The intergenerational challenge:
Balancing present and future needs
September 2014
Why?
Business
Consulting
Commercial
Law
Economic
Development
Source: Tuia Group Mike Taitoko
Our past....
There is a shift occurring
• Deficit to potential
• Grievance to forward-looking
• Compliance to performance
• Adversarial to collaborative
• Passive to active
• Capability & capacity
• Time & exposure
• Focus and emphasis is shifting!
The Māori economy is growing fast
$10.6bn
Institutions
2006
$16.4bn
(estimate)
2010
$36.9bn
$20.8bn
Employers
$5.4bn
Self-employed
Māori contribution to NZ’s Primary Sector
NZ total fish quota
Pre 1990 forests
37%
36%
National milk solids
production
National sheep and
beef stock estimates
(Source: MAF, 2011)
(Source: MAF, 2011)
8-10%
10 -15%
A snapshot of Māori
Value
Disparity between our
economic growth and
social wellbeing
Time
Investing in young Māori
Māori have a youthful population
Source: Statistics New Zealand (2013)
In comparison to the total NZ
population
Understanding the Maori Demographic
$10.6bn
Institutions
2006
$16.4bn
(estimate)
$20.8bn
Employers
$5.4bn
Self-employed
The opportunity
Well developed
(300,000ha)
80% of Maori land is
underperforming or
unutilised.
Unutilised
(600,000ha)
1.5m hectares
Māori freehold land
Under performing
(600,000ha)
Potential is huge
Lifting performance to average industry benchmark levels would bring
over 10 years:
• $8 billion additional gross output
• 3,600 new jobs for the primary sector
• $3.7 billion contribution to GDP
But
•
Just under $3 billion investment required
The task is large
• The task is too big for us to do it by ourselves
• For example, in the East Coast region
• Maori population of 47%
• 7 of 11 areas score 10 on the scale of relative deprivation
• Median Maori income for the district is $3,100 per annum lower
than the regional median – up to $6,100 per annum in the rural
East Coast
• There is a disproportionately older population in the rural East
Coast
• experienced negative population growth since the 2006 census
• has generally poor infrastructure and public services
We are in this waka together
• If we are going to make a difference we cannot do it by ourselves and shouldn’t be trying to do so
• We are still capital constrained
• We largely occupy the producer space and, with the exception of the
fishing industry, have limited investment in other parts of the supply
chain and value chain
• The survival of our communities is closely connected to the success
of the wider community, especially in the regions
We have something to Offer
Maori
Inc
•
•
•
•
NZ Inc
Aotearoa
Inc
New Zealand needs new solutions
Governance MUST support and drive change
Our interests are aligned
We want to do better together
Maori Success
Maori/Iwi and entities have sufficient economic security to be
able to participate in, and choose from, all consumer and
investor options available
In so doing, they choose to identify culturally as Maori/Iwi
Reframing success
Economic
Social
Cultural
Environmental
Reframing success
Cultural
Social
Maori Asset Ownership
Objectives
• Perpetual (taonga) Assets vs other assets
• How to avoid commercial or environmental outcomes where
involuntary loss of ownership and control occurs
• Appropriate risk and management processes
• Does perpetual ownership and control over certain assets is a Maori
objective that shapes attitudes and behaviour of Maori owners in a
way that is significantly different from the norm.
“The trustees of endowed institutions are the
guardians of the future against the claims of the
present. Their task in managing the endowment is to
preserve equity among generations.”
James Tobin 1974
1.5 million hectares Māori land
5.5% of NZ total land mass
Our vision
Mobilising Māori land and assets to create
this generation’s legacy.
Utaina te waka, hāpainga ko te hoe,
kia tuputupu te whai oranga.
Connect
with
our people
Capitalise
assets
Grow
assets
Connect
37
countries
Capitalise
Capitalise
Grow – opportunities
Mobilising Maori Assets
Commitment
Collaboration
to a long term strategy
at all levels
Capital
financial and non
financial resources
Capability
people and the Assets
Conclusion
• We face the dilemma of a growing asset base without increased overall
well-being for Maori
• The future for Māori economic development and growth though is
brighter than ever
• When balancing present and future needs we need to consider:
• The quadruple bottom line – financial, environmental, cultural and social
• The aspirations of this generation, and the legacy we want to leave
• Investment in our capability – workforce education, management and governance
• Increased collaboration among Maori and non Maori – skills, capital, partnerships
• The role of leadership
He waka eke noa
We are all of us in this together