Lessons and experiences in co-designing an Indigenous leadership, governance, and decision-making model: Te Remu Huia

Abstract

In response to the introduction of the Pae Ora (Healthy Futures) Act in Aotearoa/New Zealand, which prioritizes Māori self-determination in health, the Ngāti Hauiti tribe initiated a research project to develop an Indigenous leadership, governance, and decision-making model rooted in their cultural values. This initiative, led by Whakauae Research Services Ltd, culminated in the co-design of Te Remu Huia, a model built on the tikanga (customs) and kōrero tuku iho (oral traditions) of Ngāti Hauiti.

Drawing on the symbolic tail feathers of the huia bird, a tribal emblem of rangatiratanga (chieftainship), the model reframes governance around consensus, cultural identity, and intergenerational responsibility. Using a Kaupapa Māori methodology, the team conducted in-depth interviews with 22 Māori leaders and held multiple wānanga (workshops) to collaboratively develop the model’s principles, people, and processes. The co-design process emphasized relational trust, positionality, and the lived experiences of council members.

Te Remu Huia integrates mātauranga Māori (Māori knowledge) with practical tools from Pākehā (Western) governance, enabling strategic use of administrative systems without compromising cultural integrity. Its flexible framework, including the development of Te Whare and Kaupapa Kōrero, allows for the incorporation of traditional decision-making within contemporary contexts.

Despite being entirely voluntary and under-resourced, the Rūnanga (tribal council) demonstrated deep commitment, viewing governance as a sacred duty to both ancestors and future generations. The project also acknowledges the structural limitations imposed by colonial legacies, including economic constraints that hinder the sustainability of unpaid leadership.

Te Remu Huia is both a reclaiming of Indigenous governance and a pragmatic response to modern challenges, offering a culturally grounded model for systemic transformation. It provides valuable insights for other Indigenous nations seeking to embed self-determination into leadership and health equity frameworks. The model continues to evolve through implementation and real-world piloting, representing a living expression of tino rangatiratanga. This article reflects on the lessons learned through the co-design process and emphasizes the power of Indigenous knowledge, collaboration, and resilience in reshaping governance to serve Indigenous aspirations on their own terms.