Murihiku Regeneration Structure
Governance, oversight and leadership is provided to Murihiku Regeneration through the Murihiku Regeneration Office.
Murihiku Upoko are Tā Tipene O’Regan, Michael Skerrett, and Terry Nicholas.
The Murihiku Regeneration Office is connected to rūnaka through the oversight group, who keep the four rūnaka informed through communication and updates.
Portfolio management, multiple programmes, and the day-to-day running of Murihiku Regeneration is the domain of the Portfolio Director and support team (Portfolio Office).
The diagram below illustrates the relationship between Te Rūnanga o Ngāi Tahu, Murihiku Hapū, and Murihiku Regeneration.
Te Rūnanga o Ngāi Tahu Te Apārangi committee (TAPA) has the primary objective to provide oversight and assistance to Te Rūnanga and the Chief Executive Officer on Te Rūnanga’s external matters including policy development for key external issues, managing strategic relationships, external appointment processes and other strategic matters. (See Terms of Reference for TAPA (PDF, 467.11 kB)).
Ngāi Tahu Context
Ngāi Tahu is a large and complex tribe - the following gives context to where Murihiku Regeneration sits within the Ngāi Tahu structure.
There are 18 Papatipu Rūnanga (see map), each with their own geographic location, governance structure, challenges, opportunities and aspirations for their own whānau.
Within this structure, each of the Papatipu Rūnanga set their own aspirations, priorities and goals for their geographical area and their whānau. Decision making, including determining policy positions, is generally decentralized to Papatipu Rūnanga, particularly in relation to regionally specific proposals.
Te Rūnanga o Ngāi Tahu
Te Rūnanga o Ngāi Tahu was established to manage and protect the collective interests of Ngāi Tahu and to support Papatipu Rūnanga.
- Te Rūnanga is governed by a tribal council, consisting of one representative from each of the Papatipu Rūnanga.
- Te Rūnanga generally forms policy positions on issues that cover the entire takiwā (tribal boundary) or affect the Treaty Settlements, as mandated by Papatipu Rūnanga.
- Where an act requires consultation with iwi or an iwi authority, that consultation must be with Te Rūnanga o Ngāi Tahu, as per section 15 of the Te Rūnanga o Ngāi Tahu Act.
Relevant key principles of engagement (from Te Rūnanga):
- Upholding Rangatiratanga.
- Fulfilling Tiriti Partnership.
- Providing Manaakitanga.
These include seeking joint decision making roles at all levels of decision making.
Ngāi Tahu Holdings
Ngāi Tahu Holdings is an investment company, owned solely by Te Rūnanga o Ngāi Tahu (via the Ngāi Tahu Charitable Trust).
- It is operationally separately to Te Rūnanga and Papatipu Rūnanga.
- Its role is to create wealth for their shareholders (ultimately Ngāi Tahu whānui) and to respect and contribute to the mana of Ngāi Tahu.
Murihiku Regeneration was established as a collaboration between the four Murihiku Papatipu Rūnanga to work together to advance their collective aspirations.
Through Murihiku Regeneration, the Papatipu Rūnanga want to be able to work closely and collaboratively with the Crown, to give voice to the Treaty partnership and to ensure a clear, coherent plan for a prosperous Southland.
Murihik Regeneration Aspirations:
- Cover environmental, social, economic and cultural goals.
- Within the environmental space, aspirations include transitioning to a green economy, enhancing the mana of tangata whenua, environmental sustainability, and enabling kotahitanga, rangatiratanga and kaitiakitanga.
Murihiku Regeneration Office Arrangements for Communication Purposes
Terms of Reference
These Terms of Reference set out the role of Murihiku Regeneration office arrangements that are in place to support it. This includes its purpose, responsibilities, objectives, and tenure.
Murihiku Regeneration is a long-term intergenerational programme of work, responding to the issues around the transition from the existing Tiwai Aluminium Smelter in 2024 to identify and implement opportunities to support successive generations.
It is underpinned by the crown-iwi partnership acknowledged in Te Tiriti and operates at a mana-to-mana level to work on regional level issues.
The voice and aspirations of whānau are central to the work of Murihiku Regeneration. Through Papatipu Rūnanga engagement and reference group feedback alongside active engagement with Ngāi Tahu hapū ki Murihiku, we work to integrate shared and Rūnanga specific priorities.
Purpose of Murihiku Regeneration
Murihiku Regeneration operates based on sound and effective practice and is focussed on delivering outcomes for successive generations and to the benefit of all Ngai Tahu ki Murihiku, Māori and the wider community.
Multiple workstreams are aligned in the national interest, while ensuring that Iwi and Hapū voice, along with the wider community, is built into an effective partnership for regeneration across our four pou: social, cultural, economic and the environment.
Developed at Te Rau Aroha Marae in September 2020 and confirmed by the Chairs establishment group in October 2020, the overarching vision for Murihiku Regeneration is:
Tū tahi ki te Kei
Let’s all stand together in the stern of our waka
Murihiku Tītī a Kai, Tītī a Manawa
Murihiku, a land of resource, a people steadfast
Tauarutia ka aho ratarata
Follow our Southern Lights
Roles and Responsibilities
In our Ngai Tahu histories, when Hapū faces disarray, then effective advice and leadership is guided by the Upoko, who are mandated heads of the Hapū. Murihiku Regeneration is founded in that practice. It includes:
- An Upoko Group, which engages in the national interest, works at a regional level, supports the community and on major issues and opportunities.
- Ensuring the crown-iwi partnership is reinvigorated and operates at a mana-to-mana level.
- An oversight group which reports back and informs respective Rūnanga on issues, opportunities, actions, and identifies projects and people should be connected to the kaupapa.
- Connection to Te Rūnanga o Ngai Tahu through respective Upoko, Chairs and Representatives.
- A programme-based delivery group, which enables Hapū, Rūnanga to engage and participate in strategic dialogue to progress priorities, initiatives, and projects.
- Ensuring a collaborative and inclusive community facing approach is used around regeneration opportunities and providing Panui and progress to all Murihiku Hapū.
- Disciplined and transparent, ensuring funders and partners can have confidence in benefits, outcomes and delivery.
Murihiku Regeneration has the following objectives:
- To drive an inclusive, locally led, and system-level approach to regeneration and transition planning.
- To work together to unblock barriers and constraints.
- To be action-orientated and represent the interests of future generations now.
- To be the point for strategic dialogue and debate on barriers and implications for transition planning.
- To take projects and priorities identified by Hapū and Rūnanga and actively champion them.
- To work for Māori, the community and individual Hapū members.
- To listen to the voice of Hapū, and ensure that their rights and interests are being supported.
Seven Priority Areas have been developed:
- Building Sustainable and Resilient Communities- focused on collective Rūnanga cohesion, strengthening internal and external partnerships and governance/ building leadership / developing youth & rangatahi participation.
- Tiwai Future – includes closure, clean-up, remediation, environmental impact, cultural and leading to future/re-purposing opportunities. This is led by Awarua Rūnaka.
- Te Ara Aukati Kore - creating sutainable future pathways for our successive generations through learning, work, and growth.
- Enabling a Just Transition – supporting a pathway to a post Rio Tinto future for the region- that also supports the national interest. Working with MBIE, Regional MSD Team, the community, local government, business and Unions.
- Initiating and supporting sustainable regional regeneration action planning – across the four pou that delivers to the Murihiku vision and supports a long-term strategy.
- Focusing on key initial projects and Pou to build trust and confidence and create momentum. This includes Te Ao Turoa – which is led by Rewi Davis from Ōraka Aparima Rūnanga.
- Green energy- Ngai Tahu ki Murihiku at the centre of large-scale clean energy capability that protects te taiao and supports growth and well being for our region and country. This is led by Hokonui Rūnanga and reports through to an Oversight Komiti.
Murihiku Regeneration has the following memberships:
- Upoko Group;
- Oversight Group – two appointed representatives from each of the four Rūnanga
- Murihiku Chairs and Representatives Group -made up of Chairs, representatives, and alternatives;
- Portfolio Delivery Office;
- Government Just Transitions Enduring Oversight Group;
- Government Just Transitions Workstream Delivery;
- Wellington-Murihiku CEs Group; and
- Tiwai Ministers Group
Ngā Upoko o Murihiku – Ta Tipene O’Regan, Terry Nicholas and Michael Skerrett.
Ta Tipene O’Regan is currently the lead for Murihiku Regeneration. Upoko are supported by Michael Stevens.
The Portfolio Director, who is all a member of the Office of Upoko – Terry Nicholas is appointed by the Murihiku Upoko.
Rūnanga Chairs appoint their oversight group representatives.
The tenure of this work is out to at least March 2025, but is tied to the reset of Murihiku- Southland.
The following reporting arrangements are undertaken:
- Upoko meetings – as required (not less than six weekly).
- Monthly governance update (in writing).
- Monthly status update – for distribution to Oversight Group, Murihiku Rūnaka and key stakeholders.
- Quarterly performance reporting – funders and government.
- Yearly review of performance.
The parties will, subject to statutory and commercial obligations (where applicable), keep all confidential information confidential. Information will be identified as being confidential within agendas, meeting papers and/or at nominated meetings.
Murihiku Regeneration is operating to support the transition planning for the Tiwai closure out to December 2024. It currently has seven key priorities and a focus to ensure there is a cohesive transition.