Tena Koe, Please Find Attached a Formal Submission from the Te Hiku

From: Lisa te Heuheu To: Submissions Cc: Carol Berghan; Bronwyn Bauer-Hunt; Mike Stevens; Steven Sanson; Harry Burkhardt; rangitane Marsden Subject: Te Hiku Collective Submission on the Proposed Plan Change Date: Wednesday, 15 November 2017 3:25:48 PM Attachments: 2017-11-01_NRCSubmission_TeHikuCollective_v2.0.docx Appendix 1_Tai-Tokerau-Maori-Growth-Strategy.pdf Appendix 2_2017 11 09 NRC Regional Plan Submission - Te Hiku Iwi.pdf Appendix 2_THIDT Wellbeing priorities report update 17 07 15_.pdf

Tena koe,

Please find attached a formal submission from the Te Hiku Iwi Collective on the Northland Regional Council Proposed Plan Change 2017.

The following documents are attached:

A Copy of Te Hiku Iwi Collective Submission He Tangata, He Whenua, He Oranga – An Economic Growth Strategy for the Tai Tokerau Maori Economy Summary Documents of the Te Hiku Social Accord

Should there be any queries regarding this submission please contact myself in the first instance.

Naku noa na,

Lisa te Heuheu (Technical Support for the Te Hiku Collective)

Lisa te Heuheu | Address: PO Box 9, Turangi 3353, New Zealand | Waea: +64 27 931 8813 | TE HIKU IWI COLLECTIVE SUBMISSION:

Proposed Regional Plan for Northland 2017

15 November 2017

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Contact Details for Submission

Contact Person: Lisa Te Heuheu

Address for Service: PO Box 9, Turangi 3353

Phone Number: +64 27 9318813

The Te Hiku Collective wishes to be heard in regards to this submission.

The Te Hiku Collective may join other submitters if there are similar concerns

This submission has been approved for release by:

Te Rūnganga o Te Rarawa

Te Runanga o NgāiTakoto

Te Aupouri Iwi

Ngati Kuri Iwi Trust Board

Te Hiku Iwi Development Trust

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1. Introduction

1.1. This submission on the Proposed Regional Plan for Northland – September 2017 (Proposed Plan) is a collective submission between Ngāti Kuri, Te Aupouri, NgāiTakoto and Te Rarawa Iwi, with the addition of Te Hiku Iwi Development Trust

1.2. The submission represents common views and areas of concern from a collective perspective and, it does not prevent each iwi individually undertaking their own submission. However, in the spirit of unity and strength in the Far North, the Te Hiku Iwi collective provide this submission to further advance areas of concern in regards to the Proposed Plan.

2. Background and Context

2.1. The Te Hiku Claims Settlement Act 2015 (the Act) gives effect to Deeds of Settlement signed between 2012 and 2014 by the Crown and four Far North iwi: Nga ti Kuri, Te Aupouri, Nga iTakoto and Te Rarawa. There are also provisions in the Act to protect the interests of the fifth Te Hiku iwi, Nga ti Kahu.

2.2. The following components make up the Act:

a. Nga ti Kuri Claims Settlement Act (Parts 1 – 3); b. Te Aupouri Claims Settlement Act (Parts 4 – 7); c. Nga iTakoto Claims Settlement Act (Parts 8 – 10); d. Te Rarawa Claims Settlement Act (Parts 11 – 13); e. Nga ti Kahu Accumulated Rentals Trust Act (Part 14); and f. amendment to the Reserves and Other Lands Disposal Act 1977 (Part 15).1

2.3. The Te Hiku Deed of Settlement is a binding agreement between the Crown and the four Far North Iwi that settles grievances, provides a

1 Office of Treaty Settlements, 2015. The Te Hiku Claim Settlement – Supplementary Departmental Report

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formal apology from the Crown to Iwi, and registers the return of assets and allows for a formal agreement of work to be undertaken to implement the settlement.

2.4. In line with the settlement Te Hiku Iwi have also worked with the Ministry of Primary Industries (MPI) in 2015 to look at productive potential of their M ori freehold land assets. The purpose of this project was to sustainably increase productivity through the development of a Te Hiku Farming Collective, utilising farms currently in Ma ori/iwi ownership and farms returned as part of their Treaty settlement. The intention was to form a beef and sheep collective that will build scale through influencing the value end of the market chain.

2.5. The key benefits from the project were to:

a. Identification of opportunities for bringing together Ma ori farms in the Far North district (Northland);

b. Enabling Ma ori farm owners to make an informed decision as to whether to participate in a Te Hiku Beef and Sheep collective that influences the market end of the value chain;

c. Leveraging off nearby farms and encourage better connection; and

d. Establishing a beef and sheep collective that will build scale to influence the market end of the value chain.2

2.6. In 2015 the Iwi Chief Executives Forum published; He Tangata, He Whenua, He Oranga – An Economic Growth Strategy for the Tai Tokerau Māori Economy (attached as Appenidx 1) . It outlines five tikanga mahi strands which create a platform of strategic interventions:

2 Ministry of Primary Industries, 2015. Ma ori Agribusiness: Pathway to Productivity Programme - Te Hiku Farm Collective Project

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. Mana is the assertion of influence to advocate for a political and policy setting that enables the Maori economy to grow . Whai pono is the pursuit of growth from an informed evidence based position . Matauranga builds the capability and capacity for whanau to create their own intergenerational wellbeing and independence . Whai rawa is the leadership platform of cultural and commercial excellence to build intergenerational equity . Mahi Ngatahi collaborates with trusted friends of similar ideologies to pursue shared outcomes3

2.7. He Tangata, He Whenua, He Oranga focuses on these five high level strategic interventions, intended to stimulate the necessary shift in pathology required to create an environment that reinforces Maori prosperity and wellness in Te Taitokerau4.

2.8. In 2013 MPI produced a report titled ‘Northland – Potential for Primary Industry Growth”. The report was to start a conversation with regions in achieving their potential in primary industries. Within the report t identified success factors which by 2025 would show an increase in:

. Household income (2012 annual average household income $60,000). . Employment (2012 unemployment 9.5%) . Primary Industry Jobs (4,450 in 2012) . Qualifications of school leavers (in 2011, 68% of 18 year olds attained NCEA L2 or higher) . Value of exports out of Northport ($766 million in 2012)5

2.9. One of the pillars indentified to achieve these targets is Optimise Māori Land Use. The report outlines that optimising 116,000 hectares of Māori freehold land in Northland over the next years has the economic potential to produce:

3 Far North District Council, 2016. Three Year Economic Development Action Plan 2016 – 2018. 4 Tai Tokerau Iwi Chief Executives Forum, 2015. He Tangata, He Whenua, He Oranga – An Economic Growth Strategy for the Tai Tokerau M ori Economy. 5 Ministry of Business, Employment and Innovation, 2013. Economic Activity Report

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. $714 million gross output; . $331 million gross contribution to GDP; and . 331 FTE jobs created6

2.10. In 2017 Te Taitokerau Māori Forestry Collective with support from the Whenua Māori Fund of $266,000 is trialling a prototype and attracting new investors. Te Taitokerau Māori Forestry Collective has a current membership of 10 Māori Trusts/Incorporations who collectively own over 32,000ha of land. The funded project is a prototype that will plant up to 813ha in exotic pine between five of the trusts and will enable the collective to capture key learnings and information for its other members to begin bringing their lands into production. The collective seeks to increase the productive use of Māori owned assets, increase employment and skills in the region by trialling this prototype to attract new investors. Their vision statement ‘kua oti to tātou whare whakairo’ emphasises self-determination and self-reliance7.

2.11. It is within this context that Te Hiku Collective focus their submission on the Proposed Plan. The settlement has provided for the return of significant assets that are in their development phase. The ability to achieve production potential relies on appropriate rules within the Proposed Plan. The Proposed Plan and its implementation needs to support the development potential of the Te Hiku Collective and their assets, as well as the wider Northland Region.

2.12. The Te Hiku Collective also have social outcomes across the four Far North Iwi through the development of the Te Hiku Social Accord, a summary of the key aspects of the Accord are provided in Appendix 2. Te Hiku Social Accord is about empowering whanau living in Te Hiku o Te Ika and helping them to improve the quality of their lives. The Accord was Signed by the Prime Minister and his Ministers in Waitangi 5th February in 2013.

6 Price Waterhouse Coopers for Ministry of Primary Industries, 2013. Growing the Productive Base of Māori Freehold Land. 7 Te Puni Kōkiri, 2017. https://www.tpk.govt.nz/en/mo-te-puni-kokiri/our-stories-and-media/whenua- maori-fund-2017#.WgpaW7aB1sM

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2.13. The Accord is about Crown agencies working collaboratively with Te Hiku iwi on the co-design of solutions for our whanau and community in Te Hiku. Te Hiku has been and will continue to meet regularly with Government Departments to ensure they are meeting their obligations to remove disparities and create socio-economic equity for our iwi, hapu and whanau.

2.14. The relationship with the Northland Regional Council is an important one to ensure that from a regional context there is a unity and collective effort in working together.

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3. Submission

3.1 The submission is provided in a table format for ease of referencing for Northland Regional Council in their assessment of submission issues.

Specific Provision Support or Oppose Submission Context Decision sought by within the the submission Council Proposed Plan

Policies D.1.1 and Support the In terms of the Te Hiku Iwi Collective the ability to exercise Approve the policy D.1.2 provision with their economic interests are integral to cultural well being for with the proposed amendment their beneficiaries. Any activity that requires a resource amendment consent under the Proposed Plan has the potential to adversely affect their cultural values particular to economic interests. It is therefore proposed that Policies D.1.1 and D.1.2 include provision for the assessment of iwi economic interests.

Policy D.1.2 and Support the The Te Hiku Collective support the use of the term tangata Approve the policy D.1.3 provision with whenua and tangata whenua entity. However the Resource with amendment amendment Management Act 1991, is very clear that the provisions of consultation are directly related to iwi authorities. The Act specifically states:

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“tangata whenua may, through their iwi authorities” (Clause 58M, Clause 3 (1)(d), Clause 3B). Relief sought would be to include a footnote on the term tangata whenua with the reference:

‘tangata whenua through their iwi authorities’

Policy D.1.4 and Support the The Te Hiku Collective seek clarification on the Places of Approve the policy D.1.5 provision with Significance to Tangata Whenua being limited in definition to with proposed amendment the coastal marine area and water bodies. Relief sought is to amendment widen the definition to land and air.

Policy D.1.5 Support the The Te Hiku Collective seek clarification on point 2) (a) and Approve the policy provision with (b) and the mapping of Sites of Significance. In some with proposed amendment and/or circumstances tangata do not wish for their sites to be amendment clarification mapped for planning purposes but they do have their own inventory on where these sites are and the associated evidence to support those sites. The clarification is on the definition of mapped.

. If mapped is defined as a map logged and registered with Council, the Te Hiku Collective oppose the definition.

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. If mapped is defined as an area defined by tangata whenua and evidence is held by the tangata whenua/entity, which may or may not be held by Council. The Te Hiku Collective will support the provision.

Policy C.5.1 Support the The Te Hiku Collective support the current permitted activity Approve the policy Taking and use of provision with status rules of Policy C.5.1 but request amendment to the with the proposed Freshwater amendent controlled, restricted discretionary, discretionary and non- amendments and complying activities. commitment to a long term plan. The Te Hiku Collective and the Far North Region of Tai Tokerau are experiencing challenging times in regard to the take and use of water. We oppose Councils implementation of water takes as a first in first served approach. Whilst there is legislative support for NRC to do so the poor management of the water resource in the Far North is becoming critical, and the cumulative effects of the open approach is not assisting the Far North to achieve their social and economic aspirations. Also at critical times of drought there is not enough water in the system to support daily life. The Te Hiku Collective seek the following measures as relief:

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1. NRC commit to a collaborative long term planning process specifically for freshwater in the Far North. The purpose of the plan would be to inform key stakeholders and iwi in the Far North of the freshwater resource and begin to articulate and prioritise water use for the region

2. NRC as a result of the long term plan will decide alongside key stakeholders and iwi whether the current policy meets the needs of the region and whether a plan change is required to meet those needs

3. In the interim Te Hiku request that controlled, restricted discretionary, discretionary and non-complying activities include an assessment on the benefits of the activity to the social, economic and cultural well being of the Far North Region. Cultural well being will be specifically linked to the Te Hiku iwi Collective and iwi authorities of the Far North.

4. In terms of accompanying information for controlled, restricted discretionary, discretionary and non-complying activities, it is critical for NRC to have accurate information that informs water quantity and limits. Te

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Hiku Collective request that NRC work with key stakeholders and iwi in the Far North to determine appropriate consultants or companies that can provide this information and a specific list is approved for use by applicants.

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4. Conclusion

4.1 In conclusion the Te Hiku Collective would like to congratulate the Northland Regional Council on the pragmatic approach to the plan and the innovation used. In particular the Tangata Whenua Values section was well written and we support the use of the provisions related to tangata whenua through out the Proposed Plan. The plan is easy to follow and we believe that our minor amendments will add further rigour to planning processes throughout the Northland Region and in particular the Far North.

4.2 The Te Hiku Collective look forward to attending the hearing for the Proposed Plan.

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Appendix 1

He Tangata, He Whenua, He Oranga – An Economic Growth Strategy for the Tai Tokerau Māori Economy

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Appendix 2

Summary of Te Hiku Social Accord and Outcomes

HE TANGATA HE WHENUA HE ORANGA FOR THE TAITOKERAU MAORI ECONOMY

STRATEGY AN ECONOMIC GROWTH 2015 FEBRUARY

HUTIA TE RITO O TE HARAKEKE, KEI HEA RA TE KORIMAKO E KO? WHAKATAIRANGITIA RERE KI UTA, RERE KI TAI UI MAI KOE KI A AU HE AHA TE MEA NUI O TE AO? MAKU E KI ATU HE TANGATA, HE TANGATA, HE TANGATA

Meringaroto, Te Aupouri

CONTENTS 10 06Foreword The08 Consortium Our Journey 14 16 18 Birth of a Strategic Te Taitokerau Strategy Alignment Maori economy

21 23Growth Path 24 Future Growth Tikanga Platform 26 38 He Ara Contributors Whakamua

5 He Tangata, He Whenua, He Oranga

February, 2015

FOREWORD

A Complete Picture Prior to 1840, Taitokerau Maori Tikanga prioritises people and were an integral player in the Papatuanuku. Iwi provide a culturally region’s economy. Their approach legitimate, regional platform for this then, as it is now, was driven by to be exercised. culturally distinct values focussed on more holistic outcomes. Their Tikanga dictates that economic pursuit of gain was purposed by growth would need to flow through the sacred obligation to uphold to whanau and translate into poverty the intergenerational wellbeing of reduction. Thus investments in people while upholding the capacity education and infrastructure may of tribal resources to sustain life. be among the most effective ways to spread and effect economic gains. Iwi led interaction will be ‘He Tangata, He Whenua, He Oranga – An Economic Growth Strategy for informed by what works the Taiokerau Maori Economy,’ has and is important for Maori enjoyed the generous support of resourcing through Te Puni Kokiri. It The degree to which these values is the first independently developed, inspire tribal endeavour has not regional Maori, tikanga based, diminished. Indeed, the adherence economic growth strategy in to these values has enabled the the country. culturally distinctiveness of Maori This strongly reflects the desire of to endure. Te Taitokerau Iwi Chief Executives The progression of Treaty Consortium to ensure the strategy claims and the steady growth of remains true to the fundamental a significant asset base represents imperatives associated with growing a prime opportunity to leverage the the Taitokerau Maori economy within collective resources and influence a context that is pono (true) and tika of iwi to create wealth and reduce (meaningful) to Maori. poverty in the region. Sir Mason Durie observes While historically iwi have that “Maori development is participated in mainstream about Maori people and if there approaches to stimulating economic is economic growth, but no growth, they have gained little to improvement in health and no benefit for their efforts as their wellbeing, then the exercise is values and priorities were subjugated of questionable value.” (M.Durie, to other agendas. For Maori to 2002) Furthermore, he surmises be successful as Maori, a tikanga that “Maori wellbeing depends on based approach is necessary. participation and achievement in

6 Maori society, not just participation To transform the region’s Maori - As the Maori economy recovers and achievement in wider society.” economy from a developing to a and moves into growth mode, (M.Durie, 2006) developed economy: it is anticipated that the Maori economy will become the key ‘He Tangata, He Whenua, He - Conversations and approaches to driver for the economic growth Oranga’ reflects these concepts economic growth both regionally and prosperity of the Northland which are critical to ensure and nationally need to change. regional economy. the strategy maintains cultural Iwi Maori must be in there as legitimacy as the first test of ‘fit a genuine partnership of equals. Business and Economic Research for purpose.’ Hence the use of What is important to Maori will Ltd (BERL) was engaged to the whakatauaki– He tangata, benefit the economy. conduct analyses of the Taitokerau he tangata, he tangata, as the Maori economy using the same - Equitable access to and standard for this strategy, reinforces methodology that was used for the investment in an education the purpose of gain for Maori. joint Crown and Maori Economic system that is future focused, It is necessary to recognise Development Strategy ‘He Kai Kei digitally enabled and proven to the significant inter -relationship Aku Ringa”. Associate Professor raise the education achievement between tangata and whenua, in Dr Manuka Henare from Auckland and engagement levels of Maori order to achieve inter-generational University carried out the peer students is an economic priority oranga. Failure to recognise and review process of this strategy. for the region in terms of growth acknowledge these principles is I acknowledge Jim Peters, Pro and productivity. taken at peril by those parties Vice Chancellor Maori for Auckland wishing to participate in and with - Maori need to gain a greater share University for funding the review. the Taitokerau Maori economy. of employment in more skilled and I would like to offer my thanks to all productive industries. parties involved in the development “Crucially this growth will - A genuine commitment by all of this strategy. As I consider the levels of government to reprioritise future Taitokerau that my mokopuna not be realised without investment in infrastructure to will inhabit and lead, I am optimistic the right leadership and make it viable to do business that this strategy will contribute to investment to create the and live in the region is needed. the reinvigoration of the Taitokerau Maori economy in a way that will - Barriers that erode the ability of environment for economic help support them to fulfil their the Maori economy to realise its stewardship responsibilities to transformation to occur.” full potential need to be removed. tangata and whenua, in a way that - There needs to be a shift from reinforces inter-generational oranga. This positions the Maori economy a consumption to an investment well as a significant growth focus. Kevin Robinson, CEO opportunity in a region with limited Te Runanga o Te Rarawa immediately realisable growth - Treaty cases that have been opportunities. Crucially this growth settled need to be prioritised On behalf of Te Taitokerau will not be realised without the right for finalisation to release the Iwi Chief Executives’ Consortium leadership and investment to create settlement assets. the environment for economic transformation to occur.

7 He Tangata, He Whenua, He Oranga

February, 2015

THE CONSORTIUM

What is the Consortium? Te Taitokerau Iwi Chief Executives’ executive level Consortium is a high trust - Attracting investment relationship forum where chief in communications and executives from iwi entities across technological infrastructure Te Taitokerau meet. It works because - Informing the Crown on crafting it is grounded in lore, based on co-productive relationships to shared whakapapa, tikanga and advance Maori history. Authority to speak on behalf - Lifting Maori participation in of the group is delegated by them education collectively. The ﬁve iwi entities who initiated With an open door policy, this project are: iwi choose to collaborate on shared outcomes as they wish - Te Runanga Nui o Te Aupouri - Te Runanga o Te Rarawa The Consortium as a collective - Te Runanga o Whaingaroa iwi operational forum for iwi chief executives is mirrored at the - Te Runanga a Iwi o Ngapuhi governance level by the Taitokerau - Ngati Wai Trust Board Iwi Chairs’ Forum, Te Kahu O Taonui - Te Runanga o Ngati Whatua which also includes Ngati Kuri and Te Runanga o Ngai Takoto has also Ngati Kahu. Thus this strategy is added its inﬂuence to the strategy’s subject to their oversight. development. Since 2001, the Consortium have pioneered collective iwi It works because it approaches to: is...based on shared - Family violence prevention and early intervention whakapapa, tikanga and - Relationships across local history. government agencies at an

He Tangata, He Whenua, He Oranga

February, 2015

OUR JOURNEY History

Te Taitokerau is a region of Maori exercised their legitimate national significance underscored “The end goal of authority of stewardship to provide by a thousand years of Maori the traditional Maori land tenure, support and protection occupation. This dates back to to European settlers; thus reinforcing the original ancestral waka to economy was to strategic relationships targeting reach our fair shores, through achieve a higher mutual economic gain. to the more recent history of standard of living, engagement between Tangata Changing Landscape Whenua and European settlers. oranga (wellness), undertaken in ... respect The 19th and 20th century post- Pre-colonisation history of the region colonisation period for Te Taitokerau recounts numerous examples of for the interdependent saw an acceleration of regional trade activity between groups of relationship between economic growth, utilising capital whanau, hapu and iwi, portraying a supplied by European settlers to traditional Maori economy premised tangata (people) and develop industries focussed on the on the sustainable management whenua (land).” exploitation of abundant natural of natural resources including resources including flax, timber, fisheries, marine mammals and horticulture and fisheries; as Along with the well- minerals; along with the conversion well as applying a clear strategy documented problems, the of cleared native forest and bush- of leveraging critical mass through arrival of European whalers lands into live-stock farms. Even shared lineage relationships. In in Te Taitokerau during the the least resource-rich areas in line with contemporary economic 17th century also heralded the Far North developed methods theory, the end goal of the traditional opportunities to grow the of extracting value from the Maori economy was to achieve a Maori economy, through new remnants of ancient kauri forests higher standard of living, described technology and access to lying dormant beneath the ground. as oranga (wellness), undertaken in global markets. Subsequently, a Also during this period, Taitokerau cognisance of and respect for the National Declaration of Sovereign Iwi, Ngati Whatua experienced interdependent relationship between Independence was established the confiscation of their traditional tangata (people) and whenua (land). by Te Taitokerau leadership and land-holdings to form what would thereafter a Treaty was entered later become the commercial hub into with Britain as the global of the country, Auckland. economic powerhouse of the time. While both the Declaration and the Treaty were constituted “ Substantial diminishment within an international legal framework, ascribing sovereign of the collective Maori rights and obligations, there land base effectively was a clear context of economic hamstrung any meaningful development associated with their purpose and intent. During growth of the Taitokerau this early period of engagement, Maori economy.”

10 At face value it appeared that the land-holdings were sold, exchanged, Over a 1000 year occupation period, mutual aspirations for economic lost and conﬁscated in a bureaucratic Te Taitokerau Maori had established growth embodied in the Treaty tangle of leases, ownership disputes, a trade-based domestic economy that were being realised. The Maori title aggregations and Government maintained a harmonious relationship population of Te Taitokerau was grants schemes. The substantial between tangata and whenua participating and in some cases diminishment of the collective Maori focussed on the achievement leading economic activities; and land base effectively hamstrung any of oranga. Within a period of less enjoyed a degree of prosperity meaningful growth of the Taitokerau than 200 years post-colonisation, as a result. The reality however Maori economy due to the lack of Te Taitokerau Maori experienced was not as bright as portrayed. capital. Compounding this situation, the systematic depletion of vast The growth of the Taitokerau banks were unwilling to accept amounts of valuable natural economy was unsustainable and collectively owned Maori land as resources; including the collective relied heavily on the exploitation collateral for development loans. land base, critical to the maintenance of limited natural resources. and growth of the Maori economy.

Consequently, Te Taitokerau “The outwards fow of Consequences included: experienced major deforestation human capital to the major - The breakdown of traditional of ancient forests, and significant social structures depletion of fisheries and marine cities contributed to the mammal resources. The kauri loss of rural leadership - Diminishment of stewardship roles gum resource was eventually and capacity to fulfl - A clear shift from economic exhausted, and the advent of independence to economic steam shipping foreshadowed traditional roles...” dependence the demise of the flax fibre industry which serviced the tall Some Taitokerau Maori chose to - An insidious state of social ships. Taitokerau land was deemed remain on their (often marginal) despondence unsuitable for the burgeoning sheep land-holdings and endeavoured to These negative impacts on farming industry of the lower-North establish economic farming units. tangata and whenua would directly and South Islands. Mineral extraction In numerous cases these Maori inevitably undermine the ability of in Taitokerau was limited to a few farmers were confounded and Te Taitokerau Maori to achieve and small areas, which did not compare undermined by poorly implemented maintain oranga. to Otago gold, West Coast coal, or Government development schemes, Taranaki oil. often resulting in additional land loss. Some Maori found work in Current Day Mass Migration beef processing factories. Others Despite being 30% of the Northland found work in the fledgling forestry population, the Taitokerau Maori The post WWII era bore witness to industry. Nevertheless, the outwards economy contributes only 13% a migration of rural Maori populations flow of human capital to the major to the Northland economy, much to Auckland at a scale never before cities contributed to the loss of of which is through government experienced by Taitokerau Maori. rural leadership and capacity to fulfil expenditure and household During this migration, traditional traditional roles of cultural, social consumption. Achievement is 60% and environmental stewardship.

11 TE KAURI E WEHI RUA, HE KAI A TE AHI THE SPLIT KAURI IS FOOD FOR THE FIRE.

12 He Tangata, He Whenua, He Oranga

February, 2015

lower for Taitokerau Maori at all pervade Taitokerau Maori whanau, no coincidence that the levels of the education system, highlighting the correlation between diminishment of the traditional which translates into lower paid, economic deprivation and the loss of authority occurred in tandem with the lower quality jobs. Statistics expose oranga (wellness). diminishment of Taitokerau Maori the continuous emigration of the economic independence. Reverse youthful Taitokerau Maori workforce In the meantime, efforts to curb logic suggests that the resurrection to Australia in pursuit of economic the economic decline and rebuild of the Taitokerau Maori economy may prosperity and oranga. Those who a strong Maori economy continue. also stimulate the resurrection of remain behind feature at the highest Parcels of collectively owned Maori traditional authority and ultimately a levels of socio-economic deprivation land and assets are successfully return to the desired state of oranga in the country, with few achieving managed by individual, joint and generated through a symbiotic inter- retirement before being afflicted by pan-iwi, hapu and whanau entities, relationship between tangata and health conditions directly associated generating commercial returns from whenua. With these things clearly with financial poverty as well as activities largely centred around the in mind, the Taitokerau Iwi Chief loss of hope. Life expectancy for three F’s of the Taitokerau primary Executives Consortium has taken Taitokerau Maori is 7-10 years less sector, namely farming, forestry and the ‘bull by the horns’ and developed than non-Maori. Predominately Maori fishing. Iwi and Hapu strive to achieve a growth strategy for the Taitokerau rural communities suffer from third- recognition and pursue compensation Maori economy. world diseases directly associated for historic injustices through the with economic deprivation. Treaty of Waitangi historic grievance settlement process. Despite the relatively marginal quantum “Statistics expose the value of the settlements, many continuous emigration of within Taitokerau hold out hope that some form of economic the youthful Taitokerau recovery might be stimulated Maori workforce to through sensible application of Australia in pursuit of these settlement assets. economic prosperity & “The resurrection of the oranga. Those who remain Taitokerau Maori economy behind feature at the may also stimulate the highest levels of socio- resurrection of traditional economic deprivation stewardship authority.” in the country.” Meanwhile, political heads Benefit dependency and crime manoeuvre through the machinations are strong indicators of economic of local and central government distress. Despite the best efforts structures in an un-ending effort of Government in partnership to reassert the legitimacy of the with Maori Health and Social cultural, social and environmental Service Providers, these and leadership which Taitokerau Maori many more negative conditions exercised in pre-colonial times. It is

13 BIRTH OF A STRATEGY

He Tangata, He Whenua, He external relationships with other Companies, to ensure relevant Oranga is proudly ‘iwi-led’, and iwi, regionally and nationally. commercial currency. The latter promotes the collective iwi When combined with statutory group have already started some approach as the appropriate Government relationships through of the preliminary discussions level of engagement at which the Te Tiriti O Waitangi, iwi become a aimed at advancing collaborative broader Taitokerau Maori economic potent force for change. Accordingly, opportunities as a result. imperatives should be addressed. the strategy is subject to leadership As the highest aggregated level oversight from the Taitokerau Iwi He Tangata, He Whenua, He Oranga of hapu and whanau, iwi are Chairs Forum, Te Kahu o Taonui; focuses on ﬁve high level strategic able to maintain vertical internal and has been developed with input interventions, intended to stimulate relationships as well as horizontal from participating Iwi Asset Holding the necessary shift in pathology required to create an environment that reinforces Maori prosperity and wellness in Te Taitokerau. A dual approach

Business Intelligence Strategic Priorities Mission

-BERL Analysis -Changing the The Taitokerau -Iwi Asset Holding conversation Maori economy Company stocktake -Growing the Maori drives the economy economic growth Tikanga-a-Iwi o -National & Regional & prosperity of Growth Plan VISION Te Taitokerau Context -A more productive Northland Goals & Actions Maori economy Generational, sustainable prosperity & wellbeing Core Values Strategic Intervention Desired Outcomes Logic—Tikanga Mahi & Success Indicators

The following diagram shows the dual approach that was taken incorporating tikanga as the basis for the vision, values and strategic intervention logic; and then applying business intelligence to generate the strategic priorities, mission, goals and actions aligned to the strategic interventions in pursuit of achieving the vision.

He Tangata, He Whenua, He Oranga

February, 2015

STRATEGIC ALIGNMENT

The strategy does not seek to plans and activities; as well as supersede or undermine individual draw relevant connections to or joint iwi, hapu or whanau other economic growth plans and led economic plans. Nor does it activities at national level i.e. He seek to replicate industry sector Kai Kei Aku Ringa; and at a regional plans. Rather, the strategy seeks level i.e. Northland Growth Plan. to apply a regional framework The strategy’s ﬁt at a local and to grow the Taitokerau Maori national level is represented in economy, to strengthen local level the following diagram.

Whanau Primary Objective Wellbeing & Prosperity

More Opportunities Population Impacts Increased Household Income Improved Education & Qualifications

Increased GDP Economic Impacts Increased Wage Levels Increased, Quality, Sustainable Employment

Reduced Barriers Leverage Critical Mass Increased Exports Industry Imperatives Increased Enablers & Collective Asset Inward Investment Improved Infrastructure Development. Increased Productivity

Local Strategic Local Government Individual/Joint Iwi Individual Industry Alignment Growth Plans Growth Plans Sector Growth Plans

Regional Strategic Northland Regional TAITOKERAU MAORI ECONOMIC Northland Industry Alignment Growth Strategy GROWTH STRATEGY Sector Development Plans

He Kai Kei Aku Ringa National Strategic New Zealand Government Crown—Maori Economic Alignment Business Growth Agenda Growth Strategy

He Tangata, He Whenua, He Oranga

February, 2015

TE TAITOKERAU MAORI ECONOMY

Maori are an important part People of the Northland economy Maori economic development is important not only for Maori, but for Northland’s overall economic performance. For the Northland economy to achieve its long-run potential growth, it must make the best use of all available resources. As they make up a large proportion of, and own a signiﬁcant asset base across key sectors in the Taitokerau economy, Maori can make a considerable contribution to the future growth of the region.

In Northland 30% of the total population is Maori. Whereas for the whole of New Zealand Maori 44,931 12,425 make up 14% of the total population. Maori live in the Maori are employed in Also, Maori make up a substantial Northland region the Northland region part of the workforce, with 23% of the workforce being Maori.

30% The Northland Maori asset base Assets for 2012 was estimated at $2.4 billion, accounting for about 15% of the total Maori assets in New- Zealand. This comprised assets of trusts, incorporations and other 2.4 Maori entities of $249 million, businesses of self-employed Maori Billion of $841 million and businesses of 11% Maori employers of $1.34 billion.

59% Self Employed Collective Assets Employers

18 At $730 million, Taitokerau Maori Adding Value businesses accounted for 13% of total Maori value added GDP in the region. Maori enterprises that made a strong contribution to overall Maori valued add in the region were in the health & community services (17% of overall Maori GDP); property & business services (14%); and 13% forestry (13%). It should be noted 87% that agriculture, forestry and ﬁshing, collectively contributed 23% to the overall value adding.

Maori Rest Of Northland 0.73 billion 5.0 billion

However, there are areas for Significant Potential Maori that require further development.

A large proportion of Maori are Maori still employed in low paid, low productivity industries

Although a signiﬁcant proportion 12 425 of the workforce are employed in in higher productive sectors such as health and community services and education there is still a large proportion of Maori in the Taitokerau 40 686 region working in agriculture (10%), manufacturing (9%) and retail trade (9%) industries. These industries Northland are associated with low incomes and historically have been more Maori make up 23% of vulnerable to economic downturns the Northland Workforce and other shocks.

19 He Tangata, He Whenua, He Oranga

February, 2015

TAITOKERAU MAORI ECONOMY

Per capita income is lower for Maori Income Maori in Taitokerau compared to the rest of Northland and Maori in the rest of New Zealand

Maori in Taitokerau had a per capita income of $15,310 compared to Northland $15, 310 $21, 971 $21,971 for the total of Northland, meaning a difference of 30% in per capita income. Comparing Maori in Taitokerau with Maori in the rest of New Zealand $18, 079 $27, 655 New Zealand they are still lagging behind at 18%.

This means that there are Maori Average opportunities to ensure that Maori play a signiﬁcant role in the Average Northland economy going forward

20 FUTURE GROWTH

With a growing Maori population, assets and moving up the value Future Position Treaty settlements and increased chain in the primary industries. growth of Maori businesses and industries, Iwi will focus on core There are potential new assets such as ﬁshing, forestry opportunities in aquaculture, and farming. eco-tourism, geothermal energy, horticulture, properties, social housing stock on a commercial “Maori will play an basis, infrastructure, water and even bigger role in the waste management, water storage and irrigation, honey, mineral Northland economy.” extraction and management of underutilised Maori freehold land. However, future opportunities will This means that Maori will play include more productive use of an even bigger role in the wider Northland economy.

It’s important to create a balance Maori in Taitokerau have a strong Creating Balance between growing the Maori asset base and the extent to economy (where it has signiﬁcant which the Maori asset base is potential) to ensure that the likely to grow over the coming existing high value part of the Maori years is therefore likely to be economy becomes even more strongly inﬂuenced by the ability HE competitive and productive. of Maori ahu whenua trusts, TANGATA incorporations and Iwi asset holding entities to diversify their People activities; and the ability of Maori to gain a greater share of employment in more skilled and productive industries.

HE Future economic growth should WHENUA create a balance between people, Planet assets and developing businesses and participation in the economy. These elements need to be in harmony to ensure that the Maori economy grows sustainably as well HE as ensuring that the Maori economy ORANGA is both competitive and productive. Profit

He Tangata, He Whenua, He Oranga

February, 2015

GROWTH PATH

The Taitokerau Maori Economy shows both the characteristics of a developing economy and a developed economy. This means that the policy responses should be tailored to support both parts of this complex economy. Three priorities emerge from the analyses of the Taitokerau Maori economy that act as compass settings for its future economic growth

Already significant contributors, and a politically correct “add-on” Changing the Taitokerau Maori have the potential is slowly changing. This requires to substantially increase their a new pathology of engagement conversation contribution. For whanau to secure with and by Taitokerau Maori meaningful work and enjoy the same leaders. For the Taitokerau Maori income levels as the average Kiwi, economy and the region to realise an environment needs to be created and enjoy its economic potential, that enables this to occur. Maori need to lead the change in the conversation. Investment targeted towards the priorities identified “Maori need to lead for the Taitokerau Maori economy the change in the offer a massive opportunity to conversation...” radically alter the economic profile of the region. Importantly for this to happen, the leadership across the The perception that Maori are an full macroeconomic spectrum needs obstacle to economic progress to be right.

To grow the Maori economy there ultimately leading to increased Growing the should be a signiﬁcant effort towards household income and wellbeing. broadening Maori contribution from Increased household income can Maori economy salaries, wages and consumption only be achieved through growth to all levels of the economy, in productivity levels.

Apart from growing the Maori economy. The productivity level A more competitive economy the focus should also also determines the rates of be on making the economy more return obtained by investments Maori Economy competitive. Competitiveness is in an economy, which in turn are deﬁned as the set of institutions, the fundamental drivers of its policies, and factors that determine growth rates. the level of productivity of a region. The level of productivity, in turn, In other words, a more competitive sets the level of prosperity that economy is one that is likely to can be reached by the regional grow faster over time

23 He Tangata, He Whenua, He Oranga

February, 2015

TIKANGA PLATFORM

He Tangata, He Whenua, He Oranga Tikanga Matters is premised on a hierarchy of tikanga principles and values to achieve long run economic prosperity.

Uppermost is the sanctity of life because of its divine origins. Thus MANAAKITANGA KAITIAKITANGA the obligation to uphold the mana The sacred obligation to look after people The sacred obligation to protect Papatuanuku and wellbeing of people and the life supporting capacity of Papatuanuku HE ORANGA in perpetuity is non-negotiable. Generational and sustainable economic wellbeing and prosperity These sacred obligations shape the purpose of Maori economic HE TIKANGA TAPU endeavour; generational and Three Sacred Principles of Conduct sustainable economic wellbeing i.e. he oranga. TIKA PONO AROHA What is right, ﬁtting and worthy How reality arrives at the truth. Compassion for others Tikanga tapu sets out the values of tapu. (We are tapu by virtue Pono demands the highest that govern conduct. Tikanga of our divine creation) level of integrity and discipline mahi as deﬁned in the table are the elements of Maori best TIKANGA MAHI practice that will be used to drive the execution of the strategy. MANA WHAI PONO MATAURANGA WHAI RAWA MAHI NGATAHI

The exercise Applied Whanau Tikanga based Equitable, This tikanga template is a cultural of authority knowledge capability to entrepreneurial principled lens and an interwoven whariki of and inﬂuence and innovation realise their full leadership collaborations values, principles and practices that to create an to inform best potential and and prudent accelerating form the fabric for He Tangata, He environment practice & create legacies investment the growth and for the Maori decision making of enduring platforms that productivity of the Whenua, He Oranga economy to grow to generate wellbeing and increase the Maori economy and prosper sustained growth prosperity real value added and productivity to the Maori of the Maori economy. economy. INFLUENCE CREDIBILITY CAPABILITY CAPACITY COLLABORATION

24 The ﬁve tikanga mahi strands create Tikanga Driven Growth a platform of strategic interventions that will be used to disrupt the status quo and create an environment for the Maori economy to grow. - Mana is the assertion of inﬂuence to advocate for a political and policy setting that enables the ADVOCACY Maori economy to grow. & POLICY - Whai pono is the pursuit of growth from an informed MANA evidence based position. - Matauranga builds the capability RESEARCH and capacity for whanau to & INNOVATION create their own intergenerational wellbeing and independence. WHAI PONO - Whai rawa is the leadership platform of cultural and commercial excellence to build EDUCATION intergenerational equity. - Mahi ngatahi collaborates with trusted friends of similar ideologies MATAURANGA to pursue shared outcomes. Tikanga applies across all levels of LEADERSHIP Maori social order. With whanau PLATFORM being the most fundamental unit, He Tangata, He Whenua, He Oranga is in essence whanau-centric. This WHAI RAWA template could be replicated at a whanau, Hapu or Iwi level yet still be COLLABORATIVE relevant and transformative in terms GROWTH of wellbeing. A consistent, coordinated and MAHI NGATAHI collective leadership platform is needed to pursue and actualise the Strategic interventions goals articulated in this strategy

Tikanga base With the tikanga template in place, the next pages plot the pathway of targeted actions that are needed for growth to occur in an enduring way.

25 OUTCOMES A political & Taitokerau iwi economic landscape become the main that enables & wants repository for the the Maori economy knowledge of & to prosper the access to the Maori economy of Taitokerau

INDICATORS ENABLING GROWING ECONOMIC & KNOWLEDGE POLICY BASE ENVIRONMENT

INTERVENTIONS ADVOCACY & RESEARCH & POLICY INNOVATION

TIKANGA MAHI MANA WHAI PONO - influence -credibility

TIKANGA BASE HE ARA WHAKAMUA Whanau are Visionary, trusted Principled, equitable achieving to their leadership with the collaborations that potential, engaged cultural integrity & accelerate sustained in meaningful work, the business acumen growth & productivity live independently to grow the Maori of the Maori economy. & with dignity economy and create Thus doubling its the environment for contribution to the whanau to prosper region's economy

IMPROVED INCREASING INCREASING PARTICIPATION VALUE ADDED INCOME PER & CONTRIBUTION CAPITA

EDUCATION & LEADERSHIP COLLABORATIVE PROMOTION PLATFORM GROWTH

MATAURANGA WHAI RAWA MAHI NGATAHI -capability -capacity -collaboration

VISION MISSON STATEMENT GENERATIONAL, SUSTAINABLE THE TAITOKERAU MAORI ECONOMY PROSPERITY AND WELLBEING DRIVES THE ECONOMIC GROWTH AND PROSPERITY OF NORTHLAND

He Tangata, He Whenua, HE ARA WHAKAMUA He Oranga February, 2015 Ki te kahore he whakakitenga, ka ngaro te iwi, Without foresight and vision, the people perish.

Advocacy & Policy

For the Taitokerau Maori economy to grow and be competitive, Maori as signiﬁcant contributors to the region’s economy, need to be involved in shaping the economic framework and infrastructure that will enable this to occur in a sustainable and equitable way.

Maori represent a signiﬁcant part of the region’s demographic and their potential to radically improve the value added to the economy cannot be understated. Yet this cannot be realised when Maori are excluded from meaningful economic development conversations in a respectful and equitable way.

DESIRED OUTCOME:

A political and economic landscape that enables and wants the Taitokerau Maori economy to prosper

SUCCESS INDICATORS:

- Policies and legislation - Money invested to progress Maori economy - Improved infrastructure - Tailored ﬁnancial instruments and services

GOALS ACTIONS

Te Taitokerau Iwi Chief Executives’ - Develop co-productive relationships with Iwi, Govt. Agencies, Consortium establishes an expert Local Government and Maori businesses fostering high trust advocacy base for the Taitokerau engagement and information sharing. Maori economy - Conduct stocktake of economic development policy and strategies to inform advocacy and policy development requirements.

- Inﬂuence and inform inter-sectoral policy direction and decision making at regional and national levels.

Iwi exercise critical inﬂuence on - Advocate for the reprioritisation of investment in the development of appropriate infrastructure that accelerates the growth of the infrastructure to support regional Taitokerau Maori economy. economic growth

Maori are effectively represented in - Pursue more effective central and local government central and local government representation and engagement that is consistent with the ﬁnding by the Waitangi Tribunal that sovereignty was not ceded by Maori in Te Taitokerau.

29 He Tangata, He Whenua, HE ARA WHAKAMUA He Oranga February, 2015

Research & Innovation

Having access to quality information is critical to informing strategies and decision making across the strategic action areas, ensuring effectiveness and measuring their impact.

Innovation arises when change is needed. This is evident when the current approaches fail to bring the results that are required. When competing in a highly competitive global market, constant innovation is crucial.

Harnessing the comparative advantage of the Maori cultural edge and securing the intellectual rights to use them, also forms part of the knowledge base.

DESIRED OUTCOME:

Taitokerau Iwi become the main repository for knowledge of and access to the Taitokerau Maori economy

SUCCESS INDICATORS:

- Innovative, tikanga & evidence based strategies and best practice models - The Iwi CE Consortium is used by agencies, Iwi Authorities and investors to promote the Taitokerau Maori economy

GOALS ACTIONS

The Taitokerau Iwi Chief Executives’ - Develop and implement a research strategy aligned to the Consortium establishes an expert priorities and outcomes of the Taitokerau Maori Economic knowledge base and repository for the Growth Strategy. Taitokerau Maori economy. - Secure values-based partnership agreements with preferred research entities, CRI’s and relevant Govt. Agencies.

Shifting the proﬁle and lifting the - Align research strategy objectives with industry sector productivity of the Maori asset base is requirements to inform investment in existing, and new supported through quality innovation opportunities; and innovation.

The Taitokerau Maori economy is - Undertake ﬁnancial modelling to identify viable opportunities a viable and attractive investment and approaches to generating improved returns through proposition commercial collaboration. - Identify and plot undeveloped freehold Maori land across Taitokerau to establish quantum, location and potential of the land estate.

He Tangata, He Whenua, HE ARA WHAKAMUA He Oranga February, 2015

Education & Promotion

Whanau are the biggest contributors to the Maori economy yet they earn $143/week less than non Maori. Research suggests that gaining the equivalent of level 2 NCEA is associated with an increase in average weekly income of $55/week. That makes education an economic priority.

Yet the education system does not work for all Maori. The statistics bear this out. The current models of education need to be revolutionised to inspire a love for learning and to value and realise Maori potential. Concurrent with the need to create well paying jobs, is the obligation to ensure that Maori are competitively positioned to take advantage of those positions.

Vocation-based learning needs to be offered earlier and more consistently in all secondary schools to prevent young people disengaging from education. Programmes such as Youth Guarantee have been successful, however the age restriction of 16 years and over is too old with many young people (particularly Maori students) disengaging far earlier.

Cultivating a culture of ﬁnancial literacy and savings within whanau will generate an exponential shift in tide in generational wellbeing and independence.

DESIRED OUTCOME: Whanau are achieving to their potential and are engaged in meaningful work and live independently with dignity

SUCCESS INDICATORS: - Improved education, housing, employment and health outcomes - Universal skillsets - Improved savings and equity rates and average Maori household income - Access to internet

32 GOALS ACTIONS

An increase in Maori engagement and - Identify and support successful future focused models of achievement in formal education from education that are proven to work for Maori as Maori; and early childhood through to tertiary create improved opportunities for viable future career choices within the Taitokerau Maori economy.

- Promote vocation based learning like Youth Guarantee and Trades Academies for students from Year 9 onwards with more ﬂexibility of funding between schools and tertiary institutions encouraged.

An increase in the ability of the - Conduct skill needs analysis (supply vs demand) to: Taitokerau Maori workforce - Determine future labour demands. to contribute to the growth - Inform engagement with education and vocational and competitiveness of the providers to develop appropriate training and Taitokerau Maori economy qualiﬁcation pathways.

Maori whanau shift from - Establish partnerships with appropriate providers / banking consumption mode to a sector to deliver ﬁnancial literacy programmes to Maori stronger focus on investment whanau.

- Encourage Maori whanau to enrol Maori children into Kiwi- saver superannuation schemes from birth.

- Investigate models and partnerships that will generate improved access to education funds for Taitokerau Maori whanau.

33 He Tangata, He Whenua, HE ARA WHAKAMUA He Oranga February, 2015

Leadership Platform

Having the right leadership in place with the skill, energy and integrity to generate the shift that is required, is the ﬁrst step.

The challenge when exercising leadership in the Maori Economy is that for Maori, success is more broadly deﬁned. Thus the option to pursue economic gain at any cost is not available to Maori within the constructs of tikanga. This does not constrain entrepreneurship, but describes the complex mix of entrepreneurial and cultural intelligence that Maori bring to the economic landscape.

With Treaty settlements pending in the next few years, Iwi / Hapu entities are shifting focus and repositioning their energies to strengthen the economic base of their people and their cultural estate. This translates into economic growth and productivity for the region as well.

DESIRED OUTCOME: Visionary, trusted leadership with the cultural integrity and business acumen to grow the Maori economy and create the environment for whanau to prosper.

SUCCESS INDICATORS: - Increased real value balance sheet & returns - % ownership of GDP pie - Structures ﬁt for purpose - Mentoring and entrepreneurial development - Right people in the right job - Professional / Leadership development and succession

34 GOALS ACTIONS

- Have the courage and integrity to retain only the best mix and Principled, cohesive Taitokerau Maori placement of astute business and cultural servant leadership leadership with the entrepreneurial to work cohesively in the singular pursuit of the economic capability and cultural acumen to wellbeing and aspirations of Taitokerau Maori. realise the potential of the Taitokerau Maori economy. - Develop a culture of leadership excellence and succession through provision of mentoring, professional development, internships and pathways for iwi ‘stars’ to share their talent and resources to advance the Taitokerau Maori economy.

- Actively promote the role and signiﬁcance of the Taitokerau Maori economy in relation to the Northland economy.

Organisational and governance - Develop and institute open and transparent accountability frameworks augment the growth systems that people understand and trust. and competitiveness of the Taitokerau Maori economy - Investigate and apply models of business and structural excellence to achieve continuous improvement of the Taitokerau Maori economy.

Build the intergenerational strength, - Challenge the Crown to prioritise and expedite the passage vitality and performance of the of settlement legislation for any Treaty cases that have been Taitokerau Maori economy and its settled with Hapu/Iwi as a regional economic priority. contribution to whanau wellbeing - Implement investment and distribution policies that ensure gains from collective Maori assets ﬂow through to whanau wellbeing.

- Review and shift the proﬁle of the current Iwi asset base to improve performance and value; and facilitate horizontal and vertical diversiﬁcation across sectors; and investment in emergent opportunities.

35 He Tangata, He Whenua, HE ARA WHAKAMUA He Oranga February, 2015

Collaborative Growth

Working collaboratively is an inherent part of Maori success in a Maori way. It also makes sense.

To achieve the scale, scope and momentum for the Maori economy to be competitive within the global and local markets, collaborative approaches are crucial. The estimated value of the Taitokerau Maori asset base is $2.4bn. The commercial assets held by the iwi entities form part of this ﬁgure.

Iwi collectively in Taitokerau bring mana, cultural legitimacy, critical mass and inﬂuence to the economic development table.

DESIRED OUTCOME:

Principled, equitable collaborations that accelerate sustained growth and productivity of the Taitokerau Maori economy, doubling its contribution to the regional economy.

SUCCESS INDICATORS:

- Growth and diversity of market portfolio - Shift to high value, high yield, low impact portfolio - Increased income per capita for Maori - Improved market access and share

GOALS ACTIONS

Collaboration within the Maori - Investigate collaborative options to leverage existing economy accelerates growth and portfolios and current sector interests of collective Maori leverages competitive advantage assets including those in ownership of Iwi Asset Holding and cultural edge Companies i.e. ﬁsheries assets.

- Develop mechanisms to achieved enhanced access to: - Tailored competitive ﬁnancial services and support. - Advantages through increased scale and scope. - More high value, high yield, sustainable sector opportunities and markets. - Spread of risk and cost to pursue opportunities beyond the scope of individual holdings.

Collaboration with Government, - Establish meaningful collaborative arrangements with community agencies and industry central, regional and local government and industry sector sector bodies enhances the growth groups; including involvement in the development of the and competitiveness of the Taitokerau Northland Regional Growth Strategy. Maori economy

WITH THANKS TO

Te Taitokerau Iwi Chief Production and Design Teresa Te Pania Ashton Executives’ Consortium Hemi Toia Te Kani Price Walter Wells John Marsden Te Runanga o Ngati Whatua Paul White

Jim Smillie Bruce Young Ngatiwai Trust Board

Allen Wihongi Investment Partner Te Runanga a Iwi o Ngapuhi Te Puni Kokiri Raiha Fredricsen Te Runanga o Whaingaroa Northland Inc for working with the Consortium to support the launch

Kevin Robinson and implementation of “He Tangata, Te Runanga o Te Rarawa He Whenua, He Oranga”. Rangitane Marsden Key influencers and The A teams for Ngati Whatua, Te Runanga o Ngai Takoto contributors Ngapuhi and Te Rarawa for their administrative support during the Mike Stevens development of the strategy (Pat Te Runanganui o Te Aupouri Leigh Auton Murray, Tara Rawiri, Anaru Kaipo and Carol Berghan Rohario Te Wake). Harry Burkhardt Haydn Edmonds Project and Writing team Naida Glavish Manuka Henare Kevin Robinson Tepania Kingi Contract Convenor Paul Knight Rangimarie Price Project Manager and lead writer Eru Lyndon Stephen Allen Katie Murray Writer and Contract Manager Jim Peters Hillmare Schulze Haami Piripi Advising Economist Allan Pivac Hugh Dixon Advising Economist George Riley Raniera (Sonny) Tau

HE TANIWHA KEI TE HAERE MAI, KO ONA NIHO HE HIRIWA ME TE KOURA. KAUA E MATAKU ITE HIRIWA ME TE KOURA ENGARI KAUA E TUKU ITE HIRIWA ME TE KOURA HEI ATUATANGA MOU.

THERE IS A DEMON ON ITS WAY AND IT IS A DEMON WITH TEETH OF SILVER AND GOLD. FEAR NOT THE SILVER AND GOLD JUST DO NOT ALLOW IT TO BECOME YOUR GOD.

Aperehama Taonui.

Te Hiku o Te Ika Submission

Northland Regional Council Regional Plan Consultation November 2017 TE HIKU: Success Looks Like… 3-Main Priorities Summary of Causal Factors (2014) 1

Te Hiku Iwi Development Trust Social Accord Priorities Report

Mereraina Piripi Wendy Henwood

July 2015 2

CONTENTS

1. Executive Summary 3 Recommendations

2. Introduction 7

3. Background 7 Te Hiku Iwi Development Trust Social Accord Well Being report 2014 Historical Context

4. Methodology 10 Analysis purpose and scope Process Prioritisation framework The better business case model Value for money

5. Causal Analysis 13 Contributing factors logic model

6. Moving forward on three priority areas 14 Maximising Te Hiku potential Lifelong learning Mana oranga

7. Conclusion 29

8. Recommendations 30

9. References 31

10. Appendices 32

1. EXECUTIVE SUMMARY

“Māori development is the expansion of the capabilities of Māori to lead the kind of lives they have reason to value” Manuka Henare, 2015

This purpose of this report is to provide the framework and description of the areas that Iwi have prioritised for future Iwi/Agency collaboration and investment in Te Hiku o Te Ika. This report also identifies areas for working together that allow greater Iwi input and leadership, with a view to achieving greater wellbeing for Te Hiku Iwi. Some of these proposals challenge traditional relationships between Iwi and agency, and may require further collaboration to achieve a common understanding of the perceived value from both an Iwi and Agency perspective. Reversing 175 years of deeply entrenched social disparities and intergeneration poverty won’t be easy. Crown investment in the social wellbeing of Te Hiku is substantial, yet statistical analysis of Te Hiku wellbeing tells a devastating picture of disparities between the wellbeing of Maori and Non-Maori. Although Agency efforts to date have not achieved an improved state of wellbeing for our people, there is much hope that a commitment to the Social Accord from Crown and Iwi, will create relationships and opportunities that achieve long term and systemic change.

The method used to form priority areas was made of two parts. A causal analysis of the inaugural Te Hiku Well Being Report released in 2014 by the Te Hiku Iwi Development Trust provided a logic model of causal factors that attribute to the key Social Issues Te Hiku faces. The Wellbeing report provided a Te Hiku focussed snapshot based on statistical data from a number of sources and was framed around the seven outcomes within the social Accord:

Consultation with Iwi Governance allowed us to gain insight to the priorities of our Iwi members at a ‘grass roots’ level, and ask the question ‘What would work better for us?’. The karanga was clear and consistent, they want jobs, relevant education, better health and housing, more importance placed on their Maoritanga and a self-asserted Mana. Iwi members also offered a range of strategies and solutions to achieving these priorities.

The priorities that have been developed and the suggested strategies for Iwi and Agency collaboration will determine how Iwi can fully engage with Agencies who have signed the Social Accord. This report provides a framework in the form of business cases for actions to improve the wellbeing status of Te Hiku whanau, hapu and iwi. The business case framework allows agencies of the Crown and other Agencies who sign up to the Accord to participate in the development of a robust plan towards long term and systemic change that creates the social outcomes within the Social Accord.

Key points

1. The information in the Wellbeing Report is a reflection on the historical context and an ongoing analysis of causal factors expressed as intergenerational poverty and inequality, between Māori and non-Māori and among Māori in Te Hiku, across all aspects of wellbeing. Key findings included:

A significant portion of Te Hiku Iwi members living within the rohe are enduring social and economic hardship. Over half of Te Hiku Iwi members live on incomes of less than 60% of NZ’s median income (a recognised measure of poverty). All twelve Te Hiku Census area units had census deprivation scores between 8 and 101. North Cape, Kaitaia West, Kaitaia East and Hokianga North had scores of 10, the highest level of deprivation in Aotearoa. Te Hiku suffers from an economically deprived environment with limited employment opportunities. Only 49% of Te Hiku Iwi members living in the Rohe are in part-time or full time employment and employment rates decreased from 2006 to 2013. Much of the Māori engagement in the economy is through welfare and household spending. Maori make up 72% of those receiving main benefits in Te Hiku and 84% of sole parents receiving benefits. A large proportion of Te Hiku Iwi members living in the rohe have low educational achievement levels. In 2012 only 58.3% of Maori left school with NCEA level 2 and 40% of Te Hiku Iwi members have no formal qualification. Cultural identity is an important factor to learning and success. 2012 school leaver results show that students at Maori Medium Secondary Schools are achieving greater results than Maori in mainstream schools. Northland Maori place greater importance on Maori culture. Statistics for Maori health are consistently poor. Maori in Te Hiku experience the onset of long term and chronic health conditions about fifteen years earlier than Non-Maori. The prevalence of obesity, smoking, hazardous drinking, tooth decay, diabetes and asthma is disproportionately higher for Maori in Northland. The poor state of Te Hiku Māori health impacts on the ability to participate in education and employment. Maori housing needs are not being met. In 2013, 5.8% of rural households were affected by over-crowding. Only 45.9% of Te Hiku Maori living in the rohe own the house they live in, and household ownership rates are decreasing. Although there are few statistics to demonstrate the quality (or lack of quality) of homes Maori Whanau in Te Hiku live in, it is widely acknowledged that Maori who live in sub-standard housing face many challenges when trying to borrow money to purchase, build or repair a home on Maori land. Iwi members frequently suffer from the extensive consequences of high crime and offending rates. The Far North has a higher rate of substantiated child abuse than the National rate, and 82 Te Hiku Tamariki were in statutory care at the time of writing the report. Maori are over-represented in the Justice and Corrections system, with 68% of those prosecuted in the Kaitaia District court being Maori.

2. From the seven outcomes identified in the Well Being report three priority areas have emerged for development as ‘business cases’. This framework includes context, a breakdown of focus areas, the future state, strategies and key indicators. The framework also traverses the issues of partnerships, cost, and social savings. The following priority clusters incorporate all seven Accord outcomes:

Priority one: Maximising Te Hiku potential; This priority incorporates the outcomes Whanau ora and Whai Rawa

1 Deprivation score; scale of 1 – 10 with 10 indication the highest deprivation 5

Focus areas; Investment, Opportunity, Employment Future state Te Hiku o Te Ika Iwi have a secure standard of living comparable to the New Zealand population as a whole. Members of Te Hiku o Te Ika Iwi are engaged in a diverse, progressive and sustainable economy.

Priority two: Life-long learning; This priority incorporates the outcomes Matauranga and Mana Māori Focus areas; Quality of learning, Te Reo me nga Tikanga Future state Te Hiku o Te Ika Iwi are well educated and skilled people who contribute positively to society and their own wellbeing. Te Hiku o Te Ika Iwi have a strong and vital culture, history, language and identity.

Priority three: Mana Tangata; This priority incorporates the outcomes Hauora, Whare Ahuru and Tu-Rangatiratanga Focus areas; Hauora, Whare Ahuru, Tu-Rangatiratanga. These three focus areas encompass the physical aspects of wellbeing that affect the ability of Maori to engage in meaningful education or employment. Future state Members of Te Hiku o Te Ika Iwi are addressing their health needs in a holistic way, and accessing health services that are appropriate to their needs and culture. Te Hiku o Te Ika Iwi are living in healthy and secure environments that are appropriate to their needs and culture. Te Hiku o Te Ika Iwi are living in a safe and just society where there is respect for civil and democratic rights and obligations.

3. A common theme presented is the strategy for Agencies to incorporate Iwi plans and aspirations into their own high level strategic objectives and operationalise these objectives through the development and administration of policy and process. This will require:

A collaboration between Iwi and Crown agencies to develop comprehensive business plans based on the priorities and strategies that Iwi set out A collaboration between Iwi and Crown Agencies to conduct policy and process design and review Crown Agency to be accountable to Iwi for expected outcomes Increasing skills, capacity and opportunities for iwi in policy positions

4. There is a common understanding among iwi that to make a real difference to the current status of wellbeing in Te Hiku, a radical change of approach by agencies and providers is needed – a new direction and not ‘business as usual’. Making a difference will require change at all levels – national, regional, local.

5. Te Hiku Settlement that is about to be legislated offers opportunities and gains for each Iwi as well as the collective.

6. The environment (Taiao) has not been specifically included in any of the Social Accord outcomes. However it is recognised by Iwi that the health of the environment is integral to the health and wellbeing of our people; for Te Hiku working to ensure Manaaki of the Taiao is a necessary component of each of the three Priorities.

7. Although the strategies in this report focus on Iwi collaborative relationships and influence with Crown Agency, there is much opportunity for Iwi to maximise collective gains both financially and socially by working together.

Recommendations 6

Adopt the three priorities presented; Maximising Te Hiku potential, Life-long learning, and Mana Tangata. Work with the Crown on strategies outlined in this report. Plan for participation in Cross Agency working groups to develop business the cases into comprehensive business plans, using the better business case model. There is still work to be done to build a sound business case with comprehensive understanding of synergies and alignments at a national and local level, and analysis of cost and social savings. Work with Government departments to ensure data collected meets iwi needs. Review the current outcomes of the Social Accord and in particular the need to include Te Taiao either specifically or as an underpinning principle across all outcome areas. Strengthen Iwi relationships with vocational, education and employment sectors to incorporate Iwi aspirations Communicate the purpose and activities of the Social Accord with the wider Te Hiku community, and potential strategy partners to ensure participation in Iwi strategies. Implement recommendations from the review of the Te Hiku Iwi Social Development Trust that strengthen Iwi collective approach to progressing the Social Accord. Renew efforts to engage the Ministry of Health in the Social Accord.

2. INTRODUCTION

The Te Hiku Well Being Report was prepared under the auspices of the Social Development and Well Being Accord (the Social Accord), as a snapshot of the state of the rohe, based on statistical data from a number of sources. Following its release in 2014, a group (the Roopu) was appointed by Te Hiku Iwi Development Trust (the Trust) to analyse the data and identify key priorities to pursue through the relationships and commitments within the Social Accord during the next phase of implementation. The focus of this work was on understanding the causal factors associated with the current status of Well Being in Te Hiku and providing an evidence base for identifying and strategising high priority areas. The analysis work was undertaken during the December 2014 – June 2015 period and involved meetings with the Trust and its constituent iwi.

This report begins with the background to the Trust, the Social Accord and the purpose of the Well Being Report. This is followed by a methodology section which outlines the analysis approach and process. The final section identifies three priority areas and offers strategies for change.

3. BACKGROUND

Te Hiku Iwi Development Trust

Four Te Hiku o Te Ika (Te Hiku) iwi met during the Treaty claims process as a vehicle to work together on issues where collaboration would enhance the outcomes and maximise resources of settlement. The Trust was subsequently established in 2012 and provided for each iwi to designate two representatives. Currently membership comprises representation from the iwi of Te Rarawa, Ngāi Takoto, and Te Aupōuri (with Ngāti Kuri and Ngāti Kahu having the ability to join when they are ready).

Whilst advocating iwi rights, interests and priorities, the focus here is in the context of the wider and strategic interests, shared development and wellbeing priorities of the Te Hiku iwi collective. The participating Iwi have identified three agreements, the Social Accord, the implementation of settlement redress relating to Te Oneroa-a-Tohe, and the Korowai for Enhanced Conservation as priorities. It is expected that other areas will be delegated to the Trust in the future where it makes strategic sense.

Social Accord

The Social Accord between Te Hiku Iwi and eleven Government agencies was signed on the 5th February 2013. Negotiated as part of the Te Hiku o Te Ika Treaty Settlement to address the Crown’s historical failure to ensure meaningful participation by iwi in social and economic development in the rohe, the agreement provided a one-off implementation contribution to each iwi and allowed for participation of all five Te Hiku Iwi. The acknowledged failures of the Crown have over time, led to the emergence and entrenchment of severe disparities in many domains of life including overall wellbeing in Te Hiku.

The Social Accord involves relationships and participation at three levels:

Contractual agreements: Memoranda of Understanding among Te Hiku Provider groups and Te Tai Tokerau Government agencies. Te Kahui Tiaki Whanau: the operational level involving Te Hiku iwi post settlement governance entities, CEOs and senior staff working alongside Government CEOs and senior staff. Kaupapa Cluster groups have been established to work on specific issues. Te Taumata Rangatira: involving annual hui with Te Hiku Iwi governance members and Crown Ministers, and a report to the Cabinet Social Policy Committee.

The framework for the Social Accord’s long-term vision to improve the lives of Te Hiku people included seven wellbeing outcomes: Whanau ora (secure standards of living), Matauranga (education and skills), Mana Māori (culturally strength), Hauora (health), Whare Ahuru (good housing), Whai Rawa (economic security and sustainability), Tu Rangatira (respect and safety). It is acknowledged that the Social Accord will evolve and change over time in order to remain relevant. A requirement of the Social Accord was to produce a Te Hiku Well Being Report containing rohe specific baseline data across the seven outcomes, and to repeat at five-yearly intervals to monitor progress and change. Social Accord Structure

Source: Te Hiku Well Being report 2014

The Te Hiku Wellbeing report

The inaugural Te Hiku Well Being Report released in 2014 by the Te Hiku Iwi Development Trust provided a snapshot of the rohe based on statistical data from a number of sources. The report consolidated Te Hiku-specific information and evidence and presents a bleak picture of social disparities in the rohe. Based on the seven outcomes of the Social Accord, the Wellbeing report demonstrated the interconnectedness of the outcomes the Social Accord sets out to achieve, and the factors which contribute to the current state. It concluded that without education and skills it is difficult to achieve economic security, and that without economic security whanau find it difficult to stay well housed, healthy, culturally connected, respected and safe. The evidence within the report, and the analysis of the information within the report has been used as a basis to inform this report and the priorities that emerge.

4. METHODOLOGY

Analysis purpose and scope

This purpose of this report is to provide the framework and description of the areas prioritised for future Iwi/Agency collaboration and investment in Te Hiku o Te Ika. The Social Accord requires a blue print that is Iwi led, in order to achieve long term and systemic change.

The scope of the work included an analysis and assessment of the underlying issues/causes highlighted in the report, the identification of the priority areas to commence the implementation phase, and the development of a business case framework. 9

The diagram below outlines the process and shows how the function of the report is designed to meet the overall needs of Iwi participation in the Social Accord

Process

A series of consultation hui were facilitated with Iwi governance groups of Te Rarawa (19th March 2015), Te Aupouri (18th April 2015), Ngati Kuri (16th May 2015), and Ngai Takoto (22nd May 2015) to discuss the findings of the Well Being report and to obtain iwi views about:

Priorities for the Social Accord and for Te Hiku Iwi Possible strategies at a policy/process level that Iwi could pursue

The Roopu reported back to the Trust on a monthly basis, at the regular Trust hui, and also sought advice from the Chair and other Trust members where necessary to content or delivery of the report.

The Stage One report was presented to the Trustees by the Roopu (28th March 2015), outlining the over-arching issues that pertained to the current state of each outcome, and an analysis of the causal factors that contributed to the key issues. It also included methods for prioritisation for Trustees consideration.

The revised Stage One report identified the key priorities that emerged from the analysis and Iwi consultation, focus areas within those priorities and refined strategies and solutions for each of the focus areas. Once all feedback was incorporated, a workshop was held with the Trustees. The aim was to explore and reach a common understanding of the context for the current status of wellbeing in Te Hiku, confirm the focus on priorities suggested for the implementation phase, and to test the framework for the draft business case.

Further refinement of the priority areas, strategies and actions, and key considerations for the business case have been incorporated into this final report, and recommendations made for the next phase of implementation.

The draft final report has under-gone peer review before presentation to the Te Hiku Iwi Development Trust by Haami Piripi (Chairman of Te Runanga o Te Rarawa and former Chair of Te Hiku Iwi Development Trust) and Tim McCreanor (Whariki Research Group, Massey University).

Prioritisation framework

From the analysis of the Well Being Report and wider input from iwi on priorities and strategies, a number of key issues stood out. In order to prioritise the issues for action and to build business cases, the following framework was applied:

Identification of the over-arching issue and its key causal factors Identification of broad priorities that encompass the key issues and causal factors, Focus areas and strategies that enable strong Iwi leadership and engagement with the Crown. Alignment of Priorities, focus areas and strategies to the Strategic objectives of the Development Trust, Te Hiku Iwi strategic objectives and Social Accord outcomes Strategies that challenge the traditional relationships between Iwi and the Crown and seek to achieve long term systemic change Key indicators that would be used to measure and monitor progress over time A framework for collaboration with Agency, service providers, business organisations and other community organisations to develop cross-agency business cases for each of the priority focus areas

The ‘better business case’ model

The better business case model has been selected as the most beneficial format to progress cross-agency and Iwi strategies. The better business case model, which has five key components, has been adopted by Treasury as good practice approach to making funding decisions (www.treasury.govt.nz).

The better business case model is described as “a systematic way for stakeholders to think and work together to build a business case, with fit for purpose analysis which gives confidence to decision makers” (Treasury, 2015)

The benefits of the model are:

Establishing a clear need for intervention - a case for change Setting clear objectives – expectations from the investment Considering a wide range of potential solutions - ensuring an optimal balance of benefits, cost and risk Putting the arrangements in place to successfully deliver the proposal (www.treasury.govt.nz)

Source: www.treasury.govt.nz

Value for money in a Te Hiku context

Value for money can be defined in many different ways depending on the context it is used, and the key stakeholders involved in the process. In the context of Te Hiku wellbeing, value for money needs to recognise the unique and specific needs of each stakeholder involved, in this case the government agencies and Iwi groups. A successful business case will require a common goal that defines a shared view of value for money,

Iwi are looking for long term, systemic change and outcomes for their people, however in order to do this Iwi will need to have a clear understanding of what the financial inputs to Te Hiku are. Government need evidence that their investment in social development is making maximum impact, and they see a reduction in the social cost of poor wellbeing. Working together creates an opportunity for a transformed Te Hiku state of wellbeing that meet the needs of both Crown and Iwi.

5. CAUSAL ANALYSIS

Historical Context

An analytical focus for social development draws on an historical perspective to understand the cause and effect phenomena identified in the Te Hiku Well Being Report 2014. In order for there to be a real ‘social change’ and ‘wellbeing’ for Te Hiku and of our nation Aotearoa/New Zealand, an understanding of the historical context is necessary. Me titiro anga mua tatou i runga i te ki o nga tupuna - ‘titiro ki nga wa o mua’ – Rapua te mea kua ngaro.

Since 1814, and the introduction of the Christian Mission the effects of colonisation have impacted heavily on the wellbeing of Maori. The journey to our current state of deeply entrenched social and economic disparities issues and intergenerational poverty has been one littered with settler precipitated events and Crown policies that have steadily dislocated Maori from their land, Maoritanga and wellbeing (Appendix one). To date, Crown Agency policies, processes and services have either served to increase the disparities between Maori and Pakeha or to maintain the status quo.

Te Hiku wellbeing logic model

This chart summarises the causal factors and key issues attributed to each of the seven outcomes. It also draws attention to the inter-connectedness and cause and effect across wellbeing outcomes, issues and causal factors. A number of causal factors and in some cases the key issue itself impact on or contributes to the current state for a number of outcomes. The macro issue across all outcomes is inter-generational poverty and inequality in terms of money, housing, culture, health, social wellness, justice and influence. 13

6. MOVING FORWARD ON THREE PRIORITY AREAS

Ethnic and socio-economic inequalities and disparities and their impact on wellbeing are clearly articulated in New Zealand literature (2006, Ministry of Health; 2007, Robson, Harris). Leading holistic Māori health practitioners such as Durie and Pere have long accentuated the interconnectedness between whanau wellbeing and the environments and systems within which they live. Their well-known models of wellbeing Whare Tapa Wha (Durie, 1994), Te Pae Mahutonga (Durie, 2003), Paiheretia (Durie, 2003), and Te Wheke (Pere, 1991) are cognisant of the part played by social contexts and cultural aspects. Nga Pou Mana, a model based on social, cultural and economic elements that emphasised the need for policies that acknowledged and were relevant to whanau, culture, and environments was used by the Royal Commission on Social Policy (RCSP) to describe pre-requisites for wellbeing nearly 30 years ago – the model still resonates with Te Hiku today (RCSP, 1988).

From the international literature come the ideas that targeted person-change approaches to social disparities are unlikely to be successful or sustained unless integrated into social environmental and systems change (CSDH, 2008). The World Health Organisation (WHO) (2013) suggests that social innovation can reduce inequalities and bring improvements in standards of living, while Paradies et al (2013) identify racism as a systemic social determinant of wellbeing that needs to be addressed in order to maximise wellbeing and sustainability across the range of indicators. A 2010 report commissioned by the European Commission argues that innovation is “not only good for society but also enhances society’s capacity to act” (2014, EU’s Fifth Project - Transitional Governance in the Service of Sustainable Societies).

The baseline data presented in the inaugural Well Being Report gave detail on the seven key areas of concern impacting on the holistic wellbeing of Te Hiku. Knowledge of the historical context, analysis of the report data, and consultation with Te Hiku iwi groups provided a framework to prioritise and develop strategies that focus on positive outcomes in each of these areas.

Components pertaining to the seven outcome areas within the Accord have been clustered together according to their synergies to form three priorities to progress. In addition to the urgency of issues to be addressed, the integrated prioritisation process considered partner roles and contributions, leadership, expectations of the Trust and links to the Trust objectives and Social Accord outcomes. Other considerations include: alignment of key indicators of success with the seven Te Hiku wellbeing outcomes, the ability to influence or change agency policy and/or process in order to achieve outcomes, and the synergies or alignments between relevant strategies and initiatives to support and strengthen the direction and role of the Trust.

The three priorities are:

Priority one: Maximising Te Hiku potential; This priority incorporates the outcomes Whanau ora and Whai Rawa Focus areas; Investment, Opportunity, Employment Future state Te Hiku o Te Ika Iwi have a secure standard of living comparable to the Zealand population as a whole. Members of Te Hiku o Te Ika Iwi are engaged in a diverse, progressive and sustainable economy. 14

Priority three: Mana Tangata; This priority incorporates the outcomes Hauora, Whare Ahuru and Tu-Rangatiratanga Focus areas; Hauora, Whare Ahuru, Tu-Rangatiratanga Future state Members of Te Hiku o Te Ika Iwi are addressing their health needs in a holistic way, and accessing health services that are appropriate to their needs and culture. Te Hiku o Te Ika Iwi are living in healthy and secure environments that are appropriate to their needs and culture. Te Hiku o Te Ika Iwi are living in a safe and just society where there is respect for civil and democratic rights and obligations. The three focus areas within Priority three: Mana Tangata consolidate the key issues and causal factors of the three outcomes to encompass the physical aspects of wellbeing that affect the ability of Maori to engage in meaningful education or employment.

The three priority areas outlined below begin with a chart summarising the current status and the associated causal factors. Each component of the priority then follows with future state, strategies, and key indicators. At the end of each of the three priority sections are considerations for further development of the business case. The charts outline the key partnerships, Iwi and agency roles, and existing synergies that could be leveraged from or aligned with. More detailed work on the business cases would be required to estimate implementation costs and to determine social savings expected from implementing the strategies.

Priority one: Maximising Te Hiku potential Maximising Te Hiku Potential: the situation

Te Hiku Iwi members live in some of the most socially and economically deprived Secure areas of Aotearoa. Over half of Te Hiku Iwi members live on incomes that are Standard less than 60% of NZ’s median income, of living including a large proportion of Iwi members who survive on benefits. 10% of Te Hiku Iwi Households do not have a vehicle for private use and are therefore restricted access to services.

Te Hiku Iwi members are not adequately Economically engaged in a diverse, progressive and secure and sustainable economy. Te Hiku Iwi members living in Te Hiku are more likely Sustainable to be unemployed than non-Maori and overall unemployment rates are much higher than the national average. There is great potential for a Te Hiku economy that provides better opportunity for Iwi member engagement.

Source: Te Hiku wellbeing report 2014

The economic situation for the people of Te Hiku paints an alarming picture of intergenerational poverty and welfare dependence. A significant portion of Te Hiku Iwi members living within the Rohe are enduring social and economic hardship. Over half of Te Hiku Iwi members live on incomes of less than 60% of NZ’s median income (a recognised measure of poverty). All twelve Te Hiku Census area units had census deprivation scores between 8 and 10 (10 being the worst). North Cape, Kaitaia West, Kaitaia East and Hokianga North had a score of 10, the highest level of deprivation in Aotearoa.

Te Hiku rohe suffers from an economically deprived environment with limited employment opportunities. Much of Māori engagement in the economy is through welfare and household spending. Only 49% of Te Hiku Iwi members living in the Rohe are in part-time or full time employment and employment rates decreased from 2006 to 2013. Even when employed, Māori continue to earn lower levels of income than non-Māori, which is directly related to low educational achievement and lack of formal qualifications. Much of the Māori engagement in the economy is through welfare and household spending. Maori make up 72% of those receiving main benefits in Te Hiku and 84% of sole parents receiving benefits.

In 2014 and 2015 Te Taitokerau Iwi Chief Executives Consortium worked with Te Puni Kokiri to produce an economic development strategy for Te Taitokerau, He Tangata He Whenua He Oranga. This strategy seeks to guide Māori towards a prosperous economic future, but also an economic environment that is tikanga based and emphasises what is important for Māori. The strategy consists of five interventions in 16

order to create change: Advocacy and Policy, Research and Innovation, Education, Leadership Platform and Collaborative Growth (Tai Tokerau Iwi Chief Executives’ Consortium, February 2015).

The Te Hiku-specific strategy, Maximising Te Hiku Potential is made up of three focus areas; Investment, opportunity and employment. These focus areas align with the interventions included in the Tai Tokerau Māori Economic Strategy, and complement the broad aims of Māori Economic Development (Maori Economic Development Panel, November 2012). The Te Hiku priority to maximise economic potential and the specific strategies below feed into the wider Tai Tokerau strategy (Tai Tokerau Iwi Chief Executives’ Consortium, February 2015) and lead the way for progress.

The three focus areas identified and developed are Investment, Opportunity and Employment.

Investment

In order to counteract the current economic state of Te Hiku, investment in our people and resources is critical to overcoming the barriers to economic growth and the regeneration of Māori economy. The potential of our people and our resources is vast. Māori make-up 46% of the Te Hiku population, the majority of which tatai to at least one of the five Te Hiku Iwi. The mental and physical capacity of our people is significantly under-utilised in the current economic environment. It is clear that in order to leverage from our people, add value to the economy and achieve economic prosperity in Te Hiku we must focus on investing in the capability and capacity of our people. Treaty settlement is our biggest opportunity to transform the economic environment in Te Hiku and realise our potential.

Future state • Iwi members are engaged and active in the economy • Iwi members are engaged in innovative and progressive enterprise

Strategy A partnership with the Ministry of Business, Innovation and Employment (MBIE) that incorporates and supports Iwi aspirations and plans for Economic development. This approach will require agency policy or process that allows for:

• Te Hiku specific funding allocations that support local research and development, and a more diverse and sustainable economy • Establishment of links with the new national Māori Centre of Research Excellence, Nga Pae o Te Maramatanga for innovation and capability building • Working with Te Hiku Iwi to scope and identify short, medium and long term potential economic opportunities • Resource the creation of innovation hub and business incubator

A cross agency approach that aligns educational and vocational pathways. This approach requires agency policy or process that focusses on: • Building workforce capacity and capability in Te Hiku • Improving financial literacy • Working with Te Hiku Iwi to identify links between economic opportunities and Iwi economic goals • Investment in Te Hiku infrastructure that creates business and employment

Key indicators • Number of Māori businesses • Employment rates • Household income • GDP and/or new measures of Māori economic development

Opportunity

Collaboration with Iwi is not a strong feature of our current economy. Iwi require Government investment into Te Hiku to capitalise on economic opportunities. A collective approach by Iwi will maximise opportunities for financial and social gains. Although the strategies in this report focus on Iwi collaborative relationships and influence with Crown Agency, there is much opportunity for Iwi to maximise collective gains by working better together and maintaining good relationships with Non- Government Organisations.

Future state • Iwi members are engaged and active in the economy • Iwi members are engaged in innovative and progressive enterprise

Strategy A cross-agency approach, including a partnership with MBIE that focusses on supporting Iwi to capitalise on economic opportunities:

• Strengthening Iwi collective approaches transferring successful and consistent practice across Iwi to improve capacity • Scoping business and enterprise opportunities from return of assets and identify economies of scale that support business • Scoping spin-off business and enterprise opportunities from larger scale Iwi investment. These would include support products or services and infrastructure needs that will are necessary to viability of larger scale iwi enterprise Advocating taxation policies and initiatives that unlock and grow Māori potential in Te Hiku and are specific to Te Hiku economic zone

Key indicators • GDP and/or new measures of Māori economic development • Savings on administration, overheads and back office costs • Return on assets – Iwi organisations

Employment

Less than half of our Māori population in Te Hiku is employed in either part-time or full time work. Those Māori who are employed, traditionally engage with employment as un-skilled labourers earning low incomes. The key components to employment in Te Hiku are employment opportunities, capacity, and capability of the workforce to engage in employment.

Traditional definitions of employment do not allow for measurement of Iwi members time, effort or skill that they contribute to whanau, hapu, Marae or Iwi. These contributions could include sitting on the taumata at Marae, working in the wharekai, or caring for an elderly or disabled whanau member.

Te Hiku has what has can be called a ‘skinny’ demography. This means that the population of over 65’s and under 18’s is higher than the population in between. This means that our members of the economy who are able to be most productive are not staying in Te Hiku. A focus on re-framing how employment in Te Hiku is defined, and the re-prioritising of welfare spend to encourage people productivity and development of capability are important aspects of this priority.

Future state • Iwi members are engaged and active in the economy • Iwi members are engaged in innovative and progressive enterprise

Strategy In order to achieve outcomes, a partnership between the Ministry of Social Development and Iwi is required. This partnership would ensure that Iwi aspirations and expectations are incorporated in Ministry of Social Development high level strategies. Key components of the partnership would include:

• Partnership with WINZ – Iwi to be decision makers when it comes to review and design of Te Hiku policy • WINZ accountabilty to Iwi for outcomes • Methods for redefining ‘employment’: Acknowledging and measure community contributions beyond paid employment Implementing community wage schemes that build the capability and capacity of the workforce and local communities Supporting local employment so that people can be employed in the place they call home

Key indicators • Iwi aspirations built into sector plans • Employment rate • Voluntary work • Projects completed in Māori communities

Business case considerations: Maximising Te Hiku potential

The following framework outlines the basis for building a business case to maximise Te Hiku potential. It identifies key partners, iwi and agency roles and existing synergies to align with and/or leverage from. Further work is required to estimate implementation costs and to determine social savings expected from implementing the strategies.

Key strategy A cross-agency approach that supports Iwi plans, aligns educational and vocational pathways, and redesigns employment model for Te Hiku.

Partners All Accord, Te Hiku school Board of Trustees, WINZ, Te Puni Kokiri, Banks, Local business

Iwi role Agency role Synergies Linkages with new national Māori Te Hiku specific policies that focus on: Te Tai Tokerau He Centre of Research Excellence, Nga - funding to support local research and Tangata He Whenua He Pae o Te Maramatanga for development Oranga strategy innovation & capability building - building workforce capacity and capability Te Hiku Iwi Strategic Strengthen Iwi collective approaches - improving financial literacy Plans (social, cultural, - links with economic opportunities and economic, Identify & scope business & iwi economic goals environmental) enterprise opportunities from Settlement & the return of assets Involve Iwi in decision making, and Te Hiku Iwi asset relevant review and design of policies holding company Identify economies of scale that strategic plans support business Work with Te Hiku to scope and identify potential short and long term economic He Kai Kei Aku Ringa Participate in reframed employment opportunities (MBIE) model for Te Hiku Resource creation of innovation hubs and business incubators

Investment in Te Hiku infrastructure that creates business and employment

Explore taxation policies and initiatives that unlock and grow Māori potential

Redefine/reframe a Te Hiku model for employment (community wage schemes, enhanced Taskforce Green) that build the capability and capacity of the workforce and local communities

Establish process for outcome accountability to iwi

Priority focus two: Life-long Te Hiku learning

Source: Te Hiku Wellbeing Report 2014

A large proportion of Te Hiku Iwi members living in the Rohe have low educational achievement levels. Educational environments lack the resource to incorporate sufficient cultural component into their curriculum. Te Hiku Iwi place a high value on Matauranga Maori. They also regard Māori culture as a key factor to educational achievement, and it is recognised by the Ministry of Education that incorporating cultural aspects into curriculum will lead to greater educational achievement (Ministry of Education, 2013). Te Hiku iwi seek a lifelong learning approach that enables members at any age to engage in learning environments that provide a Maori world view and achieve success to create long term social change for our people.

The two focus areas that Te Hiku Iwi have identified and developed are Quality of learning and Te Reo me nga Tikanga.

Quality of learning

Quality of learning is key to raising achievement levels of Te Hiku Iwi members. Te Hiku expects quality learning opportunities that encourage whanau to engage in educational environments that meet their needs throughout their lifetime.

Currently Te Hiku learning environments and opportunities are fragmented and operate in silos. This fragmentation and isolation makes it difficult for students to navigate an educational pathway to success and employment. Learning environments are also disconnected from the needs of Iwi, with no strong link between the unique needs and aspirations of Te Hiku learners and the learning opportunities 21

provided. This also means that curriculum content does not align with Te Hiku aspirations, and does not provide the cultural aspect that is critical to success.

The range of learning opportunities from early childhood, through to tertiary and adult education programmes is limited. There is currently no link between learning opportunities, Iwi education plans and Iwi plans for economic development. There is also a disconnection between learning opportunities and vocational pathways which limits the ability of our working age population (18-65) to engage in local economy.

Te Hiku schools find it difficult to attract quality teachers to the area, for reasons such as; the demographic make-up, geographic isolation, and lack of resources and support to lift educational achievement. Te Hiku engagement and achievement at all levels of learning are poor. Students continue to leave school early, fail to meet standards or achieve qualifications. These poor achievement levels have a strong impact on their ability to secure employment and create a secure standard of living for themselves and their whanau in the future.

Future state Te Hiku o Te Ika Iwi are well educated and skilled people who contribute positively to society and their own wellbeing. Te Hiku o Te Ika Iwi have a strong and vital culture, history, language and identity.

Strategy In order to achieve outcomes, a partnership between the Ministry of Education and Iwi is required. This partnership would ensure that Iwi aspirations and expectations are incorporated in Ministry of Education high level strategies. Key components of the partnership would include:

• Iwi mandate to review and input to design of relevant policy • Agency accountability to Iwi for co-designed outcomes that incorporate and link to Iwi education plans. • Working together to increase Te Hiku teacher capability and capacity • Learning from Māori -medium education strengths and applying success factors to mainstream learning environments • Developing a Te Hiku specific curriculum that meets the needs and aspirations of Te Hiku Iwi • Support the development of Te Hiku specific learning materials such as a museum archive, digital library • Iwi partnership with School governance for employment of school principals

Align Iwi aspirations and scholarships with Te Hiku Economic strategy and vocational pathways

Increase the range of learning opportunities for whanau and community to actively engage in.

Key indicators • Achievement rates from Primary through to Tertiary and Trade qualifications • Early childhood education engagement rates • Student retention rates • The number of schools that implement Te Hiku-specific curriculum • Availability of learning opportunities at all levels • Rates of employment as a result of Education qualification 22

• Working age population in Te Hiku region

Te reo me nga tikanga

Te reo Māori me ona tikanga is critical to the survival of our unique culture and is currently in an endangered state. Although Te Hiku Māori are more likely to have the ability to korero Māori and maintain a connection with their Marae and Iwi than in other areas, Te Hiku aspires to re-establish intergenerational language proficiency.

Common themes from recent review of the National state of Te Reo Maori highlight; the endangered state of Te Reo, the need to support Iwi Maori led revitalisation, and the need to strengthen relationships between Government and Iwi (Te Puni Kokiri, 2014).

The current state of Kohanga Reo has declined dramatically, and Kohanga Reo are suffering from the political pressure that comes from their relationship with the Kohanga Reo National Trust. The ability for Te Hiku tamariki to engage in quality rumaki reo early childhood learning is limited.

Although Maori make up 46% of the total Te Hiku population, many Te Hiku tamariki are still in learning environments that do not sufficiently foster their language, identity or culture. The Ka Hikitia Strategy, implemented by Ministry of Education in 2013 acknowledges that Maori do better when their education reflects their identity and language.

Future state Te Hiku Iwi are well educated and skilled people who contribute positively to society and their own wellbeing. Te Hiku Iwi have a strong and vital culture, history, language and identity.

Strategy A partnership between Iwi and Ministry of Education, that incorporates and supports Iwi aspirations and plans for Te Reo me ona tikanga. Key components of this partnership would include: • Agency works with Te Hiku Iwi to make decisions around reo specific policy, and to develop a range of experiences for iwi members to engage in akonga reo me tikanga (MBIE, corrections, noho taiao) • Ministry of Education includes Iwi in their decision making processes around The Kohanga Reo National Trust. • Ministry of Education works with Iwi to develop and implement a long term strategy for rumaki reo early childhood learning. • Ensure adequate opportunities and environments for all ages to learn Māori • Compulsory Te Reo in all Ministry of Education funded schools

Key indicators • Number of Te Reo speakers • Range of learning opportunities, experiences or environments for Te Reo me ona tikanga available in Te Hiku Rohe • Number of learning opportunities, experiences or environments for Te Reo me ona tikanga available in Te Hiku Rohe • Level of Agency investment in Akonga Reo in Te Hiku 23

Business case considerations: Life-long learning

The following framework outlines the basis for building a business case for life-long learning. It identifies key partners, iwi and agency roles and existing synergies to align with and/or leverage from. Further work is required to estimate implementation costs and to determine social savings expected from implementing the strategies.

Key strategy A cross agency approach that involves Iwi in relevant policy design, increasing teacher capability and capacity, the development of Te Hiku specific curriculum and learning materials, support for te reo me ona tikanga, and Maori learning opportunities at all levels.

Partners Ministry of Education, Tertiary Education Commission, Early Childhood Education, Kohanga Reo, Te Hiku kura Board of Trustees, Wananga, Ministry for Culture & Heritage, Te Taura Whiri i te Reo Māori, Ministry for Business Innovation and Employment, Department of Corrections, Te Ahu Centre (including library), Te Hiku Media, Te Hiku Iwi projects.

Iwi role Agency role Synergies Strengthen relationships with Align policy and strategies with Iwi Te Hiku iwi plans: education providers education plans - Strategic - Education Make iwi education plans available Establish support and mentoring - Economic initiatives for teachers - Environmental Review of and input into relevant - Cultural policy design Support implementation of Te Hiku - Te reo curriculum Identify Maori-medium strengths Ka Hikitia Strategy – and strategies Resource support for iwi initiatives Ministry of Education including resource materials Offer targeted scholarships Community of Schools – Support implementation of a range of Ministry of Education Identify key curriculum areas and learning experiences and options work with schools to incorporate Communicate with iwi to address Locate and catalogue existing Te Kohanga Reo National Trust issues Hiku relevant resources Establish process for outcome Determine range of learning needed accountability to iwi and develop plans to implement

Explore resourcing opportunities

Priority three: Mana Tangata

Source: Te Hiku Wellbeing Report 2014

Many Te Hiku Iwi members living in the Rohe have poor health and wellbeing, poor housing standards and live within vulnerable whanau structures. Te Hiku Māori health statistics are consistently poor; this impacts on the ability of Iwi members to participate in education, employment, or to encourage the future wellbeing of their tamariki. Poor housing standards are a direct contributor the poor health of Iwi members; warm and safe homes are critical for tamariki to thrive. Iwi members frequently suffer the consequences of high crime and offending rates. Adults are unable to provide safe homes for their tamariki and tamariki are suffering as victims in their homes. Generally, Te Hiku Māori are yet to practice rangatiratanga, and feel empowered to determine their own success. Te Hiku Iwi aspire to living in an environment that encourages Iwi members to thrive.

The three focus areas that Te Hiku Iwi have identified, developed and clustered within the Mana Tangata priority are Hauora, Whare Ahuru and Tu-Rangatiratanga.

Hauora

Health is a basic human right and in Te Hiku, longstanding under-investment along with weak policy from the Ministry of Health, underlies the entrenched failure to deliver at this most basic level of social development. In Te Hiku, Maori suffer greater incidences of chronic health conditions, potentially avoidable mortality rates and potentially avoidable hospitalisation at a greater rate than Non-Maori. In addition to the greater health needs of Maori, their barriers or limitations to access of medical care; such as a lack of motor vehicle transport or telecommunications services, are more acute (Walker.R, 25

2009). Health is complex and multi-faceted, encompassing all domains of social and economic life (Ajwani et al, 2003; Robson and Harris, 2007) and for Te Hiku will require innovation and leadership at all levels.

Future state Members of Te Hiku o Te Ika Iwi are addressing their health needs in a holistic way, and accessing health services that are appropriate to their needs and culture.

Strategy In order to achieve outcomes, a partnership between the Ministry of Health and Iwi is required. This partnership would ensure that Iwi aspirations and expectations are incorporated in Ministry of Health high level strategies. Key components of the partnership would include:

The Minister of Health agreeing to signing the Social Accord Iwi mandate to review and input to design of relevant health policy Agency accountability to Iwi for co-designed outcomes that incorporate and link to Iwi hauora plans.

A cross agency approach that incorporates and supports Iwi aspirations and plans for Te Hiku hauora. Key components of this approach include:

Iwi participation in design and review of relevant policy, process, and practice decisions Review and re-design of service provision in Te Hiku to identify opportunity for greater effectiveness of service and accountability to Iwi aspirations Review and re-design of contracting processes in Te Hiku to identify opportunity for greater effectiveness of service and accountability to Iwi aspirations Contributing and participating in decision making for national and local regulations that affect the health of Te Hiku Members e.g. alcohol, drugs

Key indicators • Key health statistics for: Smoking CVD Oral health Diabetes Mental health • Ambulatory sensitive hospitalisations (ASH)

Housing

Maori housing needs are not being met and whanau face issues such as sub-standard housing, over- crowding, limited access to infrastructure, and barriers to home ownership. Te Hiku whanau have expressed a desire to be able to live at the place they call home, as well as have their housing and infrastructure needs met.

Although there are few statistics to demonstrate the quality (or lack of quality) of the homes Maori Whanau in Te Hiku live in, it is widely acknowledged that Maori who live in sub-standard housing face 26

many challenges when trying to borrow money to purchase, build or repair a home on Maori land. In 2013, 5.8% of rural households were affected by over-crowding. Access to infrastructure such as water, power, sewerage and technology is also a problem for whanau living rurally.

Whanau find it difficult to own the homes they live in, due to low income levels coupled with the complexity of ownership structures around Māori land and the difficulty of borrowing on multiply owned Māori land. Only 45.9% of Te Hiku Maori living in the rohe own the house they live in, and household ownership rates are decreasing. Low rates of home ownership correlate with unstable whanau situations and an increase in transience.

The lack of employment and infrastructure in the region means a limited range of accommodation options, which can result in whanau being alienated from their turangawaewae. This greatly affects the ability of whanau and their future generations to identify with their whakapapa and contribute to the development of haukainga. The economic security of our rural communities is vital to their survival.

Future state

Te Hiku o Te Ika Iwi are living in healthy and secure environments that are appropriate to their needs and culture.

Strategy In order to achieve outcomes, cross agency high level strategies between MBIE, MSD, Housing New Zealand, Te Puni Kokiri, and Iwi are required at policy, process, and practice levels to supports Iwi plans. Key components of the strategy would include:

• Iwi mandate to review and input to design of relevant policy • Agency accountability to Iwi for co-designed outcomes that incorporate and link to Iwi Housing plans. • Investigate social housing reforms being introduced to ensure Te Hiku needs are met • Ownership/management of state housing stock • Right of first refusal for housing to go to Iwi as preference • Work schemes for essential repairs and maintenance of existing housing stock Support for the availability of quality infrastructure services that support housing • Development of a programme that provides clear pathway between community needs, workforce needs, trade training and employment • Encourage Iwi participation in home ownership schemes • Support accessible/affordable lending for home ownership Building a continuum of care for the ageing population Identify appropriate housing to revitalise rural communities

Key indicators • Home ownership rates • Home quality measures

Tu Rangatira

Māori are the most vulnerable population in Te Hiku with many Te Hiku Māori requiring the intervention of Government agencies. The impact of colonisation has been devastating, resulting in deconstructed 27

whanau structures, loss of land and resources and poverty. Current methods of agency intervention have not improved the situation for whanau, and the generations of whanau that have become disconnected from their rangatiratanga are increasing.

Māori continue to be over-represented in our courts, prisons and CYF system. The Far North has a higher rate of substantiated child abuse than the National rate and 82% Te Hiku tamariki were in statutory care at the time of writing the report. Maori made up 68% of those prosecuted in the Kaitaia District court.

Te Hiku Iwi aspire to recognise and practice rangatiratanga, their rights as tangata whenua and citizens of Aotearoa. Treaty settlement and the entities in charge of maintaining, investing, operating or distributing funds will play a big part in the future of Te Hiku people. These entities will require governance and management that ensures good practice and sustainability for the future. . Iwi also aspire to empower their people to recognise their potential and unique abilities, to invest in these pukenga and develop the population as a whole.

Future State Te Hiku o Te Ika Iwi are living in a safe and just society where there is respect for civil and democratic rights and obligations.

Strategy A cross agency approach that incorporates and supports Iwi aspirations for Te Hiku people. These aspirations would be included at Policy, process, and practice level. In order to achieve outcomes, cross agency high level strategies between Ministry of Social Development (WINZ and CYF), Ministry of Justice, Te Puni Kokiri and Iwi are required. Key components of the strategy would include:

• Iwi aspirations and outcomes to be incorporated into high level strategy • Iwi to be decision makers when it comes to review and design of policy • Agency accountable to Iwi for outcomes, • Review and re-design of contracting processes to better meet the needs of our people • Review and re-design of service delivery to better meet the needs of our people. • Government to support Iwi in actively engaging Te Hiku Māori in both local and National electoral processes • Scope expected outcomes and what skills, capabilities our current and future leaders will need and how Iwi will resource those needs in the near future

Key indicators • Crime and offending • Kids in Child Youth and Family Services (CYFS) care • Succession planning – scope expected outcomes and what our Iwi resource/people need will be to fill those spaces • Health and wellbeing of Marae as a community hub – hapu and Marae plans • Regional and national voting rate • Marae capacity and capability • Iwi organisation capacity and capability

Business Case Considerations: Mana Tangata

The following framework outlines the basis for building a business case for Mana Tangata. It identifies key partners, iwi and agency roles and existing synergies to align with and/or leverage from. Further work is required to estimate implementation costs and to determine social savings expected from implementing the strategies.

Key strategy A cross-agency approach that incorporates and supports Iwi plans and aspirations for whanau, hapu, iwi wellbeing.

Partners Ministry of Health, Northland District Health Board, Te Hiku and Hokianga Primary health Organisations, Far North District Council, Northland Regional Council, Ministry for Environment, Ministry for Business Innovation and Employment, Department of Corrections, Ministry Social Development, Housing NZ, Te Puni Kokiri, Banks, Local business, Ministry of Justice, Te Hiku social service and health providers, Iwi projects.

Iwi role Agency role Synergies Make relevant Te Hiku plans Engage MoH in the Social Accord Te Hiku Iwi plans: available (housing, health) - Strategic (social, Involve Te Hiku in sector policy, process cultural, economic, Participate in sector policy design and practice design and review (housing environmental) reforms, first-right-of-refusal protocols - Hauora Review relevant policy and redesign of current social and health service Resource review and re-design of social Te Tai Tokerau He provision in Te Hiku and health service provision in Te Hiku, Tangata He Whenua He (including contracting processes) to Oranga strategy Review and input into design of better meet needs relevant housing policy Iwi asset holding Communication with Te Hiku iwi company Strategic Plans Investigate ownership/ management of State housing stock Establish community work schemes for essential repairs and maintenance of Work with partners to develop existing housing stock accessible home ownership schemes Develop clear pathway between Plan continuum of care (including community needs, workforce needs, accommodation) for the ageing trade training and employment population Resource business case for appropriate Identify appropriate housing to housing to revitalise rural communities revitalise rural communities and support quality infrastructure services Iwi succession planning to maximise participation and build skills for future 29

Support Te Hiku Māori to actively Scope Te Hiku Iwi shared services engage in local and national electoral model processes

Resource scope of iwi shared service model

Establish process of iwi accountability for co-designed outcomes

CONCLUSION

Although the current state of Te Hiku Wellbeing is poor, Te Hiku Iwi can look forward to helping create the future state of wellbeing they desire for their people. It is widely recognised within the wellbeing report, and within the Social Accord mechanisms that the outcomes of the Social Accord are inter- connected and inter-dependent upon the success of each other. The success of the Social Accord is to a large extent dependent upon the health of the economy and the demographic landscape that shapes our participation in New Zealand society.

Maximising Te Hiku Potential requires collaborative investment to create employment in an Economy that incorporates a Te Hiku Maori worldview. Increased employment will better equip whanau to address their many needs in terms of education, health and housing and lead to greater whanau prosperity. In Te Hiku a vibrant economy is essential to our climb out of economic deprivation. It is also dependent upon a spirit of collaboration and cooperation to bring the best out of Iwi Maori resources, and the vast untapped potential of our land, resources, culture and people.

Life-long Te Hiku Learning incorporating Matauranga Maori in the Te Hiku education system is an important outcome for Te Hiku Iwi, and cultural identity and pride is an important element to quality of learning. There are many opportunities for collaboration to improve the quality of learning opportunities and environments for Te Hiku Iwi members.

Mana Tangata incorporates the physical aspects of wellbeing that are necessary to advance our standards of living. A collaborative approach towards enabling whanau to live in safe, secure and sustainable housing, to proactively address their health needs and keep each other safe is paramount towards achieving educational and economic success.

There is a common understanding among iwi that to make a real difference to the current status of wellbeing in Te Hiku, a radical change of approach by agencies and providers is needed – a new direction, ‘disruptive innovation’ and not ‘business as usual’. Making a difference will require change at all levels – national, regional, local, community and whanau. Most of the strategies in this report require agencies to challenge their traditional methods of operating and work more collaboratively with Iwi to achieve outcomes. Te Hiku Iwi also recognise the existing initiatives and strategies in place that they can look to collaborate or align with. Although the strategies in this report focus on Iwi collaborative relationships and influence with Crown Agency, there is much opportunity for Iwi to maximise collective gains both financially and socially by working together. Te Hiku Settlement that is about to be legislated also offers opportunities for individual and collective gains. There are also opportunities to work with commercial enterprises, NGOs and social innovation groups that can work in harmony with what government and iwi can offer.

Although the environment does not feature specifically within the outcomes of the Social Accord, the community has identified the environment as an important factor in wellbeing (Make it Happen Te Hiku, 2014). Te Hiku Iwi recognise that the health of the Taiao is integral to Iwi, Hapu and whanau health. The Department of Conservation have signed the Social Accord, and have demonstrated enthusiastic participation and willingness to collaborate in the Social Accord.

RECOMMENDATIONS

The following actions are recommended in order to ensure this document is a catalyst for action, and progresses Iwi participation in the Social Accord.

Continue to manage good working relationships with Agency representatives, to increase influence and progress the outcomes within the Social Accord. Adopt the three priorities presented; Maximising Te Hiku Potential, Life-long Learning, and Mana Tangata. Work with the Crown on strategies outlined in this report. Plan for participation in Ministry-Iwi partnerships and cross-agency working groups to develop business cases, using the better business case model. There is still work to be done to build a sound business case with comprehensive understanding of synergies and alignments at a national and local level, and analysis of cost and social savings. Work with Government departments to ensure data collected meets iwi needs. Review the current outcomes of the Social Accord and in particular the need to include Te Taiao either specifically or as an underpinning principle across all outcome areas. Strengthen Iwi relationships with vocational, education and employment sectors to incorporate Iwi aspirations. Communicate the purpose and activities of the Social Accord with the wider Te Hiku community, and potential strategy partners to ensure participation in Iwi strategies. Implement recommendations from the review of the Te Hiku Iwi Social Development Trust that strengthen Iwi collective approach to progressing the Social Accord. Renew efforts to engage the Ministry of Health in the Social Accord.

References

Ajwani S, Blakely T, Robson B, Tobias M, Bonne M. (2003). Decades of Disparity: Ethnic mortality trends in New Zealand 1980-1999. Wellington: Ministry of Health and University of Otago. Ministry of Health.

European Union’s Fifth Project - Transitional Governance in the Service of Sustainable Societies conference held in May 2014. http://www.greeneuropeanjournal.eu/eus-fifth-project-transitional- governance-service-sustainable-societies/

Maori Economic Development Panel (2012). He Kai Kei Aku Ringa, The Crown-Maori Economic Growth Partnership.

Ministry of Health and University of Otago (2006). Decades of Disparity III: Ethnic and socioeconomic inequalities in mortality, New Zealand 1981–1999. Wellington. Ministry of Health.

Ministry of Social Development (2014). Make it Happen Te Hiku Community Response Report. Wellington. Ministry of Social Development.

New Zealand Treasury (2015). Better Business Cases, Investing for Change, Foundation Course. Wellington. New Zealand Treasury.

Robson B, Harris R. (eds). (2007). Hauora: Māori Standards of Health IV. A study of the years 2000- 2005. Wellington: Te Rōpū Rangahau Hauora a Eru Pōmare.

Royal Commission on Social Policy. (1988). The April Report, Volumes I to IV, The Royal Commission on Social Policy, Wellington.

Te Hiku Iwi Development Trust (2014). Te Hiku Well Being Report. He Oranga o Te Hiku. Kaitaia: Te Hiku o Te Ika Iwi Development Trust.

Te Tai Tokerau Iwi Chief Executives’ Consortium (2015). He Tangata He Whenua He Oranga.

Walker R. (2009). Demographic profile and Health Needs Assessment, Te Hauora o Te Hiku o Te Ika. Te Hauora o Te Hiku o Te Ika, MAPO, Northland District Health Board.

World Health Organisation. (2013). Communicating the economics of social determinants of health and health inequalities. WHO Library Cataloguing-in-Publication Data. www.treasury.govt.nz/statesector/investmentmanagement/plan/bbc Yin Paradies1*, Naomi Priest2, Jehonathan Ben1, Mandy Truong2, Arpana Gupta3, Alex Pieterse4, Margaret Kelaher5 and Gilbert Gee6 (2013). Racism as a determinant of health: a protocol for conducting a systematic review and meta-analysis. http://www.systematicreviewsjournal.com/content/2/1/85

Appendix 1: Historical Context Timeline

1814 Introduction of Christian Mission – Rev. Samuel Marsden 1835 Te Whakaminenga – Declaration of Independence Recognition by the British of the right of Māori to trade nationally as an independent nation, recognition of Māori Rangatiratanga (sovereignty) expressed symbolically with the Flag of Independence - Te Whakaminenga.

1840 Te Tiriti – Treaty of Waitangi A further recognition of Rangatiratanga more formally recognised as the beginning of a nation based on the principles of partnership between Tangata Whenua and Tauiwi – The British Crown.

1840 – A period of formalisation of the Treaty partnership between the British Crown and Tangata 1850 Whenua. Establishment of New Zealand Government based on British Manchester Law with Government policies tendering towards early settler needs - acquisition of land.

1850 Further land acquisition of the New Zealand Land Company supported by the Crown. A conflict that triggered off the period referred as the New Zealand wars (formerly referred as the Māori Wars) Suppression of Te Ao Mauri Tikanga and formalization of Colonialism 1880 Introduction of Māori Individual Land Titles from previous Māori Communal Ownership based on Whanaungatanga 1907 Tohunga suppression Act – suppression of Te Reo Māori Assimilation Policies – ‘He Iwi Kotahi Tatou’- Statement by Governor Grey Definition of Māori based on cast-system – (half or more)

Formalisation of a Mono-cultural Society Māori urban Migration – Māori relinquishment of their Papakainga

1960 ‘Pepper Potting Policy’ – Māori Affairs Urban Housing Policies– erosion of Whanaungatanga First experience of Whanau living outside of their kin-based communities policies aimed deliberately to break-up Whanaungatanga care to be replaced by Foster Care – Adoption out-side of whanau – hapu and iwi structures. 1970’s Māori Renaissance

1972 Formal establishment of Department of Social Welfare New Definition of Māori , based on whakapapa to original settlers – Tangata Whenua Māori Council private members Bill First Formal data on Māori Population – 1972 Census

1975 Waitangi Tribunal 1978 Māori Reformation: Evolve From Within – Dept. of Māori Affairs - Kara Puketapu

1980 Disbandment of Govt. Assimilation Policies for Bi-cultural initiative focus on Te Tiriti o Waitangi – Treaty of Waitangi Principles 1982 Establishment of Kohanga Reo Revival of Te Reo me ona Tikanga

1983 Establishment of Matua-whangai – Māori based Child Care

1984 Review of Children and Young Persons Act Full scope Waitangi Tribunal 1987 Puao-Te-Ata-Tu Report Institutional Racism

1988 Royal Commission on Social Policy Report Te Urupare Rangapu - Partnership Responses Minister of Māori Affairs Whakatōpū Whakaaro - Royal Commission on Social Welfare Report Introduction of Iwi Runanga Bill

1989 Establishment of New Legislation, Children, Young Person and Their Families Act CYP&F ACT First Legislation in the World to define Child and Young Person Care by the ethnic culture of the specific Child and Young Person concerned

1990 Establishment of Children, Young Person Services CYPS 1989 Disbandment Dept. of Māori Affairs

1990 One Hundred and Fifty Year Centenary Celebrations of - The Treaty of Waitangi

1991 Introduction of Cultural Perspectives and Main Stream Services Policies

1992 Disbandment of Iwi Runanga Bill Establishment of Te Puni Kokiri ‘Closing the Gap Report’ - Te Puni Kokiri New Training Initiatives - NZQA Qualifications Māori Perspective Directives driven by mainstream directive/policies 1994 Formal disbandment of Matua Whangai Childcare Services Race against Time Race Conciliator Hiwi Tauroa “The objective of Biculturalism was founded on Te Tiriti o Waitangi”

2000 New Millennium – New Direction – Aspiration for Change

2001 Whakatōpū Whakaaro – Communities and Government – Potential for Partnerships Measure of qualitative practices continued to be based on Mainstream Whakaaro Policies A move away from a Bi-Cultural focus to a general move towards Multi-Centralism Policies based on ‘One Glove fits All’.

2007 Te Hiku o Te Ika Iwi individually initiate their Treaty Claims Settlements Based on ‘Healing the Wounds of the Past’.

2009 Establishment of Te Hiku Iwi Forum – derived out of shared interest re. Treaty Claims. 35

2012 Formal Establishment of Te Hiku Development Trust – Te Hiku Iwi Social Accord

2014 Te Hiku Well Being Report

2015 Review of Te Hiku Development Trust – Te Hiku Social Accord post Well Being Report in light of Social Change and Social Development.

Source: Malcolm Peri and Rahuia Kapa, 2015