Project Tūkau Request for Proposal (RFP)

Tēnā koutou Te Korowai o Ngāruahine and South Taranaki District Council have agreed to explore the opportunity for an Iwi-community multi-purpose space through the signing of a partnership agreement. We are now at the business case development stage and seeking proposals from providers for the creation of the business case.

Linked and attached to the RFP are documents which will help inform your proposal for this very important piece of work (Project Tūkau Buisness Case).

Proposals are due on 5 January 2024 , preferred provider(s) selected by 12 January 2024 and the business case is due on 22 March 2024.

All relevant information is contained within the RFP however, if you have any queries please contact me at teuraura@ngaruahine.iwi.nz . Proposals are to be submitted direct to Jayde Rangi Wilkinson at Manahautu@maui.nz .

Ngā mihi

147 High Street, Te Hāwera, 4610 PO Box 474, Te Hāwera, Taranaki 4640 06 278 7411 www.ngaruahine.iwi.nz

Iwi-Community Multipurpose Spaces Request for proposal (RFP)

Rārangi Kōrero Contents page

Introduction Strategic imperatives Project structure Service requirements Compilation of Business Case Request for proposals Timeline Appendices (attached) I. Outcomes framework II. Site Visit

Pg3 Pg4 Pg5 Pg6 Pg7 Pg8

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Introduction

Kupu whakataki Setting the Scene

Te Korowai o Ngāruahine (Te Korowai) and South Taranaki District Council (STDC) have agreed to explore the opportunity for an Iwi-community multi-purpose space through the signing of a partnership agreement.

The agreement enabled the two partners to start formal public engagement with Iwi members, key stakeholders and the wider Manaia community. This resulted in the creation of an outcomes framework which outlines the shared Iwi and community aspirations for the project. This document highlighted strong alignment in aspirations and a strong demand from Iwi and the community for this type of space.

Kupu whakataki Introduction

We are now at the business case development stage and seeking proposals from providers in the creation of the business case.

Te Korowai o Ngāruahine Te Korowai is the post settlement governance entity that received and manages the Treaty Settlement assets on behalf of and for the benefit of Ngāruahine. Te Korowai is responding to a call-to-action from its people, who have long aspired to relocate the Tari / office and cultural activities from Hāwera to within the Ngāruahine rohe.

Currently, Te Korowai has outgrown its current location in Hāwera. The mahi and demand for Te Whare Kōrero o Ngāruahine initiatives has grown too; toi wānanga, te reo classes and the pou whenua kaupapa demand greater space. Our recently signed Memorandum of Understanding with Te Whare Wānanga o Awanuiārangi and WITT provides the opportunity to further grow and support Te Whare Kōrero o Ngāruahine – and the classes we can offer our uri.

As part of our assessment of options, we identified a need for something more than just a head office, but a cultural creative space to support large Iwi activities and which complements the role and mahi of our Hapū at a Pā level.

South Taranaki District Council STDC is the District Council for the South Taranaki area, which includes Manaia. STDC has undertaken Detailed Seismic Assessment’s (DSA) on the Manaia Community Hall and the Sports Complex both of which are well below the New Building Standards (NBS) of 33%, making them both earthquake prone. This meant the immediate closure of these facilities some time ago now.

STDC has undertaken Community engagement on these facilities across the past number of years. There have been varying views on the best course of action to take, however there is a clear expectation from the community that STDC would re-engage on any further plans. The recent partnership agreement with Te Korowai presents the opportunity to expand the original scope of the development planning and maximise the benefits for the Manaia community.

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Strategic imperatives Working jointly presents the opportunity to leverage greater benefits for Iwi and the Manaia community than if the project was approached separately. The strategic alignment document outlines the strong alignment of aspirations between STDC and Te Korowai. The outcomes framework highlighted the alignment of Iwi and Manaia community aspirations for the project. It is important that the successful provider understand the vision of the two entities and the project aspirations.

Key documents The table below summarises the key documents which are attached to the appendix:

Rautaki Strategic imperatives

Document

Description

Strategic alignment document

The key strategic documents that are outlined in the alignment document are: • Te Korowai 5 year strategy Link • STDC Long term plan Link • Manaia Town Plan Link • Te Ara Toiroa Principles Link

Outcomes framework (Appendix I)

This document outlines the Iwi and community aspirations for the project

Site Visit Update (Appendix II)

Manaia Site visit document with STDC

Way of working There are two areas of services that we are seeking proposals for, the description of respective service requirements are detailed in later sections of this document. The key requirements that are needed across all services include: • Success in working on Iwi projects, and ensuring kaupapa Māori driven design and delivery • Success in working on Government projects, with a high level of public scrutiny and accountability

This project, should it progress, will set a national precedence as the first Iwi led Civiccommunity development. With this, comes a high level of responsibility to meet the expectations of an Iwi and the community. The potential provider will have proven success in securing stakeholder confidence in their applicable field and demonstrate integrity and follow through.

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Te Mana whakahaere Project structure Project structure The diagram below outlines the project structure including, governance and delivery: Te Korowai o Ngāruahine Group •Te Kīwai Matau o Ngāruahine Charitable Trust (Client/potential owner) •Te Kīwai Mauī o Ngāruahine (Developer/Sponsor/potential Owner)

Project Governance Board

Project Reference Groups Business Case Writer

STDC (Client)

Rōpū

Need

Engagement Mechanism

Te Korowai Board

Ensures that the Te Ara Toiroa Procurement strategy is embedded in the project and ensures it meets the needs of operations of Te Korowai and the aspirations of Ngāruahine.

Te Korowai is the dominant client and the Charitable Trust the potential owner Ensures the commercial viability of the project.

Mauī is the project sponsor and likely the dominant capital contributor (amongst others)

•

Te Kīwai Mauī o Ngāruahine

STDC Council

Project Governance Board

Project Reference Groups

Ensures it meets the need of the Manaia community and commercial viability in regards to community facilities component. STDC is a client, capital contributor and long-term tenant Representation of: • Te Korowai Governance, Chair • STDC governance, Mayor • Te Korowai Group and STDC Executive Representative Representation of high need stakeholders, this includes: • Ngā Hapū o Ngāruahine • Ngāruahine Iwi Authority and Health Service • Waiokura Pā • Ngāruahine Kaumātua Kaunihera • Te Ūkaipō, Ngāruahine Rangatahi • Returned Services Association (RSA) • Manaia Primary School • Local Manaia businesses

•

•

• • • • •

• • • •

Key Milestones and decision making No surprises

Key Milestones and decision making regarding commercial matters No surprises Key Milestones and decision making No surprises Terms of Reference Key Milestones and decision making within Executive delegations No surprises Terms of Reference Key milestone endorsement Engagement Hui

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The business case high-level success criteria must include alignment with the Outcomes framework.

The business case must deliver full consideration into an effective and efficient use of space and of how can we create multi-purpose spaces to minimise area but maximise the utility of any new space.

Locality and Prioritisation. The outcomes framework outlined a range of activities that can be grouped into three key areas; Sports grounds, community hall/spaces and cultural spaces. These spaces could be based in one location or several locations over a longer period.

Stage 1: Business case must consider,

Compilation of Business Case

Establishment stage: Outcomes framework (completed) Stage 1: Business case Stage 2: Design development We are in an excellent position where the Establishment stage has been successfully completed.

The completed establishment stage outcomes and framework included; • Initial due diligence • Establishment of project structure • Comprehensive Iwi and community engagement The outcomes framework outlines the shared aspirations of Iwi and the Manaia community, this acts as the project vision. The outcomes framework outlines the ‘why’ of the project without prescribing the ‘what and how’ – we are confident the aspirations are achievable, but to what extent? The business case will provide this detail.

• •

Feasibility, including capital structuring A detailed Business case description

The Business case must also cover the following matters: • • • • • • • • •

Detailed technical needs analysis (complementing our outcomes framework) Initial locality assessments (currently owned sites and other) Concept options (non-design) Full costings analysis / Financial modelling / feasibility assessment Operating business model Commercial structuring / model options Including key terms for any sale and lease back needed Risk review / mitigation Development Programme – key milestones and timings.

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Potential providers receiving this RFP are invited to submit a proposal for consideration by the Project Governance Board to provide services as outlined in this RFP: • Business case writer As part of the proposal, please address the key components detailed in the table shown here.

The Project Governance Board will review each proposal and select / appoint the preferred Business case writer in accordance with the proposed timeline detailed in the next section.

Ngā tono Requests for proposals

KEY PERSONNEL Please provide details of the key personnel that will be involved in undertaking the services required, including Development Manager lead

EXPERIENCE Please provide details of the experience & track record of the personnel proposed to be involved in this project in undertaking the service requirements outlined above in this RFP Please list key projects / clients to support your response to this request

A contract of services will then be agreed with the successful provider/s for the Business case stage of the project.

CREATING OPPORTUNITIES FOR IWI Creating opportunities for our iwi members and the South Taranaki community to participate in our projects is a key priority.

Please provide details of how you would propose to support this objective as part of your management of this project

FEE PROPOSAL Please provide your proposed fee for providing Development Management: • Fee for providing the service requirements outlined in this RFP, split between your development management services & external consultants

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KEY STEPS

TARGET TIMING

Proposal due date

5 January 2024

Preferred provider selected & Contract for Services executed

12 January 2024

Business case development due

22 March 2024

Decision on project continuation

29 March 2024

The proposed timeline for the RFP process and project development is outlined in the table shown here.

RFP Proposals are due by 5 January 2024 Please submit your proposals to: Jayde Rangi Wilkinson Manahautu@maui.nz Any questions, please contact Jayde at the email above

Ngā Tutukitanga Timelines 8

Requests for Proposals Iwi-Community multi purpose spaces

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APPENDIX I

IWI-COMMUNITY MULTIPURPOSE SPACES OUTCOMES FRAMEWORK

RĀRANGI KŌRERO Kupu whakataki: Setting the scene - Phil Nixon

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Kupu whakataki: Setting the scene - Paula Carr

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Development Approach

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Outcomes Framework

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Shared outcomes Building strong communities

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Project Tūkau

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History, arts and culture

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Health and wellbeing

Pg 17

Service delivery excellence and accessibility

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Iwi specific outcomes Te Korowai o Ngāruahine

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Te Whare Kōrero o Ngāruahine

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Prioritisation and locality

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KUPU WHAKATAKI Setting the scene

Tēnā tātou katoa​ ​ lot of the formal conversations to date were centred around ‘rebuild vs reno’ with regards to the A Manaia Town Hall. Instead of the ‘what’ and ‘where’ – we want to take the conversation back to the ‘why’. This will ensure we consider all opportunities.​ T ​ his ‘why’ will take the form of an outcomes framework that captures the aspirations communicated to date, and broader aspirations of the Manaia community and Ngāruahine that were unable to be considered under the previous engagement process. Any business case or concept will be guided by and measured against this. ​ W ​ e want to acknowledge all the hard work and lobbying done by our Manaia community to date, and we see this as an opportunity to help realise community aspirations. I also want to thank our project reference group and key stakeholders who have contributed to this document.​ I​t is still early days, but we are excited by the potential to partner with Te Korowai o Ngāruahine on this project, and we look forward to engage with the Manaia community as we explore this opportunity through to the business case stage.​ ​ Ngā mihi, nā​ Mayor Phil Nixon​ South Taranaki District Council

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KUPU WHAKATAKI Setting the scene Tēnā tātou e te whānau​ W ​ e’ve heard the messages loud and clear from uri that Te Korowai needs to return to our Ngāruahine rohe.​ O ​ ur internal Te Korowai demand is growing. Currently, Te Korowai has outgrown its current location in Hāwera. The mahi and demand for Te Whare Kōrero o Ngāruahine initiatives has grown too; toi wānanga, te reo classes and the pou whenua kaupapa demand greater space. Our recently signed Memorandum of Understanding with Te Wānanga o Awanuiārangi and WITT provides the opportunity to further grow and support Te Whare Kōrero o Ngāruahine – and the classes we can offer our uri.​ ​ s part of our assessment of options, we identified a need for something more than just a head A office, but a cultural creative space to support large Iwi activities and which complements the role and mahi of our Hapū at a Pā level.​ I​ ’d like to thank uri who attended hapū updates, participated at our wānanga and provided feedback in our surveys. Thank you also to our Reference Ohu, your role is important in ensuring we capture the aspirations of our Ngāruahine whānau, hapū and rōpū throughout the process.​ ​This is just the first step, and we look forward to reaching out as the project progresses. ​ ​ Ngā mihi, nā​ P ​ aula Carr​ Pouwhakarae​ Te Korowai o Ngāruahine Trust

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In order to identify the aspirations and need for this type of mixed-purpose space. We gathered feedback from multiple sources, which helped to identify dominant themes and shared aspirations.​The diagram below outlines this approach:

DEVELOPMENT Approach

Ngā Rautaki Matua - Strategic Imperatives - Manaia town centre masterplan - Long term plan 2021-31 Ngā Huinga - Engagement - Town meeting - Reference group - Public survey and competition Previous submissions and material Manaia Community Outcomes Framework

Joint Outcomes Framework Ngāruahine Outcomes Framework Ngā Huinga - Engagement - Hapū hui - Iwi wānanga - Iwi survey and competition - Te Korowai and NIA workshop - Reference ohu Ngā Rautaki Matua - Strategic Imperatives - Ka Ora Taku Toa Strategy - Te Ara Toiroa, Ngāruahine procurement strategy - Pupuke te Hihiri / Whai Rawa strategy

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NGĀ WHENU Outcomes Framework

OUTCOMES SUMMARY​ When gathering the feedback from the community, there were dominant messages that formed key outcomes for the project. These outcomes can be categorised as:​ • Ngā Whenu Matua - Overarching outcomes, act as the mission or vision and are the cross-cutting outcomes of the project​ • Ngā Whenu – Shared outcomes, these are outcomes which were strongly supported through community and Iwi engagement. ​ • Ngā Whenu-ā-Iwi – Iwi outcomes, these are outcomes which primarily sit as a responsibility of Te Korowai​​​

OUTCOMES FRAMEWORK The table below summarises the outcomes framework, the outcome categories and their relationship with each other:​ Manaia ​ Ngā Whenu Matua​ Overarching outcomes

Building a strong vibrant community

Project Tūkau​ Iwi relationships shape our landscape Piki te Piki te Ora Māramatanga Fitness, health History, arts and wellbeing and culture

Piki te Kaha Te Korowai o Excellent Ngāruahine service Serving delivery and our Iwi accessibility

Te Whare Kōrero o Ngāruahine Serving our past, growing our future

Ngā Whenu-ā-Iwi Iwi outcomes

Ngā Whenu​ Shared outcomes

The outcomes highlighted in blue are applicable to the Manaia shared spaces, whether Te Korowai continue as a partner or not. The outcomes highlighted in yellow are applicable to Te Korowai and its service delivery.

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MANAIA Building a strong, vibrant community Community building was the dominant theme throughout all engagement methods. This theme can be described as; community centric, driven or focussed. Utilising and building relationships, shared capability, and capacity for the benefit of the community. ​ 92% of survey respondents identified the importance of the statement “A space to form relationships and support community building”. This was reinforced in Town meeting discussions, particularly the observation that the community was previously made up of multi-generational families who knew one another. However, now Manaia also includes many new residents, and due to limited community spaces and initiatives – there has not been the same opportunity to form strong relationships. 85% of survey respondents believed that “Supporting community initiatives and events” was the most significant intervention when addressing broader Manaia Town rejuvenation.​​ From the survey, 68% of survey respondents reinforced this idea that celebratory events, such as birthdays and weddings, were their fondest memories of the Memorial Hall. Ngāruahine Iwi had a similar response when asked “What has been the most memorable past or current Ngāruahine or Iwi event?”. Whānau and Hapū celebrations, and Iwi events were referenced strongly, particularly the Ngāruahine hosted Taranaki Tū Mai festival, where activities were held at the Memorial Hall. A community facility plays a significant part in supporting large-scale community events.​​ 93% of survey respondents saw the facility as an opportunity to raise the profile of the Manaia community and support town rejuvenation. Town rejuvenation was widely discussed at the Town meeting, where residents reflected on reviving initiatives and events that were once common. This also included the importance of the education and business sectors. The importance of Yarrows was a reoccurring reference in survey responses, and 67% of survey respondents felt that attracting new businesses into Manaia would contribute to Town rejuvenation. Further considerations are needed around how community spaces can support new businesses and enterprise.

Town rejuvenation was also a key theme amongst our youngest Manaia residents, the Manaia Primary School focus group. They wanted to have pride in their town and they had great aspirations, but highlighted the many barriers that they saw. The most significant barrier raised was safety in the Manaia community. In order to foster and grow relationships within any new spaces, particularly with children and young families, there will need to be an emphasis on safety and fostering community pride. Furthermore, community developed pathways outside of school hours were needed to support 13-16year olds.

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Outcome summary​ The table below summarises the overarching outcome, Manaia – building a strong vibrant community: Outcomes

Relationship building

Town growth and rejuvenation

Success indicators

• Large community events and festivals​

• A space that supports:​ Housing and population growth​

• Community initiatives and programmes​ • Hiring for personal occasions – weddings, birthdays and funerals

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• Business and enterprise • Job creation • Building a positive youth culture - particularly, activities and pathways from 13-16year olds.

PROJECT TŪKAU Iwi relationships shape our landscape The population of the broader Manaia-Kapuni area has dropped by 4% between the 2006 and 2018 censuses. However, the Māori population has increased by 19% and represents 36% of the total population. The Manaia-Kapuni includes the broader rural area north of Manaia, while the Manaia township itself has a population of 984, with a Māori population of 44.5% in the 2018 census. Despite the large Māori and mainly Ngāruahine population, there is very little of Mana Whenua history and culture celebrated in civic planning and design. It is important that any future community space promotes the history and culture of Mana Whenua.​​ Ngāruahine Iwi wānanga included significant discussions around the idea of a large-scale, vibrant, cultural township that showcases and fosters Ngāruahinetanga. Several uri respondents referenced Ōtaki, Ngāti Raukawa and their Whakatipuranga Rua Mano strategy—which led to the creation of the wānanga/tertiary institute, strong te reo Māori revitalisation within the community, and a strong profile for arts and culture nationally.​ Outcome summary​ The table below summarises the overarching outcome, Project Tūkau - Iwi relationships shape our landscape: Outcomes

Mana Whenua

Success indicators

• The leadership, interests, tikanga and history of Ngāti Tū as mana whenua hapū is recognised​ • As the largest town in the Ngāruahine area of interests, community facilities serve surrounding Ngāruahine hapū needs​

Te Korowai has identified a large multi-million-dollar asset allocation towards impact investments over the next five years and with a long-term horizon. This will provide benefits not only to Ngāruahine businesses and whānau, but to the local economy in the form of increased enterprise and job creation.​​ As the largest township in the Ngāruahine exclusive area of interest, Manaia will no doubt benefit from this investment, and it will contribute to town growth and rejuvenation. Furthermore, there are potential housing developments led at a Hapū level, which will contribute to the Manaia town growth and the broader area. ​ Mana Whenua will play an important role in the town’s growth and rejuvenation.​​

• Ngāruahine represent a high population of Manaia, and their needs are recognised ​

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PIKI TE MĀRAMATANGA History, arts and culture Honouring the history, arts, and culture within both the town and iwi communities was a dominant theme which was raised throughout all engagement methods. This theme can be described as: Town architecture and history; and​arts and culture​. ​ Most survey respondents identified the importance of “promoting our history and culture, particularly, that of Mana Whenua” when it came to Town rejuvenation and any new community shared spaces.

Waiokura Pā is repeatedly highlighted as a key community space within Manaia, and the role of Ngāti Tū Hapū as Mana Whenua.​​ At the Manaia community hui, the participants were asked “What past or current Manaia events and initiatives built a strong sense of community?” and most of the respondents answered with events catered at the Memorial Hall. This included private events such as birthdays, fundraising, sports, and community events. The most important events on the Manaia annual calendar were ANZAC Day and the Christmas Parade. 55% of survey respondents identified ANZAC ceremonies as one of the fondest memories at the Memorial Hall. With the Memorial Hall no longer a safe option, it is important there are considerations surrounding a new ANZAC memorial within the town planning which complements the ANZAC service.​​ Early engagement with South Taranaki Returned Services’ Association (RSA) representatives reaffirmed this matter, and also identified the need for formal maintenance plans for both current and new memorials. Any new memorial design solutions will be developed in consultation with the RSA. The dominant themes that both the Mānaia community and Ngāruahine iwi valued were arts and culture. Arts and culture include wānanga, music festivals, concerts, and productions. 84% of survey respondents from the Iwi survey saw a need for contemporary arts and crafts within an iwi creative space, while 89% of Town survey respondents supported the statement “A place for arts, performance, and entertainment”. Discussions in the Town meeting centred around the success of past events which brought the community together and attracted visitors from the wider region. This included dances, movies, Katchafire concerts, and school productions. When both groups were asked “what is a priority when it comes to community/iwi spaces,” they both expressed the need for a multi-purpose facility that encompasses all things creative: Arts, media, digital, and musical.​ Understanding that the Memorial Hall is no longer a safe option moving forward, there was discussion from both Town and Iwi feedback, that there needs to be considerations around how materials in the Memorial Hall could be reused in any newly built space. Examples such as Waiokura Pā and Kanihi-Mawhitiwhiti Pā, where flooring and other materials were integrated into the new design as a way to signify the past.

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Outcome summary​ The table below summarises the shared outcome, Piki te māramatanga – History arts and culture

Outcomes

Town architecture and history​

Success indicators

Considerations surrounding:​

Arts and culture​

A space that supports:​ • Music festivals and concerts​ • Placemaking and the • Town and School narratives of Mana Whenua productions​ in civic spaces​ • Town movie nights​ • Gallery space and • a Manaia ANZAC memorial exhibitions​ that complements ANZAC • Iwi-community classes day celebrations​ and meeting rooms​ • A multimedia facility and • wider town planning and centre which supports current town architecture​ all mediums of the arts (gallery, digital, contemporary, music etc.).​ 16

PIKI TE ORA A space for fitness, health and wellbeing A space for fitness, health, and wellbeing was a dominant theme throughout all engagement methods. This theme can be described as an accessible space where pēpē (babies) to pāhake (elderly) are provided all the resources to maintain a positive physical, mental, and spiritually healthy lifestyle.​​ Both community and Iwi engagement identified the value of sports. There was a sense of community when major sporting events were hosted in Manaia. A gym or sports facility was a key theme from both groups when highlighting the priority for a new facility. There was a strong shared aspiration that any new space must support the rejuvenation of sports within the community.​​

Outcome summary​ The table below summarises the shared outcome, Piki te ora – A space for fitness, health and wellbeing:​ Outcomes

Fitness

Health and wellbeing​

Food sovereignty

Success indicators

• • • •

• Complements other health and social services in the community, such as, Ngāruahine Iwi Health Services​ • Mirimiri, Rongoā Māori and alternative health​ • Youth initiatives​ • Elderly support and social initiatives

• Community gardens​ • Crop swap​ • Kohinga kai and kai Māori​ • Tourism and hospitality

Gym​ Sports facilities​ Tournaments​ Fitness and wellbeing classes​ • Manaia and Ngāruahine sports clubrooms

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When asked at both the community and Iwi hui what facilities are a priority, the need for a multipurpose space that caters for all ages and all aspects of wellbeing was demanded. 80% of Iwi survey respondents would attend kaupapa for mirimiri (massage) and 79% would attend Rongoa (traditional medicine) services. It was suggested at both the Town meeting and the Iwi wānanga that the new facility should encompass youth counselling spaces and social initiatives.

The role of Ngāruahine Iwi Health Services (NIH), their leadership in the Covid response and health and wellbeing in the Manaia community was praised. There will need to be consideration around how this space can complement and enable the work of NIH.​​ Another reoccurring suggestion from both Iwi and the community was the idea of food sovereignty; kohinga kai (food gathering), kai Māori (native food), and a market space to be used by the community garden and crop swap. There was strong feedback from both Town and Iwi hui to support hospitality enterprise. A repeated response from the Town meeting and survey was for a commercial kitchen where the public will have access to organise workshops to address healthy eating, how to cook kai grown in the community garden, and the possibility of creating a café that will pipeline Ngāruahine uri and the Manaia community into the hospitality industry.

Ngāruahine Iwi have established a high-end cultural tourism and hospitality enterprise; Te Rere o Kapuni Lodge is the cornerstone of this, with the intention of growing service offerings and supporting a sustainable and resilient local supply chain. Having an easily accessible hospitality training or working facility will support a pipeline for succession.​ 18

PIKI TE KAHA Service delivery excellence and accessibility Service delivery excellence and accessibility were other dominant themes across all engagement methods. It is important the community has easy access to the facility; be it the cost of use, disability appropriate, fit for purpose and future-proof facilities, with easy and central access to the site. The Town meeting and survey outlined a shared expectation that any new community space must provide, at a minimum, the same scale and utility as the previous two sites.​ ​ The Town meeting emphasised the need for a new Civil Defence Centre. Currently, this is located in the Manaia Primary School Hall, where toilets are located outside of the building and there are no showering facilities. The Town meeting suggestions included considerations around the design of bathroom, shower, kitchen facilities for easy access and use in a civil emergency. This matter was also raised by uri at a Hapū hui, particularly the need for an Iwi civil defence plan and response, and this consideration should be included in any Te Korowai led projects.​ ​ Co-locations of facilities allow children and families to experience spaces they would not otherwise use. For example, the pool is the greatest utilised community space in Manaia at 52%, however, the library sits at 19%. This was due to limitations on the library staff capacity to deliver both valueadding community programmes and man the desk during operating hours. By co-locating these facilities and any new spaces, such as the hall, Te Korowai tari, meeting rooms, cafés, or gallery spaces, it will create greater foot traffic and utilisation of facilities.​

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Outcome summary​ The table below summarises the shared outcome, Service delivery excellence and accessibility: Outcomes

Service delivery

Accessibility​

Success indicators

• Efficient operations; staffing, maintenance, and cleaning​ • Complements other health and social services in the community, such as, Ngāruahine Iwi Health Services • Value-add community programmes

• Feasible access for • Technology​ community​ • Infrastructure, • Removing participation building and restrictions for;​ materials​ - Disability • Sustainability - Elderly considerations - Young children and families • Utilities – parking, toilets, changing rooms etc​ • Identify opportunities to extend accessibility of highdemand facilities such as Pools (adult only timeslots or extending season dates) 20

Fit for purpose and Future proofing​

TE KOROWAI O NGĀRUAHINE Serving our Iwi Te Korowai o Ngāruahine Trust has experienced rapid growth and has outgrown its current location in Hāwera. This has prompted Te Korowai to assess opportunities to return to the Ngāruahine rohe and uri it serves. The design and development of a new Te Korowai tari is centred around providing excellent service to our iwi, Hapū, whānau and uri.​ Ngā whenu

Manaakitanga

Hari me te koa

Te keokeotanga

• Supports the delivery of

• An environment that inspires and enable innovation

Te Korowai strategies​ • Meets the current and future operational needs of Te Korowai​ • Facilities that manaaki our Kaimahi and manuhiri​

Needs summary​ As the Te Korowai Group grows and transitions outsourced services internally, there will be a need for greater office space and technical facilities. The table below outlines the current need and demand facing Te Korowai and the forecasted need:​

• An environment that attracts uri engagement​

Office space

Meeting space

Technology

Storage

Current state

• 19 kaimahi on rotating days​ • Limited hotdesks for part-time kaimahi and contractors

• One conference room – limited space for kaimahi hui, attendees at Board hui or large classes​ • Small conventional kitchen​ • Small seating area​ • No breakout spaces or kaimahi room

• Conference room equipment, however, limited speaker and mic capability​ • Double monitors​ • Increase in online video hui, but no appropriate spaces to conduct them

• No storage, currently there are large boxes being stored on the office floor​ • Limited storage for stationery, a lot of clutter in the open

Future demand,​ five years

• 28 Kaimahi ​ • Hotdesks for contractors and uri collaborators​ • Drop in spaces for advice

• • • •

• Soundproof spaces for online video hui​ • Multimedia spaces​ • Improved conference room equipment​

• Large storage to support merchandise, pēpē pack and other initiatives​ • Purpose built storage to support stationery, Taiao Team equipment

Large conference room ​ Breakout team meeting rooms​ Class and training spaces​ Comfortable seating area for manuhiri and kaimahi during breaks​

• Larger kitchen to support catering functions​ • Shower facilities for after field mahi 21

• Chiller space for storage of manu and other bio matter

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TE WHARE KŌRERO O NGĀRUAHINE Serving our past, growing our future Te Whare Kōrero o Ngāruahine was launched at the beginning of this year and carries on the legacy of Te Reo o Ngāruahine. While it’s still in the early pilot stage, it has already demonstrated great success through:​ • Signing of MOU with Te Wānanga o Awanuiārangi and WITT • Increase in class offerings and number of tauira ​ • Delivery of toi wānanga​ As part of our assessment of options, Te Korowai identified a need for something more than just a head office, but a cultural creative space to support large Iwi activities and which complements the role and mahi of our Hapū at a Pā level. ​​ Within the Ngāruahine Deed of Settlement, an aspiration to create pou whenua throughout our rohe was detailed. This year, the first of a series of pou whenua will be unveiled at Te Ngutu o te Manu. The benefit of this pou whenua kaupapa is that is allows us to visually tell our stories, while building uri capability in whakairo and large scale contemporary sculpture. This is one of many kaupapa that will require facilities and space to continue sustainably and on scale.​ In addition to existing kaupapa, uri have communicated the importance to create a whare wānanga or whare tapere styled space and initiatives:​ • • • • •

84% identified an interest in Te reo o Ngāruahine​ 80% identified an interest in Taonga protection and restoration​ Over 71% identified an interest in whakairo and raranga​ 78% identified an interest in Kapahaka, Whakaari and performing arts​ 85% identified an interest in digital media​

These kaupapa were also discussed at wānanga, where uri identified the need to attract uri to stay or return home. It was agreed that a holistic approach was needed that took into account the cultural and social mechanisms to create a strong Ngāruahine economy – education, employment and housing.​ 23

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Outcome summary The table below summarises the spatial needs for Te Whare Kōrero o Ngāruahine in the future: Ngā whenu

Te reo me ona tikanga

TE WHARE KŌRERO O NGĀRUAHINE SERVING OUR PAST, GROWING OUR FUTURE

Ngā taonga

Ngā Toi

Matauraura

Whakamāramatanga • We ensure that our uri have the opportunity to learn their Te Reo Tikanga

• We are the kaitiaki of our taonga, and we ensure that they are protected and shared in a way that is appropriate

• Our Ngāruahine narratives and perspectives are shared through a wide range of mediums

• Educational initiatives to support Ngāruahine economic development priorities

Te keokeotanga

Spaces that support: • Research • Repatriation • Protection • Archiving and storage

Spaces that support: • Training and wānanga • Whakairo • Raranga • Waiata – kapahaka • Taonga puoro • Contemporary art Initiatives and creative spaces • Artist residence • Arts shared space workshop • Recording studios

Spaces that support: • Tourism and hospitality • Environmental planning • Construction and trades

Spaces that support: • Formal, NZQA accredited classes • Hapū and kaupapa based wānanga at our Pā

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PRIORITISATION and locality Prioritisation​ The outcomes framework outlines the aspirations of the community, it does not detail the level in which those aspirations will be achieved. This will be defined in the business case based on feasibility assessment. For example, the concept of the gym was highlighted, however, it may not be feasible to have a fully equipped gymnasium space. Instead this may need to be a multi-purpose space, where regular fitness classes are provided for the community. The business case will look at assessing the feasibility and prioritisation of the aspirations to understand to what extent they can be achieved.​ ​ he cost of hiring a multi-purpose facility was a shared concern for the community and Iwi rōpū, T who felt that there would be little benefit, if the costs to access the new facility has unaffordable.

The scale and cost to build and maintain the multi-purpose shared space will have an impact on fee structuring. This balance will need to be addressed in the business case stage. ​ L ​ ocality​ The aspirations for the multi-purpose shared space covered several functions. These functions will be grouped into ‘like need’, prioritised and assessed as to where the most appropriate location is.

This could mean a large scale development on one site, or this may mean multiple sites developed and phased over a longer period of time. This will be assessed as part of the business case stage.​

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APPENDIX II Site Visits Te Kīwai Mauī and South Taranaki District Council (STDC) have had site visits to inspect and assess various locations in Manaia pertaining to the Project Tukau build. The sites under consideration included the Manaia Town Hall known as the Manaia & District War Memorial Hall 25 South Road, and the Manaia Domain Tennis Courts on Hassard Street.

Site Visit Overview: Manaia & District War Memorial Hall 25 South Road: •

We conducted a detailed examination of the Manaia Town Hall to evaluate its suitability for the Project Tūkau build. This included a detailed walk through of the facility and of the surrounding boundary.

• Along with STDC we assessed the existing infrastructure and facilities, noting all potential opportunities or challenges.

Sports Club Rooms: Manaia Domain Tennis Courts, Hassard Street •

We Inspected the Sports Club Rooms to determine their relevance to the Project Tūkau brief.

• We reviewed the existing structures and amenities, considering integration possibilities within the project brief.

In all locations, comprehensive assessments encompass: - Town planning - Services - Demolition costs - Community access - Parking - Engineering - Structural strengthening - Contamination and waste management - Area volume - Community accessibility - Carbon footprint - Environmental impacts - Residential/commercial aspects - Rural boundaries and property footprint