Strategic Plan 2025

Strategic Plan 2025

STRATEGIC GOAL 1: Kia mau ki te whenua – Our Whenua

GOAL
Ngā Whāianga

A protected, enhanced and growing whenua that is sustainably utilised.

STRATEGIES
Ngā Ara Hei whai

Critical things we must do to achieve our goals:

1. Ensure wāhi tapu and whenua rāhui are continually protected.
2. Educate our people about their whenua (including lakes and streams) and how to care for it.
3. Ensure direct, effective, sustainable management of our whenua.
4. Retain and increase Rotomā lands held.

MEASUREMENTS
Ara Whakatutuki

Indicators for achieving our distinctive capabilities:

1.1 Appropriate sights continue to be identified, protected and maintained.
2.1 Whenua education and protection plan (e.g. native reclamation) by 2020.
2.2 Rotomā outdoor activity centre developed by 2022.
3.1 Control or significantly influence policy, decision-making or other bodies that affect our whenua from 2025.
4.1 An assessment of Rotomā lands (current and former) completed by 2019.
4.2 Collaboratively support all of our neighbouring land trusts by 2025 to progress their goals and aspirations.

STRATEGIC GOAL 2: Kia Tu Rangatira – Our Identity

GOAL
Ngā Whāianga

Our people are connected, our hapu is culturally strong, and our marae is thriving.

STRATEGIES
Ngā Ara Hei whai

Critical things we must do to achieve our goals:

1. Increase Rotoma No.1’s visual presence and brand in the rohe.
2. Provide our people opportunities to strengthen their connection to their land and culture.
3. Develop papakainga and social housing for our people, particularly kaumatua housing.
4. Develop a thriving marae community hub.

MEASUREMENTS
Ara Whakatutuki

Indicators for achieving our distinctive capabilities:

1.1 Rotomā No.1 office established by 2017 and centre opened by 2021.
1.2 Suitable Rotoma landmarks identified by 2019.
1.3 Three installations across our whenua (and digitally captured) by 2020.
2.1 Biennial Rotomā connection initiatives (e.g. Whānau Days) from 2018.
2.2 Biennial Rotomā & ICT based cultural learning iniatives (e.g. Paepae & Rangatahi wānanga, wānanga for out of town whanau) from 2020.
3.1 First Rotomā papakāinga development opened by 2022.
4.1 Rotomā marae modernised and maintained from 2021.
4.2 Tapuaeharuru Community Hub development plan implemented by 2023.

STRATEGIC GOAL 3: Kia Whai Oranga – Our Wellbeing

GOAL
Ngā Whāianga

Healthy, vibrant and successful whānau.

STRATEGIES
Ngā Ara Hei whai

Critical things we must do to achieve our goals:

1. Have a detailed and regularly updated understanding of the needs of owners, their whānau, and the Ngāti Pikiao community.
2. Ensure our whānau (especially our vulnerable tamariki and kaumātua) have access or are connected to appropriate wellbeing support.
3. Engage and support our rangatahi to become future leaders of Rotomā, Ngati Pikiao and the world.
4. Ensure our whānau have warm and healthy homes.

MEASUREMENTS
Ara Whakatutuki

Indicators for achieving our distinctive capabilities:

1.1 Modern, updated shareholders database by 2018 that increases the % of identified and engaged owners each year from 2019.
2.1 Two-yearly ‘Oranga survey’ of the owners, their whānau and the community’s wellbeing needs from 2017 that identifies our vulnerable whānau and drives support initiatives for them from 2019.
2.2 Increasing % of kaumātua and their carers supported (e.g. GP transport, kura food parcels, housing, firewood, health cards) from 2018.
3.1 Education grants aligned to leadership and strategic objectives of Rotomā awarded at an annual Pikiao youth leadership summit from 2019.
3.2 Rangatahi Leadership Wānanga established in 2017.
4.1 WOF home health checks and support programmes (e.g. home insultation) for whānau within the rohe implemented by 2020 and outside the rohe by 2024.

STRATEGIC GOAL 4: Kia Whai Hua – Our Prosperity

GOAL
Ngā Whāianga

Create wealth from our assets to achieve our vision.

STRATEGIES
Ngā Ara Hei whai

Critical things we must do to achieve our goals:

1. Derive sustainable profits to grow our assets faster than our shareholder base, and achieve all 2025 strategies and our vision.
2. Develop a ‘by us, for us’ succession and training plan for our people to govern. manage, operate our organisation and investments.
3. Lead, facilitate and support growing local enterprise and employment opportunities for our people.
4. Develop and maintain positive and productive internal and external relationships.

MEASUREMENTS
Ara Whakatutuki

Indicators for achieving our distinctive capabilities:

1.1 Appointment of GM in place in 2018 to determine resource and reporting requirements and execute 3 year business plans to achieve the 2025 strategies..
1.2 Refreshed Statement of Investment Policy & Objectives (SIPO), financial model and dividend policy aligned to our vision and strategies is implemented from 2017.
2.1 CoM & staff appropriately qualified, trained, reviewed and IT enabled from 2017.
2.2 Future organisation and investment roles identified (e.g. forestry and geothermal management) and driving a succession and training plan from 2022.
3.1 Initiate first successful local businesses that employ our people by 2020.
4.1 Comprehensive communications plan (covering all key stakeholders, engagement indictors, support) implemented by 2019.