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ANNUAL REPORT 2019 KO MAUAO TE MAUNGA KO TĀKITIMU TE WAKA KO TE AWANUI TE MOANA KO NGĀTI RANGINUI TE IWI KO TAMATEA ARIKINUI TE TANGATA

KO TĀKITIMU TE WAKA KO TE AWANUI TE MOANA KO …...KO MAUAO TE MAUNGA KO TĀKITIMU TE WAKA KO TE AWANUI TE MOANA KO NGĀTI RANGINUI TE IWI KO TAMATEA ARIKINUI TE TANGATA. NGā RANGN

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Page 1: KO TĀKITIMU TE WAKA KO TE AWANUI TE MOANA KO …...KO MAUAO TE MAUNGA KO TĀKITIMU TE WAKA KO TE AWANUI TE MOANA KO NGĀTI RANGINUI TE IWI KO TAMATEA ARIKINUI TE TANGATA. NGā RANGN

ANNUAL REPORT 2019

KO MAUAO TE MAUNGA

KO TĀKITIMU TE WAKA

KO TE AWANUI TE MOANA

KO NGĀTI RANGINUI TE IWI

KO TAMATEA ARIKINUI TE TANGATA

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

Ngāti Ranginui Iwi Society Incorporated Annual General Meeting

Time: 9.00am – 12.30pm

Date: Saturday 19th October 2019

Venue: Wairoa Marae, Waihi Road, State Highway 2, Bethlehem, Tauranga

AnnualGeneralMeeting

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01 AGM Agenda

03 Minutes of Previous AGM

11 Chairman’s Report

13 CEO Report

15 Consolidated Financial Statements

Contents

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

AGM agenda9.00am Registrations

9.30am Karakia/Mihimihi

Apologies

Minutes from previous AGM

Matters Arising

Chair/CEO Presentation

11.00am Ngāti Ranginui Iwi Society Annual Audited Financial Reports (1 July 2018 to 30 June 2019)

11.30am He Peka Taonga

11.45am Election for Chair/Dep Chair

12.00pm General Business

12.30pm Lunch

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AGM agenda

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

3

Minutesfrom lastmeetingMINUTES OF NGĀTI RANGINUI IWI SOCIETY INCORPORATED ANNUAL GENERAL MEETING

Hairini Marae Sunday 28th October 2018, 9:30am

Hui commenced at 9:40am

Karakia: Piripi HikairoMihi: Huikakahu KaweChairman: Tawharangi NukuSecretary: Hannah Jones – The Admin HubPresent: Refer to attendance registerApologies: Graham Cameron, Kimi Rawiri, Kiritoha Tangitu, Colin Bidois, Chris Tangitu, Janice Smith, Mona Tukaki, Karora Smith, Parengamihi Gardiner Snr, Turapaki Gardiner, Avy Gardiner, Desiree Hona, James Reihana

Motion That the apologies received for AGM held 28th October 2018 be accepted.

Moved Tawharangi Nuku

Seconded Huikakahu Kawe

For All

Against Nil

Carried Unanimous

OPENING COMMENTS

No proxies, remits or issues for General Business were received.

1. PREVIOUS MINUTES – AGM 2017

The minutes of the previous AGM held 4th November 2017 were made available prior to the AGM and taken as read.

1.1. MATTERS ARISING

No matters arising

Motion That the minutes of the Ngāti Ranginui AGM held 4th November 2017 at Te Wharekura o Mauao as presented in the 2018 Annual Report are received as a true and accurate record of the meeting held.

Moved Tu Piahana

Seconded Piripi Hikairo

For All

Against Nil

Carried Unanimous

2. BOARD AND CHAIRMANS UPDATE & REPORT

The Chairman’s Report was made available prior to the AGM, Tawharangi Nuku presented and highlighted the following;

On behalf of the board, thanked the staff who have done a great job in turning around our deficit. Acknowledged Wendy, our interim CEO who has been committed to getting the deficit down while also acknowledging the board for the brave decisions they had to make.

Motion That the Chair Report for 2018 as cir-culated in the 2018 Annual Report be received.

Moved Tu Piahana

Seconded Riki Nelson

For All

Against Nil

Carried Unanimous

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COMMENTS FROM THE FLOOR

No comments from the floor

3. CHIEF EXECUTIVE’S REPORT

The CEO introduced herself and her Senior Leadership team.

She reminded those present that last year finished with a deficit of $650k as well as a commitment from herself to getting this under control. Every budget line was reviewed with a fine-tooth comb to identify where costs could be cut. The task involved identifying areas of duplication and wastage. Since then, the Inc Soc has moved forward and grown. With approximately 100 staff, the organisation holds 24 contracts with 30 different agencies. Some contracts are short term, but some are three years, there has been a 39% increase in revenue as a result and the CEO is projecting further growth this year, while managing the risks carefully.

The Inc Soc provides support in housing, employment and works with whanau with complex needs. The CEO acknowledges there are gaps in what’s being offered, but we’ve worked with the Board, and Marae to understand what their aspirations for this organisation are. The CEO explained how various contracts were underfunded and that they’ve had to be tough and go back to funders if the contract is not viable, with most coming back to the table with a better offer.

The CEO explained how a workshop was held with whanau to help staff understand what is most important to whanau and what they want staff to focus on growing to drive Iwi development.

The CEO confirmed the Society finished the 2018 with a profit of $149k which is a great turnaround and a direct result of negotiating better funding and the brave decision by the board to purchase a whare to enable us to provide emergency housing for vulnerable Tamariki, which in turn improved the Society’s assets.

The house is for those aged 8 to 15 years requiring emergency placement, however the CEO intends to renegotiate the contract in an attempt to have the kids for longer, so greater wrap around services can be provided, working towards Tamariki being returned to their whanau. Oranga Tamariki are keen to see Ngāti Ranginui purchase another home, however we’re still hesitant. We’re not wanting to provide an Oranga Tamariki residency, we’re running a kaupapa Maori service. Government know we’re doing it the right way, that’s why they’re happy for us to continue as we are.

The CEO considers there to be only a few gaps in terms of full wrap around service they’re providing.

To assist with reducing the deficit, a decision was made to reduce the amount available for discretionary funds and project money. Only $10k was spent on Iwi Distributions. Charlie R noted that traditionally those distributions have come from profits of the assets. Where did the rest of the profit go? At the last AGM the beneficiaries did not want to use Iwi money to service deficit. Phil M confirmed the profit hasn’t been used, it can be distributed if the board agrees to do so.

The CEO outlined some of their learnings made, to be more proactive and ask questions, to have more accountability and transparency over things and a clearer alignment with what our people want us to do, as this wasn’t always as clear as it could have been.Over reliance on government contracts is the Society’s biggest risk and their intention to grow some buffers which includes considering social enterprise options. Staff are always keen to understand how to do things better

The CEO noted the number of representation requests on numerous committees. Currently, resourcing allows for the CEO to prioritise appointments as it’s impossible to have a representative on all. Irene envisions there being an opportunity to delegate positions to others not on the Society board.

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

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Donna as the Chair of the finance and audit Sub-Committee noted how seriously her Sub-Committee takes their role, which includes analysing risk across the organisation, financial, reputational and more. A lot of us have access to people with skills and who we often seek advice from and they provide it voluntary to the board.

The CEO noted that it’s also about representatives being clear on what they can push and drive when sitting on those committees, on behalf of Ranginui, it’s important we know who sits where and how can we make the most of that person as our voice.

The CEO explained the process of working with the board to understand what is important they believe is important from hapū and marae. 60 – 70 priorities were identified, so from there some were combined, put into themes and shortened. There is a shared vision to have the three entities come together to grow and develop. Another key focus area is Kotahitanga focusing more on ensuring kaupapa Maori is evident through all services delivered. Some of the priorities identified we have resource for, some of them we don’t, that’s why it’s a 20-year plan.

Health has grown substantially; key growth areas have been identified. Mel explained the priorities are dependent on what’s happening in the community and is about identifying the needs, looking strategically at what the population will look like, the ages of our people and how to build the economy of scale to stay current with national organisations that are also working within our communities. Working together on partnerships in the health arena is paramount, and this year has been a year of growth but has meant a year of strong negotiation with the DHB.

When asked the CEO confirmed the Society is participating in workshops with the PHO and have representation on that table from around the board, there are also considerations from GMS and CEO’s to look at different models in preparation for growing populations.

The main strategic issue is the way the government funds the management, the Society was forced into going under a consortium that is mainstream. Some Maori providers, as a result of the clipping of the ticket on the way through the consortium, are no longer viable.The Society currently provides mentoring and professional development it the education area, working alongside Ngai Te Rangi on their education strategy, this is because MOE are still working on what they want to do.

There is some focus going into the Economic Social Enterprise with the purpose of reducing the risk and over reliance on government contracts. Considerations are being given to wholesale nursery and cultural trade company. Provincial Growth Fund providers are here on Monday, once we know what that looks like we can start conversations.

The CEO believes the nursery will lead into landscaping services. That single concept can open up opportunitiesRiki believes if this board meets with the other Ranginui entities, that provides a reporting back mechanism. In terms of SH2 negotiations, we had opportunities to ensure training pathways, economic development with planting etc. All we need to do is identify the land and use the templates. Has the board thought about having the portfolios of other entities to report to you monthly, so that collectively, we can all achieve these priorities.

The CEO confirmed that discussions have started, i.e. Miro and having a going concern between berries and whanau with land. We want to grow an economy for Iwi, employment on whanau owned land, income from whanau owned land.

Consideration towards making sure the Runanga is sustainable, by providing education and increasing awareness, especially with rangatahi and tamariki.

The CEO noted the priority of housing, however it’s not currently resourced. The intention is to find ways that Maori can own their own housing.

In summary, the CEO confirmed the intention of growing the balance between social services and social enterprises. There is a desire to purchase an office space, and vacant land is being considered to house social enterprise. Social enterprise focus areas include horticulture, trade training centre, and the development of Maori consortiums nationally to better influence government. It’s been a great year, with a great team of staff who are now looking forward to a busy year ahead.

Tawharangi noted Wendy’s skillset in Strategy which has been key in looking at innovative ways of diversifying funding streams.

COMMENTS FROM THE FLOOR

Tatai asked how marae can better support the Society in identifying the appropriate skills required and people on the board, how can we improve our area?

Irene explained the two committees that were established as a result of the discussions at last year’s AGM and the policies that are being reviewed, including the processes of appointing people into governance roles and identifying relevant skills. One finalised, this will be prepared for dissemination to the board.

When asked about accountability and transparency to the board, Tawharangi confirmed that there are a number of individuals representing the Iwi on various boards and that there has been an identified lack of reporting, if any at all. The board is currently working through this, to understand what is required for each role, whether that position is remuneration etc. The development of policy is needed to better manage going forward.

Charlie noted that there are three entities with three different legislation and three different representation needs and congratulated Tawharangi.

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Tatai expressed the frustration her hapū experiences when working on RMA matters with council, while there are mana whenua agreements in place with some hapū, how do we get acknowledgment that hapū of Ranginui have the mandated authority to speak and represent things that are happening in this Iwi. Tatai has an issue with external stakeholders.

Riki noted the importance of needing to provide Iwi feedback on RMA matters. Ngai Te Rangi has their own dedicated team with an in-house Manager who holds regular hapū meetings. We need to consider something similar, given P Majury and his knowledge of the RMA act and how to work things in his favour. He also noted Carlton’s presence in this space and how different entities call him in for advice.

Carlton believes that until the legislation is changed, it stipulates hapū and Iwi. There’s never been an example where this Iwi has overridden the mana of any oftheir hapū.

Riki believes it’s important to back the Iwi as well, some hapū are machines in the RMA space. Riki encouraged those to be ok with making some sacrifices for the Iwi, rather then trying to look in on itself, be courageous and don’t allow these personal issues and conflicts to interfere with achieving a stronger future together.

Bill would like to see Ranginui consider the option of installing some of the electric vehicle charging stations and see what is involved.

Motion That the Chief Executive Report for 2018 as circulated in the 2018 Annual Report be received.

Moved Tawharangi Nuku

Seconded Kiritoai Tangitu

For All

Against Nil

Carried Unanimous

4. ANNUAL AUDITED ACCOUNTS

The Financial Report for YE 30 June 2018 was made available prior to the meeting, Phillip Mead presented the financials and noted the following;We know that Social Service contracts aren’t expected to make an income, they break even instead.

This year the Society is reporting a $149k surplus vs $633k deficit in 2017. The notable difference is an increase in income by 600k to 3.2M and the reduction of expenses by $200k to 3.3M. Property has increased from $73k to $836k which is largely due to the purchase of the new home for vulnerable children taking the total Assets to 2.9M, total Liabilities $1M, Net Assets 1.9M vs 1.75M

Philip referred those present to Note 15. These notes confirm commitments of $516k, which relates to the lease of cars, office equipment and the building at 17th Avenue.

Philip referred those present to Note 17. The Trustees have restricted their remuneration in this last financial year in order to assist with making savings.

Philip noted the Related party transactions.

Philip noted the Audit report in page 16, there were no concerns identified.

When asked about the sustainability of expenses for leasing, renting etc the CEO confirmed that the staff monitor leases regularly and review as required. Realistically, the Society must hold on to some vehicles to ensure services can continue to be delivered.

The CEO explained the exercise undertaken to understand the true cost of the running the back offices. As a result, 20% of each funding contract is set aside to cover the operational costs.

Before each financial year, a budget setting exercise is undertaken, down to contract level, which is then monitored monthly through actual vs budget reports.

Charlie congratulated the board and the CEO on their efforts to turn things around.

The reduction in cash equivalents relates to the purchase of the property. The board contributed a $150k deposit towards this purchase, however the contracts for this property at approximately $700k will fund the service and pay off the asset and furniture, noting the up-front costs required when first moving into the building.

Motion That the Financial Statements for Ngāti Ranginui Iwi Society Inc for the year ended 30 June 2018 and presented at AGM 28th October 2018 be received and adopted.

Moved Tawharangi Nuku

Seconded Piripi Hikairo

For All

Against Nil

Carried Unanimous

5. HE PEKA TAONGA

The He Peka Taonga accounts, which were circulate prior to the meeting in the 2018 Annual Report, Phillip highlighted the following;

The reduction in Volunteer Hours is due to the waka being damaged in the storm. There were a lot less kapahaka activities this year.

This entity made a small loss this year as a non-cash allowance was made for the waka and piupiua. Insurances are covered by koha from the Society.

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

COMMENTS FROM THE FLOOR

When asked, Philip confirmed the waka is valued at cost in the books, but market value for insurance purposes.

Huikakahu acknowledged Philip Mead noting how fortunate the Iwi is to have Phil who has always been faithful to the tasks he’s been given. On behalf of all the Iwi, thank you.

Tatai noted the transformational change that has occurred from where the Society was last year and congratulated the board and staff, Well done!

Motion That the Financial Statements for He Peka Taonga for the year ended 30 June 2018 and presented at AGM 28th Octo-ber 2018 be received and adopted.

Moved Charlie Rahiri

Seconded Huikakahu Kawe

For All

Against Nil

Carried Unanimous

6. GENERAL BUSINESS

Mortuary

Carlton expressed his concern at losing the mortuary and the direct impact that has in terms of alignment to tikanga and how loved ones are taken care of during this process. In his role, Carlton attends a number of funeral homes and believes the tikanga issues won’t be resolved until Tauranga have their own mortuary established. The government has removed the ability for funeral homes to establish mortuaries, which is what Legacy Funerals had attempted to do.

The cost of a mortuary is at a minimum $1.2M and Carlton believes there is enough surplus in the Settlement Trust funds to establish a mortuary under Ngāti Ranginui, however this would need to be driven from the beneficiaries as it is their money.

Waiting on the doctor also impacts the time it takes to get the tūpāpaku back to whanau.

Shared Iwi Offices

Carlton also believes there is more than enough funds to buy land and buildings for all three Ngāti Ranginui entities to be housed in. Both of these kaupapa are achievable and will do wonders for the mana and integrity of our Iwi as a whole.

Board Remuneration

Riki acknowledged the Chair, the board and Wendy for efforts made to reduce the deficit. While he notes sacrifice at times is necessary, he asked the board at what stage they intend on reviewing their fee structure to consider increasing board remuneration. Another suggestion was made to reinstate the board remuneration as this will not put the Society into the red.

Acknowledgement

Kiritoha acknowledged Wendy, noting that when he seconded the motion, he meant it, thank you for getting us out of the red. Kiritoha also supported Carltons korero.

Waka

A brief discussion around the waka took place. There are some believe the waka should be located in town. This asset, the only true asset we have, was built for us all. Others believe that it will cost a lot of money to move it, where its currently housed, its safe. Look to put it back out on the water and regularly.

Ngāti Ranginui Rohe signage

A suggestion was made to have some signs erected at the entrance into our Rohe – you’re entering Ngāti Ranginui Rohe.

Waterfront Redesign

Carlton explained that Iwi agreed to the signing off of the waterfront redesign if the council committed to installing two waka sheds for us. This has not happened. The new Tauranga City Council CEO is open to reconsidering this.

Karakia Whakamutunga: Tawharangi Nuku

The chairperson declared the meeting closed at 11:44am

Motion That the AGM minutes held 28th October 2018 at Hairini Marae be accepted as a true and accurate record.

Chairman

Date

7

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1 Bill Evaroa Ngāti Hangarau, Pirirākau

2 Chris Stokes Ngāi Te Ahi

3 Donna Leef Pirirākau

4 Andrea Laison Pirirākau

5 Stan Urwin Ngāi Tamarawaho

6 Josie Mikaere Ngāi Tamarawaho

7 Riki Nelson Ngāti Te Wai

8 Alexis Tata Ngāi Tamarawaho

9 Nigel Leef Ngāti Taka

10 Josie Ririnui Ngāi Te Ahi

11 Craig Marwick Ngāti Hangarau, Pirirākau

12 Irene Walker Ngāi Te Ahi

13 Nicholas Leef Pirirākau

14 Donna Gardiner Ngāi Te Ahi

15 Tatai Allen Ngāti Hangarau, Pirirākau, Ngāi Te Ahi

16 Mita Rahiri Ngāti Kahu

17 Elton Urwin Ngāi Tamarawaho

18 Raua Reihana Ngāti Hangarau

19 Piripi Hikairo Wairoa

20 Brenda Mareroa Pirirākau

21 Tamar Courtney Pirirākau

22 Donna Leef Pirirākau

23 Huikakahu Kawe Ngāi Te Ahi

24 M Leef Ngāti Kahu, Pirirākau

25 Polly Leef

26 Piripi Paraeana Ngāti Te Wai

27 Pam Sycamore Ngāi Te Ahi

28 Alison Green Ngāi Tamarawaho

29 Charlie Rahiri Wairoa

30 Tawharangi Nuku Ngāti Hangarau

31 Des Tata Ngāi Tamarawaho

32 Stacey Mareroa Pirirākau

33 Perry Smith Ngāti Hangarau

34 Philip Mead

35 Matemoana McDonald

Ngāi Te Ahi

36 Oriwa Lovett Ngāi Te Ahi

37 Mary Tuapawa Ngāti Te Wai

38 Wendy Borell Pirirākau

39 Ian Rikirangi Ngāi Tamarawaho

40 Jenny Rolleston Pirirākau

41 Anahera Akuhata Pirirākau

42 Tumatawha Piahana

Ngāi Tamarawaho

43 Peter Tuhua Ngāi Te Ahi

44 Taakahi Borell Pirirākau

45 Bill Borell Pirirākau

46 Kiritoha Tangitu Pirirākau

47 Carlton Bidois Pirirākau

48 Lindsay Muru Ngāi Te Ahi

49 Barry Nicholas Pirirākau

50 Nita Wi Repa Te Puni Kokiri

51 Simon Latif Te Puni Kokiri

AGM attendance registerNgāti Ranginui Iwi Society Incorporated Annual General Meeting

Held at Hairini Marae on Saturday 28th October 2018

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NGĀTI RANGINUI IWI - 2019 ANNUAL REPORT

Ngāti Ranginui in numbers

1500

$9,564$250 $5K

$1,634

86

9

DISCRETIONARY FUNDING

RŪNANGA ACHIEVEMENTS

We have reached more than

We have funded

in projects and sponsorship

Poukai, Mauao Trust, ANZAC Day, Pukehinahina, TMTT Festival, Te Ranga

Went to Tauranga Girls College in key sponsorship to Te Kapa Haka O Ngāti Ranganui

Was used for the protection of ngā taonga o Ngāti Ranginui

The Rūnanga employed

people in Tauranga Moana in the past year

people

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140+ 56

63

365

724

16

10

HOME AND COMMUNITY BASED SUPPORT

SOCIAL SERVICES

MAORI BUSINESSSUPPORT

We support 140+ people in their homes

Of those

56%

are Māori

We provide

972 hours of care to the community every week

WHANAU SUPPORT

YOUTH MENTORING

FAMILY HARM TEAM

CARE GIVERS

NGA PEKA TITOKI

ADDICTION COUNSELLING

TRAUMA COUNSELLING

We employ

62 Kaiawhina

current active clients, 13 new clients from 1st July

Youth Mentoring Clients, 1 pending referral from 1st July

20 current Men attending Tuesday, Wednesday evenings 26 men, 6 completing service

bed nights provide for 43 Tamariki (Shared Care) 1st July

bednights from the 1st July average 100 bed nights per month

New Service 4th October 3 active client

Peer Support currently recruiting

Womans Safety Programme

Monday evenings 6 participants from 1st July

Childrens Safety

Monday Evenings 7 partcipants from 1st July

Unfunded Participants 2 men, 1 woman, 2 children 1st July

We continue to provide business support services for Ngāti Ranginui Fish Trust and Holding Company, Rangapu Mana Whenua, Baypackers Limited Partnership, Te Rangapu, Mana Whenua (formerly TWC) and Mauao Trust

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Chairman’s Report

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Ka tū he mārama ā Rangi, ka tū he mārama ā Nuku, he taura here ki te Ao nei

Ko te kaihanga ki te rangi ki te whenua, korōria ki tona ingoa tapu

Ngā whakahōnore nui ki a Kiingi Tūheitia

I runga i tōna ahurewa tapu rire rire hau – paimarire

Kia tangi taukiri atu ki te kura tawhiti kua ngaro ki tua o te ārai

Waiho mai te mamae ki a mātou te iwi mōteatea, hoatu, okioki ai

Ma rātou te akaaka o te rangi, ma tātou te akaaka o te whenua

Ki te whai ao ki te ao marama

Tihei mauri ora

Te Rūnanga o Ngāti Ranginui approaches the end of 2019, moving towards 2020, with great confidence. Through the leadership of Chief Executive, Mel Tata and a dedicated body of staff, the Rūnunga continues another positive financial year.

Uenukurangi Vision Ranginui

After many years of discussion, the concept of a closer alignment of our three entities: The Fisheries Trust, The Settlement Trust and The Rūnanga, is finally taking place. The Uenukurangi Vision Ranginui committee, consisting of two representatives from each entity, have been given the responsibility to bring Vision Ranginui to fruition.

To realise this vision the Committee engaged Awhina Ngatuere as Project Manager, along with her team from Māoriworks. To begin the process, five separate workshops were organised for specific age groups: Kaumātua; Rangatahi, Ahi Kā, and two workshops open to all ages. Feedback from all workshops has been incredibly positive.

Originally a symposium was set for the first weekend of October. However, due to the over whelming response from the on-line Survey, it was decided to extend the survey two weeks and defer the symposium to November. This will allow for a more comprehensive analysis of the data, which in turn will better inform the symposium. Once keynote speakers have been

confirmed, the symposium programme will be released. I would ask we encourage all of our whānau to participate in the November symposium, as this will set the future direction for our Iwi.

Ka hinga atu he tetekura, ka hara mai he tetekura

After discussion with my whānau, it is with confidence and optimism; I stand down from the role of the chair. I have served six incredible years as chair, with the support of some incredible board members. Admittedly, through my tenure the board has faced challenges, but at the end of the day we have always made decisions based on what we believed is in the best interest of the Rūnanga and our Iwi. As a testament to that, the Rūnanga now has a strong governance and operations culture, it’s all about the growth of the Rūnanga and not individual agendas. To maintain that momentum, I have a strong personal philosophy that in order to grow, you need forward thinking people who constantly challenge our norms. I believe the Rūnanga is in a strong position for the future and I leave with the confidence that whoever takes on the role of the chair will make it even stronger.

Ngā ringa raupā

E kore kore rawa e mutu te tuku mihi ki ngā ringa raupā o te Rūnanga. How can I ever show my appreciation and thanks to our wonderful staff, the backbone of our organisation for without them the Rūnanga would not exist. It is our staff interacting with our whānau every day at the coalface, that builds the reputation of the Rūnanga. Nō reira tēnei te mihi ki a koutou.

Every waka must have a Kaiurungi and we are fortunate to have Mel Tata. Although she is new to the position, she brings with her a wealth of knowledge, experience, professionalism and a leadership style that will support and keep the Rūnanga growing into the future.

Kāti rā, me tau iho mai te manaakitanga o te Runga Rawa kei runga i a koutou otirā tātou katoa

Ngā mihi nui,

Tawharangi NukuChairman

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ChiefExecutive’sReport

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Ko Mauao te Maunga, Ko Tākitimu te Waka, Ko Ngāti Ranginui te Iwi, Ko Tamatea Arikinui te Tangata; Nō ngā uri ahau o Ngai Tamarāwaho. Tēnei te mihi maioha ki ngā uri o Ngāti Ranginui Iwi, nō reira tēnā tātou katoa.

The focus of the past year was to maintain Iwi contribution towards the development and implementation of quality Iwi, Social, Education and Health services for Ngāti Ranginui members and the communities in which they reside.

2018 saw an exiting CEO, an Interim CEO and a new CEO. I take the opportunity to acknowledge the efforts of our respective Board members and their HR support for the robust recruitment process. I am grateful to have had the opportunity to be shortlisted and interviewed by such an established panel. On 4 February 2019, I was welcomed into the CEO role by our respective Kaumātua, the Board, staff of Ngāti Ranginui Iwi, government and local government agencies. Thank you to all involved, day one was a humbling experience. Through my prior experience in the various sectors and knowledge of the Ngāti Ranginui Iwi business I was able to hit the road running.

During 2018/2019 our board continued to drive the Ngāti Ranginui Iwi Society Inc strategic priorities; which were first presented to our members at the 2018 AGM. The strategic priority areas being:

• Kotahitanga; Three entities, one vision• Te Reo Māori and Mātauranga Māori• Health & Social Service - Mauri Ora, Whānau Ora, Iwi

Ora• Education - Training and Lifelong Learning• Economic Development and Social Enterprise• Environmental Sustainability• Housing Innovation

Our strategic priorities have guided the operational business plans and are underpinned by the principles which form the basis of any decisions; Mana Whenua, Mana Moana, Mana Tangata.

Operationally we continue to have a presence in various government sectors. Providing opportunities to enhance potential via programmes such as the Mauri ora Rangatahi, Te Whakapiki ora in schools, holiday programmes and sponsoring Kapa Haka events for Tamariki/Rangatahi, Kaumatua and Te Kapa Haka o Ngāti Ranginui.

We maintain that our communities be free of violence for our whānau; through dedicated wānanga such as Mana Tāne and during 2018/2019 expanding into Mana Wāhine and Mana Tamaiti programmes. We maintain leading services and projects that value wairua, hauora, hinengaro and whānau for our pēpi, tamariki, rangatahi, pakeke, kaumātua and Ngāti Ranginui Iwi rohe.

July 2018 was the opening of Ngā Peka Tītoki, the first Iwi owned residential whare providing a home for tamariki/Rangatahi entering Oranga Tamariki care. Our whare since conception has been developmental in terms of what works best for tamariki in our care. November 2018 we were able to review the way in which Oranga Tamariki contracts supported our tamariki, negotiating for a more meaningful transition from our care to their

whānau. Meaningful meant extending the timeframes of which our tamariki would be in our care. We moved from Emergency to Emergency/ Transitional allowing our team to implement timeframes inclusive of the tamaiti and their whānau, supporting achievable and sustainable transitions out of care. We have had 42 tamariki come into our care in the last year. We are often approached to share our model of care with various Iwi, and we do; this ensures more Iwi can take leadership in this sector and whakamana our tamariki through their own identity as Māori.

The financial performance for the year has seen a significant surplus in both the Society Inc and HCSS company. These surpluses are attributed to the NRI Business Support division who has been a strength in accessing small capacity and capability funds. Key relationships with Oranga Tamariki has laid the foundation for contract reviews and strategic reinvestments. Another success being the negotiation of a tender opportunity, with Oranga Tamariki funding the provision of wake over services in our whare. Initially this service was provided by Oranga Tamariki, however leveraging off the Home Community workforce, Ngāti Ranginui Iwi were able to offer a reliable workforce of 62 who already displayed the values of our organisation with in their mahi. HCSS 2018/2019 surplus reflects this contract. Ngāti Ranginui Iwi also received during 2018, an Astrolabe fund, a fund dedicated to Taiao; further funds applied for in 2019 via the Astrolabe Community Trust will support an Iwi developed Taiao strategy. All in all, the Iwi operating expenses have significantly reduced due to the completion of projects lead by the prior CEO, streamlining roles against contract income and consistent tracking of budget performance by operations and governance.

The next 12 months will see Ngāti Ranginui Iwi Society Incorporated celebrating 30 years in business, acknowledging the leadership of all those who established and supported the journey that is the Rūnanga. We will also see the 30-year celebration being the maiden voyage of our waka, Tākitimu. We are excited about the opportunities in store for potential Ngāti Ranginui kaiako via Ministry of Education, the Ngāti Ranginui Iwi app, a Taiao strategy and the expansion of services via new WBPHO opportunities which will build on our current capacity and capability.

I want to thank our staff for their contributions to our services and our whānau, through their expertise and influence within the various government sectors we navigate; the Board for their support and confidence; and the ongoing support of our kaumātua who regularly commit to attending our Rūnanga kaumātua hui hosted quarterly. This forum has been an insightful place to share operational services and receive advice to ensure what we do is te tika me te pono.

We, as a team, look forward to the 2019/2020 period and will strive to deliver another successful year with opportunity that is responsive to the need and growth of our uri and their communities.

Ngā mihi nui,

Melanie TataCEO

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16 Directory

17 Statement of Comprehensive Revenue and Expenses

18 Statement of Changes in Equity

19 Statement of Financial Position

20 Statement of Cash Flows

21 Notes to the Financial Statements

31 Audit Report

Consolidated financial statementsFor the year ended 30 June 2019

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