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Developing Assets Governance What do we need to do to build effective Maori Governance by 2025

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Different interpretations of what development ... Speaker: Kristen Kohere. Tensions/perceptions about current governance structures ... Speaker: Temuera Hall ... – PowerPoint PPT presentation

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Title: Developing Assets Governance What do we need to do to build effective Maori Governance by 2025


1
Developing AssetsGovernanceWhat do we need to
do to build effective Maori Governance by 2025?
Facilitated by Willie Te Aho
2
key points made
  • Speaker Tony Craig
  • Professional governance development how to
    achieve it
  • Different interpretations of what development
    means determining individuals development
    needs and plans is extremely difficult.
  • Development is a life long journey.
  • The rigour applied to the recruitment and
    performance of CEs is not applied to Board
    members.
  • Retraining and upskilling is not regarded as
    important for Board members.
  • Any form of technical assessment is perceived to
    be negative and creates anxiety.
  • Need to embrace a culture of skill and
    performance assessment.
  • Board members require particular skill sets and
    challenges.
  • Decide what makes a successful Board performer in
    the overall performance across the Board.

3
  • Strive for a future where assessment of
    governance skills and competency sets are the
    norm.
  • Allow the composition of an appropriately
    balanced team.
  • Draw on the experienced to facilitate succession
    planning.
  • Maori governance is better placed to embrace an
    assessment system as it is not constrained by the
    past.
  • Too often development programmes are not tailored
    for the learning needs and styles of individuals.

Summary - in order to promote effective
governance, we need to 1. Embrace a culture of
assessment practices and models. 2. Establish a
database of all skills and competencies of
current trustees. 3. Tailor learning needs and
styles to trustees needs. 4. Learn and document
best performance and best practice. 5. Ensure
balance and mix of skill on Boards.
4
Speaker Mai Chen
  • Maori need to have a legislative strategy a
    clean structure, easy to use, with built in tax
    advantage including a transitional period.
  • Leadership needs to use specialists who will
    transfer skills.
  • Education strategy need to instill training in
    young people and lead by example by attending
    training sessions and complying with good
    governance principles.
  • Conclusion
  • Maori need to learn to use the law to their
    advantage and the resources available to them to
    build their own capability.

5
key points made
  • Speaker Kristen Kohere
  • Tensions/perceptions about current governance
    structures
  • Difficult to access governance positions
    perception amongst rangatahi that its a long
    road to be able to contribute to the iwi at a
    Board level. There is a misfit between rangatahi
    aspirations and perceptions about experience
    required.
  • Lack of Maori womens participation at the
    governance level.
  • Possible strategies
  • Establish fora to enable people to develop
    relationships and build trust amongst each other.
  • Ensure Maori decisions makers have sufficient
    Maori identity.
  • Identify who has the core attributes of
    leadership (such as - accountability,
    appreciation of constituents, acknowledgement of
    cultural capital in the formation of governance
    and its role).
  • Improve the professional development of current
    governors.
  • Leverage off training occurring in District
    Health Boards.
  • Establish Maori leadership programmes and
    increase mentoring opportunities.
  • Maori models of successful governance should be
    promoted and used to
  • inform future decisions.

6
  • Speaker Temuera Hall
  • Business does not care what language you speak,
    what colour you skin is or what religion you
    belong to a profit is a profit once you have
    paid tax a loss is a loss but is tax deductible
    if you are a loss qualifying company.
  • On the other hand, business is receptive to
    morals, principles and values as Maori. It is our
    culture, its philosophy, its values and its
    morals that is our point of difference.
  • Maori need to redefine our culture within this
    pluralistic society. Without re-establishing and
    institutionalising our values we continue to pay
    lip service to things like kaitiaki, manaaki,
    whanau, turangawaewae etc and we cannot begin to
    address this term Maori governance.
  • There are two key aspects to governance
  • Part A - Compliance, accountability,
    transparency, risk management and risk
    mitigation, risk appraisal, risk appreciation,
    risk assessment.
  • Part B - Vision, strategic direction the harder
    part this is what sets us apart as a Maori
    organisation our uniqueness.

7
  • Part A is somewhat generic mostly exercised
    through systems and processes. Can be learnt via
    the Institute of Directors course or a MBA. But
    the best development path is on the job training
    or learning by association.
  • There is no substitute for experience. This can
    be achieved by bringing on an independent
    professional trustee or board member to implement
    the required compliance systems, reporting and
    monitoring.
  • Part B vision and direction, is where Maori
    values and ethics apply. If you want to take up
    the label Maori Governance, then a Maori value
    base is a pre-requisite.
  • One of the key aspects of governance, once you
    have met all the compliance and audit
    requirements is to act in the best interest of
    your shareholders.

8
  • We are not talking about an asset that can be
    sold or traded.
  • We can double or treble profit but it is almost
    meaningless to individual beneficiaries
    therefore Maori governance needs to be different.
  • Simply improving equity and bottom line profit
    will not necessarily be acting in the best
    interest of your membership.
  • We have to act in best interest of beneficiaries
    generation planning, risk aversion mean that
    the investment strategy is almost pre-determined.
  • The key principles that arise within Maori
    organisations from this inherent cultural
    ownership value are
  • Generation planning and a long investment
    timeframe
  • Risk adversity and conservatism
  • Which implies a propensity to withstand market
    movements and volatility. Therefore once this is
    worked through, your investment strategy is
    somewhat predetermined.

9
  • If we accept the fact that straight financial
    returns are not necessarily in the best interest
    of individuals we need inclusive benefit
    models. The key issues are
  • People motivation vs profit motivation
  • Collective focus vs individual focus
  • Cash flow vs equity growth (expand).
  • Vision, direction and leadership needs to be
    developed on a Maori cultural value base within
    inclusive structures.
  • Governance needs to ensure it doesnt get caught
    in the cycle of continually fixing immediate
    problems.
  • Good Maori governance needs to be continually
    looking to set up the generation ahead.

10
  • In 2025
  • we will be selling communally owned assets -
    sell, trade and leverage to create cash flow.
  • we wont be selling communally owned taonga if a
    pool of money represents the roimata or grievance
    claim, then give it taonga status. In other
    words, give it a very conservative high capital
    protection, low volatility risk profile so that
    you are never in a position where your report to
    your members a capital value less than what you
    started with.
  • Dont invest in the first high risk start up
    business idea brought to the table (by Rangi
    Porangi).
  • Remember 4 out of 5 start up businesses fail.

11
  • In 2025
  • We will be diversifying as a matter of course.
    The issue is how you diversify.
  • You cant do what you dont know, so dont do
    what you dont know.
  • Bring in/buy in experience to mitigate risk.
  • Common sense and experience far outweighs
    knowledge.
  • Clearly defined risk profiles need to be
    developed before any diversification strategy is
    implemented.
  • When diversifying, know your risks and know what
    you are doing.
  • There is a whole business space that Maori are
    just beginning to learn about financial markets,
    merchant banking.

12
  • Consolidation is already a necessity
  • There are huge efficiency gains to be made by
    consolidating and jointly managing assets and
    achieving better economies of scale (on the
    commercial front, in social/cultural delivery and
    in environmental protection areas).
  • This in turn will lead to improved social and
    cultural delivery and environmental protection.
  • We need to break down the Chinese walls and
    reconfirm the value of being on the paepae. The
    board positions are then recognised as functional
    chores - not positions of false mana.

13
  • Assets panels questions to panelists
  • How do we balance the Maori value base and best
    practice
  • corporate models?
  • Its about principles not rules refer to the
    Security Commissions guidance on governance.
    The principles include ethical behaviour,
    balance in the composition of Boards, effective
    committees, integrity in reporting (good
    decisions require good information), need for
    risk management processes, importance of
    maintaining auditor independence, shareholder
    relationships, importance of other relationships.
  • Identify gaps in skills competencies ability to
    represent shareholder interests is important so
    are commercial skills - some organisations create
    a two tier structure to balance these.

14
  • Do you support whanau members being on the Board?
    If not
  • why not?
  • The important question is what expertise, skills
    and competencies are required?
  • Its about getting the processes right about
    having good governance processes in place,
    identifying skill requirements, advertising then
    recruiting. Ensure good governance processes are
    in place eg conflicts register, exempt from
    decision making.
  • How do kaumatua bring young people forward but
    maintain the
  • pivotal role they have?
  • Kaumatua must write it down or pass it on where
    is the succession?
  • In life, spend time and be in the position where
    you are most highly valued having the big
    vision take the young people with you.

15
key points made / agreed in workshops
What do we need to do to build effective Maori
Governance by 2025?
  • Education and training for existing trainees.
  • Succession planning.
  • Good quality management systems.
  • Achieving a balance between tikanga and technical
    expertise on governance bodies.
  • Communicating and reporting back regularly to
    constituents.
  • Share information on successful practice.
  • De-mystifying governance to whanau encourage
    their participation and involvement.

16
key points made / agreed in workshops
What do we need to do to build effective Maori
Governance by 2025?
  • Organisational development need to understand
    the environment in 2025.
  • Skill development strengthen understanding of
    the disciplines of governance.
  • Cultural values develop a short to medium term
    strategy that promotes the transfer of cultural
    knowledge instilling cultural values.
  • Ensure there is a clear vision/mission statement
    and strategic plan that integrates traditional
    values and sound governance principles.
  • - Initiate succession planning that clarifies the
    aims of the organisation and the expectations of
    its trustees.
  • - Establish a mentoring programme that integrates
    traditional values and sound governance
    principles to eliminate skill deficit.
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