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|Title: ||Development of Maori land|
|Author: ||McLean, David|
|Date: ||2002 |
|Publisher: ||Lincoln University. Faculty of Commerce. Kellogg Rural Leaders Programme.|
|Series/Report no.: ||Kellogg Rural Leaders Programme report|
|Item Type: ||Monograph|
|Abstract: ||The purpose of this report is to look at areas for improvement in the management of Maori Authorities
to maximise the returns to stakeholders from the resources they hold.
Limitations have been identified that are particular to Maori Land and relate to:
Multiple ownership (creating an ever-expanding shareholder base), legislation (that places constraints
on management and administration), cultural factors (relating to genealogical descent), political factors
(that can influence shareholder votes in the wrong direction), governance (critical to success of any
large business), economic factors (many have started with little capital and little likelihood of raising
any on the land) and environmental factors (Maori have a strong affinity with the land). My intention is to look at the successful development of Maori Land but to do this I must define from whose viewpoint I have determined success. Key success factors from my European background could
be significantly different from that of Maoridom. Goals and objectives could vary between Maori
Trustees, Maori Land owners, farm managers and professional advisors.
My starting point will be to look at a background on Maori Land holdings, how ownership of this land
is structured and the evolution of this structure. To fully understand the ownership structure, I will look
in some detail at the main entities involved in the ownership and management of Maori Land.
I will define my interpretation of Maori Land and review some of the limitations associated with it. To
understand what successful development of this land means, I will look at the different key success
factors of each of the different stakeholders in the land.
I have then summarised the key avenues to success through three broad areas of Governance, Planning,
Diversification and Networking. These findings are then supported through actual case study analysis
of operating Maori Authorities located in the central North Island that I believe displayed
characteristics of a successful developer of Maori Land. I have included one recent Northland example
of what happens when things go wrong.
From this analysis I have drawn my conclusions and proposed some recommendations that can be
utilised to help enhance future Maori Land Development.|
|Description: ||The New Zealand Kellogg Rural Leaders Programme develops emerging agribusiness leaders to help shape the future of New Zealand agribusiness and rural affairs. Lincoln University has been involved with this leaders programme since 1979 when it was launched with a grant from the Kellogg Foundation, USA.|
|Persistent URL (URI): ||http://hdl.handle.net/10182/4393|
|Rights: ||Copyright © The Author.|
|Appears in Collections:||Kellogg Rural Leaders Programme report series|
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