Northland HUBB

As a result of a chance meeting in Whangarei at the first Northland economic summit in 2012, a Lincoln University representative was persuaded to consider Kaikohe over Whangarei for a Lincoln satellite.

The motivation was to facilitate specialists in the primary education sector to come to the mid North to grow our human and knowledge capital as well as assist in negotiating the complex issues around Māori land use.

In addition, it is acknowledged that lifting the performance of whānau farms and whānau land use will be entirely dependent on creating long term

and enduring educational pathways.

Since that meeting two years ago we now have a Northland HUBB which includes two of our Te Pu o Te Wheke collective members in the seven-member group steering committee, Te Kotahitanga E Mahi Kaha Trust and Te Rūnanga-Ā-Iwi-O-Ngāpuhi.

The HUBB have primarily used Northland College as the catalyst to develop the initiative, which has already produced positive impacts on the school, the town and the whānau.

In the last year:

  • The school role has risen overall with 37 students enrolled in NCEA levels 2 & 3 (Up from zero in 2013). There are also 10 students looking to enroll at Telford to further their education.
  • The school farm production has increased 40% with a 5-year strategic plan signed off between Northland College and Lincoln to build on that.
  • N4L a high-speed internet portal has been established which provides links to e-learning enabling access to Telford’s expertise, Lincoln’s governance, farm management expertise and decision making processes.

The school is the foundation stone, which will provide for the HUBB to “Drive Northland regional development through identifying educational pathways that will, over the next 25 years, populate the north with a highly skilled and educated workforce at all levels of primary sector commerce.”


Piki Te Aroha Charts a new PATH

Last year, Te Rūnanga-Ā-Iwi-O-Ngāpuhi worked with Piki Te Aroha marae to  develop a whānau plan.

The plan came about because when the whānau observed that the marae was in need of some remedial repairs, they also identified that there were several other things needed attention.

The planning took place on the 16 of November at the marae and only involved a small group, in comparison to the whānau that whakapapa to the marae.

This identified a further need to develop a strategy that would be engaging of whānau and recruit them into the plan.

The planning took place and identified five key goals to achieve in the next three years that would not only meet the immediate needs of remedial work on the marae facilities but also build the whānau capacity and capability for the future sustainability of the marae, its tikanga and its mātauranga.

They are:

  • Eighteen wānanga over the next four years to equip whānau with the cultural competencies to uphold and develop the cultural imperatives for the marae.
  • Two annual reviews of a comprehensive Communication strategy and plan that is focussed towards communication rather than notifications.
  • To upgrade 50 % of the marae complex.
  • To have designed and implemented a Governance and Management framework that address all the policy and procedure matters for the marae and its operations.
  • To have received $200,000 in the three year period to financial support all the activities and aspirations.

Already they have reviewed their Charter, recruited more whānau into their plans and have a small team currently working on the development of their Communication Strategy, plan and a new website.

We look forward to continuing to watch the transformation of the marae and its people as they go forward.