TE RAWHITI COMMUNITY PLAN

THE ECONOMIC FORMATION OF THE DREAMS OF A COMMUNITY

PREPARED BY ROBERT WILLOUGHBYCONVENER, TE HUI TAUMATA OHAOHA, TE RAWHITI, 2006CHAIRPERSON, NGATI KUTA HAPU KI TE RAWHITI TRUST

MANAGER, FISHERIES MANAGEMENT UNIT, NGATI KUTA HAPU 24 SEPTEMBER 2007

© 1

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 loreManaakitanga Respect, care

© 2

Matauranga KnowledgeKotahitanga Togetherness/unityKaitiakitanga GuardianshipWhanaungatanga Kinship/relationshipsTohungatanga SpiritualityRangitiratanga Self determination

COMMUNITY STATEMENTS UNDERPINNING THESE VALUES

Ensure the well being of our:

Environment Economy

CultureSpirituality

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.

© 3

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 $50.0Mileage & expense $06.0

© 4

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.

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.

© 5

Te R awhitiHoldings

Ngati Kuta Trust

Canterbury Wreck BDM

Ethical Charter

Patukeha Trust

Te Rawhiti Community Committee

Kahui Kuia Kaumatua

Marae

P/T Admin Fishery projects & research

Resource Mgt & infrastructure

Secretariat for Hapu Affairs

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 $200k2. Loan amounts up to $20k3. 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 DevelopmentTikanga teachings Admin & Project support Marae Development Hui/Wananga Home work centre Marae Trust activities

© 6

Tangihunga Community IT Maintenance & SecurityCatering Asset ManagementMahi Toi teachings CaretakerFunctions & BookingsLibrary & 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 IncomeResource Centre coordinator/s $30.0Caretaker $18.0Mahi Toi/Archives coordinator/s $24.0Catering & functions expenses $10.0 RMU expenses $10.0

RMU billings/fees $35.0Admin services & subsidies $15.0Mahi Toi grant & income $30.0Catering and functions koha $20.0

$92.0 $100.0Operating 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.

© 7

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 $06.0Research 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.

© 8

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. 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.

© 9

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 base6. 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 Equivalent

Annual cost benefit

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

Jobs Fulltime Equivalent

Annual cost benefit

© 10

Community Project Person 1.0 $50.0Resource Coordinator/s 1.8 $30.0Caretaker 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 Hapu at Te Rawhiti and private individuals. It was, twelve years later, neglected, because of

© 11

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 $30.0Expenses $10.0

RMU billings $35.0Wage 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 Wetlands enhancement

© 12

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 InputCruise & Charter Boats 15 milHotels & Motels 30 milBusinesses & Leisure activities 15 milProperty valuation premiums 50 mil

Total Estimate 105 mil

LIKELY OUTCOMES AND SUSTAINABLE BENEFITS

Economic: Adding value to existing economy

© 13

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

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

© 14

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 Start1 Employ a person to identify and drive the projects Community 7/082 Community structure agreed and in place Community 6/083 ‘Canterbury’ sinking & ongoing plan for

communityBOICCT/BDM 9/08

4 Undertake a resource assessment of skills & assets & interested people in the community

BDM 10/08

5 Maunganui/Oral & Traditional research for a Mataitai reserve

Project Team/Minfish/DOC

9/08

6 Identify enterprise projects and create a plan BDM 11/087 Start Resource Centre support for projects BDM 11/088 Co-ordinate Marae activities with community TRMDC 11/099 Marae Building project, stage 1 TRMDC/BDM 01/0910 Marae caretaker appointment TRMT 02/0911 Mahi Toi Project appointment TRMT 04/0912 Island Restoration project with DOC Project

Roopu/DOC/BDM05/09

12 Consolidate RMU work Hapu & BDM 04/0913 Assess Deep Water Cove projects AU/DOC/Roopu/

BDM/Minfish09/08

14 Ipipiri el grass & pipi research Project Roopu /Minfish/ BDM

05/09

15 Roading and foreshore destruction/repair Local Govt/ BDM 10/0916 Mira Sczaszy Research assistance in other projects

particularly developing business enterprises identified

Hapu/BDM 08/09

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 Willoughby24th September 2007

© 15