TE MAHERE RAUTAKI BUSINESS PLAN
-Courtesy of Rotorua Daily Post Te Matatini National Festival 2013 - Rotorua (Pōwhiri)
T e MaTATINI - The Many Faces
Te Matatini (‘Mata’ meaning face or faces, and ‘tini’ meaning many) is a term
stalwart, and a Companion of the New Zealand Order of Merit for services to postulated by Professor Wharehuia Milroy, a respected Māori language
‘Māorithe traditional Māori Language. performing He arts describes bring together the underpinning people of allphilosophy: ages, all beliefs, all backgrounds, participants and observers, Māori and non-Māori alike. When I look I see many faces, young and old’.
Our name – Te Matatini - partners, government funders acknowledges the many faces of the and sponsors whose support not people who contribute to the vitality only assists the work and vision of Te Matatini, but strengthens the foundation upon which Kapa andIt stands vibrancy as an of enduring Kapa Haka. testament to the multitudes that are a part of, or have been a part of Te Matatini and continuesHaka can flourish. to be showcased Through and their contributions, Kapa Haka excellence itsThese kaupapa. include the thousands of experienced by audiences throughout Finally, encompassed within the composers, young and old, who bring New Zealand and overseas. Kapa Haka performers, tutors and philosophy of Te Matatini is the role and on the marae, in schools and Kapa Haka to life every day, at home communities and through regional, of Kapa Haka in sustaining Māori makeculture. connections Kapa Haka and provides embark a vehicle on also includes the many individuals in which whānau, hapū and iwi can national and international events. It personal and collective journeys and voluntarily behind the scenes and whānau who work tirelessly also embodies the revitalisation and supporting their roopu and ensuring into Māori cultural paradigms. It
sustainability of te reo Māori (Māori Kapa Haka is sustained from the culture and heritage remains vibrant language), ensuring that Māori grassroots of iwi, hapū, whānau to and accessible for current and future theOf equal national importance and international are the strategic stages. generations. TE MATATINI | Business Plan 2013 -2016 PAGE 1
PAGE 1 Ctenton s
HMIE HI 3
OUR OrGANISATION 4 Oanitirg sa onal Structure 5
OUR KAUPAPA 7
OUR OPERATING ENVIRONMENT 8 MAORI TRADITional performing arts sector 8 Looking forward - 2013 to 2016 10 ORganisational capability 13
outcomes and outputs: 2013 - 2016 14 Te matatini outcomes 14 priority areas and outputs 15
performance framework 20
Statement of forecast service performance 22
TE MATATINI | Business Plan 2013 -2016 PAGE 2
PAGE 2 PAGE 3 HI E M HI
Tēnā koutou tēnā tātau “He hōnore, he korōria ki te Atua He maungarongo ki te whenua He whakaaro pai ki ngā tāngata katoa”
Tēnā tātau i roto i ngā whakamatautau o te wā. Kei te mihi atu ki ngā maunga karangaranga ki ngā puke korero ki ngā whakarurunga hau. Tangihia o tātau aituā, te pūkahu kua huri ki tua o maumahara, heoi ano ra e ngā mate takoto marie koutou ki te pō, moe mai ra, okioki atu. “ Ko te whare maire ka tū ki roto i te pā tūwatawata he tohu no te rangātira”
No reira ki te hunga pūmau, pono, kaingākau hoki ki te haka, ki ōna reo, ki ōna tikanga, kia kaha kia manawanui, ko koutou “Ngā tatangi a te Whare Karioi” ngā kai manaaki ngā kaihāpai a Te Matatini. Kei roto i ngā whāinga a Te Matatini ngā āhuatanga hei maunga ringa mā ngā uri whakatipu. Ahakoa pēhea te huri a te ao e kore e wareware ngā taketake o tenei mea te haka, tōna orokohanga mai, ōna whakapapa mai i ngā kokoru i ngā pūmotomoto o te motu whakawhiti atu ki ngā Hawaiki ō ō tātou matua tipuna. Ko tā Te Matatini e whai nei kei roto i tēnei mahere ko ngā kaupapa hei whakarangatira i te Kapa Haka. “ Mā tini mā mano ka rangatira a Kapa Haka”
Ko te mea nui takatu ake ai ki ngā mahi nei. Kia tau te ia o te mauri kia tātau katoa.
Herewini Parata Darrin Apanui Chairman Executive Director
TE MATATINI | Business Plan 2013 -2016 PAGE 3
PAGE 2 PAGE 3 - Tū Te Manawa Maurea
OURANI ORG SATION
Te Matatini is the national organisation for Kapa Haka and Māori performing arts in Aōtearoa, New Zealand. We exist to develop, grow and safeguard Kapa Haka for future generations.
Te Matatini has a 41 year history with competitive and maintains a working relationship with the
FromKapa Haka,these firstearly begun beginnings in 1972 the when organisation we were made sponsorshipMinistry for Cultureand ticket and sales Heritage and project as our majorbased established as the Polynesian Festival Committee. funder. Other funding is generated through event of a multi-cultural festival to the management of a a significant and purposeful shift from being part grantsIn recent from years Government. Te Matatini has sought to create more strategic and sustainable partnerships with organisations that share an interest in the organisationbiennial Māori underwent Traditional further Performing changes Arts resulting festival inwith its acurrent competitive structure forum as forTe MatatiniKapa Haka Society groups. The development of Kapa Haka and its associated communities. The first of these relationships were Incorporated in 2004, a not-for-profit organisation formalised in 2009 between Te Matatini and the registered under the Incorporated Societies Act University of Waikato and New Zealand Māori 1908,Te Matatini and the is responsibleCharities Act for 2005. fostering, developing secured two further strategic partnerships with Arts and Crafts Institute. More recently we have supportand protecting each year traditional for the local, Māori regional performing and nationalarts in theKiwibank/NZ opportunities Post these and Te partnerships Wānanga o provideAōtearoa. to the pursuit of excellence. We provide funding and Moving forward, we appreciate and are excited by anddevelopment government of Kapa funders Haka. to promote We also workand lift with the support the growth and promotion of Kapa Haka regional Kapa Haka committees, strategic partners domestically and overseas. profile of Kapa Haka in schools, public festivals and significant cultural events here and overseas. Te Matatini receives baseline funding of $1.2 million each year through Vote: Arts, Culture and Heritage TE MATATINI | Business Plan 2013 -2016 PAGE 4
PAGE 4 PAGE 5 Otirganisa onal Structure
EXECUTIVE COMMITTEE Chairperson 4 members elected from National Committee
2 Independent Directors Executive Director
TE MATATINI OFFICE NATIONAL COMMITTEE
Chairperson & 13 members 3 FTE Staff Executive Director
Te Matatini is governed by a National Committee made up of a Chairman and representatives from for the day to day operations of the business and A small team based in Wellington are responsible
carrieseach of outthe dutiesthirteen and affiliated responsibilities regional Kapaon behalf Haka of implementation of the Business Plan. Current committees (see below). An Executive Committee staffing allocation is an Executive Director and three staff. We also contract specialist skills to the National Committee. The Te Matatini Executive provide legal and financial advice; marketing and toDirector time, to can direct recommend and lead up projects to two relevant independent to their communications; and technology and digital support. directors to join the Executive Committee from time onDuring to provide the preparation production, and event delivery management, of the National opportunities as they arise and the ability to appoint Kapa Haka Festival, contract specialists are brought skills. This provides for greater responsiveness to broadcasting, operational and logistical support. appropriately skilled people quickly. NATIONAL COMMITTEE EXECUTIVE COMMITTEE
Chairperson Selwyn Parata Chairperson: Kahurangi Simon Selwyn Parata
KahungunuAotea Mataatua Hiria Huata National Committee Members: Rangitaane ChristopherTe Kahautu MaxwellWhaiapu Maui Tangohau Tainui Paraone Gloyne Tamaki Makaurau Pauline Hopa RangitihiAnnette Wehi Pene Te Kahautu Maxwell TeTe Tairawhiti Arawa Maui Tangohau Puamiria Parata-Goodall Te Tai Tokerau Annette Wehi
Te Tauihu o te Waka a Maui Pauline Hopa Darrin Apanui (Executive Te Whanganui a Tara DayveenWiremu Stephens Wehi Director) Te Whenua Moemoea Isaac Cotter Waitaha Puamiria Parata-Goodall
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PAGE 4 PAGE 5 - Te Waka Huia
TE MATATINI | Business Plan 2013 -2016 PAGE 6
PAGE 6 PAGE 7 OUR KAUPAPA
The following statements set out the Te Matatini kaupapa, how we
and the principles that guide envision the future of Kapa Haka
what we do. K AUPAPA
To foster, develop and protect Kapa Haka in the pursuit of excellence VISION Mā tini, mā mano ka rangatira a Kapa Haka
Kapa Haka flourishes through the efforts of many
Ki te whāngai, ki te manaaki, ki te whakatipu i MIS S ION ngā mahi kapa haka kia pūāwai ki ōna taumata regions, on national platforms, and the world stage To showcase our Kapa Haka communities in their
g nuiDING pri ciples
Mahi Tahi me te Kōrero Tahi Working together through open and honest communications, and ensuring that decisions are based on sound judgment, quality information and advice, and robust discussion Kanohi Kite
authentic and meaningful relationships and supporting respective hui/ kaupapaValuing the through importance attendance of being and seen participation by our stakeholders. Building Te Aroha o Tētahi ki Tētahi Respectful and caring of others in our approach to our work, and supporting people to achieve their full potential Mō ngā whakatipuranga
mokopuna Keeping Kapa Haka alive and flourishing for our future generations - for our He Tapu te Tangata
AllToitū people te Reo are honoured and their contributions valued
Contributing to the sustainability of te reo me ōna tikanga - te reo ō tēnā iwi, ōTe tēnā Haka, iwi he Tohu Whenua Rangatira Zealand Society Recognition of the role of Kapa Haka in Māori cultural identity and in New
TE MATATINI | Business Plan 2013 -2016 PAGE 7
PAGE 6 PAGE 7 OURE OP RATING ENVIRONMENT
- Te Matatini National Festival 2013 - Rotorua
MARDITIO I TRA ONAL PERFORMING ARTS SECTOR
The strength of the Māori Traditional Performing Arts sector in New Zealand resides within the regional and national Kapa Haka events held each year.
National Events The Festival generally involves Māori culture. Instead2013 the of National a competitive Committee bidding biennial Te Matatini National agreed to revise this process. The most significant event is the performers and attracts audiences over 1,600 elite Kapa Haka time and costs for a potential hostprocess rohe, that a more absorbed transparent significant togetherKapa Haka to Festivalcompete where for the elite title and fairer system of allocation Kapa Haka performers come television,of 50,000+ radio throughout and live its stream four was developed by the National The festival is one of the country’s day duration. It also attracts of National Kapa Haka champion. audiences of at least 150,000 per gives each of the twelve rohe a uniquely New Zealand cultural Committee. The new system premiere Māori celebrations and day, rising to over 220,000 on finalsThe Festival day. is hosted in a host the national competition different rohe (region) each time in Aōtearoa the opportunity to regardlessextravaganza. of culture, It is not background, simply for orMāori age –to it come is open together, to all people, to share required to ‘bid’ for the rights to once over the next 24 years, it is held. Previously, rohe were commencing in 2017. and celebrate Kapa Haka and host the festival. However, in June
The next twelve festivals and host rohe have been allocated as follows: 2017 Ngāti Kahungunu 2029 Te Taitokerau 2019 Te Whanganui ā Tara 2031 Rangitāne 2021 Tāmaki Makaurau 2033 Mātaatua 2023 Aotea 2035 Te Tairāwhiti 2025 Te Tau Ihu o Te Waka a Māui 2037 Te Arawa 2027 Tainui 2039 Waitaha
TE MATATINI | Business Plan 2013 -2016 PAGE 8
PAGE 8 PAGE 9 Te Matatini in conjunction with the Ministry of Education also supports the National Primary and National
Secondary Schools Kapa Haka Competitions. These events attract over 1,600 performers and at least 30,000Regional spectators Events each year.
Fund,At a local which level, allocates Te Matatini funds to the thirteenadministers rohe a committeesRegional Development to support
onKapa an Hakaapproved development development in their plan andregion. generally Funded focus activities on increasing are based participation and holding regional
competitions.Promotion of Kapa Haka
increased dramatically in non- The promotion of Kapa Haka has
traditional forums such as sports. The 2011 Rugby World Cup campaign forsignificantly many years promoted been used Kapa by HakaNew Zealandin the opening sports ceremony.team at international Haka has
fixtures. The highest profile sports team in New Zealand, the All Blacks have been ambassadors of Haka for tagseveral as the years. best Winningrugby team the in world the cup in 2011 not only consolidated their
world, but also lifted Haka to a new level of positive exposure. complementary performance for otherKapa Hakaarts and has culturalalso featured events as such a
as the opening of the Dame Kiri Te WorldKanawa Cup, Concert the Frankfurt held in Auckland Book Fair during the final week of the Rugby
inand the Museumzuferfest Solomon Islands in and Germany regular in trade2012, missionsthe 2012 withSouth Government, Pacific Festival the
latest being to China in April 2013. also occurs at a non-competitive level,A wealth particularly of Kapa Haka through activity schools
and education institutions; local ascommunity government groups; and privatemarae, sectoriwi and Māori organisations; as well
- Te Matatini organisations. Arohanui Production
TE MATATINI | Business Plan 2013 -2016 PAGE 9
PAGE 8 PAGE 9 L ookiNG Forward - 2013 to 2016
Continuing to Grow Kapa Haka As Kapa Haka grows through greater creativity and innovation, As the umbrella organisation so too must the definition of for Kapa Haka, Te Matatini is excellence and the standards by committed to continuing its which it is judged, evolve. support of national and regional Kapa Haka activities. While a key focus is on competitive events, we will also continue to leverage any significant opportunity for greater exposure and promotion of the art form in New Zealand and overseas.
This work will be a primary focus
systemfor Te Matatini changes from are ready July – forDec the 2013, ensuring any revisions and Particular emphasis will be given to strengthening our 2014 regional and 2015 national relationships with Government KapaInvestment Haka competitions. in Kapa Haka agencies and strategic partners
This will include strengthening stakeholderThe Māori Traditional base, ranging Performing from ourto achieve portfolio mutual of sponsors outcomes. and thoseArts Sector involved involves in the a performance large investors (public, private or and administration of the art philanthropic) who share our interest in developing and avid followers and audience base form to the significant number of protecting Māori performing arts that Kapa Haka events and roopu inStandards the pursuit of Excellenceof excellence. (groups)The potential attract. to access these stakeholders via the medium of is currently determined and assessed“Excellence through in Kapa judging Haka” organisations seeking to increase criteria and standards set within theirKapa marketHaka has base not or been better lost on a framework of national and
engage with Māori and Kapa Haka Moving forward from the recent in the increased interest in, and regional competition systems. demandcommunities. for Te ThisMatatini is evident services timely to revise these standards to help broker access into these National Kapa Haka Festival, it is
and associated judging systems. networks. TE MATATINI | Business Plan 2013 -2016 PAGE 10
PAGE 10 PAGE 11 were evident in both social to leverage off the interest and media and web site activity, and resourcesWhile the opportunityof these organisations, exists feedback highlighted a strong demand from audiences to watch the priority for Te Matatini is performances online, in real to establish a sound investment strategy to guide public and private investment in the sector. fortime. interactive Demand appsis also through increasing whichfrom avid they followers can be informed, of Kapa Haka and continue to be involved in Kapa
HakaProtection activities of Intellectual between events. Property The escalating use and popularity of social media sites, has led to an increase in the unauthorised use and uploading of Kapa
TeHaka Matatini, images, have recordings raised concerns and andvideos. sought Kapa support Haka affiliated to better to
protectA key outcome their intellectual for Te Matatini property. is to protect and preserve the body of knowledge and intellectual be developed based on principles property associated with Kapa ofWe collaborative expect that this effort, strategy mutual will Haka.
and provision of a return on gain, Kapa Haka development
Useinvestment. of Digital Resources Te Matatini is keen to leverage opportunities that exist through digital and web based technology to engage with and grow our audiences.
and growing audience base, Kapa Haka maintains a large Zealand, although indicators showmost significantlya growth in internationalin New audiences interested in watching In preparation for the National
Kapa Haka either live or via with legal advisors and groups online broadcasts. The last toFestival discuss in copyright,2015, we will trademark, work aNational substantial Kapa increase Haka Festival in the patent and content issues and numberheld in February of people 2013 engaging showed to implement measures to help with, and accessing information
safeguard Kapa Haka intellectual on Kapa Haka through online property rights. platforms. Sharp increases TE MATATINI | Business Plan 2013 -2016 PAGE 11
PAGE 10 PAGE 11 - Te Iti Kahurangi
TE MATATINI | Business Plan 2013 -2016 PAGE 12
PAGE 12 PAGE 13 ORTI GANISA ONAL CAPABILITY
Strengthening Te Matatini Corporate Brand
Our approach to building financial sustainability in its corporate brand as separate to the Te Matatini the nextCreating three savings years will in operational be through: costs through A key concern for Te Matatini is the recognition of 1. theNational National Kapa Festival, Haka Festival. and are Anecdotalnot often aware evidence of the quality systems and greater efficiency; and shows that stakeholders associate “Te Matatini” with 2. Specific targeting of investments to generate or its role in managing the festival or kapa kapa outcomes and provide a financial return on existence of the Te Matatini Society Incorporated investment. reducing administration costs through better development. Particular activities will include: mediaRecent have brand helped changes raise to some“Te Matatini public awarenessKapa Haka of • Aōtearoa” and wider exposure of Te Matatini in the systems and reporting; through quality systems and strong regional in our role as the umbrella organisation for Kapa • greater operational efficiencies achieved our organisation. However, if we are to be effective awareness amongst all stakeholders of who we are infrastructures;implementing an investment policy and criteria Haka in New Zealand we must seek to strengthen supported by market research and a strong • and what we do. informed investment decisions, where decisions only raise awareness of our organisation and brand, evidence base. The expected outcome is butOur ifpriority we are into theattract next sponsors three years and will investors be to not we are tested against market need, expected outcomesworking in and partnership return on with investment; public or private must also position our brand as one of “Kapa Haka sector organisations to leverage their resources Excellence” recognised throughout New Zealand and • theFinancial world. Sustainability testing merchandise lines as a sustainable Te Matatini receives baseline funding from (financial or otherwise); and government each year to fund its operations and • Corerevenue Business stream. Systems Te Matatini must seek further funding to undertake Over the last twelve months Te Matatini has the achievement of agreed outputs. Beyond this, undergone an independent review (completed by Parearau Group) to determine whether the significant projects, productions or events such as sponsorship, ticket sales, or increased public or organisation is ready to take on new opportunities the National Kapa Haka Festival, through either
private sector contributions. for Kapa Haka. remainsAs with other both aorganisations challenge and involved opportunity in the for arts The review identified nine key areas to consider in in New Zealand, ensuring financial sustainability Systems,strengthening Monitoring, the organisation. Planning, Communications, Broadly, these areas organisation to generate more sustainable revenue include: Kaupapa, People, Structure, Polices and Te Matatini. It has been a long term goal of this through generating strategic partnerships with key Marketing, and Products and Services. streams. While some progress has been made in this business plan and will form part of the three Activities to strengthen these areas are encompassed organisations, more must be done. year work programme of Te Matatini.
TE MATATINI | Business Plan 2013 -2016 PAGE 13
PAGE 12 PAGE 13 OUOE TC M S AND OUTPUTS 2013 - 2016
our kaupapa to foster, protect and develop Kapa Haka through the pursuit of excellence. It describes This section sets out the outcomes that Te Matatini will seek to achieve for Kapa Haka development based on how these outcomes align with those sought through the Arts, Culture and Heritage sector and provides indicators to measure medium to long term progress. Priority areas and a summary of outputs to be achieved in the short term are included. Further detail on each output and its associated performance measures and annual targets are provided in the StatementTE MATATINI of Forecast ServiceOUTC Performance.OMES
WHĀNGAI MANAAKI WHAKATIPU PŪĀWAI Knowledge Protection
Kapa Haka Excellence Kapa Hake Growth Audience Growth The pursuit of knowledge is is stimulated is showcased to a high quality protectedKapa Haka and Kapathrough Haka increased growth Kapawide Haka and excellence diverse performancesexcellence drives and preserved for the engagement and audience productions enjoyment of all investment
A rRTS, cultu e and heritage sector outcomes
EXCEL PRESERVE CREATE ENGAGE Our heritage can be Cultural and sporting Engagement organisations achieve enjoyed by future in cultural and Artists, athletes and generations New Zealand sporting activities is activity flourishes in increasing excellence
Te Matatini Contribution to Sector and Government Outcomes Te Matatini outcomes have a direct correlation to those sought through the Arts, Culture and Heritage sector and to wider government outcomes.
As a traditional performing from those who passionately arts form perform and support it, to those As a cultural medium that current and future generations. who watch and follow it within connects and brings people and heritageKapa that Haka deserves represents to New Zealand and around the together, bea significant protected, part preserved of our cultureand to a range of social, cultural Kapa Haka contributes these communities’ activities in to, and a recognised icon of developingworld. The andeconomic supporting impact Kapa of shared. Kapa Haka is unique and economic outcomes. It is a distinctive part of this nation’s vehicle through which whānau, Aōtearoa, New Zealand. It is a develop, foster their kinship Haka and the holding of annual culture, heritage and indigenous hapū, iwi, and Māori connect, ties and retain a shared sense Kapa Haka events is yet to be form that preserves, showcases quantified, but anecdotal evidence history. It is a traditional art suggestsUltimately, it isKapa significant. Haka is an art of identity. It is a catalyst for form that contributes to a broad capturing and recording our learning and education; for range of Government sought histories,and transmits stories te reoand Māori, the political while building confidence, leadership outcomes, from those relating and self-esteem; language and to cultural heritage, te reo and its preservation and continued knowledge transmission; whānau climate of the time. Only though Māori development to those of formdevelopment that brings and together wellbeing; people and nationhood, international exposure ofexercise all ages and and health. backgrounds, It is an art and economic development. itdevelopment can be shared can and we enjoyed expect the by art form to flourish in ways that
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PAGE 14 PAGE 15 PRTRIO I Y AREAS AND OUTPUTS
OUTCOME – WHĀNGAI: Kapa Haka Excellence
performances and productions The pursuit of excellence drives high quality
We will know we are achieving this outcome when we see: public awareness of our corporate brand to distinguishOver the next it asthree a separate years, Te yet Matatini complementary will grow
• High standards of artistic performance and brand to that of the Te Matatini National Kapa Haka judgingInnovative excellence; performances and new compositions –Festival. known inWe New will Zealandalso position and throughout our corporate the brand • as a recognised brand of “Kapa Haka Excellence” Te Matatini recognised as New Zealand/national being continually developed; and through elite performers, quality performances and • world as representing the very best of Kapa Haka Priorityorganisation Areas for Kapa Haka Excellence. professionalThree Year Outputs: productions. Performance Excellence Te Matatini will: • Develop standards of performance excellence; ItThe helps pursuit to foster of excellence talent and is creativitywhat drives while Kapa Haka competitions, performances and productions. • Facilitate wānanga to inform standards and shareSupport best pr practice;ogramme and new composition encouraging new and dynamic expressions of this • unique art form. As the art form continues to evolve, development;Create reporting tools to report on funding so too must the standards of how excellence is • considered, performed and judged. provided for regional and school competitions; In preparation for the next National Kapa Haka review of judging standards, the judging system • Create a model of excellence for Kapa Haka Festival in 2015, Te Matatini will undertake a major productions; and Matatini Chairman and involve consultation with and judging expertise. This will be led by the Te • Grow the Te Matatini corporate brand.
representatives from all rohe. through our continued support of programme and Performance excellence will also be fostered
composition development amongst those Kapa Haka whoProduction qualify Excellence to compete at the National Festival.
at a competitive level, Te Matatini will also begin While the priority will be on performance excellence
concertsscoping a or model shows of thatexcellence Te Matatini for Kapa may Haka produce/co- productions. Productions refer to any exhibitions,
standardproduce to and showcase quality ofKapa performance Haka excellence required (outside and of competition events). This model will describe the
theBrand return Excellence on investment expected of any production.
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PAGE 14 PAGE 15 PRTRIO I Y AREAS AND OUTPUTS
OUTCOME – MANAAKI: Knowledge Protection
preserved for the enjoyment of all Kapa Haka knowledge is protected and
We will know we are achieving this outcome Three Year Outputs: when we see: Te Matatini will: • Develop copyright and intellectual property • Kapa Haka intellectual property rights are Cataloguepolicies; and (and digitise where appropriate) a respected and not infringed upon; and comprehensive historical record of competitive • • A record of competitive Kapa Haka is maintained Priorityfor future Areas generations. Kapa Haka (film footage, images and audio) from Protecting Intellectual Property 1972 to present day.
Kapa Haka is an art form derived from a body of iwi and cultural knowledge. It is expressed through andte reo knowledge Māori, and that incorporates record our haka, history moteatea and stories and fromwaiata traditional comprised times of language, to the present music, day expressions and into the need to protect the body of knowledge and intellectualthe future. Forproperty many associatedyears, Kapa with Haka the have haka, raised moteatea and waiata, composed and performed at theTe Matatini National has Kapa agreed Haka that Festival. a priority focus will be to develop a legal framework and policies to support
Kapa Haka in protecting their intellectual property andrights. footage At the captured same time, on theTe Matatininational willstage explore for with Kapa Haka, its ability to utilise the images promotionalPreserving a Historicaland potentially Record commercial of Competitive purposes. Kapa Haka Te Matatini is responsible for preserving a record archivingof competitive all footage, Kapa Haka sound from and the imagery first Polynesian performed Festival held in 1972. This includes capturing and majorat the Festivalproject toand consolidate, Te Matatini catalogue productions. and archive Over the next three years Te Matatini will undertake a digitalrecorded technology images, audio will be and utilised film footage to best availablepreserve on thesecompetitive records Kapa in a Hakaformat since that 1972. can be Where accessed possible, and enjoyed by future generations. TE MATATINITE MATATINI | Business | Business Plan 2013 Plan -20162013 -2016 PAGE 16PAGE 16
PAGE 16 PAGE 17 PRTRIO I Y AREAS AND OUTPUTS
OUTCOME – WHAKATIPU: Kapa Haka Growth
increased engagement and investment Kapa Haka growth is stimulated through
We will know we are achieving this outcome when we see: willhighlights collect Kapa data Hakaand support as an attractive research investment into Kapa for organisations. To build this base, Te Matatini • Strategic partnerships supporting Kapa Haka Haka communities, and the economic impact and growth;Increased public and private investment in Kapa contribution of Kapa Haka to social, cultural and • economic outcomes. Haka; and We will also undertake market research to define Priority Areas • Sustainable investment in Kapa Haka. andthe Kapa provide Haka a return market on and investment investment to publicopportunities or that will deliver benefits for both kapa development
The strength and backbone of Kapa Haka resides at privateTe Matatini organisations. is also interested in creating a the grassroots level. It is here that whānau, hapū, sustainable revenue stream to enhance its baseline iwi, schools, communities and Kapa Haka committees growncreate, andperform it is here and administerwhere both the public art form.and private It is in will help identify merchandise, products and other these places that Kapa Haka will be sustained and funding. It is expected that the market research In the interim, Te Matatini will create and sell potential revenue streams for Te Matatini to pursue. threeinvestment years willto broker have thesupport most andimpact. investment For this into small samples of merchandise as part of our wider reason, Te Matatini will focus its efforts in the next Three Year Outputs: growing Kapa Haka at the grassroots branding and marketing strategy. Strengthen Relationships with Strategic Partners and (local/regional) level. Te Matatini will: Funders • StrCollaborengthenate relationshipswith government with agencies strategic partners; • WhileA key prioritythe strategic is to strengthenpartners make existing a major relationships to support them to invest in Kapa Haka with Te Matatini strategic partners and government. development; communities and the economic impact and discussions are underway on how they might • Build an evidence base on Kapa Haka contribution to the National Kapa Haka festival, contribution of Kapa Haka to social, cultural and also support regional events. Te Matatini has also economicConduct mar outcomes;ket research to identify potential identified projects of mutual interest with specific government agencies particularly in areas of Māori/ • te reo/cultural development; Whānau Ora/health revenue streams and investment opportunities; outcomes; education outcomes and cultural heritage with agencies in these areas with the aim of sharing • Develop Te Matatini merchandise and activities. Collaborative partnerships will be sought promotional products; and resources and expertise to achieve benefits for both • Develop an investment policy to guide third KapaAttract Haka New and Investment iwi/Māori communities. party investment in Kapa Haka. Te Matatini aims to attract new investment in
will require building a strong evidence base that Kapa Haka from the public and private sector. This
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OUTCOME – PŪĀWAI : Audience Growth
diverse audience Kapa Haka excellence is showcased to a wide and
We will know we are achieving this outcome for families to enjoy, we also forecast a minimum when we see: This conservative estimate is based on the economic valueeconomic our Nationalimpact of Festival at least returned $6 million in to Gisborne the region. in • LarIncrgereased and access more anddiverse engagement audiences; through • 2011 of $6 million and $7.8 million to digital resources and technology; and RotoruaTe Matatini in 2013. will also seek opportunities to showcase • Increased exposure and participation in Priority Areas significant national and international events. styledKapa Haka events, either or through through collaborative our own productions ventures with Showcase Kapa Haka Excellence Regionally, Nationally such as an ‘Arohanui show” or “Koanga festival” and Internationally agenciesInternationally or production we will continuecompanies. to globalise the Te Matatini will continue to administer its Regional
art-form by providing the very best Kapa Haka to Development Fund to support establish regional international events of significance. Our focus for the societies. These societies are responsible for Festivalnext three and years other are cultural on events events such such as the as theAmerica’s Merrie managing regional Kapa Haka activities and the Cup, the Commonwealth Games, the South Pacific regional competitions in 2014, where groups participation in trade missions will be considered on spectatorscompete to and qualify performers for the National will be involved Kapa Haka in these Monarch Festival and the Edinburgh tattoo. Our Festival. It is expected that at least 60,000 aIncrease case by Audience case basis, Reach if and when they arise. competitions.Te Matatini is also committed to ensuring regional societies are fully functioning entities, able to deliver and report on their regional development comprised of those who attend events and festivals, thoseHistorically who watch Kapa orHaka listen audiences to performances have been via television and radio, and more recently via live plans. We will also work with these societies to engage with and broker investment in the Kapa Haka streamsWhile these and moreweb broadcasts. traditional forms of watching communities that exist within their region. performances are important, the affordability of competitionsAt a national level,in conjunction we will continue with the to Ministry support ofthe attending live events and broadcasting constraints Primary and Secondary School National Kapa Haka essentially limit the number and range of audiences
Education. concerned with making the art form more accessible involve preparing for, managing and evaluating the toable a wider to experience and diverse Kapa audience Haka. Te and Matatini is keen is to A significant part of our three year workload will
Te Matatini National Kapa Haka Festival to be held explore opportunities for this through using digital in Christchurch in February 2015. The Festival will andresources potentially and new pay technology.per view audiences Particular as platformswell be our contribution to the re-build of Christchurch. that will be explored are those that facilitate online It is expected to attract at least 7,000 spectators per day, alongside a minimum of 1,600 performers and as I-Apps that encourage people to learn about, an event workforce of 1,500 people. Not only will it experience and engage in Kapa Haka. provide an extravaganza of Māori cultural excellence
TE MATATINITE MATATINI | Business | Business Plan 2013 Plan -20162013 -2016 PAGE 18PAGE 18
PAGE 18 PAGE 19 Te Matatini will also negotiate a long term Provide funding and support for the National broadcasting agreement with a quality broadcaster • reached must ensure that a real time broadcast of Primary and Secondary School Kapa Haka over the next eighteen months. Any agreement competitions;Participate in national and international
audiences anywhere in • the National Kapa Haka Festival can be viewed by opportunities to expose and showcase KapaUtilise Haka; digital resources and new technology to the world. Three Year Outputs: • promote Kapa Haka; and Te Matatini will: • Develop a long term broadcasting strategy to • Administer the Regional Development Fund to increase accessibility and audience reach. support Regional Kapa Haka Competitions and developmentPrepare and hold opportunities; the biennial Te Matatini • National Kapa Haka competition; • Contribute to the rebuild of Christchurch;
- Te Matatini National Festival 2013 - Rotorua
TE MATATINI | Business Plan 2013 -2016 PAGE 19
PAGE 18 PAGE 19 Pranerfo m ce framework
VISION Mā tini, mā mano ka rangatira a Kapa haka
Kapa Haka flourishes through the efforts of many Ki te whāngai, ki te manaaki, ki te whakatipu
MIS S ION i ngā mahi kapa haka kia pūāwai ki andōna the taumata.world stage To showcase our Kapa Haka communities in their regions, on national platforms, ouoe tc m s and indicators
WHĀNGAI MANAAKI WHAKATIPU PŪĀWAI Knowledge Protection
Kapa Haka Excellence Kapa Hake Growth Audience Growth Strategic artistic performance intellectual property partnerships support diverse audiences Highand standards judging of rightsKapa respected Haka and Kapa growth Larger and more Increased access and not infringed upon Increased public and engagement through Innovativeexcellence Record of private investment in digital resources and performances and competitive Kapa technology new compositions SustainableKapa Haka Te Matatini Haka maintained investment in Kapa and participation in recognised as New Increased exposure Zealand/national and international organisation for Kapa Haka significantevents national
Haka excellence oup t uts: 2013/14 - 2015/16
Strengthen strategic of performance and intellectual partnerships Develop standards Developproperty copyright policies Administer Regional Collaborate with Development Fund excellence Catalogue historical government to inform standards and support Kapa Holdand National support Kapa Facilitateshare best wānanga practice to investment ChristchurchHaka Competition rebuild record of Kapa Haka Support programme Build evidence Support National and new composition development outcomes and impact competitions base of Kapa Haka School Kapa Haka Create reporting Conduct market Participate in tools research national and Create model of international opportunities merchandise Developand promotional Te Matatini Utilise digital excellence for Kapa products resources and new HakaGrow productions Te Matatini brand technology policy Develop investment broadcasting strategy Develop long term
TE MATATINI | Business Plan 2013 -2016 PAGE 20
PAGE 20 PAGE 21 - Whāngara Mai Tawhiti
TE MATATINI | Business Plan 2013 -2016 PAGE 21
PAGE 20 PAGE 21 s tATEMENT of forecast service performance 2013/2014 - 2015/2016
The following tables set out the key outputs Te Matatini will undertake in the next three years. Expected results are identified to help us measure short to medium term impacts in the drive towards our longer term goals and outcomes. Quantitative performance measures will be used to indicate progress over the three year term against set targets. Progress in achieving both these annual targets and a more qualitative assessment of the impact/results of outputs will be captured and reported bi-monthly.
OUTCOME - WHĀNGAI: Kapa Haka Excellence: The pursuit of excellence drives high quality performances and productions PAGE 22
Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
competition and judging system rohe to inform best practice 1.Develop standards of •Efficient judging process •% Kapa Haka satisfaction models•13 wānanga held with •95 % satisfaction •100% satisfaction performance excellence competencies Goals met reviewed and integrated into •Increase in judging •100% National Festival National•Best practice Festival models planning •National Festival goals and systems integrated into planning and managing National financial targets met National•New standards Festival and planning Festival•Improved efficiencies in •100% National Festival financial targets met systems used at National innovation recorded at National Festival•New standards and Festivals•New levels of excellence and
inform standards and amongst performers, tutors and supported supported share2.Facilitate best practice wānanga to judges•Increased knowledge and skills •Number of wānanga held •2 national conferences •2 Judges and Tutors •2 national conferences conferences supported wānanga held •Number of national supported •2 national conferences
TE MATATINI | Business Plan 2013 -2016 PAGE 22 PAGE 23 PAGE 22
TE MATATINI | Business Plan 2013 -2016
Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
programme and new and recorded plans and milestone reports received received received composition3.Support Kapa development Haka •New waiata and haka composed submitted•Number of development •100% plans and reports •100% plans and reports •100% plans and reports achieved performed and recorded performed and recorded performed and recorded •New standards of excellence developed and recorded •25% new compositions •30% new compositions •35% new compositions •Number of new compositions •Growth of Kapa Haka in regions report on funding provided consistency of reporting on time time time time for4.Create regional reporting and school tools to •Improved timeliness and •Number of reports received •70 % reports received on •80% reports received on •90% reports received on competitions against agreed performance TM (and funder) reporting reporting standards reporting standards reporting standards measures•Improved quality of reporting standards•Number of reports that meet •60 % reports meet •70 % reports meet •80 % reports meet
Te Matatini •Reduced administration cost to PAGE 23
produced production planning production planning productions5.Create a model of •Professional productions •Development and use of model •Model developed •Model used for all •Model used for all excellence for Kapa Haka production planning and showcased •Model used for all •Kapa Haka excellence modeled
corporate brand Brand (separate to Festival) recognition of brand stakeholders and customers stakeholders and customers stakeholders and customers 6.Grow Te Matatini •Recognition of TM Corporate •% Customer and stakeholder aware•50% surveyedof Te Matatini aware•75% surveyedof Te Matatini aware•95% surveyedof Te Matatini corporate brand and Te corporate brand and Te corporate brand and Te as the New Zealand/national Matatini Festival brand Matatini Festival brand Matatini Festival brand •Positioning of TM Society
organisation for Kapa Haka excellence
TE MATATINI | Business Plan 2013 -2016 PAGE 23 OUTCOME - MANAAKI: Knowledge Protection: Kapa Haka knowledge is protected and preserved for the enjoyment of all
Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
intellectual property established policies7.Develop copyright and •Copyright and IP rights •% compliance with protocols •Protocols established •100% compliance •100% compliance agree to Te Matatini proposed required) framework•% of Kapa andHaka provisions groups to Festival)•100% of sign Kapa management Haka groups •Review of protocols (if or•Use agreements of footage and images manage IP agreements(qualified for with National IP images, footage and audio accords with Kapa Haka IP rights provisions •90% of all Kapa Haka held access and use of Te Matatini Matatini for promotional or footage,•Protocols images formalized and audio for capture, commercialfiles able to bepurposes used by Te PAGE 24 Te•Opportunity Matatini promotional to negotiate and/or use of commercialofficial footage purposes and images for
and resources archived for future 8.Catalogue record of generations•Historical record maintained •% of resources catalogued to•100% present of all day Te (hard Matatini and •100% of film footage •All images, footage and competitive Kapa Haka electronic)held images catalogued from 1972 presentand audio day files catalogued held by Te audio files archived from 1972 to present day Matatini from 1972 to for promotional or educational purposes•Accessible catalogue available
TE MATATINI | Business Plan 2013 -2016 PAGE 24 PAGE 25 PAGE 24
TE MATATINI | Business Plan 2013 -2016
OUTCOME - WHAKATIPU: Kapa Haka Growth: Kapa Haka growth is stimulated through increased engagement and investment
Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
relationships with strategic public and private investment in brokered between government/ with government with government with government 9.Strengthen existing •Increased opportunities for •Number of relationships •2 initiatives undertaken •2 initiatives undertaken •2 initiatives undertaken communities partners for mutual benefit Kapa Haka communities partners and Kapa Haka standards developments resources to support with Te Matatini Strategic government agencies to -Provide advice on NZQA -Develop education Partners•3 initiatives undertaken support10.Collaborate them to with invest in •Strategic investment in Kapa developed with government -Co-lead research into schools Haka growth and development agencies•Number of initiatives teaching of Kapa Haka in -National Festival Funding Kapa Haka development •Sustainable investment in contribution of Kapa Haka Initiative funded•At least by 2 publicnational or andprivate 6 National Kapa Haka Festival for Festival to NZ society (with MCH) sectorregional org Kapa Haka events •% of sponsorship targets met with Te Matatini Strategic •Lease Te Matatini Mahau to •3 initiatives undertaken with Te Matatini Strategic significant events by public or private sector orgs Partners•3 initiatives undertaken domestic lease arrangement teaching and learning of Kapa -Broker relationships PAGE 25 •Number of initiatives funded Partners: negotiated•1 international for use and of 1Te •Increased resources to support between Kiwibank and -National Festival Matatini Mahau University of Waikato with sponsorship Haka in schools
Kapa Haka communities leasing plan for Te Matatini -At least two initiatives tbc -Develop infrastructure and targets met •100% Festival sponsorship Mahau (with NZMACI) domestic lease arrangement arrangement negotiated for •1 domestic lease negotiated•1 international for use and of 1Te use of Te Matatini Mahau Matatini Mahau
funded•At least by 2 publicnational or andprivate 4 sectorregional org Kapa Haka events
database developed impact of national and economic11.Build evidence impact and base on •Community/stakeholder •Report produced annually •Database and indicator regional•Report onactivities economic produced Festival•Report producedon economic contributionKapa Haka communities, to outcomes impact of 2015 National cultural•Improved and identification economic outcomes of Kapa •Evidence base scoped Haka contribution to social, •Data captured planning and investment impact of regional Kapa •Evidence base informs Kapa Haka •Report on economic Haka activities produced
TE MATATINI | Business Plan 2013 -2016 PAGE 25 Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
to identify potential planning activities undertaken activity undertaken activities undertaken activities undertaken revenue12.Conduct streams market and research •Informed event and festival •Number of revenue generating •1 revenue generating •2 revenue generating •3 revenue generating investment opportunities developed at regional events (spectator, online and at regional events •Targeted sponsorship packages •% of audience targets met •70% audience targets met listener)•90% audience at National targets Festival •80% audience targets met met ticket sales targets •% of market segment targets •Informed setting of revenue and
marketing strategies •Audience growth through specific
•Potential revenue sources identified to help sustain activities
PAGE 26 merchandise and support Te Matatini operations products developed merchandise products promotional13.Develop Te products Matatini and•Sustainable funding initiatives revenue stream to •Number of merchandise developed•2 Te Matatini (clothing Aōtearoa and •2 additional Te Matatini products•2 additional developed Te Matatini publications) Aōtearoa merchandise Aōtearoa merchandise promotional products products developed (Apps + •Number of requests for Accessories ) promotional products music,•Promotion resources) and exposure of Kapa promotional products promotional products •At least 100 requests for Haka (television footage, images, •At least 30 requests for •At least 50 requests for
policy to guide Te Matatini on investment/spend implemented and14.Develop public/private investment •Better informed decision making •Compliance with policy •Policy developed and •100% compliance •100% compliance outcomes for use of TM baseline funding •Achievement of goals/ •Outcomes/goals met •Outcomes/goals met •Ensuring return on investment •100% TM compliance investment in Kapa Haka •% ROI measures met •% ROI measures met grow or support the art form •% Return on investment •Outcomes/goals met •Better targeting of investments to •% ROI measures met
TE MATATINI | Business Plan 2013 -2016 PAGE 26 PAGE 27 PAGE 26
TE MATATINI | Business Plan 2013 -2016
OUTCOME – PŪĀWAI: Audience Growth: Kapa Haka excellence is showcased to a wide and diverse audience
Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
performers at regional levels region held milestone requirements held 15.Administer the Regional •Increase in Kapa Haka •Number of events held per •At least 13 regional events met•100% reporting and •At least 13 regional events Development Fund at a regional level performers regional festivals regional festivals •Increased exposure of Kapa Haka •Number of regional •120+ teams competing at •120+ teams competing at
at events competing at regional competing at regional •Number of audience members festivals•4,000+ performers festivals•4,000+ performers requirements met •% Reporting and milestone members at regional events members at regional events •60,000+ audience •60,000+ audience
PAGE 27 milestone requirements requirements met met•90% reporting and •95% reporting
numbers performers competing on 16.Hold Biennial National •Increase in audience and listener •Number of performers •Festival targets set national•At least stage1,600 Kapa Haka •Not applicable Kapa Haka Festival audience, and radio listeners •Number of spectators, online •National and international for National Festival exposure of te reo, culture and •At least 10,000 ticket sales Kapa Haka excellence •Customer Satisfaction rating items generated online viewership of •Number of media and online Festival•At least 80,000 to 250,000
listeners per day •At least 150,000 radio
rating •80% customer satisfaction
al media items generated •10 national and 20 region
of Christchurch Christchurch Christchurch as result of festival measure economic impact evaluation 17.Contribute to the rebuild •Economic contribution to •Economic impact in •Indicators developed to •Festival economic impact N/A
TE MATATINI | Business Plan 2013 -2016 PAGE 27 Performance TARGET TARGET TARGET Outputs Expected Results Measures 2013/2014 2014/2015 2015/2016
support for National within schools requirements met milestone requirements milestone requirements milestone requirements Primary18.Provide and funding Secondary and •Strengthening of Kapa Haka •% Reporting and milestone met•100% reporting and met•100% reporting and met•100% reporting and
competitions in school/Kapa events School Kapa Haka •Whānau and family participation
and international supported supported supported 19.Participate in national •International exposure of Kapa •Number of events attended •At least 2 events attended/ •At least 1 event attended/ •At least 3 events attended/ Haka excellence generated opportunities to expose and •Number of media items 4 international and 6 international articles •At least 2 national, •At least 1 national, •At least 3 national and showcase Kapa Haka 4 online articles on on Kapa participation at supported Kapa participation at Kapa2 international participation and at international events •Number of shows or activities international events international2 online articles events on items generated
PAGE 28 •Number of media and online
and technology to promote operational and administrative viewers televised, online and radio 20.Utilize digital resources cost•Lowering through of greatermarketing, use of cost •Number of online festival •5,000 Facebook followers audience•At least 80,000 to 250,000 •8,000 Facebook followers effective technology Kapa Haka Tube followers •1,000 You Tube Followers •2,500 You Tube Followers •Number Facebook, and You (average) per month (average) per month •1000 website visits •1500 website visits more diverse audiences through •7,000 Facebook followers online•Increased technology, reach to apps wider and and •Number of website visits •4,000 You Tube Followers innovative software software apps •250+ TM app users •Number of users of Te Matatini •2000 website visits (Average) per month market•10% increase segments in followers/ users across identified •% increase in reach to •150+ TM app users identified market segments market•10% increase segments in followers/ users across identified
broadcasting strategy audience reach numbers numbers 21.Develop a long term •Increased accessibility and •Strategy developed •Strategy developed •10% increase in audience •2% increase in audience
productions •Audience growth •Broadcaster confirmed •High quality broadcast segments•10% increase in audience •1% increase in across •Audience baseline set across identified market identified market segments •Targets developed
TE MATATINI | Business Plan 2013 -2016 PAGE 28
Te Matatini Society Incorporated © 2013 National Office Level 3, Creo House, 57 Courtenay Place, Wellington 6011 PO Box 19241, Courtenay Place Phone: (04) 385 2306 Fax: (04) 385 6395 Email: [email protected] Website: www.tematatini.co.nz