It takes little more than a moment to score a try, but it takes commitment and perseverance to become a Rugby World Cup champion. Even as a Gisborne Boy’s High School student, Hosea had a talent for doing everything out of the ordinary. While his peers were out partying on a Friday night, Hosea was out running laps around the local rugby field or training at the gym.

That meant a lot of sacrifices for Gear who says that while his social calendar was full of empty spaces, his training program was dotted with one gruelling training session after another. “I was always big on trying to be the best player out there. You don’t want to go out there and be just another player, you want to be the best.”

At sixteen years of age, Hosea had already mapped out a plan for his life and was not about to let anything get in the way of his goals. And although it got tough at times, the commitment and discipline that he learnt early paid off. “I think if there’s something you really want to be or do, you can’t let anything stop you. If I went out partying with my mates, that was going to stop me from training the next day.”

By the time Hosea burst onto the international rugby scene in 2003, he had clocked up hundreds of hours of training. That training, as well as the support of his brother Rico and parents, Annie and Riki, have put him in good stead to become one of the most deadliest finishers in the game. “My success has had a lot to do with my upbringing through my parents. From a young age, dad would get us up at six in the morning to go to trainings. That was non-negotiable so by the time I got to high school, it was normal.”

Today, almost seven years later, Hosea is a man going places. Some of his notable career achievements to date include scoring 14 tries for the Wellington Lions in 2008, making him the Air New Zealand Cup’s top try scorer. He has played for the New Zealand Mäori Rugby team since 2004, has represented New Zealand Under-21’s and has over 50 Super 12/14 caps with the Hurricanes. With his All Black selection in 2004, Hosea became a household name – and made it a family double with his brother Rico who also wore the All Black jersey that same year.

But despite his considerable achievements to date, one can’t help but get a sense that there’s more to come from this talented Ngäti Porou born and bred athlete. With his power and pace on the wing, he is a nightmare for any defense and despite the Hurricane’s continued string of dismal performances when it counts, including being eliminated from this year’s Super 14 quarterfinals, the fact is when Hosea gets the ball, great things happen. After being hindered by a knee injury earlier in the year, he say’s he’s back in top gear.
“Obviously one of my goals is to make the World Cup squad but there will be stepping stones along the way. There’s the Tri-nations Cup at the end of this year and next year, so I’ve got a few goals to make before the final squad is announced.”

While his main focus at the moment is to stay injury-free and perform at a 100% for any team that he plays on, the 26-year-old is also gearing up to play for the NZ Mäori Rugby team who are currently celebrating their centennial. If there’s a Mäori kaupapa out there, then Hosea says he is always willing to help out. With the New Zealand Rugby Union struggling financially, that’s the kind of support and initiative that the team will need, after being told that they have to bring in other sponsors in order to field a team.

And that’s where the increasingly influential Mäori business sector could play a pivotal role, says Hosea. With groups like Aotearoa Fisheries Ltd sponsoring the team, there are signs that the financial plight of NZ Mäori Rugby could in fact be just the kind of opportunity that the Mäori business sector has been waiting for. In fact, Hosea says he hopes NZ Mäori Rugby could be a rallying point in which to grow the sector by getting players involved in promoting business initiatives, particularly those that also focus on growing Mäori communities.

“I look at playing for the NZ Mäori’s as being an honour. You ask any of the Mäori boys; they don’t do it for the money but knowing we’ve got the financial support behind us brings a lot of confidence to what we do.”

With his strong whanau background and passion for all things Mäori, Hosea provides a strong image and the right kind of leadership to help NZ Mäori Rugby through turbulent times. Among his many career goals are future plans to return to Gisborne to give back to the community. That’s something he’s already started to do with his brother Rico and former NZ Mäori player, Rua Tipoki. The Gear brothers are currently involved with Tipoki’s mentoring program which is being administered by Te Rünanga o Ngäti Porou. The aim is to get young people in Gisborne off the streets and into the line up of talent that can be found in Iwi throughout the country.
“I was never the most talented growing up at school in my team. It was all my mates out partying—they were the superstars at the time. But I had a game plan and I stuck to it. It’s just about growing those players to where I’m at.”
As the countdown begins for the NZ Mäori Rugby team to take to the field in a new era that could bring a wealth of opportunity for the Mäori business community, Hosea says it’s also about promoting Mäori culture on a global stage. While the NZ Mäori Rugby program during the six week duration of the Rugby World Cup is yet to be confirmed, there is no doubt amongst many that the team has a powerful role to play in showcasing an authentic Mäori face to the world.
“The rest of the world loves the haka. That’s all they want to see when you go overseas so it would be nice to use the World Cup to build their knowledge more around our culture. Thinking on that side of things, NZ Mäori Rugby gives us an opportunity to explore ourselves overseas.”

Gear is definitely not a man to let an opportunity go by. He says that after seeing other players’ careers progress, while he has been sidelined because of injury, he now has a mentality of always achieving his short-term goals.
“A lot of guys take things for granted and the next minute they can’t play because of an injury. I want to take advantage of every opportunity. I always push myself to be fitter, stronger and faster.”

Gear Up
It’s Time For Business

There’s more to Hosea Gear than his passion to succeed on the international rugby stage. He’s a man going places off the field as well. KOHA editor Mere Takoko, spoke with Hosea about his vision to build a culture of saving among young people which he says is an important part of succeeding as a professional rugby player.

How did you get into the practice of saving money?
Growing up we didn’t have a lot of money so when I made the professional levels I had all this money coming in. It was obviously going to be hard for me not to spend it, but I guess because I appreciated it – and I wanted to buy a house – every bit of money I saved. I did that for about five or six years and eventually brought a house at the end of last year.

Do you see saving as an important part of succeeding as a professional rugby player?
Definitely, because when you’re at that highest level getting paid all this money, you need some knowledge on what to do with your money. I was lucky that we had a guy in our Hurricanes setup who helped us through financial planning. What we did is we planned out how much I was spending on food and rent, and then how much I had left over and then I put a lot of it aside to save. If you’ve got a plan you’ll be okay but if you’ve got no plan you’re just going to spend everything.

You recently bought a house, what’s the next step?
My first goal was just around buying a house, which I did at the end of last year, so I’ve got that out of the way and now I’m just looking at getting involved with some investments. I’ve started thinking about commercial property. That is definitely going to be the next step for me and will help to give me the freedom of time to do what I really want to do when I finish rugby.

What are your plans for retirement from rugby?
I’ll probably move to Gisborne and have a family by then. I want to bring my kids up in Gisborne and do a bit of coaching and work with our youth so I guess that mentoring program is a good start. I’ll probably try to grow Poverty Bay rugby because of all the talent I see. I was never the best rugby player in my high school team and there are a lot of players who aren’t reaching their potential. It’s just about growing those players to the level I’m at.

Do you think Iwi have a role in growing our youth through savings?
I definitely think Iwi have a role to play to support the youth because they’re our tamariki, they’re our whanau. I guess things always start with our youth and it would be good to see Iwi investing a lot in our youth. Rua Tipoki has started a mentoring program through the Ngäti Porou rünanga and has got me involved and eventually we’ll also start teaching them about saving their money because it really is a key part of succeeding in life.

Critics of National’s Treaty settlement policy say it’s been captured by self-decorated bureaucrats, is negating the rights of some customary Mäori land owners and has turned the Waitangi Tribunal into an administrative clerk for the Crown. Supporters say they are impatient with all this gravy-train treaty business and it’s vital that settlements are put to bed by 2014 so the country can move on from the past. In this two part series, KOHA considers where exactly we’re moving to and whether it’s ‘lights out’ for the Waitangi Tribunal.

If you want some idea of how irreverent attitudes to the Crown’s Treaty settlement policies have become, then imagine an impertinent city banker who is suddenly given the task of running a dairy farm in Motueka. James Wheeler contemplates the thought. The statement is a bit of tongue in cheek, “but I challenge John Key when he say’s he’s impatient about settling claims – because that potentially sets the scene for government to interfere with the process.”

Wheeler is the Chairman of Te Kähui Ngahuru Trust that was denied urgency by the Tribunal to have its claim heard by the Waitangi Tribunal. He say’s the Trust has spent considerable funds in professional fees and court processes that have delivered little, not even the right to have their issues tabled to the tribunal. And now, the Crown Rental Forestry Trust is refusing to pay their costs as it does for other claimant groups.

You might say that he has at best a cause for concern, and at worst, a case that may be thrown onto the scrap heap of unresolved grievances. Over the past 12 months that pile of inconvenient paperwork has grown significantly, due in no small part to the fact that the Waitangi Tribunal has refused to grant urgency to 14 different claimant groups. That’s unprecedented in its history.

Traditional mainstream criticism of the tribunal’s work has focused on the time it takes to investigate historic land claims and compile reports, accusations that it is a gravy train for lawyers and concerns that it’s an advocacy organisation. Now questions are being raised across the political divide from Mäori about whether Tribunal or staff are pandering to the interests of the Crown.

“Many of us are getting worn down by a powerful Crown machine that wishes to pick whom it deals with, cut backroom arrangements which have no teeth and very rarely restore häpu their rights,” says Wheeler.

When asked how he feels about members of the tribunal attending regular meetings with the Office of Treaty Settlements (OTS) and the Crown Law Office, agencies who represent the government’s interests in settlement negotiations, he looks bemused.

“It seems a little unusual, seeing that the tribunal should be separated from political influence. If they are seen doing that, it can be construed that they are not acting independently,” says Wheeler.

Adding to the milieu of disenchanted claimants and widespread disquiet about National’s Treaty settlement process is a United Nations Human Rights Committee finding that Te Kähui Ngahuru Trust should have its Treaty of Waitangi claim recognised. That’s got some of the tribunal’s staunchest advocates raising eyebrows.

“I think the UN report sends a signal to the international community that all is not well in the South and that there’s a problem going down in that part of the country,” says Sir Edward Taihakurei Durie.

As more claimants are denied urgency, the tribunal is getting criticism from the top of the South Island to the top of the North Island. With some saying it is no longer an impartial watchdog of government policy or a forum for the people, it’s relevance is also being questioned by the claimants who see no alternative but to appeal to the international community for support. The question is now whether the tribunal will continue to head toward a spiralling cascade of disapproval or succumb to an inevitable, albeit rapaciously debated era of transformation.

Sir Edward offers his own sobering view on the tribunal’s current modus operandi and why it may not be in the best interest of the tribunal going into the future.
“There is the tendency today to focus on management as a way of resolving issues. But the answer is not to say to people, ‘Well, you’re only holding up the settlement therefore we can’t hear your case.’ That’s an administrative decision, that’s not a proper judiciary process.”

The former Chief of the Waitangi Tribunal is quick to point out that the context in which the tribunal currently operates is completely different from the one that he presided over in the 1980s and early 1990s. He says he recognises that the tribunal is under immense pressure to resolve claims efficiently, but that the tribunal is risking its credibility if it continues to manage claimants instead of dealing with the issues.

“The function of this tribunal is to hear the Mäori people. The stakeholder in all of this is the Mäori people. You consult with Mäori, not with the government and not with the Office of Treaty Settlements on the process.”

Sir Edward, who also served on the High Court, believes it is time to review the commission of inquiry in light of growing concerns being aired by Mäori communities nationwide.
“My concern is not to destroy the tribunal. It’s quite the opposite.
It’s to strengthen it and get it back on target.”

The “Durie Review” – as some have come to dub it – is inspired by a paper delivered by Sir Edward at a University of Victoria sponsored law conference. The paper highlights three areas of focus for a review: policy, process and most importantly, people. He is forthright in his views that the tribunal has been captured by legalistic processes, and is concerned that there is no willingness to deal with affected claimant groups through their own Iwi institutions.

He writes, “Tribunal processes are instructive because they show how easily the principle of rangatiratanga can be overlooked even by the body that was probably responsible for popularising the term.”

Sir Edward, who became a Distinguished Champion of the New Zealand Order of Merit last year, points out that there is something wrong when there’s a diminished cultural element in the structuring of claims. He is forthright in his views that there are clear indications that the tribunal is not following the principles laid out under the Treaty of Waitangi Act.

“When I look at these applications that come in for urgent hearings and the huge amount of paperwork that is involved to get them to meet the tribunal’s criteria, I think, ‘This is a bureaucracy rather than a tribunal. It would take you far less time to just address the issue’.”

He says he is concerned that it’s almost as if the tribunal now sees the people as the enemy.
“It was set up so that the people could have their customary issues and interests heard. The tribunal can reject those arguments, but it has to hear the people.”

As Mäori enter a critical phase where tribal institutions are expected to play a larger role, there will likely be a number of whänau and hapü with genuine concerns that have not been addressed by the settlement process who will be left with no recourse but to deal directly with Iwi institutions. Sir Edward believes that the tribunal could provide a pivotal role in conflict mediation by working with tribes to develop a Mäori jurisprudence that is capable of meeting the needs of diverse interest groups within a post-settlement environment.

He says that although a Treaty jurisprudence has emerged over the past two decades due to the work of the tribunal, treaty rights are still vulnerable to political change.

“There’s only the tribunal that Mäori have to go to and once all these treaty claims are settled then the real business starts on contemporary claims. They’re the key ones so it is very important that the Tribunal gets its act together.”

In part two of this story KOHA considers whether the tribunal has the right stuff to promote Mäori economic interests and whether it should be written into New Zealand’s constitution as a protected body.

When he answers the phone for this interview Charles Royal says he has only just surfaced from the bush near his home in Rotorua. For the last couple of hours he’s been collecting ingredients for a Native Herb Salad, and soon a photographer will take shots of the finished creation. The images are for a new cookbook Charles is working on, with a release date set for the middle of the year. This period will also mark the beginning of an important stage in the career of the charismatic and talented chef. In September Charles will be off to Shanghai, where his company Kinaki NZ® Native Herbs hopes to win over the discerning tastebuds of Chinese consumers and distributors.

Charles is going to Shanghai to participate in a marketing initiative led by his company. Kinaki NZ® Native Herbs will be joining Waituna Breweries, Aotearoa Seafoods and Tohu Wines to promote their products at a series of formal functions. These companies are all part of the Tekau Plus export group. The banquets will be held at three of Shanghai’s most prestigious restaurants located on
the River Bund, an area hailed as the Riviera of China renowned for its high-end hotels, clubs and eateries.

Diners will have the opportunity to sample a range of Aotearoa’s finest cuisine, from kawakawa beer, to kaimoana, to Kinaki NZ® Native Herbs infused delicacies. During the dinners the companies will have the chance to cultivate and build new relationships with Chinese business representatives, as well as renew existing contacts. This event represents a strategic move by Kinaki to position Mäori exporters at the gateway of a financial superpower, potentially worth millions of dollars to the Mäori economy.

Shanghai is the largest city in China with a population of over 30mn people in its metropolitan area.
Located on the country’s eastern Pacific Coast Shanghai also contains the world’s largest cargo port, and is viewed as the centre of commerce and finance for mainland China. Currently China is New Zealand’s second biggest trading partner, with our exports to China valued at NZ$3.76bn for the year ending February 2010. However due to the incredible pace at which China’s economy is developing, it is anticipated that it will soon overtake Australia as our number one trading partner.

The timing of the Kinaki initiative in September has been planned to coincide with the Ministerial visit by Dr. Peter Sharples to the 2010 Shanghai Expo. More than 70mn people are expected to visit the expo during its six month run from May to October. A significant marketing opportunity not lost on the New Zealand government who have invested $30mn into the NZ Pavilion. With this influx of visitors flooding into the city the businesses will be well placed to take advantage of potential commercial opportunities.

The visit will follow on from John Keys’s launch of New Zealand Day in July at the expo, and the ceremonial gifting to the people of China of Te Käkano, a majestically carved waharoa. Charles believes both these activities will ensure there will be an increased level of interest among the Chinese community about New Zealand. “The Chinese media saturated the airwaves with news about New Zealand when we signed the free trade agreement with China. I expect John Key’s visit to the expo will create a buzz we can capitalise off.”

Around 100 prospective Chinese clients representing major players in the distribution and hospitality sectors are expected to attend the dinners each night. Charles says, “ I’m going to use Shanghai as an opportunity to launch Kinaki NZ® Native Herbs onto the Chinese market. The dishes I’ll be preparing will be inspired by Western and Eastern cuisine, combined with indigenous native herbs.”

Chinese diners will be treated to an array of Kinaki Wild Herbs gourmet sausages – pork and pikopiko, beef and horopito, lamb and kawakawa, and chicken and piripiri.

Also traditional Chinese Dim Sums will have a flavour makeover when Charles infuses the tiny dumpling dish with native herbs cultivated in Aotearoa. Charles also hopes to take part in a “cook off” with Chef Victor Yuan, a Chinese Celebrity Master Chef, while he is there.

The September expedition will be Charles’s second to China since November last year when he went to Shanghai as part of a group of Mäori exporters to network with potential Chinese clients. Charles’s visit to Shanghai will be part of the planned visit led by the Minister of Mäori Affairs Dr. Pita Sharples visits the 2010 Shanghai Expo. Charles hopes to get involved with festivities planned to mark this occasion.

Charles has been in the hospitality game for three decades now, beginning as a young fifteen-year-old apprentice chef in the NZ Army. He has cooked at the finest restaurants in the world and also established two of his own. His foray into the culinary native herbs business began with an interest in the sustainable harvesting of wild pikopiko. Since then he has applied this knowledge to a number of different enterprises. These include creating a range of indigenous inspired meals for Air NZ’s First class inflight service, as well as creating Kinaki NZ® Native Herbs condiments and offering Mäori Food tours.

His latest venture is the launch of Kinaki Wild Herb sausages, an outcome of a relationship he formed with Dunninghams, a leading supplier of ingredients to the smallgoods industry.
“As a small business it’s been hard to increase our productivity. But by partnering with Dunninghams we are able to take our company to the next level, which is much faster than doing it by ourselves. These guys have great business nous and extensive distribution channels that will hopefully take our business into Asia.” The market both companies are initially aiming to attract with their Kinaki Wild Herbs meat products are the international community in China. “Ex-pats living abroad like to eat traditional English fare like sausages. Our products have a point of difference because they are from New Zealand and are flavoured with native herbs.”

The other markets Charles wants to target are the affluent young Chinese community, who have developed a taste for Western style food, and Chinese consumers interested in the medicinal qualities of the native herbs. Eventually Charles would like to see his products sold in supermarkets all over China, and served at the country’s top five star restaurants.

His mission while in Shanghai is to experiment by combining herbs like pikopiko and horopito with traditional Chinese ingredients, and if successful add these meals to his product range. Charles is confident about the future fortunes of his company.

“If we’re a hit in Shanghai who knows where that could lead. Maybe after my cookbook comes out, I should get it translated into Chinese!”

Mäori have been involved in financial management practices all of their existence. The only difference being the type of currency used. Historically our people traded and bartered to ensure that our people survived. In order to live this way, there were practices applied and lore adhered to, to ensure the resources were managed appropriately and efficiently.

The phrase “Survival of the fittest” is definitely apt when reflecting on those times of trade and enterprise. Especially when expanding on the interpretation of the term “the fittest”. Fit from a holistic view point could easily be interpreted as Healthy, Wealthy and of course Wise. The fact that Mäori survived is proof in itself that they were good at what they did, good at financial management.

Jump forward two hundred years, is this so different today? Our people are still thriving in the realms of trade and enterprise with many new opportunities on our doorsteps. We are still governed by lore but now also by law. The phrase “Survival of the fittest” is indeed still apt for today’s financial climate. Any individual and business, Mäori or other, would definitely be pleased to tick the box that said they are Healthy, the same applies to Wise and there is definitely a desire to have a big tick in the box for Wealthy.
So what has changed that challenges Mäori to be less competent in this area? Not discounting the hardships that Mäori went through as part of colonisation nor the dependencies created from societal changes, but we don’t behave as strongly in this area as we once did.

It is difficult to talk about a blanket one size fits all approach of financial management, as there are so many differing circumstances and factors for individuals through to businesses. Although there are many principles that still apply no matter how big or small you may be.
As part of the entrepreneurial make up, Mäori will always try and get more bang for their buck by getting as much out of the dollar as possible. This is not a negative thing, but it is a behaviour that we have adopted and one that can sometimes get us into trouble. Sometimes tending to adhere to shortcuts and bypasses.

Individuals
Making the most out of what you have is definitely a skill. Coming through a recession and with the current tax regime, there is not much left to spare. New Zealanders as a whole are typically not very good at saving. Attaining the kiwi dream is just as important to the majority now as it was in the past. Mäori are no exception to this either. NZ has been thrashed by high mortgage rates with very little comparative rise in the standard of earnings and living. Statistically people are living longer, therefore the need to prepare for those days ahead has never been more pronounced. The Mäori demographic will be significantly larger.

What can you do to help? There are lots of online tools to help you plan better and manage your money better. The best thing to do is to take advantage of the Kiwi Saver Scheme and the Government Kiwi Saver start up offer.
The Government contributes a start up incentive of $1,000 to every new Kiwi Saver account. The other opportunity is the compulsory employer contribution. When you don’t have a lot to spare, 2% of your gross earnings does seem like too much. On a salary of $20,000, 2% equates to $400.

You will receive a $1,000 from the Government and an addition 2% (based on your Gross earnings) from your employer. After your first year, you are definitely on the way to building your nest egg. Invest in yourself; we don’t know how long these incentives will be around for.
Voluntary sector
Mäori value things differently when it comes to the wellbeing of our people. More often than not, there is a lot of giving without the expectancy of return. Mäori are definitely some of the biggest contributors to the voluntary sector. Many people don’t even realise that that is what they are doing. Our marae live by the contributions of our people, not necessarily by monetary contribution, but the contribution of KOHA aroha, time and human resource.
It is part of our makeup to do this. Köhanga Reo is another Mäori operation that was designed around a lot of voluntary input. More of our kaumätua have to work longer (if they are lucky to have employment) and many of our mums go back to work a lot earlier, even with the aid of paid parental leave. So in many cases, it tends to be the same few doing the bulk of the mahi. This can lead to individuals burning out or an expectation of payment. There is no right or wrong response, but be very careful how this is managed.

Financial management does not elude our Marae and Köhanga Reo. There are many financial responsibilities that they are pledged with. It is important to understand that there is a lot of stress around the financial responsibilities with Marae and the like. There is a huge reliance on the skills of key individuals involved to ensure that the operational matters are taken care of, then to also have to account for the income and expenditure appropriately. The role of the Treasurer is onerous and often without the appreciation and understanding of time it takes to do the work. It is often viewed that paying for accountancy firms or bookkeepers to do this mahi is additional money that could be spent elsewhere.

The responsibility of financial management does not just sit with the Treasurers, it also is the responsibility of the representative body to understand what they should be looking for and what they are looking at.

What can be done to help? All members should undergo governance training which will cover a section on financial management and reporting. Also look to support your Treasurers by ensuring that they have appropriate training and tools to carry out their functions. Aim to have everything computerised and use an accounting package. There are some good accounting packages that are cost effective. There are a few really good Mäori Trainers in this field of expertise. Contact Te Puni Kokiri to see what assistance may be available regarding your training needs.

SME’s
Bridging into the next space are the Small to Medium sized enterprises (businesses). Most of our Trust and Incorporations fall into this space. These entities are often founded as kaitiaki of assets consisting of “Taonga tuku iho” either directly or from some form of claim. Many of these may also survive on the expectation of voluntary contributions. Many will have a more structured and managed business operation in place and may pay board members. The spectrum from one end to the other is varying and diverse. Some are very basic in their existence and then there are entities which are still considered small to medium, that have a more sophisticated and professional approach to their operations. These entities tend to have a quite detailed structure, with asset holding companies and commercial operating arms in place.

What can SME’s do to improve their Financial Management? Regardless of the size, the Board should definitely undergo governance training with a key focus on financial management and reporting and investment management.

A fundamental “must have” is the ability to understand the nature of risk. Understand the assets and understand the boundaries applied to the assets, communicate this clearly and openly to the beneficiaries. Another fundamental “must have” is the ability to analyse the financial information provided. In order to develop and progress, do not unnecessarily put those taonga or assets at risk.
Sound investment advice will help to determine those parameters. Progression can walk a very fine line, financial planning and forecasting is a “must do”.
SME’s are very prone to outsourcing the financial functions to Accountants and Law Firms, both of whom are often the secretariat for the organisation. At the end of the day, there is nothing wrong with erring on the side of caution and using this expertise. However, there still needs to be knowledge transfer systems in place with the aim of bringing those functions back in house.
If you are progressive, there will always be a need for your professional support, but as you get better, the support you require will be at a higher level.

Some of these SME’s will pay dividends to their beneficiaries and have grants that they distribute. Thinking about better ways to allocate these funds is also a key part of financial management. Mäori need to be more innovative about their social contribution back to their people. Small amounts of money often appease beneficiaries or grant seekers for the here and now. To be truly about the “survival of the fittest”, we need to be doing things better or doing better things. Picking up the latter could mean that a Kiwi Saver account is set up for all beneficiaries and the annual dividend is deposited into their retirement savings.
Regarding grants, instead of giving all grant seekers a morsel of the fund, there are opportunities to apply grant allocations to specialised industry areas pertaining to the business or assets of the organisation. This could be done for the duration of the course term with the potential to provide employment in this area on completion.

Point of Difference
As governers of Mäori organisations it is your Values and Principles that guide you to make your decisions, however don’t let them hinder your operations by changing the rules to suit. Financial Management does not know what race or religion you are. The same rules and regulations apply to all who enter its realm. There is still a lot more we can do to equal the savvy ways of our Tipuna. Mäori have been involved in financial management practices all of their existence. Times have changed and so has the currency used, “Survival of the fittest” is apt, let’s make sure we are Healthy, Wealthy and Wise.

In this fast paced world we live in, we are bombarded with endless choices in what we drink, in what we eat and in what we do. This chaos is creating a new demand for products that can offer us unique experiences and connections in our lives. Just as the French have captured our imagination with exotic cheeses and the Italians our love of fresh pasta, there is now a quiet search happening in New Zealand for natural flavours that capture the indigenous essence of Aotearoa, New Zealand.

The Federation of Mäori Authorities (FoMA) and FOMANA Capital have developed a strategic partnership with leading scientists at the Crown Research Institute, Plant and Food Research, to explore native plant species and determine whether they hide uniquely New Zealand flavours. Two years into the four-year government funded programme, five native plant species are showing real promise as Plant and Food Research food technologist, Carl Massarotto, infuses these ‘NZ flavours’ into cheeses, seafood, meats and beverages.

“Tasting the first product concepts, in September last year, was a great milestone for the team and represents a truly exciting opportunity for FoMA members and the Tekau Plus programme,”
says Paul Morgan of FOMANA Capital. “The knowledge and know-how developed within this programme is managed by FoMA so
our members are in a wonderful position to take advantage of
the opportunities.”

However, we are only at the start of this journey. To transform this important knowledge into a commercial reality, a number of strategic partners are required. These include communities and iwi groups committed to managing and harvesting commercial crops, specialist ingredient manufacturers that extract the novel flavours from the plant, companies dedicated to embedding unique flavours in their food and beverage products and companies who reach into domestic and offshore markets to offer a uniquely New Zealand experience.

Charles Royal from Kinaki NZ® Native Herbs saw the potential of adding native flora and fauna into New Zealand cuisine almost a decade ago. Kinaki Herbs, is part of the Tekau Plus export excellence programme, is working with the development team to leverage its initial success for export markets. It is a great example of a Mäori company building depth in its value chain. Royal’s recent collaboration with Dunninghams, a NZ food and ingredients manufacturer, has also allowed his company to develop a distinctive offering for Asian markets.

“Tourists visiting New Zealand develop lasting memories of the people they encounter or the foods they eat and they love to relive these experiences when they return home. I’ve found one way they can do this is by giving them New Zealand flavours to savour again. The NZ Flavours research is an exciting programme that can help take these flavours in to the homes of individuals visiting our shores,” says Charles Royal of Kinaki Herbs.

Another company, Cuisine Resources, is also working closely with the research team to develop commercial techniques that extract the novel flavours from native plants. Investment into their food grade processing infrastructure makes them a key strategic partner in the overall value chain. Founded in 1989 by Tony and Robyn Laus, Cuisine Resources is moving into a new development phase. Work is underway to build their new 5,700 sq m state-of-the-art factory which will comply with New Zealand, European Union and United States regulatory standards. They have a great reputation internationally and currently sell ingredients into Europe, Australia, Japan and the United States.

“There is a constant demand from cuisine manufacturers all around the world and it is important for us to be part of this development team looking at what makes New Zealand’s flavours unique.
This way we (NZ) can preserve our native flavours and develop sustainable value from these,” says Tony Laus from Cuisine Resources

Now that the first round of plant species selection is completed with respect to narrowing the flavour palette to the first five ingredients, the team is switching to the scientific groundwork needed to ensure ingredient consistency and quality within the supply chain. This is a great time for additional partners to come on board and leverage the initial scientific knowledge.

Companies such as Maraeroa C Incorporation, also a member of the Tekau Plus programme are well placed to assist in developing commercial plant crops and playing a role in the NZ Flavours value chain. They have an established native nursery with over 100 plant varieties and have built substantial knowledge required to evolve from wild harvesting to commercial crop management.

In addition to developing the sustainable ingredients supply chain, formal product development and testing is getting underway. This is where a number of successful Mäori food and beverage manufacturers can participate. Their knowledge and desire to continually offer a unique product to their customers is where this collaboration will result in New Zealand flavours being sampled all round the world.

Director and writer, Taika Waititi, talks about why his new movie Boy has the ’superjuice’ lacking in many Mäori films.

He’s taking over. It’s the truth. He’s on a mission and, thanks to the Midas touch of producers Ainsley Gardiner, Cliff Curtis and Emmanuel Michael, he’s not likely to stop until he gets enough. Taiki Waititi’s new film Boy is about to hit screens near you. So just beat it and make like wildfire to your local cinema. Get off the wall from your nine to five and enjoy this trip back to the 80s when big hair, shoulder pad bearing, punk rocking, break-dancing adolescents ghetto blasted their leg warmers and leotards all the way to the corner dairy. Reach back into the darkest edge of your closet and blow the dust off your sequinned glove and red leather jacket. Shake your body on to the ground because this one’s a thriller.

Written and directed by Waititi, Boy is a hilarious and heartfelt coming-of-age tale about heroes, magic and you guessed it – Michael Jackson. Set in the rural township of Waihau Bay circa 1982, the film centres on 11-year-old Boy (James Rolleston) whose mother died while giving birth to his younger brother Rocky (Te Aho Eketone-Whitu). Boy has little memory of his father Alamein (played by Waititi), but imagines him as a master carver, deep-sea treasure diver, war hero, rugby legend and close relative of the King of Pop. In reality Alamein is an inept, wannabe gangster who has been in jail for robbery.

When Alamein breaks out of prison and returns home to recover a stash of stolen buried cash, Boy is eager for his father to re-enter his life. But as the self-serving Alamein is caught up in a series of skulduggery antics from robbing the local dope growers to brawling in the town’s one and only pub, Boy must reconcile with reality. As he confronts the truth about his father and observes Alameins’s wonderfully dim-witted display of gumboot thuggery, Boy is left with little more than his vivid imagination to escape.

Enter the King of Pop.

Dreaming up visions of his father as Michael Jackson, he frequently sees Alamein in a series of music videos from Beat It to Billy Jean when the going gets tough. The result is a mostly light-hearted story about family relationships and the innocence of an adolescent mind struggling to understand the alternate universe of adulthood.
Boy has received favourable international reviews since premiering at the Sundance Film Festival recently. Inspired by his Oscar nominated short Two Cars, One Night, it is Waititi’s second feature film which critics say “marks a step up in maturity.” So how did this Te Whänau-ä-Apanui native achieve what few Mäori filmmakers have yet to accomplish?

Three words: shifting the boundaries.

Unlike the current line up of Mäori films, Waititi says he wanted to make a film that breaks away from current ideas that pigeon hole Mäori stories into either the Once Were Warriors or Whale Rider genres. Adamant that he’s just as immature as ever, his reflections on the future of the Mäori film industry are not.

“We’ve got to get away from promoting this image that we’re either real tough wife beating alcoholics or were spiritual beings who ride whales and talk to trees. We’re pretty normal, we’re just people man,” says Waititi who wants to see more Mäori filmmakers make unique stories which expand on current styles and themes.

Beyond that to be successful, Waititi says that filmmakers need to expand their thinking in terms of narrative and story. “We’re an oral culture and pass traditions through stories. And we’re funny. Anyone who doesn’t know that doesn’t know us.”

While Waititi believes the Mäori film industry has great appeal both domestically and internationally, maintaining that reputation will depend on how well future generations of filmmakers can develop their skills. With little emphasis placed on creative story-telling in schools, he says that a lot of potential is being lost to the industry.
“Mäori are creative. Everything to do with our world is creative; it is art. And kids aren’t often encouraged to harness that because it’s not valued. As a result, they think they’re dumb.”

Through his sobering wit and flair for crafting stories with subtle dramatic tones, Waititi says he is inspired by stories that can resonate with people long after they leave the theatre.
“While the audience I wanted to target was first Mäori and then New Zealanders, I wanted to make the film accessible to others. This is not a film that excludes people who aren’t Mäori because it has deeper messages that everyone can relate too.”

No doubt Boy will receive mixed reviews from the usual suspects of New Zealand’s fraternity of film experts and critics, but it’s certainly got the super juice that the struggling industry lacks: comic relief. Adamant that it’s time to change the record and “just make different stuff,” Waititi is a creative talent who has made a story full of homegrown nostalgic ‘bliss.’

But it certainly wasn’t a walk in the park, admits Waititi.
“The major challenge in making the film was that no one’s got any money. Everyone’s poor because of the economy and no one’s buying films.” Against all odds, his talented team of producers managed to secure almost six million dollars to make Boy. While much of the funding came from the New Zealand Film Commission and Te Mängai Paho, capital was also raised through financing from U.S. sources.

In an increasingly lacklustre industry that is/was/may likely be Hollywood, finding a niche with more discerning film buffs could see Boy shift the tide of Mäori cinematic history. And why not? One only has to look at the top five grossing movies in New Zealand, four of which are Mäori and Pacific films, to see that the world is looking for stories with a difference. So let’s spill more sherry for Boy: a film that marks a coming of age for the Mäori film industry.

Adding a new edge to the ‘New Zealand Made’ marketing strategies of yesteryear, Tekau Plus is set to establish ten high value premium iconic NZ brands in not only China, but throughout North Asia. With a focus on cultural marketing strategies that incorporate sustainable production standards and labour equity, the Tekau Plus family of niche exporters are big on aligning Māori values with commercial imperatives.
“It’s the first project of its kind led by indigenous Māori of Aotearoa that will look intimately at how to initiate longstanding trade and investment ties in North Asia,” said Wayne Mulligan of FOMANA Capital.

While the United States and other countries hit hard by the economic recession are resorting to protectionism, the New Zealand-China FTA is expected to deliver tangible commercial benefits. With a geopolitical power shift also expected in the next decade, Tekau Plus plans to optimise smart branding and the grow the supply and demand curve for pure, safe and healthy products in China, Korea, Taiwan and other key markets.

According to Mulligan, increasing demand from China and other emerging markets in North Asia are resulting in increased consumer spending and providing important new opportunities for NZ businesses.
“Ten years from now, I suspect that China will be our major market,” he said.

Last year saw an almost 47 percent increase in the value of exports sent to China. This value is expected to rise and rival New Zealand’s two other major trading partners, Korea and the United States. With dairy accounting for over 25 percent of exports to China, wool products, kiwifruit and wine shipments are also increasing. As the New Zealand-China FTA continues to come into effect, with continued reductions in tariffs on NZ’s export goods, establishing distribution infrastructure in China is a key priority for the Tekau Plus export program.

“We’re going to drill down into where in North Asia it’s best to position our exporters because it’s not just about taking Māori products to key markets like China, it’s about understanding how we position an indigenous marketing company in those countries,” said Mulligan.

A report from the Bank of Nova Scotia released earlier this month confirmed why Tekau Plus affiliated brands plan to take full advantage of the global economic recovery by considering opportunities in markets they’ve never dealt in before. China and other fast-growing emerging markets will provide a large share of the economic growth seen around the world in the near term, the report said. China’s economy grew by nearly nine percent in 2009, it noted, at a time when New Zealand’s economy shrunk by one percent.

Over coming months, Tekau Plus affiliated research teams will identify distribution channels for the Tekau Plus line of high value products which include signature brands like Tohu wine and BioFarm yoghurt.

Read about the 10 brands in this PDF