Section 2 - Māori Affairs Portfolio Overview

Te Puni Kōkiri

Government infrastructure within the Māori Affairs portfolio comprises Te Puni Kōkiri, Te Māngai Pāho, Te Taura Whiri i te Reo Māori, and the Māori Television Service. This section provides an overview of each of these entities: separate briefings from Te Māngai Pāho, Te Taura Whiri i te Reo Māori, and the Māori Television Service are also attached. This section also provides an overview of the Māori Trustee and Hui Taumata, which while aligned to the portfolio, are independent entities that do not operate at the direction of the Minister of Māori Affairs.

Establishment Legislation

Te Puni Kōkiri was established by the Ministry of Māori Development Act 1991, and com-menced operations on 1 January 1992. Section 5 of the establishment legislation provides for a sharpened set of responsibilities, including:

a Promoting increases in the levels of achievement attained by Māori with respect to: i Education ii Training and employment iii Health iv Economic resource development

b Monitoring, and liaising with, each department and agency that provides or has a responsibility to provide services to or for Māori for the purpose of ensuring the adequacy of those services.

Evolving Responsibilities

Since its establishment, Te Puni Kōkiri’s core functions have evolved, consistent with changing approaches to Māori Affairs policy and associated decisions of governments of the day. Key approaches have included:

i Mainstreaming Policy, requiring mainstream agencies to be responsible for the delivery of effective services to Māori. During this period, Te Puni Kōkiri’s core functions were centred on policy advice, monitoring main-stream services, facilitating access to local services, and the transfer of programmes previously administered by the Department of Māori Affairs and Iwi Transition Agency to mainstream agencies;

ii Closing the Gaps, and its successor policy approach of Reducing Inequalities, requir-ing a sharpened focus on the quality of social and economic outcomes achieved by Māori. During this period, the policy, monitoring and facilitation roles were supplemented by added emphasis on: functions akin to central agency monitoring roles; relationship management; and the delivery of capacity building programmes at the local level; and

iii Realising Māori Potential, which is the current Māori Affairs policy approach. While this policy approach has not impact-ed on the core functions of the Ministry, it has significantly changed the underlying approach to those functions. The ultimate aim of the Māori Potential Approach is to better position Māori to build and leverage off their collective resources, knowledge, skills and leadership capability to improve their overall life quality. It sharpens the Ministry’s policy focus on Māori people being the key catalyst for achieving excep-tional life quality, and seeks to support the choices and aspirations of Māori people and communities.

The Ministry’s current core functions, which are centred around its role as the principal advisor on Crown – Māori relationships, include: leading and influencing public policy effecting Māori; managing and advising on Crown – Māori relationships at the national and local level; and partnering Māori initiative with investment and facilitation to support the aspirations of Māori people to realise their own potential.

Organisational Form

Since its establishment, Te Puni Kōkiri has maintained a relatively consistent organisa-tional form, reflecting the key functional areas of the provision of public policy advice, relationship management and investing in Māori initiative at the local level, and corpo-rate support services.

The Executive Leadership Team

Leith Comer
Chief Executive

Leith has led Te Puni Kōkiri since 2001. Prior to his appointment, Leith was the Deputy Secretary of the Ministry of Economic Development.

Leith, with over 10 years standing as a senior public servant, has broad and comprehensive knowledge of the machinery of government, wide leadership experience in the military, the private and the community sectors. He also brings extensive leadership experience in local, national, and international environments.

Prior to his state sector appointments, Leith participated in numerous Māori economic and social initiatives. Leith’s Directorships included Chairperson for Lakeland Health Ltd, Te Ama Ltd Forestry Consortium, and Restaurant Brands Ltd.

Leith’s various community and voluntary governance positions included being a founding member of the Te Arawa Standing Committee on the Rotorua District Council and Chairperson of Te Rūnanga o Ngāti Rangitihi and Ruawāhia 2B Trust.

Leith is also a graduate from the uS Army General Staff College where he received the Eisenhower Award for academic excellence as top foreign Student, culminating in his retirement as the Commanding Officer of the Second First Battalion Royal New Zealand Infantry Regiment (2/1 RNZIR).

Leith’s iwi affiliations are Ngāti Rangitihi, Te Arawa, Ngāti Mamoe, Ngāi Tahu, and Ngāti Pahauwera.

Alison Thom
Deputy Secretary, Relationships and Information

Alison became the Deputy Secretary Relationships and Information in June 2004. Prior to that, she was the inaugural Chief Executive of Te Rūnanga a Iwi o Ngapuhi for nearly four years.

For a period of 12 years, from 1986, Alison worked for the Department of Social Welfare in many roles including front-line social work, trainer, expert practitioner, senior policy advi-sor and manager. During this time she gained a Diploma in Social Work and MBA. When she left Child, youth and Families (CYF) Alison worked on government committees that developed the Children’s Agenda and the Care and Protection Blue Print.

In 1999 while working as the Director of the SAFE Network, a community-based treatment programme for sex offenders, Alison received the Nuffield Scholarship to study sex offender legislation in England. When she returned she contributed recommendations to legislative reform which saw sex offenders in New Zealand managed more closely and for extended periods after release from prison.

Alison’s iwi affiliations are Ngā Puhi and Ngāti Wai.

Kim Ngarimu
Deputy Secretary, Policy

Kim took up the position of Deputy Secretary Policy in March 2007. It marked a return to the Te Puni Kōkiri whānau as a full-time, permanent employee.

Following the completion of her university studies, Kim worked for Te Rūnanga o Ngāti Porou, gaining a solid grounding in Māori community dynamics and aspirations. Following this, she first joined Te Puni Kōkiri in 1992, and until 1999 worked in various senior management, policy management and regional roles. She left Te Puni Kōkiri in 1999 to take up a Sector Manager role at the Office of the Controller and Auditor General.

In the seven years before re-joining Te Puni Kōkiri, Kim continued to build her experience in policy, strategic management, business and governance, through her co-directorship of her management and public policy consulting company. She holds a Bachelor of Business Studies from Massey university.

Her tribal affiliation is Te Aitanga ā Mate, Ngāti Porou.

Craig Owen
Deputy Secretary, Support Services

Craig entered the public service in Christchurch as a cadet in 1978. His early public service career was in operational roles in the Māori Land Court and Māori Housing in Wanganui. He then moved into various finance and corporate roles in Māori Affairs, the Iwi Transition Agency, and Te Puni Kōkiri.

Craig held a number of finance and management positions before his appointment as Deputy Secretary Support Services. He has had several secondments during that period including a year managing Te Puni Kōkiri’s former State Sector Performance Group and stints in the Department of Building and Housing and Inland Revenue. He also represented Te Puni Kōkiri on the “Managing for Outcomes” and “Review of Race Based Policies” steering groups.

Craig is a Chartered Accountant and has a Bachelor of Business Studies from Massey university and a Masters in Public Policy from Victoria university.

John Paki
Māori Trustee

John Paki is the General Manager of the Māori Trust Office and the Māori Trustee. The office administers and manages lands and assets on behalf of Māori owners. John has exposure in both the public and private sectors, covering policy, business, international engagements, and whānau, hapū and iwi dynamics and relationships. He holds directorships in the tourism and finance sectors as well as numerous trustee responsibilities.

Wahanga Descriptions

Policy Wāhanga

The Policy Wāhanga anchors the Ministry’s roles of leading and influencing public policy that affects Māori. Within this broad area, it leads the Ministry’s:

i processes for the provision of policy advice to the Minister of Māori Affairs, other agencies, and other Ministers as required, on public policy as it affects Māori;

ii legislative programme, and contributes to wider legislative reform outside of the direct purview of the Māori Affairs portfolio;

iii monitoring role;iv research and information functions;v processes for advising the Minister of Māori

Affairs on appointments to Government appointed boards and organisations.

Relationships and Information Wāhanga

The Relationships and Information Wāhanga anchors the Ministry’s Crown-Māori relation-ship management and programme manage-ment roles. It comprises a regional network of 10 offices (and a further 9 district satellites), and a national co-ordination and programme management office, which collectively lead the Ministry’s:

1. relationships and engagement with Māori, and other stakeholders;
2. national level programmes, including management of the Māori Wardens project and Māori Business Facilitation Service;
3. local level community investments, including investments through the Māori Potential funds, and the Kaitātaki-ā-Rohe and Kapohia Ngā Rawa (key worker) programmes; and
4. dissemination of information to Māori communities, and collection of informa-tion from Māori communities to inform the Ministry’s policy advice function.

Support Services Wāhanga

The Support Services Wahanga provides internal services to Te Puni Kōkiri across a wide range of corporate and organisational functions, including:

1. Financial Management;
2. Human Resource capability;
3. Risk Management and Internal Audit;
4. Crown Entity Monitoring;
5. Internal evaluation;
6. Property and Facilities Management;
7. Information Systems and Records Management;
8. Communications;
9. Legal Services;
10. Ministerial and Contracting services; and
11. Planning.

Strategic Framework

The Ministry’s strategic framework has evolved over time, most recently since the ushering in of the Māori Potential Approach, and will continue to be refined as Māori circumstances, and government and Māori priorities change shape over time.

Strategic Outcome:
Māori succeeding as Māori

This focuses Te Puni Kōkiri on seeking to foster and support the success of Māori as New Zealanders, as global citizens, and most importantly, as Māori, secure, confident and expert in their own culture.

Role:
Principal Adviser on Crown-Māori Relationships

Te Puni Kōkiri leads and influences public policy as it affects Māori, and is optimally positioned by its regional infrastructure to ensure that its advice is anchored in the aspirations, interests and realities of Māori people. Through that regional infrastructure, direct engagement with Māori positions government as a whole to have confidence that Crown – Māori interactions are anchored in well-established and enduring relationships.

Purpose:
Realising Māori Potential

This is supported by an overarching policy framework, which encapsulates a set of culturally anchored principles and intermedi-ate outcomes that the Ministry considers to be the key enablers of Māori success. This policy framework shapes the Ministry’s overall purpose and approach of supporting and building on Māori aspirations, potential and achievement, and provides its unique niche in the public policy community.

Sharpened Outcome Focus

Te Puni Kōkiri has sharpened its outcome focus on those areas where there is a clear intersec-tion between government and Māori priorities, and which present significant opportunities for optimising the quality of life for Māori people and communities. These sharpened areas of focus are:

i Fostering and capitalising on the potential of Māori language and culture; ii Realising rangatahi potential; and iii Growing Māori economic participation and success.

Key Components of Work Programme

Te Puni Kōkiri is positioned as an integrated policy Ministry, discharging across its three Wāhanga the full range of policy functions, including legislative reform, core policy advice, research, programme management, invest-ment and purchasing, relation-ship management, monitoring and evaluation, and the corporate services that support the efficient and transparent discharge of those functions. The 2008-09 Statement of Intent provides a description of the Ministry’s current work programme: for the purposes of this briefing, key output areas that are likely to come to the early attention of the Incoming Minister are highlighted.

Crown-Māori Relationships

Te Puni Kōkiri is the government’s principal advisor on Crown-Māori relationships. The discharge of this role is reflected across all of its outcome areas, functions and key output areas. Key outputs of particular importance to Crown-Māori relationships are highlighted below.

Treaty Settlements

Te Puni Kōkiri provides advice about the mandate of claimant groups to negotiate settlements on behalf of members, and the ratification of settlement packages by iwi members and post-settlement governance entities. These roles also apply to negotiations with iwi undertaken as part of the Foreshore and Seabed Act 2004. Te Puni Kōkiri also has a significant programme of investments in building the leadership, governance and management capability of post settlement governance entities.

In addition to these roles, Te Puni Kōkiri has assumed some related functions over the last two years, including: being increasingly engaged in mediation to support settle-ment negotiations; and leading some of the ‘outside of settlement’ work areas. Examples of this work include: the Mauao Vesting Act 2008, the negotiations and legislative process for the Whakarewarewa Valley Lands and Roto-ā-Tamaheke Vesting Bill and the current negotiations for the vesting of the Māori Arts and Crafts Institute in iwi. Te Puni Kōkiri is a member of the Treaty Sector Advisory Group, which is considering the needs of the sector as a whole, and the implementation of the ‘regional approach’ to settlements.

Key emerging policy issues in the settlements sector include: pressures on the overall fiscal framework for settlements; the associated relativities issues that may arise from recent settlements; the need for clarity around the approach taken to the use of natural resources and conservation lands in settlements, includ-ing the flexibility in redress instruments; and a range of more operational issues.

Māori Engagement

Te Puni Kōkiri utilises a regional network of 19 offices (including 9 district satellites), to ensure a depth of relationship with Māori communities that it believes would not other-wise be present between those communities and central government. The relationships built by the regional network provide a strong foundation through which Māori and other stakeholders, including non-Māori, local and central government and the private sector, can interact with confidence.

There has also been a shift in the way in which Government engages with Māori, most notably in the natural resources and climate change arenas, where structured arrangements are in place to engage Māori at the leadership and technical level during the development of core policy platforms. Māori have embraced this approach, which has likely reduced future risks associated with legislation in these areas. Te Puni Kōkiri has been instrumental in advising on these structures for Māori engagement.

International Portfolio

New Zealand is party to various international instruments, fora and initiatives to support the development of its social, cultural and economic interests. Te Puni Kōkiri provides advice about indigenous issues to support New Zealand’s engagement in this arena. This includes: advice to the Ministry of Foreign Affairs and Trade on international instruments and initiatives; participation in international fora (in particular, the united Nations Pemanent Forum for Indigenous People); and, support for Māori experts to attend selected international fora.

Culture

Culture is the unique and distinguishing feature of Māori vis-à-vis non-Māori, and is the foundation for the sharpened focus of Te Puni Kōkiri’s policy advice. Te Puni Kōkiri considers culture from the perspective of both the artefacts of culture (such as language and arts) and the values, norms, behaviours and infra-structure that shape the fabric of Māori society.

Cultural Futures

The Cultural Futures Report, which is in its early stages of development, will seek to identify the cultural drivers that impact on the fabric of Māori and New Zealand society, and how those drivers affect the decisions that Māori people make that impact on their social and economic wellbeing. The report will also explore the health of the Māori culture, and identify opportunities to achieve cultural advantage. This is the next stage of Te Puni Kōkiri’s futures work, following on from the economic futures report Ngā Kaihanga Hou.

Taonga Māori

Taonga Māori represent the manifestations of culture, and are a significant component of the health of Māori culture. Key output areas for Te Puni Kōkiri in this area include:

1. Māori language: Government has recog-nised the Māori language as a taonga, and has committed to taking all reasonable steps to support its revitalisation. Significant gains have been achieved in the health, acquisition and usage of the Māori language over recent years. Te Puni Kōkiri co-ordinates and monitors government’s Māori Language Strategy, and during the current year, will lead a review of the strategy with Te Taura Whiri i te Reo Māori. Te Puni Kōkiri also manages the Crown’s relationship with, and ownership interests in, Te Taura Whiri i Te Reo Māori.
2. Māori broadcasting: The Māori broadcast-ing sector has grown rapidly over the last two decades, and currently includes radio, television and related e-media (for example, Māori interests hold stakes in cellular and internet spectrum). Te Puni Kōkiri has a leadership role in this sector, with key outputs including policy leader-ship on the Māori Broadcasting and E-media Framework, leading the review of the Māori Television Service Act, and managing the Crown’s relationships with, and ownership interests in, Te Māngai Pāho and the Māori Television Service.
3. Mātauranga Māori: Mātauranga Māori is the knowledge base that underpins Māori culture, and continues to evolve in con-temporary contexts. A key output area is co-ordinating the Government response to the pending report of the Waitangi Tribunal on the WAI 262 claim.
4. iv Marae development: Marae are important sites for the practical expression of mātauranga Māori, and in many com-munities, are the focal point for whānau, cultural and social activities. Te Puni Kōkiri provides practical support to marae through its local level investment programme, through the provision of tool kits to support marae administration and development, and is currently undertaking a marae survey and assessments to build an information platform to support future policy and investment approaches.

Wellbeing

Over recent years Māori have achieved improvements across many indicators of well-being, most recently highlighted in the trend data available in the Social Report. However, Māori continue to experience relatively poorer outcomes than other New Zealanders, indicat-ing that Māori social potential has yet to be fully realised. Te Puni Kōkiri works across government agencies, with non-government organisations and directly with Māori communities, providing advice and local in-terventions that are aimed at improving social outcomes for Māori.

In maintaining a focus on realising Māori potential, the basis for the development of Te Puni Kōkiri’s social policy advice and intervention is premised on what is important within a Māori cultural construct, and the particular opportunities presented by the current circumstances of Māori people. To that end, wellbeing is considered from the holistic perspectives of whānau wellbeing, and realising rangatahi potential. Te Puni Kōkiri also has a significant role in advising on systems issues within the social policy sector.

Whanau

Strong, supportive and inclusive whānau are a pre-requisite for achieving positive Māori wellbeing. Whānau are the core unit of Māori society, and as such are the most effective agent in changing the life circumstances of individual Māori. Te Puni Kōkiri has been working to mobilise whānau to enhance Māori outcomes in critical social development areas including education, health, justice, housing and the labour market. It consistently offers social policy advice that is anchored in whānau as the optimal unit for consideration and intervention, setting individuals within the context of their family, rather than premising policy on the basis of individual entitlement.

Rangatahi

The Māori population has a relatively youth-ful profile, with 53.1% of Māori below the ages of 25 in 2006, compared to 35.7% of the non-Māori population. Positioning rangatahi for successful futures is possibly the most significant opportunity that exists to create enduring and inter-generational change for Māori people. Across all areas of social policy and intervention, Te Puni Kōkiri maintains a consistent approach of seeking to shift rangatahi along a continuum from remedial type inter-ventions at one end, towards achievement and potential focused interventions at the other.

Key areas of focus for realising rangatahi potential are education, employment and enterprise.

Government systems and processes

Te Puni Kōkiri engages across all areas of social policy and intervention, and as a result, is well positioned to advise on the systems and processes that government utilises to deliver its social policy agenda. Key areas of work have included:

1. Community – government interface, including testing a number of Co-production initiatives that seek to identify and achieve shared outcomes between the community and government;
2. Cross agency initiatives, which seek to enhance the level of co-ordination between agencies in delivering on key policy issues;
3. Provider funding, including for example Pathways to Partnership and integrated contracting; and
4. Service design, with a particular focus on the benefits that can be achieved through Māori designed, developed and delivered initiatives.

Economic Resources, Participation and Success

In the broad area of economic resources and development, Te Puni Kōkiri maintains a focus on Māori rights, interests and use of natural resources, strengthening Māori organisations, and fostering economic success. In late 2007, Te Puni Kōkiri released the first stage of its futures work, Ngā Kaihanga Hou, for Māori Future Makers, which signals priorities for positioning Māori for optimal economic futures.

Natural Resources

Te Puni Kōkiri works across the natural resources policy arena, with a particular focus on Māori rights, interests and use of natural resources. This work is principally (although not exclusively) led from other agencies, and includes work on climate change, aquaculture, fisheries, sustainability, forestry, biodiversity, oceans policy, freshwater and Māori land. Of emerging importance is the need for a disciplined approach to the consideration of Māori rights and interests in natural resources. The absence of such an approach has tended to result in contemporary issues being addressed via the Treaty settlements process, and the consequential development of a range of new forms of redress mechanisms. While there are clearly some gains from this approach, the flexible use of such instruments has raised claimant expectations, and will create downstream implementation challenges. Te Puni Kōkiri is a member of a range of cross-agency groups, whose fo-cus is in on co-ordinating work on natural resources, including the Chief Executives’ Natural Resources Board, the Climate Change Governance Group, Aquaculture Group and the Deputy Secretaries Sustainability Forum.

Māori Organisations

Te Puni Kōkiri has maintained a programme of work over a number of years aimed at strengthening the capacity and capability of Māori organisations. This has been reflected through capacity building programmes, investment in a range of entities, and advising on the development and appropriateness of post-settlement governance entities to receive Treaty settlements.

A key area of focus has been on the development of proposals for a new form of legal entity to provide enhanced governance over communal assets. This has resulted in the Waka umanga (Māori Corporations) Bill, which forms part of the Ministry’s legislative programme.

Similarly, proposals for establishing the Māori Trustee as a stand-alone entity, and establish-ing a new entity to promote Māori economic development, have been driven through priorities associated with strengthening Māori organisations to enhance benefits to Māori. These proposals also form part of the Ministry’s legislative programme.

Economic Success

In late 2007, Te Puni Kōkiri released the first stage of its futures work, Ngā Kaihanga Hou, for Māori Future Makers. This research identified key drivers of future economic change that would impact on Māori, and established the foundation for how the Ministry’s effort and resources would be prioritised to position Māori for optimal economic futures. This includes investing in the key areas of: broadening the skills base of Māori; diversifying the Māori asset base; enhancing export participation; and growing entrepreneurship and innovation.

In 2008 this work was further refined, with sharpened consideration of Māori economic futures in Auckland. The Auckland futures work is expected be ready for release late in the 2008 calendar year.

Legislative Programme

During the last year, Te Puni Kōkiri has led a significant programme of legislation. During 2008, the Mauao Historic Reserve Vesting Act, and the 4 Acts arising from the Māori Purposes Bill received the Royal Assent and passed into law. There remains a large programme of Māori Affairs legislation which has Parliamentary stages yet to complete, and policy reforms that are expected to lead to proposals for legislative change in the near future.

Bills before the House on the dissolution of Parliament

The Minister of Māori Affairs is currently responsible for four Bills which were before the House on the dissolution of Parliament. Section 3, Key Decisions Pending, provides an overview of these Bills, and recommendations for action for the reinstatement of House business. Those bills are the:

1. Waka umanga (Māori Corporations) Bill;
2. Māori Trustee Amendment Bill;
3. Māori Trustee and Māori Development Amendment Bill; and
4. Whakarewarewa Thermal Valley Lands and Roto-a-Tamaheke Vesting Bill.

New Bills being developed

There is also a significant programme of negotiations and policy reform underway which is expected to result in further legislation being developed. This work programme includes:

Information has been withheld under section 9(2)(f)(iv) to maintain constitutional conventions as decisions have yet to be taken by Ministers.

Research, Information and Monitoring

Centre of Excellence for Indigenous Knowledge

Robust research and information is critical to delivering evidence-based policy advice, and successful engagement with Māori. Te Puni Kōkiri is developing its information manage-ment systems to become an emerging centre for indigenous knowledge and Māori potential research, with the view to providing mecha-nisms for this information to be accessed by other agencies and community stakeholders to assist them with their planning and invest-ment priorities.

Monitoring

Through its establishment legislation, Te Puni Kōkiri is charged with monitoring and liaising with each agency that provides, or has a responsibility to provide, services to or for Māori, for the purpose of ensuring the adequacy of those services.

The liaison component of this role is discharged across all areas of the Ministry, as part of its core interactions with other agencies and policy advice role. The monitoring component of this role has evolved over time, with a range of different monitoring tools being available to the Ministry.

Currently, there are three core dimensions of the Ministry’s monitoring role. In terms of ex ante monitoring, the Ministry engages with other state sector agencies to inform and shape the planning and outcome targets established by other agencies to measure their own performance. This is an important dimension of the monitoring role, as it locates the performance incentives directly with the agency accountable for that performance.

In terms of ex post monitoring, Te Puni Kōkiri is currently trialling a new monitoring tool which aims to assess the State Sector’s collective effort in outcome areas of high priority for Māori development. This approach better reflects the efforts of agencies to collaborate in the provision of many key services, and is more sharply focused on what is achieved for Māori. A key component of this approach is to identify, and promote, good practice in terms of service design and delivery to Māori. During the current year, Te Puni Kōkiri expects to:

1. complete and report on the first of these cross-agency outcome monitoring projects, The State Sector’s Contribution to Improving Literacy and Numeracy for the Māori Workforce;
2. significantly progress a monitoring project focused on education and training initiatives for Māori youth;
3. confirm and commence work on a further monitoring topic.

Finally, Te Puni Kōkiri also monitors and publishes statistical data on Māori outcomes. It works with other agencies, such as Statistics New Zealand, to ensure the high quality collection and interpretation of official statistics about Māori.

Programme Management

Te Puni Kōkiri has direct operational respons-ibility for a range of programmes provided for by government. A brief overview of each of these programmes is provided below.

Māori Potential Funding

Māori Potential funding supports the Māori Potential Approach through the provision of outcomes-based investments that support Māori to realise their potential. The funding became available on 1 July 2006 as a result of aligning existing programme funding to the Māori Potential Approach, and aggregating it into three new Non-departmental Output Expenses: Mātauranga; Whakamana and Rawa.

1. Mātauranga (Knowledge/Skills) aims to enable increased Māori acquisition, creation, maintenance, and transferral of traditional and contemporary knowledge.
2. Whakamana (Leadership) aims to enable the strengthening of Māori leadership, governance, management and succession planning.
3. Rawa (Resources) aims to enable increased Māori access to, and use, development and retention of resources for collective and individual benefit.

Māori Potential funding appropriations for 2008/09 total approximately $22.4 million across the 3 output expenses. As of the end of October, $12,834,200 of this amount has been contractually committed, $4,798,395 has been committed but is yet to be contracted, and $4,725,405 remains untagged. Accordingly, officials will initiate early engagement with the Incoming Minister to discuss priorities for the untagged portion of the funding.

Kaitātaki ā Rohe

The Kaitātaki ā Rohe programme assists Māori development at a community level by directly supporting Māori Community Development Workers (known as Kaitātaki a Rohe) within communities. Te Puni Kōkiri contracts with Māori organisations, which appoint and man-age these workers within their organisation. Funding of $2.1 million is provided through the Operations Management Departmental Output Expense for this programme.

Kapohia ngā Rawa

The Kapohia ngā Rawa programme enables placement of key workers (with specific expertise) into Māori communities to ensure informed decision making and to develop opportunities at the community level. Its key point of distinction with the Kaitātaki ā Rohe programme is that Kapohia ngā Rawa key workers are contracted directly to Te Puni Kōkiri as departmental staff rather than con-tracted through the Māori community or or-ganisation. Funding of $2.9 million is provided through the Operations Management Depart-mental Output Expense for this programme.

New Zealand Māori Wardens Project

In 2007, the Government agreed to invest in a programme to build the capacity and capabil-ity of the Māori Wardens. Based within Te Puni Kōkiri, this initiative is a joint project with the New Zealand Police. It provides an integrated suite of support to Māori Wardens to increase their ability to work within their regions, including the provision of training (350 War-dens have completed to date); co-ordination support; physical resources (including safety and communications equipment, and vehicles); and direct funding for local initiatives. The project was piloted with an initial six regions, and is being extended to a further eight regions in the current financial year.

The Māori Wardens Advisory Group, which includes representatives from the New Zealand Māori Council, New Zealand Māori Wardens Association, Māori Women’s Welfare League, the National Kohanga Reo Trust, the New Zealand Police and Te Puni Kōkiri, has been established to develop recommendations for an effective governance model for Māori Wardens. Depending on the recommendation of this group, which are expected in early 2009, this may lead to recommendations for legislative amendment to the Māori Community Development Act. A joint group of the Māori Wardens Association and the New Zealand Māori Council was recently formed to expedite issues pertaining to the issuing of Māori Warden warrants. In 2008/09, funding of $3.635 million is provided through Vote Māori Affairs for this project. This does not include an additional $1 million that is provided through Māori Potential non-departmental output expenses to enable the Māori Wardens to deliver community programmes, or the contribution from the New Zealand Police for the purchase of vans and personnel costs.

Māori Business Facilitation Service (MBFS)

The MBFS was established in 2000 to provide advice and mentoring assistance to Māori seeking to establish a business. Over time the service has evolved, and undertakes a broader range of activities to support Māori commercial success, including:

1. working to support Māori business networks and sector development initiatives;
2. supporting governance and management of Māori commercial entities through information and direct assistance, and promoting Māori in leadership and governance roles; and
3. promoting Māori business success.

The MBFS typically works with up to 500 clients per year.

The future of the MBFS depends on decisions with respect to the Māori Trustee and Māori Development Amendment Bill. On the enact-ment of this Bill, and the establishment of MBANZ, the functions of the MBFS will transfer to MBANZ, and Te Puni Kōkiri baseline funding will decrease by $4.2 million a year, with a corresponding capital injection to the MBANZ of $40.5 million. until this Bill pro-gresses, the status quo, of MBFS as an operational responsi-bility of Te Puni Kōkiri, remains.

Special Housing Action Zones (SHAZ)

The SHAZ programme targets the resolution of serious housing needs amongst whānau, hapū, iwi and Māori communities within the designated ‘Special Housing Action Zones’ of Tāmaki Makaurau, Tairāwhiti, Te Moana a Toi and Te Tai Tokerau. SHAZ is a non-depart-mental appropriation totalling $456,000 for 2008/09.

Rangatiratanga Grants

Te Puni Kōkiri administers this small discre-tionary grant appropriation of $480,000 per annum. The purpose of these grants is to provide financial assistance to promote and enhance initiatives for the social, economic and cultural advancement of Māori.

Organisational Capability

Te Puni Kōkiri’s key priorities for the develop-ment of organisational health are set out in three key strategic documents:

1. People Capability Strategy to 2010 is aimed at attracting, developing and retaining a sustainable supply of highly skilled people who will effectively contribute to Māori succeeding as Māori.
2. Knowledge Management Strategy provides for refinements to the Knowledge Manage-ment infrastructure so that all staff see how their work contributes to the outcomes of Te Puni Kōkiri.
3. Evaluation Strategy is aimed at creating an organisational culture that values evalua-tion and understands how it contributes to strategic outcomes.

Development Goals for the State Services

The State Services Commission has set development goals for the state services, to which Te Puni Kōkiri contributes. Key contributions are outlined below.

Goal 1 - Employer of Choice

Te Puni Kōkiri’s People Capability Strategy to 2010 is aimed at attracting, developing and retaining a sustainable supply of highly skilled people who will effectively contribute to Māori succeeding as Māori.

A review of people capability identified recruitment and retention of experienced staff as a key focus for Te Puni Kōkiri. A range of initiatives have been used to address recruit-ment and retention, and have resulted in staff turnover reducing from a high of 26% in 2005 to the current rate of a little over 12%.

Goal 2 - Networked State Services

Like all government agencies, Te Puni Kōkiri is constantly trying to present its stakeholders with clear and consistent messages about its role, purpose and functions. A recent update of the Ministry’s website, and the current updating of the intranet site provide key vehicles through which to achieve this.

Goal 3 - Value-for-Money State Services

It is Te Puni Kōkiri’s intention by 2010 to establish common standards for efficiency and cost-effectiveness, and measure the use of resources accordingly. This will be made transparent through greater use of measure-ment techniques and tools, and will support the evidential basis for the Ministry’s policy advice and service design and delivery.

In addition, Te Puni Kōkiri is currently develop-ing a process to document and measure the public value it creates, and has recently signed an agreement with the State Services Commission to use the Common Measure-ments Tool (which was used for the Kiwis Count Survey) that will enable the measure-ment of client satisfaction and more impor-tantly, identify service delivery improvements for service users. It will also provide a gauge against which to consider the appropriate-ness of the Ministry’s work, how it is valued by stakeholders and to include initiatives to create enhanced public value at the commu-nity level.

Goal 4 - Coordinated State Agencies

Te Puni Kōkiri leads and contributes to a number of cross-agency initiatives that support improvements in Māori outcomes in the social and criminal justice sectors. This currently includes work within the Effective Interventions, Skills Strategy, Schools Plus, Natural Resources, Climate Change and Treaty sector cross-agency work-streams.

Goal 5 - Accessible State Services

Te Puni Kōkiri, particularly in the regions, maintains a key role in linking Māori commu-nities and organisations with other agencies and services. Instrumental to the effective discharge of this role are:

1. Networks with Māori and other partners;
2. Staff who have an understanding of Māori aspirations and can build positive relationships with Māori individuals and groups; and
3. The public’s perception that Te Puni Kōkiri provides a single point of contact for people interested in issues, opportunities and/or information related to Māori.

Goal 6 - Trusted State Services

Te Puni Kōkiri has actively committed to the Standards of Integrity and Conduct, by encouraging all staff to comply with the code. Regular pānui are circulated to ensure that all staff act with a spirit of service to stakehold-ers and that they strive for high standards of integrity and conduct in everything that Te Puni Kōkiri does.

In-house training has been provided for staff in all regional offices and resources put in place to give effect to maintaining and enhancing trustworthy behaviour.

Te Puni Kōkiri also has other initiatives that instil confidence of those outside the Ministry in its people, systems and processes, in particular:

1. A website for effective governance education;
2. Managing conflicts of interest policy;
3. Internal Audit function; iv Evaluation strategy; and v Partnership for Quality agreement with the Public Service Association signed in May 2008.

Te Taura Whiri i te Reo Māori

Establishment

Te Taura Whiri i Te Reo Māori (The Māori Language Commission) is a Crown Entity established in 1987 by the Māori Language Act 1987.

The Board of Te Taura Whiri i te Reo Māori is Ërima Henare (chair), Iritana Tāwhiwhirangi, Wayne Ngata, Ruakere Hond and Hana O’Regan. Mr Henare is in his first term and the other members are all in their second term. All the terms expire in December 2009.

Functions and Powers

In broad terms, the Act furnishes Te Taura Whiri i te Reo Māori with all functions and powers needed to promote the Māori language as an official language of New Zealand and as a living language in everyday use, in accordance with the desires of Māori people.

In 2003, Te Taura Whiri i te Reo Māori, jointly with Te Puni Kōkiri, published the Māori Language Strategy (MLS). The MLS sets out high level outcomes for the revitalisation of the Māori language and identifies the roles of government in pursuing those outcomes. The MLS provides further detail about the roles that Te Taura Whiri i te Reo Māori undertakes in the pursuit of Māori language revitalisation, and the alignment of these roles to the high level outcomes. The MLS is currently being reviewed by Te Taura Whiri i te Reo Māori and Te Puni Kōkiri.

Funding

Te Taura Whiri i te Reo Māori has annual funding of approximately $3.2 million.

Strategic Direction

Te Taura Whiri i te Reo Māori recently re-developed its strategic direction. The high-est outcome sought is Ka haruru a Aotearoa tangata i tōna reo taketake, the human landscape of Aotearoa will resonate with its indigenous language.

Beneath that are five broad goals for Māori language:

1. A range of active, self sustainable Māori language domains exist;
2. The Māori language is an everyday language of interaction in homes and communities;
3. Traditional and contemporary Māori language is maintained in an authentic cultural linguistic framework;
4. The people of Aotearoa recognise the intrinsic value of the Māori language; and
5. Māori language acquisition is supported and fully promoted through national education, broadcasting, culture, heritage, creative and information technology industries and networks.

These goals and long term vision align with the goals of the MLS, and the roles of Te Taura Whiri i te Reo Māori within it.

Te Taura Whiri i te Reo Māori is currently develop-ing a five year action plan that will focus its attention on the following priority areas:

1. Māori language in the home;
2. Māori language in communities;
3. National leadership of Māori language development and innovation;
4. Enhanced frameworks and systems for Māori language research and development; and
5. Māori language workforce development.

Key Issues

Key issues identified by Te Taura Whiri i te Reo Māori include:

1. increasing capacity and strategic ability to lead Māori language development across the public sector;
2. consolidating its co-ordination role to enhance Māori language innovation and local impact;
3. the review of the Māori Language Strategy that is currently underway; and,
4. its view that the Māori Language Act should be reviewed.

Te Māngai Pāho

Establishment

Te Māngai Pāho is a Crown entity established in 1993 by the Broadcasting Act 1989 (as amend-ed). Te Māngai Pāho is referred to in legislation by the name Te Reo Whakapuaki Irirangi.

The Board of Te Māngai Pāho is Jacqui Te Kani (chair), Te Ripowai Higgins, Parekāwhia McLean, Rev. Maurice Gray, Gina Rangi and there are two vacancies. Ms Te Kani, Ms McLean and Ms Higgins are in their second terms; the expiry of all these appointments falls due across a range of dates.

Functions and Powers

The statutory role of Te Māngai Pāho is to promote Māori language and culture by making funds available, on such terms and conditions as it thinks fit, for broadcasting and the production of programmes to be broadcast.

Funding

The annual appropriation for Te Māngai Pāho is approximately $53 million ($10.7 million for radio broadcasting; $40.3 million for television broadcasting; and $2.1 million for administration purposes).

Strategic Direction

Te Māngai Pāho’s core purpose is reflected in the Government’s Māori Language Strategy. Its top level goal is to contribute to the revitalisation of Māori language and culture by normalising the language and creating greater awareness of Māori values, practices and views within Aotearoa.

Through its funding and purchasing of radio and television programmes, Te Māngai Pāho aims to assist whānau, hapū, iwi, and Māori communities to maintain and strengthen their language and culture; to enable New Zealand-ers to experience Māori language and culture; and to support Māori language learners of all ages and abilities. These goals are aligned to the Māori Language Strategy through the annual planning and reporting cycle that Te Māngai Pāho undertakes.

Te Māngai Pāho provides wide-ranging support for Māori broadcasting, both in terms of broadcasting content and infrastructure. Fund-ing is provided for Māori language content on iwi radio stations and to enable the Māori Television Service to produce and purchase programmes of interest to Māori. Te Māngai Pāho also provides contestable funding for independently made programmes for television and radio.

Key Issues

Key issues for Te Māngai Pāho include: addressing increasing demand for Māori language programming funding from a range of broadcasters; and, meeting the challenges of new (‘convergent’) technology in the broadcasting sector.

Māori Television Service

Establishment

The Māori Television Service was established under its own Act in 2003 with the core purpose of ensuring that appropriate frequen-cies are reserved and applied for the purposes of upholding Māori language and culture through television.

Māori Television Service is a body corporate with perpetual succession. It has seven Directors, four being appointed by Te Pūtahi Pāoho, the Māori Electoral College, and three by Responsible Ministers (the Ministers of Finance and Māori Affairs). Members of Te Pūtahi Pāoho are appointed from a wide range of Māori organisations with particular responsibilities for Māori language and culture.

The Directors appointed by Te Pūtahi Pāoho are: Garry Muriwai (chair), Amohaere Houkāmau, Tahu Potiki and Cathy Dewes. The Directors appointed by the Crown are Wena Tait, Rod Cornelius and Wayne Walden. The Crown appointees are in their second terms.

Functions and Powers

The main statutory function of Māori Television Service is to promote Māori language and culture through the provision of a high quality, cost-effective Māori television service. In this way, Māori Television Service makes an important contribution to the Māori Language Strategy. It is required to broadcast in both Māori and English so as to inform, educate and entertain a broad viewing audience, and thereby to enrich New Zealand’s society, culture, and heritage. The service must ensure that during prime time it broadcasts mainly in te reo Māori, and it is expressly required to address the needs of people who are learn-ing Māori, and of children who are learning in Māori. A full range of operating powers for these purposes is provided in the Act.

Funding

Māori Television Service receives approximately $16.5 million per annum directly from the Government to meet its operating costs. It also receives $16 million from Te Māngai Pāho to fund in-house programme production.

It also receives some revenue from advertising, merchandising and the like.

Strategic Direction

Māori Television Service describes its two key long term major outcomes as being to “signifi-cantly contribute to te reo and tikanga Māori being increasingly valued and embraced”; and to be an “independent Māori television broadcaster that is successful with an assured future”. It pursues these goals by broadcasting a wide range of programmes in keeping with its purpose.

Key Issues

The key issue is the current review of the Māori Television Service Act (which is a statutory requirement, and is required to be reported by May 2009).

Māori Trustee

Establishment

The Māori Trustee is a Corporation Sole established under the Māori Trustee Act 1953. The Māori Trust Office is a part of Te Puni Kōkiri.

The position of Māori Trustee is conferred on an officer of Te Puni Kōkiri by the Chief Executive of Te Puni Kōkiri, with the prior consent of the State Services Commissioner. There is no specified term of appointment. The Māori Trustee is currently John Paki, who is also General Manager of the Māori Trust Office.

Functions and Powers

The Māori Trustee’s functions and powers stem from the Māori Trustee Act 1953, the Trustee Act 1956 and from common law. The Māori Trustee operates under a wide range of Acts including Income Tax legislation and Te Ture Whenua.

Funding

Te Puni Kōkiri received $9.602 million departmental funding for the provision of services to the Māori Trustee in 2008/9, plus a transfer of $0.6 from 2007/08; for 2009/10 $10.004m, and 2010/11 $9.776m. Capital funding of $4.122m has been made available for this three year period.

Strategic Statements

The Vision statement of the Māori Trustee as an organisation is: Our People Their Future - Pupuritia te mana o te tangata o te whenua puta ki te ao mārama.

Its goals are:

• To ensure Māori have the opportunity to build and protect their assets now and for future generations.
• To be the market leader in trustee services for Māori.

Key Issues

The Māori Trustee’s focus is on the services and support to be provided to the trusts and beneficiaries now and in the future.

The Māori Trustee has started a three year process of transformation, to enhance the services provided and to ensure that systems, strategy and organisational capacity are directed to fulfilling the duties, obligations and opportunities of the Māori Trustee, con-sistent with the additional funding that was provided for this purpose in Budget 2008.

Legislative amendment before the House on the dissolution of Parliament proposes to modernise the way in which the Māori Trustee can operate as a stand-alone, independent organisation which is sustainable and vi-able, providing transparent and accountable services to the beneficiaries and trusts, clients and the Crown.

Hui Taumata Taskforce

Establishment

The Hui Taumata Taskforce (the Taskforce) arose from the Hui Taumata of 2005, when a large gathering of Māori leaders met in Wellington to set directions for the next phase of Māori economic growth. The Taskforce was established by the Hui Taumata Steering Committee, following the Hui Taumata 2005, at the invitation of the Minister of Māori Affairs. The purpose of the Taskforce is to find ways of advancing the priorities identified by the Hui Taumata, principally by networking at a high level across all sectors, and developing projects that build on these strategies.

In 2006 the Taskforce was constituted as The Hui Taumata Trust (the Trust), a Charitable Trust, to provide a corporate entity able to receive funding from government and other sources and carry out activities by which the goals identified by participants to the Hui Taumata might be further advanced. The Trust operates under a corporate model in which a company, Hui Taumata Trustee Limited, has been created as the sole trustee for the Trust.

Functions and Powers

The Trust has all the normal powers of Trusts and inherits the vision mandated by the Hui Taumata, that Māori social outcomes should be achieved through Māori economic develop-ment. The Trust Deed sets out a broad range of charitable purposes in keeping with that vision.

Funding

The Trust is funded $1.0 million by way of appropriation for 2008/09 through Vote Māori Affairs as a Non-Departmental Other Expense: Beyond Hui Taumata. This is the final year of approved appropriations for Hui Taumata.

Work Programme

The work of the Hui Taumata Trust is organ-ised under the headings Entrepreneurship and Enterprise, Māori Workforce Develop-ment, Leadership and Governance, Education and Communication and Collaboration. Work undertaken by the Taskforce since inception includes projects in:

1. People Capability Strategy;
2. Māori workforce development;
3. the teaching of entrepreneurship;
4. Māori leadership in governance;
5. Māori land tenure;
6. reform of economic data;
7. creativity and mātauranga;
8. growing Māori entrepreneurs;
9. partnerships between Māori and general business; and
10. bringing together rangatahi perspectives.

Vote Māori Affairs Financial Resources

Vote Māori Affairs provides the resourcing for all of the entities, and the work programme, described in the preceding overview. Full details of the appropriations, and the performance information to support the appropriations, is available in a more detailed briefing if required. The table below provides a high level summary of the key elements of Vote Māori Affairs, and a high level summary of fiscal risks associated with each of those output expenses.

Appropriation Description	Summary of Fiscal Risks	Budget 08/092 $000
Departmental Output Expenses
Policy - Crown Māori Relationships. Advice on relationships between Māori people and the Crown, including Treaty policy issues, advice on the impact of legislation and running the Waka umanga Secretariat.	Information has been withheld under section 9(2)(g)(i) to maintain effective conduct of public affairs through free and frank advice.	7,432
Policy - Economic and Enterprise. Advice on policies and programmes that specifically impact on the economic and enterprise status of Māori people and resources, including the costs of the Māori Business Facilitation Service.		13,560
Policy - Social and Cultural. Advice on policies and programmes that specifically impact on the social and cultural status of Māori people and resources.		7,212
Relationships and Information Strengthening relationships with Māori, with emphasis on brokerage, co-ordination and facilitation to assist Māori to achieve their economic, social and cultural aspirations.		8,838
Operations Management Services that support Māori development through the design, delivery, and management of community investment programmes.		18,576
Services to the Māori Trustee Provision of full office services to the Māori Trustee.		10,202
EEMED Establishment To establish the Entity for Enhancing Māori Economic Development including related transitional costs		803
Total Departmental Output Expenses			66,623

2 Appropriations current following October baseline update.

Appropriation Description	Summary of Fiscal Risks	Budget 08/09 $000
Non-Departmental Output Expenses
Administration of Māori Broadcasting – Te Māngai Pāho administration services.	Information has been withheld under section 9(2)(g)(i) to maintain effective conduct of public affairs through free and frank advice.	2,128
Māori Radio Broadcasting		10,744
Māori Television Broadcasting		40,332
Māori Television Channel – Māori Television administration costs.		16,539
Promotion of the Māori Language – Te Taura Whiri		3,204
Māori Potential Fund: Mātauranga (Knowledge) Purchasing partnered interventions, tools and investigative studies to support Māori in the acquisition, creation, maintenance and transferral of traditional and contemporary knowledge required to accelerate Māori development.		7,168
Māori Potential Fund: Rawa (Resources)- Purchasing partnered interventions, tools and investigative studies to support Māori access to, utilisation, development and retention of resources required to accelerate Māori development.		7,168
Māori Potential Fund: Whakamana (Leadership) Purchasing partnered interventions, tools and investigative studies to strengthen Māori leadership, governance and management to accelerate Māori development.		8,108
Iwi Housing Support – Capacity building support for Special Housing Action Zones.		456
Total Non-Departmental Output Expenses		95,847
Benefits and Other Unrequited Expenses
Rangatiratanga Grants		480
Total Benefits and Other Unrequited Expenses		480

Appropriation Description	Summary of Fiscal Risks	Budget 08/09 $000
Other Expenses to be Incurred by the Crown
Beyond Hui Taumata	Information has been withheld under section 9(2)(g)(i) to maintain effective conduct of public affairs through free and frank advice.	1,000
Māori Registration Service		626
Māori Wardens		1,178
Māori Women’s Development Fund – Administration		1,867
NZ Māori Council - Administration		196
Orakei Act 1991 - Orakei Reserves Board fees and travel expenses.		7
Payments to Housing New Zealand Corporation Forwarding repayments received after the sale of the Māori Housing portfolio to Housing New Zealand Corporation.		36
Payments to Trust Boards PLA. Payment of annuities to Māori Trust Boards, in accordance with sections 4(2), 9(2) and 10(2) of the Māori Trust Boards Act 1955.		24
Provision for Māori Trustee Debt		4,893
Regional Tourism Organisations - Planning		160
Te Ariki Trust – Administration costs		21
Te Putahi Paoho – Administration costs		131
Re-erection of the Mataatua Whare		5,000
Wharewaka - Wellington Waterfront Development		7,000
Sir Robert Mahuta Endowment Fund		20,000
Total Other Expenses to be incurred by the Crown		42,152
Capital Expenditure to be Incurred by the Department
Te Puni Kōkiri - Capital Expenditure PLA	Information has been withheld under section 9(2)(g)(i) to maintain effective conduct of public affairs through free and frank advice.	4,687
Total Capital Expenditure to be Incurred by the Department		4,687
Capital Expenditure to be Incurred by the Crown
Rural Lending - Advances to Māori landowners for compensation loans granted under the provision of Part II of the Māori Affairs Restructuring Act 1989.	Information has been withheld under section 9(2)(g)(i) to maintain effective conduct of public affairs through free and frank advice.	1,922
Total Capital Expenditure to be Incurred by the Crown		1,922
Total Annual and Permanent Appropriations		211,698

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