He Waka Eke Noa
Effectiveness for Māori Framework
Cover image: The waka Te Rerenga Kōtare during its maiden voyage from
Te Raukura Wharewaka on Wellington waterfront on 6 February 2011.
Contents
2
Foreword from Chief Executive Officer
3
1. He Waka Eke Noa
4
2. He Moemoeā – The vision
4
3. Tūāpapa – Steps to achieve these goals
4
3.1 Strong Māori communities
4
3.2 Effective Māori participation
4
3.3 An empowered organisation
5
4. Ngā Mātāpono – Guiding principles
5
4.1 Ngā Tikanga – Māori worldview
6
4.2 Te Tiriti – Treaty principles
6
4.3 Tō Tātou Tāone – Knowing our communities
7
5. Kia Rite – Action plans
7
6. Kia Mataara – Monitoring and reporting
8
7. Appendix
WELLINGTON CITY COUNCIL
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HE WAKA EKE NOA EFFECTIVENESS FOR MĀORI FRAMEWORK
Foreword from Chief Executive Officer
The Wellington City Council Effectiveness for Māori Framework, He Waka Eke Noa, was launched in 2015. This
coincided with the 175th anniversary of the Treaty of Waitangi and the establishment of the first Wellington Town
Board. As we work towards the bicentenary of these two significant events in 2040, the coming 25 years will be a period
of renewal and strengthening of Māori–Council relations.
He Waka Eke Noa acknowledges that the success of Wellington City is influenced by the success of Māori. Treaty
settlements for the two major Māori tribal groupings in Wellington have now been reached, and Māori increasingly play
a vital role in the continued construction of a robust cultural, social, environmental and economic future for Wellington.
Our Wellington Towards 2040:
Smart Capital vision sets out special provisions for working together with Māori.
He Waka Eke Noa provides pathways to implement those strategies in an appropriate and productive manner. The
pathways are distinctive to Wellington, our tribal entities and our highly industrious, interconnected city.
We will work in a two-way partnership with Māori to identify and achieve our collective vision and aspirations for our
city. I look forward to further encouraging strong collaboration with Māori communities, individuals and businesses, as
we work together to create an exciting future for all Wellingtonians.
He waka eke noa – we are all in this journey together.
KEVIN LAVERY
Chief Executive
3 August 2015
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HE WAKA EKE NOA EFFECTIVENESS FOR MĀORI FRAMEWORK
1.
HE WAKA EKE NOA
the critical value that this unique relationship can bring to
All in this together
the city both domestically and internationally.
The Wellington City Council is involved in numerous
Our commitment to meeting these obligations is
activities that provide a platform for engagement with
expressed in our two key strategic planning documents,
iwi and the wider Māori community. Being familiar with
the Long Term Plan 2015-2025 and Wellington Towards
Māori language, histories, aspirations, values and cultural
2040: Smart Capital. This commitment is agreed
customs helps us to build strong relations and maintain a
to by every Council officer in their employment
high level of professionalism and cultural competency in
agreements:
our dealings with Māori.
Wellington City Council is committed to the principles of Te
We are also subject to a wide range of legal obligations
Tiriti – partnership, participation and protection – and as
(for a summary – see Appendix) and Te Tiriti o Waitangi
such, we work with our iwi partners and the wider Māori
considerations including Memoranda of Understanding
community to meet their needs and aspirations for the city.
with local iwi. These statutory obligations may be
To help guide us in actioning these responsibilities we
the foundations for organisational policy and delivery
have developed the He Waka Eke Noa Effectiveness for
but on their own they don’t adequately emphasise the
Māori Framework.
importance of Te Tiriti, the partnership with Māori and
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HE WAKA EKE NOA EFFECTIVENESS FOR MĀORI FRAMEWORK
2.
HE MOEMOEĀ – THE VISION
3.1
STRONG MĀORI COMMUNITIES
Our key strategic planning document, Wellington Towards
He Waka Eke Noa acknowledges our role in contributing
2040: Smart Capital, envisions a future where Wellington
to Māori well being through a pro-active approach to our
will be a centre for creativity, exploration and innovation.
statutory obligations.
We acknowledge the role of iwi and the wider Māori
Shape: Consider the incorporation of a Māori
community in realising this future.
perspective in all policy work.
We will work to ensure the past, present and future role of
Provide: Ensure that all service delivery functions
Māori communities in our city will be valued and reflected
identify and respond to the social and cultural customs
in all aspects of our work, including urban design,
and expectations of Māori customers.
economic development, resource management, social
wellbeing, arts, culture and recreation.
Advance: Develop strategies to identify and stimulate
Māori economic, social and cultural innovation
We will work to create an environment that draws on
opportunities.
Māori innovation and entrepreneurialism to promote a
dynamic and economically successful city. Māori will feel
engaged, supported and valued as our Treaty Partners.
3.2
EFFECTIVE MĀORI PARTICIPATION
He Waka Eke Noa emphasises our democratic structures
3.
TŪĀPAPA – STEPS TO ACHIEVE
and the decision-making processes.
THESE GOALS
Voice: The Council’s function, policies and projects will
With respect and integrity
have effective input from local iwi and the wider Māori
We have identified three objectives within He Waka Eke
community.
Noa to help our business units develop action plans to
incorporate the framework in their work:
Vibe: Articulate a Māori perspective in publications,
promotional material and other means of
1. Strong Māori communities
communication that reflect the Council and its culture.
2. Effective Māori participation
3. An empowered organisation
Place: Ensure that city assets, events and public
projects include and reflect a Māori perspective in urban
design, city developments, public artworks, events and
signposting of sites of significance.
3.3
AN EMPOWERED ORGANISATION
He Waka Eke Noa emphasises the development of our
Being familiar with Māori
people and the organisation’s capacity to respond more
effectively to Māori.
language, histories,
aspirations, values and
Coach: Raise awareness of Māori cultural needs and
expectations by providing training and educational
cultural customs helps us
activities that build officer capacity to work with Māori.
to build strong relations
Career: Attract more applications from Māori for
and maintain a high level of
vacancies within the Council – promoting the Council as
professionalism and cultural
a place where Māori are valued and want to work. Based
on merit and skill, ensure a greater representation of
competency in our dealings
Māori at all levels of the organisation.
with Māori.
Connect: Create opportunities to work with Māori
and for Māori to understand the work we do. Develop
relationships with Māori to inform, assist and advise
your business unit function/practice.
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Image: Te Rerenga Kōtare has two large “eyes” or karu atua through which the way ahead is viewed.
4.
NGĀ MĀTĀPONO – GUIDING PRINCIPLES
atua (spiritual authority), mana tangata (individual
authority), rangatiratanga (sovereign authority) and
For He Waka Eke Noa to be effective the framework
manaakitanga (hospitality and reciprocity). To be
guidelines must be integrated as part of the Council’s
effective in meeting our legal obligations to Māori, we
decision-making processes, policy thinking, capability
will take Māori worldviews into consideration in the
building and service provisions, as well as the Council’s
following ways:
obligations as a good employer. To ensure that we work
towards these outcomes in an appropriate manner, the
Kawa: Local tribal kawa (protocol specific to place) will
following methodology will help to guide and integrate
guide our interactions and collaborations with iwi, hapū
a culturally sensitive approach to building relationships
and the wider Māori community.
with Māori. These areas are summarised as:
Tikanga: A Māori perspective – that is, concepts and
1. (Ngā) Tikanga – Māori worldview
values, customs and traditions – will be considered when
2. (Te) Tiriti – Treaty principles
developing Council policy, plans and developments,
3. (Tō Tātou) Tāone – Knowing our communities
communications, publications and events.
Tūākiri: A broad recognition and appreciation of the
4.1
(NGĀ) TIKANGA – MĀORI WORLDVIEW
history of Te Whanganui-a-Tara, including Māori
Living our way
settlement and iwi histories, will be an inherent part of the
past, present and future identity (tūākiri) of Wellington.
Positive and robust relationships with mana whenua and
wider Māori communities require an understanding of
Māori worldview concepts and values, including mana
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4.2
(TE) TIRITI – TREATY PRINCIPLES
4.3
(TŌ TĀTOU) TĀONE – KNOWING
We promise to honour
OUR COMMUNITIES
Our people, our place
Te Tiriti is the foundation document for New Zealand.
The Government is the primary partner responsible for Te
Mana whenua
Tiriti relationship. In delegating responsibilities to local
The Wellington region has a long history of Māori
government, Parliament acknowledges the need to ensure
settlement and resettlement. In 2003, the Waitangi
local authorities also give appropriate consideration to the Tribunal found that in 1840 the iwi groups that had take
principles of Te Tiriti. For the purposes of He Waka Eke
raupatu2, or rights of conquest over all the lands within
Noa, the three principles we will apply are those derived
the Port Nicholson block, were Te Ātiawa, Ngāti Ruanui,
from the 1988 Social Policy Report: 1
Taranaki, Ngāti Tama and Ngāti Toa Rangatira. However,
the Tribunal also found that these iwi each had their own
Partnership: Māori and the New Zealand Government to
ahi kā3 over particular areas as follows:
act reasonably, honourably and in good faith. The key
partners in local matters are the relevant local authority
• Te Ātiawa at Te Whanganui-a-Tara and parts of the
and the local tribal representatives.
south-west coast; Taranaki and Ngāti Ruanui at Te Aro;
Ngāti Tama at Kaiwharawhara and environs, and parts
Protection: Consider the implications of Te Tiriti on the
of the south-west coast (these iwi collectively referred
full range of social, cultural, environmental and economic
to as Taranaki Whānui ki te Upoko o te Ika a Māui); and
policies – actively protecting taonga and safeguarding
cultural concepts, values and practices to be celebrated
• Ngāti Toa at parts of the south-west coast
and enjoyed by all.
Wellington City Council has Memoranda of Understanding
Participation: Ensure opportunities exist for Māori to
(MOU) with mandated iwi organisations: Port Nicholson
contribute to deciding the future of the city. The extent of Block Settlement Trust on behalf of Taranaki Whānui ki
this exchange acknowledges the status of tribal authorities te Upoko o te Ika a Māui; and Te Rūnanga o Toa Rangatira
and further recognises the need for active support and
Incorporated representing Ngāti Toa. Treaty settlements
involvement of the wider Māori community.
for historic grievance have been settled for these iwi and
we look toward a vibrant future with shared outcomes
for Wellington.
The settlements have established requirements on
the Council to recognise and provide for iwi needs and
In 2013, 17,346 people or
aspirations, as such the Council needs to understand our
9.1 percent being of the
increasing role in supporting iwi to achieve their aspirations.
population in Wellington
Wellington Māori
Our definition of the wider Māori community includes
City identified themselves
groupings of individuals and organisations that are place-
as of Māori descent. This
based and/or activity-based in Wellington. They can be
represents the third largest
iwi specific or pan-tribal in membership, and may include
representatives of our mana whenua tribal groups who
ethnic grouping, behind
affiliate to more than one iwi or kaupapa.
the generic groupings of
In 2013, 17,346 people or 9.1 percent being of the
European at 72.8 percent
population in Wellington City identified themselves as
and Asian at 14.9 percent.
of Māori descent. This represents the third largest ethnic
grouping, behind the generic groupings of European at
72.8 percent and Asian at 14.9 percent.
1. Report of The Royal Commission on Social Policy Te Kōmihana a te Karauna mō Ngā Ahuatanga-ā-iwi, April 1988 (Volume II Future
Directions, section 4 The Treaty of Waitangi and Principles for Social Policy).
2. Take raupatu refers to rights associated with conquest and is described as interests in: “…a wider area in which a group had more general
rights by virtue of having participated in the conquest of that area, provided the group had sufficient strength to sustain those rights.”
3. Ahi kā refers to non-contestable rights associated with occupation and is described as interests in:
“…those areas that a group resided on or cultivated, or where it enjoyed the continuing use of the surrounding resources, provided such
occupation or use was not successfully challenged by other Māori groups. Ahi kā is used in the report only in respect of those areas where a
group had established non-contestable rights…”
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Image: Combined Wellington Schools performing a series of haka during the 2015 ANZAC Day parade.
5.
KIA RITE – ACTION PLANS
6.
KIA MATAARA – MONITORING
AND REPORTING
We expect our people managers to plan He Waka Eke Noa
Effectiveness for Māori activities or targets in their annual
A monitoring and reporting process will be developed to
work programme responding to the Tūāpapa objectives in
assess activities the Council undertakes against objectives
section 3 of this document.
outlined in this framework. Commentary will be included
in the quarterly report to complement the Long-Term Plan
The activities should be targeted and meaningful to
Governance: Māori and Mana Whenua Partnerships section.
your business unit and allocated appropriate resource
and budget to implement effectively. Consider how you
intend to engage with iwi and the Māori community in the
delivery of your activities.
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HE WAKA EKE NOA EFFECTIVENESS FOR MĀORI FRAMEWORK
7.
APPENDIX
• (i) the aims and aspirations of Māori; and
As a territorial local authority, the Wellington City Council
• (ii) the employment requirements of Māori; and
is guided by a legal framework that includes provisions
• (iii) the need for greater involvement of Māori in local
for Māori and recognition of the Treaty of Waitangi,
government employment;
particularly:
Resource Management Act 1991
Local Government Act 2002
Section 6 – Matters of national importance
Section 4 – Treaty of Waitangi:
“Shall Recognise and Provide For:
“In order to recognise and respect the Crown’s
responsibility to take appropriate account of the principles the relationship of Māori and their culture and traditions
of the Treaty of Waitangi and to maintain and improve
with their ancestral lands, water, sites, waahi tapu, and
opportunities for Māori to contribute to local government
other taonga;
decision making-processes …”
the protection of historic heritage from inappropriate
Section 40 – Local Governance Statements:
subdivision, use, and development;
A local authority must prepare and make publicly
the protection of recognised customary activities”
available, following the triennial general election of
Section 7 – Other matters
members, a local governance statement that includes
information on…
“Shall have particular regard to:
(d) representation arrangements, including the option
Kaitiakitanga – the exercise of guardianship; and in
of establishing Māori wards or constituencies, and the
relation to a resource, includes the ethic of stewardship
opportunity to change them; and
based on the nature of the resource itself.”
(i) policies for liaising with, and memoranda or
Section 8 – Treaty of Waitangi
agreements with Māori; …
“In achieving the purpose of this Act all persons exercising
Section 77 – Requirements in relation to decisions:
functions and powers under it, in relation to managing the
use, development, and the protection of natural physical
A local authority must, in the course of the decision-
resources, shall take into account the principles of the
making process,—
Treaty of Waitangi.”
(c) take into account the relationship of Māori and their
Other key statutes:
culture and traditions with their ancestral land, water,
sites, waahi tapu, valued flora and fauna, and other taonga Reserves Act 1977
where a significant decision is to be made in relation to
Land Transport Management Act 2003
land or a body of water.
Transit NZ Act 1989
Section 81 – Contributions to decision-making processes
by Māori
Public Works Act 1981
A local authority must —
Port Nicholson Block (Taranaki Whānui ki Te Upoko o Te
Ika) Claims Settlement Act 2009
• establish and maintain processes to provide
opportunities for Māori to contribute to the decision-
Ngāti Toa Rangitira Claims Settlement Act 2014
making processes of the local authority; and
• consider ways in which it may foster the development
of Māori capacity to contribute to the decision-making
These statutory obligations may be the
processes of the local authority; and
foundations for organisational policy and delivery
but on their own they don’t adequately emphasise
• provide relevant information to Māori for the purposes
the importance of Te Tiriti, the partnership with
of paragraphs (a) and (b).
Māori and the critical value that this unique
Furthermore, the “good employer” provisions captured
relationship can bring to the city both domestically
in clause 36 of schedule 7 of the Act confirms that a local
and internationally.
authority must operate a personnel policy that recognises:
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