Did the concept of Te Aute College shape our leaders.

Executive Summary

I will be exploring the topic of Maori leadership that has come from a Maori boarding school since the 19th Century. Te Aute College holds a proud heritage of Maori leadership and this is viewed through stories and generation of students who have attended Te Aute a Maori boarding school for males in Hawkes Bay, New Zealand.

Leadership for Maori communities is an important pathway for our youth to become leaders including a need for developing effective leadership and governance and also look at traditional and contemporary.

Maori leadership, my question is; has the concept of Te Aute College helped shape our leaders.

Leadership has been recognised as an important issue for Maori communities this includes a need to develop effective leadership and governance and explore the different styles of leadership.

I have created a survey to pull information from past pupils to help towards the conclusion of my findings and to hopefully assist Te Aute College in future years to once again establish themselves as one of the greatest Colleges in Aotearoa, New Zealand.

“I cherish the deepest regard for Te Aute for my three years in the College. Laid the foundation for my academic career. It was the teachings at Te Aute and the formation of the Te Aute old boys association that ingrained into myself and others our responsibility to the Maori people”.

This quote is taken from a letter written by Sir Peter Te Rangihiroa Buck in 1951 to the principal of Te Aute College Richard Webb. Buck had an outstanding list of accomplishments while attending he college which shaped his passion for excellence and his contribution to the Maori people.

Did The Concept of Te Aute College Shape Our Leaders – Farrell Chrystal

International agriculture investment: Foreign ownership of New Zealand farmland.

Foreign Ownership of New Zealand farm land is an ever evolving topic that is of interest to a large number of us and a discussion that many people are uneasy to have or have a strong feeling either way.

People fear for loss of ownership of our great land and consider the implications it will have on future generations.

Before land can be sold to foreign investors it has to go through the Overseas Investment Office (OIO) which assesses applications from overseas investors seeking to invest in sensitive New Zealand farm land. Farm land that exceeds 5 hectares is deemed to be sensitive.

It also is required to get Ministerial approval if granted approval from the OIO. New Zealand has a robust OIO process and we should not fear that it will let us down, but look for greater opportunity when foreign interest is expressed in our land.

Before reading into this report consider this – If you were a land owner looking at selling your farm land that you have firstly worked hard to get and secondly to keep and run as a viable operation, should you be deprived of t he opportunity of obtaining maximum value from your asset?

I hope this report will stimulate further discussion and debate on Foreign Ownership of our New Zealand farmland.

International Agriculture Investment: Foreign Ownership of New Zealand Farmland – Jamie Cunninghame

Exploring the design of a Nitrogen-Attenuating stand-off pad for dairy cattle.

Executive Summary

The focus of this project is to explore the potential design of a nitrogen attenuating feed pad for dairy cattle that are wintered on fodder crops in the lower South Island. I hope to explain some of the reasoning behind how important cost effective environmental sustainability is to the New Zealand dairy industry, and attempt to open up some avenues of further discussion and research.

Exploring the design of a Nitrogen-Attenuating stand-off pad for dairy cattle – Aaron Wilson

Why are females underrepresented in the position of rural manager at ASB Bank Limited.

Executive Summary

Why are females underrepresented in the role of Rural Manager at ASB Bank Limited? In what has traditionally been a male dominated industry, more and more females are occupying Rural Manager roles with ASB competitors. The other divisions within ASB also have a high number of females and there is a large number of female branch and commercial managers at ASB. This report aimed to gain more of an understanding of why there is a very small number of female Rural Managers at ASB.

In September 2015 personal interviews were carried out with Six ex ASB female Rural Managers. The interviews where either carried out face to face or over the phone. The interviewees were very forth coming with information about their time with ASB. There were consistent themes from the majority of the interviews, the main ones being; 1. They didn’t enjoy the contestant sales focus and drive to bring on new to bank clients; 2. They felt like the minority, with a limited number of other female Rural Mangers to cross pollinate ideas with; 3. They were disappointed at the lack of a specific female Rural Manager uniform; 4. They felt that there was a lack of support from the Regional Manager level of the business.

In September 2015 personal interviews were carried out with 10 farmers from a range of industries and age demographics. All interviews were carried out face to face. There were consistent themes from each of the farmer interview;

  1. The farmers didn’t have an issue with the gender of their Rural Manager.
  2. The Rural Managers need to be confident in what they are doing.
  3. The Rural Managers need to have a good under standing of production systems.
  4. The Rural Managers need to have a good understanding of the relevant topical issues facing the industry and to also have a personal opinion on the issues.

A large array of data was sourced from the Human Resources Department of ASB, in-order to gain an understanding of the gender breakdown of the current Rural Division, and also around the gender breakdown of the candidates who applied for roles of Rural Manager at ASB. With the ASB Rural graduate program, on average over the last three years ( 2014 , 2015, 2016 ), 40% of candidates who reach the assessment centre part of the application process are female, only 18% of the successfully hired candidates are female. All of the graduates that have been spoken to felt that the assessment centre process was a fair process for selection of graduates.

The new hire data was also assessed for a gender breakdown. The data shows that for the period from 10/01/2010 until 30/9/15, there have been 37 new hires into the Rural Manager role. Females made up 21% of the applicant’s and 11% of the new hires. At the time of writing, all but 1 of the females employed into the Rural Manager role have now have now left the bank.

Discussion was applied to the above topics and some conclusions were reached.

Four recommendations have been made as a result of this project. They are;

  1. Continue to employ the best person for the role, regardless of gender.
  2. Invest more time in coaching females in the sales side of t he Rural Manager role. The bank has a great opportunity to work with the females existing strengths (organised, attention to detail) that females offer to the business, and nurture their sales abilities.
  3. Have an ASB Rural Uniform specifically for the female Rural Managers. Don’t just modify a male’s uniform to kind of fit a female. They have earned the right to be in the role of Rural Manager. Recognise that by making available a female Rural Manager specific uniform. Involve women in designing the new uniform.
  4. Put in place a mentoring program for female Rural Managers. There are a number of experienced females in the Rural business. Put a formal mentoring program in place to support them, as they are a minority.

Why are females underrepresented in the position of Rural Manager at ASB Bank Limited? – Brad Saxton

Nutrient management regulation and New Zealand deer farming.

Executive Summary

Farming practices in New Zealand will need to change in order to comply with nutrient management regulation. This regulation is broadly described in the National Policy Statement for Freshwater Management (2014). It is then addressed more specifically at the community level through Regional Council and stakeholder engagement.

There are almost two thousand farms throughout the country that produce deer (deer farms), either exclusively or as part of a mixed farming system. They will be exposed to nutrient regulation but the exact timing and extent of regulation are unknown. What is also unknown is the impact on productivity that this regulation will have. If significant, levels of production achieved by the Deer Industry may be reduced. Deer Industry New Zealand (DINZ) is the industry body responsible for promoting and assisting the development of the New Zealand deer industry. They support environmentally sustainable farming systems and seek to understand ways in which deer farmers can achieve them efficiently and effectively. They recognise that Land Environment Plans (LEP) that describe the sustainability initiatives on the property will be essential for all deer farms in the future.

This project has several aims; one is to understand the water quality issue in its broadest context, a second is to examine the location of deer farmers across New Zealand and prioritise them by their deadline for having an LEP in place. A third aim is to interview deer farmers who have been through the LEP process and communicate to other deer farmers the lessons they learned in that process. The final aim is to comment on the broad issue from the perspective of deer farming.

Nutrient management regulation and New Zealand deer farming – Solis Norton

Developing New Zealand’s primary industries social capital.

Executive Summary

This report and associated research asks the question:

‘How could NZ Inc use Social Media to support the Primary Industries?’

Social Media can no longer be ignored as a tool for your brand strategy. In a recent Dominion Post article, (Ranekleiv 2015) said ‘Online retailers are seeing rapid increases in the number of competitors. To remain competitive, they’re being forced to expand their offerings of products and services. Marketers need to engage with online customers and integrate the brand’s social media platforms into the overall experience. Consumers shopping online will also be referencing the brand in either positive or negative ways on social media. Brand owners can use social media to be part of those conversations to build their brands, and important tools are evolving to support this process’ (Winter C, 2015.)

The three areas of research completed for this paper support Ranekleiv’s statement. These research methods are:

  1. A literature review, used to establish the uptake and value of social media nationally and globally;
  2. An online survey promoted across Facebook, Twitter and LinkedIn targeted at rural social media users to understand their use of different platforms
  3. Case Study interviews, which were held face-to-face, via phone and email to understand how they use Social Media as part of their strategy.

A key finding highlighted that the sector lacked resource; capability and knowledge of social media so generally hadn’t invested time or money into developing a Social Media strategy. This has meant a slow uptake in the use of the tool, so organisations are missing the opportunity to engage online influencers with their brand.

By having our industry’s brands on Social Media, we can collectively tell our NZ Inc story. We do a poor job of promoting ‘our brand’ currently and my recommendations look to influence change:

– Develop a national social media seminar series to educate Primary Industry organisations on Social Media

– Form a ‘collective’ to tell our NZ Inc story through industry collaboration

– Build on existing campaigns such as #AgChatNZ and #NZFarmerday

When used well, Social Media can drive business, build brand awareness and allows communication to be had at a deeper level with customers. By ignoring the opportunities this tool presents, businesses are missing the chance to influence a growing online audience. Online consumers demand transparency and it’s important for long-term growth that businesses build a social media strategy into their broader brand strategy to position them for this growth.

Developing New Zealand’s Primary Industries Social Capital – Chelsea Millar

Level 3 graduate outcomes vs employer expectations.

Executive Summary

With almost one in six jobs in New Zealand and over 70% of product exports dependent on the Primary Industries, there is an unequivocal need for skilled employees to make this happen.

Some indications from the farming sector are that concerns over skills and recruitment of skilled employees is decreasing although remaining in the top 10 concerns. Anecdotally this is still a big concern.

The number of farmers who took part in the survey is not sufficient to provide reliable quantitative data. It is aimed at providing insight into whether the graduates of the Level 3 programme achieved the aptitude and attitude as expected by employers and work experienced farmers.

There were some mixed views of what should be expected of a graduate. This was generally understood that basic skills were required. Some mentioning the additional learning that would take place in their first year of employment or level 4 study.

Even in areas where employers were asking about specific skills they would often mentioned attitude, trust, initiative. Additionally, many listed skills such as ability to listen, have to be able to trust them and adjust when things don’t do to plan. One stated that “trust, respect and work ethic are more important than knowledge”.

The results from this survey highlights the need to undertake further research with increased farmer engagement. This will enable a better understanding of farmer expectations for the quantitative (skills) versus qualitative (attitude) graduate outcomes. This in turn can provide better linkage between training providers and farmers ensuring future graduate outcomes are relevant and fit for purpose.

Level 3 Graduate Outcomes vs Employer Expectations – Paul Crick

An opportunity to grow peanuts (Arachis hypogaea) commercially in Northland.

Executive Summary

The Peanut (Arachis hypogaea), also commonly called ground nut is a summer growing legume that has been identified as a potential cash crop for Northland Farmers.

Peanuts have been grown in New Zealand in the 1980’s but the enormous labour needs at harvest have prevented large scale production. With the availability of modern machinery large scale peanut production is now achievable. The Far North District Council and Northland INC have identified the Mid North as a possible site for a peanut processing factory. This study looks at peanut production from a world perspective right through to the opportunities for New Zealand and Northland farmers.

The data from this study shows that a peanut industry could be a viable option for Northland farmers through growing and marketing a premium product that would attract a premium price.

An Opportunity to Grow Peanuts (Arachis hypogaea) Commercially in Northland – Reuben Carter

The social impact of converting traditional agricultural land into horticultural land within my Iwi.

Executive Summary

My Iwi – Ngati Pahauwera.

Ngati Pahauwera is a confederation of clans centred on the Mohaka River in northern Hawke’s Bay. The tribe did not sign the Treaty of Waitangi, Chief Paora Rerepu sold large areas of tribal land to participate in the new economy, and supported the colonial government against anti-government Pai Marire (Hauhau) and Te Kooti fighters.

To be from Ngati Pahauwera is an honour that we all hold proudly. We are quick to advise strangers of our lineage to the region in order to take the front foot in Korero. Descendants of Pahauwera are global but we still have a common connection to our home through our whakapapa.

At the heart of Pahauwera are the Māori settlements of Raupunga and Mohaka. Mohaka being close to the Mouth of the mighty Mohaka River and Raupunga situated 20 minutes upriver, close to the Mohak a viaduct, the Tallest Railway Viaduct in Australasia.

In conversations with Pahauwera Leaders I have been told of the good old days when there were jobs for everyone. You were either a Farmer, Shearer, Ganger on the Railways, Driver for the Ministry of Works, Forestry Worker or you drove the short distance to Wairoa and worked at the Freezing works.

Most of the Jobs were hard labour intensive ones, jobs where you knew that you had done a hard day’s work, jobs that young Maori thrived at. Today those jobs seemed to have been scaled back or restructured in preparation to sell off to the highest bidder and this has come at a cost to our people.

Within the Raupunga and Mohaka area I remember growing up with a Fish n Chip Shop, Movie Theatre, 2 stores, a Post Office , a Police Station and a Pub, today we have none of these. The Urbanisation of our People has left the a reaunrecognisable. Most of people moved to either Napier/Hastings or Wairoa in search of employment or following family.

Today we have 180 house holds in the Pahauwera Catchment (Est under 1000 people), the average household income is $17,500 p.a. The Average household income for those of Pahauwera living outside of Pahauwera is $23,000 p.a

Unemployment or Low income jobs seem to be systematic for our people both within the iwi and those that have moved to the towns. Somewhere along the line some Maori as a race have lost their way. We are now seeing generations of unemployed families, Generations of unskilled labourers, Generations of families stricken with Health issues, generations of child poverty, violence and gang culture. Pahauwera is not immune to this trend and in some areas we would rank highly.

“One of the major causes of child poverty is the relative lack of jobs for parents who have limited educational qualifications, skills or work experience ” (Working Paper no 12: Expert advisory group on solutions to child poverty, pg 2, pt 9)

For me the root of some, if not most of these issues is education and employment. The Ngati Pahauwera Development Trust have a vision to increase the household income by 50%. On current figures this will take the range from $35,000 for those residing in the Iwi and $46,000 for those that are living outside the area.

“According to Statistics New Zealand, the Average household income for New Zealand rose by 11.8% to $84,462”

To do this we need to create jobs within the Iwi, jobs that have a career path and offer opportunity to upskill and personal development in an effort to breaking the cycle that I believe we are currently in.

Amidst all this doom gloom about how we are not succeeding as a people, we do have a strong heart, we are passionate about our Turangawaewae and we do have some highly motivated members of the community that have a vision for self-sufficiency for our people, and I am one of those!

The Purpose of this report is to focus on what the Social effect of having high density employment, like Horticulture will bring to the region.

This report will give you a back story to Ngati Pahauwera, before we go forward we need to know where we come from to understand why some things are how they are.

This report is not a bout how I plan to introduce a Multi-Million dollar Horticultural industry into Ngati Pahauwera, giving full time employment for up to 100 people, 10 months part time employment for approximately 50 people and seasonal employment for up to 300 people at its peak, this report is more about ‘why’ do we need to do it and not the ‘How’. We need to “decentralise “ our people back to their homelands, But bring them back to what? What will the Social impact be on a community who currently have an average household income that is insufficient for the needs of a modern family in New Zealand.

It is obvious that land planted with Horticultural crops (In particular Fruit trees) requires more FTE’s (Full time Employees) than a traditional Farm will and this is the basis for this report.

The Social Impact Of Converting Traditional Agricultural Land Into Horticultural Land within my Iwi. – Tom Keefe

Future challenges and opportunities for hill country farming on the east coast.

Hill country farming on the East Coast of the North Island is becoming increasingly exposed to global and national economic, social, environmental and regulatory trends and pressure is building towards significant change from the status quo. So what will hill country farming on the East Coast of the North Island look like in 2050 and what are the challenges and opportunities hill country farmers and communities will face between then and now?

This research sought answers to those questions by asking the opinion of thought – leaders involved in roles that support the East Coast hill country. The results paint a picture of a complex, dynamic, connected and increasingly changing hill country environment where the future challenges appear daunting but the opportunities present a strong case for optimism. Overcoming these challenges and seizing the opportunities will require significant adaptation by hill country farmers and changes in land use and farm practices are inevitable.

Key to successfully navigating this change will be changing mindsets and attitudes towards change, improving governance and developing leadership capacities among rural communities; challenging yet necessary steps to positive change. Leveraging the story of hill country farming could protect demand for its produce and possibly add value, however this story needs to be backed with credible and trusted assurances around the safety, integrity and responsibility of hill country food production. Hill country farmers should strive to excel in this regard in order to maintain our current point of difference with most international competitors.

Achieving this across the East Coast hill country will require much higher levels of knowledge sharing and cooperation between farmers and other farmers, rural service providers, rural communities, businesses, industry bodies and policy makers. Supporting institutions should invest in developing approaches to achieve this and ensure close attention is paid to the diversity of people, place, needs and motivations that exist throughout the hill country.

This report concludes with three broad recommendations for actions that could be taken to support a healthy and vibrant future for the East Coast hill country. They are:

  • Develop a holistic understanding of the macro-context within which hill country farming operates, including expected trends and changes in the long-term. Use this understanding to create a broad vision and direction for hill country farming that;
    • Promotes open-mindedness, systems thinking, and long term decision making; and
    • Strives towards ambitious goal s for food safety, integrity, resource sustainability and ethics
  • Broaden and improve the measures we rely on to inform on-farm, local, regional and industry level decisions, including aspects that will be important to consumers and society long term, and m ore nuanced aspects of our farming systems.
  • Engage, support and empower farmers and rural communities to share knowledge, ideas and co-create solutions that are appropriate in terms of scale and time frame.

Farmers need to be making smart, holistic, long-term decisions about the land uses and practices they employ, among other things. These recommendations may go some way to supporting farmers to make decisions with the best possible understanding of their context, in order to give hill country farming its best chance for the future.

Future Challenges and Opportunities for Hill Country Farming on the East Coast – Sam Lang