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TE RAWHITICOMMUNITY PLAN
THE ECONOMIC FORMATION OFTHE DREAMS OF A COMMUNITY
PREPARED BY ROBERT WILLOUGHBYCONVENER, TE HUI TAUMATA OHAOHA, TE RAWHITI, 2006CHAIRPERSON, NGATI KUTA HAPU KI TE RAWHITI TRUSTMANAGER, FISHERIES MANAGEMENT UNIT, NGATI KUTA HAPU24 SEPTEMBER 2007
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INTRODUCTIONArising from the recent Economic Hui held at Te Rawhiti in June 2007, a Community Plan wascreated to address the needs of the community and its assets. The Hui was held over 2 days andincluded a wide representation of whanau and community interests. On the first day there weretwo facilitators from the Auckland University Business School. This plan is a summary of theevent 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 sitewww.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 adaptedover time.TE RAWHITIOn the eastern side of the Bay of Islands, a large bay enclosing many islands, is Te Rawhiti. It isa small Maori community surrounded by native bush, forests and sea. The coastline holdssignificant cultural and natural beauty sought after by national and international tourists, and byresidents who value this natural and idyllic environment.The two Hapu which reside in Te Rawhiti are Patukeha and Ngati Kuta. They are the descendantsof 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 hapuown land in this area of Ipipiri (Bay of Islands), and they manage and care for the communityassets on land and sea for whanau.Currently, the community has few long-term work prospects. What work is available has beenmostly short-term project work. Whilst this provides interim relief for families, it does not givethem long-term income prospects. This has a debilitating effect on the community as they searchfor ongoing work. Long-term employment has been identified as a community priority. It is withthis 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 familiesunder precious tikanga and community values which we practice and teach our children asMaori and citizens of Aoteoroa
.COMMUNITY VALUES
The preservation and practice of our community values is paramount and will not becompromised 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
RangitiratangaS
elf determination
COMMUNITY STATEMENTS UNDERPINNING THESE VALUESEnsure the well being of our: 
 Environment EconomyCultureSpirituality
OUR ECONOMIC WHAKAPAPAThe 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 thesetools 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 subsequentendorsements by the Crown, including Te Tiriti O Waitangi, they formalised the economicopportunities they saw would further their lives. In those early years, our tupuna traded supplieswith settlers and visiting ships including trade to the Australian colonies. The flag Te Kara was asymbol 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 initialmicro-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 theeconomic opportunities identified is the ex-frigate, Canterbury, which has been sunk inMaunganui bay. Ngati Kuta and Patukeha are half owners of the Wreck and are looking todevelop 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 itis an historical and recognised occupation for we Maori2.Make use of our own community assets in an appropriate way for our  people to prosper collectively.
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