Full Document: PDF 949KB - Te Puni Kokiri

usinesses that focus on well-being.
Mäori in the Waiariki rohe are therefore
beginning to think strategically about
managing and growing their asset base.
Questions are being posed as to how this
asset base can provide long-term social and
economic benefits, particularly employment.
These questions have a long-term
intergenerational viewpoint and the answers
are being posed as frameworks and project
plans that indicate the steps necessary to
achieve self determination.
Mäori land incorporations and ahu whenua
trusts have predominantly been conservative
in their business investments in the past.
Now, several of these entities have money
to invest and are considering a wide variety
of options. Some are investing in stock and
improvements; some are investing in other
land-based businesses such as kiwifruit or
avocado orchards; some are moving from
receiving rents and stumpage to managing the
forest. As such, Mäori in the Waiariki rohe are
moving from being passive rent receivers to
active business operators and partners.
This movement into business operations also
means Mäori are getting involved in different
parts of the value chain such as growing,
marketing, processing, transport and logistics,
and selling. One example of this is Te Awanui
Huka Pak, a pack house and cool storage
facility for kiwifruit and avocados.
As a result of this strategic thinking a
shift is slowly occurring within the current
trustee governance model, and a more
diverse leadership that spans representation,
skills, age and gender is being introduced.
This shift is occurring due to recognition
from the current incumbents that the role
and expectations of trustees is changing,
particularly as trustees now need to take an
active strategic leadership role. Further, there
is the opportunity for the current incumbents
to work with others to pass on knowledge,
build leadership and in turn further grow the
asset base for future generations.
This governance model and the issues trustees
are grappling with in many ways contrast with
the governance of settlement entities. These
entities are not overcoming legacy issues; they
offer Mäori the opportunity to inject a new set
of skills and diversity into tribal groups; and
build on initiatives such as Futures Planning
and education scholarships.
The challenge now is to find and attract
people home and reverse the diaspora. This
could be facilitated through the creation of
employment opportunities and sustainable
communities that are well resourced with
infrastructure and facilities.
1.6 LOOKING AHEAD
Land use information is considered key to
many groups, particularly as the asset base is
currently concentrated in the primary industry
and land ownership. 3 Land use information
has the potential to unlock unproductive land
and open up marginal land. Water and road
access often restricts land use and land value.
Land use information could allow ahu whenua
trusts and Mäori land incorporations to work
together to resolve these issues. It could also
provide direction on how to utilise the land
to its greatest potential and take advantage
of future opportunities. It could also enable
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3 The primary industry includes agriculture, forestry, fishing and mining.
SUMMARY