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STRATEGIC PLAN for Ngati Awa ki Poneke

STRATEGIC PLAN for Ngati Awa ki Poneke. For period 2009 – 2014 Completed December 2009. INTRODUCTION/BACKGROUND. Ngati Awa ki Poneke is based in Wellington and encompasses the wider Wellington region. It is one of the confederation of the 22 hapu (sub-tribes) of Ngati Awa.

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STRATEGIC PLAN for Ngati Awa ki Poneke

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  1. STRATEGIC PLAN for Ngati Awa ki Poneke For period 2009 – 2014 Completed December 2009

  2. INTRODUCTION/BACKGROUND Ngati Awa ki Poneke is based in Wellington and encompasses the wider Wellington region. It is one of the confederation of the 22 hapu (sub-tribes) of Ngati Awa. Ngati Awa ki Poneke was established as a Charitable Trust in 1991and is currently reviewing it’s Trust Deed and policies in line with the new legislative requirements. 1

  3. Governance • Governing Entity: Ngati Awa ki Poneke Corporation • Governing Document: Trust Deed 1991 • Governors: Trustees • Trustees (as at August, 09) -Wereta Aranga Chairman-elected 2009 -Maxine Bluett Secretary/Treasurer-elected July 2010 -Sidney Moko Mead Trustee -Petina Bray Winiata Trustee -Carol Frances Garden Trustee -Serenah Nicholson Trustee -Anahaki Ranui Trustee -Elizabeth Kepa-Henry Trustee -John Aratema Trustee 2

  4. OBJECTIVES • Objective 1 – Acquire Land/Building identified for Marae Complex or Hapu development • Objective 2 – To encourage & promote participation & whanaungatanga • Objective 3 – To encourage and promote tikanga/kawa & reo for the benefit of Ngati Awa ki Poneke Hapu • Objective 4 – To provide opportunities to train & educate Ngati Awa ki Poneke hapu members • Objective 5 – To ensure opportunities identified • Hapu to complete

  5. Proposed VISION Ngati Awa ki Poneke will promote and foster the spiritual, physical, social, economic, education and cultural advancement of nga uri o Ngati Awa ki Poneke.

  6. How to achieve this… Values Values

  7. STRENGTHS: Representing Ngati Awa in Poneke Have good working links in hauora, mainstream, education. Strong identity as Ngati Awa ki Poneke Strong passion and motivation to develop Ngati Awa ki Poneke Good relationships with other Iwi WEAKNESSES: Do not know hapu members current contact details Fragmented when implementing hapu developments No money, no land, no marae No plans in place, ie annual plan Combination of factors, ie venue, attendees, transport, our location SWOT ANALYSIS(established from VISION) THREATS: • Epidemics • Personal agenda’s not hapu focused • Lack of participation by hapu members • No time to maintain hapu progress • Too much work for one person • Maintaining our existence as Ngati Awa ki Poneke OPPORTUNITIES: • Growing new leaders • Realising our Tino Rangatiratanga • Celebrating success • Attracting our hapu members to the hui • To create own opportunities in hauora, social services, education • Our collective networks • Develop a Ngati Awa kura kaupapa

  8. SWOT ANALYSIScont’(established from VISION) STRENGTHS: Committed whanau Collective commitment to develop hapu Skilled whanau to assist hapu Prominent leaders within the hapu, ie; two Sir’s, one Member of Parliament WEAKNESSES: No formal land or Marae for hapu, currently utilizing other marae. THREATS: • Limited whanau • Limited recognition of hapu may prohibit development of hapu • Inability to secure land for Marae complex OPPORTUNITIES: • Land acquisition and building of marae complex • Recruitment of other whanau • Funding and grants

  9. Main Themes (established from Vision) 1. Land Acquisition/Complex Development • Revival of Hapu 3. Communication 4. Retention 5. Te Reo • Education/Hauora • Business/Economic Development

  10. Land Acquisition/Complex Development - Acquire land for Marae Complex/lease building - Develop and maintain marae complex/building • Revival of Hapu • Succession Plan through Wananga (karanga, whaikorero) • Attract Hapu members to Hapu hui, and wananga • Kaumatua to share knowledge, Whakapapa, Reo and Waiata • Communication • Improve communication within the hapu • Website to benefit those living away • Continue with regular hapu meetings • Identify strategies to be self-administering

  11. Retention - Retain History, Kawa and Tikanga • Te Reo • Increase proficiency, fluency & understanding • Use waiata Koroua, waiata tawhito as tools to learn • Education/Hauora • Increase hapu knowledge of marae roles & duties • Establish Education & Training opportunities for members • Establish support mechanisms for Tertiary students • Business/Economic Development • Identify opportunities for Business Development • Identify opportunities for Economic Development • Identify strategies to realise opportunities.

  12. GoalsObjective 1 – Acquire Land/Building identified for Marae Complex or Hapu development (established from VISION)

  13. Objective 2 – To encourage & promote participation & whanaungatanga

  14. Objective 3 – To encourage and promote tikanga/kawa & reo for the benefit of Ngati Awa ki Poneke Hapu Objective 4 – To encourage and promote Te Reo Maori

  15. Objective 4 – To provide opportunities to train & educate Ngati Awa ki Poneke hapu members

  16. Objective 5 – To ensure opportunities identified

  17. WHERE TO FROM HERE? • Brainstorm further details • Background & Vision (completed Dec 09) • Draft plan amended/approved (completed Dec 2009) • Assign responsibility and timeframes (tbc) • Committee/Hapu to complete Values/objectives ( completed Dec 2009) • Additional changes to draft based on comments (completed Dec 2009) • Customise front page with more specific photo (tbc) • Plan finalised and ready for hapu to implement (January 2010)

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