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Organisational Review Paper Ngati Hau Trust Board Presentation of project findings and recommendations by Organisational Review Paper Ngati Hau Trust Board Presentation of project findings and recommendations by Dale van Engelen February 2012

What we will cover in this presentation • Background • Scope and research methods What we will cover in this presentation • Background • Scope and research methods • Research findings • Recommendations • Question time

Background Project focus: Ways to encourage trustees to attend meetings WHY? • Non attendance Background Project focus: Ways to encourage trustees to attend meetings WHY? • Non attendance at meetings causing difficulties: • Inability to conduct business • Negative feedback from members

Scope In scope Review: • Current meeting attendance patterns of the Trust Board and Scope In scope Review: • Current meeting attendance patterns of the Trust Board and make recommendations about how to improve these. • Trusts organisational structure and practices in relation to appointment of trustees and meeting attendance and make recommendations to improve these. Out of scope • Other organisational issues for example non-compliance of auditing requirements and the performance of individual trustees. • The implementation of the recommendations.

Research methods • Interviews (kanohi ki te kanohi - face to face and by Research methods • Interviews (kanohi ki te kanohi - face to face and by phone) (Ngati Hau trustees and 2 other organisations) • Surveys and a five minute questionnaire (Ngati Hau trustees and 2 other orgs) • Review of Ngati Hau Trust Board documents • Review accepted management practices

Research findings Key areas: 1. Change in focus for Māori trusts and organisations in Research findings Key areas: 1. Change in focus for Māori trusts and organisations in 1980’s 2. Meeting attendance - processes and guidelines 3. Organisational structure – strategic plans, change management 4. Māori Values v Business Rules and Laws

1 - Change in focus Pre 1990’s: • Māori moved to urban and overseas 1 - Change in focus Pre 1990’s: • Māori moved to urban and overseas to look for work (2009 84% had moved), 2011: 1 in 5 didn’t know tribal affiliation). 1 • Government policy Te Urupare Rangapū Partnership Response – Māori Affairs devolved, more emphasis on Māori delivering services for Māori. • Greater expectation on Māori organisations (marae and trusts) to deliver social and economic services – less people, increased work, limited resources and skills, stress and fatigue. What you said…… ‘All the older people have gone now. Those were the people that would have been on the trust boards, retired people. Now more people are working and they stay in their jobs longer so are unable to commit to volunteer work’ ‘A lot of people don’t live close to the marae anymore, feel disconnected’ … ‘The Ngati Hau Trust Board is an unseen thing…benefits are not readily visible, people don’t feel included’. [1]Paul Meredith. 'Urban Māori - Urbanisation', Te Ara - the Encyclopaedia of New Zealand, updated 4 -Mar-09 URL: http: //www. Te. Ara. govt. nz/en/urban-maori/1

1926 – 82% lived in own tribal areas 1986 – 20% lived in own 1926 – 82% lived in own tribal areas 1986 – 20% lived in own tribal areas Māori moved to urban and overseas to look for work (2009 84% had moved), 2011: 1 in 5 didn’t know tribal affiliation). 1

Impact on Ngati Hau Trust • Marae people and skill base reduced • Less Impact on Ngati Hau Trust • Marae people and skill base reduced • Less people and skills for Ngati Hau Trust • Contributing factor for non attendance at meetings However • Those that are there are committed and passionate about their hapü and want to see development and growth. What you said … ‘Ngati Hau not anywhere near the potential we could be. Our hapū would develop if we had the right people’ ‘It is fixable, just need energy and time and resources’

2 - Meeting attendance • Lack of meeting and administrative processes: (set agenda, minutes, 2 - Meeting attendance • Lack of meeting and administrative processes: (set agenda, minutes, reporting, set timeframes, pre meeting planning and communication). • Lack of organisational policies and procedures: (role descriptions, proxy vote process, meeting ground rules, financial policies, appointment process). • Need to review trustee appointment process: (voluntary role, nominations process, role description, review constitution to widen selection pool)

3 - Organisational structure • No clear vision or strategic plan “If you aim 3 - Organisational structure • No clear vision or strategic plan “If you aim at nothing, you will hit it every time. ” Ziglar Strategic plan and vision are essential – without one you will never know where you are going – much less if you ever get there. 2 2 Strategic Planning Report 3 Published by the Foundation for Community Association Research, 2001, page 4. Extracted 27 October 2011 from http: //www. cairf. org/research/bpstrategic. pdf

Strategic Plan and Vision 3 key areas critical to success: • Top management sponsorship Strategic Plan and Vision 3 key areas critical to success: • Top management sponsorship (leadership) • Compelling vision of the future • Change management (3) Hiatt, J. (1999) Vision and Strategic Plans: Who needs them? Extracted 27 October 2011 from BPR learning centre – sponsored by Pro. Sci, 1999. http: //www. prosci. com/vis 1. htm

Change management The focus of change management is people - if you don’t have Change management The focus of change management is people - if you don’t have the people on board then the work will not get done. Unfreeze: • • • Prepare Messaging, why People resist change Change: Re freeze: • Acceptances takes time • Communication critical • Settling down • Comfort and confident with new way Lewins change management model, extracted on 27 October, 2011 from Mind Tools http: //www. mindtools. com/pages/article/new. PPM_94. htm

4 - Maori values Sometimes tension between ‘Päkeha” business rules and laws and Mäori 4 - Maori values Sometimes tension between ‘Päkeha” business rules and laws and Mäori traditions and values: • Respect for elders, kaumatua conflicts with enforcing legal or business responsibilities (e. g. miss 3 meetings rule) • Tension between older and younger generations (e. g. business v traditional perspectives) • Whānau relationships and obligations v trustee obligations • Business meeting practices v marae/hui based practices Have to identify ways to maintain the integrity of both dimensions

Recommendations 2 Key areas Operational focus • Meeting procedures and guidelines • Executive and Recommendations 2 Key areas Operational focus • Meeting procedures and guidelines • Executive and trustee roles • Quorum Strategic focus • AGM • Appointment process • Strategic plan and vision

Operational focus Meeting procedures and guidelines • Develop meeting procedures and guidelines covering communication, Operational focus Meeting procedures and guidelines • Develop meeting procedures and guidelines covering communication, administrative process (e. g. minutes, reports, timekeeping, financial processes and ways to incorporate tikanga Mäori) Executive and trustee roles • Develop role descriptions (executive, portfolio’s) • Include trustee training in each meeting • Rotate chair and minute taker roles at each meeting (to give people a break) Quorum • Utilise section 16(iv) of the Trust Deed – stand down trustees that have missed three consecutive meetings – reduce the quorum numbers

Strategic focus AGM • Hold AGM in February 2012 to present Trust Board current Strategic focus AGM • Hold AGM in February 2012 to present Trust Board current position (include financial report even if un audited), get buy in for strategic plan, appointment process proposals) Appointment process • Review appointment process to look at ways to: - widen pool of candidates - Include role description and acceptance form Strategic plan and vision • Develop a vision and strategic plan with input from Ngati Hau members • Develop and implement a change management plan

Where to from here? Some options • Accept all the recommendations in the report Where to from here? Some options • Accept all the recommendations in the report and implement • Accept some recommendations and implement • Accept non of the recommendations • Close the Trust Board • Set up a different Trust Board

Ngati Hau Kua täwhiti kë to haerenga mai, kia kore e haere tonu. He Ngati Hau Kua täwhiti kë to haerenga mai, kia kore e haere tonu. He tino nui rawa o mahi, kia kore e mahi tonu. 4 You have come too far not to go further. You have done too much not to do more. 4 Sir James Henare

He Pätai - Questions He Pätai - Questions