2017 – 2018 Annual Report Te Whare o Raukawa Main Office, Tokoroa ABOUT US
Our People, Our Place
Raukawa as a Tainui people are diverse and and to ensure that the benefits of our Treaty unique in our relationship to the whenua and our Settlements are enjoyed by our members now solidarity as an iwi. Our homeland is comprised and into the future. of four pouwhenua that describe the tribal rohe of Raukawa in the Central North Island. The The Raukawa Group is headed by the Raukawa pouwhenua are Maungatautari, Wharepūhunga, Settlement Trust which forms the governance Te Kaokaoroa o Pātetere, and Te Pae o Raukawa. and representational arm of the organisation. The Raukawa Charitable Trust forms our social The Raukawa Settlement Trust was established services subsidiary, and commercial investment in 2009, however the roots of our modern iwi and growth is undertaken by our company – organisation stretch back to 1987 when our people Raukawa Iwi Development Ltd. Learn more about established the Ngāti Raukawa Trust Board. The us here: bit.ly/aboutraukawa Raukawa Settlement Trust, whose membership includes 16 Raukawa marae, is a vehicle to advance the collective interests of our members Tokahaere, Wharepūhunga South, Waipā District. Rārangi Upoko
Kaunihera Kaumātua Chairperson’s Report 5
RAUKAWA SETTLEMENT TRUST
Raukawa Settlement Trust Chairperson’s Report 8
Raukawa Grants Overview 10
Education Grants 12
Kuia And Koroua Wellbeing Grants 13
Marae Grants 15
RAUKAWA CHARITABLE TRUST
Raukawa Charitable Trust Deputy Chairperson’s Report 18
Pūtake Taiao – Raukawa Environment Group 20
Kakara Whakarei – Raukawa Cultural Growth Group 30
Tīwai Hauora – Raukawa Health & Social Development Group 38
Aka Tauwhiro – Raukawa Corporate Services 42
RAUKAWA IWI DEVELOPMENT LTD
Raukawa Iwi Development Ltd and Raukawa Asset 48
FINANCIAL STATEMENTS
Raukawa Settlement Trust Financial Statements 54
Raukawa Charitable Trust Financial Statements 74
Trustee Payments 88
This report encompasses the annual reports of the Raukawa Settlement Trust and the Raukawa Charitable Trust. This report also contains information about our commercial subsidiary – Raukawa Iwi Development Limited (RIDL). The full report for RIDL is provided in another publication. All reports can be downloaded at: www.raukawa.org.nz
HE PŪRONGO Kaunihera Kaumātua Chairperson’s Report
He hōnore, he korōria ki te Atua with the facilities needed to host our taonga, kaimahi, trustees and whānau as our Iwi organisation helps He maungārongo ki te whenua position us to be a strong player within the central He whakaaro pai ki ngā tāngata katoa landscape of the local and national community. I Kia tau iho ai te manaakitanga o te runga rawa ki congratulate our board members and dedicated staff runga ki a Kīngi Tūheitia me te whare o te Kāhui Ariki who have worked hard to bring this to fruition. While nui tonu. Rire, rire, hau! Paimārire! there is still work to be done to complete the project overall at least our staff can enjoy a bigger, brighter E tangi tonu nei te ngākau mō rātou te hunga kua wehe space and continue to establish an environment that atu ki tua o te ārai. Haere koutou e ngā ringa raupā o te works for them. iwi, e ngā kākā wahanui o ngā marae, e te puna roimata The future looks bright but there is still much to be o ngā awa whakatere kōrero. Moe mai rā koutou ki te done to strengthen our whānau, hapū and our iwi. We kāinga tūturu mō tāua, mō te tangata. must continue to grow our knowledge on tikanga Māori Ka huri ki a tātou, ki te hunga ora. so that we can put it into practice on our marae and our everyday lives. We are living longer but we have yet to Hautere ki Pōhaturoa, Nukuhau ki Tītīraupenga, see the full benefits at the marae and throughout our Wharepūhunga ki Maungatautari, hoki rawa mai ki Te communities. Our rangatahi are meeting the challenges Wairere ki te taha rāwhiti o Raukawa. Tēnā tātou katoa. of the new world but how well can we say that of the older generation. I leave that for you to ponder over. Tēnā koutou e nga kaiārahi, e ngā waha kōrero o ō tātou marae maha, mō koutou e pupuru nei i te mauri o Nō reirā e te iwi, e ngā karangatanga maha, mā te Atua tō tātou iwi me te whakaaro nui tonu ki te āpōpō. tātou katoa hei manaaki, hei tiaki i ngā wā katoa.
Life continues to roll on as we work alongside our board members and staff to uphold the tikanga and kawa of JOHN-THOMAS (HORI) DEANE Raukawa. We can all congratulate ourselves now that Kaunihera Kaumātua Chairperson we have a substantial new ‘home’ that clearly identifies Raukawa. A home that provides an appropriate venue 2017-18 Annual Report Raukawa Settlement Trust HE PŪRONGO Raukawa Settlement Trust Chairperson’s Report
It gives me great pleasure to introduce this year’s While there had been substantial delays in the annual report, a year of further progress and solid completion of the new building, it is a pleasure to be performance and achievement for Raukawa. this side of the development and to have our teams all transitioned into our new premises. However, I want to take this time to also acknowledge the passing of kaumātua Wilfred O’Brien on October Raukawa is a major local employer and provider of a 13, 2018. Wilfred was a stalwart for Ngātira Marae and range of services that we hope support the wellbeing represented his marae with consistency and wisdom of our people and of the many communities we serve. as a Raukawa Settlement Trust (RST) trustee until his It is wonderful to have a building which better reflects retirement at the end of 2017. I want to acknowledge the scale of the services we provide, which can house Wilfred and all other iwi members we have farewelled in our people and our taonga, and which provides a recent months and over the previous year, and offer my more welcoming and nurturing environment for our condolences to whanau. manuwhiri, our whānau and kaimahi.
Ko taku mihi tuatahi ki te Atua, te kaihanga o te rangi I want to acknowledge and thank Maria Te Kanawa, me te whenua. Raukawa Charitable Trust (RCT) Aka Tauwhiro Group Manager and Kim Blomfield, Executive Assistant Ka huri ōku whakaaro ki te hunga e noho nei i te arai o - Governance for their leadership. Maria and Kim, te pō. He kura i tangihia, he maimai aroha ki a rātou. supported by many kaimahi, ensured a smooth and He mihi ki te whare o Pōtatau. Paimarire ki a rātou. well-planned relocation from our former premises into Paimarire ki a tātou te iwi whanui o Raukawa. Tēnā the new building. tātou katoa. Earlier this year saw the resignation and departure of In the coming pages there are a range of highlights, Tumu Whakarae Bobby Bryan, who needed to return updates and achievements for our iwi, for individual to Wellington to care for his father. It is disappointing whānau members, and for our various business groups. to have a leadership gap, however, I genuinely wish For our team a key highlight of the year has been the Bobby, his father, and his whole whānau all the very transition from our Campbell Street headquarters to the best. That said, I want to also take this time to thank new purpose-built offices of Te Whare o Raukawa on and acknowledge Maria for stepping up as acting Leith Place in Tokoroa. Tumu Whakarae. income before donationsofover$16m.The assetbase distributions of$3m,resulting inatotalcomprehensive results withtotalrevenueof $8.3m, withcostsand Raukawa IwiDevelopmentcontinuetodelivergreat pleasing result. a 41%increaseindistributions madetouri,whichisa surplus of$50,000. Theincreaseincostwasdueto costs increasingfrom$5.7m to$5.9m, resultingina The Raukawa CharitableTrust revenuewas$5.9m,with for theyearof$5.4m. and distributionsofalmost$7mresultinginasurplus The RST Groupachievedrevenueof$11m,withcosts management offinancialresources. continue todemonstrateourcarefulandconsidered Our groupresultsfortheyearending30June2018, down afteranumberofyearsservicetotheRCT. to theboardofRCT, shereplacesGaylenewhostood Development Limited(RIDL)andwelcomeNinaHireme I wanttowelcomeGayleneRoberts toRaukawa Iwi and Rachel O’Connor fromNgātira. these were, JuanitaTemarama fromWhakaaratamaiti As aresultwewelcomednewtrusteesontotheboard, prosperity andgoodhealthintheyearsahead. brought toourboarddeliberations.Elthea,Iwishyou Elthea forherwisdomandpracticlepresenceshe long timetrusteeEltheaPakaru. Iwanttoacknowledge engaged in.Inthelastyearwesawdepartureof and complex rangeofactivitiesandservicesweare who bringvaluableperspectivesacrossthemany iwi. We haveadiverseandtalentedrangeoftrustees the directionandtoencouragemomentumofour trustees whosharetheircollectivewisdomtoguide I wanttoalsotake thistimetoacknowledgeour education andkuiakoroua wellbeinggrants. This yearwedistributed$520,000 across ourmarae, within ourrohe. to ourmaraeandpeople, andtothewidercommunity significant workourteamsdo, andthevaluetheybring communities weshare. You willseefromthereports aspirations ofourpeopleandmanyothersinthe supporting thecultural,social,healthandeconomic boards andmanagementteamswhoareengagedin activities, eventsandresultsacrosstheyearfromour In thepagesaheadaresummariesofrange Tumu Whakaraeisbeingcarriedout. as arobustandthoroughrecruitmentprocessfor the actingrole. Thishasensuredaseamlesstransition understanding ofouroperationsbyappointingherto be abletoacknowledgeMaria’s experience andbroad of rolesacrosstheRCT. Itisthereforeapleasureto Maria hasalmostadecadeofexperience inarange Raukawa SettlementTrust Chairperson VANESSA EPARAIMA wellbeing forusall.Raukawa kiamau,ora. of wisdomandexpertise thatwillbringaboutimproved seeking sharedsolutionsandalignmentthesharing and acknowledgingourindividualpointsofview, while relationships, wehaveretainedourapproachofvaluing While othershavedevolvedassets,whenuaand set principlesofkotahitanga andwhānaungatanga. that wasbuiltupontheguidanceofkaumātuawho separation anddetachment.We haveanorganisation speaks aboutmineandyours,notours,itspeaks about appears tohavetaken holdinsomecommunities.It We mustresistdivision.Divisionisaconceptthat and inalignment,workingfocusingcollectively. with eachother, acknowledgingthevalueindiversity, of acknowledgingourrelationshipsandconnections It is,Ibelieve, importanttocontinueonthepathway our marae. and leadersthrougheducationgrantsfundingfor funding supportforthenext generationofworkers in need,includingourkoroua andkuia,inproviding our funding,doingwhatwecantosupportthosemost we mustbecarefulandconsideredinhowtarget and needamongourmanythousandsofwhānau.So, reality modestfundsrelativetothesignificantnumbers pragmatic aroundwhatwecanachievewitharein Each yearItrytoremindeveryoneoftheneedbe we providetotheiwiandwidercommunity. whānau andmaraethroughgrants,theservicesthat We continuetoincreasetheleveloffundingsupport continued togrowandrefineourperformanceeachyear. since achievingsettlement.We havetaken firmstepsand Raukawa havetaken acarefulandconsideredpathway to thosegenerationsyetcome. while insuringwehaveastrongfoundationtohandon we cantoprotectandadvanceourcollectiveinterests protecting andnurturingourresources.We dowhat we haveveryclearexpectations aboutourroleof decision makingbecauseasaniwiorganisation RIDL, like itsparentRST, takes along-termviewaround who hasguidedourcommercialcompanysince2012. to acknowledgeourRIDLChairpersonJohnSpencer marae andoureducationgrants.Iwanttotake thistime including wellbeinggrantsforourkoroua andkuia,our support therangeofactivitiesandservicesweoffer, our commercialcompanywhichprovidesfundingto It ishumblingtoseethecontinuedstrongresultsfrom capping offanotheryearofeconomicgrowthforouriwi. of ouriwicontinuestogrowfrom$132million$146m,
9 Raukawa Annual Report 2017–2018 2017 – 2018 Raukawa Grants
OVERVIEW
BUDGET ACTUAL PROPOSED 2018-19 GRANT 2017-18 2017-18 ALLOCATION TYPE $ $ $
Marae 490,331 316,237 500,341
Education 90,000 89,300 95,000
Kuia Koroua Wellbeing 90,000 90,000 95,000
Discretionary 25,000 25,000 25,000
Sports NA NA 10,000 Total 695,331 520,537 725,341
MARAE GRANTS PAID
Aotearoa 0
Mōkai (Pakaketaiari) 35,709.60
Ongaroto 0
Paparaamu 0
Pikitu 44,795.40
Ruapeka 26,238.00
Tapapa 25,791.32
Whakaaratamaiti 46,004.60
Mangakaretu 0
Ngatira 0
Owairaka (Rawhitiroa) 0
Pārāwera (Te Taumata) 0
Rengarenga 19,256.10
Tangata 64,157.70 (2)
Ukaipō 0
Whakamārama 54,284.00 (2)
$316,237 DISTRIBUTED KUIA ANDKOROUA WELLBEINGGRANTS EDUCATION GRANTS Purchase and/orrepairofhearingaids Podiatry Treatments Pharmacy Prescriptions Heating Mobility Equipment Hearing Treatment Firewood General Practitioner Eye Treatment Dental Treatment Doctorate Masters Postgraduate Diploma Bachelor Degree Certificate Short Course NUMBER GRANTS 62 81 9 2 2 2 3 1 120 273 66 26 24 10 18 4 3 1 1 25,632.54 17,457.07 8,565.33 4,972.82 11,571.62 2,364.43 AMOUNT 16,407.93 2,220.66 595.02 $90,000 62,000 212.58 $89,300 DISTRIBUTED DISTRIBUTED 18,000 2,000 1,000 1,000 4,500 PAID 800 1 1 Raukawa Annual Report 2017–2018 RAUKAWA Education Grants
Education is critical to achieving the goal of Raukawa Rachael says she really enjoyed university life, “and all kia mau kia ora, a thriving Raukawa Iwi. Education that it has to offer, in fact, I miss some of the wonderful allows iwi members to support their personal opportunities that were available.” aspirations as well as the collective aspirations of their Rachael’s childhood was filled with stories of the whānau, and iwi. To support this kaupapa the RST Raukawa rohe, told by her grandmother Winifred makes education grants, worth over $70,000, available Ngaroma McKenzie. each year. “I can recall her reciting names of the hills, battle sites Education grant recipient Rachael Reihana of Ongaroto and tuahu sites. She was our whakapapa tohunga, Marae was brought up in Taupō and around Mt continually being contacted by other members of the Ruapehu. She attended Taupō-Nui-a-Tia College and hapū for help with their whakapapa.” competed at a national level in swimming. Rachael says she was lucky to have had her grandmother. “When I left school I knew I wanted to study at University. But I was borderline on meeting the “With the support of the education grant I am now minimum eligibility requirements” able to continue her legacy in the Māori realm with my current employment with the Tūwharetoa Māori Trust With hard work, and support from the education grants, Board working in the natural resources area.” Rachael was able to complete a Certificate of University Preparation, followed by a Bachelor of Social Science majoring in Geography. Completing both within the standard 3-year period, graduating in April 2018. well ashospitalstaysforeyesurgeryandpneumonia. that lefthimrequiringawheelchairfortwomonths,as with costsincurredfollowingbothanin-homeaccident and prescriptionglasses.Inaddition,theyhaveassisted have helpedColinpayforhearingaids,dentalwork a grantforeachofthelastfouryears.Thesegrants Marae andNgātiHuri.Hehasappliedforreceived Kaumātua ColinBarnetthaswhakapapalinks toPikitū heating needsandambulancefees. and mobilityequipment.Grantscanalsoextend to podiatry treatments,GPvisits,pharmacyprescriptions, and healthcaresuchaseye, dental,hearing,and grant providesfundingsupportforthecostofwellbeing wellbeing andhealthcarerelatedsupport.Theannual Eligible iwimemberscanapplyforupto$1000in 60 yearsandover. Kuia andKoroua Wellbeing Grantsforiwimembers to andengagewiththeircommunities,theRST provides fulfilling lives,andallowthemtocontinuecontribute To supportkuiaandkoroua toliveactive, healthy, Kuia andKoroua Wellbeing Grants RAUKAWA
our settlementfunds. our maraeandiwimembersasweprudentlyadminister Raukawa makes astrongcommitmenttogiveback Raukawa forhelpingmake thispossible.” spare timeaspossiblewithourmokopuna. Thankyou and freshwaterfishing. We bothtryandspendasmuch “I amamadkeen veggiegardener, Ialsolovebothsalt that wegetfromRaukawa,” saysColin. “As pensioners,wearegratefulforthefinancialsupport 72 theytrytobeasindependentpossible. Colin andhiswifeleadactivelives,at73
3 1 Raukawa Annual Report 2017–2018
Raukawa shortlyafterhisbirth. this locationwhereMāhinaarangifedhernewbaby Range. TheMaraenameŪkaipōcommemorates at Whenua-ā-kura,onthewesternsideofKaimai journey tothehernewhomeshegavebirthRaukawa story ofRaukawa. AsMāhinaarangiundertookher The areaaroundŪkaipōplaysakey roleinthebirth Wehiwehi andthewharekaiisKirihika. the maraeisNgātiWehiwehi. Thewharenuiisnamed the foothillsofKaimai Range. Theprimaryhapūof Ūkaipō MaraesitswithinTe Kaokaoroa oPātetere in Located around10kilometres southeastofMatamata, generated byRIDL marae. Maraegrantsarefundedbythereturns 2010-11 over$2.8mhasbeenpaidouttoRaukawa commitment. Sincethefirstroundofgrantsin The MaraeGrantsdeliveredbyRST fulfilpartofthis and fosterastrongculturallyconnectediwi. support haukāingatotake careofourancestralhomes core commitmentoftheRST. Thiscommitmentaimsto focal pointforiwimembersandsupportingthemisa rohe arecentraltoouridentityasRaukawa, theyarea The 16mandatedmaraethatarespreadacrossour Raukawa Marae Grants
marae community. not justthefacilitiesatŪkaipō,butalsowider stage inalong-termprojecttorevitaliseandimprove These newfacilitiesmarkthecompletionoffirst able togrowthesizeandfrequencyofeventswehold.” to theneedsofourcommunitynow, whilealsobeing “the newfacilitiesmeanthatwearebetterabletocater Raukawa SettlementTrust trusteeCherylPakuru says, completion ofanewablutionblock. A significantmilestonewasrecentlyreachedwiththe support itsactiveandgrowingcommunity. redeveloping theirfacilitiestoenabletheMarae has allowedŪkaipōtoundertake importantwork The moneymadeavailablethroughmaraegrants 5 1 Raukawa Annual Report 2017–2018 2017-18 Annual Report Raukawa Charitable Trust HE PŪRONGO Raukawa Charitable Trust Deputy Chairperson’s Report
With the passing of another year, we once again have has also offered an opportunity for Aka Tauwhiro to a chance to reflect on the mahi undertaken by our implement a range of improvements to processes kaimahi, kaumātua and trustees, and take stock of the and policy that will support the wider organisation to progress we have made in furthering the vision and reach its goals. The final move would not have gone as aspirations of our people. smoothly without the efforts of the Aka Tauwhiro team. I want to acknowledge the excellent work of Maria Te The 2017-18 financial year has been busy for all four Kanawa, and Kim Blomfield for ensuring a smooth and business groups within the Raukawa Charitable Trust seamless transition for our team from Campbell Street (RCT). The first half of the year saw the groups carrying to Leith Place. out their business as usual while also preparing for the move to Te Whare o Raukawa, which was completed The last year has seen Tīwai Hauora continue to in early January 2018. The second half of the year increase both its number of staff and the volume of has seen our business groups settling into the new clients that they support. The services they deliver workspace while not letting the transition disrupt the continue to be of a high quality, attested to by the important mahi our teams do. I would like to thank all Raukawa Family Start Service once again being ranked the staff for their mahi during this process, and I am as one of the top three providers nationwide. Family pleased to report on the appreciation and satisfaction Start were invited to present at the national conference from across our staff for the new environment and for Family Start providers about their experience design of the new premises. of working with the Whare Ora (Healthy Homes) Programme. This cross service approach to supporting As Vanessa has said in her chairperson’s report Te clients is something that Tīwai Hauora can be rightly Whare o Raukawa is a building that reflects where we proud of. These positives are supported by the results are as an organisation, it provides us with the facilities of the funder audits undertaken this year which have and resources that will enable us to serve our iwi and been positive on the whole. community in the best way we can. 2017 saw the first commemorations of a New Zealand For Aka Tauwhiro the fit out of, and move to, Te Whare o Wars Day. This day was part of the wider Te Pūtake o Raukawa was a significant focus and workstream for the te Riri: Wars and Conflicts in New Zealand programme year. From selecting furnishings through to overseeing supported by central government. Through Te Pūtake the rollout of new phone and IT systems. The move o te Riri fund Kakara Whakarei hosted an educational Following itsestablishment inearly2017, theRaukawa the interestsofRaukawa acrossawiderangeofmahi. As inpreviousyears,Pūtake Taiao continuestoadvance regional councils. relationships betweenRaukawa andourlocal role inhelpingtofosterpositiveandrespectful redevelop theirbuilding.Thismahiplaysanimportant the Waikato Regional Council(WRC)as they seekto Matamata. Theyhavealsobeenworkingcloselywith Council withtheblessingoftheirnewbuildingin Whakarei havesupportedtheMatamataPiako District Alongside theirworkpromotingtereoMāori,Kakara for eachofthem. fully subscribed,withover110studentsinattendance Te Kura Reo oRaukawa. Bothofthesewānangawere successfully facilitateTe WhareKōrerooRaukawa and The pastyearhasalsoseenKakara Whakarei reflects thesharedaspirationsofallinterestedgroups framework forthereturnofŌ-Rākau battlesitethat collaboratively withotheriwiandtheCrowntocreatea The Kakara Whakareiteamhavebeenworking still beingfelttoday. Raukawa duringtheNewZealandWars, effectsthatare over 250peopletolearnofthelossandsacrifices Zealand Wars, thehīkoi providedanopportunityfor four siteswhereRaukawa tūpunafellduringtheNew hīkoi, MeMaumaharaTātou, inMay2018.Visiting Raukawa CharitableTrust DeputyChairperson KATARAINA HODGE cultural development,andtheenvironment. positive outcomesacrosshealthandsocialservices, national level,whileworkingonthegroundtodeliver continue advocatingforiwimembersatalocaland Looking forward,theRCTstandsingoodsteadto reports thatfollowfromeachgroupprovidegreaterdetail. carried outbyRCTstaffinthelastfinancialyear, the While thisisjustabriefoverviewoftherangemahi impacted bytheseprojects. to protectandadvancetheinterestsofiwimembers impacts onourrohe, andPūtake Taiao areworking hard Waikato. Bothoftheseprojectswillhavelong-term expansion andthewastewaterupgradesinSouth and planningphasesofboththeWaikeria Prison The teamhaveplayedanactiveroleintheconsultation so importanttous. monitoring andprotectingthewhenuaawathatare skills thatwillenablethemtoplayamoreactiverolein offer rōpūandiwimembersthechancetolearnnew Kaitiaki Rōpū(RKR)hashostedarangeofwānangathat 9 1 Raukawa Annual Report 2017–2018 PŪTAKE TAIAO Raukawa Environment Group ABOUT US
Our Business Group provides leadership, guidance and advocacy to ensure the sustainability of our resources for present and future generations, according to the tikanga and kawa of Raukawa.
STRATEGIC OUTCOMES THAT WE FOCUS ON
Raukawa te reo Māori and Check Strategic Outcome 2 mātauranga is valued, accessible and utilised We are influential at a national, Strategic Outcome 3 Check regional and local level We support whānau, hapū, Check Strategic Outcome 4 marae and community wellbeing We are professional and Check Strategic Outcome 5 effective with infrastructure that supports our delivery Raukawa sustains and Strategic Outcome 6 Check improves the environment
OUR METRICS
Assigned Achieved Outstanding Key Performance 9 9 0 Indicators Deliverables 64 63 1
HOW WE FOCUS OUR EFFORTS OVER THE YEAR*
Strategic Outcome 2 Strategic Outcome 3 Strategic Outcome 4 Strategic Outcome 5 20+20M Strategic Outcome 6
* Please note that this is an estimate of how we apply our time, effort and resources to achieving each specific strategic outcome. culturally appropriatenames. sites. At theendofthesewānanga,siteswheregiven the previouslylostmātaurangacontainedwithin also providinganopportunitytorelearnsomeof reconnection ofmanawhenuatothesesites,while ngā manaotangatamodel.Theprocesssawthe on theNgāmanaongāatua,whenua, Wānanga whichutilisedthenamingframeworkbased The siteswereputthroughanumberofTapa Whenua inappropriately namedorhadnoknownname. A numberoftheseprioritysiteswereeither the planchangeprocess. project andensuringthatfundingismadeavailablefor place withSWDCsignallingtheircommitmenttothe of NWTsitesandculturallandscapeshavealsotaken Waikato DistrictPlanframeworks fortheprotection Plan. FurtherdiscussionsregardingspecificSouth site informationispresentedandsharedintheirDistrict development of a narrative template which outlines how their DistrictPlan.Thescopingprojecthasledtothe a scopingprojectfortheprotectionofculturalsitesin South Waikato DistrictCouncil(SWDC)incarryingout district andPūtake Taiao haspreviouslyassisted The majorityofthe50sitesareinSouthWaikato in CouncilDistrictPlanswithintheRaukawa rohe. the datafor50prioritysitesinordertoprotect year Pūtake Taiao havebeenvalidatingand recording database tohousealltheinformationgathered.This understanding wāhitūpunasitesandhascreateda as 3Dmodelling)tocreatenewwaysforviewingand kawa. Theprojectisusinginnovativetechnology(such the Raukawa roheaccording toRaukawa tikangaand and managesitesorlandscapesofimportancewithin iwi membersandotherstakeholders toidentify, protect Taiao. ItinvolvesteammembersworkingwithRaukawa Ngā Wāhi Tūturu(NWT)isaflagshipprojectforPūtake IHO ORAUKAWA NGĀ WĀHI TŪTURUMENGĀ TAONGA TUKU is valued, accessible andutilised Raukawa te reo Māori andmātauranga STRATEGIC OUTCOME 2
been includedintheSWDCproposedplanchange. artefacts. Thesiteswithintheculturallandscapehave have alsoledtothediscoveryofnumeroustaongaand uncovered apreviouslyunrecordedpāsite. Surveys archaeological fieldsurveyswithinthelandscapehave to beidentifiedandprotected.Groundtruthing will provideabasisforfurtherculturallandscapes and theprocessforitssubsequentprotection.This the Wāotu wāhitūpunalandscape, itshistoricalkōrero Taiao have developedapilotprojectwhichinvestigated identification ofsignificantculturallandscapes.Pūtake The otherfocusareaforNWThasbeenthe consultation periodwithlandowners. change. Theplanchangeprocesswillalsoincludea be forwardedtotheSWDCforinclusioninplan and reviewedbytheNWTSteering Group. Thesewill agreed template, thesitenarrativeshavebeencreated for theproposeddistrictplanchanges.Using the SouthWaikato districtwhichhavebeenthefocus The newlynamedsitesformpartofthe37within
1 2 Raukawa Annual Report 2017–2018 MĀTAURANGA MĀORI STREAM MONITORING In both projects the kōrero and mātauranga from A key priority for Pūtake Taiao is building a greater iwi members helped form a cultural health index understanding of mātauranga Raukawa amongst assessment which provides a more holistic view iwi members, hapū and marae and insuring that this of stream health. The assessments became part of knowledge is valued, accessible and utilised. This an Ecological Monitoring Plan or a component of a includes ensuring that mātauranga Raukawa is valued baseline monitoring report. as part of the environmental monitoring aspects For the iwi members involved, the key outcomes included: of resource consents, while helping to upskill iwi members and develop relationships with industry • developing and strengthening relationships between and landowners. marae, industry partners and landowners; • the ability to progress conversations regarding access Iwi members have participated in two mātauranga for cultural use; Māori Stream Monitoring projects, namely Fonterra • understanding of the current state of the Lichfield and Les O’Leary Timber. The Fonterra monitored streams; Mātauranga Māori Project arose from the resource • developing skills and knowledge collectively, including consents required for the expansion of the Fonterra the sharing of their individual mātauranga; and Litchfield Dairy Manufacturing site. The project involves monitoring of the Pokaiwhenua and Ngutuwera • building their understanding of the importance of both streams by iwi members from Ngātira, Mangakaretu mātauranga Māori and Western science in stream and Whakaaratamaiti Marae over the lifespan of the health monitoring. consent. Two assessments have now been completed as part of these consent conditions. The success of these projects has led to such programmes being advanced as standard Mātauranga The Les O’Leary Mātauranga Māori Project arose from Māori Stream Monitoring conditions for other relevant pre-application discussions with the family owned local resource consents. These projects are also another company Les O’Leary Timber. The project involved vehicle for delivering on the Raukawa priorities for the iwi members from Pikitū, Ngātira, Mangakaretu and Waikato River. Whakaaratamaiti Marae monitoring the Matarawa Stream. The results of the assessment set a baseline of stream health and can be used over time to show the trend of any changes in the cultural health of the stream. The assessment will be included as part of the application for resource consent where it is intended that a mātauranga Māori condition will be applied if the consent is granted. external agencieshaveimprovedtheiroperations. in positivechangesthewaythatbothRCTand Taiao duringthe2017-18financialyear, thishasresulted recommendations hasbeenakey priorityforPūtake the recommendations.Theimplementationof and RiverIwigovernanceoversighttoimplement establishment ofasteeringgroupwithMinisterial recommendations setoutinthereviewaswell it wasagreedinprincipletosupporttheeighteen Minister andseniorMinistersinJuly2017. At thisforum, Iwi presentedthefindingsofthisreviewtoPrime Iwi Chairs,ortheirrepresentativesofthefiveRiver the outcomesandaspirationsofmaraehapū. also toensurethatthemechanismsaredeliveringon co-management frameworkisworkingasintended,but timely opportunitytoreflectandevaluatewhetherthe Crown reviewwasundertaken. Thereviewprovideda Raukawa, NgātiManiapoto, andWaikato Tainui) and a collectiveRiverIwi(NgātiTūwharetoa,Te Arawa, As partofthewiderco-managementreviewprocess THE WAIKATO RIVER OF THECO-MANAGEMENT ARRANGEMENTS FOR CROWN/RIVER IWIEFFECTIVENESSREVIEW impact onthevaluesandinterestsofRaukawa. on decisionsandopportunitiesthathavethepotentialto the RST andRCThelpustoachievegreaterinfluence We dothistomake surethattheAccordsareeffectivefor Primary Industries(MPI). Crown agenciesofTPK,theMfEandMinistryfor Ministerial AccordImplementationPlanswiththekey and officiallevelhui.TheRCThasalsodeveloped to throughappropriateMinisterial,ChiefExecutive Pūtake Taiao ensurestheseaccordsaregiven effect Framework fortheWaikato River. the CrowninDeedRelation toaCo-Management giving effecttotheagreementsmadebetweenRST and and theMinistryforEnvironment(MfE),areawayof departments andministries,suchasTe PuniKōkirI(TPK) The MinisterialAccordswithdifferentgovernment MINISTERIAL ACCORDS We are influential atanational, regional andlocal level STRATEGIC OUTCOME 3
protected ifrequired. ensure thattheinterestsofRaukawa canbeseparately An individualRST submissionwasalso lodgedto outcomes soughtbyTe Ture Whaimanaareachieved. forefront ofthedecision-makingprocessandthat seeks toensurethatiwiinterestsremainatthe by theTrust andtheRiverIwi.Thisjointsubmission A jointRiverIwisubmissionwaspreparedandapproved management rōpūthatsupportstheproject. Iwi. Pūtake Taiao hasalsobeenamemberofthe extensive liaisonandco-ordinationwithotherRiver Governance Committee. Inaddition,ithasrequired trustees thatsitontheHealthyRiversWai OraCo- Change. Ithas alsoinvolvedsupportingtheRST stakeholder groupmeetingsthatproducedthePlan This hasmeantattendingtheextensive collaborative and implemented. the co-managementframeworkisrecognised that theroleofRST in Pūtake Taiao havealsobeenworkinghardtoensure Change toensureitgiveseffect Te Ture Whaimana. Pūtake Taiao hasbeenheavilyinvolvedinthePlan the WRC. partner intheproject,alongwithotherRiverIwiand of contaminantsfromland.TheRST isaCo-Governance restore thehealthofawabyreducingdischarge River (Te Ture Whaimana).Itaims tohelpprotectand Awa oWaikato –theVisionandStrategy fortheWaikato Change) iskey toachievingTe Ture Whaimanaote The HealthyRiversWai OraPlanChange(the THE WAIKATO REGIONALPLAN HEALTHY RIVERSWAI ORAPLANCHANGETO feedback onthisimportantkaupapa. with theRST Chair, willcontinuetoengageandseek of anallocationwatertoiwi.Pūtake Taiao, along conversation shiftstoaddresstheeconomicbenefits in freshwatermatterspresentsopportunitiesasthe Engagement withtheCrownoniwirightsandinterests easier foruserstounderstandandcomplywith. developed undertheResource ManagementAct1991 Standards whichseektomake planningdocuments has beeninvolvedwiththedraftNationalPlanning legislative changesatanationallevel.Pūtake Taiao Pūtake Taiao continuestoengageinkey policyand NATIONAL LEVELENVIRONMENTAL POLICY
3 2 Raukawa Annual Report 2017–2018 Pūtake Taiao will continue to be involved with the Plan • Significant Sites - the preservation of cultural sites Change through the further submissions and hearings and landscapes is a priority for the RCT. This direction phases to ensure that the intent of the Plan Change aligns with NWT which places very strong emphasis remains intact and that Te Ture Whaimana is given on engagement and collaboration with other effect to. stakeholders, including landowners, local and central government agencies, iwi, Heritage New Zealand LONG TERM PLANS Pouhere Taonga (Heritage NZ), industry sector groups, In the 2017-18 financial year, RCT lodged submissions to education providers and community groups. the Long-Term Plans for the WRC, SWDC and the Waipā District Council. The submissions were focused on the JOINT MANAGEMENT AGREEMENTS following key points: Pūtake Taiao continues to work with the WRC and • Healthy Rivers Wai Ora Plan Change - this is an South Waikato, Waipā, Taupō, Rotorua and Otorohanga essential step towards achieving the provisions of District Councils to implement our Joint Management Te Ture Whaimana. Significant time and investment Agreements (JMA) with them. The implementation has been, and continues to be, made in this Plan of these agreements provides a mechanism for Change. The project covers one of the most complex engagement and collaboration at a governance and and significant catchments in the country. It is the first management level with each of the partner Councils. collaborative process of this scale and responds to Pūtake Taiao has also held joint working party meetings national policy direction towards a collaborative model with the South Waikato, Waipā and Otorohanga District for water issues. Councils and the WRC to ensure JMA relationships and • Mātauranga Māori - The focus has primarily been on arrangements are maintained. two key priority areas. - maintaining and enhancing the relationship of CO-GOVERNANCE HUI WITH WAIKATO Raukawa iwi members, marae, hapū with the REGIONAL COUNCIL resources, We have been fortunate to have been able to hold two - and capacity building of Raukawa iwi members co-governance hui with the WRC in the last financial in Western science and traditional cultural year. These hui provide opportunities for RST and RCT knowledge. This has included the increased Trustees to engage directly with the Councillors and utilisation and incorporation of Raukawa senior management team from the WRC. mātauranga within policy frameworks. • NWT – this programme is a priority project for The first hui was held in December 2017. The RCT Raukawa which aims to identify and protect Raukawa focused on reporting the results of the Raukawa cultural sites of significance. Internal Effectiveness Review to the Council noting that • Shared Services Model - The RCT is investigating the potential exists for more advocacy to occur in the whether a shared services model could be used as a way policy space for the provision of Te Ture Whaimana and to facilitate more effective implementation and on-going that the RCT needed to continue to build capacity and advice to Councils – both at a relationship and technical capability within its environmental space. level. The purpose of a shared services approach in this The Council talked about its freshwater strategy and context is to align functions and maximise resources both parties agreed that the strategy provided the between Councils for community outcomes. opportunity for: • Iwi and the Council to work together in more effective and collaborative ways for advocacy in relation to policy, monitoring, and general implementation; • to review water allocation methods and outcomes as the existing methods are no longer fit for purpose and have led to some issues around the distribution and use of water around the Waikato region; bottling plant. to lookatotherlocationsfor itsproposedwater applicant withdrawingitsapplicationanddeciding application. Apositiveoutcomewasachievedwiththe a resolutionnottoprovidewrittenapprovalthe A numberofhuiwereheldwiththeRST boardpassing establishment ofawaterbottlingplantinPutaruru. water fromTe PunaontheWaihou River forthe members overanapplicationtotake andusesurface Pūtake Taiao engagedextensively with maraeandiwi New ZealandPureBlue consent processes.Key onesinclude: has alsoengagedinapproximately 40otherresource and HangahangaPā discussedbelowPūtake Taiao Waikeria Prisonexpansion, MatamataMetalSupplies upgrade theSWDCWastewater Treatment Plants,the members. Inadditiontotheproposedapplications impact onthevaluesandinterestsofregisterediwi resource consentsthatareofstrategicimportanceand Pūtake Taiao engagewithandprovidefeedbackon SIGNIFICANT RESOURCECONSENTS RCT, maraeandiwimembers. provides excellent opportunitiesforinvolvementbythe Coastal PlanandWaikato Regional Planexists and programme intothereviewsofWaikato Regional The potentialtoincorporatekey elementsoftheNWT achievement andimplementationoftheprogramme. NWT programmeandhowtheycouldassistinthe in June2018.TheCouncilwasveryinterestedthe The secondco-governancehuiwasheldwiththeWRC parties to, andstakeholders in,theJMA. relationship thatwillachievepositiveoutcomesforall parties todevelopamoremeaningfulandfarreaching to sustainit.Adesirewasalsoexpressed byboth the qualityofwaterasalllifemusthave Both partiesagreedthatthereisaneedtofocuson • • parts ofthecatchmentsystem. baseline levelsandstandardsthatareappliedtothe Iwi tobeincludedintheprocessofdeveloping Framework; across theCouncilthroughMāoriEngagement embedded intothepolicyandoperationsapproaches the inclusionofMāorivaluesandapproachesistobe
upgrade ofCambridgetoPiarere. as archaeologicalsurveysbeing carriedoutforthe with fullculturalassessmentsbeingundertaken aswell Tauriko. We haveachievedsuccessfulengagement to Taupō aswellState Highway29, Piarereto State Highway1fromCambridgetoPiarere, Piarere number ofproposedupgradingprojectsforparts Pūtake Taiao andmaraehavebeeninvolvedina New ZealandTransport Agency development process. of NWT(borrowpits)inthesubdivisionand Pūtake Taiao hassuccessfullyobtainedtheprotection Horohoro Road SubdivisionandDevelopment waste watertreatmentprocesscontinued. Pūtake Taiao isseekingtohavetheexisting land-based Mangakino Wastewater Treatment Plant catchments assessedandaddressed. of transferringwaterfromtheWaikato totheWaipā Pūtake Taiao isseekingtohavetheculturalconcerns Waipā GlobalWater Take andTransfer Application for mātaurangaRaukawa wassecured($50,000). established (totalof$150,000 over3years)andfunding Game, an enhancementandrestorationfundhasbeen the DepartmentofConservation(DOC)andFish& should occur. AsaresultofnegotiationswithFonterra, requested anextension oftimeforwhentheupgrade was involvedinthisconsentprocessasFonterra place bythebeginningofJuly2018.Pūtake Taiao required tohaveanupgradedwastewaterplantin As partofitsconsentrequirement,Fonterrawas Fonterra TīrauWastewater PlantUpgrade that reviewandtheprocess. will providePūtake Taiao theopportunity to feedinto governs thisprocessisscheduledtobereviewed, identified thattheOverseasInvestmentAct2005which interest inlandtheSouthWaikato. Ithasalso the OverseasInvestmentOfficenowawareof Raukawa to belocated.Thisengagementhasbeenpositivewith overseas investorsuponwhichNWTsitesareknown Investment Officeoverthepotentialsaleofland to Pūtake Taiao hasengagedwiththeOverseas Overseas InvestmentOffice 5 2 Raukawa Annual Report 2017–2018 Waikeria Prison Expansion HANGAHANGA PĀ Pūtake Taiao was involved in achieving the requirement The protection of Hangahanga Pā has been a key that the approved 600 bed expansion of the prison project for Pūtake Taiao since 2015, extending through addresses cultural, landscaping and ecological to 2018. In November 2015, WRC held a hearing on concerns. We achieved positive results with native an application for resource consent to reopen the planting to occur and on-going involvement in a number aggregate quarry located on the Hangahanga Pā site of groups that have been established to address near Pukeatua. The RCT submitted in opposition to cultural and environmental issues. the application. Pūtake Taiao led engagement on this matter alongside Pārāwera Marae whānau, Ngāti Korokī Matamata Metal Supplies Limited Kahukura and Ngāti Hauā. Pūtake Taiao has been involved extensively with an application lodged by J Swap Limited to renew its At the hearing, RCT, Ngāti Korokī Kahukura Trust and consents for its existing operations as well as extending Ngāti Hauā Iwi Trust provided evidence opposing the the extent of the quarry operation at Ōkauia. Pūtake application. This was key to the hearing commissioners’ Taiao worked with Tangata Marae on the application decision to decline the application. An appeal by the with RCT lodged a submission to oppose the applicant to the Environment Court was withdrawn in application unless a number of consent conditions are December 2017. met. These included, but were not limited to, no further The RCT and Pūtake Taiao have provided strong expansion towards Te Weraiti, a protective buffer zone leadership and support for Pārāwera Marae in around Te Weraiti and prohibiting further water takes. maintaining their mana whenua and kaitiaki Tangata Marae also lodged a submission opposing responsibilities within their rohe. The process has the application. provided tangible relationship benefits with both Ngāti SWDC Wastewater Treatment Plants Hauā and Ngāti Korokī Kahukura. Pūtake Taiao has acted in a supporting role to the Pūtake Taiao, along with Ngāti Korokī Kahukura Trust Raukawa Whai Tikanga ā Wai Rōpū through the and Ngāti Hauā, have been talking with Waipā District intensive process of shortlisting options for the Council regarding other options to protect Hangahanga upgrading of wastewater treatment plants at Arapuni, Pā in perpetuity. All parties have agreed to contribute Tokoroa, Putaruru and Tīrau. One of the challenges has to the purchase of the land the pā site is located on so been finding the right balance between the level of that it can be protected in perpetuity. Discussions are upgrade and the overall cost to ratepayers. It has also occurring with the applicant towards the purchase of been important to be aware that staging of upgrades the site. will allow for the best technology to be used as well as minimising impacts on the environment. This project TE WAIHOU LANDSCAPE CONCEPT PLAN has been very intense over a long period of time. Outside experts were brought in to assist the Rōpū and The RCT and the SWDC have agreed to develop a Pūtake Taiao. Robust discussions have occurred with concept plan to enhance the amenity, landscape and the Council with everything being done in good faith built form of the Te Waihou walkway with particular and with the health and wellbeing of the environment reference Te Puna (the Blue Springs). It is intended and Waikato and Waihou Rivers being paramount. that a space will be created that reflects the cultural and environmental values associated with Te Puna and Te Waihou, rather than detracting from it. A number of hui have taken place with landscape architect Alan Titchener who has been contracted to develop the concept plan based on the kōrero. Alan is currently refining the plan with a view to presenting a draft at subsequent hui. support MercuryprovidesRCT. funding andspecialprojects.Pūtake Taiao valuesthe support toPūtake Taiao throughcapacityandcapability Raukawa rohe. TheMercurypartnershipprovideskey with MercurytosupporttheactivitiesofRCTwithin Pūtake Taiao continuestoworkcloselyinpartnership MERCURY these ties. Pūtake Taiao willcontinuetodevelopandstrengthen These whanaungarelationshipsareveryimportantand resource consentsandpracticalonthegroundprojects. programmes, suchaspolicyandplanningprocesses, Co-Management Frameworkandotherrelatedwork Iwi togivebesteffecttheoverall Waikato River Pūtake Taiao collaboratecloselywithotherRiver RIVER IWIRELATIONSHIPS interests andtaonga. say overactivitiesthatpotentiallyaffectculturalvalues, provide anopportunityforgreatercollaborationand of significantsitesfor Raukawa, thisagreementwill Given thatJSwap operationsareadjacenttoanumber J Swap andiwimembershapū. the developmentofaprocessforengagementbetween on-going communication.Part ofthishasfocusedon relationship throughcollaborationandeffective to establishanopen,transparentandenduring of JSwap. The agreementlaysthefoundation relationship agreementbetweentheRST andDirectors Pūtake Taiao worked withJSwap todevelopa J SWAP LIMITED Mercury andSWAP Group. District Councils,Fonterra,Waikato RiverAuthority, TPK, MPI,MfE,WRC,HancockForestryManagement, These agenciesinclude, butarenotlimitedto, DOC, or complementtheorganisationalgoalsofRCT. collaborate withstakeholders onprojectsthatalignwith policy developmentsthatimpactRaukawa, and relationships ensurePūtake Taiao isableto influence range ofexternal agenciesandstakeholders. These Pūtake Taiao continuestomeetandengage witha strengthen andmaintained Relationships with key agencies are STRATEGIC OUTCOME 3
with theassociation. register somerecentlydiscoveredarchaeologicalsites Zealand. DialoghascontinuedasPūtake Taiao looks to Zealand ArchaeologicalAssociationandHeritageNew naming/renaming ofWāhi TūturuheldbytheNew aspects oftheNgāWāhi Tūturuproject,includingthe Pūtake Taiao metwithHeritageNZtodiscussvarious HERITAGE NEWZEALANDPOUHERETAONGA their curriculum. incorporating someofthelearningsfromdayinto environment toRaukawa. CNIKAarenowlookingat significance ofthe Waihou Riverandthesurrounding was togiveitsmembersanunderstandingofthe source oftheWaihou) inApril.Theaimofthevisit (CNIKA) onasitevisittoTe MatapunaoWaihou (the the CentralNorthIslandKindergartenAssociation Pūtake Taiao andHancockForestManagementguided ASSOCIATION CENTRAL NORTH ISLANDKINDERGARTEN the unveilingofPōhaturoasignalongrivertrail. Trust alsoattendedaKaitiaki RōpuWānanga whichsaw the developmentwereforthcoming.Waikato RiverTrails Waipā. Asitevisitwasconductedandnoobjectionsto a proposednewbridgeandsectionofcyclewayat River Trails Trust engagewithPūtake Taiao regarding Waikato RiverTrails Trust. October2017sawWaikato Pūtake Taiao continuestomeetwithandsupportthe WAIKATO RIVERTRAILS project toRaukawa. organisations andoutlinethesignificanceofNWT some oftheworkthathastaken placebetweenthetwo site visitgavePūtake Taiao theopportunity tooutline visit toUreweraPā aspartof theirdirector’s hui.The also attendedtheHancockForestryManagementsite karakia havetaken placeonthesesites.Pūtake Taiao within theHancockForest.At therequestofHFM, also ledtoidentifyingofpreviouslyunrecordedsites were involvedintheTāpa Whenuawānanga,which an essentialpartintheNgāWāhi TūturuProject.HFM Hancock ForestryManagement(HFM)continuetoplay HANCOCK FORESTRY MANAGEMENT
7 2 Raukawa Annual Report 2017–2018 STRATEGIC OUTCOME 4 We support whānau, hapū, marae and community wellbeing
RAUKAWA KAITIAKI RŌPŪ RIPARIAN RESTORATION The RKR provides an avenue to connect whānau and Pūtake Taiao have been involved in a number of iwi members who are passionate about the whenua, wai riparian restoration projects throughout the rohe. and te taiao to grow their knowledge, understanding These are generally collaborative projects with and experience to fulfil their kaitiaki responsibilities. It is other external stakeholders. They also provide RCT intended that the RKR, with the support of Pūtake Taiao, with the opportunity to share the Raukawa story and will be at the heart of environmental matters within build relationships within the community. These the rohe. projects included:
The members of the RKR are nominated by their Matariki Planting 2017 marae, although the wānanga provided are open to all The RCT, SWDC and landowner Mike Kerr, with the Raukawa iwi members. Raukawa iwi members who support of Fonterra, marae and the local community have participated in the five scheduled wānanga have planted 2000 native plants at the Waihou wetlands expressed their excitement to learn new skills located on Leslie Road. The planting was part of the and work together to assist all to grow and develop annual Matariki planting undertaken by the Council and so they can share and support their marae the Trust. environmental aspirations.
To assist in the delivery of the outcomes sought by Te Puna (Blue Springs) Riparian Planting Day the RKR the Waikato River Authority funded a series Pūtake Taiao, WRC and tamariki from Te Kura Kaupapa of wānanga on tuna manaaki/fisheries regulations and Māori o Te Hiringa planted 1600 native trees on the stream health monitoring. The tuna manaaki wānanga eastern banks of the Waihou River. The day was also an have been used to socialise the fisheries regulations opportunity to help educate members of the WRC of the with iwi members. This has included sourcing stream connection Raukawa hold with Te Waihou. health monitoring assessment kits for each RST mandated marae. Whakamaru Waste Water Treatment Plant Pūtake Taiao, Taupō District Council and Whakamaru There have been many other opportunities for RKR Residents and Ratepayers Association with the support members to grow, develop and share their kaitiaki of local kura and the community planted 2000 trees knowledge and skills with other external partners on land owned by Mercury. The project was part of the and stakeholders. One significant opportunity was mitigation for the Whakamaru Wastewater Treatment participating in the DOC annual kōkopu monitoring Plant upgrade. programme at Te Waihou. This provided an opportunity for Raukawa iwi members to share their history and the Arowhena Camping Ground Planting Day significance of Te Waihou and Te Puna to them with Pūtake Taiao, the DOC, Arowhena Primary School, staff from DOC while learning new skills and building and staff from Graymont Quarries planted 1600 plants their own networks. This is a positive step towards the around the Arowhena Camping Ground. Pūtake Taiao restoration and reconnection of Raukawa to the awa. gave a brief kōrero around the historical Raukawa Pūtake Taiao and members of the RKR also attended connection to the area and the camping ground, which both the 2nd and 3rd National Māori Conservation Hui. was part of the treaty settlement process. These Hui allowed RKR members to connect with other kaitiaki with a passion for the environment. The 2nd Hui was held in Raetihi, with the 3rd held in Ahipara. Authority projecttodevelopthe Waikato andWaipā River Pūtake Taiao has beeninvolvedinaWaikato River RESTORATION STRATEGY – RAUKAWA IWIPRIORITIES WAIKATO ANDWAIPĀ RIVERCATCHMENTS process forkaitiaki. responsibilities ofeachiwiandthecriteriaselection provide, thecustomarytake process,rolesand members tounderstandwhattheFisheriesRegulations implementation plantoassistmarae, hapūandiwi Pūtake Taiao isworkingondevelopingan Customary Authorisers (kaitiaki). responsibility forappointingandmanaginganyRaukawa understand theseregulationsastheygiveRST thesole It isimportantforiwimembersandmaraetoknow These regulationscameintoforceon16August 2017. educational, environmentalandrestorationresearch. hui, sustainingmaraefunctions,pātuna,pātakakai, appoint kaitiakiandissuecustomarypermitsfortangi, Under theseregulationstheRST candevelopbylaws, of managingtheirownfisheryinthesecatchments. River. Itprovideseachiwitheabilityandresponsibility and theWharepūhungasub-catchmentofWaipā The regulationspertaintotheWaikato catchment TE ARAWA RIVERIWI)REGULATIONS 2017 FISHERIES (NGĀTI TŪWHARETOA, RAUKAWA, AND to fulfiltheirenvironmentalaspirations. confidence, knowledgeandskillstoenableiwimembers kaitiakitanga inthechangingenvironmentandbuilding to bekaitiaki.Understandingtheresponsibilitiesof delivery ofoutputsformarae, hapūandiwimembers its implementation.Pūtake Taiao isfocusedonthe (Te Rautaki Taiao), Pūtake Taiao hasbeenworkingon Raukawa –Raukawa EnvironmentalManagementPlan Following thesuccessfullaunchofTe Rautaki Taiao a ENVIRONMENTAL MANAGEMENT PLAN TE RAUTAKI TAIAO ARAUKAWA –RAUKAWA Raukawa sustains andimproves theenvironment STRATEGIC OUTCOME 6 Ora Committee. Waikato RiverAuthority, andtheHealthyRiversWai Iwi Leaders ForumFreshwaterSub-Committee, the providing supportandadvicetotheirrolesonthe to theRST andRCTgovernanceboards.Thisincludes Pūtake Taiao continuestoprovidevaluable support SUPPORT FORRST ANDRCTBOARDS infrastructure thatsupportsourdelivery We are professional andeffective with STRATEGIC OUTCOME 5
identified above. the RKR.Theproject willdirectlyaddressthe twothemes on amarae-basedrestoration projecttobecarriedoutby Tainui CollageinApril2018.Projectplanning hasbegun The Restoration Strategy waslaunched attheWaikato Raukawa mātaurangaoverthenext 5-15years. marae, hapūandiwimemberstothe awa andbuild Waipā catchmentsforprojectsthatreconnectRaukawa and iwimemberstoreceivefundingintheWaikato and potential projectsthatcouldassistRaukawa marae, hapū The Raukawa iwiprioritiesreportincludesalistof • • series ofwānangaandidentifiedtwopriorityareas: The Raukawa iwiprioritiesweredevelopedthrougha scholarship fortheRCT. Anaru BegbiewastherecipientofMasters respective iwiorganisations. iwi prioritiesandprojectsincollaborationwiththeir the RiverIwiwereselectedandtasked withidentifying Waikato andrespectiveRiverIwi.Students fromeachof Development (Waikato Tainui College),Universityof between theWaikato Tainui CollegeforResearch and Scholarships werecreatedthroughacollaboration relationship ofMāoriwiththecatchment.FiveMasters restoration prioritiestotake accountoftheunique An aspectofthestrategyisdevelopmentiwi and Waipā Rivercatchmentsoverthenext 5-15years. Clean UpTrust administersfundingwithintheWaikato Restoration Strategy willguidehowtheWaikato River to restorationactivitieswithinthecatchment.The Restoration Strategy istoprovideastrategicapproach Catchments Restoration Strategy. Thepurposeofthe Tangata Whenua LiaisonGroup. subcommittees andtheWaikeria PrisonExpansion technical supportgroups,WRCCatchmentLiaison These includeWaikato RiverTrails, Iwileaders Raukawa aspirationsinanumber ofrolesandforums. Pūtake Taiao hasworked asanadvocatetopromote RAUKAWA REPRESENTATION and culturalknowledge. capacity buildingofRaukawa iwimembersinWestern Education/mātauranga –centraltothispriorityisthe iwi members,hapūandwhānauwiththeWaikato River. maintaining andenhancingtherelationshipofRaukawa Raukawa relationships–thisfundingprioritycentreson
9 2 Raukawa Annual Report 2017–2018 KAKARA WHAKAREI Raukawa ABOUT US Our Business Group provides cultural services and initiatives that seek to revitalise and strengthen Cultural Raukawa identity, reo, tikanga, mātauranga and Treaty Growth interests for the betterment of the iwi. STRATEGIC OUTCOMES THAT WE FOCUS ON
Group Raukawa uri are actively Strategic Outcome 1 Check engaged in events and activities Raukawa te reo Māori and Check Strategic Outcome 2 mātauranga is valued, accessible and utilised We are influential at a national, Strategic Outcome 3 Check regional and local level We support whānau, hapū, Strategic Outcome 4 Check marae and community wellbeing We are professional and Check Strategic Outcome 5 effective with infrastructure that supports our delivery Raukawa sustains and improves Strategic Outcome 6 Check the environment
OUR METRICS
Assigned Achieved Outstanding Key Performance 11 7 4 Indicators Deliverables 39 30 9
HOW WE FOCUS OUR EFFORTS OVER THE YEAR*
Strategic Outcome 1 Strategic Outcome 2 Strategic Outcome 3 Strategic Outcome 4 Strategic Outcome 5 Strategic Outcome 6
The25 2017-18 annual plan, and+25205M its KPIs and deliverables, were developed and approved with the view that a full-time group manager would be in place. However due to a range of circumstances this was not the case and interim steps had to be implemented to address this. Due to the delay in appointing a new group manager, and the need to complete unforeseen work streams, some of these planned KPIs and deliverables were not able to be completed and have been carried through to the 2018-19 annual plan.
* Indicative estimate of how we apply our time, effort and resources to achieving each strategic outcome. Other groupsincludedSummit Three, ChasingAlaska Kura Kaupapa MāorioTe Hiringa openingthefestivities. cultural talentoftheSouthWaikato withstudentsofTe clustered inthemainhall.Thefestivalhighlighted dampen theenthusiasmofcommunityasthey Despite theinclementweather, therainfailedto reason wasbecauseoftheweather. due toconstructionofthenewskatepark.Thesecond reason wastheunavailabilityofTokoroa Youth Park TWOA Pātetere campusfortworeasons.Thefirst This year’s festivalwasheldinthemainhall ofthe community members. The workshop waswellattendedbyiwiand was facilitatedbyTumu Whakarae, BobbyBryan. TWOA Pātetere campus.Thisyear’s workshop The next eventwasaTe Tiritiworkshop heldatthe the newTe WhareoRaukawa onLeith Place. treated toaheartybreakfastheldforthefirsttimeat signing ofTe Tiriti.Followingthekarakia,crowdwas led theprayer, rememberingtheimportanceof people ofallagesandethnicitiesgathered.Kaumātua risen, warmingtheFebruarymorningasacrowdof70+ opportunity formorewhānautoattend.Thesunhad morning thaninpreviousyears.However, thisaccorded atop ColsonHill.Thekarakiabeganalittlelaterinthe The 2018eventcommencedwithamorningkarakia Community ServicesandTe Wānanga oAotearoa(TWOA). partners, theSWDC,SouthWaikato Pacific Island continued itscollaborativeapproachwithcommunity As withpreviousyears,theKakara Whakareiteam a concertofhome-growntalent. spanning fromearlymorningkarakia,toworkshops and the signingofTe TiritioWaitangi, withactivities over thecourseofaweek,festivalcommemorated the iwiandwiderSouthWaikato community. Held Cultures provedagaintobeaverypopulareventfor annual calendar, the2018SouthWaikato Festivalof Proving tobeoneofthemostpopularevents WAITANGI CELEBRATION SOUTH WAIKATO FESTIVAL OFCULTURES – Raukawa uriare actively engaged inevents andactivities STRATEGIC OUTCOME 1
openly overwhelmedwiththe experience. provided evoked strongwithsomeoftheparticipants the peopledispossessedofland.Formanykōrero as partofthewar. To feeltheagonyandmamaeof speaker challengedthestudentstoimaginethemselves Robert Joseph,Paraone GloyneandNigelTe Hiko. Each the day’s guestspeakers. Thespeakers includedDr. of Rangiaowhia. Therethestudentsweregreetedby morning andconvergeduponthequietcountryhamlet four coaches.ThebuseslefteachtownearlyonaMay Kaokaoroa oPātetere andMatamataCollegefilledthe Kura Kaupapa MāorioTe Hiringa, Te WharekuraoTe rohe. Students fromTokoroa IntermediateSchool,Te focussed onschoolstudentsfromaroundtheRaukawa The firstdayofthetwo-dayeventwasspecifically members andpublicattending. two consecutivedays,withover350Raukawa iwi and Te Ranga inTauranga. Thetourswereheldover Ō-Rākaupaewai nearTe Awamutu andPukehinahina were involved.ThesitesincludedRangiaowhia and to NewZealandWars battlesiteswhereRaukawa facilitated aseriesofsuccessfultoursthattravelled This yeartheKakara Whakareiteamorganisedand New ZealandWars commemoratedaroundthecountry. The eventwaspartofthenationalrecognition “flag ship” projects undertaken bytheteamin2017-18. Conflicts inNewZealand.Thiswasoneofanumber of year, theiwicommemoratedPūtake oteRiri–Wars and in 1864andstillresonatesamongsttheiwi2018.This This famouscrywasheardduringtheBattleofŌ-Rākau “Ka whawhaitonumātou!Ake! Ake! Ake!” ME MAUMAHARA TĀTOU –PŪTAKE OTERIRI wonderful toseetheiwipullthingstogether.” the SouthWaikato, butalsotobefromRaukawa. It’s truly awesome. Itnotonlymakes usproudtobefrom According toTe HapukuRikiriki“Thisyear’s festivalwas competition heldinPalmerston North. to appearattheNationalSecondarySchoolsKapa Haka o Pātetere seniorgroup. Thisgroupwouldlatergoon at thefestival.AlsoperformingthisyearwasKaokaoroa and PunaVai Ora,allreturningforanotherappearance 1 3 Raukawa Annual Report 2017–2018 Speaking at Ō-Rākau, Anthony Pecotic spoke The tour then moved to Karāpiro, where Whaea passionately of the loss of his kuia tupuna and the Poihaere Barrett shared her story growing up as a child horror of war that his whānau had faced. Nigel Te Hiko around Ō-Rākau. She said that the battle of Ō-Rākau also shared the experience of his whānau and how was never discussed amongst her elders nor was it they defended Ō-Rākau valiantly with no bullets, taught at school. This meant that her generation knew food or water. little to nothing of Ō-Rākau and what had occurred there. She urged that it was vital that we learn about The tour then moved on to Tauranga where the the New Zealand Wars because they are an important students were greeted at Pukehinahina by Des Tata, part of who we are. who recounted the stories of what occurred there and at Te Ranga. Following this, the tour moved on to Tauranga where the group was again regaled by the stories of Des Tata. The second day was open to all Raukawa iwi members and members of the public. It followed the same The Me Mauahara Tātou - Pūtake o te Riri tour was itinerary as the day before with slight changes to the an enormous success as it provided opportunity for guest speakers. Speaking again at Rangiaowhia was Raukawa to share our stories and histories of an Paraone Gloyne and Nigel Te Hiko. The attendees were important moment in Aotearoa - New Zealand’s past. in awe of the scope and breadth of the knowledge that was being shared with them.
Anthony Pecotic again shared his story at Ō-Rākau, but was joined this time by Paraone and matua Kiriupokoiti (Gin) Heke. The kōrero shared by Koro Gin had everyone enrapt on every word as he shared his experience being raised by his kuia. The rain gently fell as he talked of her fondly. He shared that as a young girl, his kuia had fought at Ō-Rākau. For many this bought home the fact that the New Zealand Wars were not fought in some distant past. as aresultwere notpreparedtoexhibit theartefacts. The museumwereunableto provincetheitemsand to themuseumfromafarmer intheKaimai region. holding. Thetaongawerefrom acollectiondonated that theyhadanumberoftaonga thattheywere On oneoccasion,Waikato Museum advisedtheteam supported thereturnofseveraltaongatūturutoiwi. This year, theKakara Whakareiteamfacilitatedor THE RETURNOFTAONGA TŪTURU settlement thathelpedshapeamodernRaukawa iwi. Each storyaddstothetapestryofafinelywoven insights intoaveryexciting period oftheiwihistory. Te Tai Whakaeaprojectprovidesrareandunique taken bytheiwitoachievesettlement. by NigelTe Hiko anddetailedtheprincipledapproach The storyoftheTreaty settlementjourneywasauthored writing ofacomprehensivenarrativethejourney. The secondcomponentoftheprojectrequired developing inconjunctionwiththeiwi. part ofthedigitalpublicationsthatMinistryarestill kaumātua andTreaty teammembers.Thiskōreroforms from thenegotiators,Raukawa Trust BoardTrustees, involved inthenegotiationsincludingperspectives component wastorecordthekōreroofthoseintimately The projectcomprisedtwokey components.Thefirst future generations. the memoryofTreaty settlementjourneyfor to whattheteamhopedachieve, namelytopreserve project andrealisedthattheprojectsaimaligned In thisregardtheteamspiedTe Tai Whakaea all participants. settlement processthatrecordstheperspectivesof never beenacomprehensivehistoryoftheTreaty significant academicresearchofthe Treaty, therehas Kakara Whakareiteamnotedthatwhiletherehasbeen settlement ofthehistoricTreaty claimsoftheiwi.The recorded thestoryofRaukawa journeytoachieving ship” projectfortheteam.Thisexciting project Settlement Journeyproject.Thiswasanother“flag developed theTe Tai Whakaea–Raukawa Treaty with theMinistryforCultureandHeritage(MCH), This year, theKakara Whakareiteam,inconjunction SETTLEMENT JOURNEY TE TAI WHAKAEA–RAUKAWA TREATY accessible andutilised Raukawa te reo Māori andmātauranga isvalued, STRATEGIC OUTCOME 2
learning environment. Severalparticipants commented participate fullyintribalcultural activitiesinasafe attendees thewānangaenabled themtoengageand introduced toRaukawa specifickōrero. Formany Held overthecourseofaweek, attendeeswere associations oftheiwitothatsite. shared theirknowledgeateachsite, speakingofthe different sitesofsignificancetotheiwi.Guestspeakers the programme, attendeestouredtherohe, visiting highly regardedandexperienced kaiako. Aspartof Raukawa iwimembers.Supportingthekaupapawere attendees. Thevastmajorityofattendeeswere The wānangawasheldatNgātiraMaraewith136 cultural identityandhistory. and toaidiwimembersinreconnectingwiththeir Raukawa iwimemberstoadvancetheirtereoMāori Raukawa. Thiswānangaprovidedqualitysupportfor organised andfacilitatedtheTe WhareKōreroo This yeartheKakara Whakareiteamsuccessfully Te UruRaukawa andtheweeklyHeiMāpunaclasses. Te WhareKōrerooRaukawa, theTe Kura Reo ā-Motu, Māori focussedwānanga.Thesewānangaincludethe wider communitybyprovidinghighlysuccessfultereo learning oftereoMāoriamongstiwimembersandthe The Kakara Whakareiteamcontinuestosupportthe NGĀ WĀNANGA KŌRERO and thehistoryofeachfindrecorded. The vitalstatisticsofeachtaongaarecarefullynoted display thevarioustaongainacontrolledenvironment. room isaspecialiseddesignedtostoreand room) atTe WhareoRaukawa. TheHuiaKaimanawa maintenance oftheHuiaKaimanawa room(Taonga the Kakara Whakareiteamarealsoresponsibleforthe In additiontolocatingandpreservingtaongatūturu, safe storageandregistrationwiththeMCH. were upliftedandtransportedtoTe WhareoRaukawa for in Waotū. Severaltokiandotherobsidiancuttingtools Taiao team duringtheirexcavation ofasiteatPuketōtara On thesecondoccasion,teamsupportedPūtake weapons, inparticularawhalebonepatu. 40 differentartefactsincludingagriculturaltoolsand The museumagreed,resultinginthereturnofover should bereturnedtotheiwi. The teamnegotiatedwiththemuseumthatpieces 3 3 Raukawa Annual Report 2017–2018 that the wānanga provided them opportunity to practise Te Uru Raukawa strives to improve the level of te reo karanga and whaikōrero for the first time and to hear Māori amongst participants by catering for the different the stories of the iwi. levels of reo. The programme provides for beginner through to the more advanced speakers. The bi-lingual The wānanga recognised the different levels of programme incorporates waiata, karakia, stories and experience for each of the attendees and catered for activities to make a fun learning experience. each of the levels. The bi-lingual environment made the learning experience an enjoyable one for all of In addition, the Kakara Whakarei team have facilitated the attendees. and presented the Hei Māpuna night classes for iwi members and the wider public. Held Wednesday nights, In April 2018, the Kakara Whakarei team again the Hei Māpuna classes also cater for different levels successfully organised and facilitated the annual of te reo Māori from beginner classes to intermediate. Raukawa Kura Reo ā-Motu. Filled to capacity, this year’s This year, the team also run a class in Putaruru on Kura Reo proved to be one of the “hot tickets” on the Monday nights. national Kura Reo calendar. Held at Papa o te Aroha Marae, this year’s Kura Reo aimed to provide a high NGĀ PAKIWAITARA A RAUKAWA AND TE quality wānanga that supported the learning of te reo ROUROU-ITI Ā-HAERE Māori for Raukawa iwi members, community members The Kakara Whakarei team proudly launched the and stakeholders. third series of Raukawa storybooks. The short stories written in te reo Māori and translated into English, Staged over the course of a week, the total immersion were authored by Raukawa iwi members and cater for wānanga catered for 169 attendees from around the different levels of te reo Māori fluency. country. The team was again able to secure the services of highly respected kaiako and te reo Māori exponents The series includes three stories which are “Te Aroha o Hemi Kelly, Ngaringi Katipa, Pānia Papa, Leon Te Rurunui” and “Te Rau o te Patu a Raukawa” both written Heketū Blake, Paraone Gloyne, Jeremy Tātere MacLeod, by Paraone Gloyne. Huirama and Nigel Te Hiko wrote Jarrod Boon and Pakake Winiata. Leading the children’s the third book in the series “Kurungaituku: Te Kaitiaki o programme was Pourahi Rangikataua and Faye Harris. te Ngahere”.
The Kura Reo provided opportunity for Raukawa iwi Unlike the previous two series, the third instalment was members living within and outside of the rohe to digitally published. All ten stories are available in both engage and participate in cultural activities in a English and Māori and can be downloaded from the safe learning environment, under the supervision RCT website. of cultural experts. The third CD compilation of Raukawa waiata as part Presenting at this year’s wānanga was Piripi Smith of of the Rourou-iti ā-Haere series was produced and Ngāti Hinerangi. Piripi shared his experiences of launched. The CD captures the voices of nationally sailing a traditional double hulled waka named recognised kapa haka group Mōtai Tangata Rau, singing “Whakatere”. The attendees were captivated by his a compilation of contemporary compositions. kōrero and his passion for travelling the open sea The Rourou-iti ā-Haere CD compilations are a series utilising traditional methods. of commonly sung waiata heard throughout the Raukawa rohe. The CDs were compiled as a support The Kakara Whakarei team continues to present the mechanism to assist whānau and marae, particularly highly successful Te Uru Raukawa wānanga over the those whānau that fulfil a role on the paepae. The course of 2017-18. This year, eight weekend wānanga waiata are a collection of waiata that can be used in were held with each wānanga looking to promote te a variety of instances. reo Māori amongst Raukawa iwi members and the wider community. To enable widespread dissemination of the waiata, the CDs can be downloaded from the RCT website. with theRaukawa Settlement. as theyprogresstoensuretheprocessisconsistent reaches. We willcontinuetomonitorthesenegotiations include NgātiRangitihi, whichoverlapsoursouthern negotiations withtheCrown.These In the2017-18year, otheriwicommencedtheir arrangements betweentheiwiaretakingshape. progressing fruitfullywithNgātiManiapotoand Similarly, overlapping claimsdiscussionshavebeen Collective settlement. implemented throughtheHaurakiIwi and theCollectivewasagreedbutiswaitingtobe (Raukawa, NgātiHauāandHinerangi),theCrown regard, anarrangementbetweentheaffectediwi because oftheinclusionWaihou River. Inthis settlement. ThissettlementisimportanttoRaukawa with theCrownregardingHaurakiIwiCollective Throughout theyear, theKakara Whakareiteamworked between theiwi. regard theteamreiteratedarrangementsreached of theNgātiTūwharetoaSettlementClaimsBill.Inthis before theMāoriAffairs SelectCommitteeinsupport attend thesigning.Later intheyear, theteamappeared Taupō. Theteamsupportedkaumātuaandtrusteesto Tūwharetoa DeedofSettlementatWaitetoko Maraein The 2017-18yearsawthesigningofNgāti process thatRaukawa wasrequired toundertake. ensuring theprocesswasfairandconsistentwith the teamworked diligentlytoassistotherswhilst oppositional stancetootherTreaty settlements.Rather, This didnotmeanthattheteamwouldtake an commitments toRaukawa. settlements didnotnegativelyaffecttheCrown’s the Treaty settlementlandscapetoensurethatother it hasbeencriticalfortheteamtokeep abreastof of overlappingTreaty settlementclaims.Strategically, engage withtheCrownandneighbouringiwiinrespect Throughout the2017-18yearteamcontinuedto DEED PROTECTION We are influential atanational, regional andlocal level STRATEGIC OUTCOME 3
key events. supported thepaepaeatPoukai, tangihangaandother blessings andpōwhiri.At themarae, theteamhave the localDistrictCouncilsatvariousoccasionsincluding At alocallevel,theteamthroughoutyearsupported and overcamethosechallenges. facing significantchallengestheteamheldtheirground North IslandIwiCollective(CNI)manawhenua.Despite year wasparticularlytestingfortheteaminCentral University, Mercuryandneighbouringiwi.However, this key stakeholders suchasWaikato University, Victoria strong regionalrelationshipswiththeWRCandother The Kakara Whakareiteamhavealsomaintained Raukawa programmes. Te UruRaukawa, HeiMāpunaandTe WhareKōreroo A numberoftheseschoolshavealsoparticipatedinour theCentralNorthIslandKidsheadofficeinPutaruru. and thenamingofroomsat Tainui FullPrimarySchoolthatreflectthe Tainui waka, naming protocolsforclassroomsandlearningspacesat mātauranga. Someopportunitiesincludeddeveloping curriculum tonotonlyinclude, buttovalue, Raukawa (MOE) Te Rāngai Kāhui Ako strategy, toinfluenceschool presented asaresultoftheMinistryEducation’s team iscurrentlytakingadvantageofopportunities and SecondaryschoolswithintheRaukawa rohe. The Early ChildhoodEducation(ECE)CentresandPrimary connections withtheeducationsector, particularlywith Throughout theyear, theteamhavedevelopedstrong partnership envisionedinTe Tiriti. profile oftheiwiandtogiveeffectnotion of relationships hasbeencriticalinimprovingthenational Mātāwai andothers.Developingshapingthese Heritage NewZealand,DepartmentofCorrections,Te variety ofgovernmentagenciesincludingTPK,MCH, national level.Thisyeartheteamcollaboratedwitha maintain strategicrelationshipsatalocal,regionaland The Kakara Whakareiteamcontinuetobuildand STRATEGIC RELATIONSHIPS
5 3 Raukawa Annual Report 2017–2018 STRATEGIC OUTCOME 4 We support whānau, hapū, marae and community wellbeing
THE WHARE SPEAKS COMMUNITY CULTURAL EVENTS SUPPORTED As one of the features of the 2017-18 year, the team The Kakara Whakarei team supported many community held regular tours of the new Raukawa main office. cultural events throughout the year. The role and Te Whare o Raukawa echoes the story of the iwi, with levels of support varied per event. In the 2017-18 year, both the external and internal design and layout of the the 2017 Tainui Secondary Schools Regional Manu building being inspired by the histories and narratives Kōrero was hosted by Te Whare Kura o Te Kaokaoroa of the iwi. o Pātetere (Kaokaoroa o Pātetere) and team members took on the role of presenters, judges, kaikaranga or The Kakara Whakarei team were responsible for kaikōrero to support this kaupapa. ascribing a Raukawa kōrero to the whare. The layout of the whare reflects the Raukawa rohe and draws in The Manu Kōrero speech competition highlights the the iwi connections, denoting tribal kōrero. These are best and brightest young orators within the Tainui waka likened metaphorically to the four sides of an ancient confederation and was the largest event of its kind to whare. Each side joined to strengthen the house. The be hosted within the Raukawa rohe. sides of the building are symbolic of the four pou whenua that comprise the iwi. The northern end of the In addition to supporting the Manu Kōrero, this year’s building is Maungatautari. The eastern is Te Kaokaoroa Te Wiki o te Reo Māori had a community focus with the o Pātetere. The southern is Te Pae o Raukawa and the team organising a series of competitions for all Māori western end is Wharepūhunga. medium schools within the rohe. The competitions include a colouring completion for the Kōhanga Reo The rooms were all named to remind us of kōrero from and Kura Teina, a poster competition for Kura Waenga our iwi, with the ground floor rooms being named to and a competition to compose the best waiata for show the importance of waterways to the iwi. Similarly, Whare Kura. the first-floor rooms reflect the mountains that dominate the iwi landscape. The winners of each of the junior school categories received prizes ranging from colouring books and In addition to the tours of the whare, throughout the materials to Pipi Mā dolls. For the senior schools, year, the Kakara Whakarei team facilitated a series of the winning entry won electric guitars, a bass guitar, cultural workshops with key stakeholders including drum kit, amps and microphones. This year’s winning kaumātua, RCT staff, iwi members, schools and composition was composed by students from Te members of the wider community. The workshops Wharekura o Te Kaokaoroa o Pātetere. The theme of included: the waiata reflected this year’s Te Wiki o te Reo Māori • Tours of sites of significance; kaupapa namely “Kia Ora Te Reo”. • History and kōrero of the iwi; • Karakia and mōteatea.
The workshops proved highly successful, with iwi members gaining a greater appreciation of Raukawa mātauranga. • • • team inanumberofareasincluding: been busilysupportingtheworkofPūtake Taiao The Kakara Whakareiteamthroughouttheyear, have SUPPORTING THEENVIRONMENT Raukawa sustains andimproves theenvironment STRATEGIC OUTCOME 6 team hasbuiltovertheyearswithfundingagencies. occurred ifnotforthestrongrelationshipsthat Accessing fundingfromthesesourceswouldnothave MOE, MCH,TPKandTe Mātāwai. support theworkofteam.Thesesourcesincluded concentrated onsourcingdifferentfundingstreamsto Throughout the2017-18year, Kakara Whakareihave MĀ TEHURUHURUMANU, KARERE infrastructure thatsupportsourdelivery We are professional andeffective with STRATEGIC OUTCOME 5 Whai Tikangaā-Wai Ngā Wāhi Tūturu Waihou Landscaping Project
Māpuna classnowbeingheldinPutaruru. services tootherpartsoftheroheparticularlyHei for theKakara Whakareiteamtoexpand someofits In additionthisworkstream hasprovidedopportunity Journey andothers. and theTe Tai Whakaea-Raukawa Treaty Settlement Cultures, MeMaumaharaTātou -Te Pūtake oteRiri produce eventssuchastheSouthWaikato Festivalof The fundingprovidedopportunityfortheteamto applications atRegional andDistrictCouncil level. of submissionsinresponsetoresourceconsent In addition,theteamscollaboratedinfiling
7 3 Raukawa Annual Report 2017–2018 TĪWAI HAUORA Raukawa ABOUT US Our Business Group provides health and social services that seek to improve the wellbeing of iwi members and Health & our local community.
Social STRATEGIC OUTCOMES THAT WE FOCUS ON
Raukawa uri are actively Strategic Outcome 1 Development Check engaged in events and activities Raukawa te reo Māori and Check Strategic Outcome 2 mātauranga is valued, accessible and utilised We are influential at a national, Strategic Outcome 3 Check regional and local level We support whānau, hapū, Strategic Outcome 4 Check marae and community wellbeing We are professional and Check Strategic Outcome 5 effective with infrastructure that supports our delivery Raukawa sustains and improves Strategic Outcome 6 Check the environment
OUR METRICS
Assigned Achieved Outstanding Key Performance 12 10 2 Indicators Deliverables 33 23 10
HOW WE FOCUS OUR EFFORTS OVER THE YEAR*
Strategic Outcome 1 Strategic Outcome 2 Strategic Outcome 3 Strategic Outcome 4 Strategic Outcome 5 10+10+203015M Strategic Outcome 6
* Indicative estimate of how we apply our time, effort and resources to achieving each strategic outcome. • • • • RCT. Inthe2017-18year, staffattended: appropriate tereoMāoriand tikangacoursesrunbythe are beingdevelopedstaffencouragedtoattend Māori andmātauranga.WhenTalent Review objectives to advanceanddeveloptheirunderstandoftereo As partofongoingtalentreviewsstaffareencouraged organised byKakara Whakarei. 2017 TīwaiHauoraactivelyparticipatedintheevents Throughout Te WikiotereoMāoriinSeptember AND RAUKAWA HISTORY WORKSHOPS STAFF AREACTIVELY INVOLVED INTEREOMĀORI accessible andutilised Raukawa te reo Māori andmātauranga isvalued, STRATEGIC OUTCOME 2 wider community. build relationshipswithbothindustrypeersandthe provider. Itisalsoanimportantwaytoestablishand increase theprofileofRCTasahealthandsocialservice events like PinkRibbonDayisakey opportunityto awareness dayssuchasPinkRibbonDay. Supporting Raukawa ExpoDayaswellsupportingnational include bothinternallyorganisedeventssuchasthe input fromeachteamforthe2017-18year. Theseevents A calendarofpromotionaleventswasdevelopedwith new brochures. via Facebookandthecompletionofrollout the servicesandprogrammeshavebeenpromoted was promotedviatheRCTFacebookpage. Eachof assessment toolforRheumaticFever/WhareOrawhich have includedthedevelopmentofanonlineeligibility both iwimembersandthewidercommunity. These the CommunicationsTeam topromoteourservices Throughout theyear, TīwaiHauorahasworked with AND THEWIDERCOMMUNITY ACTIVELY ENGAGE WITHRAUKAWA URI OPPORTUNITIES AVAILABLE TO ALLAND RAISE THEAWARENESS OFHEALTH Raukawa uriare actively engaged inevents andactivities STRATEGIC OUTCOME 1 Kāwai Raupapa Tikanga-TWOA Te UruRaukawa monthlywānanga Te Whare KōrerowānangainJanuary
2018 Poukai atPārāwera Marae. October 2017andhealthwellnesspromotionsatthe 2017, servicepromotionatPā Wars heldinPutaruru checks atTangata Marae WhānauDayinSeptember directly toiwimembers.Examplesofthisincludehealth actively providinghealthchecks andfirstaidservices both informationalstandsandpresentationsaswell are mostcomfortable. Servicesarepromotedusing services toiwimembersinanenvironmentwherethey opportunity forourgrouptoactivelypromote mandated marae, theseeventsofferawonderful Other businessgroupsregularlyholdeventsatRST OCCURRING AT ANYOFTHERST MARAE. BUSINESS GROUPSTHAT HAVE AN EVENT PROMOTE SERVICES ALONGSIDE OTHER RCT understanding ofRaukawa historyandtikanga. these workshops tocontinuethedevelopment oftheir Existing staffareofferedthe opportunitytoattend when workingundertheRaukawa guidingprinciples. to themahiwedeliver, andtheresponsibilitieswehold induction process.Theseworkshops giveperspective Historical Workshop aspartoftheircomprehensive process whichseesallnewstaffattenda Raukawa We arecontinuingtoimproveourkaimahiinduction development support. and Te Kura Reo oRaukawa aspartofourprofessional time forstaffwhoattend Te WhareKōreroo Raukawa Tīwai Hauoracoverthecostandprovidenon-contact 9 3 Raukawa Annual Report 2017–2018 STRATEGIC OUTCOME 3 We are influential at a national, regional and local level
PARTICIPATE IN REGIONAL FORUMS AIMED Tīwai Hauora management are involved with the AT ENHANCING BETTER COORDINATION OF National Family Start Executive who represent over REGIONAL AND LOCAL GOVERNMENT 45 Family Start providers nationally and serves as the STRATEGIES AND ACTIVITIES. conduit between Family Start and the Ministry of Social Management and staff are actively engaged with a wide Development. In addition, management are actively range of organisations and bodies aimed at enhancing involved with Te Ngira Whānau Ora, a collective of 12 iwi the co-ordination of regional and local health and social providers within the Tainui waka, mental health within service providers. These range from groups aimed at the Southern Cluster and the South Waikato Community connecting providers and relevant organisations with Health Forum. each other, such as the Te Awamutu Health and Welfare Networking Group and the Matamata Community Hui. WORK PROACTIVELY WITH OTHER BUSINESS In addition, RCT is also engaged in groups focused GROUPS TO ENSURE THE WAITANGI TRIBUNAL on improving the quality of health and social service KAUPAPA INQUIRY IS SUCCESSFUL. provision by helping to support and advise frontline staff This is an organisational KPI and Tīwai Hauora has been across organisations, including the Oranga Tamariki Care involved at Executive Management Team (EMT) level to and Protection Panel, Family Violence Incident Report support the work of the whole organisation in this space. Service and Te Rōpū Tiaki Hunga Hauā.
STRATEGIC OUTCOME 4 We support whānau, hapū, marae and community wellbeing
To support the health and social needs of uri Tīwai PROGRAMMES Hauora kaimahi attend events throughout the rohe to We have delivered a range of programmes that support help spread the word about the services we offer and the holistic wellbeing of our iwi members. In the 2017-18 how they can help iwi members live healthier more these included: a property financial literacy programme fulfilling lives. These events have included: to support iwi members and the wider community • Pā Wars in Putaruru 2017 engaged in the house and rental markets; a four week • Raukawa AGM 2017 Safe Driving Programme encouraging iwi members to obtain a drivers licence; a six week Tikanga Ririki • Poukai held at RST affiliated marae Māori Parenting Programme supporting parents to • South Waikato Festival of Cultures 2018 practice alternative methods with a focus on non-violent • Children’s Day 2018 approaches; and the eight week WAVE Programme • Raukawa Expo day 2018 that aims to support adults 18 years and over who have • Orange Shirt Day (anti bullying) been bereaved by suicide. • Red Nose (Cure Kids) • Pink Ribbon Breast Cancer street appeal • Great Lakes Relay Breast Cancer Foundation • Kaumātua Games/Olympics improve theservice providedtoclients. discuss lessons learntandunderstandhow wecanall providers fortheirmahisofar, lookatprogresstodate. was heldinMarch2018.The objective wastothankall A HealthyHomesImprovement HuiforMāoriProviders of theirlivingconditions. 85% beingprovidedwithproductstoimprovethequality they havecompletedassessmentsfor130whānau,with Waikato DHBWhareOra(HealthyHomes).In2017-18 Ora teamarenowabletoreferandassessclientsforthe outcomes forourclients.InparticularDHBWhānau our establishedservicesandcontributetoimproved additional contractualelementsthatsitalongside lifestyle. To helpaddressthisthegrouphassecured living inconditionsthatarenotconducivetoahealthy Across ourserviceswehavecontactwithclientswhoare HEALTHY LIVINGCONDITIONS WHĀNAU WELLBEINGISIMPROVED THROUGH Raukawa sustains andimproves theenvironment STRATEGIC OUTCOME 6 negotiating neworrenewedcontractswithoutsidefunders. plan. Howeverthisgoaliskept inmindwheneverweare Completion ofthishasbeendeferredtothe2018-19annual contracts supportthelong-termviabilityofgroup. is tosecuremoremulti-yearcontractswhileensuringthose income sourcesforthegroup. Akey focus for thisproject Work continuesondiversifyingtherevenuestreamsand VIABILITY OFTHEGROUP. ARE SUSTAINABLE ANDENSURETHELONG-TERM YEAR CONTRACTS ARESECUREDANDTHAT THEY DIVERSIFIED REVENUESOURCESANDMULTI- iwi membersandthewidercommunity. help TīwaiHauoraimprovethehealthandwellbeingof project. Thisisanongoing,multi-facetedprojectthatwill hui soastofacilitateunderstandingof, andbuyinto, the Tīwai Hauorateamtake partinfacilitatedworkshops and staff fromacrossthemanygroupsthatmake upthe holistic healthandsocialservices.Thisprojecthasseen deliver collaborative, highquality, bestpracticebased ‘the Raukawa way’willprovide aframeworkforhowwe this model.Theoverarchingintegratedmodelofcare care andaplantoupskillpreparestaffdeliver five yearplanfocusesondevelopingbothamodelof This workstreamiscontinuedonfrom2016-17. The HEALTH PLAN OF CARE /COMPLETETHETĪWAI HAUORA 5YEAR DEVELOP ANDIMPLEMENTANINTEGRATED MODEL that supportsourdelivery We are professional andeffective with infrastructure STRATEGIC OUTCOME 5 insure thatwemeetthedeliveryspecifications. delivery onanon-going,monthtobasishelp that haveenabledthegrouptotrackservicescontract Recordbase hasprovidedarangeoftools and reports REPORTING OBLIGATIONS DELIVERY SPECIFICATIONS INCLUDING ALL SERVICES COMPLY WITHCONTRACT Technology infrastructureandsystems. integration withRCTInformationCommunications it isledbyAkaTauwhiro soastoensureeffective While thisprojectismostapplicabletoTīwaiHauora use ofthesystem. Reporting, aswellimprovingstaff experience and need tobetaken toimprovePerformance Management data willbeusedtodeterminethekey actionsthat status ofRecordbase implementationanduse. This collection elementofareviewtoestablishthecurrent the systemisoptimal.We havecompletedthedata appropriately andthatstaff experience ofusing to ensurethatRecordbase isworkingcorrectlyand system Recordbase requiresconstantmonitoring The ongoingembeddingofourclientmanagement WORKING ALONGSIDE ANDLEDBY AKATAUWHIRO MANAGEMENT. THISISATWO-WAY GROUPKPI CLIENT HEALTH MANAGEMENT SYSTEM on inthecommunity. to staffsothattheyareall kept abreastofwhatisgoing developments. Feedbackfrom thesehuiisdisseminated South Waikato andsupporteachothertoaddressthese sector todiscusstrendsanddevelopmentsinthewider bring togetherleadersfromthehealthandsocialservice the SouthWaikato CommunityHealthFora.Thesehui Additionally TīwaiHauoraManagerscontinuetoattend If whānaufitthecriteriatheyarereferredtoWhareOra. of RheumaticFeverandhowtopreventaddressit. screening. Staff alsoeducateclientsonthewarningsigns assess allnewwhānauaspartofthesorethroat community isRheumaticFever. To addressthisstaff A key driverofnegativehealthoutcomesinour
41 41 Raukawa Annual Report 2017–2018 AKA TAUWHIRO Raukawa ABOUT US Our Business Group provides shared corporate services and systems to enable the Raukawa Group to achieve Corporate its vision of “Raukawa kia mau, kia ora”, and the RCT to achieve its mission “to deliver outstanding cultural, Services social and environmental outcomes to ngā uri o Te Poari o Raukawa”.
STRATEGIC OUTCOMES THAT WE FOCUS ON
Raukawa iwi are actively Strategic Outcome 1 Check engaged in events and activities We support whānau, hapū, Strategic Outcome 4 Check marae and community wellbeing We are professional and Check Strategic Outcome 5 effective with infrastructure that supports our delivery Raukawa sustains & improves Strategic Outcome 6 Check the environment
OUR METRICS
Assigned Achieved Outstanding Key Performance 14 11 3 Indicators Deliverables 30 24 6
HOW WE FOCUS OUR EFFORTS OVER THE YEAR*
Strategic Outcome 1 Strategic Outcome 4 Strategic Outcome 5 10+10+755+M Strategic Outcome 6 Note that the outstanding KPI’s and deliverables were related to the completion of the new premises and were not achieved due to circumstances outside of our control and the requirement for further investigation and feasibility testing before moving forward.
* Indicative estimate of how we apply our time, effort and resources to achieving each strategic outcome. interesting andveryvaluabletoknow. these workshops ispertinenttotheirmahiatmarae, years, participantscommentthatthecontentateachof and feedbackwasalwaysverypositive. Aswithprevious were completedbyparticipantsaftereachworkshop Register andUriGrantsworkshop. Evaluationsheets deliver alloftheworkshops except theRST Tribal Community Waikato againthisyeartodevelopand and FundingFinancialLiteracy. We worked with Tribal Register andUriGrants,MaraeStrategic Planning, covered; HealthandSafety–ImpactonMarae, RST delivered throughouttheyear. Theseworkshops A seriesoffourmaraedevelopmentworkshops were & activities). Outcome 1–Raukawa iwiareactivelyengagedinevents (This alsocontributestoachievementofRCTStrategic MARAE DEVELOPMENT WORKSHOPS We supportwhānau, marae hapū, andcommunity wellbeing STRATEGIC OUTCOME 4 iwi members.We investigatedwhetherYoutube and information sharedisaccurate, uptodateandengaging all currentchannels.Theseauditshelpusensurethe engagement withiwimembersandeffectivenessof Internal auditswerecompletedtoassessthelevelof infrastructure thatsupportsourdelivery) Outcome 5–We areprofessionalandeffectivewith (This alsocontributestoachievementofRCTStrategic COMMUNICATION CHANNELS Raukawa iwi are actively engaged inevents &activities STRATEGIC OUTCOME 1 deeply involved. and Tribal Register Administratorinparticularwillbe project willbeongoingandtheCommunicationTeam updated promotionalpamphletsanddisplayunits.This Workflow Chart, Reception/Administration Scriptsand team huianddeveloping;IncomingCommunication contributed tothisprojectbyparticipatingin As acrossorganisationaldeliverable, AkaTauwhiro TOUCH STONE PROJECT media liaison. whole oforganisationprocessimprovementsand areas ofvideography, eventsupport,teamcohesion, committed togrowingitscapabilityandcapacityinthe from theseoptions.TheCommunicationTeam hasbeen at ourcurrentsizetheorganisationwouldnotbenefit SMS couldbenefittheorganisation,andfoundthat
3 4 Raukawa Annual Report 2017–2018 STRATEGIC OUTCOME 5 We are professional and effective with infrastructure that supports our delivery
INFORMATION COMMUNICATION TECHNOLOGY the Argus Vehicle Management Portal and the FleetWise STRATEGIC PLAN Pool Vehicle Booking System. This new system was just A huge amount of work went into the continued installed prior to 30th June 2018, so the benefits will be implementation of this plan. We have continued the felt in the 2018-19 year. However we expect the system systematic replacement and standardisation of our to allow us to more accurately assign vehicle costs, Information Communication Technology (ICT) hardware manage vehicle maintenance and identify potential over and software, improvements to our ICT schema, or under stocking of vehicles. and further investigations into feasible document management and staff intranet solutions. HUMAN RESOURCES MANAGEMENT SYSTEM Aka Tauwhiro contributed to this project by working with ORGANISATIONAL DEVELOPMENT PLAN the Human Resources Advisor to identify organisational As a cross organisational deliverable, Aka Tauwhiro needs and review potential solutions. The Aka Tauwhiro contributed to this project by participating in project team team are trialling the first phase of a system provided by hui, replacement of Tīwai Hauora specific ICT hardware Keylink Payroll Solutions in Auckland. The full roll out of and software, sponsoring the Recordbase Current this system will be completed in the 2018-19 year. Status Review Project, and identifying improvements to management and governance reporting. RCT ADMINISTRATORS SUPPORT GROUP As a cross organisational deliverable, Aka Tauwhiro FINANCIAL REPORTING AND ACCOUNTING SYSTEM contributed to this kaupapa with the Aka Tauwhiro Our Finance Team carried out a review of our current Group Manager acting as the lead for 2017-18. The accounting and financial reporting systems in order to administrators within our organisation are vital to confirm whether our current accounting system was ensure the cogs of the wheel keep turning the right way still the best fit for the organisation. They looked at without too much friction. The organisation wanted to three other enterprise level accounting packages and ensure this group of individuals were being supported compared the ability to handle the complex nature both internally and externally. We started the year as a of our organisation, the varying reporting needs of group by identifying training needs, gaps in knowledge staff, management, governance and iwi members. or experience, pain points within our work, future They also looked at other possible solutions which focussed growth and possible solutions. Some of the could integrate with an accounting system such as areas of training completed this year were; dealing purchasing, banking and payroll. The review found that with challenging situations, reception scripts and role our current accounting system was still the best fit for the play, Office 365 & Sharepoint, setup of various office organisation and with future developments scheduled equipment such as polycom phones, video conferencing could continue to grow with us. equipment, use of Smarttrak binder, guillotine, Skype for Business, Zoom and One Drive for Business etc. VEHICLE MANAGEMENT SYSTEM RAUKAWA SETTLEMENT TRUST & We installed two different organisations’ GPS tracking RAUKAWA CHARITABLE TRUST POLICY units into seven of our pool vehicles to trial the units MANAGEMENT FRAMEWORK and the portals offered by the two organisations. The units did prove very useful in identifying driver behaviour As a cross organisational deliverable, Aka Tauwhiro and health and safety issues. The trial highlighted the contributed to this project by participating in EMT potential benefits to the organisation. We were able to discussions, and sponsoring the Raukawa Policy pass on these issues to the Health and Safety Committee Framework Review Project. This project followed on to address with training and education. We have now from the policy review completed by an external party completed the implementation of a vehicle management in the previous financial year. This current project is a system. This includes the installation of Argus vehicle far more comprehensive and future focused approach GPS tracking units in to all RCT vehicles, and is expected to be completed early in the 2018-19 financial year. Challenge, andmanymore. South Waikato DistrictCouncilvsRaukawa Sports Pūtake oteRiri,Kura Reo, WhareKōrero, HeiMapuna, to; MaraeDevelopmentWorkshops, RKRworkshops, wider Raukawa Group. Thisincludedbutarenotlimited contributed tomanyandvariedprojectsinsupportofthe of styleguidesanddigitaldesignassets.Theteam of allcommunicationpoliciesandprocedures,review 1.4 to1.6FTE.Theteamcompletedtheirannualreview meant wecouldjustifyaslightincreaseincapacityfrom on theirexpertise fromourbusinessgroupsandboards the organisationcanbeproudof. Thegrowingdemand strength toanddeliverhighqualityworkwhich Our CommunicationsTeam continuestogrowfrom RAUKAWA COMMUNICATION PLAN period fortheorganisation. Aka Tauwhiro Team continuetoleadthefinalsettlingin Te WhareoRaukawa isasitetobeproudofandthe it didserveourneedsverywellformanyyears.Thenew course like anyothersite, itdidhaveitslimitations, but and visitorvehicles,goodworkspacesforstaff. Of with abundantstorageplentyofparkingforfleet,staff reflection theCampbell Street sitehasbeenanideal we are90%throughthecompleteexit fromthesite. On furniture andequipmentaspossible. Asat30June2018, events totryethicallydisposeofasmuchredundant held atwilightauction,garagesaleandothervarious sort, straighten,shine, standardiseandsustain.We the differentbusinessgroupsthrough Lean 5Ssteps; Tauwhiro Group Managershowedthewaybyleading financial year. AsmallandhardworkingteamledbyAka preparation forthisdaystartedwaybackinthe2016-17 chapter inTe WhareoRaukawa on8January2018,the was amassiveundertaking.Althoughwebeganournew furniture fromCampbellStreet toTe WhareoRaukawa The transferofstaff, equipment,vehiclesandoffice STREET SITE TE WHAREORAUKAWA ANDCAMPBELL
improves theenvironment Raukawa sustains & STRATEGIC OUTCOME 6 see howwecanincreasethistrend. friendly cleaningproducts.We continuetomonitorand contractor isrequiredtosupplyanduseenvironmentally soap, dishwashingliquid,andcopierpaper. Thecleaning environmentally friendlytoilettissue, handtowels, key purchasingdecisionssuchas; contributed tothisprojectbymakingsome As acrossorganisationaldeliverable, AkaTauwhiro REDUCE CARBON FOOTPRINT 5 4 Raukawa Annual Report 2017–2018 2017-18 Annual Report Raukawa Iwi Development Ltd HE PŪRONGO Raukawa Iwi Development and Raukawa Asset Holdings Company Chairperson’s report
I am pleased to report on another successful year for double the result of five years ago (FY14) and includes the commercial operations of Raukawa. ongoing significant gains in the value of assets we • We continued to diversify our portfolio with movement own, classed as “other comprehensive income” from financial assets such as shares into assets that • We have seen the RIDL total asset base grow to RIDL owns directly or whose value is not determined a book value of $146m from $93m five years ago by the sharemarket • While we have achieved another year of excellent • We carefully monitored our existing assets and results, it is important to acknowledge with the benefitted from good performance across the board, continued turbulence in local and international reflecting ongoing strong market conditions markets that we may experience some head winds • Overall we delivered a record profit this year, with total in the year ahead. surplus before donations at over $16m. This is over
Financial highlights
• Total revenue of $8.3m (FY17 $9.1m) $38m. This figure has been reducing every year and • Net profit before tax $5.4m ($4.0m) came down by a further $12m in 2018 as we continued our diversification. • Other comprehensive income of $8.8m ($6.4m)
• Total comprehensive income after tax and donations of In 2018 this diversification included: $13.9m ($10.4m) • An $11m investment in a long-established Australasian • Total distribution to Raukawa (donations and dividends) infrastructure fund managed by AMP and known as the of $2.8m ($2.7m) Australasian Direct Infrastructure Trust (‘ADIT’). This fund is unlisted and invests in unlisted assets. It is less liquid PORTFOLIO DEVELOPMENT than a ‘managed fund’ that invests in shares. We had held Our long-term goal is a portfolio of high-quality assets this investment for about six months by year end and its that we either own directly or in combination with other performance has already been strong. The underlying aligned investors. assets include major stakes in Melbourne Airport, Powerco (of Taranaki) and the Sydney rail network Owning direct assets suits larger scale, long-term • A $3m commitment (that will be paid over several investors like RIDL and gives greater control over things years) to a new private equity fund raised by long- like debt and operating performance. Direct assets are time manager, Pencarrow. Pencarrow looks to invest also less volatile in value than investments like shares in in a range of medium sized private New Zealand listed companies, which are subject to daily movement. companies. • Acquisition of the land underneath five schools in the RIDL remains a large investor in managed funds (that in Raukawa rohe, all on long term leases to the Crown turn invest in shares). They provide cost efficient access to high quality investment management while we take • A $10m commitment to the new Te Pūia Tāpapa our time finding the right direct investments. At year fund, representing a group of iwi that will co-invest end our holdings of liquid managed funds were around with other large scale New Zealand investors. RIDL operating profits. re- investmentprogrammeand nowitisgenerating The firstyearandahalfhad seen anintensive FY18 wasoursecondfullyear ofownershipatRanginui. the MāoriTrustee/Te Tumu Paeroa. alongside Pouakani Trust andavehicleassociatedwith operation nearMangakino. RIDLownsalittleunder45% Ranginui Station isac3,300cowdairyandpastoral RANGINUI owners havebenefitted. efficiency anddrivingrevenuefromtheassets CNI IwiHoldingshasputalotofworkintooperational in partduetosellingexcess emissions tradingunits. to uswereoverbudgetandhistoricalexpectations, CNI IwiHoldingshadanotherstrongyear. Distributions CNI IWIHOLDINGS significant income. in FY14.Itisnowworth$37mandhasalsodelivered performer forRIDLsinceweinvestedalittleover$19m The Kākano investmenthasbeenanoutstanding (logging) totake fulladvantage. logs andconsequenthighprices.Itincreasedproduction another strongyearbenefittingfromhighdemandfor Kaingaroa Timberlands,andhenceKākano, hadyet Timberlands, the forest owner and operator at Kaingaroa. five otherCNIiwiownsasmallstake in Kaingaroa Kākano isthevehiclethroughwhichRIDLalongwith KĀKANO WHAKATIPU LP mentioned below. performed well.Someoftheprincipalcontributorsare at individualinvestmentlevel,RIDL’s existing portfolio Thanks togoodmarket conditionsandmanagement OUREXISTING ASSETS operating businessesinNewZealand provide efficientaccesstolargeandwellpositioned is nominalonly, wehopethatthiswillbeavehicleto be calledover5–6years.Whilethecurrentinvestment director. Ouranticipationisthatthefullcommitmentwill is acornerstoneinvestorinthisfundandappoints
Associates andwethankthem fortheirongoingsupport. developed withexpert advicefromEriksen and of risks andconcentrations.Thecombination was These managersandtheirfundsrepresentarange Management. Castle Point AssetManagementandAspiring Asset Management,AMP, MintAssetManagement, investments withMilfordAssetManagement,Harbour served Raukawa well,nowovermanyyears.We had Our managerselectionremainedstableandallhave through thecomingyear. total exposure wecarryandwillreassessourpositions to allourmanagers,wearealwayscarefulaboutthe writing inOctober2018.Thuswhilewearegrateful and thisindeedappearstohaveoccurredattimeof one mustassumeafallcanoccurjustasirrationally– discernible newsorimprovementinperformancethen markets. Whenoneseessharevaluesincreaseonno expectations butweremaincautiousaboutlisted Our managersallperformedinlinewith,orbeyond, February 2018. despite significantvolatilityoverJanuaryand It endedupbeingagoodyearformarkets globally does notmeanIamanylesswaryfortheyearahead. portfolio againdeliveredstrongincomeandgainsbutthis Despite mywarningslastyear, ourmanagedfunds MANAGED FUNDS appreciation foryourpatience. has causedforthewidergroupandagainextends its developer. TheRIDLboardisconsciousoftheissuesthis a rangeofdefectandwarrantytypeissueswiththe through therestof2018wehavebeendealingwith delays andcostover-runsofthisredevelopment As mentionedlastyear, wearedisappointedbythe able totake possessioninearlyJanuary2018. St toRaukawa House. After manydelays,wewerefinally the mainpropertyactivitywasmovefromCampbell In additiontotheschoolpurchasesmentionedabove, COMMERCIAL PROPERTIES
9 4 Raukawa Annual Report 2017–2018 TOTAL PORTFOLIO Raukawa Asset Holding At year end RIDL total assets stood at $146m and the portfolio composition reflected the ongoing strategy Company Limited of diversification. We maintain a good cash buffer Raukawa Asset Holding Company (‘RAHC’) is Raukawa’s and are ready to make the right investments when they settlement fisheries company. It is a wholly owned are identified. subsidiary of RST via Raukawa Settlement Trust Ltd (RSTL). RAHC’s main assets are quota and shares in Moana (previously AFL), worth together about $1.8m.
RAHC has its own board comprised of Vanessa Eparaima, Jon Stokes and me. Management is contracted from RIDL. RAHC’s operations are relatively simple as it leases out its quota under a range of medium term contracts. RAHC invests excess cash with RIDL via loan.
Performance was good again in 2018, with a surplus of $202k compared to last year’s $160k.
Several of the lease agreements rolled over around October 2018 and our focus is on renewing these to Please note the value of RIDL’s interest in CNI Iwi RAHC’s best advantage. 21+Holdings is not on the balance sheet as it is 26+32598 classed as a contingent asset only. Its value of $28m is recorded in Our operations and costs the notes to the accounts.
RIDL Total Assets June 2018 RIDL runs an efficient investment operation, drawing on the services of GHA for accountancy and of 21% Cash and equivalents Andrew Harrison and Koau Capital Partners for overall 26% Managed funds investment management. 3% Private Equity 25% Kakano Business-as-usual operating costs in FY18 were $715k 9% Ranginui or around 0.5% of the book value of total assets. This 8% Infrastructure compares well to other similar sized managers. 8% Investment property RIDL Chair John SpencerCNZM JOHN SPENCER Best wishestoalliwimembersfortheyearahead. Harrison, andhisteam,forworkasinvestmentmanager. Donelle Leef fortheaccountancy supportandAndrew their supportofRIDLanditsdirectors,GHAespecially I wouldalsolike tothankKimBlomfieldandJennyCookfor the futureandwarmlywelcomeGaylene, whoreplacesher. always broughttotheboardtable. Iwishherallthebestfor of thedeepknowledgeRaukawa valuesandcultureshe contribution toRIDLduringhertermof3yearsandespecially during theyear. Iwouldlike tomake specialmentionofher and Vanessa Eparaima.We farewelled Eltheafromtheboard board: ConnieHui,EltheaPakaru, JonStokes, GayleneRoberts I wouldlike toextend mypersonalthanks totherestof We havebeenpleasedwiththisyear’s recordperformance. Conclusion a cost-efficientoperation. growth ofthelastseveralyearsandrun We hopetocontinuethesteady, sustainableperformance funds holdingsifwefeelitprudent. We willalsokeep aneyeonfinancialmarkets andadjustour investment propertyandhopetoconcludeansoon. assets. AstheAGM approacheswehavebeenlooking formore We willkeep ourfocusondirectlyinvestingingoodquality The year ahead
1 5 Raukawa Annual Report 2017–2018 2017-18 Annual Report Financial Statements RAUKAWA SETTLEMENT TRUST Financial Statements
For the year ended 30 June 2018 Auditor’s Report 55
Entity Information 57
Statement of Comprehensive Revenue and Expense 59
Statement of Financial Position 60
Statement of Comprehensive in Net Assets/Equity 61
Statement of Cash Flows 62
Statement of Accounting Policies 63
Notes to the Financial Statements 64 Cooperative (“KPMG International”),aSwiss entity. © 2018KPMG,aNewZealandpartnership andamemberfirmoftheKPMGnetworkindependent firms affiliatedwithKPMGInternational relationship with,orinterestsin,thetrustandgroup. Other thaninourcapacityasauditorwehaveno our report. of thetrustandgroupfinancialstatementssection described intheauditor’s responsibilitiesfortheaudit Our responsibilitiesunderISAs (NZ)arefurther requirements andtheIESBACode. other ethicalresponsibilitiesinaccordancewiththese Accountants (IESBACode),andwehavefulfilledour Board forAccountants’ CodeofEthicsforProfessional Standards BoardandtheInternationalEthicsStandards issued bytheNewZealandAuditing andAssurance (Revised) CodeofEthicsforAssurancePractitioners accordance withProfessionalandEthicalStandard 1 We areindependentofthetrustandgroupin basis forouropinion. have obtainedissufficientandappropriatetoprovide a (‘ISAs (NZ)’).We believethattheauditevidencewe International Standards onAuditing (NewZealand) We conductedourauditinaccordancewith BASIS FOROPINION Report onthefinancial statements TO THEBENEFICIARIESOFRAUKAWA SETTLEMENTTRUST Independent Auditor’s Report • • 59 to73: (the trust)anditssubsidiariesgroup)onpages financial statementsof Raukawa Settlement Trust In ouropinion,theaccompanyingtrustandgroup OPINION Reduced DisclosureRegime (NotForProfit). comply withPublicBenefitEntity Standards the yearendedonthatdate;and and itsfinancialperformancecashflowsfor and group’s financialpositionasat30June2018 present fairlyinallmaterialrespectsthetrust’s We havenothingtoreportinthisregard. other information,wearerequiredtoreportthatfact. conclude thatthereisamaterialmisstatementofthis misstated. If, basedontheworkwehaveperformed, obtained intheauditorotherwiseappearsmaterially trust andgroupfinancialstatementsorourknowledge the otherinformationismateriallyinconsistentwith other informationand,indoingso, considerwhether financial statementsourresponsibilityistoreadthe In connectionwithourauditofthetrustandgroup assurance conclusionthereon. other informationandwedonotexpress anyformof and groupfinancialstatementsdoesnotcoverany the entity’s AnnualReport. Ouropiniononthetrust responsible fortheotherinformationincludedin The Trustees, onbehalfofthetrustandgroup, are OTHER INFORMATION • • • financial statementswhichcomprise: We haveauditedtheaccompanyingtrustandgroup policies andotherexplanatory information. notes, includingasummaryofsignificantaccounting and cashflowsfortheyearthenended; revenue andexpense, changesinnetassets/equity the trustandgroupstatementsofcomprehensive at 30June2018; the trustandgroupstatementoffinancialpositionas 5 5 Raukawa Annual Report 2017–2018 USE OF THIS INDEPENDENT AUDITOR’S REPORT Misstatements can arise from fraud or error. They are This independent auditor’s report is made solely to considered material if, individually or in the aggregate, the beneficiaries as a body. Our audit work has been they could reasonably be expected to influence the undertaken so that we might state to the beneficiaries economic decisions of users taken on the basis of these those matters we are required to state to them in trust and group financial statements. the independent auditor’s report and for no other A further description of our responsibilities for the audit purpose. To the fullest extent permitted by law, we do of these trust and group financial statements is located not accept or assume responsibility to anyone other at the External Reporting Board (XRB) website at: than the beneficiaries as a body for our audit work, this http://www.xrb.govt.nz/standards-for-assurance- independent auditor’s report, or any of the opinions we practitioners/auditors-responsibilities/audit-report-7/ have formed. This description forms part of our independent auditor’s RESPONSIBILITIES OF THE TRUSTEES FOR THE report. FINANCIAL STATEMENTS The Trustees, on behalf of the trust, are responsible for:
• the preparation and fair presentation of the trust and group financial statements in accordance with generally accepted accounting practice in New Zealand (being Public Benefit Entity Standards KPMG, Hamilton Reduced Disclosure Regime (Not For Profit)); 29 October 2018 • implementing necessary internal control to enable the preparation of a trust and group set of financial statements that is fairly presented and free from material misstatement, whether due to fraud or error; and • assessing the ability to continue as a going concern. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate or to cease operations, or have no realistic alternative but to do so.
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS Our objective is:
• to obtain reasonable assurance about whether the trust and group financial statements as a whole are free from material misstatement, whether due to fraud or error; and
• to issue an independent auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs NZ will always detect a material misstatement when it exists. 19 June2009 DATE OFFORMATION Tokoroa Bank ofNewZealand Tokoroa Westpac BANKERS Hamilton 3240 PO Box 929 KPMG AUDITORS PO Box 1712,Rotorua Chartered Accountants GHA Ltd ACCOUNTANTS Raukawa AssetHoldingCompanyLimited Raukawa CharitableTrust Raukawa SettlementTrust Limited Raukawa IwiDevelopmentLimited SUBSIDIARIES Tokoroa 3444 Private Bag8 POSTAL ADDRESS Resource developmentandinvestment Post SettlementGovernanceEntity NATURE OFBUSINESS AS AT 30JUNE2018 RAUKAWA SETTLEMENTTRUST Entity Information
7 5 Raukawa Annual Report 2017–2018 TRUSTEES
VANESSA EPARAIMA CONNIE HUI CHERYL PAKURU KATARAINA HODGE
GAYLENE ROBERTS DEBBIE DAVIES GAIL HAMILTON WAIMATAO SMITH
RINA LAWSON NACHELLE GRIFFITHS RICHARD JEFFERIES MARINA HIREME
PARAONE GLOYNE STEVEN OXENHAM JUANITA TEMARAMA RACHEL O’CONNOR (from 10/12/17) (from 10/12/17)
WILFRED O’BRIEN ELTHEA PAKARU (ceased 10/12/17) (ceased 10/12/17) Expenses FOR THEYEARENDED30JUNE2018 RAUKAWA SETTLEMENTTRUST Revenue andExpense Statement of Comprehensive Revenue for theyear Total comprehensiverevenueandexpense Other comprehensiverevenueandexpense Net surplusfortheyear Less Tax expense Net surplusfortheyear accounted associates Share ofsurplus/(deficit)equity Total Revenue Total Expenses Uri grants Other revenue Administration expenses Finance andinvestmentrevenue Operating expenses Contract &projectrevenue
NOTE 12 6 5 2 4 3 7 1 13,990,207 5,357,563 11,051,178 9,062,492 3,595,396 6,223,303 6,947,587 5,557,932 4,927,715 1,253,972 1,897,849 525,660 429,848 198,624 2018 GROUP $ 10,556,746 12,237,598 4,234,666 6,402,695 4,154,052 3,453,269 8,770,792 2,397,218 8,176,261 6,387,111 767,860 220,618 373,913 80,614 2017 $ 1,087,483 1,085,815 469,006 469,006 368,967 606,371 237,403 481,112 12,106 2018 1,668 PARENT $ - - - - 1,041,534 1,040,984 454,895 454,895 459,618 369,938 581,916 211,978 2017 4,723 550 $ - - - - 9 5 Raukawa Annual Report 2017–2018 Statement of Financial Position RAUKAWA SETTLEMENT TRUST FOR THE YEAR ENDED 30 JUNE 2018
GROUP PARENT NOTE 2018 2017 2018 2017 ASSETS $ $ $ $ Current assets
Cash and cash equivalents 8 35,758,570 30,539,133 823,675 520,562 Trade and other receivables 9 1,820,975 1,844,048 1,030,226 1,015,888 Income tax refund 162,095 727,598 105,938 101,121 Advances to related parties 16 - - 1,917,743 2,106,832 Assets held for sale 350,000 - - - Total current assets 38,091,640 33,110,779 3,877,582 3,744,403
Non-current assets
Trade and other receivables 9 8,528,917 9,118,581 8,528,917 9,118,581 Property, plant and equipment 10 5,801,555 4,449,747 2,860 429 Investment property 11 6,096,254 4,043,286 - - Investments in subsidiaries 16 - - 88,756,441 87,756,441 Investments in associates 12 50,514,440 44,331,940 - - Other investments 13 53,591,975 53,096,110 - - Intangible assets 14 1,016,929 950,000 - - Loan Receivable - Whakaaratamaiti Marae 459,418 - - - Total Non-current assets 126,009,488 115,989,663 97,288,218 96,875,451 Total Assets 164,101,127 149,100,443 101,165,801 100,619,854
LIABILITIES Current liabilities
Trade and other payables 15 834,012 1,295,613 89,057 123,030 Employee entitlements 278,322 312,446 - - Income in advance 1,505,353 1,286,547 - - Advances from related parties 16 - - 110,911 - Total current assets 2,617,687 2,894,605 199,969 123,030
Non-current liabilities
Deferred tax liability 6 4,214,032 2,926,637 - - Total Non-current liabilities 4,214,032 2,926,637 - - Total Liabilities 6,831,719 5,821,243 199,969 123,030
Net assets 157,269,408 143,279,200 100,965,831 100,496,824 Net Assets/Equity 157,269,408 143,279,200 100,965,831 100,496,824
For and on behalf of the Board:
Chairperson Trustee 29 October 2018 Group Parent FOR THEYEARENDED30JUNE2018 RAUKAWA SETTLEMENTTRUST Assets/Equity Statement of Changes inNet Closing balance30June2018 Opening balance1July2017 Opening balance1July2016 Closing balance30June2018 Other comprehensiverevenueandexpense Surplus fortheyear Opening balance1July2017 Other comprehensiverevenueandexpense Surplus fortheyear Surplus fortheyear Closing balance30June2017 Opening balance1July2016 Closing balance30June2017 Other comprehensiverevenueandexpense Other comprehensiverevenueandexpense Surplus fortheyear
SETTLEMENT 84,099,135 84,099,135 84,099,135 84,099,135 84,099,135 84,099,135 84,099,135 84,099,135 FUNDS $ ------REVALUATION 20,989,004 20,989,004 14,586,309 30,051,496 6,402,695 9,062,492 RESERVES $ ------ACCUMULATED REVENUE AND 16,866,696 15,942,795 16,397,690 16,397,690 34,037,010 38,191,062 38,191,062 43,118,777 4,154,052 EXPENSE 4,927,715 469,006 454,895 $ - - - - ASSETS/EQUITY 100,496,825 100,496,824 143,279,200 143,279,200 157,269,408 132,722,454 100,965,831 100,041,930 TOTAL NET 6,402,695 9,062,492 4,154,052 4,927,715 469,006 454,895 $ - - 1 6 Raukawa Annual Report 2017–2018 Statement of Cash Flows RAUKAWA SETTLEMENT TRUST FOR THE YEAR ENDED 30 JUNE 2018
GROUP PARENT NOTE 2018 2017 2018 2017 $ $ $ $ Cash flows from operating activities
Receipts from operations 5,063,573 7,191,057 1,001,123 1,010,271 Receipts from interest 632,243 455,327 12,157 12,373 Receipts from grants and donations 850 - 850 - Receipts from dividends 2,970,525 6,376,338 662,413 592,693 Payments to suppliers and employees (6,757,068) (9,883,248) (645,049) (540,355) Payment of interest - - - - Payments of income taxes 148,185 (52,094) (23,800) (2,490) Total Cash flows from operating activities 2,058,308 4,087,380 1,007,694 1,072,492
Cash flows from investing activities
Receipts from sale of property, plant and 79,564 - - - equipment Receipts from sale of investments 29,363,434 20,573,671 - - Receipts from maturing term deposits - 400,000 - - Receipts from associates - 962,927 - - Purchase of property, plant & equipment (2,460,875) (1,777,392) (4,581) - Purchase of investment properties (1,344,558) (902,440) - - Purchase of investments (22,338,700) (5,000,000) (1,000,000) (1,000,000)
Purchase of term deposits (7,800,963) (15,068,787) (209,632) (9,440)
Investments in associates and subsidiaries (655,000) (1,680,000) - -
Loans advanced/repaid to related parties - - 300,000 (300,000)
Repayment from third party 46,905 - - (300,000) Total Cash flows from investing activities (5,110,193) (2,492,021) (914,213) (1,309,440) Net Increase/ (Decrease) in Cash and (3,051,885) 1,595,361 93,481 (236,948) Cash Equivalents
Cash Balances
Cash and cash equivalents at beginning of 8 5,916,669 4,321,308 169,671 406,619 the year Cash and cash equivalents at end of the year 8 2,864,784 5,916,669 263,153 169,671 Total Cash flows from investing activities (3,051,885) 1,595,361 93,481 (236,948) with presentation changesadoptedinthe current year. comparative balanceshavebeen restatedtocomply with thoseofthepreviousfinancial year. Certain The accountingpoliciesadopted areconsistent E. reported exclusive ofGST. are statedinclusiveofGST, allamountshavebeen Except fortradereceivablesandpayableswhich D. GST transaction. Zealand Dollarsattherateprevailingondateof reported inforeigncurrenciesaretranslatedtoNew the Groupduringyear. Transactions andbalances There hasbeennochangeinthefunctionalcurrencyof dollars ($)whichistheGroup’s functionalcurrency. The financialstatementsarepresentedinNewZealand C. FUNCTIONALANDPRESENTATION CURRENCY and liabilitiesthathavebeenmeasuredatfairvalue. prepared onthehistoricalcostbasisexcept forassets The consolidatedfinancialstatementshavebeen B. MEASUREMENT BASIS expenditure andarenotpubliclyaccountable. 2 standardsastheyhavelessthan$30millionannual adopted. TheTrust andGroupareeligibletoapplyTier all reduceddisclosureregimeexemptions havebeen Tier 2not-for-profitpublicbenefitentities,forwhich Regime (“PBEStandards RDR”) asappropriatefor the PublicBenefitEntity Standards Reduced Disclosure Accounting Practice(“NZGAAP”). Theycomplywith accordance withNewZealandGenerallyAccepted The financialstatementshavebeenpreparedin A. STATEMENT OFCOMPLIANCE 2. of Basis preparation Company Limited(RAHCL). Charitable Trust (RCT)andRaukawa AssetHolding Raukawa IwiDevelopmentLimited (RIDL),Raukawa and itssubsidiariesRaukawa SettlementTrust Limited, financial statementsofthegroupcomprising Trust comprise theTrust (theParent), andtheconsolidated (the Trust, RST) fortheyearended30June2018 The financialstatementsof Raukawa Settlement Trust 1. Reporting entity FOR THEYEARENDED30JUNE2018 RAUKAWA SETTLEMENTTRUST Statement of Accounting Policies CHANGES INACCOUNTING POLICIES
applicable, inthenotestofinancialstatements. on thefinancialstatementsaredisclosed,where of thePBEStandards RDRthathavesignificanteffects Judgements madebymanagementintheapplication the financialstatements. are disclosedwhereapplicableintherelevantnotesto on theamountrecognisedinfinancialstatements accounting policiesthathavethemostsignificanteffect uncertainty andcriticaljudgementsinapplying information aboutsignificantareasofestimation revised andinanyfutureperiodsaffected.Inparticular, are recognisedintheperiodwhichestimates an ongoingbasis.Revisions toaccountingestimates Estimates andunderlyingassumptionsarereviewedon those estimates. income andexpenses. Actualresultsmaydifferfrom policies andthereportedamountsofassets,liabilities, assumptions thataffecttheapplicationofaccounting management tomake judgements,estimatesand The preparationofthefinancialstatementsrequires 3. policies intolinewiththeGroup’s accountingpolicies. statements ofsubsidiariesto bringtheiraccounting When necessary, adjustmentsaremadetothefinancial the subsidiary. control untilthedatewhena Parent ceasestocontrol comprehensive incomefromthedateParent gains consolidated statementofprofitorlossandother disposed ofduringtheyearareincludedin income andexpenses ofasubsidiaryacquiredor a Parent losescontrolofthesubsidiary. Specifically, obtains controloverthesubsidiaryandceaseswhen Consolidation ofasubsidiarybeginswhenParent parent’s ownfinancialandpublicbenefitobjectives. can directtheinvesteetoassistitachieving operating andfinancingpolicies,suchthattheparent over theinvesteeandcandetermineinvestee’s Control isachievedwhentheParent haspower controlled bytheParent. financial statementsofthe Parent andsubsidiaries The consolidatedfinancialstatementsincorporatethe 4. and estimates Use of judgements Basis ofBasis consolidation
3 6 Raukawa Annual Report 2017–2018 Notes to the Financial Statements RAUKAWA SETTLEMENT TRUST FOR THE YEAR ENDED 30 JUNE 2018
GROUP PARENT NOTE 2018 2017 2018 2017 1. CONTRACT & PROJECT REVENUE $ $ $ $
Exchange revenues 3,415,396 3,063,499 - -
Non-exchange revenues 180,000 389,770 - - 3,595,396 3,453,269 - -
The Group receives revenue from contracts and projects with public sector organisations in exchange for providing services to the Raukawa community on the behalf of the funding provider. Revenue is recognised to the extent that the underlying services have been delivered. Where funding is received in advance of delivering goods or services and there is a requirement to return unused funding or uncertainty around the group’s ability to comply with conditions attached to the funding, the amounts received are recognised as income in advance.
Revenue received for contracts and projects with no requirement to provide services in exchange or specific performance obligations is classified as non-exchange revenue and is recognised as revenue at the fair value of the amount receivable except where there are other attached conditions which are not yet fulfilled. If there are unfulfilled conditions, the amount is recognised initially as income in advance and recognised as revenue when conditions are fulfilled.
GROUP PARENT NOTE 2018 2017 2018 2017 2. FINANCE AND INVESTMENT $ $ $ $ REVENUE
Interest 710,933 398,553 13,066 12,563
Dividends 1,582,061 2,776,798 662,413 592,693
CNI Iwi Collective dividend 2,854,603 2,776,031 - -
Fair value adjustments recognised in surplus/ 410,336 435,728 410,336 435,728 (deficit) 5,557,932 6,387,111 1,085,815 1,040,984
Interest income is recognised on the effective interest rate method on a proportion of time method. Dividend income is recognised when the group’s right to receive the dividend is established. Fair value adjustments recognised in surplus/ (deficit) comprises the effect of discounting of the long term receivables due from the Crown under the Waikato River Co-management agreement (refer Note 9). revenue whenconditionsarefulfilled. fulfilled. Ifthereareunfulfilledconditions,theamountisrecognised initiallyasincomeinadvanceandrecognised revenue atthefairvalueofamountreceivableexcept wherethereareotherattachedconditionswhichnotyet Revenue receivedfromGrants,koha anddonationsareclassifiedasnon-exchange revenueandarerecognisedas Travel Specialist advice Personnel costs investments Unrealised foreignexchange lossesfrom Governance General Facilities Depreciation Communication 4. Other Gain onsaleofProperty, plant&equipment Fair valueadjustmentsrecognisedinnetprofit/(loss) Realised gainsonsaleofinvestments Grants, koha anddonations Lease andrentalincome 3. OTHER REVENUE OPERATING EXPENSES NOTE NOTE 6,223,303 1,897,849 3,464,297 532,846 304,839 708,964 746,696 309,483 797,809 427,442 355,721 315,416 113,778 21,875 21,142 2018 2018 844 GROUP GROUP $ $ - 3,359,839 2,397,218 8,176,261 2,168,075 1,470,831 576,052 289,355 276,288 773,930 347,595 984,744 207,557 97,629 21,290 2017 2017 296 $ $ - - 368,967 234,927 66,684 34,887 12,060 2018 2018 11,783 1,668 5,221 2,150 1,257 850 818 PARENT PARENT $ $ - - - - - 369,938 226,941 16,285 59,417 44,198 17,064 4,533 2017 2017 1,014 550 550 486 $ $ ------5 6 Raukawa Annual Report 2017–2018 GROUP PARENT NOTE 2018 2017 2018 2017 5. ADMINISTRATION EXPENSES $ $ $ $
Accountancy fees 60,503 60,047 14,377 14,141
Administration 78,621 102,072 197,527 172,838
Audit fees 59,500 58,500 25,500 25,000 198,624 220,618 237,403 211,978
GROUP PARENT NOTE 2018 2017 2018 2017 6. INCOME TAX EXPENSE $ $ $ $
Surplus before income tax 5,357,563 4,234,666 481,112 459,618
Tax expense at 17.5% 937,574 741,067 84,195 80,433
Non-assessable income (552,438) (812,337) (71,809) (76,252)
Non-deductible expenses 62,594 274,458 (280) 543
Effect of tax exempt subsidiaries (22,387) (23,660) - -
Effect of timing differences 4,504 92,581 - -
Under/(over) provided in prior periods - (191,495) - - 429,848 80,614 12,106 4,723
NOTE 1 JULY 2017 RECOGNISED RECOGNISED 30 JUNE 2018 IN SURPLUS IN EQUITY
Property, plant & equipment 4,504 (4,504) -
Investments in associates (2,931,141) - (1,282,891) (4,214,032) (2,926,637) (4,504) (1,282,891) (4,214,032)
NOTE 1 JULY 2016 RECOGNISED RECOGNISED 30 JUNE 2017 IN SURPLUS IN EQUITY
Property, plant & equipment 4,504 - - 4,504
Investments Investments (34,368) - 34,368 -
Investments in associates (1,705,302) (92,581) (1,133,258) (2,931,141) (1,735,166) (92,581) (1,098,890) (2,926,637)
There are no deferred tax balances arising in the Parent from timing differences.
Income tax is recognised in surplus/(deficit) except to the extent it relates to items recognised in equity. Current tax is the estimated income tax payable based on current period taxable income adjusted for amounts over or under provided in prior periods. Deferred tax relates to the estimated future tax consequences and benefits expected resulting from timing differences between amounts recognised in surplus/(deficit) under the financial reporting policies adopted by the group and income tax legislation. Deferred tax assets are recognised only when there is probability they will be utilised against future taxable surpluses. The averageinterestrateprevailingoncashandequivalentsat30June2018was3.30%(2017:2.16%). dates lessthan3months.ShortTerm Depositsincludeallcashinvestmentswithmaturitiesbetween3and12months. Cash andbankbalancescomprisecashcallaccountsother depositsheldwithfinancialinstitutionsmaturity Revaluation reservebalances Investments inassociates Share ofmovementinreservesequityaccountedassociates 7. Short termdeposits Cash andbankbalances 8. Investments Change infairvalueofinvestments Property, plantandequipment Change infairvalueofproperty, plant&equipment Deferred tax Transfer realisedgainonsale ofinvestmenttonetprofit Deferred taxrecognisedinequityfortheyear AND EXPENSE OTHER COMPREHENSIVEREVENUE CASH ANDCASH EQUIVALENTS
35,758,570 32,893,785 2,864,784 2018 30,051,496 GROUP (4,214,032) 9,062,492 24,139,273 (1,282,891) $ 3,459,468 9,908,473 (746,696) 7,414,829 217,782 217,782 2018 24,622,464 30,539,133 GROUP 5,916,669 $ 2017 20,989,004 (1,098,890) 6,402,695 (2,168,075) 16,724,444 $ 6,450,785 (2,931,141) 3,218,875 7,195,701 2017 $ - - 823,675 560,522 263,153 2018 PARENT 2018 $ PARENT $ ------520,562 350,890 169,671 2017 2017 $ $ ------7 6 Raukawa Annual Report 2017–2018 GROUP PARENT 2018 2017 2018 2017 9. TRADE AND OTHER RECEIVABLES $ $ $ $
Accounts receivable - exchange revenue 580,999 441,635 - 351
Accounts receivable - non-exchange revenue 9,528,917 10,118,581 9,528,917 10,118,581
Accrued interest 134,322 55,632 1,525 616
GST refund 19,338 179,008 18,487 14,922
Prepayments 86,317 167,773 10,215 - 10,349,892 10,962,629 9,559,143 10,134,469
Current portion 1,820,975 1,844,048 1,030,226 1,015,888
Non-current portion 8,528,917 9,118,581 8,528,917 9,118,581 10,349,892 10,962,629 9,559,143 10,134,469
Included in accounts receivable for non-exchange revenue is $9,528,917 (2017: $10,118,581) of funding due from the crown for the Waikato River co-management agreement. The crown granted Raukawa Settlement Trust $30 million being $10 million at inception in 2009, with 19 further annual amounts due of $1 million. The amount receivable at 30 June 2018 reflects the net present value of the 12 remaining annual instalments due, discounted at 4.50%, being the prevailing risk-free treasury rate at the date of entering into the co-management agreement.
Trade and other receivables more than 90 days overdue are $8,187 (2017: $Nil). There is no doubtful debt provision (2017: none) and the Group is not exposed to any other significant credit risks (2017: none).
10. PROPERTY, PLANT AND EQUIPMENT LAND BUILDINGS MOTOR OTHER PLANT & TOTAL GROUP VEHICLES EQUIPMENT $ $ $ $ $
Cost/Valuation
Balance at 1 July 2017 629,210 3,754,982 484,279 332,067 5,200,538
Additions - 1,679,259 19,130 319,357 2,017,746
Disposals - - (445,974) - (445,974)
Revaluation - 217,782 - - 217,782
Change in asset class - (298,815) - 298,815 -
Transfer on change in use (269,473) (450,390) - - (719,863) Balance at 30 Jun 2018 359,737 4,902,818 57,435 950,239 6,270,229
Balance at 1 July 2016 626,616 1,843,395 484,279 275,133 3,229,423
Additions 2,594 1,928,978 - 56,934 1,988,506
Disposals - (17,391) - - (17,391) Balance at 30 Jun 2017 629,210 3,754,982 484,279 332,067 5,200,538 Carrying value Accumulated depreciation decline belowcostwhenachangeinfairvalueisrecognisednetsurplus/(deficit). Rotorua. Changesinfairvaluearerecognised inothercomprehensiverevenueandexpense, except wherethereisa determined withreferencetocomparablepropertypricesbyindependentprofessionalvaluersTelfer Young Land andbuildingsarerevaluedtofairvaluewhenthereindicatorsofamaterialchangeinvalue. Fairvalueis Other plant&equipment Motor vehicles Buildings lives (except forland)usingthefollowingrates: Items ofproperty, plantandequipmentarerecognisedinitiallyatcostdepreciatedovertheirestimateduseful (2017: $4,818).Otherplant&equipmentcomprisescomputerandallofficeequipment,furniturefittings. All property, plantandequipmentownedbytheparentisclassifiedasother&hasacostof$9,398 Young Rotorua. determined annuallywithreference tocomparablepropertypricesbyindependentprofessional propertyvaluersTelfer Investment propertiesarevalued atfairvaluewithchangesinrecognisednetsurplus/(deficit). Fairvalueis Investment propertiesareheld bytheGrouptoearnrentalincomeandcapitalappreciationrather thanfortheGroup’s ownuse. Closing bookvalue Changes infairvalue Transfer toAssetsheldforsale Disposals equipment Additions -changeinuseofProperty, plant& Additions -puchases Opening bookvalue 11. At 30June2018 Balance at1July2017 Depreciation expense At 30June2017 Disposals Transfer onchangeinuse Balance at30Jun2018 Balance at1July2016 Depreciation expense Balance at30Jun2017 INVESTMENT PROPERTY 10-67% ofCarryingValue 13-30% ofCarryingValue 2% ofcost 629,210 359,737 LAND ------6,096,254 4,043,286 (350,000) (445,000) 1,344,558 BUILDINGS 3,664,547 4,792,235 797,809 705,601 110,583 2018 (14,262) 90,435 90,435 57,217 34,410 33,218 GROUP $ - 4,043,286 VEHICLES 3,140,847 (381,633) 393,553 902,439 419,034 419,034 MOTOR MOTOR 65,245 19,285 38,150 25,481 2017 749 $ - - - - OTHER PLANT& EQUIPMENT 2018 630,298 202,392 241,322 241,322 319,941 90,745 38,930 78,619 PARENT $ ------5,801,555 4,449,747 (381,633) 468,674 653,162 750,791 750,791 (14,262)
113,778 97,629 TOTAL 2017 $ ------9 6 Raukawa Annual Report 2017–2018 CARRYING VALUE 12. INVESTMENTS IN ASSOCIATES 2018 2017
Kakano Investment Limited Partnership 36,969,444 31,445,430
Ranginui Station Limited Partnership 13,544,996 12,886,510 50,514,440 44,331,940
Associates are entities where the Group has significant influence over, but not control over, the investee. Significant influence arises when the Group holds 20%-50% of the equity and voting interests in an investee and the Group has representation on the investee’s governing body. The Group recognises its proportionate share of the surplus/(deficit) of the investee and its proportionate share of other comprehensive revenue and expenses of the investee.
The Group holds a 31.5% share in Kakano Investment Limited Partnership (2017: 31.5%). Kakano is a forestry investment fund that has a 2.5% shareholding in Kaingaroa Timberlands.
The Group acquired a 44.7% share in Ranginui Station Limited Partnership during the year ended 30 June 2016. Ranginui Station Limited Partnership owns and operates dairy farms in the South Waikato.
GROUP PARENT 2018 2017 2018 2017 13. OTHER INVESTMENTS $ $ $ $
AMP Capital (DIT) Fund 11,252,321 - - -
AMP Capital (GMAF) Fund 7,527,359 - - -
Aspiring Asset Management 3,382,794 2,500,000 - -
Castle Point 5 Oceans Fund 2,086,132 - - -
Harbour Asset Management 2,365,838 6,176,012 - -
Milford Asset Management 19,098,559 19,919,931 - -
Mint Asset Management 3,668,218 2,500,000 - -
Moana New Zealand Limited 850,000 850,000 - -
Pencarrow V Investment Fund 313,560 - - -
Schroders Investment Management - 18,673,952 - -
Te Puia Tapapa LP 85,000 - - -
Waitaha Property Rebuild Fund LP 2,962,194 2,476,215 - - 53,591,975 53,096,110 - -
Investments include managed investment funds and shareholdings held by the Group where less than 20% of the equity and voting interests in an investee are held. These investments are classified as available-for-sale investments and are carried at fair value with changes recognised in other comprehensive revenue and expense, except in the case of an impairment loss. Fair value is determined with reference to quoted market prices where available, or a fair valuation technique taking into account the cash flows and other returns expected from the investment. eliminated indetermining theconsolidated resultsoftheGroup. On consolidation,alltransactions betweentheParent and subsidiaries,andanybetweensubsidiariesdirectly, are are noimpairmentlossesaccumulated (2017:none). financing activities.Investments insubsidiariesarerecordedbythe Parent atcostlessanyimpairmentlosses.There that theGroupcanappoint majorityofthegoverningbodymembersinvestee anddirectitsoperating This arisesnormallybytheGroup holdingmorethan50%oftheequityinterestorvoting powerintheinvestee, such Investments areclassifiedasinvestmentsinsubsidiaries whentheGrouphaspowertocontrolinvestee. All subsidiariesare100%ownedorcontrolledbytheGroup (2017: all100%owned). contingent liabilities. Trade andotherpayablesarereportedattheiramortisedcost.TheParent andtheGrouphavenootherunrecognised restrictions onfuturelandusethatmayaffecttheforestryvalue. the MinistryofAgricultureandForestry. ThereceiptoftheNZUswasprovidedtocompensatecompanyfor During the2018yearcompanyreceived3,172 NZUsundertheNewZealandEmissionTrading Schemefrom accumulated (2017:none). carrying valuetotheexpected cashflowsfromcommercial leasingofthefishingquota.Therearenoimpairmentlosses It iscarriedatcostlessanyaccumulatedimpairmentlosses,and is impairmenttestingannuallybycomparingthe Fishing Quotaisconsideredanindefinitelifeintangibleassetas the quotahasno expiry date, soisnotamortised. Raukawa AssetHoldingCompanyLimited Raukawa IwiDevelopmentLimited Carbon credits-(NZunits) Raukawa CharitableTrust Fishing Quota Carbon credits-(NZunits) Raukawa SettlementTrust Limited GST payable Fishing Quota 14. 16. 15. Investment insubsidiaries INTANGIBLE ASSETS TRADE ANDOTHER PAYABLES RELATED PARTIES 1,016,929 950,000 834,012 176,351 66,929 613,713 43,948 2018 2018 2018 GROUP GROUP GROUP $ $ $ - - - - - 1,295,613 950,000 950,000 1,151,706 52,272 91,634 2017 2017 2017 $ $ $ ------88,756,441 88,756,441 89,057 75,724 13,333 2018 2018 2018 PARENT PARENT PARENT $ $ $ ------87,756,441 87,756,441 123,030 109,697 13,333 2017 2017 2017
$ $ $ ------1 7 Raukawa Annual Report 2017–2018 2018 2017 16. RELATED PARTIES (CONTINUED) REVENUE/ RECEIVABLES/ REVENUE/ RECEIVABLES/ (EXPENSE) (PAYABLES) (EXPENSE) (PAYABLES)
Parent transactions with related parties (a) Subsidiaries Raukawa Iwi Development Limited
Dividend 546,491 - 488,972 -
Related party advance - 1,641,679 - 1,641,679 Raukawa Asset Holding Company Limited
Related party advance - 75,000 - 75,000 Raukawa Settlement Trust Limited
Related party advance - 201,064 - 201,064
(b) Governance
Trustee remuneration (201,805) - (194,400) -
Group transactions with related parties (a) Subsidiaries
Trustee and director remuneration (471,505) - (518,094) -
(b) Key management personnel
Salaries, wages and other employment benefits (885,495) - (780,035) -
Full Time Equivalent Personnel 9 9
Koau Capital Partners - investment management (172,000) (15,525) (162,000) (15,525)
Koau Capital Partners - other services - - - -
Related parties are entities subject to common control, or those entities and individuals (including their close family members) who are able to exert significant control or influence over the Group through decision making over financial and operating policies.
Advances made to, and received from, related parties are made interest free and are repayable on demand. No amounts due from related parties are considered past due or impaired (2017: none).
Koau Capital Partners Limited are considered a related party as they provide key management and governance functions to RIDL. Koau Capital Partners Limited are also the fund manager of investee Waitaha Property Rebuild Fund LP. Other payments relate to success fees for securing investments and investment due diligence carried out for Raukawa Iwi Development Limited. There werenoothersubsequenteventsthatrequiredrecognition ordisclosureinthesefinancialstatements. In September2018,RIDLcommittedtopurchaseacommercial propertyinHastingsfor$10.4m. nominee ofRaukawa SettlementTrust. During September2018,onemillionsharesat$1pershare wereissuedtoRaukawa SettlementTrust Limitedasa September 2018foratotalof$460,000. After 30June2018RIDLreceivedoffersforthetwoCommerce Street propertiestheyown.Bothweresoldin 19. SUBSEQUENT EVENTS estimate anyamountthatmaybecomedue. financial years. At 30 June2018noamounthasbeenrecognisedasreceivablebytheGroup, asRIDLcannotreliably to $2,250,000 fromthevendoriflimitedpartnershipdoesnotachievecertainearningslevelsover2017-2019 As partoftheacquisitionRIDLinvestmentinRanginui Station LPmadein2016,Raukawa iseligibletoreceiveup given theuncertaintyovertimingandamountofanylandorfuturedividendsthatmaybereceived. the Groupanditwillbeentitledtoallfutureincomefromtheselands. Noassetshavebeenrecognisedfromthisprocess $27.8 million(2017: $27.9 million).In2044,titletoanyspecificlandtitlesthegroupreceivesfromnegotiationswillpass Whenua processoverownershipofspecificlandtitles.TheGroupestimates itsentitlementtodividendsuntil2044be dividends fromtheCNIIwiHoldingsTrust asandwhendeclaredwhileitnegotiateswithotheriwithroughtheMana The GroupisabeneficiaryoftheCNIIwiCollectiveSettlementAct 2008. UnderthisAct,thegrouphasrighttoreceive 18. CONTINGENTASSETS the Pencarrow VInvestmentFund.Thefundmanagersareexpected tocallonthesefundsoverthenext 4-5years. RIDL hasafurther$10,000,000 commitmenttoinvestintheTe PuiaTapapa LimitedPartnership, and$3,000,000 in Other arrangements areexpensed totheStatement ofComprehensiveRevenue andExpense. and doesnotobtaintherisks andrewardsofownershiptheleasedasset.Payments madeundertheseleasing Operating leasecommitmentsaretheminimumamountsdueunderleasingagreementswhereGroupisleasee Between oneandfiveyears Less thanoneyear 17. COMMITMENTS Operating leases 1,476,082 1,074,573 401,509 2018 GROUP $ 31,366 31,366 2017 $ - 2018
PARENT $ - - - 2017 $ - - - 3 7 Raukawa Annual Report 2017–2018 RAUKAWA CHARITABLE TRUST Financial Statements
For the year ended 30 June 2018 Auditor’s Report 75
Entity Information 77
Statement of Comprehensive Revenue and Expense 78
Statement of Comprehensive in Net Assets/Equity 79
Statement of Financial Position 80
Statement of Cash Flows 81
Statement of Accounting Policies 82
Notes to the Financial Statements 83 Cooperative (“KPMG International”),aSwiss entity. © 2018KPMG,aNewZealandpartnership andamemberfirmoftheKPMGnetworkindependent firms affiliatedwithKPMGInternational relationship with,orinterestsin,thetrust. Other thaninourcapacityasauditorwehaveno of thefinancialstatementssectionourreport. described intheauditor’s responsibilitiesfortheaudit Our responsibilitiesunderISAs (NZ)arefurther requirements andtheIESBACode. other ethicalresponsibilitiesinaccordancewiththese Accountants (IESBACode),andwehavefulfilledour for Accountants’ CodeofEthicsforProfessional Board andtheInternationalEthicsStandards Board New ZealandAuditing andAssuranceStandards of EthicsforAssurancePractitionersissuedbythe Professional andEthicalStandard 1(Revised) Code We areindependentofthetrustinaccordancewith basis forouropinion. have obtainedissufficientandappropriatetoprovide a (‘ISAs (NZ)’).We believethattheauditevidencewe International Standards onAuditing (NewZealand) We conductedourauditinaccordancewith BASIS FOROPINION Report onthefinancial statements TO THEBENEFICIARIESOFRAUKAWA CHARITABLE TRUST Independent Auditor’s Report • • on pages78to87: statements ofRaukawa Charitable Trust (thetrust) In ouropinion,theaccompanyingfinancial OPINION Reduced DisclosureRegime (NotForProfit). comply withPublicBenefitEntity Standards ended onthatdate;and financial performanceandcashflowsfortheyear financial positionasat30June2018andits present fairlyinallmaterialrespectsthetrust’s in thisregard. required toreportthatfact.We havenothingtoreport material misstatementofthisotherinformation,weare we haveperformed,concludethatthereisa appears materiallymisstated.If, basedonthework or ourknowledgeobtainedintheauditotherwise materially inconsistentwiththefinancialstatements in doingso, consider whethertheotherinformationis our responsibilityistoreadtheotherinformationand, In connectionwithourauditofthefinancialstatements express anyformofassuranceconclusionthereon. does notcoveranyotherinformationandwedo Statements. Ouropiniononthefinancialstatements the otherinformationincludedinentity’s Financial The Trustees, onbehalfofthetrust,areresponsiblefor OTHER INFORMATION • • • statements whichcomprise: We haveauditedtheaccompanyingfinancial policies andotherexplanatory information. notes, includingasummaryofsignificantaccounting for theyearthenended;and expense, changesinnetassets/equityandcashflows the statementsofcomprehensiverevenueand 30 June2018; the statementoffinancialpositionasat
5 7 Raukawa Annual Report 2017–2018 USE OF THIS INDEPENDENT AUDITOR’S REPORT Misstatements can arise from fraud or error. They are This independent auditor’s report is made solely to considered material if, individually or in the aggregate, the beneficiaries as a body. Our audit work has been they could reasonably be expected to influence the undertaken so that we might state to the beneficiaries economic decisions of users taken on the basis of these those matters we are required to state to them in financial statements. the independent auditor’s report and for no other A further description of our responsibilities for the audit purpose. To the fullest extent permitted by law, we do of these financial statements is located at the External not accept or assume responsibility to anyone other Reporting Board (XRB) website at: than the beneficiaries as a body for our audit work, this http://www.xrb.govt.nz/standards-for-assurance- independent auditor’s report, or any of the opinions we practitioners/auditors-responsibilities/audit-report-8/ have formed. This description forms part of our independent auditor’s RESPONSIBILITIES OF THE TRUSTEES FOR THE report. FINANCIAL STATEMENTS The Trustees, on behalf of the trust, are responsible for:
• the preparation and fair presentation of the financial statements in accordance with generally accepted accounting practice in New Zealand (being Public Benefit Entity Standards Reduced Disclosure Regime KPMG, Hamilton (Not For Profit)); 17 October 2018
• implementing necessary internal control to enable the preparation of a set of financial statements that is fairly presented and free from material misstatement, whether due to fraud or error; and
• assessing the ability to continue as a going concern. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate or to cease operations, or have no realistic alternative but to do so.
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS Our objective is:
• to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error; and
• to issue an independent auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs NZ will always detect a material misstatement when it exists. Private Bag8 POSTAL ADDRESS CC43318 CHARITY REGISTRATION NUMBER charitable benefitofthe Raukawa community. Charitable Trust whichadministersfundsforthe NATURE OFBUSINESS Tokoroa 3444 AS AT 30JUNE2018 RAUKAWA CHARITABLE TRUST Entity Information TRUSTEES VANESSA EPARAIMA KATARAINA HODGE
CHERYL PAKURU MARINA HIREME (from 28/02/18) Westpac BANKERS Hamilton 3240 PO Box 929 KPMG AUDITORS PO Box 1712,Rotorua Chartered Accountants GHA Ltd ACCOUNTANTS
GAYLENE ROBERTS (ceased 28/02/18) DEBBIE DAVIES
7 7 Raukawa Annual Report 2017–2018 Statement of Comprehensive Revenue and Expense RAUKAWA CHARITABLE TRUST FOR THE YEAR ENDED 30 JUNE 2018
NOTE 2018 2017 $ $ Revenue
Contract & project revenue 1 3,352,000 3,358,308
Grants, koha and donations 2 2,258,612 2,228,047
Other revenue 3 360,492 319,597 Total Revenue 5,971,104 5,905,952
Expenses
Operating expenses 4 5,332,883 5,293,262
Administration expenses 5 62,073 70,878
Uri grants 525,660 373,913 Total Expenses 5,920,615 5,738,053
Net surplus for the year 50,489 167,900
Other comprehensive revenue and expense - -
Total comprehensive revenue and expense 50,489 167,900 for the year FOR THEYEARENDED30JUNE2018 RAUKAWA CHARITABLE TRUST in Net Assets/Equity Statement of Changes Closing balance30June2017 Surplus fortheyear Opening balance1July2016 Closing balance30June2018 Surplus fortheyear Opening balance1July2017
ACCUMULATED REVENUE AND EXPENSE 5,685,555 5,736,045 5,685,555 5,517,655 167,900 50,489 $
TOTAL NETASSETS/ 5,685,555 5,736,045 5,685,555 5,517,655 167,900 EQUITY 50,489 $ 9 7 Raukawa Annual Report 2017–2018 Statement of Financial Position RAUKAWA CHARITABLE TRUST AS AT 30 JUNE 2018
NOTE 2018 2017 $ $ ASSETS
Current Assets
Cash and cash equivalents 6 3,872,313 3,949,199
Trade and other receivables 7 589,070 656,167
Advances to related parties 10 3,141,599 3,185,236 Total current assets 7,602,982 7,790,602
Non-current assets
Property, plant and equipment 8 658,131 114,458 Total Non-current assets 658,131 114,458
Total Assets 8,261,113 7,905,061
LIABILITIES
Current liabilities
Trade and other payables 9 591,312 454,030
Employee entitlements 278,321 312,446
Income in advance 1,655,437 1,453,029 Total Current liabilities 2,525,070 2,219,505
Total Liabilities 2,525,070 2,219,505
Net assets 5,736,044 5,685,555
Net Assets/Equity 5,736,045 5,685,555
These financial statements are issued for and on behalf of the Board of Trustees:
Trustees 17 October 2018 Cash flowsfrominvestingactivities FOR THEYEARENDED30JUNE2018 RAUKAWA CHARITABLE TRUST Statement of CashFlows Cash flowsfromoperatingactivities Net Increase/(Decrease)inCashandEquivalents Total Cashflowsfromoperatingactivities Total Cashflowsfrominvestingactivities Payments tosuppliersandemployees Net changeincashfortheyear Loans advanced/repaidtorelatedparties Receipts frominterest Cash andcashequivalentsatendoftheyear Purchase ofproperty, plant&equipment Receipts fromoperations Cash andcashequivalentsatbeginningoftheyear Cash Balances
NOTE 6 6 (5,724,197) 6,023,630 (300,000) 3,949,199 (498,077) 3,872,313 (198,077) (76,886) (76,886) 121,758 421,191 2018 $ (5,723,354) 3,439,433 6,000,747 3,949,199 (192,764) 300,000 509,766 402,530 509,766 107,236 125,137 2017 $ 1 8 Raukawa Annual Report 2017–2018 Statement of Accounting Policies RAUKAWA CHARITABLE TRUST FOR THE YEAR ENDED 30 JUNE 2018
1. Reporting entity 3. Use of judgements
The financial statements presented are for and estimates Raukawa Charitable Trust (RCT), for the year The preparation of the financial statements ended 30 June 2018. RCT is registered under the requires management to make judgements, Charities Act 2005 and is engaged in furthering estimates and assumptions that affect the the health and social wellbeing of Raukawa application of accounting policies and the people, as well as the environmental health of reported amounts of assets, liabilities, income the Raukawa rohe and promoting the culture and and expenses. Actual results may differ from history of Raukawa. those estimates.
2. Basis of preparation Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to A. STATEMENT OF COMPLIANCE accounting estimates are recognised in the period The financial statements have been prepared in in which the estimates are revised and in any accordance with New Zealand Generally Accepted future periods affected. In particular, information Accounting Practice (“NZ GAAP”). They comply about significant areas of estimation uncertainty with the Public Benefit Entity Standards Reduced and critical judgements in applying accounting Disclosure Regime (“PBE Standards RDR”) as policies that have the most significant effect on the appropriate for Tier 2 not-for-profit public benefit amount recognised in the financial statements are entities, for which all reduced disclosure regime disclosed where applicable in the relevant notes to exemptions have been adopted. The Trust is the financial statements. eligible to apply Tier 2 standards as they have less than $30 million annual expenditure and is not Judgements made by management in the publicly accountable. application of the PBE Standards RDR that have significant effects on the financial statements are B. MEASUREMENT BASIS disclosed, where applicable, in the notes to the The financial statements have been prepared on financial statements. the historical cost basis except for assets and liabilities that have been measured at fair value.
C. FUNCTIONAL AND PRESENTATION CURRENCY The financial statements are presented in New Zealand dollars ($) which is the Trust’s functional currency. There has been no change in the functional currency of the Trust during the year.
D. CHANGES IN ACCOUNTING POLICIES The accounting policies adopted are consistent with those of the previous financial year. are fulfilled. amount isrecognisedinitiallyasincomeinadvanceand recognised asrevenuewhenconditions are otherattachedconditionswhichnotyetfulfilled. Ifthereareunfulfilledconditions,the and arerecognisedasrevenueatthefairvalueofamount receivable, except wherethere Revenue receivedfromGrants,koha anddonationsareclassifiedasnon-exchange revenue advance andrecognisedasrevenuewhenconditionsarefulfilled. are notyetfulfilled.Ifthereunfulfilledconditions,theamount isrecognisedinitiallyasincomein at thefairvalueofamountreceivableexcept wherethereareotherattachedconditionswhich specific performanceobligationsisclassifiedasnon-exchange revenueandisrecognisedas Revenue receivedforcontractsandprojects withnorequirementtoprovideservicesinexchange or the amountsreceivedarerecognisedasincomeinadvance. funding oruncertaintyaroundtheTrust’s abilitytocomplywithconditionsattachedthefunding, received inadvanceofdeliveringgoodsorservicesandthereisarequirementtoreturnunused is recognisedtotheextent thattheunderlyingservices havebeendelivered.Wherefundingis for providingservicestotheRaukawa communityonthebehalfoffundingprovider. Revenue The Trust receivesrevenuefromcontractsandprojectswithpublicsectororganisationsinexchange FOR THEYEARENDED30JUNE2018 RAUKAWA CHARITABLE TRUST Notes to theFinancial Statements Other koha anddonations Corporate servicecharges Donation fromRaukawa IwiDevelopmentLimited Non-exchange revenues 2. GRANTS, KOHA ANDDONATIONS Exchange revenues 1. Interest income 3. OTHER REVENUE Grants CONTRACT &PROJECT REVENUE
NOTE NOTE NOTE 10 10 2,258,612 3,352,000 2,237,587 3,172,000 360,492 250,997 180,000 109,495 20,000 2018 2018 2018 1,025 $ $ $ 2,228,047 3,358,308 2,968,538 2,207,307 319,597 389,770 194,484 20,000 125,113 2017 2017 2017
740
$ $ $ 3 8 Raukawa Annual Report 2017–2018 2018 2017 4. OPERATING EXPENSES $ $
Communication 287,596 274,085
Depreciation 78,127 40,615
Facilities 345,389 307,993
General 303,356 331,309
Governance 86,611 139,460
Personnel costs 3,463,040 3,358,825
Specialist advice 421,994 499,125
Travel 346,769 341,850
5,332,883 5,293,262
2018 2017 5. ADMINISTRATION EXPENSES $ $
Administration 40,748 50,306
Accountancy fees 8,325 8,071
Audit fees 13,000 12,500
62,073 70,878
2018 2017 6. CASH AND CASH EQUIVALENTS $ $
Cash and bank balances 316,819 519,361
Short term deposits 3,555,495 3,429,839 3,872,313 3,949,199
Cash and bank balances comprise cash and call accounts and other deposits held with financial institutions with maturity dates less than 3 months. Short term deposits include all cash investments with maturities between 3 and 12 months. The average interest rate prevailing on cash and cash equivalents at 30 June 2018 was 3.40% (2017: 3.20%).
2018 2017 7. TRADE AND OTHER RECEIVABLES $ $
Accounts receivable - exchange revenue 530,905 484,458
Accounts receivable - non-exchange revenue - -
Accrued interest 23,614 35,878
Prepayments 34,551 135,831 589,070 656,167
Trade and other receivables more than 90 days overdue are Nil (2017: Nil). There is no doubtful debt provision (2017: none) and the Trust is not exposed to any other significant credit risks (2017: none). Cost Trade andotherpayables arereportedattheiramortisedcost.TheTrust hasno otherunrecognisedcontingentliabilities. lives (except forland)usingthefollowingrates: Items ofproperty, plantandequipmentarerecognisedinitiallyatcostdepreciatedovertheirestimateduseful Accumulated depreciation Office furniture&equipment Motor vehicle Plant &equipment Buildings Paye payable GST payable Accrued expenses Balance at1Jul2017 8. Accounts payable 9. Balance at1Jul2017 Balance at30Jun2016 Balance at30Jun2018 Balance at1Jul2016 Balance at30Jun2018 Carrying valueat30Jun2017 Carrying valueat30Jun2018 Balance at30Jun2017 Balance at30Jun2017 TRADEANDOTHER PAYABLES AND EQUIPMENT PROPERTY, PLANT Additions Depreciation expense Disposals Depreciation expense Additions
IMPROVEMENTS 10-50% ofCarryingValue 13-20% ofCarryingValue 10% ofCarryingValue 10% ofCarryingValue BUILDING 24,949 24,949 13,006 24,949 24,949 13,006 14,198 11,943 10,751 11,681 1,325 1,192 $ - - - EQUIPMENT PLANT & 13,263
14,501 22,809 13,263 21,809 21,809 21,809 8,308 8,546 11,681 1,582 1,238 1,000
$ - - VEHICLES 29,009 29,487 29,009 (10,922) MOTOR MOTOR 10,902 39,911 18,632 26,811 39,911 48,119 39,911 19,130 2,198 478 $ - FURNITURE & EQUIPMENT (25,583) 591,312 474,878 42,876 242,072 268,205 242,072 325,139 317,290 99,142 206,561 620,441 2018 612,592 937,731 56,934 83,067 325,139 OFFICE 75,218 35,511 $ $ - 1,033,608 297,350 375,477 354,874 411,808 632,722 297,350 256,734 (10,922) 454,030 114,458 411,808 658,131 56,934 40,616 347,163 54,595 52,273 78,127 TOTAL 2017 $ $ - 5 8 Raukawa Annual Report 2017–2018 2018 2017 Revenue/ Receivables/ Revenue/ Receivables/ 10. RELATED PARTIES (Expense) (Payables) (Expense) (Payables)
(a) Parent Raukawa Settlement Trust Corporate services charges 189,262 24,122 160,748 54,665
Related party advance - 110,911 - (189,089)
Other - - - -
(b) Other subsidiaries of the same group Raukawa Iwi Development Limited Donation 2,237,587 - 2,207,307 -
Corporate services charges 58,427 5,157 33,736 3,204
Lease and rental expenses (104,459) - (207,357)
Related party advance - 1,230,687 - 1,574,325
Raukawa Asset Holding Company Limited
Related party advance - 1,800,000 - 1,800,000
(c) Governance Trustee remuneration Trustee remuneration (66,200) - (117,444) -
(d) Key management personnel
Salaries, wages and other employment (885,495) - (780,035) - benefits
Full Time Equivalent Personnel 9 - 9 -
Related parties are entities subject to common control, or those entities and individuals (including their close family members) who are able to exert significant control or influence over the group through decision making over financial and operating policies.
Advances made to, and received from, related parties are made interest free and are repayable on demand. No amounts due from related parties are considered past due or impaired (2017: none).
Other than in their capacity as governance and key management personnel, there were no other material transactions with individuals in these groups of related parties. balances reportedinthesefinancialstatements. There havebeennosignificanteventsoccurringafterbalancedatethatwouldimpactthe Comprehensive Revenue andExpense. asset. Payments madeunder theseleasingarrangementsareexpensed totheStatement of the Trust istheleaseeanddoesnotobtainrisks andrewardsofownershiptheleased Operating leasecommitmentsaretheminimumamountsdueunderleasingagreementswhere Operating leases 12. SUBSEQUENTEVENTS Between oneandfiveyears Less thanoneyear 11. COMMITMENTS 1,476,082 1,074,573 401,509 2018 $
31,366 31,366 2017 $ - 7 8 Raukawa Annual Report 2017–2018 RST Governance Meeting Fees & Travel RAUKAWA CHARITABLE TRUST JULY 2017- JUNE 2018
RST RST RST RST EXECUTIVE TOTAL TRUSTEE BOARD OTHER HONORARIUM COSTS GROSS TRAVEL PAYE NETT
Debbie Davies 3 1 2,300.00 188.21 759.00 1,729.21
Vanessa Eparaima 12 12 159,999.96 0.00 52,799.88 107,200.08
Paraone Gloyne 3 2,100.00 304.38 722.19 1,682.19
Nachelle Griffiths 4 3 3,800.00 569.69 1,254.00 3,115.69
Gail Hamilton 4 2 3,400.00 734.36 1,122.00 3,012.36
Marina Hireme 3 3 3,100.00 190.52 1,023.00 2,267.52
Kataraina Hodge 4 2 3,400.00 0.00 1,122.00 2,278.00
Connie Hui 2 1 1,600.00 217.00 528.00 1,289.00
Richard Jefferies 3 2,205.00 465.07 210.00 2,880.07
Rina Lawson 4 2 3,400.00 190.52 1,050.26 2,540.26
Wilfred O'Brien 1 700.00 61.34 231.00 530.34
Rachel O'Connor 2 1,400.00 123.25 462.00 1,061.25
Steven Oxenham 4 1 3,000.00 621.50 990.00 2,631.50
Elthea Pakaru 2 1 1,800.00 95.04 594.00 1,301.04
Cheryl Pakuru 3 2,100.00 0.00 693.00 1,407.00
Gaylene Roberts 3 2 2,700.00 620.06 891.00 2,429.06
Waimatao Smith 4 2 3,400.00 398.36 1,122.00 2,676.36
Juanita Temarama 2 1,400.00 63.80 462.00 1,001.80
51.00 20.00 12.00 12.00 201,804.96 4,843.10 66,035.33 141,032.73 RCT Governance Meeting fees & Travel RAUKAWA CHARITABLE TRUST JULY 2017- JUNE 2018
TRUSTEE RCT BOARD RCT HONORARIUM TOTAL GROSS TRAVEL PAYE NETT Debbie Davies 2 1,200.00 191.40 396.00 995.40
Vanessa Eparaima 12 30,000.00 - 9,900.00 20,100.00
Marina Hireme 2 1,000.00 64.24 330.00 734.24
Kataraina Hodge 12 30,000.00 3,412.75 9,900.00 23,512.75
Cheryl Pakuru 4 2,200.00 - 726.00 1,474.00
Gaylene Roberts 3 1,800.00 371.94 594.00 1,577.94
11 24 66,200.00 4,040.33 21,846.00 26,564.69
Includes attendance at RCT Special hui held 26/4/18
Copyright: © Raukawa Settlement Trust, 101-181 Leith Place, Tokoroa, November 2017, all rights reserved. Authors: Matthew Beveridge and Tōmai Smith Graphic Design and Layout: Law Creative, Whakatāne, New Zealand Production: Law Creative, Whakatāne, New Zealand Te Poari Matua o Raukawa Raukawa Settlement Trust
101-181 Leith Place, Tokoroa Private Bag 8, Tokoroa 3444 www.raukawa.org.nz