Robert Brett Akuhata

Engaged a number of stakeholders, partners, and internal staff to progress a major housing opportunity for Whangarei culminating in the support of the Kainga Ora board to progress the project to an investigative stage with a budget of 300k.

• Ensure that team members are aware of and act in accordance with Kāinga Ora’s legislated operating.
• Lead a team that implements engagement, community development and place making strategy and policy at a regional level
• Monitor Kāinga Ora’s community and stakeholder engagement for the region and work with the Engagement & Partnerships subject matter experts to evaluate the effectiveness of the activity, and identify areas for improvement
• Enhance the regional team’s engagement activities by supporting the Regional Director with strategic advice and best practice engagement approaches
• Ensure any local risks, issues and opportunities are escalated and managed by working collaboratively with the Communications Manager and other internal stakeholders
• Support the development of Regional Plans, ensuring that they are developed using a consultative process with communities and that they reflect community needs and aspirations
• Controlled costs to keep business operating within budget and increase profits.
• Maximized performance by monitoring daily activities and mentoring team members.

Responsible for the formation of the Te Hono team within Strategic Planning and Policy group of council that provided advice to elected members and senior staff on issues Māori.

• Council representative for Northland Housing Taskforce
• Co-Lead Te Hono group
• Led Māori development strategy for Te Hono group
• Present kaupapa Māori issues to elected members
• Led the development and implementation of Māori component of onboarding of new staff into the organisation
• Led the development of streamlined processes for customer interface with the Māori Development unit
• Led organisations response to land development requests by clients resulting
• Co-Led delivery of council's objectives to improve Māori relationships
• Increased customer satisfaction ratings by closely monitoring service quality standards and addressing any issues promptly.

Facilitated E TU Whanau Kaupapa across the north island engaging with Māori and other ethnic minorities experiencing violence within their communities

• Led implementation(locally) of governments strategy for services for Māori, refugees and migrant communities
• Co-Led stakeholder relationship building across central and local government, iwi, community organisations
• Supported communities, whanau hapu and iwi to build resilience and capacity to address issues confronting them
• Enhanced client relationships by providing strategic advice and guidance on industry trends and best practices.

Established and lead the sentinel network of twenty staff within the Northern Regions Corrections Facility that conducted operations to counter violence, provide security of the facility as well as provide intelligence to other law enforcement agencies.

• Led the intelligence gathering units within the facility
• Supported regional intelligence manager with the development, implementation and monitoring of policy, processes, systems, projects and programmes
• Developed Tactical Assessments, Problem Profiles and Knowledge Profiles
• Supported Prison Manager in decision making
• Managed sensitive information with discretion, ensuring proper handling and dissemination to authorized personnel only.
• Collaborated with interagency partners to develop comprehensive threat assessments and mitigation strategies.
• Developed strong relationships with key stakeholders across government agencies, promoting collaboration on intelligence matters.

Led a team of seven team members who were based in seven distinct locations around the north island. Oversaw the development of high trust collaborative relationships with Māori and developed best practice engagement model for North-eastern Biogeographical Marine area.

• Co led the development of business plan for customary business unit
• Supported realignment of work streams for business unit
• Develop best practice for engagement model for north eastern biogeographical Marine areas
• Provide Ministerial advice
• Analysed all regional information gathered from team
• Improved team productivity by implementing efficient workflow processes and setting clear performance expectations.
• Provide advice and support (including training to Ministry staff to enhance the effectiveness of the Ministry's Treaty Policy)
• Project management
• Established forums and developed their strategic and operational plans
• Managed conflicts and dispute resolution processes between iwi, interest groups and Ministry
• Fostered a positive work environment that encouraged collaboration, innovation, and continuous improvement among team members.