3
waikato-tainui
annual report 2014
pa i ma a r i r e
The tribal vision for our people
is: To grow, to prosper, to sustain.
Delivering on this vision will
ultimately depend on our willingness
to work together as a tribe, and with
others, to achieve our goals.
My vision for Waikato-Tainui and the
motu is simple:
Ko te mana motuhake.
It flies on my flag and guides my
actions. They are more than just words;
they are my reason for being. We
must not forget the motu, especially
at this time, for 150 years ago we did
unite to fight the battles we have just
commemorated. The Kiingitanga was
at war then and we stood side by side,
together. We can be proud of that
today.
ma k i ng p r o g r e s s
Looking back over the past twelve
months, the results highlighted in the
following pages can best be summed
up by saying that we are making
progress in a challenging environment –
one that keeps throwing new pressures
and priorities at us.
Maaori have consistently shown
an ability to adapt, and adopt new
technologies and new ways of doing
things. Keys to that success were our
adaptability and flexibility. We were
also blessed with leaders who had
vision and determination. What did not
survive were the old institutions and
structures that could not, or would not,
adapt. In that sense while structures
come and go, the Kiingitanga endures:
It carries not only the memories of the
old ways, but the faith of our tuupuna,
the hopes and dreams of a people and a
korowai under which to gather.
c a l l f o r c h a ng e
With this in mind, I initiated the
Governance and Representation
Review that is currently underway.
My approach was to respond to
the people’s strong call for change,
appoint people with the right skills and
experience and then closely monitor
progress. We must have structures that
are fit for purpose. We must not fail in
this task. Our team is working tirelessly
on this and I want to thank them for
their efforts to date.
In my office over the past year I have
welcomed the steady hand and sage
advice of Sir John Goulter, who chairs
my Ururangi board. We have effected
changes that equip management with
the tools and resources to do their
jobs well and provide the tribe, in their
kaitiaki role, with confidence that my
office too, is ‘fit for purpose’.
n e w en v i r onmen t
Within the Kiingitanga I have also
effected changes. The establishment of
Te Kaumaarua is an ancient institution
adapted to a new environment. Again,
the approach was to identify the
challenge, appoint the best people and
have faith in their abilities. The one
significant difference this time is that I
have drawn this group from the motu.
The changes made are already paying
off. If the Crown previously seemed
reluctant to acknowledge the power
of the Kiingitanga to unite Maaori
on a number of issues of national
significance – rights in freshwater and
funding of Kohanga Reo being good
examples – then that is now no longer
the case.
k au pa pa k i i ng i ta ng a
In closing, I would like to acknowledge
the various management teams and
their staff for your contributions to
the results in these pages. I thank
you for your contribution and look
forward to even better results in the
year ahead. We are not necessarily
an easy people to work with and
often the reality is that the more
we do, the more is expected of us. I
must also acknowledge too, the deep
and unwavering support shown by
Waikato-Tainui in their kaitiaki role
for our kaupapa Kiingitanga.
As we respond to future challenges and
work our way through the processes
of change I will leave you with some
words from my late mother:
“Waikato may
have to change its
structures several
times and it is alright
to do so as long as
we eventually get
it right. It would
be very foolish to
uphold a structure
that is not working.”
