FEASIBILITY REPORT - Ngāti Koatangatikoata.com/wp-content/uploads/2017/06/20170128... · a....

CONFIDENTIAL 28 APRIL 2017

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F E A S I B I L I T Y R E P O R T

F o r T e P a t a k a A N g ā t i K ō a t a T r u s t

L o v e l l & A s s o c i a t e s L t d U n l o c k i n g P o t e n t i a l , I n n o v a t i o n a n d G r o w t h


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Table of Contents

1.0 Executive Summary ...................................................................................................................................5

a. Objectives.............................................................................................................................................5

b. Findings and Analysis ..........................................................................................................................5

c. Recommendations ...............................................................................................................................7

d. Indicative Development Timeline ...................................................................................................... 12

2.0 Introduction ............................................................................................................................................. 12

3.0 Project Scope .......................................................................................................................................... 12

3.1 Objectives ............................................................................................................................................ 12

3.2 Project Stages ..................................................................................................................................... 13

3.3 Indicative Timeline ............................................................................................................................... 13

3.4 Amendments ....................................................................................................................................... 14

4.0 Outcomes and Benefits ........................................................................................................................... 15

5.0 Governance/Organisation ....................................................................................................................... 15

5.1 Introduction .......................................................................................................................................... 15

5.2 Proposition ........................................................................................................................................... 15

5.3 Organisational Structure ...................................................................................................................... 15

5.4 Impacts ................................................................................................................................................ 18

5.5 Feasibility ............................................................................................................................................. 19

5.6 Funding ................................................................................................................................................ 19

5.7 Recommendations............................................................................................................................... 19

6.0 Ngāti Koata Land .................................................................................................................................... 20

6.1 Introduction .......................................................................................................................................... 20

6.2 Proposition ........................................................................................................................................... 20

6.3 Current Land Assets ............................................................................................................................ 20

6.4 Objectives ............................................................................................................................................ 21

6.5 Impacts ................................................................................................................................................ 21

6.6 Third Parties ........................................................................................................................................ 21


7.0 Iwi Cultural Centre ................................................................................................................................... 22

7.1 Introduction .......................................................................................................................................... 22

7.2 Proposition ........................................................................................................................................... 22


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7.3 Governance ......................................................................................................................................... 22

Table 1 Te Haeata Work Plan ............................................................................................................... 23

7.4 Workshop Feedback............................................................................................................................ 23

7.5 Feasibility ............................................................................................................................................. 23

7.6 Development ....................................................................................................................................... 23

Table 2 Concept and Design Requirements .......................................................................................... 26


8.0 Tourism ................................................................................................................................................... 28

8.1 Introduction .......................................................................................................................................... 28

8.2 Proposition ........................................................................................................................................... 28

8.3 Workshop Feedback............................................................................................................................ 28

8.4 Market Analysis ................................................................................................................................... 29

8.5 Global Eco-tourism .............................................................................................................................. 29

8.6 New Zealand Market ........................................................................................................................... 31

8.7 Government response ......................................................................................................................... 33

Table 3 Strategy Outcomes ................................................................................................................... 34

8.8 Nelson Tasman Marketing Statistics ................................................................................................... 36

8.9 Market demand for Cultural Experiences ............................................................................................ 38

8.10 Impact of earthquakes ....................................................................................................................... 39

8.11 Strategy ............................................................................................................................................. 40

8.12 Portfolio Options ................................................................................................................................ 44

9.0 Eco-Tourism ............................................................................................................................................ 47

9.1 Accommodation ................................................................................................................................... 47

9.2 Technology .......................................................................................................................................... 49

9.3 Feasibility ............................................................................................................................................. 50

10.0 Public Cultural Centre ........................................................................................................................... 50

10.1 Examples of Cultural Centres ............................................................................................................ 50

10.2 Feasibility ........................................................................................................................................... 54

10.3 Recommendations............................................................................................................................. 54

11.0 Business Planning................................................................................................................................. 54

11.1 Introduction ........................................................................................................................................ 54

11.2 Strategy ............................................................................................................................................. 54

11.3 Skills .................................................................................................................................................. 55


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11.4 Leadership ......................................................................................................................................... 56

11.5 Systems ............................................................................................................................................. 58

11.6 Make, Buy or Partner ........................................................................................................................ 59

11.7 Economics ......................................................................................................................................... 60

11.8 Risks .................................................................................................................................................. 60

11.9 Eco-Tourism Recommendations ....................................................................................................... 60

12.0 Identified Opportunities ......................................................................................................................... 61

12.1 Introduction ........................................................................................................................................ 61

12.2 Tinui Island Restoration Project ........................................................................................................ 62

12.3 Happy Valley Adventure Park ........................................................................................................... 64

13.0 Compliance ........................................................................................................................................... 70

13.1 Introduction ........................................................................................................................................ 70

13.2 Environmental Regulatory Framework .............................................................................................. 70

13.3 National Policy Statements ............................................................................................................... 71

13.4 Iwi Management Plan ........................................................................................................................ 73

13.5 Regional Policy and Planning Documents ........................................................................................ 75

13.6 Regional Plan Objective and Policies ............................................................................................... 78

13.7 District plans and policies .................................................................................................................. 79

13.8 Combined plan .................................................................................................................................. 79

13.9 Recommendations............................................................................................................................. 81

Appendices ................................................................................................................................................... 83

Appendix A – Potential Funding Timetable ............................................................................................... 83

Appendix B – Indicative Development Timeline ........................................................................................ 86


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1.0 Executive Summary

a. Objectives

This Project will:

a. Deliver a Scoping and Feasibility Report that identifies a range of options for the development of a Cultural Centre at the French Pass School, Residence and Nursing Home and eco-tourism opportunities for wider Ngāti Koata assets that align with the strategic objectives of the Iwi;

b. Identify concept plan and design requirements for the Cultural Centre; and c. Identify funding options where relevant. b. Findings and Analysis

Ngāti Koata are an iwi with a strong presence, extensive relationships and rohe in the Nelson/Marlborough area. As an organisation the Trust and as an Iwi Group, Ngāti Koata has the opportunity to further develop their presence culturally and economically within their rohe. Ultimately it is the nature of Ngāti Koata culture, its tikanga, manaaki and role as kaitiaki which will always drive the iwi and is, with their people, their greatest strength. However, Ngāti Koata (or any of the top of the south iwi for that matter) have little to no internet presence in the tourism sector. This is a weakness which we discuss further and proposed short and medium term responses to. Ngāti Koata’s strategic goals includes sustainability and preservation of their region’s culture and tradition. Diversifying their current presence and participation in the local tourism sector is feasible and carries a range of opportunities and options. Ngāti Koata whanau and individuals already have a suite of activities operating in the region, resources and skills to commence other experiences, and a plethora of other ventures and opportunities that could add to a culturally vibrant and cohesive tourism market to the Nelson and Marlborough region. They could also provide the opportunity for Ngāti Koata to develop a holistic product or products with iwi and iwi member businesses working together in a larger scale cultural eco-tourism venture creating significant economic and social benefits for the iwi. Creating and bringing new tourism products to the market requires various levels of external support and network links to ensure suitable development steps are taken and made. It is vital that the framework of any tourism strategy and its associated activities maintain and incorporate authenticity, tikanga, sustainability and the values and principles of Ngāti Koata. The natural resources, history, culture and people of Ngāti Koata, allow a broad positioning to the market. An emphasis on cultural tourism in the area combines elements of adventure, nature and recreational activities that provide flexibility and amalgamation across different activities and experiences that can optimise seasonal challenges. A cultural strategy which sets the framework and aligns with Ngāti Koata’s already clear objectives and strategic goals will provide the basis for an integrated and inclusive approach to creating a prominent place for Ngāti Koata culture and products for visitors to the region to experience. The concepts and recommendations identified in this report should therefore be considered in light of the cultural brand of the iwi and the aim and opportunities of developing a similar


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experience in the region to that provided in Rotorua and Auckland through their living village experiences and attractions. In those instances, places like Whakarewarewa Living Village have utilised the tikanga of Te Arawa and Tuhourangi and develop a unique experience for visitors. For individual iwi members, there is the potential to develop unique opportunities while still referencing their Ngāti Koata identity. A good example of this is the Tamaki tours and Māori Village which is again Te Arawa based but are a privately-run interest. Both examples provide opportunities for Te Arawa people to gain both employment and skills in all areas related to the tourism ventures. Cultural eco-tourism ventures undertaken by Ngāti Koata will have potential for success based upon their unique tikanga and worldview. The data provided in this report supports the significant potential in visitor numbers and opportunities in Nelson Marlborough. The Kaikoura earthquake provides further opportunities. Unlike such places as Rotorua, Nelson/Marlborough has not capitalised on the cultural aspect of tourism. To do so could provide the potential for significant social and economic benefits for the iwi. We have identified the potential for a second cultural centre (the first being the internally based centre at the French pass school site). This second centre could provide the base for many of the activities undertaken at the Rotorua ventures but with a clear Ngāti Koata worldview. That viewpoint would be presented by Ngāti Koata people and would reflect their tikanga and manaaki. Such a centre could be an opportunity to provide the public with both a tourism experience and an understanding of Ngāti Koata. We have suggested that Ngāti Koata could consider both a smaller scale centre in Nelson in the first instance with a subsequent larger centre built into a larger scale tourism venture later on. We have identified examples worldwide where such centres have been successfully developed both on a larger and small scale. Finally, as part of our analysis we have identified some threats to the development of cultural eco-tourism ventures. They could include:

Failure to base ventures on clear cultural and commercial principles;

Failure to have a strong base of support at governance and from the people;

Failure to incorporate the already considerable skill of Ngāti Koata people in a venture and to develop skills in areas of need;

Failure to effectively market the iwi brand and unique worldview effectively both domestically and internationally.

We discuss each threat above later in this report. The key point is each will need to be clearly dealt with to enable the iwi to take advantage of the opportunities available to them in the cultural tourism space. French Pass

The French Pass School, Teachers Residence and Nurses home have been identified as suitable sites for a cultural centre which Ngāti Koata iwi members can utilize exclusively. The site has the potential to be a venue for learning, enabling the kawa and tikanga of Ngāti Koata to be learnt by future generations. It is also a venue for iwi members wherever they may reside to return home and have somewhere to stay. Te Haeata have identified through their strategic plan a number of activities they wish to pursue. We recommend that those activities are undertaken and where possible we have identified funding options for them. We also consider that a full Design and Concept Report should be commissioned. We have identified the scope and framework of such a report and firms which could be


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commissioned to undertake the work. Again, we have identified funding options for this work. Cultural Eco-tourism

Ngāti Koata have a number of opportunities to develop a role in eco-tourism and specifically cultural tourism. The determination of what is preferred if any will be based upon Ngāti Koata strategic goals and the iwi risk profile. It is clear however following our review that while there is a strong cultural voice in the North Island and specifically in Rotorua where culture is a core component of their tourism strategies, there would seem to be no corresponding high visibility location or cultural space in the South Island that readily comes to mind. Ngāti Koata are well placed to provide this in both the Nelson and wider Marlborough and Tasman districts. We have identified a range of avenues Ngāti Koata may choose to explore, including:

A. At its simplest extension of the existing iwi web base to provide an iwi presence in local tourism and allow access to iwi members already active in the industry to advertise their services under the iwi brand;

B. Developing opportunities for iwi members to further their involvement in tourism. This could include guided tours to Takapourewa and other areas;

C. Identifying opportunities to develop tourism projects on Ngāti Koata land or acquiring other property for the purpose;

D. Consider the development of a second public Ngāti Koata cultural centre to provide an iwi tourism experience and to promote employment and skill development within Ngāti Koata.

The preferred options will be based upon the iwi cultural strategy and thereafter its risk profile and potential for investment. We suggest that there may be great benefit with little cost of extending the website for iwi tourism operators. However, where significant benefit costs are involved we would recommend that business and investment planning is undertaken. There is great potential as part of a Ngāti Koata cultural strategy to create a holistic experience where Ngāti Koata either as the iwi alone or with iwi member businesses working alongside and or as part of the supplier chain to create significant economic and social benefits for the iwi. We provide further recommendations below.

c. Recommendations

Governance/Organisation

A. Determine whether Ngāti Koata at both a governance and iwi level supports the development of a cultural strategy for presenting Ngāti Koata in the wider community and in business ventures such as tourism and eco-tourism. This will likely require hui with kaumatua and iwi members to consider what and how Ngāti Koata wish to present themselves and what is appropriate or inappropriate.

B. Identify which entities will be responsible for activities. In this instance, the key considerations in the short to medium term will be primarily cultural based with the support of commercial assessment where opportunities are identified. It may therefore be preferable to retain this work stream within the auspices of the trust until such time as the full cultural framework has been established and or opportunities for commercial development have been considered and scoped.


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C. Based upon the cultural principles and parameters identified in the work stream above, identify the potential for opportunities and the framework that will govern any tourism activities upon Ngāti Koata land or utilising Ngāti Koata assets and resources. This may include:

Where feasible, culturally suitable and acceptable, negotiate investment in any venture on Ngāti Koata land;

Initiatives to enable and establish iwi members as participants in co tourism activities and developments; and

Expected outcomes and deliverables e.g. return on investment ‘do no harm’ to the environment and to the cultural principles of Ngāti Koata.

D. If a cultural strategy is pursued as discussed later in this report we would recommend adopting a commercial strategy of make, pay or partner to develop a range of opportunities.

E. Approve a tourism development portfolio and authorise the investigation of funding to either pay or support iwi expenditure for business case and investment planning and identification of potential partners who will fit with the cultural ethos of Ngāti Koata.

F. We would recommend that a Tourism Project Manager is contracted to establish the framework for the completion of the recommendations of this report and to commence the short-term recommendations in the first instance. In the medium term and once viability is confirmed it is likely that Ngāti Koata may prefer to source the management from internal staff. Other external resources will also likely be required overtime to fill skill gaps.

Ngāti Koata Land

G. Confirm what properties within their portfolio may be available for cultural tourism development;

H. Discuss with DoC the potential for utilisation of land with covenants for cultural tourism opportunities; and

I. Review the forestry license and discuss with forestry licensee and forestry manager options for utilising the forestry for cultural tourism activities.

Iwi Cultural Centre at French Pass School and Residence

J. Complete the activities identified in the Te Haeata Strategic Plan and consider funding which may be available to assist;

K. Confirm with Te Haeata and iwi the exact nature of the activities to be undertaken on site and any specific needs;

L. Confirm with local authorities and insurers any compliance requirements for a development on the site;

M. Apply for funding as proposed in the Funding table at Appendix A; N. Undertake a tender process to identify the preferred consultant to undertake the concept

design work; and O. Complete a full concept design for a Cultural Centre on the site as proposed in the table

above. Public Cultural Centre

P. In respect to a public Cultural Centre consider the opportunities which may exist for establishing a cultural centre which will provide a public presence for Ngāti Koata, its tourism ventures and opportunities for skill development and employment for its people. In doing so determine: How a Cultural Centre may fit with the Ngāti Koata cultural strategy; What is the scale and scope of such a centre? Would it be a small venture in Nelson

for example or a larger centre as part of a larger venture?


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What are the core activities to be undertaken? What are the skills required and who will provide them? Who are potential partners and funding sources?

Cultural Eco-Tourism

Immediate Priorities (6 months to 1 year)

Ngāti Koata Development Q. Confirm that Ngāti Koata wish to pursue culturally appropriate eco-tourism ventures and

their appetite for making, buying or partnering in ventures. R. Confirm the cultural strategy and framework for identifying appropriate cultural eco-

tourism projects. S. Engage with DoC to update and amend the Takapourewa Operational Plan to enable

culturally appropriate ventures on Takapourewa. T. As per the recommendations above, engage with DoC and the Forestry Licence owner

and managers for the Ngāti Koata forests to identify possible activities which could be undertaken either in partnership or as part of a Ngāti Koata cultural eco-tourism portfolio on their lands and or adjacent DoC lands. This information would feed into decisions in later stages.

U. Engage advisors and commence negotiations for Happy Valley Adventures if considered appropriate.

Assisting Iwi members to pursue eco-tourism opportunities

V. Notwithstanding whether Ngāti Koata wish to pursue cultural eco-tourism in their own right there are opportunities to assist iwi members who are within the industry without significant cost. Options would include: Continue with stocktake and organise existing products into a coherent narrative; Develop a Ngāti Koata ‘front door’ for Ngāti Koata owned cultural or other eco/tourism

businesses. In the first instance this could be a virtual ‘front door’. Over time this could be developed to a physical ‘front door’ - the Cultural Centre for example;

Use existing technological innovations e.g. AirBNB experiences to develop and market the Ngāti Koata cultural experience directly to visitors in Nelson;

Partner with Nelson Tasman marketing and economic development agencies to develop marketing materials which align with the Ngāti Koata cultural ethos for iwi products (existing and new).

Short Term Priorities (1-2 years)

W. There are many options for a well-developed and integrated cultural tourism development undertaken by Ngāti Koata. We would recommend that following confirmation of the cultural strategy Ngāti Koata: Identify and prioritise the key activities, infrastructure and opportunities Ngāti Koata

would like to develop; If taking the Make or Buy route undertake business cases for these products which

Ngāti Koata wish to consider developing; Develop a stakeholder engagement and channel development approach. This will

enable prioritisation of relationships to build and leverage; and start to build products targeted at specific markets and channels which reflect the cultural ethos of Ngāti Koata;

Identify key partners Ngāti Koata can partner with to: (a) develop products; (b) increase skills; (c) develop mentoring relationships; and


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(d) deliver new products into Nelson and Marlborough.

X. In respect to cultural eco-tourism on Takapourewa: Complete the process of reviewing the Takapourewa Operational Plan and inclusion

(if approved by the iwi) of: Access opportunities for Ngāti Koata cultural and individual member eco-

tourism companies; Employment opportunities for Ngāti Koata iwi members to act as guides and

to provide appropriate cultural services and skills; Conservation education and training for iwi members;

Identify whether Ngāti Koata has identified and implemented technological innovations that facilitate visitor access to Ngāti Koata experiences;

Identify what product/s (physical and virtual) have been developed or will require developing for a cultural eco-tourism venture on Takapourewa.

Medium to Long Term Priorities (3-5 years)

Y. Open discussions with selected tourism partners to: Work with Ngāti Koata in the development and delivery of tourism products on

Ngāti Koata land and utilising the Ngāti Koata brand; Agree Heads of Agreement and other partnership arrangements.

Z. Co jointly plan with selected partners for ventures and where relevant an integrated experience which reflects the Ngāti Koata cultural worldview.

AA. Where working with partners develop business plan(s) to validate the commercial opportunities and the social benefits for the mutual benefit of Ngāti Koata and their partners.

Identified Opportunities

BB. In respect to Tinui Island:

initiate discussions with owners to determine whether there is now an appetite for development;

discuss if it doesn’t exist already the possibility of establishing a trust or other entity under Te Ture which would be responsible for negotiating arrangements for the owners;

confirm whether there is interest within the eco-tourism market to take tours to Tinui; initiate discussions with DoC and the local authority about supporting the restoration

of the island. If willing to proceed consider: seeking Board approval to support concept and business planning; enter into an MOU or heads of agreement with DoC and the local authority to

investigate the joint development of a business plan for Tinui; confirm interest from eco-tourism operators in taking tours to Tinui; and

consider applying for the funding for restoration costs. CC. In respect to Happy Valley Adventure Park:

Confirm whether Happy Valley would fit with the Ngāti Koata cultural strategy; Instruct legal and financial advisors to undertake full due diligence on the business; Should the property be purchased, undertake a formal feasibility and business plan

to assess opportunities for further development including: a. For a cultural centre:

i. Seek Board approval for concept and business planning for investment; ii. Confirm the cultural ethos of the centre and the services that will be

provided; and


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iii. Identify the services and skills required and undertake an assessment of the skills already available among iwi members and any gaps requiring training.

Should accommodation or wellness spa facilities be contemplated that over the medium term:

b. Seek Board approval for concept and business planning for investment; c. Identify potential accommodation, wellness /spa operators; d. Enter into heads of agreement; and e. Co jointly plan with a selected operator for a combined accommodation facility

and wellness and spa services. We have identified funding options where possible for the recommended work. A funding table is attached at Appendix A. Compliance

DD. Complete a consents strategy for the Ngāti Koata business portfolio (including eco-tourism). That strategy would likely include: Amending the Ngāti Koata Iwi Management Plan to allow for commercial

development as a priority for the iwi and for Cultural Centres specifically; The completion of a Development Plan for business activities Ngāti Koata wishes to

undertake including eco-tourism in the relevant territorial zones; Participating in the current Nelson Regional Policy Statement and Local authority

planning processes to ensure the interests of Ngāti Koata are provided for including a Development Plan which could be included in the Combined Plans of both Nelson and Marlborough.

Strategy Road Map

Outlined below is a proposed Strategy Road Map that starts to outline a range of potential priorities for the next 3 – 5 years and longer. Each is dependent on the completion of a workplan and many of the recommendations we have identified. However, the intent is that after 5 years Ngāti Koata have a clear brand and potentially a holistic culturally appropriate tourism venture in the Nelson and Marlborough area.


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Diagram 1 Road Map

d. Indicative Development Timeline

We have provided an indicative timeline for the various work streams and recommendations identified in this report. The timeline contemplates therefore the short, medium and long term. That timeline is provided at Appendix B.

2.0 Introduction

This feasibility report (Feasibility Report) is prepared at the request of the Ngāti Koata Trust (Trust). The intent is to provide a feasibility report for the development of Cultural Centres and eco-tourism opportunities on Ngāti Koata land.

3.0 Project Scope

The original scope of the application made for the funding of this report contemplated both a feasibility and business plan for a development on French Pass of a Cultural Centre and of eco-tourism opportunities. It was agreed however with the General Manager that a wider approach to the eco-tourism component would be taken and that given this only a feasibility report would be completed under the contract. The scope of the contract was narrowed accordingly. On 12 October 2016, the Trust and Lovell & Associates Ltd agreed a service agreement (Agreement) which set out their proposed scope for the Feasibility Report. The objectives and scope as set out in the Agreement are: 3.1 Objectives

This Project will:

a. Deliver a Scoping and Feasibility Report that identifies a range of options for the development of a Cultural Centre at the French Pass School, Residence and Nursing Home and eco-tourism opportunities for wider Ngāti Koata assets that align with the strategic objectives of the Iwi; and

b. Identify concept plan and design requirements for the Cultural Centre.

Medium to Long Term

5+ years

Operate a Ngāti Koata cultural venture with

iwi members providing some or all of the

supply chain

Operate two iwi culural centres: one

internal at French Pass and another open to

the public

Have all the infrastructure required

for the Ngāti Koata tourism strategy

Short term

2 - 5 years

Springboard off existing opportunities and identify new ones

Develop priority activities

Establish the plan for al infrastructure needs

Immediate Confirm Ngāti Koata Development

Assist Iwi Members to pursue eco-toursim

opportunities

Develop infrastructure to support future

ventures

Eco-tourism Iwi Cultural Centre

Infrastructure


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3.2 Project Stages

Stage One: Scope and Concept Development

Engagement with Te Pataka Board, Te Haeata, Kaumatua and key Ngāti Koata involved in tourism industry including workshop and/or 1:1 meetings with key identified stakeholders

Confirm Iwi eco-tourism aspirations including for specific sites in the Ngāti Koata portfolio

Confirm approvals processes, scope, success and evaluation criteria for the Report.

Stage Two: Option Development

Identify and scope preliminary options

Report Back Workshops – testing of preliminary options

Develop preferred options for development of the site/s and confirm optimal options with Trust

Commercial and financial review of options

Costs, revenue for confirmed optional options

Concept plan and design requirements for Cultural Centre confirmed

Final Report provided to Te Pataka Board and Te Haeata.

3.3 Indicative Timeline

Date Description

Stage One: Scope and Concept Development

1 October - 11 November 2016

By 7 October Draft Objective, Scope and Timeline provided to GM, Ngāti Koata

Confirm objective, scope, approach, timeline and approvals processes

10 – 17

October

Confirm who should be included in workshops, 1:1 interviews/discussions

Workshop outline and key questions developed

Develop draft value proposition, success/evaluative criteria

Assess current state of play including reviewing existing documentation

17 October – 4

November

Workshops and 1:1 interviews/discussions to understand

a. Cultural Centre Aspirations for French Pass Site b. Iwi Eco-tourism aspirations, objectives, limits,

project expectations

Potential site visits

4 – 14

November

Analysis of Workshop and interview outcomes. Overview provided to workshop and interview participants.

Scope regulatory and operating environment, central and local government policy frameworks, risks, barriers and opportunities


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Literature review, scoping and assessment of other national and international initiatives

Stage Two: Option Development

14 November – 16 December 2016; 9 January – 24 February 2017

14 – 25

November

Interim scope and concept, finalised value proposition, success criteria, draft Report outline and status update provided to Ngāti Koata GM for feedback and approval

Feedback incorporated

14 November

– 2 December

Preliminary options identified and scoped including infrastructure requirements, Cultural Centre expectations

Preliminary options provided to GM Ngāti Koata/Board

6 – 16

December

Report Back Workshops – testing of preliminary options

Feedback incorporated into options

Options refined and prioritised

9 – 27 January Options refined – benchmarked, preliminary commercial and financial review, market analysis, risk assessment, potential partners scoped

Concept plan and design requirements for Cultural Centre identified

ROI/Return on Development identified for each option

Implementation phasing and timelines developed for each option, assessed against evaluative criteria.

Identification of optimal option and next steps

Further refinement

Preliminary report provided to GM by 19 November and feedback incorporated

Update Report 2 provided to GM Ngāti Koata

30 January –

19 February

Draft Report provided to Board/GM

Feedback provided

20 – 24

February

Report finalised and feedback incorporated

27 February –

3 March

Final Report provided to Ngāti Koata

3.4 Amendments

The writers attended a workshop with iwi members on 28 November 2016. They also met with the General Manager Ms. Adrienne Kenney on 14 September 2016. There has also been numerous email and other phone calls during the duration of the project. During consideration, the following points became clear and required amendment of scope:

A Cultural Centre at French Pass would not be open to the public or for eco-tourism development. Rather it would be for the use of iwi members and for the development


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of iwi initiatives such as wananga and training. Consideration in the report should be given to this preference.

The iwi wished to investigate a Cultural Centre in Nelson as the public face of Ngāti Koata. This could be standalone or part of a larger development and should be considered as part of this report.

Given the breadth of options and areas (all of Ngāti Koata land) financial assessments could not be given of specific options. Rather it is proposed that once Ngāti Koata determine what if any options they prefer that full business cases with financial advice are sought for the preferred opportunities.

Two specific opportunities have been raised for consideration during the preparation of this report. Both have been considered as part of wider feasibility considerations.

Final comments were provided to the authors in April 2017. Those comments have been included in this final report.

The Trust and Lovell & Associates Ltd agreed to modify the report and the above milestones allowing for the amendments and the delay of the workshop.

Presentation of the Final Feasibility Report to Ngāti Koata will be made on or by 30 April 2017.

A further reporting hui is intended for May 2017.

4.0 Outcomes and Benefits

There are a broad range of outcomes and benefits that could accrue to Ngāti Koata as a result of developing an Iwi Cultural Centre, ecotourism opportunities (including a public cultural centre). In the first instance, these outcomes will align directly with existing strategic frameworks and the outcomes and benefits described therein. This report outlines a range of recommendations, which we consider are consistent with the strategic frameworks and intentions of Ngāti Koata. Specific outcomes and benefits are discussed throughout the report. Once Ngāti Koata confirms which initiatives it wishes to progress, it will be critical to ensure there is clarity between those initiatives, short – medium term outputs and any outcomes and benefits. These will enable Ngāti Koata to understand how each initiative is contributing to, or tracking towards, outcomes for the iwi.

5.0 Governance/Organisation

5.1 Introduction

Ngāti Koata Iwi have a range of entities to undertake activities to benefit iwi members. Many of those entities will take a role in cultural and commercial eco-tourism activities. 5.2 Proposition

It is proposed that the Iwi Group will move forward with developments on the French Pass School and Residence and utilising Ngāti Koata land and resources. 5.3 Organisational Structure

Ngāti Koata draw strong links to the Tainui waka, originally settling around Raglan and Kawhia in the Waikato after the great migration. Some Ngāti Koata people moved south to


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Kapiti and Ngāti Koata first came to Te Tau Ihu (the northern South Island) in the mid-1820s, after receiving a tuku of land from Tūtepourangi, and also as part of an invasion. Ngāti Koata primarily settled at Rangitoto Island, Croisilles, Whakapuaka, and Whakatū. In 1987, the people resolved to establish a trust to replace the existing runanga. Thus, the Ngāti Koata No Rangitoto Ki te Tonga Trust (Trust) was established. In 2004 Ngāti Koata along with the other iwi of New Zealand settled their fisheries interests through the Māori Fisheries Act 2004. The Trust is the mandated iwi organisation for the purposes of that settlement. On 21 December 2012 Ngāti Koata signed the Ngāti Koata Deed of Settlement which provided for the full and final settlement of all historical Treaty of Waitangi claims of Ngāti Koata resulting from acts or omissions by the Crown prior to 21 September 1992, and is made up of a package that includes:

• an agreed historical account and Crown Acknowledgements which form the basis for a Crown Apology to Ngāti Koata; • cultural redress; and • financial and commercial redress. The benefits of the settlement are intended to be available to all members of Ngāti Koata wherever they may live. The Ngāti Koata settlement was negotiated alongside settlements with the other seven iwi with historical claims in Te Tau Ihu. The settlement legislation to enact the Ngāti Koata Deed of Settlement was passed on 22 April 2014. The lands and financial redress provided in this settlement were passed to Te Pataka a Ngāti Koata Trust (Te Pataka) as the approved settlement entity for the iwi.

Ngāti Koata now have a group of organisation’s which provide for the wellbeing of the iwi.

They are:

The Trust; Te Pataka; Koata Ltd; and Te Kete Aronui o Ngāti Koata Ltd.

Jointly referred to as the “Iwi Group”. The trustees of the Trust and Te Pataka are the same. They are currently:

Frank Hippolite (chair) John Dobson Rahui Katene Tahua Solomon Joanie Wilson Anthony Patete George Elkington

Koata Ltd is a wholly owned subsidiary of Ngāti Koata Trust. It is an Asset Holding Company in compliance with the Māori Fisheries Act. Koata Ltd.’s holdings include:

Shares in Aotearoa Fisheries Ltd;

http://ngatikoata.com/koata-ltd/

http://ngatikoata.com/?page_id=1044&preview=true


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Fisheries Quota; Partnership in the Port Nicholson Fisheries LLP (Crayfish ACE); A 25% share in the Tui Joint Venture (Tasman Bay mussel farming); Shareholder in Kotato Ltd (Fisheries); Shareholder in the following Ring Road companies:

- Tasman Bay Ring Road Farming Ltd; - Tasman Bay Ring Road Spat Catching Ltd; - Golden Bay Ring Road Farming Ltd; and - Golden Bay Ring Road Spat Catching Ltd.

Te Kete Aronui o Ngāti Koata Ltd is a wholly owned subsidiary of Te Pātaka a Ngāti Koata Trust. It holds the assets returned to Ngāti Koata through the 2006 Crown Settlement. Its holdings include:

Forestry lands in Hira and Waimea; and French Pass School.

Directors for Ngāti Koata Ltd and Te Kete Aronui o Ngāti Koata Ltd are:

Dave Ashcroft Rahui Katene Rob Pooley

The Iwi Group management and administration lead by Adrienne Kenney – General Manager As at the 2016 Annual General Meeting the total assets for the Iwi Group was $44,556,792. The Strategic Plan of the Iwi Group was approved in November 2016. It is represented on the Ngāti Koata website and in material as a waka. Diagram 2: Ngāti Koata Strategic Plan




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As part of the iwi strategic planning the following purpose, vision and mission statements of the Iwi Group were identified:

Purpose

Te Aronga – “Tiaki tāngata, tiaki taiao, tiaki taonga”

The purpose of the Ngāti Koata Trust is to protect our people, our places,

our taonga.

Our Vision

Te Moemoeā – “Kia hoki mai te manu hakapakapa”

Ngāti Koata are flourishing.

Mission Statement

Te Kaupapa – The mission of the Ngāti Koata Trust is to support the

cultural, social, political and economic wellbeing of our people, our places

and our treasures. Further in the Strategic Plan the Ngāti Koata goals identified include: Cultural Revitalisation – to promote enhance, celebrate and protect our whakapapa, our kawa, our reo, and our matauranga (through kia whakatu te reo, takahia he whenua, wananga). Environmental Management – to maintain, strengthen and develop our kaitianga and relationship with our environment (through developing Ngāti Koata taiao strategy, iwi sites of significance database, customary and commercial fish plans, developing kaitiaki protocols and developing cultural environmental health indicators). Iwi Development – to foster the growth of te mana motuhake o Ngāti Koata (through papakainga, marae, Te Haeata, iwi representation, successional leadership programme). Wellbeing – to provide opportunities for our people to succeed (through scholarships, grants, health and education programme, ongoing resource scheme). Cultural Wealth – to assist Ngāti Koata whanau to maintain their kaitiaki role with taonga). Organisational Development – to provide an organisational, sustainable, informative, representative, transparent structure for Ngāti Koata (through communications, sustainable growth of putea, governance and management training, operation and business plans, trust office). 5.4 Impacts

Subject to the business strategies employed by the Iwi group it is likely that the scope of management activity will increase. Dependent on Ngāti Koata choices and priorities there


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may be the need to increase investment (time, people, resourcing) in specific focus areas. There are opportunities to seek additional support and funding from external sources. Should Ngāti Koata wish to progress with the development of a cultural strategy and commercial activities on some of its land and assets, some changes to existing regulatory documents e.g. Iwi Management Plan and the Takapourewa Operational Plan will be required. 5.5 Feasibility

For the activities referred to in this report to be pursued it is essential that:

The Iwi Group: o develops a cultural strategy for presenting Ngāti Koata in the wider community

and in its tourism and eco-tourism business ventures; o identifies which entities will be responsible for activities. In this instance, the

key considerations in the short to medium term will be primarily cultural based with the support of commercial assessment where opportunities are identified;

o set the objectives and business principles for the governance of activities upon their land or utilising their assets;

o be clear about how each initiative or activity is expected to deliver to Ngāti Koata aspirations, strategies and outcomes;

o move forward with their preferred options; and o identify a suitable structure to support the Chief Executive should Ngāti Koata

move forward with tourism ventures. Given the breadth of proposed work and decision making we consider it would be difficult to add tourism based work to existing roles.

5.6 Funding

We would recommend that the position of Project Manager is contracted in the first instance (1 year). This would allow for the establishment of systems and implementation of the immediate and short term strategies identified in this report. 5.7 Recommendations

1. Determine whether Ngāti Koata at both a governance and iwi level supports the development of a cultural strategy for presenting Ngāti Koata in the wider community and in business ventures such as tourism and eco-tourism. This will likely require hui with kaumātua and iwi members to consider what and how Ngāti Koata wish to present themselves and what is appropriate or inappropriate.

2. Identify which entities will be responsible for activities. In this instance, the key considerations in the short to medium term will be primarily cultural based with the support of commercial assessment where opportunities are identified. It may therefore be preferable to retain this work stream within the auspices of the trust until such time as the full cultural framework has been established and or opportunities for commercial development have been considered and scoped.

3. Based upon the cultural principles and parameters identified in the work stream above,

identify the potential for opportunities and the framework that will govern any tourism activities upon Ngāti Koata land or utilising Ngāti Koata assets and resources. This may include:


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Where feasible, culturally suitable and acceptable, negotiate investment in any venture on Ngāti Koata land;

Initiatives to enable and establish iwi members as participants in co tourism activities and developments; and

Expected outcomes and deliverables e.g. return on investment ‘do no harm’ to the environment and Ngāti Koata cultural principles.

4. As discussed later in this report we would recommend adopting a strategy of make, pay

or partner to develop a range of opportunities. 5. Approve a tourism development portfolio and authorise the investigation of funding to

either pay or support iwi expenditure for business case and investment planning and identification of potential partners who will fit with the cultural ethos of Ngāti Koata.

6. We would recommend that a Tourism Project Manager is contracted to establish the

framework for the completion of the recommendations of this report and to commence the short-term recommendations in the first instance. In the medium term and once viability is confirmed it is likely that Ngāti Koata may prefer to source the management from internal staff. Other external resources will also likely be required overtime to fill skill gaps.

Potential funding for a contracted position has been identified at Appendix A.

6.0 Ngāti Koata Land

6.1 Introduction

In addition to the assets referred to above Ngāti Koata retains several blocks of land transferred from the Crown as settlement. 6.2 Proposition

It is proposed that some of the Ngāti Koata lands be used for eco-tourism and Cultural Centre development. 6.3 Current Land Assets

Ngāti Koata current land assets include:

Waimea Forest (4436 hectares); Hira Forest (4646 hectares); French Pass School and Teachers residence; 15 hectares Lucky Bay on Rangitoto Island; 10 hectares Whangarae Estuary; and 0.920 hectares Moukirikiri Island.

Some of the properties above have covenants preventing or limiting activities which can be undertaken upon them. They are:

Lucky Bay – conservation covenant; Whangarae Bay (Okiwi Bay) - fencing covenant and easement instrument containing

restrictive covenants; and Whangarae Estuary - a conservation covenant.


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Five properties owned by Ngāti Koata are leased back to Crown.

Nayland College Nelson; Broadgreen Intermediate Nelson; Maitai School Nelson; Stock Community Police Station; and DoC Renwick Area Office.

Other Crown properties are available to Ngāti Koata on a first right basis. 6.4 Objectives

Ngāti Koata have set out their objectives and goals in their Strategic Plan and in their annual reporting. It is clear that they view their assets as an integral part of providing stability and an economic base for current and future generations. As part of determining what if any activities will be undertaken on their land the care of and restoration where needed will clearly form a part of likely development. This focus aligns with the eco-tourism ethos and philosophies discussed later in this report. Ngāti Koata will determine the use of their lands and assets based upon prudent careful management. 6.5 Impacts

Potential impacts of using Ngāti Koata land would include:

Utilization of existing assets rather than the purchase of new ones;

Potential diversification of existing use of land;

Reduced cost of establishment of development;

Risk to land should it be used as part of securing a development; and

Some impact on the land (can be minimised). Other than the French Pass school and residence we have not specified what if any activities could or should be undertaken on which piece of land. This is because Ngāti Koata are yet to confirm what land would be available for eco-tourism activities. We have however identified opportunities which may be feasible should the Iwi Group wish to explore them. 6.6 Third Parties

Given the covenants which exist on some parts of the returned land it may be sensible to discuss with DoC what if any practical restrictions would be placed upon covenanted land use in the first instance. In respect to the forestry blocks use will be subject to the forestry license, timing of harvesting and arrangements with the forestry manager. To utilise the forestry lands it will be essential to consider the rights Ngāti Koata has as land owner and discuss options with the manager and licensee to determine feasibility. A key consideration will be health and safety protocols under the new Health and Safety at Work Act 2015 (HSA) and regime. 6.7 Recommendations

It is recommended that Ngāti Koata:


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Confirm what properties within their portfolio may be available for cultural tourism development;

Discuss with DoC the potential for utilisation of land with covenants for cultural tourism opportunities; and

Review the forestry license and discuss with forestry licensee and forestry manager options for utilising the forestry for cultural tourism activities.

7.0 Iwi Cultural Centre

7.1 Introduction

French Pass School and Residence was transferred to Ngāti Koata as part of their Treaty settlement.

7.2 Proposition

Our original brief was to consider whether the French Pass School and Residence (with the nurse’s home) would be suitable for a Cultural Centre to be utilised by iwi and the public in some form. 7.3 Governance

The French Pass site is managed by a committee called Te Haeata. Members as at the 2016 Annual General Meeting were: Board representative: Ngawai Webber Ahi Kā representatives: Bill Webber John Webber Joanne Webber Kaumātua representatives: Elizabeth Campbell Nohorua Kotua He Kupu Reanga representative: Noela McGregor Iwi representative: Pene Geiger Trust representatives: Frans Van Borkhout Vicki Rielly Louisa Paul Matt Hippolite


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The aim of the committee is to make the former French Pass School site a Cultural Centre for the iwi, to provide a place our people can call their own, and to have a tūrangawaewae for Ngāti Koata in French Pass. A strategic plan has been completed for Te Haeata (the Strategy). The intent has been to identify options for utilising and repairing the site. A work plan is focused on a number of priority tasks. Proposed budgets have also been provided. They are set out in the table below:

Table 1 Te Haeata Work Plan

Item Proposed cost

Updating health and safety requirements under the HSA $7,000

The installation of a water and waste management systems at the French Pass site

$25,000

Developing a new communications plan and material $0

Wānanga plan and Rongoa Plan $6,000

A project to design a waharoa for the entrance of Te Haeata $3,000

External and internal maintenance and fit out work for Whare I Runga and Whare I Raro

$93,500

7.4 Workshop Feedback

During the workshop on 28 November 2016, it became clear the iwi preference was the French Pass site be used for iwi only and that it be utilised as a means of developing Ngāti Koata culture and be a venue for iwi members to reconnect to the whenua. Key observations were that the French Pass site was an opportunity for:

Cultural space and safeness; A place for our people to flourish that reflects the people and Ngāti Koata; A place for whanau and iwi to come home to; and Accommodation should be available to iwi whenever they want it.

7.5 Feasibility

There are currently very few barriers preventing the site from being used as a Cultural Centre for Ngāti Koata. It is therefore feasible to undertake this activity on site. 7.6 Development

There is an aspiration, by Te Haeata and others, to physically redevelop the site to enable easier use as an Iwi Cultural Centre. The Strategy has outlined priorities to achieve this, however further work is required to assess the physical nature, options and constraints of the French Pass site. This will enable Ngāti Koata to understand what is required to deliver its aspirations and meet its obligations (e.g. Health and Safety legislative compliance). The assessment may result in concept drawings for a revitalised French Pass site that forms the basis and centre of an Iwi Cultural Centre. In addition, we suggest there is the opportunity to consider how this Cultural Centre may be used as a focus for skill development for Ngāti Koata people who wish to participate in iwi and eco-tourism ventures. This and other options for use by Koata members should be explored enabling among other things a clear scope for concept planning.


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As part of the scope of this report Lovell & Associates Ltd agreed to identify concept plan and design requirements for the Cultural Centre. It is clear that the physical French Pass site will require further assessment as to how easy or difficult it will be to convert or update to accurately reflect Te Haeata and Ngāti Koata aspirations. We are also aware that there are concerns about asbestos on site and the recent earthquake activity will lead both local authorities and insurers to require more in depth designs and reports to be undertaken to ensure that public buildings are properly strengthened. Given these points it is proposed that this physical assessment (engineering reports, conceptual designs and the like) be developed as the next stage of this development. It is therefore proposed that Ngāti Koata seek the completion of a concept design which reflects:

sufficient design concepts are developed for Ngāti Koata to be able to establish: o the feasibility of the project, o the development potential of a site, or to o be able to select a particular conceptual approach that Ngāti Koata wishes

to pursue.

defines and verifies exactly what Ngāti Koata and Te Haeata require of the site which may involve the testing of different approaches/options.

refines the preferred concepts tested against inputs, including cost estimates and regulatory approval.

develops estimated costs of any property works on the site.

produces detailed information, including sketch details of all significant componentry and their interrelationships.

prepares the necessary documentation to define the scope of all building elements.

develops design providing sufficient information for Ngāti Koata and Te Haeata to clearly understand the aesthetics and functionality of the building, internal spaces and facilities.

We have identified the following firms that may be able to provide the necessary skill sets. They are: Nelson

Jerram, Tocker and Barron Architects

Gibbons

Kennedy Construction

Irving Smith Architects

Wellington

First Light Studio

Armstrong Downes Commercial

Isthmus Group

Tennent Brown We propose seeking initial estimates from these firms for a concept design report of this type.


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We also suggest that a tender process should be undertaken to identify the most appropriate firm to undertake this work. The table below identifies proposed Concept plan and design requirements for the Cultural Centre. Those requirements are based upon approved national standards and guidelines for such work.


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Table 2 Concept and Design Requirements

Design Process Deliverables Comment

Inputs Drawings Agree with client the requirements and programme for client information and approvals.

Confirmed scope Overall site plan Establish an engagement plan Consult with Te Haeata, the Kaumatua Council and iwi members and confirm perspective and scope. Ensure that a further consultation is incorporated into the timeline to report back. Why, how and what the building/s would be used for.

Confirmed cost Floor plans Consultation with territorial authority is recommended on key aspects of the design that may be considered outside the ‘Acceptable Solution’ regime, and unusual/contentious issues.

Confirmed site topographical, Geotech and legal surveys.

Elevations Ensure that any plan provides options for asbestos removal

Confirmed district plan analysis and development rules

Sections Ensure that the roles and responsibilities for all participants in building procurement process particularly responsibility for obtaining resource consents are clear for iwi and that the plan is not only comprehensive but provides a clear roadmap

Concept civil and structural engineering constraints

Sketches/perspectives exterior. Site inspections should respect the kawa of Ngāti Koata


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Concept services engineering and infrastructural constraints

Sketches/perspectives interior.

Concept fire engineering Model(s).

Concept environmental studies Materials and finishes presentation.

Concept acoustic advice. Other defined marketing material.

Project time schedule Specifications

Preliminary schedule of internal and external materials and finishes.

Reports

Updated design brief, schedule of accommodation and project time schedule

Schedule of areas (net and gross as applicable).

Design features (options) report (with recommended option to take to developed design).

Outline of elements not covered in preliminary design.

Define assumed construction methodology governing design.

Highlight ‘significant’ or unusual buildability and health and safety issues under the HSA.

Highlight ‘special’ project risks.

Report on façade options and weathering issues.


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7.7 Recommendations

We recommend that the Trust consider: Completing the activities identified in the Strategy and funding which may be available

to assist; Confirm with Te Haeata and iwi the exact nature of the activities to be undertaken on

site and any specific needs; Confirm with local authorities and insurers any compliance requirements for a

development on the site; Apply for funding as proposed in the Funding table at Appendix A; Undertake a tender process to identify the preferred consultant to undertake the

concept design work; and Complete a full concept design for a Cultural Centre on the site as proposed in the

table above. We discuss a second public Cultural Centre later in this report.

8.0 Tourism

8.1 Introduction

Ngāti Koata are considering options for eco-tourism on Ngāti Koata land or utilising iwi resources. 8.2 Proposition

There is an absence of cultural and iwi based tourism opportunities in Nelson Marlborough. Ngāti Koata have the potential to provide experience based tourism which reflects their tikanga and environmental ethos. Tourism activities should be reflective of the culture, history, environment and enable the economic wellbeing of Ngāti Koata. They should aim to enhance rather than create conflict between tikanga and commerce while providing tourists with a new experience reflective of Ngāti Koata manaaki and kaitiakitanga. 8.3 Workshop Feedback

During the workshop a number of thoughts and principles were identified. They were:

Keep to principles and stick to tikanga – they are our guiding rules. Uphold mana so commercial exploration does not override or exploit tikanga. Profit must not subsume culture and lose our cultural richness and authenticity. Whanau first – then wider community. Tourism provides an opportunity for Ngāti Koata to share and use their culture,

identify, skills. Who tells the story is as important as telling the story. Our people should be telling

the stories. The ‘why’ is really important too. For example, why are things important to us in the

region. Sharing our uniqueness - we have tuatara – no one else does in the world Family businesses are our strengths. Never cross over or compete with families.


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Authenticity and connection to the locals – to the land, people, stories, history, food, culture, meeting the people, cultural experience, food experience, interaction with nature and locals • Need to be both sustainable and creative to the market to optimise seasonal challenges.

Don’t want to wait 5 years to build ecotourism capacity and capability but want to maximise current resources and opportunities now.

Youth engagement, succession and career pathways, education. Individual/family/business interests in different areas e.g. not just French Pass Partnerships would need to sit under Ngāti Koata parameters and value systems. To keep Intellectual Property rights and maximise on it where profits and benefits

come back to Ngāti Koata.

8.4 Market Analysis

Since 2012, there has been significant growth in the tourism sector with arrivals numbers breaking 3 million tourists and tourism earnings exceeding $8 billion (15.3% of exports). Tourism expenditure is important for regional economies such as Otago and the West Coast, where the sector accounts for between 10 and 15 percent of regional GDP and an even higher proportion of jobs in the region. In the Nelson Tasman region, the sector accounts for around 7.14% of regional GDP, and ten percent of all employment across the region1. In comparison, economic contribution from international education increased by $258 million to total $2.85 billion over the same period.

Total tourism expenditure to the year ending March 2016 was $34.7 billion, an increase of 12.2% from the previous year. International tourism expenditure increased 19.6% and domestic tourism expenditure increased 7.4%. The indirect value added of industries supporting tourism generated an additional $9.8 billion for tourism, or 4.3 percent of GDP. 188,136 people were directly employed in tourism (7.5 percent of the total number of people employed in New Zealand), an increase of 3.7 percent from the previous year2. Eco-tourism is a fast-growing sector of New Zealand’s tourism industry. Current statistics and data are not able to show how eco-tourism as a focused market stands on its own across the tourism industry, however, an increasing interest in sustainability measures in the national tourism strategy highlights a number of key approaches and initiatives to guide the industry. General tourism statistics to date show the top visitor markets in New Zealand include Australia, China, USA, UK, Japan and Germany3. Visitor arrivals by purpose of visit include just over half at 51% on holiday or vacation, 30% visiting friends and relatives, 8% business, 2% conventions and conferences, 2% education and a total of 7% for unspecified or other reason. This also reflects growing global interest in eco-tourism. 8.5 Global Eco-tourism

A worldwide focus on sustainability issues has propelled the tourism industry towards responsible travel options and paved the way for a niche market of tourism called Eco-tourism. Eco-tourism has become a distinctive tourism product and a multi-million-dollar sector of the worldwide tourism industry. Eco-tourism has embraced a number of definitions over the years, and has had a wide interpretation across the globe. The International Eco-Tourism Society (TIES) now define eco-tourism as “responsible travel to natural areas that conserves the environment, sustains the well-being of the local people, and involves

1 Infometrics - Nelson-Tasman economic growth soars above national average 2 Data and Statistics, Tourism New Zealand 3 State of the Tourism Industry 2016


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interpretation and education”. Education is meant to be inclusive of both staff and guests. The World Tourism Organisation defines eco-tourism as:

All nature-based forms of tourism in which the main motivation of the tourists is the observation and appreciation of nature as well as the traditional cultures prevailing in natural areas.

It contains educational and interpretation features.

It is generally, but not exclusively organised by specialised tour operators for small groups. Service provider partners at the destinations tend to be small, locally owned businesses.

It minimises negative impacts on the natural and socio-cultural environment.

It supports the maintenance of natural areas which are used as eco-tourism attractions by:

- generating economic benefits for host communities, organisations and authorities managing natural areas with conservation purposes;

- providing alternative employment and income opportunities for local communities; and

- increasing awareness towards the conservation of natural and cultural assets, both among locals and tourists.

The rapid growth in the eco-tourism industry highlights the importance of creating practical solutions that:

support the industry’s sustainability;

encompass aspects of responsible nature-based activities;

increase visitor appreciation and understanding of natural and cultural heritage;

create awareness of the importance of conservation and ecological sustainability through education and participation;

don’t undermine the quality of the original ‘product’ and experience; and

engage local communities. Eco-tourism is distinguished by its intersection of conservation, education, traveller responsibility and active community participation and is often confused with other types of tourism such as Sustainable Tourism, Adventure Tourism, Cultural Tourism, Responsible Tourism, Nature Tourism and Green Tourism. Whilst many of these are ethically based, and a specialised market promoting responsible travel, these tourism types may involve elements of eco-tourism, but do not fully encapsulate the commitment to best practice across internationally recognised guiding principles. The TIES established a set of guiding principles to avoid wrongful interpretation and practice, confusion and ambiguity across the tourism sector. Today, if you are promoting yourself as an ‘eco’ business, then it is vital that you operate and practice sound environmental, social and economic principals. This includes aligning business practices with the following guiding principles4:

Minimise physical, social, behavioral, and psychological impacts.

Build environmental and cultural awareness, and respect.

Provide positive experiences for both visitors and hosts.

Produce direct financial benefits for conservation.

Generate financial benefits for both local people and private industry.

4 The International Eco-Tourism Society


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Deliver memorable interpretative experiences to visitors that help raise sensitivity to host countries' political, environmental, and social climates.

Design, construct and operate low-impact facilities.

Recognise the rights and spiritual beliefs of the Indigenous People in your community and work in partnership with them to create empowerment.

An increasing number of countries have developed ambitious strategies to satisfy and promote eco-tourism as a form of responsible travel. The evidence for consumer demand for responsible travel emerged in numerous market studies in recent years noting “sustained interest among consumers in tourism products and services that protect the environment and respect local cultures”5. Tourism operators around the globe are making fundamental changes to their operations practices to meet this increasing consumer demand and market, and new tourism operators to the market are bringing tourism, community and conservation together to promote and showcase their commitment to the eco-tourism industry. 8.6 New Zealand Market

New Zealand is well positioned to become a world leader in eco-tourism. New Zealand is rich in eco-tourism resource and opportunities with its coastal highlights, history and culture, islands, lakes, natural phenomena, parks and reserves, scenic views, wildlife, marine life, flora and fauna, geothermal areas and walks and trails. Visitors are drawn to our relatively untouched and uncrowded natural environments and are seeking first hand experiences of natural environments, historical attributes and local communities. This uniqueness has been expressed perfectly by eminent American biologist Jared Diamond "New Zealand is the closest we can come to studying evolution on another planet." NZ was the last major landmass on earth to feel the brunt of human occupation. Man, first arrived here only 800 to 1000 years ago, (in contrast Australia had its first immigrants 60,000 years ago)6. An increasing number of tourism operators are looking to incorporate sustainable business models with their unique natural attractions or activities. Popular eco tourist activities include guided walks in national parks and conservation reserves, kayaking on sea and inland waterways, swimming with dolphins and seals, whale watching, observing wildlife on foot or from small vehicles, carrying out conservation work, and visiting glow-worm caves. Tourism, and in particular eco-tourism, is a balancing exercise to ensure quality experiences are delivered, without undermining or impacting the nature of that experience through tourism activities themselves. DoC, in response to concerns about pressures on conservation land from swelling international visitor numbers, is investigating ‘charging mechanisms’ to pay for increasing costs associated with those tourists7. Qualmark is the official quality control tourism authority in New Zealand. Qualmark are currently undergoing a trial of some changes to the Qualmark criteria. Previously all Qualmark accredited businesses were assessed on environmental and social criteria with those businesses wishing to be specifically recognised for their sustainable tourism practices being further assessed through the Qualmark Enviro Award. The new Sustainable Tourism Business criteria covers four areas, the assessment of sustainability practices is now included throughout these four areas. These areas are Health & Safety, Environment, 5 The Case for Responsible Travel: Trends & Statistics 2015 6 Article by Maryann Ewers and Bill Rooke of Bush & Beyond Guided Treks 7 http://www.stuff.co.nz/environment/76740653/DOC-may-charge-overseas-visitors-to-enter-national-parks

http://www.stuff.co.nz/environment/76740653/DOC-may-charge-overseas-visitors-to-enter-national-parks


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Economic and Social/People. There is an opportunity for Ngāti Koata to think about what quality means and how this is reflected in Ngāti Koata experiences. There are also a number of other leading international bodies such as Green Globe 21 and the Global Sustainable Tourism Council that provide certification or guidance in sustainability efforts across the industry. New Zealand’s clean green image and ‘100% Pure NZ’ international marketing campaign has been the tourism industry’s greatest assets for some time. Businesses in the tourism industry have been forced to showcase their commitment to this market strategy in all aspects of their business to meet visitor expectations. Industry recognition has been given to those companies who have capitalised on their unique resources and the 100% Pure NZ marketing campaign. An example is Time Unlimited Tours8, who are a Global Multiple Award winning company. They have received recognition for their cultural authenticity, support for protection of historic monuments, archaeological sites, indigenous heritage and sharing of ancestral knowledge, artistic traditions and overall business excellence. They have won awards in a variety of categories nationally and internationally including:

Winner of the New Zealand Tourism Awards in the “Māori Cultural Tourism” category – October 2015;

1 of 5 winners in the “Sense of Place” category at the National Geographic World Legacy Awards 2016;

Gold Qualmark Enviro Award – 2010 – 2015;

Winner 5 times in a row TripAdvisor Certificate of Excellence – 2011 – 2015; and

Finalist in the EcoTrophea 2012 Annual International Award. Time Unlimited Tours have committed to authentic experiences that aim to protect, preserve and enhance their environment through extensive policies and initiatives. These include biodiversity initiatives, cultural heritage protocols, sustainability practice and environmental policies. Some of their unique NZ experiences include Auckland Tours, Cultural Experiences, Wilderness Guided Walks, Shore Excursions and Private Luxury Tours. Another example is Whale Watch Kaikoura9, has an annual capacity of approximately 100,000 visitors, and an annual turnover of $10 million, the company is able to inject generously back into the community, through education, employment and the environment. Whale Watch Kaikoura is a local community trust that belongs to the Māori people of Kaikoura, who operate in partnership with their tribal people and work closely with DoC. They set a global benchmark for marine eco-tourism, and the eco-tourism industry in general. The company has been recognised for:

their minimal impact on the environment, immersion in the local culture and positive economic benefit for the community, in a feature in the Lonely Planet Publication Code Green: Experiences of a Lifetime - a guide to 100 responsible travel experiences;

first in New Zealand to gain the Tourism New Zealand Qualmark Enviro Gold status;

8 http://www.timeunlimited.co.nz/ 9 http://www.whalewatch.co.nz/


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achieving as first in NZ and second in the world, Green Globe accreditation and affirming the community’s commitment to the environment; and

the overall winner in the Virgin Holidays Responsible Tourism Awards and also won the ‘Marine Environment’ category in 2009.

The company actively promotes its carbon footprint reduction initiatives through the use of more efficient fuels for its buses and vessels, utilising energy suppliers that generate 60% electricity from renewable geothermal and hydro resources, and promote and support local initiatives to offset their carbon emissions. They also run education programmes on protecting the marine environment and operate in partnership with the tribal people to showcase the stories of local communities, their traditions and history. 8.7 Government response

From a Government perspective tourism is an essential component of the New Zealand economy. On that basis, the following policies have been developed to support the tourism industry.

8.7.1 National Policy Framework

Alongside the Environment Regulatory Framework (discussed in section xx of this report), the Government is committed to building a strong fiscally sound economy for New Zealand. The size of the fiscal contribution tourism means it will continue to be a cornerstone of the New Zealand economy.

Tourism is a key sector of the New Zealand economy (along with Primary Industries, ICT, High Technology Manufacturing, Construction, Petroleum and Minerals and Knowledge intensive services). 8.7.2 Business Growth Agenda

Building a more competitive and productive economy for New Zealand is a key priority for the government. The Business Growth Agenda (BGA) contributes to this by ensuring the government focuses on what matters to business, to encourage confidence and further investment. The BGA has six key input areas of building export markets, innovation, investment, natural resources, skilled and safe workplaces, and infrastructure. Through the BGA the government is committed to continue supporting the tourism industry as it responds to increased demand by:

Tourism New Zealand and the Ministry of Business, Innovation and Employment (MBIE) continuing to work closely with airports and airlines to support and build direct services and in-bound seat capacity to New Zealand. The government will maintain and seek new agreements that support aviation routes.

Tourism New Zealand is committing to investing early in markets like India, Indonesia and Brazil to position New Zealand as a high-value destination.

Tourism New Zealand is placing an increased focus on promoting arrivals in the lower demand seasons.

Through the Regional Growth Programme, the government in partnership with local stakeholders, builds potential tourism in regions outside the traditional main destinations for international visitors.

Attracting business events during the off-season, which is a high value market for New Zealand and is a direct contribution to New Zealand’s export earnings through


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the money spent by international delegates. Developing these investment opportunities for each region can help to drive growth, create jobs and raise incomes in these areas. Identifying and developing these opportunities will rely on a strong partnership between government and regional stakeholders, including local businesses and industry groups, councils, iwi and Māori.

Developing Regional Growth Studies for particular regions through the Government’s Regional Growth Programme. Regions involved in this programme are selected on need, which is identified by how the regions compares against the national averages for income, employment and investment. The programme does not include the Nelson area.

Encouraging the use of ICT to raise productivity of New Zealand firms, including, the Punaha Hiringa: Māori Innovation fund is a $2 million per year fund to assist Māori collective to gain an understanding and knowledge needed to realise the economic potential of their assets and ensuring the use of ICT.

MBIE partnering with the Tourism Industry Association to develop commercial initiatives that promote and enhance conservation with the aim on ensuring the environment is protected while enhancing the visitor experience.

There is a need for the government to engage with the tourism sector to discuss shortages and needs to ensure the sector is well placed to provide a high-quality experience and retention of staff.

8.7.3 National Infrastructure Plan

Transport and telecommunications infrastructure are also part of the thirty year New Zealand Infrastructure Plan 2015 (the Infrastructure Plan). The Infrastructure Plan is to provide a better understanding of the services needed in the future, to have improved information of existing assets and to provide the right settings to make better investment decisions in the future. The Infrastructure Plan is to ensure economic growth in asset areas including the transport sector and the telecommunications sector, both which directly impact on the tourism sector. The Infrastructure Plan complements goals of the BGA. The Infrastructure Plan has the ability to directly affect tourism activity in Nelson in the long term.

8.7.4 The New Zealand Tourism Strategy 2015

The Strategy provides the vision, values and direction to lead the tourism sector that is best for New Zealand and is sustainable. The Strategy has four outcomes, priorities and actions needed to deliver sustainable tourism. The table outlines the outcomes and how they depend on Māori participation. This is an opportunity for Ngāti Koata to look at ways they can participate and invest in the tourism sector and contribute to achieving the outcome.

Table 3 Strategy Outcomes

Outcomes Outcome description Action for outcome

NZ delivers a world class visitor experience

Visitors receive a world class experience every step of the way, for both international and domestic visitors

Māori actively participate and invest in the Tourism sector. This will be achieved by: Building business capability through Māori Business Facilitation Services


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Increase the number of Māori businesses involved in quality accreditation schemes Help tourism businesses incorporate a Māori dimension Increase range of Māori products Strengthen relationships between Regional Tourism Organisations and Māori Regional Tourism Organisations.

NZ tourism sector is prosperous and attracts ongoing investment

Tourism operations need better management skills, more business assistance and new financial strategies

No specific action

The Tourism sector takes a leading role in protecting and enhancing the environment

The tourism sector must protect and enhance the environment on which it depends so it can be enjoyed by future generations and future visitors

No specific action

The tourism sector and communities work together for mutual benefit

The tourism sector must work with communities while planning for and managing tourism, so that it can maximise its benefits and minimise any negative impacts

No specific action

Tourism New Zealand are working on the following sectors to increase these types of travellers to New Zealand:

Backpackers: aged 18 to 24 years and make up approximately 11 percent of New Zealand’s holiday arrivals and visitor spend. Backpackers account for over 159,000 visitors to New Zealand a year, driving 22 per cent of holiday stay days with an average length of stay over 31 days and an average spend per visitor of over $3,700. The value of the backpacker goes far beyond arrivals and expenditure. The backpacker traveller travels widely amongst different regions and gets involved in a range of activities, meaning they are likely to spend more. The backpacker segment also travels throughout the year and presents a strong opportunity to grow non-peak season. Film Tourism: Tourism New Zealand works alongside the New Zealand Film Commission and Film New Zealand to capitalise on opportunities generated by films made here, to promote New Zealand as an exceptional travel destination. Research shows us that film can influence travel choices. It is an industry that is growing rapidly in New Zealand, with revenue from film production of $3.155 billion in 2014, up $7 million from 2013. When films are produced in New Zealand it provides an opportunity for Tourism New Zealand to gain access to quality content, marketing opportunities and high impact media channels to promote New Zealand as a tourism destination.


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Special Interest: Tourism New Zealand's marketing to Special Interest sectors aims to inspire high value visitors to put New Zealand at the top of their holiday list. Special Interest sectors, such as golf tourism or cycling tourism, refers to activities that have both a high personal appeal to travellers and can be the main reason for why they choose a certain type of holiday. Targeting Special Interest travellers is a key priority for Tourism New Zealand as our research shows that visitors who participate in Special Interest activities spend more and stay longer than average visitors. Business Events: The international business events sector, particularly international conferences and incentives, offers considerable opportunity to attract new high value international visitors to New Zealand. In addition, there is also an opportunity to grow visitor value further by encouraging delegates to extend their length of stay or return for a holiday. Cruise Sector: New Zealand's popularity as a cruise destination has skyrocketed in the last few years, with the sector growing five-fold in the last ten years. Australians (51%) make up the majority of international cruise arrivals, followed by Americans (17%) and British (7%). It is anticipated that the 2015-16 season will welcome 127 cruises, with the economic impact to New Zealand forecast to be $543 million. Premium: Capturing greater value from the lucrative Premium sector is an important component of Tourism New Zealand's strategy to grow the number of high-value visitors to New Zealand. With an average daily spend much greater than that of the average visitor's total spend these high value visitors have the potential to provide an economic benefit beyond that gained from just tourism. 8.8 Nelson Tasman Marketing Statistics

Nelson is a major destination for domestic travel and tourism and is experiencing rapid growth in international visitor numbers, with the peak season over the summer months. Currently, over 2,700 people are employed in the visitor/tourism industry and this number is expected to rise. There are three National Parks within the region – Abel Tasman, Nelson Lakes and Kahurangi.

The Nelson and Tasman regional economies are interlinked and dependent on each other. They are also linked to Marlborough through horticulture, forestry, seafood, farming, tourism, engineering, aviation, health and education.

Total visitor spend year-end June 2016 was $562.33 million per year (an 8.1% increase from last year), with $366.7 million (an increase of 7.2%) being spent by domestic visitors and $195.6 million (an increase of 10.1%) by international visitors. The traditional markets Australia ($36.3m), UK ($34.4m), Rest of Europe ($32.6m), USA ($25.7m) and Germany ($29.8m) represent biggest source country visitors and spenders in the region. In total the region’s five major countries contribute 81% ($158.6m) of total visitor spend. Visitors are spending money on:

Retail sales other, $122.03m (22%) Passenger transport, $87.76m, (16%) Food and Beverage Services, $87.31m (16%) Accommodation, 69.06m (12%) Retails sales fuel and automotive, $68.16m (12%) Retail sales alcohol, food/beverage, $65.12m (12%) Other tourism product, $35.41m (6%)


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Cultural, recreation and gambling, $23.99m (4%)

Key activities that contributed to the growth included:

Increased investment in airline marketing and using digital media platforms New promotions using digital platforms TVNZ campaign in August and September 2015 in partnership with Tasman Bay

Promotions Association Return of traditional market visitors and increased investment in the UK, USA,

Germany, other Europe and Australia and investment in emerging markets China and India

Increased marketing activities for cycle tourism and wine and food tourism Increased investment with business event marketing.

Nelson Tasman region has experienced gross domestic product (GDP) growth of 4.4 percent from June 2015/16 compared with the national estimated growth of 2.7 percent, yet it lags behind the New Zealand average in GDP per capita, median individual weekly earnings, median weekly household income and median average weekly income for paid employees. It is important to note that this growth occurred throughout the year, including in the shoulder and winter months. Tourism, as well as horticulture, forestry, seafood and farming are Nelson Tasman’s key export sectors, followed by engineering, ICT and aviation. Regional support sectors include wholesale and retail, business support, health, construction and education. Tourism along with forestry were the only sectors that did not see a decline in GDP contribution through the global financial crisis period of 2007 to 2009. In 2012, the region was ranked South Island’s second region for domestic visitor spend and South Island’s third region for international spend, after Christchurch and Queenstown. Domestic tourism contributes to nearly 75% of visitor spend in the region and statistics show that Canterbury people are the biggest domestic tourist market (14.3% of domestic tourism spend in Nelson)10, ahead of Auckland and Wellington. This may start to become impacted by access routes from the South following the quakes.

Reasons tourists visit Nelson:

Climate: Nelson has a sunny climate that allows visitors to explore all year round. However, the region still has seasonality issues. National Parks: Nelson Tasman is the only region in New Zealand that has three national parks, which are significant attractions for regional tourism. New markets: Port Nelson Ltd and Nelson Tasman Tourism have worked together to encourage the cruise industry to bring a greater number of smaller boutique cruise ships into Nelson on a one-day basis. In 2015/2016, three cruise ships visited Nelson (down from five cruise ships) bringing in $2 million into the region. According to Cruise New Zealand, it is forecast in 2016/17 that seven cruise ships will visit Nelson. Cycling: The region is fast becoming known for its cycle ways and mountain biking. The opening of both the Heaphy Track during winter and the Old Ghost Road in the Buller Gorge

10 http://webrear.mbie.govt.nz/summary/new-zealand


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will put the region on an international biking circuit, which will help improve seasonality issues. Nelson was recently rated by International Mountain Biking Association as a gold ride centre which is only one of six in the world. Food, wine and beer: Beer and wine is central to the local culture in Nelson. The region is home to 28 boutique wineries, 12 craft breweries and 14 brands of craft beer. The vineyards and breweries attract large numbers of visitors to the region through countless tour experiences and are a main feature at several popular festivals during the year.

Table 4: The Nelson region provides the following:

Name About

Bay Tours Provide tours to the Nelson/Tasman area and personal excursions to nearby areas.

Māori Experiences

Māori owned business based in Marlborough that showcases Māori culture. Tours include a Māori Marae Tour, a Marlborough Sounds Tour and a Māori Cultural Wine tour.

8.9 Market demand for Cultural Experiences

Cultural eco-tourism provides indigenous cultures meaningful business opportunities to share and maintain their heritage and an opportunity to establish and sustain economic independence. Visitors are given a unique insight and experience into a culture, the people, the environment, their history and traditions. Distinctive cultural experiences provide a competitive advantage to New Zealand. New Zealand’s unique approach to sustainability is largely based on the traditional Māori principles of manaakitanga and kaitiakitanga. There are a number of current tourism providers throughout the country that either incorporate or have been established from local Māori groups who are providing an enriched and educational experience through cultural tourism or eco-tourism. The benefits from cultural eco-tourism reach wider than the economic profits but provide a platform for creating employment and training opportunities, showcasing traditional environments and responsibilities, arts and values and strengthening partnerships. All these benefits can have huge impacts on indigenous groups, not only improving their quality of life, but enabling them towards self-sustainability and preservation. Indigenous Eco-tourism often encounters its own set of challenges as sites are often in remote locations, funding can often be difficult to source and government regulations can bring limitations to how attractions or activities are delivered. Training can often be an issue


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as local communities are required to meet various safety measures and other professional standards. 8.9.1 The Mossman Gorge

Located in the southern part of the World Heritage Listed, Daintree National Park, Mossman Gorge is a new indigenous eco-tourism development. It provides an iconic Aboriginal experience and allows for visitor engagement and participation into the lives and culture of Kuku Yalanji people. The Mossman Gorge Centre is a new Indigenous eco-tourism development that will better serve visitors to the Mossman Gorge World Heritage site. Mossman Gorge will provide one of Australia’s most iconic Aboriginal experiences in Tropical North Queensland and is the perfect option for visitors looking for a genuine, authentic engagement with Indigenous Australia. Visitors can go on guided rainforest tours, swim in the Mossman River and explore a number of walking tracks. The site also contains many story places and sacred sites of the rainforest people and has become a world class indigenous experiences, winning various awards in recent years, including the Indigenous Tourism Category for three consecutive years. The Centre provides employment and training opportunities for the Aboriginal people, and creates economic, social, cultural and environmental benefits for the community as a whole. 8.10 Impact of earthquakes

Recent seismic activity has directly impacted upon the tourism industry in Kaikoura, Marlborough, the West Coast and Nelson. Following the Christchurch earthquakes, there was some evidence of a reduction in visitor numbers and tourism expenditure across New Zealand. Most of the impact related to the redistribution of visitors and expenditure to other parts of the South Island and some parts of the North Island. More recently, the Kaikoura seismic sequence has impacted directly on the tourism sector. Kaikoura and the surrounding districts within the earthquake damage zone are likely to experience a significant downturn in both international and domestic visitors in the short to medium term. Experience suggests this will continue for some time even once tourism infrastructure is back in place. Due to the closure of the coastal highway via Kaikoura visitors arriving on the Cook Strait ferry will now need to access the South Island to Nelson and the west coast via Lewis Pass by road. Alternatively, visitors may fly directly to other destinations (Christchurch Queenstown) to begin tours of the South Island. Additionally, tourism to the West Coast is growing. Approximately 850,000 tourists visited the region since April and numbers are expected to reach 1.3 million by 2025. In September 2016 tourist growth for the region was 11 percent compared to eight percent nationally. Due to the increase in visitor numbers, infrastructure is strained and will need to be upgraded.

http://www.mossmangorge.com.au/the-environment/the-environment


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The focus is on attracting the Free Independent Traveller as they stay in the region longer than those on tour buses. The West Coast is part of the Regional Growth Programme. Given the fragile road transport infrastructure there is a risk these tourists may choose to access the West Coast directly from Christchurch, bypassing Nelson. The type, scale and nature of Nelson tourism experiences, including Koata experiences, could mitigate this risk.

A likely outcome of the Kaikoura seismic activity may be increased tourism demand in other places across the country. Nelson could expect to be busy with visitors that continue to use the ferry and drive. Anecdotally, local Nelson Tourism operators are experiencing increased business/visitors. 8.11 Strategy

Eco-tourism principles align closely to Ngāti Koata strategic goals, eco principles and value systems. e.g. meeting the needs of the present generation without compromising the ability of future generations to meet their own needs, preserving quality interactions with local environment, economy and social system. These principles and priorities provide a solid foundation for Ngāti Koata having a strong cultural framework and competitive advantage in providing eco-tourism experiences within the tourism industry in New Zealand. The land owned by the Trust encompasses landscape and diverse settings rich in natural resources and historical relevance. The location, scenic attributes, plants and animals and cultural and historical values provide the ideal landscape to embark on cultural eco-tourism ventures to enable unique Ngāti Koata cultural experiences to visitors. There are a number of popular Māori tourist experiences around the country that have developed their cultural assets to establish, preserve and reinforce identity, culture and historical heritage e.g. Whakarewarewa The Living Māori Village and Tamaki Māori Village. Each of these experiences allows visitors to experience the customs, traditions and way of life of Māori in those regions. Ngāti Koata can achieve a similar experience that aligns with their values, traditions, principles and business strategies. Further such ventures provide potential for a holistic approach to a cultural development with Ngāti Koata iwi and iwi member businesses working together to meet supply chain needs. Such a development would have the potential to significantly improve the economic and social benefit for the iwi. The general tourism spend for Nelson in the year to October 2016 was up 16% from the previous year and estimated to be $334 million11. International visitors spent $112 million and domestic tourists spent $222 million.

It is timely for Ngāti Koata to be considering its Cultural Centre and Cultural Eco-tourism options. Alongside Ngāti Koata’s natural and people resources, the regulatory context, market assessments and local economy indicate there are a range of opportunities Ngāti Koata could consider if it were to move forward with the development of a Cultural Centre and or cultural eco-tourism experiences. Ngāti Koata are therefore well placed to provide a unique hosting experience which ensures that any venture:


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a. Is based on their unique Ngāti Koata kawa and tikanga and connection to culture, values and traditions of the rohe within Nelson, Tasman and Marlborough.

b. Is Authentic in concept and delivery c. Is Professional in delivery d. Is Educational e. Is Collaborative f. Resonates with visitors.

Tourism is a growing industry in New Zealand, and as stated above, is a significant industry in the Nelson Tasman region. Ngāti Koata whanau and individuals already develop and deliver a broad range of tourism opportunities in Nelson, some of which may be classified as eco-tourism. As an Iwi Group Ngāti Koata does not currently have or deliver any eco/tourism or cultural experiences. This section focuses on the potential options Ngāti Koata may wish to explore further, potential target markets, barriers and next steps. Additionally, a range of next steps for the short, medium and long term will be identified. 8.11.1 Current State of Play

Ngāti Koata, through whanau or individually owned businesses, already has a small presence in the local tourism sector. As an Iwi Group Ngāti Koata does not currently have or deliver any eco/tourism or cultural experiences. Potential tourism opportunities could be developed and delivered across the spectrum:

Individuals Whanau Iwi

Ngāti Koata Iwi Group has indicated it sees its role in Eco-tourism and Cultural Centre development as different to Ngāti Koata Individuals and whanau who develop and deliver tourism products. It will be critical for Ngāti Koata to be clear about what its point of difference is, and how this intersects with and/or supports existing tourism activities. Ngāti Koata have the advantage of starting from an existing tourism venture base and being able to provide use and share their cultural identity and use the uniqueness of the region (only place in the world to have Tuatara) to develop a cultural strategy. Existing Ngāti Koata (in its broadest sense) tourism activity could be characterized as:

Small individual, whanau operations Limited co-ordination across and between experiences No one ‘single entry’ point or booking option for tourists seeking an authentic Ngāti Koata experience No digital or technological integration into experiences Some (not all) existing Ngāti Koata experiences could be classified as eco-tourism No ‘Iwi’ presence in Nelson tourism market Limited use of Ngāti Koata resources, including the Tuatara ‘story’

For example, Ngāti Koata whanau and individuals currently deliver these in the local tourist market:

Bill’s Tour in French Pass: currently does 3 tours per month. The tours visit mussel farm and seals. The main target is honeymoon couples from Taiwan.


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Whenua Iti: includes rafting, caving, rock climbing, waka ama, and abseiling. Visits to local Marae Tahuna Motor camp

Ngāti Koata is undertaking further work to understand what other tourism ventures its people may be undertaking. 8.11.2 Ngāti Koata Iwi Point of Difference. Cultural Benchmarking

Cultural resources can be utilized in many ways. It is essential that Ngāti Koata determine how their cultural resources are best utilised and the criteria they will set for determining what if any opportunities they will pursue. The diagram below sets out some of the many options which may be available subject to land use and availability. It also illustrates that holistic nature of cultural resources and their use. Diagram 3 Cultural resource landscape

It is presumed that many eco-tourism and Cultural Centre opportunities will be consistent with existing Ngāti Koata strategic and operational plans, and contribute to the achievement of the outcomes and outputs therein. Ngāti Koata guiding principles of RaNgātiratanga, Manaakitanga, Whānaungatanga and Toitutanga will underpin any decision-making on options. As an Iwi Grouping there are a range of initiatives Ngāti Koata can develop and/or facilitate that individuals and whanau are unable to do, for example:

Kaitiakitanga responsibility for assets and relationships including with the Department of Conservation for Takapourewa.


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Engage and advocate with Peak Bodies e.g. Māori Tourism, Tourism New Zealand, TIA. Access funding including potential raising capital, or taking head leases. Leverage existing local, national and international relationships to create new partnerships or products e.g. develop a ‘Top of the South’ cultural experience. Develop and implement supporting infrastructure (e.g. a booking system or website) that no one existing individual or whanau has the capacity to do. Advocate and influence national and local decision makers. Partner with training organisation’s to develop and deliver locally based programmes focused on Ngāti Koata strategy, businesses and vision.

In addition, by defining and describing its strategic framework and priorities, Ngāti Koata has begun to develop an infrastructure upon which any eco/tourism venture can be based. 8.11.3 Decision making criteria/Critical Success Factors

Based on existing principles and values it is proposed that Ngāti Koata adopt a set of objectives to identify potential future Iwi Group Eco/Tourism and Cultural Centre options. These could include:

be consistent with Ngāti Koata values, aspirations and cultural ethos; be based on quality relationships with partners and the local communities; enhance existing relationships and partnerships, and grow new ones; contribute positively to Ngāti Koata and the local community – skills development; do no permanent, long term damage to the environmental infrastructure of Ngāti

Koata assets; and create enough revenue to ensure it is sustainably operational.

Through the application of these objectives, the range of potential options for Eco/Tourism and Cultural Centre can be narrowed down and prioritised. Alongside these objectives, critical internal success factors for the development of a Cultural Centre and/or eco-tourism opportunities should be developed. These success factors enable quality baselines to be established and could include:

a clear cultural strategic direction; clear commercial business plans for ventures; developing and sustaining a key management team; developing and sustaining a technological infrastructure to facilitate economies of

scale for providers; high quality ventures, and an understanding of world class delivery; developing visibility within the Nelson Tasman and Top of the South industries; and creating multiple opportunities from a single line of expertise e.g. one guided tour is

not the sole revenue line, but linking it to retail and upselling etc. External factors will also underpin the Ngāti Koata success, these could include:

stewardship of land and resources; community empowerment and sustainability; social and cultural empowerment; and economic empowerment and sustainability.

It will be essential for Ngāti Koata to confirm their criteria before proceeding with decisions about initiatives, activities or investment. These criteria are indicative. Ngāti Koata may


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chose to focus on particular themes or outcomes in particular their cultural point of view. Those principles would govern any tourism activities upon Ngāti Koata land or utilising Ngāti Koata assets and resources. Overall, Ngāti Koata will need to develop a cultural strategy and criteria and determine the balance of activities it sees as optimal. Ngāti Koata individuals and whanau already deliver small volume high value products. If Ngāti Koata is going to make choices about ecotourism options, it may also be useful to consider the overall portfolio mix of those offers. E.g. how many high-volume activities could Ngāti Koata reasonably expect to develop and sustain, without compromising quality, authenticity and its stewardship obligations. See figure below.

Diagram 4 Making decisions: Value and Volume

Volume 8.12 Portfolio Options

8.12.1 Māori Cultural Tourism

The Nelson Māori Cultural Tourism sector is small, and offers small focused opportunities for visitors. Nelson is not marketed as a region with Māori cultural experiences or opportunities, although there is reference to the region being ‘steeped in Māori history’ on the Nelson Tasman isite2, there are no Māori Cultural tourism experiences identified on the site. Visitors have to work hard to identify or find Māori focused tourism in Nelson. Research indicates there are no identifiable regular Māori cultural performances occurring in Nelson. It could also be assumed there is limited opportunity for visitors to hear local Māori korero and history associated with the region. Rotorua remains the Māori Cultural tourism capital of New Zealand. Inbound visitor packages and tourism operators are often focused on Rotorua as a key destination for Māori cultural experiences. While Ngāti Koata may not be able to compete on scale, variety and experience with providers in Rotorua, there is a gap in the Nelson market for a Māori cultural tourism experience, based on Māori values and principles. Given the scale of the visitors accessing Nelson, the depth of available Māori cultural products and potential providers who have the

Low volume and low value probably wouldn’t achieve

objectives

Key area of opportunity for Ngāti Koata Iwi Grouping

Existing individual and whanau activities

Value


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appropriate cultural capital or credibility, there appears to be a significant opportunity for Ngāti Koata in this space. Options could include:

marae stays

Cultural Centre

cultural tours and performances

holistic developments incorporating some or all of the above and working with iwi member businesses to provide win/win opportunities for all.

8.12.2 Nature Based Tourism

Nelson is heavily marketed based on its ‘pristine coastlines and warm golden beaches’3. The three national parks in the region are heavily utilised and promoted through most websites focused on New Zealand tourism. Given this, there is the potential to develop products associated with and around the national parks. Additionally, given the natural resources Ngāti Koata already has in their forestry and other land interests there are the potential to utilise these in new and innovative ways. Options include:

Forestry tours

Walking trails and treetop walks within Ngāti Koata forestry

Access to the estuary at Whangarae

Access to the Tuatara on Takapourewa

Education – nature walks, overnight stays, Māori food and medicinal plants and uses, flora and fauna

Ecological island development in partnership with DoC

Native species planting programs by visitors (buy and plant a tree)

Water based activities at sea, in the sounds and along rivers

Internationally there are examples of such activities which may fit with the Ngāti Koata ethos. They include: 8.12.3 Walking trails

The Great Walks of Tasmania

The company established themselves in 2008 and cover 300 kilometres. Instead of working head to head with their competitors the company created a strict membership criteria and combined forces with a handful of top independent walking companies in the region. Starting off with 5 members, in 2016 membership has grown to 8. Together they have developed the walking market of around 4000 walkers a year, and aim to exceed guest expectations, who then become advocates for their walking tours.


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Tasmania has become the leading hub for tourism guides. With a key focus on professionalism, the company mentor new operators and guides, share experiences and market intelligence across the membership group and has one representative voice. They work together and are able to increase their local walking sector knowledge, and receive booking referrals through guides on other walks. The benefits of working together under one banner has allowed the membership groups a strong brand development and cross promotion. They are now recognised as a major driver in Tasmania becoming recognised as Australia’s leading walking state. They also receive strong support by the State Tourism Organisations (STO’s). Their environmental initiatives and practices across all the walking tours are in efforts to minimise the environmental footprint, preserving the environment and educating walkers about conservation and environmental sustainability. These include sustainable designed eco-lodges powered by solar cells, composting toilets, waste minimisation, recycling and water filtration systems. The company also actively support and participate in a number of conservation projects. 8.12.4 Nature-based tourism in South Australia

A nature-based tourism initiative was started jointly by the Minister for Environment and Minister for Tourism in early 2015. The Government, industry and NGO’s worked together and held a series of workshops which resulted in a Strategy and Action Plan, launched in February 2016. The action plan set about becoming the lead nature-based tourism experts in South Australia, to support existing and create new nature-based tourism experiences, remove barriers to investment, raise awareness of South Australia’s unique appeal, and to empower and build capacity of community-based tourism networks. The objectives were to create standout walking journeys across the landscape, unrivalled native wildlife experiences, immersive marine wildlife experiences and cutting edge sensory experiences that leave a lasting impression. Partnerships were critical for investments. A number of investments were made, which allowed the region to build infrastructure and open:

The Kangaroo Island Wilderness Trail

Mountain Biking facilities


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Multiuse trails and public facilities

An International Bird Sanctuary

Fishing initiatives

9.0 Eco-Tourism

Organic Explorer12 outlines a broad range of eco-tourism resources for travellers ‘seeking eco-friendly experiences in New Zealand’, and appears to be endorsed by Tourism New Zealand. The site lists 39 eco-experiences in the Nelson region, ranging from the Motueka Sunday Market, Abel Tasman Kayaks and restaurants. There do not appear to be any Māori focused eco-tourism opportunities. 9.1 Accommodation

The Visitor Profile Market Trends 30 June 2016 indicates there are four main types of commercial accommodation available in Nelson. The largest accommodation sector is in holiday parks (39% market share), then motels/apartments (33%), backpacker and hostels (18%) and hotels (10%). In the year ending June 2016, holiday park guests increased 6.3%, motels/apartments increased 7%, backpackers and hostels increased 15.7% and hotels by 4% with guest nights. In 2015/2016, there were 1,402,922 nights’ accommodation booked in the region13. At peak times, certain types of accommodation in Nelson are at over 70% capacity, which may become a constraint for growth at particular times of the year. However, this capacity does provide opportunities to develop new products or new markets for the off season. Data in the Visitor Profile Market Trends does not capture information from the private accommodation market e.g. Airbnb and Bookabach. 9.1.1 Air BnB

AirBnb is an online marketplace and homestay network. The site enables people to list or rent short-term lodging in residential properties. Airbnb’s approach is built in the philosophy or belonging that ‘people are fundamentally good and every community is a place where you can belong’14. The company receives percentage service fees from both guests and hosts in conjunction with every booking. Airbnb in particular has been a significant market disrupter for accommodation globally, and has now moved into a complimentary business offerings of experiences and places, such as:

12 www.organicexplorer.co.nz 13 Nelson Regional Development Agency Limited – Nelson Tasman Region Tourism & Visitor Market Trends 14 https://www.airbnb.co.nz/diversity

https://en.wikipedia.org/wiki/Online_marketplace

https://en.wikipedia.org/wiki/Homestay

https://en.wikipedia.org/wiki/Lodging

https://en.wikipedia.org/wiki/Fee

https://www.airbnb.co.nz/diversity


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There may be an opportunity for Ngāti Koata to develop branded products to deliver to these new markets and/or support existing Ngāti Koata whanau to deliver to these travellers. Ngāti Koata has the potential to identify opportunities to develop small scale accommodation using either existing land interests or purchasing land. Examples are provided below of locally and internationally high end eco resorts and glamping opportunities which provide environmental (locally) and cultural (international) experiences. 9.1.2 Resurgence Luxury Eco-Lodge Nelson Bay

The Resurgence Luxury Eco-Lodge, voted one of the world’s 25 best eco-lodges is set in 50 acres of regenerating native rain forest and on the edge of 2 national parks. The site also has 5km of hiking tracks for visitors to explores. The lodge advocates its commitment to the environment through participating in local conservation projects, ecosystem restoration, resource and waste management strategies. Local and renewable building supplies were used in its construction as well as utilising local trades people within the community. Local staff are employed where possible and local suppliers and operators are engaged. The design of the lodges means less energy, lower carbon footprint and lower power bills.


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The lodge actively supports conservation groups and work with a number of local education providers to advance the importance of sustainable tourism. 9.1.3 Banu Banu Wilderness Retreat

Banu Banu Wilderness Retreat, located on Bremmer Island includes beach units and main eco retreat on leased land. Establishing the retreat required close relationships with the custodians living on Bremmer Island and the community. Starting from a fishing shack powered by solar power and wind in 2005, recycled building materials were used to build Banu Banu. The local community were hugely involved in the development of the retreat. The retreat has developed over the years, and beach front eco-tents were added in 2016. Today, the retreat offers many cultural experiences for visitors including, traditional hunting and spear fishing, traditional art work, indigenous art galleries. The building of Banu Banu created a local indigenous economy through art, culture and sharing knowledge about the land, enabling individuals to create meaningful business opportunities at the same time maintain and share their cultural heritage. The retreat is committed to sustainable living. It runs on solar and wind power, and the water supply is caught rain water. Visitors pay a permit fee when visiting the retreat which is paid to the traditional owners. 9.2 Technology

Technology is creating an interconnected word resulting in unprecedented levels of information flows. Technology is evolving the way industries/companies engage with customers, and in the tourism sector, with potential visitors. Currently, travellers are using technology:

Using social media as another form of word-of-mouth and using review sites to inform travel decisions Being used at all phases of travel (researching, booking, experiencing and sharing) Creating a more informed traveller due to the abundance of information available Web technology is fast changing travel destination selection, product selection and booking selections.

The is an opportunity for Ngāti Koata to lead in the technology space by enabling the traveller to engage with potential visitors through social media and building a complete online booking


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system. There is also an opportunity to partner with other tourism providers to provide a one-stop shop for booking packages in Nelson, the South Island, and New Zealand. 9.3 Feasibility

Ngāti Koata are therefore well placed to develop eco-tourism and cultural activities on their land or in Nelson. The opportunities are numerous and practically will require a product by product assessment based upon the criteria and a framework set by Ngāti Koata. All options are feasible subject to the desire of Ngāti Koata to utilise their land to develop them.

10.0 Public Cultural Centre

Ngāti Koata has indicated it has an aspiration to have a Cultural Centre in Nelson, as part of its broader eco/tourism approach. This Cultural Centre would provide a front of house type of experience. It has the potential to be either small with information only or large as a standalone or part of a larger tourism venture. Therefore Ngāti Koata are well placed to establish a Cultural Centre and provide a cultural eco-tourism experience as the Mossman Gorge example on page 40. A Cultural Centre could be a central hub for visitor information, attractions and activities special to the region providing a rich and unique experience to tourists and other interested groups. Options could include housing a museum or gallery of local arts, providing traditional marae experiences, showcasing exhibitions and demonstrations. The Cultural Centre would provide information on various initiatives and programmes the Trust are involved in and how visitors can interact, contribute or participate. It will be critical for Ngāti Koata to have clear expectations and deliverables for this Cultural Centre – and how it is connected to cultural eco/tourism ventures. This clarity will influence the physical space required and that nature of the facility. There is also the potential to provide sustainable Cultural Centre/accommodation as underpinned by the eco-tourism principles and Ngāti Koata guiding principles and objectives. The Cultural Centre could be seen as the central ‘hub’ of tourism and eco-tourism ventures of Ngāti Koata. It provides the opportunity for customers to enter one central point to book accommodation and experiences, including those in partnership with others. It also provides the potential for employment and skill development in a wide range of fields (cultural and tourism for example) for Ngāti Koata people. 10.1 Examples of Cultural Centres

Given the points above, we have identified a number of examples of Cultural Centres around the world that Ngāti Koata could use as reference points for the range of possibilities.


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10.1.1 Tjapuki Cultural Centre Cairns

Tjapukai Aboriginal Cultural Park is one of Australia’s most awarded attractions, winning over 200 awards and is recognised as the national ambassador for Australia’s Aboriginal cultural tourism. The park is set on 25 acres and offers a number of interactive cultural experiences. Access to the park is a 15-minute drive from Cairns, or a one-minute walk from the nearest Railway Station. The park is a celebration of Australia’s rich and diverse indigenous history, a place where visitors can discover the ancient history of all the Aboriginal people and their unique spiritual connections to the land. Visitors can interact and participate in a number of activities from learning the art of throwing a boomerang, didgeridoo demonstrations, sampling traditional bush foods, learning about the ancient medicinal value of native plants, history walks, dance performances and guided bush walks. You can create your own Aboriginal art and craft souvenirs through the art of weaving, painting your own boomerang and jewellery making. You can participate in ancient chanting and dance in a fire making ceremony, or sit back to a show in one of the many theatres the centre houses. The Cultural Centre also includes a Museum housing artefacts, a Gallery showcasing artwork, artefacts and souvenirs, and a Restaurant that highlights native foods.

http://www.tjapukai.com.au/images/gallery/tjapukai-shop.jpg?action=thumbnail&height=767&algorithm=fill_proportional&format=jpg


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10.1.2 Chickasaw Cultural Centre Oklahoma

The Chickasaw Cultural Centre is a world-class centre, covering 184 acres and celebrates the Chickasaw history and culture. It is the largest Cultural Centre in the United States. The complex includes an interactive exhibit centre, the Holisso Research Centre, a large-format theatre, an amphitheatre, sky terrace, traditional village and water features, gift shop and a Café to try traditional foods. Visitors can experience various activities including lectures, plays, storytelling, bow-making, cultural ceremonies, concerts, theatre screenings, spirit lessons, stomp dance, food festivals, visiting the Honour Garden, and enjoying a meal at the Café which serves traditional Chickasaw food. There are a number of walking tours available on the grounds also. 10.1.3 Polynesian Cultural Centre Hawaii


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The Polynesian Cultural Centre sits on 42 acres of land and is one of the most frequently visited tourist destinations in Hawaii is the Polynesian Cultural Centre. The Centre is about a 65-minute drive from Honolulu. Visitors can expect to experience a number of exhibits and demonstrations, song and dance shows, canoe rides, a special effects theatre, traditional villages of the various islands where you can visit plantations and learn and participate in preparing food and cooking. They offer a dinner buffet and show, a marketplace to shop for Polynesian handiworks, clothing and jewellery, or enjoy one of the various shows including fire knife dancing. 10.1.4 The Mongolian and Tibetan Cultural Centre Taipei

The Mongolian and Tibetan Cultural Centre is situated on 90 acres south of the main town and was set up by the Mongolian and Tibetan Affairs Commission. The Centre provides a place for workshops, teachings, seminars, initiations, retreats and ceremonies relating to the history and culture of the Tibetan and Mongolian peoples. Other highlights include a temple, sculptures, and a permanent sand mandala among many other works of art. The Centre includes exhibition areas housing cultural artefacts, a reading room, lecture hall, conference room and a memorial prayer hall. Accessibility is within walking distance from the nearest metro station. 10.1.5 Rangitane Convention Centre Blenheim

The Rangitane Convention Centre developed by Te Rūnanga a Rangitane O Wairau Trust is a multi-purpose conference centre showcasing Rangitane culture and art. The venue caters for functions and events available for hire to the wider community. The space contains a large hall and has a capacity of up to 200 people, a commercial kitchen, and meeting rooms.


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10.2 Feasibility

We consider that a public cultural centre is very feasible. It could initially be a small venture in Nelson but as larger developments are identified could be incorporated into an iwi development which provided for a wide range of cultural activities and skills to be showcased. 10.3 Recommendations

In respect to a public Cultural Centre consider the opportunities which may exist for establishing a cultural centre which will provide a public presence for Ngāti Koata, its tourism ventures and opportunities for skill development and employment for its people. In doing so determine:

How a Cultural Centre may fit with the Ngāti Koata Cultural strategy; What is the scale and scope of such a centre? Would it be a small venture in Nelson

for example or a larger centre as part of a larger venture? What are the core activities to be undertaken? What are the skills required and who will provide them? Who are potential partners and funding sources?

11.0 Business Planning

11.1 Introduction

As part of its overall strategic focus it is proposed therefore that Ngāti Koata plan and establish an infrastructure to enable a Ngāti Koata Eco-tourism experience that will introduce tourists to authentic Māori New Zealand sustainable and accessible experiences. 11.2 Strategy

In general, it is clear from our review that there is a gap in the market in the south for a cultural focused tourism experience. This is a niche taken by Rotorua in particular in the North Island. Given the effectiveness of Rotorua in celebrating the Māori cultural experience it would seem likely that a South Island version could also work if marketed appropriately. Ngāti Koata are well placed to fill that gap should they choose. Moving forward Ngāti Koata, as an Iwi, must determine whether it is focused solely on eco-tourism or is inclusive of other types of tourism. As indicated earlier in this paper, criteria for eco-tourism ventures are well established. For market credibility and certainty, should Ngāti Koata wish to progress with eco-tourism (in totality or as part of a portfolio approach) it will be critical to define which ventures meet eco-tourism criteria. How Ngāti Koata approaches this will influence which existing Ngāti Koata individual and whanau tourism opportunities fit within this ambit. An alternative approach may be to understand fully the existing Ngāti Koata individual and whanau tourism offer through a small scoping survey. This will give Ngāti Koata a base or foundation from which to determine whether specific Iwi enterprises or support will be focused on eco-tourism as part of a portfolio, or whether a collective eco-tourism ethos is established as an aspiration. Through market analysis there appear to be opportunities for Ngāti Koata to consider:


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developing and/or increasing the availability of authentic Māori led products in the Nelson market, including cultural experiences. expanding the connections across and between existing ventures focused on the natural environment. developing new natural environment products.

Alongside any potential new or expanded tourism opportunities one of the key points of difference Ngāti Koata as an iwi grouping can do is to focus on the development of infrastructure and skills to support. A strong consistent infrastructure will contribute to the long-term sustainability for tourism (and other business) ventures by:

using economies of scale to be used to develop, negotiate and implement new systems and approaches

facilitate and develop a ‘joined up’ korero for a Ngāti Koata experience which can be used to market to external clients

a shared approach to marketing and training for existing Ngāti Koata individual and whanau ventures

sharing and providing opportunities for providers to upskill and develop new skills, particularly in high risk areas such as Health and Safety under the HAS.

Ngāti Koata could do this through investing time, people and resources in: Diagram 5:

11.3 Skills

Developing and enhancing the Ngāti Koata skill base

Build capability and career pathways within the tourism sector and within Ngāti Koata. Utilise the training opportunities through Te Tai Poutini and build capability within tourism and eco-tourism. Ngāti Koata could become an educator or leader in the sector. Increasing education and opportunities in the tourism industry will provide jobs for rangatahi and the region. This training may also include preparing for a broader range of visitors e.g. being able to communicate in Mandarin.

Eco-Tourism New Zealand (ETNZ) is an organisation working on delivering focused, strategic and positive benefits to the International Tourism Industry in the form of educating and assisting organisations and individuals to better understand the importance and value

Skills

• understanding existing skills and expertise already within the Iwi• leveraging or developing relationships to build Ngāti Koata capacity and capability to lead, develop and deliver quality

tourism experience eg language development for international visitors• support existing providers with expertise eg marketing and business mentoring to grow their businesses while maintaining

quality

Leadership

• supporting capability and capacity development of Ngāti Koata to innovate and develop new quality ecotourism products, and take advantage of new markets eg Airbnb experiences

• Advocating with National, Regional and Local leaders for increased resources and profile for Ngāti Koata eco-tourism and cultural experiences in Nelson

• partnering with other Iwi tourism leads to develop/support a 'top of the South/South' Māori Eco-toruism cultural trail

Outputs

• developing a 'digital and physical front door' for Koata run businesses and experiences in the Nelson region - Cultural Centre• increased utlisation of existing Ngāti Koata assets for eco-tourism• revenue generation to support new and existing initiatives


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of a sustainable tourism practice. ETNZ work within New Zealand and internationally and endeavours to provide another set of, ears, eyes and heart to its industry partners and clients. ETNZ is a subsidiary of Tai Poutini Polytechnic (TPP) and works from TPP’s many campuses around New Zealand with its home base in the rugged wilderness and eco-tourism heartland on the West Coast of the South Island.

TPP offers study in Eco-tourism. The purpose of the course is to support the development of quality nature based tourism experiences and encourage collaboration within the Eco-tourism sector worldwide. TPP takes a balanced and strategic approach to improving the business and overall performance their client’s tourism based operations through education, training and consultation.

11.3.1 Business Mentoring support

Provide or facilitate access for existing and new providers to build their skills and capability to deliver high quality tourism and cultural products. This could include marketing, developing a compelling coherent narrative for products, and quality management and control systems. 11.4 Leadership

11.4.1 Outdoor Tourist Activities

Additionally, data indicates there is a growing demand for outdoor tourist activities (see section ‘Opportunities and influences’ above – millennials in 2017). Outdoor tourist activities such as biking, hiking and kayaking can be developed or added to the overall tourism offer for Ngāti Koata. It is understood the Happy Valley Adventure Park is on the market. Involvement in this Park (as an investor or part/owner) would enable Ngāti Koata to have an eco-tourism and Māori influenced experience that no other group could offer in Nelson, and one that aligns with the Iwi principles and objectives. We understand there is also the potential to include accommodation and/or a Cultural Centre on the property. We have undertaken no due diligence or a separate business analysis on this opportunity. We recommend these be undertaken. It will also be important to consider how this integrates with other opportunities for Ngāti Koata. Other avenues identified which may be of relevance to Ngāti Koata could include:

a. walking trails in Ngāti Koata forestry; b. river rafting and other water activities utilising water ways through Ngāti Koata forestry

and other lands; and c. guided tours to Takapourewa and other islands 11.4.2 Developing and leveraging key partnerships

There are opportunities for Ngāti Koata to develop a range of relationships to leverage and advocate for Ngāti Koata experiences as an important part of the Nelson, top of the South, New Zealand and global eco-tourism landscape. These partnerships could include

partnering with:

Other Iwi or Māori groups involved in Tourism – there is an opportunity to build a network of Māori and/or Māori influenced tourism experiences across the region and nationally

e.g.: o An immediate opportunity may be to engage with tourism operators or

providers in Kaikoura who may currently have underutilised expertise, people

or resources who could support or partner with Ngāti Koata operators.


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o Partnering with Kono Inc (Te Tau Ihu) to develop and learn about developing

food based experiences and tours in the Nelson region.

Tourism New Zealand, Māori Tourism and TIA ` Eco-Tourism New Zealand. Working in a business partnership ensures there is

effective engagement with tourism businesses across the sector and the ability of the partner to promote tourism businesses in the region both domestically and internationally. Working within partnerships provides an opportunity for the business

to grow and support the community/region. Nelson Tasman Tourism responds to approximately 50 international media requests

each year on tourism in the region, which provides marketing and exposure. Nelson Tasman Cycle Trails Trust and Heart of Biking. Nelson Tasman Cycle Trails

is a member of the New Zealand Cycle Trail (NZCT). Heart of Biking has 87 Official Partners who include: accommodation providers, local attractions, bars, bike hire, repair and service providers, breweries, cafes, cycle shops and tour operators, Mapua ferry, food outlets, guided tours, health, restaurants, transport providers and wineries. A great example of partnerships is the Heart of Biking, a community project that need skills and effort from its supporters (as an individual, a group or a business). The aim of the NZCT was to provide a healthy and enjoyable way for Kiwis and international visitors to see the country, and to generate economic, social and environmental benefits for communities. The partnerships provide a way for local trail and business to work together to build the profile of the NZCT, increase turnover

and provide benefits and jobs to the local community. Leveraging off the West Coast tourism boom. Tourism on the West Coast is

increasing. For example, as at June 2016 spending from Chinese tourists on the West Coast has gone from $7 million to $33 million in just four years. There is an opportunity to attract these tourists to stay in the Nelson region when they travel through (via air or ferry) and to partner with West Coast tourist operators and offer a

one-stop shop for booking experiences.

11.4.3 Conservation Precinct

There are options for Ngāti Koata to take leadership in restoration through partnership with government agencies (including DoC) on a number of the properties owned by Ngāti Koata including those with covenants. DoC strategy is to develop, enhance and protect habitat and domain corridors. It would be important to discuss with DoC as soon as possible but we presume given discussions about Takapourewa that DoC would be supportive of a concept where a long-term conservation partnership is created with Ngāti Koata. Were Ngāti Koata to proceed with this option we would suggest:

The conservation concept is a good strategic fit with DoC & Ngāti Koata

Partnership with DoC should involve o MOU – not covenants – acting in good faith o No barriers to Ngāti Koata access and use of their land

Restoration of native flora and fauna - birdlife corridors and habitat

Fits with government public/private partnerships

Linkages o Education


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o Tourism o Conservation o Biodiversity o River corridor o Inter-generational responsibility o Development funding

We discuss options for funding of restoration both with respect to the Tinui Island Restoration project and in the Funding table at Appendix A.

11.5 Systems

11.5.1 Utilising Ngāti Koata resources for new or enhanced tourism products

Ngāti Koata already has a range of unique natural resources within its portfolio including Takapourewa (Tuatara). Given the gap in the Nelson tourism market for authentic Māori cultural experiences combined with natural environment experiences, there is a potential market for eco-tourism tours to Takapourewa. Alongside this, Ngāti Koata could consider offering unique accommodation experiences on Rangitoto (or other Ngāti Koata land) – especially given the accommodation pressure in the region. Further work would be required to determine the price points and market size of a new accommodation offer. The commercial utilisation of these resources will require amending the:

o existing Ngāti Koata Iwi Management Plan to be filed with the relevant local authorities and

o Takapourewa Operational Management Plan with the Department of Conservation which could also provide for employment options and ensuring access to Ngāti Koata eco-tourism ventures. We suggest that those options are discussed at the plan workshop to gauge support.

11.5.2 Technology

Utilise Technology in promoting business and creating an online experience for travellers. Not only can technology be used for marketing domestically and internationally. Websites, apps, booking platforms and using social media provide the opportunity to engage with customers on a number of levels to enhanced travel experience. It is important to get smarter and adapt to remain competitive. There is a need to keep abreast of the latest technology, however, in the short term it would be beneficial for Ngāti Koata to develop a website that can be used on a smart phone and has the ability for customers to book their experience. There will also be an advantage of connecting to social media. There is also an opportunity to utilise existing technology - iTravel is an example of technology that works well. It is the most comprehensive, smart phone travel guide for New Zealand. GPS technology means tourists can search for activities, attractions and events close to their location, or can undertake research and search via regions prior to their trip. It is recommended Ngāti Koata invest in developing a strategy to support existing tourism operators to:

make their products available on a broader range of platforms e.g. AirBnb experience, iSites;


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develop a ‘one-stop e-front door’ where tourists seeking a Māori cultural experience (in its broadest sense) are able to easily access and book opportunities OR partner with Nelson Tasman Tourism to use existing platforms.

Additionally, this strategy should examine how technology can be used in future tourism products e.g. Virtual or augmented reality experiences utilising (marketing and selling) outstanding Ngāti Koata natural resources and experiences as content for new experiences. These new experiences could have the potential to let many more people globally ‘have, participate and pay’ for a Ngāti Koata experience, without physically having to be in Nelson. Magic Leap15 are an example of augmented reality and its potential opportunities. 11.6 Make, Buy or Partner

Developing and introducing new tourism products is an expensive and often risky business. There is the opportunity for Ngāti Koata to take an incremental approach to developing its eco-tourism business. Tourism as an industry is global by nature, and as such, issues such as the global financial crisis can quickly impact, or natural disasters may create adverse implications. Many of these risks are unable to be managed or planned for. By taking differing approaches – Make, Buy or Partner – to developing its product and portfolio, could enable Ngāti Koata to spread any risk (fiscally, reputationally) while still being able to develop and grow. Whatever choice is made however we would strongly recommend that at the forefront of consideration and assessment criteria are the cultural values of Ngāti Koata and thereby ensuring that partners fit within that ethos. Making – enables a wholly Ngāti Koata product to be developed, buying in expertise where required. In this scenario, Ngāti Koata would also carry the entire risk of the project. Buying – through purchasing existing operations, Ngāti Koata could mitigate risks and issues associated with infrastructure establishment, and may also be able to purchase any associated intellectual property. Dependant on the nature of the operation (and its perception in the market), Ngāti Koata can leverage off the existing initial investment while building the operation further. Partnering – partnering with providers who have depth and experience in the relevant market has benefits and would enable Ngāti Koata to invest while also growing its own capacity and capability in the business. An example of this is Ngai Tahu and Shotover Jets. A number of iwi, Māori trusts and incorporations already have significant stakes in the New Zealand tourism sector. Dependant on the nature of proposed Koata Tourism endeavours they may be opportunities to partner with or create a business mentor relationship with one or several of these operators. The intent of any option will be to:

Prioritise activities, functions and facilities (as identified in the short term). Ngāti Koata has an identifiable and accessible presence in the local, regional and

national tourism market; and had grown its share of the domestic market. Ngāti Koata has grown its share of international tourists accessing its experiences. A training programme has been established for Ngāti Koata focused on lifting the

skills and capacity for Ngāti Koata to fully participate in the tourism market. With an

15 www.magicleap.com

http://www.magicleap.com/


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increased percentage of graduates having internships or employment in the tourism industry.

11.7 Economics

A 5-year forecast with capex and cashflow documents as well as market by market revenue analysis of revenue and yield targets will likely be needed once specific projects are identified. That is beyond the scope of this report. 11.8 Risks

Attempting to do it all on your own and choosing not to partner.

Potential reduction in the tourism market -not anticipated.

Poor quality of product or experience – the risk of getting it wrong. 11.9 Eco-Tourism Recommendations

Immediate Priorities (6 months to 1 year)

Ngāti Koata Development Confirm that Ngāti Koata wish to pursue culturally appropriate eco-tourism ventures and

their appetite for making, buying or partnering in ventures. Confirm the Cultural strategy and framework for identifying appropriate cultural eco-

tourism projects. Consider the opportunities which may exist for establishing a cultural centre which will

provide a public presence for Ngāti Koata, its tourism ventures and opportunities for skill development and employment for its people.

Engage with DoC to update and amend the Takapourewa Operational Plan to enable culturally appropriate ventures on Takapourewa.

As per the recommendations above, engage with DoC and the Forestry Licence owner and managers for the Ngāti Koata forests to identify possible activities which could be undertaken either in partnership or as part of a Ngāti Koata cultural eco-tourism portfolio on their lands and or adjacent DoC lands. This information would feed into decisions in later stages.

Engage advisors and commence negotiations for Happy Valley Adventures if considered appropriate.

Assisting Iwi members to pursue eco-tourism opportunities

Notwithstanding whether Ngāti Koata wish to pursue cultural eco-tourism in their own right there are opportunities to assist iwi members who are within the industry without significant cost. Options would include: Continue with stocktake and organise existing products into a coherent narrative. Develop a Ngāti Koata ‘front door’ for Ngāti Koata owned cultural or other eco/tourism

businesses. In the first instance this could be a virtual ‘front door’. Over time this could be developed to a physical ‘front door’ - the Cultural Centre for example.

Use existing technological innovations e.g. AirBNB experiences to develop and market the Ngāti Koata cultural experience directly to Visitors in Nelson.

Partner with Nelson Tasman marketing and economic development agencies to develop marketing materials which align with the Ngāti Koata cultural ethos for iwi products (existing and new).


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Short Term Priorities (1-2 years)

There are many options for a well-developed and integrated cultural tourism development undertaken by Ngāti Koata. We would recommend that following confirmation of the cultural strategy Ngāti Koata:

Identify and prioritise the key activities, infrastructure and opportunities Ngāti Koata would like to develop.

If taking the Make or Buy route undertake business cases for these products which Ngāti Koata wish to consider developing.

Develop a stakeholder engagement and channel development approach. This will enable prioritisation of relationships to build and leverage; and start to build products targeted at specific markets and channels which reflect the cultural ethos of Ngāti Koata.

Identify key partners Ngāti Koata can partner with to: (a) develop products; (b) increase skills; (c) develop mentoring relationships; and (d) deliver new products into Nelson and Marlborough.

In respect to cultural eco-tourism on Takapourewa:

Complete the process of reviewing the Takapourewa Operational Plan and inclusion (if approved by the iwi) of:

Access opportunities for Ngāti Koata cultural and individual member eco-tourism companies;

Employment opportunities for Ngāti Koata iwi members to act as guides and to provide appropriate cultural services and skills;

Conservation education and training for iwi members; Whether Ngāti Koata has identified and implemented technological innovations that

facilitate visitor access to Ngāti Koata experiences; and Identify what product/s (physical and virtual) have been developed or will require

developing for a cultural eco-tourism venture on Takapourewa. Medium to Long Term Priorities (3-5 years)

Open discussions with selected tourism partners to: Work with Ngāti Koata in the development and delivery of tourism products on

Ngāti Koata land and utilising the Ngāti Koata brand; and Agree Heads of Agreement and other partnership arrangements.

Co jointly plan with selected partners for ventures and where relevant an integrated experience which reflects the Ngāti Koata cultural worldview.

Where working with partners develop business plan(s) to validate the commercial opportunities and the social benefits for the mutual benefit of Ngāti Koata and their partners.

12.0 Identified Opportunities

12.1 Introduction

During the development of this report two specific opportunities have been identified by Ngāti Koata and raised with us for consideration. They are:

a. The Tinui Restoration Project; and


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b. The Happy Valley Adventure Park Both are discussed below. 12.2 Tinui Island Restoration Project

12.2.1 Introduction

Work has previously been undertaken to identify the option of developing tourism on Tinui Island. A proposal was therefore provided for consideration within this report. 12.2.2 Proposition

The proposition is to undertake ecological restoration on Tinui Island with the intent to develop a nature tourism venture on the island. 12.2.3 Location

Tinui Island is the largest island of the Rangitoto Islands group, and the closest of the islands to D’Urville Island. Tinui Island is 95 hectares and has never been the site of a major settlement. In recent times, much of the forest has been converted to pasture, and more recently, the grassland has reverted to scrub. Predators and forest clearance has severely depleted the animal life on the island. The original coastal forest areas that survived the farming period contain most of the major coastal tree species. The marine life is still high in the surrounding waters, though edible species harvesting has seen a decline. 12.2.4 The Proposal

Ngāti Koata have a long-term objective to restore Tinui Island to its pre-human state as part of a conservation project. The restoration will include the reintroduction of many species of animals and plants which no longer exist on Tinui, providing an ‘open’ nature reserve to the public. Two nearby sanctuaries on the Trios Islands and Stephens Island could provide the animal and plant sources for the restoration project. The restoration will involve the removal of introduced pests (i.e. rats, pigs, pine trees) not only on Tinui but the other islands is the Rangitoto Group to avoid reestablishment. Seeds and cuttings from existing areas and seedlings from other islands would be planted. Animals from nearby islands would then be introduced. The forest regeneration will attract other native creatures (i.e. penguins, gulls, tui, kereru, ruru, kaka and lizards). As the forest matures, other plants and animal life that require a more developed environment would be re-introduced.


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It is proposed that alongside of the restoration that a sustainable nature tourism venture should be developed. This venture would allow the public to observe the flora and fauna on the island, enjoying the natural beauty of the environment and surrounding sea. It was not proposed that accommodation would be placed on the island given its unique environs however some structures such as walking tracks would be required. Accommodation was proposed to be developed nearby on one of the other islands. There are a number of benefits proposed for iwi including:

Preservation of heritage

Employment and

income 12.2.5 Impact

environmental

stakeholder issues 12.2.6 Restoration Options

A project of this size must be able to ensure its long-term viability and will require a commitment across relevant stakeholder groups to its ecological sustainability, as well as the social, government and economic systems that will support and oversee this project. The establishment costs, resources and the need for long term maintenance will require a collaborative approach, strong community unison and ownership and a strong network of relationships to succeed. The recovery of Tinui’s ecosystem has far reaching benefits to the Ngāti Koata community and local communities, the environment, conservation, education and the economy. The project could provide a distinctive contribution and participation in the restoration and conservation of lost ecosystems, and can provide a number of other benefits through education programmes, building community capacity and bringing awareness about the environmental value of providing a sanctuary for indigenous and/or endangered flora and fauna in the region. 12.2.7 Restoration Funding

There are options for funding for restoration. In addition to specific funding from local authorities organisations representative of hapu and iwi can apply for the following funds:

Biodiversity Condition Fund – improve and maintain the condition of areas of indigenous vegetation, species and habitats

o The Biodiversity Condition Fund aims to improve and maintain the condition of areas of indigenous vegetation, species and habitats. The fund seeks to broaden community effort in the management of indigenous biodiversity. Suitable projects may include fencing or pest control on private land.

Nga Whenua Rahui Fund – protection of indigenous ecosystems on Māori land

Matauranga Kura Taiao Fund – supporting hapu/iwi initiatives to retain and promote traditional Māori knowledge

o The Fund is administered by the Nga Whenua Rahui Unit, who are part of the Kahui Kura Taiao arm of the Department of Conservation.

o The Nga Whenua Rahui Committee meets three to four times a year, at which time applications to the fund are considered.


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12.2.8 Feasibility

The project may be feasible however it is our understanding that the project historically did not progress because the owners were unable to agree to proceed. A key issue we understand may have been the involvement of DoC. However, this perception may have changed over time. Restoration of the island could be undertaken in partnership with DoC and potentially the local authority. However, this would require the support of the owners and would standardly require some level of rahui kawenata or other protection for approved funding. We consider (as discussed earlier) that Ngāti Koata could take a leadership role in working with DoC to reduce restrictions should land owners support restoration. Options could include partnership documented through a Memorandum of Understanding rather than covenants, with a long-term approach to relationship and partnership. This would be preferable to an exclusionary approach ignoring the significant links iwi have to the islands. Any eco-tourism companies would likely seek a legal access through a license or other agreement. In the absence of a trust or other entity under Te Ture Whenua Māori Act 1994 (Te Ture) then the owners must meet and agree in a majority to provide any form of license or lease to utilize the property. Any agreements would likely need to be signed by all owners as well. In the absence of owner agreement, the project would not be feasible. 12.2.9 Recommendations

We recommend that should the iwi wish to proceed with this project that they:

initiate discussions with owners to determine whether there is now an appetite for development

discuss if it doesn’t exist already the possibility of establishing a trust or other entity under Te Ture which would be responsible for negotiating arrangements for the owners

confirm whether there is interest within the eco-tourism market to take tours to Tinui

initiate discussions with DoC and the local authority about supporting the restoration of the island. If willing to proceed consider:

o seeking Board approval to support concept and business planning o enter into an MOU or heads of agreement with DoC and the local authority to

investigate the joint development of a business plan for Tinui o confirm interest from eco-tourism operators in taking tours to Tinui

Consider applying for the funding referred to above for restoration costs. 12.3 Happy Valley Adventure Park


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12.3.1 Introduction

The Happy Valley Adventure Park16 is for sale. It is understood that the site may present a number of opportunities for Ngāti Koata to pursue tourism, farming and forestry interests and investments. The park provides a range of revenue streams, is well established and supported by surrounding local amenities, accommodation and activities. 12.3.2 Proposition

It is proposed that Ngāti Koata purchase the Happy Valley Adventure Park. We have undertaken an initial desktop review of the material provided by the property agent. Our review and comments should not replace more in-depth consideration by Ngāti Koata legal and financial advisors. 12.3.3 Location

The site includes 607 ha of freehold land, situated approximately 6.5km north east of Nelson and has been operating as an adventure park since 1994. The property includes residential dwellings, flat land, rolling hills, mixed grazing streams, river (with riparian rights) plantation pine trees (approx. 74 ha), native forestry, livestock and a number of adventure and recreational pursuits. Located 15 minutes out of Nelson, the park offers visitors a uniquely NZ experience on the workings of a farm environment and activities include a unique range of adventures for families, groups, tourists and businesses. These include the world famous, world first and longest flying fox “Sky-Wire”, horse trekking, two paintball theme parks, guided quad biking tours, and terrain vehicle rides. There is a function centre which caters small to medium sized weddings, conferences and other gatherings, and two cafés. The function centre has extensive rural and coastal views. The site also includes a 1/2-bedroom cottage, a wool shearing shed, reception area, native forests and a well-developed farm park. The site is surrounded by livestock developments, lifestyle properties and offers breath taking views from every part of the property, from the rural farm setting to coastal views over to Cable Bay, Pepin Island and Delaware Bay. The park is surrounded by other local attractions offering various activities including Abel Tasman National Park, Cable Bay and the Marlborough Sounds. The parks peak season is December through to March. Currently the park staff one owner/operator and three full time staff plus casual hires in the peak season. The staff are sourced locally and have a myriad of local knowledge and are fully trained to ensure the safety of visitors to the park. 12.3.4 Target Markets

There is the potential to further develop the property should Ngāti Koata wish to purchase. According to the Travel Trend Report 2017, travellers will be more interested in the environmental, economic and social impact they have on the destinations they visit and are likely to support providers/companies that support this vision.

16 http://happyvalleyadventures.co.nz/


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Tourism Trends:

The trends for 2017 are:

Table 3: Trends

Trend What they are looking for?

Millennials lead the way One of the most important demographics in today’s travel

Full cultural immersion through food, local hotspots and activities The choice of how they connect (internet via face to face) Ability to make a business trip into leisure Ability to make online bookings is crucial Online reviews and social media content form part of research process

Boom of Senior Travellers Baby boomers (born between 1946 and 1964) are travelling more than ever

Travel between spring and summer months Looking to invest in activities that are authentic and high quality rather than simply relaxation Bucket list experiences Hassle free, good value, convenient experiences Safety, cleanliness and value

More females travelling solo Solo female travel is on the rise with women leading the solo travel boom.

Want to embrace new and raw experiences, not the typical 5-star hotel and spa experiences

Asian outbound markets A predicted 6.1% growth in the outbound travellers from this region, mainly by Chinese and South Korean markets.

Tweak offerings to suit inexperienced markets Translate content Bundle products to create a full experience

Experimental travel Connecting to the history, people and culture of a destination

Offer once-in-a lifetime experience that teach travellers about themselves Show an authentic experience Partner up with local operators

Family Holidays As families live further away geographically, trips create opportunities to spend time together. The millennial will often conduct the research while the boomer will pay.

A place they have never experienced before A relaxing experience A chance to eat unique cuisine

Active and Adventure trips Growing in popularity

Opportunity to delve deeper into a destination’s culture Looking for “softer” adventures, e.g. hiking


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Food Experiences Authentic food experiences are increasingly becoming a motivator for travel

Therefore, any new activities should consider the market that will be drawn. Those clients will likely either be those already attending who want more while there and new clients attending for the new activities. Additional activities could include:

Cultural – providing a Ngāti Koata experience utilising some of the options identified earlier in this report.

Onsite accommodation – this could be a range e.g. a few high-end lodges through to more high-density accommodation

Wellness Centre/spa

Expansion of the event opportunities and food facilities

12.3.5 Accommodation

We have been asked to consider the Keemala resort when considering the Happy Valley Park.

Keemala is a holistic resort which reflects the cultural and wellness aspects of the Thai culture. The resort is located on Phuket overlooking Kamala Village and the Andaman Sea. Nestled in the woodlands away from the crowds of Phuket, the resort is inspired by Thai mythology. You can choose from four room types including clay cottages, glass fronted tent


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villas, tree houses and bird’s nest villas. Each one representing a clan of fictitious early Phuket settlers: Pa-ta-Pea’ (Earth), the ‘Khon-Jorn’ (Wanderers), the ‘We-Ha’ (Sky), and the ‘Rung-Nok’ (Nest) people. The resort is a place for visitors to relax and rejuvenate. The surroundings have been designed to encourage this and features such as the meditation bridge, the streams, waterfalls and natural building materials integrate to complement its tranquil settings. Guests can participate in various wellness activities which include yoga, Thai boxing, aqua Thai Chi, spa treatments, healthy food and meditation. 12.3.6 Wellness Centre/Spa

Wellness Centre’s and Spas are a rapidly growing sector of the tourism industry where there has been new interest in “new age” remedies and a desire to experience traditional therapies. Consumer demand is driving the growth; people are searching for an escape from work related stress and they are realizing the long-term benefits of taking care of themselves. The global revenue generated by the health tourism industry is said to be in the order of 7.7 billion per year. The core market for health retreats/spas are baby boomers who are very keen, and very willing to spend on preventing those health conditions that are potentially going to stop them in their tracks – they demand preventative services. Younger professionals are also seeking preventative services for stress related/burn out conditions that are impacting them far too early in life. The following ISPA information suggests that the principal market will be Caucasian mid-high income users.

The majority of spa clients are female, married, and over age 50

34 – 52-year old’s also make up a large part of the market

Men account for a quarter of spa users making up 29% of total spa-goers

The average income is a little more than $72,000/household

87% are Caucasian

Asian descent make up 4%

Spa-goers visit, on average, 2 spas per year

Spa gift certificates are used as incentives for staff/client rewards

Most are day spas Spa Types

Day spas continue to dominate the industry

Resort/hotel spa group was the fastest growing sector well ahead of club spas Product Trends

The Eastern/Asian influence continues to be very strong influencing products, services and spa design

Trend towards “medical type” products and services

Food and plant-based treatments have also gained widespread popularity

Spas are responding to the increasing interest by males by gearing some services specifically to men


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Consumer Trends

Stay healthy and looking good

Simplicity in their spa experiences Type of Experience

Relaxation

Pampering and stress reduction

Weight loss, health reasons and exercise and fitness at the bottom of the list

Escape the news and forget about the real world for a while Treatments/Product Offerings

Massages remain the most popular

Mind/body services

Non-traditional products such as “Eastern” treatments and products with fitness components are gaining popularity

Hydrotherapy and mud baths

Natural and organic materials – healthy, safe products, experiences and quality neutral food

12.3.7 Risks

Significant purchase and financial investment;

Compliance limits and obligations have to be assessed should further development be desired;

Managing and monitoring Health and Safety requirements under the HSA with the adventure activities already undertaken on the property.

12.3.8 Feasibility

We consider on the face of it that the property has potential and may be feasible, specifically the site provides:

1. Unique positioning – the park provides for a combination of explorations through a menu of activities and experiences, e.g. adventure, bush and forest, farming, water, cultural, eco-tourism.

2. The size of the land and available unutilised land space allows for further opportunities and diversity on the park. Ngāti Koata could expand the park to include a Cultural Centre and accommodation. Further developments would add to the appeal of the park, bringing in new revenue streams. The accommodation options could include a motor camp or campsite. The wider scope of activity could go towards counteracting seasonal fluctuations.

3. Connections to the locals and leveraging partnerships - the park could network closely with other iwi operators, industry connectors and locals taking advantage of the benefits of working together as a community to experience the rich culture, land, people, stories, history and food – could package tours/experiences.

4. There are already skilled and knowledgeable staff at the park. Their knowledge could be transferred to build capacity and provide opportunities for upcoming or interested iwi wanting to gain skills

5. Networking with the local tertiary institute – the park could provide on the job training and education. The park could also operate its own courses to educate/upskill next generation.


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6. The opportunity is widely established i.e. already has an internet site, is advertised well, has future bookings etc.

We would suggest that should the property be purchased that time is taken to bed in and that in the interim feasibility and business planning is undertaken for improvements and added value products including the cultural centre, accommodation and wellness spa and products.

12.3.9 Recommendations

a. Confirm whether Happy Valley would fit with the Ngāti Koata cultural strategy b. Instruct legal and financial advisors to undertake full due diligence on the business c. Should the property be purchased undertake a formal feasibility and business plan to

assess opportunities for further development including: a. For a cultural centre:

i. Seek Board approval for concept and business planning for investment ii. Confirm the cultural ethos of the centre and the services that will be

provided; and iii. Identify the services and skills required and undertake an assessment

of the skills already available among iwi members and any gaps requiring training

b. Should accommodation or wellness spa facilities be contemplated that over the medium term:

i. Seek Board approval for concept and business planning for investment ii. Identify potential accommodation, wellness /spa operators iii. enter into heads of agreement iv. co jointly plan with a selected operator for a combined accommodation

facility and wellness and spa services

13.0 Compliance

13.1 Introduction

To undertake any eco-tourism project, it is essential that it fits within the current environmental regulatory and national policy frameworks. These are discussed below. 13.2 Environmental Regulatory Framework

The Resource Management Act 1994 (RMA) sets out how we manage our environment. It outlines how to get involved in RMA processes such as resource consent, council plans and designations, proposals of national significance, what legislative tools are issued under the RMA, and RMA reforms. It also explains how local authorities are monitored under the RMA. Ngāti Koata lands are across the following local authority zones:

Nelson – Waimea and Hira Forests, Matangi Awhio Marlborough – Rangitoto Island and French Pass School

To undertake activities on their land Ngāti Koata must comply with the relevant:

National policy statement Regional policy statement Regional Plan


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District Plan Ngāti Koata also has an established Iwi Management Plan (IMP). An IMP sits between national and regional policy statements in priority. We discuss each below. 13.3 National Policy Statements

National policy statements (NPSs) enable central government to prescribe objectives and policies for matters of national significance which are relevant to achieving the sustainable management purpose of the RMA.

The only mandatory national policy statement is the New Zealand Coastal Policy Statement with is prepared by the Minister of Conservation. Other national policy statements are optional and are prepared by the Minister for the Environment.

13.3.1 National Policy Statement for Freshwater Management

National Policy Statement for Freshwater Management (NPSFM) is the most relevant NPS to an eco-tourism development. It came into effect on 1 July 2013. The NPSRM is intended to help drive National consistency of local RMA planning and decision making for fresh water management while allowing for an appropriate level of regional flexibility in implementation. The NPSFM establishes the legal and policy framework for building a national limits-based approach to water management. The NPSFM requires that overall water quality must be maintained or improved within a region. The NPSFM also requires that councils safeguard the life-supporting capacity, ecosystem processes and indigenous species (including their associated ecosystems) of fresh water. By 2030, councils are required to have set freshwater objectives that reflect national and local values. They will need to set flow, allocation and water quality limits to ensure freshwater objectives are achieved. The NPSFM requires councils to manage fresh water efficiently within set limits and address over-allocation. Councils must manage land use and water in an integrated way. They must also involve iwi and hapū in freshwater decision-making. Councils and communities can choose the timeframes to meet freshwater objectives and limits.

Objective D1 requires that Councils:

… provide for the involvement of iwi and hapū, and to ensure that tāngata whenua values and interests are identified and reflected in the management of fresh water including associated ecosystems, and decision-making regarding freshwater planning, including on how all other objectives of this national policy statement are given effect to.

Policy D1 Local authorities shall take reasonable steps to:

a) involve iwi and hapū in the management of fresh water and freshwater ecosystems in the region;

b) work with iwi and hapū to identify tāngata whenua values and interests

in fresh water and freshwater ecosystems in the region; and


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c) reflect tāngata whenua values and interests in the management of, and

decision-making regarding, fresh water and freshwater ecosystems in the

region.

13.3.2 New Zealand Coastal Policy Statement

The New Zealand Coastal Policy Statement 2010 (NZCPS) is relevant to any development undertaken along the coastline of New Zealand. There are 7 objectives and 29 policies. The objectives require:

Safeguarding and sustaining the coastal environment

Preserving natural character and protecting natural features and landscapes

Recognising tangata whenua

Maintaining and enhancing public open space and recreation opportunities

Managing coastal hazard risks

Enabling people and communities to provide for their social, economic, and cultural wellbeing through subdivision, use, and development in the coastal environment

Ensuring compliance with New Zealand's international obligations. Under the NZCPS to ensure that local authorities take into account the Treaty and kaitiakitanga, in relation to the coastal environment. They must:

recognise that tangata whenua have traditional and continuing cultural relationships with areas of the coastal environment, including places where they have lived and fished for generations;

involve iwi authorities or hapū on behalf of tangata whenua in the preparation of regional policy statements, and plans, by undertaking effective consultation with tangata whenua; with such consultation to be early, meaningful, and as far as practicable in accordance with tikanga Māori;

with the consent of tangata whenua and as far as practicable in accordance with tikanga Māori, incorporate mātauranga Māori in regional policy statements, in plans, and in the consideration of applications for resource consents, notices of requirement for designation and private plan changes;

provide opportunities in appropriate circumstances for Māori involvement in decision making, for example when a consent application or notice of requirement is dealing with cultural localities or issues of cultural significance, and Māori experts, including pūkenga2, may have knowledge not otherwise available;

take into account any relevant iwi resource management plan and any other relevant planning document recognised by the appropriate iwi authority or hapū and lodged with the council, to the extent that its content has a bearing on resource management issues in the region or district; and

o where appropriate incorporate references to, or material from, iwi resource management plans in regional policy statements and in plans; and

o consider providing practical assistance to iwi or hapū who have indicated a wish to develop iwi resource management plans;

provide for opportunities for tangata whenua to exercise kaitiakitanga over waters, forests, lands, and fisheries in the coastal environment through such measures as:

o bringing cultural understanding to monitoring of natural resources; o providing appropriate methods for the management, maintenance and

protection of the taonga of tangata whenua;

http://www.doc.govt.nz/about-us/science-publications/conservation-publications/marine-and-coastal/new-zealand-coastal-policy-statement/new-zealand-coastal-policy-statement-2010/policy-2-the-treaty-of-waitangi-tangata-whenua-and-maori/#2


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o having regard to regulations, rules or bylaws relating to ensuring sustainability of fisheries resources such as taiāpure, mahinga mātaitai or other non-commercial Māori customary fishing;

in consultation and collaboration with tangata whenua, working as far as practicable in accordance with tikanga Māori, and recognising that tangata whenua have the right to choose not to identify places or values of historic, cultural or spiritual significance or special value:

o recognise the importance of Māori cultural and heritage values through such methods as historic heritage, landscape and cultural impact assessments; and

o provide for the identification, assessment, protection and management of areas or sites of significance or special value to Māori, including by historic analysis and archaeological survey and the development of methods such as alert layers and predictive coastal pā or fishing villages.17

13.3.3 Proposed National Policy Statement from Indigenous Biodiversity (pNPSIB)

While the pNPSIB was publicly notified in January 2011 it still remains a proposed National Policy Statement. The RMA does not explicitly address the weight to be accorded to proposed policy statement. The Environment court in their decision of Day v Manawatu-Wanganui Regional Council18, stated:

“notwithstanding that it pNPSIB methodologies for identifying areas of high potential for undiscovered Māori heritage, for example:

… has no statutory effect and the number of submissions made on it we

consider the document is worthy of respect as a reflection of considered

opinion particularly as it reflects international best practice”. The proposed NPSIB seeks to promote the maintenance of indigenous biodiversity while recognising the positive contribution of landowners and Guardians/kaitiaki. The pNPSIB contains a list of criteria for identifying areas of indigenous vegetation and habitats of indigenous fauna that have been recognized as being rare and or threatened at a national level. This requires district and regional plans to identify these areas of significant biodiversity. 13.4 Iwi Management Plan

An iwi management plan (IMP) is a term commonly applied to a resource management plan prepared by an iwi, iwi authority, rūnanga or hapū.

IMPs are generally prepared as an expression of raNgātiratanga to help iwi and hapū exercise their kaitiaki roles and responsibilities. IMPs are a written statement identifying important issues regarding the use of natural and physical resources in their area.

17 http://www.doc.govt.nz/about-us/science-publications/conservation-publications/marine-and-coastal/new-zealand-coastal-policy-statement/new-zealand-coastal-policy-statement-2010/policy-2-the-treaty-of-waitangi-tangata-whenua-and-maori/ 18 Day v Manawatu-Wanganui Regional Council, [2012] NZEnvC,182


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The RMA describes an IMP as:

"…a relevant planning document recognised by an iwi authority and lodged with the council". Section 2 of the Act defines an iwi authority as "the authority which represents an iwi and which is recognised by that iwi as having authority to do so". IMPs must be taken into account when preparing or changing regional policy statements and regional and district plans (sections 61(2A)(a), 66(2A)(a), and 74(2A). The RMA is silent on how IMPs are developed, and they therefore assume a variety of shapes and forms.

A number of provisions of the RMA provide for Māori interests in resource management. IMPs can assist in implementation of the Act by:

guiding councils in giving effect to Part 2, particularly sections 6(e), 6(f), 6(g), 7(a), and 8

informing the preparation or change of regional policy statements and regional and district plans

informing the preparation and assessment of applications for resource consent.

IMPs provide a starting point for achieving the purposes of the RMA in relation to recognising and providing for Māori cultural values and interests. In particular, they:

assist to meet obligations under Part 2 of the Act, by providing a general understanding of tangata whenua values and interests in the natural and physical resources in a particular area

must be taken into account when preparing or changing regional policy statements and regional and district plans (sections 61, 66, 74)

provide a starting point for consultation with iwi and hapū on council plans and policies (Schedule 1 clause 3(1)(d), clause 3B, and clause 3C), by providing information to understand key issues and the ways to resolve those issues

provide a starting point for understanding potential effects of a proposed activity on Māori cultural values when making an application for resource consent (section 88 and Schedule 4)

may be cited in submissions and/or evidence relating to applications for resource consent, and decision-makers may have regard to IMPs under section 104(1)(c).

The Waitangi Tribunal has recently confirmed the importance of iwi management plans to enable iwi/hapū priorities for the environment to be integrated into local authority decision-making. IMPs are often holistic documents that cover more than RMA matters. They may assume a variety of shapes and forms; from formal planning documents, similar to council policy documents, to more informal statements of iwi policies. An IMP may also be referred to as an iwi or hapū natural resource or environmental management plan. IMPs may address a single issue or resource such as freshwater or Māori heritage, or provide a regional assessment of issues of significance to iwi/hapū in a given area. 13.4.1 Ngāti Koata Iwi Management Plan

The NKIMP was finalised on 10 June 2002. Its purpose is to:

provide a means by which Ngāti Koata are properly and fully considered in decision-making affecting their interests in Te Tau Ihu.

http://www.qualityplanning.org.nz/index.php/supporting-components/faq-s-on-iwi-management-plans#rma_provisions


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It sets Ngāti Koata expectations and approach to environmental management. The NKIMP incorporates the needs and values of people and recognises the interrelated nature of the natural world. The key benefits identified were:

providing the legal means of ensuring their interests are properly and fully

taken into account;

in determining policy to guide their management of resources;

to increase awareness and involvement of Ngāti Koata members in

resource management issues;

in setting down guidelines for consultation in an attempt to avoid

inadequate consultation leading to negative outcomes;

to openly declare their exercise of tino raNgātiratanga and kaitiakitanga

over resources;

to implement a cost recovery regime in terms of resource management

issues;

to move toward a proactive rather than reactive involvement in decision-

making thereby removing the ad hoc contesting of iwi concerns;

to provide for a more efficient input by Ngāti Koata in decision-making

processes;

to achieve the resource management outcomes sought by Ngāti Koata.

Key areas of concern for the purposes of the environment were:

Cultural heritage

Coastal water

Freshwater

Flora/fauna

Land

Air quality

All identify an expectation that Ngāti Koata values will be recognised and that they would be consulted. The original scope of the Ngāti Koata IMP related to the Marlborough area. Provision was given to extend to the Nelson and Tasman areas as well. 13.5 Regional Policy and Planning Documents

13.5.1 Regional Policy Statements

Regional councils are obliged to prepare a regional policy statement (RPS). RPSs provide an overview of the resource management issues of the region and policies and methods to achieve integrated management of the natural and physical resources of the region. A regional policy statement is required to state:


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Significant resource management issues for the region Resource management issues of significance to iwi authorities Objectives sought to be achieved Policies in regards to significant issues and objectives Methods (excluding rules) to be used to implement the policies Principle reasons for adopting the objectives, policies and methods Environmental results anticipated Processes to deal with cross boundary issues The local authority responsible for specifying objectives, policies and methods for

land use control in respect of natural hazards, hazardous substances and indigenous biological diversity

Procedures for monitoring.

13.5.2 Marlborough Regional Policy Statement

The Marlborough Regional Policy Statement (MRPS) became operative in 1995. On that basis and given the NPSFM the MRPS will be reviewed. However, it is currently operative and in respect to any activity incorporating Ngāti Koata land it has effect. The MRPS has identified five regionally significant issues for Marlborough. These are:

protection of water ecosystems; protection of land ecosystems; enabling community wellbeing; protection of visual features; and control of waste.

It is acknowledged in the MRPS that Ngāti Koata are one of the iwi that have tangata whenua status in Marlborough. The MRPS also recognises that tangata whenua iwi are concerned that there is a lack of iwi commercial development in Marlborough. The stated principles however for tangata whenua are to:

Recognise the concept of kaitiakitanga and the Treaty of Waitangi. Incorporate where appropriate, the aspirations, heritage and values of the iwi of

Marlborough into resource management decision making. Provide for an iwi representative on the Council committee responsible for resource

management. Establish systems so that consultation with iwi occurs on resource consent

applications, plan and policy preparation and changes. Provide information to iwi on the Council's role in resource management planning and

the Resource Management Act. The Council will recognise the tangata whenua as having the role of kaitiakitanga of

Marlborough's coastal environment.

13.5.3 Nelson Regional Policy Statement

The Nelson Regional Policy Statement was operationalised in 1997. Tangata Whenua are defined as:

In relation to a particular area, means the iwi, or hapu, that holds mana

whenua over the area and/or by right of noho tuturu (can demonstrate

occupation since ancient times).


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Reference in the Tangata Whenua section of the NRPS is primarily made to Ngāti Tama claiming manawhenua in the area.

In respect to commercial ventures such as tourism they have chosen to ignore iwi perspectives. The basis being:

“The Resource Management Act does not give iwi any special status in

commercial matters and they themselves must reconcile their commercial

interests with their traditional and conservation values. Therefore, this

Regional Policy Statement restricts itself to dealing with traditional and

Treaty of Waitangi matters and makes no provision for commercial matters.”

Reference otherwise is limited to requirements to consult and reference to cultural values. In a general sense, there is acknowledgement that people should have the right within reason to develop their properties as they choose. However, this right is tempered by the need to respect the rights of other property owners to enjoy their properties. The Nelson City Council is obligated under the NRPS to ensure in their plan to:

“. only restrict the rights of property owners if there is an adverse or potentially

adverse environmental effect of activities which can be dealt with by other means.”

13.5.4 Draft Nelson Regional Policy Statement

The DNRPS was released in 2016. It has a far stronger statement re Tangata Whenua it also references the desire of iwi to develop their assets. The five strategic outcomes identified for Iwi were:

i) Te Tiriti o Waitangi is acknowledged and a partnership approach is taken

to resource management.

ii) The principles of Te Tiriti o Waitangi and the Treaty Settlements for Te

Tau Ihu are taken into account. This includes:

a) Enabling tangata whenua to access and use cultural redress

resources for cultural activities; and

b) Providing for the development and use of Treaty Settlement land

and resources, in accordance with the outcomes of the settlement.

iii) A tikanga Māori approach to resource management is enabled.

iv) Resource management issues are addressed by taking a Te Tau Ihu

approach and identifying means of working with the adjoining local

authorities.

v) Resource management issues are understood and addressed in an

integrated manner.

It has been acknowledged by Council that to meet this vision there is a need to recognise the Iwi of Te Tau Ihu, Te Tiriti o Waitangi and its principles. This includes the recognition of the Treaty Settlements in the context of the Council’s planning and consent decisions.


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The Council is currently considering feedback on the DNRPS and will release feedback and proposals in 2017. 13.6 Regional Plan Objective and Policies

The purpose of a regional plan is to assist a regional council to carry out its functions in order to achieve the sustainable management purpose of the RMA.

A regional council must prepare a regional coastal plan (which applies between mean high water springs and the outer edge of the territorial sea) but other regional plans are optional.

Regional plans must give effect to national policy statements and regional policy statements. They must also not be inconsistent with water conservation orders or other regional plans for the region.

Regional plans can cover issues within the functions of the regional council, including:

Soil conservation Water quality and quantity Aquatic ecosystems Biodiversity Natural hazards Hazardous substances Discharge of contaminants Allocation of natural resources

Regional coastal plans specifically address activities in the coastal marine area. There are some specific requirements for regional coastal plans, including that:

They may provide for the imposition of charges for the occupation of the common marine and coastal area. However, charges must not be imposed on a protected customary rights group or customary marine title group exercising a right under Part 3 of the Marine and Coastal (Takutai Moana) Act 2011. Any money received from a coastal occupation charge must be used only for the purpose of promoting the sustainable management of the coastal marine area.

A Regional Coastal Plan cannot authorise an aquaculture activity in the coastal marine area as a permitted activity.

Regional coastal plans no longer specify restricted coastal activities.

A regional plan is required to state objectives for the region, policies to implement the objectives, and rules (if any) to implement the policies. It may also state:

The issues the plan seeks to address Methods to be used to implement the policies Principle reasons for adopting the policies and methods The information to be submitted with an application for a resource consent Environmental results anticipated Processes to deal with cross boundary issues Procedures for monitoring.

Regional plans usually contain rules governing the use of resources within the region exclusive of climate change which is managed at a national level. Regional plans have a significant effect on the use of natural resources within the region:


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No person may use land, water, air or the coastal marine area in a manner that contravenes a regional rule without holding a resource consent

District plans must be consistent with the regional plan for the applicable region Consent authorities must have regard to any relevant regional plan when considering

an application for a resource consent or water conservation order and a requirement for a designation or heritage order.

13.7 District plans and policies

A local authority must prepare a district plan for its district.

The purpose of district plans is to assist territorial authorities in carrying out their functions in order to achieve the sustainable management purpose of the RMA.

District plans must give effect to national policy statements and regional policy statements and must not be inconsistent with regional plans and any applicable water conservation orders.

District plans cover issues related to the functions of territorial authorities. These include:

The effects of land use The control of land use for the purposes of:

- Avoiding or mitigating natural hazards; - The management of hazardous substances; - The management of contaminated land; - The maintenance of indigenous biological diversity;

Noise; and Activities on the surfaces of rivers and lakes.

District plans are required to state objectives for the district, policies to implement the objectives, and rules (if any) to implement the policies. They may also state:

The significant resource management issues of the district; Methods, other than rules, for implementing the policies; Principle reasons for adopting the policies and methods; Environmental results anticipated; Procedures for monitoring; Processes to deal with cross boundary issues; and The information to be submitted with an application for a resource consent.

District plans have a significant effect on the use of land within the district:

No person may use land in a manner which contravenes a rule in a district plan; No person may subdivide land unless expressly allowed by a rule in a district plan or

a resource consent; and Consent authorities must have regard to any relevant district plan when considering

an application for a resource consent or water conservation order and a requirement for a designation or heritage order.

13.8 Combined plan

Local authorities may prepare, implement, and administer a combined plan. A combined plan may meet the requirements of two or more of: a regional policy statement, a regional plan, or a district plan. A combined plan must clearly indicate which provisions of the


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document are the regional policy statement, the regional plan, the regional coastal plan, or the district plan and which local authority is responsible for observing, and enforcing the observance of, each provision of the document. Both the two relevant local authorities; Nelson City Council and Marlborough District Council have combined plans which are discussed below.

13.8.1 Marlborough Sounds Resource Management Plan

The purpose of the Marlborough Sounds Resource Management Plan (MSRMP) is to promote the sustainable management of the natural and physical resources of the Marlborough Sounds area including the coastal environment. The MSRMP like the Nelson plan is a combined plan containing the regional, regional coastal and district plans for the Marlborough Sounds area. The MSRMP sets out the objectives and policies and methods, including rules for the Marlborough Sounds area.

The MSRMP was made operative in parts on the 28 February 2003 and on 28 March 2003. The Regional Coastal, Regional and District Plan became operative in full on 25 August 2011.

The MSRMP states that the key issue identified for Tangata Whenua is the potential omission of Māori values and exclusion of Iwi in the use, development and protection of all resources, including traditional resources.

The dominant issues were:

Exclusion from the decision-making process; Proliferation, abuse and over use of resources; Recognition of the Māori holistic systems of values within resource management

decision making; Exclusion from the use, development and protection of traditional resources; Degradation of water quality as a result of pollution; Damage and destruction of waahi tapu and areas of special interest; Introduction of species into existing ecosystems; Pollution of all resources; and Uncontrolled waste disposal.

There are no specific provisions for eco-tourism in the MSRMP. As with the NMP the expectation will be that any development will need to meet the standard objectives, policies and rules of the plan. However, given the sensitivity of the Marlborough sounds the presumption is to require greater protection of the environment and taking a precautionary approach. Activities must therefore fit with the environment it is to be placed in.

13.8.2 Nelson Management Plan

The Nelson Management Plan (NMP) is such a plan it incorporates the district plan, regional plan and regional coastal plans for Nelson. The district and regional plan components were operationalised on 1 September 2004. The Regional Coastal plan was operationalised in November 2012. There are some overlaps between the NMP and other regions which affect Ngāti Koata interests. They are with Marlborough District:


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Management of the effects arising from the use of the road network and the effects on the road network and management of the effects arising from transportation of hazardous substances;

Management of coastal water quality and coastal space; and The protection of marine areas.

In respect to Tangata Whenua matters reference is made in the NMP to the Nelson Regional Policy Statement (discussed above) and that discussion is also relevant to the NMP. It is stated in the NMP that the underlying issue is the recognition of Māori communities as distinct entities.

Specific issues identified for Tangata Whenua in the NMP were:

Adequately recognising the needs and aspirations of tangata whenua in resource management processes.

Adverse effects of resource use on cultural values and sites of significance to tangata whenua.

Access to culturally important resources such as pingao, flax, and kiekie. Identification and setting aside as waahi tapu reserves of any sites of significant

traditional value. Avoidance of damage to waahi tapu sites as a result of earthworks or activities. The recognition of Māori communities for resource management purposes. How to provide for kaitiakitanga and self-management of tribal resources.

There is no reference specifically to eco-tourism or Cultural Centres in the NMP. In respect to a Cultural Centre at French Pass School there is likely provision in the Tangata whenua section requiring recognition of the needs and aspirations of tangata whenua. However remaining requirements will be based upon the rules relating to:

Rural lands Open spaces and recreation Land use

That would be the same for any eco-tourism activities on Ngāti Koata land. Ultimately it is clear that the regional and district policy statements and plans must now catch up with the changes which have happened at national level and regionally as iwi have settled their treaty claims. The expectation is that local authorities will recognise the desire of iwi to participate in decision making and at least Nelson City Council in the DNRPS have acknowledged this extends to allowing iwi to utilise their assets as was intended by the settlement process. These expectations have not trickled down to plan policies and rules however as yet. The opportunity is available to Ngāti Koata develop a Development Plan as part of moving forward with eco-tourism and other developments. This Development Plan could be negotiated with the Local Authorities for inclusion in their Combined Plans. This would enable Ngāti Koata to then seek preferential activity statuses for their developments and any rezoning that may be required to stream line activities. 13.9 Recommendations

We would recommend that Ngāti Koata:

Complete a consents strategy for the Ngāti Koata business portfolio (including eco-tourism). That strategy would likely include:


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Amending the Ngāti Koata Iwi Management Plan to allow for commercial development as a priority for the iwi and for Cultural Centres specifically.

The completion of a Development Plan for business activities Ngāti Koata wishes to undertake including eco-tourism in the relevant territorial zones.

Participating in the current Nelson Regional Policy Statement and Local authority planning processes to ensure the interests of Ngāti Koata are provided for including a Development Plan which could be included in the Combined Plans of both Nelson and Marlborough.


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Appendices

Appendix A – Potential Funding Timetable

Action Funding Options

Details Proposed Timetable

Governance/Organisation

Contract Project Manager

Māori Potential Fund, TPK

The MPF is aimed at supporting organisations to pilot ideas, implement programmes and deliver services to communities. These initiatives must show how they will contribute to increasing the wellbeing is iwi, hapū and whanau.

Apply in first quarter

French Pass Cultural Centre

Complete activities identified in Te Haeata Strategic Plan

Māori Potential Fund (MPF), TPK Community Development Scheme (CDS), DIA

See above for the MPF.

The CDS supports community, hapū/iwi/Māori, Pacific and ethnic groups in areas of identified need to determine their own development priorities and achieve sustainable community outcomes.

Annual (June)

Undertake tender process for concept design work

Māori Potential Fund, TPK Community Development Scheme, DIA

See above.

Complete full concept design

Māori Potential Fund, TPK Community Development Scheme (DIA)

See above.

Eco-tourism

Business planning for identified projects

Māori Potential Fund, TPK, MBIE Te Punanga Hiringa Fund

See above for the MPF. The MAPIP programme aims to partner with Māori to overcome their challenges when developing their primary sector asset.

Happy Valley 2017 MBIE funding round MBIE funding for other priority projects


84

Māori Agribusiness Pathway to Productivity, MPI

MAPIP has a specific focus on Māori primary sector assets (agriculture, horticulture, forestry or seafood) that are in collective ownership.

Appoint Tourism Project Manager and team

Māori Potential Fund, TPK

See above.

Develop an online presence

Māori Potential Fund, TPK Te Punanga Hiringa Fund, MBIE

See above.

Develop business cases for new/existing tourism products

Māori Potential Fund, TPK Te Punanga Hiringa Fund, MBIE

See above.

Finalise Takapourewa Operational Plan

DoC Currently funded

Conservation education and training

MfE

Community Internship Programme, DIA

The CIP is a skill-sharing and capacity-building scheme that provides grants for placing experienced and skilled people from the public, private, community and voluntary sectors on short or medium term internships with host community organisations.

Current Opportunities

Undertake feasibility studies and develop business plans for both the Tinui Restoration Project and the Happy Valley Adventure Park.

Happy Valley Māori Potential Fund, TPK Te Punanga Hiringa Fund, MBIE Tinui Community Environment Fund, MfE

See above for the MPF.

The CEF funds projects that support partnerships between parties and increase community-based advice, educational opportunities, and public awareness of environmental issues.

The Community Environment Fund is open year-round (tbc). The Putea Tautiaki Hapori fund is open year-round (tbc).


85

Matauranga Kura Taiao Fund, Putea Tautiaki Hapori, DoC

The MKT Fund supports hapu and iwi to retain and promote traditional Māori knowledge and its use in biodiversity initiatives. The PTH Fund inspires and enables community-led conservation growth.

Compliance

Amend the Iwi Management Plan

MfE

Application made first quarter 2017 to MfE. If not successful, then apply to MPF

Note these funding options are indicative. There may be others that could also fit or the criteria of those highlighted may change with the next funding round.


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Appendix B – Indicative Development Timeline

2017 2018 2019 2020

Recommendations Jun Jul Au

g

Sep Oct Nov Dec Jan Feb Mar Apr Ma

y

Jun Jul Au

g


y

Jun Jul Au

g

Sep Oct Nov Dec Jan Feb Mar Apr

Decision

Making

Confirm a cultural

strategy to govern the

development of cultural

tourism ventures and

opportunities.

Develop and agree

business principles that

will govern any cultural

tourism activities upon

Ngāti Koata land or

utilising Ngāti Koata

assets and resources;

including

Shareholding in any

venture on Ngāti

Koata land

Initiatives to enable

and establish iwi

members as

participants in eco-

tourism activities and

development

Approve a tourism

development portfolio

and authorize the

investigation of funding to

either pay or support iwi

expenditure for business

case and investment

planning and

identification of potential

partners

Eco-

tourism

Consider the

appointment of a Project

Manager and appropriate

resources

Confirm funding

preferences and options

Identify and prioritise key

activities, infrastructure

and opportunities Ngāti

Koata would like to

develop

Ngāti

Koata

Land

Confirm what properties

within the Ngāti Koata

portfolio available for

tourism development

Discuss with DoC the

potential for utilization of

land with covenants for

tourism opportunities


87

2017 2018 2019 2020


g


y

Jun Jul Au

g


y

Jun Jul Au

g


Review the forestry

license and discuss with

forestry licensee and

forestry manager options

for utilising the forestry

for tourism activities

Iwi

Cultural

Centre

Complete activities

identified in the Te

Haeata Strategic Plan

Confirm with Te Haeata

and iwi the exact nature

of the activities to be

undertaken on site and

any specific needs

Confirm with local

authorities and insurers

any compliance

requirements for a

development on the site

Apply for funding as

proposed in the Funding

Table (Appendix [x])

Undertake a tender

process to identify the

preferred consultant to

undertake the concept

design work

Complete full concept

design for a Cultural

Centre

Eco-

tourism

Cultural Centre (Public)

Ngāti Koata determine

how a public Cultural

Centre fits within Ngāti

Koata Eco-tourism

including

Core activities to

be undertaken

Skills required to

develop and

run; and who

will provide

them

Potential

partners and

funding

Ngāti Koata Development

Confirm Ngāti Koata wish

to pursue eco-tourism

ventures and appetite for

making, buying,

partnering


88

2017 2018 2019 2020


g


y

Jun Jul Au

g


y

Jun Jul Au

g


Consider the

appointment of a Project

Manager and appropriate

resources (ref Decision

making)

Engage Advisors and

commence negotiations

for Happy Valley

Adventures

Assisting Iwi Members to

pursue eco-tourism

opportunities

Continue with stock take

and organize existing

products

Develop a Ngāti Koata

‘front door’

Develop new ways to

access and market

existing products e.g.

Airbnb experiences

Partner with Nelson

Tasman marketing and

economic development

agencies to ensure Ngāti

Koata products are

included in their

marketing

Short

Term

Identify and prioritise key

activities, infrastructure

and opportunities Ngāti

Koata wish to develop

Develop business cases

for prioritised new make

or buy products and

determine which to

implement

Develop a Ngāti Koata

marketing and channel

strategy

Identify key partners

Ngāti Koata can partner

with to: develop new

products, increase skills,

develop mentoring

relationships, deliver new

products into Nelson

Develop new products

Identify and develop new

skills or provide

opportunities to do so

Develop Mentoring

relationships for Ngāti

Koata businesses and

individuals


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2017 2018 2019 2020


g


y

Jun Jul Au

g


y

Jun Jul Au

g


Deliver new products into

Nelson

Complianc

e

Takapoure

wa

Operational

Plan

Eco-

tourism

Engage with DoC to

update and amend the

Takapourewa

Operational Plan to

enable commercial

utilization of Ngāti Koata

assets

Complete process of

reviewing operational

plan including

Access

opportunities for

Ngāti Koata iwi

members to act

as guides

Conservation

education and

training for iwi

members

New products (including

tech) developed for

Takapourewa

New products introduced

into market

Medium to

Long Term

Priorities

Open Discussions with

selected tourism partners

Co jointly plan with

selected partners for

ventures and where

relevant an integrated

experience


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Report prepared by:

Lovell & Associates www.lovellassociates.co.nz

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