Since Hui Taumata 1984

1
Since Hui Taumata 1984
2
The Maori population has grown to 604,000 in New
Zealand
73,000
2001
1986
604,000 15.1
405,309 12.4
?
3
Economic Trends 1984 - 2004

• Maori have built up a substantial commercial
  asset base, estimated in 2001 to be worth over 9
  billion.
• The resulting Maori economy is small but
  comparatively profitable.
• Maori unemployment remains comparatively high.
• Maori incomes remain comparatively low.

4
Maori unemployment and participation rates 1986
- 2003
68.0
30
Participation rate
66.0
25
64.0
20
of the working age population
62.0
15
, of the labour force
60.0
10
Unemployment rate
58.0
5
56.0
54.0
0
1986
1988
1989
1991
1992
1994
1995
1997
1998
2000
2001
2003
5
Employment Growth by Occupation 1991-2002
Semi-skilled
Maori
elementary
non-Maori
Skilled
Highly skilled
0
20
40
60
80
100
120
Annual average change
6
Occupational employment 2003
7
Early childhood education

• Maori participation rates increased significantly
  between 1991 and 1996
• Since then there has been little change
• Around 30 of Maori children in ECE are at
  kohanga reo

8
Secondary School Achievement

• The rate of Maori students leaving secondary
  school without any qualifications is improving
  slowly
• In 1990 around 38 of Maori left without a
  qualification
• In 2003 30 of Maori left without a qualification
• In 2002 35 of Maori gained NCEA Level 1 (62 for
  non-Maori)

9
Maori students in formal tertiary education by
sub-sector 1994-2002
10
Maori students in formal tertiary education by
age group 1994-2003
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
under 18
18-24
40 and over
25-39
11
Looking to the future

• The Maori population has almost doubled since
  1984, and will keep growing
• The Maori population is projected to grow to
  759,000 by 2021
• Maori population will remain relatively young
• A larger proportion of the workforce will be
  Maori in 20 years
• One in five 15-39 years olds will be Maori in
  2021 (19)

12
Maori as a of the NZ population for key age
groups 2003 2021
13
Hui Taumata stimulus papers

• Developing People, Assets and Enterprise
• Initial development of papers by Taskforce Tupu
• Hui Taumata Steering Committee input
• Papers published as draft
• Testing engagement round late 2004
• Publication of feedback in January

14
Enterprise paper key messages

• Entrepreneurialism will be a key driver of Maori
  success in the NZ economy over the next 20 years
• Maori self-employment has been growing fast, but
  Maori are overall under-represented among self
  employed/employers
• Need to rebuild entrepreneurial culture and
  promote broader participation in enterprise at
  all economic levels
• Need to explore the potential of Brand Maori,
  but also sector expansion

15
People paper key messages

• Skills and qualifications determine employability
  in the modern workforce need an investment
  approach
• Need for an urgent focus on rangatahi social and
  economic costs of disengagement from education
• Need to support pakeke who would like to re-enter
  education and/or contribute more to the workforce
• Need for a discussion on Maori distribution in
  industry, occupation and educational subject
  choice
• Should the goal be diversification, economic
  alignment or individual choice?

16
Assets paper key messages

• Need to move from passive to active participation
  in all levels of business
• Concern over the quality of decision making and
  decision makers
• Need to assess Maori asset profile in light of
  changing global markets
• Need to consider good models for
  intergenerational asset retention
• Need to debate whether which assets can be
  traded or sold

17
Feedback consensus

• Developing People, Enterprise and Assets are key.
• Human capital development more important than
  physical capital and ownership of natural
  resources, in modern wealth creation.
• Treaty settlements important to asset
  accumulation, but not central to broad wealth
  creation for Maori.
• Cross-cutting themes for the hui
  intergenerational issues, leadership, the impact
  of having two generations disenfranchised from
  the workforce, wealth creation, the need for
  cooperative relationships, networking, best
  practice and education.

18
Feedback consensus

• The hui should explore whether or not twenty
  years of devolution has been a net good for
  Maori.
• There is strong interest in intergenerational
  management and distribution models for communally
  owned assets.
• Sensitive subjects such as the diversification of
  assets and the sale of communally-owned land
  should be discussed.
• The hui needs to focus on key strategic changes
  for the next 20 years, and to agree on ways to
  move the work forward.
• Not all of these issues will be amenable to a
  centrist, public policy response.

19
Viewpoints

• Culture and identity are key to Maori economic
  development vs a holistic framework is
  misguided.
• Maori employment growth requires further freeing
  up of the labour market vs need to focus on the
  quality of Maori jobs.
• Maori should seek to grow a generation of
  entrepreneurs vs entrepreneurship cannot be
  taught, and business is dangerous for people
  without appropriate skills or aptitude.

20
Viewpoints

• Maori in business are virtually identical to
  non-Maori vs there are specifically Maori
  features to Maori business.
• Maori enterprise and governance should model
  itself as closely as possible on international
  norms vs Maori good practice models are the
  best and most appropriate available.
• The Maori Land Court is a symptom of the problem
  vs the Maori Land Court is part of the
  solution.