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Marae Development Processes. By Adelaide Collins. The Project.
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Marae Development Processes By Adelaide Collins
The Project Marae management and development was studied with a particular interest in the ways in which community rangatiratanga (self-determination, independence, autonomy, self-governance) was affected. Internal management processes and practices, as well as the main external influences affecting the marae, were the focal points. A combined Kaupapa Maori Research and Critical Ethnography methodology was used for the project.
What was the marae’s role in community development? What processes and practices were used for marae development? What were the main external influences affecting marae development? Defining the term “marae” Marae that have been established for whanau, hapu or iwi communities are symbolic or physical homes for a kin-based group. The relationship between the marae tipuna whare (ancestral houses), the community, and the land is a symbiotic one with each element representing the marae’s physical, social, cultural, and spiritual dimensions. The land is a link to the generations of tipuna (ancestors) who resided there in the past and indicates the cumulative development of the iwi, the territorial and resource responsibilities to the atua (gods), and the social organisation of the region. The community is the kaitiaki (trustee) with responsibilities to past and future generations to ensure that the marae continues to function as a communal home. The tipuna whare document the history of the community and sometimes the whare are mystical incarnations of tipuna. Recognition of this symbiosis leads to an understanding that marae have all three inter-related and inseparable elements. Even though each element of a marae may have had a separate historical trajectory at one stage, they each become bound together so tightly that it is cumbersome to refer to them separately, hence the all-encompassing term “marae.” Research Questions
Methodology Kaupapa Maori Research Community Approval Critical Ethnography Research Approval Ethics Approval Ethnography is the empirical study of culture. Critical ethnographies are studies that are strategically located to shed light on larger social, political, symbolic, or economic issues, and are concerned with representing social structures from the viewpoint of disadvantaged groups in capitalist countries. A perspective that centres Maori ways of knowing in the research process, presupposes a critical analysis of existing relations of power and privileges Maori concerns and practices. Marae Hui (Community Meetings) Tikanga (Protocols) Kawa (Etiquette) Whakawhanaungatanga (Building rapport) Awhi (Community work) Tuakana-Teina (Being mentored) Analyse the Politics Whakawhitiwhiti Korero (Debate findings) Fieldwork – to live with and like the community for a long time Adhere to Customs Participate Observe Analyse the Culture Written Report
Main Issues • The methodology used was time-consuming and intensive but rich, in-depth material was gathered on an under-researched subject and can be used as a platform for more generalised research. • Dual accountability had to be given to the community and research institution • Tensions exist between Western academic research and Maori ways of gathering knowledge
Main Issues • Writing textual representations of culture requires careful consideration • There is little to prepare a researcher for such an intense research experience, other than the personal tales of other ethnographers and Kaupapa Maori researchers
Findings • The marae is considered a key point of access to the community and an important stakeholder in community development initiatives. • The marae committee is not legally recognised but is the main management decision-making body and its processes are the most effective mode of delivery for development initiatives.
Findings • Maintaining the marae complex is the main development priority due to hospitality, historical and inter-generational responsibilities. • The capacity to implement any development initiative is modest and the process is slow.
Findings • The management groups (trustees and marae committee) tend to oversee development initiatives, which are driven by individuals, whanau, or groups in the community. Success depends firstly on the level of active support that can be garnered from the community, then on the resources available to implement the initiative. Active community support is difficult to gain.
Findings • Internal development initiatives implemented 1997-1999 were: kitchen renovations, a strategic plan for renovating the marae, a support team for tertiary education students, marae and hapu history wananga, management systems reviews, and representation on a growing number of external community decisionmaking and consultative bodies.
Findings • The main external influences were the Kiingitanga and the iwi authority. Iwi development initiatives that the marae were involved in or planning were: land title status change, education grants, support for renovations at Turangawaewae Marae, iwi governance and management structural changes.
Findings • Relationships with local or central government are considered in terms of the potential impact on the marae’s rangatiratanga. There are few relationships with government and none on a long-term basis.
Implications for Social Policy • The marae is an important gatekeeper for the community. • The community recognises the marae committee as the decision-making body and point of first contact for external agenices. • Development initiatives that recognise and utilise the existing processes in place at the marae are more likely to be supported.
Implications for Social Policy • Development plans that in some way support the main development priority (maintaining the complex) are more likely to gain support. • Development initiatives that are actively supported and driven by individuals, whanau, or groups from within the community are more likely to be successful. The level of success increases if the “drivers” stay with the initiative through to completion.
Implications for Social Policy • Community members will go to extraordinary lengths to support an initiative once they have committed to it. Their commitment is extremely difficult to gain. • Development planning will be the longest stage of the development process and could take several years. Development implementation will be the quickest but most discordant stage.
Implications for Social Policy • Marae rangatiratanga is closely guarded and any perceived loss will jeopardise relationships between the marae and external agencies. Power-sharing and collaboration are the touchstones of these relationships.
