Working With Maori Working With Maori OrganisationsOrganisations

Ten InsightsTen Insights

Am I qualified to talk Am I qualified to talk about this?about this?

• Te Arawa ExperienceTe Arawa Experience• Ngai Tahu ExperienceNgai Tahu Experience• Ngati Porou experienceNgati Porou experience• Kahungunu ExperienceKahungunu Experience• Ngati Awa ExperienceNgati Awa Experience• Pan-Maori ExperiencePan-Maori Experience• Overseas experienceOverseas experience

Insight No. 1Insight No. 1

• No such thing as a “Normal” Maori No such thing as a “Normal” Maori Organisation.Organisation.– The size, type and purpose of our The size, type and purpose of our

organisations is as diverse as non-Maori organisations is as diverse as non-Maori organisationsorganisations

– The needs are equally as diverse.The needs are equally as diverse.– One size does not fit all.One size does not fit all.

Insight No. 2Insight No. 2

• All our organisations are under increased All our organisations are under increased pressure from their stakeholders:pressure from their stakeholders:– Funders seeking higher levels of compliance;Funders seeking higher levels of compliance;– Increased pressure to mainstream Maori Increased pressure to mainstream Maori

organisations;organisations;– Higher levels of accountability sought from Higher levels of accountability sought from

Iwi members and beneficiaries;Iwi members and beneficiaries;– Increased public and political scrutinyIncreased public and political scrutiny– Not necessarily playing on a level fieldNot necessarily playing on a level field

Insight No. 3Insight No. 3

• Many of the people in our Many of the people in our organisations at both Governance and organisations at both Governance and Management levels have an Management levels have an “aversion” to Accounting and “aversion” to Accounting and Financial management:Financial management:– Prefer to leave it to their accountants;Prefer to leave it to their accountants;– Do not have a clear understanding of the Do not have a clear understanding of the

accounting role – often defaulting key accounting role – often defaulting key financial management functions to their financial management functions to their accountants;accountants;

– Often deterred by the jargon, numbers Often deterred by the jargon, numbers and perceived complexityand perceived complexity

Insight No. 4Insight No. 4• Many of our Many of our

organisations see the organisations see the numbers in isolation.numbers in isolation.– No connection to the No connection to the

plans;plans;– Unable to read the story Unable to read the story

behind the numbers;behind the numbers;– Unable to ask the right Unable to ask the right

questions;questions;– Unable to know what the Unable to know what the

right answers should be!right answers should be!– Unable to make properly Unable to make properly

informed decisionsinformed decisions

Insight No. 5Insight No. 5

• Heavily reliant on Cash AccountingHeavily reliant on Cash Accounting– The perils of only looking at bank The perils of only looking at bank

balances and cash transactionsbalances and cash transactions– Impact on management decisionsImpact on management decisions– What a difference a “payment in What a difference a “payment in

advance” makes;advance” makes;– What our treasurers, managers and What our treasurers, managers and

Governors need to know;Governors need to know;

Insight No. 6Insight No. 6

•Minimal Tax planning and Minimal Tax planning and structuring. structuring. – Structures have been developed in response Structures have been developed in response

to funding requirementsto funding requirements– Lack of knowledge about tax efficient Lack of knowledge about tax efficient

structures e.g. LAQC, Family Trusts vs. structures e.g. LAQC, Family Trusts vs. Whanau TrustsWhanau Trusts

– Confusion over Charitable tax status;Confusion over Charitable tax status;– Structures often outdated and not fit for Structures often outdated and not fit for

purpose;purpose;– Need to optimise tax efficiency, asset Need to optimise tax efficiency, asset

protection and operational performance protection and operational performance

Insight No. 7Insight No. 7

• Strategic Planning vs. Strategic Planning vs. Business PlanningBusiness Planning– Understanding the differenceUnderstanding the difference– Business Planning without strategic Business Planning without strategic

planningplanning– Do the numbers tell the same storyDo the numbers tell the same story– Planning is not just for compliance.Planning is not just for compliance.– If you don’t have a plan whose plan are If you don’t have a plan whose plan are

you on?you on?

Insight No. 8Insight No. 8

• Yes Tikanga, Kawa and Yes Tikanga, Kawa and Maori values do have a Maori values do have a place in business. place in business. – Represent the Hull of our Represent the Hull of our

waka – must be strong to waka – must be strong to keep us afloat during keep us afloat during good and turbulent times;good and turbulent times;

– Hold us together;Hold us together;– Give us a common Give us a common

purpose, vision, reason to purpose, vision, reason to get on the waka;get on the waka;

– Give us some guidelines Give us some guidelines for how we will do our for how we will do our business.business.

– Makes us stand out from Makes us stand out from the crowd. the crowd.

To be no-one but yourself in a world which is doing its best to make you just like everyone else, means to fight the greatest battle there ever is or ever will be.

EE Cummings

Insight No. 9Insight No. 9

• Preparing some of our larger Preparing some of our larger organisations for “Boy do I have a Deal organisations for “Boy do I have a Deal for you!”for you!”– Impact of settlementsImpact of settlements– Importance of Investment PlanningImportance of Investment Planning– Importance of Investment AnalysisImportance of Investment Analysis– Why our Boards and Managers must know Why our Boards and Managers must know

what questions to ask and answers to what questions to ask and answers to expect no matter how many experts they expect no matter how many experts they engage!engage!

Boy do I have a deal for Boy do I have a deal for you! you!

Insight No. 10Insight No. 10

• There are no text book, off the shelf solutions There are no text book, off the shelf solutions for many of the issues our Maori for many of the issues our Maori organisations face;organisations face;– No two days are the same;No two days are the same;– There are never enough resources, time or people There are never enough resources, time or people

to do all the things many of them are trying to do;to do all the things many of them are trying to do;– People often driven by passion for the kaupapa People often driven by passion for the kaupapa

but overloaded;but overloaded;– Under increased scrutiny from all stakeholders, Under increased scrutiny from all stakeholders,

like working in a fish bowl;like working in a fish bowl;– Communication is always a challenge.Communication is always a challenge.

So what can you do?So what can you do?

• KISSKISS• Go beyond the call of duty, make it your Go beyond the call of duty, make it your

responsibility to upskill and transfer knowledge responsibility to upskill and transfer knowledge into these organisations;into these organisations;

• Avoid the temptation to control through Avoid the temptation to control through knowledgeknowledge

• Think laterally and creatively as accountants do!!Think laterally and creatively as accountants do!!• Respect the tikanga and kawa of our Respect the tikanga and kawa of our

organisations, work with it.organisations, work with it.• Remember its people not numbers that drive Remember its people not numbers that drive

financial performance.financial performance.• Help our organisations get good systems in Help our organisations get good systems in

place. place.