine Hauraki Mentor Mike Korewha Advisor NGĀPUHI BOOKS AND STATIONERY LTD (NBSL) Brian Cooper Mentor Rebecca Parkes Advisor 21 Broadway Chris Archer Team Leader Wehe Hancy Advisor Kaikohe John Paitai Mentor WHĀNAU Ph (09) 401 0196 Kihi Ririnui Mentor Fax (09) 401 1508 Cecelia Pihema Kaiawhina Marcus Rogers Senior Mentor Kaitaia Emily Ashby Team Leader NGĀPUHI IWI SOCIAL SERVICES (NISS) Melvin Rameka Mentor Jaycee Maunsell- Kaiawhina 12 Marino Pl Michelle Thompson Mentor McMenamin Kaikohe Pita Moon Mentor Mihi Pickering Kaiawhina Ph (09) 401 5548 Fax (09) 401 5549 Tim Tautau Mentor Waru Ashby Kaiawhina Te Whenua Harawira Team Leader SWIS MAURI ORA Geneva Hildreth Social Worker Alva Pomare Team Leader Ipi Williams Social Worker Anahira Pumipi Social Worker Jacqui Firth Social Worker Karen Browne In Home Mentor Kaiawhina Lucy Taurua-Mason Social Worker Emere Robson Incredible Years Programme Facilitator Margaret Yorke Social Worker Korey Atama Incredible Years Programme Facilitator Midge Palmer Social Worker

TTAS/PARIRAU Ngaire Wycliffe Team Leader Lettica Shelford Advisor/Mentor Rene Hapeta Social Worker Whetumarama Mete Advisor/Mentor Sue Vaughan Social Worker

ADMINISTRATOR SUPPORT Lovey Mutu 16 Mangakāhia Rd Kaikohe PO Box 263 Kaikohe 0440 t: +64 09 401 5530 f: +64 09 401 5543 www.ngāpuhi.iwi.nz