TE RAWHITI

COMMUNITY PLAN

THE ECONOMIC FORMATION OF

THE DREAMS OF A COMMUNITY

PREPARED BY ROBERT WILLOUGHBY

CONVENER, TE HUI TAUMATA OHAOHA, TE RAWHITI, 2006
CHAIRPERSON, NGATI KUTA HAPU KI TE RAWHITI TRUST
MANAGER, FISHERIES MANAGEMENT UNIT, NGATI KUTA HAPU
24 SEPTEMBER 2007

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 INTRODUCTION

Arising from the recent Economic Hui held at Te Rawhiti in June 2007, a Community Plan was
created to address the needs of the community and its assets. The Hui was held over 2 days and
included a wide representation of whanau and community interests. On the first day there were
two facilitators from the Auckland University Business School. This plan is a summary of the
event and the opportunities identified to be developed in and by the community.

The plan should be read in conjunction with our Ngati Kuta Hapu Management Plans. These can
be found on our web site www.ngatikuta.maori.nz, or www.terawhitimarae.maori.nz . While parts
of the plan are already in play and it was always envisaged that a two-three year time line for this
plan to evolve would be practical. Nevertheless, it is a working document and will be adapted
over time.

TE RAWHITI

On the eastern side of the Bay of Islands, a large bay enclosing many islands, is Te Rawhiti. It is
a small Maori community surrounded by native bush, forests and sea. The coastline holds
significant cultural and natural beauty sought after by national and international tourists, and by
residents who value this natural and idyllic environment.

The two Hapu which reside in Te Rawhiti are Patukeha and Ngati Kuta. They are the descendants
of the chiefs who held mana over the lands and waterways at Te Rawhiti. Their role is as kaitiaki
(guardians) of Rakaumangamanga, one of the seven mountains of Ngapuhi Nui Tonu. The hapu
own land in this area of Ipipiri (Bay of Islands), and they manage and care for the community
assets on land and sea for whanau.

Currently, the community has few long-term work prospects. What work is available has been
mostly short-term project work. Whilst this provides interim relief for families, it does not give
them long-term income prospects. This has a debilitating effect on the community as they search
for ongoing work. Long-term employment has been identified as a community priority. It is with
this in mind that the following plan has been developed.

COMMUNITY VISION

“To hold fast to the treasures gifted by our ancestors for the benefit of the present and future
generations”

COMMUNITY MISSION

For nga hapu to be self sufficient as a community by creating sustainable lives for our families
under precious tikanga and community values which we practice and teach our children as
Maori and citizens of Aoteoroa.

COMMUNITY VALUES

The preservation and practice of our community values is paramount and will not be
compromised in all our dealings:

Tikanga Customary lore

Manaakitanga Respect, care

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 Matauranga Knowledge
Kotahitanga Togetherness/unity
Kaitiakitanga Guardianship
Whanaungatanga Kinship/relationships
Tohungatanga Spirituality
Rangitiratanga Self determination

COMMUNITY STATEMENTS UNDERPINNING THESE VALUES

Ensure the well being of our:

Environment
Economy
Culture
Spirituality

OUR ECONOMIC WHAKAPAPA

The community has been gifted the right to create economic wealth by their tupuna. The lands,
waterways and people are the tools they used and remain with us today. The deployment of these
tools in a different economic era is our challenge. Our goals of sustainability and wellbeing,
without compromising our values or beliefs, remain the same. We are walking their pathways.

When our tupuna signed the Declaration of Independence in 1835 and with the subsequent
endorsements by the Crown, including Te Tiriti O Waitangi, they formalised the economic
opportunities they saw would further their lives. In those early years, our tupuna traded supplies
with settlers and visiting ships including trade to the Australian colonies. The flag Te Kara was a
symbol of their right to trade as a sovereign nation.

Drawing on the past to build the future, is a signal to our community that the historical pattern of
engagement in economic activity was, and remains, an active and normal process.

Services and resources will be in place to ensure business practices are followed, with initial
micro-mentoring available.

Following from this, is the principle, that where opportunity is defined, it can also be developed
by careful planning and by being organised according to accepted business practice. One of the
economic opportunities identified is the ex-frigate, Canterbury, which has been sunk in
Maunganui bay. Ngati Kuta and Patukeha are half owners of the Wreck and are looking to
develop and maximise this asset, as a tourist attraction and as an artificial reef to grow our
fishery.

Strategy:

1. Unbundle the view that economic development is not tikanga but that it
is an historical and recognised occupation for we Maori
2. Make use of our own community assets in an appropriate way for our
people to prosper collectively.

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 3. Draw on our extended family skills to build knowledge, skills and
capabilities in the community.

OUR TERMS OF ENGAGEMENT

The community has a desire to have input into decisions which affect them and the place where
they live. They want to actively participate in programmes particularly joint ventures, which may
be beneficial to community interests and/or protection of community assets and values. These
terms, underpinned by the values the community will consider when working with groups of
common interests either as providers, joint venture partners, employers or advisors.

SCOPING ECONOMIC DEVELOPMENT

The Rawhiti community is well positioned as a superior eco-tourism destination and building
capacity is the key challenge.

Various forms of economic development have been devised over the years. Some have been very
successful but almost all were reliant on tourists as their main revenue stream. Cash flows were
always dependent on seasonality, making planning and management of working capital difficult.
This also had a knock-on effect with employment where jobs became seasonal through employer
necessity. In all cases economic development was dependent on individuals and tended to be
owner- operated.

Other opportunities exist and by using the assets of the community collectively, the chances are
increased for successful enterprise schemes for employment. These opportunities are centred
around developing and conserving our environment on land and sea, thus building the natural
assets. The opportunities to cater for tourists in this niche market require development.

Putting in place some business leadership, administrative resources, direction and support will
assist projects and enterprises to succeed.

Strategy:

1. Identify and capture economic opportunities whanau/hapu wish to

participate and prosper in
2. Create a scheme for employment for the community which comes from
them and is developed by them
3. Develop and employ community leadership to scope, direct and manage
the community projects, initially one person, with administration
assistance.

3 Cost Justification to employ a person to co-ordinate, develop and maintain

business enterprises

(000s) Thousands

Cost Income
Salary $50.0
Mileage & expense $06.0

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 Employment subsidy $56.0 $56.0
$56.0
Administration p/t $24.0 $24.0

A PROPOSED COMMUNITY WORKING STRUCTURE

This structure separates the governance and operational roles. It allows for the affairs of
whanau/hapu under tikanga to be maintained and commercial interests to have autonomy to
deliver their goals. However, both sides of the structure (operational & governance) have to work
together to be effective in meeting the community goals.

Te R awhiti Ngati Kuta

Patukeha Trust
Holdings Trust

Te Rawhiti
Community
Ethical Charter Committee
Canterbury
Wreck BDM

Secretariat for Kahui Kuia

Fishery projects Hapu Affairs Kaumatua
P/T Admin
& research

Resource Mgt &

infrastructure Marae

WORKING STRUCTURE & BUSINESS DEVELOPMENT ROLE

The Community Plan for Te Rawhiti focuses on the developments at Te Rawhiti, which have been
quantified. It shows how the community can benefit from this holistic plan. It also shows how the
Canterbury wreck fits into the structure as a stand alone responsibility for us to manage the
wreck.

The role and responsibilities of the BDM are key to support, administer and complete projects.
Each project has its own objectives and outcomes. We expect overlapping interests and
responsibilities will come into play from time to time, as a number of projects will cross over.
This happens when you have parallel goals and common interests. Nevertheless we see this as a
strength in our community and situations will be managed as they arise.

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A key part of the BDM role is to sell market and promote the Canterbury wreck as a dive
attraction amongst existing tourist networks and building new networks. Networks become
critical to ensuring ongoing business can be developed, particularly to support its licence-paying
dive operators, including those who live at Te Rawhiti. Licence and dive fees are the sustainable
return on investment.

But the real value is that the Canterbury investment is a key initiative to springboard community
opportunities. The BDM will work with whanau/hapu and others to develop those opportunities
and projects which can be built up to support employment or enterprise,
Networking is also critically important to building relationships. It will help whanau hapu
develop their projects and build their enterprises. It includes tourism activities like backpacker
stays, guided eco-cultural walks, the Marae experience, a water taxi service-in the longer term, a
glass bottom boat enterprise, dive boat, etc. Other enterprises like those for maintenance
contracts, security, honey making, research and training can employ people. These support roles
are also crucial and are sought to ensure momentum to complete tasks, deliver on goals and build
capacity in the community to take on new projects. The BDM role is very diverse. To assist the
role a part-time Administrator is sought to co-ordinate the planning, organising, follow up and
reporting on activities. This is a very basic team and it will increase as money allows.

Funding Small Enterprise

Start up funding is an iniative which can be developed. Small loans to individuals, who can meet
criteria to start up their own enterprise, will be considered. The fund would have limits,

1. Amount available $200k

2. Loan amounts up to $20k
3. Mandatory training in Financial Management with unit standard qualification. Courses
will be run at the marae and targeted to as many of our whanau as possible for managing
money and assets.
4. A business case will be put up by the applicant assisted by the mentor.
5. A Loans committee will approve a loan. The Loans Committee would be independent of
Tribal elders and be qualified experts.
6. A guarantee to secure the loan will be made.
7. Interest will be payable.
8. Mentoring is essential at every step.

By building confidence and individual potential and providing a means of self determination will
move our community forward economically and socially. Transparent structures, processes and
improved skills will help individuals to take charge of their lives and future well-being.

The Role of the Marae

The Te Rawhiti Marae is to be rebuilt. This is a Ngati Kuta me Patukeha Hapu ki Te Rawhiti
Marae. Work is planned to start at the beginning of 2009. The Marae will provide an all-purpose
facility for the community. Three key areas have been identified to support community activities,

Functions Resource Centre Marae Development

Tikanga teachings Admin & Project support Marae Development
Hui/Wananga Home work centre Marae Trust activities

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Tangihunga Community IT Maintenance & Security
Catering Asset Management
Mahi Toi teachings Caretaker
Functions & Bookings
Library & archive

Funding is being secured for stage one of the new Marae. Plans are being modified and a
variation to our resource consent is being sought. The Marae project will be built in three stages
so that funding targets can be met to pay for the work. As part of this, the community will also
donate their own time and effort to work on the project.

Strategy:
1. A list of tradesmen who belong to the Marae to contribute time and skills
to the project.
2. Organise “working bee” days for the community to help with the project.

When the Marae is completed, the work will require people to be employed to develop and
manage more activities requested by the community in the long term. Cost Justification to
initially employ three key persons to manage each Marae functional area and activities.

($000)

Cost Income
Resource Centre coordinator/s $30.0
Caretaker $18.0
Mahi Toi/Archives coordinator/s$24.0
Catering & functions expenses $10.0
RMU expenses $10.0

RMU billings/fees $35.0

Admin services & subsidies $15.0
Mahi Toi grant & income $30.0
Catering and functions koha $20.0
$92.0 $100.0
Operating Cost Benefit $8.0

In addition three to four building jobs will be created. These maybe for six-twelve months but it
does give the community members a chance to be involved in a paid capacity and learn new
skills. The costs of these jobs have been built into the capital cost of the building project.

COMMUNITY FISHERY PLAN

The Fishery Plan is based around the restoration of traditional fishing areas where stocks have
been depleted. Other tourist and farming projects connected to the fishery plan can also be
developed. These projects would be considered as part of an overall community plan where
economic opportunity is identified and fits with the vision, mission and values of the community.
The fishery plan and the process we are following is filed under the Fisheries Settlement Act
1996 section part 3,11a, sustainability measures for customary practices.

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Implementation of the fishery plan requires a defined rohe (district) of customary fishing areas.
These are areas where traditional fishing took place. Other coastal hapu also have customary
rights to areas within the rohe and these have to be respected also. Consultation with these hapu is
taking place as a process of gazettement has been declared, and disagreement and agreement
about management rights have been expressed. Upon agreement, each hapu will reaffirm its
rights and Ahi Kaa status thus making way for the fishery plan to be implemented. This process is
expected to be finished by 1st Sept 2008.

Current Initiatives

a) The community is engaged in a research programme with Ministry of Fisheries and using
additional science support from the Department of Conservation to measure fish stocks in
Deep Water Cove and selected areas within Ipipiri. The objective is to get a better
understanding of the fish stock and movement so that proper decisions can be made on
sustainability and customary protection.

b) The fish plan also includes the sinking of the ex-frigate, ‘Canterbury’ in Maunganui bay
as a fish enhancement project and as a dive attraction to capitalize on Eco-Tourism
opportunities. The purchase of the Canterbury as a community investment combined with
the fishery enhancement, the community will have a unique opportunity to sustainably
participate in the tourism economy over time.

c) Aqua farming on land and sea is also another area of opportunity. Selective high valued
species where well thought out and tried processes are available to use as business
models so that we can examine and consider them. These projects are capital-intensive
and need to be evaluated alongside other activities.

The two research projects we have immediately identified and are underway helping to build our
case to establish a mahinga mataitai in Maunganui bay.

a) Maunganui bay projects have involved pre and post-sinking surveys, the collection of
literature and historical oral evidence to establish baseline information of the fishery in
the bay to measure the effects of the wreck as an artificial reef.
b) Oral and Traditional knowledge of the Fishery and how fishing was conducted by the
community in Ipipiri in the past has been collected

Cost Justification for Research Projects for Manawahuna and Ipipiri

($000)
Cost Income
Consultation Hui $06.0
Research costs $50.0

Subsidies $56.0
$56.0 $56.0

Other projects have been identified and will be included as others are completed and capacity
allows. Also neighboring hapu, who are a part of our fishery plan and have specific issues
affecting the fishery, will have a role in assisting the Te Rawhiti community, but also learning
about managing their own areas. As projects are completed, new projects are created and each
will be structured individually.

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 Strategy:

1. Install a Customary Management Plan for our fishery and work with
neighboring hapu who also have customary interest for the sustainability
of our fish stocks.
2. Learn and nurture knowledge about sustainability measures and how
these can be implemented.
3. Investigate economic opportunities arising out of the fishery that can be
blended into a sustainable fishery plan.

EMPLOYMENT AND ENTERPRISE

The ‘Canterbury (Waitaha) Project’ raises all sorts of opportunities for enterprise and
employment. These opportunities will require capital to set up. Expertise will be available to
assist, support and advise community groups on their interest. These include,

 Water taxi service

 Glass bottom boat
 Guided tours and heritage walks connected to Deep Water
Cove
 Accommodation at Te Rawhiti
 Marae stays and cultural tourism
 Hospitality facilities (café and crafts)
 Security Services
 Research projects
 Pest control and land management
 Foreshore maintenance
 Property maintenance
 Dive charters and dive projects linked to research
 ‘Canterbury Waitaha’ site reserve supervision

The Research Facility at Maunganui Bay

In the short term, a self contained barge with an underwater viewing pane can be attached to the
Wreck to assist in people seeing the wreck and/or enjoying the quiet beautiful surroundings for a
time.

A long term opportunity has been tabled with the Department of Conservation for the community
to establish an Observatory or Research facility at Deep Water Cove, which is in Maunganui bay.
This will be a joint venture arrangement with the Department of Conservation providing the land
and the Te Rawhiti community building the facility. Its primary role will be a facility of science
and study of the fishery and whenua. The facility will be established where the fishing cabins
were. It will eventually have a study area for schools and scientist, accommodation for 6 cabins
and a café and facilities for showers and toilets- a similar set up to the Goat Island facility.

It is envisaged that Universities and other tertiary groups might be involved. It will be a place to
oversee the “Diving the Wreck” activities and manage the surrounding land area. It is also
envisaged to be a site for swimming and diving as well as a connection point to the walk track.

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The community has plans to put in place a Mahinga Mataitai reserve which limits fishing in the
bay. This will allow the fishery to regenerate.

In the longer term, a Kelly Tarlton type facility could be developed to run out to the wreck as an
underwater viewing tunnel to allow visitors to see the wreck under water and observe the fishery.
A possible night tour would see the wreck lit up for a single short burst visible from glass bottom
and charter boats. Such concepts will need to be evaluated and professional planning and
expertise undertaken to assess their potential, particularly in relation to numbers of boats
impacting on the fishery in Maunganui. This impact is part of our kaitiakitanga and outweighs
the tourism dollar.

Strategy:

1. Identify models of employment for the community to participate in.

2. Create support and training activities to build skills and capabilities within the
community to fit employment and enterprise opportunities.
3. Work with agencies and others to link support structures into the communities,
which are aligned to the community plans.
4. Help with business planning and support to raise capital and/or interest in
projects.
5. Work with customer networks to build a reliable and loyal customer base
6. Assess the potential of the Deep Water Cove projects, the barge, the Observatory
and under water viewing tunnel. and the night tour.
7. Assess the environmental, conservation and fishery impacts of enterprises in
Maunganui and adjust accordingly.

Targeted Employment Roles (000’s)

Jobs Fulltime Annual cost

Equivalent benefit
Monitors of wreck and surrounding whenua .5 $10.0
Water Taxi service & fish/dive charters 1.0 $20.0
Research of marine biology - collection, measuring, reporting 1.0 $20.0
Glass bottom boat tours 1.0 $20.0
Guided walks .5 $10.0
Accommodation at Te Rawhiti 1.5 $15.0
Cultural experiences/Marae stays 2.0 $30.0
Hospitality café and craft making and shop sales .5 $10.0
Security & property services 2.5 $45.0
Research projects – report writing, interviewing, editing 1.5 $30.0
Pest control projects (seasonal) 1.5 $35.0
Foreshore maintenance .5 $10.0
Dive charters & research diving work 1.5 $30.0

Expected community benefit from jobs 15.5 $285.0

Other capital projects can be added to these jobs. For example, the new Marae building will start
construction and two-three workers will be needed on this project. In addition other employment
will be created to support and train people who take on these jobs and/or enterprises, i.e. business
skills, basic accounting, sales & marketing your business, etc.

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Jobs Fulltime Annual
Equivalent cost benefit
Community Project Person 1.0 $50.0
Resource Coordinator/s 1.8 $30.0
Caretaker 1.0 $18.0

Community benefit from jobs 3.8 $98.0

COMMUNITY ISSUES AND RELATIONSHIPS

The community whanau/hapu will deal with continuing issues affecting their way of life.
Because of its location and planned activities, Te Rawhiti’s profile will lift as a place of interest.
Consequently the community and each hapu has developed its own management plans which are
at various stages of completion. These plans set the overall direction for the community.

These projects deal with issues relating to whenua (land), moana (sea) tangata (people). Such
matters are generally strategic and usually involve government agencies, residents, interest
groups and other hapu. For example, dealing with building consents, resource management
matters, community projects such as housing, schooling, health and social issues and other hapu
relationships, requires co-ordination and leadership. Whilst community structures are in place for
this work, individual effort and expertise are limited and generally fall on a few. Having a
resource/administrative center at Te Rawhiti will help the community co-ordinate its affairs better
and where specialist expertise is required, time and effort will be reimbursed.

COMMUNITY WHENUA PLANS

A relationship with Department of Conservation, the Far North District Council and Northland
Regional Council has been established so that matters precious to the community can be
addressed. It would be fair to say the Te Rawhiti community has been left out of all infrastructure
improvements and yet it is in an area of high tourist and conservation value. Awareness of Te
Rawhiti community has accelerated since the ‘Canterbury’ sinking and the facilities are
inadequate.

In particular, the dusty Te Rawhiti road has been left unsealed for 35 years resulting in coastline
degradation of the foreshore and the fishery. This negligence on the part of the Far North District
Council, assisted by the Northern Regional Council, has allowed the destruction of the seagrass in
the bays, depletion of the rock oyster stocks and pipi beds. Those areas where fish once bred
prolifically are now no more. The planting of coastal pine forests, specifically in Te Rawhiti, have
significantly contributed to the coastline suffocation of the shell fish and marine life from the pine
pollen forming oil slicks on the rocks and water. These matters have been raised with Councils to
fix but, as yet, little has been done. The community is now undertaking its own research to
quantify the problem so that it can be dealt with more effectively.

Pest eradication is an area where both Department of Conservation and Northland Regional
Council need to help the community. After all these pests (possums, rats, stoats, feral cats) were
not introduced by Maori but we have a responsibility to participate in the clean up because we are
close to the problem and the pests are destroying our natural world. Unfortunately, efforts to
maintain improvements are often neglected by DOC and NRC whose focus and priorities change.
An example is the Cape Brett solar electric fence, which was installed at great cost and effort by a
joint venture of the Rakaumanga Fence Charitable Trust, DOC, the 3B2 Ahuwhenua Trust, the
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Hapu at Te Rawhiti and private individuals. It was, twelve years later, neglected, because of
withdrawal of funding and thus monitoring, rendering it in-effective. It was repaired recently at
great cost. An intensive pest control programme is now required on the Cape Brett Peneinsula.

The community, through continued leadership and active participation, will bring pressure on
agencies to ensure a continuance plan is in place. By involving the community in joint ventures,
consistency and continuance will eventuate.

Strategy:

1. Actively engage agencies on their obligations to the community and their

values.
2. Form Joint Ventures with agencies so that projects are kept in play until
they are completed.
3. Work with the wider community on common interests of concern and/or
compliance.

Resource Management Unit (RMU)

Each hapu has its own RMU and they been active in dealing with property developments and
resource consent matters from Paroa Bay to Taupiri.. The process works well and it is unlikely to
change in the near future. Opportunities will arise to train and develop young people into field
experts. Areas of archaeology, history, geology, cultural and environmental knowledge are
valuable assets for the community. In addition, report writing, negotiating and project
management are all skill sets to be taught. Areas of priority are,

 Protect cultural values and places

 Record important sites
 Work with other hapu, iwi, local and central government agencies
 Work with the community and stakeholders

Cost Justification for a Resource Person to administer each consultation job relevant to Resource
Consent approvals for the community.

($000)
Costs Income
Salaries/wages $30.0
Expenses $10.0

RMU billings $35.0

Wage subsidy $10.0
$40.0 $45.0

Operational Cost benefit $5.0

Together the RMU and the community have identified priority areas as,

 Island Restoration Project

 Cape Brett pest eradication
 Native Tree planting
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  Wetlands enhancement
 Sealing the Roads and fixing culverts and drains
 Improve and maintain the foreshore so that public access is controlled
 Install and maintain public amenities and car parking

An additional project to determine historical and archeological facts on events which took place
on Waewaetorea, is being undertaken in conjunction with our hapu, Department of Conservation
and San Jose University. This study will be carried out over a three year period. Community
participation will be in the form of interested hapu participating to learn about the field work of
archaeological sonar studies and site assessment. This project has tremendous learning potential
for the community. Other traditional digs will be available for community learning.

CAPITAL BENEFITS AND PARTICIPATION

The community has capital employed in the Bay of Islands economy. Over time the community
has built up a portfolio of social capital that has been taken for granted. It is through the
community cultural and environmental values that the native forest, natural habitat, waterways
and coastline have been left in its natural state, particularly out along the Cape Brett Peninsula. It
is these assets tourists come into the Bay of Islands to see and experience. The “Hole in Rock”
(Motukokako) , at the end of the Peninsula, is a property of the community, which tourist
operators exploit at the expense of the Maori owners. These are the community assets which form
the backbone of the Bay of Islands tourist economy and where, at this time, community
participation is virtually non-existent.

The community capital is made up of,

 Our lands, islands and coastline

 Who we are, culturally, as a people
 Where we live as a community
 Our cultural and spiritual values
 Our environment and the protection of it
 Our waterways & fishery and its sustainability
 Our relationships and networks
 Our knowledge of places and events
 Our esoteric knowledge of history, nature, intertribal affairs

Our Social Capital has to be measured alongside Investment Capital already invested in the Bay
of Islands economy.

Capital Items Estimated Capital Input

Cruise & Charter Boats 15 mil
Hotels & Motels 30 mil
Businesses & Leisure activities 15 mil
Property valuation premiums 50 mil

Total Estimate 105 mil

LIKELY OUTCOMES AND SUSTAINABLE BENEFITS

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Economic:
 Adding value to existing economy
 Creating new enterprises
 Increasing employment
 Teaching & Learning/increasing knowledge
 Building leadership
 Rating premiums for local government

Our Cultural Benefits:

 Sustaining our legacy
 Development of our people
 Attract, retain, teach our values
 Express cultural uniqueness and the way we live
 Increase our Intellectual Property

Environmental Benefits:
 Enhancing economic benefits for the community
 Preservation & protection of nature and the environment
 Contributing to the benefits for all NZers
 Adding value for Recreational and Commercial Enterprises
 Teaching and learning about environmental and sustainable
practices & principles

Spiritual Benefits:
 Maintaining our mana as people over the lands and seas around
us
 Nurturing our wairua (spirit) and spiritual connection to the
lands, seas, people and nature
 Strengthening our values and purpose as a people and
community
 Connecting our past to our future

RESOURCE NEEDS

The appointment of a Business Development Manager (BDM) to lead organise and manage the
projects is necessary. The person would need to be familiar with the workings of the community
and their aspirations, have sound business sense and good all round organisational skills.

Strategic Capital investment is needed to enable enterprise start up and for job creation. This is
essential. The renovation and extension of our Marae is a useful asset. It will house the
Resource/Administrative Centre it will provide a base and show a way forward for the
community to achieve their community goals.

Access to training to build skills, knowledge and national networks has begun with the
formalising of a relationship with the Mira Sczazy Research Centre for Maori and Pacific
Economic Development at the University of Auckland Business School, which will assist and
mentor our projects and training.

ACTIVITY PLAN

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Below is lists of the main projects to be undertaken, most of which are already in play and are at
various levels of completion. A full-time BDM will lead in project management and coordination
to ensure support is available. We expect some tasks will remain with each hapu; however the
objective of this plan is to provide assistance, transparency and continuance in our dealings with
third party groups.

Each project is important and each will find its own priority level. The main thrust here is, to have
a systematic approach to managing each project professionally as each project will set off a
number of activities. These activities will require input and participation from the community.

Tasks Projects Sponsor Start

1 Employ a person to identify and drive the projects Community 7/08
2 Community structure agreed and in place Community 6/08
3 ‘Canterbury’ sinking & ongoing plan for community BOICCT/BDM 9/08
4 Undertake a resource assessment of skills & assets BDM 10/08
& interested people in the community
5 Maunganui/Oral & Traditional research for a Project Team/Minfish/ 9/08
Mataitai reserve DOC
6 Identify enterprise projects and create a plan BDM 11/08
7 Start Resource Centre support for projects BDM 11/08
8 Co-ordinate Marae activities with community TRMDC 11/09
9 Marae Building project, stage 1 TRMDC/BDM 01/09
10 Marae caretaker appointment TRMT 02/09
11 Mahi Toi Project appointment TRMT 04/09
12 Island Restoration project with DOC Project 05/09
Roopu/DOC/BDM
12 Consolidate RMU work Hapu & BDM 04/09
13 Assess Deep Water Cove projects AU/DOC/Roopu/BDM/ 09/08
Minfish
14 Ipipiri el grass & pipi research Project Roopu /Minfish/ 05/09
BDM
15 Roading and foreshore destruction/repair Local Govt/ BDM 10/09
16 Mira Sczaszy Research assistance in other projects Hapu/BDM 08/09
particularly developing business enterprises
identified

Developing these projects and the activities produced are important and the BDM is essential to
this process.

Leadership and involvement through participation and application is also important. But just as
beneficial is being able to work with Agencies and people who have a genuine desire to help our
community. Collectively, we have capabilities, skills and knowledge and using these without
compromising our values and what we believe in, will ensure our community economic,
environmental, cultural and spiritual well being.

Robert Willoughby
24th September 2007

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