Wairarapa Moana Social, Cultural and Wellbeing Services Investment

In August 2022, the Wairarapa Moana Incorporation and the Wairarapa Moana Trust commissioned a review of the Wairarapa Moana Trust (the Trust).

The review included a survey to collect the views of shareholders and whānau to inform final recommendations presented at the October 2022 AGM.

The following five recommendations were presented and were unanimously agreed to:

• Wind up the Wairarapa Moana Trust.

• Establish a social and cultural investments team within the Wairarapa Moana Incorporation.

• Confirm that current kaupapa would be retained as a focus into the future arrangements.

• Increase our investments across more social, cultural and wellbeing domains.

• Explore other funding and investment opportunities over time.

A project team has been formed to plan the implementation.

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⦾ Kahui Wai Māori Advisory Group – As Chairperson since 2018, Kingi has led the development of Te Mana o te Wai and its integration within the National Policy Statement –Freshwater Management 2020, the requirements of which give legal effect to Te Mana o te Wai and the inclusion of Mahinga Kai in the National Objectives Framework are significant changes. The improvements in our waterways over time, and requirements for local authorities to work in partnership with tangata whenua will benefit all of Aotearoa New Zealand now and for generations to come.

⦾ Miraka – Led in the creation of a strategic group of Māori Trusts and Incorporations and other strategic partners to establish an independent milk processing plant in 2011. After five years this company exports to more than twenty-three countries. Miraka is also a national and world leader in sustainable best practice dairy production. In 2016 Miraka received the Matariki Award Te Tupu-a-Nuku for Business and Innovation.

Winding Down the Trust

As agreed, the Trust is being wound down and work to finalise this is underway. It is expected the wind down will be completed by July 2023.

Phased Approach to Investment

The project team has considered the breadth of implementation and has agreed to adopt a two-phased approach over two years.

Activities in Phase One – Year One

Grants

• Continue to administer educational scholarships, marae, and Moanatanga grants.

Database

• To collect and store the whakapapa connections between whānau a database system is needed. We will develop a Whakapapa Register to the Original 139 owners in Wairarapa Moana 1882 Deed No 431.

• The intention is to collect whakapapa information which will be stored securely, can be updated regularly and is accessible by the grant’s administration team.

Future Scope Cultural/Social/Housing Programme

• It is anticipated that other cultural/social/housing work will be a multi-year work programme that will need to be developed first.

Activities in Phase Two – Year Two

In year 2, a team will be required to carry out the initial core functions and activities under each investment area. The team will implement the full work programme, will be responsible for administering the grants, and as the team becomes established, will also be responsible for securing new funding.

The skills, knowledge and experience required to be successful in the new roles include:

• demonstrated knowledge of social, cultural and wellbeing activities.

• development and funding frameworks.

• project and programme management experience.

• strategic oversight and planning.

• risk and issues management and mitigation; and

• relationship development experience.

We will keep you notified with updates in the Mailer as we walk through the process.

Pre-AGM Roadshows

This year our roadshows will be held