1

TE RAWHITI MARAE
STRATEGIC PLAN 2006 - 2016

“Ki te pupuri i nga taonga tuku iho e o tatou tuupuna mo nga

uri whakatupu ake”
“To hold fast to the treasures handed down by our tupuna for the benefit of the
present and future generations”
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CONTENTS
1.0 EXECUTIVE SUMMARY
Photo 1: Te Rawhiti Marae.
Te Rawhiti Whakaaturanga
Letter from the Marae Trust
2.0 STRATEGIC DIRECTION
2.1 O Matou Tirohanga Whaanui (Our Vision)
2.2 O Matou Uaratanga (Our Mission)
2.3 O Matou Matatika (Our Values)
Photo 2 Planning Wananga with some Kuia and Kaumatua
3.0 INTRODUCTION
3.1 Marae Profile
Diagram 1: Te Rawhiti Marae – Heart of the Community
3.2 Historical Overview
Photo 3: Te Rawhiti Marae pre-1960’s from R Shepherd ”Rawhiti “
3.3 Legal Status
Photo 4: Google GPS of Marae Property
Diagram 2: Te Rawhiti Marae Organisational Structure
3.4 Overview of Marae Structure
Photo 5: Nga Ringawera, 2006
Diagram 3 Composition of Te Rawhiti Whanau
3.5 Priority Target Group
3.6 Community Usage and Relationships
4.0 CURRENT STATUS
Photo 6 Planning Wananga, 2006
5.0 ENVIRONMENTAL SCAN
5.1 Community Impacts and Issues
Photo : Youth Wananga , 2004, Te Rawhiti Marae
5.2 Social Impacts and Issues
Photo 8 J Linton, Otehei Bay, 2003
5.3 Political Impacts and Issues
5.4 Economic Impacts and Issues
Photo 9: Motokokako
5.5 Environmental Impacts and Issues
Photo 10 Te Rawhiti Resource Centre
6.0 CORE COMPETENCIES, RESOURCES & SKILLS

7.0 KEY ISSUES AND INFLUENCES

8.0 STRATEGIC PATHWAY

Diagram 4: Marae based Engagement for Future Strategic Movement
8.01 Goals and Strategic Objectives
8.02 Action Plan & Milestones (2006- 2016)
9.0 CRITICAL SUCCESS FACTORS
Photo 11: Youth Wananga, Te Rawhiti Marae
APPENDIX: The Strategic Planning and Consultation Process
Photo 12: The Canterbury Trust, a Marae-associated project, 2006

TITLE PAGE: Design: Elizabeth Harte, Melbourne, Australia. Water colour of proposed
renovation by Shadwick Design, Architects, Mt Albert
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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.
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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
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December 8

Tena koutou,

Hikurangi
RD4
Northland Tena ra koutou nga whanau e noho mai na I o koutou wa kainga I roto I nga
0184
manaakitanga a to tatou matua nui i te Rangi. Tena hoki koutou I nga tini
ahuatanga e pa ana ki a tatou I runga I o tatou Marae, ratou ki a ratou, waiho
mai tatou te hunga ora ki a tatou, no reira, tena koutou katoa.
Trust
(Marae Reserve)

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
Te Rawhiti Marae 439

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
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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.
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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
Te Runanga o
RESIDENTS
Ngaapuhi HOUSEHOLDERS
Ngati Hine Russell –Taupiri
Incl schools,
Ngati Wai
churches etc

NGATI
KUTA &
PATU
KEHA=
MARAE
LOCAL & TOURISM
CENTRAL SECTOR incl
GOVERNMENT MOTUKOKAKO
AGENCIES FISH LICENCES
COMM VESSELS
CANTERBURY

COMMERCIAL
OPERATORS
& STAKE
HOLDERS

3.2 Historical Overview:

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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:

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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

MANAGEMENT EXECUTIVE
Tumuaki / Managers

OPERATIONS

RESOURCES UNIT MARAE DEVELOPMENT ARCHIVAL UNIT

UNIT

ADMINISTRATION PAPER /OBJECT/

OF PROJECTS AND ELECTRONIC FILED
EXTENSION &
SERVICES RENOVATION STORAGE
OF MARAE

COMMUNITY
RESOURCE CENTRE

IT/ IP YOUTH
COMMUNICATION INITIATIVES

ECONOMIC HEALTH &

DEVELOPMENT EDUCATION
VENTURES

SOCIAL
ENTERPRISES

3.4 Overview of Marae Structure

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Ngati Kuta and Patukeha appoint kaitiaki to manage and administer the affairs of the Marae. Each
hapu elects four trustees to make up a unit of eight. The Te Rawhiti Marae Trustees are :

Ngati Kuta Kaitiaki Patukeha Kaitiaki

Mr Robson Erceg Mr Te Ringa Witehira (Chair)

Mr Francis Hepi Mr Joseph Bristowe
Mrs Helen Mountain Harte (Secretary) Mr Richard Witehira
Ms Deborah Peacock (Treasurer)

The Trustees are the kaitiaki of the Marae complex and everything which affects it. Their primary
role is to care for the Marae as a ’taonga tuku iho’, a treasure handed down, for the tupuna, for the
community and for the future.

In practice, the roles and responsibilities of Marae Trustees are akin to the governance role of a
legal entity. Each Trustee has responsibility for a specific portfolio of Marae operations which
include Marae maintenance; administration; asset management; financial management; health &
safety requirements; and property landscaping and maintenance.

There are also a number of sub-committees established to support, implement and administer Marae
based functions and activities. They include the following:

Te Komiti Wahine
This committee are made up of women ( and men) who both cater for and maintain the wharekai
and wharenui for the Marae. Mrs Mayron Witehira is the Assets Manager and is in charge of the
Marae assets including equipment and catering matters.

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

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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.
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Diagram 3 The Composition of the Te Rawhiti Whanau

Hau
Kainga

Whanau
withintravel-
ling 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:
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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 Centre-

The ex-Kohanga Reo Building
 20

6.0 CORE COMPETENCIES, RESOURCES AND SKILLS

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

! Natural environment is the “jewel in the crown” of the Bay of Islands

! Cultural capacity through our kuia and kaumatua
! IT capacity
! Qualified teachers & trainers
! Resource Management specialists
! Archival Research capacity
! Specialised artisan community including writers
! Construction trades including carpentry; electrical work; landscaping; roofing etc
! Policy development and strategic planning capacity
! Strong networking capacity
! Entrepreneurship competencies
! Dedicated Resource Centre

7.0 KEY ISSUES AND INFLUENCES

Key issues/influences identified to date include:

- The Marae building has deteriorated in the last 30 years and its facilities do not cater for the
larger numbers who attend varied events there. While many Schools and Church groups use the
Marae, more organisations/whanau/groups would use it if the facilities were upgraded and
expanded. Some schools reluctantly go elsewhere. The Bookings sheets are available to show the
groups who stay at the Marae.

- Rebuilding our culture through Te Reo……

- Economic status of hapu and whanau in the rohe.

- Building a robust infrastructure of systems, resources and skilled people to undertake all
Marae plans effectively.

- Cultural development opportunities are needed as many whanau/hapu members live outside
the rohe, we need to explore ways for them to access culture in both traditional and modern forms.

- Environmental impacts.

- Relationships with government agencies and other stakeholders

- Relationships with other hapu and iwi.
 21

8.0 STRATEGIC PATHWAY

Diagram 4 Engagement with Community for Strategic Direction

ENGAGE WITH
RESIDENTS
Community and Marae
Education
Community usage
input & needs.
Tourists as temporary
residents
ENGAGE WITH Conservation as point ENGAGE WITH
NGAPUHI RUNANGA & of contact AGENCIES
OTHER MARAE in Environmental
collaborations and Conservation
with wider FNDC,NRC,DOC,MOF,
communities of DIA,WINZ,TPK,MSD,
interest WAKA TOI,
TOURISM NZ
Point of contact is A SELF SUSTAINING Land & sea as
common marae needs MARAE Point of contact
CENTRE OF:
Spirituality
Learning
Socialising
Community develpmnt
Decision making
ENGAGE WITH Politics ENGAGE WITH
INTERNATIONAL Economic development COMMERCIAL
COMMUNITIES & STAKEHOLDERS
ENTITIES Key features-
Partnerships and Joint
Establishing existing Ventures
and
sourcing new mutual Land & Sea rights as
point/s of contact ENGAGE WITH point of contact
FUNDERS
Public & Private sector
Projects for holistic
social and economic
development

People and conditions

as point of contact

8.01 Goals and Strategic Objectives
Goal One
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
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”.
Goal Three
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.
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.
5.0 To establish a Kuia and
Kaumatua Council and
Rangatahi Council.
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 Te
Rawhiti.
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.
22
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.
Strategic Objectives
(Stepping Stones)
7.0 To provide good
governance, direction and
leadership.
8.0 To conduct an Annual
Review of Strategic Plan.
9.0 To develop a
comprehensive Funding
Strategy that encompasses
the “big picture” funding
needs of the Marae and its
partners & community.
 23

8.02 ACTION PLAN-managed by Trustees

Strategic Objective 1.0:

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

Strategic Objective 2.0:

! To fully brief all trustees and beneficiaries on all Marae Foundation documents.

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
2.1 Briefing sessions 2.1.1: To hold a series of briefing sessions
on Marae Charter via People’s Hui and other means, to fully
completed. inform beneficiaries of our Marae Charter.

2.1.2: To take a record of all feedback on

the Marae Charter for future reference and
amendments.

2.2 Briefing sessions 2.2.1:To hold a series of briefing sessions

on Marae Strategic via People’s Hui and other means, to fully
Plan completed. inform beneficiaries of our Marae Strategic
Plan and performance progress to date.

2.3 Briefing sessions 2.3.1 To hold a series of briefing sessions

on Marae Policy via People’s Hui and other means, to fully
Manual completed. inform beneficiaries of our Marae Strategic
Plan and performance progress to date.

2.4 Bi-annual Review 2.4.1 To review Marae Policies &

of Marae Policies Procedures in line with recommendations
Manual conducted. by Trustees & beneficiaries.
 24

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.

Strategic Objective 3.0:

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

KEY RESULT TASKS PERSON/S TIMELINE DATE AUTHORISED

AREAS RESPONSIBLE COMPLETED SIGN-OFF
3.1 Te Rawhiti Marae 3.1.1: To facilitate, plan, and monitor Chair: TRMT Ongoing June 2009
Extension & the Marae Building Project to be
Refurbishment Project resourced appropriately.
completed. Chair TRMDC
3.1.2: To finalise all Marae plans and
specifications.
Architect/TRMDC
3.1.3: To secure Resource Consents
and Building Consent.
TRMDC/TRMT
3.1.5: To ensure that the project is
realistically staged and costed.
TRMDC
3.1.6: To confirm the Project Funding
Strategy.
TRMDC
3.1.7: To stage specific project
fundraising events to achieve the $$$. Everyone/TRMDC

3.1.8: To identify appropriate Builder

and Project Manager. TRMT/TRMDC

3.1.9: To implement a Tender Process. TRMT

3.2.0: To monitor construction QS. & TRMT

progress/vet payments accordingly.
 25

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.

Strategic Objective 4.0:

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

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
4.1 Whanau and Hapu 4.1.1: To establish a range of cultural
are able access the development/training programmes that
Marae Cultural encourages participation of
Development hapu/whanau in Tikanga, te reo and
programmes and mahi toi.
wananga from anywhere
in the world. 4.1.2: Implementation of Cultural
Programme Schedule.

4.1.3: Develop a multi-media

promotions campaign that ensures that
all beneficiaries are informed of
wananga and sessions and attract their
attendance.

4.1.4: Scope the development of on-line

cultural training modules with
beneficiaries living away from Rawhiti
and overseas.

4.1.5: To conduct a 3-Year Review of

our “cultural outputs and outcomes”
including implementation of
recommendations by Kuia and
Kaumatua Council.
 26

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.

Strategic Objective 5.0:

! To establish a Kuia and Kaumatua Council and also a Council for Rangatahi.

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
5.1 The Kuia and 5.1.1: Hold an initial hui of kuia and
Kaumatua Council in kaumatua to establish the terms of
place, and actively reference for a Kuia and Kaumatua
advising and Council.
contributing to Marae
5.1.2: Formal recognition of Council of
affairs. Kuia and Kaumatua, with their own
secretary appointed to record all
Council deliberations.

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.

5.1.4: Ensure that the Kuia and

Kaumatua Council are allocated a
budget for running costs and other
related costs for them to function.
5.2: A Rangatahi 5.2.1: To establish a Rangatahi Council
Council is established that develops and supports youth
and operating from the initiatives and aspirations.
Marae.
5.2.2: Provide a budget allocation for
the effective running of the Rangatahi
Council.
 27

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.

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.

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
6.1: A range of training 6.1.1: To prioritise the training
programmes are being programmes and activities to be
provided on a regular delivered at the Marae and develop a
basis from the Marae comprehensive Marae Events &
including: Training Calendar.

-Tertiary training in 6.1.2: To actively facilitate and secure

Hospitality; funding for a collaborative Marae-
-OSH related Training driven, community-focused project that
courses; meets community needs.
-Homework Centre for
children; 6.1.3: Marae Programme Co-ordinator
-Small Business to be appointed: @ $30K per annum.
Training;
-Introduction to 6.1.4: Resource Centre Co-ordinator to
Computers; be appointed: @ $30K per annum.
-Youth Development
Programme; 6.1.5: Funding to be secured for all
-Health & Fitness initiatives by Co-ordinators.
Programme;
- Resource Centre fully 6.1.6: To establish an Accountability
operational; and Reporting mechanism for the
- Report Writing & administration of all programmes.
Funding Training.
6.1.7: Annual review of all programmes
and services conducted for Trustees.
 28

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.

Strategic Objective 7.0:

! To provide good governance; direction and leadership.

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
7.1: Marae governance 7.1.1: Trustee Induction Process
capacity strengthened. developed and implemented.

7.1.2: Trustee governance training

programme instigated.

7.1.3:To ensure robust governance by

monitoring ongoing monthly reports:
- Marae Operations/ Marae Finances
- Marae Services & Programmes
-Special Marae Projects

7.1.4: Regularly appraise staffing

capacity and performance annually
ensuring quality service provision.

7.1.5:Ensure financial accounts are

audited and presented annually
at the AGM and to the Board.

7.1.6: Maintain/update Asset Register.

7.1.7: To actively promote and forge

partnerships/collaborations with key
stake holders incl. Central & Local
Govt. agencies.
 29

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.

Strategic Objective 8.0:

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

TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
8.1 Strategic Plan 8.1.1 To monitor & review Chair: TRMT Annually
reviewed annually. organisational performance against
Strategic Plan objectives.

8.1.2: To review Marae Programme and Chair: TRMT Annually

Service Range annually in line with
Strategic Plan review process, and to
ensure relevance and appropriateness to
beneficiaries and the community.
 30

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.

Strategic Objective 9.0:

! 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.

KEY RESULT AREAS TASKS PERSON/S TIMELINE DATE AUTHORISED

RESPONSIBLE COMPLETED SIGN-OFF
9.0: Annual Funding 9.1.1: To implement the annual Funding TRMDC/TRMT Ongoing
Plans implemented Facilitation Plan as follows:
successfully.
Funding Target for 2007/08:
Building Project Target $890,000
Projects & Services $120,000
Marae Running Costs $ 40,000

Funding Target for 2008/09:

Building Project $800,000
Projects & Services $140,000
Marae Running Costs $ 50,000

Funding Target for 2009/10:

Building Project $ 300,000
Projects & Services $ 160,000
Marae Running Costs $ 60,000

Funding Target for 2010/11:

Projects & Services $200,000
Marae Running Costs $65,000
 31

9.0 CRITICAL SUCCESS FACTORS

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:

! 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.

Youth Group at a
Wananga, 2005
From left Wiremu
Rewha, Keri Rewha,
Charles Rewha,
Wiremu Hepi, Shane
Witehira
 32

APPENDIX THE STRATEGIC PLANNING AND CONSULTATION PROCESS

March 25, 2002 First Panui from Trustees for a Wananga-a iwi to discuss developing the Marae
April 20-21, 2002 Weekend Wananga-a iwi agreed that the marae needed renovating and expanding and that a committee needed to be formed to
drive the project.
April 27, 2002. 2.40pm. Foundation Meeting ‘Developing the Marae’, Te Rawhiti Marae. Committee formed. Discussions beginning re-forming a
Marae Charter.

Step One- Gathering Information.

First Consultation hui

June 8, 2002 1.10pm. Te Rawhiti Marae. TRMDC Executive announced; Fund raising; Development Strategy-Database, Sponsors, Assets
Register to be updated.
July 14, 2002, Te Tawa. TRMDC meeting
July 18, 2002 Panui-report of June meeting re strategy planning. Next meeting.

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

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.

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.
 33

March 7, 2005. 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 re-
organised 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.

.
 34

The Canterbury Trust, one of the Marae-associated projects,

which consists of diving enthusiasts and Ngati Kuta and Patukeha.
Discussion Meeting, 2006.

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