BUSINESS PLAN TE MAHERE RAUTAKI - Te Matatini
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TE MAHERE RAUTAKI BUSINESS PLAN
-Courtesy of Rotorua Daily Post
Te Matatini National Festival
2013 - Rotorua (Pōwhiri)
Te Matatini - The Many Faces
Te Matatini (‘Mata’ meaning face or faces, and ‘tini’ meaning many) is a term
postulated by Professor Wharehuia Milroy, a respected Māori language
stalwart, and a Companion of the New Zealand Order of Merit for services to
the Māori Language. He describes the underpinning philosophy:
‘Māori traditional performing arts bring together people of all ages, all beliefs,
all backgrounds,
participants and observers, Māori and non-Māori alike.
When I look I see many faces, young and old’.
Our name – Te Matatini - partners, government funders
acknowledges the many faces of the and sponsors whose support not
people who contribute to the vitality only assists the work and vision
and vibrancy of Kapa Haka. of Te Matatini, but strengthens
the foundation upon which Kapa
It stands as an enduring testament to
Haka can flourish. Through their
the multitudes that are a part of, or
contributions, Kapa Haka excellence
have been a part of Te Matatini and
continues to be showcased and
its kaupapa.
experienced by audiences throughout
These include the thousands of New Zealand and overseas.
Kapa Haka performers, tutors and
Finally, encompassed within the
composers, young and old, who bring
philosophy of Te Matatini is the role
Kapa Haka to life every day, at home
of Kapa Haka in sustaining Māori
and on the marae, in schools and
culture. Kapa Haka provides a vehicle
communities and through regional,
in which whānau, hapū and iwi can
national and international events. It
make connections and embark on
also includes the many individuals
personal and collective journeys
and whānau who work tirelessly
into Māori cultural paradigms. It
and voluntarily behind the scenes
also embodies the revitalisation and
supporting their roopu and ensuring
sustainability of te reo Māori (Māori
Kapa Haka is sustained from the
language), ensuring that Māori
grassroots of iwi, hapū, whānau to
culture and heritage remains vibrant
the national and international stages.
and accessible for current and future
Of equal importance are the strategic generations.
TE MATATINI | Business Plan 2013 -2016 PAGE 1
Contents
HE MIHI 3
OUR OrGANISATION 4
Organisational Structure 5
OUR KAUPAPA 7
OUR OPERATING ENVIRONMENT 8
MAORI TRADITional performing arts sector 8
Looking forward - 2013 to 2016 10
ORganisational capability 13
outcomes and outputs: 2013 - 2016 14
Te matatini outcomes 14
priority areas and outputs 15
performance framework 20
Statement of forecast service performance 22
TE MATATINI | Business Plan 2013 -2016 PAGE 2
HE MIHI
Tēnā koutou tēnā tātau
“He hōnore, he korōria ki te Atua
He maungarongo ki te whenua
He whakaaro pai ki ngā tāngata katoa”
Tēnā tātau i roto i ngā whakamatautau o te wā. Kei te mihi atu ki ngā maunga
karangaranga ki ngā puke korero ki ngā whakarurunga hau. Tangihia o tātau
aituā, te pūkahu kua huri ki tua o maumahara, heoi ano ra e ngā mate takoto
marie koutou ki te pō, moe mai ra, okioki atu.
“ Ko te whare maire ka tū ki roto i te pā tūwatawata he tohu no te
rangātira”
No reira ki te hunga pūmau, pono, kaingākau hoki ki te haka, ki ōna reo, ki ōna
tikanga, kia kaha kia manawanui, ko koutou “Ngā tatangi a te Whare Karioi”
ngā kai manaaki ngā kaihāpai a Te Matatini.
Kei roto i ngā whāinga a Te Matatini ngā āhuatanga hei maunga ringa mā ngā
uri whakatipu. Ahakoa pēhea te huri a te ao e kore e wareware ngā taketake
o tenei mea te haka, tōna orokohanga mai, ōna whakapapa mai i ngā kokoru i
ngā pūmotomoto o te motu whakawhiti atu ki ngā Hawaiki ō ō tātou
matua tipuna.
Ko tā Te Matatini e whai nei kei roto i tēnei mahere ko ngā kaupapa hei
whakarangatira i te Kapa Haka.
“ Mā tini mā mano ka rangatira a Kapa Haka”
Ko te mea nui takatu ake ai ki ngā mahi nei.
Kia tau te ia o te mauri kia tātau katoa.
Herewini Parata Darrin Apanui
Chairman Executive Director
TE MATATINI | Business Plan 2013 -2016 PAGE 3
- Tū Te Manawa Maurea
OUR ORGANISATION
Te Matatini is the national organisation for Kapa Haka and
Māori performing arts in Aōtearoa, New Zealand. We exist to
develop, grow and safeguard Kapa Haka for future generations.
Te Matatini has a 41 year history with competitive and maintains a working relationship with the
Kapa Haka, first begun in 1972 when we were Ministry for Culture and Heritage as our major
established as the Polynesian Festival Committee. funder. Other funding is generated through event
From these early beginnings the organisation made sponsorship and ticket sales and project based
a significant and purposeful shift from being part grants from Government.
of a multi-cultural festival to the management of a
In recent years Te Matatini has sought to create
biennial Māori Traditional Performing Arts festival
more strategic and sustainable partnerships
with a competitive forum for Kapa Haka groups. The
with organisations that share an interest in the
organisation underwent further changes resulting
development of Kapa Haka and its associated
in its current structure as Te Matatini Society
communities. The first of these relationships were
Incorporated in 2004, a not-for-profit organisation
formalised in 2009 between Te Matatini and the
registered under the Incorporated Societies Act
University of Waikato and New Zealand Māori
1908, and the Charities Act 2005.
Arts and Crafts Institute. More recently we have
Te Matatini is responsible for fostering, developing secured two further strategic partnerships with
and protecting traditional Māori performing arts in Kiwibank/NZ Post and Te Wānanga o Aōtearoa.
the pursuit of excellence. We provide funding and Moving forward, we appreciate and are excited by
support each year for the local, regional and national the opportunities these partnerships provide to
development of Kapa Haka. We also work with support the growth and promotion of Kapa Haka
regional Kapa Haka committees, strategic partners domestically and overseas.
and government funders to promote and lift the
profile of Kapa Haka in schools, public festivals and
significant cultural events here and overseas.
Te Matatini receives baseline funding of $1.2 million
each year through Vote: Arts, Culture and Heritage
TE MATATINI | Business Plan 2013 -2016 PAGE 4
Organisational Structure
EXECUTIVE COMMITTEE
Chairperson
4 members elected from National Committee
2 Independent Directors
Executive Director
TE MATATINI OFFICE
NATIONAL COMMITTEE
Executive Director
Chairperson & 13 members
3 FTE Staff
Te Matatini is governed by a National Committee A small team based in Wellington are responsible
made up of a Chairman and representatives from for the day to day operations of the business and
each of the thirteen affiliated regional Kapa Haka implementation of the Business Plan. Current
committees (see below). An Executive Committee staffing allocation is an Executive Director and
carries out duties and responsibilities on behalf of three staff. We also contract specialist skills to
the National Committee. The Te Matatini Executive provide legal and financial advice; marketing and
Director can recommend up to two independent communications; and technology and digital support.
directors to join the Executive Committee from time During the preparation and delivery of the National
to time, to direct and lead projects relevant to their Kapa Haka Festival, contract specialists are brought
skills. This provides for greater responsiveness to on to provide production, event management,
opportunities as they arise and the ability to appoint broadcasting, operational and logistical support.
appropriately skilled people quickly.
NATIONAL COMMITTEE EXECUTIVE COMMITTEE
Chairperson Selwyn Parata Chairperson:
Aotea Kahurangi Simon Selwyn Parata
Kahungunu Hiria Huata
Mataatua Te Kahautu Maxwell National Committee
Members:
Rangitaane Christopher Whaiapu
Maui Tangohau
Tainui Paraone Gloyne
Pauline Hopa
Tamaki Makaurau Annette Wehi
Te Kahautu Maxwell
Te Arawa Rangitihi Pene
Annette Wehi
Te Tairawhiti Maui Tangohau
Puamiria Parata-Goodall
Te Tai Tokerau Pauline Hopa
Darrin Apanui (Executive
Te Tauihu o te Waka a Maui Dayveen Stephens
Director)
Te Whanganui a Tara Wiremu Wehi
Te Whenua Moemoea Isaac Cotter
Waitaha Puamiria Parata-Goodall
TE MATATINI | Business Plan 2013 -2016 PAGE 5
- Te Waka Huia TE MATATINI | Business Plan 2013 -2016 PAGE 6
OUR KAUPAPA
The following statements set out
the Te Matatini kaupapa, how we
envision the future of Kapa Haka
and the principles that guide
what we do.
KAUPAPA To foster, develop and protect Kapa Haka in the pursuit of excellence
VISION Mā tini, mā mano ka rangatira a Kapa Haka
Kapa Haka flourishes through the efforts of many
Ki te whāngai, ki te manaaki, ki te whakatipu i
MISSION ngā mahi kapa haka kia pūāwai ki ōna taumata
To showcase our Kapa Haka communities in their
regions, on national platforms, and the world stage
guiding principles
Mahi Tahi me te Kōrero Tahi
Working together through open and honest communications, and ensuring
that decisions are based on sound judgment, quality information and advice,
and robust discussion
Kanohi Kite
Valuing the importance of being seen by our stakeholders. Building
authentic and meaningful relationships and supporting respective hui/
kaupapa through attendance and participation
Te Aroha o Tētahi ki Tētahi
Respectful and caring of others in our approach to our work, and supporting
people to achieve their full potential
Mō ngā whakatipuranga
Keeping Kapa Haka alive and flourishing for our future generations - for our
mokopuna
He Tapu te Tangata
All people are honoured and their contributions valued
Toitū te Reo
Contributing to the sustainability of te reo me ōna tikanga - te reo ō tēnā iwi,
ō tēnā iwi
Te Haka, he Tohu Whenua Rangatira
Recognition of the role of Kapa Haka in Māori cultural identity and in New
Zealand Society
TE MATATINI | Business Plan 2013 -2016 PAGE 7
OUR OPERATING ENVIRONMENT
- Te Matatini National Festival
2013 - Rotorua
MAORI TRADITIONAL PERFORMING ARTS SECTOR
The strength of the Māori Traditional Performing Arts
sector in New Zealand resides within the regional and
national Kapa Haka events held each year.
National Events Māori culture. 2013 the National Committee
agreed to revise this process.
The most significant event is the The Festival generally involves
Instead of a competitive bidding
biennial Te Matatini National over 1,600 elite Kapa Haka
process that absorbed significant
Kapa Haka Festival where elite performers and attracts audiences
time and costs for a potential
Kapa Haka performers come of 50,000+ throughout its four
host rohe, a more transparent
together to compete for the title day duration. It also attracts
and fairer system of allocation
of National Kapa Haka champion. television, radio and live stream
was developed by the National
The festival is one of the country’s audiences of at least 150,000 per
Committee. The new system
premiere Māori celebrations and day, rising to over 220,000 on
gives each of the twelve rohe
a uniquely New Zealand cultural finals day.
in Aōtearoa the opportunity to
extravaganza. It is not simply for
The Festival is hosted in a host the national competition
Māori – it is open to all people,
different rohe (region) each time once over the next 24 years,
regardless of culture, background,
it is held. Previously, rohe were commencing in 2017.
or age to come together, to share
required to ‘bid’ for the rights to
and celebrate Kapa Haka and
host the festival. However, in June
The next twelve festivals and host rohe have
been allocated as follows:
2017 Ngāti Kahungunu 2029 Te Taitokerau
2019 Te Whanganui ā Tara 2031 Rangitāne
2021 Tāmaki Makaurau 2033 Mātaatua
2023 Aotea 2035 Te Tairāwhiti
2025 Te Tau Ihu o Te Waka a Māui 2037 Te Arawa
2027 Tainui 2039 Waitaha
TE MATATINI | Business Plan 2013 -2016 PAGE 8Te Matatini in conjunction with the
Ministry of Education also supports
the National Primary and National
Secondary Schools Kapa Haka
Competitions. These events attract
over 1,600 performers and at least
30,000 spectators each year.
Regional Events
At a local level, Te Matatini
administers a Regional Development
Fund, which allocates funds to the
thirteen rohe committees to support
Kapa Haka development in their
region. Funded activities are based
on an approved development plan
and generally focus on increasing
participation and holding regional
competitions.
Promotion of Kapa Haka
The promotion of Kapa Haka has
increased dramatically in non-
traditional forums such as sports.
The 2011 Rugby World Cup campaign
significantly promoted Kapa Haka
in the opening ceremony. Haka has
for many years been used by New
Zealand sports team at international
fixtures. The highest profile sports
team in New Zealand, the All Blacks
have been ambassadors of Haka for
several years. Winning the world cup
in 2011 not only consolidated their
tag as the best rugby team in the
world, but also lifted Haka to a new
level of positive exposure.
Kapa Haka has also featured as a
complementary performance for
other arts and cultural events such
as the opening of the Dame Kiri Te
Kanawa Concert held in Auckland
during the final week of the Rugby
World Cup, the Frankfurt Book Fair
and Museumzuferfest in Germany in
2012, the 2012 South Pacific Festival
in the Solomon Islands and regular
trade missions with Government, the
latest being to China in April 2013.
A wealth of Kapa Haka activity
also occurs at a non-competitive
level, particularly through schools
and education institutions; local
community groups; marae, iwi
and Māori organisations; as well
as government and private sector
organisations.
- Te Matatini
Arohanui Production
TE MATATINI | Business Plan 2013 -2016 PAGE 9Looking Forward - 2013 to 2016
Continuing to Grow Kapa Haka As Kapa Haka grows through
greater creativity and innovation,
As the umbrella organisation
so too must the definition of
for Kapa Haka, Te Matatini is
excellence and the standards by
committed to continuing its
which it is judged, evolve.
support of national and regional
Kapa Haka activities. While a key
focus is on competitive events, we
will also continue to leverage any
significant opportunity for greater
exposure and promotion of the art
form in New Zealand and overseas.
This work will be a primary focus
for Te Matatini from July – Dec
2013, ensuring any revisions and
system changes are ready for the
Particular emphasis will be 2014 regional and 2015 national
given to strengthening our Kapa Haka competitions.
relationships with Government Investment in Kapa Haka
agencies and strategic partners
The Māori Traditional Performing
to achieve mutual outcomes.
Arts Sector involves a large
This will include strengthening
stakeholder base, ranging from
our portfolio of sponsors and
those involved in the performance
investors (public, private or
and administration of the art
philanthropic) who share our
form to the significant number of
interest in developing and
avid followers and audience base
protecting Māori performing arts
that Kapa Haka events and roopu
in the pursuit of excellence.
(groups) attract.
Standards of Excellence
The potential to access these
“Excellence in Kapa Haka” stakeholders via the medium of
is currently determined and Kapa Haka has not been lost on
assessed through judging organisations seeking to increase
criteria and standards set within their market base or better
a framework of national and engage with Māori and Kapa Haka
regional competition systems. communities. This is evident
Moving forward from the recent in the increased interest in, and
National Kapa Haka Festival, it is demand for Te Matatini services
timely to revise these standards to help broker access into these
and associated judging systems. networks.
TE MATATINI | Business Plan 2013 -2016 PAGE 10While the opportunity exists were evident in both social
to leverage off the interest and media and web site activity, and
resources of these organisations, feedback highlighted a strong
demand from audiences to watch
the priority for Te Matatini is performances online, in real
to establish a sound investment time. Demand is also increasing
strategy to guide public and from avid followers of Kapa Haka
private investment in the sector. for interactive apps through
which they can be informed, and
continue to be involved in Kapa
Haka activities between events.
Protection of Intellectual
Property
The escalating use and popularity
of social media sites, has led to
an increase in the unauthorised
use and uploading of Kapa
Haka images, recordings and
videos. Kapa Haka affiliated to
Te Matatini, have raised concerns
and sought support to better
protect their intellectual property.
A key outcome for Te Matatini is
to protect and preserve the body
We expect that this strategy will of knowledge and intellectual
be developed based on principles property associated with Kapa
of collaborative effort, mutual Haka.
gain, Kapa Haka development
and provision of a return on
investment.
Use of Digital Resources
Te Matatini is keen to leverage
opportunities that exist through
digital and web based technology
to engage with and grow our
audiences.
Kapa Haka maintains a large
and growing audience base,
most significantly in New
Zealand, although indicators
show a growth in international
audiences interested in watching
Kapa Haka either live or via In preparation for the National
online broadcasts. The last Festival in 2015, we will work
National Kapa Haka Festival with legal advisors and groups
held in February 2013 showed to discuss copyright, trademark,
a substantial increase in the patent and content issues and
number of people engaging to implement measures to help
with, and accessing information safeguard Kapa Haka intellectual
on Kapa Haka through online property rights.
platforms. Sharp increases
TE MATATINI | Business Plan 2013 -2016 PAGE 11- Te Iti Kahurangi TE MATATINI | Business Plan 2013 -2016 PAGE 12
ORGANISATIONAL CAPABILITY
Strengthening Te Matatini Corporate Brand Our approach to building financial sustainability in
the next three years will be through:
A key concern for Te Matatini is the recognition of
its corporate brand as separate to the Te Matatini 1. Creating savings in operational costs through
National Kapa Haka Festival. Anecdotal evidence quality systems and greater efficiency; and
shows that stakeholders associate “Te Matatini” with
2. Specific targeting of investments to generate
the National Festival, and are not often aware of the
kapa outcomes and provide a financial return on
existence of the Te Matatini Society Incorporated
investment.
or its role in managing the festival or kapa
development. Particular activities will include:
Recent brand changes to “Te Matatini Kapa Haka • reducing administration costs through better
Aōtearoa” and wider exposure of Te Matatini in the systems and reporting;
media have helped raise some public awareness of
• greater operational efficiencies achieved
our organisation. However, if we are to be effective
through quality systems and strong regional
in our role as the umbrella organisation for Kapa
infrastructures;
Haka in New Zealand we must seek to strengthen
awareness amongst all stakeholders of who we are • implementing an investment policy and criteria
and what we do. supported by market research and a strong
evidence base. The expected outcome is
Our priority in the next three years will be to not
informed investment decisions, where decisions
only raise awareness of our organisation and brand,
are tested against market need, expected
but if we are to attract sponsors and investors we
outcomes and return on investment;
must also position our brand as one of “Kapa Haka
Excellence” recognised throughout New Zealand and • working in partnership with public or private
the world. sector organisations to leverage their resources
(financial or otherwise); and
Financial Sustainability
• testing merchandise lines as a sustainable
Te Matatini receives baseline funding from
revenue stream.
government each year to fund its operations and
the achievement of agreed outputs. Beyond this, Core Business Systems
Te Matatini must seek further funding to undertake Over the last twelve months Te Matatini has
significant projects, productions or events such as undergone an independent review (completed
the National Kapa Haka Festival, through either by Parearau Group) to determine whether the
sponsorship, ticket sales, or increased public or organisation is ready to take on new opportunities
private sector contributions. for Kapa Haka.
As with other organisations involved in the arts The review identified nine key areas to consider in
in New Zealand, ensuring financial sustainability strengthening the organisation. Broadly, these areas
remains both a challenge and opportunity for include: Kaupapa, People, Structure, Polices and
Te Matatini. It has been a long term goal of this Systems, Monitoring, Planning, Communications,
organisation to generate more sustainable revenue Marketing, and Products and Services.
streams. While some progress has been made
through generating strategic partnerships with key Activities to strengthen these areas are encompassed
organisations, more must be done. in this business plan and will form part of the three
year work programme of Te Matatini.
TE MATATINI | Business Plan 2013 -2016 PAGE 13OUTCOMES AND OUTPUTS 2013 - 2016
This section sets out the outcomes that Te Matatini will seek to achieve for Kapa Haka development based on
our kaupapa to foster, protect and develop Kapa Haka through the pursuit of excellence. It describes
how these outcomes align with those sought through the Arts, Culture and Heritage sector and provides
indicators to measure medium to long term progress. Priority areas and a summary of outputs to be achieved
in the short term are included. Further detail on each output and its associated performance measures and
annual targets are provided in the Statement of Forecast Service Performance.
TE MATATINI OUTCOMES
WHĀNGAI MANAAKI WHAKATIPU PŪĀWAI
Kapa Haka Excellence Knowledge Protection Kapa Hake Growth Audience Growth
The pursuit of Kapa Haka Kapa Haka growth Kapa Haka excellence
excellence drives knowledge is is stimulated is showcased to a
high quality protected and through increased wide and diverse
performances and preserved for the engagement and audience
productions enjoyment of all investment
ARTS, culture and heritage sector outcomes
EXCEL PRESERVE CREATE ENGAGE
Artists, athletes and Our heritage can be Cultural and sporting Engagement
organisations achieve enjoyed by future activity flourishes in in cultural and
excellence generations New Zealand sporting activities is
increasing
Te Matatini Contribution to Sector and Government Outcomes
Te Matatini outcomes have a direct correlation to those sought through the Arts,
Culture and Heritage sector and to wider government outcomes.
As a traditional performing current and future generations. from those who passionately
arts form Kapa Haka represents perform and support it, to those
As a cultural medium that
a significant part of our culture who watch and follow it within
connects and brings people
and heritage that deserves to New Zealand and around the
together, Kapa Haka contributes
be protected, preserved and world. The economic impact of
to a range of social, cultural
shared. Kapa Haka is unique these communities’ activities in
and economic outcomes. It is a
to, and a recognised icon of developing and supporting Kapa
vehicle through which whānau,
Aōtearoa, New Zealand. It is a Haka and the holding of annual
hapū, iwi, and Māori connect,
distinctive part of this nation’s Kapa Haka events is yet to be
develop, foster their kinship
culture, heritage and indigenous quantified, but anecdotal evidence
ties and retain a shared sense
history. It is a traditional art suggests it is significant.
of identity. It is a catalyst for
form that preserves, showcases
learning and education; for Ultimately, Kapa Haka is an art
and transmits te reo Māori, while
building confidence, leadership form that contributes to a broad
capturing and recording our
and self-esteem; language and range of Government sought
histories, stories and the political
knowledge transmission; whānau outcomes, from those relating
climate of the time. Only though
development and wellbeing; and to cultural heritage, te reo and
its preservation and continued
exercise and health. It is an art Māori development to those of
development can we expect the
form that brings together people nationhood, international exposure
art form to flourish in ways that
of all ages and backgrounds, and economic development.
it can be shared and enjoyed by
TE MATATINI | Business Plan 2013 -2016 PAGE 14PRIORITY AREAS AND OUTPUTS
OUTCOME – WHĀNGAI: Kapa Haka Excellence
The pursuit of excellence drives high quality
performances and productions
We will know we are achieving this outcome Over the next three years, Te Matatini will grow
when we see: public awareness of our corporate brand to
distinguish it as a separate yet complementary
• High standards of artistic performance and
brand to that of the Te Matatini National Kapa Haka
judging excellence;
Festival. We will also position our corporate brand
• Innovative performances and new compositions as a recognised brand of “Kapa Haka Excellence”
being continually developed; and – known in New Zealand and throughout the
• Te Matatini recognised as New Zealand/national world as representing the very best of Kapa Haka
organisation for Kapa Haka Excellence. through elite performers, quality performances and
professional productions.
Priority Areas
Three Year Outputs: Te Matatini will:
Performance Excellence
• Develop standards of performance excellence;
The pursuit of excellence is what drives Kapa Haka
• Facilitate wānanga to inform standards and
competitions, performances and productions.
share best practice;
It helps to foster talent and creativity while
encouraging new and dynamic expressions of this • Support programme and new composition
unique art form. As the art form continues to evolve, development;
so too must the standards of how excellence is
• Create reporting tools to report on funding
considered, performed and judged.
provided for regional and school competitions;
In preparation for the next National Kapa Haka
• Create a model of excellence for Kapa Haka
Festival in 2015, Te Matatini will undertake a major
productions; and
review of judging standards, the judging system
and judging expertise. This will be led by the Te • Grow the Te Matatini corporate brand.
Matatini Chairman and involve consultation with
representatives from all rohe.
Performance excellence will also be fostered
through our continued support of programme and
composition development amongst those Kapa Haka
who qualify to compete at the National Festival.
Production Excellence
While the priority will be on performance excellence
at a competitive level, Te Matatini will also begin
scoping a model of excellence for Kapa Haka
productions. Productions refer to any exhibitions,
concerts or shows that Te Matatini may produce/co-
produce to showcase Kapa Haka excellence (outside
of competition events). This model will describe the
standard and quality of performance required and
the return on investment expected of any production.
Brand Excellence
TE MATATINI | Business Plan 2013 -2016 PAGE 15PRIORITY AREAS AND OUTPUTS
OUTCOME – MANAAKI: Knowledge Protection
Kapa Haka knowledge is protected and
preserved for the enjoyment of all
We will know we are achieving this outcome Three Year Outputs: Te Matatini will:
when we see:
• Develop copyright and intellectual property
• Kapa Haka intellectual property rights are policies; and
respected and not infringed upon; and
• Catalogue (and digitise where appropriate) a
• A record of competitive Kapa Haka is maintained comprehensive historical record of competitive
for future generations. Kapa Haka (film footage, images and audio) from
1972 to present day.
Priority Areas
Protecting Intellectual Property
Kapa Haka is an art form derived from a body of iwi
and cultural knowledge. It is expressed through
te reo Māori, and incorporates haka, moteatea and
waiata comprised of language, music, expressions
and knowledge that record our history and stories
from traditional times to the present day and into
the future. For many years, Kapa Haka have raised
the need to protect the body of knowledge and
intellectual property associated with the haka,
moteatea and waiata, composed and performed at
the National Kapa Haka Festival.
Te Matatini has agreed that a priority focus will be
to develop a legal framework and policies to support
Kapa Haka in protecting their intellectual property
rights. At the same time, Te Matatini will explore
with Kapa Haka, its ability to utilise the images
and footage captured on the national stage for
promotional and potentially commercial purposes.
Preserving a Historical Record of Competitive
Kapa Haka
Te Matatini is responsible for preserving a record
of competitive Kapa Haka from the first Polynesian
Festival held in 1972. This includes capturing and
archiving all footage, sound and imagery performed
at the Festival and Te Matatini productions. Over
the next three years Te Matatini will undertake a
major project to consolidate, catalogue and archive
recorded images, audio and film footage available on
competitive Kapa Haka since 1972. Where possible,
digital technology will be utilised to best preserve
these records in a format that can be accessed and
enjoyed by future generations.
TE MATATINI | Business
TE MATATINI Plan 2013
| Business Plan -2016
2013 -2016 PAGE 16
PAGE 16PRIORITY AREAS AND OUTPUTS
OUTCOME – WHAKATIPU: Kapa Haka Growth
Kapa Haka growth is stimulated through
increased engagement and investment
We will know we are achieving this outcome highlights Kapa Haka as an attractive investment
when we see: for organisations. To build this base, Te Matatini
will collect data and support research into Kapa
• Strategic partnerships supporting Kapa Haka
Haka communities, and the economic impact and
growth;
contribution of Kapa Haka to social, cultural and
• Increased public and private investment in Kapa economic outcomes.
Haka; and
We will also undertake market research to define
• Sustainable investment in Kapa Haka. the Kapa Haka market and investment opportunities
Priority Areas that will deliver benefits for both kapa development
and provide a return on investment to public or
The strength and backbone of Kapa Haka resides at private organisations.
the grassroots level. It is here that whānau, hapū,
iwi, schools, communities and Kapa Haka committees Te Matatini is also interested in creating a
create, perform and administer the art form. It is in sustainable revenue stream to enhance its baseline
these places that Kapa Haka will be sustained and funding. It is expected that the market research
grown and it is here where both public and private will help identify merchandise, products and other
investment will have the most impact. For this potential revenue streams for Te Matatini to pursue.
reason, Te Matatini will focus its efforts in the next In the interim, Te Matatini will create and sell
three years to broker support and investment into small samples of merchandise as part of our wider
growing Kapa Haka at the grassroots branding and marketing strategy.
(local/regional) level. Three Year Outputs: Te Matatini will:
Strengthen Relationships with Strategic Partners and • Strengthen relationships with strategic partners;
Funders
• Collaborate with government agencies
A key priority is to strengthen existing relationships to support them to invest in Kapa Haka
with Te Matatini strategic partners and government. development;
While the strategic partners make a major
• Build an evidence base on Kapa Haka
contribution to the National Kapa Haka festival,
communities and the economic impact and
discussions are underway on how they might
contribution of Kapa Haka to social, cultural and
also support regional events. Te Matatini has also
economic outcomes;
identified projects of mutual interest with specific
government agencies particularly in areas of Māori/ • Conduct market research to identify potential
te reo/cultural development; Whānau Ora/health revenue streams and investment opportunities;
outcomes; education outcomes and cultural heritage
• Develop Te Matatini merchandise and
activities. Collaborative partnerships will be sought
promotional products; and
with agencies in these areas with the aim of sharing
resources and expertise to achieve benefits for both • Develop an investment policy to guide third
Kapa Haka and iwi/Māori communities. party investment in Kapa Haka.
Attract New Investment
Te Matatini aims to attract new investment in
Kapa Haka from the public and private sector. This
will require building a strong evidence base that
TE MATATINI | Business Plan 2013 -2016 PAGE 17PRIORITY AREAS AND OUTPUTS
OUTCOME – PŪĀWAI : Audience Growth
Kapa Haka excellence is showcased to a wide and
diverse audience
We will know we are achieving this outcome for families to enjoy, we also forecast a minimum
when we see: economic impact of at least $6 million to the region.
This conservative estimate is based on the economic
• Larger and more diverse audiences;
value our National Festival returned in Gisborne in
• Increased access and engagement through 2011 of $6 million and $7.8 million to
digital resources and technology; and Rotorua in 2013.
• Increased exposure and participation in Te Matatini will also seek opportunities to showcase
significant national and international events. Kapa Haka either through our own productions
Priority Areas such as an ‘Arohanui show” or “Koanga festival”
styled events, or through collaborative ventures with
Showcase Kapa Haka Excellence Regionally, Nationally agencies or production companies.
and Internationally
Internationally we will continue to globalise the
Te Matatini will continue to administer its Regional art-form by providing the very best Kapa Haka to
Development Fund to support establish regional international events of significance. Our focus for the
societies. These societies are responsible for next three years are on events such as the America’s
managing regional Kapa Haka activities and the Cup, the Commonwealth Games, the South Pacific
regional competitions in 2014, where groups Festival and other cultural events such as the Merrie
compete to qualify for the National Kapa Haka Monarch Festival and the Edinburgh tattoo. Our
Festival. It is expected that at least 60,000 participation in trade missions will be considered on
spectators and performers will be involved in these a case by case basis, if and when they arise.
competitions.
Increase Audience Reach
Te Matatini is also committed to ensuring regional
societies are fully functioning entities, able to Historically Kapa Haka audiences have been
deliver and report on their regional development comprised of those who attend events and festivals,
plans. We will also work with these societies to those who watch or listen to performances via
engage with and broker investment in the Kapa Haka television and radio, and more recently via live
communities that exist within their region. streams and web broadcasts.
At a national level, we will continue to support the While these more traditional forms of watching
Primary and Secondary School National Kapa Haka performances are important, the affordability of
competitions in conjunction with the Ministry of attending live events and broadcasting constraints
Education. essentially limit the number and range of audiences
able to experience Kapa Haka. Te Matatini is
A significant part of our three year workload will concerned with making the art form more accessible
involve preparing for, managing and evaluating the to a wider and diverse audience and is keen to
Te Matatini National Kapa Haka Festival to be held explore opportunities for this through using digital
in Christchurch in February 2015. The Festival will resources and new technology. Particular platforms
be our contribution to the re-build of Christchurch. that will be explored are those that facilitate online
It is expected to attract at least 7,000 spectators per and potentially pay per view audiences as well
day, alongside a minimum of 1,600 performers and as I-Apps that encourage people to learn about,
an event workforce of 1,500 people. Not only will it experience and engage in Kapa Haka.
provide an extravaganza of Māori cultural excellence
TE MATATINI | Business
TE MATATINI Plan 2013
| Business Plan -2016
2013 -2016 PAGE 18
PAGE 18Te Matatini will also negotiate a long term • Provide funding and support for the National
broadcasting agreement with a quality broadcaster Primary and Secondary School Kapa Haka
over the next eighteen months. Any agreement competitions;
reached must ensure that a real time broadcast of
• Participate in national and international
the National Kapa Haka Festival can be viewed by
opportunities to expose and showcase
audiences anywhere in
Kapa Haka;
the world.
• Utilise digital resources and new technology to
promote Kapa Haka; and
Three Year Outputs: Te Matatini will:
• Develop a long term broadcasting strategy to
• Administer the Regional Development Fund to increase accessibility and audience reach.
support Regional Kapa Haka Competitions and
development opportunities;
• Prepare and hold the biennial Te Matatini
National Kapa Haka competition;
• Contribute to the rebuild of Christchurch;
- Te Matatini National Festival
2013 - Rotorua
TE MATATINI | Business Plan 2013 -2016 PAGE 19Performance framework
VISION Mā tini, mā mano ka rangatira a Kapa haka
Kapa Haka flourishes through the efforts of many
Ki te whāngai, ki te manaaki, ki te whakatipu i ngā mahi kapa haka kia pūāwai ki
MISSION ōna taumata.
To showcase our Kapa Haka communities in their regions, on national platforms,
and the world stage
outcomes and indicators
WHĀNGAI MANAAKI WHAKATIPU PŪĀWAI
Kapa Haka Excellence Knowledge Protection Kapa Hake Growth Audience Growth
High standards of Kapa Haka Strategic Larger and more
artistic performance intellectual property partnerships support diverse audiences
and judging rights respected and Kapa growth
Increased access and
excellence not infringed upon
Increased public and engagement through
Innovative Record of private investment in digital resources and
performances and competitive Kapa Kapa Haka technology
new compositions Haka maintained
Sustainable Increased exposure
Te Matatini investment in Kapa and participation in
recognised as New Haka significant national
Zealand/national and international
organisation for Kapa events
Haka excellence
outputs: 2013/14 - 2015/16
Develop standards Develop copyright Strengthen strategic Administer Regional
of performance and intellectual partnerships Development Fund
excellence property policies
Collaborate with Hold National Kapa
Facilitate wānanga to Catalogue historical government to Haka Competition
inform standards and record of Kapa Haka support Kapa and support
share best practice investment Christchurch rebuild
Support programme Build evidence Support National
and new composition base of Kapa Haka School Kapa Haka
development outcomes and impact competitions
Create reporting Conduct market Participate in
tools research national and
Create model of international
Develop Te Matatini
excellence for Kapa opportunities
merchandise
Haka productions and promotional Utilise digital
products resources and new
Grow Te Matatini
brand technology
Develop investment
policy Develop long term
broadcasting strategy
TE MATATINI | Business Plan 2013 -2016 PAGE 20- Whāngara Mai Tawhiti TE MATATINI | Business Plan 2013 -2016 PAGE 21
statement of forecast
service performance
2013/2014 - 2015/2016
The following tables set out the key outputs Te Matatini will undertake in the next three years. Expected results are identified to help us measure short to medium term
impacts in the drive towards our longer term goals and outcomes. Quantitative performance measures will be used to indicate progress over the three year term against
set targets. Progress in achieving both these annual targets and a more qualitative assessment of the impact/results of outputs will be captured and reported bi-monthly.
OUTCOME - WHĀNGAI: Kapa Haka Excellence:
The pursuit of excellence drives high quality performances and productions
Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
1.Develop standards of •Efficient judging process •% Kapa Haka satisfaction •13 wānanga held with •95 % satisfaction •100% satisfaction
performance excellence competition and judging system rohe to inform best practice
•Increase in judging models •100% National Festival •Best practice models
competencies •National Festival goals and Goals met reviewed and integrated into
financial targets met •New standards and National Festival planning
•Improved efficiencies in systems integrated into •100% National Festival
planning and managing National National Festival planning financial targets met
Festival
•New standards and
•New levels of excellence and systems used at National
innovation recorded at National Festival
Festivals
2.Facilitate wānanga to •Increased knowledge and skills •Number of wānanga held •2 national conferences •2 Judges and Tutors •2 national conferences
inform standards and amongst performers, tutors and supported wānanga held supported
share best practice judges •Number of national
conferences supported •2 national conferences
supported
TE MATATINI | Business Plan 2013 -2016 PAGE 22Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
3.Support Kapa Haka •New waiata and haka composed •Number of development •100% plans and reports •100% plans and reports •100% plans and reports
programme and new and recorded plans and milestone reports received received received
composition development submitted
•New standards of excellence •25% new compositions •30% new compositions •35% new compositions
achieved •Number of new compositions performed and recorded performed and recorded performed and recorded
developed and recorded
•Growth of Kapa Haka in regions
4.Create reporting tools to •Improved timeliness and •Number of reports received •70 % reports received on •80% reports received on •90% reports received on
report on funding provided consistency of reporting on time time time time
for regional and school
competitions •Improved quality of reporting •Number of reports that meet •60 % reports meet •70 % reports meet •80 % reports meet
against agreed performance TM (and funder) reporting reporting standards reporting standards reporting standards
measures standards
•Reduced administration cost to
Te Matatini
5.Create a model of •Professional productions •Development and use of model •Model developed •Model used for all •Model used for all
excellence for Kapa Haka produced production planning production planning
productions •Model used for all
•Kapa Haka excellence modeled production planning
and showcased
6.Grow Te Matatini •Recognition of TM Corporate •% Customer and stakeholder •50% surveyed •75% surveyed •95% surveyed
corporate brand Brand (separate to Festival) recognition of brand stakeholders and customers stakeholders and customers stakeholders and customers
aware of Te Matatini aware of Te Matatini aware of Te Matatini
•Positioning of TM Society corporate brand and Te corporate brand and Te corporate brand and Te
as the New Zealand/national Matatini Festival brand Matatini Festival brand Matatini Festival brand
organisation for Kapa Haka
excellence
TE MATATINI | Business Plan 2013 -2016 PAGE 23OUTCOME - MANAAKI: Knowledge Protection:
Kapa Haka knowledge is protected and preserved for the enjoyment of all
Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
7.Develop copyright and •Copyright and IP rights •% compliance with protocols •Protocols established •100% compliance •100% compliance
intellectual property established
policies •% of Kapa Haka groups •100% of Kapa Haka groups •Review of protocols (if
•Use of footage and images agree to Te Matatini proposed (qualified for National required)
accords with Kapa Haka IP rights framework and provisions to Festival) sign management
or agreements manage IP •90% of all Kapa Haka held
agreements with IP
images, footage and audio
provisions
•Protocols formalized for capture, files able to be used by Te
access and use of Te Matatini Matatini for promotional or
footage, images and audio commercial purposes
•Opportunity to negotiate use of
official footage and images for
Te Matatini promotional and/or
commercial purposes
8.Catalogue record of •Historical record maintained •% of resources catalogued •100% of all Te Matatini •100% of film footage •All images, footage and
competitive Kapa Haka and resources archived for future held images from 1972 and audio files held by Te audio files archived
from 1972 to present day generations to present day (hard and Matatini from 1972 to
electronic) catalogued present day catalogued
•Accessible catalogue available
for promotional or educational
purposes
TE MATATINI | Business Plan 2013 -2016 PAGE 24OUTCOME - WHAKATIPU: Kapa Haka Growth:
Kapa Haka growth is stimulated through increased engagement and investment
Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
9.Strengthen existing •Increased opportunities for •Number of relationships •2 initiatives undertaken •2 initiatives undertaken •2 initiatives undertaken
relationships with strategic public and private investment in brokered between government/ with government with government with government
partners for mutual benefit Kapa Haka communities partners and Kapa Haka
communities -Provide advice on NZQA -Develop education •3 initiatives undertaken
10.Collaborate with •Strategic investment in Kapa standards developments resources to support with Te Matatini Strategic
government agencies to Haka growth and development •Number of initiatives teaching of Kapa Haka in Partners
support them to invest in developed with government -Co-lead research into schools
Kapa Haka development •Sustainable investment in agencies contribution of Kapa Haka •At least 2 national and 6
National Kapa Haka Festival to NZ society (with MCH) -National Festival Funding regional Kapa Haka events
•% of sponsorship targets met Initiative funded by public or private
•Lease Te Matatini Mahau to for Festival •3 initiatives undertaken sector org
significant events with Te Matatini Strategic •3 initiatives undertaken
•Number of initiatives funded Partners: with Te Matatini Strategic •1 international and 1
•Increased resources to support by public or private sector orgs Partners domestic lease arrangement
teaching and learning of Kapa -Broker relationships negotiated for use of Te
Haka in schools between Kiwibank and -National Festival Matatini Mahau
University of Waikato with sponsorship
Kapa Haka communities
-At least two initiatives tbc
-Develop infrastructure and
leasing plan for Te Matatini •100% Festival sponsorship
Mahau (with NZMACI) targets met
•1 international and 1 •1 domestic lease
domestic lease arrangement arrangement negotiated for
negotiated for use of Te use of Te Matatini Mahau
Matatini Mahau
•At least 2 national and 4
regional Kapa Haka events
funded by public or private
sector org
11.Build evidence base on •Community/stakeholder •Report produced annually •Database and indicator •Report on economic •Report on economic
Kapa Haka communities, database developed impact of national and impact of 2015 National
economic impact and regional activities produced Festival produced
•Improved identification of Kapa •Evidence base scoped
contribution to outcomes
Haka contribution to social,
cultural and economic outcomes •Data captured
•Evidence base informs Kapa Haka •Report on economic
planning and investment impact of regional Kapa
Haka activities produced
TE MATATINI | Business Plan 2013 -2016 PAGE 25Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
12.Conduct market research •Informed event and festival •Number of revenue generating •1 revenue generating •2 revenue generating •3 revenue generating
to identify potential planning activities undertaken activity undertaken activities undertaken activities undertaken
revenue streams and
investment opportunities •Targeted sponsorship packages •% of audience targets met •70% audience targets met •90% audience targets •80% audience targets met
developed at regional events (spectator, online and at regional events
•% of market segment targets
listener) at National Festival
•Informed setting of revenue and met
ticket sales targets
•Audience growth through specific
marketing strategies
•Potential revenue sources
identified to help sustain activities
13.Develop Te Matatini •Sustainable revenue stream to •Number of merchandise •2 Te Matatini Aōtearoa •2 additional Te Matatini •2 additional Te Matatini
merchandise and support Te Matatini operations products developed merchandise products Aōtearoa merchandise Aōtearoa merchandise
promotional products and funding initiatives developed (clothing and products developed (Apps + products developed
•Number of requests for publications) Accessories )
•Promotion and exposure of Kapa promotional products •At least 100 requests for
Haka (television footage, images, •At least 30 requests for •At least 50 requests for promotional products
music, resources) promotional products promotional products
14.Develop investment •Better informed decision making •Compliance with policy •Policy developed and •100% compliance •100% compliance
policy to guide Te Matatini on investment/spend implemented
and public/private •Achievement of goals/ •Outcomes/goals met •Outcomes/goals met
investment in Kapa Haka •Ensuring return on investment outcomes •100% TM compliance
for use of TM baseline funding •% ROI measures met •% ROI measures met
•% Return on investment •Outcomes/goals met
•Better targeting of investments to
grow or support the art form •% ROI measures met
TE MATATINI | Business Plan 2013 -2016 PAGE 26OUTCOME – PŪĀWAI: Audience Growth:
Kapa Haka excellence is showcased to a wide and diverse audience
Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
15.Administer the Regional •Increase in Kapa Haka •Number of events held per •At least 13 regional events •100% reporting and •At least 13 regional events
Development Fund performers at regional levels region held milestone requirements held
met
•Increased exposure of Kapa Haka •Number of regional •120+ teams competing at •120+ teams competing at
at a regional level performers regional festivals regional festivals
•Number of audience members •4,000+ performers •4,000+ performers
at events competing at regional competing at regional
festivals festivals
•% Reporting and milestone
requirements met •60,000+ audience •60,000+ audience
members at regional events members at regional events
•90% reporting and •95% reporting
milestone requirements requirements met
met
16.Hold Biennial National •Increase in audience and listener •Number of performers •Festival targets set •At least 1,600 Kapa Haka •Not applicable
Kapa Haka Festival numbers performers competing on
•Number of spectators, online national stage
•National and international audience, and radio listeners
exposure of te reo, culture and •At least 10,000 ticket sales
Kapa Haka excellence •Customer Satisfaction rating for National Festival
•Number of media and online •At least 80,000 to 250,000
items generated online viewership of
Festival
•At least 150,000 radio
listeners per day
•80% customer satisfaction
rating
•10 national and 20 region
al media items generated
17.Contribute to the rebuild •Economic contribution to •Economic impact in •Indicators developed to •Festival economic impact N/A
of Christchurch Christchurch Christchurch as result of festival measure economic impact evaluation
TE MATATINI | Business Plan 2013 -2016 PAGE 27Performance TARGET TARGET TARGET
Outputs Expected Results
Measures 2013/2014 2014/2015 2015/2016
18.Provide funding and •Strengthening of Kapa Haka •% Reporting and milestone •100% reporting and •100% reporting and •100% reporting and
support for National within schools requirements met milestone requirements milestone requirements milestone requirements
Primary and Secondary met met met
School Kapa Haka •Whānau and family participation
competitions in school/Kapa events
19.Participate in national •International exposure of Kapa •Number of events attended •At least 2 events attended/ •At least 1 event attended/ •At least 3 events attended/
and international Haka excellence supported supported supported
opportunities to expose and •Number of media items
generated •At least 2 national, •At least 1 national, •At least 3 national and
showcase Kapa Haka
4 international and 2 international and 6 international articles
•Number of shows or activities 4 online articles on 2 online articles on on Kapa participation at
supported Kapa participation at Kapa participation at international events
•Number of media and online international events international events
items generated
20.Utilize digital resources •Lowering of marketing, •Number of online festival •5,000 Facebook followers •At least 80,000 to 250,000 •8,000 Facebook followers
and technology to promote operational and administrative viewers televised, online and radio
Kapa Haka cost through greater use of cost •1,000 You Tube Followers audience •2,500 You Tube Followers
effective technology •Number Facebook, and You
Tube followers •1000 website visits •7,000 Facebook followers •1500 website visits
•Increased reach to wider and (average) per month (average) per month
more diverse audiences through •Number of website visits •4,000 You Tube Followers
•250+ TM app users
online technology, apps and •Number of users of Te Matatini •2000 website visits
innovative software software apps (Average) per month •10% increase in followers/
users across identified
•% increase in reach to •150+ TM app users market segments
identified market segments
•10% increase in followers/
users across identified
market segments
21.Develop a long term •Increased accessibility and •Strategy developed •Strategy developed •10% increase in audience •2% increase in audience
broadcasting strategy audience reach numbers numbers
•Audience growth •Broadcaster confirmed
•High quality broadcast •10% increase in audience •1% increase in across
•Audience baseline set across identified market identified market segments
productions
•Targets developed segments
TE MATATINI | Business Plan 2013 -2016 PAGE 28Te Matatini Society Incorporated © 2013 National Office Level 3, Creo House, 57 Courtenay Place, Wellington 6011 PO Box 19241, Courtenay Place Phone: (04) 385 2306 Fax: (04) 385 6395 Email: admin@tematatini.co.nz Website: www.tematatini.co.nz
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