Kaihautū Quarterly Report - Te Hauhake
Tēnā tātou e te iwi,
This past maramataka quarter - Te Hauhake - was a time to consolidate and reflect on the collective fruits of our efforts. It’s not just about the physical resources, but also the insights, achievements, and lessons we’ve gained along the way.
Despite a challenging year, with a cost-of-living crisis, the policies of this coalition government, and more recently the Trump administration and Tariffs- we’ve remained focused. We successfully supported the election, and settling in of our new Board of Trustees.
To support these changes and ensure business continuity, we focused on commercial investment preparedness, a review of the rangatiratanga programme and stabilised operations, during this period of disruption.
The Senior Leadership Team and our kaimahi, must be acknowledged for their fortitude and resolve during this time. Their ability to be agile and adaptive, is a credit to them and thanks to their efforts, this past year has been marked by considerable progress. We also now look forward to taking these learnings (below) and mapping the new year ahead.
Inspired by the blueprint of our carved wharenui; Te Hau ki Tūranga, we are guided by the four Pou within. These Pou shape both our work programmes and our Tirohanga Whānui—100-year vision. The following highlights reflect key achievements across our work programme during Te Hauhake, the January–March 2025 quarter.
Teina Moetara | Kaihautū Rongowhakaata Iwi Trust
Pou Tuarongo – Taiao and Natural Environments
Under Pou Tuarongo, we continued to strengthen connections between our people, places, mātauranga and the Taiao.
• We’ve protected our ecological corridors and scoped new sites, while also supporting new developments at Waiohīhārore.
• We worked alongside key partners on environmental monitoring— Manaaki Whenua, Ecoworks, Whitebait Connection, GDC, Eagle Technologies, ATS Environmental, and DOC.
• The Native Plant Nursery had a strong propagation season using eco-sourced seed. We’re proud to have renewed our Plant Pass certification— including protection for Myrtle Rust.
• We continue to support Te Kurī-ā-Tuatai Marae to lead discussions on a new Regional Transfer Station, given its location in the industrial area.
• We launched the Climate Custodian Cohort Programme: Preserving Legacies, as one of ten international participants, focused on protecting heritage from climate change.
• We’ve started to review our taonga care protocols and tikanga, with manu and marine animals. We’ve also started to review our resource consent system.
Pou Tāhū - Financial and Physical Capital
Under Pou Tāhū, we consolidated our ability to grow our iwi owned assets through values led planning, strategic partnerships and operational excellence.
• We’ve established the system and strategy, to support asset and investment decisions and made governance improvements across entities.
• We’ve sought to improve transparency and accountability for our key financial results and provided key advice to our entities to support financial improvements.
• We’ve improved our property developments and management portfolio, procuring contractors, reviewing rent arrangements and developing business planning.
• We’ve also improved our digital and physical infrastructure, with refurbishments and upgrades, that have also allowed us to explore an online shop.
• We reviewed our operational approach to Te Hau ki Tūranga, testing and reviewing how we might reset the work programme ahead.
Pou Tokomanawa - Cultural Capital and Human Capability
Under Pou Tokomanawa, we’ve created meaningful ways for our people to authentically learn and express themselves as Rongowhakaata.
• Kura Pō continued to strengthen our connection to our reo, mātauranga, whakapapa and one another, where ever we are.
• The leadership of the Kāhui Kaumātua was highly visible and self-determined. They represented us and reaffirmed our rangatiratanga, locally, nationally and internationally.
• We have grown tools, platforms and channels for engagement that celebrated our reo and mātauranga, and showcased our stories and narrative.
• The kaimahi have deepened their understanding of our identity and context, applying this in their mahi.
• We’ve worked alongside key partners centering Rongowhakaata mātauranga- Victoria University, the British High Commissioner, GDC, Trust Tairāwhiti, Te Mātāwai, Manutūkē School, Kāinga Ora and Tūranga Health.
Pou Āwhā - Social Cohesion through Kawa
Under Pou Āwhā, we’ve committed to being responsive, transparent and forward thinking- ensuring strong leadership, clear communication and robust systems.
• We oversaw the Trustee Elections process and successfully inducted the new Board, making system improvements that will support future elections.
• We’ve substantially increased engagement with uri, with increased attendance at Hui and Wānanga, Iwi registrations, pānui and in social media-website activity.
• We’ve upgraded the Manutūkē Post Office, which now has greater capability in the case of a disaster.
• We’ve supported our Marae in several ways, helping them to receive funding, expert advice or interventions they have identified as important.
• We asserted our rights and interests across our tribal rohe, through multiple submissions, both oral and written. We have held wānanga to strengthen our governance leadership.
