“We are creating new engagement models to better connect with our people and our friends, and disrupting tired, antiquated, post-colonial norms, expectations and constructs,” she says.
“We are focused on the future development and revitalisation of Tūranganui-a-Kiwa for the next 150 years — and we're developing an indigenous civic, cultural and ecological blueprint that is centred on our mātauranga.”
Teina has a long history with the trust and has been acting general manager for the past 16 months.
He believes shifting deficit narratives to focus on the iwi's abundance is a key aspect of realising its vitality.
“Deficit is a global crisis, and an identity crisis. There is a lack of connection to place and people, but we have the framework to build upwards from. We can change that narrative and transform that poverty mindset,” he says.
This shift has led to centring the return of Te Hau ki Tūranga — “a Rongowhakaata whare whakairo stolen by the Crown in 1867 and currently held at Te Papa” — as an organisational priority.
Succession planning through the inclusion and elevation of rangatahi throughout the organisation is also a focus, as is the Tūranga Waewae Pākura — the rōpu's housing strategy which is focused on sustainability and connection to place.
A robust commercial programme to grow assets and allow for increased mana motuhake (autonomy) to practise rangatiratanga (leadership), is also a priority.
A kai-hau-tū is a person who literally “activates vitality” for the people of a waka, encouraging smooth, responsive, purposeful transitions across new, and sometimes choppy seas.
“My style is to lead to listen, and then listen to lead,” says Teina.
“This requires a strong inner compass, steadiness, and knowing the answer to any problem lies inside the team around you — and committing to a vitality approach. Our iwi members should revel in their own abundance, elevated by the culture of Rongowhakaata Iwi Trust.”
