HUI TAUMATA 2005 : HUI TAUMATA 2005 Key Findings
Hon Parekura Horomia : Hon Parekura Horomia Building capability and developing partnerships
Future prosperity is linked to Maori participation in the economy
Need strong leadership
Maori must be accountable
Effective governance is vital
Globalisation is a challenge to face
Hon Parekura Horomia : Hon Parekura Horomia
Partnership is key aspect
No place for complacency
Need to raise educational standards
Increase diversity of business
Participate in the global economy
Maori participation is about “bottom-up”
Rt Hon Helen Clark : Rt Hon Helen Clark Here to chart new pathways for the future
Maoridom gathers here from a position of strength
The most important focus is on looking forward
Tamariki are critical to our common future
Everyone must have the chance to succeed
Maori success is crucial to New Zealand’s success
Incredible journey of development which Maori must continue to lead
Rt Hon Helen Clark : Rt Hon Helen Clark Maoridom itself is supplying the navigators
Government’s role is to ensure that New Zealand’s growth and development continues
Maori development requires leadership, commitment, good strategies and policies
There is no room for complacency, the status quo, or for going back to policies of the past
Committed to a bold agenda and to working with Maori to realise their potential
Sir Paul Reeves : Sir Paul Reeves The vision is to expand Maori economic pathways
Create, grow and succeed in our future together
Hui Taumata is neither the start nor the end but a time to reflect, reset and recharge for the generations ahead
It is a catalyst
This hui is geared towards innovative and revolutionary thinking, practical and sustainable solutions
We are here for the long haul
Ensuring that although we may create and succeed in the economic stakes, our identity as Maori evolves and is neither compromised nor lost
Shane Jones : Shane Jones Maori are at a “turning point” – we have a youthful Maori population and an unprecedented demographic profile
Cultural determination has been prominent in the last two decades
We have restored pride in culture, revitalised our language and recovered resources
We must learn and practice adaptation, innovation, risk taking
Maori now need to set the agenda for Maori economic development success
Shane Jones : Shane Jones Increase our confidence
Generate solutions for ourselves
Reinforce that Maori are positive contributors to the economy
Key challenge is addressing poor educational outcomes for Maori at the secondary level
Role of wananga is an important part of the solution
Key component to our economic future is international trade. For example, free trade agreement with China
Our 20 year rite of passage is over
Maori creative contribution will shape the nation’s global identity
Moana Maniapoto : Moana Maniapoto Moana spoke from a personal perspective – the greatest Maori asset is people
The hardest place in the world to be Maori is New Zealand. Maori identity is generally extremely well-received overseas, and often resonates with people at a deep level
Maori need to ensure that they are taking Maori identity to the world, not having it taken off them
Moana Maniapoto : Moana Maniapoto Maori have some loose cannons, like any other people, but are overall a strong, talented and beautiful people
Advocated that Maori revisit their core values
Build their own and each other’s self belief
Need to grow teachers who will teach analytical skills
Maoridom has successfully resisted cultural mummification
Sarah Reo : Sarah Reo Sarah talked about her experience starting up a business with her partner Jason Fox
She and Jason dreamed of gaining financial freedom by contributing to the improvement of bicultural communication in the public sector
Embarked on a couple of hard years, moving in with Jason’s parents
Received a great deal of advice – some positive, some negative
Their self-belief slowly grew with success
Sarah noted that their greatest business adversary had been themselves
Sarah Reo : Sarah Reo They had to train themselves to be resilient
Lateral thinking led them to conceive of Cultureflow as a system
Mayoral delegation to China led to prototype for teaching English to Mandarin speakers
Are partnering with Innaworks, with cutting edge mobile phone technology
Advocates having a big dream, solid infrastructure, constant sacrifice and integrity as the keys to success
Wally Stone : Wally Stone Practitioner’s view of Maori economic development and commercial enterprise
Three key building blocks. Purpose is about capturing the vision
Structure is about an appropriate business vehicle
People is about expertise
Enterprise skills are also life skills.
Ability to hear, see and absorb information; analyse information; communicate clearly what you want to achieve; confidence; act on decisions; ability to add value and improve
Wally Stone : Wally Stone Success factors for Maori enterprise development include
Removing politics from enterprise
Know when to cooperate and when to compete
Need to add value to themselves and become price makers
In the global market, Maori must add to NZ’s share, participation and voice
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Rod Oram
Entrepreneurship can be taught
Need the urge, teachers, courses and mentors, opportunities and resources
Recent survey shows Maori have the highest levels of entrepreneurship
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Graham Pryor
Successful innovation requires diligence, persistence and stick-ability
Concentrate on building Maori enterprise for much longer periods – build to survive for 100 years
Entrepreneurship can be learned
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Hinerangi Edwards
Creating new entrepreneurs
Allow people to make mistakes
Need to have teachers and mentors
Create models - share ideas
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Key points made / agreed in workshops
Create a culture of expectation
Encourage our young people to aspire to excellence
Expectations of success start at home
Publicise successful Maori business to build a climate of success
Extend our networks
Provide mentors who are exceptional role models
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Key points made / agreed in workshops continued
Build sustainable networks
Education – in schools, homes, work
Creating opportunities e.g. incubators, think tanks
Developing a best practice tool kit – business planning, coaching/mentoring system - clinics using the sports model
Developing Enterprise/ Entrepreneurship : Developing Enterprise/ Entrepreneurship Summary of key points agreed
Encourage the indigenisation of entrepreneurship from a young age starting with whanau and extending into the formal education system
Investment in entrepreneurship education, coaching, mentoring and networking initiatives to promote entrepreneurship
Developing Enterprise/ Creative Sector : Developing Enterprise/ Creative Sector Robyn Bargh
We need courage, determination and vision
Articulate original ideas, describe Maori identity as a unique point of difference for New Zealand
Need to build on new art forms of our tupuna
We need partnership – national, international and indigenous
Developing Enterprise/ Creative Sector : Developing Enterprise/ Creative Sector Rewi Spraggon
New Zealand undervalues the art sector
We react rather than create trends and force change
Need a training infrastructure implemented into the development of our artists, marketing and taxation
Most important thing in the creative sector is to continue creating
Developing Enterprise/ Creative Sector : Developing Enterprise/ Creative Sector Willie Jackson
Broadcasting is an integral part of Maori development
We must invest in our story being told, not just talking about money
We need a strategy that will ensure that our stories are told properly in the mainstream
Developing Enterprise/ Creative Sector : Developing Enterprise/ Creative Sector Cliff Curtis
Film and television can strengthen our identity – imagination will come in an endless supply
We must ensure that we do not sell our souls, our identity, what it means to be Maori
Developing Enterprise/ Creative Sector : Developing Enterprise/ Creative Sector Summary of key points agreed
The challenges for the creative sector are:
Integrity
Innovation
Investment
Infrastructure
Create a synergy between the creative sector and other sectors, leverage the benefits from those industries/activities
Need to explore brand “Maori” not just in the creative sector across our entire lifestyle as Maori
Enterprise/Globalisation : Enterprise/Globalisation Robin Hapi
Equip our managers with the best skills and experiences
Cooperate more between industries
Maori involved in trade delegations and missions
Greater uptake of international training opportunities
Promote our products in a coordinated way
Enterprise/Globalisation : Enterprise/Globalisation Oscar Nathan
Create a culture of success
Outward, but also about bringing the world here
Enterprise/Globalisation : Enterprise/Globalisation Charles Royal
Maori need to radically rethink what it means to be Maori
Maori need to develop distinctive, innovative products
Enterprise/Globalisation : Enterprise/Globalisation Ross Wilson
Globalisation has both positive and negative effects
Strong case for substantial education and work-based training initiative for rangatahi and workplace learning for pakeke
Innovation can come from people in the workplace, employees can add value
Enterprise/Globalisation : Enterprise/Globalisation Key points made
Using our intellectual property in creative ways, ways that give uniqueness and competitiveness
We need a Maori venture capital fund in order to launch our products globally
Attention needs to be given to ethics of doing business globally
Greater investment in R & D needed – areas such as science and engineering are a priority
Enterprise/Globalisation : Enterprise/Globalisation Key points made
Recommend the establishment of a Centre for Indigenous Global Innovation to produce training, access to markets and information
Need more information and understanding of what globalisation is, so we can raise global warriors
Developing Assets : Developing Assets Tahu Potiki
Developing assets is never easy, lots of diversions, tribal politics, traditional attachments to land, parochial decision making, conservative, risk averse governance
Three key factors:
Clarity of purpose
Getting the right people
Communicate well – clearly articulate expectations
Developing Assets : Developing Assets Rob McLeod
Strong interdependence of the Maori economy and the New Zealand economy
On a labour market basis, the economic value that could be achieved by closing the gap between Maori and non-Maori unemployment rates could be a lump payment of $15 billion
On an income basis, huge value is to be gained from closing the income gap between Maori and non-Maori. Comparing the income gap on the basis of the average wage, this could mean a lump sum payment in the order of $41 billion. (Treaty settlements - $715 million.)
Developing Assets : Developing Assets Rob McLeod
Key to closing the gap is to focus on Maori education and skills development
The most valuable asset for Maori is their human capital, the return on investment from education and training, and the economic power within human capital across Maoridom
The corporate model is superior to the trust model because shareholders have greater leverage over assets and business managers
Developing Assets : Developing Assets Rob McLeod
Nepotism is not necessarily a problem and could be helpful in respect of the strong ethics governing family relationships. When it is a problem, it is more to do with the functioning of the agent/principal relationships
Increased Maori labour and investment activity is critical
We need to gain more support from others to support Maori entrepreneurs
Developing Assets / Export and International Business : Developing Assets / Export and International Business Craig Norgate
Maori should be immensely proud of progress in the last 20 years, but is this sufficient for Maori as a people?
Need to provide for basic needs and capability development
Reality check – only Fonterra is a global player
Priorities: collective ownership, primary industries, and a commitment to investment in future development
Need to grow business in primary industries
Developing Assets / Export and International Business : Developing Assets / Export and International Business Paul Morgan
One Maori company has good export revenue: Sealord Group
We need economies of scale
What it takes to cash in on trends:
Market information/intelligence
Invest in customer relationships
Need companies that have significant sales revenue
Put tribal issues aside – focus on cooperation and how those assets can be managed
Developing Assets / Export and International Business : Developing Assets / Export and International Business Shaan Stevens
Our focus should be on quality and margins
Understand what people want
Maori have an advantage when it comes to interpersonal relationships: the ‘what do you want approach’, not ‘I can tell you what you want’
You have what you have – the real question is how many people know what you have got
Education goes hand in hand with business because education is going to be the key to unlock our future
Developing Assets / Export and International Business : Developing Assets / Export and International Business John Whitehead
Economic development for Maori is linked with the development of the economy as a whole
Make the case for people to buy our goods and services rather than wait for them to come to us
Economic development should have a strong emphasis on developing the skills of Maori people
Ensure that the purpose of assets and entities are clear
Spend time on the ground in overseas markets
Developing Assets / Export and International Business : Developing Assets / Export and International Business Key points agreed in workshops
Build a Maori expatriates network
Build and form alliances here and overseas
Make cooperation a reality
Invest in knowledge
Understanding the global market, requirements, development needs
Developing Assets / Export and International Business : Developing Assets / Export and International Business Key points agreed in workshops
Continuing focus on wananga education that moves beyond cultural revitalisation
Invest in key partnerships and relationship management
Develop connections for small and medium sized businesses
Ensure that we have research and development
Developing Assets / Capital : Developing Assets / Capital Adrian Orr
To create economic growth you need:
More inputs (capital and labour)
More outputs per input – productivity
Different outputs per input – innovation
Investment principles should include clear goals and objectives, a long term growth strategy
Skills, knowledge, experience and resources are essential to implementing a sound investment plan
Developing Assets / Capital : Developing Assets / Capital Adrian Orr
Maori investment challenges include: education attainment, skills, knowledge, experience, location, assets, property rights, access to capital, governance
In 2025 Maori will be setting the global benchmark for indigenous people in sustainable development
Developing Assets / Capital : Developing Assets / Capital Fred Cookson
To create commercially savvy Maori organisations we need to have sound, effective governance/financial management/reporting systems in place
Tony Hannon
Maori need to consider entering into private investment arena
Get in and give investment a go
Developing Assets / Capital : Developing Assets / Capital Workshops – key findings
We need to move from low to high risk and learn to manage
Collaboration
Need a commercial focus for commercial business, but that doesn’t exclude consideration of the cultural imperative
Attracting capital will require getting the right purpose, structure, people and investments
Benchmark ourselves against the highest performers
Create strategic alliances
Diversify across all sectors and build excellence in all
Expose managers offshore with successful companies
Retain/control ownership
Developing Assets / Capital : Developing Assets / Capital Workshops – key findings
Build collaborative clusters
Invest in market research and research and development
Gains: set aside a percentage of the gain for capital investment
Amalgamate farming, fishing, forests and assets from TOW claims
Gather highly qualified, skilled, passionate Maori expertise into think tanks or fora and build the capability amongst rangatahi
Separate governance and corporate activities
Role of the trust/governance structure – vision and wealth distribution
Corporate structure – creation of wealth
Developing Assets / Governance : Developing Assets / Governance Tony Craig
The rigour applied to the recruitment and performance of CEs is not applied to board members
Effective governance requires:
Embracing a culture of assessment practices and models
Establishing a database of all skills and competencies of current trustees
Tailoring learning needs and styles to trustees’ needs
Learning and documenting best performance and best practice
Ensuring balance and mix of skill on boards
Developing Assets / Governance : Developing Assets / Governance Mai Chen
Maori need to have a legislative strategy
Leadership needs to use specialists who will transfer skills
Maori need to learn to use the law to their advantage and the resources available to them to build their own capability
Developing Assets / Governance : Developing Assets / Governance Kirsten Kohere
Lack of Maori women’s participation at the governance level
Ensure Maori decision makers have sufficient Maori identity
Improve the professional development of current governors
Establish Maori leadership programmes and increase mentoring opportunities
Developing Assets / Governance : Developing Assets / Governance Temuera Hall
Business does not care what language you speak, what colour your skin is or what religion you belong to
Business is receptive to morals, principles and values as Maori. It is our culture - its philosophy, its values and its morals - that is our point of difference
Key aspects to governance:
Compliance, accountability, transparency, risk management
Vision, strategic direction
Good Maori governance needs to be continually looking to set up the generation ahead
Consolidation is a necessity
Huge efficiency gains to be made by jointly managing assets
Developing Assets / Governance : Developing Assets / Governance Key points agreed in workshops
Education and training for existing workforce
Succession planning
Good quality management systems
Achieving a balance between tikanga and technical expertise on governance bodies
Communicating and reporting back regularly to constituents
Share information on successful practice
De-mystifying governance to whanau – encourage their participation and involvement
Developing Assets / Governance : Developing Assets / Governance Key points agreed in workshops
Cultural values – develop a short to medium term strategy that promotes the transfer of cultural knowledge
Establish a mentoring programme that integrates traditional values and sound governance principles to eliminate skill deficit
Developing People : Developing People Mason Durie
“The potential within the Maori population has never been greater”
After the 1984 Hui significant transformation occurred
The question is whether new transformative experiences are needed to take Maori into the future
Developing People : Developing People Mason Durie
Goals for the future create a focus on:
High achievement and quality outcomes
Enhanced whanau capacities
Collaboration
Governance and leadership
Maori workforce capacity
We need a dedication to long-term planning so future generations “might live as Maori and as citizens of the world”
Developing People : Developing People Kuni Jenkins
Wananga is a test as to what lifelong learning might be
Knowledge is power – academics talk about power in a particular way. Maori have their own ideas about power
Look to the past to provide models for the future
Out of partnership (working with others) comes the ability to facilitate access to knowledge and skills
Developing People / Learning for Life : Developing People / Learning for Life Dr Catherine Love
We need to build on:
Revitalised identity, language and culture
Our tamariki are our taonga
Our survival instinct
Our huge uptake of education throughout our lives
Our participation in Maori educational institutions
Relationships that we are already forming with other indigenous peoples
Developing People / Learning for Life : Developing People / Learning for Life Dr Catherine Love
Continuing focus on wananga education that moves beyond cultural revitalisation
Partnerships and collaborations between polytechnics, universities and wananga – as equals (cross crediting arrangements)
The removal of the cap on enrolments for wananga
Greater representation and control in the Tertiary Education Commission and the New Zealand Qualifications Authority
Developing People / Learning for Life : Developing People / Learning for Life Susan Reid
There are things we need to let go of and things we need to hold on to
Workforce participation is important – ‘good enough’ is no longer good enough
All school leavers need qualifications
We need to identify what was successful and why it was successful
Developing People / Learning for Life : Developing People / Learning for Life Keith Ikin
Need to ensure people have transferable skills so that they can move to new jobs
We need more industry involvement
We need a revamp the curriculum and our approach to education – learning by doing
Developing People / Learning for Life : Developing People / Learning for Life Key points agreed at workshops
Provide better access to training (especially tertiary) in remote and rural areas
Bring back and grow trade training
Investment in quality in all education
Investment in outcomes – defined by, designed by and delivered by Maori in partnership
Investment in competence, capability and capacity – as defined by Maori
Developing People / Learning for Life : Developing People / Learning for Life Key points agreed at workshop
Make an impact on the content of education
Increase Maori participation in education leadership
Make skills development and life long learning a whanau priority through accessibility, affordability, etc
Adult education programmes at the workplace to engage on skill needs for the future
Developing People / Cultural Capital : Developing People / Cultural Capital Professor Whatarangi Winiata
Maori economic leaders of 2025
“Maori” first and an “economic leader” second
“Maori” includes being an active contributor to the long term survival of Maori as a people
They will adopt indices of genuine progress expressed in values and avoid outdated and misleading indices such as Gross National Product (GNP) and Gross Domestic Product (GDP)
Te Wananga o Raukawa teaches models of the promotion and measurement of wellbeing. Of the 17 variables in these models, financial wealth, land and fisheries are but three.
Developing People / Cultural Capital : Developing People / Cultural Capital Claudette Hauiti
Maori leaders of 2025
Maori in the industry are creators. Maori creators of today need to be business people who take care of the creators
They will be bilingual
An even split between companies run by tane and wahine
The majority will be urban based because of resources
Core business will include TV and film making
Developing People / Cultural Capital : Developing People / Cultural Capital Garry Nicholas
Must identify, nurture and empower rangatahi to be what they want to be
Struggle of the artist/the creator
Not currently a lot of cross fertilisation even within the creative industry
Developing People / Cultural Capital : Developing People / Cultural Capital Key points agreed in workshops
“Success-ploitation” – create an environment where it’s okay to be successful – showcasing role modeling, normalising and targeting rangatahi through PR campaigns, leaderships, incubators
Multi-values – creates balanced leaders with multi-value skills primarily founded on cultural values
Maori Brown Table: build an echelon of Maori businesses to spearhead and normalise a Maori round table that has strong collective beliefs
Succession planning / future proofing
Leadership tools that are kaupapa Maori based
Success-ploitation begins with whanau – normalise leadership
Developing People / Cultural Capital : Developing People / Cultural Capital Key points agreed in workshops
Grow the leadership potential of all our rangatahi
Secure resources to establish a Maori leadership institute
Develop and implement succession plans focused on tomorrow’s leaders for implementation by today’s leaders
Maintain our tikanga without compromise
Recognise and nurture leadership potential in everyone
Recognise and define the generic set of traits and attributes that underpin leadership
The emphasis on excellence is vital – excellence across all areas, including kaupapa and tikanga
People / Rangatahi : People / Rangatahi Hana O’Regan
Maori and educationalists need to take responsibility for factors impacting on Maori under-achievement
Requires mind shift from individualist pursuit of wealth to notion of collective responsibility. Also requires a strong Maori culture base
Need to instill a sense of responsibility back into being Maori
Investment needs to be both educational and cultural
Investment in quality childcare and education
Eradicate:
Tall poppy, slash and burn virus
Apathy, which is a direct descendant of dependency, e.g. “I deserve something as of right” mentality
People / Rangatahi : People / Rangatahi Key points made
Youth of today can expect to have at least 4 career changes throughout their working life
Young people need to emerge from school with a wide range of skills that are transferable to different work places
At the very least we should expect all students emerging from school to be literate, numerate and techno-literate
Our rangatahi need to be inspired to become passionate about something and we need to raise our expectations of them so that they in turn reach for the stars
People / Rangatahi : People / Rangatahi Key points made
Teachers need support structure around them, need to utilise outside resources to leave them free to ‘inspire’ young minds
Parents need to take responsibility for children’s learning, to engage and support teachers
We need to strengthen identity
We need to take responsibility for our own health, be better role models for rangatahi
The government cannot fix it. Maori need to re-direct and take control of the effort
People / Rangatahi : People / Rangatahi Key points made
Teach children core values
Instill in our tamariki knowledge and understanding of roles
Empower rangatahi by ensuring they have skills that can be transferred to whatever jobs exist in 20 years
Parental involvement is crucial
How do we get rangatahi back onto the marae?
Pakeke need to be more open to rangatahi
Parents need to rekindle the passion to succeed within their children
People / Rangatahi : People / Rangatahi Workshops – key findings
Key qualities that inspire, motivate and impassion rangatahi are: discipline and determination, focus, planning and inclusion in decision making
Inspiring rangatahi to dream and see the big picture starts from the home and whanau
Develop ability to change, to shift between jobs/focus through life
People / Rangatahi : People / Rangatahi Workshops – key findings
The need to coordinate a strategy between government and Maori is imperative
Enact rangatahi specific policies at marae, hapu and iwi levels. Set high benchmarks and expectations
Encourage broad choice in formal education subjects, broad range of experiences, positive images of enterprise
Ensure rangatahi gain transferable skills including transferable vocational and cultural skills
Summary : Summary We have delivered to you our reflections of the hui as it has unfolded over the past 2½ days
This provides the context for the pathway forward that will be presented later today
Our key priorities clearly sit with how we unleash potential in:
Maori enterprise
Asset growth and management; and
People development