Blueskin Resilient Communities Trust Strategic Plan

Strategic Plan

We are a progressive trailblazing organisation with a commitment above and beyond the triple bottom line to the strong sustainability model (see PDF attached below).

Executive Summary - Action Areas for 2014-2015


  1. Blueskin Wind Cluster
  2. Climate Change Planning
  3. Effective Advocacy
  4. Economic Power
  5. Social and Environmental Good.


This plan is a living document. As work progresses we will draw on the expertise and experience of staff, trustees and advisors to update and amend this strategic plan.

Blue Sky Visioning

By 2020, families and individuals in Blueskin Communities will:

  • Be free of fuel poverty, with energy efficient homes, have low energy use per person, low CO2 emissions, and derive all electricity from local renewable generation sources.
  • Own and operate a local energy company generating modest investment surpluses, used to fund sustainable initiatives within Blueskin Bay and supporting other communities when desired.
  • Host events, workshops and 'open-door' action to promote our acheivements throughout New Zealand/Aotearoa.
  • Be linked to each other, and within each community, by a comprehensive walking-cycling network, with the benefits experienced as healthy, active communities, wonderful living environment, a steady stream of 'soft' (eco) tourism, and lowered CO2 emissions.
  • Commute to city work and to other Blueskin communities, and travel to other parts of New Zealand via the new passanger rail service.
  • Never travel in single occupant private motor vehicles, and predominantly rent individual motor vehicles when required from the local transport collective.
  • Hold weekly local farmers markets, with food from backyard surpluses, community allotments, local producers and community gardens.
  • Purchase produce from the Trust's dairy farm cooperative, and attend skill building workshops at the farm.
  • Attend regular workshops and edible garden tours in the communities, work in the edible streetscape project, and hold street parties at any one of the locations scattered around Blueskin Bay where neighbours have built pizza ovens, outdoor games areas and small scale public spaces.

In 2020:

  1. We eat predominantly from within our local food web, have a thriving local economy, and broad intergenerational gardening and farming skills. As people have become both formally in informally more linked to our local food web, we develop shorter, thicker, and more resilent food chains, and people are less stressed, have access to a larger range of fresh vegetables and local meat, poultry and fish with a consequent reduction in illness and general increase in health and well-being.
  2. Young and old alike work together, harnessing knowledge, skill, energy and enthusiasm to find creative responses in projects and initiatives (the communities' efforts) to reduce CO2 emissions and build dynamic communities. There's been a reinvigoration of democratic values as schools and community groups have facilitated inter-generational dialogue, and a re-orientation towards social and ecological sustainability, with a focus on increased community resilience. We are confident we have the energy, confidence and creativity to create a great future.
  3. We worked hard to improve our whole existing housing stock through retrofitting and simple green technologies, and we're now establishing new housing for the future, in design and ownership that incorporates our new reality and is orientated towards facilitating the myriad social connections we see as necessary in our communities. More than just the fundamentals of shelter and heat, our houses are the bricks of neighbourhood, and we are the cement that hold different generations together, and support people in transition.
  4. Increasingly our economic activity occurs locally, and is no longer arbitrated solely by cash. Our collective income generating activities have allowed us to bring down local private debt and we encourage volunteer work. We also use a local currency that can also be exchanged in a limited number of regional businesses and this has had the effect of strengthening local economic activity tremendously, providing employment and livelihoods within our communities.
  5. A high percentage of us only commute irregularly to the city, and we use the cycleway or train to do so. Many now work from the home office and in local volunteer activity, or are heavily engaged in the local economy. In fact, we luxuriate in a wide variety of transport choices, from the very costly private or collectively owned motor car, the subsidised and very social train, the crowded but adaptable small buses, the cheap and healthy bicycle (rentable locally if you don't own one), and the free walkways. We can hardly remember the alienation we previously experienced when our lives were lived around the motor car; our children are safe on the roads, we see people out and about and we are happy and task orientated, not time orientated.
  6. Almost all our waste is processed locally. We've massively reduced our petroleum waste (primarily plastics) through building up our local economy. We now promote and encourage composting toilets and recycling of waste water as the housing stock changes, and we collect green waste, ferment it to capture its bio-gas and compost it at central locations for all not dealt with simply at the household level.
  7. Distributed renewable generation from wind and micro-hydro form the backbone of our energy requirements. This is collectively owned and managed and provides all our electricity requirements, and the excess we sell to national retailers via the grid. Community owned and run wood-lots are multi-functional, but in addition to building material and forest farming (fungi, nuts, grazing), they provide fuel for the many efficient wood burners still used to heat many houses. As we generate our energy locally, we are very aware of the costs of consuming it wastefully, and we take great care and pride in managing our energy resources sustainably.


Precise enquiries about our Strategic Plan should be directed to the trustees, by emailing:


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