Takina Te Kawa Statement of Intent 2021 2022 - Trust Tairawhiti
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Takina Te Kawa Statement of Intent 2021 – 2022
Te wawata matamua
Our vision
Our people, whānau and communities of Tairāwhiti
are able to live the lives we value in ways that matter to us.
Together we will transform Tairāwhiti into a place of…
Te Mana – Shared Pride; where culture connects, relationships
empower and nature thrives.
Te Ihi – Shared Prosperity; where people flourish, businesses grow.
Te Wehi – Shared Opportunity; where children dream,
communities unite and futures inspire.
As the sun rises over Tairāwhiti, you’ll find our people where
they are needed most. At the heart of our communities on this
journey of transformation.
Kaitiaki of precious taonga. Shared for generations to come.
We are Trust Tairāwhiti.
Table of
contents
Introduction Community initiatives
CEO introduction 7 a. Funding applications 18
He Rangitapu He Tohu Ora – b. C
ommunity engagement in He Rangitapu
Tairāwhiti Wellbeing Framework 8 He Tohu Ora priority areas 19
Strategic focus 11
Future generations
Economic Development a. Trust capital and ownership of Eastland Group 20
Industry, business and employers b. Climate change leadership 21
a. Programme manage the c. Support regional infrastructure needs across;
Tairāwhiti Economic Action Plan (TEAP) 12 1) Community facilities 21
b. Regional workforce development 13 2) Housing solutions 22
c. Sector enhancement, focused on; 3) Visitor accommodation 22
1) Wood processing 13 4) Efficient transport solutions 23
2) Digital and technology 14
3) Food and beverage 14
d. Services and training for small Operationalise
to medium businesses 15 He Rangitapu He Tohu Ora
e. Business Hub – insights, events,
a. Data governance and management 24
and collaboration 15
b. Tairāwhiti Wellbeing Survey 25
c. Community capability to measure,
contribute and report on impact 25
Economic Development
Regional tourism promotion
a. Regional promotion 16 Understanding impact 26
b. Growing tourism businesses 17
c. Regional tourism systems and partnerships 17
Trust Tairawhiti 2022 Budget 28
Photography
Thanks to Strike Photography and Cody Keepa for the photos used in this Statement of Intent.
All images shot on location at landmarks across the Tairāwhiti region.
Statement of Intent 2021 – 2022 7
Tena koutou katoa
We are pleased to present our Statement of We will also review the Trust's managed
Intent (SOI) for 2021 – 22. The coming year will investment portfolio and align our investments
be both challenging and exciting for the Trust. with He Rangitapu He Tohu Ora.
This SOI brings together two significant bodies 3. Delivering targeted operations on behalf
of work – He Rangitapu He Tohu Ora and Te Aka of the region
Rautaki ki te tau 2026. The Gisborne District Council (GDC), and our
communities support the view that the Trust
Released in 2020, He Rangitapu He Tohu Ora
is best placed to deliver the roles of Economic
Tairāwhiti Wellbeing Framework has a vision
Development Agency (EDA) and Regional
that the people, whānau, and communities of
Tourism Organisation (RTO) for the region.
Tairāwhiti can live the lives we value in ways
that matter to us. The EDA and RTO functions have led to
the Trust taking an economic lead in the
Te Aka Rautaki ki te tau 2026 is the Trust's
region's Covid-19 recovery plan, The Trust is
strategic plan 2021-2026. This plan captures
also programme manager of the Tairāwhiti
our aspirations for the next five years to bring
Economic Action Plan (TEAP) and in these
focus and delivery to He Rangitapu He Tohu Ora.
roles we will continue to offer critical thinking,
We deliver this kaupapa in three ways; leadership and advocacy into regionwide
conversations.
1. Enabling others through grant funding
The Trust remains committed to developing
We will enable the people of Tairāwhiti by
meaningful and authentic relationships with
supporting initiatives that will deliver
key regional partners – Iwi, hapū, whānau, GDC,
community wellbeing impact and outcomes.
industry and business, and the communities
The Trust will collaborate with other funders of Tairāwhiti.
and partners to enhance our impact.
We look forward to working with you all to
2. Investing capital achieve best-for-Tairāwhiti outcomes.
Preserving capital is essential for the financial
sustainability of the Trust. Finding a balance
between the amount available now and
retention for future generations remains a
critical consideration.
Last year we conducted our triennial ownership
review of Eastland Group Limited (EGL),
looking at how we operate and measure
performance. As part of this, the Trust and
EGL have agreed to undertake a review of
the group's capital structure. The review is
to ensure that EGL has the best possible
capital structure to meet its commercial
objectives and the needs of Trust Tairāwhiti Gavin Murphy John Clarke
and its current and future beneficiaries. CEO ChairStatement of Intent 2021 – 2022 9
He Rangitapu He Tohu Ora – Waharoa
In partnering with the Trust, we encourage you to step through our waharoa. It is always
Tairawhiti Wellbeing Framework
open to anyone who aspires to benefit the people of Tairāwhiti.
Our people, whanau and communities of Tairawhiti are able to
live the lives we value in ways that matter to us.
Starting our journey In 2019 the research findings were published in a Nga Pou Nga Pou Te Taahu
report called Tū ora ai tātou – Living Well Together.
This project started in 2018 as part of a strategic All people, whānau, and We are good ancestors. Children, Tairāwhiti upholds Te Tiriti
communities of Tairāwhiti have young people and future generations o Waitangi. Mana Whenua
review. Trustees wanted to understand more Konohi ki te konohi! What matters to you?
unhindered access to support have a better set of opportunities partnerships are maintained
about wellbeing and whether their decisions are Trust Tairāwhiti received a substantial amount and opportunities that enhance than the current generation. with integrity.
making a positive impact. of feedback from our year-long engagement. their wellbeing.
The analysis enabled us to identify common
The Trust researched how other regions, words, themes, and strands of conversations.
communities, and central government here The engagement also helped to identify
and around the world were dealing with the Tairāwhiti-centric wellbeing priorities and language
idea of wellbeing. that made more sense to our communities.
Muka
Our muka represent wellbeing outcomes that are aspirational. They are inter-dependent and
when woven together, create a dynamic and enduring vision that we have for regional wellbeing.
The Tairāwhiti economy is Diverse systems of knowledge, Communities are healthy, happy,
diverse, innovative, resilient, and information, and Mātauranga Māori and empowered. The voice of
regenerative and provides access to are accessible, utilised, communities is integral to decisions
well-paid, quality jobs. Our people valued and evolve. that impact their lives.
have sustainable livelihoods from
paid and unpaid work.
Our people, whānau, and Culture connects the people of The quality of our land, water,
communities in Tairāwhiti have Tairāwhiti. We express, celebrate, air and atmosphere is pristine.
respectful, connected and and value our diversity, Our biodiversity is abundant.
collaborative relationships. heritage and taonga. We practise kaitiakitanga.Statement of Intent 2021 – 2022 11
Strategic focus
The Trust has identified four strategic focus areas in
Te Aka Rautaki ki te tau 2026 – Our strategic plan 2021 – 2022.
Economic We work with Tairāwhiti businesses
and industry to support an innovative,
Development inclusive, and circular economy
Industry, business with opportunities for well-paid jobs.
and employers
Regional tourism
promotion
Community We enable the people of Tairāwhiti
by supporting initiatives that will deliver
initiatives impact and outcomes.
Future We will play a leading role in ensuring
that future generations benefit from
generations the assets of the Trust and from a more
resilient region.
Operationalising We support people and communities
of Tairāwhiti to understand and apply
He Rangitapu He Rangitapu He Tohu Ora.
He Tohu Ora
The above focus areas form the operational focuses that shape our Statement of Intent
for 2021 – 2022, applied through the lens of He Rangitapu He Tohu Ora.Statement of Intent 2021 – 2022 13
Economic Development b. Regional Workforce Development Plan
Industry, business and employers Tairāwhiti has 6.3 percent of our workforce
unemployed compared with 4.1 percent nationally.
Our region has 1,300 15 to 24-year-olds who are
Fit with He Rangitapu He Tohu Ora
not in employment or education. While this is
a significant challenge, it is also an opportunity
for economic growth.
We work with Tairawhiti businesses to support a diverse,
innovative, resilient and regenerative economy with opportunities The Trust is working with CARE (Commitment,
Action, Reciprocity leading to Employment)
for well-paid jobs. partners to deliver a workforce development plan
that will build the Tairāwhiti workforce by filling
Priorities quality, well-paid employment options.
a. Programme manage the Tairāwhiti Economic d. Services and training for small to The fulfillment of local jobs by local employees
Action Plan (TEAP). medium businesses. avoids exacerbating the housing shortages and
enhances our regional wellbeing.
b. Regional Workforce Development Plan. e. Business Hub – insights, events,
c. Sector enhancement, focused on; and collaboration.
1) Wood processing. Success looks like
2) Digital and technology. The Trust has contributed to quality, well-paid
Duration
3) Food and beverage. employment filled by Tairāwhiti job seekers 2021/22 2022/23 2023/24 2024/25 2025/26
in priority sectors identified in the Tairāwhiti
Workforce Development Plan.
a. Tairawhiti Economic Action Plan
c. 1) Sector enhancement – Wood processing
The Tairāwhiti Economic Action Plan(TEAP)sets Fit with He Rangitapu He Tohu Ora
out the strategic priorities and actions for
delivering economic transformation for the The low proportion of wood processed in Fit with He Rangitapu He Tohu Ora
region. Refreshed in December 2019, the revised Tairāwhiti relative to log exports is a lost
document incorporates the priorities and opportunity in job creation and potential
aspirations of Tairāwhiti Iwi and contains nine value capture.
themed action areas.
The Trust will continue to explore wood
TEAP programme management covers progress modification opportunities and grow
updates on TEAP actions. It also aligns outcomes additional private sector partnerships and
and benefits of actions to the TEAP operations investment opportunities.
group, the Rau Tipu Rau Ora governance group
and the wider community. Success looks like
• Quality jobs linked to wood
Success looks like processing increase.
• TEAP actions are monitored and reported. • A decrease in CO2 emissions related to
• The TEAP leadership group is engaged. a reduction in log transport.
• The relevance of TEAP is understood across Duration • Greater diversity of sales channels for
forest owners.
the region.
2021/22 2022/23 2023/24 2024/25 2025/26 • Greater contribution to GDP from the Duration
wood harvest.
2021/22 2022/23 2023/24 2024/25 2025/26
• Investment programme on the Prime
site is delivered.Economic Development | Industry, business and employers Statement of Intent 2021 – 2022 15
c. 2) Sector enhancement – d. Small to medium
Digital and technology business services and training
This sector has exciting opportunities to Fit with He Rangitapu He Tohu Ora A majority of Tairāwhiti businesses are Fit with He Rangitapu He Tohu Ora
diversify and grow our regional economy. small-to-medium sized businesses (SMEs).
This work will support the development of Tairāwhiti will benefit from increasing the
a regional digital and technology strategy. diversity, sustainability and innovation of SMEs.
The strategy will identify areas of opportunity The Trust will work with its partners to provide
for technology, talent, investment business development and support services
and innovation. to SMEs.
Success looks like Success looks like
Trust involvement results in; • A more diverse Tairāwhiti economy.
• Digital and technology sector growth. • Businesses are innovative, resilient
• Increased use of technology and innovation and sustainable.
across diverse sectors. • Businesses offer jobs at/or above the
• The creation of in-region jobs. living wage.
• Vocational and educational pathways.
Duration
Duration
2021/22 2022/23 2023/24 2024/25 2025/26
2021/22 2022/23 2023/24 2024/25 2025/26
e. Business Hub – Insights,
c. 3) Sector enhancement – Food and beverage events and collaboration
A high proportion of food grown in Tairāwhiti Fit with He Rangitapu He Tohu Ora There are over 5,000 businesses in Tairāwhiti. Fit with He Rangitapu He Tohu Ora
is exported from the region with minimal
processing and value capture. The Trust's engagement with businesses has
identified the following priorities;
The Trust will support the development of • Annual calendar of events, workshops and
a regional Food and Beverage Strategy to networking opportunities.
sustainably produce high-value food products, • Opportunities for local businesses to work
create skilled jobs, and maximize regional more collaboratively.
GDP from our natural resources.
• A Business Hub facility to benefit
regional businesses.
Success looks like • Skilled job seekers in region.
• An increase in food processed in Tairāwhiti. We will provide a suite of services that benefit
• The creation of in-region jobs. and connect with regional businesses.
• Vocational and educational pathways.
Success looks like
• Tairāwhiti businesses are well connected,
Duration Duration
supported, and collaborating.
2021/22 2022/23 2023/24 2024/25 2025/26 • Tairāwhiti businesses are utilising regional 2021/22 2022/23 2023/24 2024/25 2025/26
economic insights, adjusting to trends,
and benefiting from opportunities.Statement of Intent 2021 – 2022 17
Economic Development b. Growing tourism businesses
Regional tourism promotion Destination development will expand the supply
of high quality and authentic Eat, Stay, Do
experiences in order to increase length of stay
Fit with He Rangitapu He Tohu Ora
and spend.
The region has the opportunity to capitalise on
We work with Tairawhiti businesses to support a our diversity, heritage and taonga.
diverse, innovative, resilient, and regenerative economy
The Trust will identify areas of opportunity
with opportunities for well-paid jobs. and priorities to grow tourism businesses.
These include;
Priorities • Regional events strategy.
• Regional accommodation strategy.
a. Regional promotion.
• Regional hospitality strategy.
b. Growing tourism businesses.
c. Regional tourism systems and partnerships.
Success looks like
Tourism businesses are supported to:
Duration
• Contribute to a resilient, diverse and
sustainable economy. 2021/22 2022/23 2023/24 2024/25 2025/26
a. Regional promotion
• Create jobs at or above the living wage.
Tourism in Tairāwhiti is a significant Fit with He Rangitapu He Tohu Ora
economic opportunity. Attracting the 'right'
visitors at the 'right' time is crucial to
c. Regional tourism systems and partnerships
achieving visitor spend growth. Our strategy
is to attract visitors that will stay longer
and spend more.
Promotional activity will be of a high quality Investing in destination management is key to Fit with He Rangitapu He Tohu Ora
and will reflect the uniqueness of this supporting the alignment, sustainability, growth
region – Tairāwhiti Tūturu. and improvement of regional tourism systems.
The Trust will also deliver high-quality We will maintain and grow key partnerships
Gisborne i-SITE services. with mana whenua and the GDC to achieve our
collective aspirations.
Success looks like
Success looks like
• An increase in annual visitor spend
connected to visitors staying longer and • A shared vision and alignment across
doing more. stakeholders for the visitor industry.
Duration
• Campaigns that reflect the diversity, • The visitor industry practices kaitiakitanga,
heritage and taonga of Tairāwhiti. 2021/22 2022/23 2023/24 2024/25 2025/26 to ensure the quality of our land, water,
air and atmosphere is enhanced.
• Vocational and educational pathways are
available in tourism.
Duration
2021/22 2022/23 2023/24 2024/25 2025/26Statement of Intent 2021 – 2022 19
Community initiatives b. Community engagement in
He Rangitapu He Tohu Ora priority areas
As a result of extensive engagement, Fit with He Rangitapu He Tohu Ora
We enable the people of Tairawhiti by supporting initiatives community priorities form the basis of
that will deliver impact and outcomes. He Rangitapu He Tohu Ora.
Further priorities are captured as a result of
Priorities Covid-19 Regional Recovery Response Plan,
Rau Tipu Rau Ora (RTRO) and the Tairāwhiti
a. Funding applications. Economic Action Plan (TEAP).
b. Community engagement in He Rangitapu
He Tohu Ora priority areas. The Trust will work collaboratively to deliver
the outcomes identified.
We will be proactive in assisting the community
to lead solutions in priority areas.
a. Funding applications Success will look like
ositive wellbeing impacts are demonstrated
P
in initial priority areas;
In the next five years, pipeline projects exceed Fit with He Rangitapu He Tohu Ora Duration
available and projected funding. • Food security, sovereignty and nutrition.
• Financial literacy. 2021/22 2022/23 2023/24 2024/25 2025/26
He Rangitapu He Tohu Ora including ongoing
regional engagement will guide funding priorities. • Warm, safe, and healthy homes.
• Digital device access and fluency.
Success will look like
• Positive wellbeing impacts are experienced by
Tairāwhiti communities (determined by the
nature of applications and supported projects).
• One-on-one support of applicants
means groups are enabled to make
sound funding applications.
Duration
2021/22 2022/23 2023/24 2024/25 2025/26Statement of Intent 2021 – 2022 21
Future generations b. Climate change leadership
In July 2019, Trust Tairāwhiti, partnering with EGL, Fit with He Rangitapu He Tohu Ora
signed up to the Climate Leaders Coalition.
We will play a leading role in ensuring that future The Trust has committed to measuring our
greenhouse gas emissions, setting a reduction
generations benefit from the assets of the Trust and target and publicly reporting progress.
from a more resilient region.
The Trust will progress a range of climate focussed
initiatives. We will develop a sustainable business
Priorities programme of events and wrap-around support
in partnership with the Sustainable Business
a. Trust capital and ownership of EGL. Network. We will also work with regional leaders
b. Climate change leadership. on sustainable procurement procedures and a
c. Support regional infrastructure needs across; community-led regional emissions reduction plan.
1) Community facilities.
2) Housing solutions. Success looks like
3) Visitor accommodation.
• Trust emissions are reduced by 21 percent
4) Efficient transport solutions. by 2025. Duration
• Tairāwhiti businesses and communities are 2021/22 2022/23 2023/24 2024/25 2025/26
supported to reduce emissions and build
a. Trust capital and ownership of
climate resilience.
• The region's move to a low emissions and
Eastland Group circular economy is supported.
The Trust Deed has two central objectives; Fit with He Rangitapu He Tohu Ora
c. 1) Regional infrastructure –
1. Preserving the capital of the Trust.
2. Providing for the beneficiaries.
Last year we conducted our triennial ownership Community facilities
review of EGL, looking at how we operate and
measure performance. As part of this, the Trust
and EGL have agreed to undertake a review of Tairāwhiti has aging community facilities. Fit with He Rangitapu He Tohu Ora
the group's capital structure. The review is to There are no leading national sporting and
ensure that EGL has the best possible capital community facilities in Tairāwhiti nor collaborative
structure to meet its commercial objectives and governance and operational models. Replacing
the needs of Trust Tairāwhiti and its current the facilities is beyond the community's resources,
and future beneficiaries. and external funding is needed.
EGL is progressing further geothermal energy The Trust will continue to partner with GDC, Sport
capital investments in Kawerau and wharf Gisborne Tairāwhiti and others to address this.
upgrades at Eastland Port. We will also review
the Trust's investment policy, including the
managed investment portfolio and the policy Duration Success looks like
alignment with He Rangitapu He Tohu Ora.
2021/22 2022/23 2023/24 2024/25 2025/26
• Sufficient local and external support for
community facilities.
• Improved social and health outcomes for
Success looks like
our communities.
• The Trust is financially sustainable.
Duration
• Investment returns are balanced with
alignment to He Rangitapu He Tohu Ora. 2021/22 2022/23 2023/24 2024/25 2025/26
• There is an additional geothermal investment
in Kawerau.
• Wharf upgrades are underway at Eastland Port.Future generations Statement of Intent 2021 – 2022 23
c. 2) Regional infrastructure – Housing solutions c. 4) Regional infrastructure – Efficient
A regional housing stocktake in October 2020 Fit with He Rangitapu He Tohu Ora
transport solutions
showed that the waitlist for public housing in
Tairāwhiti had risen sharply and, on a per capita Three state highways service the current flow Fit with He Rangitapu He Tohu Ora
basis, the waitlist is the second-worst of all the of inbound and outbound Tairāwhiti goods.
territorial authorities. Eastland Port services export logs and small
amounts of export produce, including kiwifruit
Housing has become increasingly unaffordable, and squash.
with the median house price now nine times
household incomes. Historically, home ownership Limited transport options represent a risk,
falls when this ratio is over four times. as highlighted by regular closures of State
Highway 2 to Ōpōtiki, which sometimes
The housing supply has been unable to keep up necessitate goods being trucked south through
with demand. There is an estimated shortage Taupō and the Hawke's Bay.
of over 400 homes – primarily one-bedroom and
two-bedroom dwellings. Against this, new building The Trust will continue to support the
consents have been well under 100 per year for establishment of a containerised goods service
the last eight years. to export ports. Without this option,
it will continue to be challenging to attract
The Trust will continue to partner with additional value-added manufacturing of
Manaaki Tairāwhiti to deliver on recommendations our commodities. Our sector strategies are all
in the Gisborne Housing Strategy. Duration seeking to increase processing in the region.
2021/22 2022/23 2023/24 2024/25 2025/26 Duration
Success looks like Success looks like
2021/22 2022/23 2023/24 2024/25 2025/26
• Housing availability increases at a greater • A more resilient and cost-effective
rate than demand. transport solution as found.
• Warm, healthy homes are available. • A reduction of trucks carrying export goods
results in increased environmental and
community wellbeing benefits.
c. 3) Regional infrastructure –
Visitor accommodation
Trust Tairāwhiti will continue our work to enable Fit with He Rangitapu He Tohu Ora
partners and investors to build new visitor
accommodation within the region.
Assessment is required to identify and scope
investment opportunities within the
accommodation sector in critical locations
such as Gisborne City and State Highway 35.
Success looks like
• An increase in available visitor accommodation
supports demand from an increase in visitors
who stay longer.
• An increase in available jobs through the
construction and operation of accommodation.
Duration
2021/22 2022/23 2023/24 2024/25 2025/26Statement of Intent 2021 – 2022 25
Operationalise b. Tairawhiti Wellbeing Survey
He Rangitapu He Tohu Ora Fit with He Rangitapu He Tohu Ora
Data integrity and sample size is an issue for
Tairāwhiti. Even where there is useful available
information at the national level, this does
not necessarily provide the ability to report
meaningfully at the regional or sub-regional level.
The Tairāwhiti Wellbeing Survey will provide
We support people and communities of Tairawhiti to data comparable to national data sets.
understand and apply He Rangitapu He Tohu Ora.
Success looks like
Priorities
• Strong community participation results
a. Data governance and management. in quality data.
b. Tairāwhiti Wellbeing Survey. • Robust Tairāwhiti-centric data is available.
c. Community capability to measure, contribute • Communities find out information that
and report on impacts. matters to them.
Duration
2021/22 2022/23 2023/24 2024/25 2025/26
a. Data governance and management
A significant amount of quality data is required Fit with He Rangitapu He Tohu Ora
to measure impact across the framework.
Data governance and management focuses
on the development and implementation
of a secure integrated data platform. c. Community capability
The project will involve establishing data Communities, businesses, NGOs, and government Fit with He Rangitapu He Tohu Ora
governance, management and systems. in Aotearoa and worldwide are grappling to
understand and measure impact.
Success looks like At a community level, where resources are often
most scarce – the capability to articulate impact
• Trust Tairāwhiti are good stewards of data.
and build an evidence base becomes a significant
• Evidence-based insights are directly challenge. Not everyone in the community can
aligned to Trust distributions, investments access funding based on impact-based profiling.
and operations.
• Stakeholders, Iwi and communities have Trust Tairāwhiti will provide free workshops and
trust and confidence in the data and resources to build capability around measuring
insights that Trust Tairāwhiti can provide and reporting on impact.
for the region. Duration
• Timely and responsive evidence-based
2021/22 2022/23 2023/24 2024/25 2025/26
Success looks like
investments.
Communities, hapū, marae, businesses and
not-for-profit groups:
• Can tell the story of their outcomes
and impact. Duration
• Are able to apply this story to their
2021/22 2022/23 2023/24 2024/25 2025/26
funding applications.Statement of Intent 2021 – 2022 27
Understanding impact
Through our activities we will be capturing what we have done and how we have done it.
We will then measure these outputs against our impact indicators and report on the change
experienced over time. Our impact indicators represent a baseline set of measures that we
will evolve as we start to understand over time, changes in wellbeing of the people of Tairāwhiti.
Input Outputs Impact indicator Outcomes
Enabling others Capturing what Inclusive/innovative The Tairāwhiti economy is diverse, innovative,
through grant funding we have done and resilient, and regenerative and provides access
Circulator/regeneration to well-paid, quality jobs. Our people have
how we have done it sustainable livelihoods from paid and unpaid work.
Diverse/resilient
Investing Livelihood
capital including
via Eastland Group
Systems of knowledge Diverse systems of knowledge, information,
and Mātauranga Māori are accessible,
Delivering utilised, valued and evolve.
target operations on
behalf of the region
Happy communities Communities are healthy, happy, and
empowered. The voice of communities is
Empowered communities integral to decisions that impact their lives.
Connected and collaborative Our people, whānau, and communities
in Tairāwhiti have respectful, connected and
relationships collaborative relationships.
Whānau doing well
Express cultural diversity Culture connects the people of Tairāwhiti.
We express, celebrate, and value our diversity,
heritage and taonga.
We practise kaitiakitanga The quality of our land, water, air and
atmosphere is pristine. Our biodiversity is
abundant. We practise kaitiakitanga.Statement of Intent 2021 – 2022 29
Trust Tairawhiti
2022 Budget Economic Development consolidated
Industry, business and employers
Regional tourism promotion
2022 2021 2022 2021
SoI Budget SoI Budget SoI Budget SoI Budget
$000 $000 var $000 $000 var
Revenue Revenue
Eastland Group Limited (Divi/Int) 10,000 10,000 - GDC contract 535 535 -
Investment portfolio income 750 1,170 (420) Government and other contracts 1,534 982 552
Admin costs recovered - economic development 900 - 900 Direct expenses (342) (307) (35)
Gross profit 1,727 1,210 517
Total revenue 11,650 11,170 480 -
Personnel expenses 2,310 2,013 297
Operating costs Administration expenses 1,400 308 1,092
Personnel 1,798 1,742 56 Destination marketing 752 630 122
Administration and operating 1,089 632 457 Destination management 150 82 68
Marketing, media, communications, and events held 300 300 - Destination development 438 435 3
Governance costs 432 358 74 Marketing, media, communications and events held 58 212 (154)
Operating costs 3,619 3,032 587 Governance costs 175 175 -
Operating investment 8,031 8,138 (107) Operating costs 5,283 3,855 1,428
Operating investment (3,556) (2,645) (911)
Non-operating
Depreciation (150) (132) (18) Non-operating
Strategic and economic development initiatives (650) (700) 50 Depreciation (90) (92) 2
Net available to meet Trust Deed purposes 7,231 7,306 (75) Strategic and economic development initiatives (270) (500) 230
Net investment before inter entity (3,916) (3,237) (679)
In comparing the budgets between the 2022 and 2021 SOI budgets: Providing for beneficiaries through economic development initiatives
Overall revenue increase $480,000 The Trust remains committed to delivering economic development outcomes for the region and
• Includes revenue for the costs recovered for the economic development activities and an plans to invest into economic development initiatives and tourism development. These investments
expected reduction in investment returns due to a portion of invested funds being sold to fund aim to provide employment opportunities for beneficiaries of the Trust and support a diverse,
other wellbeing investments. innovative, resilient and regenerative economy.
Operating costs increase $587,000 • Trust net investment of $3.91 million. Trust investment in financial year 2022.
• The majority of the increase is from embedding He Rangitapu, He Tohu Ora into the organisation • This is a further commitment of $679,000 from the 2021 financial year.
and stakeholder development needed to achieve this. A number of new initiatives that the Trust is
embarking on is the cause for operational increases between 2021-2022.
• Governance costs are expected to increase due to catch up of no fee increases for three years.
This results in the net income available decreasing by $75,000.Trust Tairāwhiti 2022 Budget
What do these budgets mean?
The budgets above exclude Eastland Group This is added to the current fund, that has
Limited (EGL) operations and balance sheet. built up over the life to date of the Trust, that
The budget shows that the Trust expects to is available for the benefit of beneficiaries.
earn $11.65 million from EGL, other investment This fund can be used for the benefit of
income and cost recovery. The Trust will spend beneficiaries through to the termination date
this on operating the Trust and strategic of the Trust in 2073. Although this is available
initiatives, leaving $7.2 million available to benefit to benefit income beneficiaries, the Trust does
beneficiaries, including economic development. not have all this in cash or cash equivalents.
Forecast Trust Fund available to benefit
$000
income beneficiaries to 2073
Forecast 2021 amount available for income
135,670
beneficiaries (forecast available 31 March 2022)
Add net Trust surplus 7,231
142,901
Less investment into economic development
(3,916)
financial year 2022
Estimate available to benefit beneficiaries
138,985
31 March 2022
Trustees constantly assess the balancing of Trustees prudently manage funds and
income beneficiary distributions now and into distributions to balance the need of current and
the future, with capital preservation, to ensure future beneficiaries while maintaining reserves
they are even-handed in executing their duties to allow them to respond in times of need in
as trustees. our communities.
Note these budgets were approved by Trustees in February 2021. Since then the Trust has been through an organisational review and
budgets have been classified but the combined net surplus remains the same.www.trusttairawhiti.nz
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