partnership between Mori and the Crown. The 2003 Mori Language Strategy was a well-meaning but essentially standard and pre-consulted Crown policy that did nothing to motivate Mori at the grassroots. Not enough had been done to implement the 1986 Tribunal recommendation that speakers be allowed to use te reo in any dealings with the courts, government departments and other public bodies. There had been repeated failures of policy. The most profound was the failure to train enough teachers to meet the predictable demand for Mori-medium education, demonstrated by the surge in khanga reo enrolments in the 1980s. The Mori Language Strategy was another failure of policy. It was too abstract and was constructed within the parameters of a bureaucratic comfort zone. There had also been genuine problems with its implementation due to a lack of leadership and commitment amongst the responsible crown agencies. Given the failures of policy, it followed that the resources made available to te reo had been inadequate. The Tribunal made four fundamental recommendations: that Te Taura Whiri (the Mori Language Commission) become the lead Mori language sector agency. This would address the problems caused by the lack of ownership and leadership that Te Taura Whiri function as a Crown -- Mori partnership through the equal appointment of crown and Mori appointees to its board -- this reflected concern that a te reo revival will not work if responsibility for setting the direction is not shared with Mori that Te Taura Whiri be given increased powers, so