HE MAHERE WHAKAPUAKI REO (2018-2021) - M CONSULTATION DOCUMENT AORI BROADCASTING STRATEGY - Te Māngai Pāho
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HE MAHERE WHAKAPUAKI REO (2018-2021) - MAORI BROADCASTING STRATEGY CONSULTATION DOCUMENT DECEMBER 2017
1. Summary
1.1. The draft He Mahere Whakapuaki Reo (2018 – 2021) strategy sets out a plan to
re-envisage Māori broadcasting, to halt the decline in audiences across Māori
broadcasting and increase them with greater engagement. A conceptual framework
sets out the direction for the ensuing three years.
2. Purpose
2.1. The purpose of this consultation paper is to seek views on the draft Māori
broadcasting strategy He Mahere Whakapuaki Reo (2018 – 2021). We are seeking
feedback from the Māori broadcasting sector, iwi and other interested stakeholders
on the strategy. This is your opportunity to contribute to a collaborative review of
current strategies and policies.
2.2. This paper looks at how the Māori broadcasting sector has operated with key
stakeholders and their audiences to date, and the key issues around progressing
the sector. It poses questions in search of a new collaborative strategy. Stakeholders
should provide written submissions to Te Māngai Pāho at rautaki@tmp.govt.nz by
5pm Friday February 23rd, 2018.
2.3. After submissions have been analysed, Te Māngai Pāho will engage Te Rōpū Whāiti
to discuss the final strategy and make available an overview report no later than
31 March 2018. Your submissions will not be considered confidential unless you
specifically request this.
3. Background
3.1. Te Māngai Pāho is facilitating a review of the strategies and policies for the Māori
broadcasting sector to determine how to better deliver on Māori language and
culture outcomes in an ever-changing environment in broadcasting, media and
technology.
3.2. This year, Te Māngai Pāho facilitated a series of He Ara Whakamua wānanga inviting
a cross section of key stakeholders from Māori broadcasting, Māori language,
Māori ICT, and government departments to participate in a collaborative process
to develop the current and medium-term priorities, to complete a strategy to re-
envisage the Māori broadcasting sector. In addition to these wānanga, Te Māngai
Pāho formed Te Rōpū Whāiti, a focus group comprising expert representatives of
the Māori language and broadcasting sectors, to further develop the outcomes
from the series of He Ara Whakamua wānanga. Now, we are seeking feedback from
the Māori broadcasting sector, iwi and other interested stakeholders on the draft
strategy.
3.3. Māori broadcasting has a significant role in supporting the promotion and
revitalisation of the Māori language and culture, and the development of positive
attitudes towards them. The Māori broadcasting sector is made up of television,
radio, music, digital and new media industries which produce and broadcast Māori
language and culture content, inclusive of the lead Māori language agencies and
key stakeholders which support it.i The current circumstances provide a unique
opportunity for the sector to strive for collaboration in our domains to re-envisage
the Māori broadcasting sector and collaboratively contribute to a shared vision to
-1-revitalise te reo Māori and ensure the language remains relevant in to the future.
Strengthening and re-focussing Māori broadcasting is essential if we are going to
make a positive contribution to Māori language revitalisation.
3.4. We can draw inspiration from the words of Tā Mason Durie, “…when we are seen
together as one group, as a collective, rather than individuals, we are talking about
a team that has the expertise needed to navigate through the complexities of
tomorrow…the collective relationship has the potential to move mountains and
reach beyond the stars…there is much to be said for collaboration across fields
of expertise…all working together towards a common goal will be our greatest
strength. Our combined energies and skills can bring us strength that far exceeds
the sum total of our individual contributions.”ii
4. The Challenge
4.1. Our world is changing and we need to be responsive to this. We know the proportion
of te reo Māori speakers is reducing across the Māori and total populations, with
roughly 21% of Māori able to speak te reo Māori in 2013.iii While Māori culture can
be experienced in some places and spaces throughout Aotearoa New Zealand,
speakers of the language are a rarer find. In the Te Kupenga survey on the state of
the Māori language, 5% of Māori adults (approximately 25,000) could speak te reo
“very well”, 5.6% could speak it “well”, 12% could speak it “fairly well”, and 77.4%
could speak it “not very well”.iv The census data shows us that Māori make up an
estimated 15.4% of the total population with projected growth of over 1 million
Māori by 2040.v Therefore, the numbers of those with the ability to speak te reo
Māori is not keeping up with population growth. The Māori population is also a very
youthful population; with 50% under 24 years of age.vi In addition, the proportion
of non-Māori who can speak te reo Māori is less than 1%. This tells us that despite
there being significant support for te reo Māori amongst the general population of
Aotearoa, it is not widely spoken and there is little active participation in acquisition
of the language.
4.2. Creating domains, or places and spaces, where the language is spoken or used is
fundamental to language revitalisation. Ensuring people have the knowledge and
understanding to take part and engage will determine the success of revitalisation
efforts. The ZePA model, which acronymises three critical position, Zero-Passive-
Active, is an approach towards language revitalisation that extends beyond the
people to whom the language belongs and raises the issue of an attitudinal shift of
the language being valued by the greater nation.vii
4.3. Rapidly fragmenting audiences for traditional linear broadcast platforms together
with the rapid change of new technologies have the potential to diminish the
effectiveness of language initiatives. While convergence is impacting broadcasting
globally, the Māori broadcasting sector recognises that failure to respond to
this changing environment is a real threat to Māori language revitalisation. It is a
worldwide phenomenon as audiences drive a change from the ‘push’ model, where
broadcasters push content out to audiences, to a consumer driven ‘demand’ model,
where audiences actively seek out content relevant to them. These audiences also
include ‘prosumers’,viii producers and consumers of content participating in the Māori
broadcasting sector.
-2-4.4. Due to the youthful age structure of the Māori population, Māori audiences for
linear broadcasts are declining at a faster rate than mainstream audiences. For
example, between June 2015 and June 2017 there was a 17% decline in People
Using Television (PUTs) for all People aged 5+, compared to a 33% decline in Māori
audiences watching traditional linear television. Furthermore, in the latest KantarTNS
Māori Audience Survey commissioned by Te Māngai Pāhoix, iwi radio listenership has
dropped to its lowest ever point with less than 5% of Māori listening to iwi radio on a
daily basis. With only 30% of Māori listening to iwi radio at least once in the previous
12 months. This means that 70% of Māori haven’t listened to an iwi radio station in
the past 12 months.
4.5. A closer examination of audiences indicates that the audiences consuming Māori
content are predominantly from the older age cohorts. This is obviously a concern
when 50% of the Māori population is under 24 years of age. There is a need for
urgent action to address these concerns. Any response to our challenges needs to be
driven by an evidence-based approach. The Māori broadcasting sector recognises
the need for accurate and insightful data.
5. Te Tūre mō Te Reo Māori 2016 (Māori Language Act 2016)
5.1. Te Tūre mō Te Reo Māori 2016 (Māori Language Act 2016) (The Act) was enacted
in response to a continuing decline in the number of speakers of te reo Māori. The
Act brings with it an expectation that there will be greater collaboration amongst
all entities in the Māori language sector. The Act affirms the status of the Māori
language as the indigenous language of Aotearoa New Zealand, as a taonga of
iwi and Māori, as a language valued by the nation, and as an official language of
Aotearoa New Zealand.x It reflects a partnership, with both the Crown and Māori
having distinct but complementary roles for revitalising the Māori language. The Act
establishes Te Mātāwai to lead Māori language revitalisation on behalf of iwi and
Māori, and exercise all functions previously undertaken by Te Pūtahi Paoho.
5.2. The Act provides for two strategies to guide the future well-being of te reo Māori –
Maihi Karauna and Maihi Māori.
5.3. The Crown and Māori are developing their own Māori Language Strategies and
through Te Mātāwai, they will have a forum to co-ordinate their efforts. The two
Māori language strategies to be developed are:
• The Maihi Karauna strategy – which will focus on national matters and be the
responsibility of the Crown; and
• The Maihi Māori strategy – which will focus on matters at an iwi and community
level and be the responsibility of iwi and Māori, through Te Mātāwai.
5.4. The Act is written in te reo Māori and English with a provision that if there were any
debate regarding interpretation, the Māori version would take precedence. It is the
first act in te reo Māori and English, where the Māori version prevails in the case
of any conflict of meaning. That is hugely significant. Unlike the Treaty of Waitangi,
there would be no room for confusion. A first for Aotearoa New Zealand.
-3-6. Purpose of the Strategy
6.1. The draft He Mahere Whakapuaki Reo (2018 – 2021) strategy sets out the Māori
broadcasting sector’s plan to halt the decline in audiences across Māori broadcasting
and increase them with greater engagement.
6.2. Taking new approaches to existing activities and responding to the ever-changing
environment in broadcasting, media and technology, He Mahere Whakapuaki Reo
(2018 – 2021) identifies further steps the sector has agreed to take not only to
increase those audiences already in decline, but to also increase relevance, increase
resources and contribute to the common goal of promoting and revitalising the
Māori language and culture through broadcasting.
7. Tirohanga Whakamua (Vision) – “Mai te rangi ki te whenua, ko te reo te take”
7.1. “From heaven to earth, the language is our purpose.” - Our vision is acknowledgement
that the Māori broadcasting sector is funded by the Crown as a result of the Crown
failure to protect te reo Māori as a taonga under Te Tiriti o Waitangi. It is the language
imperative that is paramount not necessarily a broadcast imperative.
8. Koromakinga (Mission) – “To be Māori and Inspire the World”
8.1. “To be Māori and inspire the world!” - ‘To be Māori’ is not just about whakapapa.
It is about taking on a Māori worldview, which connects all those being a part of
and experiencing te ao Māori. That is what non-Māori who successfully support and
engage with Māori language revitalisation do.
9. Ō mātou Uara (Our Values)
9.1. Our core values which underpin the strategy will help guide decisions, determine
interactions and steer the sector on the right path to fulfilling the collective goals by
creating an unwavering guide.
9.2. There are four core values which underpin the strategy:
Ngā Tikanga (Tikanga)
• Tikanga Māori are fundamental to everything we do. Revitalisation of te Reo
Māori is the reason we exist; it is essential that tikanga underpin all important
decisions we make and guide all our interactions.
Kotahitanga (Collaboration)
• We accept our success requires collaboration. While we celebrate our
distinctiveness, as individuals, institutions, whānau, hapū and iwi we are committed
to collaborating to maximise our collective contribution.
Te Hiranga (Excellence)
• We strive for excellence in all our activities. That requires us to be creative,
innovative and bold in all that we do.
Te Tauutuutu (Reciprocity)
-4-• Reciprocal obligations guide our relationships. We accept the need for openness
and honesty in all our engagements with an expectation that we reward our
successes and address our deficiencies.
10. Strategic Objective Priorities
10.1. The strategic objective priorities outlined are deemed most important to the
progress of the Māori broadcasting sector.
10.2. The strategy has four strategic objective priorities which our actions will focus on:
Minenga (Audience)
• Growing our data intelligence so we understand our audiences
• Matching language delivery to audience needs
• Improving our engagement with and responsiveness to iwi
• The wants, needs and behaviours of youth, given our demographic
Our measure of success will be to grow audience and grow relevance.
Te Waihanga (Creation)
Applying more resources to content creation
• Creating content which is engaging and personal
• Creating content relevant to youth audiences
• Unlocking archived content
• Building collaborative digital communities to co-create and co-deliver innovative
content
• Developing flexible funding arrangements
Our measure of success will be to grow relevance.
Āheitanga (Accessibility)
• Creating a shared Māori platform that is the first choice for Māori content
• Ensuring terms of trade guarantee accessibility across a range of platforms
• Ensuring our existing platforms’ accessibility and viability improves
Our measure of success will be to grow audience and grow relevance.
-5-Ngā Pūmanawa (Capacity)
• Attracting and nurturing Māori talent
• Investing in the new te reo Māori and technical skills required in the sector
• Seeking innovative partnerships to grow our resources
• Promoting cross-sector collaboration for best use of resources
• Monitoring the impact / value of investment in Māori broadcasting
Our measure of success will be to grow relevance and grow resources.
11. Ā mātou Whāinga (Our Goals)
11.1. Our goals convert the strategic objective priorities into specific performance
outcomes, which become more effective through planning for progression with the
values that underpin the strategy.
11.2. The strategy has three goals which will measure the success of the strategy:
Whakaranea i te Minenga (Grow Audience)
• Increase in audience numbers
º Youth
º Māori worldwide
• Increase consumption of Māori content
Whakaranea i te Haratau (Grow Relevance)
• Growing engagement across target audience segments
º Time spent consuming content
º Social media engagement (views, comments and reactions)
º Growing youth audiences
• Increased visibility of right-shifting on the ZePA continuum
Whakaranea i ngā Rawa (Grow Resources)
• Amount of funding available increases
º Increase spend by partners on Māori content
º New funding sources available
• Best utilisation of existing resources
• Increased availability of skilled Māori workforce
-6-12. Conceptual Framework
12.1. A conceptual framework sets out the direction for the ensuing three years.
Figure 1. He Mahere Whakapuaki Reo (2018 – 2021)
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13. Questions
13.1. How important do you think it is that we have an overarching Māori broadcasting
strategy?
13.2. Does this draft strategy reflect your aspirations?
13.3. How might you commit to the strategy through your contribution to Māori
broadcasting?
13.4. How would you like to engage with the strategy going forward?
13.5. What would you hope to achieve from the Māori broadcasting sector strategy?
13.6. Do you see any gaps in what’s been identified as the strategic priorities?
-7-REFERENCES
i. Te Pūni Kōkiri, Te Māngai Pāho, Māori Television, Te Taura Whiri i te Reo Māori, Ministry of Education,
Ministry for Culture and Heritage, Department of Internal Affairs, Te Mātāwai, Māori Television Service, NZ
On Air, TVNZ, RNZ, Ngā Taonga: Sound and Vision
ii. Durie, Mason. (2017). Te Toi o Ngā Rangi Lifetime Achievement Award acceptance speech, 2017 Matariki
Awards. Aotearoa New Zealand.
iii. Statistics New Zealand, Census (2013). Retrieved from http://archive.stats.govt.nz/infoshare/?url=/infoshare/
iv. Statistics New Zealand, Te Kupenga (2013). Retrieved from https://stats.govt.nz/information-releases/te-
kupenga-2013-english?gclid=EAIaIQobChMItJqp3aua2AIVUh0rCh36vgmKEAAYASAAEgKlM_D_BwE
v. Statistics New Zealand, National Population Estimates (1991-2013). Retrieved from http://archive.stats.govt.
nz/infoshare/?url=/infoshare/
vi. Statistics New Zealand, Census (2013). Retrieved from http://archive.stats.govt.nz/infoshare/?url=/infoshare/
vii. Higgins, R., Rewi, P., Olsen-Reeder, V. (2014). The Value of the Māori Language: Te Hua o te Reo Māori (Vol.
2.). Aotearoa New Zealand: Huia.
viii. Toffler, Alvin (1980). The Third Wave. William Morrow & Co. New York, USA.
ix. Full survey results available on Te Māngai Pāho website https://www.tmp.govt.nz/uploads/nimbl_file/
file/165/Te_Mangai_Paho_-_Audience_Survey_2017_report.pptx
x. Te Tūre mō Te Reo Māori (Māori Language Act), New Zealand Statues. (2016). Retrieved from http://www.
legislation.govt.nz/act/public/2016/0017/29.0/DLM6174509.html
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