2004: DRAFT Concepts of leadership model/entity
This draft for discussion at the forums, suggests the purposes, fundamentals, values, assumptions, structure, and resourcing for an entity to follow on from the Taskforce.
Concepts of leadership model/entity DRAFT FOR DISCUSSION
Purpose
- Contributes to the strengthening of a sustainable, informed connected & able sector.
- Provides a mechanism to make the sector visible with a sense of identity.
- Provides a permanent place to talk together acknowledging our diversity.
- Identifies, discusses and determines any actions regarding issues of common concern.
- Helps to build consensus where it exists and acknowledges differences where they remain.
- Sets the agenda, not just responds.
- Dialogues with and is voices to Government and other sectors.
- Advocacy – valuing and advocating for the sector.
Fundamentals - must do
- Participants/members of the entity are committed to the values.
- Be treaty based and dependent on values & fundamentals drawn on worldview of Tangata Tiriti and Tangata Whenua.
- Embrace the autonomy and independence of all groups in the sector – including power to protect, power to define, power to decide.
- Strive for inclusiveness of the whole sector.
- Work for sustainable outcomes.
- Work with, not for, the sector.
- Utilise collaborative and organic processes.
- Build on, not duplicate, existing services, processes, structures, organisations.
Fundamentals -will not
- Never displaces individual groups, or allow government to displace their views.
- Doesn’t assume participants in the entity are formal representatives of any particular organisation, sector, or region.
- Never takes on a negotiating role with government without clear and transparent consultative processes and agreed outcomes.
- Doesn’t assume responsibility that can mean individual organisations do not have to accept responsibilities for their own growth and change.
- Doesn’t go beyond the mandate given by the sector.
Values
- Working together, respecting, and living with the differences where commonality cannot be reached.
- Empowering input.
- Trust
- Respect
- Optimism
- Honesty
- Fairness
- Tangata Whenua values need drafting.
Assumptions
- Must do what mandated to do with communication and transparency.
- Compulsory communication back to the sector post meetings.
- Develop alternatives so that one size does not have to fit all.
- Ensure the voices of smaller individual groups are heard alongside those of large and linked groups.
- Support the need to put energy into Tangata Whenua agenda – the double workloads need managing.
- Recognise and leave space for political/ constitutional future in the wider society.
- Review process, inputs, outcomes and impact on the sector in two years
Structure
Short Term
General Shape
- An initial two year life
- One waka- two house model with 10 people from each "house"
- All meet together 4 - 5 times a year
- Host agency administrative type arrangement
- Not a legal entity
Tangata Tiriti nomination process
- Ask national hui to nominate a suite of nominees – end of May 2004
- Nominees send in 2 page resume
- Mandate Community Sector Taskforce, Te Wero & National Projects Leadership Group to make final decision by end of June.
Tangata Whenua nomination process.
Structure
Long Term
- Strong national, regional and sector buy in.
- Recommendations to be made by the first entity group on the future structure, to be discussed and mandated by regional and sector forums and hui, and finalised at a national hui.
- Possibly a two to three year process with at least biennial review and reporting.
- Possibly a nomination system (e.g. electoral college process)
Resourcing
- Government in the immediate future and up to the next three years.
- Option to reduce reliance on Govt funding beyond three years.
Management processes
For entity to decide – perhaps initially using a host agency arrangement rather than own permanent secretariat
Name
To be determined
Return to 2004 Forum Archive Index.