title: The benthic fauna of Pine Harbour Marina

authors: Dobbie, Nicholas John

subjects: Pine Harbour Marina

abstract: An investigation into the benthic ecology of Pine Harbour Marina, Beachlands was undertaken over the period June 1994 - February 1996. The primary purpose was to provide a broadscale examination of the benthic fauna of the area, and to assess the effects of dredge spoil dumping on benthic organisms. The subtidal benthic ecology to the immediate north-west of the marina was also examined. Behavioural experiments were carried out in the laboratory to evaluate the abilities of the common cockle (Austrovenus stutchburyi) to rebury if left on the surf ace and to resurface if buried under sediment.
The intertidal benthic ecology of the area was diverse, with 89 taxa being identified. The 10 most common taxa accounted for 66% of the 39125 individuals recorded. The assemblage composition was similar to other low energy intertidal areas. The taxal assemblages were reasonably stable in time, with seasonal fluctuations in assemblage composition being related to recruitment phases. Spatially, there was variation between the transects, however the transects close to the approach channel to the marina were similar. Mid and low tide sites had similar mollusc assemblages, which changed similarly through time. High tide sites however were distinct.
The dumpground faunal assemblage changed post-dumping. Not all taxa were affected and within 6 months the dumpground was recolonised to pre-dumping levels.
The subtidal area to the west of Motukaraka Island was dominated numerically by the introduced bivalve Theora lubrica. Species diversity changed in an onshore/offshore direction, with a higher species diversity closer to shore.
In laboratory experiments cockles were able to resurface through sediment at burial depths of up to 10 cm, and rebury when left on the surface, in under 15 hours.

text: The benthic fauna of Pine Harbour Marina An investigation into the benthic ecology of Pine Harbour Marina, Beachlands was undertaken over the period June 1994 - February 1996. The primary purpose was to provide a broadscale examination of the benthic fauna of the area, and to assess the effects of dredge spoil dumping on benthic organisms. The subtidal benthic ecology to the immediate north-west of the marina was also examined. Behavioural experiments were carried out in the laboratory to evaluate the abilities of the common cockle (Austrovenus stutchburyi) to rebury if left on the surf ace and to resurface if buried under sediment.
The intertidal benthic ecology of the area was diverse, with 89 taxa being identified. The 10 most common taxa accounted for 66% of the 39125 individuals recorded. The assemblage composition was similar to other low energy intertidal areas. The taxal assemblages were reasonably stable in time, with seasonal fluctuations in assemblage composition being related to recruitment phases. Spatially, there was variation between the transects, however the transects close to the approach channel to the marina were similar. Mid and low tide sites had similar mollusc assemblages, which changed similarly through time. High tide sites however were distinct.
The dumpground faunal assemblage changed post-dumping. Not all taxa were affected and within 6 months the dumpground was recolonised to pre-dumping levels.
The subtidal area to the west of Motukaraka Island was dominated numerically by the introduced bivalve Theora lubrica. Species diversity changed in an onshore/offshore direction, with a higher species diversity closer to shore.
In laboratory experiments cockles were able to resurface through sediment at burial depths of up to 10 cm, and rebury when left on the surface, in under 15 hours.

year: 1996

title: Staying in Singapore?: New Zealand's third Labour government and the retention of military forces in Southeast Asia

authors: McCraw, David

subjects: New Zealand

abstract: At the beginning of the 1970s, three Western countries – Britain, Australia and New Zealand – had military forces stationed in Singapore under the Five Power Defence Arrangements for the defence of Malaysia and Singapore. Shortly afterwards, Labour party governments were elected in all three countries, and the Australian and British governments, against the wishes of the Singapore government, withdrew their forces from the island nation. Only the New Zealand Labour government of Norman Kirk was prepared to keep its forces in Singapore, despite having pledged at the 1972 election to negotiate a date for withdrawal. This article considers the question of why the New Zealand government pursued a different policy from its allies in regard to troops in Singapore, a policy which was in stark contrast to its attitude towards New Zealand troops in Vietnam and Cambodia, and one which was not supported by a section of the Labour party membership. Since Australia’s withdrawal policy has recently been examined for the first time, it seems worthwhile, and timely, to explore the different priorities underlying the New Zealand Labour government’s policy towards troops in Singapore.

text: Staying in Singapore?: New Zealand's third Labour government and the retention of military forces in Southeast Asia At the beginning of the 1970s, three Western countries – Britain, Australia and New Zealand – had military forces stationed in Singapore under the Five Power Defence Arrangements for the defence of Malaysia and Singapore. Shortly afterwards, Labour party governments were elected in all three countries, and the Australian and British governments, against the wishes of the Singapore government, withdrew their forces from the island nation. Only the New Zealand Labour government of Norman Kirk was prepared to keep its forces in Singapore, despite having pledged at the 1972 election to negotiate a date for withdrawal. This article considers the question of why the New Zealand government pursued a different policy from its allies in regard to troops in Singapore, a policy which was in stark contrast to its attitude towards New Zealand troops in Vietnam and Cambodia, and one which was not supported by a section of the Labour party membership. Since Australia’s withdrawal policy has recently been examined for the first time, it seems worthwhile, and timely, to explore the different priorities underlying the New Zealand Labour government’s policy towards troops in Singapore.

year: 2012

title: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation

authors: Collins, Adelaide

subjects: informal organising

abstract: Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

text: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

year: 2005