Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Cover
AGENDA PAPERS Te tekau mā ono o Whā, 2019 (16 August 2019)
Te Whare o Te Waipounamu
1 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Agenda
TE RŪNANGA O NGĀI TAHU AND NGĀI TAHU CHARITABLE TRUST MEETING AT TE WHARE O TE WAIPOUNAMU COMMENCING AT 9:00AM
FRIDAY, 16 AUGUST 2019
AGENDA TAB TIME PRESENTER RĀRANGI TAKE (GENERAL AGENDA) 9:00am Present and Apologies - Kaiwhakahaere Ngā Mate 1. Kaiwhakahaere Rationale for In Committee 2. Kaiwhakahaere Interests Register 3. Kaiwhakahaere Move In-Komiti – Board Only IN KOMITI - BOARD ONLY 9:10am Board only discussion 4. All IN KOMITI HE PEPA WHAKATAUNGA (DECISION PAPERS) 10:00am Monitoring Report NTHC (Q4) 5. Peter Lyman APP 1: NTHC Quarterly Report (Q4) 5.1 Mark Tume / Mike Sang APP 2: NTHC Quarterly Report (Q4) – Executive Summary 5.2 Mark Tume / Mike Sang End of Year Financial Results (verbal report) - Mark Tume HE PEPA MATAPAKI (DISCUSSION PAPERS) Ngāi Tahu Property Development 6. Peter Lyman / Mark Tume / David Kennedy Paramanawa 11.30am Appointments to External Organisations – HSNO Komiti (LATE PAPER) 7. 11.45am Rebecca Clements / Edward Ellison Te Kura Taka Pini – Ngāi Tahu Wai Māori Strategy 8. Gabrielle Huria HE PŪRONGO Ā-WAHA (VERBAL REPORTS) 12.30pm Te Here Report - Tahu Pōtiki Te Apārangi Report - Jo McLean WHAKATŪTURUTANGA O NGĀ MINITI (CONFIRMATION OF MINUTES) 1.00pm In Committee Minutes of 14 June 2019 9. Kaiwhakahaere Action Points / Matters Arising 10. CEO Move out of In-Komiti Ko te wā tina 1.05pm - 1.45pm
Te Rūnanga o Ngāi Tahu - Agenda Te tekau mā ono o Whā, 2019 (16 August 2019)
2 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Agenda
TE RŪNANGA O NGĀI TAHU AND NGĀI TAHU CHARITABLE TRUST MEETING AT TE WHARE O TE WAIPOUNAMU COMMENCING AT 9:00AM
RĀRANGI TAKE (GENERAL AGENDA CONTINUED) RAUTAKI (STRATEGY) 1.45pm DIS: Haea te Awa - Distribution 11. - Julian Wilcox TE WHATITATA ME TE TAUTUKUNGA (RISK & COMPLIANCE) 2.30pm DEC: Health and Safety Workplan FY20 12. Katie McEwan HE PEPA WHAKATAUNGA (DECISION PAPERS) 2.45pm Te Rūnanga Governance Fee Review 13. Kaiwhakahaere / Katie McEwan Revised Letters of Expectation 2019/20 for the Office and NTHC 14. Peter Lyman/ Katie McEwan WHAKATŪTURUTANGA O NGĀ MINITI (CONFIRMATION OF MINUTES) 3.15pm General Minutes of 14 June 2019 15. Kaiwhakahaere Action Points / Matters Arising 16. CEO HE TAKE NOA (GENERAL BUSINESS) 3.20pm CEO Report 17. CEO Release of In Committee papers - Kaiwhakahaere HE PEPA WHAKAMĀRAMA (INFORMATION PAPERS – TAKEN AS READ) 3.30pm Kaiwhakahaere Report 18. Kaiwhakahaere Common Seals 19. Chris Ford Elections 20. Chris Ford The Office Monitoring Report and Quarterly Report (Q4) 21. Peter Lyman / Darren Beatty Whai Rawa Monitoring Report and Quarterly Report (Q4) 22. Peter Lyman / David Tikao NTFSL Monitoring Report and Quarterly Report (Q4) 23. Peter Lyman / Chris Ford External Organisation Representation - Policy Amendment and New 24. Anelise Hyndman Positions Insider Trading Policy - revised 25. Darren Beatty HE PEPA WHAKAMĀRAMA (INFORMATION PAPERS – TAKEN AS READ) External Issues Update 26. Rebecca Clements 28 June 2019 TRARC update 27. Katie McEwan
Te Rūnanga o Ngāi Tahu - Agenda Te tekau mā ono o Whā, 2019 (16 August 2019)
3 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - RĀRANGI TAKE (GENERAL AGENDA)
RĀRANGI TAKE
(GENERAL AGENDA)
4 1 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Ngā Mate
Te Rūnanga o Ngāi Tahu Ngā Mate May 2019 – August 2019
TE TANGATA Rūnanga
Bell, Lindsay Patton Ōraka Aparima, Taumutu, Waihopai
Bristol, Yvonne Dierdre Puketeraki, Tūāhurīri, Taumutu.
Burke, Michael David Awarua, Hokonui, Ōtākou, Waihao, Taumutu, Waihopai
Coburn, Kerry Rose Ōnuku, Ōraka Aparima, Waihopai, Wairewa
Durham, Sylvia Catherine Ōtākou
Ellison, Weller McNeil Tuwhakairiora Hokonui, Puketeraki, Tūāhurīri, Ōtākou, Taumutu
Forsyth, Terrence George Ōraka Aparima, Arowhenua, Ōtākou Ōnuku, Rāpaki, Tūāhurīri, Kopukourarata, Waihao, Gray, Tiahuia Te Puea Herangi Wairewa Grice, James David Puketeraki
Kelly, Michael Alexander Awarua, Waihopai
Kewene, Phyllis Lorraine Puketeraki Awarua, Puketeraki, Ōraka Aparima, Tūāhurīri, Maxwell, Treasure Raumoa Arowhenua, Moeraki, Waihao, Taumutu, Waihopai Melvin, Betty Mee Ōraka Aparima, Waihopai
Nepia, Pirimona Ravon Awarua, Hokonui, Ōraka Aparima, Ōtākou, Waihopai
Pierce, Creed Norman Awarua, Ōtākou, Waihopai
Solomon, John Te Tarehu Hokonui, Ōtākou
Stewart, Ngaire Madeline Ōnuku, Koukourarata
Tainui, Pere Ōnuku, Waewae, Tārewa, Irakehu, Ōnuku, Rāpaki, Tūāhurīri, Koukourarata, Waihao, Tikao, George Waitai Wairewa Tillard, James Wallace Ōnuku, Ōraka Aparima, Waihopai, Wairewa
Wanhalla, Douglas Norman Awarua, Hokonui, Tūāhurīri, Ōtākou, Taumutu, Waihopai
Williams, Dawn Hinehou Hokonui, Puketeraki, Tūāhurīri. Ōtākou, Taumutu
Wybrow, John Francis William Awarua, Waihopai
Yeatman, Diana Iris Awarua, Tūāhurīri, Moeraki, Waihao, Taumutu, Waihopai.
Te Rūnanga o Ngāi Tahu | Ngā Mate Register
5 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Rationale for In Committee 2
RATIONALE FOR IN COMMITTEE STATUS
The following table provides a brief explanation as to the reason(s) for the items to be discussed in a closed forum, and identifies whether, and if so when, the topic will be considered in open meeting(s):
IN COMMITTEE – 16 AUGUST 2019
Reason(s) For In Committee Topic Future Intentions Status
Monitoring Report - Ngāi Tahu Commercially sensitive information Outcomes of decisions and Holdings – Q4 discussions are released as is appropriate
End of Year Financial Results Commercially sensitive information Outcomes of decisions and (verbal report) discussions are released as is appropriate Ngāi Tahu Property Commercially sensitive information Outcomes of decisions and Development discussions are released as is appropriate
Appointments to External Sensitive personnel information Outcomes of decisions and Organisations – HSNO Komiti discussions are released as is appropriate
Wai Māori Strategy Commercially sensitive information Outcomes of decisions and discussions are released as is appropriate
Te Here and Te Apārangi – verbal Commercially sensitive information Outcomes of decisions and reports discussions are released as is appropriate
Confirmation of In Committee Commercially sensitive information Outcomes of decisions and Minutes and Action Points / discussions are released as is Matters Arising appropriate
External Issues Update Commercially sensitive information Outcomes of decisions and discussions are released as is appropriate
TRARC Update – 28 June 2019 Commercially sensitive information Outcomes of decisions and discussions are released as is appropriate
Te Rūnanga o Ngāi Tahu Te tekau mā ono o Whā, 2019 (16 August 2019)
6 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Interests Register
3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
For general disclosures of interest of Te Rūnanga Representatives and Te Rūnanga Alternate Representatives
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment Lisa Tumahai 3 Apr 2008 Director Arahura Holding Limited Te Rūnanga o Ngāti Waewae Shareholder Māwhera Incorporation 2015 Trustee Poutini Waiora Trust 12 Dec 2016 Ex. Officio Te Apārangi Komiti 16 Apr 2011 Ex. Officio Te Here Komiti 12 Dec 2016 Kaiwhakahaere Te Rūnanga o Ngāi Tahu (member since 2001) 2001 Executive Te Rūnanga o Ngāti Waewae 2011 Board Member University of Canterbury - Ngāi Tahu Research Centre 2012 Board Member University of Canterbury - Vice Chancellor Maori Advisory Board 2016 Trustee West Coast Primary Health Organisation 6 Dec 2016 Director / Shareholder FLCD Limited 18 Jan 2018 Director He Toki GP Limited 2 March 2018 Director Ngāi Tahu Fisheries Settlement Limited April 2018 Deputy Chair Interim Climate Change Committee 22 June 2018 Director Ngāi Tahu Fisheries Investments Limited 22 June 2018 Director Ngāi Tahu Lobster Quota Limited 22 June 2018 Director Ngāi Tahu Migratory Quota Limited 22 June 2018 Director Ngāi Tahu Pāua Quota Limited 22 June 2018 Director Ngāi Tahu Scampi Quota Limited 22 June 2018 Director Ngāi Tahu Shellfish Quota Limited 22 June 2018 Director Ngāi Tahu Wetfish Quota Limited 16 Jan 2018 General disclosure Daughter - employed in Oranga Team General disclosure Husband – appointed by Waewae to Ngāi Tahu Pounamu Board Director The Aspen Institute NZ Deputy Chair (Interim) Climate Change Committee Gabrielle Huria Principal Advisor Christchurch City Council Te Ngāi Tūāhuriri Rūnanga 01 Jul 2015 Chair / Director Emerge Aotearoa Limited 01 Jul 2015 Chair / Director Emerge Aotearoa Trust 01 Jul 2015 Chair / Director Emerge Aotearoa Housing Trust 15 Feb 2016 Director & shareholder Rawa Hohepa Limited Sept 2018 Deputy Chair Te Rūnanga o Ngāi Tahu Remuneration Committee (Te Whakaue)
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3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment General disclosure Gabrielle’s sister is on Ngai Tahu Property Board 20 Apr 2013 Trustee Te Uruti Trust 01 Jul 2015 Director Recovery Solutions Services Limited Riki (Rik)Tainui 9 Dec 2016 Trustee Akaroa Health Hub Ōnuku Rūnanga May 2019 Member Banks Peninsula Pest Free Governance Committee Director Melaleuca Inc 4 Oct 2015 Chair Ōnuku Rūnanga Trustee Positive Directions Trust 17 Sept 2016 Member Te Apārangi Komiti 2016 Trustee Mahaanui Kurataiao Michael Richard Skerrett 2005 Member Audit & Risk Committee (TRARC) Waihōpai Rūnanga Trustee Mid Dome Wilding Trees Charitable Trust Director Southland Regional Forum 27 May 1993 Director Murihiku Holdings Limited 2005 Kaumātua Southern Institute of Technology (SIT) Council Trustee Venture Southland Trust 1999 Kaiwhakahaere Waihōpai Rūnaka 18 Apr 2000 Director Waihōpai Rūnaka Holdings Limited 22 March 2018 Trustee Whakamana Te Waituna Charitable Trust Member Southland Regional Development Strategy Group Susan Wallace 3 Mar 2007 Director Kāti Mahaki ki Makaawhio Limited Te Rūnanga o Makaawhio 14 Jul 2010 Director Kōhatu Makaawhio Limited Co-Chair Poutini Waiora Trust Chair Tatau Pounamu Manawhenua Group WCDHB 17 Sept 2016 Member Te Here Komiti Trustee Te Pihopatanga o Aotearoa Trust Board Executive Te Rūnanga o Makaawhio Te Waipounamu Area Rep Te Ropu Wahine Māori Toko I te Ora (Maori Women’s Welfare League) Terence (Terry) Nicholas Apr 2012 Trustee Ancillary Claim Trust Hokonui Rūnanga Inc Sept 2018 Deputy Chair Te Here Komiti Feb 2003 Treasurer Hokonui Rūnanga Inc 20 Mar 2006 Director Hokonui Research and Development Limited 07 Aug 2014 Director Liquid Media Operations Limited
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3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment 17 Jul 2014 Director Liquid Media Patents Limited 14 Dec 2007 Director Rangimanuka Limited 13 Mar 2017 Director & Shareholder Real McCoy Operator Limited 6 Mar 2017 Director & Shareholder Real McCoy Owner Limited Advisor Porter Group Advisor OTS International Advisor VR Group April 2019 Director Akuha Ltd April 2019 Director Ngai Tahu Pounamu Ltd Matapura Ellison 02 Jun 2005 Director & Shareholder Arai te uru Whare Hauora Limited (Chair) Kāti Huirapa Rūnanga ki Puketeraki Shareholder CRT / Farmlands 18 Feb 2003 Chair Kati Huirapa Rūnaka ki Puketeraki September 2005 Chair Otago Museum Maori Advisory Committee 7 Apr 2017 Director Ōtākou Health Limited
Trustee Puketeraki Marae Reservation Employee Southern District Health Board 17 Sept 2016 Ex. Officio Te Apārangi & Te Here Komiti Member Te Rūnanga o Ōtākou Shareholder Tower Corporation Trustee Trustee/Chair Araiteuru Marae Land Trust
Trustee Waikouaiti Maori Foreshore Reserve Owner Wainui Enterprises David Perenara-O’Connell Employee Environment Canterbury Te Taumutu Rūnanga General disclosure David’s wife is an employee of Ngāi Tahu (Oranga team) Trustee Pahi Ropatini Whānau Trust Sept 2018 Deputy Chair Te Apārangi Komiti Executive Member Te Taumutu Rūnanga
Trustee Untouched World Charitable Trust Trustee Whakamātau Eel Management Trust Sept 2018 Trustee Rakaia Enhancement Trust Jo McLean 17 Sept 2016 Chair Te Here Komiti Te Rūnanga o Waihao Sept 2016 Member Te Taumata Council Apr 2013 Board Member Piki Te Ora - Union and Community Health Centre Board
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9 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Interests Register
3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment Karen Coutts Director, Principal & 23 Jun 2009 KDC & Associates Limited - current: Reserve Bank NZ Te Rūnanga o Moeraki Shareholder Kaiwhakahaere Ngāi Tahu ki to Whanganui-a-Tara Sept 2018 Member Te Here Komiti Member HSNO Treasurer Te Rūnanga o Moeraki Shareholder Tower Limited Board Member Transparency NZ International Member Wellington Institute of Directors’ Branch 22 Dec 2008 Director & Shareholder KBDRC Limited Elizabeth Cunningham August 2015 Councillor Environmental Canterbury (ECan) Te Rūnanga o Koukourārata Justice of the Peace Justice of the Peace Representative Manawhenua ki Waitaha Health Group Life member / President Maori Women’s Welfare League – Rāpaki branch Member Te Apārangi Komiti April 2019 Member Regional Civil & Emergency Committee Gail Gordon Sept 2018 Deputy Chair Audit & Risk Committee (TRARC) Te Hapū o Ngāti Wheke (Rāpaki) 13 Apr 2005 Director & Shareholder Roker Street Limited Sept 2006 Chair Te Poho o Tamatea Charitable Trust 8 Mar 2009 Director Te Poho o Tamatea Limited Executive Te Hapu o Ngati Wheke Runanga Trustee Taukahara Trust Gail Thompson Shareholder Invercargill Airport Limited Awarua Rūnanga General disclosure Gail’s husband is an employee of Ngāi Tahu (Mātauranga Kaitoko -
Awarua team) Sept 2018 Member Te Apārangi Komiti 11 Apr 2012 Director / Shareholder Bluff Oyster Management Company Limited Trustee Bluff Hill Charitable Trust Member Te Ao Marama Limited Member Te Waiau Mahika Kai Trust Member Predator Free Rakiura Governance Group Member Maukahuka Auckland Islands Pest Eradication Governance Group Tahu Pōtiki 29 May 2007 Director & Shareholder Arataki Associates Limited
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10 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Interests Register
3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment Te Rūnanga o Ōtākou 1 Apr 2013 Director Ngai Tahu Tourism Limited Sept 2018 Chair Te Aparangi Komiti June 2018 Acting CEO Aukaha Ltd (Rūnanga owned business) Oct 2017 Trustee Trust Teina Nov 2018 Trustee Riki Te Mairaki Taiaroa Ellison Whanua Trust Fiona Pimm Chair Whai Rawa Fund Limited Te Rūnaka o Arowhenua Society Inc Deed of Indemnity and Insurance – Whai Rawa Fund Limited Director Careerforce ITO (CSSITO Ltd) Board Member NZ Council for Educational Research Member Registered Ngāi Tahu Tribal Member Member Registered Whai Rawa Member Director New Zealand Blood Service Trustee Nurse Maude Association Executive Member Te Rūnanga o Arowhenua Incorporated Society Ann Wakefield Member Audit & Risk Committee (TRARC) Ōraka-Aparima Rūnaka Inc Member Iwi Advisory Group, Southern Cross Hospital (IVC) 16 Feb 2013 Member Iwi Advisory Group, Well South LTD (PHO) Oct 2017 Member Iwi Governance Committee, Southern DHB Trustee Fiordland Heritage & Museum Trust Secretary Ōraka-Aparima Rūnaka Inc Darran Kerei-Keepa Member Executive Te Rūnanga o Kaikōura Te Rūnanga o Kaikōura Sept 2018 Member Te Here Komiti 11 Oct 2015 Director Te Runanga o Kaikōura Limited Henrietta Carroll Sept 2018 Member Te Here Komiti Wairewa Sept 2018 Member TRARC Arihia Bennett Nov 2012 Chair He Oranga Pounamu
Chief Executive Officer Trustee Mātauranga Trust 16 Feb 2013 Chair Ngāi Tahu Communications Limited 16 Feb 2013 Chair Ngāi Tahu Development Corporation Limited 16 Feb 2013 Chair Ngāi Tahu Fisheries Settlement Limited 30 Nov 2016 Director Predator Free 2050 Ltd 16 Feb 2013 Director & Chair Te Rūnanga o Ngāi Tahu Limited 15 Feb 2014 Director Te Waipounamu Fisheries Limited
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11 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Interests Register
3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment 25 Mar 2013 Director Ngāi Tahu Paua Quota Limited 25 Mar 2013 Director Ngāi Tahu Migratory Quota Limited 25 Mar 2013 Director Ngāi Tahu Fisheries Investments Limited 25 Mar 2013 Director Ngāi Tahu Scampi Quota Limited 25 Mar 2013 Director Ngāi Tahu Wetfish Quota Limited 25 Mar 2013 Director Ngāi Tahu Lobster Quota Limited July 2017 Trustee New Zealand Institute for Minerals to Materials Research 2013 Board Member University of Canterbury - Ngāi Tahu Research Centre 2013 Board Member University of Canterbury - Vice Chancellor Maori Advisory Board Katharina Ruckstuhl (Alt) 2006 Director Puketeraki Limited Kāti Huirapa Rūnanga ki Puketeraki Member Otago-Southland NZ Oil & Gas Community Board 2006 Member Dunedin City Council Māori Participation Working Party Deputy Chair Executive 2018 2006 Kati Huirapa Rūnaka ki Puketeraki Member 2017 Associate Dean Māori Otago Business School 2015 Executive Member Science for Technological Innovation National Science Challenge Michael Stevens (Alt) Tumu Korero Limited - has contract for services with Te Rūnanga o Ngāi 26 Feb 2018 Director & Shareholder Awarua Rūnanga Tahu Juliette Stevenson (Alt) Director Aukaha Ltd Te Rūnanga o Waihao Member SCDHB Maori Health Advisory Board Director Te Runanga o Waihao Limited Company Trustee Victoria Trust Elizabeth Brown (Alt) Chair Mātauraka Mahaanui Te Taumutu Rūnanga Member Executive of Te Taumutu Runanga Employee University of Canterbury Kiri Howell (Alt) Chair Ōraka Aparima Rūnaka Holdings Board Ōraka Aparima Rūnaka Donna Matahaere-Atariki (Alt) Chair Te Rūnanga o Ōtākou Te Rūnanga o Ōtākou Director Te Rūnanga o Ōtākou Limited Trustee Well South Primary Health Network Commissioner New Zealand Gambling Commission Director VIII (8) Limited (Contract with OTRoNT) Member Tōpuni Tamariki
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12 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Interests Register
3 TE RŪNANGA REPRESENTATIVES’ INTERESTS REGISTER – 2019
Date of Notification / Rep / Alts Name Position General Disclosure of Interest Appointment Chair Ōtākou Health Limited (Te Kāika) Trustee Whenua Kura Trust Christina Henderson (Alt) Employee Manawhenua Ki Waitaha, Community Public Health Te Hapū o Ngāti Wheke (Rāpaki) Teena Henderson (Alt) Dec 2012 Employee University of Canterbury Te Rūnanga o Ngāti Waewae Michelle Turrall (Alt) Oct 2013 Executive Member Te Ngai Tuahuriri Runanga Te Ngāi Tūāhuriri Rūnanga Oct 2015 Deputy Chair Mana Whenua ki Waitaha Sept 2012 Trustee Mana Whenua ki Waitaha March 2015 Director Christchurch PHO Ltd June 2017 Member Maori Caucus CDHB – Canterbury Clinical Network June 2018 Member CDHB Clinical Board Jan 2018 Chair Papakainga Hauora Ngai Tuahuriri April 2019 Mana Whenua Rep Integrated Leaders Forum – Response to March 15 April 2019 Mana Whenua Rep Kaiwhakaoranga Steering Group – Response to March 15 Sept 2017 Employment Ngai Tahu Iwi Relationship Manager – Oranga Tamariki Member Tōpuni Tamariki Mana Whenua Rep Tauira Tōpuni
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13 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - RAUTAKI (STRATEGY)
RAUTAKI
(STRATEGY)
100 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Haea te Awa - Distribution
He Pepa Matapaki (Discussion Paper)
Nā: Haea Te Awa Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Distribution Policy Te Kaituhi: Julian Wilcox Te rā: 23 July 2019
1. TE WHĀINGA (PURPOSE): 1.1 To present an overview of distribution policy, and to seek feedback from Te Rūnanga 11 on key considerations for the Te Rūnanga o Ngāi Tahu distribution policy under Haea Te Awa, for FY 2021 and thereafter. To be clear, this paper focuses on distribution policy, not distribution allocation. Distribution allocation is a further piece of work currently being considered by the Office and the Haea Te Awa team.
2. HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION):
2.1 In December 2017, Te Rūnanga held a wānanga and approved the seven core principles which now guides the five Haea Te Awa workstreams.
2.2 In February 2018, Te Here held a wānanga that initiated the distribution policy workstream. At this wānanga, Te Here agreed that further policy review work needed to be considered. The Haea Te Awa team then resolved to align the work on distribution policy with the investment strategy work.
2.3 In August 2018, a “Situation review of the Investment Policy Framework” was completed by PwC, with several conclusions drawn from this review and incorporated into ongoing work to develop the investment strategy.
2.4 In February 2019, following various Te Rūnanga and Te Here wānanga, and a hui with NTHC, ongoing work was initiated to develop detail relating to the regional development strategy and investment strategy.
2.5 Also, in February 2019, the Chief Operating Officer was seconded to lead the Haea Te Awa programme. A full review of the current distribution policy began, with key insights provided by the a “Situation review of the Investment Policy Framework”, completed by PWC. 2.6 In June, the Te Here wānanga focused on distribution policy. A presentation to Te Here outlined the various distribution rules of intergenerational investors nationally and internationally. Te Here was also presented with key considerations to set an appropriate distribution rate. Te Here agreed in principle with the current distribution rule and rate, and for this to be considered further by Te Rūnanga.
He Pepa Matapaki (Discussion Paper): Distribution Policy Te Rūnanga o Ngāi Tahu– Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 5
101 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Haea te Awa - Distribution
3. NGĀ KAUPAPA MATUA (POINTS OF INFORMATION):
What is the goal of the distribution policy?
3.1 The proposed goal aligns with the approved investment goals outlined in the Investment Strategy, particularly goal two, which states:
“To protect and grow the sustainable, real per capita distribution, paid by Ngāi Tahu Holdings Corporation to the Ngāi Tahu Charitable Trust.”
3.2 The distribution goal can be broken down and further defined in these terms: a) Protect – Risk averse, with no material or sustained reduction in value or earnings; b) Grow – to grow distribution over the long term, at a rate higher than inflation and population growth; c) Sustainable – to fund distribution from cash generated by the portfolio; d) Real – to have no loss in purchasing power through time (new asset 11 acquisition); e) Per Capita – be able to keep pace with population growth;
What does a Distribution Policy do?
3.3 The role of the distribution policy is to balance present needs and future needs, against the risks and rewards associated with the investment portfolio. It is, ‘a formal policy accompanied by documented compliance (that) may be the best defence against intergenerational inequity.1” Therefore, distribution policy helps give effect to the Ngāi Tahu whakataukī: ‘Mō tātou, ā, mō kā uri ā muri ake nei.’
3.4 There are two key parts to distribution policy: a) A distribution rule; b) A distribution rate.
What is the current distribution rule?
3.5 The current distribution rule is based on a rule named for James Tobin2, and is used by many funds’ worth over one billion dollars. It is used mainly by University endowment funds, and the nature of the rule is that the level of distribution increases over time, in proportion to the market value of the fund, but with a smoothing mechanism that alleviates the peaks and troughs in market value performance. Put simply, it uses a market component, and a smoothing component: a) Market component – adjusts the distribution with the market value of the fund; b) Smoothing component – limits the potential for extreme market movements to affect distribution from year to year.
3.6 NTHC employs a version of the Tobin rule, called the NTHC rule.
3.7 The current smoothing component is weighted at 70% on the prior year’s distribution amount and 30% market rate. This is different to other distribution rules like the Yale and Harvard rules, who employ an 80% - 20% rule, because of the guaranteed ongoing endowment funding from gifts and bequests.
He Pepa Matapaki (Discussion Paper): Distribution Policy Te Rūnanga o Ngāi Tahu– Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 5
102 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Haea te Awa - Distribution
What is the current distribution rate?
3.8 The ability to set an appropriate distribution rate depends entirely on the returns to deliver the distribution in the first place. The current distribution rate sits at 4%.
3.9 Returns are based on cash returns (as a preferred means of return) and total returns.
3.10 Cash returns are expected returns from status quo portfolio holdings according to the asset classes within: a) Cash and fixed interest; b) Private equity; c) Listed equities; d) Development Property; e) Investment Property; f) Rural Property;
One must then deduct operating expenses from the expected cash returns, and then 11 compare to the target distribution rate.
3.11 Based on previous reviews of NTHC returns it may be difficult to maintain the current distribution rate of 4% through cash returns alone.
3.12 This shows that the investment strategy, and the distribution policy must be worked on together. The distribution policy cannot set a rule and rate that cannot be achieved by the investment strategy. The investment strategy requires a distribution rule and rate to achieve an adequate return today, without risking intergenerational equity tomorrow.
What are the other key determinants when considering the distribution rate?
3.13 Operating Expenses – operating expenses must also be factored into the returns, to ensure that a true required investment rate can be calculated.
3.14 Population Growth – this is important, as it sets out what must be invested back into the portfolio to ensure intergenerational equity. Population growth for Ngāi Tahu is based on two factors: a) Ngāi Tahu growth projections based on NZ Census Results b) Whakapapa registrations
Currently, NTHC has its population growth projections set at 1.5%.
3.15 Inflation – this is also important, as the portfolio must be able to meet that same value of the current shareholding in future terms. The current shareholding of each registered member of Ngāi Tahu can be calculated at approximately c$24,531.00. The value of the shareholding for each member in 50 years’ time must be more than the current value in real dollar terms. So, in 2069, the value of the shareholding of each registered member should be at least equal to or preferably greater than c$24,531.00.
3.16 The Reserve Bank of New Zealand considers various factors when projecting inflation rates moving forward, including production, CPI, value, etc. The RBNZ projected inflation rate is 2%.3
He Pepa Matapaki (Discussion Paper): Distribution Policy Te Rūnanga o Ngāi Tahu– Te tekau mā ono o Whā, 2019 (16 August 2019) Page 3 of 5
103 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Haea te Awa - Distribution
3.17 Reinvestment – Reinvestment is also a critical part of the calculation when considering distribution. To meet the distribution goal, appropriate reinvestment can be calculated as a sum of the following:
a) Required reinvestment – the required reinvestment rate sets the rate of return required to meet intergenerational equity for the future. It is a culmination of inflation, and population growth rate;
b) Total reinvestment – total reinvestment is the rate required to meet distribution plus operating expenses.
4. NGĀ KAUPAPA MATAPAKINGA: (POINTS FOR DISCUSSION)
What is the most appropriate distribution rule for Te Rūnanga o Ngāi Tahu and Ngāi Tahu Holdings Corporation?
4.1 In December 2012, the Bank of New Zealand released a report called ‘Mā te huruhuru 11 te manu ka rere – Distribution and spending policies for iwi.’ In this report, several distribution rules are reviewed, based on international distribution rules for intergenerational investment funds, and aligned with iwi objectives and considerations.
4.2 Appendix 1 sets out the various distribution rules, and positive and negative impacts of each rule, identified by the report. They have been examined with a focus on achieving the following: a) achieving intergenerational equity; b) maximising wealth; c) protecting against inflation; d) providing stable annual distributions for spending.
4.3 Appendix 2 sets out the various methods of Hybrid rules, including the current NTHC/Tobin rule, identified by the BNZ report. 4.4 Whilst they are not an exhaustive list of rules, they cover the main categories and methods for distribution rules that most align to iwi.
What is the most appropriate distribution rate for Te Rūnanga o Ngāi Tahu and Ngāi Tahu Holdings Corporation?
4.5 The current distribution rate of 4% is considered a ‘conservative’ rate for most intergenerational investment funds. Te Rūnanga o Ngāi Tahu currently operates a distribution rate corridor, whereby the lowest amount of distribution that can be paid to the Ngāi Tahu Charitable Trust is 4%, and the highest rate of distribution paid is 5.5%. The highest distribution payment made by NTHC to the NTCT was in 2013, at 4.2%.
4.6 Setting the most appropriate rate of distribution will be the key focus for the presentation to Te Rūnanga in the Wānanga section of the August Hui. 4.7 A draft distribution policy, including the current distribution rate and rule, is attached at Appendix 3.
He Pepa Matapaki (Discussion Paper): Distribution Policy Te Rūnanga o Ngāi Tahu– Te tekau mā ono o Whā, 2019 (16 August 2019) Page 4 of 5
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5. NGĀ HONONGA KI NGĀ POU E WHĀ (ALIGNMENT TO NGĀ POU E WHĀ):
5.1 Āe.
6. TE MAHERE MAHI (FURTHER WORK PLANNED):
6.1 A decision paper on distribution policy to be presented to Te Rūnanga in September.
6.2 Distribution allocation – a review of the current allocation and proposals for change.
7. NGĀ TŪTOHUTANGA (RECOMMENDATIONS):
7.1 That Te Rūnanga o Ngāi Tahu: a) Receive the paper; b) Provide feedback to the distribution policy paper and presentation; c) Consider the current distribution rule (“NTHC/Tobin Rule) as the most 11 appropriate rule for Te Rūnanga o Ngāi Tahu, as outlined in Appendix 3; d) Consider the current distribution rate (4%) as the most appropriate distribution rate for Te Rūnanga o Ngāi Tahu, as outlined in Appendix 3.
8. NGĀ ĀPITITANGA (APPENDICES) Appendix 1 – Distribution Rules Appendix 2 – Hybrid Distribution Rules Appendix 3 – Draft Distribution Policy
Project Lead – Haea te Awa Date: 30 July 2019
Chief Executive Officer Date: 30 July 2019
Notes: 1) 1 Kaake, K. Kato, M., (2013) Understanding the effects of spending policy. 2) James Tobin – a Nobel Laureate and former professor at Yale University. 3) Long term inflation is based on NZEIR consensus CPI forecasts.
He Pepa Matapaki (Discussion Paper): Distribution Policy Te Rūnanga o Ngāi Tahu– Te tekau mā ono o Whā, 2019 (16 August 2019) Page 5 of 5
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APPENDIX 1 – DISTRIBUTION RULES
Rule Category Methods Pros Cons Examples of possible relevance to iwi Discretionary • Decide an • Flexibility to adapt to • Long term sustainability • Might suit some iwi who want appropriate level conditions could be an issue maximum flexibility and can each year adjust spending as required • Distributions may not be stable. • Requires careful governance. Achieving intergenerational fairness and growth in the asset base could be very challenging
Income Only • Income based • Capital can be • Encourages conservative • May suit some iwi with preserved (if principal investing that emphasises extremely limited funds who is protected from income, rather than total require very stable income to inflation e.g. through return investing. This may meet a tight annual spending investment of some of limit the growth of the fund budget. Inflation-based Might the year’s income) and reduce the probability suit some iwi who want that the future purchasing maximum flexibility and can power of distributions is adjust spending as required preserved 11.1
Inflation based • Inflation protected • Stable distributions • De-linked from moves in • Might suit some iwi that wish to distributions year-on-year, with portfolio value, which focus on running a low level of purchasing power creates a risk that future spending for a period while they maintained distributions might not be build up their investments sustainable • Instability to current • Initial level of spending set programmes of work to deliver has a critical impact outcomes and achieve short term aspirations and objectives • Banded inflation • Relatively stable • Initial level of spending set distributions has a critical impact
• Partial link to changes in portfolio value
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Rule Category Methods Pros Cons Examples of possible relevance to iwi • Specified % of • Simple • Driven solely by the market • Iwi seeking to maximise long Market Value starting market level at a point in time, term growth in their asset base based value • Market value which is somewhat are likely to focus on total return approach allows total arbitrary. investing rather than investing return investing, just for income which should, over • Distributions lack time produce higher predictability and are prone • The Market Value approach returns than a to volatility provides a method for conservative income- determining distributions when focused fund some of iwi investment returns are coming from capital gains • Distributions maintain relativity to the value • Favours iwi with assets that of the underlying they are willing to sell, over investments assets that are purchased and • Moving average • Provides more stable • Anomalous temporary held (e.g. 12 quarters) distributions than portfolio moves have an rules using the impact for the whole term 11.1 market value at a of the moving average single point in time • A long term in the moving • Distributions maintain average calculation can relativity to the value make it slow to adapt to of the underlying large portfolio moves investments
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APPENDIX 2 – HYBRID DISTRIBUTION RULES
Rule Category Methods Pros Cons Examples of possible relevance to iwi • Yale/Stanford • Stable year-to-year • Dependent on weightings • May be suitable for iwi who are Hybrid spending assigned investing on a total return basis, Distribution • NTHC/Tobin but who want greater stability in Rules • Adapts to changes in • Compromise may not annual distributions than that the market value of result in optimal outcome provided under a Market Value the portfolio, with for any of the primary goals approach moderation (capital preservation, intergenerational fairness, • The weightings distribution stability) provide an organisation with the means to customise a policy that balances its needs • Stabilisation Fund • Intergenerational • Distributions sensitive to • Versions of the stabilisation Alpha/Beta fairness market volatility fund approach, such as the Alpha/ Beta method, may • Effective in different appeal to iwi who wish to run a 11.2 types of markets liquidity buffer alongside their main portfolio of commercial • Good at maximising and investment assets total utility (total distributions + • Some versions of this approach portfolio growth) over allow the stabilisation fund to time run negative balances at times. This particular aspect may not suit iwi who prefer not to use borrowings to support distributions
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• Yale + Alpha/Beta • Moderately stable • Dependent on weightings • May be suitable for iwi who year to year assigned want to run a stabilisation fund distributions but want greater stability in • Trades off some of the annual distributions than that • Adapts to changes in value generated by the provided under a standard the market value of Alpha/Beta in return for the Alpha/Beta approach. the portfolio, with greater stability of Yale moderation
• Good at maximising total utility (total spending + portfolio growth) over time.
• Milevsky Brown • Preserves real value • Complex to calculate. • The administrative complexity of fund capital Reliant on assumptions and distribution volatility seems unlikely to suit many iwi • Higher volatility in distributions. Can get large reductions in distributions 11.2 when portfolio drops
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Te Rūnanga Distribution Policy (New)
1.0 Introduction, Definitions and Scope of Policy
1.1. The purpose of this Policy is to establish the Te Rūnanga Distribution Policy. It aligns with the Te Rūnanga Investment Charter, in particular with goal two, outlined in that Charter, which is:
“To protect and grow the sustainable, real per capita distribution, paid by Ngāi Tahu Holdings to Ngāi Tahu Charitable Trust.”
1.2. The Distribution Policy is made up of two key factors:
a) A distribution rule 11.3 b) A distribution rate
1.3. A robust distribution rule is required to manage the tensions between preservation of the investment fund and stability in distribution support. Sensible policies in this area cause current-year spending (function of distribution) to relate to both prior-year distributions and contemporaneous overall investment portfolio values.
1.4. The rule to be applied is a derivative on the Yale Endowment Fund rule. This rule incorporates weighting of both last year’s distributions and the long-term spending rate (current best practice stipulates that this rate should lie between 4% and 6%, to achieve intergenerational equality, with 4% being the most conservative) applied to last year’s overall investment portfolio’s market value (MV). The formula uses weightings that reflects preferences regarding the trade-off between distribution (spending) stability and purchasing power preservation. The terms are adjusted for inflation whereby the ‘distribution weighting’ is adjusted in order to preserve the real value of the prior year’s spending and the ‘investment portfolio weighting’ is adjusted because the formula uses a lagged market value.
1.5. Under this approach distribution stability is maintained without compromising purchasing power preservation for future generations. In periods of high growth in the investment fund distributions are lower than what might be expected and in periods of declining growth the distributions are higher than what might be expected.
2.0 Annual Distribution Value Calculation
2.1 The Annual Distribution amount is calculated using the following formula:
2.2 Dt = 70% x Dt-1 x (1+CPIt-1) + 30% x 4% x MVt-1 x (1+CPIt-1)
Where: Weightings of 70% & 30% are applied to the previous year’s distribution amount and portfolio MV respectively 4% = long term spending rate Dt = Current year’s distribution amount Dt-1 = Previous year’s actual distribution amount CPIt-1 = Previous year’s inflation rate using the CPI annual % (RBNZ) MVt-1 = Portfolio market value as at the beginning of the most recent financial year
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2.3 The spending amount determined by the formula will be constrained so that the calculated rate is at least 4% of the overall investment portfolio’s inflation-adjusted market value one year prior:
4% x MVt-1 x (1+CPIt-1)
3.0 Determining Market Value (MV)
3.1 As a general principle, Investment Assets are to be valued at fair value consistently across each investment asset category(s).
3.2 Where the portfolio’s Investment Assets are traded on recognised exchanges they are valued accordingly, marked to market. Where they are not traded on recognised exchanges the primary objective is to value those Investment Assets at fair value wherever possible.
3.3 For unlisted Investment Assets fair value will be determined on the basis of 11.3 independent valuations, where practical. Where it is not practical to obtain an independent valuation, the Investment Manager’s valuation will be used. Where an Investment Manager’s valuation is deemed not to be sufficiently reliable, the investment asset will be valued at cost less any impairment.
3.4 The scope and content of each valuation will be based on best-practice principles and accepted industry valuation methods. These methods may include, but are not limited to, the following generally accepted valuation methods: earnings multiples, discounted cash flows, recent third-party transactions, and capitalisation rates etc.
4.0 Review of Distribution Policy
4.1 This Distribution Policy will be reviewed:
a) every three years, or
b) as may be decided by Te Rūnanga from time to time.
4.2 The Office of Te Rūnanga o Ngāi Tahu will be responsible for reviewing the Te Rūnanga Distribution Policy.
Te Rūnanga Distribution Policy – August 2019
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TE WHATITATA ME TE TAUTUKUNGA
(RISK & COMPLIANCE)
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He Pepa Whakataunga
(Decision Paper)
Nā: Chief Operating Officer Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Health and Safety Workplan FY20 Te Kaituhi: Katie McEwan Te rā: 19 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 This paper presents Te Rūnanga o Ngāi Tahu with the Health and Safety Strategy and 2020 financial year annual work plan produced by the Office. 12
2. KUPU WHAKATAKI (BACKGROUND):
2.1 The ‘Te Rūnanga o Ngāi Tahu Health and Safety Charter’ sets out the due diligence roles and responsibilities of Representatives in leadership of health and safety matters.
2.2 It is the role of Te Rūnanga to provide leadership and policy that sets the direction for health and safety management within the Office of Te Rūnanga o Ngāi Tahu.
2.3 As outlined in the Charter, Te Rūnanga creates expectations and exercises due diligence in holding management strictly and continuously to account for meeting them. One such responsibility is management deployment of the health and safety strategy.
2.4 In addition, Te Rūnanga must also ensure that a health and safety annual work plan, including targets, is developed for the Office of Te Rūnanga o Ngāi Tahu and that it is regularly monitored and reviewed.
3. NGĀ KAUPAPA MATUA (POINTS OF INFORMATION):
3.1 The Health and Safety Strategy was written in 2017 to set out the priorities for the financial years 2018 - 2021 that will enable us to make progress towards our vision “Kia hoki ora atu tātou katoa ki te kāika” – everyone home safe and well every day. The three strategic priority areas were defined as: i. Operational Excellence; ii. Wellbeing Culture; iii. Visible Leadership.
3.2 Now in its third year of implementation, we are able to embed the good progress already made ensuring a solid foundation of operational excellence, take comfort in our shared mindset of “He Wharerau Ora” and demonstrate exemplary leadership.
Decision Paper: Health and Safety Workplan FY20 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 2
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3.3 The workplan for the financial year ended 30 June 2020 defines the work activities for year ahead and outlines associated performance indicators against the three strategic pou.
3.4 This annual work plan, approved by our Health and Safety Steering Committee in July 2019 will be reviewed quarterly and progress against it shall be regularly reported to Te Rūnanga.
3.5 The H&S Strategy including the 2019/2020 workplan is provided at Appendix 1 for review by Te Rūnanga o Ngāi Tahu.
4. TE MAHERE MAHI (FURTHER WORK PLANNED):
4.1 Upon implementation of the work plan, associated reporting against the plan will be provided to Te Rūnanga on a regular basis.
4.2 An annual review process will summarise progress against our objectives and enable us to outline and resource plans for the year ahead. 12
5. KO NGĀ TŪTOHUTANGA (RECOMMENDATIONS): That Te Rūnanga o Ngāi Tahu: a) Discuss the H&S Strategy and annual work plan and provide feedback content of the strategy to further guide this kaupapa.
6. HE ĀPITIHANGA (APPENDICES): Appendix One – H&S Strategy & FY20 Workplan
Katie McEwan Date: 19 July 2019
Chief Executive Officer Date: 30 July 2019
Decision Paper: Health and Safety Workplan FY20 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 2
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APPENDIX ONE
HEALTH AND SAFETY STRATEGY
“Kia hoki ora atu tātou katoa ki te kāika”
THE OFFICE OF TE RŪN ANGA O NGĀI TAHU
A) SUMMARY
Our strategic vision is for everyone to arrive home safe and well everyday - “Kia hoki ora atu tātou katoa ki te kāika”. We seek to achieve a work environment that is safe, warm and nurturing, like that of traditional 12.1 wharerau constructed during mahika kai expeditions. Through the lens of our Ngāi Tahu values, we are bringing health, safety and wellbeing to the forefront of our practice.
Our leadership of Te Rūnanga o Ngāi Tahu and Kā Pakitua are committed to leading the safety transformation, as set out in the Te Rūnanga o Ngāi Tahu Health and Safety Charter and Health and Safety Policy. The shared beliefs of our governance and leadership, described in section B, underpin our approach to health, safety and wellbeing.
This strategy document sets out the strategic priority areas for the next three years that will enable us to make progress towards our vision.
1. Operational Excellence – This foundational period will allow us to focus on getting the basics right to ensure compliance with the Health and Safety at Work Act (2015). A safe and strong physical framing structure of our wharerau ora will provide a strong basis for other safety and wellbeing practices to be layered upon. 2. Wellbeing Culture – In recognition of the risk profile of our organisation and the new broader scope of health in legislation, it is important to give prominence to our objectives in supporting the holistic wellbeing of our kaimahi. 3. Visible Leadership – Leadership behaviours and practices will be a key component to achieving sustainable and effective transformation of our health and safety culture.
This document describes our strategic objectives for 2018 – 2021 and sets out how we will make progress towards these for the 2019 financial year period. This annual work plan, approved by our Health and Safety Steering Committee will be reviewed quarterly and progress against it shall be regularly reported to Te Rūnanga. An annual review process will summarise progress against our objectives and enable us to outline and resource our plans for the year ahead.
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B) OUR BELIEFS
1. The Health & Safety of our people is core to our values. Our organisational values represent a framework for the way we do things. These values symbolise Ngāi Tahu philosophies and worldview, with an innate focus on caring for people. They form the solid foundation upon which our Wharerau Ora stands.
2. We have a duty of care for other people and everyone takes responsibility for H&S. A positive health and safety culture is more than a compliance mind-set. Our organisational culture should reflect our shared responsibility to keep ourselves and each other safe. To lead sustainable improvements our people must not only know what to do but want to do it.
3. Communication is what makes our team work. Effective health and safety leadership means a collective approach which is open and transparent. We enable progress and improvement by sharing and learning together, reflecting on lessons learnt and celebrating successes. Talking to our staff and getting their input on health and safety matters is key to getting it right. 12.1
4. Safe and healthy environments grow safe and healthy people. We take a holistic view of hauora to reflect our uniquely Ngāi Tahu workplace setting. Drawing on Durie’s 1982 model of Te Whare Tapa Whā, the dimensions of workplace health and wellbeing are represented by the different elements that make up the wharerau structure.
Taha tinana (physical) – framing Physical safety of the workplace environment; Management of physical hazards and risks; Physical health and wellness.
Taha hinengaro (psychological) - layers Mental and emotional wellbeing, life/work balance; Inner resources to enhance wellness and resilience.
Taha wairua (spiritual) – coverings Level of connectedness, sense of meaning and purpose from work; Culturally safe practices.
Taha whānau (social) – A complete / well- maintained wharerau creates a place where kaimahi feel like they belong, and are safe and supported.
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C) STRATEGIC PRIORITY A REAS
1. OPERATIONAL EXCELLENCE 2. WELLBEING CULTURE 3. VISIBLE LEADERSHIP
What does success look like in 2021? What does success look like in 2021? What does success look like in 2021? All high-risk activities are managed appropriately and risk A new way of thinking has been achieved, with staff Leaders are fully engaged in Health and Safety and management processes are embedded into general and managers understanding the interrelationships of want to do it – not only because it is good business management operating practice (BAU). hauora dimensions. practice but understand it is the right thing to do.
Kaimahi are knowledgeable about significant health and Our organisational climate is healthy and welcoming, Senior management are obvious exemplars of health safety risks and are aware of reasonably practicable where wellbeing is prioritised and staff look after each and safety behaviours to set the tone and controls to eliminate or minimise them. other. demonstrate the importance given to safety and wellbeing.
3-YEAR STRATEGIC OBJECTIVES: 3-YEAR STRATEGIC OBJECTIVES: 3-YEAR STRATEGIC OBJECTIVES:
1.1 Risks are considered and planned for before 2.1 Staff feel confident in participating in cultural 3.1 There are clear accountabilities for health and embarking on work. events and fulfilling the cultural requirements of safety at all levels. 1.2 There is effective communication of H&S their roles. 3.2 Senior managers demonstrate the required performance. 2.2 There are clear and effective conflict resolution commitment and ownership to lead sustainable 1.3 We continually review and develop our practices to strategies that suit our organisation. improvements. ensure necessary improvements. 2.3 Kaimahi take responsibility for their well-being. 3.3 Te Rūnanga are visible in their commitment and 12.1 1.4 Our kaimahi have the right competency and 2.4 Kaimahi are proactively engaged in their own ownership to ensure leadership of required capability to fulfil the H&S requirements of their professional development. changes. roles. 2.5 Our managers are capable to fulfil their leadership 3.4 Employees are enabled to meaningfully participate 1.5 Key stakeholders are engaged and involved. and operational management tasks. in health and wellbeing matters.
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1. OPERATIONAL EXCELLENCE
3-YEAR STRATEGIC OBJECTIVES: KEY WORK ACTIVITIES FY20 : KPI’S AND ASSOCIATED METRICS:
• Contractor management standards set and fit for whole 1.1 Risks are considered and planned for • Critical review of Contractor Management System and business before embarking on work. development of relevant resources • Contractor register in place including relevant risk level • Annual review of contractor performance conducted • Promote Risk Manager use by all teams • Complete Risk Manager training for all line managers • All activities in High Risk Activity Calendar have Safety Plans completed and registered in Risk Manager • 10% increase in reported events from 46 FY19 • 100% Use of local control function for hazards in Safety Plans • 100% reports received based on Contractor Register and 1.2 There is effective communication of • Develop effective process for contractor reporting and agreed reporting frequency H&S performance. increase 2 way communication • Escalation process implemented for non-conformance o Reporting frequency expectations are communicated to contractors based on relevant level of risk (minimum annually) • GM’s increase consultation with key operational staff to • 100% of High Risk Activities recorded in Risk Manager improve their technical knowledge of their respective 12.1 high risk activities • Review completed, findings communicated to relevant 1.3 We continually review and develop our • Complete H&S risk review and report for Former Crown stakeholders practices to ensure necessary Titi Islands • Action plan developed and agreed by relevant improvements stakeholders • Agreed improvements implemented by 30 June 20 • Lift level of understanding of the Tribal Properties risk • GM Te Ao Tūroa provides report at 100% Steering exposure and controls in place to mitigate risks Committee hui • Develop Security Programme for Te Rūnanga o Ngāi • 6 monthly testing of all security procedures Tahu work locations • Develop and implement Security Module into staff induction on Te Pae Tata • Ownership, monitoring and review of annual • Progress reviews complete quarterly improvement plan by H&S Steering Committee
4
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• H&S training matrix developed based on role specific 1.4 Our people have the right competency • Identify roles responsible for Risk Management and requirements and capability to fulfil the H&S implement a training plan requirements of their roles • Papatipu rūnanga capability development. Application • Quarterly contact made by H&S Advisor of fundamental Risk Management and what the • Resource toolbox to be developed and made available supporting tools look like, with particular emphasis on contractor management • IOD development for Te Rūnanga representatives • 1 x Te Rūnanga Representative completes IOD 1 day Advanced H&S Governance course by 30 June 20 • 100% Managers completed Risk Manager training 1.5 Our managers are capable to fulfil their • Managers trained in H&S Management • 100% Managers completed Cultural Competency leadership and operational management training tasks • Managers role in supporting new kaimahi during • H&S induction module on Te Pae Tata reviewed and induction process strengthened updated • Managers induction guideline resource developed and implemented
12.1
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2. WELLBEING CULTURE
3-YEAR STRATEGIC OBJECTIVES: KEY WORK ACTIVITIES FY20: KPI’S AND ASSOCIATED METRICS:
• Tikanga kōrero completed at least 2x per year. Questions • Platform developed to maintain questions and answers 2.1 Staff feel confident in participating in and Answers recorded and made available for all kaimahi to access cultural events and fulfilling the cultural requirements of their roles. • Implement Minimum Cultural Competency matrix • Identify resources and training to overcome barriers • Identify “Cultural champions” for peer support and review processes • 100% of staff have a cultural competency goal in Taku Paeraki • Line Managers have received training/processes • Refresher training completed annually 2.2 There are clear and effective conflict required to prevent/cope with conflict resolution strategies that suit our • De-Escalation training completed for new key persons • Training records maintained organisation. and refresher training completed annually • 100% attendance at refresher training • Quarterly wellness initiatives are targeted to identified • Senior managers actively promote engagement 2.3 Kaimahi take responsibility for their key health issues • 4 x Wellness Initiatives completed annually well-being • Develop and implement Mental Health Champion • Register of champions developed and maintained Programme • Training programme developed • Training records maintained • Resource Took Kit developed • Reporting mechanism developed • Mentor support programme developed • Managers are familiar with He Wharerau ora and • Quarterly discussion on team agendas – records 12.1 2.4 Employees are enabled to demonstrate commitment to the programme maintained meaningfully participate in health and • Bi-annual spot check based on feedback from staff wellbeing matters • Annual Health Focus incorporates varying activities to • Platform developed for kaimahi input and feedback on appeal to the wider workforce proposed activities
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3. VISIBLE LEADERSHIP
3-YEAR STRATEGIC OBJ ECTIVES: KEY WORK ACTIVITIES FY20: KPI’S AND ASSOCIATED METRICS:
• Minimum expectation for leadership of and participation • Managers and key staff have specific health and safety 3.1 There are clear accountabilities for in health and safety activities is defined KPI’s health and safety at all levels • Induction process outlines specific Health and Safety • All kaimahi complete induction modules within the set roles and responsibilities timeframes • Mandatory attendance at H&S Steering hui from each of • 100% attendance rate from each business area at every 3.2 Senior managers demonstrate the the business areas. Delegate to attend if GM not H&S Steering Group hui required commitment and ownership available to lead sustainable improvements • CEO supports delivery of H&S Board Paper with GM’s • 100% Te Rūnanga hui support speaking to any HiPo events • Key staff confidently complete SWI’s with primary focus • Each GM completes a quarterly SWI on Risk Management • 18 SWI’s completed by reps (1 per rep annually) • 1 SWI completed per High Risk Activity recorded in Risk Manager • Senior Leaders engage in discussions about safety • Quarterly Kāi ō rikā management and He Wharerau ora • 100% of teams return signed Kāi ō rikā forms within each quarter
12.1
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HE PEPA WHAKATAUNGA
(Decision Papers)
122 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - Te Rūnanga Governance Fee Review
He Pepa Whakataunga
(Decision Paper)
Nā: Te Whakaue Chair Ki a: Te Rūnanga o Ngāi Tahu Kaupapa: Te Rūnanga Governance Fee Review Kaituhi: Te Whakaue Te rā: 24 July 2019
1. WHĀINGA: (PURPOSE)
1.1. To provide Te Rūnanga with Te Whakaue’s recommendations for the:
i. Te Rūnanga o Ngāi Tahu Representative and Alternate fees,
ii. Te Rūnanga committee member fees, including Chairs and Deputies. 13
2. KUPU WHAKATAI: (BACKGROUND)
2.1. Te Whakaue has responsibility to ensure that “Te Rūnanga and its committees are appropriately remunerated”. (Ref; Clause 1.2, a, i, Te Whakaue Charter 2019)
2.2. In September 2018 Te Rūnanga approved a new committee fee structure post Form and Function Review. A copy of the c urrent governance fee model is set out in Appendix One.
2.3. The new committee structure approved in September 2018 utilised June 2018 market data. The recommendations in this paper are part of the annual cycle of fee reviews and effective from 1 July 2019.
3. NGĀ KAUPAPA MATUA (POINTS OF INFORMATION)
3.1. Te Whakaue received independent market information from Strategic Pay current to June 2019.
3.2. The current policy for determining the Representatives Fee is “Market Median of the Directors Fee survey using total group turnover as a comparator”. Te Whakaue notes that there is no increase to Director Fees in the market data for 2019 (see Table 1).
Table 1 Annual Turnover (200.1m - $500m) June 2019
Role Current Base Fees Market Median Recommended Fee
Representative $50,000 $50,000 $50,000
Decision Paper: Te Rūnanga Governance Fee Review Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 3
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3.3. If Te Rūnanga approves the Te Whakaue proposal that there be no increase to the Representative Fee for 2019 subsequently there would be no increases applied to the rest of the governance fee model for 2019.
3.4. A review of the Te Whakaue Chair and TRARC Chair are included in this paper.
3.5. A recommendation for the Ngāi Tahu Holding Corporation Director fees will be presented to Te Rūnanga in September 2019.
4. TE TONO (PROPOSAL):
4.1. Te Whakaue recommends that there is no increase to the Representative Fee.
4.2. Te Whakaue recommends that no increases are applied to the rest of the governance fee framework determined by the Representative Fee.
4.3. Te Whakaue recommends that there is no increase to the TRARC and Te Whakaue Chair Fees.
5. HE MAHERE MAHI: (FURTHER WORK PLANNED)
5.1. The Representative Fee (and Committees) is reviewed on an annual basis. 13 6. NGĀ WHAKATAUNGA: (IMPLICATIONS)
6.1. Consistency with Ngāi Tahu 2025 - Yes
6.2. Consistency with Previous Policy Decisions – Te Whakaue Charter applied
6.3. Consistency with Ngāi Tahu Values - Yes
6.4. Financial Implications – These fees fit within the current Governance budget allocation.
6.5. Legal Implications – No implications.
6.6. Information Technology Implications – No implications
7. TE HONONGA KI NGĀ POU E WHĀ: (ALIGNMENT TO NGĀ POU E WHĀ)
7.1. Aligned to Ngā Pou e Whā
8. WHAKAAROHANGA RŪNANGA: (CONSULTATION CONSIDERATIONS)
8.1. Internal Consultation – Not applicable
8.2. External Consultation – Not applicable
9. TAUTUKUNGA: (COMPLIANCE)
9.1. This is aligned with Te Whakaue’s Charter
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10. KO NGĀ WHAKATAU: (RECOMMENDATIONS) That Te Rūnanga: a) Receives the paper b) Approves the Te Whakaue recommendation that there is no increase to the Representative Fee. c) Approves the Te Whakaue recommendation no increases are applied to the rest of the governance fee framework determined by the Representative Fee. d) Approves the Te Whakaue recommendation no increase to the TRARC and Te Whakaue Chair Fees.
11. HE ĀPITIHANGA: (APPENDICES) Appendix One: Ngāi Tahu Governance and CEO Remuneration Policy
13 Elaine McCaw - Chair of Te Whakaue Date: 20 July 2019
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APPENDIX ONE
NGĀI TAHU GOVERNANCE AND CEO REMUNERATION MODEL
CHIEF EXECUTIVE Policy: Market Median – Alternate Representatives Independent Remuneration Survey Policy: 10% of Representative
Te Here Committee Policy: 25% of Representative REPRESENTATATIVES Te Here Chair Policy: Market Median using NTHC Policy: 2:1 Ratio of Committee Revenue – Independent Te Here Deputy Chair Remuneration Survey Policy: 1.5:1 Ratio of Committee
CHAIR OF TRARC, CHAIR OF TE Te Aparangi Committee WHAKAUE Policy: 25% of Representative 13.1 Policy: Market Median – Te Aparangi Chair Independent Remuneration Survey Policy: 2:1 Ratio of Committee Te Aparangi Deputy Chair Policy: 1.5:1 Ratio of Committee NGĀI TAHU HOLDINGS CORPORATION (NTHC) DIRECTORS TRARC Committee Policy: Midpoint between market Policy: 25% of Representative median and upper quartile – TRARC Deputy Chair Independent Remuneration Survey Policy: 1.5:1 Ratio of Committee NTHC CHAIR Policy: 2:1 of NTHC Director Te Whakaue Committee Policy: 25% of Representative Te Whakaue Deputy Chair WHAI RAWA FUND LIMITED Policy: 1.5:1 Ratio of Committee DIRECTORS Policy: Market Median – Independent Remuneration Survey Kaiwhakahaere WHAI RAWA FUND LIMITED CHAIR Policy: 1+1+2 (1=Rep Fee) Policy: 2:1 of WR Director Fee Deputy Kaiwhakahaere 1+0.5+1 (1=Rep Fee)
Representative Additional Duties Policy: $500 per 8 hour day
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He Pepa Whakataunga
(Decision Paper)
Nā: Chief Operating Officer (COO) Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Revised 2019/20 Letters of Expectation for the Office and NTHC Te Kaituhi: Katie McEwan Te rā: 24 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 This paper seeks approval from Te Rūnanga o Ngāi Tahu of the revised 2019/20 Letters of Expectation (LOE) for the Office and Ngāi Tahu Holdings Corporation Limited (NTHC).
2. HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION):
2.1 In February 2019, the 2019/20 Office LOE and 2019/20 NTHC LOE were approved by Te Here and Te Rūnanga respectively and issued to the intended recipients. 14 2.2 An LOE may be amended and reissued during the relevant year to reflect any changes as a result of either external events, or a refinement of Te Rūnanga / Te Here thinking.
2.3 Following the approval of the LOEs in February 2019, the Kaiwhakahaere raised at the June 2019 Te Rūnanga hui that, upon review, neither the Office LOE nor NTHC LOE sufficiently addressed emergency preparedness or disaster financial risk. It was requested that both LOEs be amended to reflect this.
2.4 It is noted that the NTHC LOE is approved by Te Rūnanga and the Office LOE is approved by Te Here (then included in Te Rūnanga agenda as an information paper). However, as the proposed LOE amendments are outside of normal process, and Te Rūnanga have already approved the Office SCI and budget, both revised LOEs are being presented to Te Rūnanga and included as a single decision paper.
3. NGĀ KAUPAPA (POINTS OF INFORMATION)
3.1 The 2019/20 Office LOE has been amended to include the following proposed addition (refer Appendix One): Emergency Preparedness - The Office will ensure Te Rūnanga Group have emergency response plans in place that are reviewed regularly and support Papatipu Runanga preparedness. The Office will also ensure the development of a Financial Risk Management Strategy and the implementation of effective approaches to mitigate commercial risk and support economic resilience.
3.2 The 2019/20 NTHC LOE has been amended to include the following proposed addition (refer Appendix Two):
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Emergency Preparedness - NTHCL will ensure that the NTHCL Group have emergency response plans in place that are reviewed regularly, and that they align with the Office’s emergency response plans. NTHCL will develop a strategy for managing the financial impacts of natural disasters, particularly as a result of an earthquake on the Alpine Fault, including:
a) A comprehensive risk assessment process that identifies exposures and financial vulnerabilities; b) Supports effective management of financial impacts of disasters; c) Ensures appropriate insurance arrangements; d) Introduces measures to reduce the overall level of risk and limits exposure; and e) Ensures overall economic resilience
4. HE MAHERE MAHI: (FURTHER WORK PLANNED)
4.1 Any additional Te Rūnanga feedback in respect of either the revised 2019/20 Office LOE or revised 2019/20 NTHC LOE will be incorporated and the final revised LOEs will be forwarded to the intended recipients as soon as possible.
5. NGĀ TŪTOHUTANGA (RECOMMENDATIONS): That Te Rūnanga: 1. Receives this paper; and 2. Given the inclusion of any further changes, approve the revised 2019/20 Office 14 LOE as amended; and 3. Given the inclusion of any further changes, approve the revised 2019/20 NTHC LOE as amended.
6. HE ĀPITIHANGA (APPENDICES): Appendix One – Office LOE - 2019/20 Revised (additions highlighted) Appendix Two – NTHC LOE - 2019/20 Revised (additions highlighted)
COO Date: 25 July 2019
Chief Executive Officer Date: 30 July 2019
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16 August 2019
Arihia Bennett Chief Executive Officer Te Rūnanga o Ngāi Tahu
Tēnā koe Arihia
RE: LETTER OF EXPE ION – 2019/20 REVISED
Mō tātou, a, mō ka uri a muri ake nei
I am writing on behalf of Te Rūnanga o Ngāi Tahu (Te Rūnanga), acting in its capacity as Trustee of the Ngāi Tahu Charitable Trust (Charitable Trust) and in its own capacity, to set out a number of expectations for the 2019/20 year. This letter is intended to aid your entity’s direction and assist in the development of your 2019/22 Statement of Corporate Intent (SCI).
This letter builds on the expectations set out in similar communications for 2018/19. This letter of expectation also sets out our expectations regarding the Haea Te Awa kaupapa. 14.1 Ngāi Tahu Values / Ngā Uara o Ngāi Tahu
The Te Rūnanga Group organisational culture and behaviour must at all times reflect our Ngāi Tahu values (contained in the Te Rūnanga Group Governance Manual). It is important that the Te Rūnanga Group actively demonstrates our Ngāi Tahu values and Te Reo in its normal course of business and where appropriate in our branding.
Te Rūnanga regards this kaupapa as fundamental to both how the Te Rūnanga Group does its business and how it is perceived by all key stakeholders, both internal and external.
General Expectations
Te Rūnanga has a number of general expectations that remain consistent from year to year. To reinforce those expectations particular regard should be given to the following:
a) Kotahitanga – all parts of the Te Rūnanga Group are to always operate in a cohesive way and to utilise specific competencies across the entire Group in all relevant situations. Kotahitanga recognises that the Te Rūnanga Group is made up of a number of entities which have inter-relationships. The Office of Te Rūnanga (Office) will ensure that it operates in a manner that acknowledges and respects the other parts of the Te Rūnanga Group as appropriate.
b) Outcomes – all activities of the Office must have a clear focus whereby such activities and their applicable outcomes can be monitored, measured and reported against as well as reporting the usual financial/budgetary allocations and variances.
c) Obligations – the Office is to ensure that it is able to competently fulfil its obligations as written in the Charter as well as supporting Te Here and Te Apārangi and any other constituted committees of Te Rūnanga.
d) No surprises – it is expected that a ‘no surprises’ policy is maintained whereby Te Rūnanga is informed well in advance of any material or significant events, transactions
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and other issues that could be considered contentious or impact on Te Rūnanga and/or any entity within the Te Rūnanga Group and Papatipu Rūnanga whether positive or negative.
e) Te Rūnanga policies and processes – all parts of the Te Rūnanga Group must adhere to all current Te Rūnanga policies and procedures unless granted permission from Te Rūnanga to vary from such.
f) Good employer – the Office is to ensure that realistic pay (living wage) and employment conditions are in place across the Te Rūnanga Group that are consistent with Te Rūnanga’s expectations and the prevailing market and that a workplace encompassing total wellbeing is provided for all kaimahi.
Strategic Expectations
Te Rūnanga regards the following expectations as having the highest priority and therefore expects an appropriate level of detail on how these expectations are going to be achieved to be provided in the Office 2019/22 SCI.
1. Haea Te Awa - The Office shall continue to provide leadership and be responsible for the development and delivery of the Haea Te Awa principles and future direction / outcomes. The Office will complete an implementation plan and transition plan for delivery of the key Haea Te Awa workstreams. Priority workstreams over the year commencing 1 July 2019 will include: • The Investment Policy Framework 14.1 • Regional Development • Universal Value Creation • Distribution • Pou Whenua • Ngāi Tahu 2050
2. Fresh Water - The Office shall support the Director of Te Kura Taka Pini to ensure the full suite of Ngāi Tahu rights and interests are provided for leading to the optimal outcome for Ngāi Tahu Whānui leading to outcomes in governance and ownership.
3. Ngāi Tahu Whānui Development & Employment – The Office will continue to give clear leadership and direction across the Te Rūnanga Group to ensure that appropriate policies and practices are in place to: a) Prioritise and realise the capability building needs of Ngāi Tahu Whānui. b) Become an employer of choice. c) Increase Ngāi Tahu kaimahi across the Te Rūnanga Group, at all levels.
4. Cost Management / Overheads – The Office must ensure all costs (operating and overhead) are within reasonable bounds, there is no unnecessary duplication of functions and where appropriate leveraging Group wide procurement opportunities is undertaken. Te Rūnanga’s distribution must reflect the overarching strategic intent at all times.
Priority Expectations
Te Rūnanga expects the Office to blend innovation with fiscal prudence, lift productivity, deliver high quality services and develop partnerships both internal and external for the delivery of outcomes, in performing its role. It is expected that the Office will:
5. Office Budget - Ensure the Office budget including the allocation of distribution monies is appropriate to meet Whānau, Papatipu Rūnanga, and Tribal aspirations and obligations. This workstream needs to take into consideration the appropriateness of
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any allocation approach, devolution of current workstreams and resources from the Office, Haea Te Awa priority workstreams, alignment with the iwi capability strategy and any material legal considerations.
6. Office Workstream Transformation – The Office will continue strategy development to ensure that current workstreams are reviewed and realigned with regional development desires of Te Rūnanga. This will be underpinned the by the Haea Te Awa principles.
7. Health and Safety – The Office is to ensure it is properly managing its obligations under the Health and Safety at Work Act 2015 (understanding that Te Rūnanga does have operational control of the Office). The Office will pro-actively take steps to ensure Te Rūnanga: a) knows and understands the Office approach to Health and Safety; b) has provided adequate resources to the Office to enable it to meet its Health and Safety obligations; and c) has processes in place to monitor the Office to verify compliance with its Health and Safety obligations.
8. Monitoring and Reporting - Ensure the on-going implementation and relevant performance reporting of the principal strategies under ngā pou e whā: Ngāi Tahutanga (Culture & Identity); Oranga (Well-being); Mātauranga (Knowledge) and Te Ao Tūroa (Natural Environment). The overall outcome being maximising the benefits of Te Rūnanga’s distribution direction going forward as well as comprehensive performance and outcomes reports on an annual basis. Therefore, the SCI 2019/22 needs to have annual hard-targets for all primary result areas that align with the ‘Outcomes Framework’. 14.1
9. External Relationships - Ensure that Te Rūnanga is appropriately engaged in all external areas that could impact on the status of Te Rūnanga, the integrity of the Ngāi Tahu settlement, and the Ngāi Tahu Brand. The Office is also to ensure that such engagements deliver the best outcome for Ngāi Tahu Whānui.
10. Te Rūnanga Group Support Services - Ensure all Te Rūnanga Group services under the Office are performed in the most efficient and effective manner, i.e. a high level of customer satisfaction maintained in regard to the provision of the right level and mix of services.
11. Emergency Preparedness - The Office will ensure Te Rūnanga Group have emergency response plans in place that are reviewed regularly and support Papatipu Runanga preparedness.
The Office will also ensure the development of a Financial Risk Management Strategy and the implementation of effective approaches to mitigate commercial risk and support economic resilience.
It is expected that the matters raised in the letter of expectation will be reflected in your 2019/22 Statement of Corporate Intent and any associated planning documentation. Te Rūnanga looks forward to receiving your first draft 2019/22 SCI for discussion at their April 2019 meeting.
Nāhaku noa, nā
Lisa Tumahai Kaiwhakahaere
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16 August 2019
Mark Tume Chairperson Ngāi Tahu Holdings Corporation Limited
Tēnā koe Mark
RE: LETTER OF EXPE ION – 2019/20 REVISED
Mō tātou, a, mō ka uri a muri ake nei
I am writing on behalf of Te Rūnanga o Ngāi Tahu (Te Rūnanga), acting in its capacity as Trustee of the Ngāi Tahu Charitable Trust (Charitable Trust) and in its own capacity, to set out a number of expectations for the 2019/20 year. This letter is intended to aid your entity’s direction and assist in the development of your 2019/22 Statement of Corporate Intent (SCI). 14.2 This letter builds on the expectations set out in similar communications for 2018/19. This letter of expectation also sets out our expectations regarding the Haea Te Awa and the Kura Taka Pini (Freshwater) kaupapa.
Ngāi Tahu Values / Ngā Uara o Ngāi Tahu
The Te Rūnanga Group organisational culture and behaviour must at all times reflect our Ngāi Tahu values (contained in the Te Rūnanga Group Governance Manual). It is important that the Te Rūnanga Group actively demonstrates our Ngāi Tahu values and Te Reo in its normal course of business and where appropriate in our branding.
Te Rūnanga regards this kaupapa as fundamental to both how the Te Rūnanga Group does its business and how it is perceived by all key stakeholders, both internal and external.
General Expectations
Te Rūnanga has a number of general expectations that remain consistent from year to year. To reinforce those expectations particular regard should be given to the following:
a) Kotahitanga – all parts of the Te Rūnanga Group are to always operate in a cohesive way and to utilise specific competencies across the entire Group in all relevant situations. Kotahitanga recognises that the Te Rūnanga Group is made up of a number of entities which have inter-relationships. This means Ngāi Tahu Holdings Corporation Limited’s (NTHCL) Group activities can often impact on the Te Rūnanga Group, Papatipu Rūnanga and Te Rūnanga. NTHCL Group will ensure that it operates in a manner that acknowledges and respects the other parts of Te Rūnanga as appropriate.
b) Outcomes – all activities of NTHCL Group must have a clear focus whereby such activities and their applicable outcome can be monitored, measured and reported against.
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c) Obligations – NTHCL Group is to ensure that it is able to competently fulfil its obligations as written in the Charter and as required by statute.
d) No surprises – it is expected that a ‘no surprises’ policy is maintained whereby Te Rūnanga is informed well in advance of any material or significant events, transactions and other issues that could be considered contentious or impact on Te Rūnanga and/or any entity within the Te Rūnanga Group and Papatipu Rūnanga whether positive or negative.
e) Te Rūnanga policies and processes – all parts of the Te Rūnanga Group must adhere to all current Te Rūnanga policies and procedures (such as market median remuneration policy) unless granted permission from Te Rūnanga to vary from such.
f) Good employer – NTHCL Group to ensure realistic pay (living wage) and employment conditions are in place that are consistent with Te Rūnanga’s values and expectations and the prevailing market and that a workplace encompassing total wellbeing is provided for all kaimahi.
Strategic Expectations
Te Rūnanga regards the following expectations as having the highest priority and therefore expects an appropriate level of detail on how these expectations are going to be achieved to be provided in the NTHCL Group 2019/22 SCI.
1. Haea Te Awa – Te Rūnanga expects that NTHCL and its subsidiaries continue to contribute towards the development and then implementation of Haea Te Awa led by the 14.2 Office of Te Rūnanga (the Office). A key element of Haea Te Awa will be the development and implementation of an Investment Charter replacing the current Investment Policy Framework.
2. Kura Taka Pini (Freshwater Kaupapa) – Kura Taka Pini has been established as a unit within the Office to lead Ngāi Tahu principles in relation to our ownership of fresh water within our takiwā. Te Rūnanga expects that NTHCL Group will liaise with Kura Taka Pini regarding any current investment initiatives/opportunities, strategic issues, and any political matters relating to freshwater.
3. Ngāi Tahu Employment – Ensure the continuation of initiatives in the area of people development in support of capacity building and Ngāi Tahu Whānui employment and governance opportunities within the NTHCL Group in conjunction with the Office and to ensure that appropriate policy, and practice is in place to:
a) Become an employer of choice b) Increase Ngāi Tahu kaimahi across the NTHCL Group, at all levels.
Therefore, the NTHCL Group SCI 2019/22 needs to have annual hard-targets and an appropriate level of funds allocated to this kaupapa.
4. Climate Change – As an outcome of the Te Rūnanga climate change strategy (Te Tāhū o Te Whāriki) the NTHCL Group is to develop a Climate Change Response Plan. The Climate Change Response Plan should include an analysis of actual and potential climate change risks and opportunities within the businesses/sectors that the NTHCL Group has exposure to, adaptation and mitigation plans, and an overall plan to reduce both direct and indirect emissions generated by the NTHCL Group business activities.
A summary of the Climate Change Response Plan is to be included in the NTHCL Group SCI 2019/22.
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5. Special Distribution – It is likely that within the SCI period Te Rūnanga will call for a special distribution with the required level of monies being not less than c.$50 million. The NTHCL Board need to ensure it can comply with its obligations under the Shareholders Agreement with respect to this instruction.
6. Cost Management / Overheads – Given both the forecasted softer returns going forward and Te Rūnanga’s distribution appetite the NTHCL Board need to ensure all NTHCL Group costs (operating and overhead) are within reasonable bounds, there is no unnecessary duplication of functions and where appropriate leveraging Group wide procurement opportunities is undertaken.
Priority Expectations
Te Rūnanga’s expectation is that the NTHCL Group, as part of the Te Rūnanga Group, upholds the values of Te Rūnanga, is innovative, and applies best practice investment asset management and fiscal prudence in performing its role. It is expected that the NTHCL Group will:
7. Shareholders Agreement - NTHCL Board will ensure compliance with the ‘Shareholders Agreement’.
8. Health and Safety - NTHCL Board is to continue communications with all entities within the NTHCL Group at governance level to ensure that those entities are properly managing their obligations under the Health and Safety at Work Act 2015 (understanding that NTHCL Board and Te Rūnanga do not have operational control or responsibility for Subsidiaries within the NTHCL Group). 14.2
9. Manawa Ngāi Tahu – NTHCL Board will ensure appropriate policies, systems and procedures are in place across the NTHCL Group to enable the relevant reporting of Manawa Ngāi Tahu key performance measures on an annual basis. This kaupapa involves working collaboratively with the Office.
10. NTHCL Group - NTHCL Board will take a proactive stance in regard to the oversight of its fully owned operating subsidiaries (NT Property, NT Farming, NT Tourism, NT Seafood and Oha Honey) and NT Capital to ensure their key policies and subsequent practices align and reflect Te Rūnanga ‘s values and associated expectations as well as their primary focus to sustain their current core business activities and performance with regard to the most efficient and effective use of capital thus maximizing their contribution to the whole investment portfolio. Where there is divergence, appropriate plans will be put in place that have a set timeline leading to a remedy and such performance against these plans will be reported on via the current quarterly and annual reporting mechanisms.
11. Portfolio Management - In alignment with ‘priority expectation 10’ NTHCL Board will ensure that the whole investment portfolio is optimized in consideration of both Te Rūnanga’s overarching ‘investment objectives’ and prevailing market conditions short to medium term in regard to: capital allocation; capital efficiency; investments synergies; risk tolerance; liquidity; and return.
12. Te Rūnanga Engagement – NTHCL Group to continue to provide Te Rūnanga with appropriate presentations over a two-year cycle (started in 2016/17) in regard to both its fully owned operating subsidiaries (NT Property, NT Farming, NT Tourism, NT Seafood and Oha Honey) as well as recent major investments Go Bus, Watson & Son and Hilton Haulage. The purpose of these presentations is to communicate core business - performance drivers and expectations; key risks; non-financial considerations and outlook.
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investment opportunities in support of the investment assets of the NTHCL Group provided this does not impact on NTHCL Group’s ability to deliver on benchmarks. SCI 2019/22 needs to include both current initiatives and status of future planned initiatives.
14. Emergency Preparedness - NTHCL will ensure that the NTHCL Group have emergency response plans in place that are reviewed regularly, and that they align with the Office’s emergency response plans. NTHCL will develop a strategy for managing the financial impacts of natural disasters, particularly as a result of an earthquake on the Alpine Fault, including:
a) A comprehensive risk assessment process that identifies exposures and financial vulnerabilities; b) Supports effective management of financial impacts of disasters; c) Ensures appropriate insurance arrangements; d) Introduces measures to reduce the overall level of risk and limits exposure; and e) Ensures overall economic resilience
Te Rūnanga looks forward to discussing how the NTHCL Group will enact this letter of expectation at their April 2019 meeting leading to receiving NTHCL Group’s 2019/22 SCI at their June 2019 meeting (current practice). If the NTHCL Group cannot provide a draft SCI at the April 2019 Te Rūnanga meeting, Te Rūnanga will expect the NTHCL Group to provide an appropriate presentation covering all the key considerations that will be included in their 2019/22 SCI.
It is expected that the matters raised in the letter of expectation will be reflected in your 14.2 2019/22 Statement of Corporate Intent and any associated planning documentation.
Nāhaku noa, nā
Lisa Tumahai Kaiwhakahaere
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WHAKATŪTURUTANGA O NGĀ MINITI
(CONFIRMATION OF MINUTES) – GENERAL
136 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - General Minutes - 14 June 2019
TE RŪNANGA O NGĀI TAHU & NGĀI TAHU CHARITABLE TRUST NGĀ MINITI O TE HUI I TE TEKAU MĀ WHĀ MARUAROA 2019 TE RŪMA O AORAKI, KEI TE WHARE O TE WAIPOUNAMU
TE RĀ: Tekau mā Whā o Maruaroa 2019 (14 June 2019)
TĪMATA: 9.05AM
NGĀ MIHI: Deputy Kaiwhakahaere KARAKIA: Te Taumutu
I KONEI: Te Rūnanga o Ngāti Waewae Lisa Tumahai (Kaiwhakahaere) Te Rūnanga o Kaikōura Darran Kerei-Keepa Te Ngāi Tūāhuriri Rūnanga Gabrielle Huria Te Hapū o Ngāti Wheke (Rāpaki) Gail Gordon Te Rūnanga o Koukourarata Elizabeth Cunningham Wairewa Rūnanga Henrietta Carroll Ōnuku Rūnanga Rik Tainui Te Taumutu Rūnanga David Perenara-O’Connell Te Rūnanga o Waihao Jo McLean Te Rūnanga o Moeraki Karen Coutts Kāti Huirapa Rūnaka ki Puketeraki Matapura Ellison (Deputy Kaiwhakahaere) Te Rūnanga o Ōtākou Tahu Potiki Waihōpai Rūnaka Michael Skerrett Awarua Rūnanga Gail Thompson Ōraka-Aparima Rūnaka Kiri Howell (Alternate) Te Rūnanga o Hokonui Terry Nicholas Te Rūnanga o Makaawhio Susan Wallace 15
HE WHAKAPĀHA: Te Rūnanga o Arowhenua Fiona Pimm Alternate - Te Rūnanga o Arowhenua Karl Te Raki Ōraka-Aparima Rūnaka Anne Wakefield Alternate - Te Rūnanga o Hokonui Melissa Dennis Alternate - Te Rūnanga o Moeraki Stacey Gullen-Reynolds Alternate - Wairewa Rūnanga Maire Kipa Te Rūnanga o Koukourārata - Alternate Carl Crofts
I KONEI HOKI: Te Rūnanga o Ngāti Waewae - Alternate Teena Henderson Waihōpai Rūnaka - Alternate Odele Stehlin Te Rūnanga o Kaikōura - Alternate Peter Clayton Te Rūnanga o Waihao - Alternate Juliette Stevenson Te Rūnanga o Hokonui - Alternate Melissa Dennis Te Rūnanga o Moeraki - Alternate Stacey Gullen-Reynolds Te Ngāi Tūāhuriri Rūnanga - Alternate Michelle Turrall Te Taumutu Rūnanga - Alternate Elizabeth Brown Te Rūnanga o Makaawhio - Alternate Tim Rochford Kāti Huirapa Rūnaka ki Puketeraki - Alternate Katharina Ruckstuhl Te Rūnanga o Ōtākou - Alternate Donna Matahaere Awarua Rūnanga - Alternate Michael Stevens
Chief Executive Officer (CEO) Arihia Bennett Programme Lead - Haea te Awa Julian Wilcox Investments Lead - Haea te Awa Rakihia Tau Regional Development - Haea Te Awa Tom Hooper Acting Chief Operations Officer (COO) Katie McEwan
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GM Oranga Hana O’Regan Acting GM Strategy and Influence / GM Te Rebecca Clements Ao Tūroa GM Te Taumatua Lynne Te Aika Director - Response & Recovery Robyn Wallace Response & Recovery Jamie Ruwhiu Group Head - Communications Linda Falwasser Group General Counsel Chris Ford Group Head, Te Māpara Darren Beatty Senior Business Analyst / the ‘Monitor’ Peter Lyman Executive Manager Sarah Wiki Bennett Minutes Sophie Lackey Secretariat Alicia Glasson and Tiffany Cameron
WHĀNAU TAUTOKO: Kati Huikai Manaanui Ramsden
NGĀ MATE: Mark Edward Andrew Puketeraki, Tūāhuriri, Waihao Karewa Wiliam Arthur Ōnuku, Koukourarata Linda Faye Blackwood Awarua, Waihopai Awarua, Puketeraki, Rapaki, Tuahuriri, Audrie Rangimarie Bradley Koukourarata, Moeraki, Waihao, Taumutu, Waihōpai, Wairewa Margaret Lilian Brown Awarua, Ōtākou, Waihopai Awarua, Hokonui, Puketeraki, Ōraka- Tukotahi Crofts Aparima, Rapaki, Tuahuriri, Waewae, Ōtākou, Taumutu, Wairewa Alan Grenfell Culverwell Tuahuriri 15 John Henry Edgerton Puketeraki Atareta Hiria Emery Kaikoura Michael Ashley Foubister Ōnuku, Koukourarata Pauline Rahera Hammond Tūāhuriri, Koukourarata Laurence Joseph Loper Puketeraki, Tūāhuriri, Waihao James Thomas Puna Moke Puketeraki Awarua, Ōnuku, Tūāhuriri, Arowhenua, Patrick Whetu Te Hohipera Nutira Moeraki, Ōtākou, Waihao, Taumutu, Wairewa Thomas Pattison Palmer Tūāhuriri, Moeraki, Waihao Awarua, Puketeraki, Ōtākou, Waihao, Taini Mōrere Koroteke Wright Taumutu, Waihopai Awarua, Puketeraki, Ōtākou, Waihao, Thomas Mitchell Ennis Taumutu, Waihopai Tāne Wilcox Ngā Puhi Awarua, Hokonui, Puketeraki, Ōraka- Aparima, Rāpaki, Tūāhuriri, Koukourārata, David Thomas Bragg Ōtākou, Waihao, Taumutu, Waihōpai, Wairewa Michael Scott Makaawhio Anne Hynes Makaawhio Joseph Puneke Tipa (Darkie) Moeraki Robert Tootell Waewae
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1. RĀRANGI TAKE (GENERAL AGENDA)
1.1. Mihi kē te hui and Apologies
Nā te Kaiwhakahaere te mihi ki te katoa. Apologies were noted above and for lateness the Alternate for Te Taumutu Rūnanga and Deputy Kaiwhakahaere. It was noted that Arowhenua would not be attending the hui and that no proxy was given in their absence. The Kaiwhakahaere advised that a poroporoaki is being arranged for the outgoing Arowhenua Representative at the next hui.
2. IN KOMITI BOARD ONLY SESSION
MŌTINI That Te Rūnanga o Ngāi Tahu move In Komiti - Board Only at 9.15am Waihao/ Makaawhio Matangaro Arowhenua KUA WHAKAAETIA MŌTINI That Te Rūnanga o Ngāi Tahu move out of In Komiti – Board Only at 9.35am Waihōpai/ Awarua Matangaro Arowhenua KUA WHAKAAETIA
All Whānau Tautoko and staff were asked to leave the room during the In-Komiti Board Only session. General Agenda then resumed and Whānau Tautoko and staff re-joined the hui.
15 3. RĀRANGI TAKE (GENERAL AGENDA) CONT
3.1. Ngā Mate
The Kaiwhakahaere acknowledged the whānau listed and requested those who were not on the list be updated. Concern was raised with the inconsistency in respect of the Ngā Mate notification process from the Office to whānui. It was noted that the Office take direction from the whānau pānui or relevant Papatipu Rūnanga, however on occasion whānau do not want an Office notification.
ACTION The Office to review Ngā Mate notification process and to provide Communications and an update at the next hui. Secretariat
3.2. Interests Register
An updated Interests Register was circulated for review.
3.3. Receipt of Late Papers
MŌTINI In accordance with Standing Order 10.4 Te Rūnanga o Ngāi Tahu agrees to receive the late in committee paper - ‘Director Appointment – New Zealand Geographic Board’ Taumutu/ Koukourarata Matangaro Arowhenua KUA WHAKAAETIA
4. WĀNANGA RAUTAKI (STRATEGY SESSION)
4.1. Te Apārangi Programme of Work
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a) The Chair of Te Apārangi (Ōtākou), spoke to a short presentation that covered the priorities for Te Apārangi and the Strategy and Influence (S&I) work programme, and explained that moving forward as directed by Te Apārangi, S&I will become more involved in the social policy space, be clearer about roles and responsibilities, and give further consideration to how best to strengthen outcomes in the ‘Pioneer and Innovate’ column. b) He noted that at Te Apārangi June hui, there was a robust discussion around political and social relationship building, with emphasis on ensuring that Ngāi Tahu are well informed and well- equipped when attending official meetings and engagements including ensuring consistent messaging. It was also noted that going forward an engagement record with government and other significant industry bodies and associations will be held and maintained by the Office in respect of both proactive and reactive engagements. c) The question was raised how should Te Rūnanga best influence policy makers that sit within the political parties. The CEO noted that it is the role of Te Rūnanga to ensure that they are talking to the right people, ensuring a say and influencing policy. She noted how it is often the Ministers’ Chief Advisors who are the key connects and influencers that Te Rūnanga need to be engaging with and referred to the Kahui Governance Group as an example of this, noting also that Te Rūnanga need to know where whānau sit in certain roles to help assist leverage and build on social capital. d) Better communications and oversight of the work being carried out by the different komiti is also paramount to ensure the consistent messaging.
4.2. Kahui Governance Group for Conservation Update
a) The Deputy Kaiwhakahaere spoke to a brief presentation in respect of the establishment of the Kahui Governance Group. The presentation covered Kahui priority projects, access to cultural materials, a proposed new system for Ngāi Tahu access, existing reserve lands classifications, and a new ‘Whenua Tupuna’ classification. 15 b) Next steps will include work to address the findings of the Ngāi Tai Supreme Court ruling and scoping how to improve the DOC and Ngāi Tahu relationship with proposals to develop new departmental structures and processes, and to build staff understanding and capabilities. c) The following was raised and discussed: i. There are people mandated in the rūnanga that should have access to this information to ensure a consistent message. ii. Acknowledged that discussions around concessions will be the first big challenge.
5. TE WHATITATA ME TE TAUTUKUNGA (RISK & COMPLIANCE)
5.1. Decision Paper: Health and Safety Report – Quarter 4 and annual performance summary FY19
MŌTINI That Te Rūnanga o Ngāi Tahu receives the Decision Paper – Health and Safety Report – Quarter 4 & annual performance summary FY19 Waihao/ Wairewa Matangaro Arowhenua KUA WHAKAAETIA
a) The Acting COO spoke to the paper and presented the findings and recommendations for the fourth quarter of the financial year ending 30 June 2019. She noted the following: i. There has been a significant amount of work carried out in respect of the security review with a report due next week and communicated to rūnanga in due course. ii. Requested that Representatives who are interesting in professional training contact the Office.
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b) The Table noted that it was pleasing to see a reduction in H&S related events and an improvement in H&S reporting.
5.2. Decision Paper: Generic Appointments Process for Directors – Policy Revision
MŌTINI That Te Rūnanga o Ngāi Tahu receives the Decision Paper – Generic Appointments Process for Directors – Policy Revision. Waihao/ Wairewa Matangaro Arowhenua KUA WHAKAAETIA
The Acting COO spoke to the paper and provided a brief background on the Generic Appointments Process for Directors and the reasons for the proposed amendments.
MŌTINI That Te Rūnanga o Ngāi Tahu accepts the proposed policy amendments to the Generic Process for Director Appointments. Wairewa/ Taumutu Matangaro Arowhenua KUA WHAKAAETIA
6. HE TAKE NOA (GENERAL BUSINESS) (CONT.)
6.1. Whakatūturutanga o Ngā Miniti (Confirmation of Minutes)
MŌTINI 15 That the minutes of Te Rūnanga o Ngāi Tahu hui, held on 12 April 2019, be accepted as a true and correct record. Waihao/ Makaawhio Matangaro Arowhenua KUA WHAKAAETIA 6.2. CEO Report – June 2019
a) The CEO spoke to her report, noting the recent work being carried out in respect of safety and security. She noted that The Royal Commission of Inquiry into the mosque attacks had approached Te Rūnanga to provide input and advised that Jacqui Caine has been appointed as one of the two commissioners. b) The GM Oranga confirmed that the Office is still awaiting the Ministry of Education reports on the Ngāi Tahu response to the Early Learning Strategic Plan, Tomorrow’s Schools review and the Vocational Education review.
7. TE PEPA WHAKATAUNGA (DECISION PAPERS)
7.1. The Office Statement of Corporate Intent 2019 - 2020
7.1.1. Monitoring Report – The Office Statement of Corporate Intent 2019 – 2020
MŌTINI That Te Rūnanga o Ngāi Tahu receives the Monitoring Report – The Office Statement of Corporate Intent 2019 – 2020 Taumutu/ Ōnuku Matangaro Arowhenua
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KUA WHAKAAETIA
a) The Monitor spoke to his paper and noted that the report had been discussed at the June Te Here hui, and that Te Here were supportive of the recommendation for Te Rūnanga to approve the SCI. b) The Chair of Te Here clarified that the increase in the matched savings band for Whai Rawa was not approved at Te Here June hui, and that Whai Rawa have been asked to supply supporting information in respect of this increase to assist Te Here’s decision. c) The Kaiwhakahaere noted that she has requested an amendment to the Letter of Expectations for the Office and NTHC to include a statement that the Office and NTHC will each review and ensure they have emergency preparedness plans in place, including consideration of plans to manage the consequences of a major earthquake along the alpine fault.
ACTION Amendments to be made to the Office and NTHC LOEs re emergency COO / Monitor preparedness plans, for approval at the August hui.
7.1.2. The Office Statement of Corporate Intent 2019 - 2020
MŌTINI That Te Rūnanga o Ngāi Tahu acting in its own capacity and in its capacity as Trustee of the Ngāi Tahu Charitable Trust receives the Office Statement of Corporate Intent 2019-2020 Oraka-Aparima/ Koukourarata Matangaro Arowhenua KUA WHAKAAETIA
a) The Group Head, Te Māpara spoke to the SCI and referred to the outcomes, key performance indicators, risks and budget for the Office for the FY20 including distribution income, surplus 15 targets and unallocated funds and costs outlined in his covering paper. In addition to his report, he noted the following: i. The Office is working with KPMG in respect of the data collection of KPIs and timing of reporting, and it has been proposed that reporting, initially as a management tool, is done on a more regular basis. ii. Although total FTE count has increased, this in all instances does not equate to an increase in the net cost to the Office and that reporting of headcount will note the different funding arrangements going forward. b) The floor was opened for pātai and feedback and a robust discussion ensued that covered the key issues outlined in the paper including: i. A policy is needed in respect of the surplus reserve approach, which will be drafted as part of the distribution allocation mahi, under the Haea te Awa Project. ii. Concern was raised in respect of potential inadequate funding for key strategic initiatives such as Te Kura Taka Pīni and that there was a view that there does not appear to be enough resource allocated to achieve the outcomes from these critical projects. The concern was noted but until the strategies are confirmed, it was agreed that the best approach is to be prudent with the ability to make changes to the level of commitment throughout the year noting that any amendment would need to be to be done supported with a robust discussion. iii. There is a need for demonstrable measures where recipients of the Ngāi Tahu whānau education and career development grants are engaging culturally with their Ngāi Tahutanga and giving back to communities. iv. It was noted that in respect of the Ngāi Tahu Research Sponsorships (made up of scholarship funding and some research centre supports) there is some confusion as to where the research is done. v. It was suggested that an increased budget was needed in respect of Climate Change initiatives, noting that impacts will be catastrophic.
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MŌTINI That Te Rūnanga o Ngāi Tahu acting in its own capacity and in its capacity as Trustee of the Ngāi Tahu Charitable Trust: a) Approves in principle the Office 2019-2020 Statement of Corporate Intent subject to any amendments from the NTHC SCI; and b) Approves the FY20 budget based on both the Office 2019-2020 Statement of Corporate Intent and the Whai Rawa Fund Limited Statement of Corporate Intent 1 July 2019 – 30 June 2022 Oraka-Aparima/ Hokonui Matangaro Arowhenua KUA WHAKAAETIA
ACTION Amendments to the SCI: COO / Group Head 1. Page 7 – Te Rūnanga to sit above the CEO in the diagram – Te Māpara 2. Page 48 – Add more commentary / robust measures around reporting of Pūtea Whakamahi and meeting the compliance standards of the charitable status. 3. Page 54 – Review of the Te Whakaariki overall metrics 4. Page 56 – Reword the Climate Change section – needs to be stronger than what is noted and to include that Ngai Tahu Group climate action plans have been approved by Te Rūnanga. 5. Page 59 – Reword Investment Strategy section to reflect HTA and the increase of the footprint. 6. Overall stronger wording and harder targets ACTION For the next SCI, Office to provide a word version (not the final artwork COO / Group Head version) for ease of review especially on Diligent. The version must be – Te Māpara 15 readable. ACTION The Office to confirm the level of commitment invested in data management COO / Group Head at the next hui. – Te Māpara ACTION Ensure information regarding the Ngāi Tahu Research Sponsorships is clear as Communications to where the research is done.
7.2. Haea te Awa – First Option for Papatipu Rūnanga over NTHC Group Assets
MŌTINI That Te Rūnanga o Ngāi Tahu receives the Decision Paper – Haea te Awa – First Option for Papatipu Rūnanga over NTHC Group Assets Oraka-Aparima/ Puketeraki Matangaro Arowhenua KUA WHAKAAETIA
a) The Investment Lead – Haea Te Awa spoke to the paper that proposed that Te Rūnanga approve the First Option for Papatipu Rūnanga over NTHC Group Assets. He provided a brief background to the work undertaken that included internal consultation with Te Here, NTHC Group and Board, and Ka Pakitua and spoke to the key points of information contained in the paper noting that this workstream is a work in progress and improvements are likely to be made over time. b) Concern was raised by some members in respect of Mana Whenua Preference in particular the random draw where interested parties are unable to come to an agreement. The Office acknowledged that this dispute process is not perfect but after discussing this issue twice with Te Here the approach adopted was approved by Te Here noting the Office expect this process may evolve or change over time as the First Option is implemented. c) Other issues raised and discussed included:
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i. Although the HTA concept has been agreed, it was felt by some that the objectives and outcomes have yet to be confirmed, therefore it is difficult to facilitate discussion without having the building blocks in place. ii. There needs to be a Mana Whenua / Mana Moana definition. iii. Consideration whether 4.1.3 creates too much of an ‘out’ and suggested that there is closer monitoring of how this clause is administered. iv. There is no intention to grandfather Papatipu Rūnanga in asset management. v. Given the fundamental nature and importance of HTA, it was suggested that all HTA papers should come to Te Rūnanga as a discussion first, rather than a decision. d) Reflecting on the discussion and earlier concerns raised in respect of Mana Whenua, an amended motion was put to the Table by the Kaiwhakahaere to remove the random draw approach, and instead allowing the market to dictate the outcome where Papatipu Rūnanga could not agree, but to approve the First Option as amended, for a review in 12 months’ time, with oversight and review by Te Here of all transactions carried out under the First Option over the next 12 months.
MŌTINI That Te Rūnanga o Ngāi Tahu approves the First Option for Papatipu Rūnanga over NTHC Group Asset(s) as amended. Waihao/ Ōnuku WITHDRAWN
e) Due to the lack of agreement that followed in respect of the proposed amendment, the Kaiwhakahaere advised to withdraw the motion to approve the First Option for Papatipu Rūnanga over NTHC Group Asset(s) as amended. f) It was agreed instead, that the First Option would be discussed by the Chairs to agree next steps.
ACTION Chairs to meet to discuss a plan of action in respect of the First Option with All Chairs 15 a paper to the August meeting.
8. IN KOMITI SESSION
MŌTINI That Te Rūnanga o Ngāi Tahu move In Komiti from 1.35pm Makaawhio/ Oraka-Aparima Matangaro Arowhenua, Puketeraki, Hokonui KUA WHAKAAETIA
MŌTINI That Te Rūnanga o Ngāi Tahu move out of In Komiti at 3.40pm Waihao/ Makaawhio Matangaro Arowhenua KUA WHAKAAETIA
The hui moved In Komiti at 1.35pm and resumed General Agenda at 3.40pm. Proxies were given for Waihōpai, Hokonui, Puketeraki and Awarua.
9. DECISION PAPERS CONT.
9.1. Whai Rawa Fund Limited Statement of Corporate Intent - 1 July 2019 – 30 June 2022
9.1.1. Monitoring Report – Whai Rawa Fund Limited Statement of Corporate Intent – 1 July 2019 – 30 June 2022
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MŌTINI That Te Rūnanga o Ngāi Tahu receives the monitoring report – Whai Rawa Fund Limited Statement of Corporate Intent – 1 July 2019 – 30 June 2022 Awarua/ Rapaki Matangaro Arowhenua KUA WHAKAAETIA
9.1.2. Whai Rawa Fund Limited Statement of Corporate Intent – 1 July 2019 – 30 June 2022
MŌTINI That Te Rūnanga o Ngāi Tahu acting in its own capacity receives the Whai Rawa Fund Limited Statement of Corporate Intent – 1 July 2019 – 30 June 2022 Waihao/ Rāpaki Matangaro Arowhenua KUA WHAKAAETIA
MŌTINI That Te Rūnanga o Ngāi Tahu acting in its own capacity approves the Whai Rawa Fund Limited Statement of Corporate Intent 1 July 2019 – 30 June 2022.
Moeraki/ Oraka-Aparima Matangaro Arowhenua KUA WHAKAAETIA 10. HE TAKE NOA (GENERAL BUSINESS)
10.1. Release of In Komiti Papers 15 MŌTINI That Te Rūnanga releases the following papers from In-Komiti: a) All Appendices from ‘External Issues’ Information paper, except 3.0 Ancillary Claims in Appendix One b) NTHC Quarterly Report period ending 31 March 2019 – Executive Summary Makaawhio/ Koukourarata Matangaro Arowhenua KUA WHAKAAETIA 10.2. Papers Taken as Read
a) Kaiwhakahaere Report b) Ngā Kawenga o te Kaiwhakahaere c) Te Whakaue Quarterly Report d) Farming Update - Sustainability e) Monitoring Report Q3 - Office f) Monitoring Report Q3 – Whai Rawa Fund Limited g) Deletion of Probity within the Canterbury Earthquake Recovery Policy h) Hui-ā-Iwi Planning i) Common Seals j) Elections Update
10.3. Next Meeting
The next meeting is to be held on Friday, 16 August 2019 in Queenstown followed by a one-day wānanga.
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11. IN KOMITI SESSION
MŌTINI That Te Rūnanga o Ngāi Tahu move In Komiti from 3.50pm Rāpaki/ Tuahuriri Matangaro Arowhenua KUA WHAKAAETIA
The General Agenda hui closed at 3.50pm and moved In Komiti at 3.50pm
DATED THIS DAY OF 2019
SIGNED BY:
15
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Te Rūnanga o Ngāi Tahu - Matters Arising and Actions - Current
No. Ref Item Who ETC Action Taken Status 1. June 19 Ngā Mate Comms and asap Tangi guidelines are in place and being The Office to review Ngā Mate notification process and to provide Secretariat followed. COMPLETED. an update at the next hui. 2. June 19 Generic Appointments Process for Director – action amendments, Secretariat asap COMPLETED send to Darren Beatty cc Keri Lingard for saving and upload on Pihanga. 3. June 19 Office and NTHC LOE COO / Monitor asap Revised letters included in August papers. Amendments to be made to the Office and NTHC LOEs re COMPLETED emergency preparedness plans, for approval at the August hui. 4. June 19 The Office SCI 2019 – 2020: COO / Group asap COMPLETED Amendments to the SCI: Head – Te 1. Page 7 – Te Rūnanga to sit above the CEO in the diagram Māpara 2. Page 48 – Add more commentary / robust measures around reporting of Pūtea Whakamahi and meeting the compliance standards of the charitable status. 3. Page 54 – Review of the Te Whakaariki overall metrics 4. Page 56 – Reword the Climate Change section – needs to be stronger than what is noted and to include that Ngai Tahu Group climate action plans have been approved by Te Rūnanga. 5. Page 59 – Reword Investment Strategy section to reflect HTA and the increase of the footprint. 6. Overall stronger wording and harder targets
5. June 19 The Office to confirm the level of commitment invested in data COO / Group Aug 19 WIP – to be incorporated into Q4 end of management at the next hui. Head – Te year report Māpara 6. June 19 Ensure information regarding the Ngāi Tahu Research Sponsorships Comms July 19 WIP is clear as to where the research is done. 16 7. June 19 For the next SCI, Office to provide a word version (not the final COO / Group June 20 WIP artwork version) for ease of review especially on Diligent. The Head – Te version must be readable. Māpara 8. June 19 Haea te Awa – First Option for Papatipu Rūnanga over NTHC All Chairs Aug 19 WIP Group Assets
Key: Green: Action completed. Amber: WIP. Red: Not completed and overdue. TRoNT Matters Arising - current – updates since last hui in red
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Te Rūnanga o Ngāi Tahu - Matters Arising and Actions - Current
Chairs to meet to discuss a plan of action in respect of the First Option with a paper to the August meeting 9. Feb 19 Form and Function Review Final Report: Haea Te April 2019 WIP a. Pou Tikanga and Investment Decisions to be put on hold until Awa/COO Refer to Haea te Awa Presentation to Haea Te Awa completion. TRoNT in June 2019. b. A suite of policy reviews to be developed for Te Here Pending including how values are defined and the Representative Appointment Process. c. Hui to be held to reconfirm/ inform whānui about values - Pending further thought be given to time frames and how Te Rūnanga will define and give effect to its values.
10. Feb 19 Health and Safety Report – Quarter 2 FY19 Toi Tangata June 19 Will be submitted in FY20 workplan at Representative H&S targets be further stretched. August hui. COMPLETED
11. Feb 19 Whai Rawa 2019 Member Distribution COO August 19 Distributions and matched savings Review Te Here’s ToRs in respect of the approval of the Whai Rawa objectives fall under the LOE Distribution. requirements, for Te Here. Going to Te Here in August. 12. Nov 18 Agenda Reform 1. Reformat the agenda placemat - create a document that FFRWG April 2019 Work continuing on the placemat provides prompts to assist Representatives with decision KW to meet with Group GC for any making. KW/ CEO feedback 2. Mr Lindo, CEO and Kaiwhakahaere to meet prior to the next Te Whakaue have discussed placemat as agenda being finalised. part of their discussions around Alternates’ Role Review 13. Jul 09 Gifting of Aoraki – the Office to produce a Discussion paper in GM S&I Not to be removed relation to this and the broader Settlement related issues. Settlement breaches to be wānanga topic 16
Key: Green: Action completed. Amber: WIP. Red: Not completed and overdue. TRoNT Matters Arising - current – updates since last hui in red
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HE TAKE NOA
(GENERAL BUSINESS)
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Matariki tāpuapua Puanga kai rau Takurua hūpē nui Te mātahi tau Māori!
Ngā mate huahua kua riro kia Tapoko o Te Rangi, haere! Tātou e mahue iho nei ki te aweawe o te whenua, tihewa mauriora ki a tātou katoa!
Haea Te Awa We have now met with Papatipu Rūnanga to explore the intentions of Haea Te Awa, mainly drawing out the concept of regional development and what that might look like with employment and business development opportunities in our regions. The momentum is B USINESS building around the many possibilities. Given the geographical diversity, this will obviously REPORT ' mean something different in each region. &! ! While Haea Te Awa is a work in progress, there are many great examples of whānau in business that we can draw inspiration from. Puna Pakihi is a Tribal Economies initiative 17
What designed to help whānau grow and develop their businesses through mentoring and a range Grandma 47 Bevington Street, Knew Christchurch, N ew Zealand Phone: 021- of grants dependent on what stage they are at. These are examples of clever, entrepreneurial Email: [email protected] businesses that show just what can be achieved with the right idea. Here is a link to a great story of how a $5000 grant made the difference between getting off the ground or not for Ann-Marie Flemming’s business, What Grandma Knew. We look forward to getting the model in place. The steps towards being match fit, for a new business opportunity will also mean significant investment in building the right capability to makee sure the business R]QdaRbsocialZh and economicMZZh.
Te Kura Taka Pini At the end of June, Gabrielle Huria took up the role of general manager for Te Kura Taka PWni. Gabrielle is responsible for leading the freshwater strategy development and implementation. Key to the role, is growing strategic relationships with external partners. The first of these is philanthropic funder Next Foundation who have come on board to fully fund a study trip for Gabrielle to Canada and the USA in September. While there, she will visit some exceptional water projects that will provide inspiration for us moving forward. This is a great outcome at this early stage. Other activities undertaken include the redevelopment and refinement of the Te Kura Taka PWni Wai Māori Strategy to focus on the six workstreams - history, economics, science, communications, political, and legal. A review of the Crown’s National Policy Statement for Fresh Water Management and associated readings has informed greater understanding of the Crown’s approach to managing freshwater as initially presented in the Water and Soil Conservation Act and later the Resource Management Act.
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Oranga Tamariki The spotlight continues to be on Oranga Tamariki with Currently we have 242, 1848 Kaumātua identified as four formal independent investigations underway. having no Papatipu Rūnanga. Of these, 163 had no issue or their line VMbbecame extinct. Whakapapa Ngāi Tahu I have been approached to give advice to Judge Boshier has identified potential Papatipu Rūnanga for 75 of the 79 (now Ombudsman) who is responsible for one of the remaining who had issue but no Papatipu Rūnanga. Ngāi investigations and hui being held around the country to Tahu Whakapapa will begin work on an engagement plan discuss the issues and propose solutions. with all Papatipu Rūnanga who have signalled interest in While we are keeping abreast of all that is happening this kaupapa. A paper will be presented to Te Rūnanga in in this space, our attention is firmly focused on our September. relationship with Oranga Tamariki and giving effect to the agreement we signed with them in November last year. We can’t afford to let the current hype distract us from the real mahi, which is to address the issues directly impacting tŚĂŬĂƉĂƉĂŽŶůŝŶĞĞ on our Ngāi Tahu tamariki and how we work with Oranga The online whakapapa Tamariki to ensure we are making positive change. registration system is proving to be a One of the key steps in progressing our relationship real success with 55 is gathering data to inform the way forward and this is percent of the total currently being undertaken in partnership with Oranga 2359 whakapapa Tamariki. From the draft reports we have received, we registrations received know that 297 Ngāi Tahu children spent time in care Whakapapa Ngāi Tahu to end of June being during the month of May. This is a disturbing number and completed online. A Guide to Enrolment one we will be working very hard to reduce. These reports This option has not are close to completion and will be shared in due course. only simplified the We need to be mindful that Oranga Tamariki are only two process for whānau, years into their five-year mission. It is an enormous task but also lessened the demandsmands onon thethe to turn their Child Youth and Family legacy of over 20 whakapapa team. The next step is to begin working with year around; however, partnering with iwi is a huge step Papatipu Rūnanga to develop and trial a similar model for in the right direction. We have also been approached their use. by other iwi to look at our templates and processes to /LQN help establish their own formal relationships with Oranga 17 Tamariki.
POU Ngāi Tahutanga EŐĈŝdĂŚƵ&ƵŶĚƐ Culture and Identity Applications approved FY2019 68 He kaupapa iti (small projects up to $5,000) ϭϴϰϴŬĂƵŵĈƚƵĂ 26 He kaupapa nui (medium projects up to $30,000) All 1848 kaumātua who left issue are aligned with a papatipu rūnanga. This means all of our registered 3 He kaupapa nui rawa (large projects by expression of members have a Papatipu Rūnanga to call home, and the interest – over $30,000) ability to participate in postal elections for Te Rūnanga o Total: $843,757 Ngāi Tahu Representatives and Alternates.
151 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - CEO Report
POU Mātauranga Knowledge
'ƌĂŶƚƐĂŶĚ^ĐŚŽůĂƌƐŚŝƉƐ 545 Kā Pūtea Grants Available to all registered Ngāi Tahu enrolled in NZQA Tertiary level study or an international equivalent. 286 Kā Pūtea Proof of Engagement Grants Available to all registered Ngāi Tahu enrolled in NZQA Tertiary level study or an international equivalent who are learning, connecting and engaging with Ngāi Tahutanga. Applicants can choose from three cultural levels. 89 Kā Pūtea Scholarships Available to all registered Ngāi Tahu iwi members who are currently enrolled in NZQA Tertiary level study or International equivalent. 25 Yamada O’Regan Scholarships Available to all registered Ngāi Tahu Year 10-13 secondary school students achieving academic success in at least three subjects and participating in whānau, hapū or iwi activities. dĞWŽŬĂŝŽ On 9 July, 19 rangatahi and three staff departed for dŽŬŽŶĂdĞZĂŬŝͲ Hawaii as part of the Te Pokai Ao experience. The TE PAE kaupapa for this haerenga was all about water quality, ůƵĞƉƌŝŶƚĨŽƌƚŚĞĨƵƚƵƌĞ TAWHITI climate change and sharing indigenous knowledge and A blueprint/strategy for an iwi methodologies. led, whānau centric approach to OUR STRATEGIC BLUEPRINT FOR THE FUTURE equity in education and realising Over their week-long visit, the rangatahi worked with the potential for our rangatahi has hau kāinga of Hawaii to learn about the restoration work been developed by the Tokona of traditional horticultural practices, including irrigation Te Raki team. The strategy and kalo (taro) in pu’e (rows). 17 is a response to our rapidly While this is an exciting learning opportunity for our changing world, growing rangatahi to gain greater understanding of environmental Māori population and the issues and indigenous practice in a global context, we need to equip our tamariki need to ensure that this then translates to engaging in, and rangatahi to be inspired and growing their knowledge of, mahinga kai practices by their futures and succeeding as within our own takiwā. Māori who are confident in their culture and prosperous in their careers. This is a new and future focused approach, based on the concept of social innovation labs and multi sector collaboration, to drive long-term outcomes./LQN
,ĂǁĂŝŬŝ,ŽƵͲ/ŶƐƉŝƌŝŶŐĨƵƚƵƌĞƐĨŽƌƌĂŶŐĂƚĂŚŝ Equipping rangatahi with relevant, engaging and accessible information on the jobs of the future is at the heart of Hawaiki Hou. The programme, led by the Tokona Te Raki team, has engaged with rangatahi at three different kura - Kaikōura High, Linwood College and Te Kura Kaupapa Māori o Te Whānau Tahi - to co-design their potential education and career pathways informed by data relating to the jobs of the future. To date͜ 27 rangatahi have been involved in the development of three possible prototypes - one of these will be chosen to co-design a practical solution for the schools, whānau and funders as a practical solution for rangatahi to learn and share more about the careers of the future.
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152 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - CEO Report
POU Oranga Health & Wellbeing dĞWŽƵ,ĞƌĞ͗WƻƌĞŝƌĞŝͲ ŽŶƚƌĂĐƚĨŽƌ^ĞƌǀŝĐĞƐDŽĚĞů From the beginning of February this year, Pūreirei has been providing personalised support for whānau beginning their career journey, re-entering the workforce, or applying for scholarships. DĂŶĂǁĂdţƤͲdƌŝďĂů>ĞĂĚĞƌƐŚŝƉĞǀĞůŽƉŵĞŶƚ Currently there are 274 whānau registered and the Three wānanga were delivered between March and June this feedback has been overwhelmingly positive. year, hosted at Tuahiwi, Ōtākou and Rāpaki. We now have 54 Manawa Tītī alumni well positioned to grow their leadership “It’s amazing how active you can be in achieving your goals with the right support.” potential. Holly Maitland Graphic Designer “Te Pou Here helped me make that connection with my iwi and created a safe pathway for me to integrate into the workplace.” Ave Tumai Ngāi Tahu Intern
WƵŶĂWĂŬŝŚŝ 55 Whānau received kick start grants ($5000)
18 Whānau received growth grants (up to $15,000 per year for a maximum of three years) 17 132 Whānau receiving mentoring (19 of our mentors are Ngāi Tahu) tŚĂŝZĂǁĂ ^ŚĂƌĞĚ ƋƵŝƚLJ,ŽƵƐŝŶŐ Over the three years of the Shared Equity Housing pilot project, 258 Whai Rawa withdrawals were processed in six whānau have been supported into their first home, with Q4 of the FY2019 (largest withdrawal period to date) another awaiting confirmation of finance, and the remaining two homes yet to be sold. An additional 20 whānau who 62 for first whare signed up for the programme have purchased homes on the open market. It is planned to share the many 135 for retirement learnings from the pilot, with ngā papatipu rūnanga over the coming months, to Whai Rawa have approved a total of $2.73 million assist in developing their own housing in withdrawals towards tertiary education, home aspirations for whānau in their kainga. ownership and retirement this financial year. This is On 21 June, Samantha Sykes and her a significant milestone for Whai Rawa and a huge daughter Brooklyn became our sixth achievement towards the wealth and wellbeing of whānau to move into their own home those Ngāi Tahu whānau. Over 300 tamariki have through the Shared Equity Housing signed up to the Ngā Kaititaki Tamariki club, which programme pilot. launched on 20 May. Samantha & Brooklyn
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153 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - CEO Report
POU Te Ao Tūroa Natural Environment ŽŶƐĞƌǀĂƟŽŶ Kākāpō Kākāpō have been in the news recently both because of a very successful breeding season (86 chicks hatched - the largest number in recent history Estelle Leask with kākāpō - from a total of 56 breeding females) and because of the sudden death of seven chicks and adult birds from ^ĐŚŽŽů^ƚĂƌƚĞƌWĂĐŬ “aspergillosis” (a fungal infection of the the handling of these funds to benefit I am writing this email, to do a lungs). the future of these taonga. The Trustees huge thank you to the wonderful on the Mauri Ora Kākāpō Trust are Tāne The Department of Conservation 8B7 generosity from Ngāi Tahu. Davis and Estelle Leask. cannot collect tax deductible donations, My son Hudson Ronald Karanama so there have been discussions with The Hoiho Governance Group will Gray recently turned 5 years old. TRoNT and Murihiku Papatipu Rūnanga release a revised recovery strategy He was so very fortunate to about Ngāi Tahu being involved. This in early August. Ngāi Tahu has had receive the school starter pack. came to life on 18 June with the significant input along with DOC, When he received it in the mail, formation of the Mauri Ora Kākāpō Trust Fisheries NZ and the Yellow-eyed we had never told him it was and the signing of an agreement with Penguin Trust. coming. He was absolutely DOC for beside himself, when this huge box was delivered to him by the courier. When he saw that it was addressed to him, hRfMb beyond excited. ZĞŐŝŽŶĂůWůĂŶŶŝŶŐ The Office continues to be involved in a number of key regional planning 17 I couldn’t make this gorgeous processes. This mahi is significant in ensuring our Ngāi Tahu rights and little excited face wait to open interests are protected both at a local and regional level. Current mahi that night when his daddy got includes: home. So the opening began. He was overwhelmed with what was Consents inside. When he was going • Christchurch City Council - Akaroa wastewater discharge consents through all the amazing stuff, I • Queenstown Lakes District Council - wastewater network discharge consent was in disbelief of the amazing Environment Court Appeals gift you had given him. • Southland Water and Land Plan I cannot thank you enough for • Environment Court Appeal - West Coast Regional Policy Statement making his firth birthday so • Environment Court Appeal - Dunedin City District Plan; and memorable and exciting. We are forever grateful and Mahinga Kai humbled by the generosity from The Te Ao Tūroa team are actively engaged in a number of mahinga kai Ngāi Tahu. kaupapa throughout the takiwā including: • Working with the Arowhenua tangata tiaki to establish new fishing bylaws in the Waitarakao, Te Ahi Tarakihi and Tuhawaiki Mātaitai Reserves͙ Many blessing and love from the b • Ngāi Tahu Forestry, Kāti Huirapa ki Puketeraki and Moeraki to develop a written Gray family xxx agreement regarding the protection of mahinga kai and other values in the Waikouaiti and Makareao Forests͙ • Discussions with prospective Japanese buyers of Undaria seaweed productsat Puketeraki. A further hui is planned for September to discuss processing standards and techniques͙ • Along with OceanLaw, investigating a potential breach of the South Island Customary Fishing Regulations (an integral part of the Ngāi Tahu Deed of Settlement) by Fisheries NZ through the new commercial digital reporting requirements͙
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154 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - CEO Report
POU Te Whakaariki Strategy & Influence
ƌŽǁŶWĂƐƚŽƌĂů>ĂŶĚ ͚tĞůůďĞŝŶŐƵĚŐĞƚ͛ϮϬϭϵ lifting Māori outcomes, improving child In June, we met with the Hon. Following the budget announcement wellbeing and a multi-year approach to Eugenie Sage, Minister of Land in May, we met with Minister of investment in the South Island. There Information New Zealand (LINZ), to Finance Hon. Grant Robertson to gain are also several areas where our discuss the ending of tenure review a greater insight into the budget and priorities align, including the focus on and the ongoing stewardship of how it relates to Ngāi Tahu. climate change and whānau ora. We have agreed that there are a number Crown Pastoral Land in the high A key feature of this budget is the of areas where the government and country. focus on broader success measures Ngāi Tahu can work together to This was an opportunity to highlight beyond purely economic. The five explore partnership opportunities our interests in the high country, and priority areas are: and develop solutions. A meeting in for both Ngāi Tahu and the Minister to • Lifting Māori and Pacific incomes, early August is scheduled with Hon clarify our positions on the proposed skills and opportunities Nanaia Mahuta, Minister for Māori amendments to the Crown Pastoral Development and Minister for Local Land Act 1998 and Land Act 1948, • Reducing child poverty and Government, to progress this. and identify the potential for both improving child wellbeing, including interests to be reflected in the ongoing addressing family violence management of the land. • Supporting mental wellbeing for all WŽƵtŚĞŶƵĂ The engagement between LINZ and New Zealanders, with a special focus A recently unveiled pou in the on under 24-year-olds TRONT has been positive and the Kahurangi National Park on Tai Poutini relationships strengthened with LINZ • Creating opportunities for productive marks a significant step forward in proactively engaging with us on the businesses, regions, iwi and others our relationship with the DOC. Hon proposed amendments. to transition to a sustainable and low- Eugenie Sage used this opportunity to emissions economy announce the review of the Kahurangi National Park. The review follows the 17 • Supporting a thriving nation in the addition of 64,400 hectares of land ŽŶƐĞƌǀĂƚŝŽŶ digital age through innovation, social The K hui Governance Group also to Kahurangi from the Mokihinui River Ħ and economic opportunities. met with the Minister of Conservation, catchment area announced earlier this along with, the Director-General of the There are a number of areas that can year. The pou was carved by Mahana Department Lou Sanson and senior potentially benefit Ngāi Tahu, including Coulston. officials, to discuss opportunities and look at how we work together to strengthen the Treaty partnership with the DOC.
ZĞůĂƟǀŝƚLJƌďŝƚƌĂƟŽŶϰ Ngāi Tahu was unsuccessful in the items put to the Arbitrator relating to Arbitration 4 in February and March this year. While not the desirable outcome, this decision provided clarity on how the relativity mechanism will be applied, which will reduce disputes moving forward. The Crown did concede on one item, which related to calculation issues with the Arbitration 3 payment and we have received an additional $1.2m to Kahurangi National Park address this.
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155 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - CEO Report
POU Papatipu Rūnanga Marae Development - Pūtea Aumakea
4 marae funded for solar panels Tūāhuriri, Ōnuku, Wairewa and Koukourārata 2 marae funded for the installation of generators ZŽĂĚ^ŚŽǁƐ Ōtākou and Waewae Five road shows have now been completed: Napier, Auckland, Tauranga, Hamilton and Perth with over 1000 The importance of this funding was put to the test whānau coming along to celebrate their Ngāi Tahutanga. recently when a power outage struck Te Tai Poutini. The Tūhuru Marae remained unaffected due to its generator. Every year interest and engagement grows stronger as our whānau living away from home seek out a greater The increase in extreme natural disaster events sees connection. Feedback from across the events has been our marae increasingly supporting their communities as hugely positive. One of the highlights this year is the greater welfare centres. It is therefore essential that they have participation of Ngāi Tahu Holdings. Hamilton has been the the resources available to continue operations. There biggest event so far, with approximately 380 attendees and are ongoing conversations at rūnanga regarding what a merchandise sales totalling over $5,500. sustainable/resilient marae looks like and the actions that may be needed to achieve it. Following on from the road shows, we are now exploring different ways to build more efficient ways of enabling taurahere rōpū to build the engagement of Ngāi Tahu whānau living away from home. tĞďƐŝƚĞ Our www.ngaitahu.iwi.nz website traffic continues to increase. dĂƵƌĂŚĞƌĞZƃƉƻ Given the continued growth in our taurahere in the North 49% increase website users in June 2019 (compared to Island and in Australia, it is important that we develop a June 2018) more sustainable funding model moving forward. 17 As a result, we have been working alongside Ngāi Tahu ki 65% increase in page views (likely to be attributed in part Tamaki Makaurau to trial a new approach to funding. The to the Ngā Manu Kōrero live broadcast and the fact we Tamaki group has been up and running since the 1990s, the careers webpage subdomain is now included in our continues to strengthen, and now has over 200 members. analytics) Until now they have applied to the Ngāi Tahu Funds for every activity they host each year - a huge administration exercise given that those who keep the rōpū running Approximately 75% of users are aged between 25 and 55 do so voluntarily. Recently they put together their first years strategic plan, complete with an annual budget, reporting and accountability requirements for which we will provide 70% of users are female funding as one annual payment.
Approximately 3 minutes average visit duration - well above industry standard dĂŚƵdĂdžŝ Production continues with a further six interviews filmed and featuring well-known talent from throughout New ^ŽĐŝĂůDĞĚŝĂ Zealand. We are still on track to launch this exciting series Our social media reach and engagement continues to in Spring. Tahu Taxi was funded by Te Māngai Pāho. increase. The Facebook page is our most significant social channel, with nearly 18,000 followers, however LinkedIn and Instagram are growing at a faster rate due to our increased focus on these channels. We have been experimenting with Instagram (and the Insta Story function) to reach and engage with younger Arihia Bennett audiences. Ngā Manu Kōrero results and our Napier road MNZM show video were the top posts for June. Chief Executive Officer
156 Te Rūnanga o Ngāi Tahu - Te tekau mā ono o Whā (16 August 2019) - HE PEPA WHAKAMĀRAMA (INFORMATION PAPERS –...
HE PEPA WHAKAMĀRAMA
(Information Papers)
THESE PAPERS ARE AVAILABLE ON BOTH DILIGENT AND THE GOVERNANCE WEBSITE.
Kaiwhakahaere Report 18. Common Seals 19. Elections Update 20. The Office Quarterly Report (Q4) and Monitoring Report 21. Whai Rawa Quartery Report (Q4) and Monitoring Report 22. NTFSL Quarterly Report (Q4) and Monitoring Report 23. External Organisation Representation – Policy Amendment and New 24. Positions Insider Trading Policy - revised 25.
157 He Pepa Whakamārama
(Information Paper)
Nā: Kaiwhakahaere Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Kaiwhakahaere Quarterly Report (Q4) 2019 Te Kaituhi: Lisa Tumahai Te rā: 30 June 2019
1 TE WHĀINGA (PURPOSE)
1.1 To provide a report of the activities of the Kaiwhakahaere (KW) for the period 1 April to 30 June, the 4th Quarter (Q4) period.
2 HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION):
2.1 The reporting template reflects the updated Kaiwhakahaere Position Description (Ngā Kawenga) which was shared at the June Te Rūnanga hui as an information paper.
3 NGA KAUPAPA MATAPAKINGA: (POINTS OF INFORMATION)
3.1 The following principles have continued to be followed:
a) Seek to build unity, stability and cohesion amongst table members
b) Work within the remit of the role and meet the objectives to the best of my ability
c) Ensure relevant advice is sought when required to guide all actions I take
d) Ensure the CEO/Secretariat are well informed and engaged on relevant issues
e) Ensure procedural correctness, and uphold our Ngāi Tahu values and Charter obligations
3.2 The following table reports against the core duties of the Kaiwhakahaere identified in appendix one.
Information Paper: Kaiwhakahaere Q4 Report Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) 1 of 5 Core duties Report back for April to June 2019 – Q4
Chair An effective working relationship with key stakeholders has been maintained and responsibilities hui relating to key kaupapa for the quarter have been attended. Key engagements are highlighted below:
• As always, keeping open lines of communication with fellow Te Rūnanga representatives has been a priority in my role as KW. This has included regular hui with the Deputy KW and Chairs of Te Here and Te Apārangi as well as being available by phone and email. • The CEO Arihia Bennett and I are scheduled to have regular 1:1 weekly hui. We remain in daily email and phone communication about goings on within the office and externally. • Strengthening relationships with governance and senior governance across Ngāi Tahu Holdings Corporation and its boards can be tricky aligning diaries. However, the team has been working to secure time for Holdings chair Mark Tume to meet more regularly. As well as connecting regularly with the CEO/CEs and Chairs of the subsidiaries across each quarter. • I continued to attend various internal hui this quarter with the CEO and senior staff to set agendas and approve papers for April and June Te Rūnanga o Ngāi Tahu board hui. As well as advise where and whenever possible. • The board hui weekend now runs from Thursday to Friday, meaning we met on 11 and 12 April and 13 and 14 June this quarter. On Thursday 11 April and Thursday 13 June, we had Te Here in the morning, followed by Te Apārangi in the afternoon. The Te Rūnanga hui took place on Friday 12 April and Friday 14 June. • There are various administrative duties that are dealt with on a weekly basis including communications such as my regular column in Te Pānui Rūnaka and responses to media queries where required, and monthly updates regarding the vast duties and responsibilities held by the Kaiwhakahaere
Leadership External responsibilities including engaging directly with government ministers have been carried out. Notable engagements and areas of focus are highlighted
below:
• In April I participated in Treaty Partnership ILG hui, and in addition to that staff from our Strategy and Influence team have attended Freshwater ILG hui in this period. I also had catch ups with Mike Smith re the CCILG. • Throughout quarter four I have continued my focus on regular, consistent and strategic political engagement directly with government ministers. • A visit on 17 April by Mr Mark Hauptmann, a member of the German Bundestag (Government). Mr Hauptmann is the inaugural recipient of the Prime Minister’s Fellowship. The Fellowship has been set up to assist in achieving NZ Foreign policy objectives through hosting up-and-coming individuals, who have the potential to be leaders and have influence in parliamentary, business, academic, cultural and other fields. Mr Hauptmann was keen to meet Representatives of Ngāi Tahu to discuss and further learn about our mandate, success and future focus. • On 4 May I spoke at a Mayday event in Te Tai Poutini alongside Hon Damien O’Connor, Hon James Shaw and the Ambassador of the Republic
Information Paper: Kaiwhakahaere Q4 Report Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) 2 of 5 of Cuba. The focus of the event was climate change, and I spoke on the importance of finding a way forward together. • I was on a panel entitled “Changing the model” at the government’s Just Transition Summit in New Plymouth in May. Alongside the CEO of Synlait and Deputy CEO of Ports of Auckland, I spoke about how businesses are changing their business models to meet sustainability challenges and what it means for shareholders. The full panel discussion is available on YouTube: https://www.youtube.com/watch?v=wgh-0JxXCnA) • On 14 May we hosted the United Nations Secretary General (His Excellency Antonio Guterres), Hon James Shaw and Hon Damien O’Connor at Te Whare o Te Waipounamu. We shared information on what we are doing on climate change, and I have since followed up with the Secretary General to encourage further conversation on shared challenges and opportunities. • On 16 May I attended the Reserve Bank of NZ presentation. This was an opportunity to meet and greet their directors and senior staff of the Reserve Bank also in attendance was Jo Mclean, Ta Tipene O’Regan and Karen Coutts in her new role with the bank. • Following the release of the Government’s first Wellbeing Budget, I met with the Finance Minister Hon Grant Robertson and Hon Megan Woods on 7 June, accompanied by Deputy Kaiwhakahaere Matapura Ellison, Jo McLean, Gabrielle Huria and Arihia Bennett. A number of topics for further discussion and exploration arose from the meeting and I look forward to continuing to prioritise these relationships with Crown Ministers. • On 26 June the CEO, Veronica Baldwin and myself met with Minister Parker to discuss the freshwater space - the government's intended outcomes and our Ngāi Tahu perspective and expectations in relation to freshwater. • I met with Maui Solomon, chairman of Hokotehi Moriori Trust. We discussed their request to install a memorial stone on the Auckland Islands to acknowledge their tipuna buried on the island. The discussions where very positive and we are going to progress a draft relationship agreement for Te Aprangi to consider. This will require further discussion with the relevant Papatipu Runanga and DOC. • While in the capital, we also had the opportunity to meet with the Federation of Māori Authorities (FOMA) of which we are a member. Established in 1987, FOMA is the largest national Māori economic network representing around 150 Māori Authorities with a collective asset base of around $11 billion with interests largely in the primary industry. Internal responsibilities within the iwi and office were carried out including attending significant events and engaging with whānau. • We have had strong representation from Kā Pakitua and Te Rūnanga o Ngāi Tahu representatives at our annual road shows, which began in quarter four, and we have received excellent feedback in our post road show surveys sent to attendees. I personally have attended Auckland and Hamilton in this quarter. - Tauranga (12 May). Attendees: Deputy Kaiwhakahaere Matapura Ellison, David Perenara-O’Connell, CEO Arihia Bennett and Acting COO Katie McEwan. Whānau: 260 - Auckland (26 May): Attendees: Terry Nicholas, Arihia and Head of Emergency Response Team Robyn Wallace. Whānau: 289 - Napier (9 June) Attendees: Matapura, Karen Coutts, GM for Te Taumatua Lynne Te Aika and Robyn. Whānau: over 200
Information Paper: Kaiwhakahaere Q4 Report Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) 3 of 5 - Hamilton (23 June) Attendees: Susan Wallace, Lynne and Julian. Whānau: over 400. • I have continued to communicate important news and information directly with whānau, particularly through the distribution of the Resolutions Pānui and Nā Te Rūnanga pānui to papatipu rūnanga offices. These two pānui keep whānau up to date with the matters discussed and resolutions reached at the Te Rūnanga table. My monthly column in Te Pānui Rūnaka has also continued and highlights of Te Rūnanga engagements are frequently shared on Te Rūnanga digital channels for whānau and interested stakeholders (website, LinkedIn, Facebook, Instagram and YouTube). In late June I also restarted by fortnightly interview on TahuFM, which provides an opportunity to share news from Te Rūnanga directly with listeners.
The Chairs’ Network continues to take the opportunity to get together whenever Additional responsibilities Te Rūnanga meets for our hui every two months. In June we had a long session which enabled us to talk issues through thoroughly and give advice
and support to each other on a range of topics.
Te Whakaue komiti have stayed in contact through emails and phone conversations. Having meet formally on 10 April and 7 June.
Te Kura Taka Pīni – have meet three times since March. Within this time we have worked to draft a Strategy which had it’s first read at Te Rūnanga in June. In May we had a wānanga day with Professor John Fritz Raffensperger – who not only taught here at University of Canterbury but is also the one of the World’s leading expert in Smart Water Markets. The learning was not only fascinating but opened the komiti up to new thinking about other possible opportunities.
Haea Te Awa – the continuation of ensuring Haea Te Awa is being communicated to each rūnanga will be pivotal to engaging whānui successfully in the conversations. Visits by key staff to each of the papatipu rūnanga are progressing well, and I have had regular updates on them. I am heartened by the positive responses.
Other Hui & Additional Responsibilities I also receive, review papers and attend hui for TRARC, NTFSL and the NTHC board and provide any feedback to the CEO for follow up or directly to the relevant chairs or CE’s. Both Yamada O’Regan and First Nations First People (FNFP) Scholarships required me to be part of the panel for decisions around applicants.
Unfortunately, this quarter was also impacted by the loss of some much-loved and respected whānau members throughout our takiwā, including: Thomas Ennis (Robyn Walsh’s son), Joanne Tikao (David Tikao’s wife), Tanemahuta Gray and Tumanako Wereta. It is always heartening to see Te Rūnanga kaimahi and representatives rally together to send a delegation to the tangi for these rangatira to support the whānau and celebrate their numerous contributions to the iwi.
Information Paper: Kaiwhakahaere Q4 Report Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) 4 of 5 4 NGĀ TAKE WHAKAAROARO (POINTS FOR NOTING) 4.1 Climate Change – my work with the Interim Climate Change Committee (ICCC) continues with a very busy quarter. This work with ICCC continues to afford me many insights and learnings which I can bring back to Ngāi Tahu discussions and decisions. This work also requires engagement with Ministers Shaw, O’Connor and Woods. 4.2 Māori Police Forum – In June I attended this hui in Wellington and our discussion was focused on a review of Turning of the Tides, the event of March 15th in Christchurch, driver licencing programmes and rangatahi courts. This was also an opportunity to discuss with the commissioner the police role in the uplifting of children. 4.3 Ngāi Tahu Tourism’s Visual Identity – this opportunity was an interview for Tourism who have contracted an external company to look at their brand and as stakeholders we were asked to weave a story for them so that they were able to glean what Ngāi Tahu is about. 4.4 World Class New Zealander Awards – this dinner was held in Auckland and Francois and I were invited to attend by the Next Foundation. 4.5 The Deputy KW Matapura Ellison, Te Here Chair Jo McLean and Te Apārangi Chair Tahu Pōtiki have continued to attend and support hui and events that I am unable to get to due to the logistics of travel and scheduling. Other Te Rūnanga Representatives have also willingly engaged in events which I am unable to attend, ensuring there is a strong Te Rūnanga presence. 4.6 There were seven other events for this period that the office gave apologies for. 4.7 Finally, I would like to thank you all for your continued support, wisdom and guidance across this quarter. It has helped develop a robust and respectful environment that supports us all in our efforts to do the very best we can to meet the aspirations and expectations of our people. Nō reira tēnei kā mihi atu ki a koutou ngā memā o te tēpu.
5 NGĀ TŪTOHUTANGA (RECOMMENDATIONS) That Te Rūnanga o Ngāi Tahu: a) Receives this paper b) Offers any feedback
6 HE ĀPITIHANGA (APPENDICES) Appendix One – Key Accountabilities – Ngā Kawenga Takohanga Appendix Two – Correspondence (sent), and common seal applied
Kaiwhakahaere Date: 30 June 2019
Chief Executive Officer Date: 30 July 2019
Information Paper: Kaiwhakahaere Q4 Report Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) 5 of 5 APPENDIX ONE
NGĀ KAWENGA Kaiwhakahaere
VISION Mō tātou, ā, mō kā uri ā muri ake nei For us and our children after us
MISSION
Te Rūnanga o Ngāi Tahu works on behalf of the iwi to manage the collective assets of Ngāi Tahu whānui and to promote the interests and aspirations of Ngāi Tahu whānui. Te Rūnanga o Ngāi Tahu will also work to ensure that these interests and aspirations are met in terms of our rights as members of New Zealand and global society aligning with our vision of Tino Rangatiratanga Mō tātou, ā, mō kā uri ā muri ake nei by contributing to the following outcomes that enfold the essential components of the vision:
Ngāi Tahu whānui are culturally enriched Ngāi Tahu whānui live long and live well Ngāi Tahu whānui lead the future
Initial: Initial: Ngā Kawenga: Kaiwhakahaere Version: March 2019 Page 1 of 4
APPENDIX ONE WHO ARE WE?- KO WAI MĀTOU? WHO ARE YOUR TEAM?- TŌ KAPA
Established in 1996, Te Rūnanga o Ngāi Tahu is the organisation that Team Governance services the tribe's statutory rights and ensures that the benefits of the Responsible for Tē Rūnanga o Ngāi Tahu Settlement grow for the future generations. Direct Reports Te Rūnanga o Ngāi Tahu Everything we do is to build a stronger economic, social and cultural base Nature and Term 3-year term for Ngāi Tahu people.
Throughout the South Island there are 18 local rūnanga (local councils). An Internal Relationships • Interests of Papatipu Rūnanga and Ngāi elected representative from each rūnanga makes up Te Rūnanga o Ngāi Tahuwhānui Tahu – the tribal council that oversees the tribe's activities. Through this • Sustainable relationships between Papatipu tribal council structure Te Rūnanga o Ngāi Tahu is accountable to the tribal Rūnanga, Te Rūnanga o Ngāi Tahu and members. Taurahere Te Rūnanga o Ngāi Tahu has three key roles: • Good working relationships with the DKW, Te Rūnanga representatives and the CEO Support Te Rūnanga o Ngāi Tahu especially in terms of policy and strategy development; External Relationships • Upholding the mana of Ngāi Tahu Support and assist the members – Papatipu Rūnanga; • Principal spokesperson for Ngāi Tahu Provide benefits for both the present and future members of Ngāi • Representative for Ngāi Tahu at strategically Tahu Whānui. aligned forums. The organisational structure has been designed to deliver increased value • to our two key stakeholders: Ngāi Tahu whānui and Papatipu Rūnanga Represent Ngāi Tahu and maintain political relationships at a regional, national and international level. Te Rūnanga o Ngāi Tahu (TRoNT)
Ngāi Tahu Charitable Trust
Office of TRoNT Ngāi Tahu Holdings Corporation
Governance Investment and Financial Strategy
Strategy and Monitoring Capital Allocation
Distribution Investment Performance
Representation and Advocacy Booking and Funding
Ngāi Ngāi Ngāi Ngāi Ngāi Tahu Tahu Tahu Tahu Tahu Capital Farming Property Seafood Tourism Initial: Initial: Ngā Kawenga: Kaiwhakahaere Version: March 2019 Page 2 of 4
APPENDIX ONE VALUES IN ACTION - NGĀ UARA
Te Rūnanga has a clear set of values which reflect and embrace tribal values. In action we expect our governors to embody them as:
Value Reflected in the following behaviours:
Manaakitanga Tautoko Manaaki • Sharing time, knowledge and expertise • Engages with others in a respectful manner • Provides support to others • Demonstrates the importance of relationships • Dedicates time to others • Engages others where guidance from others where necessary • Proactively coaches others Rangatiratanga Self-Awareness Integrity • Builds rapport with ease • Demonstrates open and honest communication • Demonstrates the ability to connect with people at all levels • Demonstrates fairness • Demonstrates empathy • Acts with integrity and puts benefits of the tribe before own agenda Whanaungatanga Collaboration Engagement • Works effectively within a team environment and across the Te • Proactively seeks to extend networks within the wider iwi Rūnanga Group • Takes steps to ensure is well informed of issues / initiatives • Actively shares ideas within the tribe • Encourages others Tikanga Tikanga Dedication • Demonstrates a desire to embrace te reo and tikanga • Demonstrates reliability • Actively participates in tribal forums where appropriate • Consistently delivers regardless of barriers • Effectively prioritises
Tohungatanga Strive for Excellence Continuous Learning • Serves as a role model for others • Is proactive in seeking learning opportunities • Sets goals to achieve high performance, encourages others to • May teach others in a formal context aspire to that level • Invests personal time in additional study • Delivers work to exceptional quality Kaitiakitanga Resourcefulness Innovation • Demonstrates consistent approach to careful expenditure of • Regularly thinks outside the square spending pūtea • Demonstrates the ability to turn ideas into reality • Looks for sustainable solutions when dealing with • Contributes novel ideas providers/suppliers
Initial: Initial: Ngā Kawenga: Kaiwhakahaere Version: March 2019 Page 3 of 4
APPENDIX ONE WHAT IS THE PRIMARY FOCUS ?- TE AROTAHI MATUA
Key Accountabilities - Ngā Kawenga Takohanga
Leadership To model, promote, and provide leadership for Te Rūnanga that ensures: • Kotahitanga • Appropriate behaviour • Sound decision making • Alignment to values • Consistency to legislation and policies • Consistency to Te Kawenata • Adherence to fiduciary duties • Growth and development of Te Rūnanga Representatives Chair Responsibilities • Maintain an effective working relationship with DKW, CEO and the CE’s of NTHC and other Ngāi Tahu subsidiaries. • Maintain relationships with the Chair of NTHC and chairs of the subsidiary Boards via quarterly meetings. • Ensure positive working relationship with DKW and CEO to conduct Te Rūnanga o Ngāi Tahu meetings, agendas, relevant papers, and other deliberations. • Participate as ex-officio member of Te Here, Te Apārangi, Audit & Risk. • Provide advice to the CEO and office on strategic policy development • Witness to the affixing of the Common Seal. Additional • Participate as a member of Te Whakaue sub-committee. responsibilities • Participate on appointment panels for NTHC directors. • Participate on relevant strategic working groups or committee as required. • Chair the selection panel for the independent chairs of Te Whakaue and Audit & Risk komiti. • Te Rūnanga Trustee of the Yamada O’Regan Trust • Te Runanga director on Ngai Tahu Fisheries Settlement Limited • Participate in or delegate participation in annual scholarship award panels • Participate or delegate participation on selection panels as requested
Initial: Initial: Ngā Kawenga: Kaiwhakahaere Version: March 2019 Page 4 of 4
APPENDIX 2
Letters Date Recipient Letter to Minister for Treaty of Waitangi 31/05/2019 • Min Litter Negotiations: Land Swap – Maori Archaeological Site Carters Beach Letter to UN Secretary General – Thank 17/06/2019 • UN Secretary General you for visiting Te Whare o Te Waipounamu
Date Description of Document Witnessed by
Te Rūnanga o Ngāi Tahu
19/07/2019 Te Rūnanga o Kaikōura Incorporated – 2019-2020 Te Pūtea L Tumahai A Bennett Whakamahi Agreement
19/07/029 Te Taumutu Rūnanga Society Incorporated – 2019-2020 Te L Tumahai A Bennett Pūtea Whakamahi Agreement
19/07/2019 Waihōpai Rūnaka Incorporated – 2019-2020 Te Pūtea Whakamahi L Tumahai A Bennett Agreement
Ngāi Tahu Charitable Trust
18/07/2019 Hokonui Rūnanga Incorporated – 2019-2020 Te Pūtea M Ellison J McLean Whakamahi Agreement
18/07/2019 Kati Mahaki ki Makaawhio Limited – 2019-2020 Te Pūtea M Ellison J McLean Whakamahi Agreement
18/07/2019 Te Rūnanga o Ngāti Waewae Incorporated – 2019-2020 Te Pūtea M Ellison J McLean Whakamahi Agreement
18/07/2019 Te Kahui o Ōnuku Charitable Company Limited – 2019-2020 Te L Tumahai J McLean Pūtea Whakamahi Agreement
18/07/2019 Te Rūnanga o Ōtākou Incorporated – 2019-2020 Te Pūtea M Ellison J McLean Whakamahi Agreement
18/07/2019 Kati Huirapa Rūnaka ki Puketeraki Incorporated Society – 2019- L Tumahai J McLean 2020 Te Pūtea Whakamahi Agreement
18/07/2019 Te Rūnanga o Waihao Holdings Limited – 2019-2020 Te Pūtea M Ellison L Tumahai Whakamahi Agreement
Ngāi Tahu Communications Limited
No seals
Ngāi Tahu Development Corporation Limited
No seals
He Pepa Whakamārama
(Information Paper)
Nā: Chief Executive Officer Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Common Seals Usage – Schedule 127 Te Kaituhi: Arihia Bennett Te rā: 22 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 The purpose of the paper is to inform Te Rūnanga o Ngāi Tahu of the documents that have received the Common Seals of either Te Rūnanga o Ngāi Tahu, the Ngāi Tahu Charitable Trust, Ngāi Tahu Communications Limited or Ngāi Tahu Development Corporation Limited.
2. ACTIVITY:
Date Description of Document Witnessed by
Te Rūnanga o Ngāi Tahu Te Rūnanga o Kaikōura Incorporated – 2019-2020 Te Pūtea L Tumahai 19/07/2019 Whakamahi Agreement A Bennett Te Taumutu Rūnanga Society Incorporated – 2019-2020 Te Pūtea L Tumahai 19/07/029 Whakamahi Agreement A Bennett Waihōpai Rūnaka Incorporated – 2019-2020 Te Pūtea Whakamahi L Tumahai 19/07/2019 Agreement A Bennett
Ngāi Tahu Charitable Trust
Hokonui Rūnanga Incorporated – 2019-2020 Te Pūtea Whakamahi M Ellison 18/07/2019 Agreement J McLean Kati Mahaki ki Makaawhio Limited – 2019-2020 Te Pūtea M Ellison 18/07/2019 Whakamahi Agreement J McLean Te Rūnanga o Ngāti Waewae Incorporated – 2019-2020 Te Pūtea M Ellison 18/07/2019 Whakamahi Agreement J McLean Te Kahui o Ōnuku Charitable Company Limited – 2019-2020 Te L Tumahai 18/07/2019 Pūtea Whakamahi Agreement J McLean Te Rūnanga o Ōtākou Incorporated – 2019-2020 Te Pūtea M Ellison 18/07/2019 Whakamahi Agreement J McLean Kati Huirapa Rūnaka ki Puketeraki Incorporated Society – 2019- L Tumahai 18/07/2019 2020 Te Pūtea Whakamahi Agreement J McLean Te Rūnanga o Waihao Holdings Limited – 2019-2020 Te Pūtea M Ellison 18/07/2019 Whakamahi Agreement L Tumahai Ngāi Tahu Communications Limited
No seals
He Pepa Whakamārama (Information Paper): Common Seals Usage – Schedule 127 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 201 9) Page 1 of 2 Date Description of Document Witnessed by
Ngāi Tahu Development Corporation Limited
No seals
Chief Executive Officer Date: 22 July 2019
He Pepa Whakamārama (Information Paper): Common Seals Usage – Schedule 127 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 2 2018-2021 Papatipu Rūnanga Election
Appointment Appointment Confirmation Estimated Rep/Alt Applications Runanga Committee Committee of Rep to Te Completion Current Status Closed Confirmed deliberating Rūnanga Date
Fiona Pimm appointed as Runanga Representative effective 9 June Arowhenua 15-Feb-19 24-Apr-19 Apr-May 2019 27-May-19 1-Mar-19 2019. Runanga undertaking process to appoint TR Alternate Representative. 14/05/18 - Letter sent to Runanga advising of 2018 postal ballot Awarua Jul-20 commencement date. Terry Nicholas reappointed as Runanga Representative. Melissa Hokonui 5-Sep-18 27-Sep-18 Sept-Nov 14-Nov-18 Nov-18 Dennis appointed as Alternate Representative. Appointment date 14 November 2018. Kaikōura Dec-19 Election process drafted. Being reviewed. Elizabeth Cunningham reappointed as Runanga Representative. Koukourārata 25-Oct-18 10-Sep-18 21-Nov-18 30-Nov-18 Oct-18 Carl Crofts appointed as Alternate Representative. Appointment date 21 November 2018.
Makaawhio Jul-19 Runanga holding a postal ballot. Ballot closes 6 September 2019.
Appointment Committee confirmed. Appointment Committee to Moeraki 17-Sep-18 22-Feb-19 Apr-19 progress the selection process for the TR Rep and Alt.
Lisa Tumahai reappointed as Runanga Representative. Teena Ngati Waewae 17-Jun-19 17-Jun-19 Jun-Jul 3-Jul-19 1-May-19 Henderson reappointed as Alternate Representative. Appointment date 2 July 2019. Ngati Wheke 31-May-19 9-Aug-19 May-19 Nomination period for TR Rep and Alt Rep closes 9 August 2019. (Rapaki) Nomination period for TR Rep and Alt Rep closed 15 July 2019. Ōnuku 14-Apr-19 15-Jul-19 Jul-19 Waiting on Runanga to confirm appointments.
29/07/2019 2018-2021 Papatipu Rūnanga Election
Appointment Appointment Confirmation Estimated Rep/Alt Applications Runanga Committee Committee of Rep to Te Completion Current Status Closed Confirmed deliberating Rūnanga Date
Ann Wakefield confirmed as Runanga Representative and Kiri Ōraka Aparima 23-Oct-18 8-Nov-18 11-Nov-18 12-Nov-18 Nov-18 Howell confirmed as Alternate Representative. Appointment date 11 November 2018. Ōtākou Feb-20 Election process drafted. Being reviewed. Matapura Ellison confirmed as Runanga Representative and Puketeraki 17-Sep-18 25-Jan-19 31-Jan-19 31-Jan-19 Oct-18 Katharina Ruckstuhl confirmed as Alternate Representative effective 31 January 2019.
Appointment Committee confirmed. Appointment Committee to Taumutu 1-May-19 Sep-19 progress the selection process for the TR Rep and Alt.
Tūāhuriri Sep-19 Runanga holding a postal ballot. Ballot closes 23 August 2019.
Appointment Committee confirmed. Appointment Committee to Waihao 21-Jun-19 Jul-19 progress the selection process for the TR Rep and Alt.
Waihōpai Jan-20 Election process drafted. Being reviewed. 14/05/18 - Letter sent to Runanga advising of 2018 postal ballot Wairewa May-20 commencement date.
29/07/2019 He Pepa Whakamārama
(Information Paper)
Nā: Office (Monitoring Function) Ki a: Te Rūnanga o Ngāi Tahu Monitoring Report – Office Quarterly Report period ended 30 June Te Kaupapa: 2019 Te Kaituhi: Peter Lyman Te rā: 1 August 2019
1. TE WHĀINGA (PURPOSE):
1.1 The purpose of this paper is to provide a view of the Office Quarterly Report period ended 30 June 2019 (Appendix One) to Te Here to form the basis for discussion of the key issues.
1.2 This paper and the Office Report have been presented to Te Here in August 2019 as a Decision Paper and is now presented to Te Rūnanga as an Information Paper.
2. HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION):
2.1 Under a new proposed governance arrangement, the Office will provide a quarterly performance report to Te Here (subcommittee of Te Rūnanga), with these reports and their associated Office monitoring report so provided to Te Rūnanga as Information Papers.
2.2 The reporting processes for the Office is one interface with Te Rūnanga and falls out of the annual LOE/SCI process.
3. PERFORMANCE MANAGEMENT
3.1 Ngāi Tahu Nation Snapshot (page 4) More metrics and trends could be useful (same monitoring comment as provided previously). For example: • Gender breakdown • Population concentrations / No. of households • Education attainment / employment / income
3.2 Key Measures (pages 5&6) All KPI’s where a target was specified were exceeded except Office Budget. Would expect another metric under Oranga, i.e., Hauora. Should WRFL metrics be included in the Office report given WRFL furbish their own quarterly reports. Overall 33% of KPI targets not achieved, although it should be noted that a number of these are driven by DEMAND.
He Pepa Whakamārama (Information Paper): Monitoring Report Office Quarterly Report p.e 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā 2019 (16 August 2019) Page 1 of 5 3.3 Four POU (pages 7 to 15) NOTE: Office’s Green Traffic light is where 67% or above of the annual KPI is achieved. Most other performance reports would allocate the ‘Green’ Traffic light where the KPI was 100% achieved and/or exceeded. Commentary in this section is on all KPI’s that achieved less than 100%.
3.4 Ngāi Tahutanga (Ngāi Tahu Culture and Identity)
Monitoring Commentary Traffic Light Green (under 100%) NT Funds i) Mahinga Kai Enhancement Fund – 67% of KPI target achieved. (assume demand driven) ii) Taurahere Fund – 89% of KPI target achieved. (assume demand driven) Traffic Light - Yellow i) Marae Green Tech Fund – 60% of KPI target achieved. (assume demand driven) Leadership i) Cultural Leader Mahi Toi – 65% of KPI target achieved. Note: No commentary on underperformance provided. Total Ngai Tahutanga overhead costs consumed.
3.5 Te Oranga (Wellbeing)
Monitoring Commentary Traffic Light Green (under 100%) Health i) Number of Te Pou Here members – 83% of KPI target achieved. ii) Number of NT tamariki in care registered as iwi members – 90% of KPI target achieved. Whanau Enterprise i) Number of existing businesses engaged with Business Mentors – 98% of KPI target achieved. (assume demand driven) Traffic Light – Red Health i) KPI of 600 kaumatua accessed targeted resources to support their wellbeing showed a score of 0%. ii) KPI 100% of Ngai Tahu tamariki in care are supported to obtain Whai Rawa membership scored 33% Note: No commentary on underperformance provided. Hauora project budget spend 105% of budget. Overall Oranga Overhead costs 104% of budget
He Pepa Whakamārama (Information Paper): Monitoring Report Office Quarterly Report p.e 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā 2019 (16 August 2019) Page 2 of 5
3.6 Te Mātauranga (Knowledge)
Monitoring Commentary Traffic Light Green (under 100%) Pathways, Prioritise Success, Leadership i) Number of NT participating in Governance and Leadership programmes – 78% of KPI target achieved. (assume demand driven) ii) Feedback on assistance – 94% of KPI target achieved. (assume supply driven) iii) Participants undertaking leadership opportunities within their grant or scholarship – 82% of KPI target achieved. Innovation i) Number of Te Pokai Ao re-engaging in STEM initiatives – 83% of KPI target achieved. Note: No commentary on underperformance provided.
3.7 Te Ao Tūroa (Natural Environment)
Monitoring Commentary Traffic Light - Red Papatipu Runanga i) Number of agreed work programmes – 25% of KPI target achieved. Note: explanation for underperformance provided
3.8 Papatipu Rūnanga: Local Development (page 16)
Monitoring Commentary Traffic Light – Red Ngai Tahu Whānui Engagement i) # of Facebook Likes – 30% of KPI target achieved. Event Engagement i) Attendance at 2018 hui – 12% of KPI target achieved. (assume supply driven)
Traffic Light – Green (under 100%) Ngai Tahu Whānui Engagement i) Visitors to Show Place – 99% of KPI target achieved. (assume demand driven) ii) Number of Te Karaka subscriptions – 94% of KPI target achieved. Note: Don’t know whether Annual KPIs are relevant.
He Pepa Whakamārama (Information Paper): Monitoring Report Office Quarterly Report p.e 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā 2019 (16 August 2019) Page 3 of 5
3.9 Whakaariki: Strategy & Influence (pages 17 to 19)
Monitoring Commentary Traffic Light – Red Climate Change i) # of Informed Subsidiaries – 25% of KPI target achieved. Freshwater i) NT Freshwater strategy approved - NO
Traffic Light – Yellow Climate Change i) # of informed Papatipu Runanga – 44% of KPI target achieved.
Traffic Light – Green (under 100%) External Representation i) % of submitted annual evaluations – 91% of KPI target achieved. Note: Limited explanation on underperformance.
4. TE PŪTEA: FINANCIALS (page 20)
4.1 The total expenditure (Office + Governance + CEO Discretionary) for FY19 is $56,781,713 against the budget of $56,332,860 variance of $448,853 over-spend. When looking at the Office only the total expenditure (not including governance) is $53,799,362 against the budget of $53,519,197 variance of $280,165 over-spend. Both these totals include unbudgeted expenditure of $1,062,588 on Executive Special Projects.
4.2 Total Unallocated Funds at FY19 are now c. $12.62m.
5. NGĀ KAIMAHI DASHBOARD (page 21)
KPI Monitoring Commentary Staffing i) FTE = 198.7 and above the unofficial cap of 183.8; the FTE metric Profile includes Fixed Term FTEs; c. 53.9 of FTEs are Ngāi Tahu. Sick Leave ii) Tracked below FY18. Turnover iii) Overall annual turnover rate was 9.3%. Relevance of external benchmark of 14.6% still questionable.
6. TE WHARERAU ORA: HEALTH & SAFETY (pages 22 & 23)
6.1 No issues with Office commentary. A comprehensive report as one would expect given the Office’s commitment to this kaupapa. To comply with their due diligence obligations under the new Health & Safety legislation governors need to read and understand this section of the report.
He Pepa Whakamārama (Information Paper): Monitoring Report Office Quarterly Report p.e 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā 2019 (16 August 2019) Page 4 of 5
6.2 Key Metrics Reported for Q4: i) 5 events reported, 3 (60%) refer to the 10 high risks. ii) 21 GM safety conversations completed at Q4. iii) 74 H&S Forms completed over FY19.
7. RISK MANAGEMENT (pages 24 & 25) Material Changes to Distribution is still recorded as having the highest ‘risk score’.
8. NGĀ TŪTOHUTANGA (RECOMMENDATIONS): That Te Rūnanga o Ngāi Tahu: a) Receives the paper Monitoring Report – Office Quarterly Report period ended 30 June 2019.
9. HE ĀPITIHANGA (APPENDICES): Appendix One - Office Quarterly Report period ended 30 June 2019
Peter Lyman Date: 1 August 2019
Chief Executive Officer Date: 1 August 2019
He Pepa Whakamārama (Information Paper): Monitoring Report Office Quarterly Report p.e 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā 2019 (16 August 2019) Page 5 of 5 APPENDIX ONE Te Pūrongo Hauwhā-ā-Tau a Te Tari Offi ce Quarterly Report
HAUWHĀ – TE WĀ MUTU I TE WHITU QUARTER 4 – PERIOD ENDED 30 JUNE 2019 2 CEO Summary
This report outlines progress in quarter four ending June 2019 from across the Office of Te Rūnanga o Ngāi Tahu. The end of this quarter also marks the end of the FY2019 and is an opportunity to review how we have progressed on our Key Performance Indicators (KPIs) for our major kaupapa including Tribal Membership, Ngāi Tahutanga, Te Ao Tūroa, Te Whakaariki and Corporate.
Key milestones for quarter four
Road Shows
Our annual season of Roadshows commenced on May 21, and a total of four have been held in this quarter. There has been an overwhelming positive response to these events with high levels of attendance from our whānau living outside the takiwā.
Shared Equity Housing Programme
We have now supported a total of six whānau into home ownership through the shared equity housing programme. It is encouraging to see that 20 additional whānau who expressed interest in this programme have since purchased their own home on the open market.
Te Pōkai Ao
The fifth cohort of Te Pōkai Ao (our STEAM programme for high school students) attended noho marae to discuss the issues currently facing our iwi, as well as the needs and jobs of the future. This group will set off on their haerenga to Hawaii in the next financial year.
First Nations’ Futures programme
Congratulations to the three Ngāi Tahu recipients of the First Nations’ Futures Programme scholarship. This group will travel to Stanford University in October to complete the programme alongside delegates from the Kamehameha Schools of Hawaii and from Sea Alaska.
Oranga Tamariki
Our relationship with Oranga Tamariki continues to be a priority for us. This quarter, the Hauora team hosted Oranga Tamariki Regional Manager at the end of June to discuss the strategic partnership between Te Rūnanga and Oranga Tamariki, including the Tauira Tōpūnui initiative in Christchurch East. Tauira Topunui is a pilot programme that aims to ensure that all Ngāi Tahu tamariki who are uplifted from their whānau can be placed with Ngāi Tahu caregivers. We will continue to progress our relationship and build a shared approach to supporting our tamariki who are in the care of Oranga Tamariki.
Freshwater
A hui was held between staff from Te Rūnanga and the Hon David Parker, Minister for the Environment, to discuss the issue of freshwater. Kōrero included the government’s intended outcomes in this space, as well as our Ngāi Tahu perspective and expectations.
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 3 CEO Summary
Key milestones for quarter four
Wellbeing Budget
Each year Te Rūnanga hosts the Minister of Finance for a hui after the annual Budget announcement. The purpose of these hui is to gain greater insight into the budget and how it relates to the iwi. This year the key topics up for discussion were:
• Whānau ora. • Mental health and the need for transformational change and investments in NGO. • Climate change. • Māori health innovation. • A multi-year approach to capital investment in the South Island.
Celebrating 20 Years of Kura Reo
This year we celebrated 20 years of Kura Reo ki Te Waipounamu, our five-day immersion learning opportunity for speakers of te reo Māori. This annual event is run by Kotahi Mano Kāika this year took place at Ōtākou Marae from 14-18 April.
Ngā Kaitiaki Moni
Ngā Kaitiaki Moni is now live! This is a fun and interactive space for Whai Rawa tamariki members to engage with financial capability learning. It is also a platform for Whai Rawa to connect with and teach tamariki about saving in an enjoyable way with activities, mail outs, competitions and more.
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 4 Ngāi Tahu Nation Snapshot
Iwi Membership 70,000 Population Distribution QTR4 QTR3
65,000 Within Takiwā 24,764 38% 23,883 38% 60,000 Rest of NZ 26,784 41% 25,863 41%
50,000 Overseas 6,544 10% 6,283 10%
Gone No Address 6,908 11% 6,935 11% 40,000 40,000 65,000 62,964
30,000
20,000 21,000 1997 2007 2019
Age Total QTR4 Total QTR3 Whai Rawa QTR4 QTR3
0–4 3,146 5% 2,900 5% Membership 27,319 26,850
5–15 10,144 16% 9,558 15% Funds under Management $86.05M $85.3M
16–25 11,128 17% 10,975 17%
26–55 27,050 42% 26,437 42%
56–60 3,948 5% 3,844 6%
61–65 2,948 5% 2,820 4%
65+ 6,380 10% 6,170 10%
Not specifi ed 256 0% 260 0%
65,000 62,964
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 5 Key Measures
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
TRIBAL MEMBERSHIP
Tribal Membership # of members Tracking 62,096 62,963 63,917 65,000 65,000 Tracking
NGĀI TAHUTANGA
LEADERSHIP: Cultural leaders established for sustainability across all pillars. # of Leaders 320 134 61 122 10 327 102%
KOTAHI MANO KAINGA: Kainga (homes) that have introduced te reo Māori # of Kainga (Homes) 550 479 498 546 568 568 103%
ORANGA
WHAI RAWA: Increasing number of Ngāi Tahu whānui actively saving through Whai Rawa # of Members Tracking 26,025 26,456 26,850 27,319 27,319 Tracking
Funds under Management Tracking $76.4M $77.6M $85.3M $86.05M $86.05M Tracking
MATAURANGA
Ngāi Tahu whānui participating in Career Support & Resources; Tertiary Scholarship # of Participants 1,300 735 342 606 306 1,989 153% Programmes; Governance and Leadership Development Programmes; Cultural & Personal Development Programmes; Te Pokai Ao
TE AO TUROA
MAHINGA KAI: Whānau access to customary fisheries is increased through the issuing of # of Tangata Tiaki 300 71 58 42 148 319 106% Tangata Tiaki Authorisations Authorisations
TRIBAL PROPERTIES & HERITAGE: Nohoanga [temporary camping] entitlements are # of Nohoanga 20 6 31 19 2 58 290% increasingly used by Ngāi Tahu whānui. Authorisations
TE WHAKAARIKI
SETTLEMENT PROTECTION: Proactively manage the Ngāi Tahu tribal takiwā boundaries # of Breaches 0 0 0 0 0 0 Positive ensuring no other Iwi's rights are legally recognised in the takiwā.
CORPORATE
STAFF FTE COUNT: Proactively managing personnel resource Total # of Staff Tracking 186.0 201.8 203.6 198.7 198.7 Tracking
NGĀI TAHU STAFF: Increased numbers of Ngāi Tahu whanau are being employed by the % of Staff are Ngāi Tahu Tracking 56% 60% 56% 54% 54% Tracking Office of Te Rūnanga
TOTAL OFFICE COSTS: Overall financial targets are achieved Budget $ $56.133M $10.840M $24.588M $42.934M $56.781M $56.782M (1%)
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 6 Key Measures
Below is a summary of the status of the Office’s KPIs across the Office, see below for further detail on these KPIs:
KPI Status Ngāi Tahutanga Oranga Matauranga Te Ao Turoa Papatipu Rūnanga Te Whakaariki TOTAL %
67% - 100% 15 12 12 13 7 6 65 87%
34% - 66% 2 0 0 0 0 1 3 4%
0% - 33% 0 2 0 1 2 2 7 9%
Total KPIs 17 14 12 14 9 9 75 100%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 7 Ngāi Tahutanga: Ngāi Tahu Culture & Identity
Ngāi Tahu Funds
Significant Achievements: Quarter Four Mahinga Kai Enhancement Fund plans: Four rūnanga invoiced for plan development and two have requested extentions to complete their plans. Mahinga Kai Enhancement Fund applications: Two multi-year applications included. Pūtea Aumakea: Resilience/sustainability scoping was designed by Beacon Pathway and will be completed prior to further solar installs, with scoping completed on 10 Marae. Taurahere Fund – Policies and Procedures review has been completed and the operational/administrative grant will increase to $5,000 annually for active Taura Here from FY20.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu Fund: Funding available to access resources to strengthen Ngāi Tahu cultural excellence # of grants approved 100 5 51 0 56 112 112%
Marae Development Fund: Funding available for renovations and new Marae buildings Marae Fund Tier 1: # of grants approved 4 4 1 0 0 5 125% and facilities; urgent repairs and maintenance; and green initiatives Marae Fund Tier 2: # of grants approved 3 1 0 0 2 3 100%
Marae Green Tech Fund: # of grants approved 10 0 3 0 3 6 60%
Mahinga Kai Enhancement Fund: Funding available for projects designed to enable rangatiratanga # of grants approved Plans: 6 1 0 0 3 4 67% and kaitiakitanga over mahinga kai areas and species Applications: 5 0 0 3 2 5 100%
Taurahere Fund: Funding available to help establish, build and maintain strong and active # of grants approved 9 4 2 1 1 8 89% Taurahere rōpū
Leadership
Significant Achievements: Quarter Four Scoping of Cultural Leaders completed for 16 of 18 papatipu rūnanga.
Upcoming Milestones Cultural Leaders from Taura Here will be scoped in the next financial year.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Cultural leaders established for sustainability across all pillars Cultural Pillar # of leaders
Mahi Toi 80 30 15 5 2 52 65%
Whakapapa 40 21 8 12 1 42 105%
Reo 50 15 17 23 2 57 114%
Mahinga Kai 50 18 7 31 2 58 116%
Whenua 50 25 10 24 1 60 120%
Tikanga 50 25 4 27 2 58 116%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 8 Ngāi Tahutanga: Ngāi Tahu Culture & Identity
Kotahi Mano Kainga
Significant Achievements: Quarter Four Kura Reo ki Te Waipounamu: There were 108 student participants, 54 were registered Ngāi Tahu members (11 new engagements) Hai Reo Tuku Iho: 12-week mentoring programme across three regions is now complete. Te Tai Poutini, Ōtautahi and Ōtepoti. There was a total of 32 whānau participants (53 adults and 50 tamariki) of which 24 were regis- tered Ngāi Tahu whānau households, made up of 33 adults and 32 tamariki (24 new household engagements. Note: 13 reported last quarter, 11 this new quarter). Te Ahu o te Reo: Te reo development programme for teachers, seven KMK presentations were delivered to 180 teachers across Kaikōura, Ōtautahi, Arowhenua, and Ōtepoti, (iwi data not available).
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Kainga (homes) that have introduced te reo Māori # of Kainga (Homes) 550 479 498 546 568 568 103%
Whakapapa
Significant Achievements: Quarter Four Online whakapapa registrations make up 59% of total registrations. The information book promoting online whakapapa registrations and frequently asked questions are now complete.
Upcoming Milestones 1848 Kaumātua with no paptipu rūnanga status underway.
Book and tribal register authentication Blue Book process confirmed. % of the Tribal Register 95% 85% 87% 87% 92% 92% 97% All pre-2012 registrations have been linked to an 1848 kaumātua, and all birth certificates sourced that has been Authenticated
Archives
Significant Achievements: Quarter Four The Archives Team continue to focus on creating full records in Kareao (Ngāi Tahu Archive Database) which will be launched at Hui-a-Iwi 2019. To date 3,850 records are complete with another 1,085 requiring further research.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu digital archive established to international archival standards using best practice models # of Archive Items Validated 1,200 119 2,003 766 962 3,850 321%
# of Archive GIS Website Visits 20,000 6,811 5,050 9,687 7,118 28,666 143%
Year to 30 June 2019 Spent to Financial Performance Date (%) Actual $ Budget $ Variance $ Variance %
Archive & Mapping 482,622 580,000 97,378 17% 83%
Cultural Strategy & Leadership Database 48,217 72,593 24,376 34% 66%
Kotahi Mano Kaika 457,900 548,620 90,720 17% 83%
Ngāi Tahu Funds 2,361,642 2,165,019 (196,623) (9%) 109%
Whakapapa 164,354 150,000 (14,354) (10%) 110%
Overhead Costs 2,849,612 2,843,745 (5,867) (0%) 100%
Total To Tatou Ngāi Tahutanga Costs 6,364,347 6,359,977 (4,370) (0%) 100%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 9 Oranga: Well-being
Hauora / Health
Inaugural Strategic Partnership Governance group convened. An evaluation of the pilot was undertaken as a part of this relationship and showed positive whānau outcomes. National 'Well Being' budget included specific Māori roles as per the pilot undertaken.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu hauora professional network is established from Te Pou Here # of Te Pou Here members who have 300 125 133 194 250 250 83% hauora expertise
Kaumātua wellbeing is enhanced through access to relevant knowledge and resources # of kaumātua who have accessed targeted 600 0 0 0 0 0 0% resources to support their wellbeing
# of regional service databases developed 18 0 0 0 18 18 100% to support kaumātua and whānau
Number of Ngāi Tahu tamariki in care of Oranga Tamariki is decreased and those in care are % of Ngāi Tahu tamariki in care are registered 100% 9% 9% 18% 90% 90% 90% supported as members of Ngāi Tahu as Ngāi Tahu members
% of Ngāi Tahu tamariki in care are supported 100% 5% 5% 5% 33% 33% 33% to obtain Whai Rawa membership
Strategic partnership with Oranga Tamariki is established with clear tikanga and kawa guiding A process is developed for Oranga Tamariki Yes No No No Yes Yes Yes relationships and outcomes for tamariki and whānau to engage with whānau and rūnanga at a regional level
Whai Rawa
Significant Achievements: Quarter Four Whai Rawa exceeded FY19 membership targets by 5%. Halfway through 2019, both tamariki and adult saver KPIs have been achieved. We continue to actively campaign the benefits of Matched Savings through to the deadline of 31 December 2019. Over FY19 Whai Rawa approved $2.73 million in withdrawals towards tertiary education, home ownership and retirement and had a record number of 258 withdrawals during Q4. Whilst this is not a set KPI for Whai Rawa, it is a significant achievement towards greater wealth and wellbeing for those Ngāi Tahu whānau.
Upcoming Milestones The joint online Whakapap & Whai Rawa form goes live in August, Whai Rawa looks forward to monitoring the increase in Whai Rawa members.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Increasing number of Ngāi Tahu whānui actively saving through Whai Rawa # of new Whai Rawa Members 1,750 406 489 454 489 1,838 105%
% of Adults Savers 50% 72% 50% 50% 65% 65% 130%
% of Tamariki Savers 65% 76% 70% 70% 69% 69% 106%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 10 Oranga: Well-being
Whānau Enterprise
Significant Achievements: Quarter Four We continue to gain good numbers in pairing whānau with mentors (māori and non-māori). Successful pilot - Dark Sky retail opportunity for six Ngāi Tahu artists.
Upcoming Milestones Regional Business Networks establishment and/or enhancement. Strategic Relationships with MBIE and TPK and Regional EDA's to be enhanced.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Start-up grants for new Ngāi Tahu businesses are enacted and are tracking growth in employment Start Up Grants - New Businesses 40 17 23 13 5 58 145% and business establishment
Ngāi Tahu start-ups and growth initiatives are engaged in business mentors programme Business Mentors - New Businesses 50 18 32 21 25 96 192%
Business Mentors - Existing Businesses 50 4 9 20 16 49 98%
Growth programmes for developing businesses are delivered and show a direct impact on Growth Programmes - Existing Businesses 10 9 4 5 1 19 190% financial and operational sustainability of those businesses
Ngāi Tahu and Māori Mentor network established to work with Ngāi Tahu start-ups and growth Ngāi Tahu & Māori Enterprise Mentor Network 30 10 7 5 8 30 100% initiatives
Year to 30 June 2019 Spent to Financial Performance Date (%) Actual $ Budget $ Variance $ Variance %
Hauora 2,244,602 2,132,400 (112,202) 5% 105%
Tokona te Ao - Tribal Economies 1,369,943 1,370,000 57 0% 100%
Tokona te Pō - R&D 190,763 200,000 9,237 5% 95%
Whai Rawa 8,354,175 8,328,000 (26,175) (0%) 100%
Oranga General 21,074 0 (21,074) 0%
Overhead Costs 1,695,435 1,627,829 (67,606) (4%) 104%
Disaster Response & Recovery 286,182 300,000 13,818 5% 95%
Total Oranga Costs 14,162,174 3,958,229 ($203,945) (1%) 101%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 11 Mātauranga: Knowledge
Pathway, Prioritise Success, Leadership
Significant Achievements: Quarter Four There was a significant increase in Ka Putea grants given out with the timeframes extended this financial year. Te Pou Here and Pūreirei databases achieved targets with the implementation of direct calling campaign tp whānau. Contactors for this kaupapa were sourced from the Te Pou Here database. Manawa Titi complete in June with the third and final wananga delivered to a cohort of 15, adding to the 40 who completed the last three years.
Red Status KPIs (i.e. 33% and less) Manawa Nui recruitment has been delayed until the next financial year. Takituu was not hosted by Waikato-Tainui this financial year.
Upcoming Milestones With Proof of Engagement recipients now applying at Level 2/3 there is an expected increase in engagement and connection to marae & papatipu rūnanga. Soft launch of the 'Te Aka Haumi o Tahu' website is scheduled for September , the Te Pou Here Ngāi Tahu whānau business directory. The directory is open to the Te Rūnanga o Ngāi Tahu group, whānau and the wider public to make use of Ngāi Tahu owned businesses.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Educational facilities within the Ngāi Tahu takiwā are undertaking culturally responsive # of Educational Facilities 200 75 38 83 47 243 122% professional learning & development
Ngāi Tahu whānui participating in Career Support & Resources (including Pureirei) # of Participants 200 47 6 75 78 206 103%
Ngāi Tahu whānui participating in Tertiary Scholarship Programmes (including Matakahi, # of Participants 20 0 0 0 22 22 110% Putea Whai Tohu, BECA, Ngāi Tahu Farming)
Ngāi Tahu whānui participating in Governance and Leadership Development Programmes # of Participants 40 6 0 22 3 31 78% (including Manawa Nui, Manawa Titi, Takituu, First Nations Futures Programme)
Ngāi Tahu whānui participating in Cultural & Personal Development Programmes # of Participants 90 116 60 18 0 194 216% (including Te Ara Whakatipu, Manawa Hou, Aoraki Bound)
Increasing entries in the Tribal Skills & Talents Database (Te Pou Here) # of Entries 500 79 31 366 224 700 140%
Tokona Te Raki funding is secured to increase Māori participation in education External Funding Secured $3,000,000 + 1,907,270 382,853 168,740 532,307 $2,991,171 100% and employment outcomes
Feedback from members confirms that the provision of direct Te Rūnanga % of Feedback 80% 45% 57% 75% 80% 75% 94% assistance has enhanced their educational development
Ngāi Tahu whānui who have accessed financial support to advance their educational # of Participants 750 451 127 459 182 1,219 163% outcomes
Ngāi Tahu whānui who have indicated they are undertaking leadership opportunities # of Participants 450 57 78 138 94 367 82% within their grant or scholarship
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 12 Mātauranga: Knowledge
Innovation
Significant Achievements: Quarter Four On-line facilitation is increasing with the introduction of an on-line facilitator.
Upcoming Milestones Pastrol care and more initiatives will be offered to Te Pokai Ao alumni for 2019/2020.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu taiohi who have attended Te Pōkai Ao are re-engaging in other STEM initiatives % of Ngāi Tahu Taiohi 75% 15% 38% 62% 11% 62% 83%
Ngāi Tahu taiohi are actively engaged via an on-line community in Te Pōkai Ao kaupapa # of Ngāi Tahu Taiohi 200 115 149 32 21 317 159%
Year to 30 June 2019 Spent to Financial Performance Date (%) $ Actual $ Budget $ Variance $ Variance %
Tokona te Takatā - Iwi Capability 795,554 900,000 104,446 12% 88%
Tokona te Wanaka -Mātauranga 3,343,191 3,560,000 216,809 6% 94%
Tokona te Raki 256,217 250,000 (6,217) (2%) 102%
Research Centres 230,000 195,000 (35,000) (18%) 118%
Overhead Costs 993,249 1,030,170 36,921 4% 96%
Mātauranga 5,618,211 5,935,170 316,959 5% 95%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 13 Te Ao Tūroa: Natural Environment
Mahinga Kai
Significant Achievements: Quarter Four Significant progress made on the development of the Ngāi Tahu Undaria Control Programme, the Ngāi Tahu Hunting & Fishing Club and Whata Kaimoana (customary non-commercial shellfish culturing structures) in Wha- karaupō as part of the Catchment Management Plan.
Upcoming Milestones Further Ahuriri Wetland construction complete by June 2020. Waituna lagoon adjacent land purchases proceeding.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Increased numbers of Customary fishing Protection Areas (CPA) are established # of CPAs 10 0 3 1 10 14 140% and under devolved management by Ngāi Tahu whānui
Whānau access to customary fisheries is increased through the issuing of # of Tangata Tiaki Authorisations 300 71 58 42 148 319 106% Tangata Tiaki Authorisations
Technical information and advice received by Ngāi Tahu shows an improvement in mahinga # of New Fishing Rules 2 0 0 0 10 10 500% kai management and freshwater management
Te Waihora Co Governance Funding External Funding Secured 100% 0% 25% 50% 50% 100% 100% Secured to support construction of a wetland at Ahuriri (ECan owned land). Complete
Waituna: Collaborative action achieves enhanced access and re-connection for nga rūnanga Implement the Rūnanga 100% 25% 50% 75% 100% 100% 100% to land and water in Waituna Lagoon Mahinga Kai Park Plan Complete
Waituna lagoon adjacent land purchase 150 hectares 0 0 0 187 187 125% (of 600)
Conservation
Significant Achievements : Quarter Four The agreement with Mauri Ora Kākāpo Trust agreement and the Department of Conservation was signed.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Support provided enables increased access to and use of mahinga kai resources through # of Agreements entered into with DOC 3 2 1 0 1 4 133% co-management, concessions and increased rights secured on public conservation lands
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 14 Te Ao Tūroa: Natural Environment
Tribal Properties & Heritage
Significant Achievements: Quarter Four The final Ōruaka Reserve Management Plan was approved by Wairewa Rūnanga on 21 March 2019. On 7 May 2019 Te Rūnanga submitted the Plan to the Conservation Minister for Ministerial approval as required under the Reserves Act 1977. The exceedance of the annual KPI target for nohoanga authorisations this financial year is believed to be a result of increased marketing and visibility which has included an increase in the use of social media, onsite signage, radio and printed advertising. The annual KPI target is two Māori place names, however this KPI has been greatly exceeded largely due to the introduction of Kā Huru Manu. On 21 June 2019 the New Zealand Geographic Board publicly advertised that 175 Māori place names from Kā Huru Manu had been approved as ‘official’ place names.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Tribal properties are managed through plans prepared in collaboration with Papatipu Rūnanga # of Management Plans 2 0 0 1 2 3 150%
Nohoanga [temporary camping] entitlements are increasingly used by Ngāi Tahu whānui # of Nohoanga Authorisations 20 6 31 19 2 58 290%
Original/dual Māori place names are reinstated via approval by the New Zealand Geographic Board # of Original / Dual Māori Place Names 2 46 0 0 173 219 10,950%
Planning
Significant Achievements: Quarter Four The Environment Court appeal was withdrawn by the Christchurch City Council for the Akaroa wastewater discharge consents.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Papatipu Rūnanga achieve the best outcomes possible via statutory # of RMA Processes 4 18 2 6 2 28 700% and non-statutory planning processes # of DOC Processes 2 2 2 0 0 4 200%
Papatipu Rūnanga
Significant Achievements: Quarter Four E Rere Ana Te Rakitata, a new proactive "mana whakahaere" initiative for the Rangitata River Statutory Acknowledgement has been initiated by Aoraki Environmental Consultancy and the Office. Mahaanui Kurataiao Limited completed FY18/19 earthquake recovery planning services within Greater Christchurch on behalf of the Office. New partnership initiative for Tai Poutini regional planning services developed by Poutini Environmental Limited and the Office for FY19/20.
Red Status KPIs (i.e. 33% and less) Te Ao Marama Inc. and Aoraki Environmental Consultancy entered into work programmes with the Office to provide planning services to 4.5 Papatipu Rūnanga however 100% of Regional Environmental Entities Fund for FY18/19 was utilised to deliver regional planning services to all 18 Papatipu Rūnanga.
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 15 Te Ao Tūroa: Natural Environment
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Annual funded agreement work programmes are entered into with Papatipu Rūnanga and # of Agreed Work Programmes 18 0 4.5 0 0 4.5 25% Regional Environmental Entities to protect mahinga kai, wāhi tapu/taonga and enable papakainga development through resource consents and District Plans
Support Papatipu Rūnanga to identify and undertake environment projects that empower # of Papatipu Rūnanga Kaitiaki 4 2 1 0 2 5 125% them as Kaitiaki Focussed Environmental Projects
Year to 30 June 2019 Spend to Financial Performance Date (%) $ Actual $ Budget $ Variance $ Variance %
Mana 1,472,883 1,255,325 (217,558) (17%) 117%
Mahinga Kai 419,156 398,000 (21,156) (5%) 105%
Puna Mahara 997,238 1,011,000 13,762 1% 99%
Te Ao Tūroa - General 170,922 125,000 (45,922) (37%) 137%
Mauri 424,751 448,000 23,249 5% 95%
Overhead Costs 2,546,806 2,781,337 234,531 8% 92%
Te Ao Tūroa 6,031,756 6,018,662 (13,094) (0%) 100%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 16 Papatipu Rūnanga: Local Development
Ngāi Tahu Whānui Engagement
Significant Achievements: Quarter Four Audience and engagement continues to grow across digital, print and radio channels. The Kaiwhakahaere now has a regular slot on Tahu FM.
Red Status KPIs (i.e. 33 and less) Number of Facebook Likes - 29% of KPI target. The target was ambitious, maybe overly optimistic. The 2020 KPI has been updated to "Engagements" to include likes, clicks, comments and shares.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu whānui are able to communicate directly with Te Rūnanga # of Phone Calls 24,000 7,935 5,636 5,259 7,066 25,896 108%
# of E-mails 12,000 4,221 4,059 3,008 2,520 13,808 115%
# of Visitors to Show Place 8,000 2,073 1,752 1,853 2,256 7,934 99%
Digital & web platforms are being accessed by Ngāi Tahu whānui to stay up to date with # of Facebook Likes 90,000 4,690 10,230 4,939 6,703 26,562 30% the affairs of Ngāi Tahu # of Website Users 200,000 61,088 55,221 66,062 74,107 256,478 128%
Listeners are tuning in to the Tahu FM radio station # of Tahu FM Listeners 360,000 230,000 120,000 132,000 260,000 742,000 206%
Print media is used to keep Ngāi Tahu whānui up to date with the affairs of Ngāi Tahu # of Te Karaka subscriptions 3,600 3,370 3,400 3,398 3,481 3,398 94%
Event Engagement
Significant Achievements: Quarter Four Four road shows have been delivered (Tauranga, Auckland, hamilton & Napier) with excellent feedback from attednees. A further seven will be delivered in the next financial year. Ngā Manu Kōrero gained significant coverage from Te Koroī.
Red Status KPIs (i.e. 33% nd less) Lower than expected attendance at Hui-a-Tau, the sexpectation now is higher attendance at Hui-a-iwi.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu Road Shows are being held in the North Island and overseas to connect face to face Attendance at 2018 Calendar Year Road 1,100 1,015 0 0 1229 2,244 204% with members outside of the Ngāi Tahu takiwā. Shows
Hui-ā-Iwi / Hui-ā-Tau are opportunities for all whānau to come together to celebrate, share their Attendance at 2018 Hui 2,500 0 300 0 0 300 12% culture and reconnect with each other.
Year to 30 June 2019 Spent to Financial Performance Date (%) $ Actual $ Budget $ Variance $ Variance %
Papatipu Rūnanga 9,253,440 9,253,440 0 0% 100%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 17 Te Whakaariki: Strategy & Influence
Settlement Protection
Significant Achievements: Quarter Four Delivery of a 1.2M payment relating to a recalculation of the Arbitration three payment (revisited this year at Arbitration four). Agreement of Communications Protocol.
Upcoming Milestones Signing of Communication Protocols by Principals. Arbitation five set from March 2020.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Proactively manage the Ngāi Tahu tribal takiwā boundaries ensuring no other Iwi rights # of Breaches 0 0 0 0 0 0 Positive are legally recognised in the takiwā
Relativity - Disputed items from 2012 to 2017 are compiled Assessment of 2012-2017 Yes No Yes Yes Yes Yes Yes Disputed Items Completed Climate Change
Significant Achievements: Quarter Four Presentation to the Society of Local Government Managers Conference.
Red Status KPIs (i.e. 33% and less) The Ngāi Tahu Holdings Corporation subsidiaries are currently rescoping their vacant sustainability officer role. This, compounded with personnel change in Strategy and Influence has delayed progress. A hui to present the Climate Change Strategy to all of the Canterbury rūnanga was only attended by representatives from one.
Upcoming milestones The first Ngāi Tahu Climate Change wananga will be held in August. This will help set the direction for implamentation of the Climate Change Startegy.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Implementation of the Climate Change Strategy. Initially this includes Papatipu Rūnanga and # of Informed Papatipu Rūnanga 18 1 2 3 2 8 44% subsidiaries being informed and supported to develop their own responses to the challenges # of Informed Subsidiaries 4 0 1 0 0 1 25% and opportunities of climate change
Freshwater
Significant Achievements: Quarter Four Strategy has been approved by Te Kura Taka Pini and is being presented to Te Rūnanga o Ngāi Tahu in August. Appointment of GM and staffing resource.
Red Status KPIs (i.e. 33% and less) The Strategy is complete, however, it will be presented to Te Rūnanga o Ngāi Tahu in August.
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 18 Te Whakaariki: Strategy & Influence
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Develop a strategy on Ngāi Tahu’s rights and interests for freshwater for approval by Te Rūnanga Ngāi Tahu Freshwater Yes No No No No No No Strategy Approved Marine & Coastal Areas
Upcoming Milestones Discussions with Te Ohu Kaimoana continue, regarding hot we resolve issues of erosion of the fisheries settlement rights, specifically Pau5B (28N Rights) and the Kermadec ocean sanctury. We are still waiting to see what approach the Governement want to take to address the 28N rights issue. In regards to the Kermadecs, we have been advised that the Governement are still willing to progress the sanctury in its entirety. We are unsure when the Governement will be actioning this approachhowever, we have had internal discussions to get a Ngāi Tahu position in the issue. We are working with papatipu and Ngāi Tahu Seafood to work through and address some of the issues with the proposed South East Marine Protection proposal. The amaendments to the Māori Fisheries Act are waiting to be progressed. Hon. Stuart Nash provided an update at the annual Te Ohu Kaimoana Fisheries Conference, it is unlikely these amendments will be progressed in this term of Government. This is due to the fact that the New Zealand First (Shane Jones) is not supportive of the amendments.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Ngāi Tahu’s rights and interests in fisheries are protected and advanced. Monitor and # of Fisheries Rights Erosion 0 0 0 0 0 0 Positive assess the implications of new developments in policy, legislation and Ministerial decisions without Compensation
External Representation
Significant Achievements: Quarter Four 90% positive feedback regarding pastrol support recieved from Te Rūnanga.
Upcoming Milestones Annual wananga scheduled for Saturaday 5 October. Strategy is comple, this will be presented to Te Rūnanga o Ngāi Tahu in August.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
External representatives are accountable to Te Rūnanga o Ngāi Tahu by submitting annual % of Submitted Annual Evaluations 75% To be To be To be 68% 68% 91% evaluations reported reported reported in Q4 in Q4 in Q4
Pastoral and technical support is provided to ensure representatives are supported. % of Positive Feedback 70% To be To be To be 90% 90% 129% Annual evaluation feedback to confirm the impact of Te Rūnanga’s pastoral support reported reported reported in Q4 in Q4 in Q4
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 19 Te Whakaariki: Strategy & Influence
Papatipu Rūnanga
Significant Achievements: Quarter Four Four paptipu rūnanga have initiated Mana Whakahono a Rohe agreements with two local authorities.
Red Status KPIs (i.e. 33% and less) Two out of 24 local authorities have an agreement process underway.
Upcoming Milestones Stand-down period for initiating agrment process until triennial elections.
Annual KPI Performance Description Key Performance Indicator Q1 Q2 Q3 Q4 YTD Status Target
Supporting the implementation of the Regional and Local Government Strategy to enable # of Mana Whakahono Agreements Tracking Under Under Under 1st agree-1st agree- Positive greater Ngāi Tahu whānui involvement and influence in decision-making. Support Papatipu only Develop- Develop- Develop- ment ment Rūnanga to develop Mana Whakahono a Rohe agreements with their councils ment ment ment process process formally formally initiated initiated
Year to 30 June 2019 Spent to Financial Performance Date (%) $ Actual $ Budget $ Variance $ Variance %
Inherent Rights Protection 373,739 380,000 6,261 2% 98%
Political Influence & Engagement 179,804 195,000 15,196 8% 92%
Relationship Management 403,951 370,000 (33,951) (9%) 109%
Settlement Protection 120,320 290,000 169,680 59% 41%
Relativity 594,526 700,000 105,474 15% 85%
Overhead costs 1,613,933 1,908,167 294,234 15% 85%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 20 Te Pūtea Year ending 31 June 2019 Total costs for the year ended 30 June 2019 is $56.78M against a budget of $56.33M giving a negative variance of $0.45M (1%). The total budget amount differs from the SCI budget by $0.20M due to a b/f fund transferred from the balance sheet for Tribal Economies related projects. The negative variance primarily relates to the unbudgeted expenditure relating to the Freshwater & Haea Te Awa projects which is partically offset by the CEO Discretionary budget. In addition to this is an overage in Te Uru Kahikatea costs largely relating to Roadshows.
Total direct costs are $44.72M against a budget of $45.37M giving a positive variance of $0.65M (1%). Ngai Tahutanga, Oranga, Mātauranga, Te Ao Tūroa and Papatipu Rūnanga were in line with budget (i.e. variance of 5% or less) this year. Te Whakaariki was under budget for the year with a positive variance of $0.65M relating to underspends for direct overhead and relativity costs.
Total Te Uru Kahikatea, Governance and Executive Costs is $12.07M against a budget of $10.96M were $1.11M over budget for the year. This included Freshwater costs of $0.54M, Haea Te Awa costs of $0.53M and Road Show costs of $0.20M. Accumulated Surpluses Summary This year’s surplus of $10.58M which in addition to the $2.04M surplus carried forward gives an accumulated surplus balance of $12.62M.
The figures presented in this report are subject to change due to the 2019 year end external audit process.
Direct Costs YTD YTD Variance $ Varience% YTD Actual $ Budget $ Spend %
To Tatou Ngāi Tahutanga 6,364,347 6,359,977 (4,370) (0%) 100%
Oranga 14,162,174 13,958,229 (203,945) (1%) 101%
Mātauranga 5,618,211 5,935,170 316,959 5% 95%
Te Ao Turoa 6,031,756 6,018,662 ($13,094) (0%) 100%
Paptipu Rūnanga 9,253,440 9,253,440 0 0% 100%
Te Whakaariki 3,286,273 3,843,167 556,894 14% 86%
Total Direct Costs 44,716,201 45,368,645 652,444 1% 99%
Overhead Costs
Te Uru Kahikatea 7,146,870 6,648,316 (498,366) (7%) 107%
Executive 873,703 752,236 (121,467) (16%) 116%
Executive Special Projects 1,062,588 0 (1,062,588) 0% 0%
CEO Discretionary 0 750,000 750,000 100% 0%
Governance 2,982,351 2,813,663 (168,688) 6% 106%
Total Overhead Costs 12,065,512 10,964,215 (1,101,297) (10%) 110%
Total Expenditure 56,781,713 56,332,860 (448,853) (1%) 101%
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 21 Ngā Kaimahi
Reporting – Quarter 4 FY19 Year to Date against planned FTE
Permanent FTE By Job Category/Ethnicity
Planned FTE includes fixed term and permanent positions in the SCI, funded from projects or external contracts. Total FTE is 198.7 which is down from previous quarter of 203.6, which is above the cap of 183.8. Planned project: Additional FTEs are made of positions funded externally or by unplanned Ngāi Tahu Employees remain the majority, sitting at 53.9%. Māori (other iwi) sits at 15.8% and projects including: 3 Mātauraka Mahaanui, 3 Tokona te Raki (following the disestablishment of Te other ethnicity 30.3% Tapuae o Rehua). Unplanned projects: 2 engaged in Ngāi Tahutanga pou, 6 in Shared Services funded through Ngāi Tahu Holdings and the GM appointment Te Kura Taka Pini.
Sick Leave per Permanent FTE Turnover Permanent FTE
Sick leave taken remains below quarterly entitlement, with a slight increase on FY19, Q3. Resignation of 5 FTE, remaining below the voluntary turnover rate. The voluntary turnover rate of 14.3% has been used to show relatively, this data is provided by Strategic Pay NZ employment turnover statistics from 2019.
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 22 He Wharerau ora: Health & Safety
Risk Profile Events reported relating Top 10 high risks to top 10 high risks: 1. Working in and adjacent to water Structural Integrity of Buildings damaged tiles havebeen replaced and Key Highlights 2. Mountain walking/climbing surrounding areas were inspected to 3. Working at height One event related to ceiling tiles falling ensure no further risk. 4. Vehicle/Pedestrian interaction in an unoccupied office. The other There has been a significant reduction 5. Journey Management 6. Extreme weather at an event event was reported as a near miss event The last event in this category related of events directly related to our High 7. Structural Integrity of buildings when water damage was noted in the to a building evacuation that occurred Risks for FY19. Most notably events 8. Cultural harm ceiling tiles at the other end of the floor. during extreme weather at the end of the from Dealing with abusive people 9. Dealing with abusive people day. The following improvements were reduced from 11 (2018) to 2 (2019) (emotional/physical) Both events were investigated identified i.e. Ensure backup wardens are indicating that procedures developed 10. Helicopter transport together, and the landlord has since trained, reminder to staff of the correct have been fit for purpose and 11. Other completed remediation work to prevent muster point, processes in place to embedded water ingress into the ceiling space ensure No Entry to building until the Fire during high rain events. All water Number of events reported for Quarter Four: Service has given the “All Clear”.
Figure 1 - Summary of incidents by risk type
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 23 He Wharerau ora: Health & Safety
1. Operational Excellence 2. Wellbeing Culture
Ensuring excellent operational practices that are compliant with the Health and Safety at Work Act (2015) Enabling a holistic and proactive approach to employee hauora to reflect our uniquely Ngāi Tahu workplace setting. An independent specialist risk consultant was commissioned to undertake an analysis and assessment of potential security threats and/or risks, including areas of vulnerability where controls should be considered. (Report attached Progress against strategy: in appendices) KPI - 1xWellbeing initiative per quarter: 1. Mens Health Week – daily activities and information sharing opportunities 1. Threat analysis: to understand how environmental influences may impact the potential threat profile 2. Security assessment: to identify/quantify the risk profile of Ngāi Tahu branded entities in Ōtautahi and how this then would transfer to the wider regions 3. Programme development: make recommendations on required security and contingency plans to form the 3. Visible Leadership foundation of a Security Risk Management Programme Ensuring effective leadership practices to achieve a sustainable H&S culture change.
Progress against strategy: Progress against strategy: Quarterly reviews of the annual plan has allowed good progress to me made in developing a platform for senior Four Te Rūnanga Representatives attendance at Steering Committee Hui managers to view and discuss management of the high risk activities. Significant improvements across the business units developing Safety Plans into Risk Manager
Figure 3 – Steering Group Hui attendance by GM’s for Quarter 3 against target
Key: JMP – Journey Management Plan CSMP – Cultural Safety Management Plan Events H&S Form Figure 4 – Total ‘actual’ Task Analysis versus ‘planned’ safety conversations completed Figure 2 – Number of safety plans completed for key risk areas since their implementation for year-to-date
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 24 Risk Management
Position (Previous) Risk Score (Previous) Risk Identification Risk Treatment Predicted Trend 1 560 Material changes to distribution + Any changes resultant from the Haea Te Awa strategic review Te Rūnanga may impact upon IPF (1) (560) compliance and NTHC's ability to provide adequate annual portfolio returns. Any direct funding transferred away from the Office will need to be managed to allow the appropriate adjustments to budget to be made. + Relativity Mechanism hearing in Feb/Mar 2019 may trigger further discussion about how settlement receipts are used. + Office spending ""cap"" implemented in FY20 planning until the changes as a result of Haea Te Awa have been confirmed. + Regular forecasting, with debt and liquidity management by NTHC.
2 525 Capability of Papatipu Rūnanga resources + The Office provides support to Papatipu Rūnanga including development of Rūnanga Portal (6) (360) for access to templates. Growth in Whakamahi and other support/capability grants payments could be used to support further capability development. + Shared Services are looking to formalise services to Ngā Rūnanga. Feasibility study to be undertaken in FY19. + KPT to wananga the PR capability development. This will take a lot of time to change. + Haea Te Awa - regional development
3 420 Brand Integrity: Public perception of NT Brand & + Key strategic issues reported to Te Rūnanga. (2) (480) organisation (internal & external to organisation) + Robust accountability and monitoring. + Experienced and respected chair appointed to NTHC + Reviewed Media policy has been adopted by TRoNT Board for application across the group. + Engage in generating positive media coverage of Ngāi Tahu to lift its profile + Proactively manage negative press
4 360 Cyber Crime (including cloud based systems) + Best practice security processes are in place and are included in the regular systems auditing. Audit (12) (240) + Te Rūnanga added to GCSB's top 200 National Security Service List. + Recent Phishing test displayed poor results that provided evidence for ongoing training and testing to be carried out until staff behaviour changes
5 350 Access to cultural expertise to inform + The Office has identified the key knowledge bastions from within the iwi and succession planning (7) (350) the development and implementation of is underway. The implementation of the Archives strategy is helping mitigate this risk. programmes + Continue the investment in funding expert training and iwi run reo & customary events as an organisational priority. + Te Taumatua engaging with PR to confirm culture leaders across the several cultural pillars + Rangatahi forum being developed.
Likely to worsen Likely to improve Unknown trend
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019 25 Risk Management
Position (Previous) Risk Score (Previous) Risk Identification Risk Treatment Predicted Trend 6 350 Natural disaster (operations/Staff). + Digitalisation of key documents and archival material is underway to ensure future (8) (350) Loss of key staff preservation and access. + IT systems have been upgraded and are now able to be fully tested. Routine testing is ongoing. + Focus remains on people/workplace risks. + Emergency Preparedness plan is now complete. + Carry out DR & BCP exercises
7 300 Project Delivery performance + Regular review of project performance by portfolio owners and stakeholders. (14) (200) + Use of KPI and Outcomes Framework is now being used to monitor performance. + Robust reporting will help keep stakeholders updated of progress to ensure commitment is maintained + Prepare business cases for sign off to increase transparency about what is being done, why and what resource will be required + Create a PMO to manage all Office projects
8 250 Crown (and Crown Agency's) approach to + A new Relativity Mechanism claim is underway with a hearing in Feb/Mar 2019. (3) (480) honouring historic/ Settlement rights & interests + Current Government is not as supportive as previous. + S&I are working with a different government to establish working relationships. + Ngāi Tahu working on formulating streategies for Freshwater and Climate Change to position itself for discussions with the Crown.
9 250 Resource Capability: Skills shortage and + Active succession planning is occurring. (9) (300) succession planning within The Office + Staff turnover is better than ""Public Sector"" benchmark. + 2018 Whatumanawa Survey now complete and showing largely positive trends. + Link to Iwi Capability for succession planning + Uruki Leadership Programme provided group wide leadership training
10 250 Leaking of confidential Information + Diligent software being used on all Governance documents. (11) (250) + Access to G Drive is restricted. + Reliance on governance's and management's professional behaviour to appropriately manage confidential information
Likely to worsen Likely to improve Unknown trend
Te Pūrongo Hauwhā-ā-Tau a Te Tari Office Quarterly Report Hauwhā – Te wā mutu i te Whitu Quarter 4 – Period ended June 2019
He Pepa Whakamārama
(Information Paper)
Nā: Office (Monitoring Function) Ki a: Te Rūnanga o Ngāi Tahu Monitoring Report – Whai Rawa Fund Limited – Quarterly Te Kaupapa: Report Quarter ending 30 June 2019 Te Kaituhi: Peter Lyman Te rā: 30 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 The purpose of this paper is to provide a view of the Whai Rawa Fund Limited (WRFL) Quarterly Report Quarter ending 30 June 2019 (Q4, FY19) to Te Here to form the basis for discussion of the key issues.
1.2 This paper and the WRFL Report have been presented to Te Here on 15 August as a Decision Paper and is now presented to Te Rūnanga as an Information Paper.
2. HE KUPU WHAKATAKI (BACKGROUND):
2.1 Under a new proposed governance arrangement WRFL will provide a quarterly performance report to Te Here (subcommittee of Te Rūnanga), with these reports and their associated Office monitoring report so provided to Te Rūnanga as Information Papers.
2.2 The reporting processes for WRFL is one interface between Te Rūnanga and important entities within Te Rūnanga span of interest. Another important interface is the LOE/SCI process. It is expected that all activities of WRFL are consistent with the LOE and SCI documents as approved by Te Rūnanga and are appropriately represented in the quarterly reports.
2.3 The WRFL Board met on 22 July 2019 and signed-off their Q4 report.
2.4 Note: the monitoring function is privy to other documentation and information, if deemed appropriate additional commentary not specifically related to the content in the WRFL quarterly report will be provided.
2.5 Note: the monitoring report only compares performance against the WRFL SCI approved by Te Rūnanga in June 2018 and provides no other opinion regarding the Whai Rawa product offering.
Information Paper: Monitoring Report - Whai Rawa Fund Limited – Quarter ending 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 4
3. AROTAKENGA (PERFORMANCE)
3.1 Membership
Q4 Annual KPI % Completed New Child Members 1,106 1,750 105% (1,838) New Adult Members 732 (2,000 stretch)
3.1.1 Total membership is listed at 27,319. Total membership to 64 years at end of Q4 was 25,861 (c. 45% of total recorded tribal membership up to 64 years, using WRFL numbers). The overall result shows the capture of the ‘child’ cohort being c. 64% in regard to the tribal register.
3.1.2 As expected, the location demographic shows the largest percentage of current members in regard to their sub-population (using the tribal register) are those who reside in the takiwā, however one might have thought that this metric would have been higher.
Whakapapa Whai Rawa % Inside takiwā 25,526 11,654 46% Outside takiwā 32,400 13,113 40% In Australia 6,125 2,031 33% Outside NZ & Australia 949 365 38%
3.1.3 Conversion rate between new whakapapa applications and Whai Rawa applications is 25.5% for FY19: the conversion rates were 29% Tamariki and 20% Adult. These conversion rates appear low although the low Adult capture may be correlated to the current capture rates for the 30 to 54 years band at c. 36%. One would expect that the Child (Tamariki) rate would be much higher given they are a priority cohort.
3.2 Membership Saving
2015 2016 2017 2018 2019 Calendar Calendar Calendar Calendar Calendar 2019 Saving Year Year Year Year Year KPI (actual) (actual) (actual) (actual) (to date)
Child 66% 65% 68% 71% 45% 65% Members Adult 44% 46% 48% 45% 33% 50% Members
Note: this metric is measured on a calendar year basis.
3.2.1 Given the result represents the first half of the new calendar year it could be assumed that it is representative of the ‘regular savers’ cohort.
Information Paper: Monitoring Report - Whai Rawa Fund Limited – Quarter ending 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 4
3.3 Funds Under Management (FUM) FUM at the end of Q4 were c. $86.046m. Average member balance metric is estimated to be c. $3,150 ($86,046,436 / 27,319).
3.4 Investment Performance (source Mercer) Mercer Conservative Fund returned before fees and taxes 5.52% over the last 12 months, lagging benchmark by 0.20%. This information is taken from the Mercer Monthly Report – Mercer Conservative Portfolio – May 2019.
3.5 Operating Costs
3.5.1 Actual costs were $1,398,018 against the budget of c. $1,384,000 (positive variance of c. $14k), however at the line level the following observations are made:
Governance c. 28% underspend $73.8k Administration Provider / Trustee Fees c. 11% overspend $61k Travel c. 32% underspend $9.4k Audit Fees c. 42% underspend $17k Legal & tax c. 69% overspend $48k Financial Independence c. 41% underspend $24.9k Marketing & Member Communications c. 28% overspend $43k
3.5.2 It should be noted that as reported the operating costs do not include Office ‘staff cost’ which are forecast at c. $726k (full allocation) over the year.
3.5.3 Operating cost per member year to date is currently $35 (excluding staff costs). As stated in previous reports the WRFL derived metric has limited value as it is difficult to find an appropriate external benchmark to compare with Whai Rawa.
3.6 Financial Education No issues with WRFL commentary.
3.7 Withdrawals
3.7.1 Q4 saw 258 withdrawals totalling c. $749k. Housing and Retirement withdrawals accounts for c. 77% of the overall total at c. $578.5k.
3.7.2 From Whai Rawa’s inception 4,055 withdrawals have taken place totalling c. $11.701m.
3.8 Compliance / Risk Management
3.8.1 No issues with WRFL commentary.
3.8.2 There are no compliance issues needing to be raised with Te Runanga at the end of Q4.
Information Paper: Monitoring Report - Whai Rawa Fund Limited – Quarter ending 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 3 of 4
4. NGĀ TŪTOHUTANGA (RECOMMENDATIONS): That Te Rūnunga o Ngāi Tahu: a) Receives the paper Monitoring Report – Whai Rawa Fund Limited – Quarterly Report Quarter ending 30 June 2019.
5. HE ĀPITIHANGA (APPENDICES): Appendix One - Whai Rawa Quarterly Report Quarter ending 30 June 2019
Peter Lyman Date: 30 July 2019
Chief Operating Officer (Acting) Date: 30 July 2019
Information Paper: Monitoring Report - Whai Rawa Fund Limited – Quarter ending 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 4 of 4 Appendix One
FY19 Q4 - Quarter ending 30 June 2019 2 Table of Contents
Message from the Chair Page 3
WRFL Q4 Summary Page 4
SCI Strategic Overview Page 5
SCI Strategic Goals and Summary Page 6 - 7
Targets for the next quarter Page 8
Whai Rawa Product & Withdrawals Page 9
Membership Page 10 - 13
Savings Culture Page 14 - 15
Financial Capability Page 16
Financial & Investment Page 17 - 19
Compliance Page 20 - 22 3 Chair’s Key Messages
Tēna tātou katoa e ngā poari o tātou Te Rūnanga o Ngāi Tahu
This past financial year has been a successful year of many significant milestones and the fourth quarter was no exception. We were thrilled to exceed $11M in withdrawals, this is a great achievement towards greater wealth and wellbeing for those Ngāi Tahu whānau. During the fourth quarter, Whai Rawa achieved significant withdrawal milestones with a total of 258 withdrawals, which is 72 more than the previous quarter and the largest total quarterly withdrawal numbers since inception. Of these withdrawals, 62 were for home ownership and 148 withdrawals towards retirement. Whai Rawa is always pleased to see more members accessing their funds and achieving their life goals.
Whai Rawa continued to show positive membership growth during Q4 with 489 new members in this quarter, surpassing the 27,000 milestone and taking the total membership to 27,319 and exceeding membership targets for FY19 by 5%. Of those registered during Q4, 207 whānau registered at Te Rūnanga Road Shows, which commenced in May 2019. Te Rūnanga Road Shows continue to prove to be fantastic for engaging with our members regarding the Scheme and their life aspirations as well as signing up new members.
Not only is it great to see more whānau on board, it is fantastic to see more are saving towards the Matched Savings targets and their life goals. The number of members who are regularly saving year on year is a growing trend, which is very pleasing. Being halfway through the year, we are already seeing a rise in what our members are saving as we edge closer towards the Matched Savings deadline. I look forward to seeing these numbers grow especially with the help of Whai Rawa’s Matched Savings campaign. Whai Rawa surpassed over $86.05M invested by members and contributors into the Scheme and it is wonderful to see the Scheme is impacting those members’ lives who most need it.
Next quarter we look forward to the joint online application with Whakapapa, a first for Whai Rawa. Whai Rawa has high hopes for this step to close the gap between Whakapapa and Whai Rawa membership. Additionally, over the next quarter, Whai Rawa will be finalizing the administration provider transition to Mercer NZ for implementation in FY20 Q2.
In closing, I want to thank the operations team for their hard work. The WRFL Board acknowledge the significant workload the operations team have on as we work towards fund unitisation, transition to a new administration provider and preparing to offer Investor Choice to members in early 2020.
Nāku iti noa nei, nā Fiona Pimm 4
WRFL Q4 Summary
TOTAL TOTAL TOTAL MANAGED FUNDS MEMBERS WITHDRAWALS
$86.05 MILLION 27,319 $11.70 MILLION 4,055 WITHDRAWALS
SAVERS NEW MEMBERS WITHDRAWALS YTD Q4 Q4
9,482 489 $749,482 5
SCI Summary FY19 – Tino rautaki – Strategic Goals and Outcomes Whai Rawa views these four strategic goals as remaining fundamental to our iwi aspirations to significantly strengthen Oranga (Wellbeing) and Mātauranga (Knowledge) directly at the whānau and individual level.
Putunga penapena Ratonga rangatira Tango rawa Pou Whirinaki
Champion whānau Best in class Home ownership, Promoting financial financial wellbeing savings vehicle tertiary education & education and
Whai Rawa will be the primary ...enhancing the offerings of retirement savings saving change agent for raising Ngāi Tahu Whai Rawa as a best of class household wealth and prosperity savings vehicle for Ngāi Tahu ...managing key withdrawal ...being the trusted advisor for through... whānau and... criteria while... financial education.
ORANGA ORANGA ORANGA MĀTAURANGA 6
SCI Priority WRFL Priorities Initiatives KPI’s Status 1. Membership Drive membership to • Progress Whakapapa (tribal membership) and Whai Rawa joint 1,750 total new members in Complete – 489 new members in Engagement 29,500 by 30 June application form 2018 calendar year (2,000 Q4. 302 tamariki, 187 adults. 2021 • Research and explore membership to gain a greater understanding stretch target) 1,838 new members for FY19 - of our membership makeup and segmentation to determine the level 105% of FY19 target (see page of adult engagement Target a minimum of 28% 10 - 13) • Continue to explore a Whai Rawa ‘Opt-Out’ Membership new Whakapapa registrations In progress - Qualitative and Quantitative research complete (see key findings page 16) 2. Savings culture Drive Whai Rawa • Continue to research and explore barriers to saving Maintain a minimum of 65% In progress – 9,482 savers. 67% savings rates with • Develop an informed segmentation approach towards non-savers child savers, 50% adult of 2019 target (see page 14-15) emphasis targeting & adopt appropriate strategies savers non-saver segment, • Increase saving campaigns with targeted telephony support & pēpi and rangatahi targeted (e)mailing to non-savers
3. Investment Achieve best of class • Continue to monitor investment performance Update Statement of Complete – Mercer appointed as investment strategy for • Review investment strategy Investment Policy & WRFL Investment Manager Whai Rawa • Continue to align, as far as is practical, Whai Rawa Fund with Objectives (SIPO) ethical investment as guided by Te Rūnanga Investment Policy In progress – transition to SR Framework Funds and development of Investor Choice underway and on-going for FY20 4. Compliance Achieve 100% • Maintain licensing registration with FMA 100% Compliance for FMC Ongoing - 100% compliant for compliance across all • Improve compliance culture across all Whai Rawa operations Act regulatory requirements, the quarter (see page 20- 22) regulations • Compliance update via quarterly reporting to Te Rūnanga o Ngāi Health & Safety and Tahu satisfactory audits Any breaches will be managed on a no-surprises basis
5. Stakeholder Enhance policy & • Presence / Kanohi ki te kanohi with WRFL & Te Here Chairs’ 100% Compliance with Complete - regular Engagement engagement with Te • Integrated planning and delivery with other Te Rūnanga initiatives Te Rūnanga reporting and communication with TRoNT Rūnanga, review • Increase engagement and visibility at Rūnanga level; bi-yearly monitoring schedule, and CEO capability of WRFL to WRFL hui at Papatipu Marae integrated initiative delivery, meet strategic • Annual review of Whai Rawa organisational structure and including Road shows In progress - review of objectives development organisational structure in • Maintain open communication with Whai Rawa management progress across management and team development and training opportunities 7
SCI Priority WRFL Priorities Initiatives KPI’s Status 6. Governance Achieve best of class • WRFL – Te Rūnanga / Te Here planning sessions (Chair to Chair) Develop and embed Complete – WRFL Board Development governance capability WRFL Strategic Plan by evaluation complete. WRFL Board undertakes governance self-assessment and builds • February 2019 Chair report back to TRoNT CEO competency framework to inform on-going WRFL Director complete development Complete WRFL, TH/TR planning session by In Progress – WRFL and Te Here December 2018 wānanga scheduled for August 2019 postponed – new date TBC
On-going - Associate Director discussions ongoing
7. Financial Strengthen the value Progress the draft Whai Rawa Financial Capability plan: Development of high In progress – development of Capability proposition & delivery of level financial capability Financial Capability resources in Financial Capability to • July to December 2018 – Refine Draft Financial Capability strategy for FY19 the Investor Choice project Whānui framework into high level strategy - Complete consultation across implementation Te Rūnanga to determine Whai Rawa’s role and responsibilities, Deferred - Strategy is still in and finalise framework into high level strategy draft. This kaupapa is to be further explored at the WRFL • January to June 2019 – Embed Financial Capability Strategy, Strategy Day on 2 December subject to resource requirements and funding 2019.
8. Whai Rawa Achieve best of class • Investor Choice; progress work to expand the Whai Rawa Investment Choice RFP Complete – Mercer appointed as product Whai Rawa savings & product to encompass Investment Choice, complete Investment issued, preferred supplier WRFL Investment Manager and investment product and Choice RFP selected and Administration Services Provider services • Government; work with Te Rūnanga Strategy & Influence team recommended to Te to progress lobbying with Government for Whai Rawa to receive Rūnanga, and supplier On-going – Investor Choice Increase the value equivalent benefits to KiwiSaver engaged in time for project underway. Launch proposition to Whai implementation effective scheduled early 2020 Rawa members • Pan-Iwi Offering; progress work to explore utilising Whai Rawa 31 March 2020 as a model for other iwi distributions 8
Targets for the FY20 Q1
Total Membership & Savers; +27,700 members +10,500 savers ytd
Product & Compliance; Complete administration transition to Mercer - go live 1 October 2019 Launch of the joint online Whakapapa & Whai Rawa application form Annual Disclosure Document Renewal Strategic Risk Workshop
Investment; +$89.2 Million Managed Funds Develop Investor Choice project for 2020 launch
Stakeholder Engagement; WRFL & Te Here Wānanga Whai Rawa engagement at TRoNT Roadshows Financial Capability; Explore findings from membership recruitment and savings behaviours research 9
Outcome Progress Indicators – Whai Rawa Product / Withdrawals
FY19 Education Housing Retirement Special C Death Closure Total Apr - Jun $43,657.41 $174,494.08 $404,040.18 $28,453.17 $15,064.70 $83,772.74 $749,482.28 Total $965,712.93 $3,052,718.06 $6,118,816.34 $299,106.89 $281,083.67 $983,539.41 $11,700,977.30 Average $1,819.06 $2,814.42 $2,992.89 $1,497.54 $3,012.94 $6,444.06 $2,904.97 Education Housing Retirement Special C Death Closure Total Apr - Jun 24 62 135 19 5 13 258 Total 415 658 2423 147 135 277 4055
Withdrawal Overview A total of $749k was withdrawn in Q4. Although a slight increase in value from Q3, the volume of withdrawals for *$11.70M* the period increased significantly by 72 applications. Total This quarter Whai Rawa achieved significant withdrawal withdrawals milestones with a total of 258 withdrawals, 62 withdrawals for first whare and 148* withdrawals towards retirement. In Q4 During this financial year, Whai Rawa have approved a ... total of $2.73 million in withdrawals towards tertiary Whai Rawa $749k education, home ownership and retirement. This is a approved this quarter significant milestone for Whai Rawa and a huge withdrawn by achievement towards greater wealth and wellbeing for 258 whānau those Ngāi Tahu whānau. withdrawals.. *Retirement withdrawals also include Closure withdrawals 10
Outcome Progress Indicators – Membership
Whai Rawa continued to show positive membership growth during Q4 with 489 new members in this quarter, taking the total membership to 27,319. Whai Rawa exceeded membership targets for FY19 by 5% with a total of 1,838 new whānau registered into the Whai Rawa Scheme. We’re pleased to be involved with Te Rūnanga Road Shows which commenced in May 2019. A 302 total of 207 whānau have registered with Whai Rawa at the events. Engagement with whānau New Tamariki at these Road Shows are a key deliverable for Whai Rawa and we’re pleased to be having more members discussions with Whai Rawa members around their fund and future aspirations for themselves and their whānau. 126% of FY19 target During Q4, Whai Rawa have also been working with the Contact Centre’s Business Support Manager to enhance systems and processes to enhance service delivery for Whai Rawa members. Next quarter, Whai Rawa will commence process mapping workshops with Mercer as part of the administration provider transition to Mercer. 187 New Adult members 84% of FY19 target
105% of overall FY19 target 11
Outcome Progress Indicators – Membership
33,595 14,258 52% of 31,405 12,905 whānau are registered with Whai Rawa (minus GNA and Kaumātua)
Acc Opened Whakapapa Whai Rawa 2019 Members living outside takiwā (NZ) 32,400 13,113 479 On average Members living inside takiwā 25,526 11,654 373 41 new Members living in Australia 6,125 2,031 70 members per Members living outside Australia & NZ 949 365 0 week in Q4 GNA Members 6,937 841 1 12
Outcome Progress Indicators – Membership
Conversion of Whakapapa Registrations to Whai Rawa members Whai Rawa are pleased to be collaborating with Whakapapa on a joint online GRAPH 2: New Whakapapa / Whai Rawa Conversions application form to go live in late August. The form will take whānau through a stepped Total FY19 approach clearly defining the stages and types of data to be captured. Relevant data within the Whakapapa application will be captured for Whai Rawa creating a seamless experience for the user to step between two registrations all within the same form 3,000 2,567 WP process. 2,500 Applications 1,749 whānau used the online Whakapapa form to register with the iwi during FY19 2,000 1,714 (Graph 1). Over the last quarter, the Whakapapa applications made via the online form 1,500 Open WR increased to 53% and we look forward to tracking the progress of new Whai Rawa 750 Applications members once the joint online application goes live. 1,000 344 As at 30 June 2019, a total of 4,281 new whānau have registered with the iwi, and 1,094 500 of these whānau also registered with Whai Rawa (Graph 2). This is a conversion rate of 0 25.5% for FY19. Tamariki Adult Adult and tamariki conversion rates remain low during Q4 totalling 14% (Graph 3). A total of 990 new registered whānau missed the opportunity to join Whai Rawa during Q4. GRAPH 1: New Whakapapa / Whai Rawa Conversions GRAPH 3: New Whakapapa / Whai Rawa Conversions Online Applications FY19 Q4 683 2,000 1,749 700 600 467 1,500 500 WP WP 400 Applications Applications 1,000 607 300 133 Open WR 200 Open WR 500 279 Applications 90 100 27 Applications 0 0 FY19 Q4 Tamariki Adult 13
Outcome Progress Indicators – Membership
MONTHLY MEMBERSHIP UPDATE FY19 - Q4
2000 1838 1641 1750 1604 14921458 1500 13491312 1148 1167 10101021 1000 895 875 740 729 Actual Target 549583 406 437 500 289 292 123146 0 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19
*Membership recruitment is calculated within the financial year, July to June
MONTHLY MEMBERSHIP UPDATE - TAMARIKI VS ADULTS FY19 - Q4
1200 1106 983 Tamariki 1000 891 875 804 802 729 732 Adult 800 673 656 658 582 583 545 601 600 507 510 475 399 437 428 Tamariki 341365 388 Target 400 296253292 221185219 Adults 148141146 200 735073 Target 0 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 *Membership recruitment is calculated within the financial year, July to June 14
Outcome Progress Indicators – Savings Culture
As at 30 June 2019, 9,482 members have contributed into their Whai Rawa accounts. This is 67% of the overall FY19 target. Whai Rawa are pleased to see a growing trend in members contributing to their account. As at 20 June 2019, Whai Rawa have achieved the 2019 KPI’s for tamariki and adult savers, with 69% of tamariki and 65% of adult members saving into their accounts. Whai Rawa is starting its Matched Savings campaign early this year. Now mid-2019, it’s a good time to remind whānau to take advantage of Te Rūnanga contributions by accessing the Matched Savings benefits at their earliest convenience. The Matched Savings ‘Pie’ campaign (image right) is launching in July and we will continue to educate members on how to access the full benefits of Whai Rawa through to 31 December 2019.
MONTHLY SAVERS UPDATE 2019 16000 13858 13901 14009 14074 14146 14247 9,482 14000 savers at Q4, 12000 7638 8074 8434 9482 Savers 10000 8760 9166 67% of 8000 total 2019 6000 Target target 4000 2000 0 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 *All statistics are measured by calendar year and exclude all members aged over 65 15
Outcome Progress Indicators – Savings Culture
MONTHLY SAVERS UPDATE - TAMARIKI 2019 - Q4
6000 5352 5367 5420 5445 5474 5528 Tamariki 3644 3796 Savers 4000 3297 3443 2940 3161
2000 Tamariki Target 0 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19
*All statistics are measured by calendar year and exclude all members aged over 65
MONTHLY SAVERS UPDATE - ADULTS 2019 - Q4
10000 8506 8534 8589 8629 8672 8720
8000 Adult 5317 5522 5686 Savers 6000 4698 4913 5137 4000
2000 Adult Target 0 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19
*All statistics are measured by calendar year and exclude all members aged over 65 16
Outcome Progress Indicators – Financial Capability
Whai Rawa’s tamariki club, Ngā Kaitiaki Moni launched on 20 May 2019. Now with over 300 tamariki in the club, Ngā Kaitiaki Moni is progressively reaching more Whai Rawa whānau and encouraging financial capability learning at home, all while making it fun. It is great to see such fantastic interaction and interest from whānau about improving financial capability among our tamariki. To continue expanding the club and this kaupapa, we are currently working on a Ngā Kaitiaki Moni Pānui/Magazine to regularly go out to the club members (image left), and additionally, update resources on the Ngā Kaitiaki Moni website. Whai Rawa recently conducted some independent research to help address the barriers towards whānau joining and saving in the scheme. Research findings reaffirmed the literature about saving in general and that potential Whai Rawa members demonstrate ‘present bias’ which occurs when people value current expenditure more than future savings. Other findings indicate that some whānau simply cannot afford to save, there is a lack of understanding of Whai Rawa, and whānau are focusing on more short-term saving goals. A large portion of members stated they are unaware of the full benefits and contributions Whai Rawa offer members. Therefore, as an immediate response to the research findings, Whai Rawa will be focusing on educating whānau on the full benefits of the scheme. Looking ahead to FY20, Whai Rawa will continue to develop the research findings and these findings will be incorporated into the Financial Capability Strategy discussions in December. Above; Kaitiaki Moni members and a sneak peak of the Ngā Kaitiaki Moni Pānui 17
Outcome Progress Indicators – Financial and Investment Whai Rawa Operational KPI Actual v Budget For the Period from 01 Jul 18 to 30 Jun 19 Actual to Budget to Full Year Whai Rawa are $14k over budget for FY19. Variance This overspend is in relation to the transition Date Date Budget project and will be washed up in the next Administration 30,974 28,900 (2,074) 28,900 financial year budget. Travelling Expenditure 19,904 29,300 9,396 29,300 Membership Services (Contact Centre) 50,000 50,000 (0) 50,000 Whai Rawa Executive Director, David Tikao 100,878 108,200 7,322 108,200 meets with Te Rūnanga Management Governance Accountant, Jeff Goldsmith on a fortnightly Director's Fees 157,476 196,000 38,524 196,000 to monthly basis to review budgets. Associated Director costs 35,898 71,200 35,302 71,200 193,374 267,200 73,826 267,200 Page 19 details a snapshot of financial Subcontracts Administration Provider / Trustee Fees 611,338 550,000 (61,338) 550,000 trends including budget, fund returns and 611,338 550,000 (61,338) 550,000 funds under management. Services Audit Fees 22,979 40,000 17,021 40,000 Financial Fees & Subscriptions 13,577 16,000 2,423 16,000 36,556 56,000 19,444 56,000 Consultancy Services General Consultancy 106,791 100,000 (6,791) 100,000 Legal & Tax 118,323 70,000 (48,323) 70,000 IT Development - 20,000 20,000 20,000 225,114 190,000 (35,114) 190,000
Marketing & Member Communications 195,637 152,600 (43,037) 152,600 1,362,896 1,324,000 (38,896) 1,324,000
Financial Independence * 35,119 60,000 24,881 60,000
Total Whai Rawa 1,398,018 1,384,000 14,015 1,384,000 18
Outcome Progress Indicators – Financial and Investment
Operational KPI Annual forecasting prepared with Te Rūnanga Management Accountant. Financial year ending 30 June FY19 FY20 FY21 FY22 Forecast Projected Projected Projected Total Members 26,750 28,450 30,250 31,150 $M $M $M $M Te Rūnanga Matched Savings remain at $200 maximum (4:1 for children and $ 2.84 $ 3.03 $ 3.24 $ 3.44 1:1 for adults) Te Rūnanga Distributions (including newborn) $ 3.38 $ 3.60 $ 3.83 $ 4.06 Tax (Māori Authority (Tax) Credits passed on to members) $ 0.73 $ 0.78 $ 0.83 $ 0.87 Total member payments (including associated tax credits) $ 6.96 $ 7.41 $ 7.89 $ 8.37
$M $M $M $M Operating costs excluding registry costs $ 1.53 $ 1.61 $ 1.69 $ 1.77 Budgeted Financial Literacy $ 0.09 $ 0.10 $ 0.10 $ 0.10 Registry costs $ 0.55 $ 0.56 $ 0.57 $ 0.58 Operating costs including registry costs $ 2.18 $ 2.26 $ 2.36 $ 2.45
Withdrawals $ 1.77 $ 2.07 $ 2.40 $ 3.00 Funds under management (FUM) as at 30 June* $ 89 $ 103 $ 120 $ 138 Total operating costs as % of total FUM 2% 2% 2% 2% FY19 uses a full allocation base (includes full staffing costs)
*Investment Fund Growth Assumptions: These forecasts have been based on conservative returns of fund growth, including members savings, Te Rūnanga contributions and investment returns. 19
Outcome Progress Indicators – Financial and Investment
Cost per Member – Costs have reduced to $71 per member for $6,000,000 FY19, including staffing costs. Whai Rawa is $14k over budget for FY19. This overspend is in relation to the transition project Te Rūnanga and will be washed up in the next financial year budget. $5,000,000 Distributio n
Funds Under Management – Withdrawals for the quarter Admin Cost amounted to $749k and member investment deposits were $4,000,000 (ext) impressive at $1.54M for the period, Apr-Jun 2019. Fund Return – Like the first quarter of 2019, quarter two $3,000,000 Staff Cost resulted in a strong investment return (annualized at 8.72%) for members. Markets remain unpredictable while global $2,000,000 Total Costs events such as Brexit and US-China trade wars continue.
$1,000,000
$0 2011 2012 2013 2014 2015 2016 2017 2018 2019
Whai Rawa Funds Under Management Te Rūnanga Distribution FY19 - $86,046,436.07 (+$460,424.96) Cost per Member Fund Return % # Savers Admin Cost (ext) Staff Cost Total Costs incl MATC FY18 - $73,857,747.36 (+11,032,541.07) FY19 – $71* 2019 9,482 ytd $5,597,706 $1,398,015 $526,649.13 $1,924,664 FY17 - $62,825,206.29 (+10,225,610.29) FY18 - $73* 2018 5.22% 14,291 $5,032,287 $1,148,259 $720,495 $1,868,754 FY16 - $52,599,596 (+10,248,081) FY17 - $69** 2017 5.32% 13,394 $4,570,639 $1,067,210 $530,214 $1,597,424 2015 - $43,816,748 (+7,959,744) FY16 - $67** 2016 5.24% 11,269 $4,362,153 $1,031,519 $438,027 $1,469,546 2015 9.48% 9,687 $3,464,615 $970,704 $431,833 $1,402,537 2014 - $35,857,004 (+6,738,290) 2014 - $62** 2014 7.16% 9,549 $2,870,694 $902,597 $430,232 $1,332,829 2013 - $29,118,714 (+5,896,040) 2013 - $61** 2013 6.86% 8,605 $2,696,530 $827,568 $438,238 $1,265,806 2012 - $23,222,674 (+5,262,239) 2012 – $62** 2012 6.65% 8,545 $1,770,525 $887,191 $344,470 $1,231,661 2011 3.19% 8,081 $2,161,647 $801,018 $250,600 $1,051,618 2011 - $17,960,435 (+3,656,744) 2011 – $61** *includes staff cost/includes fin lit **includes staff cost/excludes fin lit 20
Outcome Progress Indicators – Compliance
Whai Rawa Fund Limited (WRFL) operates an active Compliance Assurance Programme that facilitates in-depth testing of the design and operation of its processes and controls, and the adequacy of its governance and management information.
Managers of Managed Investment Schemes who are licensed under the Financial Markets Conduct Act 2013 have to monitor the performance of their outsource providers including identifying triggers for and making plans to address non-performance.
As part of its Compliance Assurance Programme the Whai Rawa Compliance Officer carries out monitoring on behalf of WRFL. The Executive Director tests the monitoring and records the results in a secure portal in Te Rūnanga’s CRM. Detail of what is monitored is drawn from the MIS Standard licence Conditions, the outsourcing section of the Licensing Application Guide which states the outsource provider must meet the same minimum standards as Whai Rawa would if it carried out the function itself, and from the following documents;
1. The Letter of Expectation dated 26 April 2019 between WRFL & Mercer (NZ) Ltd that sets out the services to be provided by Mercer (as Investment Manager) to WRFL and the obligations of both parties.
2. The Services Agreement between WRFL & Link via the Deed of Novation dated 10 March 2016 that sets out the services to be provided by Link (as Administration Provider) to WRFL and the obligations of both parties*.
3. The Service Level Agreement dated 18 March 2016 between WRFL and its parent Te Rūnanga that sets out the services to be provided by Te Rūnanga to WRFL and the obligations of both parties.
4. The Service Level Agreement dated 23 July 2008 between WRFL and TEL as the scheme’s Custodian that sets out the services to be provided by TEL to WRFL and the obligations of both parties.
5. The Supervisory Agreement dated 8 June 2017 between WRFL and TEL that reflects the terms of the relationship between the parties. It is in addition to the respective obligations established for each of the parties in the terms of the Trust Deed entered into by the parties.
*In FY19 Q4 WRFL signed the Services Agreement dated 24 April 2019 between WRFL & Mercer (NZ) Ltd that sets out the services to be provided by Mercer (as Administration Provider) to WRFL and the obligations of both parties. This agreement will take effect 1 October 2019. 21
Outcome Progress Indicators – Compliance
Quarterly Disclosure Statement Compliance Updates The Whai Rawa Executive Director and Whai Rawa Compliance Officer carry out extensive testing Whai Rawa are busy working through the Annual to ensure all areas of Whai Rawa operations are compliant with the conditions of its Managed Disclosure Document Review. All documents for Investment Scheme licence. The following areas are continuously tested at various frequencies review are tracking well for submission to WRFL being daily, weekly, monthly, quarterly, bi-yearly and annually: for approval next quarter. The documents are the; • 2019 Annual Report; Manager responsibilities and duties ✓ • Product Disclosure Statement; Register and Payments to Scheme Participants ✓ • Other Material Information; Operations and Controls ✓ • Statement of Investment Portfolio Objectives; Acquisition and Disposition of Investment ✓ • Summary of Material Contracts; Financial Position of the Manager and the Scheme ✓ • Conflicts of Interest Statement; and Statement of Investment Priority Objectives (SIPO) ✓ • Market Index Statement. Unit Pricing ✓ Related Party ✓ Regular Anti-Money Laundering (AML) and Tax compliance ✓ Countering the Financing of Terrorism (CFT) Anti-Money Laundering and Countering the Financing of Terrorism ✓ monitoring is outlined in the CAP and was successfully conducted during the quarter. Whai Rawa Compliance Officer and TRoNT CEO confirms that the management declaration is reflective of the activities and the work of Te Rūnanga in relation to Whai Rawa compliance. The The Compliance Officer is currently working with Whai Rawa Trust was fully compliant with the conditions of its Managed Investment Scheme the Ngāi Tahu Holdings Risk and Assurance team licence for the quarter ending 30 June 2019. to undertake a desk-top review of the AML / CFT programme. A small number of members have been credited with an incorrect Te Rūnanga contribution as their IRD numbers were not correct at the time of payment. Contact with IRD has been made for advice The review has focused on the AML / CFT Risk on how to rectify this error and we await their feedback. Assessment, updating the risk register and reviewing the Compliance Programme from a Whai Rawa have conducted an independent review of the scheme’s historic Quarterly Fund control’s perspective. We expect that a draft Updates (QFU). The review is now complete and the QFU’ have been updated accordingly. In internal recommendations report will be response to these findings, Whai Rawa QFU reporting controls have been amended to include an available next quarter for Management’s independent review, conducted by Melville Jessup Weaver, before final approval and submission. consideration. 22
Outcome Progress Indicators – Compliance
Audit and Risk Management During Q4, WRFL and Whai Rawa Management continued to evaluate WRFL’s key strategic risks, working alongside the Ngāi Tahu Holdings (NTH) Risk Management team. The WRFL Top Strategic Risks Report was refined further during Q4 and approved for inclusion in the WRFL FY20-22 Statement of Corporate Intent. The WRFL Top Strategic Risks now consist of 7 key risks (reduced from 9). Work with the NTH Risk Management team is ongoing to enhance WRFL’s risk management. Whai Rawa personnel regularly monitor risk. Should any risks escalate to “Extreme” or “High” between reporting, the Whai Rawa Executive Director will notify the WRFL Board. All Service Level Agreements have been adhered to and no adverse risk has been reported during the quarter. There has been no changes to the TRoNT Operational risk treatment scores in Q4.
He Pepa Whakamārama
(Information Paper)
Nā: Office (Monitoring Function) Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: Monitoring Report – Ngāi Tahu Fisheries Settlement Limited – FY19 Report period ended 30 June 2019 Te Kaituhi: Peter Lyman Te rā: 1 August 2019
1. TE WHĀINGA (PURPOSE):
1.1 The purpose of this paper is to provide a view of the Ngāi Tahu Fisheries Settlement Limited (NTFSL) FY19 Report Six Months ended 30 June 2019 (see Appendix One) to Te Here as a decision paper and as an information paper to Te Rūnanga to form the basis for discussion of the key issues.
2. HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION): 2.1 Under the new governance arrangements, as part of the normal reporting channels within the Te Rūnanga Group, NTFSL will provide a six (6) month performance report and a full year report to both Te Here and Te Rūnanga.
3. NGĀ KAUPAPA (POINTS OF INFORMATION)
3.1 NTFSL Board has been emailed a copy of their report. Any relevant issues that need to be raised by the NTFSL Board in relation to their FY19 Report period ended 30 June 2019 will be presented verbally.
3.2 Performance Overview Commercial
3.2.1 Financial - Gross Margin
Species Actual Budget Variance FY19 FY19 $000 $000 $000
Lobster (allocated 40% of 8,149 6,327 1,822 overall NT Seafood result) Pāua (allocated 40% of overall 633 516 117 NT Seafood result) Bluff Oyster (allocated 100% 1,201 1,207 (6) of overall NT Seafood result) Wetfish (allocated 86% of 3,622 3,437 185 overall NT Seafood result)
He Pepa Whakamārama (Information Paper): Monitoring Report – Ngāi Tahu Fisheries Settlement Limited – FY19 Report period ended 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 3
3.2.2 Lobster (Kōura) – result due to higher sales volumes and higher margins achieved.
3.2.3 Pāua – impact of changing approach to a fully integrated Pāua operation starting to flow through.
3.2.4 Bluff Oyster (Tio) – result driven by higher average sales price although offset by the larger amount of second grade oysters this season.
3.2.5 Wetfish (Ika) – result due to higher ACE returns especially Scampi offsetting lower blue cod landings and sales and higher operating costs.
3.2.6 The overall NT Seafood performance will be reported via normal NTHC reporting processes (quarterly reports and annual performance review).
3.2.7 NT Seafood NTFSL ACE caught (mt)
Species FY19 FY19 Variance Actual Budget Lobster 188 183 5 Pāua 35 31 4 Bluff Oysters 164,570 173,986 (9,416) Blue Cod (Area 5) 73 90 (17)
3.2.8 NT Seafood Allocation of Settlement ACE to Ngāi Tahu Fisheries
Species % Allocated to Ngāi Tahu Fishers Lobster 100% Pāua 88% Bluff Oysters 45% Wetfish 97% of inshore (FMA3, 5 and 7)
3.3 Performance Overview Regional Development Species a) This area falls under the management of the Office. b) No financial information provided. A number of leasing arrangements in place or being finalised.
3.4 Financial Statements a) AFL dividend of $507,378 received down from the $572,269 received for FY18. b) Current Net Surplus before any Te Rūnanga distribution c. $751,190. c) Balance sheet, carrying value of Income Shares need to be assessed given the last valuation was done in 2009.
3.5 The Monitoring function has no issues with the rest of the NTFSL commentary.
He Pepa Whakamārama (Information Paper): Monitoring Report – Ngāi Tahu Fisheries Settlement Limited – FY19 Report period ended 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 3
4. NGĀ TŪTOHUTANGA (RECOMMENDATIONS): Te Rūnanga o Ngāi Tahu: a) Receives the paper - Monitoring Report – Ngāi Tahu Fisheries Settlement Limited – FY19 Report period ended 30 June 2019.
5. HE ĀPITIHANGA (APPENDICES): Appendix One - Ngāi Tahu Fisheries Settlement Limited – 30 June 2019 Report.
Peter Lyman Date: 1 August 2019
Chief Executive officer Date: 1 August 2019
He Pepa Whakamārama (Information Paper): Monitoring Report – Ngāi Tahu Fisheries Settlement Limited – FY19 Report period ended 30 June 2019 Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 3 of 3 Appendix One
He Pepa Whakataunga (Decision Paper)
Nā: Group General Counsel Ki a: Ngāi Tahu Fisheries Settlement Limited Te Kaupapa: Ngāi Tahu Fisheries Settlement Limited – 30 June 2019 Report Te Kaituhi: Chris Ford Te rā: 31 July 2019
1. TE WHĀINGA (PURPOSE): 1.1 The purpose of this paper is for Ngāi Tahu Fisheries Settlement Limited (“NTFSL”) to receive and approve the report for the six (6) months ended 30 June 2019.
2. BACKGROUND KUPU WHAKATAKI (BACKGROUND): 2.1 NTFSL is required to submit, within two (2) calendar months, a six (6) monthly (FY2018/19) report to Te Rūnanga reporting on the results and activities. 2.2 This report also identifies any operational activities NTFSL (via the Office of Te Rūnanga and/or Ngāi Tahu Seafood) have engaged/progressed during the relevant period.
3. NGĀ KAUPAPA (POINTS OF INFORMATION): 3.1 Attached in Appendix One is the Ngāi Tahu Fisheries Settlement Limited Six Monthly Report. The report comprises: • Executive Summary • Background • Performance Against Key Deliverables 3.2 The Ngāi Tahu Seafood (NTS) six monthly report is attached as Appendix Two. 3.3 A report on the use of Regional Development Species is reported in Appendix One. 3.4 The FY19 Financial Report is provided in Appendix Three
4. HE MAHERE MAHI (FURTHER WORK PLANNED): 4.1 NTFSL will continue to work collaboratively with Te Rūnanga staff, NTS and Papatipu Rūnanga to investigate and where appropriate, support initiatives to assist Papatipu Rūnanga and Ngāi Tahu Whānui into the business of fishing.
4.2 NTFSL will be guided by 2018/19 strategic planning round documentation including the NTFSL Letter of Expectation (LOE), Statement of Corporate Intent (SCI and Business Plan) which have each been considered and approved by Te Rūnanga (via Te Here) earlier this year.
Decision Paper: Ngāi Tahu Fisheries Settlement Limited – 30 June 2019 Report Ngāi Tahu Fisheries Settlement Limited – 15 August 2019 Page 1 of 2 5. NGĀ WHAKATAUNGA (IMPLICATIONS): 5.1 Consistency with Ngāi Tahu 2025 - Consistent 5.2 Consistency with Previous Policy Decisions - Consistent 5.3 Consistency with Ngāi Tahu Values - Consistent 5.4 Financial Implications - None 5.5 Legal Implications - None. 5.6 Information Technology Implications - None known
6. WHAKAAROHANGA RŪNANGA (CONSULTATION CONSIDERATIONS): 6.1 Internal Consultation – Ngāi Tahu Seafood 6.2 External Consultation – None
7. TAUTUKUNGA (COMPLIANCE): 7.1 Compliant with the LOE, SCI and Business Plan of NTFSL.
8. KO NGĀ WHAKATAU (RECOMMENDATIONS): That Ngāi Tahu Fisheries Settlement Limited: a) Receives this paper; and b) Approves the report of Ngāi Tahu Fisheries Settlement Limited for the period ended 30 June 2019 be submitted to Te Here and Te Rūnanga.
9. ĀPITIHANGA (APPENDICES): 9.1 Appendix One - Ngāi Tahu Fisheries Settlement Limited Report for the period ending 30 June 2019. 9.2 Appendix Two - Ngāi Tahu Seafood Limited Report for the period ending 30 June 2019. 9.3 Appendix Three - NTFSL FY18 Financial Report for the period ending 30 June 2019.
Author Date: 31 July 2019
Decision Paper: Ngāi Tahu Fisheries Settlement Limited – 30 June 2019 Report Ngāi Tahu Fisheries Settlement Limited – 15 August 2019 Page 2 of 2 APPENDIX ONE
NGĀI TAHU FISHERIES SETTLEMENT LIMITED : SIX (6) MONTH REPORT – PERIOD ENDING 30 JUNE 2019
EXECUTIVE SUMMARY This report contains the Ngāi Tahu Fisheries Settlement Limited’s (“NTFSL”) six (6) month report for the period ending 30 June 2019. As part of the 2018/19 strategic planning round documentation process, the NTFSL Letter of Expectation (“LOE”), Statement of Corporate Intent (“SCI”) and Business Plan were developed by NTFSL/Te Rūnanga and subsequently considered and approved by Te Rūnanga (via Te Here). A requirement of these documents relates to the provision by NTFSL of six (6) monthly reports to Te Here. The six (6) monthly report considers performance against the key work targets set out within NTFSL strategic planning documents. As set out within the 2018/19 planning documentation for NTFSL, Ngāi Tahu Seafood (“NTS”) is expected to provide a six (6) monthly report (refer Appendix Two), which will be reviewed by NTFSL and the Te Runanga Office. This process allows NTFSL to meet its statutory obligations to Te Rūnanga in accordance with the Māori Fisheries Act which requires that NTFSL provide reports on the performance of the fisheries settlement assets it holds on behalf of Te Rūnanga. Key highlights (six (6) months to 30 June 2019) were as follows:
NGĀI TAHU SEAFOOD Ngāi Tahu Seafood’s (NTS) financial performance for the six (6) months to 30 June 2019 was ahead of budget (EBIT up by $5m) and the same period last year (EBIT up by $2.7m). The operating EBIT for the full year of $25m brings to a close another solid financial performance for the company, the foundation coming from on-going strong returns from lobster sales to China as well as favourable exchange rates (average NZD/USD exchange rate of 0.67 vs budget of 0.70 and prior year of 0.71. The result was up on budget by $6.6m and up slightly on prior year’s result of $24.7m (excluding profit on sale of the aquaculture farm servicing business).
1.1 Kōura ▪ Overall, the koura result for the six (6) month period to 30 June was well up on budget (by 38%) and in line with the prior year period (up 3%). ▪ Export sales volumes for the six (6) month period were up on budget (53mt), with average export sales prices similar in USD terms ($82/kg vs $83/kg) although up in NZD terms ($5/kg) due to exchange rate differences (0.67 v 0.70). Compared to same period last year, volumes were up (30mt) offset by a lower export sales price in both USD terms (US$11/kg) and NZD terms (NZ$9/kg). ▪ A continual improvement programme is in place on value chain handling procedures for lobster with the objective to get less product downgrades and market mortalities ▪ NTS undertook a review of the sales function and extended the arrangement with Port Nicholson Fisheries for a further two seasons (ending 31 March 2021).
1.2 Pāua ▪ NTS made the decision to be a fully integrated Pāua operation from 1 October 2018, with a focus on live and frozen whole product (change from previous arrangement with Moana that had focussed on canned product). ▪ NTS is pleased with the progress it is making with the export of live and IQF products, principally to China. NTS management visited customers in China with good feedback received with regards to the quality of Tahu product. ▪ The aim and objective remains to build live sales to 50 - 75 bins per week (500-750kg), weather and stock permitting. This would be circa double the volume currently being sold live.
P a g e | 1 ▪ NTS continued to process Moana NZ’s Pāua at the Bluff plant. ▪ Overall pāua result for the six (6) month period to 30 June was up on budget (by $460k) and in line with prior year.
1.3 Tio ▪ It has been another tough season for oysters with high rates of second grade product. Catch rates for the six (6) months to 30 June were behind budget by 17k dozen although in line with prior year; second rates were well up on both budget and prior year (29.2% vs budget of 18.7% and prior year of 23.3%). ▪ The result for the six (6) month period to 30 June was behind budget by $90k although up slightly on the prior year (up $15k). ▪ Prices have remained stable throughout the season (overall price per dozen up on budget by $1.15/dozen and prior year by $0.59/dozen). ▪ During April, the Board of the Bluff Oyster Management Company agreed to a release of shelving back up to 10M oysters, with the 2.5M oysters initially shelved to be only harvested from areas that have not been fished in the last 4 – 5 seasons. This would give a greater indication of any abundance in these areas that are not normally fished or haven’t been fished for some time. The released ACE will be managed to ensure that it is only released from the BOMC to cover catch in the outer areas, so no fisher will get the ACE prior to catch. If they fish in areas that are not in the outer zones, they will not have ACE provided to cover catch. NTS will continue to be an active participant in the management to this fishery.
1.4 Ika ▪ Wetfish and Scampi returns were above budget for the six months ended June due to additional ACE trading margin (decreased levy costs, higher ACE prices for Scampi and sales of non-contracted, lower value ACE species). ▪ The ACE agreements with Talley’s, Okain’s Bay Seafood and Harbour Fish were renewed for a further two fishing seasons (ending 30 September 2020). ▪ The Blue Cod fishery in Area 5 (BCO5) currently has a voluntary shelving of 10% of the TACC in place. NTS has raised concerns that this may not be delivering the required outcomes as BCO5 year on year has had at least 10% of the TACC carried forward into the new fishing year, basically making the 10% shelve a moot point. NTS has raised this point at the BCO5 AGM and committee meetings and has proposed that the committee engage with members and seek their agreement to shelve any carryover that is over and above the current 10% shelve, to enhance the recovery of this fishery. If agreement can’t be achieved, then NTS would support engagement with MPI to implement a TACC reduction. The mesh size on cod pots was also increased from 48mm to 54mm in September 2017. This made a big difference in terms of increasing the size of fish landed last season, so less fish landed for the kilograms of ACE utilised. ▪ The Tarakihi TACC for Areas 1, 2, 3 and 7 were reduced by way of a voluntary shelve. In return the industry must develop a fisheries management plan by June 2019 to rebuild the fishery. Industry will need to show areas where juveniles congregate and ways of avoiding these, report back on the type of gear being used and complete comprehensive fishing returns that also record estimates of all under size fish. There are a number of other initiatives the industry has offered by way of size reporting and sampling. If the plan is not sufficiently robust, the Minister has indicated that he intends to cut TACCs next year by a further 35%. A trawl survey is to be carried out to try and confirm actual numbers.
TOITŪ TE KĀINGA - NTFSL DEVELOPMENT FISH STOCK ▪ PAD3 - 20,000kg leased to Clarence Gilmore ▪ LFE15 – 10400kg leased to Karl Ryan ▪ SFE15 – 5800kg leased to Karl Ryan ▪ LFE16 – 2500kg leased to Trevor McCauley ▪ Finalising Lease arrangements for SCC7A, SCC3, SCC5B, SCC5A
P a g e | 2 ▪ Preparing for EOI for available quote October 2019 season.
BACKGROUND The overall goal of NTFSL, in collaboration with members of the Te Rūnanga Group and Ngāi Tahu whānau, is to protect and grow the value of the fisheries settlement assets it holds on behalf of Te Rūnanga and ultimately, Ngāi Tahu Whānui. NTFSL has developed four (4) key outcomes, with supporting objectives that seek to achieve this end.
PERFORMANCE AGAINST KEY DELIVERABLES Key deliverables for NTFSL relate to the strategic goals outlined within the NTFSL SCI and Business Plan as approved by Te Here. The table below illustrates in more detail.
Outcome / Strategic Goal Description Activity / Required Focus Commercial returns align to an intergenerational Settlement quota generates a long-term return on investment in line Despite challenges in market, NTS is maintaining strong commercial horizon in order to maximise ROI. with, or above, market. performance from NTFSL ACE. Commercial returns from regional development species require attention (assuming appropriate). Long-term aspirations from settlement quota are set by Te Rūnanga. No activity. Will be incorporated into Te Rūnanga strategic planning when appropriate. Five (5) year strategic plans support the sustainable use and Aligned to current LOE / SCI process for Te Rūnanga / NTFSL and enjoyment of settlement quota NTS / Office. Ngāi Tahu fishing rights (customary and Final repatriation of outstanding fisheries settlement assets. Annual ACE agreements have been advanced, but this requires commercial) and interests are protected and urgent activity over next six (6) months. Lead S&I. enhanced. Keep abreast of policy developments and fisheries management Key fisheries management relationships maintained by NTS and implications for Ngāi Tahu settlement quota and/or whānui. Toitū Te Kāinga. Enabling strategic and mana to mana Actively participate, and lead review of Maori Fisheries Act, including Key strategic focus for Te Apārangi. Work has commenced. relationships with whānau, rūnanga, other iwi, review of Te Ohu Kai Moana and Aotearoa Fisheries Limited. Crown, and industry stakeholders. Toitū te Kāinga to identify appropriate opportunities for Regional No activity. Needs to be advanced, and linkages across R&D Development stocks. strategic direction for Te Rūnanga. Support and enable greater opportunities for Ngāi Tahu fishing whānau will enjoy preferential access to settlement Allocation of settlement ACE from NTS has increased and Ngāi Tahu Whānui and fishing whānau. ACE. relationships remain strong. Ensure Ngāi Tahu settlement quota is an enabler for succession NTS has initiated a training programme with TOKM and Talley’s. No planning. other activity.
P a g e | 3 Appendix Two
SIX MONTH BOARD REPORT
TO NGĀI TAHU FISHERIES SETTLEMENT LTD
Six months to 30 June 2019 (FY19) TABLE OF CONTENTS
Page 1. GENERAL 3
2. FINANCIAL REPORT 4
3. NTFSL ACE UTILISATION 5
4. NGĀI TAHU PARTICIPATION IN NTFSL ACE 6
2 1. GENERAL OVERVIEW Ngāi Tahu Seafood’s (NTS) financial performance for the six months to 30 June 2019 was ahead of budget (EBIT up by $5m) and the same period last year (EBIT up by $2.7m).
The operating EBIT for the full year of $25m brings to a close another solid financial performance for the company, the foundation coming from on-going strong returns from lobster sales to China as well as favourable exchange rates (average NZD/USD exchange rate of 0.67 vs budget of 0.70 and prior year of 0.71. The result was up on budget by $6.6m and up slightly on prior year’s result of $24.7m (excluding profit on sale of the aquaculture farm servicing business).
1.1 Kōura
• Overall, the koura result for the six (6) month period to 30 June was well up on budget (by 38%) and in line with the prior year period (up 3%).
• Export sales volumes for the six (6) month period were up on budget (53mt), with average export sales prices similar in USD terms ($82/kg vs $83/kg) although up in NZD terms ($5/kg) due to exchange rate differences (0.67 v 0.70). Compared to same period last year, volumes were up (30mt) offset by a lower export sales price in both USD terms (US$11/kg) and NZD terms (NZ$9/kg).
• A continual improvement programme is in place on value chain handling procedures for lobster with the objective to get less product downgrades and market mortalities
• NTS undertook a review of the sales function and extended the arrangement with Port Nicholson Fisheries for a further two seasons (ending 31 March 2021).
1.2 Pāua
• NTS made the decision to be a fully integrated Pāua operation from 1 October 2018, with a focus on live and frozen whole product (change from previous arrangement with Moana that had focussed on canned product).
• NTS is pleased with the progress it is making with the export of live and IQF products, principally to China. NTS management visited customers in China with good feedback received with regards to the quality of Tahu product.
• The aim and objective remains to build live sales to 50 - 75 bins per week (500-750kg), weather and stock permitting. This would be circa double the volume currently being sold live.
• NTS continued to process Moana NZ’s Pāua at the Bluff plant. • Overall pāua result for the six (6) month period to 30 June was up on budget (by $460k) and in line with prior year.
1.3 Tio
• It has been another tough season for oysters with high rates of second grade product. Catch rates for the 6 months to 30 June were behind budget by 17k dozen although in line with prior year; second rates were well up on both budget and prior year (29.2% vs budget of 18.7% and prior year of 23.3%).
3
• The result for the six (6) month period to 30 June was behind budget by $90k although up slightly on the prior year (up $15k)
• Prices have remained stable throughout the season (overall price per dozen up on budget by $1.15/dozen and prior year by $0.59/dozen).
• During April, the Board of the Bluff Oyster Management Company agreed to a release of shelving back up to 10M oysters, with the 2.5M oysters initially shelved to be only harvested from areas that have not been fished in the last 4 – 5 seasons. This would give a greater indication of any abundance in these areas that are not normally fished or haven’t been fished for some time. The released ACE will be managed to ensure that it is only released from the BOMC to cover catch in the outer areas, so no fisher will get the ACE prior to catch. If they fish in areas that are not in the outer zones, they will not have ACE provided to cover catch. NTS will continue to be an active participant in the management to this fishery.
1.4 Ika
• Wetfish and Scampi returns were above budget for the six months ended June due to additional ACE trading margin (decreased levy costs, higher ACE prices for Scampi and sales of non-contracted, lower value ACE species).
• The ACE agreements with Talley’s, Okain’s Bay Seafood and Harbour Fish were renewed for a further two fishing seasons (ending 30 September 2020).
• The Blue Cod fishery in Area 5 (BCO5) currently has a voluntary shelving of 10% of the TACC in place. NTS has raised concerns that this may not be delivering the required outcomes as BCO5 year on year has had at least 10% of the TACC carried forward into the new fishing year, basically making the 10% shelve a moot point. NTS has raised this point at the BCO5 AGM and committee meetings and has proposed that the committee engage with members and seek their agreement to shelve any carryover that is over and above the current 10% shelve, to enhance the recovery of this fishery. If agreement can’t be achieved, then NTS would support engagement with MPI to implement a TACC reduction. The mesh size on cod pots was also increased from 48mm to 54mm in September 2017. This made a big difference in terms of increasing the size of fish landed last season, so less fish landed for the kilograms of ACE utilised.
• The Tarakihi TACC for Areas 1, 2, 3 and 7 were reduced by way of a voluntary shelve. In return the industry must develop a fisheries management plan by June 2019 to rebuild the fishery. Industry will need to show areas where juveniles congregate and ways of avoiding these, report back on the type of gear being used and complete comprehensive fishing returns that also record estimates of all under size fish. There are a number of other initiatives the industry has offered by way of size reporting and sampling. If the plan is not sufficiently robust, the Minister has indicated that he intends to cut TACCs next year by a further 35%. A trawl survey is to be carried out to try and confirm actual numbers.
4
2. FINANCIAL REPORT NOTE: The figures below don’t reflect the actual charge for ACE from NTFSL to NTS ($13,986k and instead reflect the net impact after the donation from NTFSL to NTS of $12,938k is added back) so comparison with prior years reports and budgets are more meaningful.
$'000 Jul - Dec FY19 Jan - Jun FY19 FY19 Lobster Act Bud Var Act Bud Var Act Bud Var
Revenue $10,427 $10,211 $216 $12,231 $12,447 ($216) $26,390 $22,658 $3,732 Cost of Sales $7,304 $7,514 $210 $9,027 $8,817 ($210) $18,241 $16,331 ($1,910) Gross Margin $3,123 $2,697 $425 $5,026 $3,630 $1,397 $8,149 $6,327 $1,822 Gross Margin % 29.9% 26.4% 3.5% 41.1% 29.2% 11.9% 30.9% 27.9% 3.0%
Allocated 40% of NTS result, based on ACE volume.
FY19 result: Lobster showing a positive variance to budget of $1.8m due to higher export sales volumes (up 13mt) on similar export prices in USD terms per kg ($82 vs $81) although higher in NZD terms ($123 vs $116) due to exchange rate differences, and higher margins achieved. NOTE: Commentary volume is NTFSL's share of total volume sold (ie 40% for lobster).
$'000 Jul - Dec FY19 Jan - Jun FY19 FY19 Paua Act Bud Var Act Bud Var Act Bud Var
Revenue $832 $1,800 ($967) $1,761 $737 $1,024 $2,593 $2,536 $57 Cost of Sales $547 $1,444 $897 $1,412 $576 ($837) $1,959 $2,020 $60 Gross Margin $285 $356 ($70) $348 $161 $187 $633 $516 $117 Gross Margin % 34.3% 19.8% 14.5% 19.8% 21.8% (2.1%) 24.4% 20.4% 4.1%
Allocated 40% of NTS result, based on ACE volume.
FY19 result: On the 1st October 2018, NTS changed to be a fully integrated paua operation. This has resulted in a change in the range of products sold and timing of profits; the financial year result included the prior fishing season wash-up calculation with PFL (ended 30 September 2018) and nine months of trading under new business model (focus on live and whole IQF product. This has resulted in a small positive variance to budget of $117k.
$'000 Jul - Dec FY19 Jan - Jun FY19 FY19 Bluff Oyster Act Bud Var Act Bud Var Act Bud Var Revenue $672 $323 $349 $2,798 $3,032 ($234) $3,470 $3,355 $115 Cost of Sales $502 $237 ($265) $1,767 $1,911 $144 $2,269 $2,148 ($121) Gross Margin $170 $86 $84 $1,031 $1,121 ($90) $1,201 $1,207 ($6) Gross Margin % 25.3% 26.7% (1.4%) 36.8% 37.0% (0.1%) 34.6% 36.0% (1.4%)
Allocated 100% of the NTS result, based on ACE volume.
FY19 result: Oysters result in line with budget - landings for the year in line with budget (165k dozen) and prices achieved in market up although offset by the larger percentage of second grade oysters this season (29% vs budget of 19% and prior season of 23%).
$'000 Jul - Dec FY19 Jan - Jun FY19 FY19 Wetfish Act Bud Var Act Bud Var Act Bud Var
Revenue $3,783 $3,597 $186 $3,150 $2,819 $331 $6,933 $6,415 $517 Cost of Sales $2,204 $1,797 ($407) $1,107 $1,182 $75 $3,310 $2,979 ($332) Gross Margin $1,579 $1,800 ($220) $2,043 $1,637 $406 $3,622 $3,437 $185 Gross Margin % 41.7% 50.0% (8.3%) 64.9% 58.1% 6.8% 38.8% 53.6% (14.8%)
Allocated 86% of the NTS result, based on ACE volume for wetfish and 71% for Scampi.
FY19 result: Overall Wetfish and Scampi result is up on budget by $185k due to increased value of Scampi ACE (up $7/kg on budget and prior year), increased Wetfish ACE trading margin offset by lower blue cod landings and sales and higher operating costs (timing of plant repairs and maintenance).
5
NTFSL ACE UTILISATION
NTFSL ACE (mt) NTFSL Leverage Total Lobster 143 40 183 Paua 29 2 31 Bluff Oysters *1 166,666 7,320 173,986 Blue Cod (Area 5) *2 90 0 90
*1 Bluff Oyster fish stock is measured in dozens of oysters (rather than mt) *2 Excl. circa 20mt of BCO5 ACE leased as part of Wetfish ACE Trade Agreement with balance allocated to Murihiku Development Pool and other NT Fishers after the current 10% shelving taken into account
NTFSL ACE Caught Six Months to 31 Dec 2018 Six months to 30 June 2019 FY19 NTFSL ACE (mt) Act Bud Var Act Bud Var Act Bud Var Lobster 72 80 -8 115 103 13 188 183 5 Paua 17 20 -4 18 11 7 35 31 4 Bluff Oysters *1 32,246 15,943 16,303 132,324 149,607 -17,283 164,570 173,986 -9,416 Blue Cod (Area 5) 43 56 -13 30 34 -4 73 90 -17 NTFSL ACE Caught, is based on ACE utilisation table above and includes proportionate leverage generated *1 Bluff Oyster season commences March 1 and is show in dozen
NTFSL ACE Sales Six Months to 31 Dec 2018 Six months to 30 June 2019 FY19 NTFSL ACE (mt) Act Bud Var Act Bud Var Act Bud Var Wetfish partners *1 8,854 9,230 -376 1,079 456 623 9,933 9,685 248 Other ACE Sales *2 319 0 319 2,114 0 2,114 2,433 0 2,433
*1 Relates to the ACE sales to Talleys, Okain's Bay & Harbour Fish. Below budget due to TACC changes and late receipt of TOKM ACE. *2 Unbudgeted sale of uncontracted/less desirable species to various parties, including Highly Migratory Species (HMS), Scampi (to Waikawa fishing), Ling, Flats, Stargazer etc.
6
3. NGĀI TAHU PARTICIPATION IN NTFSL ACE
Wetfish Wetfish NT Fishers NTFSL ACE % Total FMA3 14 1,695 96% FMA5 9 560 98% FMA7 *1 1 1,070 100% Total *2 24 3,325 97% Wetfish non-NT Fishers NTFSL ACE % Total FMA3 4 79 4% FMA5 1 13 2% FMA7 *1 0 0 0% Total 5 92 3% *1 FMA7 Wetfish ACE has been historically traded, with no commitment to NT Fishers - current ACE trade agreements, NTS has put in place a significant commitment to a long-term NT Fishing whanau with a multi year agreement
*2 The total excludes majority of deepwater wetfish ACE, which is predominantly caught by deepsea trawlers via third party ACE trade commitments - Talleys predominantly.
Lobster Lobster NT Fishers NTFSL ACE % Total CRA5 5 18 100% CRA7 3 10 100% CRA8 23 112,960 100% Total 31 112,988 100% Lobster non-NT Fishers NTFSL ACE % Total CRA5 7 0 0% CRA8 7 0 0% Total 10 0 0%
Paua
Paua NT Fishers NTFSL ACE % Total PAU3 1 1 25% PAU5 3 27 96% PAU7 1 1 100% Total 5 29 88% Paua non-NT Fishers NTFSL ACE % Total PAU3 *1 1 3 75% PAU5 4 1 4% PAU7 2 0 0% Total 7 4 12%
*1 NTS 'swaps' circa 4mt of PAU3 ACE for 4mt of PAU5 ACE, which is allocated to NT fishers
Bluff Oyster *1 / 2 Bluff Oyster NT Fishers NTFSL ACE % Total OYU5 1 75,000 45% Bluff Oyster non-NT Fishers NTFSL ACE % Total OYU5 2 91,666 55% *1 Bluff Oyster fish stock is measured in dozens of oysters (rather than mt) and includes voluntary shelving
*2 Note: 2 'non-NT' fishers have NT crew, and one NT skipper
7
APPENDIX THREE
NGÄI TAHU FISHERIES SETTLEMENT LIMITED
Financial Position / Performance 6 Months 1 January – 30 June 2019
He Pepa Whakamārama
(Information Paper)
Nā: General Manager - Oranga Ki a: Te Rūnanga o Ngāi Tahu Te Kaupapa: External Organisation Representation - Policy Amendment and New Positions Te Kaituhi: Rebecca Murchie Te rā: 23 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 The purpose of this paper is to inform Te Rūnanga o Ngāi Tahu (Te Rūnanga) of: a) The change in scope of the ‘Te Rūnanga o Ngāi Tahu Policy on Appointments to External Organisations and Komiti Supported by the Office of Te Rūnanga’ (“The Policy”). b) The inclusion of six new komiti under the Policy.
2. HE KUPU WHAKATAKI (BACKGROUND/INTRODUCTION):
2.1 The updated ‘Te Rūnanga o Ngāi Tahu Policy on Appointments to External Organisations’ was signed off by Te Rūnanga at their meeting on 16 September 2017 on the understanding Te Apārangi would conduct a 12-month policy review. a) The 12-month Policy review included consultation with Te Apārangi, Papatipu Rūnanga, Appointees and the Technical Support Team from the Office of TRONT (OTRONT). b) During this consultation the Tribal Properties technical support team identified six new Komiti for Te Apārangi consideration to be included under the Policy. The Te Apārangi view was that the Tribal Properties kaupapa is not external and requested Te Here manage these appointments. This view was supported by Legal Counsel.
3. NGĀ KAUPAPA MATUA (POINTS OF INFORMATION):
3.1 At their hui on 13 June 2019 Te Apārangi motioned to approve the following title and scope amendments to the Policy (June 2019 amendments underlined), and include all six new Komiti under the scope of the Policy:
Information Paper: External Organisation Representation - Policy Amendment and New Positions Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 3 Title: Te Rūnanga o Ngāi Tahu Policy on Appointments to External Organisations and Komiti Supported by the Office of Te Rūnanga (“The Policy”) Purpose: The purpose of this policy is to provide guidelines on the process for appointments by Te Rūnanga o Ngāi Tahu (“Te Rūnanga”) to External Organisations and Komiti supported by the Office of Te Rūnanga. Scope: 2.1 The scope of this Policy is to apply to all appointments by Te Rūnanga to External Organisations and Komiti supported by the Office of Te Rūnanga. “External Organisations and Komiti supported by the Office of Te Rūnanga” means groups or entities that are not part of the Te Rūnanga Group (and where the appointment is not covered by another Te Rūnanga policy).
3.2 This policy should be read in conjunction with Te Rūnanga o Ngāi Tahu Appointments to External Organisations and Komiti supported by the Office of Te Rūnanga Fees Framework and Te Rūnanga o Ngāi Tahu Professional Development Framework.
3.3 It is expected that Te Apārangi will primarily manage all appointments under this Policy, however, if the kaupapa relates to the scope of another Committee of Te Rūnanga o Ngāi Tahu (“Committee”), then that Committee will be responsible for the management of the appointment.
Full amended Policy attached as Appendix One.
3.4 Summary of new Komiti:
Name: Status # reps to Te Appointment cover Rūnanga Category under Committee Policy 1 Kātiki Management Group Established 4 Te Here Papatipu Rūnanga 2 Ōnawe Pā Advisory Komiti Established 4 Te Here Papatipu Rūnanga 3 Te Nohoaka o Tukiauau / Sinclair Established 1 Te Here Papatipu Wetlands Trust Rūnanga 4 Komiti Whakahaere/Muriwai New 2 Te Here Papatipu Management Committee Rūnanga 5 Komiti Whakahaere/Māhinapua New 2 Te Here Papatipu Management Committee Rūnanga 6 Komiti Whakahaere/Ōruaka New 2 Te Here Papatipu Management Committee Rūnanga
3.5 Additional detail of each appointment can be found in Appendix Two.
Information Paper: External Organisation Representation - Policy Amendment and New Positions Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 3 3.6 All six of the Komiti have been categorised as ‘Papatipu Rūnanga Appointments’ as defined in clause 3.2.3 the Policy and will be managed by Te Here:
3.2.3 Papatipu Rūnanga Appointments: Positions that are local in nature and of relevance to one or more individual Papatipu Rūnanga. These will be determined and approved by the relevant Papatipu Rūnanga. Fees available per person: $250 per meeting Professional development budget available per person: $1,500 per annum
3.7 Expectations of Te Here: a) Appointment Process - As ‘Papatipu Rūnanga Appointments’ it is noted that Papatipu Rūnanga appoint to these positions directly and the involvement of Te Here would only be required should Papatipu Rūnanga be unable to come to a mutual appointment decision as identified in clause 4.2.3b of the Policy. b) Reporting – as identified in clause 5.2 of the Policy, Te Here will receive reports on these positions annually in June.
4. NGĀ HONONGA KI NGĀ POU E WHĀ (ALIGNMENT TO NGĀ POU E WHĀ):
These appointments all align with the Te Ao Tūroa Pou.
5. TE MAHERE MAHI (FURTHER WORK PLANNED):
5.1 Staff to inform Papatipu Rūnanga, appointees and supporting staff of the Policy amendments, and provide supporting information as appropriate.
5.2 New Komiti to be notified, internal support systems implemented and nomination and appointment process to be undertaken as required.
6. NGĀ TŪTOHUTANGA (RECOMMENDATIONS):
Te Rūnanga o Ngāi Tahu receives this paper.
7. HE ĀPITIHANGA (APPENDICES): Appendix One – Policy Appendix Two – Overview of the new appointments.
GM - Oranga Date:23July 2019
Chief Executive Officer Date: 30 July 2019
Information Paper: External Organisation Representation - Policy Amendment and New Positions Te Rūnanga o Ngāi Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 3 of 3 APPENDIX ONE
TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU (“THE POLICY”)
1. PURPOSE
The purpose of this policy is to provide guidelines on the process for appointments by Te Rūnanga o Ngāi Tahu (“Te Rūnanga”) to External Organisations and Komiti supported by the Office of Te Rūnanga.
2. SCOPE
2.1 The scope of this Policy is to apply to all appointments by Te Rūnanga to External Organisations and Komiti supported by the Office of Te Rūnanga. “External Organisations and Komiti supported by the Office of Te Rūnanga” means groups or entities that are not part of the Te Rūnanga Group (and where the appointment is not covered by another Te Rūnanga policy).
2.2 This policy should be read in conjunction with Te Rūnanga o Ngāi Tahu Appointments to External Organisations and Komiti supported by the Office of Te Rūnanga Fees Framework and Te Rūnanga o Ngāi Tahu Professional Development Framework.
2.3 It is expected that Te Apārangi will primarily manage all appointments under this Policy, however, if the kaupapa relates to the scope of another Committee of Te Rūnanga o Ngāi Tahu (“Committee”), then that Committee will be responsible for the management of the appointment.
3. APPOINTMENT CATEGORIES
3.1 Te Rūnanga will categorise all appointments under this Policy that fall within the categories of Tribal Appointments, Regional Appointments or Papatipu Rūnanga Appointments.
3.2 Te Rūnanga will use the following criteria to categorise each particular appointment:
3.2.1 Tribal Appointments: appointments to national or high-level organisations that are relevant to the entire iwi or the whole takiwā, and appointments that arise from the Settlement and/or are important to protection of the integrity and benefits of the Settlement. These high-status appointments will be given final approval by Te Rūnanga on the recommendation of Te Apārangi (or appropriate Committee).
Examples of appointments that would be considered a Tribal Appointment would include: o Appointments contained in the Deed of Settlement, the Ngāi Tahu Claims Settlement Act 1998 and other legislation o Appointments to national organisations with responsibilities for the allocation of resources e.g. fisheries, aquaculture, freshwater, lands
TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU JUNE 2019 Page 1 of 5 Te Rūnanga, August 2019 - Appendix One
o Appointments to national policy bodies, boards or governing entities eg the NZ Conservation Authority (NZCA), the Hazardous Substances and New Organisms (HSNO) advisory board, the boards of Crown Research Institutes, or boards of directors of listed companies with nation-wide or takiwā-wide activities.
3.2.2 Regional Appointments: roles that have importance or implications from a regional perspective, and are important for achieving influence at that level. These appointments will be approved by Te Apārangi (or appropriate Committee).
Examples of appointments that would be considered a Regional Appointment would include: o Appointments to regional or local government o Appointments to District Health Boards o Appointments to policy bodies, boards or governing entities with responsibility for activities at a regional level e.g. regional economic development bodies, Conservation Boards, research organisations with a regional focus, and boards of universities and polytechs.
3.2.3 Papatipu Rūnanga Appointments: positions that are local in nature and of relevance to one or more individual Papatipu Rūnanga. These will be determined and approved by the relevant Papatipu Rūnanga.
Examples of appointments that would be considered Papatipu Rūnanga Appointments would include: o Local reserves boards, environmental restoration programmes, and museums boards o Community health organisations o Community-based business support and development entities o Locally focused planning or urban development organisations eg the Greater Christchurch Partnership, Regenerate Christchurch.
3.3 Attached at Appendix One is a list of appointments to External Organisations and Komiti supported by the Office of Te Rūnanga and their respective categorisation.
3.4 Te Apārangi (or appropriate Committee) may change the categorisation of a Regional Appointment or a Papatipu Rūnanga Appointment (and must notify Te Rūnanga of this change) however, only Te Rūnanga can change the categorisation of a Tribal Appointment.
3.5 Te Apārangi (or appropriate Committee) is authorised to categorise any Te Rūnanga appointment to an External Organisation and Komiti supported by the Office of Te Rūnanga not covered at Appendix One (and must notify Te Rūnanga accordingly).
3.6 Papatipu Rūnanga or the Office of Te Rūnanga can formally request positions to External Organisations and Komiti supported by the Office of Te Runanga to be included under the Policy which require Te Apārangi categorisation and approval. Te Apārangi have the authority to approve the position being added to this Policy.
TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU JUNE 2019 Page 2 of 5 Te Rūnanga, August 2019 - Appendix One
4. SELECTION PROCESS FOR APPOINTMENTS
4.1 Identification of Skills, Knowledge and Experience - Te Apārangi (or appropriate Committee) will determine the skills, knowledge and experience required for Tribal Appointments and Regional Appointments. It is expected that all appointees will be provided with position descriptions.
4.2 Candidate Identification and Selection Process (refer table one)
4.2.1 Process for Tribal Appointments: a) Call for nominations – the Office will determine the appropriate way to call for nominations and this is expected to be via all Papatipu Rūnanga, Ngā Pukenga (Te Rūnanga careers website), Te Pou Here (Ngāi Tahu Talent Database), and other recruitment mechanisms identified by the Office. Nominees are to be registered Ngāi Tahu unless specifically delegated by Te Apārangi (or appropriate Committee). b) Application process - the Office will determine the appropriate application process and this may include, self-assessment of skills and experience, CV, signed Papatipu Rūnanga nomination form and External Organisation nomination form (as required). c) Appointments committee – an appointments committee will undertake the shortlisting and if considered appropriate interviews or other assessment processes and expects to recommend a preferred candidate to Te Apārangi (or appropriate Committee) for consideration. The appointment committee is expected to be made up of at least one Rūnanga Representative and the CEO (or delegated staff member) but can include other persons as Te Apārangi (or appropriate Committee) considers appropriate. Te Apārangi as a whole can carry this step out if Te Apārangi (or appropriate Committee) considers appropriate. d) Te Apārangi (or appropriate Committee) will recommend a preferred candidate to Te Rūnanga. e) Te Rūnanga will consider the recommendation from Te Apārangi (or appropriate Committee) and make its decision. All candidates will be advised as soon as possible of the decision.
4.2.2 Process for Regional Appointments: a) Call for nominations and Application process as noted above in clause 4.2.1(a) and 4.2.1(b). b) Te Apārangi will make the decision on the appointment. All candidates will be advised of the decision as soon as possible.
4.2.3 Process for Papatipu Rūnanga Appointments: a) Appointee terms - the office will inform Papatipu Rūnanga of their respective appointees term expiry, resignations, new positions and any other relevant information.
TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU JUNE 2019 Page 3 of 5 Te Rūnanga, August 2019 - Appendix One
b) Application process - Papatipu Rūnanga undertake the appointment process. The Office will provide assistance if required. Should Papatipu Rūnanga be unable to come to a mutual appointment decision for a ‘Papatipu Rūnanga Appointment’, the Office will provide assistance by initiating the ‘Regional Appointment’ application and appointment process. This will be a one-off occurrence for this appointment, after which the appointment will revert back to the ‘Papatipu Rūnanga Appointment’ Process for the following term. c) Appointment process - Te Rūnanga will be informed of the Papatipu Rūnanga appointment by the Papatipu Rūnanga. The Office will then inform the External Organisation or Komiti supported by the Office of Te Rūnanga of the appointment.
Table one: Tribal, Regional and Papatipu Rūnanga Appointments
4.3 Renewal process – Te Apārangi or appropriate Committee (for Regional Appointments) or Te Rūnanga (for Tribal Appointments) have the mandate to renew existing appointees without going through the full process. It is expected that supporting information is provided, which may include, a review of the appointee’s TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU JUNE 2019 Page 4 of 5 Te Rūnanga, August 2019 - Appendix One
performance, feedback from the chair of the respective board, Papatipu Rūnanga and community (if relevant). It is expected that a full nomination process will be undertaken after three terms, for example the term of appointment and two further consecutive terms.
4.4 Appointment – Successful appointees shall receive a letter of acceptance from Te Rūnanga which details the expectations of Te Rūnanga in terms of representation, reporting, remuneration, contact and support people within the Office and External Organisation and Komiti supported by the Office of Te Rūnanga.
5. APPOINTEES
5.1 Information – the Office will endeavour to provide appointees with the appropriate information and support to assist with their responsibility to represent Ngāi Tahu on External Organisations and Komiti supported by the Office of Te Rūnanga, this may include an information pack (relevant strategies and positions) and access to advisors in the Office who have knowledge of the specific kaupapa.
5.2 Reporting – appointees are expected to report annually to ensure Te Apārangi (or appropriate Committee) are kept well informed of the individual and External Organisations or Komiti supported by the Office of Te Rūnanga activities (without breaching confidentiality obligations) and alignment to Te Rūnanga strategies.
5.3 Remuneration – appointees will be recognised for their time and commitment to their position on the external organisation or Komiti supported by the Office of Te Rūnanga. The ‘Te Rūnanga o Ngāi Tahu Appointments to External Organisations and Komiti supported by the Office of Te Rūnanga Fees Framework’ provides guidance on how this will be applied.
5.4 Professional Development – support will be provided to appointees to assist with their professional development. The ‘Te Rūnanga o Ngāi Tahu Professional Development Framework’ provides guidance on how this support will be applied.
6. INTERIM APPOINTMENTS TO POSITIONS
6.1 The Kaiwhakahaere may, after consultation with the CEO and Te Apārangi (or the appropriate Committee), make an interim appointment to positions where time does not allow for the usual full process to be completed and the Kaiwhakahaere considers it important that Ngāi Tahu be represented. This interim appointment shall last only until the full process has been completed except where Te Apārangi (or the appropriate Committee) consider that full process is not necessary, and the interim appointee can be appointed for a full term.
6.2 The exception to the above, where the time frame does not allow for full consultation, the Kaiwhakahaere will make the interim appointment.
TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS AND KOMITI SUPPORTED BY THE OFFICE OF TE RŪNANGA O NGĀI TAHU JUNE 2019 Page 5 of 5 TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS (“THE POLICY”) - Appointments by Category
Te Rūnanga Name Of Organisation Name of Committee Significance Sector Committee Heritage New Zealand Pouhere Taonga Maori Heritage Council Tribal Cultural & identity Te Apārangi
Ngāi Tahu Ancillary Claims Trust Ngāi Tahu Ancillary Claims Trust Tribal Cultural & identity Te Apārangi Hazardous Substances and New Organisms (HSNO HSNO Committee x 8 positions Tribal Environment Te Apārangi Committee Land Information New Zealand Crown Property High Country Advisory Group Tribal Environment Te Apārangi Land Information New Zealand New Zealand Geographic Board Tribal Environment Te Apārangi New Zealand Conservation Authority New Zealand Conservation Authority Tribal Environment Te Apārangi Whānau / social Tūhono Trust Tūhono Trust Tribal Te Apārangi development Ngāi Tahu Māori Rock Art Trust Ngāi Tahu Māori Rock Art Trust (2 x positions) Regional Cultural & identity Te Apārangi Ara Council (formerly CPIT) Ara Council Regional Education Te Apārangi Lincoln University Lincoln University Council Regional Education Te Apārangi University of Canterbury University of Canterbury Council Regional Education Te Apārangi Department of Conservation Conservation Board - Aoraki/ Canterbury x 4 positions Regional Environment Te Apārangi Department of Conservation Conservation Board - Nelson/ Marlborough x 2 positions Regional Environment Te Apārangi Department of Conservation Conservation Board - Otago x2 positions Regional Environment Te Apārangi Department of Conservation Conservation Board - Southland x 2 positions Regional Environment Te Apārangi Department of Conservation Conservation Board - West Coast x2 positions Regional Environment Te Apārangi Department of Conservation Guardians of Lakes Manapouri, Monowai and Te Anau Regional Environment Te Apārangi Department of Conservation Guardians of Lakes Wānaka and Hāwea Regional Environment Te Apārangi Department of Conservation Moleworth Steering Committee Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Hoiho Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Kākāpō Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Kiwi Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Mohua Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Non Migratory Galaxiids Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Orange fronted Parakeet Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Pateke (Brown Teal) Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Weka Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Westland Petrel (Taiko) Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Whio Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Kakī Regional Environment Te Apārangi Department of Conservation Species Recovery Groups - Takahē Regional Environment Te Apārangi Department of Conservation Whenua Hou Komiti x 4 Regional Environment Te Apārangi Fish & Game Council – Central South Island Fish & Game Council – Central South Island Regional Environment Te Apārangi
Policy - Appendix One 1 of 2 July 2019 TE RŪNANGA O NGĀI TAHU POLICY ON APPOINTMENTS TO EXTERNAL ORGANISATIONS (“THE POLICY”) - Appointments by Category
Fish & Game Council – North Canterbury Fish & Game Council – North Canterbury Regional Environment Te Apārangi Fish & Game Council – Otago Fish & Game Council – Otago Regional Environment Te Apārangi Fish & Game Council – Southland Fish & Game Council – Southland Regional Environment Te Apārangi Fish & Game Council – West Coast Fish & Game Council – West Coast Regional Environment Te Apārangi Fish & Game Council Nelson/Marlborough Fish & Game Council – Nelson/Marlborough Regional Environment Te Apārangi Ministry for the Environment Fiordland Marine Guardians Regional Environment Te Apārangi Ministry for the Environment Kaikoura Marine Guardians Regional Environment Te Apārangi Rakiura Titi Committee Rakiura Titi Committee Regional Environment Te Apārangi Rakiura Titi Islands Administration Body Rakiura Titi Islands Administration Body Regional Environment Te Apārangi Te Waihora Co-Governance Ngāi Tahu Representatives x5 Te Waihora Co-Governance Ngāi Tahu Representatives Regional Environment Te Apārangi positions Canterbury Museum Canterbury Museum Trust Board Papatipu Rūnanga Cultural & identity Te Apārangi
Okains Bay Maori and Colonial Museum Trust Okains Bay Maori and Colonial Museum Trust Papatipu Rūnanga Cultural & identity Te Apārangi Early Childhood Education - Initial Teacher Education University of Otago Papatipu Rūnanga Education Te Apārangi External Advisory Committee Primary Education - Initial Teacher Education External University of Otago Papatipu Rūnanga Education Te Apārangi Advisory Committee Secondary Education - Initial Teacher Education External University of Otago Papatipu Rūnanga Education Te Apārangi Advisory Committee Papatipu Rūnanga Environment Te Apārangi Greater Christchurch Partnership (formerly UDSIC) Greater Christchurch Partnership Committee x 3 positions Kaiapoi Pā Trust Kaiapoi Pā Trust Papatipu Rūnanga Environment Te Apārangi Lincoln University Human Ethics Committee Papatipu Rūnanga Environment Te Apārangi Lincoln University Institutional Biological Safety Committee (IBSC) Papatipu Rūnanga Environment Te Apārangi Meridian Energy Te Waiau Mahika Kai Trust Papatipu Rūnanga Environment Te Apārangi Okains Bay Parks and Reserves Okains Bay Parks and Reserves Papatipu Rūnanga Environment Te Apārangi Te Kōhaka o Tuhaitara Trust Te Kōhaka o Tuhaitara Trust Papatipu Rūnanga Environment Te Apārangi Otago University - Institutional Biological Safety Committee University of Otago Papatipu Rūnanga Environment Te Apārangi (IBSC) Kātiki Management Group Kātiki Management Group Papatipu Rūnanga Environment Te Here Komiti Whakahaere/Māhinapua Management Committee Komiti Whakahaere/Māhinapua Management Committee Papatipu Rūnanga Environment Te Here Komiti Whakahaere/Muriwai Management Committee Komiti Whakahaere/Muriwai Management Committee Papatipu Rūnanga Environment Te Here Komiti Whakahaere/Ōruaka Management Committee Komiti Whakahaere/Ōruaka Management Committee Papatipu Rūnanga Environment Te Here Ōnawe Pā Advisory Komiti Ōnawe Pā Advisory Komiti Papatipu Rūnanga Environment Te Here Te Nohoaka o Tukiauau / Sinclair Wetlands Trust Te Nohoaka o Tukiauau / Sinclair Wetlands Trust Papatipu Rūnanga Environment Te Here
Policy - Appendix One 2 of 2 July 2019 APPENDIX TWO
Appointments to External Organisations – New Positions
1. Background: 1.1 During the twelve month review of the Policy, consultation conducted with the Technical Support Team from the Office of Te Rūnanga identified six new Komiti for Te Apārangi consideration to be included under the Policy.
1.2 Of the six Komiti recommended for inclusion under the Policy, three are established groups with Ngāi Tahu representatives already in place, and the remaining four are new, and require Ngāi Tahu appointments.
1.3 All six of the Komiti were recommended for inclusion by the Tribal Properties team within Te Ao Tūroa. This team would provide the technical support required for each position.
1.4 The Strategy and Influence team supported the recommendation to include these Komiti to show Te Rūnanga support of the work they are doing, and to open access for the appointees to the fees and pastoral support provided e.g. professional development opportunities and the annual External Appointments Wānanga.
2. Overview of the new boards: Note: Representatives from the Office of Te Rūnanga identified below are not recommended for inclusion under the Policy, only those from the Papatipu Rūnanga. 2.1 Kātiki Management Group Purpose: The group was formed to oversee the management of Kātiki Reserve (a tribal property) and develop the management plan for the pā site. Appointees: The Kātiki Management Group is made up of four Te Rūnanga o Moeraki Executive representatives. Total: 4 positions to be covered under the Policy. Financial Implication: Meeting Fee Professional Total per annum Development ($250pp / #4 positions / #4 hui pa) (Total : $1500 pp/pa) $4,000 $6000 $10,000
2.2 Ōnawe Pā Advisory Komiti Purpose: Assist the Office of Te Rūnanga in an advisory capacity in the management of Ōnawe Pā. Appointees: The Onawe Pā Advisory Komiti is made up of up to two representatives from Ōnuku Rūnanga, up to two representatives from Wairewa Rūnanga, and representation from the Office of Te Rūnanga. Total: 4 positions to be covered under the Policy.
Page 1 of 3
Financial Implication: Meeting Fee Professional Total per annum Development ($250pp / #4 positions / #2 hui pa) (Total : $1500 pp/pa) $2,000 $6000 $8,000
2.3 Te Nohoaka o Tukiauau / Sinclair Wetlands Trust
Purpose: The Trust was established to restore and maintain the wetland ecosystem of Te Nohoaka to facilitate future mahinga kai opportunities.
Appointees: The Trust includes representatives of Ōtākou Rūnanga and the Tatawai Whenua Tapu Trust. Only the representative from Ōtākou Rūnanga would be covered under the Policy. Total: 1 position to be covered under the Policy. Financial Implication: Meeting Fee Professional Total per annum Development ($250pp / #1 position / #12 hui pa) (Total : $1500 pp/pa) $3,000 $1,500 $4,500
2.4 Komiti Whakahaere/Muriwai Management Committee Purpose: A newly established committee to manage the implementation plan for Muriwai (Coopers Lagoon). Appointees: The proposed committee will be made up of two representatives from Te Taumutu Rūnanga and one from the Office of Te Rūnanga. Total: 2 positions to be covered under the Policy. Financial Implication: Meeting Fee Professional Total per annum Development ($250pp / #2 positions / #2 hui pa) (Total : $1500 pp/pa) $1,000 $3,000 $4,000
2.5 Komiti Whakahaere/Māhinapua Management Committee Purpose: A newly established committee to manage the implementation plan for Māhinapua. Appointees: The proposed committee will be made up of 3 representatives, one from the Office of Te Rūnanga, one from Te Rūnanga o Ngāti Waewae and one from Te Rūnanga o Makaawhio. Total: 2 positions to be covered under the Policy.
Page 2 of 3
Financial Implication: Meeting Fee Professional Total per annum Development ($250pp / #2 positions / #2 hui pa) (Total : $1,500 pp/pa) $1,000 $3,000 $4,000
2.6 Komiti Whakahaere/Ōruaka Management Committee Purpose: A newly established committee to manage the implementation plan for Ōruaka Pā. The Committee will also act in an advisory capacity to assist Te Rūnanga o Ngāi Tahu in carrying out the functions of an administering body under the Reserves Act. Appointees: The proposed committee will be made up of 2 representatives from Wairewa Rūnanga and one from the Office of Te Rūnanga. Total: 2 positions to be covered under the Policy. Financial Implication (per person): Meeting Fee Professional Total per annum Development ($250pp / #2 position / #2 hui pa) (Total : $3,000 pp/pa) $1,000 $3,000 $4,000
Page 3 of 3
He Pepa Whakataunga
(Information Paper)
Nā: Group Head of Finance & Planning Ki a: Te Rūnanga o Ngai Tahu (TRoNT) Te Kaupapa: Insider Trading Policy Review Te Kaituhi: Group Head of Finance & Planning Te rā: 5 July 2019
1. TE WHĀINGA (PURPOSE):
1.1 To provide TRoNT with the proposed changes to the Insider Trading Policy for their review and approval.
2. BACKGROUND KUPU WHAKATAKI (BACKGROUND)
2.1 The Insider Trading Policy was last reviewed in September 2016 and is scheduled now to be reviewed again.
3. NGĀ KAUPAPA (POINTS OF INFORMATION)
3.1 The Insider Trading Policy is a policy that applies across the group and consultation has been initiated and feedback received from Senior Finance staff across TRG and Group General Counsel. Suggested changes to the policy are outlined in Appendix One.
3.2 The policy was reviewed and recommended by TRARC to TRoNT for approval at its meeting in June 2019.
3.3 There are no material changes to the policy. The changes either clarify an ambiguous point, make the policy easier to read or amend minor errors. Refer to Appendix One for those changes.
4. HE MAHERE MAHI (FURTHER WORK PLANNED)
4.1 None.
5. NGĀ WHAKATAUNGA (IMPLICATIONS)
5.1 Consistency with Ngāi Tahu 2025 – Yes
5.2 Consistency with Previous Policy Decisions – Yes
5.3 Consistency with Ngāi Tahu Values – Yes
Decision paper: Insider Trading Policy Review Te Rūnanga o Ngai Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 1 of 2
5.4 Financial Implications – Yes
5.5 Legal Implications – Yes
5.6 Information Technology Implications – No
6. WHAKAAROHANGA RŪNANGA (CONSULTATION CONSIDERATIONS)
6.1 Internal Consultation – Yes, Senior Finance staff across TRG and Group General Counsel
6.2 External Consultation – n/a
7. KO NGĀ WHAKATAU (RECOMMENDATIONS) That TRoNT: a) Receive this paper;
8. ĀPITIHANGA (APPENDICES) Appendix One – Insider Trading Policy with track-changes. Appendix Two – Insider Trading Policy without track-changes.
Group Head of Finance & Planning Date: 5 July 2019
Chief Executive Officer Date: 30 July 2019
Decision paper: Insider Trading Policy Review Te Rūnanga o Ngai Tahu – Te tekau mā ono o Whā, 2019 (16 August 2019) Page 2 of 2 APPENDIX ONE
APPENDIX ONE Formatted: Font: Bold, Font color: Red Formatted: Right
Insider Trading (Prevention) Policy September 2016June 2019
1. RATIONALE
1.1. The Te Rūnanga Group is committed to maintaining high ethical standards in respect of the business it conducts and the way it participates in commercial markets.
1.2. A key element of this is compliance with New Zealand Securities legislation (particularly, in relation to this policy) and ensuring employees, directors, Rūnanga Representatives and / or Alternative Representatives, contractors or others associated with the Te Rūnanga Group (for example participants in the Manawa Nui program run through NTHC Group) are aware of and comply with restrictions around the use of Inside Information. For the purposes of this policy the following will be referred to as “Covered Person”: employees; directors; Rūnanga Representatives and / or Alternative Representatives; contractors or others associated with the Te Rūnanga Group.
2. POLICY
2.1. “Inside Information” means any information which is not generally available to the public and which relates specifically to a company or the shares (or other relevant financial instrument) in a company which, if generally known by the public, would have a material effect on the price of the shares of the company. “
2.2. An example of Inside Information is where someone knows a company is about to announce very good or very bad financial results when that information is not publicly known.
2.3. It is Te Rūnanga Group policy that where a Covered Person any employee, director, Rūnanga Representatives, Alternative Representatives, contractor or other person associated with the Te Rūnanga Group receives Inside Information in respect of any Restricted Company, they must not trade in shares in the relevant company, advise or encourage other people to do so or pass on the Inside Information in anyway. Commented [DB1]: David Bennett (Oha) comment: 2.3 – suggest “employee, director, Rūnanga Representatives, 2.4. These prohibitions apply regardless of how the Inside Information is obtained , (whether in Alternative Representatives, contractor or other person the course of carrying out responsibilities or in passing in the corridor or a document left on associated with Te Rūnanga Group” be grouped and called “Covered Person” and then this term used going forward in the printer) and regardless of the reason for trading. the policy rather than listing out each of these roles every time. 2.5. Receiving Inside Information in itself is not wrong and is often a necessary part of carrying out Commented [DB2R1]: Agree and updated in 1.2 certain roles, but acting on that Inside Information by trading in shares or “tipping off” other people to do so or passing on the Inside Information can be a serious offence and can result in Commented [DB3]: David Bennett (Oha) comment: 2.4 – requires an opening bracket before “whether in the criminal convictions and substantial fines. course of….”
3. RESTRICTED COMPANIES Commented [DB4R3]: I agree, change updated
3.1. “Restricted Company” means any listed company (or company proposing to become listed) in which Te Rūnanga Group or any subsidiary; a) holds any shares or other security interest; b) may be negotiating any major transaction including a corporate collaboration, licence, acquisition, investment or sale; or Commented [DB5]: David Bennett (Oha) comment: c) otherwise receives Inside Information about. 3.1b – may be rather than maybe Commented [DB6R5]: I agree, change updated However, excluded are shares or other security interests held in an ETF (exchange traded fund) Insider Trading (Prevention) Policy Page | 1 v1.1 or managed by an investment manager on behalf of the Te Rūnanga Group entity in which no part of the Te Rūnanga Group has access to Inside Information.” Commented [DB7]: Stephen Ware (Farming) comment: Just to clarify Para 3.1, shares or other security interests held in an ETF (exchange traded fund) or managed by an investment manager on behalf of the Te Rūnanga Group entity in which no part of the Te Rūnanga Group has access to Inside Information are excluded from the definition of “Restricted Company”?
Insider Trading (Prevention) Policy Page | 2 v1.1 3.2. In respect of Ngāi Tahu Holdings Corporation Limited the Chief Executive of Ngāi Tahu Holdings Corporation Limited shall cause to be maintained a schedule of Restricted Companies.
4. APPROVAL TO BE OBTAINED FROM RELEVANT APPROVER
4.1. Not all information received about a company is necessarily Inside Information.
4.2. Any Covered Person employee, director, Rūnanga Representatives and / or Alternative Representatives or other person subject to this policy who becomes aware of information in the course of, or as a result of, their employment or engagement within the Te Rūnanga Group, that is or may potentially be Inside Information about a Restricted Company and who wishes to sell or purchase shares (or other financial instruments) in that particular company shall consult with the; a) Te Rūnanga Group General Counsel; b) or if he/she is unavailable alternatively a member of the Te Rūnanga Group legal team;, c) or if they are all unavailable the Chief Executive of Ngāi Tahu Holdings Corporation;, d) or he/she is unavailable the Chief Financial Officer of Ngāi Tahu Holdings Corporation;) Formatted: Normal, Indent: Left: 2.9 cm, No bullets or numbering d) to ascertain whether the information is, or may potentially be, Inside Information. Commented [DB8]: David Bennett (Oha) comments: Note in this respect, this policy does not extend to “blind” trading on behalf of a relevant 4.2 – use Covered Person rather than listing all the roles person, for example it does not extend to where a person has a Whai Rawa or Kiwi Saver again – UPDATED account (or an interest in any other managed investment scheme which they have no control or influence over what securities are traded). This is not considered to ‘trade’ shares for the 4.2 – reads better as: “Any Covered Person who, in the purposes of this policy. course of, or as a result of, their employment or engagement within the Te Rūnanga Group, becomes aware of information that is or may potentially be Inside Information 4.3. If the information is, or may potentially be, Inside Information then the prior approval from a about a Restricted Company and, who wishes to sell or Relevant Approver must be obtained prior to any trading in shares in that company by that purchase shares (or other financial instruments) in that person. particular company shall consult with….“ – DELETED “subject to this policy”
4.4. This policy provides for alternative approvers if the Relevant Approver is not immediately 4.2d – remove closed bracket after Corporation - UPDATED available. These alternative approvers are listed in the order from whom approval should be sought. 4.2 – put a space between d) and the statement “to ascertain whether the information is….” So that it doesn’t look like that statement is part of point d) - UPDATED 4.5. The Relevant Approver (and following the alternative approvers) for;
a) all Te Rūnanga Group employees (except for the Chief Executive of Ngāi Tahu Holdings Commented [DB9]: Stephen Ware (Farming) comment: Does Para 4.5 (c) read correctly? Should it be amended as Corporation) is the Chief Executive of Ngāi Tahu Holdings Corporation (or in the event follows? he/she is unavailable the Chief Financial Officer of Ngāi Tahu Holdings Corporation, the the Ngāi Tahu Holdings Corporation Chair is the Chair of the General Counsel of the Te Rūnanga Group, the Chief Executive Officer of the Office of Te Ngāi Tahu Holdings Corporation Audit, Finance and Risk Rūnanga o Ngāi Tahu). Committee (or in the event he/she is unavailable the Chair of the AFRC, or a member of that committee, or a director of b) the Chief Executive of Ngāi Tahu Holdings Corporation, all NTHC Group Directors Ngāi Tahu Holdings Corporation or the Kaiwhakahaere, or (excluding the Chair of Ngāi Tahu Holdings Corporation Limited) and Rūnanga the Deputy Kaiwhakahaere). Representatives and Alternate Rūnanga Representatives (who are not also Ngāi Tahu Commented [DB10R9]: Agree and updated Holdings Group employees) is the Chair of Ngāi Tahu Holdings Corporation Limited (or in the event he/she is unavailable the Chair of the Ngai Tahu Holdings Corporation Audit, Commented [DB11]: Chris Ford comment: Finance and Risk Committee, or a member of that committee , or a director of Ngāi Tahu Kia ora Darren
Holdings Corporation, or the Kaiwhakahaere, or the Deputy Kaiwhakahaere). I had a look at this policy. Clause 4.5 is worth a discussion as c) the Ngāi Tahu Holdings Corporation Chair is the Chair of the Ngāi Tahu Holdings it crosses entity/management lines but otherwise I was Corporation Audit, Finance and Risk Committee (or in the event he/she is unavailable the generally fine with the policy. I’d be interested in other Chair of the AFRC, or a member of that committee, or a director of Ngāi Tahu Holdings feedback you may have had on the policy or any proposed changes. Corporation or the Kaiwhakahaere, or the Deputy Kaiwhakahaere). Commented [DB12R11]: Discussed with CF on 11/6/19 and no change to make Insider Trading (Prevention) Policy Page | 3 v1.1 4.6. The Relevant Approver must withhold authorisation to any request to trade in shares in a Restricted Company by a Covered Personn employee, director, Rūnanga Representative, Alternative Representative, contractor or other person covered by this policy if the Relevant Approver knows the person is aware of information about that company where it is determined that:;
a) the person is in the possession of Inside Information; or b) the person may not have received Inside Information but trading in the shares by that particular person could give rise to an investigation by the Securities Commission; or c) otherwise potentially cast the Te Rūnanga Group in a negative public light. Commented [DB13]: David Bennett (Oha) comment: 4.6 – use Covered Person rather than listing all the roles 4.7. It is vital to note however that the Relevant Approver, nor Te Rūnanga Group or any entity again within the Te Rūnanga Group does not assume and does not become liable in any way for the Commented [DB14R13]: UPDATED decisions of persons seeking approvals under this policy. Nor does compliance with this policy in anyway guarantee or ensure compliance with relevant securities laws.
5. KEY PERSONNEAL - CERTAIN PERSONS WHO MUST ALWAYS OBTAIN AUTHORISATION Commented [DB15]: Andreas Carrara (Seafood) comment: 5.1. As a precaution, in regard to Restricted Companies, certain Covered Persons employees, directors, contractors and others covered by this policy may, by virtue of their position within Looks fine from my perspective – if being pedantic then need to change heading of section 5 from personal to personnel. the Te Rūnanga Group, be identified as persons likely to receive Inside Information in the course of their employment or engagement whether or not that person has or will in fact Commented [DB16R15]: UPDATED receive such information (“Key Personnel”).
5.2. Te Rūnanga, all Te Rūnanga Group boards and all Chief Executives within the Te Rūnanga Group are entitled to nominate Key Personnel.
5.3. In respect of any Restricted Companies where Inside Information is likely to be received, the Chief Executive of Ngāi Tahu Holdings Corporation will prepare a list of Key Personnel and notify those people that they are in this category and advise them that they must always obtain the prior written authorisation from the Relevant Approver to any trading in shares in Restricted Companies regardless of whether they have in fact received any Inside Information.
5.4. The list of Key Personnel for Ngāi Tahu Holdings Corporation will include the; a) Chief Executive; b) Chief Financial Officer; c) Chief Investment Officer; d) All persons who receive board papers containing information which may be Inside Information, anyone else who will or may receive Inside Information and the administrative staff of all of these persons and any IT staff with access to the relevant computer files.
6. IF IN DOUBT, ASK!
6.1 Not all information about a company is Inside Information.
6.2 If there are any questions or concerns about trading in shares in any company which Inside Information has or may have been received about, including whether you have Inside Information, please discuss the matter with the Te Rūnanga Group General Counsel before trading in or tipping any other person to trade.
Insider Trading (Prevention) Policy Page | 4 v1.1 7. MONITORING OF TRADING
7.1 Trading by Key Personnel and others covered by this policy may be monitored as part of the administration of this policy.
8. OBLIGATIONS AT LAW UNCHANGED
8.1 Nothing in this policy limits or replaces any individual’s obligations of compliance with securities legislation or as otherwise required by law.
Document History and Version Control Title Insider Trading (Prevention) Policy Version number v1.1 Date last approved September 2016 Next review date 2019 Owner GH Finance & Planning Reviewer TRARC Approver TRoNT History v1.0 - New Policy August 2011 v1.1 - Reviewed and amended September 2016
Insider Trading (Prevention) Policy Page | 5 v1.1 APPENDIX TWO
Insider Trading (Prevention) Policy June 2019
1. RATIONALE
1.1. The Te Rūnanga Group is committed to maintaining high ethical standards in respect of the business it conducts and the way it participates in commercial markets.
1.2. A key element of this is compliance with New Zealand Securities legislation (particularly, in relation to this policy) and ensuring employees, directors, Rūnanga Representatives and / or Alternative Representatives, contractors or others associated with the Te Rūnanga Group (for example participants in the Manawa Nui program run through NTHC Group) are aware of and comply with restrictions around the use of Inside Information. For the purposes of this policy the following will be referred to as “Covered Person”: employees; directors; Rūnanga Representatives and / or Alternative Representatives; contractors or others associated with the Te Rūnanga Group.
2. POLICY
2.1. “Inside Information” means any information which is not generally available to the public and which relates specifically to a company or the shares (or other relevant financial instrument) in a company which, if generally known by the public, would have a material effect on the price of the shares of the company. “
2.2. An example of Inside Information is where someone knows a company is about to announce very good or very bad financial results when that information is not publicly known.
2.3. It is Te Rūnanga Group policy that where a Covered Person receives Inside Information in respect of any Restricted Company, they must not trade in shares in the relevant company, advise or encourage other people to do so or pass on the Inside Information in anyway.
2.4. These prohibitions apply regardless of how the Inside Information is obtained (whether in the course of carrying out responsibilities or in passing in the corridor or a document left on the printer) and regardless of the reason for trading.
2.5. Receiving Inside Information in itself is not wrong and is often a necessary part of carrying out certain roles, but acting on that Inside Information by trading in shares or “tipping off” other people to do so or passing on the Inside Information can be a serious offence and can result in criminal convictions and substantial fines.
3. RESTRICTED COMPANIES
3.1. “Restricted Company” means any listed company (or company proposing to become listed) in which Te Rūnanga Group or any subsidiary; a) holds any shares or other security interest; b) may be negotiating any major transaction including a corporate collaboration, licence, acquisition, investment or sale; or c) otherwise receives Inside Information about.
However, excluded are shares or other security interests held in an ETF (exchange traded fund) or managed by an investment manager on behalf of the Te Rūnanga Group entity in which no part of the Te Rūnanga Group has access to Inside Information.” Insider Trading (Prevention) Policy Page | 1 v1.2 3.2. In respect of Ngāi Tahu Holdings Corporation Limited the Chief Executive of Ngāi Tahu Holdings Corporation Limited shall cause to be maintained a schedule of Restricted Companies.
4. APPROVAL TO BE OBTAINED FROM RELEVANT APPROVER
4.1. Not all information received about a company is necessarily Inside Information.
4.2. Any Covered Person who becomes aware of information in the course of, or as a result of, their employment or engagement within the Te Rūnanga Group, that is or may potentially be Inside Information about a Restricted Company and who wishes to sell or purchase shares (or other financial instruments) in that particular company shall consult with the; a) Te Rūnanga Group General Counsel; b) or if he/she is unavailable alternatively a member of the Te Rūnanga Group legal team; c) or if they are all unavailable the Chief Executive of Ngāi Tahu Holdings Corporation; d) or he/she is unavailable the Chief Financial Officer of Ngāi Tahu Holdings Corporation; to ascertain whether the information is, or may potentially be, Inside Information.
Note in this respect, this policy does not extend to “blind” trading on behalf of a relevant person, for example it does not extend to where a person has a Whai Rawa or Kiwi Saver account (or an interest in any other managed investment scheme which they have no control or influence over what securities are traded). This is not considered to ‘trade’ shares for the purposes of this policy.
4.3. If the information is, or may potentially be, Inside Information then the prior approval from a Relevant Approver must be obtained prior to any trading in shares in that company by that person.
4.4. This policy provides for alternative approvers if the Relevant Approver is not immediately available. These alternative approvers are listed in the order from whom approval should be sought.
4.5. The Relevant Approver (and following the alternative approvers) for;
a) all Te Rūnanga Group employees (except for the Chief Executive of Ngāi Tahu Holdings Corporation) is the Chief Executive of Ngāi Tahu Holdings Corporation (or in the event he/she is unavailable the Chief Financial Officer of Ngāi Tahu Holdings Corporation, the General Counsel of the Te Rūnanga Group, the Chief Executive Officer of the Office of Te Rūnanga o Ngāi Tahu). b) the Chief Executive of Ngāi Tahu Holdings Corporation, all NTHC Group Directors (excluding the Chair of Ngāi Tahu Holdings Corporation Limited) and Rūnanga Representatives and Alternate Rūnanga Representatives (who are not also Ngāi Tahu Holdings Group employees) is the Chair of Ngāi Tahu Holdings Corporation Limited (or in the event he/she is unavailable the Chair of the Ngai Tahu Holdings Corporation Audit, Finance and Risk Committee, or a member of that committee , or a director of Ngāi Tahu Holdings Corporation, or the Kaiwhakahaere, or the Deputy Kaiwhakahaere). c) the Ngāi Tahu Holdings Corporation Chair is the Chair of the Ngāi Tahu Holdings Corporation Audit, Finance and Risk Committee (or in the event he/she is unavailable a member of that committee, or a director of Ngāi Tahu Holdings Corporation or the Kaiwhakahaere, or the Deputy Kaiwhakahaere).
Insider Trading (Prevention) Policy Page | 2 v1.2 4.6. The Relevant Approver must withhold authorisation to any request to trade in shares in a Restricted Company by a Covered Person if the Relevant Approver knows the person is aware of information about that company where it is determined that:
a) the person is in the possession of Inside Information; or b) the person may not have received Inside Information but trading in the shares by that particular person could give rise to an investigation by the Securities Commission; or c) otherwise potentially cast the Te Rūnanga Group in a negative public light.
4.7. It is vital to note however that the Relevant Approver, nor Te Rūnanga Group or any entity within the Te Rūnanga Group does not assume and does not become liable in any way for the decisions of persons seeking approvals under this policy. Nor does compliance with this policy in anyway guarantee or ensure compliance with relevant securities laws.
5. KEY PERSONNE- CERTAIN PERSONS WHO MUST ALWAYS OBTAIN AUTHORISATION
5.1. As a precaution, in regard to Restricted Companies, certain Covered Persons may, by virtue of their position within the Te Rūnanga Group, be identified as persons likely to receive Inside Information in the course of their employment or engagement whether or not that person has or will in fact receive such information (“Key Personnel”).
5.2. Te Rūnanga, all Te Rūnanga Group boards and all Chief Executives within the Te Rūnanga Group are entitled to nominate Key Personnel.
5.3. In respect of any Restricted Companies where Inside Information is likely to be received, the Chief Executive of Ngāi Tahu Holdings Corporation will prepare a list of Key Personnel and notify those people that they are in this category and advise them that they must always obtain the prior written authorisation from the Relevant Approver to any trading in shares in Restricted Companies regardless of whether they have in fact received any Inside Information.
5.4. The list of Key Personnel for Ngāi Tahu Holdings Corporation will include the; a) Chief Executive; b) Chief Financial Officer; c) Chief Investment Officer; d) All persons who receive board papers containing information which may be Inside Information, anyone else who will or may receive Inside Information and the administrative staff of all of these persons and any IT staff with access to the relevant computer files.
6. IF IN DOUBT, ASK!
6.1 Not all information about a company is Inside Information.
6.2 If there are any questions or concerns about trading in shares in any company which Inside Information has or may have been received about, including whether you have Inside Information, please discuss the matter with the Te Rūnanga Group General Counsel before trading in or tipping any other person to trade.
Insider Trading (Prevention) Policy Page | 3 v1.2 7. MONITORING OF TRADING
7.1 Trading by Key Personnel and others covered by this policy may be monitored as part of the administration of this policy.
8. OBLIGATIONS AT LAW UNCHANGED
8.1 Nothing in this policy limits or replaces any individual’s obligations of compliance with securities legislation or as otherwise required by law.
Document History and Version Control Title Insider Trading (Prevention) Policy Version number v1.2 Date last approved X 2019 Next review date 2024 Owner GH Finance & Planning Reviewer TRARC Approver TRoNT History v1.0 - New Policy August 2011 v1.1 - Reviewed and amended September 2016
V1.2 - Reviewed and amended x 2019
Insider Trading (Prevention) Policy Page | 4 v1.2