Snow Tane

Introduction:

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Snow Tane, General Manager for Te Roroa Development Group, has been instrumental in various environmental projects and pest management efforts. He has played a key role in restoring 900 hectares of pine forest to native land through the Te Toa Whenua Project, addressing Kauri dieback by engaging scientific and Te Roroa experts and managing pest control, roading, and restoration projects with the Environmental Team.

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Snow's team collaborates with NIWA, NRC, and MPI to prepare communities for climate change impacts on water and food access, emphasising community involvement and the integration of traditional knowledge with modern science for sustainable outcomes.  Kauri Dieback is considered as a Freshwater pest  in this interview because Te Roroa see their ngāhere as an interconnected living being.  Kauri Dieback travels in various ways including via the waterways and their approach to pest management is driven through a wellbeing and mataranga māori framework.

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Snow’s Wisdom:

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• ‍Proactive action at the community level: Snow explains that as an Iwi they  initially had to independently drive the response to Kauri dieback, using limited resources, selling equipment, and creating their own response plan. Later, when the National Pest Management Plan was being developed, their response plan significantly influenced the National approach, showing the value of shared efforts for their rākau rangatira. Now, with support from the Ministry of Primary Industries and collaborative agency involvement, their team is well-resourced and able to continue this crucial work. The experience shows the importance of taking proactive action and ensuring that others share the responsibility and costs when appropriate. ‍“That was a critical kaupapa for us because there was no substantive work in the country dealing with Kauri dieback. We had to develop our own tools and lead operational activity to manage the issue ourselves. This has been something that we've worked out as we couldn’t wait around for support. We needed to get on and do the mahi on the ground. If agencies wanted to come along for the journey, ka pai. If they don't, we'll bill them later. If there's any part of it that is taking on some of their responsibility, we'll make sure that they can share in some of the costs.”

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• Jobs for Nature team and succession planning: Established in 2020, the team has grown over six years, focusing significantly on the social aspects of climate change and community resilience. Snow highlighted, "We've kept them (the team) going for six years and the team has expanded. We have a huge focus on climate change, but more so as part and parcel of our climate change planning we're focusing more on the social aspects of climate change." Additionally, he stressed the importance of starting succession planning early to ensure a seamless transition of responsibilities.

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• ‍Mātauranga in decision-making: Snow emphasises the importance of traditional knowledge in decision-making: "There's a kōrero tuku iho pertaining to our whakapapa and the actions of our tūpuna. And that's the sort of thing we have to remember."  He illustrated this with a specific example of a consultant's work: "One of the old kuia gets up and says, 'Now you can't put the town water system there. That's where our mullet come to spawn.' All the work the consultant did,  went out the door."

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• ‍Balancing scientific recommendations with traditional knowledge to respect cultural practices: Snow highlights the importance and cost effectiveness of early engagement with holders of traditional knowledge in decision-making. This includes reconsidering plans based on cultural insights, as illustrated by a live example of ignoring their advice and guidance relating to  mullet spawning grounds.

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• ‍Challenges with DOC: Snow highlighted challenges within DOC, particularly at the middle management level: "Our biggest battles with DOC are in that middle management area, between regional and national." He cited specific issues regarding the placement of their hives on DOC Public Conservation Land (PCL), which was initially prohibited but later approved following further discussions.

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• ‍Lack of existing frameworks: Reflecting on their work with the Te Toa Whenua Project, he emphasised the need for self-reliance and swift, independent action. With the community's needs at the forefront, they often had to build from the ground up, especially in the absence of readily available information or resources.

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• ‍Necessity to start succession: Snow highlights the importance of early planning to facilitate seamless transitions, particularly for the Jobs for Nature project, addressing a significant organisational challenge. This proactive approach ensures that future generations are equipped to continue the work initiated by their predecessors and are prepared to tackle the challenges posed by climate change, even after they retire.

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• ‍Implementing practical measures of resilience: Snow questioned the practical implications of resilience, indicating a need for clear, actionable steps: "That word resilience–I'm not a keen user of it–but I think to me, the biggest challenge is to show how we make things resilient."

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Snow Recommends:

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• ‍Proactive action: Emphasise self-reliance and immediate action to address challenges, such as Kauri dieback management, without waiting for external support.

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• ‍Building resilience: Upgrade water infrastructure and provide water tanks to households in vulnerable communities to enhance water resilience.

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• ‍Succession Planning: Involve the rangatahi in ongoing projects to ensure a seamless leadership transition when current leaders retire.

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• ‍Collaborative Solutions: Establish direct communication with stakeholders to address conflicts and encourage transparency in publicising environmental impacts.

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• ‍Utilising mātauranga Māori: Integrate traditional ecological knowledge into environmental planning and decision-making processes, ensuring cultural protocols are respected.

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• ‍Kaitiakitanga: Foster community guardianship of natural resources, promoting responsibility in managing biosecurity challenges.

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• ‍Whanaungatanga: Strengthen relationships within the community and with partners to encourage collaboration and shared resource management.

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• ‍Tikanga Māori: Incorporate customary practices in decision-making to ensure cultural values are respected in biosecurity efforts.

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In Summary:

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Snow has been a driving force in environmental projects and pest management, such as the Te Toa Whenua Project and combating Kauri dieback. His work emphasises the importance of self-reliance, proactive actions, and integrating traditional knowledge with modern science. The key challenges he explained include the need for immediate action, early succession planning, and balancing traditional practices with scientific recommendations. Collaborations with NIWA, NRC, and MPI are crucial for building climate resilience. 

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Photo © NZ Herald