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2019 - 2024

Arapaoanui 3E Trust

STRATEGIC PLAN

ContentsBackground................................................................................................................4The Land.....................................................................................................................4The People................................................................................................................. 4Economic history of the block....................................................................................5The Current Environment...........................................................................................5Where do we want to be in 2019?.............................................................................6This strategic plan......................................................................................................6Our Values………………………………………………………………………………………………………………………….7

Strategic Vision……………………………………………………………………………………………………….8Mission.......................................................................................................................8Strategic Goals and Objectives ..………………………………………………………………..8,9,10,11Five Year Plan 2015 to 2019.....................................................................................12Annual Plan 2018 - 19..............................................................................................13Appendix 1 – SWOT Analysis....................................................................................14Appendix 2 - Our Competitive Advantage …….…………..…………………………………….15,16Appendix 3 - Gap Analysis ……………….……………..…………………………………………………...17Appendix 4 – Property Plan…………………………………………………………………………………..18

________________________Arapaoanui 3E Trust

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Tangitu ki te moanaMaungaharuru ki utaKo Arapaoanui te awaKo Arapaoanui te iwi

Tangitu out at seaMaungaharuru inlandArapaoanui is the river

Arapaoanui are the people


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Background

This Strategic Plan has been developed by the Arapaoanui 3E Trust to support its role as steward of the land known as Arapaoanui 3E. Background information in respect of both the land and the trust follow.

The Land

Arapaoanui 3E comprises 66.3684 hectares and is situated in the Moeangiangi Survey District. The property is bounded by a relatively small river with the river mouth sited at the corner of the property and intersecting the boundary with the sea. Approximately thirty percent of the area is alluvial flat with good drainage and the balance is medium to steep hill country suitable for sheep and cattle grazing.

Despite being a small area, there are a wide range of outstanding natural resources contained within the block. Marine and forest bird life is abundant. Traditional food sources include both sea food and vegetation.

There are also tribal landmarks on the block that are important to iwi in the area such as urupa, middens, pits, terraces and pre-historic burial grounds.

Arapaoanui 3E enjoys a distinctive site and location and it is these factors that the owners and trustees wish to preserve whilst also developing sustainable growth.

The People

In 1985 Arthur Gemmell, Wi Taunoa and Ki Bush were appointed by a Vesting Order as ‘Managing Trustees’ with the Maori Trustee as ‘Custodian Trustee’. In December 2013 Yvonne Thomas and Renata Bush were appointed trustees by way of replacement.

The purpose of the trust is to manage the land to the best advantage of the owners, ensure that the land and environmental resources are retained for the benefit of future owners and to allow the facilities associated with the land to be used and enjoyed. The trustees have a range of powers that enable them to pursue these purposes.


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In line with the general responsibilities required of trustees, the Trust’s core functions are to:

Demonstrate good governance

Demonstrate and implement sound management systems and processes for the benefit of trustees, current owners and future generations.

Provide support and strategic direction

Undertake all its activities with the goal of contributing to the well-being of owners and future generations

The owners of the land are the descendants of the six original owners who were Hemi Puna, Rangi Puna, Pahira Puna, Tiakitai Puna, Nii-Parata Puna and Wepiha Wainohu. Current Maori Land Court records indicate that there are 54 owners but it is not known if records held are current.

Economic history of the block

Since 1980, parts of the land have been leased or rented and more recently, seasonal cropping has been undertaken on part of the land. On an informal basis, owners pay a small fee for camping on the property, with the knowledge and expectation that they will enjoy and appreciate the experience and likewise maintain respect for the area.

The property is not large enough to be an economic live-stock unit, and in recent years, the Trust has been forced to consider the ability of the land to generate a sustainable income sufficient to meet increased rates (due to increase in value of coastal properties) as well as contribute to the development of the block.

The Trust has identified various strategies which can be utilised to support initial development of the land and eventually to contribute towards the welfare, education and training aspirations of the beneficial owners of the land.

The Current Environment

(Get some info on coastal properties, tourism etc)Sea frontage, rural, residential sections around the Hawkes Bay coastline are demanding very high prices at the moment depending on the aesthetic, recreational and cultural


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values of each property. This market trend will continue to rise because of the ever increasing demand from high income or wealthy families who are looking to build holiday or retirement homes that will provide them with alternative lifestyles. We foresee opportunities to market unique rental sections with similar or better attributes than our competitors. These sections will be tendered out to beneficial owners first at affordable market prices. Although they will not own the land, they will at the very least have the option to build their own holiday baches when the time is right or use the sites for caravans or motor homes in the interim. Beneficial owners will set the standards and quality of lifestyles for the area and likewise lead the way for the future development and growth of the business.

Where do we want to be in 2019?

The Trust envisions a future for the land under its stewardship that is economically sound but which also protects and maintains the unique characteristics of the block and is consistent with the Trust’s core values.

It has a vision of the natural, cultural and historical attributes of the area being enjoyed by national and international visitors with an interest in natural wildlife and eco-systems, an inter-connected network of pathways, trails, coastal and inland walkways supported by camping facilities and leased bach sections.

It will be important also to encourage papakainga housing for beneficial owners wanting to live on land that they are affiliated to.

As part of working with owners, the Trust sees strong communications systems as being critical to its strategic direction over the next ten years. This will enable the quick and easy flow of information between and amongst the trustees and owners and will contribute to effective decision-making. Alongside this, the Trust will be required to have robust internal management (including financial management) systems and well developed operating guidelines.

This strategic plan

This Strategic Plan is intended to be used as a tool by the Arapaoanui 3E Trust to respond to the long term environment within which it operates. It requires planning to


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occur at the governance level. In itself, the Strategic Plan provides a statement of how the organisation will achieve its goals and meet challenges.

This plan is for a five year period and incorporates three critical elements1:

i. The strategic vision and objectives – these are extrapolated from the Trust’s constitution. Each of the objectives is incorporated into a detailed breakdown which includes the following

ii. Targetted outcome dates – the expected time period within which the objectives are expected to be achieved. Not all activities identified have outcome dates as in some cases, the targetted outcome may be ongoing or non-specific

iii. Key performance indicators (KPIs) – these are indicators which can be used to ensure that the strategic objective is being successfully implemented and on target to be achieved. They provide a benchmark for performance.

The Strategic Plan should be reviewed annually. When reviewed, the key performance indicators will be used to assess whether the strategy is being achieved or whether changes are necessary.

1 Tahuri Whenua: National Maori Vegetable Growers Collective, 2005, Strategic Plan


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Our Values

The Trust’s guiding principles are;• Integrity and credibility• Preservation and conservation• Commitment and support• Communication and participation• Safety and Security• Co-operation and respect• Quality of service and product• Innovation and creativity

Strategic Vision

To support the sustainable development of Arapaoanui 3E and its owners.

Mission

We will achieve our strategic vision by;• Applying sound economic business principles• Maintaining a strong and secure economic foundation• Exploiting the full economic potential of the property• Developing a diversified range of business activities• Promoting the recreational and aesthetic qualities of the area• Utilising the skills and business experience within and available to the Trust and

owners.

Strategic Goals and Objectives

1. To develop and maintain a credible, efficient organisation with the appropriate structures to ensure sustainability

2. To promote the development of the land in a responsible manner and to the best possible advantage of the owners and the land itself

3. To support the social aspirations and goals of the owners


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Strategic Goal One Sustainability

To develop and maintain a credible, efficient organisation with the appropriate structures to ensure sustainability

In order for the Trust to successfully manage the future growth of assets and resources, it will need to ensure that suitable systems and processes are in place. In the first two to three years of this Strategic Plan, these systems and processes will not need to be complex but they should be sound, easy to use and able to grow as the Trust does.

Critical elements associated with this objective are:

a. Governance : Establish proper governance policies and procedure and implement these effectively and consistently. This will include maintaining minutes of trust board meeting, records, authorities and decisions.

b. Financial Management : Establish a robust financial accounting system that includes accurate and comprehensive records and meets the requirements of the Trust’s auditors

c. Administration : Establish sound business administration policies and systems including file and document management, correspondence, email and paper records, asset management and procurement information.

d. People Management : Operate legally and morally sound human resource practices that protect, value and enhance the skills and abilities of trustees and those employed by the trust. This will include employment agreements, performance management, contracts for service, remuneration and training and development systems.

e. Reporting : Produce an Annual Report each year that reports back to owners and maintain all reports to funders as required.

Planning: develop and implement a strategic approach to achieving the Trust’s objectives through a Strategic Plan outlining the Trust’s core activities

Financial Plan covering financial structures adequate to meet tax and audit requirements, income potential, levies or royalties, research and development opportunities and / or grants; prioritise how income will be spent or allocated to the budget

Operational Plan

Communication Plan


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Training Plan as required

f. Communications : develop a database of owners and current addresses, contact details, update and maintain the database regularly.

Strategic Goal Two Development of the land

To promote the development of the land in a responsible manner and to the best possible advantage of the owners and the land itself

The land is only one of the assets enjoyed by the owners of Arapaoanui 3E. Assets associated with the land are the coast, the aquatic bird life, the native vegetation, the marine life, the rich social history of the area and the intangible connection that the owners have with the land.

Developing the land must be undertaken in a way that manages all these things and maintains a balance between conservation objectives and commercial capability.

Activities associated with this objective are;

a. Services : improving services to and on the land, namely water, electricity, sewerage

b. Feasibility : identifying key projects which will be investigated as to viability. These are likely to include projects which capitalize on the desirability of the land’s coastal outlook. Uses which have been considered previously include camping facilities, leasing bach sections and walking tracks.

c. Conservation of the environment : establishing a mataitai marine reserve in respect of the adjoining sea area and a rahui whenua in respect of the native bush situated on the land


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Strategic Goal Three Social Goals and Aspirations

To support the social goals and aspirations of the owners and future generations of those affiliated to Arapaoanui 3E

Achieving a sound economic base which will also support the social goals of owners and their children and grandchildren is an important outcome for the Trust. As part of its stewardship, it envisages that Arapaoanui 3E will also contribute to the well-being of owners in a number of ways. Activities associated with this Strategic Goal include:

a. Papakainga housing – providing opportunities for owners and their families to enjoy papakainga housing on the land

b. Maintenance and management of the urupa – ensuring that the urupa is well-cared for and managed by having in place a suitable group with responsibility for the urupa and its future use

c. Education scholarships and grants assistance for whanau members wanting to engage in further learning

d. Employment-based training projects – utilizing the land and activities undertaken on it to capture opportunities for employment and training which contribute to the well-being of whanau


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2019 – 20 2020 – 21 2021 – 22 2022 - 23

Strategic Goal 1

Sustainability

Compensation

Webpage

Accounting Software

Governance Manual

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Webpage

Governance Manual

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Governance Manual

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Governance Manual

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Strategic Goal 2

Land and economic development

Contracts

Urupa

Skyline Garage

Toilet Facility

Bee Hives

Contracts

Estuary

Skyline Garage

Toilet Facility

Bee Hives

Contracts

Estuary

Skyline Garage

Fresh Water Facility

Bee Hives

Contracts

Walkways

Camping Complex

Fresh Water Facility

Bee Hives

Strategic Goal 3

Social and Cultural development

Property visits

Public Relations

3E Facebook Page

Shareholders Register

Welfare

Property visits

Public Relations

3E Facebook Page


Welfare

Property visits

Public Relations


Welfare

Property visits

Public Relations


Welfare

Five Year Plan 2019 to 2024

As well, the Trust has identified future projects for the five year period beyond 2024. These include wetland and dune land projects, a papakainga housing project and an employment-based training project.

Annual Plan 2019 - 20

Strategic Goal 1 KPIs Achieved/Completed

Homestead Compensation

Communication Network

Accounting software

Governance Manual

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Resolve all the issues with compensation

Update the Webpage

Update Accounting Software

Update the Governance Manual

Update the Strategic Plan

October 31

November 30

August 31

July 31

September 30

Strategic Goal 2

Property Maintenance

Urupa Maintenance

Complete all Contractual Agreements

Update Governance & Management guidelines

August 31

December 31


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Property Building

Fresh Water & Toilet Facilities

Bee Hives

Monitor progress with Skyline Buildings

Complete a Building Development Plan

Complete a New Contract with Steen’s Honey

All year

December 31

November 30

Strategic Goal 3

Property Visits

Public Relations

3E Face Book Page

Shareholders Contact Details

Welfare of Beneficiaries

Monitor property visits

Draft Public Relations Policy

Provide Accountability & Transparency

Update Shareholders Register regularly

Draft Policy Guidelines or Terms of Reference

All year

August 31

September 30

December 31

November 30


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Appendix 1 – SWOT Analysis

Strengths Weaknesses

Experienced and competent trustees

Good networks

Good credit rating

Debt free

Unique access to recreational and aesthetic amenities such as:

Fishing and sea food Native bush walk tracks Wetland eel farm River leisure activities Abseiling – sea cliffs Sea views Fresh water spring Picnic area

Inadequate accounting and compliance processes

Lacking effective participation amongst all owners

Opportunities Threats

Ability to increase revenue levels

Ability to develop an economic base for owners utilizing the recreational and aesthetic features of the land

Communication tools available – email, website access

Perceived lack of access to development funds due to multiple land ownership

Lack of compliance with health and safety regulations


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Appendix 2 - Our Competitive Advantage

The Trust and owners have identified strategies which will assist it to convert its strengths into sustainable competitive advantage. These are

• The close proximity of the sea shore rocks and bays will provide a competitive advantage because of easy access to the sea and in particular easy access to the feeding habitats of paua, kina and mussels.

• A Maataitai reserve will provide a competitive advantage to the block because it will ensure that sea food resources are maintained for future generations.

• The edges of the river mouth during extreme high spring tides are favourable breeding sites for white bait at certain times of the year. These breeding habitats are very rare and with care and protection will provide a competitive advantage.

• The fresh water spring provides a competitive advantage because it supplies fresh water at all times of the year.

• The large increase in property valuation leads us to believe that we have a definite competitive advantage when residential sections are offered for tender

• It is probably very rare to find to find a comparatively small block of land that has four natural ecosystems in close proximity to each other.


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The VRIO framework can be used to determine whether or not the business has a source of sustainable competitive advantage

Valuable – Is the strength valuable for future business?

Rare - Are we the only business that has this strength?

Imitate - Is the strength costly or difficult to imitate?

Organization – Is the business organized in a way that allows the strength to be exploited to its full potential?

The Trust has a source of sustainable competitive advantage where the answer to all four questions is positive.

Strengths Valuable Rare Costly toImitate

Organisation

• Good credit rating• Competent trustees• Excellent fresh water fishing• Sea food in close proximity• Native bush walk tracks• Wetland – eel farm• River – leisure activities• Back water – breeding ground• Spring – source of fresh water• Sea cliffs – abseiling venture• Sea views – aesthetic value• Picnic area – family

enjoyment• Collective attributes – market

potential

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Appendix 3 - Gap Analysis

Gap analysis is a technique for systematically drawing up a detailed action-plan for any developmental initiative. The typical ‘GAP’ procedure begins with an attempt to define the desired state once the development has been completed. This gives a clear idea of what is to be achieved.

The next step is to analyse the present operation, so that a statement about the starting point is established. Following this, alternative ways of closing the gap between the present position and the desired state are explored, and decisions are made about which means are to be adopted.

Once these decisions are made, detailed planning on how the gap can be closed can commence, focussing on who should do what by when, setting milestone dates, and budgeting to ensure the resources needed to complete what has been planned are available.

Action required: 1) Define the desired state2) Describe the present state

3) Identify the gaps 4) Close the gaps; determine the work to be done


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Appendix 4 – Property Plan


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