te rawhiti marae strategic plan
DESCRIPTION
This Strategic Plan for our Marae, 2006-2016, came about because of nga hapu's decades old wish to extend and renovate the Marae buildings. In 2002, a People's meeting formed a sub- committee of the Marae Trust, Te Rawhiti Marae Development Committee (TRMDC), with its own bank account and executive. The committee was charged with the requirements to develop long term strategies to realise the vision and to make the dream a reality.We all see the completion of the building project as the beginning of planned future activities. The preparation of the building process has made us all think about and discuss the Marae and its place in our lives in the past, in the present and in the future. We had to define our expanded whanau and community and all of our relationships to the Marae.Since the first Tribal Committee minutes in 1946, cultural, social, educational and economic concerns in the community have been paramount which various connected attempts have helped. These concerns are co-ordinated in this Plan and key priorities are outlined for the Trust and the factors needed for success so that the Trust is able to achieve the goals.The Plan reflects our mission statement which holds us, through the Marae Trust, to maintaining the Marae at the centre of our lives, as a foundation to support, strengthen and inspire us all in every endeavour and so assist us to realise our dreams and goals.TRANSCRIPT
1
TE RAWHITI MARAE
STRATEGIC PLAN 2006 - 2016
�Ki te pupuri i nga taonga tuku iho e o tatou tuupuna mo nga uri whakatupu ake�
�To hold fast to the treasures handed down by our tupuna for the benefit of the
present and future generations�
2CONTENTS
1.0 EXECUTIVE SUMMARY Photo 1: Te Rawhiti Marae. Te Rawhiti Whakaaturanga Letter from the Marae Trust 2.0 STRATEGIC DIRECTION 2.1 O Matou Tirohanga Whaanui (Our Vision) 2.2 O Matou Uaratanga (Our Mission) 2.3 O Matou Matatika (Our Values) Photo 2 Planning Wananga with some Kuia and Kaumatua 3.0 INTRODUCTION 3.1 Marae Profile Diagram 1: Te Rawhiti Marae � Heart of the Community 3.2 Historical Overview Photo 3: Te Rawhiti Marae pre-1960�s from R Shepherd �Rawhiti � 3.3 Legal Status Photo 4: Google GPS of Marae Property Diagram 2: Te Rawhiti Marae Organisational Structure 3.4 Overview of Marae Structure Photo 5: Nga Ringawera, 2006 Diagram 3 Composition of Te Rawhiti Whanau 3.5 Priority Target Group 3.6 Community Usage and Relationships 4.0 CURRENT STATUS Photo 6 Planning Wananga, 2006 5.0 ENVIRONMENTAL SCAN 5.1 Community Impacts and Issues Photo : Youth Wananga , 2004, Te Rawhiti Marae 5.2 Social Impacts and Issues Photo 8 J Linton, Otehei Bay, 2003 5.3 Political Impacts and Issues 5.4 Economic Impacts and Issues Photo 9: Motokokako 5.5 Environmental Impacts and Issues Photo 10 Te Rawhiti Resource Centre 6.0 CORE COMPETENCIES, RESOURCES & SKILLS 7.0 KEY ISSUES AND INFLUENCES 8.0 STRATEGIC PATHWAY Diagram 4: Marae based Engagement for Future Strategic Movement 8.01 Goals and Strategic Objectives 8.02 Action Plan & Milestones (2006- 2016) 9.0 CRITICAL SUCCESS FACTORS Photo 11: Youth Wananga, Te Rawhiti Marae APPENDIX: The Strategic Planning and Consultation Process Photo 12: The Canterbury Trust, a Marae-associated project, 2006 TITLE PAGE: Design: Elizabeth Harte, Melbourne, Australia. Water colour of proposed
renovation by Shadwick Design, Architects, Mt Albert
31.0 EXECUTIVE SUMMARY
This Strategic Plan for our Marae, 2006-2016, came about because of nga hapu�s decades old wish to
extend and renovate the Marae buildings. In 2002, a People�s meeting formed a sub- committee of the
Marae Trust, Te Rawhiti Marae Development Committee (TRMDC), with its own bank account and
executive. The committee was charged with the requirements to develop long term strategies to realise
the vision and to make the dream a reality.
We all see the completion of the building project as the beginning of planned future activities. The
preparation of the building process has made us all think about and discuss the Marae and its place in
our lives in the past, in the present and in the future. We had to define our expanded whanau and
community and all of our relationships to the Marae.
Since the first Tribal Committee minutes in 1946, cultural, social, educational and economic concerns
in the community have been paramount which various unconnected attempts have helped. These
concerns are co-ordinated in this Plan and key priorities are outlined for the Trust and the factors
needed for success so that the Trust is able to achieve the goals.
The Plan reflects our mission statement which holds us, through the Marae Trust, to maintaining the
Marae at the centre of our lives, as a foundation to support, strengthen and inspire us all in every
endeavour and so assist us to realise our dreams and goals.
4 WHAKAATURANGA
Te Rawhiti Marae
Ko Rakaumangamanga te maunga Ko Ipipiri te moana
Ko Te Rawhiti te marae, Ko Ngati Kuta me Patu Keha nga hapu
Ko Ngapuhi-nui-Tonu te Iwi Nga Kaitiaki o nga taonga tuku iho
Rakaumangamanga is the mountain
Ipipiri is the sea Te Rawhiti is the marae
Ngati Kuta and Patu Keha are the two hapu Ngapuhi-nui-tonu is the tribe
The guardians of the treasures
5
December 8
Tena koutou,
Tena ra koutou nga whanau e noho mai na I o koutou wa kainga I roto I nga manaakitanga a to tatou matua nui i te Rangi. Tena hoki koutou I nga tini
ahuatanga e pa ana ki a tatou I runga I o tatou Marae, ratou ki a ratou, waiho mai tatou te hunga ora ki a tatou, no reira, tena koutou katoa.
This Plan puts together the dreams and ideas from our whanau. We have laid a foundation for the future. It begins with the completion of our building project. We support this Plan which we have been part of. It will be maintained and monitored by the Trust, on behalf of our hapu.
No reira ko te tumanako kia awhinatia mai tenei kaupapa o tatou hei painga mo a tatou tamariki me nga uri whakatupu ake.
No reira,
Kia ora, Te Ringa Witehira
Chairperson
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ti M
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Hikurangi RD4
Northland 0184
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6
2.0 STRATEGIC DIRECTION
Tirohanga Whanui � Our Vision
Ki te pupuri i nga taonga tuku iho e o tatou tuupuna mo nga uri whakatupu ake To hold fast to the treasures handed down by our tupuna for the benefit of the present and future generations.
O Matou Uaratanga � Our Mission
Ki te whakatinana i o matou tirohanga whaanaui me o matou tumanako i runga i te tika me te pono, me te aroha, tetahi ki tetahi To maintain the Marae as the focal platform to support and strengthen the full potential of whanau, hapu and community now and for the future, with love, honesty and directness, one to another.
O Matou Matatika -Our Values
Kaupapa hei Whiriwhiri / Protocol Consultation All Marae activities require guidance to ensure that our tikanga and customs are respected and learned and thus, the kuia and kaumatua are to be consulted when in doubt or when instruction is needed. Nga taonga tuku iho These are the treasures inherited from our tuupuna. We have the responsibility to care for these to the best of our ability. One of these is the Marae, the centre where the treasures are gathered together. Aroha We acknowledge the guiding aroha of the ONE who has many names and the aroha of the wairua of our tupuna mai raano which converges inthe belief to promote, teach and uphold non-violence as a fundamental aim for every moment of our lives, inside and outside the Marae. Tika me Te Pono This has its focus on being direct and honest as the only way to conduct Marae affairs within and without the Marae thus promoting, teaching and upholding the development of a crime-free individual, child, adult, family and hapu wherever any member is in the world. Kaitiakitanga This is the acknowledgement of the responsibility passed down from our tuupuna, that we all care for and guard the precious taonga tuku iho. This kaitiakitanga of the Marae is a key focus of the Marae Trustees on behalf of, the hapu and for the benefit of the hapu and the community. Whanaungatanga This acknowledges the network of relationships. The first acknowledgement is that Ngati Kuta and Patukeha are kaitiaki together because of their whanaungatanga to the Marae. This whanaungatanga extends to the relationships which affect the Marae and those which are affected by the Marae, to be nurtured and developed. Rangatiratanga This is self determination evident from the most ancient tupuna like Maui, Kupe and others to the present. This belief is that we have within ourselves the ability to go out to meet and enjoy life by
7 developing our abilities and helping others along the way. Rangatiratanga literally means to gather together and this is the function of the Marae.-to provide the base to unite people, to inspire people and to bring them together to assist them to determine their lives productively. 3.0 INTRODUCTION 3.1 Marae Profile: Te Rawhiti Marae is situated in the heart of Te Rawhiti, a Northland coastal settlement in the eastern Bay of Islands, 1.5 hours north of Whangarei and 45 minutes south-east of Russell. It is located at the base of a peninsula named Cape Brett by the recent navigator, Cook, and named Rakaumangamanga, by the ancient navigator, Kupe, a thousand years ago. As the seventh pillar of the Whare Tapu o Ngapuhi, the kaitiakitanga of Rakaumangamanga is central to Ngati Kuta and Patu Keha role as ahi kaa. Te Rawhiti has a population of some 300 people, with the majority being Maori. It has a youthful population with the average ages ranging between 5- 35 years old. Local school children attend either Whangaruru School or Russell School, some 45 minutes away. Rawhiti is a popular camping and fishing spot with tourists. The population of this coastal settlement can often bourgeon to over 1000 people as whanau return home for the holidays and hui, or visitors arrive during the holiday seasons. Te Rawhiti Marae is the focal point of the local community, where the majority of the residents affiliate to the two hapu � Ngati Kuta and Patukeha. A strong group of kaumatua and kuia from both hapu lead and support the community. The Marae serves as a central, community platform for cultural, educational, economic, social, and spiritual expression. Managed by a committee of Marae Trustees, the Marae is the home base for several local initiatives, programmes, community events as well as traditional usage by whanau.
Planning Wananga, 2006 From left Matu Clendon, Te Ringa Witehira (Chair, Marae
Trust),Robert Willoughby, Puawai Tenana, Hine Puru
8 This diagram graphically demonstrates the central position of the Marae and defines its widest community.
Diagram 1
TE RAWHITI MARAE- THE HEART OF THE COMMUNITY
3.2 Historical Overview:
TE IWI
Te Runanga o Ngaapuhi Ngati Hine Ngati Wai
LOCAL & CENTRAL
GOVERNMENTAGENCIES
COMMERCIAL OPERATORS
& STAKE HOLDERS
TOURISM SECTOR incl MOTUKOKAKO FISH LICENCES COMM VESSELS CANTERBURY
THE RESIDENTSHOUSEHOLDERS Russell �Taupiri
Incl schools, churches etc
LEGALENTITIES OF
NGATI KUTA& PATUKEHA
Trusts, Businesses etc
NGATI KUTA & PATU KEHA= MARAE
9The historical significance of Te Rawhiti is that Rakaumangamanga, the mountain, is the third navigational marker in the vast Pacific triangle named by the great navigator Kupe. The other two markers are Rapanui or Easter Island and Hawaii. It is also one of the pillars of the sacred house of Ngapuhi Ngati Kuta and Patu Keha are the kaitiaki - the guardians � of Rakaumangamanga. This is the fundamental significance of Te Rawhiti Marae. It is the centre of this guardianship. The people guard �the gathering place of the migratory canoes� � Rakaumangamanga- as instructed by Kupe. This inherited task is held with deep pride. Before the Marae was built, communal activities were carried out in the large living rooms of a few houses in the community. The population grew. The land for the Marae was set aside by Te Paea Rewha and was legally designated for a Marae on 11th April 1946. The wharehui was built and opened in 1910. The building stood alone and our whanau cooked in a make shift tent to the side of the wharehui. Whanau members finished building the wharekai in 1947. The Wharekai was named �Te Rawhiti War Memorial Hall� after the example of the times, so that future generations would not forget our men who left to serve overseas and for those who never returned. The wharekai was condemned 20 years later in 1967, and was demolished in 1970. Te Rawhiti School house was then used for all marae affairs while our people raised funds to rebuild the wharekai. The old school was adapted and opened as a camping ground to help raise funds for a new wharekai and as a source of finance to maintain the Marae in the future. After much effort and commitment from our people to raise money, our new wharekai was built and opened in 1977, with its original name, �Te Rawhiti War Memorial Hall�.
3.3 Legal Status:
10Te Rawhiti Marae land was gifted by Te Paea Rewha (2.0 shares). The land was set aside as a Native
reservation
for the common use of the Maori people of Rawhiti for the purpose of a meeting-house site-NZ Gazette, 11th
April,1946. On February,1971, the purpose was re-defined to add.�and recreation ground. Ria Hori Hakaraia
donated 1.0 share in the Omakiwi, now Te Rawhiti, Block, which is being researched.
Legal description is: Block number is 2A1 2G2A. PT RAWHITI BLK XV BAY OF ISLANDS MARAE.
Title order date 21/01/1942.
The two hapu, Ngati Kuta ki Te Rawhiti and Patu Keha ki Te Rawhiti administer the activities on this Marae
through their representatives as Trustees.
Diagram 2 The Structure of the Marae
Google GPS Satellite picture of the Te Rawhiti Marae property.
11
3.4 Overview of Marae Structure
EXECUTIVETumuaki / Managers
RESOURCES UNIT ARCHIVAL UNIT MARAE DEVELOPMENT UNIT
MANAGEMENT
ADMINISTRATION OF PROJECTS AND
SERVICES
COMMUNITY RESOURCE CENTRE
PAPER /OBJECT/ ELECTRONIC FILED
STORAGE EXTENSION & RENOVATION
OF MARAE
IT/ IP COMMUNICATION
YOUTHINITIATIVES
HEALTH &EDUCATION VENTURES
SOCIALENTERPRISES
GOVERNANCE
MARAE TRUST Care of Marae Oversee Operations
Equal Hapu Representation
OPERATIONS
ECONOMIC DEVELOPMENT
NGATI KUTA and PATUKEHAKahui Kauia Kaumatua
12 Ngati Kuta and Patukeha appoint kaitiaki to manage and administer the affairs of the Marae. Each hapu elects four trustees to make up a unit of eight. The Te Rawhiti Marae Trustees are :
Ngati Kuta Kaitiaki
Patukeha Kaitiaki
Mr Robson Erceg Mr Te Ringa Witehira (Chair) Mr Francis Hepi Mr Joseph Bristowe Mrs Helen Mountain Harte (Secretary) Mr Richard Witehira Ms Deborah Peacock (Treasurer)
The Trustees are the kaitiaki of the Marae complex and everything which affects it. Their primary role is to care for the Marae as a �taonga tuku iho�, a treasure handed down, for the tupuna, for the community and for the future. In practice, the roles and responsibilities of Marae Trustees are akin to the governance role of a legal entity. Each Trustee has responsibility for a specific portfolio of Marae operations which include Marae maintenance; administration; asset management; financial management; health & safety requirements; and property landscaping and maintenance. There are also a number of sub-committees established to support, implement and administer Marae based functions and activities. They include the following: Te Komiti Wahine This committee are made up of women ( and men) who both cater for and maintain the wharekai and wharenui for the Marae. Mrs Mayron Witehira is the Assets Manager and is in charge of the Marae assets including equipment and catering matters. Te Rawhiti Marae Development Committee This is a sub-committee of the Marae Trust, of some 10 members with a 3-person working party (Chairperson: Marara Te Tai Hook, Secretary: Helen Mountain Harte, Co-ordinator: Maria Mavoa) which has been established to oversee the Te Rawhiti Marae Renovation and Extension Project. It has its own bank account and Accountant who is Treasurer. It reports to the Trustees. In accordance with the MOU, one of its members is a Marae Trustee. Te Rawhiti Toi Maori Roopu
Nga Ringawera, 2006. From left, Russell Hook,
Rick Lawrence, Kahurangi Hook Henare, Mayron
Witehira, Nina Hakaraia Ford, a Moko.
13This group is a gathering of artists and interested people who will design and plan the decoration of the Marae. It has its own budget granted from Waka Toi. Te Rawhiti Marae Resource Centre The administration and use of the Centre is to be established. It is available to the community through the Trustees Te Rawhiti Marae Archive Committee The Archive administration is to be established. It will hold the written material, taonga and electronic data of Te Rawhiti. Community Partnerships The Marae Trust forms associations with other committees and entities which are operating in Te Rawhiti by virtue of the fact the Marae is the Tupuna Marae. Te Rawhiti organisations which meet at the Marae are many and varied from whanau to government agencies, churches, schools, conferences, tramping clubs and such. The Marae has a working relationship with Kaingahoa Marae Reserve Trust which is exclusively for Patu Keha whanau. There are 12 Ahu Whenua Maori land Trusts, and 5 Charitable Trusts which deal with employment, recreation, Rakaumangamanga (Cape Brett) Peninsula, environmental restoration and music, art and craft development and six religious groups in the community. 3.5 Priority Target Group In the south eastern Bay of Islands, Te Rawhiti Marae is the tupuna marae. The beneficiaries of the Marae are the residents of Te Rawhiti and district. The members of the two hapu who administer and own the Marae, number in the hundreds, only a few hundred of which live in the district. Te Rawhiti Marae is the centre, the heart of the community for all traditional cultural knowledge and modern community affairs. The Marae keeps the community together, physically, spiritually, mentally and electronically. This centre is shared with the wider community. As with other rural communities, the whanau members residing away from Te Rawhiti play vital contributing roles in all of the Marae organisations, and in the various legal entities and land Trusts. Many have skills and qualifications which are a huge asset to the hau kainga, the hapu members at home, on and off the Marae. Electronic developments have meant that easy communication is possible. Changes to some procedures are also possible, such as on-line conferences and agreements. Filed hard copies of emails become records of these procedures. The whanau who do not live in Te Rawhiti are those within travelling distance, who return more often to the Marae for meetings, tangi and other hui. Those elsewhere in New Zealand return more often than those say, in Australia. Keeping these members in touch with the Marae is an issue the Trust is addressing with the Marae website and email updates. Diagram 3 refers to the widely dispersed whanau.
14Diagram 3 The Composition of the Te Rawhiti Whanau
3.6 Community Usage The Marae Trust has associations with other committees and entities which are operating in Te Rawhiti by virtue of the fact the Marae is the Tupuna Marae. Apart from hapu members and the local community, Te Rawhiti organisations which meet at the Marae are many and varied from churches to government agencies, schools, training conferences, tramping clubs and such. The Marae has a working relationship with Kaingahoa Marae Reserve Trust which is exclusively for Patukeha whanau. There are twelve Ahu Whenua Maori land Trusts, and five Charitable Trusts in the area, all of whom use the Marae on a regular basis.
Whanau overseas
Whanau further
away in NZ
Whanau withintravel- ling distance
Hau Kainga
154.0 CURRENT STATUS The snapshot of the rohe, and the role of the Marae within it, shows us a community which reflects significant levels of socio-economic disadvantage, with low levels of income, spasmodic, short term employment opportunities, benefit dependency, increasing crime statistics, and pockets of overcrowded accommodation and sub-standard housing dotted throughout the district. Land designated Maori has no commercial value as its sale, controlled by the Maori land Court, may only be to blood relatives whose socio-economic level is low. In contrast, the area also features many multi-million dollar holiday homes of some of New Zealand�s more affluent and prominent citizenry. There is also a busy and developed tourist industry which depends on the inhabitants of the Bay of Islands, especially at Te Rawhiti and its lands, to restrict developments to those not disturbing the natural features of the forests and marine life. Set against this landscape, there is evident in Rawhiti, like most rural communities, a strong sense of community engagement in local affairs, particularly in terms of protecting the taonga of the rohe � conservation of the environment, the waterways (moana) and the land (whenua). This care has developed from their ancestors, who, when Cook wrote in 1769, had perfected conservation measures so that the forest and birds, fish, seafood and mammals� populations were dense and innumerable. There are significant moves in the Bay to rebuild the sparse populations. Paramount amongst the local people is a pride in culture and whanaungatanga. Rawhiti is home to several registered organisations and Trusts and as such, it is a community abuzz with innovative activities and projects, ranging from developing enterprising eco-tourism initiatives, to promoting local Maori artisans to the international tourist market. As the central focal point for most hui, wananga or significant gatherings in the area, the Marae is where many of the initial concepts and ideas underpinning local projects and activities, usually get their first airing.
Planning Wananga, 2006. From left, Moka Puru, Te Aroha Rewha van der Heyden, Peti Pukepuke Ahitapu, Te Karaka Ahitapu, Maria King Mavoa
165.0 ENVIRONMENTAL SCAN 5.1 Community Impacts and Issues Engaging Community Partnerships: The Trusts and legal entities in Te Rawhiti are many and the Marae needs to proactively engage with these entities as a means of identifying opportunities for collaboration of resources, ideas and projects that will benefit all parties. The impact of all these entities is that they encompass all facets of Te Rawhiti life. They deal with Maori land - the Ahuwhenua Trusts; with family groups-Whanau Trusts; care for Cape Brett Peninsula; manage local employment contracts; promotes artistic development in the Bay, including a Charitable Trust running the shop on Urupukapuka Island. Together, these are a formidable and intensive care for Te Rawhiti. Health Issues: There are two Hau Ora operating in the area; Ngati Hine Hau Ora and Kia Ora Ngati Wai, who visit the frail and ill at home. The Russell doctor offered a day a week for a clinic but there was no suitable place to hold the clinic. The expanded Marae would cater for this. The Whanui Hau Ora continues to bring its annual mobile diagnostic clinic to the Marae for infant care; diabetics; prevention campaigns and tests for cancer (smear, breasts and prostate tests). A local Health Awareness programme is being developed to encourage regular health checks by families. Student Transport Issues: Transport remains a challenge for families whose children have to travel to their schools. The 14 or so pupils who are still at Ngaiotonga school, will go to the newly established Whangaruru Area School. They have a free bus which they have inherited from Ngaiotonga School taking them to and from school. The 14 or so pupils who were at Ngaiotonga now have their parents drive them to a bus at Parekura Bay where they go to Russell School. A bus takes Secondary pupils to Bay of Islands College in Kawakawa, an hour and a half away. The Russell school parents need to be able to get support for their bus-or all Rawhiti children might go to Russell School and get a free bus. These issues are under discussion. After-School Programme/Homework Centre: There are qualified teachers in the community with the capacity to provide after-school programmes with the support of the Russell School, but there is a lack of adequate facilities to accommodate this initiative. The Marae buildings do not conform to OSH or Ministry of Education requirements. Supporting our children�s learning is a community desire. A homework centre would help this learning process. Tertiary Training:
Te Rawhiti Youth Wananga
17There is a potential for Tertiary training courses to be held at the Marae once it has been refurbished and extended. Being in the centre of the Tourist trade, Te Rawhiti Marae would be an excellent facility to hold Hospitality and Tourism Courses. An upgraded kitchen would invite such Courses we have been told. Previously, Part of such a hospitality Course was held at the Marae and the kitchen part held elsewhere. 5.2 Social Impacts and Issues Youth: One of the main issues affecting the local youth population is a lack of services and facilities that meet their needs. As with many rural communities in Tai Tokerau � teenage pregnancies, substance and alcohol abuse are evident, creating a recipe for long term difficulties and problems both for families and the community at large. The James Family Trust of Whangarei funds a Youth programme for which schools and communities may avail themselves. Many local children participated in the holiday programme based at the Marae recently, as did outside groups. These programmes offer kayaking, waka ama and general sea and land safety sessions. One of the local Trusts is proposing a musical development programme for youth. The Kaingahoa Trust has been hosting the annual Cape Brett Run which is set to expand in numbers and area. A Youth specific project, Kia UU, is being developed which focuses on assisting youth with goal setting, relationship dynamics including interaction with parents, and offering a range of recreational and leisure activities. Teaching teenagers how to use leisure time well is a goal to help keep teenagers safe and out of trouble in the community.
Cultural Preservation: Cultural preservation is a high priority for the Marae Trust and as such, there will be a concerted effort to hold many wananga at the Marae to learn and teach Te Reo, waiata, weaving, Marae tikanga, whaikorero, bone carving, and making music for the artistically inclined.
5.3 Political Impacts and Issues Legislative Impacts: The Turewhenua Act, 1993 has had a double impact on Maori land. It has prevented the alienation of land more than at any other time, compared with its original function of securing land for settlers. It also has meant that there is no high financial gain from owning such land, unless the blood relatives are wealthy. The Far North District Council area, where rating is high, even though there
J Linton, Otehei Bay, 2003
18are negligible council services, all land owners are rated the same as fully serviced towns like Paihia, Kawakawa and Kaikohe. The road is sealed in small parts. Besides the environmental effects of the unsealed road, there are economic effects related to harsh wear and tear on vehicles and high vehicle maintenance costs, not the least of which are the regularity of punctured tyres. Far North District Council policy is geared to holiday makers, not permanent residents, as evidenced by the paucity of Council budgets spent on the local community infrastructure. 5.4 Economic Impacts and Issues Enterprise and Employment Issues and Opportunities: There have been marginal improvements in employment opportunities at Te Rawhiti through the efforts of local entities eg; the Employment Trusts securing labour contracts, and the growth in the building industry, where the construction of holiday homes and real estate developments are occurring in the area. The Resort Company at Otehei Bay employs some local people. Iwi Whakatupu Trust secured the Art and Craft Shop at Otehei Bay in 2001 and besides employing locals, secures 25% of its stock from local artists. Long term sustainable employment, however, still remains a challenge for the area. Significant developments have been identified, beginning in aqua culture and environmental conservation at hapu level in the area, which will create jobs in the very near future. With more training courses to be held at the Marae, more employment opportunities will be created. The Marae is central to this employment development. Tourism provides the major industry in the Bay of Islands and there are problems with filling any positions. The better paid positions require trained people in the hospitality industry. Much of the work available is seasonal. Winter is difficult for the owners as well as the employees. The initiative to buy the ex-Frigate, �Canterbury�, and sink it at Deep Water Cove as a living reef for divers and tourists has been successfully acquired by the Canterbury Trust. The hapu at Te Rawhiti are equal partners in the Canterbury Trust to carry out this enterprise. The impacts of this are an economic gain for some qualified people, and hopefully for other local business spin offs. Motukokako is owned by whanau at Te Rawhiti and is an international feature. Whanau do not receive any benefit from the stream of tourists, commercial operators take through the Rock and around it.
Motukokako
19 5.5 Environmental Impacts and Issues Hapu Resource Management: The Resource Management Act upholds the maintenance of the natural and unspoiled environment in the Bay of Islands and the protection of sites of significance. Housing sub-divisions in the area on lands once lived on and owned by tangata whenua have meant statutory consultation with tangata whenua to protect sites. The importance of these sites has now been recognised with the formation of Hapu Resource Management Units whose long and constant hard work to keep abreast of developments requires more people on board to undertake this most important of roles. The impact of the new and large developments of residents in the area, have had a high rating effect on the community. On the other hand, they all are environmentally aware and conservation minded. It is in their and our interest to be so. They are an asset to our community, and indeed, are part of our community. The islands and the coastal mainland have few, if any, native birds because of the density of the pests populations-rats, stoats and weasels. Te Rawhiti people have entered in to partnership with DOC and the environmental group (of which we are foundation members), �Guardians of the Bay�. The aim is to restore the islands to their former bird and native plant state. The marine life in the Bay is severely reduced because of over-fishing and over-collection of shellfish. Sea grass is depleted in Te Rawhiti Bays, as well as the kina, oysters, mussels and scallops. The pipi along Te Rawhiti Bays are small and do not grow well, if at all, most the size of a thumb nail before they die. The clay and dust from the unsealed road has clogged the sand preventing feeding. There are steps under way with the Ministry of Fisheries to deal with the marine and coastal problems The Black wattle and other pest plants and trees fill the native bush in large patches. These need removing requiring a complex procedure to get them out of the area. The pine forests at Te Rawhiti, now overdue for milling, have always been an issue because they are not native, they are ugly and there are now few shell fish on the rocks below where the trees grow along the coast of Taiharuru and Omakiwi. The effects of the pinus species on marine life is being researched. The Resource Management Unit will not approve any pinus being planted in future.
Te Rawhiti Resource Centre- The ex-Kohanga Reo Building
20 6.0 CORE COMPETENCIES, RESOURCES AND SKILLS The core competencies identified through consultation with whanau, hapu and community are as follows: ! Natural environment is the �jewel in the crown� of the Bay of Islands ! Cultural capacity through our kuia and kaumatua ! IT capacity ! Qualified teachers & trainers ! Resource Management specialists ! Archival Research capacity ! Specialised artisan community including writers ! Construction trades including carpentry; electrical work; landscaping; roofing etc ! Policy development and strategic planning capacity ! Strong networking capacity ! Entrepreneurship competencies ! Dedicated Resource Centre
7.0 KEY ISSUES AND INFLUENCES Key issues/influences identified to date include: - The Marae building has deteriorated in the last 30 years and its facilities do not cater for the larger numbers who attend varied events there. While many Schools and Church groups use the Marae, more organisations/whanau/groups would use it if the facilities were upgraded and expanded. Some schools reluctantly go elsewhere. The Bookings sheets are available to show the groups who stay at the Marae. - Rebuilding our culture through Te Reo�� - Economic status of hapu and whanau in the rohe. - Building a robust infrastructure of systems, resources and skilled people to undertake all Marae plans effectively. - Cultural development opportunities are needed as many whanau/hapu members live outside the rohe, we need to explore ways for them to access culture in both traditional and modern forms. - Environmental impacts.
- Relationships with government agencies and other stakeholders - Relationships with other hapu and iwi.
21 8.0 STRATEGIC PATHWAY Diagram 4 Engagement with Community for Strategic Direction
ENGAGE WITH NGAPUHI RUNANGA &
OTHER MARAE in collaborations and
with wider communities of
interest
Point of contact is common marae needs
ENGAGE WITH INTERNATIONAL COMMUNITIES &
ENTITIES
Establishing existing and
sourcing new mutual point/s of contact ENGAGE WITH
FUNDERS Public & Private sector
Projects for holistic social and economic
development
People and conditions as point of contact
ENGAGE WITH COMMERCIAL
STAKEHOLDERS Key features-
Partnerships and Joint Ventures
Land & Sea rights as
point of contact
ENGAGE WITH AGENCIES
Environmental Conservation
FNDC,NRC,DOC,MOF, DIA,WINZ,TPK,MSD,
WAKA TOI, TOURISM NZ
Land & sea as Point of contact
ENGAGE WITHRESIDENTS
Community and Marae Education
Community usage input & needs.
Tourists as temporary residents
Conservation as point of contact
A SELF SUSTAINING MARAE
CENTRE OF: Spirituality Learning Socialising Community develpmntDecision making Politics Economic development
22
8.01
G
oals
and
Str
ateg
ic O
bjec
tives
Goa
l One
Goa
l Tw
o
Goa
l Thr
ee
Goa
l Fou
r
Goa
l Fi
ve
To m
aint
ain
and
cons
olid
ate
tikan
ga, c
ultu
ral v
alue
s and
st
anda
rds,
whi
ch u
nder
pins
al
l Mar
ae a
ctiv
ities
and
pr
oced
ures
.
To p
rovi
de a
Mar
ae
faci
lity
that
cat
ers t
o th
e gr
owin
g ne
eds o
f its
� be
nefic
iarie
s and
the
vario
us c
omm
uniti
es o
f in
tere
st, b
oth
now
and
in
the
futu
re.
To fa
cilit
ate,
dev
elop
and
su
ppor
t the
rebu
ildin
g,
revi
taliz
atio
n an
d pr
eser
vatio
n of
our
cul
ture
and
hist
oric
al
taon
ga, t
hrou
gh w
anan
ga a
nd
othe
r mea
ns, u
nder
the
guar
dian
ship
of o
ur K
uia
and
Kau
mat
ua.
To fa
cilit
ate
and
deve
lop
a ra
nge
of in
itiat
ives
and
se
rvic
es th
at w
ill p
rogr
ess t
he
soci
al, c
ultu
ral,
educ
atio
nal,
econ
omic
stat
us a
nd
aspi
ratio
ns o
f wha
nau,
hap
u an
d co
mm
unity
in T
e R
awhi
ti.
To e
nsur
e th
e lo
ng te
rm
sust
aina
bilit
y of
the
Mar
ae
and
its� c
ore
func
tions
, in
prov
idin
g a
cent
ral p
latfo
rm
for t
he b
ette
rmen
t of i
ts
bene
ficia
ries a
nd th
e co
mm
unity
in w
hich
it
oper
ates
.
Stra
tegi
c O
bjec
tives
(S
tepp
ing
Ston
es)
Stra
tegi
c O
bjec
tives
(S
tepp
ing
Ston
es)
Stra
tegi
c O
bjec
tives
(S
tepp
ing
Ston
es)
Stra
tegi
c O
bjec
tives
(S
tepp
ing
Ston
es)
Stra
tegi
c O
bjec
tives
(S
tepp
ing
Ston
es)
1.0
To c
ompl
ete
the
Mar
ae
Cha
rter a
nd a
ny o
ther
sig
nific
ant M
arae
Fo
unda
tion
docu
men
ts in
w
hich
the
prin
cipl
es, v
alue
s an
d st
anda
rds a
re e
nshr
ined
as
set o
ut b
y th
e ha
pu a
nd
wha
nau
of th
e M
arae
. 2.
0 To
hol
d br
iefin
g se
ssio
ns fo
r all
truste
es a
nd
bene
ficia
ries o
n al
l Fo
unda
tion
docu
men
ts.
3.0
To e
nsur
e th
e co
mpl
etio
n of
the
Te
Raw
hiti
Mar
ae B
uild
ing
Exte
nsio
ns P
roje
ct is
do
ne in
a ti
mel
y an
d ef
ficie
nt m
anne
r and
�to
bu
dget
�.
4.0
To e
stab
lish
a de
dica
ted
prog
ram
me
of w
anan
ga
prom
otin
g N
gapu
hi ti
kang
a,
reo,
Mah
i Toi
with
Pat
u K
eha,
N
gati
Kut
a de
rivat
ions
. 5.
0 To
est
ablis
h a
Kui
a an
d K
aum
atua
Cou
ncil
and
Ran
gata
hi C
ounc
il.
6.0
To e
stab
lish
a ra
nge
of
tailo
red
com
mun
ity s
ervi
ces
and
prog
ram
mes
that
will
ad
dres
s the
soci
al, e
cono
mic
, an
d ed
ucat
iona
l nee
ds o
f M
arae
ben
efic
iarie
s and
the
com
mun
ity.
7.0
To p
rovi
de g
ood
gove
rnan
ce, d
irect
ion
and
lead
ersh
ip.
8.0
To c
ondu
ct a
n A
nnua
l R
evie
w o
f Stra
tegi
c Pl
an.
9.0
To d
evel
op a
co
mpr
ehen
sive
Fun
ding
St
rate
gy th
at e
ncom
pass
es
the
�big
pic
ture
� fu
ndin
g ne
eds
of th
e M
arae
and
its
partn
ers &
com
mun
ity.
23
8.02
A
CT
ION
PL
AN
-man
aged
by
Tru
stee
s St
rate
gic
Obj
ectiv
e 1.
0:
!
To c
ompl
ete
the
Mar
ae C
harte
r and
any
oth
er si
gnifi
cant
Mar
ae F
ound
atio
n do
cum
ents
in w
hich
tika
nga
and
othe
r cul
tura
l val
ues a
nd st
anda
rds
are
ensh
rined
as s
et o
ut b
y th
e ha
pu b
enef
icia
ries o
f the
Mar
ae.
GO
AL
ON
E:
To m
aint
ain
and
cons
olid
ate
tikan
ga, c
ultu
ral v
alue
s and
stan
dard
s, w
hich
gui
des a
nd u
nder
pins
all
Mar
ae a
ctiv
ities
and
pro
cedu
res.
St
rate
gic
Obj
ectiv
e 2.
0:
!
To fu
lly b
rief a
ll tru
stee
s and
ben
efic
iarie
s on
all M
arae
Fou
ndat
ion
docu
men
ts.
KEY
RE
SULT
AR
EA
S T
ASK
S PE
RSO
N/S
R
ESP
ON
SIB
LE
T
IME
LIN
E
DA
TE
C
OM
PLE
TED
A
UT
HO
RIS
ED
SI
GN
-OFF
2.
1 B
riefin
g se
ssio
ns
on
Mar
ae C
harte
r
c
ompl
eted
. 2.
2 Br
iefin
g se
ssio
ns
on M
arae
Stra
tegi
c
Plan
com
plet
ed.
2.3
Brie
fing
sess
ions
on M
arae
Pol
icy
M
anua
l com
plet
ed.
2.4
Bi-a
nnua
l Rev
iew
of
Mar
ae P
olic
ies
Man
ual c
ondu
cted
.
2.1.
1: T
o ho
ld a
serie
s of b
riefin
g se
ssio
ns
via
Peop
le�s
Hui
and
oth
er m
eans
, to
fully
in
form
be
nefic
iarie
s of o
ur M
arae
Cha
rter.
2.1.
2: T
o ta
ke a
reco
rd o
f all
feed
back
on
the
Mar
ae C
harte
r for
futu
re re
fere
nce
and
amen
dmen
ts.
2.2.
1:To
hol
d a
serie
s of b
riefin
g se
ssio
ns
via
Peop
le�s
Hui
and
oth
er m
eans
, to
fully
in
form
ben
efic
iarie
s of o
ur M
arae
Stra
tegi
c Pl
an a
nd p
erfo
rman
ce p
rogr
ess t
o da
te.
2.3.
1 To
hol
d a
serie
s of b
riefin
g se
ssio
ns
via
Peop
le�s
Hui
and
oth
er m
eans
, to
fully
in
form
ben
efic
iarie
s of o
ur M
arae
Stra
tegi
c Pl
an a
nd p
erfo
rman
ce p
rogr
ess t
o da
te.
2.4.
1 To
revi
ew M
arae
Pol
icie
s &
Proc
edur
es in
line
with
reco
mm
enda
tions
by
Tru
stee
s & b
enef
icia
ries.
24
GO
AL
TW
O:
To
pro
vide
a M
arae
faci
lity
that
cat
ers t
o th
e gr
owin
g ne
eds
of it
s ben
efic
iarie
s and
the
vario
us c
omm
uniti
es o
f int
eres
t, bo
th n
ow a
nd in
the
futu
re.
Stra
tegi
c O
bjec
tive
3.0:
!
To e
nsur
e th
e co
mpl
etio
n of
the
Te R
awhi
ti M
arae
Bui
ldin
g Pr
ojec
t is d
one
in a
tim
ely
and
effic
ient
man
ner,
and
to b
udge
t.
KE
Y R
ESU
LT
AR
EA
S T
ASK
S PE
RSO
N/S
R
ESP
ON
SIBL
E
TIM
EL
INE
D
AT
E
CO
MPL
ET
ED
A
UT
HO
RIS
ED
SI
GN
-OFF
3.
1 T
e R
awhi
ti M
arae
Ex
tens
ion
&
Ref
urbi
shm
ent P
roje
ct
com
plet
ed.
3.1.
1: T
o fa
cilit
ate,
pla
n, a
nd m
onito
r th
e M
arae
Bui
ldin
g Pr
ojec
t to
be
reso
urce
d ap
prop
riate
ly.
3.1.
2: T
o fin
alis
e al
l Mar
ae p
lans
and
sp
ecifi
catio
ns.
3.1.
3: T
o se
cure
Res
ourc
e C
onse
nts
and
Build
ing
Con
sent
. 3.
1.5:
To
ensu
re th
at th
e pr
ojec
t is
real
istic
ally
stag
ed a
nd c
oste
d.
3.1.
6: T
o co
nfirm
the
Proj
ect F
undi
ng
Stra
tegy
. 3.
1.7:
To
stage
spec
ific
proj
ect
fund
raisi
ng e
vent
s to
achi
eve
the
$$$.
3.
1.8:
To
iden
tify
appr
opria
te B
uild
er
and
Proj
ect M
anag
er.
3.1.
9: T
o im
plem
ent a
Ten
der P
roce
ss.
3.2.
0: T
o m
onito
r con
stru
ctio
n pr
ogre
ss/v
et p
aym
ents
acc
ordi
ngly
.
Cha
ir: T
RMT
C
hair
TRM
DC
A
rchi
tect
/TR
MD
C
TRM
DC
/TR
MT
TRM
DC
TR
MD
C
Ever
yone
/TR
MD
C TR
MT/
TRM
DC
TR
MT
QS.
& T
RM
T
Ong
oing
Ju
ne 2
009
25
GO
AL
THR
EE:
To
fac
ilita
te, d
evel
op a
nd s
uppo
rt th
e re
build
ing,
rev
italiz
atio
n an
d pr
eser
vatio
n of
our
cul
ture
, our
hist
oric
al T
aong
a, th
roug
h w
anan
ga a
nd o
ther
mea
ns,
unde
r the
gua
rdia
nshi
p of
our
Kui
a an
d K
aum
atua
. St
rate
gic
Obj
ectiv
e 4.
0:
!
To e
stab
lish
a de
dica
ted
prog
ram
me
of w
anan
ga p
rom
otin
g N
gapu
hi ti
kang
a, re
o, m
ahi t
oi -
with
Pat
u K
eha
and
Nga
ti K
uta
deriv
atio
ns.
KE
Y R
ESU
LT A
RE
AS
TA
SKS
PER
SON
/S
RE
SPO
NSI
BLE
T
IME
LIN
E
DA
TE
C
OM
PLE
TE
D
AU
TH
OR
ISE
D
SIG
N-O
FF
4.1
Wha
nau
and
Hap
u ar
e ab
le a
cces
s the
M
arae
Cul
tura
l D
evel
opm
ent
prog
ram
mes
and
w
anan
ga fr
om a
nyw
here
in
the
wor
ld.
4.1.
1: T
o es
tabl
ish
a ra
nge
of c
ultu
ral
deve
lopm
ent/t
rain
ing
prog
ram
mes
that
en
cour
ages
par
ticip
atio
n of
ha
pu/w
hana
u in
Tik
anga
, te
reo
and
mah
i toi
. 4.
1.2:
Impl
emen
tatio
n of
Cul
tura
l Pr
ogra
mm
e Sc
hedu
le.
4.1.
3: D
evel
op a
mul
ti-m
edia
pr
omot
ions
cam
paig
n th
at e
nsur
es th
at
all b
enef
icia
ries a
re in
form
ed o
f w
anan
ga a
nd se
ssio
ns a
nd a
ttrac
t the
ir at
tend
ance
. 4.
1.4:
Sco
pe th
e de
velo
pmen
t of o
n-lin
e cu
ltura
l tra
inin
g m
odul
es w
ith
bene
ficia
ries l
ivin
g aw
ay fr
om R
awhi
ti an
d ov
erse
as.
4.1.
5: T
o co
nduc
t a 3
-Yea
r Rev
iew
of
our �
cultu
ral o
utpu
ts a
nd o
utco
mes
� in
clud
ing
impl
emen
tatio
n of
re
com
men
datio
ns b
y K
uia
and
Kau
mat
ua C
ounc
il.
26
GO
AL
TH
RE
E:
T
o fa
cilit
ate,
dev
elop
and
sup
port
the
rebu
ildin
g, r
evita
lizat
ion
and
pres
erva
tion
of o
ur c
ultu
re, o
ur h
isto
rica
l Tao
nga,
thro
ugh
wan
anga
and
oth
er
mea
ns, u
nder
the
guar
dian
ship
of o
ur K
uia
and
Kau
mat
ua.
Stra
tegi
c O
bjec
tive
5.0:
!
To e
stab
lish
a K
uia
and
Kau
mat
ua C
ounc
il an
d al
so a
Cou
ncil
for R
anga
tahi
. K
EY
RE
SULT
AR
EA
S T
ASK
S PE
RSO
N/S
R
ESP
ON
SIBL
E
TIM
EL
INE
D
AT
E
CO
MPL
ET
ED
A
UT
HO
RIS
ED
SI
GN
-OFF
5.
1 Th
e K
uia
and
Kau
mat
ua C
ounc
il in
pl
ace,
and
act
ivel
y ad
visi
ng a
nd
cont
ribut
ing
to M
arae
af
fairs
. 5.
2: A
Ran
gata
hi
Cou
ncil
is es
tabl
ishe
d an
d op
erat
ing
from
the
Mar
ae.
5.1.
1: H
old
an in
itial
hui
of k
uia
and
kaum
atua
to e
stab
lish
the
term
s of
refe
renc
e fo
r a K
uia
and
Kau
mat
ua
Cou
ncil.
5.
1.2:
For
mal
reco
gniti
on o
f Cou
ncil
of
Kui
a an
d K
aum
atua
, with
thei
r ow
n se
cret
ary
appo
inte
d to
reco
rd a
ll C
ounc
il de
liber
atio
ns.
5.1.
3: E
nsur
e th
at th
e m
eetin
g sc
hedu
le
and
any
othe
r eve
nts p
erta
inin
g to
the
Cou
ncil
of K
uia
and
Kau
mat
ua a
re
incl
uded
in th
e M
arae
Cal
enda
r. 5.
1.4:
Ens
ure
that
the
Kui
a an
d K
aum
atua
Cou
ncil
are
allo
cate
d a
budg
et fo
r run
ning
cos
ts a
nd o
ther
re
late
d co
sts f
or th
em to
func
tion.
5.
2.1:
To
esta
blis
h a
Rang
atah
i Cou
ncil
that
dev
elop
s and
supp
orts
you
th
initi
ativ
es a
nd a
spira
tions
. 5.
2.2:
Pro
vide
a b
udge
t allo
catio
n fo
r th
e ef
fect
ive
runn
ing
of th
e R
anga
tahi
C
ounc
il.
27
GO
AL
FOU
R:
T
o fa
cilit
ate
and
deve
lop
a ra
nge
of in
itiat
ives
and
ser
vice
s th
at w
ill p
rogr
ess
the
soci
al, c
ultu
ral,
educ
atio
nal,
econ
omic
sta
tus
and
aspi
ratio
ns o
f w
hana
u, h
apu
and
com
mun
ity in
Raw
hiti.
St
rate
gic
Obj
ectiv
e 6.
0:
!
To e
stab
lish
a ra
nge
of ta
ilore
d co
mm
unity
ser
vice
s and
pro
gram
mes
that
will
add
ress
the
soci
al, e
cono
mic
and
edu
catio
nal n
eeds
of t
he M
arae
be
nefic
iarie
s and
the
com
mun
ity.
KE
Y R
ESU
LT A
RE
AS
TA
SKS
PER
SON
/S
RE
SPO
NSI
BLE
T
IME
LIN
E
DA
TE
C
OM
PLE
TE
D
AU
TH
OR
ISE
D
SIG
N-O
FF
6.1:
A ra
nge
of tr
aini
ng
prog
ram
mes
are
bei
ng
prov
ided
on
a re
gula
r ba
sis fr
om th
e M
arae
in
clud
ing:
-T
ertia
ry tr
aini
ng in
H
ospi
talit
y;
-OSH
rela
ted
Trai
ning
co
urse
s;
-Hom
ewor
k C
entre
for
child
ren;
-S
mal
l Bus
ines
s Tr
aini
ng;
-Intro
duct
ion
to
Com
pute
rs;
-You
th D
evel
opm
ent
Prog
ram
me;
-H
ealth
& F
itnes
s Pr
ogra
mm
e;
- Res
ourc
e C
entre
fully
op
erat
iona
l; - R
epor
t Writ
ing
&
Fund
ing
Trai
ning
.
6.1.
1: T
o pr
iorit
ise
the
train
ing
prog
ram
mes
and
act
iviti
es to
be
deliv
ered
at t
he M
arae
and
dev
elop
a
com
preh
ensi
ve M
arae
Eve
nts &
Tr
aini
ng C
alen
dar.
6.1.
2: T
o ac
tivel
y fa
cilit
ate
and
secu
re
fund
ing
for a
col
labo
rativ
e M
arae
-dr
iven
, com
mun
ity-f
ocus
ed p
roje
ct th
at
mee
ts c
omm
unity
nee
ds.
6.1.
3: M
arae
Pro
gram
me
Co-
ordi
nato
r to
be
appo
inte
d: @
$30
K p
er a
nnum
. 6.
1.4:
Res
ourc
e C
entre
Co-
ordi
nato
r to
be a
ppoi
nted
: @ $
30K
per
ann
um.
6.1.
5: F
undi
ng to
be
secu
red
for a
ll in
itiat
ives
by
Co-
ordi
nato
rs.
6.1.
6: T
o es
tabl
ish
an A
ccou
ntab
ility
an
d R
epor
ting
mec
hani
sm fo
r the
ad
min
istra
tion
of a
ll pr
ogra
mm
es.
6.1.
7: A
nnua
l rev
iew
of a
ll pr
ogra
mm
es
and
serv
ices
con
duct
ed fo
r Tru
stee
s.
28
GO
AL
FIV
E:
T
o en
sure
the
long
term
sus
tain
abili
ty o
f the
Mar
ae, a
nd it
s� c
ore
func
tions
in p
rovi
ding
a c
entr
al p
latfo
rm fo
r th
e be
tter
men
t of i
ts b
enef
icia
ries
an
d th
e co
mm
unity
in w
hich
it o
pera
tes.
Stra
tegi
c O
bjec
tive
7.0:
!
To p
rovi
de g
ood
gove
rnan
ce; d
irect
ion
and
lead
ersh
ip.
KE
Y R
ESU
LT A
RE
AS
TA
SKS
PER
SON
/S
RE
SPO
NSI
BLE
T
IME
LIN
E
DA
TE
C
OM
PLE
TE
D
AU
TH
OR
ISE
D
SIG
N-O
FF
7.1:
Mar
ae g
over
nanc
e
capa
city
stre
ngth
ened
.
7.1.
1: T
rust
ee In
duct
ion
Proc
ess
deve
lope
d an
d im
plem
ente
d.
7.1.
2: T
rust
ee g
over
nanc
e tra
inin
g pr
ogra
mm
e in
stig
ated
. 7.
1.3:
To e
nsur
e ro
bust
gov
erna
nce
by
mon
itorin
g o
ngoi
ng m
onth
ly re
ports
: - M
arae
Ope
ratio
ns/ M
arae
Fin
ance
s - M
arae
Ser
vice
s & P
rogr
amm
es
-Spe
cial
Mar
ae P
roje
cts
7.1.
4: R
egul
arly
app
raise
staf
fing
capa
city
and
per
form
ance
ann
ually
en
surin
g qu
ality
serv
ice
prov
isio
n.
7.
1.5:
Ensu
re fi
nanc
ial a
ccou
nts a
re
audi
ted
and
pres
ente
d an
nual
ly
at th
e A
GM
and
to th
e B
oard
. 7.
1.6:
Mai
ntai
n/up
date
Ass
et R
egist
er.
7.1.
7: T
o ac
tivel
y pr
omot
e an
d fo
rge
partn
ersh
ips/
colla
bora
tions
with
key
st
ake
hold
ers i
ncl.
Cen
tral &
Loc
al
Gov
t. ag
enci
es.
29
GO
AL
FIV
E:
T
o en
sure
the
long
term
sus
tain
abili
ty o
f the
Mar
ae, a
nd it
s� c
ore
func
tions
in p
rovi
ding
a c
entr
al p
latfo
rm fo
r th
e be
tter
men
t of i
ts b
enef
icia
ries
an
d th
e co
mm
unity
in w
hich
it o
pera
tes.
Stra
tegi
c O
bjec
tive
8.0:
!
To re
gula
rly c
ondu
ct a
n an
nual
revi
ew o
f the
Stra
tegi
c Pl
an a
nd o
vera
ll or
gani
satio
nal p
erfo
rman
ce.
TA
SKS
PER
SON
/S
RE
SPO
NSI
BLE
T
IME
LIN
E
DA
TE
C
OM
PLE
TE
D
AU
TH
OR
ISE
D
SIG
N-O
FF
8.1
Stra
tegi
c Pl
an
revi
ewed
ann
ually
.
8.1.
1 To
mon
itor &
revi
ew
orga
nisa
tiona
l per
form
ance
aga
inst
St
rate
gic
Plan
obj
ectiv
es.
8.1.
2: T
o re
view
Mar
ae P
rogr
amm
e an
d
Serv
ice
Ran
ge a
nnua
lly in
line
with
St
rate
gic
Plan
revi
ew p
roce
ss, a
nd to
en
sure
rele
vanc
e an
d ap
prop
riate
ness
to
bene
ficia
ries a
nd th
e co
mm
unity
.
Cha
ir: T
RMT
Cha
ir: T
RMT
Ann
ually
A
nnua
lly
30
GO
AL
FIV
E:
T
o en
sure
the
long
term
sus
tain
abili
ty o
f the
Mar
ae, a
nd it
s co
re f
unct
ions
in p
rovi
ding
a c
entr
al p
latfo
rm f
or t
he b
ette
rmen
t of i
ts b
enef
icia
ries
an
d th
e co
mm
unity
in w
hich
it o
pera
tes.
Stra
tegi
c O
bjec
tive
9.0:
!
To d
evel
op a
nd im
plem
ent a
com
preh
ensi
ve F
undi
ng S
trate
gy th
at e
ncom
pass
es th
e �b
ig p
ictu
re�
fund
ing
need
s of t
he M
arae
and
its
partn
ers a
nd o
ther
stak
ehol
ders
in th
e co
mm
unity
. K
EY
RE
SULT
AR
EA
S T
ASK
S PE
RSO
N/S
R
ESP
ON
SIBL
E
TIM
EL
INE
D
AT
E
CO
MPL
ET
ED
A
UT
HO
RIS
ED
SI
GN
-OFF
9.
0: A
nnua
l Fun
ding
Pl
ans
impl
emen
ted
succ
essf
ully
.
9.1.
1: T
o im
plem
ent t
he a
nnua
l Fun
ding
Fa
cilit
atio
n Pl
an a
s fol
low
s:
Fund
ing
Tar
get f
or 2
007/
08:
Bu
ildin
g Pr
ojec
t Tar
get
$89
0,00
0 Pr
ojec
ts &
Ser
vice
s
$
120,
000
Mar
ae R
unni
ng C
osts
$ 4
0,00
0 Fu
ndin
g T
arge
t for
200
8/09
: Bu
ildin
g Pr
ojec
t
$80
0,00
0 Pr
ojec
ts &
Ser
vice
s
$1
40,0
00
Mar
ae R
unni
ng C
osts
$
50,
000
Fund
ing
Tar
get f
or 2
009/
10:
Bu
ildin
g Pr
ojec
t
$ 30
0,00
0 Pr
ojec
ts &
Ser
vice
s
$ 1
60,0
00
Mar
ae R
unni
ng C
osts
$
60,
000
Fund
ing
Tar
get f
or 2
010/
11:
Proj
ects
& S
ervi
ces
$
200,
000
Mar
ae R
unni
ng C
osts
$6
5,00
0
TRM
DC
/TR
MT
Ong
oing
31
9.0
C
RIT
ICA
L S
UC
CE
SS F
AC
TO
RS
The
follo
win
g cr
itica
l suc
cess
fact
ors a
re id
entif
ied
as b
eing
piv
otal
to T
e R
awhi
ti M
arae
Tru
st b
eing
abl
e to
ach
ieve
its g
oals
and
obje
ctiv
es a
s pe
r the
Stra
tegi
c Pl
an 2
006-
2016
: !
Bei
ng p
rope
rly re
sour
ced
incl
udin
g fu
ndin
g.
!
Stra
tegi
c, fo
cuse
d le
ader
ship
at a
ll le
vels
of M
arae
ope
ratio
ns.
!
Nur
turin
g a
spiri
t of c
olla
bora
tion
and
unity
with
bot
h ha
pu a
nd th
e co
mm
unity
. !
Bei
ng re
spon
sive
and
flex
ible
eno
ugh
to a
dapt
to th
e ch
angi
ng n
eeds
of b
enef
icia
ries a
nd th
e co
mm
unity
. !
Com
mitm
ent t
o on
goin
g pr
ojec
t/ser
vice
eva
luat
ion
and
inte
rnal
mon
itorin
g.
!
Con
tinui
ng to
iden
tify
and
capi
taliz
e on
opp
ortu
nitie
s tha
t will
add
val
ue to
the
Mar
ae a
nd it
s fun
ctio
ns, f
or th
e be
nefit
of i
ts
bene
ficia
ries a
nd th
e co
mm
unity
. !
Ong
oing
stra
tegi
c de
velo
pmen
t of t
he �
peop
le�
reso
urce
of t
he h
apu
and
com
mun
ity.
!
Prud
ent a
nd ro
bust
fina
ncia
l man
agem
ent.
!
Mai
ntai
n a
high
deg
ree
of a
ccou
ntab
ility
, tra
nspa
renc
y an
d in
tegr
ity in
all
unde
rtaki
ngs.
You
th G
roup
at a
W
anan
ga, 2
005
From
left
Wire
mu
Rew
ha, K
eri R
ewha
, C
harle
s Rew
ha,
Wire
mu
Hep
i, Sh
ane
Wite
hira
32
APP
EN
DIX
T
HE
ST
RA
TE
GIC
PL
AN
NIN
G A
ND
CO
NSU
LT
AT
ION
PR
OC
ESS
M
arch
25,
200
2 Fi
rst P
anui
from
Tru
stee
s for
a W
anan
ga-a
iwi t
o di
scus
s dev
elop
ing
the
Mar
ae
Apr
il 20
-21,
200
2 W
eeke
nd W
anan
ga-a
iwi a
gree
d th
at th
e m
arae
nee
ded
reno
vatin
g an
d ex
pand
ing
and
that
a c
omm
ittee
nee
ded
to b
e fo
rmed
to
dr
ive
the
proj
ect.
A
pril
27, 2
002.
2.
40pm
. Fou
ndat
ion
Mee
ting
�Dev
elop
ing
the
Mar
ae�,
Te R
awhi
ti M
arae
. Com
mitt
ee fo
rmed
. Dis
cuss
ions
beg
inni
ng re
-for
min
g a
M
arae
Cha
rter.
St
ep O
ne- G
athe
ring
Inf
orm
atio
n.
Firs
t Con
sulta
tion
hui
June
8, 2
002
1.10
pm. T
e Ra
whi
ti M
arae
. TRM
DC
Exec
utiv
e an
noun
ced;
Fun
d ra
ising
; Dev
elop
men
t Stra
tegy
-Dat
abas
e, S
pons
ors,
Ass
ets
R
egist
er to
be
upda
ted.
Ju
ly 1
4, 2
002,
Te T
awa.
TR
MD
C m
eetin
g Ju
ly 1
8, 2
002
Pa
nui-r
epor
t of J
une
mee
ting
re st
rate
gy p
lann
ing.
Nex
t mee
ting.
Se
cond
Con
sulta
tion
Hui
A
ugus
t 17,
200
2
Te R
awhi
ti M
arae
Se
ptem
ber
21, 2
002
M
eetin
g B
otan
nica
l Gar
dens
, Man
urew
a 1
0.00
am-2
.30p
m. S
ame
agen
da a
s 8 Ju
ne h
ui.
Sept
embe
r 28
, 200
2,
Exec
utiv
e m
eetin
g Th
ird C
onsu
ltatio
n H
ui.
Nov
embe
r 9,
200
2
10.0
0am
Te
Raw
hiti
Mar
ae.
Fina
lise
uses
of M
arae
and
cha
nges
to th
e M
arae
to c
ater
for t
hese
use
s. Pr
ojec
t Ste
ps o
utlin
ed in
Han
d
out.
Dev
elop
Brie
f, C
once
pt D
raw
ings
, Qua
ntity
Sur
veyo
r; Fi
nal c
onsu
ltatio
n w
ith c
once
pt p
lans
and
dra
ft co
stin
gs.
A
rchi
tect
ural
Brie
f dev
elop
ed. A
Fin
anci
al P
lan
to b
e de
velo
ped
whe
n Pl
ans a
re fi
nalis
ed.
Step
Tw
o- D
evel
opin
g th
e C
once
pt P
lans
, Fun
drai
sing
Str
ateg
ies
Apr
il 12
, 200
3.
10.2
5 am
. Te
Raw
hiti
Mar
ae
Arc
hite
ct�s
Brie
f was
sent
to M
. Par
ker a
nd to
Mal
com
Wal
ker.
Fund
Rai
sing
Stra
tegy
dev
elop
ed
w
ith F
und
Rai
sing
ven
ture
s. M
ay 2
3, 2
003.
Ex
ecut
ive
mee
ting.
Te
Ata
tu P
enin
sula
. Ban
k A
ccou
nt se
t up.
Met
Tre
asur
er-A
ccou
ntan
t. C
alen
dar f
und
raise
r dev
elop
ed.
June
7, 2
003.
11.0
0 am
. Te
Raw
hiti
Mar
ae.
Kom
iti W
ahin
e as
ked
to su
bmit
thei
r pla
ns fo
r the
kitc
hen
to th
e A
rchi
tect
. Mar
ae C
harte
r bei
ng
di
scus
sed
by n
ga H
apu-
seco
nd re
visi
on c
opie
s for
wha
nau.
M
ay 1
4, 2
004.
10
.00a
m. T
e A
tatu
. Exe
cutiv
e. C
alen
dars
pro
fit o
f $14
79.4
2. B
ank
Acc
ount
$28
84.1
2. S
econ
d A
rchi
tect
Mal
com
Wal
ker.
Con
cept
Plan
s dev
elop
ing
Mar
ae C
harte
r nea
ring
com
plet
ion.
Mee
ting
with
Ann
a B
ospi
sil o
f Lot
terie
s bei
ng a
rrang
ed to
ask
abo
ut st
aged
fund
ing.
A
ugus
t 14,
200
4 Pe
ople
s Hui
. TR
MD
C up
date
. Mar
ae C
harte
r for
med
with
5 p
oint
s und
er d
iscus
sion
15
Nov
embe
r, 2
004
12
.00p
m M
eetin
g A
rchi
tect
M W
alke
r.
33
Mar
ch 7
, 200
5.
11.1
5 am
. Te
Ata
tu.
Exec
utiv
e Pe
ns/T
Shi
rts fu
nd ra
iser b
eing
sold
. Sev
eral
mee
tings
with
Arc
hite
ct. A
rchi
tect
fini
shed
con
cept
plan
s and
mod
el o
f Mar
ae. T
he m
odel
was
scan
ned
and
thes
e, w
ith c
opie
s of
the
conc
ept p
lans
, wer
e po
sted
and
em
aile
d to
50
wha
nau
in D
ecem
ber,
2004
. ASB
app
licat
ion
to b
e re
ady
for M
arch
20
for E
quip
men
t. M
eetin
g w
ith A
rchi
tect
to se
t app
roxi
mat
e
pr
ojec
ted
budg
et.
June
29,
200
5.
Third
Arc
hite
ct, B
ruce
Sha
dwic
k an
d hi
s Ass
ocia
te a
ccep
ted
the
Brie
f. Th
e ot
her A
rchi
tect
s rel
ucta
ntly
with
drew
due
to h
eavy
wor
k
com
mitm
ents
. 7.1
5 am
. Tra
velle
d to
Raw
hiti
with
Sha
dwic
k A
rchi
tect
s for
a m
eetin
g w
ith th
e Tr
uste
es. F
inal
mea
sure
men
ts o
f the
Mar
ae w
ere
carr
ied
out t
o en
able
ass
essm
ent o
f Wal
ker C
once
pt P
lans
.
11.3
0am
Fr
aser
Tho
mas
Eng
inee
r fro
m P
aihi
a pr
esen
t for
pre
limin
ary
site
asse
ssm
ent f
or w
aste
wat
er a
nd s
ewer
age.
Ju
ne 3
0, 2
005
Fr
aser
Tho
mas
and
Tru
stees
par
t of t
he p
roje
ct M
eetin
g w
ith R
Hed
glan
d in
Hea
d O
ffic
e, P
apat
oeto
e. T
opog
raph
ical
surv
ey
Nov
embe
r 11
, 200
5
Exec
utiv
e m
eetin
g K
ohim
aram
a. C
onsu
ltatio
ns w
ith T
rust
to a
ppro
ve S
hadw
ick
conc
ept D
raw
ings
whi
ch a
ltere
d th
e W
alke
r
conc
ept.
Lack
of r
unni
ng c
osts
of $
12,0
00+-
Wor
k ha
lted
to ra
ise fu
nds.
Febr
uary
12,
200
6
Fees
for A
rchi
tect
: TR
AIO
N fu
ndin
g of
$5,
000
paid
Arc
hite
ct a
nd a
$5,
000
priv
ate
dona
tion.
Iwi W
haka
tupu
Tru
st, T
e Ra
whi
ti,
pa
id th
e in
itial
Eng
inee
r�s f
ees a
s a c
omm
unity
don
atio
n. F
und
raisi
ng st
all b
y M
arae
Tru
st.
June
, 200
6
$30
cam
paig
n to
hel
p pa
y ne
xt E
ngin
eer�
s fee
s-Ju
ne, J
uly.
Ju
ly 7
to 3
1, 2
006
Met
And
rew
Cav
ill, N
RC
, Wha
ngar
ei w
ith E
ngin
eer�
s R
epor
t and
Con
cept
Pla
ns. N
RC a
ppro
ved
Sew
erag
e an
d w
aste
wat
er sy
stem
in c
onsu
ltatio
n w
ith E
ngin
eer.
55 P
re-lo
dgem
ent c
opie
s of
Res
ourc
e C
onse
nt A
pplic
atio
n to
FN
DC
sent
out
to a
ffect
ed c
omm
unity
.
App
licat
ion
to T
oi A
ke to
beg
in p
roce
ss o
f Mar
ae a
rt w
orks
rest
orat
ion
and
Wha
karu
ruha
u de
cora
tion
Aug
ust,
2006
Wha
ngar
ei S
ocia
l in
Aug
ust.
Res
ourc
e C
onse
nt lo
dged
-cos
t=$2
3,00
0. S
trate
gic
Plan
ass
istan
ce A
pplic
atio
n to
the
Hap
u
D
evel
opm
ent F
und
of T
RA
ION
for $
5.00
0-A
ugus
t 28.
Se
ptem
ber,
200
6 R
ecei
ved
TRA
ION
fund
ing
O
ctob
er 1
3, 2
006
Peop
le�s
Wee
kend
Hui
- rep
ort f
rom
TR
MD
C. F
ees r
equi
red
to p
ay th
e Q
uant
ity S
urve
yor,
D B
uckl
e $6
,600
+ be
fore
fund
ing
can
be
ap
plie
d fo
r to
com
plet
e fin
al B
uild
ing
plan
s. Fo
lder
of i
tem
s ref
errin
g to
Stra
tegi
c Pl
an re
quire
men
ts, n
eces
sary
Fou
ndat
ion
Doc
umen
ts a
nd b
ackg
roun
d m
ater
ials
for d
iscus
sion
han
ded
out.
Wor
ksho
p ga
ther
s inf
orm
atio
n.
Oct
ober
14,
200
6 Fi
rst d
raft
of S
trate
gic
Plan
com
plet
ed.
Oct
ober
24,
200
6 Q
S fe
es: d
onat
ion
of $
5,00
0 to
pay
QS
from
Dr P
Yat
es, K
okin
ga. M
arae
Tru
st pa
ys re
mai
nder
. N
ovem
ber
4 &
5, 2
006
Seco
nd D
raft
Mar
ae S
trate
gic
Plan
form
ed. C
opie
s of M
arae
Cha
rter d
istrib
uted
. Disc
ussi
on a
gree
d th
at M
arae
Cha
rter b
e re
-
orga
nise
d an
d re
vise
d.
Nov
embe
r 14
, 200
6 D
raft
of S
trate
gic
Plan
sent
to P
lann
ers f
rom
hui
. Dra
ft 6
of C
harte
r em
aile
d an
d po
sted
to a
ppro
x 25
par
ticip
ants
. D
ecem
ber
10, 2
006
Stra
tegi
c Pl
an a
nd M
arae
Cha
rter p
rese
nted
to A
rthur
Har
awira
, TR
AIO
N, a
t Mar
ae.
Dec
embe
r 13
, 200
6 R
esou
rce
Con
sent
gra
nted
. QS
revi
sing
and
stag
ing
orig
inal
est
imat
es. T
RM
DC
revi
sing
est
imat
es.
.
34
Te R
awhi
ti M
arae
Dev
elop
men
t Com
mitt
ee c
ompi
led
this
Pla
n w
ith th
e da
ta fr
om n
ga h
apu,
Pat
ukeh
a an
d N
gati
Kut
a. T
his e
ditio
n pr
inte
d Ja
nuar
y 30
, 200
7.
The
Can
terb
ury
Trus
t,on
e of
the
Mar
ae-a
ssoc
iate
d pr
ojec
ts,
whi
ch c
onsi
sts
of d
ivin
g en
thus
iast
s an
d N
gati
Kut
a an
d Pa
tuke
ha.
Dis
cuss
ion
Mee
ting
, 20
06.