Whadjuk delegation to Aotearoa (New Zealand)
PURPOSE, OUTCOMES, COSTS AND KEY FACTS FOR MEMBERS
The Whadjuk Aboriginal Corporation recently undertook a delegation visit to Aotearoa (New Zealand) to engage directly with Māori leadership, governance bodies and commercial entities, including Waikato-Tainui and Ngāi Tahu.
This visit formed part of the Corporation’s broader work to establish a clear long-term strategy for economic development, governance and member benefit delivery.
At present, the Corporation is at an early stage of its development.
While the Noongar Settlement has been finalised, many of the long-term economic structures required to deliver sustained outcomes for members are not yet in place.
The purpose of the visit was to learn directly from Indigenous organisations that have successfully transitioned from settlement to large-scale economic and social outcomes over time.
WHY THE TRIP WAS NECESSARY AT THIS TIME
Without clear strategic direction, there is a risk of:
Remaining in a cycle of short-term survival
Making fragmented or reactive decisions
Failing to build long-term economic capacity
The trip was undertaken to:
Inform the Corporation’s strategic planning process
Ensure decisions made over the next 1–5 years are informed by proven models
Provide leadership and cultural representatives with firsthand understanding, not second-hand interpretation
WHAT WAS LEARNED
The delegation engaged with Māori organisations that began with settlements of approximately NZ$170 million and have grown those into asset bases of:
Approximately NZ$2.4 billion (Waikato-Tainui)
Approximately NZ$2.1 billion (Ngai Tahu)
These outcomes have been achieved over 25–30 years.
Key insights included:
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Unified governance and clear decision-making authority are critical
Separation between cultural authority and commercial operations is structured and deliberate
Long term planning is prioritised over short term pressure
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Settlement funds were treated as a base to build from
Strong discipline in reinvestment has enabled exponential growth
Avoidance of unsustainable short-term distributions was a key principle
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Land is not accepted or developed without a clear strategic purpose
Assets are used to generate long term revenue streams
Major developments (retail, tourism, logistics, property) were built progressively
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Partnerships with major commercial operators provide expertise and capital
Indigenous ownership and control are retained
Relationships are structured for long-term value
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Both organisations spoke candidly about what has not worked
Lessons included governance mistakes, commercial risks and internal pressures
This provided a realistic understanding of the pathway, not just the success
RELATIONSHIPS AND COMMITTMENTS SECURED
While no formal agreements were signed, the Corporation received:
Direct commitments of support from senior leadership of both tribal groups
Ongoing access to their:
Strategic advisors
Commercial partners
Planning and implementation expertise
A public declaration of intent to collaborate, including statements made at Tūrangawaewae Marae by TAINUI GROUP HOLDINGS.
This provides Whadjuk with:
Access to multi-billion dollar Indigenous organisations as mentors and partners
Entry into networks and opportunities not previously available
Ongoing support in developing and implementing strategy
DELEGATION COMPOSITION
A total of 13 delegates attended, including:
Board members (all directors were invited)
Cultural Advisory Committee (CAC) representatives (all CAC invited)
Key operational staff involved in planning and implementation
Cultural performers
Selection was based on:
Governance responsibilities
Cultural leadership roles
Operational relevance to future strategy
Ability to represent the Corporation in formal cultural and diplomatic settings
TOTAL COST & FUNDING BREAKDOWN
Airfares: approximately $26,000 AUD
Honorariums $18,000 AUD in total (Directors, CAC, Dancers)
In-country costs (NZ): approximately NZD $50,000 (Airfares, Meals, Accommodation).
FUNDING CONTRIBUTIONS
$40,000 AUD grant from a charitable trust
$40,000 AUD contribution from an external proponent
Significant in-kind support from host organisations TAINUI GROUP HOLDINGS & NGAI TAHU, including:
Accommodation
Meals
Transport
Access to facilities and experiences
Cost to the Corporation
Estimated at approximately $15,000 AUD total. Pending final hotel costings
Equivalent to approximately $1,153 per delegate
WHAT THIS MEANS FOR MEMBERS
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Clearer strategic direction for the Corporation
Integration of learnings into current planning processes
Access to experienced partners for guidance
Identification of potential economic development pathways
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Growth of a sustainable asset base
Increased capacity to deliver:
Housing support
Employment pathways
Business opportunities
Cultural and community programs
Development of structured economic strategy
Potential joint venture partnerships
Progression of projects such as tourism and accommodation developments
Stronger positioning in negotiations and commercial opportunities
LAND, ASSETS AND STRATEGIC PLANNING
The Corporation is currently:
Reviewing land parcels offered under the settlement
Working through Cultural Advisory Committee (CAC) processes
Aligning land decisions with a broader strategic framework
The key principle is:
Land will not be accepted or developed without a clear long-term purpose.
WHY IMMEDIATE FINANCIAL SUPPORT IS LIMITED
There is strong community expectation for support with:
Housing
Cost of living
Funerals and community needs
The Corporation recognises these needs.
However:
Current funds are limited
There are no established revenue-generating assets yet
Short-term spending without income replacement is not sustainable
The strategic direction is to:
Build long-term income streams first
Then expand capacity to support members in a meaningful and sustainable way
ADDRESSING MISINFORMATION
Some commentary about the trip has been incorrect or misleading.
Key facts:
The trip was largely externally funded
The cost to the Corporation was low
Delegates were selected based on governance, cultural and operational roles
The purpose was strategic, not discretionary
Members are encouraged to:
Seek information directly from the Corporation rather than accepting unverified information from former Corporation Directors
Participate in upcoming engagement sessions
Engage respectfully with one another
NEXT STEPS
The Corporation will:
Provide a written report to members
Hold community engagement sessions
Share updates through online channels and media
These engagements are expected to occur before the end of April.
SUMMARY
This visit was a strategic investment at a critical point in the Corporation’s development.
It has:
Provided clarity on what is required to build long-term economic strength
Established relationships with leading Indigenous organisations
Informed decisions that will shape the Corporation over the next decade
The focus now is on implementation, accountability and delivering outcomes for members.
If you have any questions, please call our office on 7095 3569 or email kaya@whadjuknoongar.org.au.
