Maori Sector Organisations
Descriptions of different types of Māori organisations.
Contents
Iwi/Hapū Commercial Entities
Iwi/Hapū Authorities, Rūnanga and Trust Boards
Rūnanga and Iwi/Hapū Authorities
Trust Boards
Māori Tertiary Institution (Wānanga) Councils
Māori private and publicly listed companies
Private Companies
Publicly-listed Companies
Māori Land Trusts and Incorporations
Māori Land Trusts
Incorporations
Māori community and social organisations
Māori business or professional organisations
Māori small business enterprises
Māori preschool, primary, and secondary school institutions
Secondary School
Primary schools & kōhanga reo
Marae Trust
Iwi/Hapū Commercial Entities
Group holdings are the commercial ‘arm’ of Māori tribes in New Zealand, connected to the tribe’s governing rūnanga or council. There are approximately 85 iwi in New Zealand, investing in a diverse range of sectors: primary sector, including fishing; farming; forestry; horticulture; property; tourism; energy-generation; education; healthcare; core infrastructure; and managed funds.
- Staff size: variable
- Annual turnover: variable (between $10 million and $164 million)
- Level of impact: national and/or international
- Board size: around 6 members.
- Sectors: primary sector, property, tourism, energy-generation, education, healthcare, core infrastructure, and managed funds
- Board members need:
- high-level experience in the management and governance of large organisations
- experience in law, accounting, commerce or a related field
- expertise in natural resource management can be useful
- a 'finger on the pulse’ of markets domestically and increasingly internationally
- useful to be able to have affiliations with the iwi concerned, and/or strong relationships with iwi members.
Our advice: Having a good connection to the iwi/hapū concerned is important, and the indirect approach can be appropriate if you are being nominated for a role. However, the direct approach can also be appropriate: for example, interested candidates can register as potential directors of Ngāi Tahu through their website www.Ngaitahu.iwi.nz/Te-Runanga/Governance/Directorships/Register-Potential-Directors.php. There may be opportunities to be appointed as an independent director for experienced directors who do not affiliate to the iwi concerned.
Iwi/Hapū Authorities, Rūnanga and Trust Boards
Rūnanga and Iwi/Hapū Authorities
Rūnanga are the governing bodies of iwi. Rūnanga may also be present at a hapū or sub-iwi level, for example while Te Rūnanga o Ngāi Tahu is the governing body of Ngāi Tahu, there are 18 local rūnanga throughout the South Island, and one elected member from each local rūnanga serves on Te Rūnanga o Ngāi Tahu.
- Staff size: small to medium (between 5 and 50 FTEs)
- Annual turnover: variable by Rūnanga
- Level of impact: regional and/or national
- Board size: dependent on size of iwi, can be up to 18 members.
- Sectors: iwi development
- Board members need:
- affiliation to a particular iwi
- standing and mana among community/hapū
- extensive experience at community level through involvement with in iwi/hapū, particularly in charitable or general community roles
- useful to have particular knowledge/expertise in natural resources and understanding of the role of tikanga Māori
Our advice: You will need to be elected, which requires the direct approach of putting yourself forward as representative for the Rūnanga.
Trust Boards
Māori Trust Boards are also used to govern iwi or carry out significant functions on behalf of iwi. Māori Trust Boards are set up under the Māori Trust Board Act 1955, which provides for a body corporate status with perpetual succession. Māori Trust Boards are generally given responsibility for natural resources or for grants for education.
A broader overview of Māori Trust Boards is available on the Governance section of Te Puni Kōkiri’s website: http://governance.tpk.govt.nz/why/Māoritrustboard.aspx sets out a description of Māori Trust Boards and the general advantages and disadvantages of this structure.
- Staff size: small to medium (between 5 and 50 FTEs)
- Annual turnover: variable by Trust Board
- Level of impact: regional and/or national
- Board size: variable
- Board members need:
- affiliation to a particular iwi
- standing and mana among community/hapū
- extensive experience at community level through involvement with in iwi/hapū, particularly in charitable or general community roles
- useful to have particular knowledge/expertise in natural resources and understanding of the role of tikanga Māori
Our advice: You will need to be elected, which requires the direct approach of putting yourself forward as representative for the Trust Board.
Māori Tertiary Institution (Wānanga) Councils
These Councils are the governing bodies of Māori Tertiary Institutions (Wānanga). There are three Wānanga in New Zealand that have up to four Ministerial appointees on their Councils: Te Wānanga o Raukawa, Te Whare Wānanga o Awanuiārangi, and Te Wānanga o Aotearoa.
- Council size: Large. Around 17 members
- Staff size: large (between 100 and 350 FTEs)
- Annual turnover: medium (between $20 million and $50 million)
- Level of impact: national
- Sectors: Tertiary education
- Board members need:
- affiliation to a particular iwi or close links with a community to serve as a representative on the Board
- familiarity with the New Zealand tertiary education sector.
- Ministerially appointed Board members need:
- familiarity with the New Zealand tertiary education sector
- experience with high-level management and governance of large business
- experience with the legal and financial operations of large organisations.
Our advice: Register with the Ministry of Women’s Affairs Nominations Service, and with other nomination agencies where appropriate. Build up governance experience using the stepping-stone strategy. Involvement with the Wānanga or affiliated iwi is one way to pursue a Council role; the indirect approach to pursuing roles is needed for Ministerial appointments.
Māori private and publicly listed companies
Private Companies
Privately-held Māori companies are very similar in many respects to medium-sized privately-held companies in the wider business sector. These companies are governed by small boards which are predominantly appointed ‘internally’, and usually paid only meeting fees. Board members of privately-held Māori companies are usually chosen by representatives of the iwi, and by existing executive officers and board members.
- Staff size: medium (between 10 and 150 FTEs)
- Annual turnover: medium (between $10 million and $100 million)
- Level of impact: regional and/or national
- Board size: between 5 and 8 members.
- Sectors: operate in a range of sectors e.g. primary sector, tourism
- Board members need:
- previous experience in governing and managing medium- to large-scale business organisations
- knowledge and experience of the company’s target market
Our advice: A relevant business background is essential and previous governance experience is highly desirable. Reputation and personal networks are very important. Make your interest known to the iwi/company concerned and also to other board directors. The indirect approach to pursuing roles is most appropriate here.
Publicly-listed Companies
Publicly-listed Māori companies are often subsidiaries of the commercial arms of iwi group holdings. These companies are often highly profitable, operating in sectors such as tourism and healthcare. Board members are generally well-paid, with directors receiving between $45,000 and $50,000, and the chairperson receiving around $100,000.
- Staff size: large (between 150 and 350 FTEs)
- Annual turnover: high (between $100 million and $500 million)
- Level of impact: national and/or international
- Board size: medium with between 5 and 8 members. Board members are usually well-paid
- Sectors: operate in a range of sectors e.g. primary sector, tourism
- Board members need:
- qualifications (usually multiple and/or post-graduate) and expertise in law, finance and/or accountancy
- to have owned and successfully directed their own company
- a range of experience as a senior executive in large companies and in various other directorship roles, with New Zealand markets and overseas operations
- to have had specific responsibility for overseeing major corporate activity such as takeovers, or representing business interests in major international forums
- useful to be able to have affiliations with the iwi concerned, and/or strong relationships with iwi members.
Māori Land Trusts and Incorporations
Māori Land Trusts
Māori Land Trusts are established through the Māori Land Court under Te Ture Whenua Māori Land Act (1993). This Act allows the Court to establish trusts over land that is held by Māori through customary or freehold right, or ‘general Māori land’ (http://governance.tpk.govt.nz/why/teturewhenua.aspx).
The Māori Land Court appoints trustees to administer these lands on its behalf; the Court serves as an intermediary between the Crown and Māori land holders, ensuring accountability for proper administration of the terms of the trust, including the administration of the asset-base and resulting revenue.
- Staff size: variable
- Annual turnover: variable
- Level of impact: local and/or regional
- Board size: dependent
- Sectors: iwi development
- Board members need:
- extensive experience at community level through involvement with iwi/hapū, particularly in charitable or general community roles
- particular experience with natural resources, particularly in land management, and clear understanding of tikanga Māori in relation to these
- experience in business administration
Our advice: You will need to be nominated by a landowner (a trustee does not have to be a landowner). The Māori Land Court will then assess your suitability as a trustee. There is more information about the process at the Ministry of Justice website and in this document.
Incorporations
Incorporations are bodies established to oversee one or more blocks of Māori freehold land. Incorporations have the ability to limit liability, and limit the ability of members to hold any vested interest (rights, titles or shares) in the property of the incorporation. This makes it very difficult to separate the land holdings through sale or gift, and implies that decisions will be made through extensive stakeholder participation.
Incorporations in New Zealand hold significant asset bases. As with the majority of iwi holdings groups, assets are held by and for members of the iwi. As a result, board members / trustees generally have strong ties to iwi.
- Staff size: variable
- Annual turnover: variable
- Level of impact: local and/or regional
- Board size: dependent
- Sectors: iwi development
- Board members need:
- extensive experience at community level through involvement with in iwi/hapū, particularly in charitable or general community roles
- particular experience with natural resources, particularly in land management, and clear understanding of tikanga Māori in relation to these
- experience in business administration
Our advice: You will need to be elected, which requires the direct approach of putting yourself forward as a candidate at the annual general meeting.
Māori community and social organisations
These organisations are advocates for, and work on behalf of, the welfare of Māori communities. Large organisations, such as the Māori Women’s Welfare League, may also have created autonomous organisations to carry out particular activities with their own boards and structure. In addition to governance responsibilities, the boards (or particular board members) of smaller organisations tend to be involved in the everyday operations of the organisation as well.
- Staff size: small (between 5 and 20 FTEs)
- Annual turnover: low ($1 million or less)
- Level of impact: national and/or regional and/or community
- Board size: large, with between 10 and 11 members
- Sectors: Community and social services
- Board members need:
- extensive involvement and experience with the organisation’s community and/or area of operation
- (usually) experience in overseeing (i.e.: management and governance) small business organisations, including dealing directly with staff
- specific skills in business administration
Our advice: Board directors/Committee members are elected by the membership of the organisation. This requires a direct approach of active voluntary involvement and then putting oneself forward for election.
Māori business or professional organisations
Māori business or professional organisations represent Māori business interests or professional groups. These organisations are funded by fees paid by users, and provide access to user-specific benefits such as business networks, and specialist industry- or sector-specific information.
- Staff size: small-medium (between 5 and 50 FTEs)
- Annual turnover: low-medium (between $1 million and $50 million)
- Level of impact: local
- Board size: between 5 and 8 members
- Sectors: industry and business
- Board members need:
- experience in the governance and management of a business, ideally those within the relevant area that is being represented
- an established commitment to business in the operational area or region
- an ability to demonstrate business excellence (i.e.: through productivity or through awards received) in the operational area or region.
Our advice: We advise the direct approach. Board members/councillors are elected by the membership of the organisation. You will need to be a member of the organisation concerned. Get in contact with the organisation to find out the process to be considered as a candidate.
Māori small business enterprises
Small-sized enterprises in New Zealand are characterised as those with fewer than five staff members, making up 89.1 percent of all enterprises in New Zealand. The structure and operations of small businesses are generally informal and dynamic, planned on an ad hoc basis, with decisions made by key management staff and assisted by particular advisors. Decisions are made on a consensual basis among this group rather than through formal procedures. The most useful sources of governance-type advice are accountants, banks, seminars, short courses, family members and lawyers.
- Staff size: small (between 1 and 15 FTEs)
- Annual turnover: low ($1 million or less)
- Level of impact: community
- Board size: N/A
- Sectors: small enterprises operate in a very wide range of sectors
- Board members need: N/A
Our advice: You are most likely to appointed as a director through a personal association or a professional association with the company concerned. You could increase your professional associations by providing a relevant professional service e.g. acting as the accountant for companies, or becoming a business mentor.
Māori preschool, primary, and secondary school institutions
Secondary School
Board of Trustees are responsible for the governance of schools around New Zealand, including establishing the school’s Charter, and they are also the employer of all school staff. Trustees are elected by the parent community, school staff members, and (in schools with students older than Year 9) by the students.
- Staff size: variable, but likely to be small (between 5 and 20 FTEs)
- Annual turnover: low ($1 million or less)
- Level of impact: community
- Board size: between 8 and 14 members.
- Sectors: education
- Board members need:
- to have a high level of interest in all aspects affecting the everyday operation of the school
- a level of awareness of secondary school curriculum
Our advice: You are most likely to be elected as a parent trustee, so a direct approach to pursuing roles is most likely to succeed, though it is possible to be co-opted to the board as well. There is more information about the election process here www.minedu.govt.nz/Boards/EffectiveGovernance/BoardElections.aspx.
Primary schools & kōhanga reo
Primary schools are governed by Boards of Trustees, while kōhanga reo are governed by Te Kōhanga Reo National Trust. The boards of these organisations are made up of a combination of elected and appointed members.
Particular requirements for trustees (kaitiaki) of Te Kōhanga Reo National Trust are based on the Trust’s dual mandate to educate Māori children and ensure the preservation of Te Reo Māori.
- Staff size: variable, but likely to be small (between 5 and 20 FTEs)
- Annual turnover: low ($1 million or less)
- Level of impact: community
- Board size: varied but usually smaller than secondary school Board of Trustees
- Sectors: education
- Board members need:
- to have a high level of interest in all aspects affecting the everyday operation of early childhood education
- a level of awareness of early childhood curriculum
- a strong understanding of te reo and tikanga Māori
Our advice: You are most likely to be elected as a parent trustee, so a direct approach to pursuing roles is most likely to succeed, though you may be co-opted to the board as well.
Marae Trust
Marae trustees are responsible for the effective management of marae, including the governance of marae properties and assets, and making decisions about using the marae.
Marae Trusts can often be established as a Māori Reservation. There is more information about this type of organisation here: www.governance.tpk.govt.nz/why/reservation.aspx
- Staff size: dependent, but likely to be small (between 1 and 5 FTEs) with voluntary assistance
- Annual turnover: low ($1 million or less)
- Level of impact: local and/or regional
- Board size: dependent
- Sectors: iwi development
- Board members need:
- extensive experience at community level through involvement with in iwi/hapū, particularly in charitable or general community roles
- particular experience with natural resources, particularly in land management, and clear understanding of tikanga Māori in relation to these
- experience in business administration
Our advice: You will need to be elected, which requires the direct approach of putting yourself forward as a candidate at the annual general meeting.
