Haere Whakamua. Te Rōpū Whakahau Strategic Plan Ngā Kaiwhakahau

Transcription

1 Haere Whakamua Te Rōpū Whakahau Strategic Plan Ngā Kaiwhakahau August 2011

2 He mihi He mihi nunui rawa atu ki a koutou i tohaina ngā whakaaro tika, ngā whakaaro pai i whakarite i te ara whakamua o Te Rōpū Whakahau, nō reira, ehara taku toa i te toa takitahi, erangi he toa takimano. Ki a koe hoki e te rangatira e Shane, nāu i mirimiri te kōrero o rātou i arahina te rōpū pai nei. Ko koe te rerenga tahi, nō reira, he mihi. Ki a rātou kua wehe atu i te pō, ka mātahetahe ana a hane i te matihere komainga noa ki te kura ka riro, no reira, haere, haere, haere atu rā. Hoki wairua mai ki a tātou, ngā morehu o te ao hurihuri nei. Ki a tatou o Te Rōpū Whakahau i mahia te mahi taumaha o ngā wā, kia kaha, kia maia, kia manawanui. Nō reira, e haunui ana i raro, e hari ana i runga. Nō reira, rātou ki a rātou, tātou ki a tātou, tēnā koutou, tēnā koutou, huri noa i ngā kokonga o te ao, tēnā tātou katoa. Anahera Morehu Tumuaki 2

3 Kōrero Whakataki Introductory Statement The Haere Whakamua Strategic Plan has been developed by Ngā Kaiwhakahau, the Executive Council of Te Rōpū Whakahau in conjunction with iglass. In July 2011, iglass was commissioned by Ngā Kaiwhakahau to facilitate and provide guidance to the Council during its Strategic Planning Hui. One of the aims of the facilitation was to operate in a way that would provide Ngā Kaiwhakahau with a clear understanding of its strengths and the contributions that it has made to the sector and its individual members. It was important for Ngā Kaiwhakahau to see things from a position of strength thereby enabling it to visualize the pathway ahead towards 2015 and beyond. A further aim of the hui was to identify and explore the different levels of operation required for Te Rōpū Whakahau to be able to engage nationally and internationally whilst aligning the organisations focus at strategic, operational and tactical levels as an industry sector body. This would provide Te Rōpū Whakahau with a clear understanding of its value to the sector and their industry partners. Identifying this position of strength provides potential opportunities for Te Rōpū Whakahau to grow its revenue generation capability. This approach proved to be an enlivening and awakening experience for Ngā Kaiwhakahau that has provided a positive platform for the committee to recognize not only the strengths and Awhi / Whanaungatanga that Te Rōpū Whakahau provides as a Kaitiaki in the sector, but also the Professional Development and revenue generation potential that Te Rōpū Whakahau retains within itself. Background Statement / History Te Rōpū Whakahau was born from a need to provide professional and cultural support to Māori working in the knowledge and information sector throughout Aotearoa. There was also a need for Māori voices to inform policies and practices relating to the care of Māori material in libraries and archives, and the provision of library and information services generally. Te Rōpū Whakahau was formed in 1992 as a formal network and ran as a special interest group of the Library and Information Association of Aotearoa - Aotearoa (LIANZA). In 1995, Te Rōpū Whakahau entered into a formal agreement with LIANZA and became an independent incorporated society the following year. Rationale: Haere Whakamua With 2012 being the 20-year anniversary of the founding of Te Rōpū Whakahau, it was necessary to revisit the original vision and set up of the organisation in the development of this strategic plan. This approach was chosen to determine the influence and impact Te Rōpū Whakahau has had on, not only the Library, Information and Archive sector within NZ, but also on its individual members. To achieve the aims highlighted in the Introductory Statement, Ngā Kaiwhakahau required a Strategic plan that would act as a catalyst of change thereby exploring the potential repositioning of Te Rōpū Whakahau in the future on the basis of present and foreseeable developments and opportunities for new growth. 3

4 Rather than bringing about a whole new change of Kaupapa, programs and events for Te Rōpū Whakahau, the theme for the Haere Whakamua approach is to cement the founding programs and initiatives that have proved successful for Te Rōpū Whakahau with a renewed emphasis on recruitment, participation, retention, empowerment and achievement. It is about keeping the cake while changing the icing. Te Rōpū Whakahau Vision Statement Waiho i te toipoto, kaua i te toiroa. We will excel our capability within Te Rōpū Whakahau to manaaki whānau, hapū and iwi. Te Rōpū Whakahau will be exemplars at exhibiting best practise to enhance the cultural integrity of ourselves and our partners. Te Rōpū Whakahau will be agents of change in the global setting and seen as credible experts. Rationale This whakataukī is used to highlight the isolation of Māori in the industry and to bring them together Strategic Plan Priorities The key priorities identified by Ngā Kaiwhakahau can be categorised into a threefold area of focus: 1. Recruitment A key driver of the Te Rōpū Whakahau recruitment priority is to grow Te Rōpū Whakahau membership firstly through its existing members and secondly through marketing and promoting its events and professional development programs to Government and Local Body Agencies and non-government organisations. Recruitment also reflects the importance of increasing the number of organisations and sectors that Te Rōpū Whakahau can provide it services and professional development products to. Te Rōpū Whakahau currently has 137 registered members throughout Aotearoa. Total Paid Membership 137 Sub One 22 Sub Two 82 Sub Three 3 Sub Four 24 Honorary 6 It is proposed that a Marketing Strategy be developed that will empower Te Rōpū Whakahau to concentrate its limited resources on its strongest opportunities to increase its membership and achieve a sustainable public profile. 4

5 A careful scan of Te Rōpū Whakahau internal and external environment both nationally and internationally will help Te Rōpū Whakahau identify: Internally: Product and services Consumer Comparative advantage Marketing Access Externally: Customer analysis Competitor analysis Target market A detailed marketing strategy will provide clarity around the key strengths and value that Te Rōpū Whakahau has to offer to its members and the different industry sectors it services. It will also underpin the development of a detailed Marketing Plan outlining marketing and promotion initiatives to achieve its marketing and recruitment objectives. 2. Participation & Retention Critical to the success and growth of Te Rōpū Whakahau will be the ongoing participation and retention of its members and the relationships Te Rōpū Whakahau has with key organisations in the library, information and archives sector within NZ and internationally. The advantages of having a strong participation and retention track record is that it provides Te Rōpū Whakahau marketing and promotions initiatives with a strong in-depth platform from which to profile Te Rōpū Whakahau strengths, successes and growing membership. The effect of high participation and strong retention, if packaged appropriately to a relevant audience, can decrease the cost of Te Rōpū Whakahau marketing and promotions budget to new and existing market segments. Key Areas for Participation and Retention are: Strategic relationships Professional development Awhi Communication / Promotions / Marketing Mentoring platform identifying our best and brightest initiatives from members work in their respective organisations / sectors / industry. 3. Empowerment & Achievement An important function of Te Rōpū Whakahau is to provide a sense of identity and belonging within the sector for its members and Māori in general. To ensure Māori working in the Library, Information and Archives sectors feel a sense of whānau as they perform their work either in a Māori role, or simply as Māori working in the sector. Therefore, the initiatives and events performed by Te Rōpū Whakahau must also capture the successes and achievements of Māori in the sector to profile Māori best practise in action, and Māori leadership and innovation in a mainstream environment. Such success if 5

6 captured and profiled correctly can elevate Māori aspirations and a legitimacy of professionalism that belongs to all Māori working in the sector. Profiling Māori achievement and success in the sector will demonstrate to mainstream the asset that Māori, Māori roles and Māori staff bring to a team and an organisation to achieve not only Māori strategic outcomes for their organisations, but also innovative solutions to mainstream initiatives. Key areas for Te Rōpū Whakahau Empowerment and Achievement are: Individual/collective empowerment Communications plan Awards and Recognition Honorary memberships Profiling success Best practice benchmark, salaries, policy, process Te Rōpū Whakahau whakapapa 6

7 Strategy 1. Recruitment Action Who How Year Outcome 1A Grow Membership Develop a draft marketing plan - identify industry sectors - segment Te Rōpū Whakahau key service sectors, identifying key organisations of influence - identify key players / people of influence / sector leaders and advocates / students / youth / kaumātua Raising Te Rōpū Whakahau public and network profile (Awareness) 1B Communications Communications strategy plan (internal/external) Website development 2012 (June) Clarity around strength initiatives that grow membership and profile a network of strong influence in the sector. An increase of membership in all levels of the sector raises Te Rōpū Whakahau profile of influence nationally and increases sponsorship opportunities with new business sectors outside of Te Rōpū Whakahau targeted sector Kaiāwhina holds all passwords Working party is formed 1C Developing Relationships Pānui Information pack Style guide Promotional collateral (merchandise) New media social media, virtual etc Developing new partnerships while strengthening and enhancing existing national and international partnerships. Quarterly production and distributed Developed by Dec 2012 Developed by Dec 2012 Stocktake completed by Dec 2011 March 2012 initiate an assessment of all Te Rōpū Whakahau MOU s to identify high value relationships that are mutually beneficial. Transition Memorandum of Understanding s into partnership status July 2012 proposition of MOU to partnership is put forward to those 7

8 Aotearoa Peoples Network Kaharoa Auckland Public Library Managers Memorandum of understanding LIANZA Partnership Māori subject headings governance board Open Polytechnic Professional registration board Public Libraries Special Interest Group Te Wānanga o Raukawa Memorandum of understanding organisations - Partnerships initiated by October 2012 Strategy 2. Participation and Retention 2A Action Who How Year Outcome Maintaining Administration infrastructure house is in Refine and simplify recruitment process Membership order Retaining cultural capital - Seek previous Mentoring breakfast/mentoring members who are considered taonga in terms profile of their contributions / knowledge and Ngā Kaiwhakahau to interview expertise. members Research individuals to ask questions Launch of 20 year history of Te Rōpū July/Sept 2012 Whakahau Oral History Project completed Dec B Succession planning Encouraging people to be involved in Te Rōpū Whakahau mahi - initiated at hui-ā-tau Develop a pool of our best and brightest / Ongoing - Yearly Focuses Te Rōpū Whakahau leadership development on key needs that exist now, and enables 8

9 2C Professional Development emerging talent who are earmarked for future Ngā Kaiwhakahau roles. Capturing best practice models Mātauranga Māori workshops Māori subject headings New modules of mātauranga Māori Ngā Kaiwhakahau Ngā Kaiwhakahau to identify the leadership requirements of tomorrow. Provides a leadership emphasis on helping to develop future leaders for specific roles. Nominate group to set terms of reference and scope of how we define best practice models (set up template for project plans, best practice models etc.) Set up group at hui-ā-tau (promoted and initiated by end of Feb.) Group to present plan to Ngā Kaiwhakahau by June D Building confidence / Profiling our Sector Champions (Mentors) Mentor profiling 20 people profiled on website within a year mentoring breakfast Te Ahi Kaa breakfast / Luncheon Seminars Philosophy of inclusion and participation in Te Rōpū Whakahau activities. Strategy 3. Empowerment and Achievement Action Who How Year Outcome 3A Financial independence Developing additional value added products Revenue Generation Feb 2012 set up a market segmentation assessment (SWOT of market) of what Te Rōpū Whakahau 9

10 has that can be sold to other organisations Assess membership subscription fees Sponsorship Develop a sponsorship marketing plan for Te Rōpū Whakahau that captures its strengths, and raises Te Rōpū Whakahau brand profile to the sector that is relevant to Corporates as well as government and local government organisations. Identify government agency and corporate sponsors for hui-ā-tau. Identify key national & regional events that provide Te Rōpū Whakahau with opportunities to gain sponsorship funding to key note present as subject matter experts and profile its services. Initial discussions with membership to scope the possibility of raising fees Table for next Ngā Kaiwhakahau hui agenda Strategic Relationships what are the benefits for associate members? Development of workshops or events that encourage associates to be our strongest advocates Subsidises operational costs of marketing and raising Te Rōpū Whakahau national and international profile. Provides an increase in pūtea for other Te Rōpū Whakahau initiatives and ensures projects maintain a higher profit margin. 3B Hui-ā-tau Retain an annual Hui-a-tau 10

11 11 - Practice the awhi mai, awhi atu with the hau kainga - Plan and assign the hui-ā-tau organising committee two years in advance - Refine Hui-ā-tau planning process

12 Appendix 1. Nga Kaiwhakahau reference questions Recruitment Internally: What are the service / product that Te Rōpū Whakahau offers to its target market/s? Who or what are the consumers / users of Te Rōpū Whakahau services? Identify their needs, or the needs that exist in the industry / sector that Te Rōpū Whakahau is targeting or servicing. How do we price the value of Te Rōpū Whakahau services to its members / the sector / government and non-government organisations (corporates)? How and where do we promote / communicate Te Rōpū Whakahau profile and services (advertising, Public Relations networking, social media etc)? Convenience/ accessibility the ease of which potential new members are able to find and join Te Rōpū Whakahau (refine the process how we manage our registration process, simple, efficient, streamlined). Externally: new and existing members of Te Rōpū Whakahau, organisations who would pay for Te Rōpū Whakahau professional development programs provided for their staff and potential client organisations that would consider newly developed services from Te Rōpū Whakahau. identifying who Te Rōpū Whakahau would be competing with both now and in the future as it grows its services / products to service the sector. Competitors can be any organisation / individual who are competing for the same budget / funding / sponsorship funds that Te Rōpū Whakahau clients would need to approve their attendance to its professional development programs and events. What and who is Te Rōpū Whakahau target market? What does this market look like? It will be important to segment this market to provide clarity on what programs and events are being developed for a particular market segment within Te Rōpū Whakahau target market. Participation & Retention How do individuals / organisations participate in Te Rōpū Whakahau? What initiatives / programs reflect our highest participation from our membership / partner organisations? Why do they participate? Is it event driven, or Kaupapa driven? How does their participation benefit them, and the organisations they come from? 12