What do alternative models to tribal corporations look like for iwi and hapū development?
A wealth of historical narratives provide alternative examples of successful tribal economic development and management practices that have existed in the past. However, the last two decades have seen the emergence of a commercially successful corporate-beneficiary model in which the majority of Treaty of Waitangi settlement assets have become centralised within corporate structures.
We are now 30+ years on from when our children first had the opportunity to attend Kōhanga. They are a part of a fortunate generation, like those who will follow them. And so too are those that are following. But what of those older Māori, their parents and grandparents, some of who do speak te reo but many who do not? What challenges to tikanga, age related roles and relationships do these demographics present? Status, mana, roles, responsibilities, ritual duties and leadership are all age related concepts that, in the Māori world, assume a foundation of learning that leads to experience, competence and accumulated wisdom over time.
Across New Zealand, many rivers are unsafe parts of the ecosystem, with Kiwis seriously concerned about declining river health.
The ‘bottom line’ regulatory approach of the government's freshwater reforms requires coordinated commitment across river stakeholders. Despite the talent and commitment of existing groups, the current fragmented approaches are not achieving the scale and rapidity of change needed; it is not enough to rely on government.
The significance of this research project lies in its contribution to deeper understand what role Māori SMEs have as critical constituents of the Māori Economy. Recent years have seen attention paid to the merit of the Māori economy, based on the potential of an economy worth an estimated $42.6bn in 2013 (Nana, Khan, & Schulze, 2015).