Te Rawhiti Marae Strategic Plan

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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”

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CONTENTS 1.0

EXECUTIVE SUMMARY Photo 1: Te Rawhiti Marae.

2.0

Te Rawhiti Whakaaturanga Letter from the Marae Trust 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

3.0

Planning Wananga with some Kuia and Kaumatua

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

3.4

Diagram 2: Te Rawhiti Marae Organisational Structure Overview of Marae Structure Photo 5: Nga Ringawera, 2006

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Diagram 3 Composition of Te Rawhiti Whanau 3.5 Priority Target Group 3.6 Community Usage and Relationships CURRENT STATUS Photo 6 Planning Wananga, 2006

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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

6.0

Photo 10 Te Rawhiti Resource Centre CORE COMPETENCIES, RESOURCES & SKILLS

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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) CRITICAL SUCCESS FACTORS

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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

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1.0

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, Hikurangi RD4 Northland 0184

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

(Marae Reserve)

Te Rawhiti Marae 439

Trust

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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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.

Planning Wananga, 2006 From left Matu Clendon, Te Ringa Witehira (Chair, Marae Trust),Robert Willoughby, Puawai Tenana, Hine Puru

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.

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 LEGAL ENTITIES OF NGATI KUTA& PATUKEHA Trusts, Businesses etc

TE IWI

THE RESIDENTS

Te Runanga o Ngaapuhi Ngati Hine Ngati Wai

HOUSEHOLDERS Russell –Taupiri Incl schools, churches etc

NGATI KUTA & PATU KEHA= MARAE LOCAL & CENTRAL GOVERNMENT AGENCIES

TOURISM

SECTOR incl

MOTUKOKAKO FISH LICENCES COMM VESSELS CANTERBURY

COMMERCIAL

OPERATORS & STAKE HOLDERS

3.2

Historical Overview:

9 The 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:

10 Te 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.

Google GPS Satellite picture of the Te Rawhiti Marae property.

Diagram 2

The Structure of the Marae

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GOVERNANCE

NGATI KUTA and PATUKEHA Kahui Kauia Kaumatua

MARAE TRUST

Care of Marae Oversee Operations Equal Hapu Representation

EXECUTIVE

MANAGEMENT

Tumuaki / Managers

OPERATIONS

RESOURCES UNIT

MARAE DEVELOPMENT UNIT

ADMINISTRATION OF PROJECTS AND SERVICES

PAPER /OBJECT/ ELECTRONIC FILED STORAGE

EXTENSION & RENOVATION OF MARAE

COMMUNITY RESOURCE CENTRE

IT/ IP COMMUNICATION

YOUTH INITIATIVES

ECONOMIC DEVELOPMENT

HEALTH & EDUCATION VENTURES

SOCIAL ENTERPRISES

3.4

Overview of Marae Structure

ARCHIVAL UNIT

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 Mr Robson Erceg Mr Francis Hepi Mrs Helen Mountain Harte (Secretary) Ms Deborah Peacock (Treasurer)

Patukeha Kaitiaki Mr Te Ringa Witehira (Chair) Mr Joseph Bristowe Mr Richard Witehira

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.

Nga Ringawera, 2006. From left, Russell Hook, Rick Lawrence, Kahurangi Hook Henare, Mayron Witehira, Nina Hakaraia Ford, a Moko.

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

13 This 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.

14 Diagram 3

The Composition of the Te Rawhiti Whanau Hau Kainga Whanau withintravelling distance

Whanau further away in NZ Whanau overseas

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.

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4.0

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

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5.0

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.

Te Rawhiti Youth Wananga

Tertiary

Training:

17 There 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.

J Linton, Otehei Bay, 2003

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

18 are 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

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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 CentreThe ex-Kohanga Reo Building

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6.0

CORE COMPETENCIES, RESOURCES AND SKILLS

The core competencies identified through consultation with whanau, hapu and community are as follows: ! ! ! ! ! ! ! ! ! ! ! !

7.0

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

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.

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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 RESIDENTS 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 develpmnt Decision making Politics Economic development

ENGAGE WITH FUNDERS Public & Private sector Projects for holistic social and economic development People and conditions 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 WITH COMMERCIAL STAKEHOLDERS Key featuresPartnerships and Joint Ventures Land & Sea rights as point of contact

To provide a Marae facility that caters to the growing needs of its’ beneficiaries and the various communities of interest, both now and in the future.

Strategic Objectives (Stepping Stones) 3.0 To ensure the completion of the Te Rawhiti Marae Building Extensions Project is done in a timely and efficient manner and “to budget”.

To maintain and consolidate tikanga, cultural values and standards, which underpins all Marae activities and procedures.

Strategic Objectives (Stepping Stones) 1.0 To complete the Marae Charter and any other significant Marae Foundation documents in which the principles, values and standards are enshrined as set out by the hapu and whanau of the Marae.

2.0 To hold briefing sessions for all trustees and beneficiaries on all Foundation documents.

Goal Two

Goals and Strategic Objectives

Goal One

8.01

5.0 To establish a Kuia and Kaumatua Council and Rangatahi Council.

Strategic Objectives (Stepping Stones) 4.0 To establish a dedicated programme of wananga promoting Ngapuhi tikanga, reo, Mahi Toi with Patu Keha, Ngati Kuta derivations.

To facilitate, develop and support the rebuilding, revitalization and preservation of our culture and historical taonga, through wananga and other means, under the guardianship of our Kuia and Kaumatua.

Goal Three

Strategic Objectives (Stepping Stones) 6.0 To establish a range of tailored community services and programmes that will address the social, economic, and educational needs of Marae beneficiaries and the community.

To facilitate and develop a range of initiatives and services that will progress the social, cultural, educational, economic status and aspirations of whanau, hapu and community in Te Rawhiti.

Goal Four

9.0 To develop a comprehensive Funding Strategy that encompasses the “big picture” funding needs of the Marae and its partners & community.

8.0 To conduct an Annual Review of Strategic Plan.

Strategic Objectives (Stepping Stones) 7.0 To provide good governance, direction and leadership.

To ensure the long term sustainability of the Marae and its’ core functions, in providing a central platform for the betterment of its beneficiaries and the community in which it operates.

Goal Five

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2.2.1:To hold a series of briefing sessions via People’s Hui and other means, to fully inform beneficiaries of our Marae Strategic Plan and performance progress to date.

2.3.1 To hold a series of briefing sessions via People’s Hui and other means, to fully inform beneficiaries of our Marae Strategic Plan and performance progress to date.

2.4.1 To review Marae Policies & Procedures in line with recommendations by Trustees & beneficiaries.

2.3 Briefing sessions on Marae Policy Manual completed.

2.4 Bi-annual Review of Marae Policies Manual conducted.

2.1.2: To take a record of all feedback on the Marae Charter for future reference and amendments.

2.1.1: To hold a series of briefing sessions via People’s Hui and other means, to fully inform beneficiaries of our Marae Charter.

TASKS

2.2 Briefing sessions on Marae Strategic Plan completed.

2.1 Briefing sessions on Marae Charter completed.

KEY RESULT AREAS

PERSON/S RESPONSIBLE

Strategic Objective 2.0: ! To fully brief all trustees and beneficiaries on all Marae Foundation documents. TIMELINE

DATE COMPLETED

GOAL ONE: To maintain and consolidate tikanga, cultural values and standards, which guides and underpins all Marae activities and procedures.

AUTHORISED SIGN-OFF

! To complete the Marae Charter and any other significant Marae Foundation documents in which tikanga and other cultural values and standards are enshrined as set out by the hapu beneficiaries of the Marae.

Strategic Objective 1.0:

8.02 ACTION PLAN-managed by Trustees

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KEY RESULT AREAS 3.1 Te Rawhiti Marae Extension & Refurbishment Project completed.

Everyone/TRMDC TRMT/TRMDC TRMT QS. & TRMT

3.1.8: To identify appropriate Builder and Project Manager.

3.1.9: To implement a Tender Process.

3.2.0: To monitor construction progress/vet payments accordingly.

TRMDC

TRMDC

TRMDC/TRMT

Architect/TRMDC

Chair TRMDC

PERSON/S RESPONSIBLE Chair: TRMT

3.1.7: To stage specific project fundraising events to achieve the $$$.

3.1.6: To confirm the Project Funding Strategy.

3.1.5: To ensure that the project is realistically staged and costed.

3.1.3: To secure Resource Consents and Building Consent.

3.1.2: To finalise all Marae plans and specifications.

3.1.1: To facilitate, plan, and monitor the Marae Building Project to be resourced appropriately.

TASKS Ongoing

TIMELINE

DATE COMPLETED June 2009

AUTHORISED SIGN-OFF

! To ensure the completion of the Te Rawhiti Marae Building Project is done in a timely and efficient manner, and to budget.

Strategic Objective 3.0:

GOAL TWO: To provide a Marae facility that caters to the growing needs of its beneficiaries and the various communities of interest, both now and in the future.

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4.1.1: To establish a range of cultural development/training programmes that encourages participation of hapu/whanau in Tikanga, te reo and mahi toi.

4.1 Whanau and Hapu are able access the Marae Cultural Development programmes and wananga from anywhere in the world.

4.1.5: To conduct a 3-Year Review of our “cultural outputs and outcomes” including implementation of recommendations by Kuia and Kaumatua Council.

4.1.4: Scope the development of on-line cultural training modules with beneficiaries living away from Rawhiti and overseas.

4.1.3: Develop a multi-media promotions campaign that ensures that all beneficiaries are informed of wananga and sessions and attract their attendance.

4.1.2: Implementation of Cultural Programme Schedule.

TASKS

KEY RESULT AREAS

PERSON/S RESPONSIBLE

TIMELINE

DATE COMPLETED

AUTHORISED SIGN-OFF

! To establish a dedicated programme of wananga promoting Ngapuhi tikanga, reo, mahi toi - with Patu Keha and Ngati Kuta derivations.

Strategic Objective 4.0:

GOAL THREE: To facilitate, develop and support the rebuilding, revitalization and preservation of our culture, our historical Taonga, through wananga and other means, under the guardianship of our Kuia and Kaumatua.

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5.2: A Rangatahi Council is established and operating from the Marae.

Kaumatua Council in place, and actively advising and contributing to Marae affairs.

5.1 The Kuia and

KEY RESULT AREAS

5.2.2: Provide a budget allocation for the effective running of the Rangatahi Council.

5.2.1: To establish a Rangatahi Council that develops and supports youth initiatives and aspirations.

5.1.4: Ensure that the Kuia and Kaumatua Council are allocated a budget for running costs and other related costs for them to function.

5.1.3: Ensure that the meeting schedule and any other events pertaining to the Council of Kuia and Kaumatua are included in the Marae Calendar.

5.1.2: Formal recognition of Council of Kuia and Kaumatua, with their own secretary appointed to record all Council deliberations.

5.1.1: Hold an initial hui of kuia and kaumatua to establish the terms of reference for a Kuia and Kaumatua Council.

TASKS

PERSON/S RESPONSIBLE

Strategic Objective 5.0: ! To establish a Kuia and Kaumatua Council and also a Council for Rangatahi. TIMELINE

DATE COMPLETED

AUTHORISED SIGN-OFF

GOAL THREE: To facilitate, develop and support the rebuilding, revitalization and preservation of our culture, our historical Taonga, through wananga and other means, under the guardianship of our Kuia and Kaumatua.

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6.1.2: To actively facilitate and secure funding for a collaborative Maraedriven, community-focused project that meets community needs.

-Tertiary training in Hospitality; -OSH related Training courses; -Homework Centre for children; -Small Business Training; -Introduction to Computers; -Youth Development Programme; -Health & Fitness Programme; - Resource Centre fully operational; - Report Writing & Funding Training.

6.1.7: Annual review of all programmes and services conducted for Trustees.

6.1.6: To establish an Accountability and Reporting mechanism for the administration of all programmes.

6.1.5: Funding to be secured for all initiatives by Co-ordinators.

6.1.4: Resource Centre Co-ordinator to be appointed: @ $30K per annum.

6.1.3: Marae Programme Co-ordinator to be appointed: @ $30K per annum.

6.1.1: To prioritise the training programmes and activities to be delivered at the Marae and develop a comprehensive Marae Events & Training Calendar.

TASKS

6.1: A range of training programmes are being provided on a regular basis from the Marae including:

KEY RESULT AREAS

PERSON/S RESPONSIBLE

TIMELINE

DATE COMPLETED

AUTHORISED SIGN-OFF

Strategic Objective 6.0: ! To establish a range of tailored community services and programmes that will address the social, economic and educational needs of the Marae beneficiaries and the community.

GOAL FOUR: To facilitate and develop a range of initiatives and services that will progress the social, cultural, educational, economic status and aspirations of whanau, hapu and community in Rawhiti.

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7.1: Marae governance capacity strengthened.

KEY RESULT AREAS

7.1.7: To actively promote and forge partnerships/collaborations with key stake holders incl. Central & Local Govt. agencies.

7.1.6: Maintain/update Asset Register.

7.1.5:Ensure financial accounts are audited and presented annually at the AGM and to the Board.

7.1.4: Regularly appraise staffing capacity and performance annually ensuring quality service provision.

7.1.3:To ensure robust governance by monitoring ongoing monthly reports: - Marae Operations/ Marae Finances - Marae Services & Programmes -Special Marae Projects

7.1.2: Trustee governance training programme instigated.

7.1.1: Trustee Induction Process developed and implemented.

TASKS

! To provide good governance; direction and leadership.

Strategic Objective 7.0:

PERSON/S RESPONSIBLE

TIMELINE

DATE COMPLETED

AUTHORISED SIGN-OFF

GOAL FIVE: To ensure the long term sustainability of the Marae, and its’ core functions in providing a central platform for the betterment of its beneficiaries and the community in which it operates.

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8.1 Strategic Plan reviewed annually.

8.1.2: To review Marae Programme and Service Range annually in line with Strategic Plan review process, and to ensure relevance and appropriateness to beneficiaries and the community.

8.1.1 To monitor & review organisational performance against Strategic Plan objectives.

TASKS

Chair: TRMT

PERSON/S RESPONSIBLE Chair: TRMT

Annually

Annually

TIMELINE

DATE COMPLETED

! To regularly conduct an annual review of the Strategic Plan and overall organisational performance.

Strategic Objective 8.0:

AUTHORISED SIGN-OFF

GOAL FIVE: To ensure the long term sustainability of the Marae, and its’ core functions in providing a central platform for the betterment of its beneficiaries and the community in which it operates.

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Plans implemented successfully.

9.0: Annual Funding

KEY RESULT AREAS

Funding Target for 2010/11: Projects & Services $200,000 Marae Running Costs $65,000

Funding Target for 2009/10: Building Project $ 300,000 Projects & Services $ 160,000 Marae Running Costs $ 60,000

Funding Target for 2008/09: Building Project $800,000 Projects & Services $140,000 Marae Running Costs $ 50,000

Funding Target for 2007/08: Building Project Target $890,000 Projects & Services $120,000 Marae Running Costs $ 40,000

Facilitation Plan as follows:

9.1.1: To implement the annual Funding

TASKS

TIMELINE

TRMDC/TRMT Ongoing

PERSON/S RESPONSIBLE

DATE COMPLETED

AUTHORISED SIGN-OFF

! To develop and implement a comprehensive Funding Strategy that encompasses the “big picture” funding needs of the Marae and its partners and other stakeholders in the community.

Strategic Objective 9.0:

GOAL FIVE: To ensure the long term sustainability of the Marae, and its core functions in providing a central platform for the betterment of its beneficiaries and the community in which it operates.

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CRITICAL SUCCESS FACTORS

Youth Group at a Wananga, 2005 From left Wiremu Rewha, Keri Rewha, Charles Rewha, Wiremu Hepi, Shane Witehira

Being properly resourced including funding. Strategic, focused leadership at all levels of Marae operations. Nurturing a spirit of collaboration and unity with both hapu and the community. Being responsive and flexible enough to adapt to the changing needs of beneficiaries and the community. Commitment to ongoing project/service evaluation and internal monitoring. Continuing to identify and capitalize on opportunities that will add value to the Marae and its functions, for the benefit of its beneficiaries and the community. ! Ongoing strategic development of the “people” resource of the hapu and community. ! Prudent and robust financial management. ! Maintain a high degree of accountability, transparency and integrity in all undertakings.

! ! ! ! ! !

The following critical success factors are identified as being pivotal to Te Rawhiti Marae Trust being able to achieve its goals and objectives as per the Strategic Plan 2006-2016:

9.0

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First Panui from Trustees for a Wananga-a iwi to discuss developing the Marae Weekend Wananga-a iwi agreed that the marae needed renovating and expanding and that a committee needed to be formed to drive the project. 2.40pm. Foundation Meeting ‘Developing the Marae’, Te Rawhiti Marae. Committee formed. Discussions beginning re-forming a Marae Charter.

March 25, 2002 April 20-21, 2002

1.10pm. Te Rawhiti Marae. TRMDC Executive announced; Fund raising; Development Strategy-Database, Sponsors, Assets Register to be updated. Te Tawa. TRMDC meeting Panui-report of June meeting re strategy planning. Next meeting.

Step Two- Developing the Concept Plans, Fundraising Strategies April 12, 2003. 10.25 am. Te Rawhiti Marae Architect’s Brief was sent to M. Parker and to Malcom Walker. Fund Raising Strategy developed with Fund Raising ventures. May 23, 2003. Executive meeting. Te Atatu Peninsula. Bank Account set up. Met Treasurer-Accountant. Calendar fund raiser developed. June 7, 2003. 11.00 am. Te Rawhiti Marae. Komiti Wahine asked to submit their plans for the kitchen to the Architect. Marae Charter being discussed by nga Hapu-second revision copies for whanau. May 14, 2004. 10.00am. Te Atatu. Executive. Calendars profit of $1479.42. Bank Account $2884.12. Second Architect Malcom Walker. Concept Plans developing Marae Charter nearing completion. Meeting with Anna Bospisil of Lotteries being arranged to ask about staged funding. August 14, 2004 Peoples Hui. TRMDC update. Marae Charter formed with 5 points under discussion 15 November, 2004 12.00pm Meeting Architect M Walker.

Third Consultation Hui. November 9, 2002 10.00am Te Rawhiti Marae. Finalise uses of Marae and changes to the Marae to cater for these uses. Project Steps outlined in Hand out. Develop Brief, Concept Drawings, Quantity Surveyor; Final consultation with concept plans and draft costings. Architectural Brief developed. A Financial Plan to be developed when Plans are finalised.

Second Consultation Hui August 17, 2002 Te Rawhiti Marae September 21, 2002 Meeting Botannical Gardens, Manurewa 10.00am-2.30pm. Same agenda as 8 June hui. September 28, 2002, Executive meeting

July 14, 2002, July 18, 2002

First Consultation hui June 8, 2002

Step One- Gathering Information.

April 27, 2002.

THE STRATEGIC PLANNING AND CONSULTATION PROCESS

APPENDIX

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.

11.15 am. Te Atatu. Executive Pens/T Shirts fund raiser being sold. Several meetings with Architect. Architect finished concept plans and model of Marae. The model was scanned and these, with copies of the concept plans, were posted and emailed to 50 whanau in December, 2004. ASB application to be ready for March 20 for Equipment. Meeting with Architect to set approximate projected budget. June 29, 2005. Third Architect, Bruce Shadwick and his Associate accepted the Brief. The other Architects reluctantly withdrew due to heavy work commitments. 7.15 am. Travelled to Rawhiti with Shadwick Architects for a meeting with the Trustees. Final measurements of the Marae were carried out to enable assessment of Walker Concept Plans. 11.30am Fraser Thomas Engineer from Paihia present for preliminary site assessment for waste water and sewerage. June 30, 2005 Fraser Thomas and Trustees part of the project Meeting with R Hedgland in Head Office, Papatoetoe. Topographical survey November 11, 2005 Executive meeting Kohimarama. Consultations with Trust to approve Shadwick concept Drawings which altered the Walker concept. Lack of running costs of $12,000+- Work halted to raise funds. February 12, 2006 Fees for Architect: TRAION funding of $5,000 paid Architect and a $5,000 private donation. Iwi Whakatupu Trust, Te Rawhiti, paid the initial Engineer’s fees as a community donation. Fund raising stall by Marae Trust. June, 2006 $30 campaign to help pay next Engineer’s fees-June, July. July 7 to 31, 2006 Met Andrew Cavill, NRC, Whangarei with Engineer’s Report and Concept Plans. NRC approved Sewerage and wastewater system in consultation with Engineer. 55 Pre-lodgement copies of Resource Consent Application to FNDC sent out to affected community. Application to Toi Ake to begin process of Marae art works restoration and Whakaruruhau decoration August, 2006 Whangarei Social in August. Resource Consent lodged-cost=$23,000. Strategic Plan assistance Application to the Hapu Development Fund of TRAION for $5.000-August 28. September, 2006 Received TRAION funding October 13, 2006 People’s Weekend Hui- report from TRMDC. Fees required to pay the Quantity Surveyor, D Buckle $6,600+ before funding can be applied for to complete final Building plans. Folder of items referring to Strategic Plan requirements, necessary Foundation Documents and background materials for discussion handed out. Workshop gathers information. October 14, 2006 First draft of Strategic Plan completed. October 24, 2006 QS fees: donation of $5,000 to pay QS from Dr P Yates, Kokinga. Marae Trust pays remainder. November 4 & 5, 2006 Second Draft Marae Strategic Plan formed. Copies of Marae Charter distributed. Discussion agreed that Marae Charter be reorganised and revised. November 14, 2006 Draft of Strategic Plan sent to Planners from hui. Draft 6 of Charter emailed and posted to approx 25 participants. December 10, 2006 Strategic Plan and Marae Charter presented to Arthur Harawira, TRAION, at Marae. December 13, 2006 Resource Consent granted. QS revising and staging original estimates. TRMDC revising estimates.

March 7, 2005.

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Te Rawhiti Marae Development Committee compiled this Plan with the data from nga hapu, Patukeha and Ngati Kuta. This edition printed January 30, 2007.

The Canterbury Trust, one of the Marae-associated projects, which consists of diving enthusiasts and Ngati Kuta and Patukeha. Discussion Meeting, 2006.

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